How European Schools of Public Administration can and do ...
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|European Heads of Schools Forum |
|7-8 November 2005 |
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|Examples of Partnership |
CONTENTS
AUSTRIA: Austrian Federal Chancellery 2
CYPRUS: CYPRUS ACADEMY OF PUBLIC ADMINISTRATION 2
CZECH REPUBLIC: INSTITUTE OF STATE ADMINISTRATION (ISA) 2
DENMARK: Danish School of Public Administration 2
FINLAND: The Finnish Institute of Public Management Ltd (HAUS) 2
FRANCE: IGPDE and CEES - in partnership since 2003 2
GERMANY: Federal Academy of Public Administration (BAKoV) 2
ICELAND: INSTITUTE FOR PUBLIC ADMINISTRATION AND POLITICS, UNIVERSITY OF ICELAND 2
IRELAND: The Institute of Public Administration in Ireland 2
ITALY: SCUOLA SUPERIORE DELLA PUBBLICA AMMINISTRAZIONE (SSPA) 2
LATVIA: SCHOOL OF PUBLIC ADMINISTRATION 2
Lithuania: Lithuanian Institute of Public Administration (LIPA) 2
NORWAY: STATSKONSULT 2
POLAND: THE NATIONAL SCHOOL OF PUBLIC ADMINISTRATION 2
PORTUGAL: NATIONAL INSTITUTE OF ADMINISTRATION (INA) 2
ROMANIA: INSTITUTUL NAŢIONAL DE ADMINISTRAŢIE 2
SLOVENIA: Administration Academy 2
SPAIN: NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION (INAP) 2
SWEDEN: HUMAN RESOURCE DEVELOPMENT DEPARTMENT, GOVERNMENT OFFICE 2
SWITZERLAND: IDHEAP – Institut de Hautes etudes en Administration Publique 2
Ukraine: National Academy of Public Administration (NAPA) 2
UK: NATIONAL SCHOOL OF GOVERNMENT 2
AUSTRIA: Austrian Federal Chancellery
During the phase of entering into the EU in the early nineties there was an imperative for the Austrian civil service for education and training on EU matters. At this time the target group was quite large and could not be restricted to a small number of people who were directly involved in the Austrian accession process to the EU and the relevant educational establishment was not yet prepared to offer an enhanced choice of training on EU-policy-making and Community law. Hence the Federal Chancellery entered into co-operation with external educational institutions especially with the European Institute of Public Administration (EIPA).
Since this time there has been at least one Austrian national expert continuously seconded to EIPA. During the ten years of Austria’s EU membership we have developed a competent internal pool of lecturers on EU affairs.
With the Diplomatic Academy Vienna we started our training initiative for the Austrian EU-Presidency as early as May 2004 when we again revived a fruitful partnership with EIPA. Together with our seconded national expert we developed two curricula for two particular target groups. One was designed for the future chairpersons for the Council working-groups including the national delegates to-be and a second curriculum was devised for the special back office needs. In implementing this content of teaching through different seminars our national expert worked together with a number of EIPA lecturers. The emphasis of the training programme was on institutional and procedural matters of the EU, negotiations training as well as language training both in English and French.
The co-operation with EIPA mainly took place in the fields of EU-institutional and procedural matters as well as negotiation training. Our national expert who served several years as a “Mertens” with the Austrian Permanent Representation in Brussels combined her practical know-how of the EU decision-making process with the more theoretical background knowledge of the EIPA lecturers. Together they could present a well rounded picture of the complex scheme of EU legislative decision making. An additional added value in many of these joint seminars was that the working language in the seminars was English. This seemed most appropriate as in a large number of seminars also speakers from EU institutions (European Commission, Council Secretariat, and European Parliament) participated and presented their particular field of activity from a most interesting inside view.
Since we started our training on EU matters in the early nineties we established a co-operation with the Institut Francais de Vienne. The main reason for this co-operation was that the Institut Francais de Vienne designed a curriculum in French language training tailored accurately for the special needs of administrators. Further they offered special trainings e.g. like simulated conferences in co-operation with EU institutions in Brussels and international organisations as the United Nations. We also run a similar training in English for our civil servants; currently we are planning to enter into a co-operation to develop an internet based English-e-learning tool with a strong focus on ‘EU-English’.
In conclusion there has been a remarkable knowledge transfer between the Federal Chancellery, EIPA and the Institut Francais de Vienne. An additional benefit of this co-operation can be found in the cross cultural aspect of this setting. There is also evidence that this international co-operation on training issues builds a favourable impact on the mission statement for the Austrian civil servant working in the field of EU policy making.
CYPRUS: CYPRUS ACADEMY OF PUBLIC ADMINISTRATION
The Cyprus Academy of Public Administration strongly believes in the need to build partnerships, in order to increase its capacity and gain from the knowledge and experience of other actors, in its efforts and promote learning and contribute towards the continuous improvement of the Cyprus civil service.
Existing partnerships include bilateral agreements with the National Centre for Public Administration (NCPA) Greece and the European Institute of Public Administration (EIPA) with the contribution of which the Academy organizes/organized a number of learning activities for which it did not have the required expertise. At the same time, the Academy offers/offered the services of its trainers to the NCPA for training activities addressed to Greek civil servants.
An ad-hoc agreement was also signed with Professors from the University of Cyprus in the framework of a Research Programme carried out by the Academy in cooperation with the NCPA, for the adaptability of the Cyprus civil service to the organizational requirements of the EU.
The Academy finds that the partnerships built so far have been very beneficial because it has gained new knowledge and experiences, has exchanged experiences, has increased its capacity and has expanded its portfolio of learning and research activities.
CZECH REPUBLIC: INSTITUTE OF STATE ADMINISTRATION (ISA)
ISA was founded in July 2001 as a part of the Government Office of the Czech Republic, which means ISA is funded from the national budget. Its main objective has been to train civil servants by following rules determining ways of training in all administrative bodies and the Government Office of the Czech Republic. The training scheme of the Czech state administration has been reorganised and unified as a precondition for EU accession.
Establishing partnerships
At the very beginning, in 2001, ISA turned to university teachers and independent professional lecturers. Many of these partnerships have carried on until now. In 2003, the Czech government set out priorities concerning training of civil servants in relation to accessing the EU. ISA started to organise its first seminars concerning EU matters (15 seminars) in terms of Phare Twinning Light Updating of Training in EU Matters. The overall objective of the project was to improve in civil servants’ preparedness for EU accession.
Nowadays, ISA cooperates with Czech organizations which provide ISA with lecturers and experts on EU law, Monetary Union, EU policies, EU Constitution, Code of Administration, quality management, project management, stress management, managerial skills, assertiveness, negotiating, communication skills, rhetoric, etc. We also have excellence experience with Irish IPA that has organised for us (free of charge) two two-day courses called How to Manage the Brussels Maze.
Training programmes
The training programmes provided by ISA are divided into general training, ongoing training and management training. Therefore, the biggest part of ISA activities is composed of training courses developed for three general target groups of civil servants – newcomers, middle and top management. All the courses prepared and implemented by ISA deal with common and cross-sectional topics. Specific issues of interest of individual administrative body are carried out by themselves. ISA itself runs around 40 attendance training activities.
Language training
The importance of improving language skills has also increased significantly in the last several years. In 2003 ISA established the self-study English language centre for civil servants under the supervision and financial subsidy of the British Council. We have more than 150 registered participants who prepare themselves for language exams. This year, we supplemented the language centre with German section in partnership with Goethe Institute Prague. They provide us with books and other necessary study material. ISA offers specialised English language courses such as Writing official documents, Effective Negotiating, Professional Presentation, and Eurospeak seminars to improve proficiency at English EU terminology.
