ARCHIVED - Canada School of Public Service - Report

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Section II - Analysis of Program Activities by Strategic Outcome

Strategic Outcome

The 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
• Public Sector Management Innovation
• Internal Services

The School was created to ensure that all employees of the Public Service of Canada have the required competencies and common knowledge to serve Canadians in the most efficient and effective way possible. To achieve this goal, the School continues to offer a strong curriculum that focuses on the key skills and knowledge required by a dynamic public service that is constantly changing and adapting to the needs of its stakeholders and Canadians. At the same time, the School also relies on the consistency of its training and learning activities to ensure that public service employees have the common skills and knowledge expected of them.

For the School, 2011-12 will be highlighted by the continued implementation of its management agenda and priorities, along with the ongoing management of changes to the organizational structure that came into effect in January 2011. Throughout this transition, the School will continue to focus on the development and delivery of high-quality learning and training activities that meet the needs of the Public Service.

Program Activity by Strategic Outcome

Foundational Learning

The School, through its Foundational Learning program activity, contributes to building a professional workforce by providing the learning required for public service employees to serve Canadians. Four initiatives support this program activity:

• Required Training
• Professional Development Training
• Official Languages Learning
• Online Learning

Program Activity: Foundational Learning

Human Resources (FTEs) and Planned Spending ($ thousands)
2011-12		2012-13		2013-14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
443	65,977	443	65,459	443	65,459

Program Activity Expected Results	Performance Indicators	Targets
Public service employees' learning objectives are met in the foundational learning activities provided by the Canada School of Public Service.	The School will identify the percentage of participants who intend to apply, are able to apply, and/or have applied the knowledge acquired in foundational knowledge learning activities to their current or future workplace.	80 percent of participants are able to apply their acquired knowledge.

Planning Highlights

Planned Initiatives/Projects	Description of Plans	Strategic Linkages
1. Orientation to the Public Service	The School will complement its current blended learning format of the Orientation to the Public Service by adding social media components. The School will implement the recommendations put forward in the recent evaluations of the program.	This initiative directly supports the School's Strategic Outcome by ensuring that public service employees acquire the common knowledge they require to fulfill their responsibilities in serving Canadians.
2. Authority Delegation Training	The School will determine how to make the most effective use of technology, while still optimizing time spent in classrooms. As required by the Policy on Learning, Training and Development, the School will prepare for the revalidation of knowledge for those executives who have been previously assessed as they reach the five year revalidation timeframe.	This initiative supports the School's Strategic Outcome ensuring that public service employees acquire the leadership and management competencies they require to fulfill their responsibilities in serving Canadians. It also supports the School's priority of Strengthening Curriculum.
3. Functional communities	The School will refine its curriculum for functional communities by maintaining strong alignment with policy centres; refocusing its attention on priority learning requirements of clients and enhancing relationships with functional community leaders; aligning programs and courses to better meet learning needs of specialist in the regions; continuing to develop technology-based learning; and conducting selective level 3 evaluations 1 and launching an audit of the program in 2012-13.	This initiative supports the School's priorities of Strengthening Curriculum and Building Partnerships by ensuring the organization offers relevant, high-quality products and services that offer best value for money to clients.
4. Official Language Learning	The School will consult with stakeholders to review its key roles to ensure that it continues to meet current and future needs. The School will perform an audit of language training.	This initiative supports the School's Strengthening Curriculum priority by ensuring the organization offers relevant, high-quality products and services that offer best value for money to clients.
5. Online Learning	In support of foundational learning, the School will promote the use of online learning, as well as different types of learning including collaborative learning and blended learning. 2 The School will work towards making commercial course online offerings available to departments and agencies on a cost-recovery basis.	This initiative supports the School's Strategic Outcome by ensuring that high-quality learning services and products are available to all public service employees. It also supports the School's Strengthening Curriculum priority.

Benefits for Canadians

Through the delivery of Foundational Learning, the School provides long-term benefits for Canadians by ensuring that public service employees have

• the language competencies to serve Canadians in the official language of their choice as well as the leading-edge knowledge in their sector of expertise to better serve their needs;
• the full knowledge, references and tools to manage financial, material and human resources effectively; and
• the competency for good management practices.

Organizational Leadership Development

The School strengthens the Public Service and contributes to Public Service Renewal by building the leadership competencies of existing and emerging leaders through leadership development programs.

Due to the significant focus on leadership accountabilities and the anticipated high retirement rates among employees and executives, there is increased demand for programs that develop leaders for a modern public service in a globalized environment.

Three initiatives support this program activity:

• Leadership Competencies
• Leadership Development Programs
• Leadership Community Building

Program Activity: Organizational Leadership Development

Human Resources (FTEs) and Planned Spending ($ thousands)
2011-12		2012-13		2013-14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
102	11,108	102	11,110	102	11,110

Program Activity Expected Results	Performance Indicators	Targets
Public service managers, executives and senior leaders are satisfied with the leadership development courses, programs and activities received.	The School will measure the degree of satisfaction of public service employees with the leadership activities provided.	Leadership activities receive an average rating of 4 on a 5-point scale on overall satisfaction.
Public service managers, executives and senior leaders are able to apply their leadership competencies in the workplace.	The School will determine the percentage of public service employees who intend to apply, are able to apply and/or have applied the knowledge acquired through leadership development activities in their workplace.	80 percent of participants able to apply their acquired knowledge.

Planning Highlights

Planned Initiatives/Projects	Description of Plans	Strategic Linkages
1. Learning in support of talent management	The School will strengthen its suite of leadership programs, seminars and training by updating its Fundamental Series for EX-01s and its Coaching Skills programming.	This initiative supports the School's priority of Strengthening Curriculum, along with the Public Service Renewal priority of Employee Development.
2. Evaluation of Advanced Leadership Program (ALP) in 2011-12	The School will conduct a full program evaluation of the ALP to assess its impact and value for money. To effectively review and respond to the results of the evaluation, the School will place the ALP on hold in 2011-12 after delivery to the current cohort of participants.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations, along with the School's priority of Strengthening Curriculum.

