1 Developing Management Capacity, HR Planning and Learning for the S&T Community Lynne McHale Presented at CSPS and PSHRMAC Conference February 17, 2006 Ottawa Congress Centre

2 Outline Background – S&T Community Vision for S&T Shaping human resources management Building capacity Leadership and development Considerations for future directions Challenges and successes Conclusion

3 Background - Federal S&T Community The 1994 Auditor General’s report S&T - a “community at risk.” Treasury Board Secretariat’s (TBS) lead with senior steering committee (ADMs & PIPSC), working groups, and a secretariat. Foundation of community initiatives today.

4 Pivotal Points for S&T Community 2000 Community Leadership/Ownership 2002 Federal S&T Forum Alignment of HR initiatives to support vision of federal S&T Federal S&T Forum Results in recognition of the need for a strategic approach to ensure HR initiatives, including learning, are positioned to advance integration agenda.

5 The S&T Community - Who We Are The S&T workforce consists of 22,000 employees or 17% of the federal public service (PS). While S&T workers are employed in 42 departments and agencies, 7 science-based department account for 75% of the S&T workforce (Fisheries & Oceans Canada, National Research Council of Canada, Environment Canada, Health Canada, Department of National Defence, Natural Resources Canada and Agriculture & Agri-Food Canada).

6 The S&T Community - Who We Are (Term & Indeterminate Employees)

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8 Regional Distribution of S & T Community and Federal Public Service 2001* Includes Indeterminate, Term>=3 mos., Term<3 mos. Source: Public Service Commission/TBS EE Data System *Excludes Revenue Canada Scientific and Technical Federal Public Service

9 Federal S&T Community Health Canada National Research Council of Canada Canadian Food Inspection Agency Fisheries and Oceans Canada Agriculture & Agri-Food Canada Communications Research Centre / Industry Canada Natural Resources Canada Environment Canada Transport Canada Public Health Agency of Canada Canadian Space Agency National Defence / Defence R&D Canada Central Agencies National Science Advisor’s Office CSPS PIPSC Partners

10 What We Do Communications Infrastructure Human Resources Federal S&T Agenda

11 PARLIAMENT Prime Minister Science Deputy Ministers ADM S&T Integration Board Clerk of the Privy Council Industry Canada ADM FEDERAL SCIENCE &TECHNOLOGY COMMUNITY GOVERNANCE Science ADMs Advisory Committee (SAAC) Arthur Carty National Science Advisor How We Are Governed

12 Development at the S&T Community Level Leading Scientific Teams Science Opportunities System Career Progression Management Framework for Federal Researchers Becoming Leaders Workshop Life-long learning guide Compendium of learning and development resources

Office of the Bureau du National Science Advisor Conseiller national des sciences Focused research programs aligned with mission critical goals A talented and committed workforce dedicated to government science State-of-the-art equipment and clusters of core infrastructure Commitment to partnerships and networks with others to lever resources and research capacity An enabling administrative and fiscal environment Moving Ahead – A Vision to 2010 The Government of Canada will be recognized nationally and internationally for the quality and productivity of its science in support of the public good, that would have:

14 Shaping Strategic Investments in Human Resources Management S&T in support of Mission Critical Goals Beyond the Horizons workshops Study: Barriers to Integration Workforce analysis PSMA Learning policy for the Public Service Looking Ahead – 10 Outlook on Canadian Labor Market Job futures world of work Survey of S&T managers

15 Integrated HR Community Plan Aligned with S&T Evolve Evaluate Communicate Collaborate Business HR Planning Recruitment Staffing Learning and Professional Development Employment and Equity and Diversity

16 Learning Needs into Today’s Environment Values & ethics Managing diversity Leading in federal S&T environment Science policy linkages and the role of S&T Partnering Networking Multi-disciplinary team building Communicating science Managing collaborative and integrated arrangements

17 Considerations for Future Directions RESULT: Capacity/competencies to support strategic direction of Federal S&T. HOW: Developing common learning approach for S&T. Revising learning tools to reflect development of competencies to support skills needed in federal S&T. Partnering with CSPS to develop programs to address gaps.

18 Challenges Diversity of community Institutionalization of learning initiatives Measuring impact of initiatives Successes Engaged and committed leaders Long-term vision Strategic objectives and deliverables aligned with the vision of Federal S&T Sustainable governance structure Financial investment Marketing and communications Partnerships

19 Conclusion Learning is key to building strategic capacity Central pillar in establishing capacity to manage large scale changes. Integral to support new and evolving delivery of horizontal S&T.

20 Websites science.gc.ca