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ARCHIVED - RPP 2007-2008
Canada School of Public Service


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Section II – Analysis of Program Activities by Strategic Outcome

Analysis by Program Activity

The School's priorities for the planning period and its contributions to the achievement of the Strategic Outcome are highlighted in this section. Our support of learning objectives for the Public Service also contributes to the broader achievement of the objectives outlined in Canada's Performance Report [http://www.tbs-sct.gc.ca/report/govrev/05/cp-rc-eng.asp ]. 

The PAA has one Strategic Outcome: Public servants have the common knowledge, and leadership and management competencies required to effectively serve Canada and Canadians. This Strategic Outcome is supported by Corporate Level Services that ensure effective decision-making is supported through integrated advice and information strategies and the provision of high quality corporate services 1.

The following three program activities contribute to achieving the School's Strategic Outcome:

  1. Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment;
  2. Public Service has strong leaders delivering results for Canadians; and
  3. Public Service organizations innovate to achieve excellence in delivering results for Canadians.

Program Activity: Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$60,122

$56,774

$53,983



Human Resources (FTEs):


2007-2008

2008-2009

2009-2010

648

630

630


Providing public servants with learning activities aligned with public service management priorities, contributing to a professional and effective Public Service. This Program Activity is supported by three key sub-activities:

  • Strengthen capacity of public servants to meet the employer's knowledge standards;
  • Public Sector management and professional foundations are built and sustained through targeted learning; and
  • Facilitate official languages capacity.

Each sub-activity is detailed below.


Key Program Sub-Activity: Strengthen capacity of public servants to meet the employer's knowledge standards

Building individual capacity based on consistent standards for learning and performance across the Public Service.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$23,298

$22,508

$19,666


Authority Delegation Training

The outcome of Authority Delegation Training (ADT) is the acquisition of the fundamental knowledge and skills to meet legal requirements, exercise authority delegation competently and, understand corporate policies and priorities. A systematic learning program provides all managers with the mandatory training necessary to execute their delegated authorities for finance, human resources, information management and contracting in the context of the Federal Accountability Act and in compliance with the relevant legislation. With ADT, managers at all levels have a clear and valid understanding of roles and responsibilities associated with their management level, as well as their delegated authorities.

Steady state will be achieved during the first year of the planning period. It is anticipated that Authority Delegation Training will be delivered to 5,000 participants each year. The School will be continuously reviewing and incorporating new and revised policies and programs to ensure training continues to reflect the knowledge standards of the employer, particularly in 2007-08 with the final promulgation of the Employer Knowledge Standards (anticipated for summer 2007).

Authority Delegation Assessment

As of January 2007, over 19,000 managers had completed an individual online assessment to validate their knowledge of the employer's knowledge standards in areas of human resources, finance, procurement and information management. Under the Policy on Learning, Training and Development, this validation is to be renewed at least once every five years. The School will continue to refine and update the instrument throughout the planning period.

The Campusdirect Learning Management System is the platform for hosting the on-line Authority Delegation Assessment instrument. As the online campus of the School, Campusdirect provides public service employees with free access to its 350-plus English and French e-learning products. By using a blended learning approach the School is equipping itself to stay current, cost-effective and relevant.

Orientation to the Public Service Program

The outcome of the Orientation to the Public Service program is to foster a sense of Public Service identity by introducing new employees to a common culture based on a core set of values and ethics, an inclusive workplace and an organizational structure. All new entrants to the Public Service, including senior level entrants from outside the Public Service, will receive a two-day basic orientation.2


Required Training


Orientation sessions were delivered in 2006-07 based on initial design pilots which took place in 2005-06. Various delivery modalities for Orientation are being explored, including blended learning, regional sessions and content design modifications; steady state should be achieved in 2008-09.


