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REPORT ON LEARNING 2007- 2008

MESSAGE FROM THE DIRECTOR GENERAL

I am pleased to provide this annual Report on Learning in the Department of Foreign Affairs andInternational Trade on behalf of the Canadian Foreign Service Institute (CFSI) and other DFAIT trainingproviders.

Last year, on completion of an external evaluation of the Institute, the CFSI management team launched amajor renewal process aimed at responding to the recommendations in the evaluation report. I am verypleased with the progress we made this year. Our renewal plan, aligned with the Clerk’s Public ServiceRenewal Action Plan and the DFAIT Transformation Agenda, was completed and approved by theDepartmental Evaluation Committee.

CFSI renewal will include a restructured Institute with five Centres of Learning. Our overarching objective isto provide high calibre and cost effective learning programs and services aligned with Government ofCanada and DFAIT priorities. The Institute will continue to offer International Affairs training to DFAIT andother government partner clients (through a comprehensive suite of foreign policy and international tradecourses; foreign language training and testing; and intercultural effectiveness programs); ProfessionalDevelopment and Management Development courses and programs; and an extensive range of training inCorporate Accountabilities.

In addition, in order to better serve our clients, we will establish a new Centre for Learning AdvisoryServices, eLearning and Administration. This centre will provide advice on learning opportunities within andoutside DFAIT, advise managers and employees on the development of organizational and individuallearning plans, and introduce Learning Roadmaps, guides for learning opportunities for various employeesgroups. The new Centre will also feature an integrated eLearning team, drawing on eLearning specialistsfrom across the Institute to manage and expand our ever growing curriculum of online courses andproducts.

In other developments, extensive work was undertaken to improve the department’s performance withrespect to foreign language proficiency. An agreement was reached with the Canadian InternationalDevelopment Agency (CIDA) to provide an extensive range of learning services over the next five years,and an MOU was signed with the Department of National Defence (DND) to provide interculturalawareness training to Canadian Forces personnel deploying to Afghanistan. With the new requirement forall employees to have individual learning plans, blitz training sessions were offered for employees atheadquarters and around the world. A number of new courses and tools were introduced, from a widelypraised online cultural resource on Afghanistan to a well received eLearning course in support of renewalof the Political-Economic program.

Additionally, with the Department fully embarked on a Transformation Agenda, the Institute was proud todesign, develop and deliver the Department’s first Leadership Conference on behalf of Deputy Ministers.The Conference provided DFAIT executives with a clear vision of departmental priorities and addressedpractical ideas to ground the transformation vision into the day to day work of managers and their staff.

In all, it was another busy, challenging and rewarding year in CFSI. I take this opportunity to extend mysincere appreciation to the entire CFSI team. It is through their dedication and diligence that the Institute

will achieve our vision: a modern, cost-effective learning institute offering high calibre timely coursesprograms and services to ensure our workforce obtains the skills and competencies to advance Canada’sinterests in a complex and fast-changing world.

Valerie RaymondDirector GeneralCanadian Foreign Service Institute

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REPORT ON LEARNING 2007- 2008TABLE OF CONTENTS

Message from the Director General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i1. History and Mandate of CFSI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

The Centre of Learning for International Affairs and Management (CFSD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2The Centre for Corporate Services Learning (CFSS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2The Centre for Intercultural Learning (CFSC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2The Centre for Foreign Languages (CFSL) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

2. The CFSI Curricula . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42.1. International Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2.1.1. Political/Economic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52.1.2. Commercial/Economic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62.1.3. Intercultural Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.1.3.1. Intercultural Effectiveness and Pre-Deployment Training for Afghanistan . . . . . . . . . . . . . . . . 72.1.3.2. Intercultural Effectiveness and Pre-Deployment and Debriefing Training for Haiti . . . . . . . . . . 82.1.3.3. Welcome Back Reception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82.1.3.4. Intercultural Effectiveness for Canadian Missions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82.1.3.5. Intercultural Learning and Performance Needs Assessment for DFAIT Employees . . . . . . . . . 82.1.3.6. Intercultures Magazine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2.1.4. Foreign Languages (FL) Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92.2. Professional Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.2.1. Official Languages (OL) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112.2.2. Foreign Service Development Program (FSDP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122.2.3. Management Consular Development Program (MCDP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122.2.4. Administrative Assistants Development Program (AADP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132.2.5. Locally Engaged Staff (LES) In-Canada Training Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

2.3. Management Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142.3.1. Heads of Mission Pre-Departure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142.3.2. Directors Orientation Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142.3.3. Middle Management Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152.3.4. Policy on Learning, Training and Development (Required Training) . . . . . . . . . . . . . . . . . . . . . . . . . 15

2.4. Corporate Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162.4.1. Enterprise Resource Planning (ERP) Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

2.4.1.1. Integrated Management System (IMS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172.4.1.2. Human Resources Management System (HRMS) Training . . . . . . . . . . . . . . . . . . . . . . . . . . 172.4.1.3. Salary Management System (SMS) Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

2.4.2. Information Management and Technology (IMT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182.4.3. Human Resource Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

REPORT ON LEARNING 2007- 2008

3. Other Learning Services Offered by CFSI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203.1. Organizational Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203.2. Individual Professional Training (IPT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203.3. Training Outside of Working Hours (TOWH) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203.4. Learning Roadmaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203.5. 2007 Leadership Conference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

4. Other DFAIT Training Providers (ODTPs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224.1. Trade (WSE) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224.2. Trade (WTR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224.3. Security (ISCT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234.4. Technical Learning Centre for IT Professionals (TLC-AISL formerly SXMT) . . . . . . . . . . . . . . . . . . . . . . . 234.5. The Employee Services Bureau (AED) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244.6. Consular (CLPT, CNE and CLC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244.7. Information Management Improvement Program (AIMB) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

5. Volume of Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275.1. CFSI Curricula . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275.2. Training (classroom and eLearning) by CFSI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285.3. Other DFAIT Training Providers (ODTPs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 295.4. All DFAIT Training Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

6. Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306.1. CFSI Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306.2. CFSI Vote-Netted Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306.3. Total Expenditures for 2007-2008 for major DFAIT Training Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

7. Needs Assessments and Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318. Annex . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

8.1 Training (classroom and eLearning) at Missions by Geographic Area by all DFAIT Training Providers . . . 328.2 Training (classroom and eLearning) by Mission by all DFAIT Training Providers . . . . . . . . . . . . . . . . . . . . 338.3. Training (classroom and eLearning) by Branch provided by All DFAIT Training Providers . . . . . . . . . . . . 398.4 Training (classroom and eLearning) at HQ by Division provided by all DFAIT Training Providers . . . . . . . 40

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REPORT ON LEARNING 2007- 2008

1. HISTORY AND MANDATE OF CFSI The Canadian Foreign Service Institute (CFSI) is the primary training source for the Department of ForeignAffairs and International Trade (DFAIT). CFSI was established in 1992 to support a goal of establishing awork environment that encourages training and development of all personnel, throughout their careers. Astudy conducted at that time identified the potential benefits associated with the development of a formaltraining program for new foreign service officers (FSOs). Consequently, the CFSI was established on April1, 1992, to provide these benefits. The CFSI's mandate was revised in 1997 and again in 2002.

In 2005 the Evaluation Division (ZIE) was requested to conduct an evaluation of the Institute. Theevaluation proceeded in two phases and focussed on developing an accurate profile of the Institute and onanswering, at a strategic level, issues of relevance, success and cost-effectiveness. This was the firstcomprehensive evaluation of the CFSI in over a decade. A final draft report was issued in January 2007.

The Final Report, including the Management Response and Action Plan, was approved by theDepartmental Evaluation Committee on September 18, 2007.

At the same time, Deputy Ministers approved a revised mandate for CFSI:

• Align its programs with DFAIT and Government of Canada priorities• Become a recognized GOC Centre of Expertise for International Affairs Learning, Foreign

Language Training and Intercultural Effectiveness • Serve the needs of DFAIT as defined by its mission and management direction as the primary

provider of career-long learning for all departmental employees• Provide training on corporate systems critical to DFAIT resource management • Maximize use of leading edge technologies to enhance learning and streamline operations• Offer one-stop learning advisory services through a visible client services centre • Conduct systematic learning needs assessments and cyclical evaluations of courses and

programs• Produce comprehensive Annual Learning Reports covering all DFAIT training activities • Foster partnerships with other DFAIT training providers, the Canada School of Public Service,

OGDs, provinces and other learning organizations

Structure of CFSI

The Institute consists of four centres of learning: the Centre for International Affairs and ManagementDevelopment Learning, the Centre for Corporate Services Learning, the Centre for InterculturalEffectiveness Learning, the Centre for Foreign Language Learning.

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REPORT ON LEARNING 2007- 2008

The Centre of Learning for International Affairs and Management (CFSD)

CFSD organizes a range of required learning, professional training, and management development, oftenin close partnership with departmental subject matter experts (SMEs). The programs are tailored fordistinct groups - from the new foreign service officers to the new Heads of Mission. Areas of specializationat the Centre include: international affairs, organizational development, core foreign service skills,international business development, trade and economic policy, international security and cooperation, andpublic diplomacy.

The Centre for Corporate Services Learning (CFSS)

CFSS provides training in three key areas of corporate learning and accountability: on the EnterpriseResource Planning Systems which include the Integrated Management System (IMS), the HumanResource Management System (HRMS) and the Salary Management System (SMS); on the InformationManagement Technology platform which supports products such as, Microsoft and Corel Suite,ccmMercury and department specific software; in the area of Resource Management which is responsiblefor three key training programs, the Management Consular Officers Development Program (MCDP), theAdministrative Assistant Development Program (AADP), and the Locally Engaged Staff (LES) TrainingProgram as well as other related courses. The Centre uses a blended-learning approach at headquartersand around the world uses a remote (i.e., virtual) learning approach using technology whereby theinstructors in Ottawa conduct real-time training sessions with the participants at mission sites. Toaccommodate the ‘real-time’ remote training approach for mission clients, the Centre is often required tooperate seven days a week, 24 hours a day.

