Hiring new employees is only the start—it is also essential to train them in the skills that they need to successful in government.
The training structure outlined below is only one option! You may decide to offer more or less training, some of these topics or other topics.
Either way, offering both pre-placement training and ongoing training for all of the participants is an amazing opportunity to prepare them for the workplace and build a cohort mentality, as well as demonstrate your commitment to investing in your staff.
For your pre-placement training, we recommend a full-time training program that lasts between two and four weeks. Program participants should be hired and onboarded before the start of the training so that they will be paid to attend the training. (This is essential to ensure that the Pipeline is equitable for all participants.)
One option for this pre-placement training is to use a project-based learning approach, with participants working in small teams to complete a real-world project during the course of the program. The teams will need to take a project from concept to proposed pilot and will have an opportunity to "pitch" their project to a panel of government officials at the end of the training.
Participants might learn skills in the morning, then put those skills to work in the afternoon by working on their projects. During the training, participants will have increasing amounts of unstructured time to work on their projects in their teams, as well as to receive coaching and help from the instructors.
A sample project might ask participants to find a solution that helps increase tourism in less-visited parts of the city.
Here is a sample high-level curriculum based on this structure:
|2||Deep dive into key government issues|
|3||Deep dive into key government issues|
|4||Deep dive into key government issues|
|5||Introduction to the problem-solving process|
|6||Introduction to the bootcamp challenge|
|7||Understanding how to work with data|
|8||Researching how customers use public services|
|9||Turning data into insights|
|10||Exploring the role of equity in government|
|11||Understanding who government serves|
|12||Getting comfortable with ambiguity|
|13||Testing ideas with real customers|
|14||Improving processes based on feedback|
|15||Expanding a concept into a robust proposal|
|16||Marketing a program to key stakeholders|
|17||Evaluating the effectiveness of a program|
|18||Preparing to transition to a government job|
|19||Finalizing deliverable under a time limit|
|20||Presenting deliverable to senior officials|
For your ongoing training throughout the program, we recommend offering between four to six hours of professional development and social programming per month. This might include workshops, lectures, panels, and tours.
Focus on matching the training with the phases in a new employee's first year:
- Months 1-3: Learning
- Months 4-6: Persisting
- Months 7-9: Growing
- Months 10-12: Achieving
In the Learning phase, focus on skills like organization, written communications, problem analysis, and research. Teach classes on how government works and the history of your city.
In the Persisting phase, focus on skills like resiliency and advocating for yourself, interpersonal communications, and community engagement. Teach classes on government processes and the impact of race, power, and privilege.
In the Growing phase, focus on skills like idea generation, process blueprinting and improvement, managing up, and leading productive dialogues. Teach classes on specific government programs and case studies.
In the Achieving phase, focus on skills like developing pilots, collecting customer feedback, and marketing and storytelling. Teach classes about different career paths in government and the public sector.
Catalogue of Skills
Draw from the skills below to construct your pre-placement and ongoing training:
Research and Analysis
Defining the scope of a problem to be solved and mapping the key stakeholders involved.
Quantitative Data Literacy
Working with numerical data and performing basic data cleaning and analysis.
Qualitative Data Literacy
Working with data that cannot be quantified, like opinions and user feedback.
Interviewing and observing customers to understand how they interact with services.
Sorting through different types of data to identify trends and draw insights.
Engaging communities for their input and in a manner that is respectful.
Getting customer feedback on pilots in order to improve the final solution.
Capturing Customer Stories
Collecting examples of successful outcomes for customers of a public service.
Program Design and Delivery
Turning research insights into descriptions of typical customers and their challenges.
Generating creative ideas to a problem and deciding on which ideas to explore further.
Mapping every step for how a public service works and how a customer uses the service.
Improving a public service based on data collected during the evaluation.
Deciding on a collaborative approach for completing a project and meeting goals.
Creating low-risk pilots of potential solutions using limited resources.
Investigating whether a public service achieved the desired outcomes.
Marketing and Storytelling
Turning outcomes into marketing materials for promoting a public service.
Sharing information with an audience in an engaging and understandable way.
Forming effective time management skills and other positive workplace behaviors.
Preparing to create impact for communities while working in government.
Removing biases from public services that prevent constituents from being successful.
Race, Power, and Privilege
Assessing the dynamics between government and the communities it serves.
Creating Change from Within
Gaining the support of key stakeholders to transform how organizations work.
Resiliency and Sticking with It
Maintaining a positive outlook when dealing with difficult situations at work.
Building a Career in Government
Planning for short-term and long-term professional goals.
Writing for the Workplace
Utilizing effective techniques for both casual and formal emails and documents.
Working with People
Interacting successfully and courteously with customers and constituents.
Communicating with Colleagues
Interacting professionally and respectfully with peers and senior colleagues.
Leading Productive Dialogues
Facilitating discussions with stakeholders to achieve successful outcomes.
Advocating for Yourself
Communicating your needs and challenges to a supervisor.
Managing Up, Down, and Sideways
Using strategies to set and manage expectations with supervisors and colleagues.