Key Program Sub-Activity: Public sector management and professional foundations are built and sustained through targeted learning

Providing functional specialists with the acquisition and maintenance of knowledge, skills and competencies related to their level and functions.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$15,029

$12,945

$12,964


Functional communities are identified and strengthened through specialized learning

Professional training aims to ensure public servants in specialized functions such as finance, human resources, information management (IM), procurement, materiel management and real property (PMMRP) acquire the fundamental knowledge and skills needed to perform their job competently. In line with the implementation of the Management Accountability Framework, this will support effective decision-making processes within the work environment. It is anticipated that the School will deliver the bulk of Professional Training initially, but that the role of other accredited partners will steadily increase as programs are established.


Implement the Functional Communities Strategy


Professional foundation courses have already been developed for the IM and PMMRP communities. Learning requirements for the Human Resources and Finance communities will be addressed in 2007-08.

Priorities for 2007-08 include:

  • Continue to work with functional communities as key learning partners;
  • Develop customized learning frameworks to respond to functional community requirements;
  • Design, develop and deliver blended learning products that support functional communities development; and
  • Provide timely access to required learning products for the management cadre and for functional specialists.
  • Ramp up comprehensive training to include an anticipated 15% of functional community managers and functional specialists annually. The achievement of steady state is anticipated in 2008-09 for the IM and PMMRP communities.
  • Develop curricula for the Human Resources, Regulatory and Finance functional communities
  • Support the professional development of the Science and Technology, Communication and Sustainable Development functional communities through targeted learning activities in 2007-08.

Key Program Sub-Activity: Facilitate Official Languages capacity

Facilitating a coordinated approach to Official Languages capacity to ensure the Public Service maintains a bilingual capacity, recognizing that a second official language is acquired and maintained through lifelong learning.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$21,795

$21,321

$21,353


A new model for language training

Responding to a clear demand for a more effective model for language training, the Canada School of Public Service is moving forward with the implementation of a new business model for language training.

In keeping with Deputy Ministers' accountability under the Financial Administration Act for determining the learning needs in their organizations and with responsibilities under the Official Languages Act, 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. This model is anchored on the following key elements:

  • public servants have greater access to flexible learning approaches and methods;
  • bilingualism is acquired through life-long learning and maintained as a legitimate and integral part of workplace culture; and,
  • language training is available through quality-assured providers.

To support this approach, the CSPS is shifting its roles to focus on the development of new learning tools and methods to support maintenance of language skills; the provision of learning advice to departments; and quality assurance of private sector learning services; and placing teachers on-site with department to support employees' language learning in their work environment and to promote an active culture of bilingualism in the workplace.

In doing so, the School will become:

  • A national, fully integrated organization, with a strong presence in the regions;
  • An organization that works in partnership with private language schools, provincial governments, community colleges and universities in order to complement each other's strengths;
  • An organization with a strong leadership role in applied research, product development (blended learning), quality assurance, strategic advice and services to departments and agencies; and
  • An organization that has migrated from a statutory training strategy to one of lifelong learning.

Major initiatives in 2007-08 include:

  • Policies, procedures, standards, evaluation / quality assurance criteria and reporting mechanisms developed in 2006-07 will be implemented and monitored during this first year of implementation of the new model for language training;
  • Continue to work with Departments to provide teachers on-site services to contribute to the creation of an environment conducive to building a bilingual workplace and a culture of continuous learning;
  • Launch Master Standing Offer for departments, ensure Quality Assurance with pre-qualified service providers and work with Public Works and Government Services Canada (PWGSC) to evaluate the needs and feasibility of regional Standing Offers (where markets warrant);
  • Research, adapt, modernize and develop new e-learning products; and
  • Application of modern technology approaches and methodologies through pilot classrooms.

In 2007-2008, the School will continue to explore ways to build capacity, improve client relations and create culture change to meet the language learning needs of the Public Service; the achievement of a national steady-state is anticipated by the end of 2009-10.


Program Activity: Public service has strong leaders delivering results for Canadians

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$11,588

$11,426

$11,422



Human Resources (FTEs):


2007-2008

2008-2009

2009-2010

137

141

141


Renewing the Public Service by building strong leadership competencies for existing and emerging managers.