Benefits for Canadians

Through the delivery of Organizational Leadership Development programs, the School provides long-term benefits for Canadians by ensuring that the existing and emerging leaders of the Public Service

• are highly-skilled, forward-thinking, and global-minded;
• have access to coaching, training and development programs to help build and reinforce their leadership skills;
• are ready to fill executive positions and lead key government initiatives; and
• are equipped to serve the needs of elected officials effectively.

Public Service Management Innovation

The School enhances the performance of the Public Service by disseminating innovations and leading practices in public management and providing public service organizations with advice and support regarding learning and change management. Two initiatives support this program activity:

• Organizational Learning Services
• Innovative Management Practices

Program Activity: Public Service Management Innovation

Human Resources (FTEs) and Planned Spending ($ thousands)
2011-12		2012-13		2013-14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
77	11,303	77	11,304	77	11,304

Program Activity Expected Results	Performance Indicators	Targets
Public service organizations have access to tools and services to help them integrate learning, manage change and innovate.	The School will track the number of organizations provided with Public Sector Management Innovation services.	25 departments and agencies provided with Public Sector Management Innovation services.
Public service organizations integrate learning, manage change and innovate by adapting best practices.	The School will measure the degree of satisfaction of public service organizations with the School's Public Sector Management Innovation services.	A satisfaction rate of 80 percent.

Planning Highlights

Planned Initiatives/Projects	Description of Plans	Strategic Linkages
1. Building stronger ties with learners	The School will directly engage, through various fora, over the next three years with:deputy ministers, assistant deputy ministers, directors general, chief executive officers of Crown corporations, heads of tribunals, and heads of federal agencies. The School will provide leaders with peer-learning opportunities to discuss issues and priorities of common interest, build networks and share best practices.	This initiative supports the School's priorities of Strengthening Curriculum and Building Partnerships by seeking innovative ways to meet clients' needs.
2. Customized interventions for federal organizations	The School will further emphasize work on customized interventions, which allow products and services to be adapted to specific client learning needs. The School will increase its focus on supporting its clients' departmental change management needs.	This initiative supports the School's priorities of The Management of Change, Building Partnerships, and Strengthening Curriculum.
3. Identify opportunities to support the School's partners	As a part of its commitment to management innovation, the School will identify strategically relevant opportunities for partnerships with organizations such as the Canadian International Development Agency.	This initiative supports the School's priority of Building Partnerships by taking advantage of opportunities to find innovative ways of meeting the learning needs of employees and organizations.
4. Partnership framework with Canadian universities	As a part of its commitment to sound public administration training, the School will work towards partnerships with the Canadian academic public administration community, as well as with universities and other post-secondary institutions, to explore potential accreditation and certification opportunities and to ensure the overall quality and relevance of its programming for public service employees.	This initiative supports the School's priority of Building Partnerships by seeking to broaden public service knowledge and excellence through partnerships.

Benefits for Canadians

Through the delivery of Public Sector Management Innovation, the School will provide long-term benefits for Canadians by ensuring that the Public Service has

• the capacity to manage organizational change in a concrete environment;
• management teams that are competent to lead change effectively and to collaborate; and
• more effective management in addressing emerging challenges.

In addition, stronger relations with universities will help ensure that the Public Service has access to cutting-edge ideas and research on public administration, and that new employees are well-educated in modern public sector management.

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. ³ Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program Activity: Internal Services

Human Resources (FTEs) and Planned Spending ($ thousands)
2011-12		2012-13		2013-14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
318	16,561	318	16,470	318	16,470

Planning Highlights

Planned Initiatives/Projects	Description of Plans	Strategic Linkages
1. Re-focus of the School's planning efforts	Based on the evolution of the School's internal and external environment, in 2011-12 the School will finalize the development of its revised PAA; review its Performance Measurement Framework; revise its approach to priority setting and strategic planning; implement a robust business planning process; and build on curriculum review efforts to implement a comprehensive approach to curriculum management.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations, along with the School's priorities of Strengthening Curriculum and The Management of Change.
2. Human Resources Plan	The School will realize the potential of the ILMS by ensuring that the skills and competencies of its employees are aligned to the new technologies. The School will develop a recruitment and HR management framework related to faculty members in support of its new Faculty Strategy.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations, along with the School's priorities of Strengthening Curriculum and The Management of Change.
3. Business Model 4	The School will finalize its new business model framework and align its pricing with a new costing model. The School will communicate its business model to clients.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations, along with the School's priority of Strengthening Curriculum.
4. Complete implementation of ILMS	The School will deploy Phase 2 of the tool externally by 2012. ILMS will be promoted to the Public Service as a leading-edge collaborative learning tool.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations, along with the School's priorities of Strengthening Curriculum, Building Partnerships and The Management of Change.
5. Optimizing and standardizing the School's IT Infrastructure	The School will implement its IM/IT rationalization initiative to align its plans and IM/IT business processes with the School's priority areas and management agenda.	This initiative supports the School's priority of the Management of Change.
6. Document and Information Management	The School will complete the implementation of a modern electronic records and document management environment by 2014.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations.
7. Optimizing Office Space	The School will explore the options regarding the optimization of its office space while ensuring the most efficient and effective use of its current locations.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations.

Benefits for Canadians

The work performed under this program activity assures Canadians that the School's operations are managed in a transparent, accountable and effective manner through the provision of advice and analysis related to the School's activities.

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