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Effective decision making supported through integrated advice and information strategies and the provision of high quality corporate services.
Corporate Services |
2006-2007 |
2007-2008 |
2008-2009 |
Corporate Management |
2,209 |
1,685 |
1,632 |
Corporate Administration |
13,232 |
10,094 |
9,774 |
Human Resources |
2,576 |
1,966 |
1,903 |
Ombudsman |
300 |
300 |
300 |
Total: Corporate Services |
18,317 |
14,045 |
13,609 |
2006-2007 |
2007-2008 |
2008-2009 |
191 |
192 |
189 |
To successfully position the School to deliver on the Treasury Board Policy on Learning, Training and Development, the School is strengthening corporate infrastructure and investing in its human resource capacity. These actions will help to ensure the School can design learning programs aligned with public service priorities and provide high-quality learning activities and services.
The successful implementation of systems, processes and infrastructure to support the School’s operations is a focal point for Corporate Services activities. Highlighted below are the details of the results to be achieved during the planning period by Program Sub-Activity.
The School has a Board of Governors that is responsible for the conduct and management of the School’s affairs. In 2006-07, the School is planning to revitalize the Board’s role to ensure it can support the School’s implementation of its Learning Strategy. A revitalized role for the Board entails: challenging the School’s direction and priorities; providing a wide range of independent perspectives and expertise on the School’s business; and holding the School accountable for its performance and results. To be effective, the Board will establish a regular Board meeting cycle that is in line with the government planning cycle. The School, in turn, will establish renewed planning and reporting processes that are in line with the Board’s regular meeting cycle.
A key focus within the planning period will be to strengthen the strategic planning function to support a renewed strategic planning framework and to coordinate the processes and reporting requirements which support the framework. The development of an integrated business planning approach is a central element of this initiative in 2006-07. Policy integration and cohesion will be developed through internal mechanisms to ensure horizontal coordination and alignment with strategic priorities across program areas throughout the planning period. The School will also enhance its strategic capacity to meet its mandate and ensure effective corporate-level management of relations and horizontal coordination with the Minister’s office and portfolio partners.
Focus on the School’s communications and business marketing strategy to enhance the School’s strategic capacity to meet its mandate and the management of relations with the Minister’s office and the Agencies within the Minister’s portfolio.
The following activities are planned for 2006-07 and ongoing:
Implement a robust registration and integrated learner management system that supports the registration of learners, data analysis, and management reporting identified in the Policy on Learning, Training and Development:
Enhance the relevance, quality and performance of the School’s learning, training and leadership programs and services through a rigorous program of evaluations, performance measures and quality assessments consistent with policy and accountability requirements as well as the School’s’ priorities.
Activities for the planning period include
Focus on enhancing the presence of the School and its delivery of programming in the regions outside the National Capital Region in order to effectively support the learning needs of departments’ and agencies’ regional operations across the country.
In 2005-06 director positions were established and staffed in the regions to enhance the School’s support for the learning needs of regional operations of departments and agencies and to oversee the delivery of the School’s programming in regions outside the National Capital Region.
For all years of the planning period, this activity is responsible for the integration of the School’s regional operations across the country by providing corporate direction, facilitating information flow among and between the regions and the NCR, and integrating regional perspectives into the School’s corporate decisions, policies and strategies. This activity also is the interface between regional operations and the School’s corporate services to ensure that the School’s regional operations have the administration, facilities and IT support to provide effective delivery across the country.
During the planning period, Information Technology Services will continue to make significant contributions to implementing the School’s new business model. The objective is seamless, responsive and timely service delivery in support of the School’s management and operational objectives and in accordance with Government of Canada technical standards.
Important initiatives include
During the planning period, the Financial Services objective is to position the School among the best administered and financially responsible organizations within government. The priorities are to implement Corporate Administrative Shared Services and to strengthen Finance / Process Management decision support capabilities and financial controls.
Important initiatives during the planning period include
Administration, contracting and assets management provide for planning and co-ordination of national and regional facility services, and the protection and safeguarding of assets in compliance with Government of Canada standards.
Important initiatives during the planning period include
Human Resources is a focal point for the School in the operationalization of the Policy on Learning, Training and Development and is dedicated to ensuring a smooth implementation.
Important initiatives include
As part of the Treasury Board portfolio, the School works collaboratively with the Treasury Board Portfolio Legal Counsel to ensure that quality legal services support the School’s operations. The School will seek to ensure its demands are prioritized and that current and anticipated needs are reviewed regularly with the legal services unit of the portfolio.
The School will develop a renewed approach to internal audit that is: compliant with the new Treasury Board policy on internal audit; consistent with its new business model; and supportive of the Board of Governor’s revitalized role. This will involve, as a first step in 2006-07, development of a corporate risk profile and an associated internal audit plan. To support the development of an internal audit function, the School will continue to pursue a shared service approach with portfolio partners and other central agencies to support the development of an effective Internal Audit function within the planning period.
The following provide useful links to the School’s website as well as important documents/publications.
Selected Websites | |
Canada School Public Service | http://www.myschool-monecole.gc.ca |
Treasury Board Secretariat | http://www.tbs-sct.gc.ca |
Public Service Commission | http://www.psc-cfp.gc.ca |
Public Service Human Resources Management Agency | http://www.hrma-agrh.gc.ca/ |
Selected Documents – Building Blocks of a Modern Public Service | |
Treasury Board Policy on Learning, Training and Development | http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/TB_856/ltd-afp-eng.asp |
Values & Ethics Code | http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/TB_851/vec-cve-eng.asp |
Action Plan for Official Languages | http://www.pco-bcp.gc.ca/aia/default.asp?Language=E&page=actionplan |
Management Accountability Framework | http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp |
Guidance for Deputy Ministers | http://www.pco-bcp.gc.ca/default.asp?Page=Publications&Language=E&doc=gdm-gsm/gdm-gsm_doc-eng.htm |
Public Service Modernization Act | http://www.psmod-modfp.gc.ca/initiatives/psma-lmfp-eng.asp |
* This structure is proposed but at the time of writing had not been approved by Treasury Board.
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