1. Troika of Directors General – Meeting 24 March 2006 Activities of the Human Resources WG
Karin Thienel

2. Decentralisation and Accountability
Mid Term Programme: Public Administration Modernisation
Study by Vienna University of Economics and Business Administration and EIPA
Up to now 27 replies received (2 MS missing)
Close cooperation with IPSG
Workshops at 1st HRWG Meeting
2 Focuses: Accountability and Consequences for HRM
Case Studies: EC, Spain; Finland, Austria

3. Preliminary Results of the Study I
Public Administration Modernisation strongly driven by budgetary pressures, technological developments and national legislation
e-Government, Accountability and Customer Orientation as most important Public Administration Modernisation topics
(De)centralisation as fundamental and persistent question, but with relative low prominence in current modernisation discussions
Strong interrelationship between Decentralisation, Accountability and Performance Management

4. Relevance of Modernisation Topics
very high influence
relatively low influence 1 2 3 4
new public management
good governance
use of market-type mechanisms
austerity/saving programmes
administrative decentralisation
political decentralisation
strengthening accountability
Strengthening policy coherence
quality management
aligning public-private employm.
HR decentralisation
budget decentralisation
performance management
open government
customer orientation
ethics / codes of conduct
e-government
public-public partnerships
private sector involvement

5. Preliminary Results of the Study II
HRM structures and distribution of HRM competencies with strong national variations
General trend of decentralising HRM responsibilities
Degree of Decentralisation depending on specific HRM task
HRM Decentralisation and HRM Centralisation often simultaneously observable
Right balance dependent on national characteristics
Most Countries experience a new strategic role of central HRM units

6. Degree of Centralisation of HR-Tasks
Highly centralised
Highly decentralised
No clear tendency
fixation of basic salaries
performance related pay
disciplinary matters
codes of conduct and ethical norms
performance management issues
altering task responsi-bilities and areas of work
head count reductions
recruitment of new line manager
teleworking arrangements
dismissal of line/agency managers
promotion of line manager
basic working time
flexible working time
training strategies and programmes
implementation of training and development
relocation of staff

7. Preliminary Results of the Study III
Quite different paths and reform initiatives to strengthen Accountability
In most Member States Decentralisation does not lead to diminished Accountability but to changing forms of Accountability
New Member States are more prone to experience a loss of control and diminished Accountability due to Decentralisation
Most Member States express the opinion
that risks of HRM Decentralisation can be managed
that existing instruments (Legislation, Codes of Conduct, Disciplinary Regulations, Monitoring and Control Mechanisms, Training) work well enough to balance possible dangers of Decentralisation and guarantee central control and coordination

8. Cross-Border Mobility of Public Sector Workers
Intensive Examination of Mobility by HRWG in close Cooperation with the European Commission
Aim: update and complete Information on Mobility gathered during several Presidencies and finalized during Danish Presidency (2002)
Areas of Interest:
Nationality Condition
Recognition of Diplomas
Recognition of professional Experience and Seniority
Other legal Specificities and Aspects of cross-border mobility
Intended Result:
Summarizing analysis of the information gathered
Target group for this information: Mobility-experts and persons especially interested in the topic

9. Preliminary Results Nationality Condition:
- 3 Member States explicitly decide based on a list
- 4 Member States decide on case-by-case basis
- Remaining Member States still to examine
Recognition of Diplomas:
- In almost every Member State institutions such as „NARIC“ exists
- Advising function to personnel departments
- Responsible to decide on recognition ?
- Only in case of an official notice of competion possible/ or possible
at any time
Recognition Seniority/Professional Experience:
- Separate recognition of seniority and prof. experience/ or together
- Only relevant professional experience recognized
- Merit points awarded in recruitment process/ or only relevant
for grading
only 8 Member States provided information on concrete applications in practise / mostly just on selected topics

10. National Contact Points
Your Europe-Website: hosted by the EC
DGs‘ Decision during Dutch and Luxembourg Presidencies to provide structured and standardised Information on Mobility for the EU Citizens
Up until now Information on 16 Member States available
Remaining 9 Member States invited to deliver missing Information (Deadline 14 April 2006)

11. Information on the Structure of the Civil and Public Services of the EU Member States
Document elaborated during Irish Presidency, updated during Luxembourg Presidency
Up to now 12 replies received (deadline for replies: 13 March 2006)
Further intended Result: short Management Summary

12. Thank you for your attention!