2026–2027 to 2028–2029 Public Service Commission business plan

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
• excellence: delivering high quality and timely public services and programs

The OPS is united by a shared mission, values and commitment to service excellence and public service accountability. Over the past year, the OPS has navigated significant challenges, including economic uncertainties and a rapidly evolving political landscape. These circumstances have required the OPS to remain agile and committed to continuous improvement to deliver exceptional services to the people of Ontario. Aligned with the government’s mandate to Protect Ontario, the PSC has adopted a strategic, integrated approach to human resources, promoting career mobility, professional growth and development, while advancing government priorities. This includes an ongoing commitment to attract, develop and retain top talent that exemplifies transparency, accountability and integrity.

The PSC continues to provide strategic guidance on optimizing human resource management across the public service. Through directives, policies and programs, the PSC strengthens organizational health and performance.

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. ”Our OPS” is 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 is also undertaking work to develop a successor to the OPS People Plan (2023–2026), which concludes in 2026. The organization remains committed to advancing modern work practices, fostering employee growth and development and promoting a sense of belonging and well-being. As the new HR strategy is developed, the PSC will continue to play a key role in ensuring its successful implementation and alignment with organizational priorities. The PSC continues to provide strategic guidance for 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, the PSC delegates 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 the PSC, its power to make directives and rules relating to salaries within the classification series and wage ranges created by the 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 TBS Minister, which outlines expectations between the government and the agency. The MOU was recently renewed on July 14, 2025, and is what holds the PSC accountable to the TBS Minister.

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 TBS Minister. This PSC Business Plan for the fiscal years 2026-2027 to 2028-2029 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). Funding for the ongoing administrative operations of the PSC is provided in accordance with the ministry’s budgeting priorities and procedures. Secretariat services include providing advice to ministries when preparing submissions for PSC consideration, agenda-setting, meeting coordination and distribution of meeting materials to commissioners.

Roles and Membership (see Appendix 1 for 2025-26 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 a 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 are recommended by the Secretary of the Cabinet based on experience, diversity and expertise and appointed by the Lieutenant Governor in Council to the role of commissioner for a one-year term, which may be renewed.

Priorities and actions

The primary responsibility of the PSC is to provide enterprise direction for the effective management of human resources in the OPS. 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.

As we continue to align with government priorities, the PSC is undertaking a comprehensive review of the extensive data available to us. This analysis will help identify what is essential to strengthen the PSC’s strategic role in executive development, organizational performance, accountability, executive mobility and succession planning.

Building on these insights, the PSC will dedicate new quarterly sessions to address priorities and emerging human resource issues within the OPS and explore how best to and proactively mobilize our workforce to respond effectively. By collaborating with our HR partners and the broader HR community—including the ministry strategic business units—we will adopt a holistic approach to HR management.

This approach will include ensuring organizational diligence in delivering on the Protect Ontario mandate, identifying areas where adaptability is required and enhancing programs to support employees. Key actions will include:

• aligning recruitment practices to evolving executive mobility strategies and progress in succession planning
• leveraging data-driven insights to inform HR program decisions
• demonstrating the connection between HR strategies and organizational priorities
• harmonizing learning and development initiatives across the OPS ensuring consistent and equitable access to professional development

Through these efforts, the PSC aims to build a responsive, strategic and accountable HR framework that supports both our mandate and the evolving needs of the OPS.

The PSC will continue to hold dedicated sessions focused on executive talent, informed by performance calibration exercises and the identification of opportunities to align executives with roles that best leverage their strengths and experiences. These efforts will ensure executives can continue to grow and develop as leaders.

Targeted performance planning sessions will drive greater accountability across the OPS by strengthening our approach to performance management and developing strategies that enable a more rigorous, enterprise-wide framework for performance planning.

We will continue evolving the comprehensive and tailored recruitment process for both internal and external talent to go beyond traditional interviews. We will integrate recruitment strategies to create a proactive, connected and inclusive function, designing a workforce that is always ready for tomorrow, including for particularly hard-to-fill roles, while fostering engagement and retention of top talent within the organization.