E-learning training
Last year ISA also started to organise e-learning courses in partnership with IBM (Minimum about EU), Rentel (Environmental Minimum) and Eurion together with Oracle (Minimum about Regional and Structural EU Policy). E-learning has become enormously successful with more than 6 000 participants registered so far.
Phare Project
In 2005, the most important project running by ISA deals with managerial training. It concerns the Phare project Support to the Institute of State Administration for Middle and Top Level Management. As the result of the tender ISA has established a partnership with Consorcium (Altair Asesores, Europeum, and Eurion) led by DHV Czech Republic which is responsible for the whole project together with ISA. The overall objective of the project is to guarantee a high quality and effectiveness of executive management training in the Czech Republic through strengthening capacity of the ISA and professional competence of trainers.
The role of ISA is co-ordination and provision of an upgraded system of entry training, ongoing professional training, training of the middle and top management as well as targeting specific subjects such as European Union Affairs and languages. This project follows the outputs worked out by the twinning experts of the previous Phare project which were focused on updating of the national civil service training strategy and public administration training curriculum. The Czech National Development Plan states in its Human Resources Development sector fulfilment of criteria: “Improvement and stabilisation of civil service management with the emphasis laid on transparent and good-quality personnel work in civil service offices”. This project should contribute to meeting this criterion. The training modules are Personal Development and Soft Skills, Strategic Management, HRD/ Coaching, Economics and Financial Management, Change Management and Management of adaptation process.
Staff
At the moment, ISA has 10 staff members – the head, deputy head, 6 project managers, 1 e-learning project manager, 1 full-time and 2 part-time administrators, and 3 part-time coordinators of the language centre.
DENMARK: Danish School of Public Administration
‘The Danish School of Public Administration is the preferred partner in fulfilling the customers’ requirements for competence development.’
The Danish School is not able to fulfil all the public sector customers’ requirements by use of its own structural resources. The Danish School therefore has to work in a network-based way and choose partners of cooperation thoroughly. The Danish School has in some areas always worked in a network-based way and with an extensive use of external professors but over the few last years the approach to partners has been more consequent and systematic.
Partnerships are a formalised agreement between two (or more) independent partners on reaching mutual (and own) goals by combining and using complementary resources.
Starting point and the learning so far
The Danish School of Public Administration works in partnership within the following services,
• Municipal Management with the Local Government Training and Development, Denmark
• Master of Tax with the Copenhagen Business School
• Project Management with Rovsing Management, Implement A/S and the State Employer’s Authority (The Danish Ministry of Finance)
• Implementation of social policy and labour market policy with Implement A/S
• Deloitte Consulting and various institutions of higher education
• Management training the Association of Independent Schools
• Employee and management training with the Danish trade union Movements’ Centre for Competences Development
• Management Training with Roskilde Business College
• Tailor made management training for employees within the EU institutions conducted by international consultants
• International projects with HAUS (Finland) and Bradly Dunbar associations (UK)
• Concours with The Danish Ministry of Foreign Affairs
To develop an education within the public service for the Greenland Home Rule with The Business School in Nuuk (Greenland) as partner
To develop a diploma programme in labour market issues with Social Educator in Denmark
Proposals on consultancy and education in the process of the present structural reform of the entire Danish public sector with core team A/S
Finally, The Danish School has a close cooperation on tenders on education with a large number of partners such as Local Government of Denmark, The Danish Ministry of Social affairs, and the Danish Ministry of Employment, the trade unions and various associations of managers in municipalities. It has been a deliberate strategy for the Danish School of Public Administration to extend the number of partnerships.
Recent learning,
We attracted new customers
We obtained knowledge and learning from the partners (which we not always take advantage of, - though)
Partnerships call for extensive management in all levels compared to own activities
The purpose is to be clearly formulated by all from the beginning otherwise it is hard to keep focus on the output of the parties
The rules for handling overlap/competition between the partners are to be established from the start otherwise conflicts will occur
Partnerships depend on openness and trust. It takes time to establish openness and trust
FINLAND: The Finnish Institute of Public Management Ltd (HAUS)
HAUS has a well-established and working international co-operation network with all European colleague institutions as well as with international private training and consultancy institutes, companies and law firms. HAUS is also actively involved in the activities of some major international organisations. Since 1995 HAUS has carried out development projects in most Eastern and Central European countries, Turkey and Vietnam.
HAUS’s values – a good starting point to co-operate
We genuinely want to help the customer, we cooperate for excellent results, we boldly restructure ourselves, and we act ethically as a company
Partnership is a key to excellent results and partners combine their knowledge and can get more together
Our domestic and international networks expand our possibilities to grow in a profitable way
HAUS has domestic partners – working in operational consultancy and international partners – dealing with Public Administration and Civil Service Training in EU and outside EU and in EU-projects
HAUS has partners in management and leadership training of civil servants such as the training programme in Public Management Strategies (senior civil servants), Management training programme (middle-level managers in public organisations), training programmes for young female managers, age-management and welfare at work-training programmes, IIP, and Investors in People
Operational partnership in action – open training courses for civil servants
HAUS has over 500 freelance trainers in its network. About 80 of them work actively and continuously from year to year as lecturers in our open courses. Most of them come from HAUS client organisations, universities, research organisations or ministries, agencies and companies
Why is partnership needed?
To identify, share and combine different expertise and scope of experience
To provide experts/trainers through partner organizations
To exchange views
To reach larger target groups
To support marketing
To identify specific needs and expectations of the Client and accordingly to select most suitable methods and approaches
Complex projects require joint expertise from different sectors
Benefits of partnership
Doing together - learning from each other
Combined knowledge generates knew products, methods, concepts and new ways to contribute to the problems of clients
Partnership promotes ability to become “early birds” in specific new development areas
With partners we can expand our business to new sectors
Combined expertise from public and private sectors is nowadays often required Strong partnership promotes good working relationship and sustainability of the results of the projects; helps to avoid conflicts and solve possible misunderstandings
In international projects it’s important to combine experiences and best practices from different countries and different public administration systems
Challenges for partnership
Partnership should bring added value for training or for the project
Should be valuated by all partner institutions
Partners should not have too different approaches or values
Clear common targets should be defined
Established partnership should be taken care: partnership itself doesn’t bring anything
The quality of partnership can only be tested in practice
Confidence between partners is essential
Disability to share expertise means failure in partnership
Demands active and co-operative members in all partner organization also partnerships needs investments (especially time!)
FRANCE: IGPDE and CEES - in partnership since 2003
IGPDE
The Institut de la gestion publique et du développement économique – Institute for public-sector management and economic development – is the French Ministry for the Economy, Finance and Industry's main continuing education organisation. Created in 2001, IGPDE is at the nexus of two major changes initiated by the Ministry in recent years: - budget reform (LOLF) for all of the central administration and the Ministry's global modernisation. Its total annual budget is about 23 million euros. It has a permanent staff of 200 and employs 2,000 part time teachers, either on a regular basis or as occasional outside consultants. In 2004, 95,000 training days were delivered for the benefit of 44,000 attendees.
CEES
Launched in 1995, the Centre des études européennes de Strasbourg was initially intended to combine different initiatives on European training. It is now the pole of expertise and teaching on European topics within the Ecole nationale d’administration (ENA). The audience is not only French civil servants but also private sector managers and elected local and national representatives. CEES also aims to provide training to all foreign partners. CEES has a network of 600 teachers or experts and in 2004 provided more than 200 different training courses, that is 15,340 training days for the benefit of 6,252 European citizens, fewer than half of them French.
