NOTICE:To help prevent illness and the transmission of COVID-19, all Fall 2020 JSGS workshops will be delivered online.  If you are eligible for our Policy Workshops, please continue to use LEARN to register or cancel for the fall sessions. 

We are now able to book custom distance learning sessions as well as tentatively hold fall dates for in-person sessions. If your organization needs to access our training, we can deliver it now while safely adhering to social distancing protocols. Contact us for more information at js_training@uregina.ca.

Our Facilitators

The JSGS Executive Education Policy Workshops Series is facilitated by JSGS Executives-in-Residence who are accomplished and experienced former senior public servants. Having them deliver training to current public servants allows for institutional knowledge transfer—creating efficiencies and improving productivity. It’s more than just theory—our facilitators use actual examples that public servants can relate to and learn from.

L-R (top-bottom): Ken Acton, Keith Comstock, Jim Engel, Kevin Fenwick, Dan Florizone, Lin Gallagher, Louise Greenberg, Neal Kewistep, Jerome Konecsni, and Doug Moen.

Ken Acton Keith Comstock Jim Engel Kevin Fenwick Dan Florizone
lin-gallagher.jpg Louise Greenberg Neal Kewistep Jerome Konecsni Doug Moen

Policy Workshop Topics

Our curriculum has been developed, reviewed and tested by leading scholars and experienced practitioners and delivered to classes of 25 participants to allow interaction and discussion-based learning. We apply a combination of lecture-style delivery with an applied learning component, usually taking the form of a case study, simulation or exercise.

Workshop topics include:

The role of government during the COVID-19 pandemic has been stretched and moved to action unlike anything this generation has seen. Once the immediate crisis abates, we are going to have to adjust the Canadian public policy framework to reflect a new social, economic, and financial environment – one that re-prioritizes our public policy objectives to address the gaps that have been identified.

As stated by António Gutteres, United Nations Secretary-General, “When we get past this crisis, which we will, we will face a choice. We can go back to the world as it was before or deal decisively with those issues that make us all unnecessarily vulnerable to crises.” What should public servants consider as they address the short, medium, and long-term challenges that were exposed by COVID-19, in light of an environment that has been changed forever?

By the end of this workshop you will: 

  • understand some of the key changes Canadians and their governments are facing as a result of COVID-19;
  • consider how policy development and implementation mid- and post-pandemic will need to be more innovative, flexible, and broad based;
  • identify strategies and skills that should be on hand for addressing policy challenges in this new context; and, 
  • understand how important it will be to take a long term view of public policy given the lasting implications of the pandemic.

To advance economic and social policy, it is important to establish allies and open problems to more problem solvers. This workshop examines the role and relationship between government and the non-profit sector. It will offer an overview of the evolving role of non-profits, and define the characteristics that create opportunities and constraints in a working relationship between government and non-profit organizations. The session will be interactive and will include group discussion and lecture pieces.

By the end of this workshop, participants will:

  • be prepared to consider where and when to build a working alliance with non-profit entities;
  • understand the context and major constraints for nonprofit partners;
  • recognize advantages and risks associated with third party delivery; and,
  • have tools to shape your strategy to improve relationships and results from third party agreements.

Wicked problems are complex issues which impact a diverse group of stakeholders and lack easily implementable solutions, such as climate change, crystal meth, and poverty. Innovative Approaches to Wicked Problems provides public servants with the tools and strategies they need to effectively address wicked problems in a rapidly changing environment. Participants will engage in holistic and critical thinking, discuss collaborative and adaptable methods, and hone their skills in problem solving and effective communication. This innovative workshop offers a valuable opportunity to collaborate with other public servants and have meaningful discussions on how to approach wicked problems in Saskatchewan and beyond.

By the end of this workshop, participants will:

  • understand and appreciate the complexity of wicked problems,
  • learn how to maximize stakeholder engagement through collaboration, and,
  • Develop innovative and flexible strategies required to effectively approach wicked problems.

Advancing economic and social policy requires effort to mobilize other people, organizations and partners with different perspectives and needs. Leaders must secure a commitment to a mutual purpose, and establish a strategy for achieving it. The most innovative will tap into diverse perspectives to find new solutions. This workshop will offer an overview of the challenges leaders face in influencing change and mobilizing others to act. It will highlight tactics for enhancing communication and problem solving to reach agreements. The session will be interactive and will include group discussion and lecture pieces.