The Centre for Intercultural Learning (CFSC)

CFSC provides a wide range of learning solutions and services specifically related to interculturaleffectiveness, including pre-departure courses; debriefing and re-entry workshops for returning personnel;orientations for foreign students and trainees arriving in Canada; project-based intercultural facilitation andorganizational development workshops in Canada and overseas; as well as personnel assessmentservices. In response to the Government of Canada’s foreign policy priorities, CFSC developed anddelivered training programs and provided learning resources focussed on Afghanistan, Haiti, Sudan andLatin America.

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REPORT ON LEARNING 2007- 2008

The Centre for Foreign Languages (CFSL)

Until the end of October 2007, the Centre for Foreign Languages (CFSL) provided official language trainingfor two client groups: ab initios and executives. Further, under an agreement with the Public ServiceCommission (PSC), the Centre organized Second Language Evaluations (SLEs) for DFAIT staff untilFebruary 2008, when all responsibilities regarding the official languages moved to Corporate ResourcingDivision (HSR) . CFSL’s name was then changed to the Centre for Foreign Languages, which betterrepresents the mandate.

On the foreign language side, the Centre offers full-time Professional Proficiency training in foreignlanguages. Proficiency is determined by foreign language testers, certified by CFSL. In addition, theCentre offers pre-posting Social Integration training and, on a part-time basis, maintenance and onlineprograms. Also, the Centre offers, on a cost recovery basis, foreign language training and testing to otherfederal government departments and agencies.

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REPORT ON LEARNING 2007- 2008

2. THE CFSI CURRICULAThe Canadian Foreign Service Institute offers learning opportunities in:

• International Affairs, • Professional Development, • Management Development, and • Corporate Accountability

2.1. InternationalAffairs

2.2. ProfessionalDevelopment

2.3. ManagementDevelopment

2.4. CorporateAccountability

Political/Economic Official Languages(OL)

Strategic LeadershipProgram

Enterprise ResourcePlanning (ERP)Systems

Commercial/EconomicForeign ServiceDevelopment Program(FSDP)

Heads of MissionPre-Departure Program

InformationManagement andTechnology (IMT)

InterculturalEffectiveness

Management ConsularDevelopmentProgram(MCDP)

Directors’ OrientationProgram

Human ResourceManagement

Foreign Languages(FL)

AdministrativeAssistantDevelopment Program(AADP)

Middle ManagementProgram

Financial ManagementLocally-Engaged Staff (LES) In-CanadaProgram

Required Learning forManagers

Individual ProfessionalTraining (IPT)

OrganizationalDevelopmentTraining Outside of

Working Hours(TOWH)

2.1. INTERNATIONAL AFFAIRS

2.1. International Affairs

The delivery of the International Affairs Curriculum (IAC) is a vital component of the work performed byCFSD. The past year was the second year of our three year project of developing this comprehensivesuite of courses which are designed to meet the learning needs of political-economic and commercial-

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REPORT ON LEARNING 2007- 2008economic practitioners in the Department, as well as those who are new officers at DFAIT. Asignificant volume of work has been done in order to incorporate these courses in the next edition of the CFSI Course Directory. In addition, the Deputy Ministers have invited other governmentdepartments (OGD) to participate in IAC courses. This high calibre training is not only having a greatimpact on our ability to train employees in our Department, but is also helping us build our credibilitywith OGDs as a Centre of Excellence in international affairs training.

2.1.1. Political/Economic

The Political/Economic Program is one of two components of the Institute's International AffairsCurriculum (IAC). The IAC is a comprehensive, post-entry-level, learning program for foreign policypractitioners. The development of both components of the IAC is expected to be completed by thesummer of 2009.

The framework for the Political Economic program is well advanced. During 2007-2008 theInstitute piloted three courses which had been designed and developed the previous year: ConflictAnalysis and Resolution, Bilateral Negotiation, and the Advanced Policy Workshop. An additionalthree courses were designed, developed and piloted: Canadian Political Economy and Diplomacy,Canada-US Relations: Managing the Relationship, and the Senior International Affairs Seminar.

The full suite of courses for foreign policy practitioners will include a number of existing coursesthat have been or are now being redesigned. These include a suite of online courses on diplomacy (Contemporary Diplomacy, Bilateral Diplomacy and Multilateral Diplomacy); classroomcourses on international law, human rights, energy policy; and a Middle East Studies suite oflearning activities.

The Political/Economic component of the IAC is being developed in full consultation andcooperation with the Political-Economic Renewal Initiative (The New Way Forward) and all courseswill reflect the new approach to the delivery of Political-Economic programs based on the sevenkey services identified by the Renewal Initiative.

In 2007-2008, CFSD developed a comprehensive online training package for Political/Economicemployees at headquarters and missions. This three hour comprehensive online training is anessential tool for DFAIT employees not only to understand the seven core services but also to getto know the practical implications of their new responsibilities, based on three key questions: 1)What we do?; 2) for whom?; and 3) How? The New Way Forward training tool meets the highestlevel of online offerings standards and uses the latest e-learning technology solutions.

In 2007-2008, CFSD worked on the development of a Personal Safety Seminar, to be piloted in thepre-posting season of the summer 2008. This 2-day training will complement the 5-day PersonalSecurity in Dangerous Environments training which is currently offered in conjunction with thePeace Support Training Centre in Kingston.

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REPORT ON LEARNING 2007- 20082.1.2. Commercial/Economic

During 2007-2008, work continued on the development and refinement of thecommercial/economic component of the IAC for employees involved in delivering the InternationalBusiness Development Program targeting Canada-based and Locally-Engaged (LES) employees.As new courses are developed and old ones are reviewed and renewed, a concerted effort is madeto ensure that they present a coherent message to learners and are directly linked to thecompetencies we are seeking to develop.

Work also progressed on the strengthened entry-level program, the New Employee DevelopmentProgram. The proof of concept for the online component of the program was completed and will bepiloted in the new fiscal year.

CFSD worked closely with subject matter experts in the development and delivery of pilot courseson International Trade Finance, Venture Capital Financing, and Negotiating Market Access. Thesethree new offerings will eventually become part of the commercial-economic component of the IAC.

2.1.3. Intercultural Effectiveness

In 2007-08 the total number of participants that attended CFSC’s courses increased from 3000 theprevious year to over 5000 persons with the substantive addition of DND employees. The CFSC'sinternet site, www.intercultures.gc.ca, was accessed more than 500,000 times for comprehensivecultural information on over 100 different countries.

As part of DFAIT, the Centre for Intercultural Learning delivers training services to Canada-basedstaff and locally-engaged personnel working in Canadian missions in the area of interculturaleffectiveness. CFSC also provides learning solutions to a number of federal departments andagencies, including Canadian International Development Agency (CIDA), Department of NationalDefence (DND), Citizenship and Immigration Canada (CIC), Canadian Border Services (CBS),RCMP, Correctional Service of Canada (CSC), and others.

Mandated to provide services on a cost-recovery basis, CFSC generated revenues of over $4.4million in 2007-08. This was the second year of the implementation of the InterdepartmentalAdministrative Agreement between CIDA and CFSI for the provision of intercultural effectivenesslearning solutions to CIDA’s project partners. Under this Agreement CFSC’s products and servicesare made available to a large number of NGOs and private-sector organizations delivering projectson CIDA's behalf. Other organizations that used CFSC's services on a cost-recovery basis in 2007-08 included the Canada Revenue Agency, RCMP, and the National Judicial Institute.

On-going courses delivered to DFAIT employees include Pre-posting courses in InterculturalEffectiveness; Intercultural Effectiveness sessions for LES; Supervision at the Mission, ProgramManagers Abroad, Etiquette and Protocol courses that are delivered jointly with CFSD; and Pre-posting courses in Intercultural Effectiveness for Military Security Guards. Other courses, includingcountry or region specific (i.e., Afghanistan, Haiti) are delivered on request.

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REPORT ON LEARNING 2007- 20082.1.3.1. Intercultural Effectiveness and Pre-Deployment Training for Afghanistan

Supporting the Government of Canada’s (GoC) Whole-of-government approach and aiming atpreparation of employees of headquarters from DFAIT, CIDA, DND and CSC to work inAfghanistan, CFSC designed and delivered several Intercultural Effectiveness courses focusedon Afghanistan to combined groups of GoC employees.

These courses focus on working effectively within the cultural context of Afghanistan, examinethe realities of adapting to its environment and analyse the overall cultural characteristics of itssociety. Topics include: tribal structures, the Jirga system, Pushtunwali, gender issues, therealities of day-to-day life, current trends and priorities for rebuilding as perceived and definedby Afghans. Practical and skill-building features of these courses include effectivecommunication with the Afghan population and local media.

In January 2008 DFAIT and DND signed a three-year Memorandum of Understanding fordelivery of intercultural awareness training. Under the new Agreement CFSC delivered 19courses to members of Canadian Forces (CF) deployed to Afghanistan and other countriesfrom January through March 2008. In 2007-08 CFSC developed and launched a comprehensive web-based Afghanistan CountryResource (ACR). This culture-specific tool can be used for both self-guided and blendedlearning applications and is available in both official languages. It includes the followingsections:

• Country Overview• Ethnic Groups• Religion• Working with Afghans• Social Structure

Each section covers a wide range of topics. Examples include a historical timeline ofAfghanistan, the influence of Islam in Afghanistan, the understanding of key cultural conceptssuch as Pashtunwali and Purdah, and the cultural considerations inherent to communicatingand negotiating with Afghans.

The Afghanistan Cultural Resource features over 70 video interviews with Afghanistan experts,a number of short documentaries about Afghanistan and a wealth of current information drawnfrom a wide range of sources. The ACR has received acclaim by all government departmentsworking in Afghanistan, and is being considered for use by other countries working inAfghanistan.

