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Minister's Message

The Honourable Stockwell Day, P.C., Q.C., M.P.

I am pleased to present the 2010-2011 Report on Plans and Priorities for the Canada School of Public Service (Canada School), the Government of Canada's partner in learning. This report covers the period 2010-11 to 2012-13.

Working under the operational authority of the Canada School of Public Service Act, the Canada School contributes to the delivery of results for Canadians by ensuring that public servants at all levels and in all parts of the country have access to training and other learning opportunities that provide the knowledge and skills needed to perform their jobs effectively.

The Canada School will continue to fulfill its key role of delivering on the Government of Canada's Policy on Learning, Training and Development by focussing on four key areas: orientation and certification, management and professional development, leadership development, and second official language acquisition and maintenance. It will also continue to put into place measures to ensure that Canada School programs remain effective, efficient and relevant.

Recognized both domestically and internationally as a world leader in public service learning, the Canada School is well placed to support Deputy Heads as they orchestrate talent management within their organizations and is directly positioned to facilitate employee development, a key priority of Public Service Renewal.

Together with public service leaders and functional communities, as well as individual public servants, the Canada School will continue to target excellence for Canadians. This will be achieved through a professional, highly skilled workforce, grounded in common values and equipped to serve Canadians with excellence and pride.

 

 

The Honourable Stockwell Day
President of the Treasury Board



Section I – Departmental Overview

Summary Information

Raison d'être

The Canada School of Public Service (Canada School) is founded on the concept of providing a unified approach to learning for public servants. As a common learning-service provider for the Public Service, the Canada School develops the capacity of public servants at all levels and across the country to be effective in their current jobs and well-prepared for their next career challenges. Offering orientation sessions for new employees and new senior leaders encourages the internalization of public service values and ethics among public servants, as well as an understanding of the institution for which they work. Delivering a wide range of other programs contributes to leadership development, accountability and excellence, equipping public servants in all parts of Canada with the ability to provide excellent service to Canadians.

It was clear that if the public service was to continue to play its essential role in the country, we would need to place a significant, long-term focus on renewal – not only in attracting new recruits to replace people retiring, but also in developing and renewing the capacities of those continuing their careers, and in looking for new skills and new ways of doing things to meet the future challenges.

Source: Sixteenth Annual Report to the Prime Minister on the Public Service of Canada, Clerk of the Privy Council and Secretary to the Cabinet

Further, Canada School programs are developed and delivered to support public servants in performing their jobs effectively; to assist functional communities, which are comprised of public service employees who share common work purposes, functions and professional interests, in addressing their common issues and developing networks; and to assist managers in understanding and implementing their delegated authorities. The Canada School also helps ensure that new policy directions are implemented by providing learning opportunities that allow public servants to acquire the necessary knowledge.

Responsibilities

Established on April 1, 2004, under the Public Service Modernization Act and operating under the authority of the Canada School of Public Service Act (CSPS Act), the Canada School's primary responsibility is to ensure that public servants acquire the knowledge and skills needed to fulfill their present and future duties as effectively as possible. By providing a wide range of learning opportunities and developing a learning culture within the Public Service, the Canada School has a direct effect on expanding the knowledge base of public servants. It also benefits Canadians in general, because the better-skilled public servants are, the more effectively the public is served. 

As a departmental corporation, the Canada School is mandated under the CSPS Act 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 to do their jobs effectively;
  • Support Deputy Heads in meeting the learning needs of their organizations; and
  • Pursue excellence in public management and administration.

As set out in the legislation, a Board of Governors is responsible for the conduct and management of the affairs of the Canada School. This Board has a prominent role in the Canada School's governance structure and is consulted on the Canada School's strategic direction. The Board of Governors, which meets at least twice a year, is composed of an equal number of public and non-public (business and academic) sector members and is responsible for the following:

  • Providing advice to the President of the Canada School in support of his/her role as Accounting Officer;
  • Overseeing the conduct and management of the Canada School;
  • Setting strategic direction and monitoring performance in support of reporting to Parliament;
  • Providing private and public sector expertise to draw on the experiences and exemplary practices that have led to success; and
  • Linking to the work of the Departmental Audit Committee in the oversight of core areas of departmental control and accountability.

For additional information on the Canada School's governance structure, go to http://www.csps-efpc.gc.ca/aut/gst-eng.asp

The Canada School's program priorities are geared to delivering results in accordance with the Treasury Board's Policy on Learning, Training and Development (the Policy), which came into effect on January 1, 2006. The Policy highlights the value of learning and the importance of creating a learning culture within the Public Service. It establishes employee, organization and employer learning responsibilities and delineates the employer's specific training requirements.