Why has this co-operation been established?
French civil servants’ level of knowledge on European affairs has been deemed insufficient. It is thus important to raise the general knowledge and level of understanding of civil servants on EU mechanisms and also to ensure that French representatives sent to various European bodies have the right working knowledge.
French nationals who want to work in the European institutions have little awareness of EU civil service competitions, and do not qualify in large numbers. They prefer sitting the French civil service examinations. However, there would be some general benefit to the reorientation of some of the younger civil servants towards joining European bodies.
For all these reasons, some sort of connection between IGPDE and CEES seemed quite logical, since the latter enjoys a well known expertise and know-how in the field of European affairs.
Implementation
The two organisations have signed a Memorandum of Understanding that defines a joint programme and cost sharing methods. However, regular contacts between the two partners allow the implementation of new training courses on a very pragmatic basis. Both teams are now well used to working together on the implementation of certain training products and act as if they were part of the same outfit.
Results
Raising the general level of European affairs knowledge among Ministry staff. A "General European Topics" online course has been devised, accessible to all of the Ministry's 180,000 civil servants. The following topics are covered: external relations, European institutions, EMU and European financial matters, EU politics Justice and internal affairs. It includes multiple-choice questionnaires derived from recent European competitions. There are links to several other online resources, like "Sources d’Europe".
Improving the European negotiation skills of civil servants from all ministries. A specific training cycle, "European workshops" has been devised. It originally lasted for 5 days but in its second year was lengthened to 7 days. It is targeted toward civil servants representing France in the consultative committees and working groups in Brussels. This training cycle is organised and taught jointly by CEES and IGPDE.
Encouraging Ministry staff to sit for EU admission competitions in their field of competence: IGPDE benefits from the extensive experience of CEES on this particular recruitment procedure. But it contributes as well, providing teachers and experts as well as classrooms. IGPDE also pays for training course inscription fees as a further encouragement to candidates. There are now 55 civil servants taking part in this programme.
In addition, IGPDE’s staff is aware that the CEES is a European knowledge centre, and are invited to turn to it when expertise or teachers are needed.
Also, last but not least, the Head of the CEES has recently been appointed as IGPDE's General Manager...
Prospects We are currently working on several new training products.
GERMANY: Federal Academy of Public Administration (BAKoV)
BAKoV works closely with various public and private institutions, though it is less involved in entering strategic partnerships, preferring to apply the know-how of external institutions. Cooperation with external staff helps to draw on their knowledge and resources and to share experience and create a common language. It ensures that seminar contents and methods reflect the latest academic knowledge.
BAKoV works closely with:
• Jean Monnet Chair in Political Science at the University of Cologne. A key element of this cooperation was the development of two e-training units on EU issues that enable learner-oriented advanced training and offer seminar participants the possibility to prepare for the seminar and expand their knowledge.
• The European School of Governance. As academic institute, the EUSG helps us carry out our seminars in the field of EU-related advanced training. Didactic and multimedia methods are applied to the EU legislative process and EU law on assistance and make it possible to comprehend complex structures within a relatively short time.
• EIPA. The president of BAKoV is a member of the EIPA Board of Governors. EIPA seminars enrich and complement BAKoV seminars offerings. BAKoV held a workshop on The European Employment Strategy: Adjusting to a Global Economy.
Public budget deficits and often limited staff resources for project efforts in international advanced training result in the need to seek partners at different levels. The tendency towards cooperation which is inherent in advanced international training helps potential partners work together.
• Various universities. University faculty members serve as instructors for seminars and add academic models to the administrative perspective. The learning and information system International Relations developed by the University of Cologne is used in the international seminars. BAKoV promotes federal employees’ participation in the European Online Academy which combines e-learning with phases of classroom instruction.
• Another building block in advanced European and International training consists of the courses offered by BAKoV at Harvard University’s John F. Kennedy School of Government in Cambridge (USA); the executive MBA programme offered by the Otto Beishem Graduate School of Management in Koblenz in conjunction with Northwestern university’s Kellog School of management in Evanston (USA); and the master’s programme at New-York University, offered for the first time in 2005/2006. In addition, BAKoV offers the international short course of study at France’s ENA. BAKoV is involved in the selection of participants for each course.
• At the German-French Council of Ministers in 2004, the responsible ministers signed an agreement on a joint qualification programme in public administration. The Master of European Governance and Administration deliver an accredited degree in accordance with the criteria of the Bologna Declaration.
• To promote the sharing of ideas at state and local level, BAKoV and the German Institute of Urban Affairs organize twice-yearly seminars on various topics. It is significant that the seminar contents are designed by the Difu, which as an agency funded by the German Association of Towns and Cities contributes its experience and research on urban affairs.
• BAKoV is also engaged in collaboration in the field of e-learning. For example, it works with the consumer organization Stiftung Warentest on quality assurance for e-learning products.
• BAKoV collaborates bilaterally with the European partner schools, for example by organizing a seminar series in conjunction with ENA on intercultural competence which is held alternately in Germany and France.
ICELAND: INSTITUTE FOR PUBLIC ADMINISTRATION AND POLITICS, UNIVERSITY OF ICELAND
The Institute was founded in 2002. It is in itself a strategic alliance because it is a joint venture between the University of Iceland, the City of Reykjavík and The National University Hospital. Based on this founding principle most of its assignments, both long term and short term are carried out in cooperation with different stakeholders in Icelandic society.
The Institue´s main mission is to strenghten teaching and research in public administration, governance and politics, both at a national and local level. It is also intended to be a venue for public debate and discussions on politics, public policy and administration.
The Institute for Public Administration and Politics has formed strategic alliances on most of it´s assignments. This has been for three main reasons:
1. The University of Iceland is the country’s main public university. Due to a strong increase in student numbers and state financing not following completely, it is very much dependent on external financing when it comes to projects outside its core role.
2. Secondly it was from the outset regarded as important for substansive reasons to work on the Institute’s mission as described above with partners outside the university.
3. Thirdly, partners outside the university such as ministries, public institutions with very different functions, local governments, associations for examples of directors generals, professionals, unions of public servants, consultancy firms etc., all saw the new institute with its roots in academic teaching and reasearch as an important partner for furthering good governance in Iceland.
The Institutes main assignments in the first three years have beent he following:
1. Redesign, partly finance and market a new Mid-carreer, part time MPA-Master in Public Administration study programme. The MPA presently has around 200 students. This was carried out in cooperation with a great number of individuals and professionals within Iceland’s public service, both at a national and local level.
2. Yearly hosting 20 – 25 conferences and open lectures on public policy, public administration and politics, in almost every case in cooperation with the above mentioned partners; ministries, public institutions with very different functions, local governments, associations for example of directores generals, professionals, unions of public servants, consultancy firms etc.
3. Yearly organizing 5 -7 continuing education short and long courses for public servants also with different partners in the field.
International partners-projects
From the outset the institutes has empazised partnership with individuals, schools and associations abroad.
1. It has formed a partnership with European universities within EPAN, offering students internee-placements in the respective countries and seeking EU-grants for their costs.
2. It has formed a partnership with Nordic-Baltic universities forming a network for doctoral students in public administration; offering the research seminars etc. And seeking grants for them to cover all costs.
3. It is a partner in a European “Centre of Excellence” project on Democary and e-Government.
4. Each year it invites about 10 scholars from other countries both Europe, US and Australia to give lectures and courses og relevant topics in the field.
Publications
On December the 1st this year the Institute will open a web-based journal on public
administration and politics. It will contain both peer-reviewed reasearch articles and article
on current affairs, along with book reveiws etc. Through this channel it expected that more
Icelandic research in the field will be published.
