Executive Master of Public Administration Understand Today

Executive Master of Public Administration Understand today. Shape tomorrow.

Hertie School of Governance—founded and supported by What We Offer

• Flexible executive master’s programme in English for experienced professionals • Part-time (2-year) or full-time (1-year) programme • Fully accredited • Practical leadership and management skills with a cross-sectoral focus • Study tailored to individual needs and interests • Central location in Berlin, vibrant hub of European public dialogue • International student body from different sectors and disciplines • International faculty and experts from politics, the public, non-profit and business sectors • Growing global alumni network • Scholarships available for exceptional candidates d Hertie School of Governance Welcome

Welcome to the Hertie School of Governance, a centre of excellence for public policy in the heart of Europe. We offer experienced professionals the chance to engage with faculty and practitioners across disciplines, sectors and borders on issues of governance, leadership, management and policy-making.

Since 2008, the Hertie School of Governance’s Executive Our growing alumni network offers students and Master of Public Administration (Executive MPA) pro- graduates access to an international community of gramme has provided a forum for discussion about the successful policy professionals and managers in leading role of public administration. The era of financial crisis organisations from all sectors across the globe. Partner- has proved a defining moment for governance practices ships and exchange programmes with the Copenhagen and the evolving relationship between the public and pri- Business School, CSI Centre for Social Investment, vate sectors, with the school at the heart of that debate. ESCP Europe, and the University of Bern highlight the scope of the programme. We attract renowned faculty and experienced professionals from the public sector, international organisa- The Hertie School and its Executive MPA programme are tions, business and civil society in Europe and abroad. ideal for people who are involved in public affairs and In its pursuit of innovative solutions through dialogue who want to improve and develop their analytic and across disciplines, sectors and borders, the Executive managerial skills to help shape tomorrow’s world. We MPA provides the next generation of leaders with the invite you to read the testimonials of those who clearly skills and knowledge they need as demands on the state know best—our past and present students as they share increase and its resources dwindle. The programme’s their perspectives. strong practical orientation and solid theoretical ground- ing equips students for tackling issues of governance, Take a look at what the Hertie School offers for your leadership, management and policy analysis. future. We invite you to apply and look forward to welcoming you in Berlin. The Hertie School strives to convey a deeper understanding of the ethical and moral questions involved in leadership, and to foster public trust and social responsibility. We attract a highly talented student body from diverse national and disciplinary backgrounds, united by a desire to make a difference and to bring about a better future. Prof. Helmut K. Anheier, PhD President and Professor of Sociology Our diverse, international faculty aims to nurture intel- lectual growth in a professional, research-intensive environment characterised by public debate and engage- ment. Hertie’s approach to teaching is distinguished Anna Sophie Herken by its three “I”s—interdisciplinary, intersectoral, and Managing Director international. These pillars form the basis of the school’s self-understanding and mission.

Executive Master of Public Administration Understand today. Shape tomorrow. 1 Working Across Disciplines, Sectors and Borders

Interview Andrea Römmele Director of Executive Education, Professor for Communication in Arriving at the Hertie School of Politics & Civil Society Governance, new students meet a lively and diverse set of peers in the Executive Master of Public Ad- ministration programme (Execu- tive MPA). All of them are looking for ways to modernise the institutions that they serve, work within a larger network of organisations, and advance their careers. Comparing Approaches to directions,” says Römmele. “There They are united in the desire to Public Administration are also variations within Europe. think critically and originally, says This is challenging, but also en- the programme’s director, Andrea Executive MPA participants come lightening because we see how Römmele. Participants learn new from a wide variety of professions, things can work differently.” ways of looking at old problems, all with strong links to the public with the goal of finding fresh solu- sector. About a third have made Tackling Problems tions, and they come to understand their careers in public administra- Through Innovation that there are no one-size-fits-all tion, another third in international answers. In its interdisciplinary, and non-profit organisations, and Today’s pressure on public finances intersectoral and international ap- the rest in other areas, like busi- across the globe is changing how proach, the Executive MPA brings ness. problems are tackled. It is blurring together the diverse knowledge lines between business and the and experience of its students and In Berlin, they take a close look at welfare state as governments look faculty. policymaking in the German capi- for better ways to regulate and to tal, a major centre of influence for serve the public, like outsourcing Römmele says legal, technical, EU policy. They also get to compare services to private companies and or business training alone is no the continental European tradi- non-profit organisations. longer enough for people working tions of governance and public in government. “What is expected administration with others, such “We help students understand that of someone in public administra- as Anglo-Saxon systems. there are certain patterns to clearly tion today is that he or she must explain how things work. This make an impact in the workplace, “Europe has a long tradition of helps them embed their personal broaden out and bring new per- public administration, but is also experiences in a broader context,” spectives and ideas into an organ- quite resistant to change. It is very she says. “What may appear dys- isation.” stable and very strong but that also functional at first glance may actu- means a lack of innovation and ally be very functional if you look fewer possibilities to change at it with different glasses, such as from a political perspective.”

