Introduction

The Public Service Commission (PSC) is a Non-Board Governed Regulatory Agency responsible for overseeing the Ontario Public Service (OPS) and is assigned authority under the Public Service of Ontario Act, 2006 (PSOA) to establish terms and conditions of employment for employees in ministries and Commission public bodies.

As a provincial agency, and part of the government, compliance with legislation, government directives, policies, and guidelines applicable to the PSC are paramount.

Our common mission is taking pride in strengthening Ontario, its places and its people. Guided by this mission, our common values are:

  • inclusion: respecting the dignity and human rights of every person so they feel welcomed, valued and like they belong;
  • integrity: demonstrating trust, honesty, accountability and impartiality; and
  • excellence: delivering high quality and timely public services and programs.

We act as “one OPS” sharing the same mission, the same values, and the pursuit of common goals towards service excellence and public service accountability. As we navigate challenging times and threats to our economy, the public service must continue to deliver exceptional services to the people of Ontario. To that end, we remain committed to attracting, developing, and retaining top talent that consistently demonstrates transparency, accountability and integrity across the organization.

To support this work, the PSC provides strategic guidance for optimizing human resource management across the public service. By contributing to organizational health and performance, the PSC issues human resource management directives, policies, and associated programs. These efforts are focused on cultivating a non-partisan, professional, ethical and competent public service that is healthy and safe, diverse, accessible, anti-racist, inclusive and respectful - while proactively identifying and mitigating workforce risks.

Fundamental to this work are foundational documents that serve as guidance, frameworks and metrics, all solidly integrated into how employees undertake their work as public servants to strengthen Ontario, its places and its people. Throughout this business plan, references will be made to:

  • Our OPS/“One OPS” - a consolidated view of the strategic elements that guide and ground employees in the work they do every day as “one OPS.” It orients and unifies us, instilling pride by articulating our common mission.
  • the OPS People Plan - our human resources blueprint to address the fundamentals of attracting, developing, and retaining top talent throughout the organization.
  • Our authority covers appointments to the public service, discipline, investigations, dismissals, post-service conflict of interest and conflict of interest financial declarations.

To optimize efficiency and reinforce management accountability, we delegate most decision-making authority relating to human resource management to Deputy Ministers for employees in ministries and to prescribed delegates for employees in Commission public bodies. In addition, Management Board of Cabinet (MBC) has sub-delegated to us its power to make directives and rules relating to salaries within the classification series and wage ranges created by MBC and other terms and conditions of employment. Limits on sub-delegation are set where appropriate.

A memorandum of understanding (MOU) with the President of the Treasury Board (TBS Minister) establishes the accountability relationship between the PSC Chair and the Minister which outlines expectations between the government and the agency. The PSC is accountable to the TBS Minister through the MOU.

The PSC is required under the Agencies and Appointments Directive (AAD), a key government directive setting out agency governance and accountability, to provide an annual multi-year business plan to the Minister of Treasury Board. This PSC Business Plan for the fiscal years 2025-2026 to 2027-2028 sets out the PSC’s commitments for the coming years with annual reporting.

Agency Mandate

As outlined in part III of the Public Service of Ontario Act, 2006 (PSOA), the mandate of the PSC is to ensure:

  • effective management and administration of human resources in relation to public servants that the PSC, or its delegates, appoints to employment by the Crown.
  • non-partisan recruitment and employment of public servants that the PSC, or its delegates, appoints to employment by the Crown.

Governance Structure, Roles and Membership

Governance Structure:

The PSC is a “Non-Board-Governed Regulatory Agency” (as defined by the Agencies and Appointments Directive) without budget or staff.

Commissioners are not remunerated to serve on the PSC.

Secretariat services are provided by public service staff from the Centre for People, Culture and Talent (CPCT), a division of the Treasury Board Secretariat (TBS) (equal to half of a full-time equivalent). Secretariat services include advice to ministries when preparing submissions for PSC consideration, agenda-setting, meeting coordination and distribution of meeting materials to commissioners. Funding for PSC’s administrative operations is provided by TBS.

