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The Honourable Vic Toews
President of the Treasury Board
Minister’s Message
Management Representation Statement
Raison d'ĂȘtre
Organizational Information
Program Activity Architecture (PAA) Crosswalk
Voted and Statutory Items displayed in the Main Estimates
Departmental Planned Spending Table and Full Time Equivalents
Summary Information
Departmental Plans and Priorities
Program Activity: Internal Services (Priority Area 4)
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
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:
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:
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.
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:
The School’s organizational structure is aligned with the Program Activity Architecture and includes:
The figure below highlights the elements of the organization.
Individual Learning |
|
Organizational Leadership and Innovation |
|
Registrar |
|
Policy, Governance & Communications |
|
Corporate Services |
|
Human Resources |
|
Internal Audit |
|
Ombudsperson |
|
The School’s governance model includes the following:
As a departmental corporation, the School has the following flexibilities:
Subject to any condition imposed by the Treasury Board, the revenue from fees received by the School in a fiscal year through the conduct of its operations may be spent by the School for its purposes in that, or the next, fiscal year.
Despite subsection (1), the President may, on behalf of the School, appoint and employ teaching and research staff and may, with the approval of the Treasury Board, establish the terms and conditions of their employment, including their remuneration.
The Board may, with the approval of the Treasury Board, prescribe the fees or the manner of determining the fees – (b) to be charged by the School when selling, licensing the use of or otherwise making available any copyright, trade-mark or other similar property right held, controlled or administered by the School.
For additional information see http://www.csps-efpc.gc.ca/about/gov_struc_e.html
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.
($ thousands)
Vote or |
Truncated Vote or Statutory Wording |
2008–09 |
2007–08 |
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 |
( $ thousands) |
Forecast |
Planned |
Planned |
Planned |
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:
Financial Resources ($ thousands)
2008-09 |
2009-10 |
2010-11 |
96,601 |
93,712 |
93,712 |
2008-09 |
2009-10 |
2010-11 |
940 |
940 |
940 |
Strategic Outcome: |
Public Servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians | ||||
|
Expected Results |
Planned Spending |
|||
2008-09 |
2009-10 |
2010-11 |
Contributes to the following priority |
||
Foundational 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
|
Public Service has strong leaders delivering results for Canadians |
13,133 |
13,133 |
13,133 |
1, 2, 3 |
Public Sector Management Innovation
|
Public Service organizations innovate to achieve excellence in delivering results for Canadians |
14,640 |
14,539 |
14,539 |
1, 2, 3 |
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:
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.
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:
In addition, CSPS is responsible for developing and delivering leadership development programs, including the educational components of the corporate leadership development programs to:
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.
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:
This section highlights CSPS’ priorities for the planning period - 2008-09 to 2010-11 - and its contributions to the achievement of its Strategic Outcome.
Strategic Outcome: | Public servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians |
The following three program areas, supported by corporate services, contribute to achieving the School’s Strategic Outcome:
Program Activity 1: 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 |
2008-09 |
2009-10 |
2010-11 |
68,828 |
66,040 |
66,040 |
2008-09 |
2009-10 |
2010-11 |
687 |
687 |
687 |
CSPS provides public servants at all levels with foundational learning activities that are aligned with Government of Canada and Public Service management priorities. The objective is to contribute to a professional and effective Public Service. Four key sub-activities contribute to this activity: Required Training, Professional Development Training, Official Languages Learning and Online Learning.
Key Program Sub-Activity:
Required Training – Employer’s Knowledge Standards are Met by Strengthening the Capacity of Public Servants
2008-09 |
2009-10 |
2010-11 |
16,780 |
13,992 |
13,992 |
Orientation to the Public Service (Priority Area 1)
CSPS offers the Orientation to the Public Service program across Canada to new public servants (appointed for six months or more). The goal of Orientation 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. In addition, it is a forum for knowledge transfer and exchange on the workings of government and the Public Service.
In 2008-09, CSPS plans to deliver approximately 68 orientation sessions to 8000 new employees across the country. It is expected that public servants who attend the Orientation program will have increased knowledge about the Public Service. To further support departmental-specific needs, and to ensure the continuous relevance of the program, the School will move towards including blended learning solutions in its delivery of the program. This will allow for both flexibility and efficiency. In addition, the School will develop a plan to address the needs and concerns of Public Safety Portfolio agencies, and will continue to align the program content with Treasury Board of Canada’s Standards on Knowledge for Required Training.