The Canada School, as a common learning service provider, is integral to Public Service Renewal, offering a broad suite of courses to incrementally advance the renewal agenda. It supports all four pillars of Public Service Renewal:

  • Planning — By developing training material for integrated planning and supporting those involved in government planning;
  • Recruitment — By managing the Orientation to the Public Service program for new public servants and working with the Public Service Commission to implement Students Providing Aligned Research and Knowledge (SPARK), which recruits university students for research projects related to policy and public administration, potentially leading to their entry into the Public Service after they graduate;

  • Employee development — By continuing to provide relevant, timely learning to support public servants at all levels in their professional development, and to support the achievement of a professional, highly-skilled workforce.
  • Enabling infrastructure — By continuing to support online learning and making collaborative tools available, and by implementing the Integrated Learner Management System (ILMS), which will contribute to renewing the workplace by providing an enabling infrastructure for learning for the Canada School and other government departments, and which will further foster innovation and collaborative technology in the workplace.

The CSPS Act provides for the following authorities and flexibilities to enhance year-over-year stability and operational consistency to delivery of the Canada School's mandate:

  • Revenue Re-spending Authority (CSPS Act, subsection 18(2))
    Subject to any conditions 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.

  • Staffing Authority (CSPS Act, subsection 15(2))
    … 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.
  • Intellectual Property Management Authority (CSPS Act, subsection 18(1)(b))
    The Board [of Governors] may, with the approval of the Treasury Board, prescribe the fees or the manner of determining the fees … to be charged by the School when selling, licensing the use of or otherwise making available any copyright, trademark or other similar property right held, controlled or administered by the School.

Strategic Outcome

The Canada School has a single strategic outcome: "Public servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians." Four program activities support this strategic outcome:

  • Foundational Learning;
  • Organizational Leadership Development;
  • Public Sector Management Innovation; and
  • Internal Services (supports the other three program activities).

Program Activity Architecture

The chart below illustrates the Canada School of Public Service's complete framework of program activities, sub-activities and sub-sub-activities, which roll up and contribute to progress in achieving the strategic outcome.

Program Activity Architecture

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Planning Summary


Financial Resources[1]
  2010-11 2011-12 2012-13
Planned Spending ($ thousands) 112,691 105,486 104,883
Planned Revenue ($ thousands) 50,000 50,000 50,000

The financial resources table above provides a summary of the total planned spending for the Canada School for the next three fiscal years. The variance in forecast amounts between the years is mainly due to the reductions resulting from the horizontal strategic review of central human resources organizations.

An objective of the Government of Canada's horizontal strategic review of human resources management conducted in 2008-09 was to ensure efficiency and effectiveness in human resources management by eliminating overlapping activities. With partners in the review, the Canada School identified ways to:

  • be more efficient and effective;
  • align programs more precisely with department and agency learning needs by:
    • redesigning the Orientation to the Public Service program to reduce in-class time and use more online learning;
    • restructuring leadership development programs to ensure that they meet Public Service Renewal needs;
    • expanding the use of online technology and blended learning such as virtual classroom, web conferencing, social networking, podcasting and other interactive initiatives;
  • continue to work collaboratively with central agencies to develop and implement a Leadership Development Framework (LDF) that will:
    • Identify and address learning gaps along the leadership continuum;
    • Clearly define the overall approach to leadership development throughout the Public Service;
    • Support Deputy Heads in developing leaders within their organizations;
  • work with organizations to achieve synergies and improve linkages between the programs; and
  • increase the focus on cost recovery.

Human Resources
  2010-11 2011-12 2012-13
Full-time Equivalent — FTE 940 940 940

The human resources table above provides a summary of the total planned human resources for the Canada School for the next three fiscal years.

Planning Summary Table


Strategic Outcome: Public servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians
Performance Indicators Targets
Change in the level of participants' common knowledge due to training (Orientation, Authority Delegation Training) received at the Canada School. The Canada School will continue benchmarking in 2010-11 and will implement recommendations of the Formative Evaluation of Authority Delegation Training. Orientation to the Public Service will be evaluated in 2011-12.
Percentage of participants who report their learning objectives were met through Canada School leadership and management training received. 80% of respondents report learning objectives met.
Degree of satisfaction of participants with Canada School training received. Learning activities receive an average rating of 4 on a 5 point scale on overall satisfaction.



