Creating a Learning Public Service:The Canadian Experience, eh?

Paul McDowallKnowledge Management AdvisorCanada School of Public Service

Creating a Learning Public Service:The Canadian Experience, eh?

Paul McDowallKnowledge Management AdvisorCanada School of Public Service

AgendaAgenda

Our Journey to Date: A GrowingEmphasis on Learning

Learning Across the Canadian Public Service: The Current State of Practice

Where are we headed?

Growing Emphasis on Learning in the Public Service

Growing Emphasis on Learning in the Public Service

• Formation of Language Training Centre (1964)

• Formation of Training and Development Canada (1990)

• Formation of Canadian Centre for Management Development (1991)

• Emphasis on formal learning/training courses

• Separate learning/training centres and institutes

• Use of private sector suppliers

• Question: What is the connection between training and the PS priorities?

Growing Emphasis on Learning in the Public Service (cont’d)

Growing Emphasis on Learning in the Public Service (cont’d)

• ‘Learning’ a growing emphasis for the Clerk of the Privy Council“ We don’t make widgets, we manage knowledge, that’s what public sectorpeople do, and when you are managing knowledge, your number one tool islearning”, 1998

• COSO Learning and Development Committee (1999-2003)- oversight, guidance, exemplary practice

• ‘Learning’ a corporate priority for 2002-2003

• Policy on Continuous Learning (2002)

• Public Service Modernization Act (2004, 2005)

• Canada School of Public Service (2004)

• Learning Training and Development Policy (2006)

The Current State of Practice

The Canada School of Public Service

The Current State of Practice

The Canada School of Public Service

“A successful learning strategy requires three types of interconnected learning:

• building individual capacity so that public servants are able to perform in their current job, take on the challenges of the next job and lead change;

• strengthening organizational leadership by using departmental learning strategies to manage change and deliver results for Canadians; and

• innovation in public sector management so that leading edge practices in public management and administration are adopted across the government through learning.”

The Role for the Canada School of Public Service

The Role for the Canada School of Public Service

• Providing Foundational Learning- Design and deliver learning that is foundational for the public service (e.g. orientation

at all levels, training on authority delegations, professional and leadership foundations).

• Providing Strategic Advice- Provide strategic advice to departments on how to develop and implement learning

strategies to advance their corporate priorities.

• Delivering Best Management Practices- Capture the best and latest in public sector management practices to share across the

public service.

• Acting as a Learning Clearing House- Create a high-quality marketplace for learning solutions from many sources by setting

standards, accrediting courses, evaluating learning products and publicly reporting all learner feedback.

• Measuring and Reporting Outcomes- Measure and report on learning undertaken and results achieved across the public

service to assess knowledge acquisition.

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The School has renewed its strategic orientationCSPSMandate

To implement a more coordinated approach to Public Service learning and to better align learning with the business priorities of government in a dynamic, bilingual environment.

OrganizationalLeadership

IndividualLearning

Innovation inPublic

Management

StrongInnovative

Public ServicePublic servants able to perform in their current job,

take on the challenges of the

next job in a dynamic, bilingual

environment.

Departmental learningstrategies that betterleverage individualknowledge, managechange and deliver

results for Canadians.

Dissemination of leading-edge practices in

public management /administration across government through

research and learning.

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INDIVIDUAL LEARNING

Public Service Foundations Professional Development

Orientation to the Public Service • Who we work for

• Who we are

• How we do what we do

• What’s ahead

Authority Delegations• Delegations

(Human Resources, Finance, Info Management,Procurement)

• Legal Reqt’s

Leadership Development

Training for Functional

Groups• Procurement,

Material Mgt, Real Property

• Info Mgt

• Human Resources

• Financial

Leadership Competency

• Strategic Thinking

• Engagement

• Managing Excellence

• Value & Ethics

Development Programs(e.g. ALP, AEXDP)

Official Languages

Training

Build individual capacity so that public servants are able to perform in their current job, take on challenges of the next job in a dynamic bilingual environment.

