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Collaborating for Improving Public Services in Education

Learn how collaboration can enhance public services in education and develop the skills of public servants. Join us for #Collaborate2020. #OPS2020. #ITCarlow.

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Collaborating for Improving Public Services in Education

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  1. Improving Public Services through Collaboration in Education #Collaborate2020 #OPS2020 #ITCarlow

  2. DEVELOPING OUR PEOPLE AND ORGANISATIONS CONTINUOUS AND RESPONSIVE PROFESSIONAL DEVELOPMENT Towards the Development of Public Service Core Skills Grainne Cullen, Department of Education and Skills

  3. Pillar 3: Developing our people and organisations • Building agile and resilient public service organisations that are required to meet citizens’ expectations for high quality public services in an ever changing and increasingly demanding environment • Seven actions designed to support public servants and the organisations in which they work in achieving effective management and equip them with the right mix of skills and tools to deliver quality services to the public (OPS 2020) • 2 Priority Actions for 2018/19: • Action 13: Strategic Workforce Planning • Action 14: Continuous and Responsive Professional Development

  4. Action 14 • Continuous and Responsive Professional Development • Public servants are central to the delivery of quality public services • We want to develop a public service that values learning and development and provides opportunities for personal and professional development that benefits the individual, the organisation in which they work and the citizens that they serve

  5. Cross Sectoral Action Team • Civil Service (One Learning) • Defence Forces • Dublin City Council • Education, Junior Cycle Support Team and Centre for School Leadership • HSE and the Leadership Academy • Local Government Management Agency • Probation Service • Department of Education and Skills • Department of Health • Department of Defence

  6. What approach? • From CPD to CPPD • How can we support people, at every level in the public service, to address current and future challenges and opportunities to deliver services better? • Recognition of the barriers and challenges including recognition of the value of CPPD, lack of consistent system wide data, difficulties including costs of releasing staff, degree of inertia or change fatigue, retention and IR issues. Diversity of size, terms and conditions, location and grading systems. • What can we do enabled by the combined strength of civil and public service leaders being brought together around one table with a common purpose?

  7. What can we do? • Build on current strengths and existing initiatives as the foundation for a longer term shift in culture • Encourage cross-sector working championed by senior leaders to achieve a change over time • Concentrate on the development of public servants’ skills, capacity and effectiveness both in their current roles and in preparing them for future roles and responsibilities • Provide information and evidence of models of CPPD to support professionals and generalists in upskilling and reskilling irrespective of grade or location

  8. Three phase 1 projects CPPD Profiles - data Sharing learning from Leadership CPPD models Towards the recognition of core skills Experiential Learning Opportunities (including short-tem mobility or placement) Shifting organisation culture – change guide Measuring the value of CPPD

  9. Towards the recognition of public service core skills • Purpose driven by needs: • to deliver agile and resilient public service organisations that meet citizen’s expectations for high quality public services in an ever changing and demanding environment • needs of individuals in the work place including the need for opportunities to upskill, reskill and for personal and career development • to recognise formally skills, knowledge and competencies to encourage meaningful career pathways for professionals and generalists irrespective of grade or location • This project will provide information on an approach to the recognition of public sector core skills that could be used across the public sector

  10. Project phases • Phase 1: Capture and share lessons learnt (Defence Forces and the Institute of Technology Carlow) • Phase 2: Explore the applicability of a similar approach to another public sector organisation – “live pilot” • Phase 3: Possible identification of common core skills at different levels of the public service for inclusion in future sector specific programmes and qualifications • Phase 4: Publish a guide to the engagement, development, delivery and review process that could be used by the wider public service to engage with recognised Education providers

  11. Next steps • Identifying a pilot project to track lessons learnt and develop a guide to the engagement process • Identify other “like” engagements from which we can capture and share learning • Dissemination of the video(s) from today’s event to share learning and encourage public service organisations and education providers to get involved

  12. Q & A Panel discussion chaired byDr Alan Wall, Assistant Secretary Department of Education and Skills #Collaborate2020 #OPS2020 #ITCarlow

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