präsentation sept 2005 - europaeuropa.eu/eas/events/hans_ kunsmann_de.ppt · ppt file · web...
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www.bakoev.bund.de
Führungskräftetrainingund
Europafähigkeit
Dr. Hans-Edmund Kunsmann, LG 3
EAS “Open Doors”Brüssel, März 2008
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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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890
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num
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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!