Roles and membership (see Appendix 1 for 2024-25 membership list):

  • The Secretary of the Cabinet, as head of the public service, is a permanent member of the PSC
  • The TBS Deputy Minister is the PSC Chair and permanent member of the PSC
  • The Assistant Deputy Minister of the Talent, Leadership and Performance Division in CPCT acts as the PSC Secretary and is a regular Ontario Public Service employee
  • Other Deputy Minister members (recommended by the Secretary of the Cabinet based on experience, diversity and expertise) are appointed by the Lieutenant Governor in Council to the role of commissioner for a one-year term, which may be renewed

Priorities and Actions

Providing enterprise direction for the effective management of human resources in the Ontario Public Service is a primary responsibility of the PSC. CPCT assists the PSC in achieving objectives through enterprise-wide human resources planning, policy advice, strategic development and implementation, workforce data and business trends analysis, administrative management (coordination, agenda-setting and records management), reporting and talent consulting services for ministries. These actions have continued to ensure the ongoing attraction, retention and development of top-quality leadership and staff necessary to achieve the goals and objectives of the OPS and to deliver results to Ontarians. Each of these areas assists the OPS in improving our workplace culture, developing accountable leaders and safeguarding a perpetual pathway for succession to maintain organizational sustainability in the years to come. Over the course of this business plan, the PSC will take the following actions:

  1. In accordance with the annual policy review agenda, approve human resource management directives and policies and associated programs under PSC authority to cultivate a non-partisan, professional, ethical and competent public service that is healthy and safe, diverse, accessible, anti-racist, inclusive and respectful while proactively identifying and mitigating workforce risks.
  2. Promote the Our OPS common mission of taking pride in strengthening Ontario, its places and its people, and our values of inclusion, integrity and excellence that define what is important to us as a public service and connect us as “one OPS.”
  3. Promote Ontario Public Service ethics.
  4. Oversee and monitor progress in achieving key initiatives related to the strategic priorities and goals of the OPS People Plan: modernize work, grow and develop talent and cultivate a culture of belonging.
  5. Maintain a focus on hiring and retaining appropriately skilled employees that demonstrate the best fit and professional suitability for OPS employment, including employee performance leadership and career development, succession and when appropriate dismissals.
  6. Support business processes that enable informed decision-making within PSC, fostering a culture of continuous leadership development and enterprise-wide mobility, employee engagement and effective succession planning.
  7. Report annually on PSC performance against business plan commitments.

HR Strategy, Performance Measures and Annual Targets

The OPS People Plan (2023-2026) is the human resources strategy for the public service that outlines our goals to attract, develop and retain top talent that reflects Ontario’s diversity, with a focus on the strategic priorities to modernize the workplace, grow and develop talent, and cultivate a culture of belonging.

In keeping with our commitment to building a culture of continuous performance improvement at its core, the PSC’s performance will be assessed against goals in the following priority areas:

Policy Review and Renewal

Through systematic reviews and evaluation of policy, the PSC has assurance that critical direction is set for ministries and Commission public bodies that is current, relevant and reflective of best practices.

We will focus on:

  • a policy review agenda that is driven by strategic priorities and commitments (such as OPS Leadership Pledge), legislative requirements (e.g., annual reviews of health and safety policies), length of time since last review, accuracy (e.g., organizational changes, designations, responsibilities), and operational and program feedback; and
  • supporting the ongoing development of policies and practices that align with workplace best practices and adherence to legislation,

We will measure success using the following metrics:

  • annually, all non-compensation HR policies that form part of the HR policy agenda are reviewed to determine relevance and to consider areas for improvement (see Appendix 2 – Policy Agenda + Priority Areas of Focus); and
  • annually, all HR policy reviews required in accordance with legislation which may prescribe the frequency of such reviews (e.g., Occupational Health and Safety Act).

OPS Talent and Leadership, Delivering Results and Hiring and Retention

Part of this three-year business plan is furthering our work on policies and practices that strengthen the OPS commitment to quality onboarding of high performing, effective executive talent and embedding perpetual succession planning into the leadership culture.

As a people-powered organization, it is the skills of our workforce, along with how employees experience their work environment, that are fundamental to our success. Having a strong leadership culture enables this, as employees thrive under leaders who provide clarity on their roles, highlight the importance of their work, and create linkages between the work and the organization’s mission, values, and priorities.