Authority Delegation Training (ADT) (Priority Area 1)
CSPS is committed to delivering the Authority Delegation Training (ADT) to five groups of employees - supervisors, managers, executives, senior executives and senior leaders - as required by the Policy on Learning, Training and Development and its associated directive. ADT provides managers with the information they need to meet the legal requirements of their delegated authorities in the areas of finance, human resources, information management, contracting and values and ethics, and to understand corporate policies and priorities. ADT gives managers at all levels a clear understanding of the role and responsibilities associated with their management level.
For 2008-09, CSPS will deliver approximately 200 sessions of the 5 ADT courses. All employees will undergo an assessment of their knowledge to ensure they understand their roles and responsibilities relating to their delegated authorities. Blended learning design options will be explored in order to determine the most effective and efficient delivery options for ADT, such as the increased use of online learning.
Key Program Sub-Activity:
Professional Development Training: Targeted Learning Builds and Sustains Public Sector Management and Professional Foundations
2008-09 |
2009-10 |
2010-11 |
16,653 |
16,653 |
166,653 |
Professional development training is composed of two distinct sets of programming: Functional Communities, and Professional Development. A description of and expected results for each are provided below.
Functional Communities Programming (Priority Area 1)
Professional training in this area aims to ensure that public servants in specialized functional communities acquire the fundamental knowledge and skills they require to perform in their job. CSPS will intensify the implementation of a systematic approach for working with functional communities that ensures strategic issues and key priority functional communities are identified, and
that a plan is established to address their needs including priorities identified through Public Service renewal.
Specifically, the CSPS will continue the development of curricula for priority areas identified to date, such as Information Management, Internal Audit, Human Resources and Finance, and focus further on functional communities identified by the Canada Public Service Agency. In 2008-09, CSPS will finalize some of the curricula currently under development and initiate curriculum design for the remaining functional communities.
Professional Development Programming (Priority Areas 1 and 2)
Through Professional Development Programming, CSPS aims to ensure that common management and professional learning needs are identified and met. This includes the delivery of management development courses to supervisors, managers and executives, as well as professional development training courses to all public servants, including courses on specific techniques and practices and general public administration skills and competencies. Programs delivery will be assisted through the development of Memoranda of Understanding (MOUs) with government departments and agencies. As well, to strengthen capacity, CSPS will create a community of practice for internal and external instructors delivering the management development program.
Key Program Sub-Activity:
Official Languages Learning: Facilitate Official Languages Capacity in Support of a Culture of Bilingualism (Priority Areas 1 and 3)
Financial Resources ($ thousands)
2008-09 |
2009-10 |
2010-11 |
28,752 |
28,752 |
28,752 |
In April 2007, the School launched a new model for language training that focused on the development of new learning tools and methods to support the maintenance of language skills and to promote an active culture of bilingualism in the workplace. Through the new model, the School also provides learning advice to departments, ensures the quality of private sector learning service providers, and offers placement of teachers on-site with departments to support employees’ language learning in their work environment. With the extensive development of e-learning tools, Public servants now have access to leading-edge on-line language training tools any time of the day through Campusdirect the on-line campus of the School.
In order to maintain the momentum of the new language training model, Official Languages Learning will address two elements: access to language training services and language acquisition and retention. Over the planning period, CSPS will continue to offer timely and accurate learning plans and facilitate timely access to quality-assured and cost-effective language training for public servants. It will also continue to assist departments by:
CSPS will continue to work with key stakeholders to find new and innovative ways to move the language learning agenda to a new level. As part of this, there will be continued efforts to attract, train and retain a talented, representative and bilingual workforce.
More specifically, in 2008-09, CSPS will:
Over the longer term, the emphasis will be on:
Key Program Sub-Activity:
Online Learning: Public Servants have Efficient Access to Online Learning Tools (Priority Areas 1 and 3)
2008-09 |
2009-10 |
2010-11 |
6,643 |
6,643 |
6,643 |
This Program Sub-Activity is a new component of the Foundational Learning Program Activity. While on-line learning has been a part of CSPS operations in the past, this is the first time it has been explicitly delineated as a program sub-activity for reporting purposes.
