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Leadership Development

This draft discusses the Canadian Public Service's context for leadership development and the need for it to respond to the changing world. It explores the importance of effective leadership in individuals, communities, and organizations. The draft also highlights the role of strong networks in developing learning in the public service and empowering individuals. It concludes by mentioning the review and strengthening of leadership development, core objectives for the learning curriculum, and lessons learned from the journey.

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Leadership Development

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  1. Leadership Development Presentation to the Caribbean Conference on Public Sector Reform St. Lucia November 3, 2009 DRAFT

  2. The Canadian Public Service: the context for leadership development • Canada’s Public Service: • 250,000 highly-trained professional public servants; • Must meet diverse needs and reflect our diverse population. • Increased complexity of files: • Cross cutting; • Global awareness and linkages. • The Canada School has a legislated mandate: • Providing a range of learning activities to build individual and organizational capacity and management excellence within the Public Service. 1 DRAFT

  3. Leadership development needs to respond to the changing context • As the world changes the Public Service must also change. • Public Service Renewal: • Attract highly skilled people; • Support knowledge acquisition; • Develop existing employees. • Facing demographic challenge: • Approximately 50% of executives can retire without penalty in 2012. • Importance of professionalizing public service e.g. finance, HR. 2 DRAFT

  4. Effectiveleadership: individuals, communities, organizations • Effective leadership in the public service requires: • Empowering individuals; • Improving learning opportunities for communities; • Building learning capacity within organizations. 4 DRAFT

  5. Strong Networks Developed Organizations Learning in the Public Service Empowered Individuals • School’s Role • To foster individual learning, the School provides: • Required training • Professional development • Leadership development • School’s Role • To foster community learning, the School works with functional communities to help them: • Build capacity • Identify learning needs • Develop structured curricula • Manage certification • School’s Role • To foster organizational learning, the School: • Helps management teams develop learning strategies • Facilitates discussion 5 DRAFT

  6. Leadership development being reviewed and strengthened • Focus on Talent Management: • Identifying potential at all stages of a career. • Canada School targets curriculum: • By level: continuum from managers to senior leaders; • By learning community. • Curriculum designed to support: • Doing the current job; • Mastering the current job; • Preparing for the next job. 5 DRAFT

  7. Core objectives for learning curriculum • Provide common, structured learning opportunities to a broad reach of public servants: • Complements and support learning gained through work experience. • Content relevant to current priorities: • alignment with craft of government; • annual curriculum review; • ongoing needs assessment; • learning advisory committees at each level. • Build strong communities which foster peer learning and innovation across the public service. 6 DRAFT

  8. Lessons learned from the Journey • The engagement of senior public service leaders is vital: • define public service strategies, core values, leadership models and leadership competencies, and articulate a management accountability framework; • Developing strategies on learning; • Contributing to the design and delivery of leadership development programs; • Championing particular leadership development programs. 8 DRAFT

  9. Empowered Individuals DevelopedOrganizations Connected & Aligned Organizations StrongNetworks Leadership Framework 9 DRAFT

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