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I am pleased to present the Report on Plans and Priorities for the Canada School of Public Service. This report covers key plans, priorities and expected results for the period 2006-07 / 2008-09.
This government has committed to a clear set of priorities and will work to
rebuild the trust of Canadians in their government. Those priorities include ensuring a federal government and federal Public Service that is effective and
accountable. A highly skilled, well trained and professional workforce is critical to achieving this priority. With the creation of the Canada School of Public
Service in 2004, it was given a clear purpose of developing a more integrated approach to learning, training and development in the Public Service.
The School, through its role in supporting the common learning, training and development needs of public servants, is the ideal vehicle to instill a shared sense of values among all public servants, to promote an understanding of modern public sector administration and management, and to support the professional development of Public Service employees. Bilingualism and a commitment to official languages is a significant component of the professional development of public servants and is therefore an integral part of the School’s mandate.
During the planning period, the Treasury Board portfolio will pursue a clear agenda that seeks to strengthen accountability in government and the Public Service. Learning will be a key focus in achieving the objectives of that agenda, and the School has a fundamental role to play in this regard. It will be called upon to ensure that public servants have the common knowledge, and leadership and management competencies required to effectively serve Canadians.
I submit for tabling in Parliament, the 2006-2007 Report on Plans and Priorities (RPP) for the Canada School of Public Service.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-07 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
When the Treasury Board Policy on Learning, Training and Development came into effect on April 1, 2006 the School had a comprehensive learning strategy ready to support it.
Under the Policy, three interconnected types of learning will contribute to the transformation of the Public Service. Each of these elements is an integral part of a continuous, reinforcing cycle of innovation and improvement across the Public Service:
The changes and the implications for the School, for learners and federal departments and agencies are substantial. With respect to its business model, for example, the School is moving
To reflect these changes the School has submitted to Treasury Board a modified PAA that will accurately reflect the program activities associated with the School’s role in: supporting the government in delivering individual learning aligned to Public Service management priorities; in developing strong leaders; and in accelerating the knowledge transfer of best practices in public sector management for the Public Service to deliver the best results for Canadians.
In its PAA, the School has modified its existing Strategic Outcome (“Public servants have the common learning required to effectively serve Canada and Canadians”) to the following:
“Public servants have the common knowledge, and leadership and management competencies required to effectively serve Canada and Canadians”. To support this modified Strategic Outcome, the School has identified three new Program Activities:
The revised PAA structure will contribute to more accurate reporting on the School’s activities by providing the framework by which planned resource allocations are linked to activities at all levels and against which results and outcomes at all levels will be reported. A performance measurement strategy with appropriate performance indicators is currently being developed for each program area to reflect the modified PAA.
New Program Activities | ||||||
Old Program Activities: | Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment |
Public Service has strong leaders delivering results for Canadians |
Public Service organizations innovate to achieve excellence in delivering results for Canadians |
Corporate Level Services: Effective decision-making is supported through integrated advice and information strategies and the provision of high quality corporate services* | Total | |
2006-07 ($thousands) | ||||||
|
5,718 | 1,299 | 4,529 | 1,330 | 12,875 | |
Manage the provisions of learning services | 59,030 | 9,465 | 6,380 | 3,056 | 77,932 | |
Corporate Services | 18,317 | 18,317 | ||||
Total | 64,748 | 10,764 | 10,909 | 22,703 | 109,124 |
Note: Represents Planned Spending from Table 1
* The difference of $4.4 million between Corporate Services in the old and new PAAs is explained by the fact that the New Program Activity for Corporate Level Services includes the new registration system of the School.
