The Institute of Public Administration of Canada IPAC

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Innovations in Leadership Training January to
September 2004 Presentation at World Bank March
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 governance
• broad based growth
• human 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 dadministration de Madagascar
  (ENAM)
• Executive Director, Operations, Prime Ministers
  Office
• Canada
• Institute of Public Administration of Canada
• École nationale dadministration 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 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

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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 dadministration 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