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!

Thank You

Ann Masson

Director, International Programs

Institute of Public Administration of Canada (IPAC)

1075, Bay Street, Suite 401

Toronto, Ontario, Canada M5S 2B1

amasson@ipac.ca

www.ipac.ca

Yves Poulin

Director, International Cooperation

École nationale d'administration publique (ENAP)

555, boulevard Charest est

Québec, QC, Canada G1K 9E5

yves_poulin@enap.ca

www.enap.ca