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ARCHIVED - RPP 2006-2007
Canada School of Public Service


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Section III – Supplementary Information

Organizational Information

The School is a departmental corporation whose legislative mandate flows from the Canada School of Public Service Act (the former CCMD Act, as amended by the Public Service Modernization Act).

Organization and Accountability

The School’s Strategic Outcome - Public servants have the common knowledge, and leadership and management competencies required to effectively serve Canada and Canadians - is supported by three 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; and
  • Public Service innovates to achieve excellence in delivering results for Canadians.

The School’s organizational structure is closely aligned with the Program Activity Architecture and includes

  • Three major operational sectors – Individual Learning, Organizational Leadership & Innovation and the Registrar; and
  • Four administrative focal points – Planning, Governance & Communications, Corporate Services, Human Resources and the Ombudsperson.

Figure 4 (below) highlights the elements of the organization.

Figure 4: Elements of the organization

Responsibility


Individual Learning

  • Functional Communities, (Design and Development, and Certification Programs)
  • Leadership and career development for managers program
  • Professional and Management Development
  • Language Training
  • Blended Learning

Organizational Leadership and Innovation

  • Innovation in Public Management
  • Leadership Development Programs and Design
  • Senior Leaders Program
  • Advanced Leadership Program
  • Strategic Organizational Change, International
  • Visiting and Academic Fellows

Registrar

  • Registration
  • Evaluation
  • Departmental Client Relations
  • Regional Operations

Planning, Governance & Communications

  • Strategic Policy and Planning
  • Market Analysis
  • Corporate Communications and Promotion
  • Governance
  • Public Service Orientation
  • Conferences and Special Events

Corporate Services

  • Information Management and Technology
  • Financial Management
  • Administration

Human Resources

  • Strategic HR Planning and Programs
  • Labour – Management Relations
  • HR Operations
  • Ombudsman

Governance

The School has implemented a systematic governance model.  It includes

  • A Board of Governors that is established in legislation and is responsible for the conduct and management of the School; chaired by the Clerk of the Privy Council and Secretary to Cabinet, the Board of Governors meets at least twice during each fiscal year;

  • The position of President which is also established in legislation; the President is the chief executive officer of the School and is responsible for supervision over and direction of the work and staff of the School;
  • An Executive Committee which normally meets weekly to oversee the general direction and work of the School;
  • A Policy Committee which focuses on the coordination and harmonization of policy issues within the School – including policy issues that are associated with the range and effectiveness of the School’s programming;
  • An Internal Audit and Evaluation Committee to oversee the application of the School’s Internal Audit and Evaluation policies.  The Committee is responsible for establishing the annual internal audit and evaluation plans, overseeing all internal audit and evaluation work within the School and providing advice and recommendations to Executive Committee on the results of audits and evaluations and the appropriate follow-up action;
  • A Management Committee to assist with the operations of the School.  The Committee meets periodically to inform managers of the Board’s decisions on strategic directions and priorities and to provide a forum for the discussion of progress in implementing priorities; and
  • A Human Resources Committee responsible for the review of proposed staffing strategies and, in accordance with School policies, recommend for approval by the President various HR requests. The Committee advises the Executive Committee on emerging issues and trends with respect to human resources strategies within the School.

Operational Flexibilities

The School’s mostsignificant flexibilities, as a departmental corporation, are

  • Revenue Respending Authority – 18(2)

    Subject to any condition imposed by the Treasury Board, the revenue from fees received by the School in a fiscal year through the conduct of its operations may be spent by the School for its purposes in that, or the next, fiscal year;

  • Staffing Authority – 15(2)

    Despite subsection (1), the President may, on behalf of the School, appoint and employ teaching and research staff and may, with the approval of the Treasury Board, establish the terms and conditions of their employment, including their remuneration; and

  • Intellectual Property Management Authority – 18(1)

    The Board may, with the approval of the Treasury Board, prescribe the fees or the manner of determining the fees – (b) to be charged by the School when selling, licensing the use of or otherwise making available any copyright, trade-mark or other similar property right held, controlled or administered by the School.

