2013 dispa meeting – dublin 23rd & 24th may...

DISPA REPORT

Resilience as a challenge for the public sector:

the PA Schools' and Institutes' contribution

Report of the Meeting of the Directors

of Institutes and Schools of Public Administration

of the European Union (DISPA)

during the Hellenic Presidency of the Council of the EU

Athens, 5-6 June 2014

N ATIONAL C ENTRE for P UBLIC A DMINISTRATION & L OCAL G OVERNMENT

http://www.gr2014.eu/el

DISPA Meeting – Athens 5-6 June 2014

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THE MEETING OF DIRECTORS OF INSTITUTES AND SCHOOLS OF PUBLIC ADMINISTRATION

(DISPA) ORGANISED UNDER THE AUSPICES OF THE HELLENIC PRESIDENCY OF THE COUNCIL OF THE

EUROPEAN UNION

Resilience as a challenge for the public sector: the PA Schools' and Institutes' contribution

The meeting was hosted by the National Centre for Public Administration and E-Government

(EKDDA). A "Troika" preparatory meeting took place in Athens on 12 December 2013 between

EKDDA, the Italian School of Public Administration (SNA), the Lithuanian Institute of Public

Administration (IPA) and the European School of Administration (EUSA).

The theme was selected from different proposals put forward by the Troika members. As with all

recent DISPA meetings, the agenda was drawn up in such a way as to contain a mix of presentations,

discussions and workshops.

The programme can be found in annex I and a list of participants in annex II. Copies of the speakers'

PowerPoint presentations have been sent separately to participants electronically.

The meeting was chaired by Dr Fani Komseli, Deputy Secretary General & Director of the Institute of

Training, EKDDA and Mr Pavlos D. Pezaros, Chairman of the Governing Board, National Centre for

Public Administration & Local Government (EKDDA).

Opening remarks

Welcoming Address - Pavlos D. Pezaros, Chairman of the Governing Board, National Centre for

Public Administration & Local Government (EKDDA)

Mr Pezaros welcomed the DISPA members to the historical conference centre Zappeion Megaron,

where Greece signed its accession to the European Communities back in 1979.

He referred to the crisis in Greece and how the ability to be resilient had given the Greeks a big boost

to keep going after the difficulties first arose. It is important to remember that what doesn’t evolve

dies and resilience also means being able to adapt. The more we understand this, the more authentic

we become both as people and as institutions; as we give permission for change to happen, to exist

in our lives and our working environment, we go forth with new ideas, we inspire the rest of the


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world and we create justice, harmony, stability and development at the same time. If these aren't

the ultimate "raison d'être" of any state in the world then what is?

He then proposed that DISPA members seize the opportunity and think long and hard on how

resilient we really are and/or how much more resilient we might need to become in the future for

ourselves and for an ever improving public sector.

Theme and Objectives of the Meeting - Dr Fani Komseli, Deputy Secretary General & Director of

the Institute of Training, EKDDA

After these words of welcome from Mr Pezaros, Dr Fani Komseli opened her speech by talking about

the relationship between the importance of the public sector's sustainability and how it can be

achieved on the one hand, and on the other, resilience as a characteristic that pertains to whatever

we do for ourselves as a public entity and what we offer to other public entities. Although resilience

is the main theme of this meeting, it seems that if we picture the road to better public

administration, resilience would be its starting point and sustainability the final goal.

One definition of resilience is that it is “the capacity of a system to survive, adapt, and grow in the

face of unforeseen changes, even catastrophic incidents”. Another one is that resilience is "a

common feature of complex systems, such as companies, cities, or ecosystems. These systems

perpetually evolve through cycles of growth, accumulation, crisis and renewal, and often, self-

organise into unexpected new configurations.” To achieve sustainability, important elements such as

innovation, foresight, and effective partnerships among corporations, governments, and other

groups seem to be necessary. To be sustainable is to be resilient.

As Andrew Zolli pointed out, we must learn to "bounce back" and in that sense “resilience” takes this

as a given and is commensurately humble. It doesn’t propose a single, fixed future. It assumes we

don’t know exactly how things will unfold, that we’ll be surprised, that we’ll make mistakes along the

way. It’s also open to learning from the extraordinary and widespread resilience of the natural world,

including its human inhabitants, something that, counter-intuitively, many proponents of

sustainability have ignored.