This incorporates flexible interview approaches to assess candidates’ strengths and areas for development as these relate to the criteria for success in the role outlined in executive profiles. Additionally, we will implement a more immersive, 360-degree reference checking process that leverages multiple perspectives to evaluate organizational fit. Finally, the PSC will leverage the wealth of talent intelligence available to inform development opportunities for executives, supporting their ongoing career growth and leadership advancement. This approach incorporates a comprehensive succession plan, informed by individualized talent discussions between employees and their managers to assess alignment with current and future vacancies and to support executive development.

As the PSC sets a new approach to how we discuss HR priorities, we will continue to review our performance metrics to ensure we achieve the desired outcomes and improve our workplace culture, develop accountable leaders and safeguard a perpetual pathway that drives 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 the PSC’s 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. Through strategic discussions with ministries and informed decision-making, 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 adherence to the OPS Ethical Framework by ensuring that employees are aware of their obligations through annual ministry communication processes.
4. Through dedicated strategy discussions oversee and monitor progress in achieving key initiatives related to the following strategic priorities and goals: foster sustainable career growth, enhance accountability to maintain a high-performing OPS and attract top talent.
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 the PSC, fostering a culture of continuous leadership development and enterprise-wide mobility, employee engagement and effective succession planning.
7. Report annually on the PSC’s performance against business plan commitments.

HR strategy, performance measures and annual targets

The OPS People Plan has been the human resources strategy for the public service for the last 3 years, outlining our goals to attract, develop and retain top talent that reflects Ontario’s diversity. As a new strategy is developed, the PSC will continue to 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, 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
• 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 ensure ongoing relevance and consider areas for improvement (see Appendix 2 – Policy Agenda + Priority Areas of Focus)
• annually, all HR policy reviews that are required in accordance with legislation which may prescribe the frequency of such reviews (e.g., Occupational Health and Safety Act, 1990) are completed

OPS talent and leadership

The work of the OPS is increasingly more complex, requiring not only new approaches to how we consider leadership capabilities but also how we develop and source fresh talent. While the turnover rates and retirement eligibility among executives have been trending downward in recent years, the OPS will continue to make concerted efforts to ensure we have the talent we need in a competitive labour market.

Our future approach to talent and leadership must account for significant demographic and workforce shifts. As experienced employees leave the workforce and new generations and newcomers continue to enter it, we will need to rethink how we attract, retain and develop talent. This presents an opportunity to strengthen employment outcomes and deliberately reshape the OPS workforce to meet future needs.

Therefore, we are furthering our work on policies and practices that strengthen the OPS’s commitment to talent management of high performing, effective executive leaders and embedding perpetual excellence and ongoing 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:

• ongoing talent management discussions that assess the quality of the PSC’s executive appointments through regular ministry reporting demonstrating how identified strengths have been leveraged, detailing steps taken to address development areas, and outlining any further actions or recommendations
• comprehensive succession planning to support executive talent development and alignment with current and future vacancies, particularly as it relates to high-risk positions
• strengthening our approach to, and accountability for, performance management and developing strategies that enable a more rigorous, enterprise-wide framework for performance planning and individual development  

We will measure success using the following metrics:

• monitoring the implementation of HR strategies and initiatives to modernize work, grow and develop talent and cultivate a culture of belonging to deliver excellent public services and evaluating against established key performance indicators including:
  • recruitment volumes
  • satisfaction with career progression
  • opportunities for career growth
  • turnover rate
  • employee engagement index
  • inclusion index
  • leadership index
  • organizational priorities and performance measures for each ministry and their stated mandate
• robust annual reporting related to the number of appointments and executive movements through talent mobility and succession discussions at the Executive 3 or Executive 4 (or equivalent) level
• participation and satisfaction with executive onboarding, career development and succession planning conversations, internal and external education programs and coaching services and programs

Data analytics

Quality human resources related data is a necessity as the PSC adopts a more strategic approach to informed decision-making. We will look to data gathered through surveys, analytics and reports to better assess progress and effectiveness.