By the end of this workshop, you will: 

  • be able to analyze a negotiation problem and set goals;
  • understand the competencies that will enable you to negotiate a mutual purpose; 
  • become familiar with tactics to shape mutually satisfactory strategies; and, 
  • have more tools to elevate your impact through relationships.

To make progress in economic and social policy, it is important to define a preferred future. A preferred future gives context to immediate decisions, it sets a general direction, and it allows you to monitor progress. Knowing where you’re headed also supports resilience and invites innovative and creative solutions. This workshop will get at the heart of strategic thinking so that public policy leaders can spend valuable energy on shaping their direction as they prepare strategies to get there.

By the end of this workshop you will:

  • have tools to assess where you want to go before you embark; 
  • understand the importance of framing policy options and recommendations against a preferred future; and, 
  • be better equipped to consider what good looks like as you assess progress or evaluate impact.

Workplace teams often include employees from multiple generations. Will Baby Boomers and Millennials view investments in social media campaigns the same way? Do Generation X and Generation Y employees work well together? This workshop will examine different styles and beliefs about personalities and values often associated with age. Are there real differences, and if so, what are they? How do you measure up against the assumptions based on age? Most importantly, what strategies can you use to respond to these personality and value differences? The session will be interactive with a combination of small and large group work, some lecture pieces, and self-analysis.

By the end of this workshop, you will:

  • recognize and understand different styles, approaches and belief systems you might encounter in a multigenerational workplace;
  • be aware of your own characteristics and how they fit in multigenerational models; and,
  • have new and/or better tools for responding to differences in values and styles in your workplace.

Indigenous Governments across Saskatchewan are exploring creative and unique ways to undertake economic development and build strategic partnerships to create opportunities and employment for their people. “Indigenous economic development is an integral component of reconciliation, holding huge potential to fuel Canadian economic growth” (The National Indigenous Economic Development Board 2019). What factors make some of these initiatives more likely to succeed? What role can the provincial and federal governments play to support these initiatives and where are the potential points of contention?

By the end of this workshop, you will:

  • understand how Indigenous Governments are finding a balance between traditional and contemporary approaches to economic development;
  • become familiar with success stories of Indigenous economic development;
  • discuss the role of partnerships in economic development, including those with provincial and federal governments; and,
  • explore the ways that economic development plays in improving the lives of Indigenous peoples.

The Role of the Public Servant, Dynamics of Public Policy Development and Basics of Public Policy are orientation workshops that provide public servants with an introduction to public policy making.

The unique role of government has a significant impact on the structure and function of government ministries and crowns. The Role of the Public Servant provides an interactive introduction to that unique role and its influence on the processes of decision making and accountability in the public sector. It also presents practical tools to use when engaging in policy design and implementation. You will explore challenges to creating good policy in today’s complex context and discuss some ways to address these challenges (full day workshop).

The Dynamics of Public Policy Development workshop ensures that public servants understand the structure of government and the principles of the Westminster System. Further, facilitators will discuss the role of the elected and the role of the public servant (half day workshop).

The Basics of Public Policy workshop is designed to introduce public servants to where policy direction comes from in the context of the policy cycle. You will examine the policy cycle in a way that will provide clarity on what makes, and how to implement, good policy.  The workshop also focuses on providing a tool box of policy options that can be used to meet any policy need and exposes participants to assessing which policy tool(s) are most likely to work in a given situation. Being well-versed in the policy cycle and policy tools will be the foundation to navigate how to make an impact as a public servant (full day workshop).

There are many aspects of accountability in the public sector which are similar to those in the private sector. But, there are some that are unique to the public sector that have a profound effect on the way public servants and politicians carry out their business. This workshop will explore what makes the public sector unique and what it has in common with the private sector to help managers better understand the expectations of accountability in the public sector.

By the end of this workshop you will:

  • understand who is accountable to whom for what;
  • understand those aspects of accountability that are unique to the public sector and those that are not;
  • know the mechanisms and processes of accountability and the importance of their role in public sector accountability; and,
  • know how they can improve accountability within the system.

On October 17, 2018, the production, distribution and sale of cannabis became legal in Canada. The Government of Canada’s decision to legalize and regulate was driven by three core objectives: dismantle the illicit market, restrict youth access, and minimize harm. The complexity legalization of cannabis presents is that it cuts across a number of different policy domains, including public safety, public health, economic development, taxation, and innovation.