The objective of this meeting is to discuss the efforts institutions have made to adapt to a new public

administration environment, to share views on the notion of resilience and see how we can equip

ourselves and public servants so that they are always ready to serve the citizen in the best way

possible.


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Dr Komseli then thanked the European School of Administration and especially David Walker for his

support for this meeting, as well as the facilitators from Brussels who will deliver the workshop on

resilience. She issued a warm welcome to all participants and expressed the hope that the meeting

would be a fruitful and interesting exchange of experiences and ideas.

A lean and efficient public sector as a lever for growth

Antigone Lyberaki, Professor, Panteion University - President of EKDDA’s Scientific Board

Mrs Lyberaki began by presenting participants with the following paradox: public administration

needs to reform itself whilst continuing to serve society at the same time. It has a social and an

administrative purpose and it is both part of the problem and of the solution. In the context of doing

more with less we cannot therefore simply make "easy" transversal cuts but need to take account of

the purpose of different parts of the administration and cut where the best results in terms of

efficiency and effectiveness will be achieved.

The State's relationship with the citizen must change from one where it does things "to" and "for"

society to one where it co-creates with society. There must be a more inter-disciplinary approach.

One of the consequences is the need for a range of new skills among public servants. We must

combat fear of change which only induces rigidity and encourage people to "unlearn" and then

"relearn". Structural changes are also required to reduce the weight of the hierarchy.

As far as learning and training are concerned we must accelerate the move away from the classroom

where one sometimes still gets the impression of living in the Napoleonic era! And we must focus our

training efforts on the key people.

Mrs Lyberaki closed her speech by recalling the Chinese curse which says "You live in interesting

times". In these interesting times, public administration is both the doctor and the patient!


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Case studies: Resilience: different states – different solutions?

Czech Republic –Changes in PA in the Czech Republic

Lukáš Jirsa, Training Department, Institute for Public Administration Prague

Mr Jirsa firstly presented the main activities of the Czech Institute:

Execution of non-patrimonial state administration

Training of officials in territorial self-governing units

Training in state administration

Training in e-Government

Other training

The Czech Institute was founded in 1968 by the Ministry of the Interior. In 1989 with the change of

the social setting it became the Institute of Local Administration. Since 2000 the Institute is a distinct

entity in the Ministry of the Interior with its own legal personality, partly financed from the state

budget. In 2010 it took over the responsibilities of the Institute of State Administration to focus also

on training of central state authorities and a subsequent rebranding gave rise to the Institute for

Public Administration.

The financial crisis led to a change of attitude, the need for more active communication with clients,

and the design of more tailor-made courses (e.g. new civil code, administrative code, soft skills

courses).

In 2013, as part of the government's economy measures it was decided to close down the Institute

and gradually reduce the number of staff, which led to a feeling of insecurity. However, in the

summer of 2013 there was a statement from the Ministry of the Interior that the Institute would

continue to exist and since January 2014, when a new government took office, the climate has been

more optimistic.

The entry into force of an Act regulating public servants has continued to be postponed although it

was adopted as long ago as 2002. However, its effective implementation is a European Commission

condition for the utilisation of European funds. The entry into force of the Act could further affect

the role of the Institute.


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Malta – Built to last: how training organisations support administrations in

weathering the storms – the Malta experience

Joanna Genovese, Director, Training & Development, CDRT, Office of the Prime Minister

When we think of resilience we think of being resilient in relation to the financial crisis but in reality

public administration needs to be resilient all the time as changes are constant and come in waves

(e.g. political turmoil and its ripple effects, changes in organisational structures, economic realities,

unstructured mobility and performance contracts).

The example was mentioned of the changes in organisational structure that the training organisation

went through. But when change is introduced for change’s sake, things cannot always work out

smoothly. A common occurrence is to blame it on training when something goes wrong; leadership

training in particular is targeted, when people criticise the quality of leadership that is in place.

Some of the recommendations made for training staff were:

Leadership training

Mentoring

Selection

Career progression

What is the response of the Maltese Institute?

Executive Leadership awards, working with the individual through an initial test followed by

mentoring & coaching programmes

Strategic Leadership awards

Psychometric/ability tests

Portfolios, CPD record

Skills inventory

Competence-based training

Now the focus is more on individual skills - the Institute has proposed to follow people as they move

from lower ranks to higher positions with compulsory and highly recommended courses to help them

in their career path so that when candidates apply for higher positions they should have a portfolio

of achievements and training.


