ARCHIVED - RPP 2007-2008
Canada School of Public Service

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Section 1– Overview

Minister's Message

I am pleased to present the Report on Plans and Priorities for the Canada School of Public Service. This report covers key plans, priorities and expected results for the period 2007-08 / 2009-10.

This government is committed to rebuilding the trust of Canadians in their government. Ensuring a federal government and federal Public Service that is effective and accountable is an ongoing priority. A strong and effective public service is an important factor in a country's long term success. The Canada School of Public Service is an important player in achieving this priority through the development of an integrated approach to learning, training and development in the Public Service.

The School plays a central role to instil a shared sense of values and accountabilities among all public servants. It is a key player in promoting a common understanding of modern public sector administration and management and supports the professional and leadership development of Public Service employees, including language training, and transfer of innovative practices in public sector management. By providing public servants with the appropriate tools, skills and knowledge, the School is an essential contributor to building excellence and ensuring renewal in the public service.

During the planning period, the Treasury Board portfolio will pursue a clear agenda that seeks to strengthen accountability in government and the Public Service. Learning will be a key focus in achieving the objectives of that agenda, and the School has a fundamental role to play in this regard. It will be called upon to ensure that public servants have the common knowledge, and leadership and management competencies required to effectively serve Canadians.

___________________________
The Honourable Vic Toews
President of the Treasury Board

Management Representation Statement

I submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for the Canada School of Public Service.

This document has been prepared based on the reporting principles contained in Guide for the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the TBS guidance;
• It is based on the department's strategic outcome(s) and Program Activity Architecture that were approved by the Treasury Board;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved planned spending numbers from the Treasury Board Secretariat.

_________________________
Ruth Dantzer
President and CEO
Canada School of Public Service

Summary Information

Reason for Existence Learning is essential to equipping the Public Service to meet the challenges of the 21st century. The acquisition of knowledge and skills, and the development of managerial and leadership competencies are the foundations of an effective and accountable government. The Canada School of Public Service provides one-stop access to the learning, training, leadership development and professional development public servants need to effectively serve Canadians. By ensuring public servants have the foundational knowledge to perform in their job, have access to leadership development programs, and have awareness of innovative management practices and techniques to deliver results for Canadians, the School achieves its legislative mandate to: Encourage pride and excellence in the Public Service; Foster a common sense of purpose, values and traditions in the Public Service; Support the growth and development of public servants; Help ensure that public servants have the knowledge, skills and competencies they need to do their jobs effectively; Assist deputy heads in meeting the learning needs of their organization; and Pursue excellence in public management and administration.

Financial Resources (in thousands $)

2007-2008	2008-2009	2009-2010
$86,868	$84,580	$81,684

Human Resources

2007-2008	2008-2009	2009-2010
940	940	940

Departmental Priorities by Strategic Outcome

Strategic Outcome: Public Servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians
Priority	Type	Planned Spending
		Program Activity	2007-2008	2008-2009	2009-2010
Strengthen capacity of public servants to meet the Employer's knowledge standards: • Required Training	Ongoing	Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	$23,298	$22,508	$19,666
Public Sector management and professional foundations are built and sustained through targeted learning: • Provide learning products to Functional Communities	Ongoing	Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	$15,029	$12,945	$12,964
Facilitate Official Languages capacity: • Delivery of the new model for Language Training	Ongoing	Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	$21,795	$21,321	$21,353
Systemic development of high potential public servants: • Develop leadership development programs	Ongoing	Public Service has strong leaders delivering results for Canadians	$3,217	$3,180	$3,178
Enhance capacity of organizations: • Departmental client relations	Ongoing	Public Service innovates to achieve excellence in delivering results for Canadians	$6,924	$8,146	$8,036
Knowledge on innovative management practices and emerging issues is transferred • Identify and transfer innovative management practices	Ongoing	Public Service innovates to achieve excellence in delivering results for Canadians	$8,234	$8,234	$8,243

School Plans and Priorities

Environment

The Government of Canada is committed to a 21st century Public Service that grows human capital, nurtures innovation and manages knowledge as a strategic asset in order to best serve all Canadians. Specifically, this government has established as a clear priority ensuring a federal government and federal Public Service that is effective and accountable. Furthermore, the Public Service has signalled a focus on its renewal and has identified key areas that can support it:

• Strategies and practices for ensuring continued capacity to deliver excellence in public policy, programs and services;
• Improved development programs for ensuring excellence, leadership and teamwork;
• Effective human resource management policies and practices; and
• Branding the Public Service as a trusted and innovative institution of national importance.

Public Service Learning Expectations

On January 1st 2006, the Treasury Board Policy on Learning, Training and Development came into effect. The Policy highlights the value of learning and the importance of creating a learning culture within the Public Service. More specifically, it establishes employee, organization and employer learning responsibilities and outlines the employer's specific training requirements. The School's identified program priorities are geared to help deliver on the Policy's expected results.