For 2008-09, CSPS will:
Over the planning period, CSPS plans to:
Program Activity 2: Organizational Leadership Development: Public Service has strong leaders delivering results for Canadians |
2008-09 |
2009-10 |
2010-11 |
13,133 |
13,133 |
13,133 |
2008-09 |
2009-10 |
2010-11 |
106 |
106 |
106 |
Under Public Service Renewal, continuous learning is identified as central to ensuring organizational effectiveness and building individual capacity. Likewise, emphasis is placed on “ensuring sound people management capacity for all managers.”1 CSPS supports Public Service Renewal by building strong leadership competencies for existing and emerging managers. There are three distinct components to this activity:
CPSA, 2007-08 Public Service Renewal Action Plan. p. 2.
Key Program Sub-Activity:
Leadership Foundations: Learning Opportunities are Accessible to Enable Public Servants to Become Better Leaders (Priority Areas 1 and 2)
2008-09 |
2009-10 |
2010-11 |
5,484 |
5,484 |
5,484 |
Leadership Foundations aims to ensure that supervisors, managers, executives and senior leaders have enhanced leadership competencies to coach, lead change and meet corporate goals. These leadership competencies include the four key Public Service competencies: values and ethics, strategic thinking, engagement and management excellence. CSPS will provide Public Service leaders with tools and opportunities designed to develop and strengthen ares identified in the Leadership Framework: empowered individuals, developed organizations, strong networks, and connected and aligned organizations.
Tools and opportunities include the design, development and delivery of leadership development programs and courses for supervisors, managers, executives and senior leaders, including the ongoing Aboriginal program leadership development courses,
Priorities for 2008-09 in the area of leadership foundations include:
In 2009-10 and 2010-11, CSPS priorities will include:
Key Program Sub-Activity:
Leadership Development Programs: Learning Opportunities are Targeted to a Cadre Ready to Assume Leadership Responsibilities (Priority Areas 1 and 2)
2008-09 |
2009-10 |
2010-11 |
5,268 |
5,268 |
5,268 |
Leadership development programs are designed to provide structured and comprehensive career development to high potential public servants in support of succession planning at both the corporate and government-wide level. These programs include:
CSPS will consolidate its course offerings under these leadership development programs to ensure alignment with government priorities and department needs.
Key Program Sub-Activity:
Leadership Community Building: Learning Opportunities Enhance Leaders’ Contextual Knowledge (Priority Areas 1 and 3)
2008-09 |
2009-10 |
2010-11 |
2,381 |
2,381 |
2,381 |
Leadership community building aims to provide departments and their leaders with leading-edge knowledge on trends and issues of strategic importance to the Public Service, including effective practices in public management and to ensure knowledge transfer and uptake.
It is under leadership community building that senior leaders are provided with opportunities to develop enhanced understanding of Public Service priorities and culture through programs such as seminars and learning events targeted to their needs. CSPS uses international partnerships to enable Canadian executives to compare management approaches with leading-edge practices elsewhere. These events also provide leaders with opportunity to discuss issues and priorities of common interest.
The key areas of focus in leadership community building are:
Program Activity 3: Public Sector Management Innovation: Public Service organizations innovate to achieve excellence in delivering results for Canadians |
2008-09 |
2009-10 |
2010-11 |
14,640 |
14,539 |
14,539 |
2008-09 |
2009-10 |
2010-11 |
147 |
147 |
147 |
This program activity aims to maximize the performance and effectiveness of the Public Service by integrating individual development of public servants with organization-focussed solutions for learning, change management and management innovation. It has two main components:
Key Program Sub-Activity:
Organizational Learning Services: Learning Strategies are Integrated with Organizational Performance (Priority Area 1)
2008-09 |
2009-10 |
2010-11 |
6,315 |
6,214 |
6,214 |
Organizational learning services provide a focal point for engaging organizations to:
This is accomplished through two main types of activities
Departmental Client Relations
The goals of Departmental Client Relations are twofold: to facilitate information flow with organizations so that they can engage in effective learning, and to provide integrated learning solutions to these organizations. The outcome is that organizations and partners align their learning needs to government priorities. CSPS helps organizations to both identify their learning
needs and to access the full range of CSPS expertise and programming.
