www.bakoev.bund.de

Führungskräftetrainingund

Europafähigkeit

Dr. Hans-Edmund Kunsmann, LG 3

EAS “Open Doors”Brüssel, März 2008

www.bakoev.bund.de

www.bakoev.bund.de

Die Bundesakademie für Die Bundesakademie für öffentliche Verwaltung im öffentliche Verwaltung im Bundesministerium des Innern Bundesministerium des Innern ist die zentrale Fortbildungs-ist die zentrale Fortbildungs-einrichtung für die Bediensteten einrichtung für die Bediensteten der Bundesregierungder Bundesregierung

Aufgabe und Rolle der Bundesakademie

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Wir organisieren pro Jahr :

• 1850 Trainings- und Informationsveranstaltungen für 26 000 Bundesbedienstete

• “offene” Veranstaltungen ca. 650 • „in house“ – Veranstaltungen ca. 1200

•unterstützt von etwa 900 externen Trainern, Dozenten und Beratern:

• Praktiker aus Verwaltungen• universitäre Wissenschaftler• Unternehmensberater

Fakten zur Bundesakademie

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Die aktuelle Situation für die Bundesregierung:

•Strukturelle Finanzkrise•Demographische Entwicklung•Globalisierung•europäische Erweiterung•technologische Innovation•Kultur- und Wertewandel

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Veränderung der Modernisierungskonzepte

• Good Governance fokussiert die ständige Veränderung staatlicher Leitbilder und der Verwaltungsreform– Rechtsstaat (in den 70er Jahren)

• Klassisches Bürokratiemodell von Max Weber

– Schlanker Staat - Lean government (80ger Jahre)

– Aktivierender Staat - Enabling state (90ger Jahre)

– Good Governance als Rahmenkonzept• in Deutschland seit 1998

– ‘Genug’ Good Governance seit 2008 / Neo-Weberismus !?

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Neue Verantwortungsteilung zwischen staatl. Ebene und

Gesellschaft Stärkere Bürgerorientierung durch mehr

• Transparenz• Partizipation• Eigeninitiative• Flexibilität

zur Unterstützung der- der individuellen Initiative- des bürgerschaftlichen Engagements- der demokratischen Partizipation

Wertekonzepte im :

„Aktivierenden Staat“

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Moderner Staat - Moderne Verwaltung

Neue Verant-wortungsteilung

Mehr Bürger-orientierung

StaatlicheVielfalt

EffizienteVerwaltung

Leitbild des aktivierenden

Staates

4 ReformbereicheHöhere

Wirksamkeitund Akzeptanz von

Recht

Der Bund als Partner

Leistungsstarke,kostengünstige und

transparente Verwaltung

Motivierte Beschäftigte

15 Leitprojekte der Bundesregierung

33 weitere Projekte

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Neue Staatsziele durch Beschlüsse des Bundeskabinetts:

• „Effiziente, transparente Verwaltung“• „Motivierte Mitarbeiter“ nur in D

• Dienstrechtsnovelle - LOB• Personalentwicklung – Kompetenzbasiert– Integriert

• Führungskräftefortbildung• Europafähigkeit

Ziel:

Interne und Externe Modernisierung

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EU-Kompetenz für Führungskräfte

Kommunikationskompetenz (KO)Selbstkompetenz (SE)Führungskompetenz (FÜ)EU-Kompetenz (EU)

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EU-Kompetenz

EU – FachkompetenzVerhandlungskompetenzInterkulturelle KompetenzSprachkompetenz

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Die neuen politischen Vorgaben:

Was nun?

Welchen Beitrag kann die Bundesakademie•zu den Modernisierungsvorhaben der Ressorts und •zur individuellen Personalentwicklung der Führungskräfte im erweiterten Europa leisten?

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2 Examples of our training policy and implementation

1. Content: Leadershiptraining• The EU-competence frame• The BAköV training activities

2. Method: Training as project support to our clients

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Gründungsmitglieder 1958:

D, F, ITA, NL, LUX, BEL

access 1973: UK, IRL, DAN

access 1981: GRI

access 1986: SPA, PORT

access 1995: ÖST, SWE, FIN

access 1.Mai 2004:

POL, UNG, TSR, SVK, SLO,

EST, LET, LIT, MAL, ZYP

access 1.1.2007: BUL, RUM

access open: TÜR, KRO

Der EU-Enlagementprocess:

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Challenge in the enlarged Europe from an German view:

• lack of qualified German personnel for the new enlarged context:

– lack of language skills– lack of intercultural competences– lack of negotiation skills– lack of institutional knowledge of the new MS

But:• experienced staff in dealing with transform-

processes from the access- period of the former GDR

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On what ‘enlarged’ challenges are we working on European level

• Increased political complexity– Increased decision bodies in Brussel– Increased bilateral consultation before decision– increased streamlining of national sector – policies– Increased analyical need in the Federal Ministries about the policies

of (new) member states (MS)

• Increased intercultural complexity– Different planning and decision cultures in the MS– Enhanced language and understanding problems

• Increased density of negotiations– More complex coalition building– Nizza treaty unpractical for binding decision-taking

www.bakoev.bund.deexpression of the individual

Rat

ione

l and

laic

Protestant Europe

Confucianism

Anglo-Saxon countries

Latine America

Baltic countries

South Asia

Orthodox countries

CatholicEurope

Ancien Soviet Bloc

Africa

World Value StudyT

radi

tiona

l re

ligou

s

Survival-oriented

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The ‘Common Competence Frame’ a new methodological approachin leadership training for Europe

• Problem: Different understanding and terminology of competences due to different governance approaches and administrative cultures in the different MS.