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REPORT ON LEARNING 2007- 2008

2.1.3.2. Intercultural Effectiveness and Pre-Deployment and Debriefing Training for Haiti

These courses were offered five times in 2007-2008 to employees of the RCMP and otherCanadian police forces. The courses were developed for peacekeepers deployed to Haiti withafocus on the dimensions of culture specific to Haiti, and the development of strategies forworking within this culture. Other learning outcomes specifically related to the mission includegender, adaptation to the Haitian culture and interpersonal communication strategies.

2.1.3.3. Welcome Back Reception

In October 2007, CFSC organised a Welcome Back Reception for over 200 personnel andspouses/partners returning from their assignments in Canadian missions abroad. Thereception was hosted by DFAIT Deputy Ministers, and attended by senior officials from DFAIT,CIDA and CIC. This event assists in personnel retention and satisfaction, as well as knowledgesharing opportunities between government departments.

2.1.3.4. Intercultural Effectiveness for Canadian Missions

In February 2008 a team from CFSD and CFSC facilitated a Mission Retreat and deliveredseveral workshops to the staff of the Kyiv mission (Ukraine). This was the result ofcollaboration between CFSI and the management of the mission in an effort to facilitate anorganizational change process that started in 2006.

The two-day retreat included all 65 mission staff and focused on measuring the Embassyprogress in achieving their organizational goals, identifying actions to further positivedevelopments, and reinforcing mission values of excellence, mutual respect and teamwork.This was followed by a number of workshops that addressed priority areas for the missionincluding Innovative Problem-Solving and Professional Communication. The Retreat andworkshops were delivered in English and Ukrainian.

2.1.3.5. Intercultural Learning and Performance Needs Assessment for DFAITEmployees

In February 2008 CFSC published the results of the initial intercultural learning andperformance needs assessment for DFAIT employees. The overall goal of this project was togain some preliminary insight into the learning and training needs of DFAIT personnel relatedto intercultural effectiveness. The data collection involved a sample of DFAIT employeesincluding CBS (in rotational and non-rotational positions) and LES. The assessment providedCFSC with specific recommendations regarding intercultural effectiveness training as well asdirection for a broader, more comprehensive needs assessment.

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REPORT ON LEARNING 2007- 20082.1.3.6. Intercultures Magazine

In 2007-08 CFSC published 4 editions of its Intercultures magazine, an electronic quarterly thatexplores international issues from an intercultural perspective. Intercultures features interviewswith people from all walks of life, articles, book reviews, online intercultural tools and country-specific resources.

2.1.4. Foreign Languages (FL) Training

Foreign Language Training and Testing is guided by the departmental Foreign LanguageCommittee, co-chaired by the ADM of Human Resources and the ADM of GEM [BilateralRelations]. The Centre for Foreign Languages continued to act as Secretariat for the Committee,which met four times during this past year. The Committee approved a new designation policy ofpositions abroad and process for implementation in 2009. CFSL, having initiated the work in 2006-07 to develop prescribed criteria, facilitated three working groups to develop job-related criteria fordesignation of the political-economic, commercial-economic and management and consularpositions.

Foreign Language Training

The Professional Proficiency Program (PP) is CFSI’s primary foreign language program. It isdesigned for employees to study full-time to acquire a high level of proficiency in a foreignlanguage. In 2007-08, 17 groups of students studied 7 languages: Mandarin, Japanese, Spanish,Arabic, Portuguese, Russian, Hebrew. In total, 47 DFAIT employees and 2 spouses participated inthe Professional Proficiency Program. Twelve of these students took advantage of the immersionelement of the Professional Proficiency Program and spent several weeks abroad:

2 individuals studied Arabic at Irbid, Jordan 3 individuals studied Japanese at Kyoto, Japan 6 individuals studied Mandarin at Harbin and Beijing, China 1 individual studied Spanish at Cuernavaca, Mexico

CFSL continued its practice of offering foreign language training to other government departments(OGDs). During the fiscal year 2007-08, CFSL provided part-time foreign language training to 138employees from 15 OGDs.

CFSLwas again asked by the British Foreign Office to organize full-time Farsi training at ourInstitute for 2 of their Foreign Service Officers. Both of these students successfully passed theirexaminations as set out by the British Foreign Office.

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REPORT ON LEARNING 2007- 2008CFSL completed two new training initiatives this fiscal year:

• In February 2007, CFSL launched a pilot project video-conferencing course in Spanish for2 students from the Canada Border Services Agency (CBSA). Initially planned for a two-month period, it has been extended to run until the end of September 2008. The CBSA hasexpressed interest in continuing with the course from post.

• CFSL completed development of a new Generic Advanced Training Plan whichincorporates all of the advanced functions from the 2002 DFAIT’s survey of languageNeeds and Analysis applicable to all languages.

CFSL offers two sessions of maintenance training each year, one in the fall and one in the spring. This year, CFSL formed 68 groups for part-time study in 9 languages, for a total of 232 students.

Social Integration is a key pre-posting language program that CFSL offers. In 2007-2008, CFSLformed groups in 32 languages; in total, 53 groups with a total of 81 language students, including30 spouses or dependents. Following a decision of the Foreign Language Committee, CFSL willimplement in 2008-2008 a new policy of focussing the social integration program on only 22languages.

After March 2007, the offering in Online language courses shifted from a mix of official and foreignlanguage courses to foreign language courses exclusively. The focus is now on listening/speakingskills. The teaching methodology was also changed in the more recently developed courses: pro-active coaching of a group of students by a native speaker/teacher replaces the individualizedfeedback previously offered. The intent is both to increase cost-effectiveness and to encouragelearner-to-learner collaboration, while still providing access to an expert in the language and culturestudied. Courses in eight foreign languages are offered. A total of 490 students participated in theonline foreign language training.

Learner Resources

The CFSL Resource Centre put considerable effort this year into providing additional self-studyopportunities for foreign language students. CFSL marketed and enhanced its learning materialsand web-based resources. Following the transfer of official languages to HSR, CFSL closed one of the two multi-media laboratories and turned its attention to enhancing the learning experience ofDFAIT foreign language students by installing laptops in 23 classrooms, each with resources tohelp teachers and students alike, e.g., foreign keyboards, SCOLA.

Foreign Language Testing

This year, ( April 2007- March 2008), the Foreign Language Testing Unit conducted essentialtraining of FL Testers to restore the pool of certified testers to appropriate levels across allcommonly taught languages. Training was conducted under CFSI’s direction and supervision but,for the first time, the training was conducted in collaboration with the service provider, whichagreed to absorb some of the costs associated with training hours. This approach proved to beeffective and cost-efficient.

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REPORT ON LEARNING 2007- 2008As part of our quality control, the Testing Unit conducted a renorming session to all testers. Thesession is to provide testers with up-to-date tester training in order to ensure that the conceptssurrounding the Interagency Language Roundtable (ILR) criteria and the testing protocol areunderstood and applied consistently by all testers and to develop and maintain a high degree ofuniformity of testing approach and corresponding equivalency of reported scores acrosslanguages.

In addition to conducting this important tester training and renorming, CFSL scheduled andconducted 652 individual tests for DFAIT employees and 42 individual tests for employees of othergovernment departments (OGDs). Also, the Testing Unit provides regular refresher sessions to occasional testers and testers whohave not use their testing skills over a period of three months.

CFSL undertook a special project for another federal department: developing two specific tests foruse in a recruitment campaign: a Cantonese reading test and Moroccan listening test.

2.2. PROFESSIONAL DEVELOPMENT

2.2.1. Official Languages (OL)

2007-08 was a year of transition for Official Language training and testing. Following the decisionin fiscal year 2006-07 to centralize official languages policy, training and testing, the OfficialLanguages Testing Unit was transferred out of CFSI and back to Corporate Resourcing (HSR)where it had originally been located.

With the announcement on April 1, 2007, that the Canada School of Public Service (CSPS) wouldhenceforth offer its services on a cost-recovery basis, CFSL collaborated throughout the year withHSR to conclude memoranda of understanding between DFAIT and the Canada School of PublicService (CSPS) for the training of DFAIT employees at the Canada School.

Consistent with the department’s decision that DFAIT would withdraw from the direct provision ofofficial languages training, CFSL ceased to offer official languages training to its two client groups: EXs and FSDPs. Existing groups continued their training until completion in the fall, while new full-time students were directed to the CSPS. In parallel, CFSL stopped offering maintenance part-timeclassroom courses. The service contract between CFSL and La Cité language school wasterminated on October 30, 2007.

CFSL participated in the organization of new FSDP courses at the CSPS: a special agreementwas negotiated with the Public Service Commission to accelerate diagnostic testing of new DFAITrecruits; and, CFSL prepared course plans for more than 120 new recruits who had to startlanguage training at short notice. At the same time, CFSL continued to manage and administerofficial languages testing services.

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REPORT ON LEARNING 2007- 2008All OL administrative services were definitively transferred to the Corporate Resourcing Division(HSR) on February 1, 2008.

2.2.2. Foreign Service Development Program (FSDP)

The FSDP program is a three-year program for new Foreign Service officers in thePolitical/Economic (P/E) and Commercial/Economic (C/E) streams. The program promotes foreignservice and leadership competencies through a variety of experiences that include extensivein-class, technology-enabled and on-the-job training.

During 2007-2008, 39 new officers - 27 Political/Economic and 12 Commercial/Economic - enteredthe FSDP.

The formal training components of the FSDP consist of:

• Three weeks of mandatory introductory training and briefings (offered in September and inFebruary);

• Specialized training (a mix of mandatory and highly recommended courses) linked toparticular skills and knowledge required by different specializations;

• A cross-Canada study tour; and • Pre-posting training, before the FSDP officers leave on their first posting abroad.

The cross-Canada study tour familiarizes these new officers with the geographic, political,economic and social realities of Canada in line with DFAIT priorities and objectives. The tour is alsoan important tool to strengthen their negotiation skills, adaptability and team work. This year, 38officers took part in the tour.

In 2007-2008, CFSD has brought the FSDP and MCDP mentoring program to a new level ofexcellence. A record number of mentors has been recruited.

