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Section II – Analysis of Program Activities

Strategic Outcome

The Canada School has a single strategic outcome:

Through the delivery of this strategic outcome, the Canada School provides long-term benefits for Canadians by ensuring that public servants across the country have and maintain the required knowledge and competencies to serve Canadians with excellence now and in the future.

In support of its strategic outcome and in accordance with direction from the strategic review of human resources management, the Canada School is continuing to enhance outreach to departments and functional communities, strengthening promotion and awareness building and increasingly using technology to further understand the importance of continuing education at all levels.

In program development, the Canada School must consider:

• Government-wide and departmental priorities;
• Departmental and individual learning needs;
• Anticipated demand for training;
• The revenue generation required to design, develop, deliver and adapt/maintain programs; and
• The continuing need for qualified instructors, facilitators and subject matter experts.

The Canada School has identified six groups of learners in the Public Service to ensure the most effective targeting of learning opportunities and training:

For additional information on these learning communities, go to http://www.csps-efpc.gc.ca/lco/index-eng.asp

Being client-focused, responsive and ready to adjust offerings to fit government and departmental priorities and consequent learning needs are critical. To this end, planning, monitoring, analyzing trends and ongoing tracking of budgets, expense, revenues and return on investment remain particularly essential.

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Integrated Learner Management System

The Canada School is implementing a new ILMS in April 2010. The system will support the management of all aspects of learning, ranging from administrative functions such as the scheduling of classes and maintenance of learner records, to the creation, organization and maintenance of the content of learning programs. The new system will replace four legacy systems. Expected results are streamlined business processes, operational efficiencies, and consolidation of learner information to better support information to Deputy Heads on their employees' learning. The ILMS will also provide modern on-line learning and collaborative tools, positioning the Canada School to remain innovative and at the forefront of learning in the future. Beyond what the new ILMS system will do for the Canada School, it is a significant contribution to improving government-wide enabling systems for Public Service Renewal, in particular the interoperability of systems and information.

Benefits for Canadians

By ensuring that public servants across the country have access to the learning required to serve Canadians most effectively, the Canada School provides long-term benefits for Canadians. A well-educated, highly trained Public Service serves Canada more effectively and efficiently and provides a competitive advantage for the country.

Program Activities

Foundational Learning

The Canada School contributes to building a professional workforce by providing the learning required for public servants to perform effectively in their current job and to meet the challenges of the next job in a dynamic, bilingual environment through the provision of foundational learning activities. The learning opportunities the Canada School develops and delivers are aligned with Public Service management priorities and meet the requirements of the Policy on Learning, Training and Development and associated knowledge standards.

The Foundational Learning program activity contributes to the strategic outcome by providing the common knowledge required by public servants. To achieve this, the Canada School aims to ensure that:

• Participants are able to complete the Orientation to the Public Service program and the Authority Delegation Training within the timeframes required by the Policy;
• Based on standards established by the employer, participants are equipped to understand the workings of Parliament and government, values and ethics in the Public Service, their accountabilities and their role in serving Canadians;
• Senior leaders are provided with the knowledge to fully understand and execute their accountabilities; and
• Learning evaluations and participant feedback are obtained regularly and used to ensure continued relevance and excellence of Canada School programming.

Four initiatives support this program activity:

• Required Training — Includes Orientation to the Public Service and Authority Delegation Training
• Professional Development Training — Includes Functional Communities Programming and Professional Development Programming
• Official Languages Learning — Includes Access to Language Training Services and Language Retention Services
• Online Learning — Includes Online Course Program (Campusdirect) and Online Collaborative Technology Program

Required Training

Orientation to the Public Service
Orientation programs are offered to new public servants to provide a foundational understanding of government and the concepts of the values, ethics and responsibilities that they will draw upon throughout their careers. The Canada School uses a blended learning approach of a one-day classroom session, complemented by prerequisite online training to:

• meet the annual demand of 8,000 or more in-class participants annually, in both the regions and the National Capital Region;
• meet demand within existing resources; and
• respect its horizontal strategic review commitment.

