Report on Plans and Priorities 2014–2015

ISSN 2292-4973

2014-15 Estimates

Part III – Departmental Expenditure Plans: Reports on Plans and Priorities

Purpose

Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency. These reports provide increased levels of detail over a three-year period on an organization's main priorities by strategic outcome, program and planned/expected results, including links to related resource requirements presented in the Main Estimates. In conjunction with the Main Estimates, Reports on Plans and Priorities serve to inform members of Parliament on planned expenditures of departments and agencies, and support Parliament's consideration of supply bills. The RPPs are typically tabled soon after the Main Estimates by the President of the Treasury Board.

Estimates Documents

The Estimates are comprised of three parts:

Part I – Government Expenditure Plan – provides an overview of the Government's requirements and changes in estimated expenditures from previous fiscal years.

Part II – Main Estimates – supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations.

In accordance with Standing Orders of the House of Commons, Parts I and II must be tabled on or before March 1.

Part III – Departmental Expenditure Plans – consists of two components:

• Report on Plans and Priorities (RPP)
• Departmental Performance Report (DPR)

DPRs are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs.

The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board.

Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been refined to account for developments in particular programs and services. Supplementary Estimates also provide information on changes to expenditure forecasts of major statutory items as well as on such items as: transfers of funds between votes; debt deletion; loan guarantees; and new or increased grants.

For more information on the Estimates, please consult the Treasury Board Secretariat Web site. ^{Footnote i}

Links to the Estimates

As shown above, RPPs make up part of the Part III of the Estimates documents. Whereas Part II emphasizes the financial aspect of the Estimates, Part III focuses on financial and non-financial performance information, both from a planning and priorities standpoint (RPP), and an achievements and results perspective (DPR).

The Management Resources and Results Structure (MRRS) establishes a structure for display of financial information in the Estimates and reporting to Parliament via RPPs and DPRs. When displaying planned spending, RPPs rely on the Estimates as a basic source of financial information.

Main Estimates expenditure figures are based on the Annual Reference Level Update which is prepared in the fall. In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have been approved through a Treasury Board submission up to February 1 (see Definitions section). This readjusting of the financial figures allows for a more up-to-date portrait of planned spending by program.

Changes to the presentation of the Report on Plans and Priorities

Several changes have been made to the presentation of the RPP partially to respond to a number of requests – from the House of Commons Standing Committees on Public Accounts (PAC – Report 15 ^{Footnote ii}, in 2010; and on Government and Operations Estimates (OGGO – Report 7 ^{Footnote iii}, in 2012 – to provide more detailed financial and non-financial performance information about programs within RPPs and DPRs, thus improving the ease of their study to support appropriations approval.

• In Section II, financial, human resources and performance information is now presented at the program and sub-program levels for more granularity.
• The report's general format and terminology have been reviewed for clarity and consistency purposes.
• Other efforts aimed at making the report more intuitive and focused on Estimates information were made to strengthen alignment with the Main Estimates.

How to read this document

RPPs are divided into four sections:

Section I: Organizational Expenditure Overview

This Organizational Expenditure Overview allows the reader to get a general glance at the organization. It provides a description of the organization's purpose, as well as basic financial and human resources information. This section opens with the new Organizational Profile, which displays general information about the department, including the names of the minister and the deputy head, the ministerial portfolio, the year the department was established, and the main legislative authorities. This subsection is followed by a new subsection entitled Organizational Context, which includes the Raison d'être, the Responsibilities, the Strategic Outcomes and Program Alignment Architecture, the Organizational Priorities and the Risk Analysis. This section ends with the Planned Expenditures, the Alignment to Government of Canada Outcomes, the Estimates by Votes and the Contribution to the Federal Sustainable Development Strategy. It should be noted that this section does not display any non-financial performance information related to programs (please see Section II).

