By Jacques Adam

Partnering with other Government Departments is also a possibility: CFPSA HQ staff, and CFRC Ottawa present their program to Canadian University Career Counsellors.

Is partnering with the private sector possible? The history of our legislation and policy is to focus on procurement rather than partnering. In recent years we developed a risk aversion, while asking our middle managers to work more as entrepreneurs. Partnering is now a core competency for our middle and senior managers. Recently the auditor general suggested taking reasonable risks in order to innovate.

In order to find the right balance you may want to ask the following questions:

• Does partnering add strategic value to your program?
• How well does it serve your mandate and priorities?
• Is it compatible with your client's ethics and values?
• What risks are involved?

Evaluate the benefit in relation to the value of the proposition. You should also consider the structural elements of the partnership, ownership, relationship to your objectives, degrees of engagement and the proposed exchange. (What is the partner expecting?)

We have to create that innovation/governance balance.

We should analyze carefully all unsolicited proposals and develop a partnership pitch package for senior managers. In partnering with the private sector within the CF and PSP environments we must find the right balance.