On October and December 2007, The Canada Public Service Agency has reorganized to strengthen our capacity to deliver our priorities in a more integrated manner.

While the mandate of the Agency is not changing, this organizational realignment allows us to integrate our functions in a way that provides better support to departments, managers and the human resources community as well as our own employees.

A President, an Executive Vice President, five Vice Presidents, two corporate Directors General, a Chief Financial Officer and a Senior General Counsel make up the Agency's senior management team. The President of the Treasury Board is the Minister responsible for the Agency.

Communications Branch
The Communication Branch provides coherent, well-managed and high-quality communications advice, services and products in a timely, cost-effective and professional manner to Agency clients, partners, employees and the public.

The Communications Branch provides a expert communications advice and support aligned and integrated with Government of Canada and Agency priorities. The Communications Branch facilitates better employee understanding of the Agency's mandate, priorities and policies as well as provide operational communications support through effective strategies, activities and products. In addition, the Communications Branch provides support to the Minister with respect to his parliamentary affairs and media relations on issues and initiatives.

The Communications Branch is divided into three divisions: Strategic Communications, Corporate and Ministerial Affairs and Marketing, Outreach and New Media. Corporate and Ministerial Affairs provides strategic advice and support to the Minister and departmental senior officials in the form of Question Period cards, coordination of the tabling of reports and returns, communications material, and logistical support for House and Senate Committee appearances. In addition, this division provides media relations support to the Minister and the Agency senior management team including responding to media inquiries, providing media briefings with policy experts and media monitoring and analysis services.

The Strategic Communications division is responsible for developing an integrated and cohesive approach for communication activities. It provides strategic advice to sectors and recommends options on communication activities and public affairs. The division also manages internal communications.

The Marketing, Outreach and New Media division is responsible for supporting the President in her Outreach activities, as well as providing operational support to the communications activities of the Agency such as coordinates publishing and event participation, and content for the Agency website and intranet site.

Human Resources Management & Administrative Services

Human Resources Management & Administrative Services supports managers and employees in the Agency to make ours a model workforce and workplace. It provides internal services to the Agency in the areas of corporate planning, finance, human resources management and administration. This branch provides services to support delivery of the Agency's programs. The branch works in cooperation with Agency managers and employees and liaises with various service providers inside and outside the Public Service. This branch includes Ex and Leadership Development Programs, HR Policy Programs & Organization Effectiveness, HR Operations, Agency Administration, HR Planning and the ATIP office which provides services mandated by the Access to Information Act and the Privacy Act. This Branch is also responsible for Finance & Audit.

Legal Services Unit (LS)
The Treasury Board Portfolio Legal Services Unit, staffed by the Department of Justice provides legal advice to the Agency, with respect to their powers and duties. This unit provides specialized legal advice to the Agency with respect to the enactment of and the amendment to legislation and regulations, as well as strategic advice concerning policy development and other initiatives. It further provides litigation support and litigation services before specialized tribunals in the area of employment and labour law, training and information on trends and developments in the areas of law relevant to the Agency's mandate.

Strategic Policy, Planning and Research
The Strategic Policy, Planning and Research Sector (SPPR) supports strategic direction-setting for the Agency and for people management across the Public Service. It carries out these responsibilities by conducting and collecting forward-looking, research, by doing evidence-based policy development and by maintaining the resulting integrated people management agenda and associated priorities. It supports people management excellence in departments, and advances internal, Agency excellence through results-based planning, internal audit and evaluation and support for Agency activities respecting internal MAF activities.