Through required training (orientation, authority delegation training and assessment, and functional community programs), and the promotion of a new model for language training, the School ensures that:

• New employees will share a common understanding of their role as public servants;
• Managers at all levels will have the necessary knowledge to effectively exercise their delegated authorities;
• Specialists in finance, human resources, internal audit, procurement, materiel management, real property, and information management will meet professional standards established by the employer; and
• Employees at all levels will acquire and maintain the knowledge, skills and competencies related to their level and functions.

In addition, the School will develop accelerated leadership development programs:

• To help meet current and future human resources needs; and
• To ensure Senior Public Service leaders will align learning with the management improvement objectives of government and departmental business priorities.

Through its focus on identifying and transferring innovative management practices, and the development of an effective Departmental Client Relations function to support departments in addressing organizational learning needs, the School can access and transfer innovation within the Public Service and so will:

• Seek applications of leading-edge practices in public management and support their application within departments and agencies to encourage innovation and continuous improvements in performance.

Planning Period Priorities 2007-08/2009-10

Since the creation of the School, steady progress has been made to position the organization for the future and to implement the essential infrastructure that supports the government's learning objectives for public servants.

The School's plan is to continue to move forward with this comprehensive approach to learning, training and development. Operationally, the School's program priorities for the three-year planning period beginning in 2007-08 are to deliver and develop individual and organizational learning products that meet the Employer's mandated learning needs for the Public Service.

Link to the Government of Canada Outcome

Under the whole-of-government framework, the Canada School of Public Service is a federal organization that contributes to all Government of Canada outcomes by providing learning services and support to all departments and agencies.

The School's priorities contribute to ensuring the accountability, professionalism and bilingualism of the federal Public Service. It accomplishes this by:

• Enabling Public Servants to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment;
• Providing the Public Service with strong leaders delivering results for Canadians; and
• Helping Public Service organizations to achieve excellence in delivering results for Canadians.

Program Priorities

Strategic Outcome: Public servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians
Program Activity: Public servants able to perform in their current job, take on the challenge of their next job in a dynamic, bilingual environment
Priority	Description
Delivery of Required Training: - Authority Delegation Training - Orientation program	Maintain and enhance the system of authority delegation assessment and deliver Authority Delegation Training so that managers can meet the policy and legal requirements of relevant legislation, such as the Federal Accountability Act; achieve steady state in 2008-09. Improve employee awareness of organizational values and ethics and instill employee accountability. The program provides learning and common knowledge with respect to the priorities of government and the public service; achieve steady state in 2008-09.
Provide learning products to functional communities	Provide public servants in specialized functions with the fundamental knowledge and skills needed to perform their job competently. Design, develop and deliver blended learning products that support functional community development.
Delivery of the new model for Language Training	The new model is designed to create a more equitable balance of responsibility among the employer, departments and employees and to support a culture of bilingualism in the public service: • The School will focus on the development of learning tools and methods to support maintenance of language skills; • public servants have greater access to flexible learning approaches and methods; and • bilingualism is acquired through life-long learning and maintained as a legitimate and integral part of workplace culture.
Program Activity: Public Service has strong leaders delivering results for Canadians
Priority	Description
Deliver Leadership Development Programs	Design and deliver leadership programs for managers, executives and senior leaders to increase their capacity to lead federal organizations in meeting the challenges of the future; achieve steady state in 2008-09. Develop and diffuse a leadership framework in the Public Service to help guide leadership development activities in the School and in other departments. Research and implement improved leadership assessment and measurement tools to better target leadership development requirements
Program Activity: Public Service organizations innovate to achieve excellence in delivering results for Canadians
Priority	Description
Departmental client relations	Provide senior leaders and their management teams with ongoing tailored advice and support to identify and implement organizational learning strategies that address department/agency needs.
Identify and transfer innovative management practices.	Identify innovative management practices and emerging issues in public management, and use these to inform priorities for programming at the School. Transfer knowledge about innovative practices and emerging issues to public service organizations and individual public servants through departmental learning strategies and the full range of the School's offerings.

Management Priorities

Program Activity: Corporate-level services - Effective decision-making is supported through integrated advice and information strategies and the provision of high-quality corporate services
Priority	Description
Registration & learner reporting	Complete detailed planning, including Effective Project Approval, (based on approval of Preliminary Project Approval); Acquire a system, implement in 2008-2009, and achieve steady state by the end of the fiscal year.
Learner evaluation	Develop and implement new evaluation instruments, policies, standards, and procedures.
Quality Assurance System	Implement a quality assurance system, in line with the evaluation policy and service standards, to ensure high standards of instruction, timely response to the needs and expectations of learners and continuous improvement of business processes based on learner satisfaction.
Effective policy & planning advice/analysis support corporate decision making process	Strengthen the School's strategic planning and reporting processes Strengthen policy integration and capacity
Financial Services	Produce auditable financial statements.
Human Resources are Managed Effectively and Strategically in Support of Corporate Objectives	In 2007-08, initiate an integrated staffing process with particular emphasis on recruitment, retention and succession strategies, including employment equity, as well as a healthy workplace environment.

 

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