In this workshop, we will help participants understand what cannabis is, what are its components and actions, and what is the difference between recreational marijuana, hemp, and medical marijuana. We will also discuss the regulatory and supply chain issues as well as review the health and safety concerns to the public.

By the end of this workshop you will:

  • have a better understanding of how complex policy issues must be approached in order to create a comprehensive and effective strategy;
  • review the challenges in evaluating the effectiveness of the cannabis policy framework and what evidence is required; and, 
  • recognize the public policy lessons from the legalization of cannabis that can be applied to other policy areas.

This workshop will spend time on how to improve your written skills for writing government documents. The workshop is built on concepts already discussed in other JSGS executive education workshops, The Art of the Briefing Note and ABCs of CDIs.

A number of things have to be considered in crafting government documents. Writing for different audiences requires you to consider style, format, technical information, decisions required, and key messages. This workshop will require the participant to submit a briefing note assignment in advance of the actual workshop (details on the assignment will be provided several weeks in advance of the day of the workshop). During the workshop, we will spend time on key sections required in briefing notes and discuss material from the assignments to illustrate how to improve your writing skills.

By the end of this workshop you will:

  • apply tips and techniques to write better government documents;
  • appreciate how to incorporate technical research material into your documents;
  • understand that writing is about storytelling and needs to be written having an outcome or purpose for your reader(s); and,
  • apply the comments and suggestions received on your written submission to future written documents.

NOTE: It is recommended (but not required) that participants have completed The Art of the Briefing Note before attending this workshop. Due to the pre-writing requirement that will be marked by facilitators, this is considered a FULL DAY workshop, even though the in-class portion of the session is a half-day. As such, the cost for this workshop is $300 per person.

Program managers are called upon to play a critical role in identifying risks, assessing the level and consequences of risk, and advising when risk should be accepted, avoided, or mitigated. We will discuss the difference between operational and strategic risk and how operational risk can impact strategic goals if left unaddressed. 

This workshop will address all the stages of risk assessment and the mechanisms available to mitigate risk in program operations.

By the end of this workshop you will:

  • understand the inevitability of risk in program operations;
  • understand who decides what risk to accept, what to avoid, and what to mitigate;
  • be able to identify the probability of risk and the consequences of risk to support decisions about the acceptability of risk; and,
  • know the tools available for risk mitigation, their advantages and disadvantages, and how to know when to mitigate risk and when to accept risk.

Governments were created to ensure that resources could be made available to pursue activities that were good for society as a whole, not just those things in our life that are desirable to individuals. Many important aspects of our lives are improved through joint action, and governments fulfill that role in our society. Understanding why governments exist can help public servants understand the purpose of their particular activity in society.

By the end of this workshop you will:

  • understand how private decision-making works and why it is effective in generating most of the things we
    use in our day-to-day lives; 
  • understand what qualities set “public goods” apart from those things and why they need a unique decision-making process; and,
  • know how to support that unique decision-making process through advice and implementation.

It goes without saying that new policies and decisions should be informed by evidence, but how do you know if the information you are looking at is accurate or based on emotion? Evidence-based decision-making requires verifiable information, often from published research and other sources. This workshop will focus on how to determine if the information you are analyzing is appropriate to use in your work. We will delve into where to look for good sources of information, evidence and policy in the real world, using the data appropriately, and how to present your information to the decision-makers. Information can be gathered from existing sources or collected for specific purposes to inform policy analysis. In some cases public servants are faced with not having enough information while at other times there is a wealth of information to choose from and choosing the appropriate data is critical.

By the end of this workshop you will:

  • understand the differences between evidence-based and evidence-informed policy development;
  • be familiar with where to look for verifiable and reliable information;
  • know how the practice of utilizing research evidence in the policy development process is affected by the real
    world of policy development (resource-constrained, time-sensitive and messy); and,
  • more effectively assess the methods, claims and arguments made by researchers and others.

Depending on how they are defined, there are several hundred administrative tribunals in Saskatchewan. The average citizen is much more likely to appear before an administrative tribunal than a court. They are a crucial part of the government. This full-day workshop includes the history of administrative tribunals and an examination of whether they are fulfilling their original purpose of being a quicker and less expensive alternative to the courts. If not, why not? The day includes an experiential session on good decision-writing designed for the authors of decisions and for others involved in the decision-making process.