2.2.3. Management Consular Development Program (MCDP)

The MCDP is an eight-month entry-level program is offered annually by the Centre for CorporateServices Learning (CFSS) to help prepare Management Consular Officer (MCO) recruits for thework they will perform at missions abroad and at headquarters in Ottawa. The MCDP is acompetency-based program ( both technical and behavioural competencies). The program isdesigned to provide participants with the necessary knowledge, competencies and skills to meetthe requirements of their roles and responsibilities as MCOs at headquarters and at missions. It isalso an invaluable opportunity for the recruits to meet with various subject-matter experts (SMEs),who are their headquarters contacts in the department.

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REPORT ON LEARNING 2007- 2008CFSS was not able to offer this program in 2007-2008 due to staffing delays. Instead, CFSSdevoted resources to the preparation of an enriched series of pre-posting courses to support thegreater number of single assignment MCOs being posted overseas. There were also resourcesdedicated to the design and development of financial management courses to address the trainingneeds of the MCO community.

2.2.4. Administrative Assistants Development Program (AADP)

The Administrative Assistants Development Program was initiated in 2004 and continues to beoffered annually. The current program consists of 34 modules. The AADP was originally designedfor rotational administrative assistants newly hired to the department as a month-long program toprepare them for the work they would be doing in headquarters. To prepare the AdministrativeAssistants(AA’s) for assignments at missions, a pre-posting component to the AADP wasdeveloped and is offered annually before the AA’s depart on their assignments. The pre-postingcomponent is seven days in length and prepares the AA’s for their role working in missionenvironments.

In 2007-2008, there were 12 new AA’s who participated in the HQ component of the program and13 AA’s who participated in the pre-posting component of the program.

To meet the learning requirements of the Administrative Assistants, the program is continuallybeing enhanced as was the case in 2007-2008. For instance,

• The AADP expanded to include non-rotational administrative assistants as well as rotational. A pilot of the new non-rotational component of the AADP was delivered as a series of half-dayto full-day workshops rather than the month-long program that is delivered to the rotationaladministrative assistants. The pilot was designed and developed to meet the learning needs ofnon-rotational administrative assistants working in the headquarters milieu. 150 participantstook advantage of this new initiative.

• In collaboration with the Resource Management Unit, a Display and Reporting course wasoffered to administrative assistants (rotational and non-rotational) at headquarters as part ofthe AADP.

• New sessions on Financial Management were designed, developed and delivered.

2.2.5. Locally Engaged Staff (LES) In-Canada Training Program

During this fiscal year, CFSS and CFSD scheduled training sessions for five groups of LocallyEngaged Staff as part of the LES In-Canada Program. The courses were offered to LESAccountants/Assistant Accountants, LES Assistants to Heads of Program, LES Property andMateriel Managers/Assistants, LES Receptionists, and LES Trade Commissioners/Assistants. Atotal of 113 LES participated in these courses.

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REPORT ON LEARNING 2007- 2008The LES In-Canada Program courses continue to be successful in providing in-depth knowledge ofdepartmental policies and procedures, while providing an opportunity for participants to meet keycontacts at headquarters. The program also provides a valuable core understanding of Canada, itsinstitutions and its values.

CFSS provided a five-day course for 20 RCMP and CIC program assistants as a customizeddelivery of the course for LES Assistants to Heads of Program.

2.3. MANAGEMENT DEVELOPMENT

2.3.1. Heads of Mission Pre-Departure

In 2007-2008, CFSI completed its 16th offering of the Heads of Mission (HOM) Pre-DepartureTraining Program. The course received excellent evaluations from both participants and seniormanagement. The program included 75 speakers over a ten day course and was attended by over46 newly appointed Heads of Mission.

The Program addressed the six central functions of Foreign Affairs and International TradeCanada. The first week consisted of briefings by senior managers and experts to prepare theHeads of Mission for their role as interpreters of international events and trends, articulators ofCanada's Foreign Policy and advocates of Canada's values and interests in the world . The secondweek included a wide range of presentations, discussions and case studies to help participantsreflect on their role as stewards of resources, integrators of mission Programs, and providers ofservices to Canadians.

This year’s Program also include a one-day pilot program on crisis management. The programincluded briefings on the department’s Crisis Management Architecture as well as briefings byformer heads of mission on their experiences in dealing with a crisis.

2.3.2. Directors Orientation Program

The purpose of this five-day course is to prepare newly appointed Directors to assume theirmanagerial responsibilities at HQ. The participants meet with Senior Managers to acquire a betterunderstanding of their roles and contributions in light of Departmental priorities and plans as well asmain challenges. They also meet with Departmental HR and financial experts and through practicalexercises will build on their knowledge and skills in these areas. In addition, the participantsundergo a 360 feedback exercise which gives them the access to how the DFAIT leadershipcompetencies are perceived by others. At the end of the course, participants will be able to makemore informed management decisions and have an awareness of the resources and tools availableat HQ.

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REPORT ON LEARNING 2007- 2008The Directors' Orientation Program was held from October 22-26, 2007. Thirty-six new directorsparticipated. Executives returning to headquarters after an assignment outside Ottawa were alsoinvited to join the two first days of this orientation session to familiarize themselves withdepartmental priorities as well as with departmental and government of Canada strategicdirections.

2.3.3. Middle Management Program

The five-day Program Managers Abroad course is to prepare newly-appointed program managersto assume their managerial role in an international context and to prepare them to promoteCanadian interests in their host countries. The participants meet with Senior Managers to acquire abetter understanding of their roles and contributions in light of Departmental priorities and plans aswell as main challenges. They also meet with Departmental HR and financial experts and throughpractical exercises build on their knowledge and skills in these areas. In addition, the participantsundergo a 360 feedback exercise which gives them the access to how the DFAIT leadershipcompetencies are perceived by others. At the end of the course, participants make more informedmanagement decisions in the context of a mission.

Fifty-eight Program Managers took the five-day Program Managers Abroad Training in 2007-2008.

The Deputy Director Management Training provides participants with key skills and knowledgewhich enable them to become effective managers in a Foreign Affairs context. Topics includeleadership, communication, values and ethics, establishing and maintaining effective workingrelationships, feedback and coaching, change management and teamwork. At the end of thecourse, participants understand their role as a manager and a leader and are able to applyleadership models to appropriate situations in the workplace and to implement appropriatestrategies to make their management style more effective.

Four separate sessions of the five-day Deputy Director Management Training were delivered to atotal of 68 participants.

2.3.4. Policy on Learning, Training and Development (Required Training)

The government-wide Policy on Learning, Training and Development (LTD) which came into effecton January 1, 2006 reflects the government's commitment to ensuring that Canadians are servedby a skilled, well-trained, professional workforce and it recognizes that foundational learning isrequired within the public service in support of this objective. It expands on and complementsDFAIT's specific training programs. CFSI was mandated to support deputy heads in meeting theseresponsibilities by addressing specific training requirements under the government-wide policy.

• During fiscal year 2007/2008, 43 additional employees, appointed for more than six months,were identified to take the two-day orientation training. During this same period, of thoseemployees who had been identified since the policy was implemented in January, 2006, 58registered for and 52 completed this course.

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REPORT ON LEARNING 2007- 2008• 57 employees in functional groups such as specialists in financial management, internal audit,

procurement, material management, real property and information management have beenidentified for access to eight different specialized training programs to support professionaldevelopment and certification.

• During fiscal year 2007/2008, 180 additional employees newly appointed to the core publicadministration, first-time supervisors, managers and executives were identified to take theclassroom training for their level of responsibility. During this same period, of those employeeswho had been identified since the policy was implemented in January, 2006, 150 registeredand 175 successfully completed their training and delegation of authority.

• During fiscal year 2007/2008, 2 additional existing managers and executives, appointed beforeJanuary 1, 2006 were identified to use the online assessment tools to validate their knowledgeof legal responsibilities. During this same period, of those managers and executives identifiedsince the policy was implemented in January, 2006, 56 additional managers and executivescompleted the online assessment.

CFSD also undertook an extensive series of blitz information sessions and developed a new onlineinteractive guide for managers to assist them and their teams in developing individual learningplans (ILP) as part of the performance management program (PMP) process. This initiativeimpacted directly on DFAIT’s capacity to meet the Clerk of the Pricy Council’s requirement for a90% completion rate for ILPs across the public service. In 2007-2008, DFAIT achieved, by 31March 2008, a 97% completion rate for the preparation of ILPs.

2.4. CORPORATE ACCOUNTABILITY

2.4.1. Enterprise Resource Planning (ERP) Systems

In DFAIT the following three ERP systems are used as corporate databases to manage the datarelated to its financial, materiel and human resources: The Integrated Management System (IMS)which is based on the SAP application; 2) the Human Resource Management System (HRMS)which is based on the Peoplesoft/Oracle application, and 3) the Salary Management System whichis based on the Forte application. During 2007-2008, the ERP Training Unit of CFSS delivered 33ERP courses as follows: : 24 in IMS, 8 in HRMS, and 1 in SMS. These courses ranged from half-day workshops to ten-day courses using mainly a classroom format in HQ and remote (virtual) andon-line learning to missions.

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REPORT ON LEARNING 2007- 20082.4.1.1. Integrated Management System (IMS)

During 2007-2008, CFSS provided 24 IMS courses including Materiel Management, AccountsPayable, Reporting and Display, Funds Management, Vendor Master Records, andCustomized IMS courses to meet the individual needs of the Management Consular Officers.In addition to its regular training program, the ERP Training Team undertook the following twoinitiatives to deliver training to its wide-spread target audience.

An intensive ten-day course for Accountants and Assistant Accountants was delivered to thefollowing 15 missions: Abidjan, Bridgetown, Beijing, Berlin, Buffalo, Chicago, Caracas, Dallas,Kabul, Kuwait, Manila, Madrid, Santo Domingo, Seoul and Tel Aviv.

