Thank you very much.

Mr. Chair, I am pleased to appear before the committee, along with my colleagues, Jean-François Fleury, Vice-President of Learning Programs, and Geofredo Garay, Deputy Chief Financial Officer.

I would like to take a few minutes to describe the mandate and activities of the Canada School of Public Service.

The school is the central learning and training institute for federal public servants, providing training in both official languages across Canada.

In 2013-2014 we launched a strategic directions initiative, which is a comprehensive review of our learning services, performance, and business model. The review was needed to ensure that the school continued to be relevant and responsive to the learning needs of the public service in a time of significant technological change and resource pressures.

At the same time, the public service developed a vision and a plan to meet the challenges of the future, an initiative led by the Clerk of the Privy Council called Blueprint 2020. It was in this context that the government adopted a public service-wide commitment to learning to ensure the public servants are supported to do a better job today and build the skills and knowledge needed for tomorrow.

In our 22nd annual report to the Prime Minister on the Public Service of Canada, released last week, the clerk made specific mention of the importance of learning, including the school's role. She stated "To better meet learning and training needs, the Canada School of Public Service is revitalizing its curriculum, and modernizing its delivery of learning as part of the new enterprise-wide approach to learning."

Working in partnership with departments, with communities of practices and other stakeholders, the school is transforming. Our efforts are focused on designing and delivering learning that is common to all federal organizations, regardless of their mandate. For public servants, this means increased access to training on common knowledge, skills and functions. For departments and agencies, this provides a framework to support talent and performance management, and allows them to focus on their mandate-specific training needs.

At the public service level, this new approach to learning will help foster a culture of high performance and innovation, and reinforce the importance of continuous learning.

To support the new approach, the school is moving from a funding model based on appropriation and cost recovery to one that is fully funded from appropriations. Implementing this new business model and full delivery of the new common curriculum will be phased in over three years. We have just begun the second year of this transition.

At this point, I would like to provide the committee with details of the school's financial position. The school's current sources of funding are derived from appropriation, revenue generated from cost recovery—

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