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Public Sector Informant : PSI
THE PUBLIC SECTOR INFORMANT 15 [MAY 2010] www.cpm.org.au Departmental and Agency Leadership Programs partnering with the APS to design and deliver management and leadership development solutions CPM can provide a range of tailored leadership development services to improve the management and leadership capability of public sector departments and agencies CPM currently delivers a number of customised programs to public sector agencies, including: • leadership development programs covering APS through EL of cers; • workshops and courses run on agency premises, as residentials, and at the CPM Training Centre; and • ILS-based 360o feedback programs for executive management groups and work area teams. We work in partnership to deliver programs that are tailored to meet the business needs of your organisation, building on our 15 years of experience delivering leadership development to the Australian Public Service. All of our program content is mapped against the Integrated Leadership System (ILS) and we offer a range of complementary services including executive coaching and detailed evaluation and metrics. CPM is endorsed as a supplier on the Australian Public Service Commission (APSC) panel as well as a number of other Learning and Development panels across the APS. To discuss your speci c requirements in more detail, contact Drew Baker on 02 6255 3988 or email firstname.lastname@example.org TRAINING&DEVELOPMENT SOLUTIONS 10-05297 ADVERTISING FEATURE Departmental leadership program Successful: Organisations can invest in their people in many ways. STUDIES of successful organ- isations have repeatedly high- lighted the returns and benefits that can be gained from invest- ing in people. That is, treating an organisation's staff as a resource, rather than as a cost item to be minimised. Organisations can invest in their people in many ways, one of which is to run management and leadership development programs for the organisation's staff. Such development programs don't just help staff improve their management and leader- ship skills but also send a mess- age to them that the organis- ation values them. Organisations can also use such programs to help unite several previously separate organisations into a new single entity, providing an opportunity for participants from across the new organisation to work together and understand each others' perspectives. A key goal of such programs is to effect behavioural change amongst participants, and to offer new perspectives so that people can gain new insights and understand aspects of their work environment in new and different ways. One of the leaders in public sector management and leader- ship development, the Centre for Public Management (CPM), is currently running a range of two- to four-day programs acro- ss a number of different depart- ments and agencies. Such programs allow total immersion in the program con- tent, limit distraction from other commitments and help staff build networks with colleagues. CPM also operates a number of Canberra-based non- residential programs from the training centre in Belconnen. These are especially relevant where funding or resourcing restraints mean a residential format is not viable. The success or effectiveness of management and leadership development programs depends on various factors: First, staff have to feel that senior management and the organisation attach real priority to the course and its objectives. This can be demonstrated by senior executives participating in the course as visiting spea- kers, or acting as mentors for participants. Second, they have to believe that the design of the program is relevant to their needs. CPM attaches a high priority to work- ing with senior managers beforehand to identify key areas of developmental need across the organisation and ensure the program structure reflects and is tailored to organisational priorities. Finally, participants have to enjoy the course and feel that the course presenters are experienced, have a relevant public sector background, understand the issues facing the organisation, and speak their language. CPM consultants currently presenting on departmental leadership programs include: Walter Bellin -- well known to many senior APS managers, Mr Bellin has been involved in lead- ership, organisational and per- sonal development work in the APS since the late 1980s. In addition to his APS work Mr Bellin has also worked with some of Australia's largest in- stitutions, including several of the big four banks. Samantha Johnson -- is a reg- ular presenter on CPM's 'Teams and Leadership' and 'Building New Leadership' programs and has been on the staff of CPM since 2007. She has a keen interest in organisational per- formance and consistently re- ceives excellent ratings from participants. Barry Poppleton -- with a background in the SES of the South African public service, Mr Poppleton has 15 years consult- ing experience and has been working in Canberra for five years. He is also involved in a range of coaching activities and accredits presenters in CPM's suite of 360° feedback tools. Drew Baker -- joined CPM as general manager in early-2008 after a varied career in the APS, which included several jobs at the SES level. Mr Bakerw has a keen interest in the changing public service, strategic plan- ning and inter-generational is- sues. Other consultants also work- ing on departmental programs include Dianne van Meegen, Paul Jones, Kerry Juknaitis and Rod Morrison. For more information, contact Drew Baker on 6255 3988.
PSI - September