The Departmental Client Relations function requires the School’s regional directors and account executives to work collaboratively to:
Key priorities for the planning period include:
Change Management
The outcome of Change Management Services is to help federal organizations achieve their renewal goals through organizational learning interventions that develop organizational leadership and management capacity. The individual learning activities of CSPS help empower leaders at all levels though knowledge and skills. The change management activities help
ensure these empowered leaders can maximize their collective performance within strong organizations.
Change management activities focus on integration of learning support that client organizations need to achieve their renewal goals:
For 2008-09, the priorities for these activities are to continue to deliver organizational change services to departments while improving its offerings in two ways:
CSPS uses its expertise to provide organizational development solutions for other governments on a cost-recovered basis. It delivers projects with the Canadian International Development Agency in areas involving the transfer of Canadian experience and values, the development of capacity to deliver innovative management development programs and training and development for decision-makers. It is also active in selected communities of practice to facilitate knowledge transfer and exchange amongst public servants internationally.
These international organizational development activities with CIDA enables CSPS to deepen its expertise in organizational learning techniques, and its knowledge of leading practices in public management. This, in turn, enables CSPS to improve development programs for Canadian public servants.
Key Program Sub-Activity:
Innovative Management Knowledge Services: Knowledge on Innovative Management Practices and Emerging Issues is Transferred (Priority Areas 1, 2 and 3)
2008-09 |
2009-10 |
2010-11 |
$8,325 |
$8,325 |
$8,325 |
Innovative Management Knowledge Services contribute to the improvement of the School’s offering through research, broad-based dialogues and development of stronger partnerships with the academic sector on issues related to public management. The over-riding goal is to accelerate the adoption of leading practices in public management across the public service to build stronger organizations and thereby support public serviced renewal.
Research on Innovative Management Practices
CSPS has a long tradition of research on public management issues. Its research program is aligned with government management priorities, and focuses on the “how to” of innovative management practices.
A key priority for 2008-09 is to move towards an integrated research and learning strategies on key management issues such as integrated planning and talent management, to maximize the actual changes to management practices in the public service.
Partnership with Academic Institutions
CSPS is developing stronger partnerships with universities across Canada to support research in public management innovations and professional development of public servants. Key activities include:
A key priority for 2008-09 is to better support the expanded Deputy Minister Champions program as they build a stronger relationship between the public service and universities on issues of common concern.
Conferences and Special Events
The outcome of Conferences and Special Events component of Innovative Management Knowledge Services focuses on knowledge transfer of innovative management practices. To this end CSPS organizes large-scale knowledge transfer activities that support and facilitate the adoption of these innovative practices.
For the planning period, the key priority is supporting the strategic priorities of CSPS by providing the design and delivery of large-scale, just-in-time learning events. These events include conferences, armchair discussions and re-design of the Orientation Program for large-scale delivery.
The focus for 2008-09 will be to expand the reach of these events, by providing more of them in regions, and making greater use of technology to such as web-casting and blogs to enable dialogues across regions and over time.
Strategic Outcome: Public servants have the common knowledge, and leadership and management competencies required to effectively serve Canada and Canadians. | ||||
Planned Spending |
Alignment to Government of Canada Outcome Area | |||
2008–09 | 2009–10 | 2010–11 | ||
Foundational Learning | 68,828 | 66,040 | 66,040 | All |
Organizational Leadership | 13,133 | $13,133 | $13,133 | All |
Public Sector Management Innovation | $14,640 | 14,539 | 14,539 | All |
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 accountability, professionalism and bilingualism of the federal Public Service.