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There are however some challenges ahead:

Working with ministries

Customised academic programmes

Off-site University Campus

Strengthening of research facilities

Mrs Genovese then concluded her presentation by pointing out the lesson we should take from

ancient civilisations: if we focus too much on buildings and structures and neglect being flexible and

planning ahead, then we are not building things that will last and are not helping public

administration to develop.

Italy – "Resilient" approach to the Public Sector: considerations on the Italian

case

Aurelio La Torre, Director, International Relations, School of Public Administration (SNA)

Mr La Torre opened his presentation by introducing a definition of the word "resilience": "act of

rebounding," from Latin resiliens, “to rebound, recoil," meaning "elasticity" (from the Online

Etymology Dictionary).

According to the American Psychological Association, the 10 ways to build resilience are:

1. to maintain good relationships with close family members, friends and others;

2. to avoid seeing crises or stressful events as unbearable problems;

3. to accept circumstances that cannot be changed;

4. to develop realistic goals and move towards them;

5. to take decisive action in adverse situations;

6. to look for opportunities of self-discovery after a struggle with loss;

7. to develop self-confidence;

8. to keep a long-term perspective and consider the stressful event in a broader context;

9. to maintain a hopeful outlook, expecting good things and visualising what is desired;

10. to take care of one's mind and body, exercising regularly, paying attention to one's own

needs and feelings.


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Mr La Torre then presented the new Government approach to the Reform, an open letter to Italian

public sector employees, consisting of 44 points, which have been the subject of a public

consultation, followed by a period during which the Government has been working on fine-tuning

measures to be adopted by the Council of Ministers.

The 44 points of the reform are divided into 3 main pillars:

1. Change starts from people

2. Cutting out unnecessary expenditure and the reorganisation of the Administration

3. Open data as a tool for transparency

Regarding the Italian National Reform Programme, the priorities for PA are the following:

But what are the challenges for the Schools of Public Administration?

New organisation (less budget, fewer staff, fewer offices/premises…)

More efforts towards new priorities (digitalisation, innovation, modernisation,

internationalisation, synergies with private sector etc.)

Better communication and networking

Mr La Torre finished his presentation by introducing the notion of anti-fragility: “Anti-fragility is

beyond resilience. While the resilient resists shocks and stays the same, the anti-fragile gets better” -

Nassim Nicholas Taleb, “Anti-fragile, things that gain from disorder”, United States 2012.


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Spain – Resilience as a challenge for the public sector: the Schools' and

Institutes contribution- The need for an innovative transformation

Carmen Gonzalez Serrano, Deputy Head of the International Relations Department, National

Institute of Public Administration (INAP)

Mrs Gonzalez Serrano presented the Spanish Public Administration Reform (CORA) and INAP's

contribution to it.

The Reform was launched in October 2012 with the mandate for making proposals for a more

rational, useful and effective Public Administration, eliminating inefficiencies and administrative

duplication. 217 proposals were made by civil servants. The expected results of this reform are:

37.620 M € saved in the public sector in 4 years, better management, better quality in the delivery

of public services, and a more rationalised Public Administration that is more transparent,

accountable and closer to citizens and that fosters “Good Governance”.

It has 4 core principles:

1. Budget discipline and public transparency

2. Public sector rationalisation

3. Increase in efficiency

4. Greater alignment of service provisions with the needs of citizens and businesses

In this context, INAP developed a new strategic plan with 5 objectives:

1. To strengthen INAP's institutional role at national and international level

2. To create high-quality knowledge and reflection for decision-making and the design of public

policies

3. To link training and recruitment to public administration's real needs, to professional skills

and competences of civil servants and to professional careers

4. To turn INAP into a centre of excellence in the training of public managers

5. To align the INAP management with strategic challenges

Mrs Gonzalez Serrano also presented INAP's main innovations:


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The creation of a Centre for Innovative Studies to support investigation and high quality

knowledge for decision-making and for the design of public policies through research groups

the INAP Innova to create social value through events, training and publications

the Social and Knowledge Ecosystem which consists of the Professional Network - to

generate expert knowledge through informal learning; the Knowledge Bank – to use and

share INAP knowledge (documents, studies, research, investigations, reports); and the

Innovation Bank - a repository of good practices.

