ARCHIVED - RPP 2006-2007
Canada School of Public Service

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Section IV – Other Iitems of Interest

Program Activity: Corporate Services

Effective decision making supported through integrated advice and information strategies and the provision of high quality corporate services.

Financial Resources (in $thousands):

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

Corporate Services (FTEs):

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.

Corporate governance enables the School to meet its strategic objectives:

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.

Effective policy & planning advice/analysis support corporate decision making process

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.

Effective communications and marketing support the School agenda

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:

• Develop and implement communications plan to guide information flows externally to promote increased awareness of and participation in School programs and internally to advise on corporate priorities, plans and operations; includes a new system and process for web management; and
• Integrate market, client and learner analysis (i.e. valuable knowledge on client use of programming, needs and trends) with ongoing School promotion activities to achieve greater cost-efficiency and effectiveness.

Registration and learner reporting

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:

• Provide systematic organizational monitoring and reporting on learning, training and development achievements (e.g.: learning events frequency / participation levels) and strategic business information (e.g.: Program Activity levels, client / learner participation levels;
• Provide reports to central agencies, deputy heads and School management on participation levels, learner feedback for orientation, and participation levels, learner feedback and assessment results for authority delegation, and specific training for designated functional groups and newly appointed supervisors and managers;
• Complete initial planning, in coordination with TBS, PWGSC and PSHRMAC, for an Integrated Learner Management System that will support the new business model of the School:
  
  
  • In 2006-07, complete detailed planning, including the Preliminary Project Approval (PPA) and Effective Project Approval (EPA) justification processes;
  • If PPA approval is obtained, in 2007-08, procure registration & learner management system, and in 2008-09, implement the system.

Learning Evaluation & Quality Assurance

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

• In 2006-07, refine, update and implement Level 1 (Reaction) evaluation instruments; establish Level 2 (Learning) evaluation; and conduct initial research on Level 3 (Transfer) evaluations;
  
  
• In 2006-07, establish quality assessment standards for the School’s’ learning initiatives; create an inventory of School learning products which meet Public Service learning needs and quality assessment standards; and develop a strategy to evaluate department / agency learning products against the School’s quality assurance standards;
  
  
• In 2006-07, initiate the design and development of performance measures for large scale learning programs and initiatives; develop a multi-year evaluation plan and initiate implementation.

Integrated Regional Services.

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.

High quality corporate services and advice enables the School to meet its objectives

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

• Complete major infrastructure upgrades; implement the Information Technology-Shared Services Organization which includes server hosting, service desk and infrastructure support; select / install tools and implement staff training to support the School’s Information Management Strategy; support the planning & development of the Integrated Learner Management System. (2006-07);
• Develop the Information Technology Strategy, management framework and processes to support the School’s business planning; research and leverage technologies in support of the delivery of blended learning initiatives (2007-08); and
• Implement the Information Technology Strategy framework; support the implementation of the Integrated Learner Management System; continue support in the evolution of Shared Services Organization migration initiatives (2008-09).

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

• Migrate and integrate the School’s financial systems to Treasury Board Secretariat / Finance  by April  1, 2006;
• Support Corporate Administration from Wave 0 to Wave 1 and stabilization following implementation;
• Implement activity based costing methodologies, tools and processes to support pricing decisions in 2006-07;
• Establish Financial Management and Internal Controls implementation plan in compliance with government accountability measures and policies; implement Internal Control System and Procedures; and address and implement audit readiness recommendations in 2006-07;
• Develop requirements and implementation plan for development of enhanced business processes and tools; prepare for Office of the Auditor General audit of Financial Statements in 2007-08; and
• Begin implementation of enhanced business planning and provide further training and evolution of decision support tools in 2008-09.

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

• Adopt a Business Continuity Policy for the School and develop a business continuity plan to support implementation of the Policy,  including establishing a steering committee and readiness team, all in 2006-07;
• Develop the National Accommodation Plan for the School, to cover forecasted accommodation needs for a five-year period in 2006-07;
• Complete training and awareness program in 2006-07 and
• Complete Access to Information and Privacy plan and training of all staff in 2006-07;

Human Resources are managed effectively and strategically in support of corporate objectives

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

• Ensure that all the School’s employees acquire and maintain the knowledge, skills and competencies related to their levels and functions by successfully completing the training requirements within the timeframes outlined in the Required Policy on Learning, Training and Development on an ongoing basis;
• Develop corporate staffing plans for critical talent and corporate wide career streams including official languages and diversity considerations in 2006-07;
• Initiate a targeted staffing process to recruit a representative workforce including employment equity workforce analysis, design of processes, establishment of representation targets and ongoing consultation in late 2006-07 or early 2007-08;
• Encourage comprehensive learning plans for all employees; create a participatory and informal climate and culture at the School where employees feel included in the operations of the School and understand the Schools strategic direction; develop a climate, culture and management mind-set that supports work-life balance and wellness in 2006-07; and
• Equip HR professionals with the skills and tools to support the School efficiently and effectively on an ongoing basis.

Internal conflict resolution

• In 2006-07 provide corporate leadership in the development, direction, coordination and implementation of a CSPS framework in partnership with Human Resources.
• In 2006-07 design, develop and implement ICMS related communication strategies.
• In 2007-08 establish an ICMS working unit.

Effective legal services are delivered

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.

Audits are used to improve departmental policies, programs and management

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.

Other References:

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

SectionV – Appendices

Appendix I: Modified Program Activity Architecture

* This structure is proposed but at the time of writing had not been approved by Treasury Board.

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