Developing competencies of the public servants in the Kyrgyz

Republic

presentation by Jamilia I. Jeenbaeva,adviser to the president of APAPKR

Astana Economic Forum 22 May 2013

КЫРГЫЗ РЕСПУБЛИКАСЫНЫНПРЕЗИДЕНТИНЕ караштуу

МАМЛЕКЕТТИК БАШКАРУУАКАДЕМИЯСЫ

THE ACADEMY OF PUBLIC ADMINISTRATIONUNDER THE PRESIDENT OF

THE KYRGYZ REPUBLIC

Кыргыз Республикасы, 720040Бишкек ш., Панфилов к., 237

Тел.: 623100 Факс: 663614

237,Panfilov street, 720040Bishkek, Kyrgyz Republic

Phone: 623100 Fax: 663614

Mission of the Academy of Public Administration Under the President of the Kyrgyz Republic

Provision of the state bodies and bodies of local government with highly-qualified specialists, scientific and analytical

provision of the President of the Kyrgyz Republic, bodies of state and local governance.

Orientation towards institutionally sustainable system of educating state and municipal

servants

• «As of today there is no institutional system of educating the state and municipal servants in the Kyrgyz Republic”, this is the premis of the new strategy of the Academy of public administration under the President of the Kyrgyz Republic for 2012-2015

Developing the new vision, measures and approaches: “how to deal with

challenges?”• Challenges are multi-dimensional and diverse, at

many levels: international, regional, state level, business level, municipal, household, etc:- transformation of markets and areas of economic and technological advantages, globalisation, information and knowledge management society, ongoing financial crises, climate change, population growth and related food security issues.

• Need of new vision and appropriate measures and approaches.

Information society and new requirements to the quality of public servants

• The essence of the new information epoch is in the production of knowledge and its functionality and usefulness. This puts new requirements on people in public service, creates new conditions for the realisation of the human potential. At the same time it generates new global risks, related to the information innovations.

• The experience of countries with advanced economies demonstrates that managerial approaches are needed in the public service. Thus the norms and processes of the private sector and corporate sector can be borrowed by the public service.

• The focus on developing competencies of the public servants has to be on strategic and analytical thinking, long-term planning, economic, social, and environmental analysis not only for administration but also for policy development and implementation.

Source: Surin А.V. (2007) Educating managers of new generation: who, what and how to teach ? Issues of state and municipal administration2007, Volume 1 ,№1. p. 190-191c

Challenges of the information age

• The challenge of filtering information and packaging it into useful and manageable units for making decisions in a most efficient way, for the decision makers

• With the growth of the information filtering the social, ethical, and moral, political responsibility of the decisin makers is made more complex to deal with internal and external challenges and issues

• The specific of the financial crises pushed the role of the state to a new level of magnitude. The nation-state has the role of a guarantee of economic, political, social, and environmental security for regions, continents, and inter-national alliances

New public managers, views in Russia• New public managers must be specialists in various areas, multi-

disciplnary, multi-level, multi-talanted • The new public managers must have the following qualities:

• Readiness and capability for a dialogue, • Readiness and capability for a non-trivial and responsible choice, • Ability to work in a team• Cooperate with diverse analytics and experts• Highly cultured and ethically responsible• Patriotic

Source: Surin А.V. (2007) Educating managers of new generation: who, what and how to teach ? Issues of state and municipal administration2007, Volume 1 ,№1. p. 190-191c

Experience of Academy of Public Administration under the President of the Republic of

Kazakhstan is of great value to us

• The National School of Public Managers: educating public servants of the highest level capable of effective public policy development and implementation in the era of globalization.

• Competence-based approach, directed at the nurturing of the strategic, social, functional, and managerial competencies

• 1-year long education of the Korpus A, as well as of the administrative public servants, private sector representatives, and corporate representatives - Executive Program.

• Разработка учебных планов и программ, Институт дополнительного образования, Институт развития науки

Source: Presentation by the President of the Republic of Kazakhstan N.A. Nazarbaev “Key approaches to reforming of the public service model of the Republic of Kazakhstan, International Conference on Public Administration, Astana, 17 June 2008.

