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ARCHIVED - RPP 2007-2008
Canada School of Public Service


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Section IV – Other Iitems of Interest

Program Activity: Corporate Services

Effective decision making supported through integrated advice and information strategies and the provision of high quality corporate services.

Financial Resources (in $thousands):


Corporate Services

2007-2008

2008-2009

2009-2010

Corporate Management

1,860

1,744

1,689

Corporate Administration

9,890

9,275

8,983

Human Resources

1,808

1,696

1,643

Registrar

3,029

2,841

2,751

Total: Corporate Services

$16,587

$15,556

$15,066


Corporate Services (FTEs):


2007-2008

2008-2009

2009-2010

228

224

224


To successfully position the School to deliver on the Treasury Board Policy on Learning, Training and Development, the School is strengthening corporate infrastructure and investing in its human resource capacity. These actions will help to ensure the School can design learning programs aligned with public service priorities and provide high-quality learning activities and services.

The successful implementation of systems, processes and infrastructure to support the School's operations is a focal point for Corporate Services activities. Highlighted below are the details of the results to be achieved during the planning period for by Program Sub-Activity.

Corporate governance enables the School to meet its strategic objectives:

A fifteen-member Board of Governors with public sector and private sector representation is responsible for the conduct and management of the School's affairs. A key priority for the Board in 2007-08 will be developing a meeting cycle that is closely integrated with the School's planning and reporting cycles. This in turn will support a renewed role for the Board of Governors, in which Board members have the opportunity to challenge the School's priorities and strategic directions, to hold the School accountable for its performance and results achieved, and to help shape the School's future with cutting-edge ideas and best practices drawn from business, academia, and the private sector.

Effective policy & planning advice/analysis support corporate decision making process

The School will continue to strengthen its strategic planning function during the planning period. It will support a renewed strategic planning framework and coordinate the processes and reporting requirements which support the framework. This initiative will be facilitated by the implementation of an integrated business planning process for 2007-08 and future years. Focus on corporate priorities and horizontal coordination will allow for strengthened policy integration and cohesion across program areas. The School will continue to enhance its strategic capacity to meet its mandate and ensure effective corporate-level results-based management of relations and horizontal coordination with portfolio partners.

Effective communications and marketing support the School agenda

The School's communications and business marketing function ensures that the School's key directions and priorities are effectively communicated and that the School's products and services are effectively marketed. Key activities for the planning period will be:

  • To implement a market and learner analysis strategy to provide better information about the School's clientele and gain a better understanding of client needs and learning trends. This will include contributing to work that is being undertaken to develop a client relationship management system for the School.

  • To implement an integrated, client-centred, marketing strategy, which is built on better knowledge of market needs and learning trends. This will include the development of a promotions framework and initiation of improvements to the School's key interfaces, such as the web site, kiosk program and course catalogue.

  • To improve internal communications within the School in order to ensure effective information flows. This will include the effective use of existing communications vehicles and the development of new vehicles, as required, to ensure that employees have access to the information they need to effectively carry out their responsibilities.

Registration and learner reporting

A robust registration and integrated learner management system is needed to support the registration of learners, data analysis, and management reporting identified in the Policy on Learning, Training and Development. The School will continue to work towards accessing funding for this system, including finalizing complete detailed plans and acquiring a system during the planning period.

The Registration and learning reporting group will continue its ongoing activities:

  • Provide systematic organizational monitoring and reporting on learning, training and development achievements (e.g.: participation levels, offerings) and strategic business information.

  • To comply with the Policy on Learning, Training and Development, provide reports to central agencies, deputy heads and School management on the Orientation to the Public Service program, including participation levels and learner feedback, on Authority Delegation Training and Assessment, including participation levels, learner feedback and assessment results, as well as on specific training for designated functional groups.

In addition to the ongoing registration and reporting activities, specific priorities for the planning period include:

  • Completion of initial planning for an Integrated Learner Management System to support the new business model of the School.

  • In 2007-08, completion of detailed planning with the Effective Project Approval justification process (pending Preliminary Project Approval (PPA) in 2006-2007.)

  • Upon PAA and EPA approval, procure registration & learner management system in 2007-2008, and implement the system in 2008-09.