For additional information see [ http://www.myschool-monecole.gc.ca/about/gov_struc_e.html ].

Table 1: Departmental Planned Spending and Full Time Equivalents





($thousands)

Forecast Spending
2005-2006

Planned Spending
2006-2007

Planned Spending
2007-2008

Planned Spending
2008-2009

Develop, Manage, Disseminate Knowledge Products

6,647

16,949

16,399

16,099

Manage the Provision of Learning Services

46,813

94,236

79,570

77,292

Total Budgetary Main Estimates

53,460

111,185

95,969

93,391

 

 

 

 

 

Adjustments:

 

 

 

 

Procurement Savings

 

-410

0

0

Governor General Special Warrants:

 

 

 

 

Funding to support the implementation of required training and leadership development for employees, managers, and senior leaders of the Federal Public Service and to promote leading-edge public sector management practices across federal government through research and education

12,226

 

 

 

Funding to modernize human resources management in the Federal Public Service (Public Service Modernization Act) (horizontal item)

10,047

 

 

 

Compensation for salary adjustments (horizontal item)

3,020

 

 

 

Operating budget carry forward (horizontal item)

2,604

 

 

 

Funding to support employment equity projects to increase the representation in the Federal Public Service, of designated groups, in particular visible minorities, Aboriginal people and persons with disabilities (horizontal item)

402

 

 

 

Less: Funds Available within the department **

-600

 

 

 

Other:

 

 

 

 

Revenue Adjustments ***

19,474

0

0

0

Employee Benefit Plan (EBP)

3,161

 

 

 

Management Agenda (Budget 2006)

 

-1,651

-1,623

 -1,055

Year End Lapse

-3,443

 

 

 

Total Adjustments

46,891

-2,061

-1,623

-1,055

Total Planned Spending

100,351

109,124

94,346

92,336

Less: Revenue Credited to the Consolidated Revenue Fund pursuant to Section 29.1 (1) of the Financial Administration Act **** 25,573 20,000 20,000 20,000
Less: Non-Respendable revenue *****

6,143

     
Plus: Cost of services received without charge 12,024 12,586 11,858 10,503
Total Departmental Spending ****** 80,659 101,710 86,204 82,839
Full-time Equivalents 844 930 940 940

Notes: Totals include contributions to employee benefit plans.

* Reflects the actuals of the Canada School of Public Service as stated in the 2005-06 Public Accounts.

** Funds available within the department are the reductions related to the Contribution to the Expenditure Review Exercise ($500K) and the Contribution to the Procurement Saving Exercise ($100K).

*** Revenue Adjustment for 2005-06 is the actuals as stated in the Public Accounts. For 2006-07 and beyond $20 million is included in Main Estimates.

**** This amount can be spent only upon earning the equivalent amount in revenue.

***** Due to a change in financial mechanisms beginning in 2006-07, the School will no longer receive non-respendable revenues. All revenues received will be respendable.

****** An amount of up to $14M for the Official Languages Action Plan (OLAP) is currently frozen in 2006-07 until approval by the Treasury Board.

Table 2: Resources by Program Activity

www.tbs-sct.gc.ca/est-pre/20062007/p308-eng.asp


2006-2007

 

Budgetary ($thousands)

 

Program Activity

Operating

Contributions and Other Transfer Payments

Total
Main Estimates

Adjustments (planned spending not in Main Estimates)

Total Planned Spending

Develop, Manage, Disseminate Knowledge Products

16,649

300

16,949

-412

16,537

Manage the Provision of Learning Services

94,236

 

94,236

-1,649

92,587

Total

110,885

300

111,185

-2,061

109,124


Table 3: Voted and Statutory Items listed in Main Estimates ($thousands)


2006-2007

Vote or Statutory Item



Truncated Vote or Statutory Wording


Current
Main Estimates


Previous
Main Estimates

25

Program expenditures *

84,641

48,670

S

Spending of Revenues pursuant to sub-section 18(2) of the Canada School of Public Service Act **

20,000

0

S

Contributions to employee benefit plans

6,544

4,790

 

Total Department

111,185

53,460


* The growth of the program expenditures vote is mainly due to the government's investment towards the reduction of the waiting list for official languages training and an incremental increase in the funding for the Canada Learning Policy.

