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CZECH REPUBLIC: INSTITUTE OF STATE ADMINISTRATION (ISA)



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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




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