IRELAND: The Institute of Public Administration in Ireland
The institute has a number of partnerships, mainly international but some domestic, for delivering the more specialised parts of its programme. These are set out below.
Third Level Education Programmes
The Institute has become a recognised college of the National University of Ireland (NUI) – Ireland’s biggest university. The qualifications gained as a result of the Institute’s programmes – from undergraduate to masters – are conferred by NUI. The Institute moved to NUI because of the clear university status of the qualifications it accredits and to avail of the networking and quality assurance framework of Ireland’s leading university.
The second major collaboration in the third level education sector is with Queens University, Belfast with which the Institute jointly offers a north-south taught doctorate. The awarding body is Queens, but the teaching is shared between Queens and the Institute. This alliance was put in place because of the Institute’s lack of experience in offering programmes at this level, and to avail of the wider expertise available to a large university like Queens.
The third education partnership is a long-standing one with the Louvain Institute for Ireland in Europe/Catholic University of Louvain. The Institute offers a programme in European studies each academic year for students from US Universities. The students are accommodated at the Louvain Institute and taught by an IPA staff member and lecturers from Louvain. The IPA staff member directs the programmes. The students also work as interns in the European Parliament. The IPA also uses the Louvain Institute and Catholic University of Louvain for shorter courses such as the Masters degree dissertation seminar.
Accountancy Programmes
The Institute has been for some time the recognised provider of training for the UK-based Chartered Institute of Public & Finance Accountants (CIPFA) in the Republic of Ireland. Courses are tailored (including the examinations) to the Irish context and are provided by Institute staff. Graduates become accountants affiliated to CIPFA. There are also shorter courses in finance and accounting offered which are accredited by CIPFA. This partnership was important in seeking to professionalize the finance function in the Irish public service.
Leadership Programmes
This partnership is with faculty members of the Kennedy School of Government at Harvard with whom the Institute has teamed up to offer leadership training to the second level in the civil service (deputy secretaries in UK terms). The programme is a 6 day programme delivered in two modules in Dublin and Boston. There is also some individual coaching between the two modules. The Institute considered it necessary for a programme aimed at such a senior level to have a highly reputable international presence in leadership as part of the programme. We would also hope to avail of skills transfers for other programmes we would deliver. The first IPA/Harvard programme is currently underway, so it’s too early to gauge its impact.
Health Programmes
The Irish health service is undergoing a major restructuring at present. The Institute has an agreement with the University of Birmingham to set up learning communities in the service. We have been unable to activate these yet until the new health system beds down. The reason for the alliance is to supplement the Institute’s own expertise in this area with that of a well regarded international player.
Generally
In general, the reason for the above partnerships is to fill gaps in the Institute’s own capability; to avail of an outside and reputable accrediting agency; or to have a prestigious international partner for services to the more senior level public servants. The benefit for the Institute is a greater range of products and, to our partners, an introduction to the Irish public service market. The partnerships generally do not have a heavy legal underpinning other than the third level education ones. Apart from its own expertise in teaching and training, the Institute brings to the partnership a particular public service and Irish slant, and our partners complement this with an international context.
The Institute’s strategy has always been to avail of suitable partnerships for the reasons given above. Obviously, new partners – particularly the Harvard partnership – bring their own style which we happily accommodate.
The above are examples of stable long term relationships we operate or plan to operate. In common with most providers, we also team up with domestic and international agencies on a case by case basis when bidding for business.
ITALY: SCUOLA SUPERIORE DELLA PUBBLICA AMMINISTRAZIONE (SSPA)
SSPA is a top-level cultural and training school for senior civil servants. It is part of the Office of the Prime Minister, with its own accounting and organisation.
Initial selection and training for new Italian executives is the most important mission for the SSPA. Training projects and activities are held in its 5 offices of Bologna (Emilia-Romagna), Rome, Caserta-Royal Palace (Campania), Reggio Calabria (Calabria) and Acireale (Sicily).
Training supplied by SSPA has profoundly changed in the last two years to develop professional skills for Government. Not only simple courses but many kinds of Masters, long professional programmemes and specialization programmemes to strengthen or redefine professional identity of individuals have been developed.
Some examples are:
• University Master in Management of technological innovation (Bologna Office)
• Master in Science, Technology and Innovation (Rome Office)
• Master in New Public Management (Bologna Office)
• Master in European Studies (Rome Office)
• Master in Public Policies Analysis (Rome Office)
• Master in Communication, news and relationships with the media (Rome Office)
Main Partnerships:
• SSPA, CNEL, Court Of Accounts, National Statistic Institute, Bank of Italy, Accounting Department of Economics Ministry.
• Consulting activities have been conducted by SSPA are for the Prime Minister's Office, Department of the Public Workplace and other parts of the public administration and agencies on reform projects, administrative innovation and training programmes.
• Programmes use experiential learning and a problem solving approach and are based on achievement of identified needs and individually tailored programmes.
• To strengthen its role as Centre of Excellence of scientific and cultural reform, SSPA carries out systematic research activity, both directly and in co-operation with the best Italian and international institutes and universities.
• Research activity has increased in recent years as a result of the complexity of institutional changes and the need for a rigorous and constant assessment of the outcome of the public administration reform now in progress.
Most important in-progress research:
2 joint research projects with the London School of Economics and Political Science
Regulation of Service Industries in Europe (RePaS)
A joint research proposal by the LSE and SSPA aimed at assessing the trends and the extent of the current liberalization processes in Europe and the prospective of further liberalization in the service sector – especially in the energy industry.
The main areas of interest of RePaS Lab are:
Regulation in Europe
Public administration in Europe
The laboratory activities foresee the organisation of at least one annual seminar and the publication of working papers related to the above mentioned topics. Seminars may either take place at the parties’ headquarters or at other institutional headquarters.
PATENT - Public Administration Training European Network for the Harmonization of Training Approach
Partners: FORMEZ, SSPA, AGDP, EUROTEC, LSE, Universitè La Sorbonne, Le College d’Europe, Civil Service Office of Poland
Promote the development of common methodologies for training of European civil servants;
• to harmonize training practises offering PA officials the opportunity to access to high quality training offers;
• to define innovative training strategies and create new methodologies using TIC to realize the PATENT “licence” and mobility directory;
• to give access to a wide range of learning offers and work experiences all around Europe
Training
SSPA organizes short term training courses and study exchange visits for middle and top-level executives coming from other countries.
Senior public servants of the European Commission follow a seminar held by SSPA every year
Agreements
Executive training courses on community themes and senior civil servants exchanges with France, Poland, Hungary, Russia and Germany (Bosch Foundation).
Observatory on the training needs of the Public Administration
SSPA is responsible for the Observatory on the training and qualification needs of public administration personnel, with the task of identifying and monitoring the training needs and services delivered by all public administrations, including local and public bodies.
The Report on training in Public Administrations is drafted annually. It contains data and elaborations on training activity carried out by State administrations and by other public training organisations. The Report, which is traditionally presented and circulated during the Public Administration Forum, has become an essential tool to plan and evaluate public training.
LATVIA: SCHOOL OF PUBLIC ADMINISTRATION
Internatioanl co-operation is one of priorities of Latvian School of Public Administration (LSPA). During our 12 years history our partners were many of EU countries, USA and Canada. The overall goals of the co-operation projects were the enhancement and sustainability of a national capacity to develop and deliver high-level training in Public Administration and EU-issues. These are some examples of our international activities:
1. Neighbours partnership. We have very good and permanent co-operation with Lithuanian Institute of Public Administration (LIPA) and Estonian Centre for Public Service Training and Developement (ATAK). Annual Conferences were organized from 2002 onwards - it means regular exchange of experience, personal contacts, common projects (in NORDPLUS NEIGHBOURS and Canadian-Ukraine-Baltic Economic Management Training Programme). This partnership made noticeable impact on our training programmes and school management in general.
2. Partnership with Denmark. One of the most important projects was “ Establishing Continuous Profesional Training (CPT) for civil servants in EU issues in Latvia”. The Contracting Authority was Royal Danish Ministry of Foreign Affairs and Contractor “PLS Ramboll Management". The duration of the project was 2000-2003. Within this Project 10 different modules of EU issues were developed and implemented in the LSPA training programme. The Train the Trainers programme was carried out for all EU modules. Denmark is one of most experienced countries in EU training modules development and delivery. This training programme very much helped Latvian civil servants in the EU accession process. Established personal contacts build the expert network and help in recruiting experts for new co-operation projects.
An interesting co-operation project was carried out with European Institut-Denmark in 2003: "Establishing of a Team Europe-Latvia". The overall objectives of the project were: enhance the capacity to provide information to raise the level of knowledge among the general public about the EU and Latvia's integration into the EU; to develope a Team of knowledgeable individuals who can provide information on Latvia's integration into EU at local and regional level. The Team was prepared and made a remarkable input in information activities.
3. Partnership with Italy. In co-operation with the Italian Society for International Organization (SIOI) the project "Enlarging the EU. Latvia toward accession" was implemented. Duration of the project: 2001-2003. 30 Latvian civil servants were trained on different EU issues in Riga and Rome. The partnership was established through the Embasies in Rome and Riga. The project was notable for the very high professionalism of the Italian trainers.
4. Partnership with USA. The first contacts were established through the USA Embassy in Riga. Our partner institution in USA is the Institute for Training and Developement (ITD). During the period 2001-2005 we co-operated on two projects: "Baltic Public Administration and Train of Trainers Programme" and "Baltic Anti-corruption Programme". Both projects consist ofwo parts - study visit for three weeks to USA and follow-on activities at home. The study visit programmes cover a very wide range of activities and meetings with American government at different levels, with NGOs, and with academic personnel in Universities. The classroom presenters in ITD provide the introduction and basic knowledge of USA Government working principles and functions. The follow-up part of the projects include the USA experts visiting all three Baltic countries and the organisation of workshops on concrete issues. Such an approach helps to involve more people in project activities and the benefit is much larger. During this period permanent and sustainable contacts with ITD experts have been established. The ideas obtained in Projects are used by our trainers in everyday training process.
Another project with USA expert assistance and with Fulbright grant support was "Developement of a Performance Measurement System". The result of the Project was: a training programme and training course materials, handbook for Trainers and Train the Trainers workshop. The course is still in the LSPA training programme and the permanent contact with experts continues.
5. Partnership with Ireland. The first contacts were established with Latvian Ministry of Foreign Affairs help. During the last three years LSPA in co-operation with Dublin Institute od Public Administration (IPA) organized several workshops in Riga . The target audience were civil servants from different state institutions and Ministries. Two workshops "Negotiating the Brussels Maze" were very well accepted. The topic was very important at the period of time - accesion to EU and first steps in the Brussels Maze. Many civil servants from Latvia participated in the IPA Training Programme for EU candidate coutries. All these activities increased the capacity of our public administration and very positive influenced the LSPA training curricula.
6. Partnership with Nordic countries. LSPA together with the Danish School of Public Administration (DSPA), the Finnish Institute of Public Management (HAUS) and the Lithuanian Institute of Public Administration (LIPA) participated in Programme NORDPLUS NEIGHBOURS project "Networking of Public Administration Schools and Institutes from Denmark, Finland, Latvia and Lithuania". Duration of Project-2004-2006. Nordplus Neighbours is one of the Nordic Council of Ministers' five mobility and network programmes. Its objective is to develop networks between education institutions, research institutions and non-governmental organisations in the field of education and lifelong learning. During the first year of the programme we established the network between all partner institutions and a network between EU issue trainers in all partner institutions. Now we work on a new training course "Lobbying in the decision making process in the EU institutions". This kind of co-operation project is a new experience for all involved partners-all are equal and all are responsible for results.
Lithuania: Lithuanian Institute of Public Administration (LIPA)
LIPA is engaged in many training activities. First of all, it is very important to highlight significant EU support in strengthening our institute. Thanks to the Twinning Project, LIPA has established its position as a leader of the civil service training system.
Project partners: Danish School of Public Administration, Danish Ministry of Education and Finnish Institute of Public Administration. Project financed by EU PHARE programme.
The main achievement of the Twinning Project is that it was successful in creation of the new institutional culture of LIPA, oriented towards change and development together - or even ahead - of the development of the public administration in Lithuania. The Institute has become an active partner in the development of public service and is taking part in the creation of necessary changes of the public administration under preparation for EU accession.
The Twinning Project has contributed to including relations with other bodies outside and inside the Lithuania, by introducing LIPA to the networks of international training organizations and by providing possibilities for active participation and by creation of the national networks with the most important clients of LIPA.
The Project has contributed to development of the strategy of the Institute. These action plans became an active part of the day-to-day management of the Institute.
A special training programme for high-level officials was designed. The Institute takes part in the activities of the Public Administration Training Association of Lithuania as well as it is a member of the Network of Institutes and Schools of Public Administration in Central and Eastern Europe. Since year 2000 good partnership was established with the Finnish Institute of Public Administration. This year Lithuanian Institute of Public Administration is implementing this project “Support to the Kosovo Institute for Public Administration (KIPA)” in a consortium with the Finnish Institute for Public Management and Hulla & Co Human Dynamics KG (Austria).
Activities: Strengthening of the Kosovo Institute for Public Administration; Training of the staff of the Kosovo Institute for Public Administration; Support to create in-service training curriculum for civil servants; Establishment of a pool of trainers for the Kosovo Institute for Public Administration
LIVADIS started cooperation with International Irish Management Institute developing 7 modules continuing training course “Strategic Management of Structural Funds” and experts from IMI run several seminars on “Negotiations in the Brussels maze” for the Lithuanian civil servants involved in the EU integration processes.
With the Finnish Institute of Public Administration and experts from Ecole Nationale d’Administration in 2003 was developed new course “Preparation to the Open Competitions of the European Institutions.
Project NordPlus, 2004-2006. The project is implemented with the Latvian School of Public Administration, the Centre for Public Service Training and Development, Estonia, the Finnish Institute of Public Management and the Danish School of Public Administration.
The objective is to strengthen the relations between Nordic and Baltic countries and to cooperate in the issues of adult training on various ES issues.
International projects in post-soviet countries:
“Canada - Ukraine - Baltic Economic Management Training Program”, 2001 - 2004. The goal was to support the process of economic reforms in Ukraine through improved public policy in Ukraine. It was a project for middle-senior level public servants in Ukraine.
Project partners: Dalhousie university, Canada, Ukraine National Academy of Public Administration, Centre for Public Service Training and Development, Estonia, Latvian School of Public Administration. The goal is to share Lithuania’s experience in the EU pre-accession process and the transformation of public policy from the post soviet policy into the policy grounded on market economy, democracy and the EU principles.
LIPA implemented also other support and development aid projects in Armenia, 2004, Azerbaijan, 2005, Georgia, 2004, Moldavia, 2005. The goal of the development aid projects was to provide civil servants with the information on the process of EU accession that Lithuania has already undergone.
