ARCHIVED - Canada School of Public Service - Report

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Minister's Message

As the minister responsible for the Canada School of Public Service (the School), I am pleased to present the School's 2012-2013 Report on Plans and Priorities.

The School plays an important role in supporting the Public Service by providing learning opportunities that help develop knowledge, leadership, and management competencies among public service employees across the country.  This function has and will continue to become increasingly valuable throughout the coming years as organizations within the Public Service review how they do business and learn to operate more efficiently and effectively.

To support these efforts, the School will continue to work closely with federal organizations and departments to establish learning priorities, and monitor and adjust its products and services to meet the needs of an evolving public service.  This will entail strengthening its curriculum, building partnerships, and managing change both within the School and as a service offering to organizations, to assist them in implementing their spending reduction initiatives.  

The School will also continue to support Public Service Renewal with strong leadership development programs and by promoting public service management innovation.  Deputy heads will continue to be supported with relevant, affordable and quality learning and training solutions that result in an effective and efficient workforce.

By enhancing the knowledge and skills of public service employees and the effectiveness of their organizations, the School will continue to foster excellence in public management and administration, resulting in service excellence for Canadians.

I invite you to read this report and visit the School's website (www.myschool-monecole.gc.ca) to learn more about how the activities provided by the School support a strong Public Service.

 

 

Section I: Organizational Overview

Raison d'être

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 School's primary responsibility is to provide a wide range of learning opportunities and develop a learning culture within the Public Service. The School has a direct effect on service to Canadians by increasing the skills of public service employees and the effectiveness of public service organizations.

As a departmental corporation, the 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 deputy heads in meeting the learning needs of their organizations; and
• pursue excellence in public management and administration.

The 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, with particular emphasis on required training, and the importance of creating a learning culture within the Public Service.

The School supports deputy head accountabilities with respect to leadership and professional development across the Public Service by identifying organizational needs and designing and delivering high-quality and practical programs that address the key development needs of public service employees.

As a common service organization under the Treasury Board's Common Services Policy, the School's curriculum is designed to support public service accountabilities and to respond to leadership competencies and government priorities.  As an optional service provider, the School continuously responds to the needs of the Public Service in the most efficient and effective manner possible.

The School is integral to Public Service Renewal, offering a broad suite of courses to advance the renewal agenda. It also supports the priorities of the Public Service Renewal's Excellence Agenda by supporting the renewal of the workforce and workplace.

Strategic Outcome and Program Activity Architecture (PAA)

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 Development
• Public Sector Management Innovation
• Internal Services
  

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.

[text version]

Organizational Priorities

Priority	Type[1]	Strategic Outcome(s) and/or Program Activity(ies)
Strengthening Curriculum	Previously committed to	Strategic Outcome: Public servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians. Program Activity: Foundational Learning Program Activity: Organizational Leadership Development Program Activity: Public Sector Management Innovation
Description
Why is this a priority? In support of the School's Strategic Outcome, the School is committed to focusing on strengthening its curriculum to ensure that its programming remains relevant, efficient and meets the needs of the Public Service. The School will maximize its human resources and technologies to adapt quickly and deliver the highest quality learning and training products available in order to support other government departments. Plans for meeting the priority The School will undertake the following activities to meet this priority: Support the Government of Canada's transformative measures to modernize the Public Service through the School's existing, new and adapted products and services and by responding quickly to the new and emerging learning needs of public service employees. Complete the implementation of the School's Service Excellence Strategy. Manage, evaluate and monitor the curriculum to ensure that programming meets the needs of public service employees and executives and adapt the curriculum to support federal organizations going through transformative change and renewal.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Building Partnerships	Previously committed to	Strategic Outcome: Public servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians. Program Activity: Foundational Learning Program Activity: Organizational Leadership Development Program Activity: Public Sector Management Innovation Program Activity: Internal Services
Description
Why is this a priority? To ensure that the School is in a position to meet the needs of the Public Service now and in the future, the organization is committed to building networks through effective partnerships, establishing collaborative arrangements with its key stakeholders and sharing best practices to provide the best quality, up to date, affordable and relevant products and services. Plans for meeting the priority The School will undertake the following activities to meet this priority: Build partnerships and networks through collaborative arrangements to consolidate and streamline learning and training across the Public Service, in order to reduce overlap and to provide relevant, high-quality products and services. Establish a collaborative arrangement framework with other organizations such as universities, the private sector and other levels of government.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Management of Change	Previously committed to	Strategic Outcome: Public servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians. Program Activity: Foundational Learning Program Activity: Organizational Leadership Development Program Activity: Public Sector Management Innovation Program Activity: Internal Services
Description
Why is this a priority? The School is committed to strategically prioritizing its efforts to achieve sustainable efficiencies while ensuring relevant, high-quality, best-value for money products and also assist public service employees through changing government priorities and the Government of Canada's efforts to bring transformative change and renewal to the Public Service. Plans for meeting the priority The School will undertake the following activities to meet this priority: Support the Government of Canada's measures to modernize the Public Service and the Administrative Services Review, a comprehensive review of government services and overhead costs. Offer change management support to other federal organizations through learning products and services which equip public service employees and executives with the necessary tools to effectively manage transition while addressing the government's initiatives to transform the Public Service into a more productive, leaner and relevant institution. Advance the School's business model in order to provide clarity on costing and pricing. Manage the transition to the new language training model following the transfer of direct delivery to the private sector through: continuing to focus 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. 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.

