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Innovations in Leadership Training January to September 2004 Presentation at World Bank

Innovations in Leadership Training January to September 2004 Presentation at World Bank March 22, 2005. Presentation. Madagascar Challenge Desired Outcomes Core Team Program Participants, Design and Content Evaluation Results Lessons Learned Appendices: IPAC and ENAP.

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Innovations in Leadership Training January to September 2004 Presentation at World Bank

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  1. Innovations in Leadership Training January to September 2004 Presentation at World Bank March 22, 2005

  2. Presentation • Madagascar Challenge • Desired Outcomes • Core Team • Program Participants, Design and Content • Evaluation Results • Lessons Learned • Appendices: IPAC and ENAP

  3. Madagascar Challenge How to “kick-start” implementation of poverty reduction agenda • improved governance • broad based growth • human security

  4. Desired Outcomes • Improved capacity of ministers and secretaries general to implement public sector services directly, efficiently and rapidly • Reduced poverty – enhanced quality of life for every citizen in Madagascar

  5. Core Team Madagascar • Vice-Prime Minister • Chief of Staff, Presidency • Secretary-General, Ministry of Finance • Malgache Academy • École nationale d’administration de Madagascar (ENAM) • Executive Director, Operations, Prime Minister’s Office Canada • Institute of Public Administration of Canada • École nationale d’administration publique • Two former Ministers, Quebec government • Deputy Minister, Quebec government

  6. Program Content • The environment of a minister (how to choose close collaborators, how to interact with members of parliament and the press) • How to priorize, implement and monitor very ambitious policy agenda • How to effect and manage change • How to enhance internal and external communication • How to manage professional and personal time • Administrative reforms around the world

  7. Program Design • Presentation of cases and discussions • Discussions around Malagasy issues an priorities • Presentation of methodologies • Practitioner-to-practitioner sharing • One-on-one discussions with Quebec government counterparts

  8. Evaluation • External, formal evaluation • First phase • Participants’ assessment questionnaire • Before and after evidence of learning questionnaires • 100% response rate (41 participants)

  9. Participants’ Assessment • Very high satisfaction rate overall • Practitioner meetings and presentations received highest ratings • Choice of “instructors” reflected participants’ interests • Learned new concepts and management tools, experienced new insights

  10. Assessment Differences Ministers’ responses • modestly more positive • higher rating for discussion of Malagasy priorities Secretaries General responses • higher rating for understanding role of leader, for delegating responsibilities and for practitioner perspectives

  11. Evidence of Learning Comparison of pre- and post-course questionnaires revealed changes in some important ways including an enhanced focus on: • importance of common vision: communication, coherence, cohesion and consistency • stratification of priorities • change management through consultation, collaboration and communication • family/work balance

  12. Evaluation – Next Steps Interview participants to determine extent to which new knowledge and insights have been applied, and constraints Explore • Differences in benefit • Corporate values • Issues of trust • Problems of “logique sectorielle” • Implementation of new ideas and structures

  13. Follow-up Activities • Signature of a MOU between ENAP and ENAM • Workshops for central administration directors general and directors • Workshops for provincial directors • Led by ministers and secretaries general • Focused on leadership and change management in the context of civil service reform

  14. Lessons Learned • Malagasy leadership was key to program success: sustained and visible support of the President, Prime Minister and Vice Prime Minister • The close relation with the Quebec government was also an important success factor • Though contexts differ, it appears that leadership principles and sound management practices can be adapted throughout the world • Public sector leaders benefit from the sharing of expertise, experience, successes and challenges nationally and internationally

  15. Lessons Learned Off-site program for mixed groups of Ministers and Secretaries General provided a unique opportunity to • share ideas and issues in a frank and sincere way • understand each others’ roles, responsibilities and concerns • build and strengthen both personal and professional relationships • enhance horizontal (inter-ministerial) relationships • contribute to a shared vision and optimism of the desired future.

  16. APPENDICES Institute of Public Administration of Canada Quebec École nationale d’administration publique

  17. Institute of Public Administration of Canada • Leading Canadian professional association focused on the theory and practice of public administration and management • Membership (3000) includes federal, provincial and municipal public servants and academics - 17 regional groups • Created in 1947, national, bilingual, non-profit

  18. What we do • IPAC advances public sector excellence through: • Learning – research, publications, conferences • Networking – regional, national and international • Celebrating – innovation and achievement • International Development – training and capacity building

  19. International ProgramTraining and Capacity Building • Practitioner to practitioner capacity building through job shadowing, short term field placements, mentoring, study tours • Twinning of jurisdictions and institutions • Training programs, workshops, seminars linking theoretical and practical learning • Institutional partnerships and public sector volunteers

  20. IPAC Priorities • Biennial cross-Canada survey of Deputy Ministers and CAOs to identify emerging public sector issues and challenges • IPAC 2005-06 priorities • Human Resource Renewal – Managing the “Generational Shift” • Results-based Management, Accountability and Transparency • Cost Effective Service Delivery • Strengthening Trust and Confidence in Government

  21. ENAP • A university with a professional orientation • Focused on public management Mission: To train and actualise the competencies of public managers, and to contribute to the development of knowledge in public administration

  22. ENAPActivities • Training (master degree program for practitioners, PhD program) • 1600 students • Short terms training sessions (2000 participants per year) • Public management consulting • Management competencies assessment • Comparative analysis • International development

  23. ENAPTeaching, research and consulting staff • 40 professors • 15 invited practitioners • A network of collaborators

  24. ENAPInternational Development • Training (credited and non-credited, in Quebec or abroad, face-to-face or distance learning) • Capacity building, reinforcement and enhancement of schools and institutes of public administration • Governance and management consulting

  25. ENAPOur Vision To become an international reference in public management Quebec know how in public management, an expertise that travels far!

  26. Thank You

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