ARCHIVED - Canada School of Public Service

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Section 1 - Overview

Minister’s Message

I am pleased to present the Departmental Performance Report for the Canada School of Public Service (the School) for 2006-07.

This government is committed to rebuilding the trust of Canadians in their government. Ensuring a federal government and federal Public Service that is effective and accountable is an ongoing priority. Through its work in developing an integrated approach to learning, training and development in the Public Service, the School is contributing to building a highly skilled, well trained and professional Public Service workforce.

The School is the common learning provider for the federal government, serving the learning and leadership needs of public servants across Canada. By supporting employee development, providing leadership development for the Public Service, accelerating knowledge transfer on best practices in public sector management, and through its responsibilities for organizational learning, the School directly supports Public Service Renewal. It also contributes to instilling a shared sense of values and accountability among all public servants, in particular through the delivery of Required Training, under the terms of the Treasury Board Policy on Learning, Training and Development (January 2006).

The 2006-07 fiscal year was marked by important achievements at the School, most notably in the area of Required Training. With the implementation of its new programs and the ongoing review of existing courses, the School ensures that its learning activities are relevant and accessible, and that they support Public Service management priorities.

___________________________

The Honourable Vic Toews
President of the Treasury Board

Management Representation Statement

I submit for tabling in Parliament, the 2006–2007 Departmental Performance Report 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 2006–2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports: It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance; It is based on the department’s Strategic Outcome and Program Activity Architecture that were approved by the Treasury Board; It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.
	______________________________
	Ruth Dantzer President and Chief Executive Officer Canada School of Public Service

Summary Information

Department’s Reason for Existence

Learning is essential in 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 know-how are the foundations of an accountable, responsive, and innovative 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 Canada and Canadians.

By ensuring public servants have timely and affordable access to the learning that they need, the School contributes to building and maintaining a modern, high quality, well managed and professional Public Service and achieves its legislative mandate to:

• encourage pride and excellence in the Public Service;
• foster a common sense of purpose, values and traditions in the Public Service;
• support the growth and development of public servants;
• help ensure that public servants have the knowledge, skills and competencies they need to do their jobs effectively;
• assist deputy heads meet the learning needs of their organization; and
• pursue excellence in public management and administration.

Financial Resources ($ thousands)

2006–2007
Planned Spending	Total Authorities	Actual Spending
$109,124	$136,100	$113,037

Human Resources (FTEs)

2006–2007
Planned	Actual	Difference
930	966	36

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¹The increase from Planned Spending to Total Authorities is mainly due to increase in revenues, revenue carry forward, operating budget carry forward and compensation for salary adjustments. The difference between Total Authorities and Actual Spending is made up of revenues to be carried forward to fiscal year 2007-2008 according to section 18(2) of the Canada School of Public Service Act and lapses in the normal course of business. See Financial Tables, starting on page 26, for more details.

Status on Performance

Strategic Outcome: Public servants have the common knowledge and leadership and management   competencies required to effectively serve Canada and Canadians
Priority	Expected Result	Performance Status	Planned Spending ($ thousands)	Actual Spending ($ thousands)
Strengthen capacity of public servants to meet the Employer’s knowledge standards: Required Training: Orientation to the Public Service Program Authority Delegation Training & Assessment	Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	Exceeded expectations	$28,887	$26,034
Public Sector management and professional foundations are built and sustained through targeted learning: Develop a Functional Communities Strategy	Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	Successfully met	$16,443	$19,906
Facilitate Official Languages capacity: Promote a new model for Language Training	Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	Exceeded expectations	$33,776	$30,962
Systemic development of high potential public servants: Develop accelerated leadership development programs	Public Service has strong leaders delivering results for Canadians	Successfully met	$5,436	$9,504
Enhance capacity of organizations: Departmental client relations	Public Service innovates to achieve excellence in delivering results for Canadians	Successfully met	$5,849	$6,051
Knowledge on innovative management practices and emerging issues is transferred: Identify and transfer innovative practices	Public Service innovates to achieve excellence in delivering results for Canadians	In progress	$9,261	$10,234

Context and Operating Environment

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:

• Deliver excellence in public policy, programs and services through innovative strategies and practices;
• Ensuring excellence, leadership and teamwork through improved development programs;
• Ensuring effective human resource management policies and practices; and
• Branding the Public Service as a trusted and innovative institution of national importance.

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.

On January 1st 2006, the Treasury Board Policy on Learning, Training and Development (the Policy) 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.

To deliver on the Policy, the School developed and implemented new programs in the areas of Required Training. Orientation to the Public Service, Authority Delegation Training, and Functional Community training, along with other learning activities such as leadership development, research on innovative public sector management and the promotion of the new model for language training, all contribute to ensuring that:

• New employees share a common understanding of their role as public servants;
• Managers at all levels have the necessary knowledge to effectively exercise their delegated authorities;
• Specialists in finance, human resources, internal audit, procurement, materiel management, real property, and information management meet professional standards established by the employer; and
• Employees at all levels acquire and maintain the knowledge, skills and competencies related to their level and functions.

Link to the Government of Canada Outcome

Under the whole-of-government framework, the Canada School of Public Service is a federal organization that contributes to all Government of Canada outcomes by providing learning services and support to all departments and agencies.

The School’s priorities contribute to ensuring the accountability, professionalism and bilingualism of the federal Public Service. It accomplishes this through its activities that support:

• Public Servants being able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment;
• The development of strong Public Service leaders delivering results for Canadians; and
• Public Service organizations achieving excellence in delivering results for Canadians.

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