Other INAP projects such as the creation of an Official Master's degree in Leadership and

Public Management; the Guide for the design of training activities; the Dictionary of

competences and skills for executives, junior executives and public employees; and the

Creation of the Latin American Knowledge Community in Public Administration.

Cyprus - Resilience as a challenge for the Public Sector: the Schools’ and

Institutes’ contribution

Marios Michaelides, Director, Cypriot Academy of Public Administration

Mr Michaelides began by introducing the Learning and Development Centre of the Cyprus Civil

Service, which was established in 1991 with the aim of contributing to the continuous improvement

of the Cypriot Civil Service.

He then presented the training programme for strategic leadership and management development

of the Cypriot civil service, a programme which addresses the entire Cyprus public service (2.500

highest ranking PS officials), has a duration of 75 months and a budget of €3.118.498, combining

classroom training and work-based projects (this was presented in more detail at the DISPA meeting

held during the Cypriot Presidency).

The purpose of this project is to assess current learning needs in the areas of strategy, management

and leadership, as well as the design, implementation and evaluation of a comprehensive

programme for enhancing the skills of managers and leaders in their working environment.

The 3 main challenges of this programme are to maximise engagement, to manage expectations and

to increase participation (at the beginning it was difficult to convince managers to be involved but

the attitude has changed and there is now a lot of demand for the programme). This was achieved


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due to the decision of the Cyprus Government to introduce Public Financial Management in the civil

service, a new budgeting system that requires all ministries to submit their request for the following

year’s budget based on a strategic plan. This turned the training programme for strategic leadership

and management development from supply-push to demand-driven.

But as the main challenge for the Cyprus Civil Service is to "do more with less", this project is used

also as a mechanism to support the reform of the public service, a forum for reflection and

communication, a tool to upgrade administrative capacity and a process for strategic planning at all

levels.

The programme is now at a full stage of implementation and is expected to exceed its original target

of involving 2.500 managers from all ministries in actually planning strategically using a common

methodology and tools. This strengthens the capacity of ministries to assess priorities between

different departments which is essential in times of economic restrictions.

Mr Michaelides concluded his presentation by pointing out the importance of transferring the

knowledge acquired into practical application by relating what is being learned with what needs to

be done.

Greece - EKDDA in a rapidly changing environment

Dr Fani Komseli, Deputy Secretary General & Director of the Institute of Training, EKDDA Dr Komseli opened her presentation by introducing EKDDA.

EKDDA was founded in 1983 and is a public entity supervised by the Minister of Administrative

Reform and e-Governance. It is composed of four entities: the National School of Public

Administration & Local Government, the Institute of Training, the Documentation and Innovation

Unit, and Administrative Services. Its mission is the improvement of the efficiency and effectiveness

of the public sector through training, the development of highly-qualified personnel, research and

consulting services.

Dr Komseli then described the situation of the Greek Public Administration, which is now undergoing

a thorough redesign, reform, reorganisation and staff changes, originating from the economic crisis,

organisational changes and a large number of civil servants being subject to mobility.

Actions taken by EKDDA internally to respond to the changing environment:


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In 2010, EKDDA closed 11 regional units of the Institute of Training - INEP. Since 2011, INEP

cooperates with the Department of Education of the Decentralized Administrations. At the

same time, EKDDA/INEP incorporated the Training School of the Ministry of Finance. The

National School of Local Government was also incorporated in the older National School of

Public Administration.

Introduced the so-called “Innovative Workshops” (5 were held in 2011 and concerned five

important public policies that were promoted quickly afterwards)

Signed Memoranda of Cooperation with important public entities or Ministries on a bilateral

basis

Now develops e-learning training programs on a large scale

Reduced its staff gradually (from 327 in 2009 to 154 in 2014- 53%)

Digitalised communication between EKDDA (mostly INEP) and civil servants

Reduced the administrative burden with the digitalisation of EKDDA’s certificates

Now provides electronic updates both for individuals & departments of personnel

Redesigned its structure and functioning

Dr Komseli then presented the actions adopted for the benefit of civil servants:

Designed and implemented five training programmes focused on reinforcing operational

planning, cooperation and coordination, HR management, training within the organizations

and re-engineering of the services

Introduced new courses: Business Plans, Building an Effective Team, Development of human

resources, on-the-job training, training for trainers

Designed 5 e-learning training programmes

Designed and implemented three training programmes targeted at civil servants subject to

mobility (development of personal skills, Basic Principles of Administrative Action, e-

Governance and Digital Services to Citizens)

But how does the future look for EKDDA?

