Introduction:This article outlines the key findings of an evaluation of a Coaching Summit, which took place as a professional development activity in the public service of a province in Western Canada. The summit provided a combination of coaching learning opportunities through formal presentations and facilitated experiential exercises, with direct experiences of coaching practice focused on specific areas of focus relevant to public service work.Methods:Borton’s (1970) framework guiding reflective activities was used to develop a ‘what – so what – now what?’ approach to reflective activities used in evaluating the summit. This was used to develop questionnaires, which included five-item Likert scales, which were completed for all presentations and activities. Qualitative data were collected confidentially through open-ended comment sections on the questionnaires, and on a large wall mural.Results:The findings show that the summit was an effective approach to employee engagement for participants, introducing the practice of coaching through experiential professional development, and providing a positive impact on work through tools and ideas for improving team functioning.Discussion:The findings were consistent with coaching research with public service employees in other jurisdictions, in particular, the role of coaching in developing trust within the organisation. Limitations include the self-selected nature of the participants who attended the summit and those who provided written evaluations.Conclusion:The Coaching Summit format is a promising approach to engaging employees in a large public service organisation and can provide coaching-oriented professional development opportunities to a large number of employees in a relatively intimate setting.
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