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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.