Cerrfied Public Manager Program

Cerﬁed Public Manager Program

Does The Original Vision Sll Ring True?

Doug Wilson, B.S., M.Ed., MPA, CPM 9 By 9 Soluons 9by9soluons.com 404-432-9043 THE CERTIFIED PUBLIC MANAGER PROGRAM

Has the Vision Been Realized? Time of Leadership Evoluon

• Started in Georgia State Government in 1972

– Vietnam was ending • Movement from autocrac to “parcipave” leadership – Civil Rights Act of 1964 amended in 1972 and impacng organizaons – Leaders becoming aware of personal liability for acon • Cases hit Supreme Court • Being scared helped build interest • Leaders – Needed praccal direcon

• Management training eﬀorts were mediocre overall Copyright 9 By 9 Soluons, LLC 2018 3 All Rights Reserved Exisng Management Training in Georgia • Agencies had limited management training course of own

• University of Georgia oﬀered 1 course for higher level managers – Several professional level courses

• State Merit System oﬀered 1 core management course

• SMS Training Division was bureaupathological • Staﬀ: • 5 management instructors • 1 course oﬀering per month (rest of me for “research”)! Quality was very poor • Good topics • Bad topics • 1 class per month • More entertainers than trainers • High evaluaons due to fun, jokes & geng out early • Within 6 months everybody above me in SMS le, I became Assistant Division Director – Would never happen today, somebody would have been brought in Copyright 9 By 9 Soluons, LLC 2018 5 All Rights Reserved Starng The Road To Change

The Players University of Georgia’s Instute of Government

• University of Georgia, Instute of Government – Hal Holtz • Hired Ken Henning • Conduced legislave training every year • Strong polical connecons – Ken Henning • Came from University of Wisconsin • Kept me in state government due to personal learning

• Ken Henning spent much me on trends – Classic presentaon: “The Changing Leadership Environment” – Discussed many trends • The Personal Liability of Leadership • The need for the professionalism of the leadership funcon • The Changing American Philosophy and Its Impact on Leadership

Copyright 9 By 9 Soluons, LLC 2018 7 All Rights Reserved How Many People Are Needed To Create Meaningful Change? • Director of SMS Training Division – Grady Huddleston • University of Georgia Graduate • Ex–state senator • Strong polical connecons • Knew nothing about training – Doug Wilson – Assistant Division Director – Quinn Spitzer – Management Team Leader • Became President of Kepner-Tregoe • Several dedicated loyal doers • “Umbrella of Protecon” – Grady and Hal

The Challenge Quality of Training

• Training was something I could not be proud of – Faced 4 major issues 1. Had to increase demand 2. Number of instructors hired aer me who were raised under the “old system” 3. Had to hire trainers who had never been leaders 4. Material was not quality – Spent 6 months researching and creang materials » Content » Examples » Quesons – Research Examples: » Went to American Arbitraon Society to develop 10 fundamentals for managers when taking disciplinary acon » Went to EEOC for Protected class informaon Copyright 9 By 9 Soluons, LLC 2018 10 All Rights Reserved Maturity of the Program

• Revised Core Course – Culture change - everyone had to teach all topics

– Goal was integrated leadership program In 2 years went from 12 to 1st 6 Next 6 Next 6 Next 6 @150 5 day Base months months months months Management courses a year throughout 1 course 2 courses 4 courses 6 courses 8 courses Georgia /month /month /month /month /month This quality/ demand created the equal partnership with Quality UGA

• Management series began to evolve – State Merit System – Created Themes for each ‘level” • Level 1 – “Management of the Individual” – 5 days • Level 2 – “Management in the Organizaon” – 5 days • Level 3 – “Management of the Group” – 5 days – University of Georgia • Level 4 – “Management of the Large Organizaon” – 10 days • Level 5 – “Management of Systems” – 5 days • Level 6 – “ Decision Making and Ethics in State Government” – 10 days – Dean Rusk & the Cuban Missile Crisis decision

• In each level, a large notebook of management arcles was provided – Readings assigned nightly

• Knew top down change was diﬃcult • Believed in systemac development of large # of leaders to begin to build a culture – Needed to build a common point of view • Danger: Leaders being trained but not hearing “same thing” • Not the way to build a culture • Build a cadre of leaders with a healthy leadership philosophy – As they moved up, they could build “pockets” of sound leadership which would broaden • Addressed execuve leadership through specialized seminars to expose them to concepts in the CPM program

• A joint commiee was formed to oversee and innovate around the leadership development levels – Ken Henning, Instute of Government – Doug Wilson – Quinn Spitzer – Each commiee member added strength to overall group • Ken - visionary • Quinn & Doug – praccal concepts, take program ideas and operaonalize – Commiee had to determine what was taught in which course and how to build higher level content on lower level content

• Had many senior leaders who wanted to start in the middle – Wanted credenal – Felt their posion should exempt thme form lower levels

• Answer was: NO! – This is where the umbrella of protecon provided much value to the program geng a “right” start.

