From ROI to HECROI to PBLQ

Transcription

1 From ROI to HECROI to PBLQ 24 February 2012 Saskia Groenewegen, Director ROI Presentation overview Introduction History of ROI Mergers with HEC and Zenc PBLQ Products and services Facts and Figures Challenges in Training and Development 1

2 Introduction ROI, Training and guidance for the public sector Building up lasting capacity Improvement at the individual and institutional level Better quality public sector History Rijksopleidingsinstituut Founded by the Dutch Ministry of Interior Affairs in 1973 ROI Independent foundation as of 1992 PubliQ Merger with HEC (The Expertise Center) in 2009 Merger with Zenc in

3 HEC, The Centre of Expertise Independent foundation for ICT and management in the public sector and executive agencies. Very experienced people in government service, private sector, scientific community. Multi disciplines Commercial rates, market salaries HEC services Strategic advisory services Auditing Management Education and training 3

4 Reasons for merger with HEC Both foundations in the public domain Both in education and consultancy About as large The Hague Same customers No problems without training/education and without ICT. Zenc Research and consultancy in the public sector and health sector 4

5 Products and services ROI Open programmes Developed by ROI Individual registration In-Company programmes Tailor made Organisational training Traineeprogrammes 5

6 Center for Public Leadership Focus on high level civil servants (pay grades 16+) Training programmes, master classes and seminars Round table sessions with politicians and other prominents from the public administration Facts and Figures Training, coaching and guidance for 5000 civil servants per year Civil servants from pay grades 7 16 (middle / senior management) 6

7 Facts and Figures Origin of participants in open programmes (1500 per year) 68% Ministries 16% Provinces and municipalities 6% ZBO (autonomous government agencies) 10% Other Facts and Figures Training spread by expertise 10% Management and Leadership 40% Policymaking and Governance 40% Personal development 10% HRM 7

8 Challenges and developments 1 Central administration is in transition towards a compact government through the Compact Civil Service Implementation Programme Smaller ministries en less demand for training Creation of external centres for expertise and academies Cuts in costs and reduction of staff Doing more with less by working differently and intelligently: civil servant 2.0 Clients that specifically ask us to come up with a different approach Challenges and developments 2 For our new organisation this means: Introducing a clear and different profile with training on the new working methods in the public sector and advice about transformation processes, hand in hand with Innovating learning methods, e.g. gaming, simulations, learning on the job, use of social media, time- and place- independent training, virtual communities Close cooperation between staff of our different organisations and co-creation with our clients 8

9 Questions & Answers 9