CAPAM SENIOR PUBLIC EXECUTIVE PROGRAMMES

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1 CAPAM SENIOR PUBLIC EXECUTIVE PROGRAMMES Since its inception in 1994, CAPAM has been developing programmes concerning excellence in public sector administration and management. There are currently nine (9) CAPAM Senior Public Executive Programmes. Each is described in this folder. Each programme can be delivered on its own or in combination with others, on a customised in-country basis. The programmes include: Improving Service Delivery Managing Change Developing Leadership Skills for Public Service Managers Strategic Human Resource Planning Implementing Performance Management Leading Reform in the Public Service Managing the Political/Administrative Interface Public Service Human Resource Planning and HIV/AIDS Values and Ethics in Public Services These programmes reflect the issues of today. They have been refined over the years taking into account what has been learned in the courses delivered to date and the comments of the more than 1,000 senior practitioners who have participated in these programmes. The documents that support the delivery of these programmes are gathered from the 27 CAPAM Affiliates, from the 90 CAPAM Institutional members, from CAPAM pan-commonwealth, regional and countrybased conferences and seminars, as well as through CAPAM s membership spread through 70 countries worldwide. CAPAM has delivered these programmes on a customised in-country basis but CAPAM also offers an annual generic programme. Whether in its generic or customised format, the Senior Public Executive Programmes provide access to a wealth of practical experience associated with the individuals designing and delivering the course, supported by the latest documents concerning these key topic areas.

2 For more information, contact CAPAM. IMPROVING PUBLIC SERVICE DELIVERY Improving public service delivery has been identified as one of the main challenges of many public services. There is now significant experience in a range of countries in developing a service quality focus in government. Initiatives to improve service delivery will require changes in a number of management and organization activities. There would be the need to change approaches to strategic planning and management, collecting and analyzing information from citizens in a systematic way, measuring and evaluating service delivery, and developing appropriate human resource management systems. This course will: ( Explore experiences of some countries that have designed and implemented systems to improve service delivery ( Outline the necessary approaches and systems for sustainable service delivery improvements ( Examine approaches to measuring and monitoring service quality The following areas will be covered: The importance of service quality improvements in public sector reforms Citizen focused strategic planning Creating the service quality culture Measuring customer satisfaction Mechanisms to improve responsiveness to customers Human resource management framework for improved service delivery Managing horizontally Financial management and accountability as we decentralise Senior managers of public service delivery organizations Senior officials responsible for programmes of public sector reforms Senior officials of central agencies overseeing the operations of the public service : Three to five days

3 : MANAGING CHANGE Unprecedented change is taking place in nearly every public service. There is pressure on public service managers to implement a range of new systems tn their organizations. In many cases recommendations for new systems are made without due regard for the change management approaches that are necessary for successful implementation. Public service reform programmes announced in policy documents require the application of large scale change methodology. This course is designed to expose participants to models and principles of change management that would facilitate implementation of public service reforms. On completion of this course participants should be able to: ( Understand the context of change in public service systems ( Create a vision and strategy for change ( Understand a number of change management models ( Understand mechanisms that effectively support and facilitate change ( Understand and deal with resistance to change ( Design an action plan to manage change ( Evaluate the change process Theories and models of large system change Developing change management plans Creating visions and preferred futures Dealing with resistance to change Evaluating the change process Management systems and structures for change Managers who are involved in planning and implementing public service reform and change programmes Senior public service managers who must lead change in their Ministries or departments. Three days

4 DEVELOPING LEADERSHIP SKILLS FOR PUBLIC SERVICE MANAGERS Leadership skills and competencies are recognized as absolutely essential for the contemporary public service. Many public services have now implemented focused leadership development programmes for their managers. CAPAM has explored good practice in leadership development in the public and private sectors, and developed some frameworks to facilitate the learning needs of managers in this area. On completion of this course participants should: ( Identify key competencies for their leadership in public service organizations ( Understand the impact of their leadership style on the organization ( Understand approaches to develop more productive working relationships ( Understand approaches to developing and leading learning organizations Developing high performing work cultures The public service as learning organization Leading in the knowledge age Developing and empowering staff Leadership competencies Target Group Senior public service managers Senior public service officers in central agencies and line ministries Three days

5 STRATEGIC HUMAN RESOURCE PLANNING As public services focus on the challenges of the future the issue of attracting and retaining appropriate human resources is a significant challenge. In many countries this human resource challenge is even more critical given the impact of HIV/AIDS. Public service managers and persons responsible for the design and implementation of human resource management systems must therefore explore experiences of other countries and be able to formulate realistic Human resource plans. On completion of this course participants should be able to: ( Understand the relationship between strategic planning and strategic human resource planning ( Understand a range of techniques of human resource planning ( Understand the link between Human Resource planning and other human resource management functions ( Contribute to improved human resource planning in their public services Strategic planning and human resource planning Techniques and principles of human resource planning Human resource management auditing Strategic Human Resource management Human Resource Development principles and approaches Public service human resource managers Senior officers in central human resource management agencies Public Service Commissioners Three days