Design of Top Management Programmes following EKDDA’s new institutional framework

Design of training paths

Work more within the public service

Participation in EU co-funded projects

Consultation for public entities


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Workshops

Facilitated by: Yves Monsel, Director of Aim-Associés & Aim-Consortium and Pauline Graystone,

Co-founder and Director of The GreenHouse Group

This workshop on resilience was divided into two sessions: exploring the concept, and strategies for

building resilience.

Exploring the meaning behind the word – the slippery concept!

Pauline and Yves started with an exercise on what resilience really means, is it a fad or something

more, and what concrete examples of resilience have participants experienced? Views varied hugely

among the audience but there were certain key core words and phrases such as ‘opportunity’,

‘survival and adaptation’, ‘flexibility’, ‘adaptability’ and ‘thriving on change’.

A general view was that it is hard to pin down in a concrete way – but in simple terms it is ‘the

general adaptation to life’s tasks in the face of social (or organisational) disadvantage or highly

adverse conditions’. The view was that it is not just a case of ‘bouncing back’ but of also coming back

stronger and better. We saw resilience as a process not a trait – i.e. something that can be ‘taken

care of’.

However, there was a word of warning – training people to be ‘resilient’ is not enough. As a process

many things need to be considered (individually, in the team, by the managers and in the

organisation as a whole in order to help create the right environment for ensuring a ‘trauma’ can be

viewed as an ‘excitement’).

The facilitators talked about the need to be aware of the context i.e. the risks, the stressors and the

protective factors outside the organisation, as well as the internal factors i.e. the vulnerabilities.

They took the example of Blackberry – and how it proved to be already highly vulnerable prior to

facing the many risks and stressors outside the organisation. They failed to anticipate.

Building Resilience – Meeting the four challenges

Yves and Pauline described four areas where organisations can develop resilience:

1. Cognitive – be prepared to anticipate even unexpected changes – be free of denial and

nostalgia


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2. Strategic – encourage variety, diversity and non-conformity

3. Political – have the courage to move resources from the ‘tried and tested’ to the new – take

clever risks

4. Ideological – move away from optimising what you have i.e. doing more, better, faster

(problem solving), to establishing a new vision. Embrace the paradox.

Yves and Pauline demonstrated this with the exercise, ‘Pinto Pony’ – an example of a real company

that disappeared because it focused on improving what it had rather than focusing on ‘what could

be’.

The exercise ‘Mars Attack’ focused on the participants' own situations i.e. ‘What stressors do you

have in the public sector and what can you do to deal with these?’ Hand-outs were provided giving

more details about the possible strategies and the role of Strategic Human Resources Management.

The final word went to ‘paradoxes’ as demonstrated with a clip from the film - Invictus. The group

explored the parallels with their organisations i.e. the need for being comfortable with seemingly

contradictory pressures – changing the mind-set paradigm from ‘either…or’ to ‘and…and.’

Closing remarks

Maria Damanaki, Commissioner for Maritime Affairs and Fisheries, European Commission Commissioner Damanaki honoured the meeting with her presence and closing remarks. She

underlined the utmost importance of the subject from several perspectives.

The first was the crisis, which severely affected the EU and has tested the resilience of public

administrations and their staff.

Then the elections to the European Parliament of which Mrs Damanaki said the messages cannot be

ignored. If the crisis showed that business as usual was no longer possible, the election results

confirmed the need for change.

Taking into account the citizens' interest means facilitating investment for growth and employment,

and the public sector has to play its role in this.


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At the level of the administration it means that its capital, the human capital, has to constantly

adapt, and that although one might question the pace of change, its necessity is not in doubt. The

challenge in this context is to ensure that change must not be inevitably disastrous, that doing better

must not automatically lead to fewer resources.