Raison d’être Learning is essential to equipping the Public Service to meet the challenges of the 21st century. The acquisition of knowledge and skills, and the development of managerial and leadership competencies are the foundations of an effective and accountable government. The Canada School of Public Service provides one-stop access to the learning, training, leadership development and professional development public servants need to effectively serve Canadians. By ensuring public servants have the foundational knowledge to perform in their job, have access to leadership development programs, and have awareness of innovative management practices and techniques to deliver results for Canadians, the School achieves its legislative mandate to
|
2006-2007 | 2007-2008 | 2008-2009 |
$109,124 | $94,346 | $92,336 |
2006-2007 | 2007-2008 | 2008-2009 |
930 | 940 | 940 |
Strategic Outcome: Public servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians |
|||||
Departmental Priorities |
Type |
Planned Spending ($thousands) |
|||
Program activities |
2006-2007 |
2007-2008 |
2008-2009 |
||
Strengthen capacity of public servants to meet the Employer’s knowledge standards: - Required Training |
New |
Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment |
$28,887 |
$28,523 |
$27,659 |
Public Sector management and professional foundations are built and sustained through targeted learning: - Develop a Functional Communities Strategy |
New |
Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment |
$16,443 |
$15,702 |
$13,609 |
Facilitate Official Languages capacity: - Promote a new model for Language Training |
New |
Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment |
$33,775 |
$18,936 |
$18,779 |
Systemic development of high potential public servants: - Develop accelerated leadership development programs |
Ongoing |
Public Service has strong leaders delivering results for Canadians |
$5,436 |
$5,229 |
$5,225 |
Enhance capacity of organizations: - Departmental client relations |
New |
Public Service innovates to achieve excellence in delivering results for Canadians |
$5,849 |
$6,858 |
$8,048 |
Knowledge on innovative management practices and emerging issues is transferred: - Identify and transfer innovative practices |
Ongoing |
Public Service innovates to achieve excellence in delivering results for Canadians |
$9,261 |
$9,650 |
$9,609 |
The Government of Canada is committed to a 21st century Public Service that grows human capital, nurtures innovation and manages knowledge as a strategic asset in order to best serve all Canadians. Specifically, this government has established as a clear priority ensuring a federal government and federal Public Service that is effective and accountable. Furthermore, the Public Service has signalled a focus on its renewal and has identified key areas that can support it: clarity around roles, responsibilities and accountabilities; teamwork; the quest for excellence; leadership; and, the capacity to think and plan for Canada’s future.
The Canada School of Public Service (the School) was created on April 1st 2004 by bringing together three institutions each with an established history and contribution to Public Service learning: the Canadian Centre for Management Development (1991), Training and Development Canada (1990) and Language Training Canada (1964). Since that time, the School has successfully managed important organizational challenges and, with its portfolio partners, implemented integrated, forward-looking measures to serve common learning needs within the Public Service of Canada. The School now has a learning strategy in place that will be an important tool for achieving the government’s objective of an effective and accountable government and Public Service, as well as supporting the Public Service’s priority for renewal. This strategy is in line with federal responsibilies, and focuses on results and value for money.
As noted, on January 1st 2006, the Treasury Board Policy on Learning, Training and Development came into effect. The Policy highlights the value of learning and the importance of creating a learning culture within the Public Service. More specifically, it establishes employee, organization and employer learning responsibilities and outlines the employer’s specific training requirements. The School’s identified program priorities are geared to help deliver on the Policy’s expected results.
Through required training (orientation, authority delegation training and assessment, and functional community programs), and the promotion of a new model for language training, the School ensures that
In addition, the School will develop accelerated leadership development programs
Through its focus on identifying and transferring innovative management practices, and the development of an effective Departmental Client Relations function to support departments in addressing organizational learning needs, the School can access and transfer innovation within the Public Service and so will
The School partners with federal departments and agencies in the development and provision of learning opportunities, and leads in the broader commitment by the Government of Canada to ensure an effective and accountable federal government and Public Service excellence. Since the creation of the School, steady progress has been made to position the organization for the future and to implement the essential infrastructure that supports the government’s learning objectives for public servants.
The School’s plan is to continue to move forward with this comprehensive approach to learning, training and development. Operationally, the School’s program priorities for the three-year planning period beginning in 2006-07 are to deliver and develop individual and organizational learning products that meet the Employer’s mandated learning needs for the Public Service.
Strategic Outcome: Public servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians |
|
Program Activity: Public servants able to perform in their current job, take on the challenge of their next job in a dynamic, bilingual environment |
|
Priority |
Description |
Delivery of Required Training: - Orientation program
- Authority Delegation Training
|
|
Priority |
Description |
Functional communities are identified and strengthened through specialized learning |
|
Priority |
Description |
Promote new model for Language Training: |
|
Program Activity: Public Service has strong leaders delivering results for Canadians |
|
Priority |
Description |
Accelerated Leadership Development Programs |
|
Program Activity: Public Service organizations innovate to achieve excellence in delivering results for Canadians |
|
Priority |
Description |
Departmental client relations |
|
Identify and transfer innovative management practices. |
|
Consistent with Modern Comptrollership, our management priorities for the three-year planning period beginning in 2006-07 include establishing the management, administrative and systems infrastructure that enable the School’s operational activities.
Program Activity: Corporate-level services - Effective decision-making is supported through integrated advice and information strategies and the provision of high-quality corporate services |
|
Priority |
Description |
Registration & learner reporting |
|
Learner evaluation and quality assurance |
|
Effective policy & planning advice/analysis support corporate decision making process: |
|
Information Management/Information Technology |
|
Renew Human Resources Management within the School to Better Support the School’s Business Objectives: |
|