Name of Evaluation |
Evaluation |
Status |
Expected Completion Date |
Leadership Development Courses | Formative | Planned | June 2008 |
Official Languages On–line courses/tools/products | Formative | Planned | June 2008 |
Orientation to the Public Service Program | Formative | In Progress | September 2008 |
Information Technology – Evaluation of the Shared Services Agreement | Formative | Planned | December 2008 |
Orientation to Level (ADM, DM) | Formative | Planned | March 2009 |
Authority Delegation (Supervisor, EX 1,2,3) | Formative | Planned | March 2009 |
Required Training Information Management | Formative | Planned | March 2009 |
Required Training for Procurement, Material Management and Real Property | Formative | Planned | March 2009 |
New Official Languages Delivery Model | Formative | Planned | March 2009 |
Professional Development for Emerging Functional Communities - Policy | Formative | Planned | March 2009 |
Management Development Programs – Values and Ethics | Formative | Planned | March 2009 |
Management Development Programs – Strategic Thinking | Formative | Planned | March 2009 |
Management Development Programs - Management Excellence | Formative | Planned | March 2009 |
Seniors Leaders Development Program | Formative | Planned | March 2009 |
Organizational Leadership | Formative | Planned | March 2009 |
E–Learning Plan Tool | Formative | Planned | March 2009 |
Client Contact Centre (Registration) | Formative | Planned | March 2009 |
Departmental Client Relations | Formative | Planned | March 2009 |
Professional Development for Established Functional Communities – Human Resources | Formative | Planned | March 2010 |
Professional Development for Established Functional Communities – Finance | Formative | Planned | March 2010 |
Professional Development for Established Functional Communities – Audit | Formative | Planned | March 2010 |
Professional Development for Emerging Functional Communities – Federal Regulators |
Formative | Planned | March 2010 |
Professional Development for Emerging Functional Communities – Information Technology | Summative | Planned | March 2010 |
Professional Development for Emerging Functional Communities – Communication Specialists | Formative | Planned | March 2010 |
Career Development Programs | Summative | Planned | March 2010 |
Advanced Leadership Program | Formative | Planned | March 2010 |
Innovative Public Management Research Fund | Formative | Planned | March 2010 |
Campus Direct On-line courses | Formative | Planned | March 2010 |
Conferences and Special Events - Conferences | Formative | Planned | March 2010 |
Records and Reports | Formative | Planned | March 2010 |
Registration System (I–LMS) | Formative | Planned | March 2010 |
Marketing | Formative | Planned | March 2010 |
Orientation to the Public Service Program | Summative | Planned | March 2011 |
Orientation to Level (ADM, DM) | Summative | Planned | March 2011 |
Authority Delegation (Supervisor, EX 1,2,3) | Summative | Planned | March 2011 |
Professional Development for Emerging Functional Communities - Policy | Summative | Planned | March 2011 |
Professional Development for Emerging Functional Communities – Program Evaluation (planned) | Formative | Planned | March 2011 |
Professional Development for Emerging Functional Communities – Science and Technology (planned) | Formative | Planned | March 2011 |
Management Development Programs – Values and Ethics | Summative | Planned | March 2011 |
Management Development Programs – Strategic Thinking | Summative | Planned | March 2011 |
Management Development Programs - Engagement | Formative | Planned | March 2011 |
Management Development Programs - Management Excellence | Summative | Planned | March 2011 |
Conferences and Special Events – Armchair Sessions | Formative | Planned | March 2011 |
1. |
How is your department planning to meet the objectives of the Policy on Green Procurement? | ||
CSPS is doing the following:
|
|||
2. |
Has your department established green procurement targets? | ||
Yes |
No |
X In progress |
|
3. |
Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated. | ||
Specific targets will be set in the following year. However, under the current actions, CSPS anticipates that above will result in a huge reduction of paper. |
The Canada School of Public Service was provided with ongoing incremental funding from the Office of the Comptroller General to implement the enhanced requirements of the 2006 Treasury Board Policy on Internal Audit. This funding was provided largely for the hiring of professional staff, training and development, creation of critical infrastructure, and costs associated with external audit committee members.
Given the School did not have a dedicated internal audit function, a Chief Audit Executive was engaged in September 2007. A priority for the new Chief Audit Executive is the establishment of the Office of Internal Audit and the development of a three year internal audit plan identifying the audits to be conducted over the next three fiscal years. The plan is expected to be completed by the end of the 4th quarter of 2007-08 at which time it will be made available.
One contracting audit was completed in 2007-08 by Finance Canada who undertook the audit as part of an interim arrangement to provide internal audit services to the School.