Three distinct sub-activities support this Program Activity:

  • Learning opportunities are accessible to enable public servants to become better leaders;
  • Systemic development of high potential public servants; and
  • Developing leaders with stronger contextual knowledge. Following below are details on each of these three sub-activities.

Following below are details on each of these three sub-activities.


Key Program Sub-Activity: Learning opportunities are accessible to enable public servants to become better leaders

Ensuring that current and future leaders have the leadership competencies to deliver results and lead change.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$4,881

$4,824

$4,823


Leadership development programs

The outcome of this program area is to equip Public Service leaders with stronger competencies in the four key dimensions of leadership needed to enable the government to deliver results (Empowered Individuals, Developed Organizations, Strong Networks and Connected and Aligned Organizations). The School will provide managers, executives and senior leaders with the tools and opportunities to develop, share and apply the knowledge, know-how and leadership qualities needed to be effective public sector leaders in a global context.

During the three year planning period, major priorities are to:

  • Conclude a diagnostique process to determine the learning needs of future leaders in the Public Service; develop and pilot courses and other learning opportunities to fill identified gaps;
  • Develop and diffuse a leadership framework for the Public Service;
  • Develop and implement new assessment tools (e.g. 360 feedback) that provide various learning programs to senior leaders (i.e. Deputy Ministers, Heads of Federal Agencies, ADMs) including introductory and orientation programs, events, seminars and intensive leadership development programming;
  • Review and enhance existing courses to ensure they meet learners' needs based on the diagnostique, contribute to the new leadership framework and attain the highest standards of excellence in leadership development, taking into account best practices elsewhere; and
  • Implement Master Standing Offers to facilitate the provision of leadership development programs and services by accredited high quality suppliers selected through competitive processes.

Key Program Sub-Activity: Systemic development of high potential public servants

Providing structured and comprehensive career development learning programs to high potential public servants that support succession planning at the corporate and government-wide level.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$3,217

$3,180

$3,178


The outcome of this program area is to better equip the Public Service's leaders with the requisite skills and competencies needed to deliver results for Canadians. Leadership development programs for managers provide a suite of foundational, strategy-specific and leading change courses that provide flexibility to meet individual needs.

During the planning period, major priorities related to the systemic development of high potential public servants will be to:

  • Pursue the development of a Leadership Foundations for Supervisors Program in 2007-08 to develop supervisors to become effective at the intermediate level; refine and fully implement in 2008-09;
  • Deliver the educational components of the Management Trainee Program (MTP), Career Assignment Program (CAP) and Accelerated Executive Development Program (AEXDP);
  • Deliver Direxion and Living Leadership: The Executive Excellence Program; and
  • Pursue the development of an advanced leadership program to develop high-potential EX-02s and EX-03s and prepare them to occupy top positions.

Key Program Sub-Activity: Developing leaders with stronger contextual knowledge

Providing organizations and their leaders with leading-edge knowledge on trends and issues of strategic importance to the Public Service, with smart practices in public management and innovative solutions to common management problems, and encouraging the adoption and application of this knowledge in the pursuit of excellence.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$3,490

$3,422

$3,421


Individuals have a greater understanding of broader public service management and global context

The outcome of this program area is that public sector leaders have a greater understanding of public sector management issues and the global context.

Activities during the planning period include:

  • Develop and implement several seminar series for leaders and senior leaders that deepens their understanding of key public service issues;
  • Participate in the design, development, delivery and evaluation of the pilot course, How Washington Really Works;
  • Leverage relationships with institutions in other countries to expand high quality leadership development for Canadian leaders that builds their global awareness (includes Federal Executive Institute in the Unites States, National School of Government in the UK and institutions within Sweden and Ireland).

Program Activity: Public service organizations innovate to achieve excellence in delivering results for Canadians

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$15,158

$16,380

$16,279


Human Resources (FTEs):


2007-2008

2008-2009

2009-2010

155

169

169


Enhance the performance and effectiveness of the Public Service by documenting and transferring innovations and best practices in public management.