By the end of this workshop you will: 

  • review best practices for conducting hearings including pre-meeting considerations, the hearing process, the roles of participants, and post-meeting issues;
  • be introduced to the “satisfaction triangle”; and,
  • understand the role of staff and how to deal with difficult participants.

For most public servants, the process leading to budget decisions is a mysterious black box into which much material is sent and out of which seemingly incongruous decisions appear, usually with little or no explanation. Simple logistics limit the number of people that can actually witness the budget decision-making process and, therefore, the number of people who can benefit from the experience of “being in the room.” In this applied skills workshop participants will take part in a simulated Treasury Board as Ministers completing a budget finalization exercise. The discussion will also include a chronology of the budget process culminating in the final budget approval meeting.

By the end of this workshop you will:

  • better understand the nature of budget discussions; and,
  • be better prepared to provide relevant information to the process and better able to understand the results of the process.

Governments’ primary role is to undertake actions to improve the quality of life of their citizens. These desired outcomes are planned and pursued through investments in public programs and policies but can be very complex in nature, such as addressing poverty. Just doing more things and spending more money without a plan to “move the needle” is not an acceptable approach. The Performance Outcomes workshop provides public servants with an opportunity to focus on outcomes, as they pertain to the policy cycles and program and policy development. The workshop will also use a logic model approach to understand outcomes, as they cannot be seen as a standalone goal and must be an integrated part of the problem definition and design process. Further, we will discuss how outcomes and accountability are connected.

By the end of this workshop you will:

  • understand clearly the difference between outputs and outcomes and how they are linked;
  • recognize the different types of outcomes (direct, indirect and final);
  • identify the types of questions to ask to understand outcomes that are relevant; and,
  • understand that an outcome-focus can clarify expectations and problem definitions.

Daniel Goleman said, “leadership is the art of persuading people to work toward a common goal.” To do this, leaders today must act not only as decision-makers but also as mediators, subject matter experts and role models. The Collaborative Leadership workshop assists leaders in sorting out competing expectations in order to work collaboratively to meet organizational objectives. You will explore the key principals of collaborative problem solving, including establishing & maintaining a positive culture, managing personality types and guiding discussions to reach decisions.

By the end of this workshop you will:

  • be familiar with the key competencies for collaborative leadership;
  • understand the impact of personality types and bias on leadership outcomes;
  • be able to connect aspects of organizational culture to the success or failure of collaborative efforts; and,
  • apply strategies for building collaborative relationships in the workplace.

This workshop is designed to provide public servants with an understanding of the crucial role played by the courts in a democratic society. With the participation of The Honourable Robert Richards, Chief Justice of Saskatchewan, workshop attendees will have an opportunity to “look behind the bench” at the inner workings of the courts and the relationship between the courts and the legislative and executive branches of government.

By the end of this workshop you will:

  • understand the judicial Branch, including its critical role in ensuring the other two branches of government properly fulfil their responsibilities; and
  • participate in a discussion on the court’s responsibility to ensure the rule of law in a democratic society.

The Collaborative Policy Development workshop examines various components of collaborative policymaking, including skills, knowledge and strategies to develop collaborative solutions to complex public policy issues and to manage collaborative partnerships. This workshop provides public servants with an introduction to developing policy through consensus-driven dialogue and participatory practices. It explores various strategies that may be used to craft solutions in both planning and implementation.

By the end of this workshop, you will:

  • be familiar with different approaches to collaborative policy-making;
  • understand how and why to get the public to participate in a collaborative process; and,
  • manage in a collaborative, networked environment.

Data has become a huge commodity across the world. It really is pieces of captured information. It can be used as fuel for change based on the analytics that are used. Data has value and knows no social norms or organizational boundaries. Every second data is being collected on all of us - from the grocery store, the internet, the gas station, our Fitbit, the ATM, Facebook, the medical lab, our favourite charity, online shopping, to the library. We have access to so much data in government; how and where do we start to use it to make better policy and informed decisions, especially as we face financial and social challenges in government? What problems are we trying to solve in analyzing the data? How can you make better policy and informed decisions? Analyzing data for the sake of analyzing is not the solution. There are also ethical issues to be considered in gathering and analyzing data. This includes privacy; manipulating data; use of data for purposes other than what it was collected for, and open data.

By the end of this workshop, you will:

  • be familiar with basic information on big data and analytics;
  • identify opportunities and challenges in data analytics; and,
  • recognize possibilities to innovate, shift our thinking and use different tools to create better policy and informed decisions.

