National training strategy for civil servants, Romania Anca Radu March 2010

Context: EU integration process Copenhagen criteria: stability of institutions guaranteeing democracy, the rule of law, human rights and respect for and protection of minorities; the existence of a functioning market economy as well as the capacity to cope with competitive pressure and market forces within the Union; the ability to take on the obligations of membership including adherence to the aims of political, economic & monetary union.  adjustment of its administrative structures, so that the transposed legislation is implemented effectively.

Why a strategy? Analysis of the gaps: lack of competences, lack of efficiency, heavy bureaucracy… Structural weaknesses The need for a reform in the public administration system The need for a comprehensive, structured approach  Proactive strategy

Who? The reform triangle MAI Central Unit For Public Administration Reform (CUPAR) Coordination of the reform process and of the decentralization National Agency of Civil Servants (NACS) Management of the civil service National Institute of Public Administration (NIA) Training of civil servants How do we develop competences? How do we better integrate them into the system? How do we make the system work and work better?

Training: what for? A better management and better expertise: development of a body of professional public managers and of the competences needed for the success of the EU integration and of the reform process  Institutional building: the need for developing the institutional capabilities needed for the implementation of the training strategy

Training: whom? Decision makers New entrants Dynamic employees Experts Who can bring change into the system and have the biggest impact? =>strategic management competences => young professionals scheme for fresh graduates => young professionals scheme for young civil servants => EU integration and reform- related issues

Training: what? Specialized 1 year programmes (strategic management, good governance) for senior civil servants and top-managers Master-type programmes: 2-year training (incl.scholarship) and 1-year training (incl.internship) for Young Professionals Short-term, specific trainings (EU affairs, PCM, change management, etc.)

Training: who? TNA: NACS Training:  Senior civil servants and YPS: NIA  Others: NIA, universities + Regional Training Centres for PA (for short-term training) Monitoring: CUPAR (MAI)

Training: how? Training processes and training content: analysing, designing / adapting, updating Capacity building: developing institutional mechanisms for monitoring and evaluation of the trainings, exchanges of experience and networking for institutional cooperation, logistic improvements, investment in IT equipments, purchase of books and library software, etc. Financing: budget + Phare

Who did what Analysis and diagnostic Drafting the strategy Consultations and coordination Approval Implementation Monitoring Evaluation Conclusions?

Lessons learned EU support is more than helpful Analysis and diagnostic are crucial Small but efficient teams of experts Coordination has to be targetted and rigurous The institutional framework should be stable and coherent Outputs must be correlated and sustainable It’s not the end of the road…

Thank you for your attention! Anca Radu, PhD Consultant in Training and Management