This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
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:
Program Activity: Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment |
2007-2008 |
2008-2009 |
2009-2010 |
$60,122 |
$56,774 |
$53,983 |
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:
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.
2007-2008 |
2008-2009 |
2009-2010 |
$23,298 |
$22,508 |
$19,666 |
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).
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.
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.
2007-2008 |
2008-2009 |
2009-2010 |
$15,029 |
$12,945 |
$12,964 |
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:
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 |
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:
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:
Major initiatives in 2007-08 include:
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 |
2007-2008 |
2008-2009 |
2009-2010 |
$11,588 |
$11,426 |
$11,422 |
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:
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.
2007-2008 |
2008-2009 |
2009-2010 |
$4,881 |
$4,824 |
$4,823 |
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:
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.
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:
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.
2007-2008 |
2008-2009 |
2009-2010 |
$3,490 |
$3,422 |
$3,421 |
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:
Program Activity: Public service organizations innovate to achieve excellence in delivering results for Canadians |
2007-2008 |
2008-2009 |
2009-2010 |
$15,158 |
$16,380 |
$16,279 |
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:
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.
2007-2008 |
2008-2009 |
2009-2010 |
$6,924 |
$8,146 |
$8,036 |
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:
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 |
Priorities for the planning period include:
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.
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.
2007-2008 |
2008-2009 |
2009-2010 |
$8,234 |
$8,234 |
$8,243 |
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: