1. National Registry of High – Level Staff or Transferring international political standards to the Hellenic Public Administration
Dr. Spyridon Tsoukalas
Special Advisor to the Secretary General of Administrative Reconstruction

2. WHO WE ARE:
EKDDA is the national strategic public law entity, responsible for the training & consulting of the Hellenic Public Administration and Local Government
National School of
Public Administration
&
Local Government (ESDDA)
Administrative
Services
Institute of Training (INEP)
Documentation
& Innovations
Unit (MoTEK)

3. EKDDA’s structure President & 14-member Governing Board 9-member
Scientific & Administrative Staff
Trainers
(Selected our of appr members of EKDDA’s Trainers Registry)
9-member
Scientific Board

4. National School of Public Administration & Local Government (ESDDA)
Its role
Development of PA high flyers
Duration & Curriculum
18 months
2 phases
4 months of “real life” practice before graduation
Students
Tertiary education graduates
Entry exams of 2 stages

5. Recent cross-border activities
In Cyprus:
Study of the Cypriot Local Government Reform
Trained both politicians and PA staff in view of the first Cypriot Presidency of the EU Council
Best Practice:
Best Practice trainings in co-operation with EU counterparts reinforcement of the Administrative Reform through know-how transfer

6. Close co-operation with:
Our foreign allies
Close co-operation with:
Europe & Africa
ENA (France)
PBLQ (The Netherlands)
Cypriot Academy of Public Administration
HAUS (Finland)
ENA (Liban)
Asia
Institute of Training of the Jiang-xi Region – PR China
ADB Group – Ministry of Interior, PR Vietnam
PA Academy under the President of the Republic of Kazakhstan

7. Now back to our main business: A whole new environment for the Hellenic PA
From 2010, due to economic crisis several reforms have led the Hellenic PA to:
lose 1/3 of its human capital
age because of a very tight attrition rule which made practically impossible the recruitment enough new civil servants
sharply reduce its operating costs
These reforms were mainly based on the Terms of Memorandums of Understanding signed by the Hellenic State and its Creditors

8. Hellenic PA towards proposed reforms
In this time period there have been many fiscal measures affecting PA and civil servants that were presented as “reforms”
This misunderstanding has sparked the devaluation of the term “reform” and raised suspicions towards everything that could be seen as a reform
In fact, certain problems that affect the very legitimacy of PA’s actions were not dealt with

9. After 5 years of reforms it has become clear that:
The actions taken in the first two programmes were focused on fiscal and financial results
Actions were so successful that their over performance has created many problems in fields like Health and Education
A public administration with increased efficiency of the public sector in the delivery of essential public goods and services should be a key priority of a realistic programme

10. PA Reforms with a new perspective:
A reform programme, in close collaboration with the European Commission, for:
capacity-building and,
de-politicizing the Greek administration
making the best use of all available technical assistance

11. PA Reforms with a new perspective:
A reform programme, in close collaboration with the European Commission, for:
capacity-building and,
de-politicizing the Greek administration
making the best use of all available technical assistance

12. De-politicization of Hellenic PA
Public Administration implements government policy so it is by definition a political issue.
Of course this should not be confused with the possible political parties involvement in public administration functions.
It is clear that Hellenic State and the Institutions co-signing the new memorandum have acknowledged it as one of the main pathogeneses of the Public Administration.

13. An emblematic new approach in top – management staffing
A National Registry of High – Level Staff and a legislated procedure for the selection of top managers
The National Registry was established with a view to exclusively staff positions:
of Administrative and Sectoral Secretaries of the Ministries
Chairpersons and members of the BoDs of the Public Services.

14. Why is it so emblematic?
General and Special Secretaries and other top – managers were
appointed by the party (-ies) in power without any other legitimacy or evaluation but their loyalty to the party
exercising excessive control over the actions and operations of the public administration, thus creating favoritism and clientelism.

15. Who can be enlisted in the registry
Civil servants and civil servants with an indefinite private employment relationship, with any of:
PhD, MSc
Graduates of the NSPA and Local Government
Heads of General Directorates for at least three (3) years or Heads of Directorates for at least ten (10) years
University professors of all levels and University lecturers
The scientific staff of the Independent Authorities, with at least five years experience
Retired army officers who attended special curriculums

16. New legislative framework
Objectivity
Transparency
Meritocracy

17. Posts occupied by Members of the Registry
Administrative and Deputy Administrative Secretaries
Management of Of Legal Entities of Proprietary Law
Sectoral and Special Sectoral Secretaries
Management of Legal Entities of Public Law

18. Evaluation and Selection of Candidates
Proposition with the 3 prevailing candidates (up to 1 from the private sector)
Obligatory Selection for one of three
Submission of proposition to the Minister
Taking into account the candidates' personality in general
Call for at least 10 candidates
At least 6 from the Registry
Structured Interview
Resume
Formally Skills
Scientific work and research
Positioning layout
Administrative experience
Qualification evaluation

19. How this (and any other) real reform CAN become possible?
Funding
Political Willingness
Expertise

20. And how could the transfer of models and policies COULD be undermined?
Creating a parallel bureaucracy to support the expertise, spending already valuable and scarce resources
Efforts to implement without prior consultation with the stakeholders
Without communicating the proposed policies and reforms to the society
And of course without taking into account the legal and constitutional framework

21. Ευχαριστώ благодаря Thank you Spyridon Tsoukalas stsoukal@yahoo.com