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Resilience as a challenge for the Public Sector: the Schools’ and Institutes’ contribution

Resilience as a challenge for the Public Sector: the Schools’ and Institutes’ contribution. CYPRUS. Introduction. C.A.P.A. the Learning and Development Centre of the Cyprus Civil Service. Established in 1991

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Resilience as a challenge for the Public Sector: the Schools’ and Institutes’ contribution

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  1. Resilience as a challenge for the Public Sector: the Schools’ and Institutes’ contribution CYPRUS

  2. Introduction C.A.P.A. • the Learning and Development Centre of the Cyprus Civil Service. • Established in 1991 • Overall objective: to contribute to the Continuous Improvement of the Cyprus Civil Service

  3. C.A.P.A. Mission To contribute to the efficiency, effectiveness and continuous improvement of the Public Service for the benefit of the individual citizens and society at large, mainly through the formulation and implementation of a comprehensive learning policy for the Public Service, at individual, group and organisational levels

  4. CAPA vision To make a signifcant contribution to the creation of a modern, citizen centered Public Service, being ourselves a model public service organisation - a learning and development organisation that practices what it preaches and enjoys local, European and international recognition

  5. C.A.P.A. Strategic Objectives • Development of individual and collective learning in public service • Process Consultation for the modernization of the public sector

  6. Training Programme for Strategic, Leadership and Management Development of the Cypriot Civil Service • Programming Period 2007-2013 • Co-funded by European Social Funds (85%) and National Resources (15%)

  7. Overview of the Project • Beneficiaries:entire Cyprus Public Service - organised in 11 Ministries and independent agencies (2,500 highest ranking PS officials) • Duration: 75 months (2.10.2009 – 31.12.2015) • Budget: €3.118.498 • Combination of Classroom training and Work-based projects

  8. Objective of the Project The assessment of current learning needs in the areas of strategy, management and leadership, and the design, implementation and evaluation of a comprehensive programme of enhancing the skills of managers/leaders in their working environment

  9. The Project is subdivided into 7 contracts: • Technical Consulting and ongoing support provided for the full life-cycle of the Project • Learning and development needs analysis in Cypriot Civil Service Organizations • Best-Practices research of the EU Member States in the field of training and developing administrative and leadership capacity of Public Administration Organizations • Study Visits by CAPA officers • Publicity Consulting for the dissemination and promotion of the whole Project to the public • Design, implementation and evaluation of learning activities for Senior Executives of the three levels of the Cypriot Civil Service on Strategy, Leadership and Management • External Assessment of the Project

  10. Number of participants up to today 64 out of a total of 80 Organizations

  11. The journey for each organisation Work-based projects (all levels) 5 hours coaching support to L1 & L2 participants 9 months

  12. Classroom trainings – examples of topics

  13. Nine-month Organizational journey: Work-based projects component 9 months Setting organization – level strategic objectives Level 1(+2) Level 1(+2) Organization level strategic and business planning Level 2(+3) Level 2(+3) Elaborating section – level objectives Section – level planning Level 3 Team – level action planning

  14. Work based projects - Tools, frameworks and methodologies

  15. Key challenges

  16. The Challenge for the Cyprus Civil Service: “Do more with less”

  17. utilization of the project as • A mechanism to support the reform of the public service • A forum for reflection and communication • A tool to upgrade the administrative capacity • A process for strategic planning engaging all levels

  18. Change Management • The traditional way “More people – more money” • The concept of “Black Box” Input Output Feedback

  19. Open the “Box” Input Output Feedback

  20. Utilizing the project as a tool for strategic planning • Full Alignment with the strategic planning of the Ministry of Finance /Directorate General for European Programmes, Coordination and Development in order to develop a three year budget scheme • Introduction to best practices in strategic planning • Government’s goal alignment with the strategic priorities and the Ministries • Alignment of strategic priorities among the departments within the same Ministry

  21. Levels of strategic Planning

  22. Utilizing the project as a communication platform • Horizontal communication of the executives from various ministries (in the context of seminars) • Vertical communication between hierarchical levels in the various ‘Organizations’ (eg. Vision, mission, strategic priorities and actions) • Communication between political and administrative level in strategic planning

  23. Sense of political responsibility Beyond knowledge FROM TO

  24. Scientific Conference –3rd of June 2014 “Strategic change in a volatile environment: Developing Leadership in the Public Sector”

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