Section II: Analysis of Program(s) by Strategic Outcome(s)

This Section provides detailed financial and non-financial performance information for strategic outcomes, programs and sub-programs. This section allows the reader to learn more about programs by reading their respective description and narrative entitled "Planning Highlights." This narrative speaks to key services or initiatives which support the plans and priorities presented in Section I; it also describes how performance information supports the department's strategic outcome or parent program.

Section III: Supplementary Information

This section provides supporting information related to departmental plans and priorities. In this section, the reader will find future-oriented statement of operations and a link to supplementary information tables regarding transfer payments, as well as information related to the greening government operations, internal audits and evaluations, horizontal initiatives, user fees, major crown and transformational projects, and up-front multi-year funding, where applicable to individual organizations. The reader will also find a link to the Tax Expenditures and Evaluations publication, produced annually by the Minister of Finance, which provides estimates and projections of the revenue impacts of federal tax measures designed to support the economic and social priorities of the Government of Canada.

Section IV: Organizational Contact Information

In this last section, the reader will have access to organizational contact information.

Definitions

Appropriation
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

Budgetary Vs.Non-budgetary Expenditures
Budgetary expenditures – operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to crown corporations. Non-budgetary expenditures – net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

Expected Result
An outcome that a program is designed to achieve.

Full-Time Equivalent (FTE)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. FTEs are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

Government of Canada Outcomes
A set of high-level objectives defined for the government as a whole.

Management Resources and Results Structure (MRRS)
A common approach and structure to the collection, management and reporting of financial and non-financial performance information.

An MRRS provides detailed information on all departmental programs (e.g.: program costs, program expected results and their associated targets, how they align to the government's priorities and intended outcomes, etc.) and establishes the same structure for both internal decision making and external accountability.

Planned Spending
For the purpose of the RPP, planned spending refers to those amounts for which a Treasury Board (TB) submission approval has been received by no later than February 1, 2014. This cut-off date differs from the Main Estimates process. Therefore, planned spending may include amounts incremental to planned expenditure levels presented in the 2014-15 Main Estimates.

Program
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.

Program Alignment Architecture
A structured inventory of a department's programs, where programs are arranged in a hierarchical manner to depict the logical relationship between each program and the Strategic Outcome(s) to which they contribute.

Spending Areas
Government of Canada categories of expenditures. There are four spending areas^{Footnote iv} (social affairs, economic affairs, international affairs and government affairs) each comprised of three to five Government of Canada outcomes.

Strategic Outcome
A long-term and enduring benefit to Canadians that is linked to the department's mandate, vision, and core functions.

Sunset Program
A time-limited program that does not have ongoing funding or policy authority. When the program is set to expire, a decision must be made as to whether to continue the program. (In the case of a renewal, the decision specifies the scope, funding level and duration.)

Whole-of-Government Framework
A map of the financial and non-financial contributions of federal organizations receiving appropriations that aligns their programs to a set of high level outcome areas defined for the government as a whole.

Table of Contents

• Minister's Message
• Section I: Organizational Expenditure Overview
  • Organizational Profile
  • Organizational Context
  • Raison d'être
  • Responsibilities
  • Strategic Outcome and Program Alignment Architecture (PAA)
  • Organizational Priorities
  • Risk Analysis
• Planned Expenditures
• Alignment to Government of Canada Outcomes
• Departmental Spending Trend
• Estimates by Vote
• Section II: Analysis of Programs by Strategic Outcome
• Strategic Outcome: Public servants have the common knowledge and the leadership and management competencies they require to fulfil their responsibilities in serving Canadians.
• Program 1.1: Foundational Learning
  • Sub-program 1.1.1: Required Training
  • Sub-program 1.1.2: Professional Development Training
  • Sub-program 1.1.3: Official Languages Learning
  • Sub-program 1.1.4: Online Learning
• Program 1.2: Organizational Leadership Development
  • Sub-program 1.2.1: Leadership Competencies
  • Sub-program 1.2.2: Leadership Development Programs
  • Sub-program 1.2.3: Leadership Community Building
• Program 1.3: Public Sector Management Innovation
  • Sub-program 1.3.1: Organizational Learning Services
  • Sub-program 1.3.2: Innovative Management Practices
  • Internal Services
• Section III: Supplementary Information
  • Future-Oriented Statement of Operations
  • List of Supplementary Information Tables
  • Tax Expenditures and EvaluationsSection S-3-3.
  • Section IV: Organizational Contact Information
  • Endnotes

Minister's Message

As the minister responsible for the Canada School of Public Service (the School), I am pleased to present the School's 2014-15 Report on Plans and Priorities.

The School provides learning and training opportunities that enhance knowledge, skills and competencies to support an innovative and high-performing federal public service.

In the 2014-15 fiscal year, the School will focus on offering modernized, accessible and cost-effective learning activities and tools, including online delivery, that support productivity and high performance in the public service.

For more information about the activities and offerings the School provides to public service employees, please visit the organization's Web site.

Original version signed by:

The Honourable Tony Clement
President of the Treasury Board

Section I: Organizational Expenditure Overview

Organizational Profile

Minister: Tony Clement

Deputy head: Linda Lizotte-MacPherson

Ministerial portfolio: Treasury Board

Year established: 2004

Main legislative authorities: Canada School of Public Service Act, S.C. 1991, c. 16

Organizational Context

Raison d'être

The Canada School of Public Service (the School) is the common learning service provider for the Public Service of Canada. The School has a legislative mandate to provide a range of learning activities to build individual and organizational capacity and management excellence within the public service.

The School has one strategic goal: to ensure that public servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians.

Responsibilities

Established on April 1, 2004, under the Public Service Modernization Act ^{Endnote v} and operating under the authority of the Canada School of Public Service Act ^Endnotevi (CSPS Act), the School's primary responsibility is to provide a wide range of learning opportunities and develop a learning culture within the public service. The School has a direct effect on service to Canadians by contributing to the skills development of public service employees and the effectiveness of public service organizations.

The School, a departmental corporation, is mandated under the CSPS Act to

• encourage pride and excellence in the public service;
• foster a common sense of purpose, values and traditions in the public service;
• support deputy heads in meeting the learning needs of their organizations; and
• pursue excellence in public management and administration.

The School's program priorities are geared to delivering results in accordance with the Treasury Board's Policy on Learning, Training and Development, ^Endnotevii which came into effect on January 1, 2006. This policy highlights the value of learning, with particular emphasis on required training and the importance of creating a learning culture within the public service.

The School supports deputy head accountabilities with respect to leadership and professional development across the public service by identifying organizational needs and designing and delivering high-quality, practical programs that address the key development requirements of public service employees.

The School is a common service organization under the Treasury Board's Common Services Policy, ^Endnoteviii and its curriculum is designed to support public service accountabilities and leadership competencies and respond to government priorities. As an optional service provider, the School responds to the needs of the public service in the most efficient and effective manner possible.

The School's direction and planning is informed by a committee of deputy ministers appointed by the Clerk of the Privy Council. Established in 2012-13, the Canada School of Public Service Advisory Committee ^Endnoteix provides a forum for ongoing consultation, collaboration and discussion of the School's strategic agenda and emerging public service-wide learning priorities.

Strategic Outcome and Program Alignment Architecture (PAA)

1  Strategic Outcome: "Public servants have the common knowledge and the leadership and management competencies they require to fulfil their responsibilities in serving Canadians."