Strategic Policy and Coordination
The Strategic Policy and Coordination Directorate is responsible for ongoing, high-level debate to generate ideas that position the Public Service (PS) as a world-class employer. With a view to addressing PS-wide people management challenges, it oversees the identification, evaluation, risk assessment and development of an empirically-based strategic policy agenda. In addition, it has developed and currently manages and maintains the Agency's governance structure to ensure transparency, coherence and horizontal integration in policy development and decision-making. It streamlines and directs the analysis of PS-wide reporting on people management, thus supporting senior Agency and government officials in their PS-wide leadership roles vis-à-vis people management. In a related function, it oversees the design and ongoing development of the people management indicators of the Management Accountability Framework (MAF), carries out the analysis and assessment of PS performance by departments and agencies as illustrated by results on these indicators, and formulates advice, arising from this analysis, to deputy heads on strategies and action plans to enable people management excellence in their organizations.

Knowledge and Research
The Knowledge and Research Directorate is responsible for creating and directing the Agency's centre of expertise in the conduct, analysis and dissemination of research. This responsibility involves initiating survey instruments to deepen knowledge of the state of people management in the Public Service and conducting simulation and modeling to create new knowledge and insights that serve as the empirical foundations for Agency policy deliberations and decision making. It encompasses managing Agency relations with key stakeholders and partners in both public and private sectors and in research and academic communities to leverage benefits from knowledge creation activities. In addition, it requires the development and implementation of Agency processes and procedures to capture, manage, integrate and disseminate new people-management knowledge that is created by the Agency, federal departments, agencies, institutions and external partners.

Strategic Planning
The Strategic Planning Directorate is responsible for optimizing Agency performance through the development, periodic updating and management of the Agency program activity architecture (PAA) and related performance measurement framework (PMF).

As part of its planning responsibilities, it plans and directs the delivery of support services for Agency planning retreats. It directs Agency-wide and supports sector-specific risk assessment, and related risk management and mitigation activities that form an integral part of strategic plans. The Directorate also oversees Agency annual integrated planning and in-year reviews of performance and results and develops the Agency's integrated plans. This work involves ensuring the alignment of business planning with human resources and financial planning, in cooperation with the Chief Financial Officer and the Director General Human Resources and Administrative Services. In addition, the Strategic Planning Directorate coordinates the Report on Plans and Priorities (RPP) and the Departmental Performance Report (DPR).

This unit also oversees the planning and implementation of the Agency-wide internal audit and evaluation functions and is the official point of contact for the Agency in dealings with the Office of Auditor General

A further area of responsibility requires ensuring that the Agency is a model of excellence with respect to people management by overseeing the implementation of the Agency-wide Management Accountability Framework (MAF) assessment and post-MAF follow-up.

A fourth area of responsibility involves overseeing and supporting project management across the Agency, providing direct service to sector-specific projects and monitoring progress over time as part of the tracking of Agency deliverables and priorities. The Directorate's monitoring activities respecting project management thus provide an internal challenge function related to ensuring that work is progressing at an appropriate rate within the sectors.

Leadership & Talent Management Sector (LTM)
Leadership and Talent Management Sector promotes leadership excellence in Canada's federal public service for managers, HR professionals and employees.

TLM leads executive management policy, including EX (executive) compensation, learning policy, leadership development programs and strategies, awards and recognition, Interchange Canada policy and program and the ADM Secretariat. The sector is the focal point to coordinate all leadership development programs in the Public Service. Talent management and branding the Public Service is an integral part of the sector's mandate.

LTM is responsible for all policies and policy advice to Treasury Board ministers and deputy heads related to the management of the executive group (EXs), including terms and conditions of employment, salary administration, organizational design, classification of positions, performance management as well as planning the renewal and development of the EX community and defining the key leadership competencies required from all managers. LTM is also the secretariat for the Advisory Committee on Senior Level Retention and Compensation (Stephenson Committee). LTM develops close partnerships and horizontal links with departments, agencies, regions, functional communities, the Privy Council Office, the Public Service Commission, the Treasury Board Secretariat and the Canada School of Public Service. LTM is responsible for the Accelerated Executive Development Program (AEXDP), the Career Assignment Program (CAP), the Management Trainee Program (MTP), Accelerated Economist Training Program (AETP), Interchange Canada

LTM is also the policy centre for learning within the public service, and introduced the Policy on Learning, Training and Development which, among other things, sets out the required training for three target groups: new employees, managers at all levels and functional specialists. LTM also coordinates the establishment and maintenance of the Treasury Board Standards on Knowledge for this required training, LTM is responsible for promoting and monitoring the policy and for developing a strategy to support the public service as a learning organization.