We will focus on:

• quarterly reporting that summarizes decisions, accompanied by trend analyses on executive appointments, post-service conflict of interest, dismissals, compensation, HR policy, leaves of absence and delegation of HR authority
• guided discussions at the PSC to identify areas requiring action, policy improvements or engagement with HR partners across the OPS to review program delivery. This information will also be used to support information sessions among the HR community to ensure consistency in HR practices and decisions where necessary.
• monitoring the employee experience by continuing to track key metrics across the 2024 OPS Employee Experience Survey and 2025 Pulse Survey, through to the launch of the 2026 OPS Employee Experience Survey

We will measure success using the following metrics:

• identified opportunities for policy, program and delivery improvements
• using the results from 2026 OPS Employee Experience Survey and analysis to previous surveys to determine how we are performing as an organization, including engagement, inclusion and leadership indices

Ethical processes

The PSC is the ethics executive for former public servants who worked in a ministry other than in a minister’s office. The PSC makes determinations when a former employee declares a potential conflict of interest (MOU) between their prior OPS employment and a new activity, consistent with the MOU rules for post-service employees in the PSOAand 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
• annually report on the number of requests for determinations received by former ministry employees, the number requiring non-standard restrictions, and instances in which the PSC had to act due to non-compliance with direction
• annually communicate requirements to all ministry employees who are obligated to submit annual financial conflict of interest declarations to the Integrity Commissioner, aiming for 100% compliance through education that supports ministries in identifying positions and making informed decisions

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

Risk assessment and mitigation

Acting within the authorities granted to it under the 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)
• 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 the 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).

The PSC continually strengthens its expertise, through thoughtful analysis, reporting on trends and subject matter expert engagement (including HR partners and legal services), which enhances informed decision-making among the Commissioners and further reduces risk.

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. The PSC will also continue to report annually so that our work can be tabled in the Legislative Assembly in accordance with the Treasury Board/Management Board of Cabinet timelines.

This progress is made possible through the unwavering partnership and support of our OPS colleagues in human resources, labour relations and legal services. Their expertise, dedication and sound guidance empower the PSC to make informed decisions, steward human resources across the OPS and advance our shared goals. Together, we embody the spirit of “One OPS”—united by a common mission, vision, shared values and a steadfast commitment to service excellence and public accountability.

Land Acknowledgement

The Public Service Commission acknowledges that Ontario is located on the traditional territory of many 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 of 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, 2026)

Chair, Public Service Commission

Carlene Alexander

Secretary of Treasury Board and Management Board of Cabinet
Deputy Minister of 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 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 E. 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 of Finance
Frost Building S, 7th Floor, 7 Queen’s Park Crescent
Toronto, ON M7A 1Y7
647-633-1734

Jonathan Lebi

Deputy Minister of Labour, Immigration, Training and Skills Development
400 University Avenue, 14th Floor
Toronto, ON M7A 1T7
647-302-7129

Maud Murray

Deputy Minister of Red Tape Reduction
56 Wellesley Street West
Toronto, ON M7A 2E7
416-325-6927

Roda Muse

Deputy Minister of Francophone Affairs
College Park, 6th Floor, Suite 601D, 777 Bay Street
Toronto, ON M7A 2J4 
416-315-5210

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

Daniele Zanotti

Deputy Minister of Children, Community and Social Services
438 University Avenue, 7th Floor
Toronto, ON M5G 2K8
416-325-5225

Secretariat, Public Service Commission

Secretary to the Public Service Commission

Kelly McAslan

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
416-660-5764

Appendix 2: 2026-2027 policy agenda + priority areas of focus

2026-2027 Agenda

An agenda and priority areas for 2026-2027 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.

Long-Term agenda (confirmed on an annual basis)

Appendix 3: our OPS (summary)

Our Ontario Public Service

Our Mission

Taking pride in strengthening Ontario, its places and its people

Our Values

Guiding our actions to shape our culture

• 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