From September 30 to April 1, 2008, a world-wide blitz for Materiel Management (MM) trainingwas undertaken by the ERP Training Team as a result of a departmental directive to make useof the MM module mandatory as of April 1, 2008. To meet the tight deadlines, the ERPtraining team created and revised training manuals and created on-line tutorials in English andFrench specifically for the MM module which was upgraded to meet the mandatory userequirement. RWD Infopak and Adobe Captivate applications were used to complete trainingmanuals and on-line tutorials. During the training blitz, a blended learning approach was used. The blended approach involved participants taking on-line tutorials followed by instructor-ledworkshops using remote training technology. The conferencing feature of the departmentalCITRIX platform was the tool of choice to provide the world-wide bilingual training to MM usersat our missions. This project involved training on the new MM module for 320 participants ( 73sessions) at missions and for 315 participants (70 Sessions) at headquarters.

One of the biggest challenges for any ERP training team is to keep its material up to date. Tothis end, the ERP Training Team met important milestones in relation to the creation andrevision of training material and on-line tutorials for the regularly offered IMS courses on theFinancial (FI) and Materiel Management (MM) modules.

As well, extensive effort was made to upgrade the French training material. Referencematerials such as French screen captures, Business Process Procedures (BPP), andglossaries of technical words were used to ensure a high quality of translation for trainingdocuments such as IMS Overview, Accountable Advances, Bank Reconciliation, GeneralLedger, Payments and Cheques, Vendor Master Records, and the French audio script for theGetting Started on-line tutorial users.

2.4.1.2. Human Resources Management System (HRMS) training

The ERP Training unit of CFSS is responsible for the training to departmental employees onHRMS and delivered 65 training sessions as part of the HRMS curriculum to 198 participants.The training sessions ranged from three hours to two days at HQ.

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REPORT ON LEARNING 2007- 20082.4.1.3. Salary Management System (SMS) training

The ERP Training Unit of CFSS is responsible for the training to departmental employees onSMS and delivered 40 training sessions as part of the SMS curriculum to 109 participants. Thetraining sessions ranged from three hours to two days, both in the classroom at HQ, and viaremote training to missions.

2.4.2. Information Management and Technology (IMT)

The IMT Training Unit of CFSS is responsible for offering IMT training to all users of theDepartment's Information Technology Platform called SIGNET, both at Headquarters and atmissions. During the period of this annual report, the IMT Training Unit continued to develop andoffer DFAIT-specific training while "off-the-shelf" courses such as Microsoft products were availableonline through the Canada School of Public Service's Campusdirect. The IMT Training

Unit continues to support the Locally Engaged Staff (LES) In-Canada courses and theAdministrative Assistants Development Program (AADP) in providing DFAIT-specific training usinga blended learning approach of classroom and online training. The IMT Training Unit alsoorganizes and manages training for employees from Other Government Departments (OGDs) whorequire SIGNET-related online training.

In 2007-2008, the CFSI IMT Training Unit created and launched the following two new onlineproducts:

1. The SIGNET C5 online course provides in-depth training for the new secure network. Thecourse includes a module about security of information and hardware as well as modulesintroducing new C5 users to logging on procedures and secure e-mails. All new C5 users arerequired to take the online training and achieve an 80% passing grade on the mandatory validationexam to receive their SIGNET C5 account. For the period of January 1, 2008 to March 31, 2008, atotal of 570 participants successfully passed the validation exam of which 507 participants tooktheir training in English and 63 participants took their training in French.

For the fiscal period 2007-2008, a total of 200 participants from OGDs took SIGNET C4/C5 trainingorganized and facilitated by the IMT Training Unit.

2. The ccmMercury Questions and Answers (Qs&As) online course which introduces users to thenew system used for processing Questions and Answers for Question Period was completed. Thissystem and online course will replace its predecessor, EQAMS.

In May 2007, special training on Introduction to SIGNET was given to 32 Military Security Guardsfrom DND in preparation for their posting abroad.

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REPORT ON LEARNING 2007- 2008SIGNET-related online training was offered in CFSS workshops at the Lester B. Pearson Buildingto OGDs. These departments included: Department of Agriculture and Agri-Food, Canada BorderServices Agency, Canadian Food Inspection Agency, Canadian International DevelopmentAgency, Department of Citizenship and Immigration, Canadian Nuclear Safety Commission,Department of National Defence, Export Development Canada, Department of Finance, Office ofthe Auditor General, Passport Canada, Privy Council Office, Department of Public Safety andEmergency Preparedness, Royal Canadian Mounted Police and Department of Transport. As well,members from the Provinces of Ontario and Quebec have also taken SIGNET-related onlinetraining prior to being posted abroad.

2.4.3. Human Resource Management

During this fiscal year, 28 DFAIT 101 orientation sessions were held for 410 newcomers to the department. The orientation course continues to be very successful in introducing employees tothe history, role and organization of the Department, departmental practices, working tools andfacilities. An online orientation site is also available for newly-hired locally engaged staff atmissions.

The online Occupational Health and Safety course designed to comply with the departmental obligations under Part II of the Canada Labour Code was accessed by approximately 300employees during 2007-2008.

In consultation with Security Operations – Commissionaires (SPSC) 17 first aid courses wereoffered and attended by 140 Fire Floor Emergency Officers.

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REPORT ON LEARNING 2007- 2008

3. OTHER LEARNING SERVICES OFFERED BY CFSI

3.1. Organizational Development

CFSI offers professional support to managers at DFAIT headquarters and at missions abroad requiringassistance to help staff better perform as teams in order to increase their effectiveness. In 2007-2008,thirty-eight activities (team-building, change management, etc) were provided, divided fairly evenlybetween the missions and headquarters.

3.2. Individual Professional Training (IPT)

The IPT program provides financial assistance to employees attending training courses during workinghours. The training must be functional rather than developmental in nature.

In 2007-2008, 527 users took advantage of the IPT, representing 2,809 student days of training. Usersreflected employees in many different occupational groups.

3.3. Training Outside of Working Hours (TOWH)

Another program of financial assistance, the TOWH provides funding for employees to take training(other than language training) outside of working hours. The training is targeted at improving jobperformance and/or complementing career development objectives.

In 2007-2008, the TOWH program was used by 219 employees, representing 7,735 student days oftraining. More than ninety percent (90%) were in occupational groups such as CS, CO, AS, CR, PM,FI, ES, and PG, as well as Locally Engaged Staff (LES) at Canadian missions abroad.

3.4. Learning Roadmaps

CFSD launched in 2007-2008 an innovative learning advisory online tool - Learning Roadmaps forDFAIT occupational groups - starting with the executive group and expanding to other groups. Thisnew tool will assist employees and managers in developing meaningful ILPs and allow CFSI to providea more sophisticated range of learning advisory services.

3.5. 2007 Leadership Conference

In November 2007 CFSD organised the DFAIT Leadership Conference which was the first conferenceof its nature hosted by the deputy ministers. It focused on leadership topics that transcend thedepartment’s borders. The theme for the 2007 DFAIT Leadership Conference, “Building Tomorrow”,captured the intent of the two days, which was to give an opportunity to reflect on the importance ofleadership in facing current and future challenges at DFAIT.

Some 350 departmental Directors, DGs and ADMs were in attendance, including senior managers fromheadquarters, regional offices and missions abroad.

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REPORT ON LEARNING 2007- 2008The topics covered by the various keynote addresses, panels and workshops included: DFAITleadership, governance and accountability in policy, program and service delivery; DFAITtransformation through leadership and learning aligned to government priorities; and, values-basedleadership, empowerment and engagement for organisational performance.

Government speakers, including Ministers Emerson and Bernier, the Clerk of the Privy Council,representatives of central agencies and partner departments, addressed the conference on theimportance of leadership in the context of Government’s priorities for DFAIT, support of centralagencies for the DFAIT transformation agenda, and how partner departments work with DFAIT atheadquarters and in our Missions abroad. Keynote speakers from the private and NGO sectors spokeon the practice of and investment in leadership.

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REPORT ON LEARNING 2007- 2008

4. OTHER DFAIT TRAINING PROVIDERS (ODTP’S)

While CFSI is the official training institute within the department, there are other areas of the departmentthat provide training related to a specific functional area. These other DFAIT training providers are listedbelow.

4.1. Trade (WSE)

The eServices division of the Trade Commissioner Service is in charge of delivering training related toseveral of the electronic tools that are used by Trade Commissioner and Trade CommissionerAssistants at missions abroad, in Canada and at Headquarters. Those tools, TRIO and the ContentManagement System (CMS), help trade staff deliver useful and effective services to their Canadianclients.

In 2007-2008, the TCS' electronic contact relationship management system, TRIO, was installed in 34additional missions; this required the training of more than 200 staff members. More than 100individuals working in missions where the system was already running also required training, whetheras newly-hired employees or to refresh their knowledge of various aspects of the application. Morethan 50 employees at HQ also received training on the application.

WSE is also charged with training mission users on the CMS, which allows missions to publish andupdate their on-line material themselves. There is usually one employee per section who is responsiblefor the CMS; in 2007-08, WSE trained 7 new users of this system.

Other training initiatives (refresher sessions for individual missions, Super-User sessions, sessions forprogram managers) have also been offered over the course of the year, based on needs identified inthe mission themselves or by the division. These sessions, in 2007-08, reached more than 100participants.

4.2. Trade (WTR)

The Trade Commissioner Service Renewal Division (WTR) offers a variety of courses and learningworkshops for the Trade Commissioner Service (TCS) employees and managers, be they Canadian-based (CBS) or locally-engaged (LES). Many of these courses were started withing the New Approach@ Work Initiative, which aimed at streamlining and rationalizing the way the TCS operates. Thesecourses are constantly updated to reflect the evolution of the Department and the TCS, with keyconcepts such as Integrative Trade, Global value Chains and Corporate Social Responsibility, amongothers.

In 2007-2008, WTR focused on providing the Global Learning Initiative (GLI-2) course for newcommercial/economic staff. The course was delivered at headquarters and abroad a total of 9 times to198 participants. Nearly 1,200 participants have followed this course since its inception in 2005.

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REPORT ON LEARNING 2007- 2008WTR, in cooperation with CFSI, has also delivered the Global Learning Initiative forcommercial/economic managers (GLI-1) course, a full-day session on Corporate Social Responsibility,as well as various information sessions for new recruits of the foreign service.

4.3 Security (ISCP formerly ISCT)

Under the Government Security Policy the objectives of the Security Education and AwarenessProgram are to inform and regularly remind employees of their security responsibilities, issues andconcerns and to brief individuals on access privileges and prohibitions attached to their screening level.To this end, the Security and Intelligence Bureau offers 14 different courses a year, ranging from locksand combinations to specialized training directed to Mission Security Officers. 1383 participantsbenefited from the Security Education and Awareness program in 2007-08. New employees to DFAIT,including contract employees are required to take the mandatory Introduction to Security course, whichnormally is offered two times per month. 752 participants took the Introduction to Security briefing in2007-08, an increase of 122 from the previous fiscal year.

The target audience is all Canada-based employees from DFAIT as well as Canada-based staff frompartner departments who are posted abroad and are enrolled in the pre-posting training and locally-engaged staff. Locally engaged staff also are provided security awareness briefings when in Ottawa forother work related training. During 2007-08, specialized security modules were delivered to HonoraryConsuls, employees proceeding abroad on temporary duty and to some geographic divisions.

The Security and Intelligence Bureau celebrated Security Awareness Week by demonstrating securityworking tools, providing security related information, issuing security broadcast messages andencouraging good security practices at missions abroad.

The Bureau has developed an on-line security awareness course, emphasizing the Protection ofInformation, for deployment later in FY 2008-09.

4.4. Technical Learning Centre for IT Professionals (TLC-AISL formerly SXMT)

The training of DFAIT IT Professionals is the mandate of the Technical Learning Centre – TLC (AISL)which is part of the Information Technology Bureau (AID) and which were formerly SXMT and SXD. There are currently four training programs offered at the TLC/AISL:

• Enhanced Support Model Abroad for Information Technology (ESMAIT/ETT CS): This is atraining program for former CS personnel to acquire knowledge and skills to become membersof the new category of Foreign Service Information Technology Professionals (FSITP). Thereare twelve courses in the ESMAIT/ETT CS program which spans over 55 days.

• FSTIP Academic and Technical training program: This training program is for newly-hired andexperienced civil servant from the CS community to acquire knowledge and skills to becomemembers of the FSITP category. This is a two year program.

24

REPORT ON LEARNING 2007- 2008• An Internship program for the FSITP. This program encompasses thirty-nine courses from the

AISL/TLC catalogue and four from external sources. This is a three year program. • A pre-posting training program to train FSITPs who are being assigned abroad. This program

is personalized and tailored to meet the FSITP training requirement based on the missiontraining curriculum.

In addition, AISL has a training catalogue available to all IT staff and encourages professionaldevelopment through conferences, vendor training and seminars.

One of the highlights of 2007-2008 was the completion of the ESMAIT/ETT program for EL; it must benoted that the last ESMAIT/ETT program for CS is scheduled for September 2008. Another highlight was the creation and successful implementation of the first distance learning package(dLearning) on Laser Printer Theory. To accomplish its mandate in 2007-2008, AISL had an operating budget of approximately $251,000and a salary budget $1,032,000. During this period AISL has delivered 233 courses for a total of 3360student days.

4.5. The Employee Services Bureau (AED)

The Employee Services Bureau (AED) offers pre-posting administrative briefings to employees andspouses who are being posted abroad. Two briefings are offered: a two-day briefing is offered toemployees and spouses who are posted for the first time and a one-day briefing is offered toemployees and spouses who have been posted previously. The briefings are offered between Marchand July.

The objective of these briefings is to provide employees and spouses with the information which theyrequire to prepare for their assignment overseas. The following subjects are addressed: the postingcycle, the Foreign Service Directives, distribution services, compensation services, education abroad,culture shock, diplomatic and consular immunities and privileges, security at the mission, conflict ofinterest and code of conduct and critical incident stress management.

4.6. Consular (CLPT, CNE and CLC)

Over the years, the Consular Services and Emergency Management Branch has developed a consulartraining program aimed at ensuring that personnel tasked with the delivery of consular services havethe requisite training to accomplish their specific role be they head of mission, manager of the consularprogram, consular specialist, honorary consular officer or someone who may be called upon to provideoccasional assistance to the program. The training is centred on the specific roles and responsibilitiesof the staff. This program has been designed on a simulation basis with emphasis on groupparticipation.

25

REPORT ON LEARNING 2007- 2008The Consular Training Section (CLPT) administers and delivers the core training program. Consulartraining courses are provided at headquarters and abroad for Canada-based and locally-engaged staff,honorary consular officers and their assistants. The Emergency Services Division (CNE) arrangestraining that is specific to the management of major international crises; and the Informatics Division(CLC) provides on-going technical training related to Consular Case Management (CAMANT),Consular Operation Management Information Program (COMIP) and Passport Management Program(PMP). Other training is arranged as needed to address professional development needs.

The Consular Services and Emergency Management Branch also offers a Torture AwarenessWorkshop, which is designed to raise awareness of consular cases that may involve allegations oftorture and abuse. The aim is to provide consular staff with tools to better enable them to recognize thesigns of torture/abuse, and to then take appropriate action. This two-day workshop was successfullydelivered abroad in Quito, Mexico City, Istanbul and Tunis during 2007-2008, and on several occasionsat headquarters. It is part of the mandatory training for new management consular recruits and hasbeen incorporated into the annual pre-posting program.

By the end of 2007-2008, 175 employees who volunteered to assist the CNE call centre during a crisishad received the Crisis Volunteer training. This training is designed to prepare volunteers for theseduties. It includes a thirty-minute online crisis tutorial.

In partnership with the Canadian Consulate General in Miami, six non-rotational Consular Services andEmergency Management Branch staff members were provided with the opportunity to obtain front-lineexperience in the delivery of consular services at a mission abroad. These Temporary DutyAssignments enabled staff members to better understand consular work from a mission perspective.

4.7. Information Management Improvement Program (AIMB)

The Information Management Improvement Program works closely with work groups to develop andimplement concrete solutions to common information management problems. Benefits include savingtime, reusing information, smoother handovers, sharing information with the right colleagues, capturingcorporate memory, and supporting employees in their responsibilities for information managementunder the Government of Canada's Policy on Information Management.

In 2007-2008, AIMB implemented this Program to16 groups (3 headquarters groups and 13 missions)working with a total of 1155 employees.

Training, an essential component of the IMIP, provided the 1155 employees with key skills and abilitiesrequired to address their individual and workgroup information management (IM) needs. Eachemployee received the following training using a variety of learning methods:

• Two e-learning courses pertaining to DFAIT's IM policies and practices and IM software, InfoBank.• ½ day hands-on classroom training on IM best practices and InfoBank.

26

REPORT ON LEARNING 2007- 2008• Individual 1-hour coaching sessions on IM best practices and InfoBank.• Eight 1-hour workshops were offered to each participant as optional learning opportunities and

were highly attended including topics such as 'Managing Email', 'Collaborating and Reviewing inWord', 'Sharing in Outlook using IM Best Practices', etc.

During an IMIP implementation, AIMB also worked closely with Information Technology Professionals(ITPs) and provided training and coaching on the use of IM best practices and InfoBank featurespertaining to the workgroup's requirements.

Other training initiatives, outside of the IMIP implementations, were offered by AIMB including:

• A training module on Information Management within the Administrative Assistant DevelopmentProgram (AADP).

• Information Management awareness within the DFAIT Intranet area entitled InformationManagement Improvement (i.e. IM/IT, Our Services).

• The 'Managing Information at DFAIT' e-learning course provides awareness to employeesinterested in learning about IM.

To accomplish the training component of the Information Management Improvement Program, AIMBused $221,375 of the operating budget (* travel excluded) and $152,845 of the salary budget andreached 1155 IMIP participants.

27

REPORT ON LEARNING 2007- 2008

5. VOLUME OF TRAINING

The next few sections will show CFSI training statistics extracted from HRMS (Human ResourceManagement System) using primarily Business Intelligence (BI) tools. As HRMS and BI are live databases,amending or adding data can result in subsequent reports generating different statistical data to thosereports generated to produce the statistical data in this report. However, every effort has been made toprovide accurate and complete statistical information as of the publishing of this report.

5.1. CFSI Curricula

CFSI has four main curricula which are outlined in Section 2 of this report. Each curriculum is furtherdivided into programs which are subdivided into courses. For this report, the term 'course' is used in itsbroadest sense and therefore includes all types of training interventions: workshops, retreats,conferences, seminars, and online tutorials and may be used interchangeably with the terms modules orprogram. Courses can be delivered in one of the following formats: instructor-led classroom, instructor-ledremote, eLearning online, or a blend of various formats.

The course statistics which follow include those delivered internally and those delivered by external sourcesbut paid for or coordinated by CFSI personnel.

CFSI Curricula Courses1 Sessions2 Students3 Students Days4

International Affairs (IA) 117 318 3,015 11,984

Professional Development (PD) 95 132 3,230 15,429

Management Development (MD) 17 114 630 2,448

Corporate Accountability (CA) 68 685 7,115 4,949

Total 297 1,249 13,990 34,8101. Courses: English and French courses are listed once. 2. Sessions reflects the number of times a course is offered.3. These figures reflect the number of students who completed courses and not the number of students who registered.4. Student days is calculated by multiplying the number of course offerings by the duration of the course and then by the number of students.

28

REPORT ON LEARNING 2007- 20085.2. Training (classroom and eLearning) by CFSI:

CFSI Training Courses Sessions Students Student Days

International Affairs

Area Studies1 2 2 57 411

Foreign Languages9 54 141 850 7,724

Intercultural Training2 9 40 533 699

International Business Development & Tradeand Economic Policy

20 31 566 1,213

International Security & Cooperation 25 60 661 1,299

Public Diplomacy 7 44 348 638

Professional Development

Admin Asst’s Development Program 34 42 415 335

Core Skills - Administrationl3 10 25 70 102

Foreign Service Development Program (FSDP) 2 5 115 647

In-Canada Locally-Engaged Staff (LES) Program 6 6 133 1,017

Management Consular Pre-Posting Training5 2 2 26 26

Official Languages11 3 14 29 1,024

Organisational Development10 38 38 1,696 1,734

Individual Professional Training (IPT)4 N/A N/A 527 2,809

Training Outside Working Hours(TOWH)6 N/A N/A 219 7,735

Management Development

Management Development 6 12 239 1,292

Required Training taken at Canada School 11 102 391 1,156

Corporate Accountability

Financial Management 12 10 61 670 263

Human Resources7 10 97 1,019 959

Information Management Technology8 14 136 3,557 762

Enterprise Resource Planning13 33 380 1,811 2,675

Property and Material Management 1 11 58 290

Total of CFSI Training 297 1,249 13,990 34,810

29

REPORT ON LEARNING 2007- 20081. Area Studies is training that is targeted at a specific geographic area, i.e., Middle East Study Tour.2. This Intercultural figure reflects the number of DFAIT who took training but does not include training delivered as part of the CIDA memorandum ofunderstanding which trains CIDA and NGO employees. 3. CORE Administration includes soft skill training available to all employees. 4. IPT is a fund rather than a program and therefore the course and session counts are not applicable. 5. The Management Consular Officer Development Program was not offered in 2007-2008 because there were no recruits into the MCO stream. The figuresstated in this report represent the MCOs who took pre-posting training.6. TOWH is a fund rather than a program and therefore the course and session counts are not applicable.7. These HR figures include Occupational Health and Safety and the Orientation of new employees. The figures for training on the Human ResourceManagement System (HRMS) are reflected in the ERP stats. 8. Majority of IMT training is now delivered via online courses. As the online courses are of much shorter duration than the classroom courses, the number ofstudents' days will be much lower than the student count. 9. Foreign Language figures include training taken by employees of DFAIT only and excludes employees from other government departments. 10. Organizational Development includes retreats.11. Official Languages figures are down considerably from last year’s report as a result of the OLT being transferred to Canada School of Public Service. Very fewparticipants were admitted in 2007 and OL training given at CFSL ended at the end of October 2007.12. Salary Management System training is included under Enterprise Resource Planning (ERP)13. Enterprise Resource Planning (ERP) includes training on Integrated Management System (IMS), Salary Management (SMS), and Human ResourceManagement System (HRMS).

5.3. Other DFAIT Training Providers (ODTPs)

Other DFAIT Training Providers Courses Sessions Students Students Days

Business Intelligence (AIAT) 1 6 29 32

Consular (CLPT, CNE, CLC) 15 171 674 2,051

Infobank (AIMB) 1 9 1,155 1,155

Interwoven(AIAW) 1 7 31 15

Security Training (ISCP) 11 79 1,383 830

Service Centre (AED) 2 16 588 869

Technical Training (AISL) 233 526 1,345 3,360

Trade (WTR) 1 9 198 792

Trade (WSE) 2 95 363 3,406

Other1 8 39 581 990

Total of ODTP 275 957 6,347 13,5001. Other areas of the department (a branch or a mission) which provided specific training for its employees.

5.4. All DFAIT Training Providers

DFAIT Training Providers Courses Sessions Students Students Days

CFSI 297 1,249 13,990 34,810

Other DFAIT Training Providers 275 957 6,347 13,500

Total of DFAIT Training Providers 572 2,206 20,337 48,310

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REPORT ON LEARNING 2007- 2008

6. FINANCE6.1. CFSI Expenditures

FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08

Salary $4.8M $5.5M $5.6M $5.1M $4.8M

Operations $8.69M $8.16M $7.56M $6.87M $5.9M

Total Expenditures $13.4M $13.6M $13.1M $11.9M $10.7M

6.2. CFSI Vote-Netted Revenue

2004-2005 2005-2006 2006-2007 2007-2008

DG & Management Services $24,236 $20,250 $24,426 $226,095

Corporate Service Learning $0 $0 $0 $0

Intercultural Learning1 $3,645,199 $4,527,291 $3,929,222 $4,408,373

Language Training2 $308,208 $797,966 $681,981 $453,070

Management & International Affairs Learning $240,153 $243,244 $43,937$ $38,766

Total $4,217,796 $5,587,751 $4,679,566 $5,126,3051. Through vote-netted revenue in 2007-2008, 5303 students attended the Intercultural Effectiveness courses and workshops and over 500,000 users accessed theCFSC internet website, www.intercultures.gc.ca.2. Through vote-netted revenue in 2007-2087, foreign language training was provided to 138 OGD students in 20 languages.

6.3. TOTAL Expenditures for 2007-2008 for major DFAIT Training Providers

DFAIT Training Providers Operating Budgetincl. Travel

Salary Budget Students Student Days Cost per Student Day3

Canadian Foreign ServiceInstitute (CFSI) $5,930,166 $4,854,490 (81 FTEs) 13,990 34,810 $309

Business Intelligence (AIAT) 0 $7000 (.10FTEs) 29 32 $218Employee Services (AED) $29,600 $15,000 (.02 FTEs) 588 869 $51InfoBank (AIMB) $221,375 $152,845 (8FTEs) 1,155 1,155 $324Interwoven (AIAW) $8000 0 31 15 $533Consular (CLPT and CLC) $310,000 $194,227 (3 FTEs) 674 2,051 $245Security (ISCT) $119,000 $79,586 (1.5 FTEs) 1,383 830 $239

Technical IT ProfessionalTraining (AISL)

$251,000 $1,032,000 (14 FTEs) 1,345 3,360 $381

Trade (WTR) $373,000 $100,000 (1.25 FTEs) 198 792 $597Trade (WSE) $670,000 $100,000 (2 FTEs) 363 3,406 $226Other N/A N/A 581 990 N/ATOTAL $7,912,141 $6,535,148 20,337 48,310 $3,123

3. Cost per student day is calculated by dividing the total of the operating and salary budgets by the number of student days.

31

REPORT ON LEARNING 2007- 20087. NEEDS ASSESSMENTS AND EVALUATIONS In early 2008, the Centre for International Affairs Learning and Management Development (CFSD) carried outa training needs assessment of the DFAIT middle management community. The goal of this initiative was toprovide directors and deputy directors with training that equips them to tackle the leadership challengesfacing them, and its focus was on management development at Headquarters. The learning needs of the middle management community were identified based on extensive review andanalysis of input from the managers and their employees, DFAIT senior management expectations, andcentral agency expectations. The report recommends that directors and deputy directors take a one-day course in financial managementat DFAIT. It proposes that the orientation program for directors provide them with the opportunity to discusstheir role and responsibilities at greater length with senior management. It also recommends that moreemphasis be placed on taking a problem-solving and experience-sharing approach to the practical issues thatdirectors regularly face. The main output of this assessment was a learning roadmap for middle managers that outlines the steps totake and the main management courses for newly appointed directors and deputy directors. These learningroadmaps will soon be available on the intranet site of the Canadian Foreign Service Institute (CFSI).

We are confident that these two learning roadmaps will meet the management and leadership needsmanagers have identified. A pilot project on financial management training was also proposed for directors,and we plan to offer this training to deputy directors in the near future.

32

REPORT ON LEARNING 2007- 20088. ANNEX8.1 Training (classroom and eLearning) at Missions by Geographic Area by all DFAIT TrainingProviders1

Geographic Area Students Sessions Student Days% Missions

Training (Student Days)

Africa and Middle East

Africa (Sub-Sahara) 249 203 737 6%

Middle East and North Africa 335 204 1072 9%

Americas

Latin America and Caribbean 533 371 1453 12%

North America 439 306 1236 11%

Asia Pacific

North Asia and Pacific 1261 230 2760 24%

South and Southeast Asia 494 258 1035 9%

Europe

Central, East and South Europe 779 271 1997 17%

EU, North and West Europe 720 256 1056 9%

Multilateral Missions

Multilateral Missions 2 105 90 299 3%1. With few exceptions, these statistics do not include mission-initiated training.2. Includes BNATO, GENEV, PESCO, PEOCD, PRMNY, VOSCE and VPERM.

33

REPORT ON LEARNING 2007- 20088.2 Training (classroom and eLearning) by Mission by all DFAIT Training Providers

Mission Students Session Completed Student Days

AFRICA AND MIDDLE EAST

MIDDLE EAST AND NORTH AFRICA

Abu Dhabi 16 14 36

Algiers 26 24 54

Amman 17 15 42

Beirut 21 17 46

Cairo 24 15 44

Damascus 9 8 22

Dubai 4 4 7

Kuwait 8 8 27

Rabat 9 8 35

Ramallah 23 17 28

Riyadh 23 17 425

Tehran 20 17 31

Tel Aviv 18 15 47

Tripoli 9 9 37

Tunis 18 13 26

AFRICA

Abidjan 28 20 48

Abuja 18 13 58

Accra 17 15 34

Addis Ababa 10 10 227

Bamako 8 7 14

Dakar 12 11 32

Dar-es-Salaam 11 11 29

Harare 9 9 7

Khartoum 17 15 38

Kigali 6 6 6

34

REPORT ON LEARNING 2007- 2008Mission Students Session Completed Student Days

Kinshasa 21 15 45

Lilongwe 2 2 10

Lusaka 4 4 6

Maputo 5 5 17

Nairobi 20 16 65

Niamey 8 7 21

Ouagadougou 6 6 15

Pretoria 38 23 44

Yaoundé 9 8 21

AMERICAS

NORTH AMERICA

Atlanta 9 8 12

Boston 12 9 47

Buffalo 10 9 208

Chicago 33 23 57

Dallas 12 12 28

Denver 23 20 69

Detroit 21 16 14

Houston 4 3 10

Los Angeles 13 12 61

Mexico 51 26 93

Miami 33 28 37

Minneapolis 19 17 27

Monterrey 8 7 24

New York 43 29 121

Phoenix 1 1 4

San Diego 1 1 4

San Francisco 10 8 16

Seattle 11 11 180

35

REPORT ON LEARNING 2007- 2008Mission Students Session Completed Student Days

Tucson 1 1 4

Washington 76 64 172

LATIN AMERICA AND CARIBBEAN

Bogota 29 13 512

Brasilia 21 19 59

Bridgetown 18 18 66

Buenos Aires 46 21 53

Caracas 45 29 130

Georgetown 19 17 40

Guatemala 17 16 34

Havana 34 19 61

Kingston 25 16 48

La Paz 1 1 1

Lima 19 16 36

Montevideo 2 2 11

Panama 5 5 15

Port-au-Prince 36 26 36

Port of Spain 35 29 48

PRMOAS 4 3 10

Quito 8 8 30

Rio de Janeiro 30 28 51

San José 18 11 36

San Salvador 12 12 32

Santiago 35 17 33

Santo Domingo 10 10 31

Sao Paulo 58 29 66

Tegucigalpa 6 6 14

36

REPORT ON LEARNING 2007- 2008Mission Students Session Completed Student Days

ASIA PACIFIC

NORTH ASIA & PACIFIC

Beijing 382 58 235

Chongqing 2 3 331

Guangzhou 58 21 43

Hong Kong 29 17 685

Osaka 2 1 1

Seoul/Pusan 44 28 317

Shanghai 108 22 60

Taipei 40 28 225

Tokyo/Nagoya/Fukuoka 161 48 428

SOUTH & SOUTHEAST ASIA

Bandar Seri Begawan 1 1 1

Bangkok 28 13 30

Canberra 20 9 19

Chandigarh 1 1 2

Colombo 20 15 83

Dhaka 33 17 51

Hanoi 31 27 354

Ho Chi Minh 6 6 8

Islamabad 27 21 55

Jakarta 26 14 22

Kuala Lumpur 26 21 62

Manila 38 28 68

Mumbai 11 9 21

New Delhi 40 32 62

Phnom Penh 1 1 1

Singapore 37 23 30

Sydney 17 14 33

37

REPORT ON LEARNING 2007- 2008Mission Students Session Completed Student Days

Wellington/Auckland 5 4 7

EUROPE

CENTRAL, EAST & SOUTH EUROPE

Almaty 4 4 6

Ankara 16 13 44

Athens 70 33 58

Belgrade 12 10 14

Bratislava 5 5 13

Bucharest 24 14 43

Budapest 35 20 48

Copenhagen 32 8 18

Helsinki 21 6 28

Kyiv 94 18 297

Moscow 185 53 650

Oslo 22 15 14

Prague 40 12 148

Reykjavik 4 4 5

Riga 4 4 215

Sarajevo 1 1 1

Stockholm 31 17 41

Tirana 8 6 3

Vilnius 2 2 2

Warsaw 21 18 195

Zagreb 7 6 13

38

REPORT ON LEARNING 2007- 2008Mission Students Session Completed Student Days

EUROPE UNION, NORTH & WEST EUROPE

Barcelona 4 4 12

Berlin 29 24 248

Berne 19 11 27

Brussels 32 19 45

Brussels EEC 5 4 3

Dublin 5 5 18

Lisbon 17 11 32

London 46 31 44

Madrid 13 8 32

Milan 1 1 1

Munich 4 4 12

Paris 61 43 74

Rome 75 39 102

The Hague 32 29 38

Vatican 3 3 5

Vienna 26 16 49

ORGANISATIONS

BNATO 21 20 40

GENEV 36 31 93

KANDH 22 16 45

PESCO 4 4 15

POECD 1 1 10

PRNMY 14 14 94

VOSCE 3 3 1

VPERM 4 1 1

39

REPORT ON LEARNING 2007- 20088.3. Training (classroom and eLearning) by Branch provided by All DFAIT Training Providers

Branch Students Sessions Student Days % of HQ Training(Student Days)

ACM 893 488 1,977 9%

BCD 207 138 298 1%

CFM 191 129 322 2%

CSM 82 73 103 0%

CXC 21 21 24 0%

DCD 214 136 210 1%

DFM 145 114 368 2%

GFM 397 334 802 4%

HCM - Other 1 1,145 779 6,999 31%

IFM 727 445 1,132 5%

IIT 407 364 829 4%

JFM 314 260 522 2%

NGM 290 190 651 3%

PFM 204 174 413 2%

RGM 954 793 2,571 11%

RLX 29 25 206 1%

SCM 792 447 1,969 9%

TPC 455 375 1,135 5%

WMM 552 428 1,157 5%

XDD 150 73 158 1%

ZID 101 85 280 1%

ANA 2 2 1 0%

FXIT 8 8 3 0%

ZBD 1 1 1 0%

SSFT 7 6 8 0%

Regional Office 132 73 338 1%

Other Branches 2 99 89 177 1%1. HMC - Other" figures includes Recruits, SAP positions and employees on long term language training. 2. Other Branches represents all HQ employees who do not fall under a Branch including MINA, MINT, USS, DMT, DMA, etc.

40

REPORT ON LEARNING 2007- 20088.4 Training (classroom and eLearning) at HQ by Division provided by all DFAIT Training Providers

Bureau Students Sessions Student Days

INTERNATIONAL PLATFORM

AAM 72 62 64

AED 1 1 1

AID 667 294 1,495

APD 20 19 28

ARD 133 112 389

COMMUNICATION

BCD 17 16 10

BCF 32 29 41

BCI 96 62 148

BCM 59 28 94

BCS 3 3 5

CONSULAR SERVICES AND EMERGENCY MANAGEMENT

CFM 1 1 5

CND 137 77 355

CLD 53 51 62

COMMUNICATION

CSM 24 18 41

CMC 12 11 13

CMR 27 26 28

CMS 19 18 21

EXECUTIVE SERVICES

CXC 3 3 1

CCR 9 9 6

CCS 9 9 17

41

REPORT ON LEARNING 2007- 2008Bureau Student Sessions Student Days

CORPORATE SECRETARIAT

DCD 16 15 17

DCB 32 29 27

DCC 25 19 34

DCL 14 12 7

DCP 118 52 118

DTB 2 2 1

DTD 6 6 5

DTL 1 1 1

AFGHANISTAN TASK FORCE

DFM 1 1 1

DFD 119 90 322

DGD 25 23 45

GLOBAL ISSUES

GFM 4 4 2

GDD 69 58 425

GED 83 74 103

GHD 114 96 167

GID 127 102 105

HUMAN RESOURCES

HCM 6 6 11

CFSI 264 167 266

HAD 24 20 202

HAM 54 40 57

HES 50 39 102

HFD 67 61 98

HLD 37 30 100

HMD 1 1 1

HMO 126 82 198

42

Bureau Student Sessions Student Days

HUMAN RESOURCES

HRB 14 7 16

HSD 76 66 132

Pool Rollup 426 260 5,816

INTERNATIONAL SECURITY

IFM 19 17 16

IAM 16 12 159

ICX 29 22 31

IDD 140 109 258

IGX 112 66 134

IRD 178 139 302

ISD 222 70 219

IXS 11 10 13

INVESTMENT, INNOVATION AND SECTORS

IIT 1 1 1

BDM 97 83 159

BDP 121 107 260

BMG 4 4 4

CSS 92 85 201

IIP 68 62 170

IIV 19 17 31

XMG 5 5 3

LEGAL ADVISER

JFM 2 1 1

JAM 18 17 13

JLD 122 98 223

JLT 159 133 282

JLX 13 11 3

REPORT ON LEARNING 2007- 2008

43

REPORT ON LEARNING 2007- 2008

Bureau Student Sessions Student Days

NORTH AMERICA

NGM 46 5 25

NAD 145 109 483

NAM 43 28 37

NCD 26 21 59

NED 19 19 37

NGMX 11 8 10

STRATEGIC POLICY AND PLANNING

PFM 7 6 5

CAM 15 9 21

CPD 35 34 221

PDD 54 54 44

PID 57 39 84

PRD 36 32 38

BILATERAL RELATIONS

RGM 5 5 20

FTAG 39 27 47

RAD 79 64 103

RED 54 47 311

RFD 109 84 669

RLD 212 187 348

RMD 106 87 220

RPD 116 92 200

RRD 72 63 417

RSD 162 137 236

AMERICAS STRATEGY

RLX 27 23 201

RLXS 2 2 5

44

REPORT ON LEARNING 2007- 2008

Bureau Student Sessions Student Days

CORPORATE SERVICES

SMD 631 313 1,561

SPD 89 77 110

SWD 72 57 298

TRADE POLICY AND NEGOTIATIONS

TPC 1 1 5

TMG 16 15 24

TPB 156 110 579

TPI 75 62 234

TPM 127 113 153

TPN 76 70 131

TPX 4 4 9

GLOBAL OPERATIONS

WMM 7 7 9

WMA 111 91 180

WME 131 90 373

WMS 185 140 356

WMT 118 100 239

OFFICE OF PROTOCOL

XDD 62 3 62

XDC 47 40 40

XDM 8 8 15

XDS 11 8 6

XDV 22 14 35

INSPECTOR GENERAL

ZID 13 13 13

ZIE 14 14 18

ZIV 62 46 227

ZVE 12 12 22

45

REPORT ON LEARNING 2007- 2008

Bureau Student Sessions Student Days

REGIONAL OFFICE

BOA (Atlantic) 24 17 36

BON (Prairies and Northern) 41 22 143

BOO (Ontario) 10 9 23

BOP (Pacific) 25 13 68

BOQ (Quebec) 32 12 68

CHIEF AIR NEGOTIATOR

ANA 2 2 1

OFFICE OF TRANSFORMATION

FXIT 8 8 3

CHIEF AUDIT EXECUTIVE

ZBD 1 1 1

OFFICE OF THE SECRETARY OF STATE

SSFT 7 6 8

OTHERS

DMA 16 16 21

DMT 40 34 100

MINA 9 6 14

MINT 11 10 8

USS 23 23 34