Canada School of Public Service 2025–26 Departmental Plan: At a Glance
A departmental plan describes a department's priorities, plans and associated costs for the upcoming three fiscal years.
Established on April 1, 2004, under the Public Service Modernization Act, the Canada School of Public Service (the School) operates under the authority of the Canada School of Public Service Act (CSPS Act).
Under the CSPS Act, the School has the mandate to:
- Encourage pride and excellence in the public service
- Foster a common sense of purpose, values and traditions in the public service
- Assist deputy heads in meeting the learning needs of their organizations
- Conduct research and encourage greater awareness of public management, administration and innovation
The School plays a key role in helping public servants serve Canadians with excellence in a digital age where Canadians expect their government to be effective, transparent and open by default.
The School delivers a common curriculum to equip public servants with knowledge, skills and competencies across five business lines:
For further information on the School, please visit:
Key priorities
The School's top priorities for 2025‒26 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 and transferable skills that enable 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 positive shift in organizational culture and fostering behaviour 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 2025‒26, total planned spending (including internal services) for the School is $94,053,264 and total planned full-time equivalent staff (including internal services) is 661. For complete information on the School’s total planned spending and human resources, read the Planned spending and human resources section of the full plan.
The following provides a summary of the department's planned achievements for 2025‒26 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
Planned spending: $70,539,948.
Planned human resources: 483
Departmental results:
- 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
The common learning planning will aim to provide public service employees with the skills and knowledge they need to deliver programs, policies and services. It will focus on delivering common learning that is responsive, high-quality, accessible, and that strengthens the capacity for innovation across the core public service.
More information about common public service learning can be found in the full plan.
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