Implementing these projects LIPA gained big experience to work on his own: prepared new training courses and adapted new ones according to the partners of the post-soviet countries needs, involved new trainers - Lithuanian civil servants, politicians, drafters of legal acts, lecturers from universities, and experts in specific areas, acquired international acknowledgment.
NORWAY: STATSKONSULT
We have strategic partnership for the time beeing with EIPA (NL) , The Danish school of public management, Haus (Finland) and the Bodø school of management.
POLAND: THE NATIONAL SCHOOL OF PUBLIC ADMINISTRATION
The programme of training at the National School of Public Administration is interdisciplinary in nature. The starting point in the development of any programme is the search for balance between lessons that present, expand on and update knowledge, and training sessions, whose aim is to develop skills, to shape attitudes and to instil motivation. We are a school of applied training in the sense that we prepare staff to work for the state. The students and middle - or high-ranking civil servants trained by us, have all graduated from institutions of higher education.
Effective, intensive cooperation between the National School of Public Administration and many partners at home and around the globe has borne fruit in intramural training and lifelong-learning opportunities of the highest world standards. Contacts with foreign institutions also allowed for adaptation of their best programmes with a view to Polish conditions being approximated.
DOMESTIC PARTNERS
The National School maintains contacts with various domestic institutions, among others being the Institute of Applied Social Sciences at Warsaw University and Warsaw School of Economics.
In a period of transformation and of the introduction of free-market principles, it is particularly important that a school curriculum includes a bloc of economic subjects and a rapid dissemination of knowledge on marketing economy. From the outset our programmes for both our internal students and those involved in continuing training at the National School have been the responsibility of a team from the Chair of Economics at Warsaw School of Economics. The benefits are and have been mutual. On the one hand, our relationship with Warsaw School of Economics included co-financing of translations of the latest manuals and books on economics. At the same time, their cooperation with us allowed them to become familiar with the methods by which practical rather than academic activities are run. As a School we financed the preparation of case studies by lecturers from Warsaw School of Economics that were later also used by students at the parent institution.
FOREIGN PARTNERS
Since the funding of the National School in 1990, the first governmental institution of this kind, international cooperation has been significant for us. We were very lucky with our foreign partners who shared their experience with us and transferred valuable know-how which let us quickly bring into operation our pioneering Polish institution.
Ecole Nationale d'Administration (ENA)
ENA was our first partner and it was its organisational model that we drew upon. Additionally, under bilateral governmental agreements between France and Poland we have since 1998 been organising and developing a European Union Study Course. This is a series of classes and lectures for around a hundred participants designated by the different offices on account of the fact that they deal with EU matters on a daily basis. The lectures run from October to June and are given by academic lecturers, high-ranking French and Polish civil servants, and the Ambassadors of EU member states in Poland. Those taking part are also offered lessons in the French language at three levels. All graduates of the Study Course obtain the joint diploma of the two institutions, while the best are assured of an internship placement in the French administration.
BAKÖV (Bundesakademie für Öffentliche Verwaltung)
The National School has also established fruitful cooperation with Bundesakademie für Öffentliche Verwaltung going back to 1995. In the first phase, the Academy organised internships for our students in the German administration: at that point we were in truth beneficiaries of this cooperation, first and foremost. However, the second phase has seen us respond to a request from the German side by organising week-long seminars for representatives of the German administration that are interested in Poland, which was after all a neighbour and future European Union member and most recently, of course, a partner within the EU.
Other major partners of the NSPA are:
• the Irish Institute of Public Administration (IPA)
• the Portuguese Instituto Nacional d'Administração (INA)
• European Institute of Public Administration in Maastricht (EIPA)
• Italy's Scuola Superiore della Pubblica Amministrazione (SSPA)
A further process of exchange as regards new thrusts to development and methods of training is made possible by KSAP's presence in the system of international organisations concerned with administration. These include IASIA (the International Association of Schools and Institutes of Administration) and NISPAcee (the Network of Institutes and Schools of Public Administration in Central and Eastern Europe).
The National School also maintains and develops its contacts with Central and Eastern European countries, seeking where it can pass on the benefits of its own experience and output as regards training. KSAP is also directly engaged in the training of the future civil servants of these countries' administrations.
PORTUGAL: NATIONAL INSTITUTE OF ADMINISTRATION (INA)
2 examples of partnerships of INA at the National and International level
International Partnership
National University, San Diego, California
Why?
INA does not have degrees. Several public servants do not have degrees too INA in partnership with National University offers international degrees to the Portuguese public servants using e-learning.
How?
Personnel and institutional agreement between the President of INA and the President of National University.
Particular Qualities of the Partners?
e-learning degrees
International certification
Impacts?
Partnership still in launching phase
Transfer of knowledge
National Partnerships
Delloite Consulting (DC)
Why?
Delloite supports scientific training and innovative activities of INA (the Best Practices in Public Administration Contest, for example). Delloite can bring practical expertise and examples to Public Administration from private organizations.
Particular Qualities of the Partner?
Expert in transforming private organizations in certain areas of management. Experts in PPP – private-public partnerships.
No-formal partnerships
Impacts?
Improve of knowledge in certain specific areas like PPPs. Support of some critical activities of INA like quality contests.
ROMANIA: INSTITUTUL NAŢIONAL DE ADMINISTRAŢIE
Romanian National Institute of Administration is a public institution of national interest that is under the responsibility of the Ministry of Administration and Interior.
1) The National Institute of Administration (INA) in partnership with InWent is implementing a project financed by The German government, represented by the Federal Ministry of Economic Cooperation and Development within the Promoting democracy/Administrative reform sector.
The first sub-programme is called Advanced Training in EU-Affairs (around 60 people) for the Romanian Central Administration. The target group is civil servants in central public administration in Romania especially from European Integration departments. It is jointly run, with foreign and Romanian experts in training courses on very important EU-related topics. At least 120 people have already benefited from the programme since its beginning. Thus, INA has provided the Romanian counterpart for the German experts as well as organizing and managing the group of participants.
The second subprogramme is called Train the Trainers (20 people) and it aims to create a pool of young specialists in EU Affairs in order to increase and diversify of training programmes in EU affairs (9 modules). The sub-programme has 19 participants which over a period of 1 year follow a programme on advanced topics on EU Affairs which also included a study visit to Berlin and Brussels for two weeks within EU institutions and central administration institutions in Germany. INA has organized and managed the programme from the beginning, starting with forming the group and selecting the participants. It continued with the implementation of the project whose organization was INA’s task as part of the project. INA is also responsible for the sustainability of the project and developing an action plan for the trainees of the program.
2) The BOCD project was initiated at the request of the Ministry of Public Administration and Internal Affairs, Department of Public Administration Reform, which wishes to strengthen the operational capacity of the Central Unit for Public Administration Reform (UCRAP) and the Network for Public Administration Modernization (NPAM) in the area of decentralization. This project is financed by the government of the Netherlands and it intends to strengthen the NPAM, led by the UCRAP, to effectively support local governments in the decentralization process, with a special focus on decentralized services for water supply, housing and social services.
The immediate goals of the projects are:
▪ Institutionalization of the linkages between UCRAP, NPAM, RFLA and three counties and city councils to provide ongoing support and feedback on the reform process.
▪ Dissemination of the information concerning the support systems for the decentralization process (strategy, benchmarks and support institutions) and getting the acceptance of the stakeholders. Their full involvement in the process will ensure that their needs are addressed.