Risk Analysis

The Government of Canada's Budget 2010 and Budget 2011 emphasized a commitment to reduce the current budgetary deficit, most notably through the government's priorities to make Canada's Public Service more efficient and effective. As a result, the federal Public Service will continue to undergo transformative change in order to reduce costs while maximizing effective and efficient service delivery to Canadians. While the Government of Canada's focus is on increasing efficiencies and modernizing the Public Service through changing priorities and renewal, this shift will also result in a fundamental change in the way the Public Service currently operates and how it will deliver services to Canadians in the future.

As a departmental corporation, the School operates primarily on a cost-recovery basis. The transformative changes facing the Public Service will require the School to identify new and innovative ways to quickly adapt its existing products and services and develop new offerings to meet evolving learning needs. In an effort to increase efficiencies and effectiveness, the School will commit to achieving a reasonable balance through the identification of sustainable efficiencies, while ensuring it has the capacity to fulfill its core role as the common learning provider for the Public Service.

It is within this context that the School has identified three key risk areas that have to be managed to enable it to achieve its strategic outcome. These risks include the relevance of its curriculum and the delivery of its products and services; the marketing of its products and services and growing its market share; and ensuring an adequate capacity to be responsive to client needs and support the School's programs in a timely manner.

The School is managing these risks taking into account its Management Agenda, which defined the following priorities to ensure the achievement of its strategic outcome: curriculum management, which focuses on renewing and updating the curriculum of courses and services in order to be more responsive to client needs; the development of a business model to establish a costing and pricing model for the various products and services; human resources, aligning human resource capacity to program requirements; and, the management of change, which aims to achieve success and excellence through transformation.

The risk mitigating actions in capacity looked at the changes in technology and how they bring opportunities to work in new and innovative ways to transform the way the School does business and delivers services. The Integrated Learning Management System (I-LMS), for example, has started to define new roles, responsibilities and skills required by the School in order to achieve its goal of transforming how it partners with learners and clients in a more accountable and timely manner.

Moving forward, to effectively manage efforts to bring transformative change and renewal to the Public Service, it will be essential for federal organizations to ensure that their employees are equipped with the necessary skills and expertise to deliver and manage government operations more effectively and efficiently, while providing value added services to Canadians.  The School will continue to be proactive in its efforts to strategically review and strengthen its curriculum in support of departments' common learning needs, offering relevant learning products in areas such as workforce management, workplace well-being, change management, leading transformation and labour relations. Efforts in this area are also designed to support the priorities of the Public Service Renewal's Excellence Agenda by supporting the renewal of the workforce and workplace.

As part of the implementation of a 2006 Treasury Board directive, the School will no longer offer direct delivery of language training across the country, now that capacity exists within the private sector.  Rather, the School will concentrate its efforts on supporting language training across the Public Service through the following activities: developing new methodologies and providing access to online language learning products, providing language learning plan services on a cost-recovery basis and supporting the availability of quality assured external providers. Risks associated with this shift in delivery will be mitigated through the implementation of a comprehensive transition plan and the exploration of alternative opportunities for affected employees and clients.

The School is committed to advancing and aligning its new business model with the Government of Canada's priorities by strategically prioritizing the School's efforts to achieve sustainable efficiencies.  The organization will also be implementing its own internal change management strategy, including the strategic management of vacancies and staffing.

In 2012-13, the School will continue to focus on its core business of providing relevant, quality and affordable common learning and training solutions which are responsive and customized to the learning needs of public service employees. As such, the School will focus on solidifying its key role in supporting federal organizations in implementing spending reduction initiatives and managing in a time of fundamental change and ultimately laying the foundation for a streamlined, well-trained, higher-performing federal public service workforce of the future.

Planning Summary

Financial Resources ($ Thousands)

2012-13	2013-14	2014-15
101,096	101,096	101,096

Human Resources (FTE)

2012-13	2013-14	2014-15
744	739	739

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
Number of learning activities that address leadership development, management competencies and common knowledge, and number of participants. Percentage of public service employees who, after attending School learning activities, feel that the training provided responded to their learning needs.	Approximately 900 learning activities. Approximately 220,000 learner days (number of learners/participants multiplied by the number of days in training). 80 percent of learning activity participants feel that the training provided responded to their needs and was a worthwhile investment for their employer.

Planning Summary Table ($ Thousands)

Program Activity	Forecast Spending 2011-12	Planned Spending			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
Foundational Learning	81,117	65,398	65,398	65,398	Well managed and efficient government operations
Organizational Leadership Development	13,931	11,101	11,101	11,101
Public Sector Management Innovation	9,291	8,280	8,280	8,280
Total Planned Spending		84,779	84,779	84,779

The transition to a new language training model in 2012-13 is the main reason for the reduction in the School's planned spending in comparison to fiscal year 2011-12.

Planning Summary Table ($ Thousands)

Program Activity	Forecast Spending 2011-12	Planned Spending
		2012-2013	2013-2014	2014-2015
Internal Services	18,975	16,317	16,317	16,317
Total Planned Spending		101,096	101,096	101,096

Planned spending for Internal Services will decrease in 2012-13 as a result of reduced supporting activities for language training.

Expenditure Profile

[text version]

[text version]

Estimates by Vote

For information on our organizational appropriations, please see the 2012-13 Main Estimates publication.

• Previous Page
• Table of Contents
• Next Page