LTM, maintains and promotes the Key Leadership Competencies Profile and supports departments and agencies in integrating the Profile into their human resources management strategies and activities. Through tools and advice, LTM supports the mandatory use of the Profile for assessing candidates for EX appointments and assessing executives through the Performance Management Program.

LTM, in partnership with the Public Service Alliance of Canada, manages the Joint Learning Program and promotes joint labour-management learning activities.

LTM facilitates the funding of the National Managers Community and the 3 Association of Professional Executives (APEX).

TLN is responsible for a suite of corporate leadership development programs that will help ensure the Public Service has the leadership talent it needs. This requires an integrated approach to leadership development, where all leadership development programs are aligned to support the "leadership continuum" of the federal public service–from entry level–through to the Assistant Deputy Minister level.

Recruiting at the entry level, LTM runs the Management Trainee Program and the Accelerated Economist Training Program. To develop middle managers to the Executive level, LTM manages the Career Assignment Program. LTM is also developing and managing pilot projects to address recruitment and development needs in regions and functional communities (e.g. human resources, finance, and science and technology). To develop executives at the EX-01 to EX-03 levels, LTM administers the Accelerated Executive Development Program and the Government of Canada Fellows Program. LTM supports deputy heads in the staffing of positions at the Assistant Deputy Minister (ADM) level, and supports the ADM community through annual personal visits with ADMs, learning and networking events, such as the ADM Forum, career counselling, advice and support.

LTM is responsible for the Interchange Canada Program, a skills-exchange program between the core public administration and other organizations in the private, public and not-for-profit sectors in Canada and internationally and related policy, a new executive component with a learning focus, the Government of Canada Fellows Program, was launched in October 2006 to enhance and strengthen relationships, allow for the sharing of talent and to foster the development of Canada's senior leaders.

LTM has developed a Human Resources Management Strategy for the EX community that will provide support for talent management at the executive level. LTM is also responsible for maintaining the EX Qualification Standard and monitoring its use and effectiveness.

To promote excellence within the public service, LTM supports National Public Service Week and administers government-wide awards and recognition programs, and works closely with the Privy Council Office in the annual deliberations on the Prime Minister's Outstanding Achievement Award and the Public Service Award of Excellence. It is also responsible for the Recognition Policy, the Long Service and Instant Award Programs, as well as the Award Plan for Inventors and Innovators Policy.

TLN supports deputy heads in the staffing of positions at the Assistant Deputy Minister (ADM) level, and supports the ADM community through annual personal visits with ADMs, learning and networking events, such as the ADM Forum, career counselling, advice and support.

To ensure coherence and consistency between activities at senior levels, namely planning, recruitment, learning, development and support, performance, retention and separation, TLN is developing a Human Resources Management Strategy for the EX community. The strategy will provide for improved human resources and talent management at the executive level. It will result in the identification, creation and implementation of instruments, services and programs that better support the executive and feeder groups. TLN is also responsible for maintaining the EX Qualification Standard and evaluating its use and effectiveness.

Workplace anf Workforce Renewal Sector (WWR)

Office of Public Service Values and Ethics
The Office of Public Service Values and Ethics (OPSVE) is mandated with ensuring that the public service has the necessary management infrastructure, practices and results to support a strong culture of public service values and ethics, consistent with the Values and Ethics Code for the Public Service and the Management.

