This article surveys state-owned enterprise director training programmes in Canada at both the national and provincial levels. In Canada director training programmes have emerged to enable good private-sector corporate governance. This trend has been embraced by governments seeking to improve corporate governance among their state-owned enterprises. The article reviews the state of director training in Canadian state-owned enterprises. Considered are the programme delivery models and contents. The article highlights the specific nature of state-owned enterprise boards and how this affects the learning needs of their directors. Accordingly, the article underscores the necessity of providing directors who are new to state-owned enterprises training specific to the public sector. The article concludes by highlighting notable practices and how these may contribute to improving outcomes in public administrations.
Auditor General of Canada (1993) Chapter 4 – Crown Corporations: Accountability for Performance. 1993 Report of the Auditor General of Canada. Ottawa: Auditor General of Canada. Retrieved 10 November 2012 fromwww.oag-bvg.gc.ca/internet/English/parl_oag_199312_04_e_5943.html.
2.
Auditor General of Canada (1995) Chapter 10 – Crown Corporations – Fulfilling Responsibilities for Governance. 1995 October Report of the Auditor General of Canada. Ottawa: Auditor General of Canada. Retrieved 22 April 2014 fromhttp://www.oag-bvg.gc.ca/internet/English/parl_oag_199510_10_e_5011.html.
3.
Auditor General of Canada (2001) Chapter 18 – Governance of Crown Corporations. 2000 December Report of the Auditor General of Canada. Ottawa: Auditor General of Canada.
4.
Australian National Audit Office (1999) Corporate Governance in Commonwealth Authorities and Companies. Canberra: Australian National Audit Office.
5.
Canada (2005) Meeting the Expectations of Canadians: Review of the Governance Framework for Canada’s Crown Corporations. Ottawa: Treasury Board of Canada Secretariat.
6.
Canada School of Public Service (2012a) Financial Knowledge in a Government Environment – Crown Corporations (Z116): Abstract. Retrieved 10 November 2012 fromwww.csps-efpc.gc.ca/cat/det-eng.asp?courseno=Z116.
7.
Canada School of Public Service (2012b) Roles and Accountabilities of Boards and Board Members (Z129): Description. Retrieved 10 November 2012 fromwww.csps-efpc.gc.ca/cat/det-eng.asp?courseno=Z129.
8.
Canada School of Public Service (2012c) Understanding the Government Environment and its Impact on Crown Corporations (Z115): Description. Retrieved 10 November 2012 fromwww.csps-efpc.gc.ca/cat/det-eng.asp?courseno=Z115.
ClarkIDPalLA (2011) Academic Respectability Meets Professional Utility: Canadian MPA/MPP Programs and Professional Competencies. Working Paper, November 21, 2011. Toronto: Canadian Association of Programs in Public Administration.
École nationale d’administration publique (2013) Formation continue, Formations sur mesure et spécialisées: Gouvernance [Continuing education, in-house and specialized training: governance]. Retrieved 22 April 2014 fromhttp://www.servicesauxorganisations.enap.ca/216/Specialisees.enap.
14.
FrederickW (2011) Enhancing the Role of the Boards of Directors of State-Owned Enterprises. OECD Corporate Governance Working Papers, No. 2. Paris: OECD Publishing.
McIntyreMMurphySA (2009) Director education programmes in Canada, Australia and the UK: a comparative study. International Journal of Business Governance and Ethics4
(4): 349–371.
19.
O’NeillMA (2013) Orientation programs for directors of state-owned enterprises: a review of Canadian and Commonwealth experiences. Paper delivered at the International Research Society for Public Management Annual Conference, Prague, April.
TremblayMMorneauGPronovostJ (2012) La nouvelle gouvernance des sociétés d’État: Une évaluation qualitative [The new governance of state-owned enterprises: a qualitative evaluation]. Québec: École nationale d’administration publique.