2 Hertie School of Governance Executive MPA A Programme for Experienced Professionals

A flexible programme for professionals from all sectors and from across the globe. The Executive MPA offers innovative concepts, research and hands-on skills for tackling today’s public administration issues.

Mid-career professionals in the public sec- opment. Coming from government, interna- tor, the business world or civil society are tional organisations, business and NGOs, confronted by similar challenges. Guided by its highly qualified, international student body good governance practices, they need innova- brings together a broad range of experiences tive ideas to lead people, shape decisions, or from all sectors and disciplines. The program- change the institutions for which they work. me’s distinguished faculty provides the hands- Some of the best ideas are borne from dia- on training and analytical tools participants logue with peers. need to tackle issues confronting society today The Executive Master of Public Administra- and tomorrow. tion (Executive MPA) programme at the Hertie Demands for a more effective regulatory School of Governance offers a unique forum state collide with budget restraint. Aging popu- for exchange, learning, and professional devel- lations put pressure on already overburdened

Executive Master of Public Administration Understand today. Shape tomorrow. 3 pension and healthcare systems. Global In this programme, uniquely climate change calls for fresh ideas in energy qualified (young) leaders learn policy. What solutions can be found together the skills required in modern with business and civil society institutions? And how can public administration modernise administration in addition to to meet these challenges? their respective professional “In the past, the rules of public administra- expertise: modern management tion worked quite well, but now you increas- and strategic management, ingly have to coordinate, to negotiate, to partner with other sectors, which often have international decision-making a very different understanding of what’s going processes, EU governance, and on,” says Andrea Römmele, Director of Execu- also leadership skills. tive Education. This kind of mutual learning is what the programme offers its participants. Dr. Wolfgang Schäuble, Located in the heart of Berlin, vibrant hub German Federal Minister of Finance of German politics and contemporary arts, and centre stage for the current European public policy debate, the Executive MPA draws participants from across Europe and as far away That is why the programme is tailored to the as the Americas, Australia, Asia and the Greater busy schedules of working professionals, offer- Middle East. ing full-time or part-time enrolment over 1 or 2 years. Forty-seven days of attendance and A Flexible Schedule 15 courses are required to graduate, in addition to a master’s thesis and a workshop in Brussels Many participants hold full-time jobs, travel or London. Participants may switch between great distances, and support families at home. full- and part-time, depending on the demands

Introductory Core Programme (Modules 1+2): Master Thesis Course (Module 6) Understanding Governance Management: 3 days 3 courses (9 days) Concepts, Instruments and Finances 3 courses (9 days)

Elective Programme (Modules 3+4): Concentration Complement 3 courses from the chosen area 3 additional courses (9 days) from any area (9 days) 1. Leadership and Management 2. Economics, Finances, Methods 3. Intersectoral Management

Professional Development (Module 5): Skills Workshop 2 courses (4 days) Brussels or London (4 days)

