Innovations in Leadership Training January to September 2004 Presentation at World Bank
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Transcript of Innovations in Leadership Training January to September 2004 Presentation at World Bank
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Innovations in Leadership Training
January to September 2004
Presentation at World BankMarch 22, 2005
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Presentation
Madagascar Challenge Desired Outcomes Core Team Program Participants, Design and Content Evaluation Results Lessons Learned Appendices: IPAC and ENAP
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Madagascar Challenge
How to “kick-start” implementation of poverty reduction agenda
improved governancebroad based growthhuman security
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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
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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
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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
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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
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Evaluation
External, formal evaluation
First phase Participants’ assessment questionnaire Before and after evidence of learning questionnaires
100% response rate (41 participants)
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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
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Assessment DifferencesMinisters’ 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
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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
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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
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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
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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
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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.
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APPENDICES
Institute of Public Administration of Canada
Quebec École nationale d’administration publique
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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
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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
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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
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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
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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
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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
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ENAPTeaching, research and consulting staff
• 40 professors• 15 invited practitioners• A network of collaborators
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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
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ENAPOur Vision
To become an international reference in public management
Quebec know how in public management, an expertise that travels far!
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Thank You
Ann Masson
Director, International Programs
Institute of Public Administration of Canada (IPAC)
1075, Bay Street, Suite 401
Toronto, Ontario, Canada M5S 2B1
www.ipac.ca
Yves Poulin
Director, International Cooperation
École nationale d'administration publique (ENAP)
555, boulevard Charest est
Québec, QC, Canada G1K 9E5
www.enap.ca