Audit Name |
Audit Type |
Status |
Expected Completion Date |
Electronic Link to Report |
Audit of Selected Contracting Activities | Procurement | Completed | TBD | |
2008-09 to 2010-11 Risk-based Internal Audit Plan | Annual Plan | In Progress | March 2008 | TBD |
($ thousands) |
2008-09 |
Accommodation provided by Public Works and Government Services Canada |
10,500 |
Contributions covering employers’ share of employees’ insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) |
3,603 |
Total services received without charge |
14,103 |
($ thousands) |
Forecast Revenue |
Planned Revenue 2008–09 |
Planned Revenue |
Planned Revenue |
Foundational Learning: Public Servants are able to perform in their current job, take on challenges of the next job in a dynamic, bilingual environment |
22,399 |
22,399 |
22,399 |
22,399 |
Organizational Leadership Development: Public Service has strong leaders delivering results for Canadians |
6,400 |
6,400 |
6,400 |
6,400 |
Public Sector Management Innovation: Public Service organizations innovate to achieve excellence in delivering results for Canadians |
3,201 |
3,201 |
3,201 |
3,201 |
Total Respendable Revenue |
32,000 |
32,000 |
32,000 |
32,000 |
($ thousands) |
Forecast Revenue |
Planned Revenue 2008–09 |
Planned Revenue |
Planned Revenue |
Foundational Learning: Public Servants are able to perform in their current job, take on challenges of the next job in a dynamic, bilingual environment |
931 |
1,134 |
1,080 |
1,080 |
Organizational Leadership Development: Public Service has strong leaders delivering results for Canadians |
101 |
123 |
117 |
117 |
Public Sector Management Innovation: Public Service organizations innovate to achieve excellence in delivering results for Canadians |
227 |
276 |
263 |
263 |
Total |
1,259 |
1,533 |
1,460 |
1,460 |
Name of User Fee |
Fee Type |
Fee-setting Authority |
Reason for Planned Introduction of or Amendment to Fee |
Effective Date of Planned Change |
Consultation and Review Process Planned |
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) |
Other products and services (O) |
Access to Information Act |
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) |
N/A |
N/A |
2008-09 |
2009-10 |
2010-11 |
$15,870 |
$15,384 |
$15,384 |
2008-09 |
2009-10 |
2010-11 |
304 |
304 |
304 |
In order to effectively deliver on the Treasury Board Policy on Learning, Training and Development, CSPS must have a strong corporate infrastructure and a human resource capacity capable of meeting program requirements. The outcome of the Internal Services program activity is that effective decision making is supported through integrated advice and information strategies and the provision of high quality corporate services. It includes all of the systems, processes and infrastructure that support CSPS operations behind the scenes and ensure that CSPS can offer high quality learning programs to its clients. To sustain capacity build over the last two years, CSPS is now at the stage where it needs to review and refine business processes and systems to support its work on an ongoing basis. This will be the focus of activities within this Program Activity over the planning period.
Management and Oversight Services
CSPS is governed by a fifteen-member Board of Governors, composed of public and private sector officials. As set out in legislation, the Board is responsible for the conduct and management of CSPS affairs and must meet at least twice annually. For the planning period, a key priority for CSPS is providing support to the Board of Governors in its production of its Addendum to the Five
Year Report to Parliament in 2008-09 and its clarification and review of Board roles and responsibilities.
Public Policy Services
CSPS will continue to strengthen its strategic planning function during the planning period. It will further develop the integrated business planning and corporate governance processes implemented in 2007-08 to ensure an integrated planning process and operational cycle that effectively supports corporate decision-making and strategic direction. In addition, CSPS will continue to
ensure effective corporate-level results-based management and horizontal coordination with its portfolio partners.
Public Affairs and Communication Services
Public affairs and communication services provide effective communication of CSPS key messages and effective marketing and promotion of its products. By doing this, CSPS is working to increase client awareness of CSPS brand, image, products and services and ensure common internal awareness of key priorities and issues. There are two key priorities in this area:
Evaluation Services
Evaluation services enhance the relevance, quality and performance of the CSPS learning programs through a rigorous program of evaluations, performance measurement and quality assessment in compliance with policy requirements. The priorities for the planning period are as follows:
Financial Management Services
Financial Management activities during the planning period will continue to support the organization and senior management stewardship and financial accountability responsibilities:
Over the longer planning period, CSPS will also:
Supply Chain Management Services
Supply chain management services at CSPS include procurement and contracting. Continuing to build on advances made in the previous planning period CSPS will:
Facilities and Assets Management Services
Facilities management will be critical over the planning period. The shortage of office space, facilities improvement and the need to strategically co-locate parts of the organization will be a focus over the next few years. Over the planning period, CSPS will develop a long-term accommodation plan and a related program of work. It is also committed to consolidate space in the NCR and
optimize office space in the regions.