• Crossing The Rubicon – During one of the SMS/UGA Program Leadership meengs, we discussed the issue: • The professionalism of the leadership funcon – Faced queson – why not here? • Why can’t we build a structure to professionalize the leadership funcon within state government? • Goal was to develop a rigorous program leading to a respected credenal – Feared the watering down of the program or the credenal given to leaders based on their posion and not their course of sturdy – Desired highest standards • 2 Levels of Eﬀort – Vision – Structure to get to vision

State Merit UGA’s System Leadership Instute of Training Government Division City & Employee Employee Cerﬁed Legislave County Training Relaons Training Public Training Manager Program 6-10 special “trend” Levels 1-6 Core Series Elecves programs annually

Professional • Commissioners Training • Personnel Directors • Training Directors

• Discussion was to build a concept that paralleled the Cerﬁed Public Accountant Cerﬁcaon – Researched their organizaon and concept

• Form a naonal organizaon that would: – Deﬁne the standards (categories/hours/content) that any person any where would have to be exposed to/master to get CPM – Administer naonal standardized test required to earn CPM • Awarded naonally, not by individual states • Require demonstraon of core skills in crical competency areas – Protect the credenal so that it would lower to the least common denominator – Develop leadership/management ethics for naonal adopon – Speak to public management issues across naon as the leading public management organizaon – Cung edge thought leadership on management trends/issues Copyright 9 By 9 Soluons, LLC 2018 20 All Rights Reserved Steps to Vision

Cerﬁed Public Goal: Manager Designaon Award on Naonal level based on high standard of aainment

Naonal Oversight Organizaon

Mulple State Implementaon Involvement

Georgia Society of CPMs

Build the CPM Program

• To earn credenal a person would have to demonstrate leadership/ management capability in several areas: – Aendance of certain amount of hours of leadership study • 240 hours in 6 core levels • 60 elecve hours for person to gain addional experse in area of importance to them – CPM program offered elecve courses in “cung edge” areas – Used as a laboratory that oen led to the enhancement or modificaon of core content • Tesng to show mastery of the knowledge of core content • Demonstraon of the ability to apply the core content – 1 leadership related project required aer each level – 6 in total • Credenal to be awarded jointly by the University of Georgia and the State Merit System – Asked SMS to provide credit for credenal in qualificaons for leadership posion – This was a bale: Ulmately received 5 hours of graduate credit Copyright 9 By 9 Soluons, LLC 2018 22 All Rights Reserved Awarding The Designaon

• Never intended that the final soluon would be for states to award the designaon permanently – Had to start this way • Building Polical Support – Had the model & some people who finished all 6 levels – Went to Governor and proposed the Cerfied Public Manager Concept • Agreed and wanted program to produce graduates w/i next budget cycle (@6 months) – Went to key legislave members and proposed the concept • Asked for funding to be built into the budget • Date was set to produce graduates

• Course work was in place • Two levels of effort – Building the infrastructure • Wrote examinaons (3 hours each) for Level – 1 test for Levels 1-3 (13 days of training content) – 1 Test at end of Level 4, 5 and 6 – Tests reviewed and modified • Wrote a minimum of 4 leadership project alternaves for each of the 6 levels – Opon was given to parcipants to design their own project (approval required) – I graded and approved/failed all projects – Building graduates • Had @50 state managers who had completed Levels 1-6 • Explained the concept • Determined who was interested • Offered review courses – Some had aended early course several years before – Some content had changed • Conducted tesng sessions around the state

• 1st Graduates – Aended all 6 core courses – 240 hours – Had 60 hour of elecve course work • Oﬀered several elecve courses during this me – Passed 4 three-hour examinaons – Grandfathered: • Projects – Did not complete the 6 leadership projects • 30 managers completed the work to be included in the ﬁrst graduang class

• Held Ceremony in State Capitol – Governor and Legislave leaders aended – Awarded CPM • George Askew received CPM #1 • I was # 30 (alphabecal)

• Goal: build infrastructure to create a naonal society • 1st step was to create a Georgia Society of Cerﬁed Public Managers – Did so through Secretary of State – First oﬃcers: Doug Wilson, President; George Askew, Vice President – To maintain credenal an addional 30 hours of leadership training was required every 3 years – Dues were collected – GSCPM sponsored an annual leadership conference for graduates – Provided value back to state on issues state agencies were facing

A Change Management Case Study Expansion Naonally

• Create the Naonal Society of CPMs – Had to have at least one other state that awarded a CPM Designaon • Mulple states desired – Applied for and received a Naonal Science Foundaon Grant to expand the CPM Program – Contacted mulple states and visited them to assess interest in and support of CPM Program • Objecves to select inial states – Wholeheartedly support the program concept – Meet the inial requirements (GA’s requirements) – Ensure the program was not watered down to lowest level – Ulmately award the credenal

• Unfreezing – How do we get others to buy-in?