The program is closely monitored to ensure it complies with the employer's knowledge standards, government priorities and the objectives of Public Service Renewal.

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Orientation is also offered to senior leaders taking on new levels of responsibilities, to strengthen the strategic leadership capabilities of Assistant Deputy Ministers through the discussion of best practices and exemplary behaviours and by examining the role of the government's strategic management agenda.

Authority Delegation Training
In accordance with the Policy on Learning, Training and Development, the Canada School continues to deliver Authority Delegation Training to four groups of employees: supervisors, managers, executives (EX-01 to EX-03 levels) and assistant Deputy Heads. The goal of the mandatory training and assessment is to ensure these groups are equipped to exercise their delegated authorities. Following the recommendations put forward in the Formative Evaluation of Authority Delegation Training conducted by the Evaluation Division, the Canada School will continue to modify the program to meet expectations, make the most effective use of technology and be cost-effective.

The Canada School also provides ADT training for an increasing number of public servants on a developmental basis who are preparing for the next career challenge.

Mandatory training is provided within the Canada School's funding envelope by:

• Employing a blended learning approach similar to that adopted for the Orientation to the Public Service program; and
• Responding to participant feedback.

Professional Development Training

Certain aspects of the work of federal public servants are unique and challenging. Leaders, managers and all public servants are obliged to master the "craft of government". This includes the methodologies for conducting business in federal departments and agencies to comply with legislation and the principles of an open, parliamentary democracy. It also includes the roles and responsibilities of public servants to serve Ministers and deliver the Government's agenda while performing their duties in a politically impartial manner.

The Canada School is also responding to ongoing demand from departments and agencies for customized courses. In 2010-11, with reference to overall priorities, the Canada School will continue to establish and streamline memoranda of understanding (MOUs) with departments and agencies to design and deliver courses that will support Deputy Heads' accountability for addressing learning in their organization and ensure a cohesive approach within organizations.

Functional Communities Programming
In accordance with its commitments to the Public Service Renewal agenda and in support of Deputy Heads' accountability for learning in their organizations, the Canada School continues to work with key functional communities to:

• Ensure that specialists in functional communities meet professional standards established by the employer;
• Identify strategic issues;
• Address evolving needs and tailor content for functional communities;
• Provide ongoing and timely professional development of functional community members;
• Develop curricula for priority areas such as Information Management, Internal Audit, Human Resources and Financial Management Professionals;
• Deliver required training for the Information Management and Procurement, Materiel Management and Real Property communities; and
• Update courses to take into account changes from the Treasury Board Policy Renewal exercise.

For example, effective April 1, 2010, the Canada School will launch a required training curriculum for financial management professionals, aimed at providing them with a set of core skills relating to control frameworks, the government planning cycle and financial systems. Also, in response to a special report from the Information Commissioner on the implementation of Access to Information principles and practices within the Government of Canada, tabled in February 2009, the Canada School will offer a new course on Access to Information this fiscal year, as well as review and update the Access to Information and Privacy content of Information Management courses and policy references in Authority Delegation Training courses.

Professional Development Programming
In addition to specific learning needs of communities, the Canada School continues to offer a wide range of professional management and leadership skills and competency development training through regular calendar and more targeted MOU offerings.

A key and continuing focus in the context of Public Service Renewal has been to support managers' learning needs by:

• Expanding relationships with the Public Service manager community across the country; and
• Developing new products, as part of its performance management curriculum.
  

To effectively support demand in the context of professional development, the Canada School is:

• developing and adapting curricula leveraging technology to meet changing Public Service needs;
• offering a more integrated and blended learning approach;
• promoting a more integrated approach for exchanging information across program areas;
• developing and maintaining a community of practice for internal and external instructors delivering the Canada School's professional development programming; and
• undertaking collaborative development of a new fundamental management skills learning opportunity for managers.