Serving citizens is at the core of the public service and the principles of citizen-centred service are contained in the core values of the Saskatchewan Public Service Commitment to Excellence. But what is citizen-centred service really about? It is more than paying lip service to citizen engagement. It requires going beyond public consultation that can be more about selling a product than designing it. True citizen-centred service is about engaging the public early and often as programs are designed and policies are implemented. But how do we do that in meaningful ways?

By the end of this workshop, you will:

  • identify the essential elements of citizen-centred service;
  • differentiate between various models of engaging citizens in program and policy design;
  • evaluate when to use citizen engagement and when to avoid it;
  • determine when and how to introduce your agency’s interests into the process and how to balance them with citizen’s needs; and,
  • select strategies for communicating the results of citizen-centred processes.

In times of major crisis public servants and elected officials must pull together to coordinate an extensive management effort with little or no notice. Often this means working across large geographical areas and coordinating with multiple government ministries and agencies as well as stakeholders, citizens and private organizations. This workshop explores the unique challenges and exceptional skill sets that come to bear at times of crisis. You will explore what it takes to respond to a disaster and other large scale crisis, as well as how these strategies and skills are relevant to the varied challenges faced by public servants on a regular basis.

By the end of this workshop, you will:

  • describe the unique factors that are in play at a time of crisis;
  • identify strategies for responding to crisis in a timely and effective manner; and,
  • apply the skills necessary for large scale crisis response in other challenging circumstances.

Public engagement is the cornerstone of good public policy development. Interacting with citizens to help define problems and co‐design solutions is another aspect of an engaged democracy. Public policy processes are increasingly characterized by complexity with the methods used to facilitate participation shifting dramatically. As our system of democracy evolves, public sector leaders will be responsible for developing alternative participation methods to encourage people to be more involved.

The Leading Engagement workshop provides an in‐depth look at the concept of public engagement and the emerging smart practices of participation including how these initiatives need to go beyond information gathering. You will become familiar with the principles of public engagement and the impact of social media and other web‐based platforms. You will also be supplied with a toolbox of participation methods including the instruments’ strengths and weaknesses. Using a case study approach, this intensive session will challenge you to understand how to design effective engagement practices, and the consequences of ignoring public involvement in defining the problem and identifying solutions.

This one-day workshop provides an overview of the historical events and policies that have shaped the current relationship between Indigenous and non-Indigenous people in Canada. The workshop highlights how this historical context plays a role in the Calls to Action highlighted by the Truth and Reconciliation Commission (TRC).  The workshop also examines current Indigenous policy and review engagement strategies and relationship-building tools that public servants can use with Indigenous communities.

By the end of this workshop you will:

  • understand how historical events, policies and current legislation have shaped the current social, health, and education inequalities for many Indigenous people;
  • be familiar with relationship-building tools and engagement strategies; and,
  • have the background knowledge necessary to initiate the implementation of selected TRC Calls to Action.

Budget is the universal language between all areas of government. The Budget Process and Financial Literacy workshop increases your fluency in public sector budgeting and financial management in the Government of Saskatchewan. This workshop provides you with an understanding of the roles and responsibilities of various players in the budget process and how budget decisions are made in the public sector. We examine the phases of the budget process, including strategic planning and decision-making; budget implementation; financial management; and, budget reporting, accountability, and evaluation.

By the end of this workshop, you will:

  • understand the role that financial considerations play in formulating policy and program management;
  • examine the financial planning cycles of government and the elements of sound financial planning and management in public sector entities; and,
  • gain an understanding of financial decision-making processes and elements of financial and program accountability within the context of public decision-making processes

The Comparative Public Policy workshop provides you with the knowledge, skills and tools necessary to conduct comparative analysis. Due to globalization and communication growth, the comparative approach is even more accessible and relevant. This session will provide you with an understanding of why it is useful to compare cross-national and cross-provincial public policies and how to do so.

By the end of this workshop, you will:

  • understand why comparing policies will aid in your understanding of your own policies;
  • know where to start and what questions to ask to extract lessons from studying other policies and programs;
  • be aware of the main challenges and appropriate methods for choosing better jurisdictions within Canada and abroad to study; and,
  • know how comparative analysis may be used to draw lessons to find, fine-tune, and present resourceful policy options to decision-makers.