We will focus on:

  • robust annual reporting related to the number of appointments to Executive 3 or Executive 4 (or equivalent) classes;
  • evaluating the calibre of PSC executive appointments through a quality-of-hire index that measures the performance, retention, and growth potential of executives two years post-hire; and
  • ongoing analysis of sociodemographic survey respondent information of PSC appointments to Executive 3 or Executive 4 (or equivalent) classes of positions to assist in identifying potential barriers faced by individuals from equity-deserving groups.

Areas of consideration for our metrics will include:

  • implementation of the OPS People Plan initiatives to modernize work, grow and develop talent and cultivate a culture of belonging to deliver excellent public services as measured against established OPS People Plan KPIs (see Appendix 3 for OPS People Plan – Key Performance Indicators and Targets), organizational priorities and performance measures for each ministry and their stated mandate;
  • alignment of initiatives under the OPS People Plan against the associated measurement framework and ministry and employee/leadership assessment frameworks, to detail our ability to meet and improve on annual goals; and
  • strengthening and improving the quality of data (particularly related to HR metrics) from surveys, data analytics and reports in order to meaningfully assess our progress and efficacy.

Ethical Processes

PSC is the ethics executive for former public servants who worked in a ministry other than in a Minister’s office. PSC makes determinations when a former employee declares a potential conflict of interest (COI) between their prior OPS employment and a new activity, consistent with the COI rules for post-service employees in the PSOA and its regulations.

We will measure success using the following metrics:

  • annually, 85% of post-service conflict of interest determinations are made for ministry employees within 60 calendar days of receiving the request;
  • annual reporting on number of requests for determinations received by former ministry employees, number requiring non-standard restrictions, and instances in which the PSC had to act due to non-compliance with direction; and
  • annual communication of requirements to all ministry employees who are obligated to submit annual financial conflict of interest declarations to the Integrity Commissioner or attest to no change in status since their last declaration.

Administration and Reporting

As a Non-Board Governed Regulatory Agency, the PSC has administration and reporting obligations in accordance with the requirements under the Agencies and Appointments Directive.

We will measure success through:

  • the implementation of PSC business process improvements to optimize effective and efficient deliberation, decision-making and communication of decisions made by the committee; and
  • increased transparency of PSC decisions through the PSC Annual Report, which details achievements to the TBS Minister.

Risk Assessment and Mitigation

Acting within the authorities granted to it under PSOA, as well as those delegated to it by MBC, the PSC makes decisions regarding several potentially high-risk matters related to:

  • policy direction for the management of OPS employees;
  • appointments of senior executives in Executive 3 and Executive 4 classes (or equivalent);
  • dismissals of employees in Executive classes (levels 2 to 4, or equivalent); and
  • determinations of post-service conflict of interest for former ministry employees.

The enterprise risk management framework provides an overarching structure that the OPS uses to embed risk management in decision-making and relevant organizational processes. Integration of risk management is a strategic decision-making tool that proactively identifies, minimizes and mitigates risks.

The OPS completed an assessment of PSC strategic priorities by likelihood and impact of risks and found a low likelihood of risk but with a moderate to high impact (overall risk rating of medium-high). This assessment was complemented by risk indicators and mitigation to determine risk appetite and tolerance in the execution of the mandate and identify any residual risk(s).

