in, it can be a hurry-up-and-wait situation for senior department staff who are anxious to get on with the transition. A unique aspect of being a deputy minister in Manitoba is that deputy offices are physically located in the Legislature, adjacent to their Ministers’ offices (adjoining rooms). This has benefits and drawbacks – you can develop a strong working relationship with your minister and political staff, but you are also very accessible and may be too reachable, making it difficult to get your work done. It is important to establish boundaries between what is appropriate for the department and what is political. Although it would be beneficial to be situated with the department to have more opportunities to engage staff and promote alignment with the political direction, I find it positive to work closely with the minister. I also enjoy working in Manitoba’s beautiful Legislative building. When a minister is appointed and moves in next door, the close proximity helps quickly develop a rapport and support them to get up to speed. It is good to spend time listening to the minister and new technical staff on what they are interested in and ask the minister how they would prefer to be briefed. Scheduling briefings at a reasonable pace is important – there is a lot to cover. Building a relationship with the technical staff is important too – this helps in building trust and developing a positive and respectful environment for working together. The public service should not assume that the minister is starting from scratch, as they may be well-versed in the subject matter of the department. Following the minister’s lead on how much detail they want in briefings is key. In going over the materials prepared and the formal transition binder, there is an opportunity to demonstrate that we are organized, prepared, and ready to support the new government. Identifying quick wins that can advance election commitments and maintaining a positive attitude go a long way. As the transition happens, it is key to communicate frequently with the department so they can learn about the new areas of focus and ways of working. In addition to providing information on the priorities of the new minister and Cabinet, there may be a need to remind the department to be open, remember our role as public servants, and not become territorial. This is especially important if re-orgs are at play. It is also good to coach staff to be mindful of their language – it is best not to reference strategies of the former government as if they are enduring, as it is a new day. It may also be beneficial to caution senior department staff that they should not take any criticism of the previous government’s initiatives and programs personally. Building trust with a new government can take time – using strong political acumen, bringing staff along to the new vision, and continuing to demonstrate that the public service can deliver on the new mandate will promote a smooth transition. Jan Forster is currently the Deputy Minister of Advanced Education and Training in Manitoba. She has served as Deputy for numerous portfolios, including Environment and Climate, Economic Development and Training, and Municipal Relations. Throughout her career, Jan has led and supported the development and implementation of multiple whole-of-government strategies. She has gained a broad view of the provincial government, having spent significant time in leadership roles across diverse portfolios such as workforce development, Employment and Income Assistance, Consumer Protection Office, and Family Services. She has extensive experience working on Federal-Provincial-Territorial issues and agreements. Jan entered the Manitoba Civil Service as part of a Management Internship Program in 1997, where she spent several years on rotational assignments and management training. She graduated from the Universities of Winnipeg and Manitoba with a Bachelor of Arts in Political Science and a Master of Public Administration. 20 / Canadian Government Executive / Spring 2025 FEATURE Building trust with a new government can take time – using strong political acumen, bringing staff along to the new vision, and continuing to demonstrate that the public service can deliver on the new mandate will promote a smooth transition.
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