** Change in method of accounting for revenues. In past years the appropriation was increased through Supplementary Estimates based on forecasted revenues. Beginning in 2006-07, the appropriation is increased in Main Estimates.

Table 4: Services Received Without Charge


($thousands)

2006-2007

Accommodation provided by Public Works and Government Services Canada (PWGSC)

8,968

Contributions covering employers’ share of employees’ insurance premiums and expenditures paid by TBS

3,618

2006-2007 Services received without charge

12,586


Table 5: Summary of Capital Spending by Program Activity


 

($thousands)

Forecast Spending 2005-2006

Planned Spending 2006-2007

Planned Spending 2007-2008

Planned Spending 2008-2009

 

 

 

 

 

Develop, Manage, Disseminate Knowledge Products

385

746

562

529

Manage the Provision of Learning Services

2,555

2,984

2,249

2,114

Total 

2,940

3,730

2,811

2,643


Table 7: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue - pursuant to Section 29.1(1) of the Financial Administration Act


 

($thousands)

Forecast Revenue
2005-2006
*

Planned Revenue 2006-2007

Planned Revenue
2007-2008

Planned Revenue
2008-2009

Develop, Manage, Disseminate Knowledge Products

4,061

1,592

1,592

1,592

Manage the Provision of Learning Services

21,512

18,408

18,408

18,408

Total Respendable Revenue**

25,573

20,000

20,000

20,000


* Reflects the Actuals as stated in the Public Accounts.
** The revenue forecasted in 2006-07 and future years has been reduced to take into account the potential impact of the new Policy on Learning, Training and Development (Required Training) on cost recovery operations.

Non-Respendable Revenue


 

($thousands)

Forecast Revenue
2005-2006

Planned Revenue
2006-2007

Planned Revenue
2007-2008

Planned Revenue
2008-2009

Develop, Manage, Disseminate Knowledge Products

571

0

0

0

Manage the Provision of Learning Services

5,572

0

0

0

Total Non-Respendable Revenue ***

6,143

0

0

0

Total Respendable and Non-respendable Revenue

31,716

20,000

20,000

20,000


*** Due to a change in financial mechanisms beginning in 2006-07, the School will no longer receive non-respendable revenues. All revenues received will be respendable.

Table 9: Resource Requirement by Branch or Sector


2006-2007



($thousands)

Develop, Manage Disseminate Knowledge Products

Manage the Provision of Learning Services

Total Planned Spending

President's Office

79

464

543

Corporate Services

2,016

11,809

13,825

Human Resources

376

2,200

2,576

Ombudsman

44

256

300

Planning, Governance & Communications

168

10,951

11,119

Individual Learning

3,995

44,598

48,593

Organizational Leadership & Innovation

9,323

8,278

17,600

Registrar

536

14,032

14,568

Total

16,536

92,588

109,124


Table 12: Details on Project Spending

Over the next three years the following projects have or are expected to exceed their delegated project approval level:

($thousands)

Current Estimated Total Costs

Forecast Spending to March 31, 2006

Planned Spending  2006-2007

Planned Spending 2007-2008

Planned Spending
2008-2009

Future
Year's Spending Requirements

Corporate Level Services:

Registration and Learner Management System

 

 

 

 

 

 

Registration Systems Project - PPA

972

 

972

 

 

 

Registration Systems Project - EPA

4,408

 

 

2,704

1,704

 

Totals

5,380

 

972

2,704

1,704

 

For further information on the above-mentioned projects see http://www.tbs-sct.gc.ca/est-pre/estime.asp


For further information on the above-mentioned projects see http://www.tbs-sct.gc.ca/est-pre/estime.asp

Table 19: Internal Audits and Evaluations


Internal Audits or Evaluations

Initiated an internal audit on procurement in November 2005 which will be mid-way through 2006/07.
Corporate risk profile based on the new business model will guide the development of a new internal audit plan for the planning period.