• Moving – How do I manage the chaos of change in progress?

• Refreezing – How do I stabilize the change once we have accomplished the goal?

Restraining Forces

Worthless Don’t want to change our training Execuve leadership Why don’t Who is GA to tell us what to do? states want to change? wont support Can’t cerfy leadership – not scienﬁc? No collaboraon between state/university Desired leadership training funcons State

Current State Take public leadership to next level Professionalize leadership development in state Why should states Presgious want to change? Be on cung edge Build high achieving leadership Culture in state Driving Forces

• Aer much discussion & many visits, 5 states threw hats into the ring – Arizona – Florida – Louisiana – Vermont – New Jersey

• Unfreezing – How do I get others to buy-in? • 5 States • Moving – How do we manage the chaos during change to achieve the goal?

• Refreezing – How do I stabilize the change once we have accomplished the goal?

• Very fragile process – Brought representaves to Atlanta • Goal was to share lesson plans for levels Program almost • Jump start them in oﬀering course work died • Shared tests and projects here – Soundly rejected by other states • Personalies • Our programs already good – just tell us how to cerfy – Gave all lesson plans and materials but had lile agreement on moving forward Copyright 9 By 9 Soluons, LLC 2018 35 All Rights Reserved Expansion Naonally

• Naonal Requirements – 300 hours of aendance in leadership programs • Content to be determined by each state – 6 leadership projects – 12 hours of leadership content tesng – Joint eﬀort between the State and the University System – Meet with some resistance

• Major Error – Did not specify type of content that had to be included

• States conducted their own programs and awarded credenals – Never the ulmate goal

• Aer other states produced graduates, NSCPM created – Ken Henning was 1st President

– Around this me I le the Program

• Unfreezing – How do I get others to buy-in?

• Moving – How do I manage the chaos of change in progress?

• Refreezing – How do we stabilize the change once we have accomplished the goal?

• Unfreezing –Other States Buy-in to Concept? – Danger: buy-in but with lower standards

• Moving –Manage the chaos of change in progress? – Danger: Didn’t want real change – Water concept down to lowest common denominator – Vision for prestigious credential would become just another certificate of training – Stop too soon and not realize full potential

• Refreezing – How do we stabilize the change once we have accomplished the goal? – Program would die – Settle for less than the vision

• When started, course were offered free to state agencies – Agency support: Significant waing to list to get into programs • High demand by agencies for courses to be conducted in their locaons statewide • Met those needs – Training offered to professional groups under CPM umbrella – Built a 4 person cross funconal leadership team to oversee program – Link with Governor’s Office, Legislature, Board of Regents to maintain acve involvement – Publicity of the Georgia Society in course offerings and publicaons – Funds for program were placed in SMS budget and SMS contracted with University of GA

• When program was started, the talent was exceponal – Ken Henning, Instute of Government – Quinn Spitzer – became President of Kepner-Tregoe – Doug Wilson – Grady Huddleston – Harold Holtz, Instute of Government • Over me talent le – CPM was cause of me leaving Georgia State Government • Ownership & relaonships at top were not maintained – Budget crisis came, the SMS stopped contract with UGA • Georgia program died – Did not have a coalion of leaders in power that owned the program

Copyright 9 By 9 Soluons, LLC 2018 41 All Rights Reserved Observaons Sustainability Now Comes From Naonal Society • Two biggest dangers to sustainability – New polical leaders want their own programs/credit • One reason the cerficaon cannot be state by state – Lack of funds – training goes first – At same me, biggest issue in leadership is lack of talent! • If those in power don’t believe the CPM is producing those leaders, program will be tolerated, not embraced • If naonal society is not strong, no state program is sustainable American Society must – Credenal must be high value exist and be a powerful – Must mean something Voice and force for public management Copyright 9 By 9 Soluons, LLC 2018 43 All Rights Reserved Random Observaons Management Development Observaons Aer 4 Decades As a Consultant • Most management development too broad, not deep – Managers & Engineers • Value is not in the content • Value is in the applicaon of the training • Biggest deficiency: Leaders know all terms – don’t live it • More emphasis on leadership philosophy and values – If you believe these values, how handle this? • Secret is in true collaboraon – 1 crical skill: decision making – Lead & parcipate simultaneously • Leadership development is siloed – Secret is in the “and” • Can significantly create innovaon with an umbrella of protecon, 2-3 really commied change agent and a cadre of loyal “doers” that are aligned & “own” the concept Copyright 9 By 9 Soluons, LLC 2018 45 All Rights Reserved So, Has the Original CPM Vision Been Accomplished?

• Do graduates take a naonal standardized exam to demonstrate knowledge across crical and speciﬁed leadership areas, • Do graduates demonstrate observable skill in deﬁned crical competency areas, and • Do graduates connue advancing their own leadership educaon • Does the Naonal Society speak with authority to crical issues?

Is the original vision for the CPM Program sll valid? You are the judge!