Mrs Damanaki underlined that the EU architecture was not ready for the crisis and that sometimes

too little was done too late to answer it. However, change is under way and in this context the

European Council has underlined the fundamental link between growth and public administration. As

far as the Commission is concerned, one of the ways to deal with it is to focus on the positive

concepts of innovation with high and concrete commitment, the innovation process being for

instance assessed through scorecards. The Commissioner also mentioned the demanding process

that exists for measuring the impact of any new draft legislation of which she had direct experience

in relation to one of her proposals going through it.

The EU is perceived as making the situation more difficult and 74% of citizens think that the EU

generates too much red tape. In this context, Mrs Damanaki talked about the importance of the Refit

programme aiming at screening the acquis and reducing the burden: this is already showing its

effectiveness. It is also important to dispel the widespread idea that staff numbers in the EU

Institutions are for ever increasing: the cuts in staff are significant and real.

Lastly Commissioner Damanaki stressed the fruitful work achieved in the meeting and the

importance for public administrations in the EU to connect and exchange ideas in order to give

mutual support to overcome the challenges they face.

DISPA matters

David Walker, Director of the European School of Administration

David Walker mentioned the following points:

4 Schools have taken up his offer to take part in a management training programme run by the European School of Administration (EUSA). He undertook to send the autumn schedule to all members of the network inviting them to register colleagues. Participation is free and, for the time being, EUSA will cover the cost of participants' hotel accommodation in Brussels.


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he indicated that a proposal to extend the Erasmus for Public Administration traineeships would shortly be submitted for approval to the Commission. For budget reasons, it is intended to slightly reduce the length of the programme and the number of participants. He will keep DISPA members informed of progress.

8 Schools have completed the information sheet circulated after the last meeting. A reminder will be sent to those who have not yet replied.

the content of the DISPA wiki is almost ready to be transferred to EUSA's website where it will be accessible via a password limited to DISPA members. Further information will be circulated when the transfer has taken place.

Invitation to the next meeting

Dr Fani Komseli gave the floor to the representatives from Italy by offering them a ceramic plate,

decorated with an ancient Greek motif, the wave, as painted by the ancient Greeks.

Renato Catalano then invited DISPA members to the next meeting of the network which will take

place in Rome, probably at the beginning of October. The Troika will meet by mid-July to discuss the

agenda.

Concluding remarks

Dr Fani Komseli thanked all participants for their active participation in the meeting. Several

participants took the floor to congratulate her in particular and EKDDA in general for the first-class

organisation and high quality of the meeting.

The meeting was then declared closed.


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Annex I

DISPA MEETING PROGRAMME

RESILIENCE AS A CHALLENGE FOR THE PUBLIC SECTOR: THE PA SCHOOLS’ AND INSTITUTES’ CONTRIBUTION

VENUE: Zappeion Conference Centre - entrance from Amalias Str., Athens

Day 1: Thursday, 5 June 2014

09.00

Registration Welcoming Address Pavlos D. Pezaros, Chairman of the Governing Board, National Centre for Public Administration & Local Government (EKDDA)

Theme and Objectives of the Meeting Dr Fani Komseli, Deputy Secretary General & Director of the Institute of Training, EKDDA

09.45

A lean and efficient public sector as a lever for growth Antigone Lyberaki, Professor, Panteion University - President of EKDDA’s Scientific Board Q&A

10.20 COFFEE BREAK

11.00 Case Studies - Resilience in: Czech Republic, Lukáš Jirsa, Training Department, Institute of Public

Administration Prague

Malta, Joanna Genovese, Director, Training & Development, CDRT, Office of the

Prime Minister

Italy, Aurelio La Torre, Director, International Relations, School of Public

Administration (SNA)

Spain, Carmen Gonzalez Serrano, Deputy Head of Department of International

Relations, National Institute of Public Administration (INAP)

Cyprus, Marios Michaelides, Director, Cypriot Academy of Public Administration

Greece, Dr. Fani Komseli, Deputy Secretary General & Director of the Institute of

Training, EKDDA Q&A

12.30 FAMILY PHOTO

12.45 LUNCH

14.00 Workshop Part 1: Resilience and resilient organisations Facilitated by: Yves Monsel, Director of Aim-Associés & Aim-Consortium and Pauline Graystone, Co-founder and Director of The GreenHouse Group

15.30 COFFEE BREAK

15.45 – 17.00 Workshop Part 1 (cont.)


