Canada School of Public Service 2023‒24 Departmental Results Report: At a Glance
A departmental results report provides an account of actual accomplishments against plans, priorities and expected results set out in the associated Departmental Plan.
Key priorities
The Canada School of Public Service's top priorities for 2023–24 are as follows:
- Developing and delivering a common, Government of Canada-specific curriculum that provides public service employees with skills unique to the craft of government, as well as transferable skills, and that enables them to exercise their responsibilities at all stages of their careers.
- Developing and delivering leadership and transition-to-role programs aimed at producing high-calibre leaders who reflect the diversity of Canadian society, who have a whole-of-government perspective, and who benefit from the experience of leading-edge thinkers to foster leadership capacity in serving Canadians in a complex and ever-changing environment.
- Developing and delivering learning products intended to empower public service employees in combatting hate, discrimination and inequities in the workplace effectively, promoting a shift in organizational culture and fostering behavioural change, and supporting the Government of Canada's commitment to enhancing intersectionality, fairness and inclusion.
- Providing an expanding suite of learning products focused on increasing digital and data literacy and service design to support the Public Service Skills Strategy, the Government of Canada's long-term move towards improving service delivery, and to provide the public service with a digital-first mindset to support Canadians in the information age.
- Improving current learning design and delivery processes and practices to optimize the effectiveness of the learner experience, leverage innovative approaches to achieving learning objectives, meet the growing needs of public service employees while focusing on measuring knowledge acquisition and application, and assess the impact of learning against operational costs (through return-on-investment analyses, for example).
Highlights
In 2023–24, total actual spending (including internal services) for the School was $94,777,161 and total actual human resources spending was $85,676,834. For complete information on the School's total spending and human resources, read the Spending and human resources section of the full report.
The following provides a summary of the department's achievements in 2023–24 according to its approved Departmental Results Framework. A Departmental Results Framework consists of a department's core responsibilities, the results it plans to achieve and the performance indicators that measure progress toward these results.
Core responsibility 1: Common public service learning
Actual spending: $68,650,218
Actual human resources: 491
Departmental results achieved
The School's departmental results for this core responsibility, as per the approved Departmental Results Framework, are as follows:
- Common learning is responsive to learning needs
- Quality common learning is provided to the core public service
- Common learning is accessible to all employees of the core public service
- Strengthened capacity across the core public service to use innovative approaches
More information about common public service learning can be found in the Results – what we achieved section of the full departmental results report.
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