Priority, Risk, Mitigation

Priority: Policy Review and Renewal (See Appendix 2) - RiskPriority: Policy Review and Renewal (See Appendix 2) - Avoidance/Mitigation
Governance: PSOAand MBC grant authority to the PSC to set terms and conditions of employment. 
There is a risk to efficient governance without appropriate delegation of authority.
Service delivery: Challenges in attracting, developing and retaining talent. 
Reputational: Erosion of OPS’s image as a non-partisan, merit-based, anti-racist and inclusive employer that is representative of the people of Ontario impacting employee engagement and confidence. 
Legal: Non-compliance with employment legislation (e.g., PSOA, Ontario HumanRights Code,Accessibility forOntarians withDisabilities Act, 2005,EmploymentStandards Act, 2000 andOccupationalHealth & SafetyAct). 
Health and Safety: There are financial, fiduciary liability and employee risks from non-compliance with health and safety legislation and workplace safety measures.		PSC reviews non-compensation HR policies to ensure that they remain current and relevant, address evolving organizational priorities, reflects current legal obligations and is responsive to health and safety obligations. 
PSC monitors the HR Delegation of Authority to ensure hiring accountability at the appropriate level.  
PSC evaluates data presented in ministry submissions to determine the talent requirements for effective service delivery.
PSC endorses policy changes supporting anti-racism, diversity, inclusion, accessibility and merit- based hiring.
PSC upholds compliance with applicable legislation (e.g., PSOA, OntarioHuman Rights Code,Accessibility forOntarians withDisabilities Act 2005,EmploymentStandards Act, 2000,and Occupational Health and ) and other legal guidance (e.g., public health advice) , through policy and programs.
Priority: OPS Talent and leadership - Risk (e.g., learning and development, executive recruitment processes, talent development, succession planning)Priority: OPS Talent and leadership - Avoidance/Mitigation e.g., learning and development, executive recruitment processes, talent development, succession planning)
Service delivery: Inattention to fair processes that support attracting, deploying, and retaining skilled, diverse, and engaged employees may impact critical service delivery.  
Reputational: OPS may be perceived as lacking transparency, inclusivity, or alignment with anti-racism and equity values. 
Legal: Non-compliance with PSOA,OntarioHuman RightsCodeand Employment Standards Act, 2000 in staffing practices.		Uphold PSOA employment and ethical frameworks to ensure a non-partisan, ethical, professional, and competent public service.
Extensive hiring assessments and evaluations are completed to ensure qualified top talent is presented for the PSC’s approval of appointments at the Executive 3 and 4 levels (or equivalent).
PSC holds regular executive talent discussions not only to address immediate needs and approvals for Executive 3 and 4 (or equivalent) appointments, but also to place a dedicated focus on broader succession management requirements and proactive planning for business critical executive positions. 
PSC monitors turnover to manage risks related to productivity and increased operating costs (see Appendix 3 for OPS People Plan – Key Performance Indicators and Targets). Annual turnover for permanent staff is ~ 5.1% down from ~6.0% in fiscal year 2021-2022. 
PSC monitors the OPS Employee Experience Survey results focusing on engagement as a proxy for culture, morale, and performance. 
PSC will enhance the transparency of its decisions by publishing an annual report that outlines its achievements to the TBS Minister. 
PSC ensures all appointments comply with PSOA requirements and all relevant legislation.  https://www.ontario.ca/laws/statute/00e41
Priority: Delivering results - RiskPriority: Delivering results - Avoidance/Mitigation
Alignment with organizational priorities: Risk that human resource management is not aligned with organizational priorities. 
Service delivery Risks that the public service agenda cannot be delivered without future-ready workforce strategies that prepare the OPS to take on the challenges of today and tomorrow within expected timelines. 
Reputational: Risk to the OPS’s reputation as an inclusive, equitable, accessible and anti-racist employer that is representative of the people of Ontario and attracts and retains a highly engaged and diverse workforce.		Avoid: PSC will monitor progress against organizational objectives and the KPIs.  
PSC will actively monitor achievement of objectives identified in OPS workforce strategies (e.g. recruitment, succession planning, learning and development) to ensure the right leadership is in place to lead a future ready workforce. 
PSC will ensure alignment with the PSOA ethical framework, leadership diversity goals and OPS People Plan KPIs (e.g., monitoring the employee engagement index ~69.2 against the target of ~73.1, see Appendix 3). It will support initiatives to enhance inclusion, and maintain a respectful, accessible, and anti-racist workplace culture.
Priority: Performance Management and Dismissals - RiskPriority: Performance Management and Dismissals - Avoidance/Mitigation
Reputational: Failure to properly reassign or develop underperforming employees may lead to reputational damage, especially when employment ends.  
Legal and Financial: Executive dismissals can result in legal challenges and significant financial costs.

Mitigate:  
PSC reviews information on underperforming employees and discusses appropriate strategies to address and ensure that the OPS continues to support and develop high performing employees that provide service excellence to Ontarians. 
PSC oversees reassignments and retains authority over all executive dismissals to ensure fairness and consistency.

PSC consults with TBS Legal Services Branch on all Executive (levels 2 to 4, or equivalent) dismissals or contract terminations prior to approving.