• 1.1  Program: Foundational Learning
  • 1.1.1  Sub-program: Required Training
  • 1.1.1.1  Sub-sub-program: Orientation to the Public Service
  • 1.1.1.2  Sub-sub-program: Authority Delegation Training
• 1.1.2  Sub-program: Professional Development Training
  • 1.1.2.1  Sub-sub-program: Functional Communities Training
  • 1.1.2.2  Sub-sub-program: Professional Development Programming
• 1.1.3  Sub-program: Official Languages Learning
  • 1.1.3.1  Sub-sub-program: Access to Language Training Services
  • 1.1.3.2  Sub-sub-program: Language Retention Services
• 1.1.4  Sub-program: Online Learning
  • 1.1.4.1  Sub-sub-program: Online Course Program
  • 1.1.4.2  Sub-sub-program: Online Collaborative Technology
• 1.2  Program: Organizational Leadership Development
  • 1.2.1  Sub-program: Leadership Competencies
  • 1.2.2  Sub-program: Leadership Development Programs
  • 1.2.3  Sub-program: Leadership Community Building
• 1.3  Program: Public Sector Management Innovation
  • 1.3.1  Sub-program: Organizational Learning Services
  • 1.3.2  Sub-program: Innovative Management Practices
• Internal Services

Organizational Priorities

Risk Analysis

Key Risks

The School updates its environmental scan annually to inform decision making and to establish a foundation for the School's priorities. Ongoing fiscal restraint affects the School through direct reductions in appropriated funding, a reduced number of learners and smaller available departmental training budgets. In this environment, client departments are seeking greater value for their limited training dollars, and learners expect better access to online courses. To effectively manage risks associated with these environmental factors, the School has undertaken a comprehensive Strategic Directions exercise. The expected result is that the School will be in a better position to plan and invest in its curriculum and delivery methods to remain relevant and aligned with government priorities and meet clients' expectations.

The School operates in a competitive training environment. Market share and sufficient revenue generation are critical success factors to sustain the School's operations and the future development of products and services. The School is placing greater focus on articulating and promoting the value of its curriculum and services that demonstrate clear value to the public service. It is also implementing a strategic marketing approach to improve engagement and relationship building at all levels with client organizations.

The evolution of new technology, combined with client expectations of increased access to learning materials online and through mobile devices, presents both opportunities and risks. In collaboration with Shared Services Canada, the School will work to improve and make better use of its information technology infrastructure and learning methods to enrich its online courses and improve access.

Planned Expenditures

Budgetary Financial Resources (Planned Spending – dollars)

Human Resources (Full-time equivalents [FTEs])

Budgetary Planning Summary for Strategic Outcome and Programs (dollars)

Since 2011-12, the School has successfully managed costs and achieved significant expenditure reductions. Major contributing factors include the following:

• cessation of the direct delivery of language training
• transfer of functions related to information technology infrastructure to Shared Services Canada
• implementation of the savings measures announced in Budget 2012
• consolidation of School facilities
• strategic management of staff vacancies

Alignment to Government of Canada Outcomes

2014-15 Planned Spending by Whole-of-Government-Framework Spending Area (dollars)

Total Planned Spending by Spending Area (dollars)

Departmental Spending Trend

Departmental Spending Trend Graph

Text version

A declining expenditure trend between 2011-12 and 2013-14 has been observed, mainly in salary, professional and special services. This trend is expected to level off during the planning period (i.e. 2014-15 to 2016-17) as the School undertakes the renewal of its delivery methods and programs.

Estimates by Vote

For information on the School's organizational appropriations, please see the 2014-15 Main Estimates publication. ^Endnotexi

Strategic Environmental Assessment

The School ensures that its decision-making process includes a consideration of the Federal Sustainable Development Strategy (FSDS) goals and targets through the strategic environmental assessment (SEA). An SEA for policy, plan or program proposals includes an analysis of the impacts of the proposal on the environment, including on the FSDS goals and targets. The results of SEAs are made public when an initiative is announced or approved, demonstrating that environmental factors were integrated into the decision-making process.

Section II: Analysis of Programs by Strategic Outcome

Strategic Outcome: Public servants have the common knowledge and the leadership and management competencies they require to fulfil their responsibilities in serving Canadians.