Leadership Foundations (e.g. Living Leadership,

Direxion)

Organizational leadership

Organizational leadership

Public Management

Public Management

Individual Learning

Individual Learning

Job competencies

Professional Foundations

Required Training includes:Required Training includes:

• Orientation to the Public Service - for employees newly appointed to the Public Service

• Authority Delegation Training and Assessment- for newly-appointed supervisors, managers and executives

• Authority Delegation Online Assessment - for existing managers and executives

• Professional Training for Functional Specialists

REQUIRED TRAINING

Orientation to the Public ServiceOrientation to the Public Service

• Who?- Newly appointed indeterminate and term employees of 6 months plus

one day will complete a 2-day orientation program in Ottawa

• Why?- To ensure that employees share a common understanding of their

role in the Public Service, and the values and ethics of the Public Service.

• What?- Learn:

• Who we work for• Who we are• What is expected of us• What we can expect

• When? - Registration within 2 months of appointment.- Successful completion within 6 months of registration.

REQUIRED TRAINING

Authority Delegation Assessment and TrainingAuthority Delegation Assessment and Training

• Who?- Newly appointed and existing supervisors, managers and executives.

• Why?- To ensure that managers at all levels have the knowledge they need to

exercise their delegated signing authorities.

• What?- Online authority delegation validation tool for existing managers and

executives- Classroom training for new supervisors- Classroom training and online assessment for new managers and executives

in financial management, HR management, procurement and information management

• When?- Existing managers appointed before January 1, 2006 must complete the

online assessment by December 31, 2006.- Newly appointed supervisors, managers and executives must register for

training within two months of their appointment and complete the training within six months of registering.

REQUIRED TRAINING

Functional CommunitiesFunctional Communities

• Who?- Specialists of functional communities, including Information

Management, PMMRP, Human Resources, Internal Audit and Finance.

• Why?- To ensure that specialists meet the professional standards

established by the relevant authority for functional communities.

• What?- Training in fundamental courses for each functional community.

• When?- Registration within 2 months of appointment.- Successful completion within 6 months of registration

REQUIRED TRAINING

PROCUREMENT, MATERIEL MANAGEMENT AND REAL PROPERTYPROCUREMENT, MATERIEL MANAGEMENT AND REAL PROPERTY

• Courses developed in collaboration with the Professional Development Certification Program (PDCP) Management Office and the interdepartmental PDCP-Advisory Committee

• Many of the courses are recognized by the PDCP Management Office of Real Property and Materiel Policy Directorate of the Treasury Board of Canada Secretariat

• Courses include:

Procurement Materiel Management Real Property

Introduction to Procurement (M718) Introduction to Materiel Management (M704)

Introduction to Real Property (M721)

Overview of Materiel Management (M705)

Overview of Procurement (M719) Overview of Procurement (M719)

Overview of Real Property Management (M005)

Overview of Real Property Management (M005)

Overview of Materiel Management (M705)

Legal and Policy Environment for PMMRP (M714)

Life Cycle Asset Management in the Government of Canada (M716)

FUNCTIONAL COMMUNITIES

INFORMATION MANAGEMENTINFORMATION MANAGEMENT

• Courses developed in collaboration with the Organizational Readiness Office (ORO) and the Information Management Community

• Supports the implementation of the Management of Government Information Policy• Courses include:

Information Management: Environment and Vision in the Government of Canada (I110)

Information Management: Legal Policy and Framework (I120)

Assessment and Evaluation (I210) Planning for Strategic Information Sharing (I320)

Managing Government Information Throughout Its Life Cycle (I220)

Leading Information Management (I330)

Integrated Information Management (I310) Records Management (I001)

Access to Information (I704) Managing Government Information Resources (I707)

Privacy Legislation (I705) Safeguarding Sensitive Information and Assets (I706)

FUNCTIONAL COMMUNITIES

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ORGANIZATIONAL LEADERSHIP

Advise Departments

Build key relationships in departments (Departmental Portfolio Managers/Account Managers)

