1. Improving Public Services through Collaboration in Education
#Collaborate2020
#OPS2020 #ITCarlow

2. DEVELOPING OUR PEOPLE AND ORGANISATIONS
CONTINUOUS AND RESPONSIVE
PROFESSIONAL DEVELOPMENT
Towards the Development of Public Service Core Skills
Grainne Cullen, Department of Education and Skills

3. Pillar 3: Developing our people and organisations
Building agile and resilient public service organisations that are required to meet citizens’ expectations for high quality public services in an ever changing and increasingly demanding environment
Seven actions designed to support public servants and the organisations in which they work in achieving effective management and equip them with the right mix of skills and tools to deliver quality services to the public (OPS 2020)
2 Priority Actions for 2018/19:
Action 13: Strategic Workforce Planning
Action 14: Continuous and Responsive Professional Development

4. Action 14 Continuous and Responsive Professional Development
Public servants are central to the delivery of quality public services
We want to develop a public service that values learning and development and provides opportunities for personal and professional development that benefits the individual, the organisation in which they work and the citizens that they serve

5. Cross Sectoral Action Team
Civil Service (One Learning) Defence Forces Dublin City Council Education, Junior Cycle Support Team and Centre for School Leadership HSE and the Leadership Academy Local Government Management Agency Probation Service
Department of Education and Skills Department of Health Department of Defence

6. What approach? From CPD to CPPD
How can we support people, at every level in the public service, to address current and future challenges and opportunities to deliver services better?
Recognition of the barriers and challenges including recognition of the value of CPPD, lack of consistent system wide data, difficulties including costs of releasing staff, degree of inertia or change fatigue, retention and IR issues. Diversity of size, terms and conditions, location and grading systems.
What can we do enabled by the combined strength of civil and public service leaders being brought together around one table with a common purpose?

7. What can we do?
Build on current strengths and existing initiatives as the foundation for a longer term shift in culture
Encourage cross-sector working championed by senior leaders to achieve a change over time
Concentrate on the development of public servants’ skills, capacity and effectiveness both in their current roles and in preparing them for future roles and responsibilities
Provide information and evidence of models of CPPD to support professionals and generalists in upskilling and reskilling irrespective of grade or location

8. Three phase 1 projects CPPD Profiles - data
Sharing learning from Leadership CPPD models
CPPD Profiles - data
Towards the recognition of core skills
Experiential Learning Opportunities (including short-tem mobility or placement)
Shifting organisation culture – change guide
Measuring the value of CPPD

9. Process for the Recognition of Core skills
Capture the learning from work carried out by the Defence Forces with Institute of Technology Carlow to develop a framework for the recognition of public service core skills that is embedded in an individual organisation’s strategy, relevant to the unique service, grounded in workforce requirements, includes work-based learning and the recognition of prior learning, and meets current and future skills needs of the sector.
Develop a guide to the engagement process that could be used across different public sector organisations.
Sharing Learning from Leadership CPPD Models
Capture the learning of the Centre for School Leadership (Department of Education and Skills) and the Leadership Academy (HSE) and extract and share key features for the successful implementation of CPPD that supports and develops leaders at different stages and levels.
Publish lessons learnt and showcase the two exemplars, highlighting different approaches including mentoring, coaching, work place/action learning, accreditation, etc.
Experiential Learning Opportunities (including short-term mobility or placement)
Track and case study the development of the “Connecting” project currently under exploration in the Health Sector which provides a structured approach to “placing” civil servant policy makers into on the ground service settings to strengthen policy development and the connection to implementation.
Extract lessons learnt for the wider public service.

10. Towards the recognition of public service core skills
Purpose driven by needs:
to deliver agile and resilient public service organisations that meet citizen’s expectations for high quality public services in an ever changing and demanding environment
needs of individuals in the work place including the need for opportunities to upskill, reskill and for personal and career development
to recognise formally skills, knowledge and competencies to encourage meaningful career pathways for professionals and generalists irrespective of grade or location
This project will provide information on an approach to the recognition of public sector core skills that could be used across the public sector

11. Project phases
Phase 1: Capture and share lessons learnt (Defence Forces and the Institute of Technology Carlow)
Phase 2: Explore the applicability of a similar approach to another public sector organisation – “live pilot”
Phase 3: Possible identification of common core skills at different levels of the public service for inclusion in future sector specific programmes and qualifications
Phase 4: Publish a guide to the engagement, development, delivery and review process that could be used by the wider public service to engage with recognised Education providers

12. Next steps
Identifying a pilot project to track lessons learnt and develop a guide to the engagement process
Identify other “like” engagements from which we can capture and share learning
Dissemination of the video(s) from today’s event to share learning and encourage public service organisations and education providers to get involved

13. Q & A Panel discussion chaired by Dr Alan Wall, Assistant Secretary Department of Education and Skills
#Collaborate2020
#OPS2020 #ITCarlow