Priority: Ethical Processes, Administration, and Reporting - RiskPriority: Ethical Processes, Administration, and Reporting - Avoidance/Mitigation
Reputational: Risk to the OPS’s image as an ethical employer if the PSC doesn’t fulfil its role as ethics executive for former ministry staff. 
Legal: Risk of non-compliance with PSOAethical requirements. 
Policy: Non-compliance with the Agencies and Appointments Directive (e.g., business planning, annual reporting) poses risks.		Uphold PSOA ethical standards to ensure a non-partisan, ethical, professional, and competent public service.
PSC will assess potential conflicts of interest involving former ministry employees and make determinations.
PSC will consult with TBS Legal Services Branch on post-service conflict of interest determinations. 
SC will submit an annual report to the TBS Minister to show progress on business plan priorities and meeting directive requirements.

Conclusion

This plan for the PSC outlines business priorities and risk mitigation strategies to fulfill the Public Service Commission’s obligations under the Agencies and Appointments Directive over the next three years. As we continue to make progress on our goals and objectives, we will also continue to report annually so that the work of the PSC can be tabled in the Legislative Assembly in accordance with the Treasury Board/Management Board of Cabinet timelines.
 

Land Acknowledgement

The Public Service Commission acknowledges that Ontario is located on the traditional territory of Indigenous peoples dating back countless generations. We respect the contributions of Indigenous peoples and recognize the role of treaty-making in what is now Ontario. We encourage the settlers reading this business plan to reflect on and acknowledge the Indigenous territory and unique history where you are located.

Appendix 1: Public Service Commissioners and Secretariat

Public Service Commission members generally serve one-year terms and are appointed by Order in Council. New members will be appointed, or existing members may be renewed, when member terms end.

Public Service Commissioners (as of January 3, 2025)

Chair, Public Service Commission

Carlene Alexander
Secretary of Treasury Board and Management Board of Cabinet
Deputy Minister, Treasury Board Secretariat
Room 5320, Whitney Block
99 Wellesley Street West
Toronto, ON M7A 1A1
(416) 325-1607

Vice-Chair, Public Service Commission

Sarah Harrison
Deputy Ministry, Ministry of Environment, Conservation and Parks
College Park, 5th Floor, 777 Bay Street
Toronto, ON M7A 2J3
(416) 662-2137

Commissioners

David Corbett
Deputy Attorney General and Deputy Minister of Northern Development and of Indigenous Affairs and First Nations Economic Reconciliation
McMurtry-Scott Building, 11th Floor, 720 Bay Street
Toronto, ON M7A 2S9
(416) 326-2640
Michelle DiEmanuele
Secretary of the Cabinet & Head of the Ontario Public Service
Room 6420, Whitney Block
99 Wellesley Street West
Toronto, ON M7A 1A1
(416) 325-7641
Jason Fitzsimmons
Deputy Minister, Ministry of Finance
Frost Building S, 7th Floor, 7 Queen’s Park Crescent
Toronto, ON M7A 1Y7
(647) 633-1734
Martha Greenberg
Deputy Minister, Ministry of Municipal Affairs and Housing
17th Floor, 777 Bay Street
Toronto, ON M7A 2J3
(416) 585-7000
Maud Murray
Deputy Minister, Red Tape Reduction
56 Wellesley Street West
Toronto, ON M7A 2E7
(416) 325-6927
Roda Muse
Deputy Minister, Ministry of Francophone Affairs
College Park, 6th Floor, Suite 601D, 777 Bay Street
Toronto, ON M7A 2J4
(416) 315-5210
Deborah Richardson
Deputy Minister, , Ministry of Health
College Park, 5th Floor, 777 Bay Street
Toronto, ON M7A 2J3
(416) 327-4496
Alexandra Sutton
Deputy Minister of Intergovernmental Affairs and of Communications, Cabinet Office and Associate Secretary of the Cabinet
Room 5640, Whitney Block
99 Wellesley Street West
Toronto, ON M7A 1A1
(416) 325-7932
Ali Veshkini
Deputy Minister of Infrastructure and of Legislative Affairs
College Park, 5th Floor, Room 5S308, 777 Bay Street
Toronto, ON M7A 2J3
(416) 326-3880
Mercedes Watson
Chief Talent Officer and Associate Deputy Minister, Centre for People, Culture and Talent
Treasury Board Secretariat
Room 5310, Whitney Block
99 Wellesley Street West
Toronto, Ontario M7A 1A1
(416) 402-8914