Official Languages Learning

Access to Language Training Services
The Canada School facilitates on-time access to quality-assured and cost-efficient language training to provide to all public servants opportunities for second official language development and maintenance. In 2010-11, the Canada School will continue to work with key stakeholders, foster partnerships with other learning institutions and leverage technology to enhance services and find innovative ways to advance the language-training agenda. The Canada School will also continue to offer direct language training services in parts of Canada where quality-assured suppliers do not have the capacity to deliver the training. Finally, the Canada School will continue to support the creation a National Master Standing Offer for language training services.

As part of the initiative: A Roadmap for Canada's Linguistic Duality: Acting for the Future, the Canada School of Public Service is providing the learners from 11 selected Canadian universities with access to several Canada School second language online learning products and the Canada School is committed for three years with an investment of $2.5 million (2009-12). The objectives of this project are not only to increase the number of bilingual graduates who join the federal public service, but also to increase the understanding and knowledge of linguistic duality among participating university students.

Language Retention Services
The demand for online tools and products for language maintenance and tailor-made language learning is growing. The Canada School aims to deliver consistent and timely access to language-retention services and tools in all parts of the country to promote an active culture of bilingualism in the workplace.

Online Learning

Online Course Program
Evaluations and an increased use of online training provide clear indications of public servants' interest in and preference for online learning. In a time of efforts to reduce travel costs, the Canada School is responding to the demand by increasing access to custom online learning tools and products across the country.

The Canada School is supporting:

• the development and delivery of e-learning and blended learning products;
• integrated learning solutions through the use and maintenance of learning portals;
• preparing Campusdirect for migration to the ILMS infrastructure;
• increasing  availability of commercial course offerings through Campusdirect and making them available to departments and agencies on a cost-recovery basis; and
• exploring authorware and developing of standards and guidelines based on best practices.

Online Collaborative Technology Program
The Canada School is expanding its use of technologies such as Web conferencing, social networking, podcasting, virtual classroom and other interactive initiatives. This requires the continued development of expertise and service provision capacity in e-learning and online collaborative tools and vehicles, such as the Community of Practice Portal, to promote interaction, learning, dialogue and knowledge exchange.

The ILMS system and infrastructure being implemented by the Canada School support the adoption of new technologies. The Canada School is also collaborating with departments and agencies to address restrictions on Internet access to enable for online learning.

Organizational Leadership Development

The Canada School strengthens the Public Service and contributes to Public Service Renewal by building strong leadership competencies for existing and emerging leaders through the provision of leadership development activities such as targeted courses, programs, seminars and events.

There is ongoing demand for programs that develop leaders for a modern Public Service because of the anticipated high retirement rates among employees and executives and the importance of ensuring strong leadership.

Three initiatives support this program activity:

• Leadership Competencies
• Leadership Development Programs
• Leadership Community Building

Leadership Competencies

Public service supervisors, managers, executives and senior leaders require access to learning opportunities to help them enhance their ability to lead change and meet corporate goals. The Canada School will continue to provide Public Service leaders with tools and opportunities designed to develop and strengthen empowered individuals, developed organizations and strong networks. In support of Public Service Renewal, the Canada School will design and deliver offerings to assist supervisors, managers, executives and senior leaders to enhance their leadership skills to coach employees, lead change, meet corporate goals and attain management excellence.

In 2010-11, the Canada School will continue to make learning in support of talent management a priority and to offer a range of leadership programs, seminars and training, such as the new Management Excellence series, Leadership Across Borders, and Coaching Skills, to align Canada School offerings with departmental management processes.

In addition to offering leadership program, aligning programs to support Deputy Heads' accountabilities and building stronger ties with learners through learning advisory committees to determine needs, the focus will be on integrating new tools and promoting the use of existing tools such as the 360⁰ feedback instrument. The Canada School will also put in place a new blended performance management curriculum for managers leveraging technology to support Public Service Renewal priorities.

