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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:
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.
For the School, 2011-12 will be highlighted by the continued implementation of its management agenda and priorities, along with the ongoing management of changes to the organizational structure that came into effect in January 2011. Throughout this transition, the School will continue to focus on the development and delivery of high-quality learning and training activities that meet the needs of the Public Service.
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:
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
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2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
443 | 65,977 | 443 | 65,459 | 443 | 65,459 |
Program Activity Expected Results | Performance Indicators | Targets |
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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 intend to apply, are able to apply, and/or have applied the knowledge acquired in foundational knowledge learning activities to their current or future workplace. | 80 percent of participants are able to apply their acquired knowledge. |
Planned Initiatives/Projects | Description of Plans | Strategic Linkages |
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1. Orientation to the Public Service |
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2. Authority Delegation Training |
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3. Functional communities |
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4. Official Language Learning |
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5. Online Learning |
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Through the delivery of Foundational Learning, the School provides long-term benefits for Canadians by ensuring that public service employees have
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.
Due to the significant focus on leadership accountabilities and the anticipated high retirement rates among employees and executives, there is increased demand for programs that develop leaders for a modern public service in a globalized environment.
Three initiatives support this program activity:
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
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2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
102 | 11,108 | 102 | 11,110 | 102 | 11,110 |
Program Activity Expected Results | Performance Indicators | Targets |
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Public service managers, executives and senior leaders are satisfied with the leadership development courses, programs and activities received. | The School will measure the degree of satisfaction of public service employees with the leadership activities provided. | Leadership activities receive an average rating of 4 on a 5-point scale on overall satisfaction. |
Public service managers, executives and senior leaders are able to apply their leadership competencies in the workplace. | The School will determine the percentage of public service employees who intend to apply, are able to apply and/or have applied the knowledge acquired through leadership development activities in their workplace. | 80 percent of participants able to apply their acquired knowledge. |
Planned Initiatives/Projects | Description of Plans | Strategic Linkages |
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1. Learning in support of talent management |
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2. Evaluation of Advanced Leadership Program (ALP) in 2011-12 |
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Through the delivery of Organizational Leadership Development programs, the School provides long-term benefits for Canadians by ensuring that the existing and emerging leaders of the Public Service
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:
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
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2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
77 | 11,303 | 77 | 11,304 | 77 | 11,304 |
Program Activity Expected Results | Performance Indicators | Targets |
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Public service organizations have access to tools and services to help them integrate learning, manage change and innovate. | The School will track the number of organizations provided with Public Sector Management Innovation services. | 25 departments and agencies provided with Public Sector Management Innovation services. |
Public service organizations integrate learning, manage change and innovate by adapting best practices. | The School will measure the degree of satisfaction of public service organizations with the School's Public Sector Management Innovation services. | A satisfaction rate of 80 percent. |
Planned Initiatives/Projects | Description of Plans | Strategic Linkages |
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1. Building stronger ties with learners |
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2. Customized interventions for federal organizations |
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3. Identify opportunities to support the School's partners |
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4. Partnership framework with Canadian universities |
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Through the delivery of Public Sector Management Innovation, the School will provide long-term benefits for Canadians by ensuring that the Public Service has
In addition, stronger relations with universities will help ensure that the Public Service has access to cutting-edge ideas and research on public administration, and that new employees are well-educated in modern public sector management.
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. 3 Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
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2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
318 | 16,561 | 318 | 16,470 | 318 | 16,470 |
Planned Initiatives/Projects | Description of Plans | Strategic Linkages |
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1. Re-focus of the School's planning efforts |
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2. Human Resources Plan |
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3. Business Model 4 |
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4. Complete implementation of ILMS |
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5. Optimizing and standardizing the School's IT Infrastructure |
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6. Document and Information Management |
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7. Optimizing Office Space |
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The work performed under this program activity assures Canadians that the School's operations are managed in a transparent, accountable and effective manner through the provision of advice and analysis related to the School's activities.