Share smart practices that build organizational capacity

Advise on developing organizational learning strategies

Support DepartmentsSupport Senior Leaders

Advanced Leadership Development program

Thematic Series

Roundtables

Assist in implementing organizational learning strategies

Monitor implementation and perform ongoing evaluations

Help departments use organizational learning strategies to manage change and deliver results for Canadians

IndividualIndividual Public Management

Public Management

OrganizationalLeadership

OrganizationalLeadership

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INNOVATION IN PUBLIC MANAGEMENT

Help departments accelerate innovation in public management for results

Scan and Prioritize Build Smart Practices Maximize Diffusion & Adoption

• Leverage behavior change through seniors leaders development and strategic advise to departments

• Strengthen international development program

Build understanding on future challenges.

Frame Emerging Issues

Learn from:• federal government

departments• other governments• other countries

• Work with departments to package key innovations for wider adoption

• Build safe spaces where senior leaders can work through complex problems

IndividualIndividual Organizational leadership

Organizational leadership

Public SectorManagementPublic SectorManagement

The Management Accountability FrameworkThe Management Accountability Framework

Where are we headed?The Public Service Renewal Agenda

Where are we headed?The Public Service Renewal Agenda

“To be successful, our approach to renewal has to be targeted, pragmatic, and results-oriented. We need to:

- rethink our recruitment model; the Public Service of Canada cannot be a passive recruiter of talent;

- rethink our development model; to manage for excellence and focus on leadership;

- rethink the jobs-for-life and one-size-fits-all model; to encourage more interchanges with the private sector; more mid-career and end-of-first-career recruitment; and,

- rethink the public service brand; focus on excellence, unique careers and the opportunity to make a difference for your country.”

(From the Remarks by the Clerk of the Privy Council and Secretary to the Cabinet at the McMaster-Ottawa Alumni Fall Speaker Series, October 26, 2006)

What does Excellence look like? some examplesWhat does Excellence look like? some examplesEFQM Excellence Model

Seimens AG KM Maturity Model

Canadian Framework for Business Excellence (NQI)

Australian Business Excellence Framework (SAI)

What does Excellence look like? some examplesWhat does Excellence look like? some examples

Ibero-American Excellence Model (IEM)

Japan Quality model

Singapore Quality Award Framework

Baldrige Criteria for Performance Excellence

What does Excellence look like? some examplesWhat does Excellence look like? some examples

European KM FrameworkCenter for Organizational Excellence

Some Key Characteristics of the Excellence ModelsSome Key Characteristics of the Excellence Models

• The models are integrative and holistic in nature- The focus is on the organization as a whole (a systems view)- All components have a dynamic interplay in the strategic change approach to

achieve results

• Leadership is a key enabler- The Leadership function is embedded and fostered at all levels- Leadership development is as closely linked to operations as it is to strategy- Leadership typically entails modern facilitative approaches vs control-oriented

doctrinal approaches

Leadership at NASALeadership at NASA

Some Key Characteristics of the Excellence ModelsSome Key Characteristics of the Excellence Models

• The models are integrative and holistic in nature- The focus is on the organization as a whole (a systems view)- All components have a dynamic interplay in the strategic change approach to

achieve results

• Leadership is a key enabler- The Leadership function is embedded and fostered at all levels- Leadership development is as closely linked to operations as it is to strategy- Leadership typically entails modern facilitative approaches vs control-oriented

doctrinal approaches

• Knowledge and Learning are key enablers- knowledge and the contribution of people as knowledge-workers is essential for

knowledge-based results- Knowledge Management is an enabling strategy for organizational excellence- Organizational learning vs individual learning; formal and informal learning;

blended learning; experiential learning; community learning; etc

Paul McDowallKnowledge Management AdvisorCanada School of Public Service373 Sussex Drive, Ottawa, K1N6Z2, CanadaPaul.mcdowall@csps-efpc.gc.caTel: 613-995-3705

Canada School of Public Servicehttp://www.myschool-monecole.gc.ca/main_e.html