($ thousands)
Program Activity[2] Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2011-12 2012-13
Foundational Learning 66,664 69,358 66,307 65,792 Government Affairs
Organizational Leadership Development 18,174 13,724 11,171 11,174 Government Affairs
Public Sector Management Innovation 9,367 11,647 11,347 11,347 Government Affairs
Internal Services (note A) 37,145 17,962 16,661 16,570  
Total Planned Spending 131,350 112,691[3] 105,486 104,883  
 
Amounts included in Total Planned Spending -- -- -- --  
Respendable Revenue Carry Forward (S) (note B) 9,657 -- -- --  
Other adjustment (note C) 876 -- -- --  
 
Cost of services received without charge (note D) 15,194 14,227 14,255 14,227  

Notes:

  1. The planned spending for Internal Services in 2010-11 is $19.1 million less than the amount forecast for 2009-10 to reflect the offsetting of planned revenues in the amount of $50 million.
  2. (S) Statutory item — revenue received by the Canada School in a fiscal year may be spent in the current or next fiscal year.
  3. Operating budget carry-forward from 2008-09.
  4. Includes the following services received without charge: accommodation charges (Public Works and Government Services Canada); and contributions covering the employer's share of employees' insurance premiums and expenditures (TBS).

Contribution of Priorities to Strategic Outcome


Operational Priorities Type Links to Strategic Outcome Description
Support to functional communities Ongoing This initiative contributes to public servants having the common knowledge and the leadership and management competencies they require to fulfil their responsibilities in serving Canadians.

The support to functional communities contributes directly to the first program activity of Foundational Learning as it ensures that common knowledge and competencies are developed among functional community members.

This is a priority because in his 16th Annual Report, the Clerk of the Privy Council highlighted the need to increase focus on functional communities.

Plans for meeting the priority
The Canada School will continue to work with Office of the Chief Human Resources Officer (OCHRO) to implement a strategic approach, focussing on priority communities and to professionalize the public service through networking and peer learning, including specialized knowledge and skills required for functional specialists to perform their jobs.

Implementation of the Leadership Development Framework New The primary objective of the Leadership Development Framework is to define clearly the overall approach to leadership development throughout the Public Service. The implementation of Canada School programming to support the Leadership Development Framework contributes directly to the second program activity of Organizational Leadership Development. The Canada School, in
collaboration with central agencies, support the Leadership Development Framework through programming and services.



Management Priorities Type Links to Strategic Outcome Description

Continued internal efforts to improve efficiency and effectiveness in operations

Continue to improve business process

Ongoing These internal priorities will increase the Canada School's ability to deliver on its Strategic Outcome.

The Canada School will focus on enhancing integration in its planning process and making the most efficient use of resources in the provision of learning offerings, including an increased use of blended learning techniques[4].

Business process improvements will be facilitated by the implementation of the ILMS (see below). The Canada School will also continue to look for cost savings and identify innovative best practices within the department through the Innovation Committee.

Through continuous performance and client analysis monitoring, the Director General's Monitoring Committee facilitates informed decision-making to support priorities as identified through the business planning framework.

Implementation of Integrated Learner Management System (ILMS) New   The new system will support the management of all aspects of learning (e.g., administrative functions; maintenance of learner records; creation, organization and maintenance of the content of learning programs) resulting in improved data integrity and operational efficiencies. It will also provide modern on-line learning and collaborative tools. Moreover, it will be a significant contribution to improving government-wide enabling infrastructure, which will support Public Service Renewal.


Risk Analysis

As part of its risk management efforts, the Canada School continues to monitor and analyze risks of strategic importance for organizational success and performance, with particular reference to curriculum planning and design, registration management, information technology management and workforce management. These risks are managed proactively using measured approaches aimed at ensuring the pursuit of innovative practices and opportunities, and ensuring that potential issues or challenges are anticipated and addressed in a manner that results in a positive cost-benefit advantage for the Canada School and its stakeholders.

Curriculum planning and design
Learning affects the federal government's ability to recruit and retain the talent needed to provide high quality services. Relevant learning products and services must be made available on a timely basis in order to maintain client satisfaction and avoid risks relating to missed opportunities and revenue shortfall. It remains a continuous challenge to complete curriculum planning sufficiently in advance of the next fiscal year to allow sufficient time for course design and advertising. The Canada School continues to design and offer a full suite of relevant and timely learning products and services in support of Public Service Renewal priorities. A formalized Canada School-wide curriculum review process is implemented and linked to the business planning cycle. Inter-departmental meetings and survey methods are used to collect information about courses and curriculum, and bi-annual briefings are made to the Canada School Board of Governors to seek advice aimed at ensuring that Public Service learning needs are met. Blended learning, including e-learning methods, will continue to be implemented to maximize the effectiveness of delivery methods and the use of time available for learning.