The above Program Activity is supported by two key sub-activities:

  • Enhance capacity of organization; and
  • Knowledge on innovative management practices and current issues is transferred.

These sub-activities are described below.


Key Program Sub-Activity: Enhance capacity of organizations

Providing a focal point for engaging organizations in aligning their learning agenda with departmental priorities in order to improve their performance.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$6,924

$8,146

$8,036


Departmental client relations

The outcome of this program area is to achieve excellence in delivering results for Canadians by providing departments and agencies with a single window into the School to assist them in:

  • Identifying their organizations' learning needs; and
  • Accessing the full range of the School's expertise and programming to meet those needs.

Account executives provide a single window to the School for departments and agencies. They engage senior leaders in organizations and coordinate the provision of in-depth advice and hands-on support using the full range of expertise in the School. Working with the School's regional directors across the country, account executives build relations with departments and agencies to:


Build relationships with Departments/Agencies


  • Better understand their business and learning needs, and provide information on the full range of the School's services and programming;
  • Assist departments and agencies to identify their learning gaps and needs;
  • Connect departments and agencies with common learning needs to facilitate the sharing and development of learning solutions and sharing of best practices;
  • Provide integrated learning solutions to departments and agencies by coordinating expertise and advice from program areas across the School; and
  • Support departments and agencies in meeting the requirements of the Policy on Learning, Training and Development.

Priorities for the planning period include:

  • Strengthen existing relationships with departments and agencies;
  • Continue to provide support to departments and agencies in meeting the requirements of the Policy on Learning, Training and Development;
  • Work with departments and agencies to identify their organization's learning objectives and needs in order to best align the School's programming with departmental and government-wide learning needs; and
  • Work with departments and agencies on a case-by-case basis to support their learning needs, in collaboration with the program areas within the School.

Effectiveness of organizations in strengthened

The outcome of this program area is to provide senior leaders and executives with expert advice and support on how to best use organizational learning and development to move forward on the modern management agenda. This program strengthens the School's overall capacity to deliver on its mandate to implement organizational leadership and innovative public sector management through the building of closer working relationships on key issues and practices related to organizational transformation.

  • In 2007-08, the School will continue to work with targeted departments that are undergoing transformation. The business model for the program will be refined and additional tools used for engagements with management teams. In addition, the program area will work closely with its Portfolio partners to identify and adopt a change leadership model;
  • On-going assessment of effectiveness of the Strategic Change Group business model and adaptation of the selection of tools and methods for use in a public sector environment that will contribute to the development of leadership competencies; and
  • In 2009-10 the program area will conduct an evaluation and validation of its business model as well as its selection of tools and methods.

Key Program Sub-Activity: Knowledge on innovative management practices and current  issues is transferred

The domestic and global environments are scanned, important trends and issues in public management are analyzed and awareness and understanding of them is built in the Public Service.

Financial Resources (in $ thousands):


2007-2008

2008-2009

2009-2010

$8,234

$8,234

$8,243


Ensuring greater understanding of emerging issues and supporting the adoption of innovative practices

The outcomes of this sub activity are to align the School's offerings with public service priorities; to transfer and support the adoption of innovative management practices; and to increase the understanding of current and emerging issues in public management that may impact the role of the government. This sub activity contributes to developing an understanding around key management issues and best practices and transform this knowledge throughout the public service making use of the School' learning mechanisms.

Key activities during the planning period include:

  • Work with public servants, networks of academics and partner organizations to scan public sector management issues and best practices;
  • Determine top priority and emerging issues in the public service to address management challenges through learning activities and events (e.g. conferences, seminars, armchair discussions, calendar courses) and develop and execute a research agenda that includes diffusing results; and,
  • Realign the School's university-related initiatives in order to strengthen capacities with School and government priorities. This work includes helping the School to identify and transfer knowledge on emerging issues and smart practices in public management. In 2008-09 these will become steady state activities.