Information Management Services
Over the planning period, CSPS aims to increase the efficiency of information management within the organization. As part of this, it will raise awareness amongst employees of information management responsibilities and the advantages of effective information management. CSPS will undertake this by:
Information Technology Services
Information technology (IT) is a key priority for CSPS in 2008-09 and over the planning period. In addition to ongoing operation, policy and support services, CSPS manages three separate registrations systems. In 2008-09, it will implement a new registration system to integrate existing registration and learner tracking systems and add new business applications. Key priorities
are as follows:
Human Resources Management Services
The four central areas under the purview of Human Resources Management are development of integrated policy/advisory functions and programs, provision of operational functions and human resources services, strengthening labour-management relations and overseeing internal conflict resolution. Human resources, in the form of attracting and retaining key talent, as well as succession
planning, is a key internal area of focus for CSPS in this planning period.
Key priorities over the planning period include:
Legal Services
The outcome of this area is to deliver effective legal services, providing quality, timely legal services to support CSPS operations. There are no key priorities for the planning period.
Internal Audit Services
Internal audit is a relatively new function at CSPS. The goal of internal audit is to strengthen accountability and support the organization by identifying and providing assurance on high risk areas that could impact on the successful achievement of CSPS objectives. Internal audit services will provide transparent and credible information to be used to make informed decisions that
ensure that CSPS delivers effective and efficient programs and services.
Following on significant progress made in this area in 2007-08, CSPS will continue to develop a systematic approach to audit in 2008-09. Key priorities in the area of internal audit include:
Other Support Delivery Services
Integrated Regional Services
The Canada School of Public Service is a national school, delivering learning products, services and opportunities across the country through its 10 campuses outside the National Capital Region. CSPS’ 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 CSPS programming across the country.
In 2008-09, regional service delivery will focus on:
Over the entire planning period, integrated regional services will focus on:
Client Contact Centre
The key priority of the Client Contact Centre (CCC) is to provide effective and efficient client service and timely and accurate reporting services.
In 2008-09, CSPS is committed to fully deploying the Required Training Portal to all departments and agencies. The Portal will streamline business processes by allowing direct data entry by departments, be the source of reports to departments, improve data quality and facilitate information exchange.
CSPS will also implement a client advisory service function to allow users to receive timely, in-depth and accurate information on CSPS products and services.
Blended Learning
Blended learning offers support to program delivery by assisting with the development of technology-enabled blended learning solutions for CSPS. The focus for this planning period will be to continue to develop tools and processes to facilitate and standardize the client interface with CSPS. In order to accomplish this, CSPS will research new learning technologies, promote and support
the adoption of new learning technologies and provide learning technology administration and support services for Webex, Tomoye licences, My Groups, etc.
Table 3: Evaluations
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Table 4: Green Procurement
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Table 5: Internal AuditsThe Canada School of Public Service was provided with ongoing incremental funding from the Office of the Comptroller General to implement the enhanced requirements of the 2006 Treasury Board Policy on Internal Audit. This funding was provided largely for the hiring of professional staff, training and development, creation of critical infrastructure, and costs associated with external audit committee members. Given the School did not have a dedicated internal audit function, a Chief Audit Executive was engaged in September 2007. A priority for the new Chief Audit Executive is the establishment of the Office of Internal Audit and the development of a three year internal audit plan identifying the audits to be conducted over the next three fiscal years. The plan is expected to be completed by the end of the 4th quarter of 2007-08 at which time it will be made available. One contracting audit was completed in 2007-08 by Finance Canada who undertook the audit as part of an interim arrangement to provide internal audit services to the School.
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Table 6: Services Received Without Charge
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Table 7: Sources of Respendable and Non-respendable RevenueRespendable Revenue
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Table 8: Summary of Capital Spending by Program Activity
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Table 9: User Fees
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