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Day 2: Friday, 6

June 2014 09.00 Workshop Part 2: Applying a resilience model in the Schools and Institutes of Public

Administration Facilitated by Yves Monsel, Director of Aim-Associés & Aim-Consortium and Pauline Graystone, Co-founder and Director of The GreenHouse Group

11.00 Coffee Break

11.30 Closing Remarks Maria Damanaki, Commissioner for Maritime Affairs and Fisheries, European Commission Q&A

12.15 DISPA Matters David Walker, Director, European School of Administration (EuSA)

12.45 Next DISPA Meeting - Italy Renato Catalano, Administrative Director, School of Public Administration (SNA)

13.00 Lunch

14.30 Optional Cultural Visit – Historical Centre of Athens


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Annex II

LIST OF PARTICIPANTS BELGIUM

Training Institute of the Federal Administration

Sandra Schillemans [email protected]

CYPRUS

Κυπριακή Ακαδημία Δημόσιας Διοίκησης (Cyprus Academy of Public Administration)

Marios Michaelides [email protected]

CZECH REPUBLIC

Institut pro veřejnou správu Praha (Institute for Public Administration Prague)

Lukáš Jirsa [email protected]

GERMANY

Bundesakademie für öffentliche Verwaltung (Federal Academy of Public Administration)

Ernst Wilzek [email protected]

GREECE

Εθνικό Κέντρο Δημόσιας Διοίκησης & Αυτοδιοίκησης (National Centre for Public

Administration & Local Government )

Pavlos D. Pezaros [email protected]

Fani Komseli [email protected] / [email protected]

Antigone Liberaki [email protected]

George Papageorgiou [email protected]

Elias Pechlivanidis [email protected]

Elias Maragos [email protected]

Naja Vrettakou [email protected]

George Baltas [email protected]

Julia Kallimani [email protected]

ESTONIA

Sisekaitseakadeemia (Estonian Academy of Public Service)

Tanel Oppi [email protected]

FINLAND

HAUS kehittämiskeskus Oy (HAUS Finnish Institute of Public Administration)

Maj-Lis Ellen Anneli Temmes [email protected]

FRANCE

Ecole Nationale d’ Administration - ENA

Jacqueline Repellin [email protected]


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HUNGARY

Kormányzati Személyügyi Szolgáltató és Közigazgatási Képzési Központ (Government

Centre for Public Administration and Human Resources)

Péter Princzinger [email protected]

IRELAND

Institute of Public Administration (IPA)

Mary Teresa Casserly [email protected]

ITALY

Scuola Nazionale d’Amministrazione (SNA)

Renato Catalano [email protected]

Aurelio La Torre [email protected]

Daniela Skendaj [email protected]

LATVIA

Valsts administracijas skola (Latvian School of Public Administration)

Edite Kalnina [email protected]

Linda Mose-Mozus [email protected]

LUXEMBOURG

Institut national d'administration publique (National Institute of Public Administration)

Romain Kieffer [email protected]

Philippe Diederich [email protected]

MALTA

Centre for Development, Research and Training - Office of the Prime Minister

Joanna Genovese [email protected]

NETHERLANDS

PBLQ-ROI (Dutch Institute for Public Administration)

Nathan Ducastel [email protected]

Mariette Baptist – Fruin [email protected]

POLAND

Krajowa Szkola Administracji Publicznej (National School of Public Administration)

Karolina Sawicka [email protected]

ROMANIA

Institutul National de Administratie (National Institute of Administration)

Alexandra Apostoleanu [email protected]

Rodica Maria Picu


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SLOVENIA

Ministrstvo za javno upravo (Ministry of Interior)

Sandra Seketin Lestan [email protected]

SPAIN

Instituto Nacional de Administración Pública (Spanish School of Public

Administration)

Maria del Carmen Gonzalez Serrano [email protected]

SWEDEN

Universitets och Högskolerådet - UHR (Swedish Council for Higher Education )

Petra Göransson [email protected]

UKRAINE

National Academy of Public Administration under the President of Ukraine

Yurii Kovbasiuk [email protected]

EIPA European Institute of Public Administration

Marga Pröhl [email protected]

EUSA European School of Public Administration

David Walker [email protected]

Karine Auriol [email protected]

Fay Giannarou [email protected]

ReSPA Regional School of Public Administration

Suad Music [email protected]

2013 dispa meeting – dublin 23rd & 24th may...

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