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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 2008-09 / 2010-11.

This government is committed to ensuring a federal government and federal Public Service that is effective and accountable. A strong and efficient 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 and delivery of an integrated approach to learning, training and development within the Public Service.

The School is the common learning provider for the federal government, serving the learning and leadership needs of public servants across Canada. By supporting employee development, providing leadership development for the Public Service, accelerating knowledge transfer on best practices in public sector management, and through its responsibilities for organizational learning, the School directly supports Public Service Renewal. It also contributes to instilling a shared sense of values and accountability among all public servants, in particular through the delivery of Required Training, under the terms of the Treasury Board Policy on Learning, Training and Development (January 2006).

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 the leadership and management competencies they require to fulfill their responsibilities in serving Canadians.

___________________________
The Honourable Vic Toews
President of the Treasury Board

Management Representation Statement

I submit for tabling in Parliament, the 2008-09 Report on Plans and Priorities (RPP) for the Canada School of Public Service.

This document has been prepared based on the reporting principles outlined in the Guide for the Preparation of Part III of the 2008-09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;
  
• It is based on the department’s strategic outcome(s) and its Treasury Board approved Program Activity Architecture;
  
• 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 of Canada Secretariat.

 

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Ruth Dantzer
President and CEO
Canada School of Public Service

Summary Information

Raison d'être

To have a strong Public Service that serves Canadians, adapts quickly to change and achieves the government’s priorities requires a culture of continuous learning and leadership. Acquiring knowledge and skills, and developing managerial and leadership competencies are the foundations of an effective and accountable government. The Canada School of Public Service (CSPS, the School) plays an important role in meeting the needs of both public servants and the government by providing one-stop access to learning, training, leadership and professional development.

Under the Canada School of Public Service Act, the School, as a departmental corporation, is mandated 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.

The School achieves its mandate by ensuring that public servants have the foundational knowledge to perform their duties effectively, have access to leadership development programs, and are aware of innovative management practices and techniques to deliver results for Canadians.

Organizational Information

The School’s Strategic Outcome - Public servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians - is supported by three program activities:

• Foundational Learning: Public servants are able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment
  
• Organizational Leadership Development: Public Service has strong leaders delivering results for Canadians; and
  
• Public Sector Management Innovation: Public Service organizations innovate to achieve excellence in delivering results for Canadians.

The School’s organizational structure is aligned with the Program Activity Architecture and includes:

• Three major operational sectors – Individual Learning, Organizational Leadership & Innovation and the Registrar, including regional offices; and
  
• Five areas of corporate support – Policy, Governance & Communications, Corporate Services, Human Resources, Internal Audit and the Ombudsperson.

The figure below highlights the elements of the organization.

Responsibility by Branch

Individual Learning	Required Training Management and Professional Development Training Official Languages Learning & Retention Blended and Online Learning
Organizational Leadership and Innovation	Innovation in Public Management Leadership Development Programs and Design Senior Leaders Program Strategic Organizational Change International Programs Visiting and Academic Fellows
Registrar	Registration and Client Contact Centre Evaluation Departmental Client Relations Regional Operations
Policy, Governance & Communications	Strategic Policy and Planning Market Analysis Corporate Communications and Promotion Governance, including Board of Governors secretariat Conferences and Special Events
Corporate Services	Information Management and Technology Financial Management Administration
Human Resources	Strategic HR Planning and Programs Labour Management Relations HR Operations
Internal Audit	Assurance Services Consulting Services Audit Committee Secretariat External Audit Liaison
Ombudsperson	Informal Conflict Management External Complaints Resolution

Governance

The School’s governance model includes the following:

• A Board of Governors established by legislation and responsible for the conduct and management of the School. The Board is chaired by the Clerk of the Privy Council and Secretary to Cabinet. It meets at least twice each fiscal year.
  
• A  President which is established by legislation.  The President is the School’s Chief Executive Officer and is responsible for supervising and directing the work of the School. Reporting to the President are the following Committees:
  
• • A Senior Executive Committee which is responsible for establishing priorities, approving budgets, overseeing the implementation of the strategic directions set by the Board of Governors and reporting to the Board on the School’s operation.
    