Secretariat, Public Service Commission

Secretary to the Public Service Commission
Assistant Deputy Minister, Talent, Leadership and Performance Division
Centre for People, Culture and Talent
Treasury Board Secretariat
12th Floor, 595 Bay Street
Toronto, ON M5G 2M6
(647) 262-2483

Appendix 2: 2025-2026 Policy Agenda + Priority Areas of Focus

2025-2026 Agenda

An agenda and priority areas for 2025-2026 are outlined below. The priority areas align with legislative requirements, government priorities and priorities established by the OPS People Plan. The agenda and priorities may be updated as required to reflect new government priorities/emerging opportunities.

Priority Areas of FocusPolicy/InitiativePSC Meeting Target (TBC)
Mandated policy reviews: required under OccupationalHealth and  
Safety Act.		Respectful Workplace PolicyQ3
Mandated policy reviews: required under OccupationalHealth and Safety Act.Workplace Violence Prevention PolicyQ3
Mandated policy reviews: required under OccupationalHealth and Safety Act.Occupational Health and Safety PolicyQ3
BelongingOPS Leadership Pledge – Implementation*Ongoing
Growth and developmentCOI Financial DeclarationsQ4
Growth and developmentEthics Awareness InitiativeOngoing
Modern workingOPS Flexible Work StrategyOngoing
Modern working, growth and development, and belongingOPS People Plan - ImplementationOngoing
Government priorities: Delivering on key
commitments		Hiring Freeze Guidance & ReportingOngoing

Long-Term Agenda (to be confirmed on an annual basis)

HR Policies (non-compensation) 
Mandated Policy Reviews (Reviewed Annually)		Last Reviewed
Mandated Policy Reviews (Reviewed Annually)		Evaluation
Mandated Policy Reviews (Reviewed Annually)
Respectful Workplace PolicyDecember 20242025
Workplace Violence Prevention PolicyDecember 20242025
Occupational Health and Safety PolicyDecember 20242025
HR Policies (non-compensation) 
Key Human Resources Directives and Policies		Last Revised
Key Human Resources Directives and Policies		Evaluationfootnote 1 
Key Human Resources Directives and Policies
Attendance PolicyMay 20212026/27
Disability Accommodation PolicyFebruary 2023footnote 1 
(Addressing OPS Leadership Pledge commitment)		2028/29
Disclosure of Wrongdoing Directive (ministries including Minister’s offices)August 20152027/28
Disclosure of Wrongdoing Directive (public bodies) through MBC approvalDecember 20152027/28
Employee Performance PolicyApril 20232029/30
Employment PolicyJanuary 20242026/27
Employment Screening Checks PolicyJanuary 20252025/26
Human Resources Management Delegation of Authority DirectiveApril 20122028/29
Human Resources Management Directive through MBC approvalApril 20122028/29
Learning and Development PolicyApril 20122029/30
Policy on Preventing Barriers in EmploymentJune 2023
(Addressing OPS Leadership Pledge commitment)		2029/30
Secondment to a Minister’s Office PolicyNovember 20172027/28

Appendix 3: OPS People Plan – Key Performance Indicators and Targets

Goals – MetricsBaselinefootnote 2Targetsfootnote 3
Attract – Recruitment volumes – application indexfootnote 428.442.8
Develop – Satisfaction with career progression60.061.9
Develop – Opportunities for career growth60.161.9
Retain – Turnover rate6%4.2%
Retain – Employee engagement index69.273.1
Retain – Inclusion index73.275.4
Retain – Leadership index61.963.8

Appendix 4: Our OPS (Summary)

Our Ontario Public Service

Our Mission

Taking pride in strengthening Ontario, its places and its people

Our Mission

Taking pride in strengthening Ontario, its places and its people

  • Inclusion
  • Integrity
  • Excellence

Our Commitment

Defining our intentions

  • Delivering integral services
  • Modernizing public service
  • Serving Public Interest

Our Priorities

Keeping us focused

Service

Developing and delivering programs and services for people and business that are accessible

People

Attracting, developing and retaining diverse top talent

Accountability

Combining stewardship, transparency, and good governance for enduring excellence