New generation of the state and municipal servants, key aspects of the model of the

Republic of Kazakhstan

• Professional kadr public managers (typology of the Korpus A «А» in the Republic of Kazakhstan)

• Competencies: planning and implementation of specific vectors of the public policy, formulated by the ruling party, knowledge of and ability of being an active link between the system of decision making and implementation.

• «The Carcass» of the public administration, the “kadr axis” that provides sequencing and systematic public policy.

Source: Presentation by the President of the Republic of Kazakhstan N.A. Nazarbaev “Key approaches to reforming of the public service model of the Republic of Kazakhstan, International Conference on Public Administration, Astana, 17 June 2008.

• Main – first level of professional kadr public managers – are the responsible secretaries, leaders of state holdings and national enterprises, who are considered the top administrative servants.

• Second level – the directors/ heads of key departments of the executive ministries and agencies, heads of the committees, municipalities.

• «Young» (just selected) candidates start from the third level, and with their competencies, efficiency and honesty they must earn their promotion.

New generation of the state and municipal servants, key aspects of the model of the

Republic of Kazakhstan

Source: Presentation by the President of the Republic of Kazakhstan N.A. Nazarbaev “Key approaches to reforming of the public service model of the Republic of Kazakhstan, International Conference on Public Administration, Astana, 17 June 2008.

«Road map of the career growth of a public servant in the Republic of

Kazakhstan• Developing of an individual professional road map of a public

servant, depending on professional and personal qualities, that provides the key stages of the career of a public servant, and will make a planned and justified experience and qualifications improvements .

• Rotation is a necessary condition. While moving from one state body to the next , as well as inside a ministry, the public managers will understand the interdependent process of state governance and will develop wide and systemic vision of the executive brance of state power .

Source: Presentation by the President of the Republic of Kazakhstan N.A. Nazarbaev “Key approaches to reforming of the public service model of the Republic of Kazakhstan, International Conference on Public Administration, Astana, 17 June 2008.

Key principles of the professional growth of the public servants in the Republic of

Kazakhstan• Multi-disciplinary public managers: getting involved in understanding

all problems, without regard to specialization. Formation of a professional cadre that is a united team that leads all administrators of the civil service.

• State support to the development of the public servants. New system of remuneration and motivation, special government protection.

• Principle of meritocracy: results-orientated evaluation of work, taking into account the complexity, market value and personal contribution.

Source: Presentation by the President of the Republic of Kazakhstan N.A. Nazarbaev “Key approaches to reforming of the public service model of the Republic of Kazakhstan, International Conference on Public Administration, Astana, 17 June 2008.

Building strategic partnerships with the leading schools in CIS, EU, USA, and Asia

With questions of modernisation and sustainability of the public service we turn to the curriculae and programmes in the following schools: •ENA•Harvard’s Kennedy School of Public Policy•Lee Kuan Yew School of Public Policy•Higher School of Economics, Moscow State University •Hertie School of Governance must be added…

Competencies = learning results, new approach at the APA under the

President of the Kyrgyz Republic• «Learning results – the formulation of what

kind of competencies must a graduating student have as a result of education / learning» (Transnational European Evalutation Project (TEEP)).

Model of a graduate: Three Cubes of Competencies

Cour

ses/

Curr

icul

a

Competencies

Master of Public Administration

Courses/ Curriculae

Com

pete

ncie

s

Master of Public admin

Evaluation of the model

To what extent do the new curriculae contribute towards developing the desired competencies

Administrative

Politi

cal (

Elite

cad

re )

Administrators

Model of the state and municipal servant for the Kyrgyz Republic

What is the road map of the career growth of the new generation of state and municipal servants?

Vision of the new generation of the public servants for the Kyrgyz Republic

• Resilience to great workload • Mandatory education abroad the leading universities, • Permanent self-education and personality and ethical development

throughout the career • Development of innovative methods of work• Development of a systematic analytical thinking • Recognition and participation in the competitive public service, «pressures of

the talented and ambitious servants from the levels below that can help keeping the executive level tuned up

• Responsibility, accountability, inside the civil service and in public• Meritocracy – must be used to award competencies of the civil servants • Search and attraction of the “talent” into the public service

Thank you for your attention