In the face of ever-increasing globalization, public servants need to achieve a better understanding of the international context in which they work, comparative management approaches and leading-edge practices in other jurisdictions. Therefore, Canada School programming aims to enhance:

• Awareness of the global context (through programs such as How Washington Really Works, the International Speakers Series, and the Advanced Leadership Program); and
• Key leadership and professional skills and competencies (through courses on communications and engaging stakeholders, citizens and employees).

Leadership Development Programs

Recognizing that Public Service leaders must be able to manage and lead a more diverse workforce that has had differing learning and formative experiences, the Canada School supports Deputy Heads in developing talent management strategies by offering a comprehensive suite of leadership programs for employees with high potential, and in aligning learning with the management improvement objectives of government and departmental business priorities. Delivering programs designed to provide leadership development skills in support of succession planning and talent development and retention remains a priority.

The overall aim is to develop leaders who achieve excellence in serving Canadians and advising Ministers. This work requires the ongoing development of in-house resources with detailed knowledge of the craft of government, as well as partnerships with universities to support research and program design.

Following on the 2008-09 human resources horizontal strategic review, the Canada School is consolidating resources to focus on program integration, using more market-tested programming and completing the leadership development continuum. The Canada School, along with other central agencies, is phasing out a number of centrally-managed leadership development programs.

In 2010-11, the Canada School will continue to implement ileadership, a multi-faceted program that targets high-performing individuals with strong leadership potential who aspire to entry-level management roles. The program will be delivered in a new more cost-effective format, including an increased focus on a blend of management skill and leadership skill development, and enhanced use of customized online Campusdirect courses to complement the other elements of the program.

Leadership Community Building

In support of peer learning, the Canada School will continue to provide leaders with opportunities to discuss issues and priorities of common interest, build networks and share best practices.

In the interests of ensuring that leaders keep current with the latest management techniques, the Canada School is continuing to build an inventory of emerging management issues, leading-edge speakers and leading practices (e.g., the new Management Excellence Series). Plans for new ways to support organizational learning, strengthen relationships with academics and international partners and enhance program delivery are underway, as are continuing leadership research and program evaluation.

Public Sector Management Innovation

The Canada School enhances the performance and effectiveness of the Public Service by integrating individual development of public servants with organization-focused solutions for learning, change management and management innovation. It also documents and disseminates innovations and leading practices in public management, and provides public service organizations with advice and support regarding learning, change management and innovation in public sector management.

• Organizational Learning Services
• Innovative Management Practices

Organizational Learning Services

Client-focused service is a high priority for the Canada School. Providing a single window for departments and agencies to receive learning advice and ensuring that their corporate and individual learning needs are addressed are key. The Canada School aims to offer customized programming to help departments and agencies achieve Public Service Renewal objectives through team-based solutions that integrate research on management innovations and leading practices, individual development and organizational change management. Moreover, the Canada School works to support the Network of Learning and Development Institutes and departmental required training coordinators.

In 2010-11, the Canada School will focus on increased responsiveness through further tailoring of offerings to meet client needs. It will continue to support learning and capacity building in the context of organizational change by focusing on solutions and best practices. The Canada School will work with Learning Advisory Committees that provide a forum for discussion of the learning and development requirements of Deputy Heads and Associate Deputy Heads and how those needs can be met by the Canada School.

The Canada School will continue delivering projects with the Canadian International Development Agency, on a cost-recovery basis, to facilitate knowledge transfer and innovative management development training. Work will also continue with regional federal councils across the country and departments and agencies to identify regional and organizational learning needs.

Innovative Management Practices

In today's rapidly changing environment, learning in the Public Service must be innovative and responsive. 

In consideration of Public Service Renewal, strengthening partnerships with universities and other post-secondary institutions and recruiting talented graduates remain priorities. It is also important to align research with renewal activities and increase online learning.

During 2010-11, the Canada School will:

• Continue promoting innovation;
• Continue sharing best practices;
• Promote networking by integrating classroom, distance and online training; and
• Facilitate the recruitment of talented university graduates into the Public Service.

