ARCHIVED - RPP 2007-2008
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.

The figure below highlights the 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 most significant 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.csps-efpc.gc.ca/about/gov_struc-eng.html ].

Departmental links to the Government of Canada Outcomes

2007-2008	Budgetary (in $ thousands)
	Operating	Contributions and Other Transfer Payments	Total Main Estimates	Adjustments (planned spending not in Main Estimates)	Total Planned Spending
Strategic Outcome: Public Servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians
Public Servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment	59,910		59,910	212	60,122
Public Service has strong leaders delivering results for Canadians	11,551		11,551	37	11,588
Public Service organizations innovate to achieve excellence in delivering results for Canadians	14,754	375	15,129	29	15,158
Total	88,215	375	86,590	278	86,868

All Program Activities support all Government of Canada outcomes.

Table 1: Departmental Planned Spending and Full Time Equivalents

(in $ thousands)	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Develop, Manage, Disseminate Knowledge Products	16,949
Manage the Provision of Learning Services	94,236
Public Servants Able to Perform in their Current Job, Take on the Challenges of the Next Job in a Dynamic, Bilingual Environment		59,910	56,774	53,983
Public Service has Strong Leaders Delivering Results for Canadians		11,551	11,426	11,422
Public Service Organizations Innovate to Achieve Excellence in Delivering Results for Canadians		15,129	16,380	16,279
Total Budgetary Main Estimates (note 1)	111,185	86,590	84,580	81,684
Adjustments:
Supplementary Estimates
Operating budget carry forward	1,749
Less: Funds Available within the Departments
2005 Expenditure Review Committee Savings – Procurement	-410
2006 Expenditure Restraint	-1,600
Other Adjustments
Revenue carry forward	9,875
Increase to the forecast of respendable revenue	5,971
Compensation for collective agreements	549
Management Agenda reduction (Budget 2006)	-1,651
Frozen EBP and Accommodation charges (note 2)	-1,281
Funding for Internal Audit		278
Total Adjustments	13,202	278	0	0
Total Planned Spending	124,387	86,868	84,580	81,684
Total Planned Spending	124,387	86,868	84,580	81,684
Less: Revenue Credited to the Consolidated Revenue Fund pursuant to Section 29.1 (1) of the Financial Administration Act (note 3)	25,971	20,000	20,000	20,000
Plus: Cost of services received without charge (note 4)	12,404	13,604	14,103	14,547
Total Departmental Spending	110,820	80,472	78,683	76,231
Full-time Equivalents (note 5)	930	940	940	940

(1) Adjustments have been made to the Program Activity Architecture (PAA) for the Canada School of Public Service beginning in 2007-2008 due to a change in focus of its mandate. As a result, the program activity Develop, Manage, Disseminate Knowledge Products and the program activity Manage the Provision of Learning Services have been replaced with three new program activities to better reflect the business model of the School.

(2) Establishment of a frozen allotment related to the realignment of funding for the TB submission on Reduction of the waiting list for official languages training.

(3) This amount can be spent only upon earning the equivalent amount in revenue.

(4) Includes the following services received without charge: accommodation charges (Public Works and Government Services Canada); and Contributions covering employer's share of employees' insurance premiums and expenditures (Treasury Board Secretariat).

(5) Full-time equivalents reflect the human resources that the Department uses to deliver its programs and services. This amount is based on a calculation that considers full-time, term, casual employment and other factors such as job sharing.

Table 2: Voted and Statutory Items listed in Main Estimates ($ thousands)

Vote or Statutory Item	Truncated Vote or Statutory Wording	2007-2008 Main Estimates	2006-2007 Main Estimates
1	Operating expenditures	60,281	84,641
(S)	Spending of Revenues pursuant to sub-section 18(2) of the Canada School of Public Service Act	20,000	20,000
(S)	Contributions to employee benefit plans	6,309	6,544
	Total Department	86,509	111,185

* The decrease in the program expenditures vote is mainly due to: the end of funding for the Reduction in the Waiting List for Official Languages training; reduction related to the 2006 Expenditure Restraint Initiative; and a reduction in funding for Implementation of Public Service Learning in support of the modern management agenda.

Table 3: Services Received Without Charge

($ thousands)	2007-2008
Accommodation provided by Public Works and Government Services Canada	10,000
Contributions covering employers' share of employees' insurance premiums and expenditures paid by Treasury Board of Canada Secretariat	3,604
Total 2007-2008 Services received without charge	13,604

Table 4: Summary of Capital Spending by Program Activity

($ thousands)	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Develop, Manage, Disseminate Knowledge Products	269
Manage the Provision of Learning Services	1,078
Public Servants Able to Perform in their Current Job, Take on the Challenges of the Next Job in a Dynamic, Bilingual Environment		594	555	521
Public Service has Strong Leaders Delivering Results for Canadians		64	60	56
Public Service Organizations Innovate to Achieve Excellence in Delivering Results for Canadians		144	135	127
Total	1,347	802	750	704

Table 5: Sources of Respendable and Non-Respendable Revenue

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

($ thousands)	Forecast Revenue 2006-2007	Planned Revenue 2007-2008	Planned Revenue 2008-2009	Planned Revenue 2009-2010
Develop, Manage, Disseminate Knowledge Products	5,194
Manage the Provision of Learning Services	20,777
Public Servants Able to Perform in their Current Job, Take on the Challenges of the Next Job in a Dynamic, Bilingual Environment		10,233	10,233	10,233
Public Service has Strong Leaders Delivering Results for Canadians		4,731	4,731	4,731
Public Service Organizations Innovate to Achieve Excellence in Delivering Results for Canadians		5,036	5,036	5,036
Total Respendable Revenue	25,971	20,000	20,000	20,000

Table 6: Resource Requirement by Branch or Sector

($ thousands)	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	Public Service Organizations Innovate to Achieve Excellence in Delivering Results for Canadians	Total Planned Spending
President's Office	226	25	55	306
Corporate Services	7,299	811	1,780	9,890
Human Resources	1,334	149	325	1,808
Planning, Governance & Communications	1,147	127	4,586	5,860
Individual Learning	31,870	847	2,476	35,193
Organizational Leadership & Innovation	711	9,380	5,391	15,482
Registrar	17,535	249	545	18,329
Total	60,122	11,588	15,158	86,868

Table 7: User Fees

Name of User Fee	Fee Type	Fee Setting Authority	Reason for Fee Introduction or Amendment	Effective date of planned change to take effect	Planned Consultation and Review process
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Other products and services (O)	Access to Information Act	Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	N/A	N/A

Table 8: Details on Project Spending

($ thousands)	Current Estimated Total Cost	Forecast Spending to March 31, 2007	Planned Spending 2007–2008	Planned Spending 2008–2009	Planned Spending 2009–2010	Future Years' Spending Requirement
Public Servants Able to Perform in their Current Job, Take on the Challenges of the Next Job in a Dynamic, Bilingual Environment
1570 – Registration and Learner Management System
Registration Systems Project – PPA	972	972
Registration Systems Project - EPA	4,408		2,704	1,704

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

Table 9: Internal Audits and Evaluations

1. Name of Internal Audit/Evaluation	2. Audit Type/Evaluation Type	3. Status	4. Expected Completion Date	5. Electronic Link to Report
Audit of Procurement Activities	Procurement and contracting activities	Ongoing	Spring 2007	N/A
6. Electronic Link to Internal Audit and Evaluation Plan: N/A

 

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