The Certificate Program in Public Sector Leadership and

The Certificate Program in Public Sector Leadership and

The Certificate Program in Public Sector Leadership and Governance What is Good Public Management ? Charles Perron Deloitte Lead Partner for Govt of Canada December 13, 2018 University of Ottawa Graduate School of Public and International Affairs Centre on Public Management and Policy What is Good Public Management ? The Structure of Management Habits of Effective Managers Building Blocks of Effective Management Governments Management Framework Trends and Emerging Needs in Public Management 2 The Structure of Management Public and Private Sector All organizations need to be managed in order to be successful. 2. Execution 1. Goals Executing on the Strategy Using the Resources of the Organization. Developing

Objectives and a Strategy to Realize Objectives 3. Measurement Measuring Performance and Evaluating if the Objectives were Achieved 3 The Structure of Management Public and Private Sector Differences Though the emphasis is different in the public and private sector, the core components are the same: goals, leadership, funding, and authorities Public Sector Effectiveness in program delivery is the goal Performance is focused on social measures Private Sector Goals Elected leaders with supporting structures Dispersed ownership of government agenda Leadership Governed by complex delegations and rules 4 Stakeholders with financial interests Focused on financial aspects Funding

Responsive to government decision-making Defused across different levels / layers Performance is focused of financial metrics Leadership delegated by Board Complex series of stakeholders Operations are disconnected from revenue Profitable service delivery is the objective Operations directly impacted by revenue Responsive to market and shareholders Authorities Designed to serve shareholder interests Structured to meet market needs Habits of Effective Managers Vision, the Team, and Domain Knowledge Effective Managers articulate the vision of the organization, develop and grow staff to realize that vision, and have the necessary subject matter expertise themselves. Goals Execution Measurement Articulate a clear vision for the team

A good coach to team members Express interest in their well being Identify the most effective aspects of program Focus efforts on realizing goals and producing measurable results Develop the skill and competencies of their team members Identify areas for improvement Empower members to achieve the goals of the organization Define the resource requirements Procure the appropriate resources in a timely manner Identify outcomes delivery, and the resources expended to realize them Lead innovative program design and approaches for implementation and measurement Keep the team informed of changes Engage stakeholders frequently

Subject matter expertise on the file, and on the domain Strong interpersonal skills Delegate tasks to team members 5 Develop sustained approaches to measurement (year over year) to track progress on realizing outcomes Building Blocks of Effective Management 8 critical tasks Goals Execution Plan / Approach for Achieving Goals Measurement Core Management Tasks Governance and Structure Functional Units and Reporting Lines Accountabilities and Processes Managing the People in the Organization Strategic

Direction and Planning Getting the Right People Coaching and Development Career Progression Realizing Goals Management and Delivery of Policies and Programs Optimizing service delivery Desired Outcomes Budget and Financial Management Budget Targets Setting goals Aligning execution to the goals

Program Delivery Financial Controls Linking budgets to outcomes Management of Service Delivery Information and Knowledge Management Information Assets Use of information to provide insight Ensure Successful realization Measuring performance on service delivery Core Management Tasks are the things that allow managers to deliver on their mandate. They are vital, and should not be viewed simply as enablers. 6 What is the Governments Management Framework ? The Management Accountability Framework (MAF) The MAF expands on the previous model with the addition of Public Sector

Value and Continuous Learning and Innovation as end-to-end components. MAF is not a Performance Management System, its a Government Management Framework that enable managers to deliver on their accountability. 7 Weak Management Structures and Follow-Through The Impacts on the Organization Poor management will have a negative impact on any organization, across multiple components of the business Goals Poor planning: Employees are disengaged: Long-term plans are not aligned to short-term realities Employees not clear on where they fit in the big picture Short-term plans are not aligned with long-term objectives Over time, employees leave Disconnected or isolated: Limited staff development: Stakeholders not consulted, or aligned, resulting in limited / no buy-in

Capabilities of employees do not evolve and expand to meet requirements Misalignment with the Mandate / Objectives Gaps in what organization is supposed to do, and what it can do Low / no collaboration: Failure to collaborate with Federal co-responsible departments. 8 Execution Measurement Resource inefficiency: Wasting of resources Poor return on expenditure No accountability for outcome: Someone elses responsibility Problems in another branch Are you effective on the 8 critical tasks of public management ? The Management Accountability Framework (MAF) Your major projects / responsibilities 9

Public Management Evolution Trends and Emerging Needs Trends and emerging needs for continued effectiveness of the public sector can be defined according to people, process, technology and policy. People Process Recruitment and Retention: attracting and retaining millennials and mid-career professionals. Management Efficiency: eliminating overlaps and bottlenecks in management process models. Performance Management: improving the linkages between accountability and outcomes Approvals: reducing the need to escalate decisions and financial requisitions to higher levels. Knowledge Transfer: retaining corporate memory and transferring knowledge as employees retire. Responsiveness: increasing the ability to adjust processes to meet emerging and changing needs Technology Management Policy Internal Services: improving the fragmented and multiple systems to increase access to necessary information to manage priorities

Enabling Outcomes: reducing policies that inhibit employees and leaders ability to achieve the organizations objectives and outcomes. External Services: improving access to external services that are available to the private sector Information Security: updating policies that do not consider advances in technology and business needs. Emerging Technology: integrating social media, digital, mobility, analytics and robotics to provide better service. 1 0 Formalize ambiguity: clarifying certain elements of the organizations senior executives responsibilities that are not well defined or measured. Public Management Evolution Trends and Emerging Needs .. or to be truly effective in public management do you need to understand the trends and emerging needs in Design, Digital, Data and Disruptors ? Design Data 1 1 Digital

Disruptors Public Management Evolution Government of Canadas Digital Standards The Government of Canada Digital Standards lay the groundwork as we embrace new methods and tools to improve how we design, build and deliver the kinds of digital services Canadians expect from a modern government. The Honourable Scott Brison, President of the Treasury Board and Minister of Digital Government Canada became a signatory on the Digital 7(D7) Charter in February 2018. They are the foundation of the governments shift to becoming more agile, open, and user-focused and guide the design of digital services to best serve Canadians. Digital Standards Design with users Iterate and improve frequently Work in the open by default Use open standards and solutions Address security and privacy risks Build in accessibility from the start Empower staff to deliver better services Be good data stewards Design ethical services Collaborate widely 12 D7 Nations Estonia Israel New Zealand South Korea United Kingdom Canada Uruguay

12 Public Management Evolution Trends and Emerging Needs 2020 and beyond Exponential Artificial Intelligence Genomics Wearables 2015 Rapid Change 2000s Connecting Analytics Sharing Economy CryptoCurrencies Customer Engagement 1 3 Digital Cloud

Social Disruptive Innovations Electric and Connected Cars Personalized Services Mobile Content Internet of Things 3D Printing Drones Robotics Blockchain Oculus Rift Connected Homes Public Management Evolution Trends and Emerging Needs Go to "Insert Tab" to insert a footer 14 14

In closing Do you have the habits of an effective manager ? How can you improve ? What can you do to focus on the 8 critical tasks ? Approach for Achieving Goals 1 5 Core Management Tasks Program Delivery Realizing Goals How can you embrace the Digital Standards to leverage trends and emerging needs to improve public management ?

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