Do you think business case analysis is only useful in private industry? Think again! In Business Case Analysis, you will be introduced to the idea of business case analysis in the public sector, including problem definition, development of alternatives, cost-effectiveness analysis, risk assessment and the development of recommendations. We will discuss the theory underpinning business case analysis and review public sector examples to demonstrate how this approach can be useful in the public sector.

By the end of this workshop, you will:

  • understand how to approach a public sector business case analysis;
  • gain experience by participating in hands-on examples of case analysis; and,
  • appreciate the value of business case analysis as a method of program and initiative development.

The Legislative Processes workshop describes how policy becomes legislation and what choices are available prior to introducing draft legislation in the Assembly for debate and decision. It also discusses the legislative process and the scope of amendments and the regulative process. We also discuss examples of various approaches to legislation and focus on how this should be considered when you work on public policy development.

By the end of this workshop, you will:

  • better understand how laws are made in the Legislative Assembly;
  • appreciate the process and consideration for translating public policy into law;
  • better understand what material is required by Ministers and Members when they prepare and present legislation for consideration; and,
  • appreciate the nuances of the legislative processes.

You have already defined and researched the problem, analyzed the potential solutions, chosen criteria to evaluate the options, and recommended a course of action. Now comes the easy part - right? Wrong! The number one reason that policy fails is that not enough time and focus is given to implementation. The best policy on paper will not deliver outcomes if it is poorly implemented. On the flip side, even poorly developed policy can succeed if implemented well. The key to achieving outcomes is being able to implement the approved decision successfully. This workshop focuses on the key areas to successful policy implementation.

By the end of this workshop, you will:

  • understand the importance of planning ahead for implementation (it doesn’t just happen);
  • seek to dedicate time to proper implementation;
  • pursue the involvement of those who will be implementing during the planning phase;
  • plan to allocate appropriate resources to achieve the desired result; and,
  • be prepared to develop your communications strategy for each group involved.

Do you want to know how to use policy tools to nudge citizens towards positive outcomes? Choosing Policy Tools: The Economics of Nudging provides a deeper understanding of the various policy tools introduced in The Role of the Public Servant. You will gain insight into the exact mechanisms that allow each policy tool to work, the advantages and disadvantages of each tool, and how to select effective policy tools to respond to public policy needs. We also explore how to identify policy response options for governments.

By the end of this workshop, you will:

  • be able to identify the objectives of policies;
  • understand a number of alternative mechanisms to achieve policy objectives; and,
  • be able to evaluate policy alternatives and make recommendations on those most likely to be effective.

The Working with Public Sector Boards workshop examines the unique circumstances that exist for public servants who regularly interact with agencies governed by their own boards. We will focus on understanding the governance structure of agencies, the relationship between agencies and executive government, and how public servants can best support these agencies.

By the end of this workshop, you will:

  • understand why governments establish boards and the roles and responsibilities of public servants and ministries;
  • understand the need to align government objectives with agency goals;
  • understand how public policy is motivated and designed within government and the impact on board oversight; and,
  • understand the accountability mechanisms governments use to guide the work of agencies and measure agencies’ performance.

The Program Measurement and Evaluation workshop provides public servants with an introduction to monitoring and reviewing government programs and discusses the principles and purposes of program evaluation. We will introduce you to the main approaches of program review and discuss how program success may be measured.

We will teach you how to use logic models in program measurement and review and how to distinguish the goals of programs, focusing on outcomes. We will discuss the merit and worth of programs and how to distinguish program efficiency and program effectiveness, performance management, benchmarking, and program review and evaluation design. We will show you how program measurement and evaluation are used to improve program outcomes and enable programs to meet targets and achieve its purposes. You will be asked to contribute to discussions, partake in several applied exercises, and learn how to comprehend evaluation reports, interpret findings, and design an evaluation plan.

By the end of this workshop, you will:

  • know the value and uses of program measurement, as well as the key concepts;
  • be able to apply different approaches to develop program measurement, review and evaluation frameworks;
  • know processes within the Government of Saskatchewan; and,
  • be able to apply a basic methodological approach to create and use logic models.

The service of the public requires a commitment to adhere to general values to work in good faith and carry oneself in a professional manner. This requires diligence to many policies such as privacy, anti-harassment, conflict of interest, protocols and fraud. However, the concept of ethics goes deeper than this. The Public Service Ethics workshop examines the concept of “the public trust” and the role that individual public servants and the leaders have as caretakers of the public trust. The workshop explores the role that organizational culture plays in maintaining a positive environment and the impact of culture on individual choices and behaviour. You will take part in a series of interactive discussions and exercises.