  • Operations and Management Committees which assist with the operations of the School, focusing on the coordination and harmonization of operational and policy issues within the School, and overseeing the delivery of the School’s core business.
    
  • An Internal Audit Committee which oversees core areas of control and ensures that the President has independent and objective advice, guidance, and assurance on the adequacy of CSPS’ control and accountability processes.  In 2008-09, CSPS will establish an External Audit Committee.
    
  • An Evaluation Committee which reviews evaluation plans and approves evaluation reports.
    
  • A Human Resources Committee which reviews proposed staffing strategies and, in accordance with School policies, makes recommendations on human resource requests to the President. The Committee advises the Executive Committee on emerging issues and trends with respect to human resources strategies.

Operational Flexibilities

As a departmental corporation, the School has the following flexibilities:  

• Revenue Respending Authority (CSPS Act, section 18(1)

• Staffing Authority (CSPS Act, section 15 (2)

• Intellectual Property Management Authority (CSPS Act, section 18(1)

For additional information see http://www.csps-efpc.gc.ca/about/gov_struc_e.html

Program Activity Architecture (PAA) Crosswalk

Overall, the Program Activity Architecture for CSPS was amended to include program titles in order to provide greater clarity and consistency with the Treasury Board Secretariat Management, Resources and Results Structure Policy.

Program Activity 2007-08	Program Activity 2008-09
1. Public Servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	1. Foundational Learning:  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	2. Organizational Leadership Development:  Public Service has strong leaders delivering results for Canadians
3. Public Service organizations innovate to achieve excellence in delivering results for Canadians	3. Public sector Management Innovation: Public Service organizations innovate to achieve excellence in delivering results for Canadians

The structure and content of the School’s PAA has not been affected by these changes.

Voted and Statutory Items displayed in the Main Estimates

($ thousands)

Vote or Statutory Item	Truncated Vote or Statutory Wording	2008–09 Main Estimates	2007–08 Main Estimates
25	Operating expenditures	58,529	60,281
(S)	Contributions to employee benefit plans	6,072	6,309
(S)	Spending of Revenues pursuant to sub-section 18(2) of the Canada School of Public Service Act	32,000	20,000
	Total Department or Agency	96,601	86,590

Departmental Planned Spending Table and Full Time Equivalents

( $ thousands)	Forecast Spending 2007–08	Planned Spending 2008–09	Planned Spending 2009–10	Planned Spending 2010–11
Foundational Learning: Public Servants  are able to perform in their current job, take on challenges of the next job in a dynamic, bilingual environment	59,910	68,829	66,040	66,040
Organizational Leadership Development: Public Service has strong leaders delivering results for Canadians	11,551	13,133	13,133	13,133
Public Sector Management Innovation: Public Service organizations innovate to achieve excellence in delivering results for Canadians	15,129	14,640	14,539	14,539
Total Budgetary Main Estimates	86,590	96,601	93,712	93,712
Adjustments
Supplementary Estimates
Transfer to the Canada Public Service Agency for the National Managers Community	(7)
Other
Funding for Internal Audit – Treasury Board Vote 10	264
Compensation Adjustments - Treasury Board Vote 15	396
Operating Budget Carry Forward – Treasury Board Vote 22	3,840
Increase to forecast of respendable revenues through the conduct of operations	12,000
Revenue Carry Forward	15,591
Employee Benefit Plan (EBP)	95
Total Adjustments	32,179
Total Planned Spending	118,769	96,601	93,712	93,712
Less: Revenue Credited to the Consolidated Revenue Fund pursuant to Section 29.1(1) of the Financial Administration Act (note 1)	32,000	32,000	32,000	32,000
Plus: Cost of services received without charge (note 2)	13,604	14,103	14,547	14,547
Total Departmental Spending	100,373	78,704	76,259	76,259
Full-time Equivalents (note 3)	940	940	940	940

Planned Spending from appropriations is anticipated to remain stable over the next three years.

Notes:

1. This amount can be spent only upon earning the equivalent amount in revenue.
   
2. Includes the following services received without charge: accommodation charges (Public Works and Government Services Canada); and Contributions covering employer’s share of employees’ insurance premiums and expenditures (Treasury Board Secretariat).
   