▪ Designing and implementing the E-learning training courses for 60 people with the theme: “Decentralization and the increasing of local autonomy” and „Performance indicators”. These training courses aimed to give practical guidance on how to implement the strategy and benchmarks. This guidance was worked out in a step-by-step e-learning course. NIA trainers, with the support of IHS trainers, have prepared this course in the Netherlands. The training was targeted at the staff in the councils who will implement the strategy and collect data for the benchmarks.
The main results of the project were: the designed strategy, the support given to the local government through benchmarks and e-learning.
3) The Network of Institutes and Schools of Public Administration in Central and Eastern Europe (NISPAcee) was set up for the purpose of gathering efforts and knowledge of the education and training institutions in the field of public administration with a view to harmonizing the integration in the EU. INA has become a member of NISPAcee since March 2003.
The participation in NISPAcee seminars represented for INA a step forward in developing cooperation partnerships with other similar training institutions, and strengthening INA’s role and place within the Network of Schools and Institutes of Public Administration from Central and Eastern Europe (NISPAcee).
INA published articles in the network's quarterly review, had access to the latest editorial issues of the kind and took advantage of the network's support for disseminating the information related to the training process.
4) “Capacity building initiative”, Irish Department of Foreign Affairs through Institute for Public Administration. Some of the activities involved were: ToT programme for INA’s training managers; assisting INA in developing its institutional strategy (study visit at IPA’s headquarters); supporting specialized professional education programmes through Irish training experts’ involvement; consultancy/ capacity building.
Results from INA’s collaboration with our partners:
□ New training programmes launched - specialized professional education programmes for:
□ For high ranking civil servants
□ Prefect function (with French Embassy support)
□ Civil servants in management positions
□ Young civil servants (future managers)
□ Young graduates of higher education that want to become public managers (YPS)
□ INA’s logistical support renewed/enhanced
□ INA’s image improved
□ Support for the newly established Regional Training Centers (Timisoara and Constanta)
□ Human resource capacity of INA strengthened (workshops, experience exchange, training programmes etc)
□ INA was included in the international training networks (EIPA, NISPAcee etc)
SLOVENIA: Administration Academy
Slovenia, as the first member of the EU among the countries of former Yugoslavia, has established a consistent system of training of civil servants that serves as a support to all the processes of the Public Administration reform and modernization. Therefore our experience was interesting for other countries in the region. Many study visits have hence taken place in the past few years:
• UNDP – Kosovo authorities (May 2003),
• Government of Serbia (June 2003),
• Montenegro Ministry of Justice (March 2004),
• Bosnia and Herzegovina (October 2004),
• Macedonia (November 2004),
• Serbia (December 2004).
To all parts of the Slovenian Public Administration system including the recently adopted legislation has been presented, with a particular attention to the Civil Servants Act and accompanying by-laws. Connected to that, the Academy informed the ministries about the system of training in public administration together with organization and activities of the Academy. To some ministries the Academy staff presented the insights of the annual training programme, the system of proficiency exams, the trainers' recruitment system, and the procedure of training needs analysis and evaluation of training.
There have been many closer contacts established, resulted to exchange of information and opinions between some ministries' members and the Academy staff on a daily basis.
For the moment, the Administration Academy is working on the agreement on closer cooperation with the Civil Servants Agency of Republic of Macedonia in the field of training of civil servants. We plan to develop joint projects, training programmes, internships and to contribute to enhancement of contacts between other organizations of public administrations of both sides. By establishing this kind of cooperation, we expect to benefit from the experience of our partner institution and from all kind of synergies this cooperation should bring.
SPAIN: NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION (INAP)
With other training providers, the INAP has concluded various collaboration agreements with some of the most prestigious universities and business schools in the country. This partnership is particularly intense in the field of leadership training.
Both parties can benefit from this intense collaboration: INAP and public officials to update policies and management strategies on the basis of input provided by research activities, academia is engaged in issues of particular concern for the Administration and involved in the whole modernisation debate. Those agreements allow civil servants to earn a Master degree on issues of paramount importance for the public service and in their units.
In this regard, we would like to highlight the following collaboration agreements:
• Universidad Carlos III de Madrid: Master on public policies management and analysis addressed to public leaders and it is focused on the new approaches on public policies analysis and management, the new challenges that public leaders face today acting in very complex environments.
• Universidad Nacional de Educación a Distancia (UNED): Master on quality management of training addressed to civil servants leading training policies.
• Universidad de Alcalá: Master on Public Administration and Management addressed to international students.
• Universidad Politécnica de Madrid: Master on Information and communications technologies. A new agreement for establishing a Phd on computer language and software engineering is due to be signed in the next future.
On-line training offer: INAP has signed a collaboration agreement with CEDDET-World Bank to provide training on local budget management, human resources, communication skills and on-line training methods to Latin American civil servants.
With international training institutions: INAP has signed an agreement with the Fulbright Commission in order to establish a grant programme to allow Spanish civil servants to follow postgraduate studies at US Universities. This programme has been very successful and we are currently studying the possibility of extending this experience to other universities abroad.
With the regional and local authorities: Spanish Autonomous Communities are responsible for recruitment, organization and training of their civil service and all Autonomous Communities have created a civil service training institution
International cooperation: a cooperation agreement with the Portuguese Institute of Administration and the French École Nationale d´Administration. We collaborate with the European Institute of Public Administration and encourage Spanish participation in their activities. INAP is interested in increasing joint activities with our European counterparts.
In addition, the Latin American Network of Schools and Institutes has recently been created in order to deepen mutual relations and promote benchmarking and quality management in training and recruitment activities. This instrument allows us to develop a constant network and exchanges between our civil services through joint activities, stages and common research projects and publications.
SWEDEN: HUMAN RESOURCE DEVELOPMENT DEPARTMENT, GOVERNMENT OFFICE
Partnership
is that a collaborative and co-creative activity with a duration of a couple of years/ long term and also mutual beneficial to all partners?
With such a definition a number of different cases of partnership can be exemplified.
1. The example given with NSG and Henley (and also other universities were given) shows a trend in civil service training – partnership with universities. Our programs are accepted as academic courses through the university, which is responsible for accreditation and academic examination.
In our case such collaborations exist around specific programs especially programs including legal training where the legal components are delivered through partnerships with Law Schools
- EU-legal system
- Environmental Law
We also have a partnership when it comes to an academic program about The EU-system in general.
Comments: It is technically easy to get partnership with universities as long as they operate as a part of the state administration as you don’t need to go to a full tender procedure between state authorities.
The importance here is then to develop a partnership based on mutual trust and where the different roles a well defined.
2. Partnership with private consultants
What about a long-term relationship with a consultancy organization?
Contracts are usually based on tender with a time-frame of 2+1 year. But in fact a number of consultancy organizations have gained contracts for two or even three periods. In such cases it is possible to develop collaborative long-term relation.
But you can also have specific projects with private consultancy where the aim of the project is to co-create development programs. In a second stage the delivery of the program might take place either with the consultancy (through tender) or by your own staff.
We have used this type of partnership in a number of cases;
- EU-decision-making processes
- lobbying
- leadership especially communication
We also have a long-term relation with a consultancy on negotiations, conflict resolution and mediation? The complexity of the tasks and the necessity to meet the specific demands, i.e co-creation in development and training, makes the relation very collaborative. Developing new cases, feeding new experience into the training activities, combining resources.
The same goes for some of our consultants/trainers in leadership development. In these cases co-creation as well as joint-evaluations take place. In a way the partnership could be seen more as a contract where we hire the consultant as a part-time teacher. This type of partnership develops over time and is very often the result of working together for some years than developing that co-operation into collaboration and co-creation.