By the end of this workshop, you will:

  • be familiar with ways to establish and sustain interpersonal and public trust;
  • understand how to play a leadership role in shaping ethics, serving as a role model, and demonstrating integrity; and,
  • understand the role of trust, competence and courage in ethical leadership in public service.

The Effective Communications in Government workshop starts with a discussion on why we communicate and ultimately familiarizes participants with different types of government documents. The discussion will lead to an understanding of key components, structure, and communication styles. You will discuss the general rules of writing for government documents, learn the uses AND differences between Government documents including briefing notes, information items, and decision items, and review the importance of stating the ‘why’ in enabling decisions to be made.

By the end of this workshop you will:

  • understand your role in communicating effectively;
  • be clear when one-way vs two-way communication is appropriate;
  • have the know the functions of different written communication instruments and how to use them effectively; and,
  • have improved communication skills that can be used in any format including both written and verbal communication.

Cabinet Decision Items (CDIs) are the single most important decision-making tool used by cabinet governments. The ABCs of the CDI workshop is designed to provide Saskatchewan public servants with the knowledge and skills to better prepare these documents. The workshop covers a number of areas: the function and purpose of the CDI, the organizational format, and the importance of getting the recommendation written properly. You will leave with practical tips and guidelines to help you prepare and write better quality CDIs in the future.

By the end of this workshop, you will:

  • appreciate who your audience is;
  • know the attributes of good CDIs; and,
  • apply tips and techniques to write better CDIs.

Writing a briefing note can be considered an art. It is not just a cut and dry writing exercise. The Art of the Briefing Note provides Saskatchewan public servants with a number of points to consider in writing better briefing notes. The workshop covers a number of areas: your audience and what their needs are; the why, how and when of using briefing notes; as well as writing tips to communicate effectively. You will also get a chance to gain experience through practical exercises, including giving a verbal briefing.

By the end of this workshop, you will:

  • appreciate who your audience is;
  • know the attributes of good briefing notes; and,
  • apply tips and techniques to write better briefing notes.

The Innovation workshop begins by defining innovation and examining types of innovation. The workshop examines the different types of innovation as well as the compelling reasons for governments to emphasize and encourage innovation in services and programs. You will explore the unique challenges that government innovators are faced with and consider different approaches to address these challenges. We will focus on execution to increase the odds of success in a field that experiences a high failure rate; learning from failures and managing change are important components to consider for public servants striving for innovation.

By the end of this workshop, you will:

  • understand the compelling forces that are driving the public sector to an innovation agenda;
  • identify the key predictors of an implementing a successful innovation strategy; and,
  • be able to apply a planning process that is appropriate for your context and resources.

Do you possess the traits that make an innovator? Can you build those traits or gain tools to support innovation? Find out! While our first Innovation workshop focused on how to conduct organizational assessments and identify systems and cultures conducive to innovation, the Traits and Tools for Innovation workshop identifies four categories of skills, attitudes, and behaviours required by individuals so they may contribute to an organization’s capacity to innovate. You will explore specific strategies and tools for innovation. This workshop complements our existing Innovation workshop and both those who have and have not attended the initial Innovation workshop are encouraged to attend.

By the end of this workshop, you will be able to identify skills, attitudes and behaviours that:
  • turn ideas into strategies, capabilities, products and processes;
  • facilitate creative problem solving and continuous improvement;
  • enable assessment of risks and strategies to mitigate risks; and,
  • build relationships and networks as resources necessary for successful innovation.

Fall 2020 Online Schedule

The Johnson Shoyama Graduate School of Public Policy has worked with the Government of Saskatchewan (GoS) since 2008 to deliver many training initiatives, including the Policy Workshop Series. Starting in 2017, JSGS was pleased to work with several Treasury Board Crowns on policy workshops for their public servants. Selected Treasury Board Crown employees and all ministry employees are eligible to attend the Policy Workshop Series, and registration is accepted through Learn.

We are also pleased to accept other public servants in the Policy Workshop Series, including employees of provincial, federal, and municipal governments, Indigenous organizations and governments, universities and other educational institutions, and non-profits.

Public Servants outside of the GoS can register for Fall 2020 workshops here:

Contact Us

For more information on the above executive education options, please contact: