Civil Aviation supports the Department’s “commitment to being a bilingual, ethical and inclusive learning organization that invests in employees’ knowledge, skill and competency development”1 and complies with Treasury Board Secretariat’s Management Accountability Framework (MAF) and the Program Activity Architecture (PAA).
Civil Aviation’s commitment to learning activities maximizes the Department’s investment in continuous learning and strategically aligns with the Department’s objectives. This learning strategy is aligned with the Transport Canada Policy on Learning, Training and Development and the Civil Aviation Integrated Human Resources Plan.
A coherent and comprehensive continuous learning strategy strongly contributes to employee competence and long-term organizational viability and supports Civil Aviation’s mission “to develop and administer policies and regulations for the safest civil aviation system for Canada and Canadians using a systems approach to managing risks.”
Investing in the knowledge, skills and competencies of current and future workforces is crucial to achieving Transport Canada Civil Aviation’s (TCCA) vision of “an integrated and progressive civil aviation system that promotes a proactive safety culture.”
Civil Aviation’s learning strategy provides a consolidated approach to building a learning organization within Civil Aviation contributing to the principle of recognizing and strengthening the qualifications, skills and knowledge of all employees.
Annex 1 contains all definitions and terminology to aid in the interpretation of this strategy document.
The Civil Aviation learning strategy has three major objectives. These include:
Objective 1 – Development of a Learning Organization
Strengthening qualifications, skills and knowledge requires a learning organization that is innovative and committed to continuous improvement to meet the needs of the Department’s overall objectives and strategic priorities. In order to meet this objective, Civil Aviation will:
Objective 2 – Training to Meet the Organizations and Employees’ Needs
Training must be provided which meets not only the current and future needs of the organization but also enhances employee performance and closes competency gaps. It must also align with the Department’s business priorities and the Civil Aviation Integrated Human Resources Plan and provide opportunities for career development for its employees.
To meet this objective, Civil Aviation will:
Objective 3 – The Efficient and Effective Delivery of the Civil Aviation Learning Program
The delivery of an efficient and effective learning program involves leveraging existing learning initiatives and promoting innovation in our approach to learning.To meet this objective, Civil Aviation will:
Implementation of this Learning Strategy will contribute to Civil Aviation ‘s vision of “an integrated and progressive civil aviation system that promotes a proactive safety culture” by promoting a learning organization that meets the needs of the organization and its employees.
“Training” and “learning” are often used interchangeably and yet are two very different concepts. The definitions that follow are provided as a guide for this Learning Strategy.
Competency – a group of related behaviours based on job requirements that describe how to successfully do work. They describe what highly successful performance looks like and enable individuals to excel. Competencies are written in a prescribed manner such as the name of the competency, its description and a list of behavioural indicators.
Continuous Learning - the lifelong process comprised of the sum of training, development, and learning. Once individuals work in an environment where these three activities are present, and actively participate in each, lifelong learning becomes a reality.2
E-learning - the use of Internet technologies and other computer-based methods to deliver training content and to enable learning and improve organizational performance.
Learning - the acquisition and creation of new knowledge and ideas at the individual level that changes the way an individual perceives, understands or acts.2 Learning can be acquired through a variety of means, both unstructured and structured, from day-to-day experience to formal training.
Individual Learning Plans - written agreements between the employee and his manager, outlining learning activities to be undertaken and the commitment to complete them. Learning activities should align with both the needs of the organization and the individual.1
Learning Management System (LMS) is a term to describe software tools designed to schedule, manage, track and report on user-learning activities. LMSs go far beyond conventional training records management and reporting. The value-added for LMSs is the extensive range of complementary functionality they offer. The Transport Canada Comprehensive Review identified the requirement for a more formalized national mechanism to link and support departmental learning, training and development stakeholders for the purposes of discussing and; making strategic decisions on learning needs, plans, strategies and investments.
Learning Organization – is an organization in which learning and adaptation to new information is constant, interactive and encouraged. The organization adapts naturally to challenges and changes from outside and from within. It facilitates the learning of all its members and continually transforms itself.1
Learning Path - describes the sequence of learning activities and events that lead to a prescribed level of proficiency. It contains recommended learning activities, provide direction and focus in the creation of learning plans and aid in the identification of performance objectives. The learning paths are based on different work streams and identify learning in four categories:
Performance Measurement Logic Model - Civil Aviation's Performance Measurement Logic Model identifies the key components of the Aviation Safety Program Activity (3.1) and is aligned with the Departmental Program Activity Architecture (PAA). The model enables the reporting of results against the ultimate outcomes of continued improvement to the high level of aviation safety in Canada and a high level of public confidence in our Aviation Safety Program. Within the model, the components identify our governance structure, office of primary interest, key activities and the related strategic outcomes, performance indicators and targets for each sub activity.
Program Activity Architecture (PAA) - An inventory of all the activities undertaken by a department or agency. The activities are depicted in their logical relationship to each other and to the Strategic Outcome(s) to which they contribute. The PAA is the initial document for the establishment of a Management Resource and Results Structure (MRRS).
Training - represents an organized, disciplined way to transfer the knowledge and know-how that is required for successful performance in a job, occupation or profession. It is ongoing, adaptive learning, not an isolated exercise. 2
Work stream - is a set of associated activities, focused around a particular scope that follows a path from initiation to completion.