6 PERFORMANCE MANAGEMENT Public services are recognizing the importance of performance management in delivering and sustaining real change. Performance management is much more than dealing with annual performance appraisals. Public services need to locate performance management systems in the context of strategic planning, and to appreciate the performance management cycle that incorporates the budget process and both individual and organization assessment. On completion of this course participants should understand ( The performance management cycle ( Approaches to measuring organization performance ( Approaches to facilitating individual performance ( Approaches to evaluating individual performance ( The relationship between competencies and performance ( Human Resource management systems for enhanced performance Performance management cycle Measuring organization performance Measuring individual performance Coaching Selection, training and reward systems Competency based human resource management Senior public service managers Public service human resource managers

7 Three days LEADING REFORM IN THE PUBLIC SERVICE While there has been much reform activity in public services, much more remains to be done. There is need to continually learn from the experiences of others, as well as to reflect on one s own experience. Public services will need to be continually adapting to changes in the environment and increasing expectations of citizens to meet the globalisation challenge. On completion of this course participants should: ( Be aware of the context and principles of public service reform and development ( Understand how public service reform could be managed ( Be aware of good practice in public service management ( Be able to design appropriate reform agendas and plans for their situation ( Be able to measure the results of reforms Context and principles of public service reform Comparative public service reform Financial management accountability as we decentralise Strategic management Framework Improving service delivery Management of Change Functional areas in public service management Leadership for public service management

8 Senior public service managers Senior public service officers in central public service reform agencies Five days MANAGING THE POLITICAL/ADMINISTRATIVE INTERFACE Public services are recognizing the importance of providing for the learning needs of political mangers as well as administrative managers. There is also an acknowledged need to provide opportunity to facilitate the development of appropriate working relationships between the administrative and political directorates. ( To facilitate the clarification of roles of Ministers and permanent secretaries ( To examine techniques to facilitate the management and leadership on ministries ( To examine policy formulation approaches and frameworks ( To examine the environment of public service management The environment of public management Techniques for leading and managing public services Policy formulation and monitoring Performance agreements Roles and responsibilities of Ministers and Permanent Secretaries Government Ministers Permanent Secretaries

9 Advisors to Ministers Two days PUBLIC SERVICE HUMAN RESOURCE PLANNING AND HIV/AIDS One of the most critical challenges facing public service management is the impact of HIV/AIDS. This pandemic creates significant challenges for all aspects of Human Resource Management. Much of the focus in dealing with the pandemic so far has been on the clinical side. This emphasis must continue. In addition, however, public services must also develop Human Resource Management responses to ensure that service delivery is not unduly affected. Public services must now ensure that the necessary human resource policies, training and development activities are introduced and that appropriate human resource information systems are developed and implemented. This course will ( Explore the experiences of countries that have designed and implemented HIV/AIDS workplace policies ( Outline approaches to develop appropriate Human Resource Information Systems to facilitate management in the context of HIV/AIDS ( Examine the human resource management challenges and possible responses to HIV/AIDS in public services The following areas will be covered ( HIV/AIDS and Strategic Human Resource Management ( Developing Human Resource Management Policies and Systems ( Developing and Implementing Human Resource Management Information Systems ( HIV/AIDS and the Employment Life Cycle

10 Senior Public Service Managers Public Service Human Resource Managers Public Service Corporate or Strategic Planners Three days ETHICS AND VALUES IN PUBLIC SERVICES The issue of ensuring appropriate standards of ethics and values in public services continues to be a major challenge. This has assumed even greater significance as public services have undergone radical transformations. As new recruits enter at senior levels they may not bring with them the appreciation of public service values, normally acquired through movement within the organisation. This issue is also brought into sharp focus as new agencies are developed to deliver services that were formerly the responsibility of line Ministries. There is, as well, increasing concern about the impact of corruption and the need to introduce anti-corruption measures in societies generally, and public services in particular. This course will ( Explore the experiences of countries in developing approaches to ensure the highest levels of ethics and values are maintained ( Examine approaches to introduce anti-corruption measures ( Examine specific mechanisms such as codes of conduct and their applicability in treating with the corruption challenge ( Examine institutional frameworks for dealing with issues of ethics, values and corruption ( Examine accountability, human resource management and development frameworks and approaches to treat with these issues Course Content The following areas will be covered ( Ethics Values and the Accountability Framework ( Human Resource Management and the Ethics and Values Challenge

11 ( Anti-corruption Approaches in Public Service Management ( The Development and Use of Codes of Conduct in Public Service Management Senior Public Service Managers Political Directorate Two or Three days