Public Sector Modernizaton And Security

PS Renewal and Modernization- GTEC Armchair Discussion

Moderator: Kris Stolarik

Panellists: Nick Florakasand Donna Achimov

October 28, 2008

Public sector. Backed by TELUS. | Derrière le secteur public, il y a TELUS.2

How this Session will unfold…

Introduction of the two panellists Quick setting of context by moderator Panellists' presentation Questions/discussion with audience on

issues related to PS Renewal and Modernization

Closing Remarks


Clerk of the Privy Council – “Too Many Misperceptions”

Sharing of Kevin Lynch’s list of “Top Misperceptions” on the Public Service – Published in Canadian Government Executive in March 2008

Clerk reminds us that for each misperception: there is a kernel of truth and we are all quick to accept

that kernel as whole story; there are “experts” who advance their individual views

as articles in public faith; the reality is a more nuanced and complex story; the story is based on a PS that is neither perfect nor

broken; the story is strongly rooted in PS values; there is constant pressure to adapt to an ever-changing

world


The Top Eight Misperceptions of the Public Service

1. The Public Service is broken, merely a pale shadow of its former self;

2. There is actually nothing much wrong with the Public Service – we don’t need renewal;

3. The Public Service cannot compete for the best talent anymore;

4. Public Service policy capacity is not what it used to be;


The Top Eight Misperceptions of the Public Service

5. Public Servants are afraid to take risks;

6. The Public Service is not well managed;

7. Public Service renewal exercises never accomplish anything; and

8. The Public Service is out of touch with Canadians – they’re from Venus, we’re from Mars


My observations in Private Sector: Modernization and Renewal

Make the commitment to communicate

– TELUS teamVision, digital signage network, weekly e.letter from CEO

Empower managers to manage remotely and virtually regardless of physical location on employees and direct reports

Create web savvy culture

– empower and equip employees to be efficient with tools such as portal, “e-tools”, e-learning, wikis, blogs,etc.

Mandatory courses on security, values and ethics and privacy – interactive and user friendly – “Live the values, make them meaningful”


My observations in Private Sector: Modernization and Renewal

Effective use of technology as an “enabler” Investing in attracting top talent Building a high performance team

– Celebrating successes, rewards align with values e.recognition (based on employees feedback), contests, giveaways, events, etc.

Importance of work life balance Corporate Social Responsibility, corporate pride and

involvement of all employees in volunteering and giving back to the community we live in


Questions to Panellists

Are we getting the best grads from our universities and our community colleges to consider careers in the public service?

Are we successful at 'home growing" our CIO's or do have to import them from the Private Sector?

What will the profile of CIO of the future look like? How do we equip our managers to manage the

workforce of future e.g. remotely/virtually? Are we ready to deal with a trans-generational and

aging workforce?

Questions?

Thank You/Merci

Additional Background on the Eight Misperceptions


The Clerk’s dispelling of the eight misperceptions

#1 Public Service today is broken, that it is merely a pale shadow of its former self

Public Service cannot be error free, no large organization can

be accountable for mistakes learn from them vast majority of the time we will provide consistently

good public services, day in and day out, to millions of Canadians, and occasionally do amazing things

need to do a better job at explaining the breadth and scope and importance of the work public servants do



#2 A concerted focus on renewal is unnecessary Status quo isn't an option in our case The reality of public service demographics means that

massive change is inevitable Challenge facing today's renewal of the Public Service is:

– the strongest national labour market in over 35 years– many private sector competitors for the best-and-brightest graduating from

our universities and colleges– a diminished public service brand– less-than-stellar public service recruitment practices

Need to better develop and manage our workforce Renewal is an opportunity to engage the best of the next

generation of Canadians in public service, to reshape the public service to better reflect the diversity that is Canada and infuse it with new ideas and energy.



#3 The Public Service cannot compete for the best talent anymore

The strongest potential recruitment tool for the public service is the unique nature of our work: what we offer is challenging work

We have to change how we recruit Need to personalize the recruitment process, to cut the deadly

staffing times that could discourage the most ardent potential recruit, to market what we do and why it is important

Once recruited, need to provide our employees with a challenging variety of work experiences, with targeted development training and leadership skills, and with more supportive and flexible work-life balance

We have to sharpen our brand



#4 The policy capacity of the Public Service is not what is used to be

Public servants don't make policy decisions, elected governments do

Need the capacity and flexibility to deploy policy resources to the most important issues and priorities of the day

Public Service should not have a monopoly in Canada on policy research and advice

The policy challenges of today are certainly no less complex than in years past, they are different.



# 5 Public servants are afraid to take risks The reality is not one of poor public servant

attitudes, but bad incentives Public servants in a complex, and often conflicting,

web-of-rules that encourages inaction over taking responsible risks, and discourages innovation in favour of the status quo

Part of the solution lies with departments who sometimes create their own disincentives to innovation and risk adverse cultures



#6 The Public Service is not well managed Effective management of people and resources has not had the

priority and focus it deserves in the public service Greater focus on people management in the performance

management system for all executives. New Advanced Leadership Program (ALP) to help develop the senior

public service leaders of the future. Restructure the governance, roles and accountabilities for human

resources management Improve "back office of the government" and includes the imperative

to: – (i) improve our slow and inefficient staffing processes; – (ii) modernize our pay system; – (iii) give managers real-time financial and human resources information for

effective management; – (iv) develop an annual, on-line survey; and, – (v) scale back the web-of-rules



#7 Public Service renewal exercises never accomplish anything

Renewal, in either the public or private sectors, is not about fixing something for all time, but updating practices to the times

Keeping the institution of the Public Service dynamic, fresh and up-to-date

Renewal is about striving to ensure that what we do and how we do it is effective and relevant within the context of an ever-changing external environment.



#8 Public Service is fundamentally out of touch with Canadians

Better reflect and understand the diversity that is Canada but diverse perspectives mean that there is not always unanimity on the way forward

Value of outreach activities across the country by senior public service leaders

Importance of consultation and engagement with various sectors in our society

Misperception that the between the public and private sectors have little in common and few areas for meaningful collaboration – they need to work more not less together

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