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Serving Canadians with Excellence: An Enterprise-wide Commitment to Learning

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Learning is part of your portfolio

TB President
Sets management agenda
Treasury Board
Approves the management agenda
TB Secretariat
Advises on management agenda
The School
Teaches and builds capacity to advance the management agenda

How does the School support government?


TB sets policy for good management

TB sets the policies/parameters of good management (personnel, finances and administration)

  • TB is the government's employer
  • TBS recommends/advises Treasury Board on policies, regulations, etc. on the management of the government's resources
  • OCHRO supports Treasury Board in its role as the employer by driving excellence in people management


School helps implement

Serving is in our DNA: we ensure public servants have the common knowledge, skills and competencies to fulfil their responsibilities and are focused on service to Canadians

  • Helps equip the public service to deliver on government priorities
  • Common service provider of core training to federal public servants
  • Supports a values-based, shared culture of excellence for high-performing organizations
  • Ensure employees and managers understand their legal, ethical and policy obligations

The School's reach and impact are growing

Text version

A snapshot of the increased participation at the School since 2012-2013, showing the number of total registered participants rising from 130,000 to 212,000 and the number of online users rising from 68,000 to 169,000.

  • The School is committed to enabling public servants to achieve government priorities and better serve Canadians
  • More online learning—satisfaction levels increasing
  • New leadership development programs—feedback positive
  • Supports deputy ministers in fulfilling their responsibilities

But we still need to do more…

The world is changing in fundamental ways

  • Canadians are more connected and expect to be more engaged in policy development
  • Canada's public service needs to be more adaptive, responsive, open and engaged. Demographic shift in the public service posing new imperatives
  • Learning plays a pivotal role in ensuring the public service can meet these challenges

Leading organizations invest in learning

"If your rate of learning isn't as great as the rate of change [in the world] you are going to fall behind."
David Garvin, Harvard Business School, The Importance of Learning in Organizations

And the public service is transforming to meet these changes

To support a 21st century public service, the School is changing too


  • Patchwork courses
  • Limited planning
  • Access limited by resources
  • Classroom, regional variations
  • Fixed curriculum
  • Resource-intensive


  • Core learning curriculum (Annex A)
  • Learning integrated with performance and talent management
  • Broad access for all
  • Tech-enabled, range of learning tools (Annex B)
  • More agile, engaged, responsive
  • Lean, focused

Learning helps drive shared values, culture and innovation for better service for Canadians

How are we getting there?

New tools

  • Leveraging full range of learning technologies
  • Modernized classrooms
  • Available nationwide
  • Anywhere, anytime

Evidence-based learning

  • Shaping the curriculum
  • Testing and validating learning products
  • Evaluating performance

Learning for excellence

  • Timely and relevant
  • Supports emerging priorities and new ideas
  • Engaging with the public service and other leading-edge organizations

New business and funding model

  • From revenue generation to per capita charge
  • Aligning incentives for enterprise-wide learning
  • Responsive to management priorities

Right people

  • Expertise in learning
  • Bilingual
  • Tech savviness
  • Learning network

Better products reaching more learners with a leaner organization


For Canadians

  • Public servants equipped to better serve Canadians
  • Innovative and collaborative service delivery
  • Open, diverse and more engaged public service

For government

  • Public servants are trained to fulfil their obligations
  • Getting fundamentals right
  • Leveraging economies of scale
  • Vehicle for effecting change

For departments/agencies

  • Organizational culture that values learning
  • Training planned and linked to talent and performance management
  • Better tracking of investments and outcomes

For employees

  • Career-long learning with focus on key transitions
  • Increased access in both official languages, more content, more self-serve
  • Breaking down learning silos between departments and communities
  • Portable skills and competencies

Committed to achieving results for Canadians

Moving forward

We will continue to

  • carefully manage the School's transformation
  • report to departments on training effectiveness and deliver results and standards
  • support the public service to deliver the government's priorities

We will return to you with an evaluation of the School's transformation

  • Assessment of results (learning achievements, savings, funding model)
  • Recommendations

Annex A

Text version

A chart outlining the four levels of the new common curriculum: foundational development (including Public Service Orientation and workforce skills, transformational skills, government priorities, and learning events), specialized development (covering communities such as IM/IT, communications, finance, HR, security and procurement with both core products and priority-based products per community), management development (performance management, effective behaviours, people and action management, managing public funds and more) and executive development (for directors, DGs, ADMs, and associates and DMs). Combined, these products will result in a public service with an increased capacity to deliver Government of Canada priorities and programs to Canadians.

Annex B

Text version

A diagram outlining the School’s new learning ecosystem, which consists of the following categories:

  • online resources (videos, best practices, commercial products);
  • classroom; mobile learning; crowd/social learning (blogs, forums, open content);
  • job aids; events, workshops, webcasts, webinars; virtual classroom; and self-paced online.

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