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

In 2010-11, the Canada School will continue to use innovative and client-focused marketing and promotion of programs, courses and services. Also, the Canada School will continue to propose an integrated marketing approach that outlines activities in the following areas: brand experience, promotional channels, e-marketing, ongoing interventions (such as annual campaigns), targeted interventions and regional marketing.

Monitoring of the Canada School's governance structure, which was formalized in 2008-09, will continue to support effective decision-making, policy development, strategic management and integration across the organization. Ongoing support is provided to the Minister and the Canada School's Board of Governors.

Integrated planning and aligning financial, human resources, operational activities and risk management with performance objectives, the Program Activity Architecture and the Performance Measurement Framework are current priorities. Further streamlining of corporate reporting documents, such as the Report on Plans and Priorities and the Departmental Performance Report, continues and relationships with Treasury Board Secretariat analysts will be further strengthened to ensure timely and effective consultations. Work will also continue to meet the Canada School's Management Accountability Framework objectives.

The updated Corporate Risk Profile and action plans are in place and results are being tracked. Monitoring and enhancement of the internal audit function will continue to ensure compliance with the Treasury Board Internal Audit Policy.

The following internal audits, started in 2009-10 will be completed in 2010-11:

• System Under Development Audit of ILMS; and
• Audit of Compensation for Certain Non-Indeterminate Employees.

As well, the Canada School is part of the scope of the Office of the Auditor General Audit of the Modernization of Human Resources Management, which will be tabled in Parliament in 2010-11.

The Canada School's Evaluation Plan will be updated to reflect the requirements of the new Treasury Board Evaluation Policy and results from evaluations will be used to inform management decision-making.

The results of the Formative Evaluation of the Authority Delegation Training, completed in the last fiscal year, are being incorporated in the program's redesign. The Orientation program is to be evaluated in 2011-12. Results of this evaluation will be used in a similar way. In, the same vein, the first evaluation of the Procurement, Materiel Management and Real Property functional community, started in 2009-10, will be completed in 2010-11 and will be incorporated in program redesign and enhancement. The evaluation of the Online Collaborative Technology project was also initiated in 2009-10 and will also be completed in 2010-11. The results of this evaluation will inform implementation of the ILMS.

Communications will keep enhancing the Intranet site and other communications tools to support the Canada School objectives and priorities in supporting learning across the Public Service by contributing to a healthier work environment in supporting activities and commitment to make the organization a healthier work environment, and by providing employees with clear and timely information to support them in doing their jobs.

The Canada School will continue to develop its costing model with the goal of achieving consistent costing of products and services. Results from the model will be integrated into the business planning process. The Canada School will continue efforts with auditable financial statements to ensure that the necessary processes and internal controls are adequate and effective with already implemented robust SAP platform. This will result in retaining positive audit opinions and management's ability to sign off on the Statement of Internal Controls with assurance.

Approximately one-third of the Canada School's budget is expended through contracts. A competitive process is used for approximately 90 percent of the Canada School's purchasing volume in terms of dollars, or approximately 75 percent of all contracts. To maintain the high level of integrity of the contracting process, the internal Contract Review Committee will continue to examine those contracts that may present significant risks, based on established criteria, and provide an advisory role on the implementation of Canada School policies and guidelines on contracting.

Timely staffing is essential to address the ongoing need for qualified instructors, facilitators and subject matter experts. Innovative human resources tools and practices continue to be introduced to expedite staffing, retain the workforce and reduce the administrative burden. The Canada School is implementing action plans to address issues raised through internal employee surveys and the Public Service Employee Survey.

Over 2010-11, technology will be increasingly used to improve the Canada School's infrastructure and its ability to be more responsive. Having the ILMS in place will ensure key functionality essential to the Canada School's mandate. The Information Technology Shared Services arrangement with Public Works and Government Services Canada (PWGSC) will continue.

Requirements for additional office and classroom space will be managed through space optimization projects, right-sizing, investments and moves in existing facilities, and improving lease agreements. The Canada School will continue to work with PWGSC to find solutions for its short and medium term space requirements.

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