• Hypothesis: To prevail in an ‘enlarged Europe’ other competences than homeland working scenarios were needed.

• Result: A survey among the Institutes of Public Administration in Europe showed the following results

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The ‘Common Competence Frame’ (II)

• Main question to 25 national institutes was :« What does a civil servant in a leading position need to

» know , (knowledge)» Do (skills)» and show (attitudes)

to act successfully in the European arena? »

• Results are shown in two models1. Grouping by clusters2. Grouping by frequencies

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Modell 1: grouped competences

attitudes skills knowledge open minded

- flexibility - diversity

Social skills - ability to listen - cross cultural

communication

European level - Institutions - Procedures - Eu-policy

Innovativ - proactive - courage

Networking - consensus buil-

ding skills - persuasiveness

National level - sector policy - system and

priorities Integrity - honesty

Negotiating - negotiation skills

Relation - social networks

Result driven Organisation

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Model 2: based on frequency

10 mostly mentioned (54%) of 42 competences Negotiating skills Knowledge of procedures Knowledge of institutions Open minded Strategic perspective Social skills Networking skills Organisation skills Cross culture communication integrity

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The BAköV EU-competence training

• Introductory seminars• Advanced seminars• Specialised seminars• Work experiences in the EU-

institutions; exchange with MS• Fast stream: The german-french

master-diploma MEGA

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The BAköV EU-competence training European Affairs Qualification 1:

The European Union• Introductory seminars

– The EU – its legal system and the institutions– Introduction to mayor EU policies

• Advanced seminars– Legislative procedure in the EU– Study trips to EU-countries– Current EU policy issues

• Specialised seminars– Interculture competence– Negotiation skills

• Work experiences in the EU-institutions• Fast stream: The german-french master-diploma

MEGA

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The BAköV EU-competence training European Affairs Qualification 2:

Co-operation with EU-Partner States

• Introductory seminars– Visits to EU partner states:‘Systems of Government and

administration‘ (including individualised programms)• Advanced seminars

– Trilateral joint seminars (UK, F, D) – Bilateral seminars wit EU- Member states

• Specialised seminars– Thematic Workshops

• Work experience– Advanced training programme with ENA– Civil servants exchange

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The BAköV EU-competence training International Qualification:

Working in International Organisations

• Introductory seminars– Institutions, actors and interactions in international relations

• Advanced seminars– Current issues in international relations– Advanced training for international assignment

• Specialised seminars– International negotiations– Current emphases of globalisation

• Study/Work experience– New: European Master of Governance and Administration– Mid-career study at J:F:Kennedy School (Harvard, USA)– Joint MBA – Programme

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EU-competence training for personnel in the enlarged Europe

• Special programmes for personnel from EU and Non-EU countries, analogue to the programme for Federal civil servants:– The system of Government and Administration in Germany– The State,the economy and society in Germany– Germany and Europe– Civil servant exchange into German public administration

• Twinning Projects:– Support to the new MS in taking over the „Acquis Communautaire“– Adaptation of the administrative systems– Realising the ‚rule of law‘– Protecting important finance transfers– Protecting the ‚Schengen boarder‘

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Double Methodological approach:formal levels competence-based

• Career-path• step-model

• Job-profiles, workplace scenarios:

• groups of cadres

• groups of pay-schemes

• formal levels

communicate

cooperate

Leadership feedback

work organisation time management

0102030405060708090

1. Qrtl. 2. Qrtl. 3. Qrtl. 4. Qrtl.

OstWestNord

target-

dialog

solving conflicts

Collaborative leadership

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eLEARNING in the enlarged Europe (I)

• eLearning-initiative during the EU – council in Lissabon (May 2000)

• Objectiv: Developing a high-tech infrastructure and an eLearning-Platform for knowledge management as a basis for national and EU-wide cooperation

• Organisational decision within the BAköV: New department: IT-training and eLearning

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eLEARNING in the enlarged Europe (II)

• From eLearning to knowledge management and work support– INFOTHEK– Increased EU-contents– Increased eLearning modules

• EU and international politics• EU- legal procedures• EU- subvention procedures

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Training as Project-support to our clients

Support of the modernisation process od ministries and agencies by taylor-made trrainings, networkings and moderated exchange of experiences

• Moderation of strategy-workshops• Moderation of steering comittees• Consulting of implementation design• Exchange of successful administrative solutions• Ad hoc trainings to implement standards

www.bakoev.bund.deStart of the modernisation programme

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85

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238191

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356

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398

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890

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0

100

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num

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f sem

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1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Annual development of the report between project supporting seminars and general seminars

Sonderveranstaltungen Standardveranstaltungen

Performance pay (280)

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Conclusion: Trends and challenges in the training

towards Good Government• Priority in linking training to the actual

federal modernisation policy• Coaching of individuals and teams• Establishing cross-ministerial networks• Tailor-made in-house training and

consulting to organisations in change• Linking training to spelled-out working

place scenarios

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Intercultural competences, negotiation skills are needed. New attitudes shall be developed. Special knowledge about international institutions, their networks and decision processes is trained.

Conclusion: we support the initiative

European and international capacity building:

We train the ‘Competence for Europe’

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Vielen Dank efcharistó!

bedankt! Tak!Grazie! Mutio obrigado!