3. Partnership with other agencies
This type of partnership was rather common in EU-training during 1995-2000. The partnership consisted of a number of parties, the Government Office (Forum Europa), a ministry and the executive agencies linked to the ministry. The partnership covered the whole spectrum of training and development activities.
4. Partnership with other Schools and Institutes
The type of partnership varies. Sometimes you have a bilateral partnership for a special problem or issue. Example Sweden and Finland on training for the EU presidency
(collaboration and co-creation), exchange agreements between EU-members (collaboration).
Other types of partnership are more multilateral with varying degrees of cooperation, collaboration and co-creation. Presently we are active in a handful of such partnerships.
SWITZERLAND: IDHEAP – Institut de Hautes etudes en Administration Publique
Strategic partnerships :
- Ecole nationale d’administration publique (ENAP) in Québec, Canada
- Deutsche Hochschule für Verwaltungswissenschaft (HFV Speyer) in Speyer, Germany
- Instituto Nacional de Admintração (INA) in Lisbon, Portugal
- European Institute in Public Administration (EIPA) in Maastricht, The Netherlands
- Sun Yat Sen (Zhongshan) University in Canton, China
Ukraine: National Academy of Public Administration (NAPA)
The Heads of Schools Forum is highly relevant for our country at this particular time, when the new Government of Ukraine has a clearly course towards European integration and the adaptation of public administration system to European standards.
The entire history of our institution has been built on strategic partnership, mostly international. It started in 1992 with the establishment of the Institute of Public Administration and Local Self-Government. The first Ukrainian MPA programme was established from scratch, based on best international practice and models. Initial strategic partnerships were established with the University of North London (now London Metropolitan University), NYU Robert F. Wagner School of Public Service, a number of leading Canadian universities and government institutions through long-term and large scale CIDA funded projects managed by the Canadian Bureau of International Education, as well as with a number of other countries’ institutions and international organisations.
The benefits of those initial partnerships to our institution were invaluable – they led to:
• building institutional capacity for training public servants;
• recognition of the full-time MPA programme internationally and nationally ;
• training and professional development of our faculty;
• provision and development of learning resources;
• creating a cohort of reform-minded public servants.
With the establishment of the Ukrainian Academy of Public Administration in 1995 on the basis of IPALG we continued to maintain and develop cooperation with our traditional international partners and established new partnerships, mainly with Central European and Baltic countries. The focus of partnership at this stage shifted from building institutional capacity overall to building and strengthening capacity in very particular areas:
• improving the content and quality of training programmes and building public policy analysis capacity;
• introducing e-learning into Academy’s programmes;
• developing research and consultancy expertise.
This period – starting from 1995 on – was the time of real mutual partnership: Academy’s staff and faculty brought into it such qualities as ability to identify the needs and priorities for cooperation, good administrative and managerial skills, adaptability and resourcefulness, whereas our partners developed good understanding of how to work in transitional economies, flexibility in addressing current needs and forecasting future ones. Cooperation with institutions and individual experts from such countries as Poland, Latvia, Lithuania and Estonia proved to be highly relevant due to their recent experience in reforming public administration and civil service systems, understanding the challenges that Ukraine faced and willingness to share their success stories and lessons learned.
The Academy became a nationally recognised leading institution in the system of training public servants and local government officials. NAPA’s network comprises the Institute of In-Service Training for Senior Civil Servants and four Regional Institutes of Public Administration. It offers full-time, part-time and distance learning MPA programmes, in-service training courses, advanced degree programmes to obtain Candidate of Science and Doctor of Science Degrees in Public Administration, carries out extensive research and publication programmes.
These long-term partnerships resulted in such major outcomes as international recognition of our full-time MPA programme – in 2004 it became an EAPAA Accredited Public Administration Programme in the category of master programmes; introduction of new specialisations such as Public Policy Analysis and European Integration; establishment of Distance Learning Centre which was the first and now recognised as one of the best GDLN centres in Europe and Central Asia Region, and just recently – creation of Ukrainian Interregional Distance Learning Network.
The benefits were significant and they had a critical impact on our long-term strategy:
• while preparing for European accreditation we went through a good self-evaluation exercise that helped us – in short, to think and plan strategically;
• developed capacity to transfer knowledge and expertise to partner institutions;
• improved research and consultancy skills of our faculty and staff and developed capacity to identify priorities for institutional development and modernisation and improvement of training programmes and process.
Ukraine faces the challenging agenda of reforming its public sector in view of adaptation to European administration space, European principles and standards of public service, and introducing new dimensions into training of public servants in line with Bologna Declaration on creating European educational space. Academy worked out its own development and modernisation strategy and identified the following priority areas where it requires international assistance and partnership in the first place:
• development of new training capacity – trainers, programmes, methodology – especially for training senior civil servants (in-service, on-the-job training), based on best international practice and models;
• improvement of MPA programmes to better balance theoretical and practical aspects and emphasise on building leadership competency and management skills;
• introduction of quality management system, improvement of performance assessment and student achievements evaluation procedures and standards;
• development of comprehensive national programme of training civil servants for European integration.
We start working in this direction with a number of partners, including National School of Government (UK), National School of Public Administration (Poland), Lithuanian Institute of Public Administration, London Metropolitan University and others. We are open to establish new partnership relations that would help us implement rather challenging reform agenda, and we would like to build long-term and indeed strategic partnerships to this end.
UK: NATIONAL SCHOOL OF GOVERNMENT
Strategic Relationship Management
The National School is developing its strategic relationship management capacity in order to:
• be the “front end” of the organisation
• engage strategically with key clients and stakeholders in departments
• ensure that the National School can understand the requirements for developing people to meet departmental business objectives and also to work with departments to meet their policy objectives.
Developing Strategic Partnerships
The National School will act as honest broker, working in partnership with other public service academies, professional institutes, business schools, universities and schools of public administration in order to identify, design, deliver and evaluate individual and organisational development interventions. These partnerships will also:
• increase capacity for effective and responsive delivery from the best available
• provide professional accreditation
• realise efficiencies
• build the National School as a centre of excellence; the voice of public service development both nationally and internationally
Domestically, the National School is currently working with Warwick Business School, Ashridge, Henley Management College, Oxford University, and Birmingham University. It has also been brought in as a partner to the LSE on the PATENT project which is aiming to develop a European curriculum for national senior civil servants. Also, the National School continues to play an active part in the European Reciprocal Training Programme.
International partnerships include membership of project consortiums in Macedonia (with the British Council), Kosovo (NICO in Belfast, the German Dbb Akademie and the Kosovo Foundation for Open Society) and Ukraine (working with a Polish delivery team based around the National School of Public Administration). The National School has led two successive phases of an EU-funded Twinning project for the Polish Office of the Civil Service, working with Danish and Spanish partners.
Leadership
Strengthening capacity to follow up on the Tomorrow’s Leaders Group working with other public sector academies (National Health Service Institute, Defence Academy) to deliver key corporate programmes for the senior civil service:
• Senior civil service induction on appointment/promotion
• New Senior Leadership programme 2 years into senior civil service career
• New Leadership Development portfolio for senior civil service staff with potential
• Fostering the senior civil service leadership community
Working with the Prime Minister’s Office (No10) and the Delivery Unit on ministerial development
Sunningdale Institute
Intellectual capacity building of the National School has included the development of the Sunningdale Institute, an association of leading academics appointed as Fellows of the National School of Government. Fellows will be a resource to the public service in a number of ways:
• Input into permanent secretary development
• Think-tank style discussions and analysis of major issues
• Contribution to early thinking on policy areas
• Seminars and presentations for the senior civil service and other key groups.
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The National School of Government will be the centre of excellence for learning and development in support of the strategic business priorities of government.
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