47 days, 60 ECTS: one year full-time or two years part-time

4 Hertie School of Governance of their careers. To make it easy for students While the core curriculum introduces modern travelling from far away, the 2.5-day courses theories of governance and management, elec- are offered in blocks, so participants can come tives in three areas of concentration deal with for a week and take two courses at once. The the application of those ideas. The Executive flexible format enables part-time students to MPA teaching staff have practical experience complete 7–9 courses in one year, while taking in the fields in which they teach, as well as dis- only 20 days off work and making 4–5 trips to tinguished academic careers. They know first- Berlin. All course materials are also available for hand the challenge of bringing concepts to play download. out in the workplace. Participants analyse case studies and discuss them in terms of their own Feb Mar Apr Day 1 Day 2 Day 3 experiences. They are encouraged to relate as- Travelling to Course Course signments to what they do in their current jobs. Hertie School Core Curriculum Course The governance courses familiarise students Travelling back home with traditional and current concepts in policymaking. They address the challenges of working across sectors and borders, between institutions in one sector and within organisations themselves. Students gain insight into An Individualised Curriculum the strengths and weaknesses of national institutions as they coordinate with international Executive MPA participants can design their networks, like the EU. How do they constrain studies according to individual needs and inter- or enable enterprises, social groups, and state ests. A core set of theoretical concepts com- actors? Students learn about decision-making bined with a broad choice of practice-oriented rationality, the interplay between principals electives, and hands-on skills courses accom- and agents, institutional design and capac- modate the unique experiences and needs ity, public-private partnerships and regulatory each participant brings to the programme. regimes.

Executive Master of Public Administration Understand today. Shape tomorrow. 5 The management courses cover various di- Energy, climate change, mensions of running an organisation, such as demographics… these issues strategy, performance, and human resources. require innovation. If the state Students debate the pros and cons of policy instruments in public sector management. can’t provide or finance servic- They compare differing cultures and tenets in es, then you see private initia- administration, like continental European tives or civil society filling the versus Anglo-Saxon traditions. And they ex- gap. This is a big topic of de- amine how policy measures can bring about long-term success, focusing on issues like how bate in the Executive MPA. to adjust fiscal rules to avoid deficit spending Andrea Römmele or new trends such as accrual accounting. Executive Education Director Areas of Concentration

Concentrating on the application of concepts cut-back management are considered in introduced in the core curriculum, students depth. For those managing partnerships choose from a wide variety of electives to fit across sectors or working in areas where differ- their individual needs and interests. ent policymaking bodies interact, the Inter Electives in the Leadership and Manage- sectoral Management electives shed light on ment area present students with the tools they the politics of management. Students learn need to apply strategic management concepts to recognise and analyse shifting relationships on the job. Participants learn how to improve between public, private and third-sector performance or instigate change in a political parties in national and international settings. and administrative context. Political communication, social innovation, The Economics, Finances and Methods elec- reforming international institutions, energy tives look at organisations from the perspec- sustainability and climate change, stake- tive of finances. Budgeting rules and reforms, holder communication and public-private fiscal challenges, accrual accounting, risk partnerships are just some of the themes analysis, micro- and macroeconomics as well as covered.

6 Hertie School of Governance Professional Development Executive MPA in Short

The professional development area gives • 47 days of attendance students the hands-on tools for day-to-day • 15 courses in Berlin and one 4-day work. The skills courses offer training in nego- workshop in Brussels or London tiation, speechwriting, managing projects, • Master’s Thesis or motivating and leading teams. • 60 ECTS credits in total In addition, students gain insight into the • Back-to-back blocks of 2.5-day daily workings of institutions like those of na- courses tional governments or the EU in a 4-day work- • Degree: Executive Master of Public shop in Brussels or London. Administration (Executive MPA) The Brussels workshop familiarises participants with the European decision-making process through meetings with high-level representatives from European institutions, trade and professional associations, NGOs and companies. The London workshop gives students a chance to look at Anglo-Saxon public management practices by examining the work of UK ministries, and to discern their applicability for continental European administrative cultures.

Master’s Thesis

Finally, participants take the theoretical knowledge they have learned and apply it to a topic directly related to their occupation. The master’s thesis is around 40 pages long and participants must defend their work before a committee.

