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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.

In 2012-13, the School will continue to focus its efforts on providing relevant products and services which are designed to equip public service employees with the knowledge and tools required to more effectively manage shifting government priorities during a time of transformative change and renewal across the Public Service.

Program Activity: 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

**Financial Resources ($ Thousands)**
2012-13	2013-14	2014-15
65,398	65,398	65,398

**Human Resources (FTE)**
2012-13	2013-14	2014-15
268	263	263

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 report their learning objectives were met through CSPS foundational learning activities.	80% of respondents report learning objectives met.

**Planning Highlights**
Planned Initiatives/Projects	Description of Plans	Strategic Linkages
1. Building partnerships and networks through collaborative arrangements	The School will continue to advance its efforts to streamline learning across departments, using a collaborative approach and the sharing of resources.	This initiative supports the School's priorities of Strengthening Curriculum and Building Partnerships by seeking innovative ways to meet clients' needs.
2. Official Languages Learning	The School is transferring all direct delivery of language training services to the private sector. As such, the School will concentrate its efforts on developing new methodologies and providing access to online learning products, providing language learning plans services on a cost-recovery basis and supporting the availability of quality-assured external providers.	This initiative supports the School's priorities of Strengthening Curriculum and the Management of Change through ensuring that the organization offers relevant, high-quality products that meet the needs of the Public Service.
3. Curriculum Management	Pilot a modular approach to content to tailor learning products to specific learning needs. Manage, evaluate and monitor the School's programming in order to offer learning products and services which respond to new and emerging client needs and which reflect the current government environment and priorities.	This initiative supports the School's priority of Strengthening Curriculum by ensuring that the School's products and services are adaptable and relevant in meeting the needs of the Public Service.

Program Activity: 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.

Across government there is renewed focus on leadership accountability. This reality, combined with an increased number of employees and executives eligible for retirement has increased demand for those 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

**Financial Resources ($ Thousands)**
2012-13	2013-14	2014-15
11,101	11,101	11,101

**Human Resources (FTE)**
2012-13	2013-14	2014-15
102	102	102

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. Public service managers, executives and senior leaders are able to apply their leadership competencies in the workplace.	The School will measure the degree of satisfaction of public service employees with the leadership activities provided. The School will determine the percentage of public service managers, executives and senior leaders who intend to apply the knowledge acquired through leadership development activities in their workplace.	Leadership activities receive an average rating of 4 on a 5-point scale on overall satisfaction. 80 percent of participants able to apply their acquired knowledge.

**Planning Highlights**
Planned Initiatives/Projects	Description of Plans	Strategic Linkages
1. Building partnerships and networks through collaborative arrangements	The School will continue to advance its efforts to streamline learning across departments, using a collaborative approach and the sharing of resources.	This initiative supports the School's priorities of Strengthening Curriculum and Building Partnerships by seeking innovative ways to meet clients' needs.
2. Re-design of the Assistant Deputy Minister leadership programming	Transform the current 18 month developmental programs into a modular approach, allowing learners to better target development to their respective needs.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations and the School's priorities of Strengthening Curriculum and the Management of Change through the tailoring of its products and services to the learning needs of public service employees.
3. Executive Leadership and Learning Development Strategy	Strengthen support for EX-01/EX-02 with a dual focus on leadership with technical skills for management. Strengthen focus on forward looking competencies for the new context and public service priorities.	This initiative supports the School's priority of Strengthening Curriculum by seeking innovative ways to meet public service employee learning needs.

Program Activity: Public Sector 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

**Financial Resources ($ Thousands)**
2012-13	2013-14	2014-15
8,280	8,280	8,280

**Human Resources (FTE)**
2012-13	2013-14	2014-15
77	77	77

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. Public service organizations integrate learning, manage change and innovate by adapting best practices.	The School will track the number of organizations provided with Public Sector Management Innovation advisory services. The School will measure the degree of satisfaction of public service organizations with the School's Public Sector Management Innovation advisory services.	25 departments and agencies provided with Public Sector Management Innovation advisory 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 continue its efforts to directly engage with senior leaders on the learning needs of their respective organizations through various mechanisms. The School will continue to 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 develop a modular approach to course content to tailor products and services to specific learning needs. The School will continue to develop relevant content to support the Public Service's change management needs.	This initiative supports the School's priorities of the Management of Change, Building Partnerships and Strengthening Curriculum.

Program Activity: 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^[2]. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

**Financial Resources ($ Thousands)**
2012-13	2013-14	2014-15
16,317	16,317	16,317

**Human Resources (FTE)**
2012-13	2013-14	2014-15
297	297	297

**Planning Highlights**
Planned Initiatives/Projects	Description of Plans	Strategic Linkages
1. Human Resources Plan	The School will strategically manage staffing and vacancies, as well as the human resources implications related to the transfer of direct delivery of language training services to the private sector. The School will continue to re-align its human resources services to a client service approach.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations, along with the School's priority of the *Management of Change*.
2. Business Model^[3]	The School will continue to advance its business model framework and align its pricing with its new costing model by introducing prices by category of services and delivery channels. The School will develop a new approach for the costing and pricing of online content.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations, along with the School's priority of the Management of Change.
3. Service Excellence Strategy	As part of the School's Service Excellence Strategy, the School will continue to build and strengthen relations with stakeholders in an effort to continuously improve the quality of the School's services. This initiative focuses on four key areas: client service experience, client engagement, service and standards and client service culture.	This initiative supports the Government of Canada outcome of Well-Managed and Efficient Government Operations and the School's priority of Building Partnerships.
4. Faculty Strategy	As part of the School's Faculty Strategy, the School will aim to: strengthen the School's reputation by bringing extensive public service experience into the School while contributing to cost efficiency. expand its role into design, knowledge building and an "ambassador role" function. create, develop and support faculty as a leadership network.	This initiative supports the School's priorities of Strengthening Curriculum and the Management of Change.
5. Business Intelligence	The School will build a data warehouse to measure performance, client learning needs and satisfaction.	This initiative supports the School's priorities of Strengthening Curriculum and the Management of Change.