Learning Evaluation & Quality Assurance

Enhance the relevance, quality and performance of the School's learning, training and leadership programs and services through a rigorous program of evaluations, performance measures and quality assessments consistent with policy and accountability requirements as well as the School's' priorities.

Activities for the planning period include

  • In 2007-08, continue to refine our learning evaluation procedures, assure that learner feedback is used to improve the programs and conduct studies to ascertain the degree to which students have been able to transfer their knowledge gained to their workplaces (Quality Assessment System);

  • In 2007-08, implement strong quality assessment standards for the School's learning initiatives contributing in the creation of an inventory of School learning products which meet Public Service learning needs and quality assessment standards;

  • In 2007-08, develop performance measures for large scale learning programs and initiatives; implement the School evaluation plan.

Integrated Regional Services

The Canada School of Public Service is a national school, delivering learning products and services across the country. The School's regional offices build relationships with Regional Federal Councils and regional operations of departments and agencies to support the learning needs of federal regional operations and enhance the presence and effective delivery of the range of the School's programming across the country.

During the planning period, the Regional Secretariat will continue to support regional delivery by:

  • Providing leadership, direction and support to Regional Directors;

  • Coordinating information flow and ensuring full integration of regional dimensions into corporate decisions, including policies, priorities and programming.

High quality corporate services and advice enables the School to meet its objectives

To fulfill its essential responsibilities in this environment of growth, change and accountability Corporate Services must continue to respond to the needs of the School for essential back office services (finance, information technology and administrative services) as well as support and guide the School in its commitment to being a model of modern best practices in the for managing of all aspects of its programs. In an organization that is becoming increasingly connected through complex networks and systems with other organizations, responding horizontally to the needs of the School and others has become more complex.

Delivery of this higher level of performance requires organizational excellence, integrated services, better customer knowledge along with effective alignment of human resources strategies and management accountability. Corporate Services will continue to focus on seamless, responsive and timely service delivery of support of the School's management operational objectives in accordance with Government of Canada standards. These form the basis for Corporate Services' strategic objectives over this planning period.

Priorities for the planning period include:

  • Support the Government of Canada's and the School's movement towards centrally managed service delivery models.

  • Prepare CSPS for the preparation and publication of departmental level audited financial statements.

  • Continue with the development, testing and implementation of a Financial Control Framework in support of effective internal controls and audit activities.

  • Provide leadership, transition support and implementation of CASS initiatives in synchronization with Government of Canada timing of rollout. Represent CSPS to ensure the optimum implementation of strategies and business activities to best meet the needs of the organization within the shared services environment.

  • Following the development of a Corporate Risk Profile in 2006-07, Corporate Services will continue to evergreen the results and required actions and ensure mitigation strategies are implemented.

  • Continue to improve efficiency and effectiveness of departmental decision making through the introduction of financial management decision support tools, processes and resources.

  • Develop processes within CSPS and implement the Shared Travel Services Initiative (STSI).

  • Develop long term accommodation requirements with PWGSC to explore options for consolidation of School campuses in National Capital Region and maximize the use of existing space inventory.

  • Perform an assessment of the Library Services mandate and service delivery model within the School to establish better program linkages, and leverage available technologies.

Major functions in support of the School's corporate services priorities within the various sectors are as follows:

Financial Services

  • During the planning period, integrate business planning, reporting, monitoring, control and compliance, quality assurance and enhance advisory capacity of Financial Services along with strengthening management accountability.

  • Implement Corporate Administrative Shared Services and strengthen Finance / Process Management decision support capabilities and financial controls. Negotiate and implement the decentralization of the financial system to the managers' desktop in efforts to enhance processing activities within the School.

  • Continue with the development of pricing and costing methodologies, tools and processes and establish standardized corporate methods of costing in support of pricing decisions, in line with the Treasury Board Secretariat's polices and guidelines.

  • Continue to improve efficiency and effectiveness through the introduction of financial management decision support tools, processes; fulfil control and oversight responsibilities.

  • Implement Financial Management and Internal Control plan in compliance with government accountability measures and policies; support the implementation of the internal control and procedures; and implement audit readiness recommendations, all in support of the preparation and publication of departmental level audited financial statements.