3. Full-time equivalents reflect the human resources that the department uses to deliver its programs and services. This amount is based on a calculation that considers full-time, term, casual employment and other factors such as job sharing.

Summary Information

Financial Resources ($ thousands)

2008-09	2009-10	2010-11
96,601	93,712	93,712

Human Resources

2008-09	2009-10	2010-11
940	940	940

Program Activities by Strategic Outcome

Strategic Outcome:	Public Servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians
	Expected Results	Planned Spending ($ thousands)
		2008-09	2009-10	2010-11	Contributes to the following priority
Foundational Learning  Orientation Authority Delegation Training Functional Communities Professional Development Official Languages On-line learning	Public Servants able to perform in their current job, take on the challenges on the next job in a dynamic, bilingual environment	68,829	66,040	66,040	1, 2, 3
Organizational Leadership Development Leadership Foundations Leadership development Leadership Communities	Public Service has strong leaders delivering results for Canadians	13,133	13,133	13,133	1, 2, 3
Public Sector Management Innovation Organizational Learning Services Innovative Management Knowledge Services	Public Service organizations innovate to achieve excellence in delivering results for Canadians	14,640	14,539	14,539	1, 2, 3

Departmental Plans and Priorities

Environment

The Government of Canada is committed to developing a Public Service that supports human capital, nurtures innovation and considers knowledge a strategic asset in providing service to Canadians. The Government of Canada is committed to ensuring that the federal government and Public Service are effective and accountable. Furthermore, the Public Service has signalled a focus on renewal and identified the following key areas to support Public Service Renewal:

• 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.

Learning is an essential element in the renewal of the Public Service. Continuous learning affects the federal government’s ability to recruit and retain the talent required to provide quality services to Canada and Canadians. Given the constant evolution of business demands, learning strategies must maximize all learning opportunities including those offered by technology.

The rapid development of new technologies is changing the way public servants work and learn. New technologies represent an opportunity to broaden access to knowledge and skills, encourage continuous learning, and meet the needs and expectations of new generations of public servants. The School is integrating new technologies by increasing the use of information and communication technologies, including the development of a strategy to integrate technology into its existing courses and programs. In 2008-09, and beyond, a particular emphasis will be placed on web-based and blended learning products to enhance efficiency in program delivery.

Public Service Learning Expectations

On January 1st 2006, the Treasury Board’s 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 employees, organization and employer learning responsibilities and outlines the employer’s specific training requirements.  CSPS’ identified program priorities are geared to help deliver on the Policy’s expected results.

Through the delivery of Required Training (Orientation to the Public Service, Authority Delegation Training and Assessment, and Functional Community Programming), and the promotion of a new model for language training, CSPS 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 specified functional communities (e.g., finance; human resources; internal audit; procurement, materiel management, real property; and information management) 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, CSPS is responsible for developing and delivering leadership development programs, including the educational components of the corporate leadership development programs to:

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

The School supports all four pillars for Public Service Renewal– Planning, Recruitment, Employee Development and Enabling Systems – though its primary contribution is to Employee Development as it affects the learning and development of Public Service employees. The importance of the Public Service being a place where employees can learn and develop is essential to the federal government’s ability to attract and retain talent.

Priorities for the Planning Period - 2008-09 to 2010-11

Since its creation, the School has focused on supporting the government’s learning objectives for public servants and on positioning itself for the future by continuing to develop and implement a comprehensive approach to learning, training and development. During this period, CSPS will work to further align its offerings with government and Public Service priorities, including Public Service renewal. In doing so, it will be guided by the following priorities, which are based upon departmental priorities identified by the School’s Board of Governors:

1. Solidifying gains made in establishing foundational learning and enhancing leadership offerings, with an in depth focus on serving the learning needs of functional communities;
   
2. Launching new initiatives to support Public Service renewal, with a focus on learning for managers;
   
3. Identification of innovative learning options for the new generation of public servants, including an increased use of web-based and blended learning products for program delivery; and
   
4. Ensuring the sustainability of programs through refining and developing internal business processes.

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