Performance Measurement

Program 1.1: Foundational Learning

Description: Through this program, the School contributes to building a professional workforce by providing foundational learning activities that are aligned with public service management priorities and designed in accordance with Treasury Board's Policy on Learning, Training and Development and associated knowledge standards. Four sub-programs support this program:

• Required Training
• Professional Development Training
• Official Languages Learning
• Online Learning

Budgetary Financial Resources (dollars) – Program 1.1: Foundational Learning

Human Resources (FTEs) – Program 1.1 Foundational Learning

Performance Measurement – Program 1.1: Foundational Learning

Planning Highlights

Sub-program 1.1.1: Required Training

Description: The School, through its Required Training sub-program, ensures that public service employees meet required knowledge standards and supports public servants' accountability through the provision of training in values and ethics, governance and accountability.

Budgetary Financial Resources (dollars) – Sub-program 1.1.1: Required Training

Human Resources (FTEs) – Sub-program 1.1.1: Required Training

Performance Measurement – Sub-program 1.1.1: Required Training

Planning Highlights

Sub-program 1.1.2: Professional Development Training

Description: The School, through its Professional Development sub-program, provides public service employees with learning services to improve their knowledge, skills and competencies.

Budgetary Financial Resources (dollars) – Sub-program 1.1.2: Professional Development Training

Human Resources (FTEs) – Sub-program 1.1.2: Professional Development Training

Performance Measurement – Sub-program 1.1.2: Professional Development Training

Planning Highlights

Sub-program 1.1.3: Official Languages Learning

Description: The School, through its Official Languages Learning sub-program, facilitates a coordinated approach to language training services for departments in addition to developing and offering online language tools that public service employees can use to maintain proficiency in their second language.

Budgetary Financial Resources (dollars) – Sub-program 1.1.3: Official Languages Learning

Human Resources (FTEs) – Sub-program 1.1.3: Official Languages Learning

Performance Measurement – Sub-program 1.1.3: Official Languages Learning

Planning Highlights

Sub-program 1.1.4: Online Learning

Description: Through its Online Learning sub-program, the School makes learning more accessible and efficient. As with classroom courses, online learning products are designed to enhance public service employees' knowledge, skills and competencies.

Budgetary Financial Resources (dollars) – Sub-program 1.1.4: Online Learning

Human Resources (FTEs) – Sub-program 1.1.4: Online Learning

Performance Measurement – Sub-program 1.1.4: Online Learning

Planning Highlights

Program 1.2: Organizational Leadership Development

Description: The School, through its Organizational Leadership Development program, strengthens public service leadership capacity and contributes to public service renewal by supporting existing and emerging leaders with targeted leadership learning activities, seminars and events. Three sub-programs support this program:

• Leadership Competencies
• Leadership Development Programs
• Leadership Community Building

Budgetary Financial Resources (dollars) – Program 1.2: Organizational Leadership Development

Human Resources (FTEs) – Program 1.2: Organizational Leadership Development

Performance Measurement – Program 1.2: Organizational Leadership Development

Planning Highlights

Sub-program 1.2.1: Leadership Competencies

Description: The School, through its Leadership Competencies sub-program, ensures that current and future leaders in the public service are equipped with the leadership competencies required to deliver results and lead change within their departments.

Budgetary Financial Resources (dollars) – Sub-program 1.2.1: Leadership Competencies

Human Resources (FTEs) – Sub-program 1.2.1: Leadership Competencies

Performance Measurement – Sub-program 1.2.1: Leadership Competencies

Planning Highlights

Sub-program 1.2.2: Leadership Development Programs

Description: The School, through its Leadership Development Programs sub-program, supports succession planning and renewal within departments and across the public service by providing comprehensive and relevant leadership development products and services.