Information Management and Technology

  • Deliver high level of performance organizational excellence, integrated services, better customer knowledge and effective alignment with the human resources strategy to respond to the needs and requirements of an increasingly connected environment, complex networks and systems.

  • Continue with the planning, development and support for the migration to the PWGSC led Information Technology Shared Services Organization, which includes server hosting, service desk and infrastructure support, selection and installment of tools and implementation of staff training – all in support to the School's Information Management Strategy.

  • Update the IM/IT Strategic and Investment Plan to ensure the School's effective IM management and to ensure IM reflects its current business processes, protection and effective management of corporate information.

  • Support the implementation of the new Integrated Learner Management System.

Administrative Services

  • Maintain an appropriate balance between growth, efficient management of facilities and operational continuity.

  • Following the adoption of a School Business Continuity Policy in 2006-07, implement a business continuity initiative to support the Policy as well as other government priorities stemming from the Canadian Influenza Pandemic Response Plan and the Departmental Security Policy.

  • Validate the National Accommodation Plan for the School, in an effort to establish the forecasted accommodation needs of the School for a five-year period. Rationalize facility requirements and the ability of administrative services to respond to new demands in a timely and effective manner.

Human Resources are managed effectively and strategically in support of corporate objectives

Human Resources are a focal point for the School in providing an effective HR policy framework and state of the art human resources services.

Important initiatives for 2007-08 include:

  • By building upon the School's experience in 2006-07 with collective processes, implement a renewed and streamlined collective process to obtain and retain critical talent for the School's career streams through professional development programs. The collective processes will allow for a more targeted staffing process to recruit a bilingual and representative workforce including, 2007-08;

  • Set the framework for developing a participatory and informal climate and culture at the School where employees feel included in the operations of the School and understand the Schools strategic direction; develop a climate, culture and management mind-set that supports work-life balance and wellness, 2007-08;

  • Revitalize HR operations and provide the skills and tools for HR Advisors to efficiently and effectively provide service to managers, 2007-08;

  • Review, develop and implement a new classification process based on a broad banded approach in support of the streamlined collective processes; and

  • Initiate a CSPS HR Plan that is aligned and linked to the School's Business Plans with particular emphasis on recruitment/retention strategies; succession strategies, and a healthy workplace environment.

Internal conflict resolution

  • In 2007-08 provide corporate leadership in the development, direction, coordination and implementation of a CSPS framework in partnership with Human Resources.

  • Design, develop and implement ICMS related communication strategies and establish an ICMS working unit.

Audits are used to improve departmental policies, programs and management

The School will continue to develop a renewed approach to internal audit that is: compliant with the new Treasury Board policy on internal audit; consistent with its new business model; and supportive of the Board of Governor's revitalized role. Based on the corporate risk profile, a risk-based internal audit plan will be developed and will be used to strengthen our internal audit capacity.

Other References:

The following provide useful links to the School's website as well as important documents/publications.


Selected Websites
Canada School Public Service http://www.csps-efpc.gc.ca
Treasury Board Secretariat http://www.tbs-sct.gc.ca
Public Service Commission http://www.psc-cfp.gc.ca
Public Service Human Resources Management Agency http://www.hrma-agrh.gc.ca/
Selected Documents – Building Blocks of a Modern Public Service
Treasury Board Policy on Learning, Training and Development http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/TB_856/ltd-afp-eng.asp
Values & Ethics Code http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/TB_851/vec-cve-eng.asp
Action Plan for Official Languages http://www.pco-bcp.gc.ca/aia/default.asp?Language=E&page=actionplan
Management Accountability Framework http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp
Guidance for Deputy Ministers http://www.pco-bcp.gc.ca/default.asp?Page=Publications&Language=E&doc=gdm-gsm/gdm-gsm_doc-eng.htm
Public Service Modernization Act http://www.psmod-modfp.gc.ca/initiatives/psma-lmfp-eng.asp


1 See Section IV for details regarding corporate services priorities

2 As stipulated in the Policy on Learning, Training and development, the Orientation to the Public Service program is currently provided only to core Public Service organizations under Schedules I & IV of the FAA and is accessible to Schedule V employees on a cost recovery basis.