Registration management
The Canada School is dependent on effective registration systems for accumulating and processing registrations, to avoid risks relating to missed registrations and lost revenue. Four legacy registration systems were in place when the Canada School was created. They are now reaching the end of their useful life and require replacement in order to ensure ongoing system reliability, data integrity and timeliness of information. To address this situation, the Canada School has updated its registration portal, developed an integrated database for registrations, and will implement a new ILMS incrementally over the planning period. ILMS will provide better reporting capability, increase operational efficiency and facilitate the exchange of information with departments and agencies.

Information technology management
Information technology management is critical for the successful implementation of ILMS and for supporting ongoing operations. The Canada School must be effective at identifying and managing its technology priorities and investments, and providing satisfactory maintenance and support services in order to avoid the risk of inadequate solutions, unreliable applications or delays in the implementation of critical infrastructure. An Information Technology Committee oversees planning and investment processes pertaining to information technology and a new project prioritization framework will be implemented.

Workforce management
Workforce management continues to present challenges across the Public Service. Human resource management practices must ensure that qualified employees are hired on a timely basis and are motivated to perform. Otherwise, significant risks to program delivery capacity may be experienced due to vacant positions and/or excessive turnover. The Canada School is evolving and maturing as an organization, which causes periods of change within its workforce. Adjustments continue to be made for supporting strategic priorities and meeting the demand for learning products and services, as well as for aligning learning activities with government priorities. The nature of the Canada School's business requires a specialized skill-set in adult education together with a deep knowledge of the government context, a combination not always easy to find.

The Canada School is focusing on talent management by:

  • Encouraging the development of competencies and skills among existing employees and ensuring that knowledge of government context is a criteria when hiring;
  • Utilizing the Federal Student Work Experience Program with an aim to increasing the recruitment of talented university graduates;
  • Continuing to foster the Canada School's managers' community; and
  • Identifying partnership opportunities.

Aligning human resources planning with business planning is essential to ensuring that the necessary staff and skills sets are in place to support business priorities. Staffing plans and initiatives are being strengthened to support managers in recruiting and retaining employees with the required competencies. Learning plans, which are updated annually, contribute to recruitment efforts, employee motivation, the enhancement of competencies and skills, improved retention and succession planning. A reporting framework for monitoring human resources management performance, together with exit interviews, internal workplace surveys and a working group that proposes corrective action, are in place to deal with employee issues and enhance staff retention.

The Canada School continues to support the Budget 2009 initiative on enhancing student employment in the federal public service. To this end, the Canada School received funding of $30K in 2010-11 under Canada's Economic Action Plan.

Expenditure Profile

The Canada School receives appropriated funding for certain foundational learning, notably training required under the Policy on Learning, Training and Development, including the Orientation to the Public Service program and Authority Delegation Training. Appropriated funds also support learning related to official languages proficiency and maintenance as well as learning components of the corporate leadership programs that are being phased out as a result of the 2008-09 horizontal strategic review of central human resources organizations. The remaining learning products and services that the Canada School develops and delivers operate on a cost-recovery basis.

The current economic situation may result in reduction in some government departments' budgetary allotments to discretionary training and, as may be noted in the following chart, the Canada School revenue growth in 2009-10 has slowed relative to recent years. Should this trend continue, it would impact on the Canada School's capacity to design, develop and offer courses in support of departments and public servants' learning needs. The Canada School will continue to ensure that it is best positioned to address the common learning needs of the Public Service.

Expenditure Profile - Spending and Revenue Trends Graph

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The actual spending and revenue earned for 2006-07 to 2008-09 reflect the amounts presented in the Canada School's Departmental Performance Report for each of those years. Revenue is forecast based on the previous year's business level, keeping in mind that a significant percentage of the Canada School's revenue is generated in the last quarter of the fiscal year.

The 2009-10 forecast spending and revenues are based on regularly updated monitoring reports. The planned spending, including respendable revenues, is based on the amounts presented in the annual reference level update (ARLU) for the Canada School for the period 2010-11 to 2012-13, net of the reductions resulting from the horizontal strategic review of central human resources organizations.

Expenditure Profile - 2010-11 Planned Spending Graph

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Voted and Statutory Items

($ thousands)
Vote # or Statutory Item (S) Truncated Vote or Statutory Wording 2009-10
Main Estimates
2010-11
Main Estimates
40 Program expenditures 58,330 56,214
(S) Contributions to employee benefit plans 5,860 6,477
(S) Spending of revenues pursuant to Subsection 18(2) of the Canada School of Public Service Act 50,000 50,000
Total 114,190 112,691