Budgetary Financial Resources (dollars) – Sub-program 1.2.2: Leadership Development Programs

Human Resources (FTEs) – Sub-program 1.2.2: Leadership Development Programs

Performance Measurement – Sub-program 1.2.2: Leadership Development Programs

Planning Highlights

Sub-program 1.2.3: Leadership Community Building

Description: The School, through its Leadership Community Building sub-program, supports public service leaders through the School's networking and engagement activities, which are designed to address current trends, best practices and emerging issues of strategic importance to the public service.

Budgetary Financial Resources (dollars) – Sub-program 1.2.3: Leadership Community Building

Human Resources (FTEs) – Sub-program 1.2.3: Leadership Community Building

Performance Measurement – Sub-program 1.2.3: Leadership Community Building

Planning Highlights

Program 1.3: Public Sector Management Innovation

Description: The School, through its Public Sector Management Innovation program, enhances the performance and effectiveness of the public service by providing organizations with advisory services related to change management and innovation in public sector management. Two sub-programs support this program:

• Organizational Learning Services
• Innovative Management Practices

Budgetary Financial Resources (dollars) – Program 1.3: Public Sector Management Innovation

Human Resources (FTEs) – Program 1.3: Public Sector Management Innovation

Performance Measurement – Program 1.3: Public Sector Management Innovation

Planning Highlights

Sub-program 1.3.1: Organizational Learning Services

Description: The School, through its Organizational Learning Services sub-program, provides public service organizations with support to develop departmental learning strategies that are aligned with government-wide priorities while ensuring that individual learning needs are optimally addressed with a view to improving performance.

Budgetary Financial Resources (dollars) – Sub-program 1.3.1: Organizational Learning Services

Human Resources (FTEs) – Sub-program 1.3.1: Organizational Learning Services

Performance Measurement – Sub-program 1.3.1: Organizational Learning Services

Planning Highlights

Sub-program 1.3.2: Innovative Management Practices

Description: The School, through its Innovative Management Practices sub-program, enhances the School's curriculum through research activities, dialogue and the development of collaborative arrangements with the academic sector on issues related to public sector management.

Budgetary Financial Resources (dollars) – Sub-program 1.3.2 Innovative Management Practices

Human Resources (FTEs) – Sub-program 1.3.2 Innovative Management Practices

Performance Measurement – Sub-program 1.3.2 Innovative Management Practices

Planning Highlights

Internal Services

Description: 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. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

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Budgetary Financial Resources (dollars) – Internal Services

Human Resources (FTEs) – Internal Services

Planning Highlights

Section III: Supplementary Information

Future-Oriented Statement of Operations

The future-oriented condensed statement of operations presented in this subsection is intended to serve as a general overview of the School's operations. The forecasted financial information on expenses and revenues are prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.

Because the future-oriented statement of operations is prepared on an accrual accounting basis and the forecast and planned spending amounts presented in other sections of this report are prepared on an expenditure basis, amounts will differ.

A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net costs of operations to the requested authorities, can be found on the School's Web siteSchool's Website Link 1. ^{Note de bas de page xiv}

Future-Oriented Condensed Statement of Operations
For the Year Ended March 31 (dollars)

The decrease in expenditures from 2013-14 to 2014-15 is mainly due to the end of immediate cash-out of accumulated severance benefits. The decline in revenue from 2013-14 to 2014-15 is attributable to the end of direct delivery of language training. The positive impact of declining expenditures is a net reduction of the cost of operations from 2013-14 to 2014-15.

List of Supplementary Information Tables

The supplementary information tables listed in the 2014-15 Report on Plans and Priorities can be found on the School's Web site. ^{Note de bas de page xv}

• Greening government operations
• Upcoming internal audits and evaluations over the next three fiscal years

Tax Expenditures and Evaluations

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations publication ^{Note de bas de page xvi}. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.

Section IV: Organizational Contact Information

Canada School of Public Service
373 Sussex Drive
Ottawa, Ontario  K1N 6Z2
Canada

Telephone: 1-866-703-9598
Fax: 1-866-944-0454
Email: info@csps-efpc.gc.ca
Web site: www.csps-efpc.gc.ca

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