Accountability Framework. To this end, the OPSVE acts as a centre of expertise for policy making and advice on public sector values and ethics, including policies and strategies related to the indemnification of Crown servants and to workplace well-being; communicates and promotes program objectives and priorities; develops and disseminates best practices, tools and training programs; ensures the establishment of a results-based accountability approach to values and ethics; and monitors the performance of departments and agencies

Official Languages Branch
Under the Official Languages Act, the mandate of the Official Languages Branch (OLB) is to provide strategic orientation and to co-ordinate the Official Languages Program in federal departments, agencies, Crown corporations, and certain privatized organizations. The OLB is responsible for overseeing federal institutions so that they serve Canadians in the official language of their choice at offices with an obligation to do so, create and maintain a work environment conducive to the effective use of both official languages in designated bilingual regions, and provide equal employment and advancement opportunities to English-speaking and French-speaking Canadians within the public service.

The OLB prepares and communicates official languages policies and directives and supplies the necessary interpretation and support. It establishes the management framework within which federal institutions fulfill their legislated responsibilities. The OLB develops program management tools and systems and encourages their use in federal institutions. It identifies information needs and interprets related statistics. Also, it oversees the implementation of programs, in conjunction with federal departments and agencies, and produces an annual report that the President of the Treasury Board tables in Parliament.

The OLB manages the Regional Partnerships Fund and the Official Languages Innovation Fund set up by the Action Plan for Official Languages.

The OLB is composed of an Executive Secretariat and three divisions: Research Strategic Planning and Policy Development; Marketing, Promotion and Champions, and Performance Measurement and Liaison.

Public Service Renewal Taskforce Modernization Sector (RTM)
The Public Service Renewal Task Force and Modernization sector contributes to the modernization of human resources management and the renewal of the public service

The Public Service Renewal Task Force provides policy and operational support to the Deputy Minister Committee on Public Service Renewal and the Advisory Committee on the Public Service, created by the Prime Minister to advise him and the Clerk of the Privy Council on the renewal and future development of the public service. The Task Force also provides leadership, advice and support to departments and agencies in engaging employees to achieve ongoing renewal across the public service.

Strategic Integration and HR Modernization
This directorate is responsible for the Public Service Modernization Act (PSMA) stewardship and implementation, including capacity building and supporting the Human Resources community. The Directorate has responsibility for the Small Agency Transition Support Team (SATST) which was created to strengthen partnerships, facilitate access and share information among small agencies to support the ongoing implementation of the PSMA. It supports the President as champion for the HR community and maintains close working relationships with the Human Resources Council. The directorate provides support to departments (information, advice, tools, best practices), manages investments under Strategic Investment Framework, monitors progress toward PSMA implementation, reports to Treasury Board Ministers on overall implementation of PSMA and results achieved, and participates in formal evaluations.

Staffing Recourse and Informal Conflict Management
The Centre of Expertise (COE) on Staffing Recourse and Informal Conflict Management was established to meet the need for expertise and support in a new and untested environment as a result of coming into force of the Public Service Modernization Act (PSMA) which also saw the establishment of the Public Service Staffing Tribunal as an independent tribunal. With respect to the broader HR management system, the program contributes to maintaining a staffing system that is flexible and contributes to efficient and effective staffing in departments to address and respond to the needs of Canadians. The Centre provides deputy heads with effective, timely and high quality advice, support and representation in respect of individual staffing complaints before the Public Service Staffing Tribunal through direct intervention, knowledge transfer, tools, research and analysis. The Directorate is also responsible to develop and oversee the implementation of instruments such as policy, directives and standards of practice

In this context, SIOC plays a critical role within the Agency and across government for managing the transition to a reformed HR system and its associated performance measurement regime. SIOC is leading the ongoing classification modernization process, including the development and implementation of classification policies and guidelines and job evaluation standards as well as ensuring classification system capacity; providing subject matter expertise and lead role where appropriate on the development of the HR dimension of the Corporate Administrative Shared Services (CASS) initiative; design and implementation of the Common HR Business Process and System Assessment, in partnership with the Human Resources Council and supporting the Human Resources community.