Executive Master of Public Administration Understand today. Shape tomorrow. 7 Selected Practitioners Peter Grünenfelder Dr. Wilfried Lütkenhorst State Chancellor, Canton Aargau, Managing Director, UN Indus- The Executive MPA benefits from Switzerland trial Development Organisation the expertise of guest lecturers (UNIDO) from politics, administration, Bernd Hüttemann civil society, and business. Secretary-General of the European Frank Mattern Movement Germany Director, McKinsey & Company Dr. Franz Baumann Assistant Secretary-General, Henk de Jong Hans Georg Mockel Department for General Assembly General-Director of the Director of Human Resources, and Conference Management in City of Amsterdam Facility Management and Infor- the UN Secretariat, USA matics, European Space Agency Dr. Christian Kastrop (ESA) Béatrix Behrens Director of the Public Finance and Head of Division HR Policies/HR Economic Affairs Directorate, Ger- Dr. David Urban Development, Bundesagentur für man Federal Ministry of Finance Executive Vice President Arbeit (BA), Germany Corporate Executives, Prof. Dr. Hans-Georg Knopp Deutsche Post DHL Jens Behrendt Former Secretary General of the Chief Recruitment Section/Deputy Goethe-Institute Florian Westphal Director for Human Resources, Director General of Médecins OSCE Secretariat Beate Lohmann Sans Frontières, Germany Head of Department, Administra- Fernando García Ferreiro tive Organisation, German Federal Principal Advisor HR Professionali- Ministry of the Interior sation, European Commission

8 Hertie School of Governance Portraits Cultivating the Skills to Manage Organisations

Understanding the have helped me to be attuned to Inner Workings of these dynamics.” Complex Institutions While holding down a full-time job, raising her daughter and trav- Anje Schubert has spent most of elling to Berlin from New York is a her career working in large organ- challenge, Schubert says the Execu- isations like the European Com- tive MPA has had immediate ben- mission, the OSCE and the United efits. It helps that the UN is an avid Nations. While privy to their inner supporter of continuing education, workings, she has often questioned she says. why and how institutions operate “For me, the programme is or- as they do. ganically linked to what I do,” she Anje Schubert “I always wondered how deci- says. “It has helped me understand United Nations Secretariat, sions come about and how deci- how my work links to the larger Conflict Resolution Officer, sion-making can be optimised in picture and has also opened a new UN Ombudsman and a complex environment,” says the scope of interest that prompted me Mediation Services Conflict Resolution Officer at the to try out new areas of work. Cur- UN. “From the outside, such insti- rently, I am on a temporary assign- tutional processes can be difficult ment to the UN’s Division of Public to understand at times. Courses Administration and Development like institutional decision-making Management.”

Seeking New Ways to Lead Stamm was working in Brussels and raising two children, so a part- Julia Stamm had worked for many time programme in her native Ger- years on European research policy many was attractive. “One of the when she heard about a scholar- good things is that you can plan in ship at the Hertie School. Highly advance, taking blocks of classes, pertinent to her interests, the instead of a regular, weekly sched- Executive MPA also seemed an ule,” she says. ideal way to cultivate her skills as a The practice-oriented courses, manager in an intergovernmental tailored to students’ particular organisation. needs were especially useful, cover- “I wanted to improve my ing topics such as human resources Dr. Julia Stamm abilities as a person in a leadership or organisational change. Senior Policy Officer, role,” she says. This practical aspect “I learned new strategies and DG Research & Innovation, and Hertie’s unique research areas practical tools for successful ne- European Commission were a big draw. “For me, it’s about gotiation,” she says. “If you negoti- team management and organisa- ate effectively, with both parties’ tional sociology—what kind of positions in mind, it’s possible for dynamics must one understand in everyone to come away from the highly political organisations.” table with advantages.”

Executive Master of Public Administration Understand today. Shape tomorrow. 9 Diversity: A Key to Success International: Participants from over 40 Countries

Average age: 36 years

Average work experience: 50% 10 years female 50% male

Nationalities 4% 9% 10% 14% 16% 47% Africa America, Australia Greater Middle Non-EU European EU Member States Germany & Pacific & Far East States & Russia excl. Germany

29% Participants' Institutional Background 20% 20% Some examples 17% 14% German Administration • Ministry of Labour, Integration Non-German Administration Private Sector • Deutsche Gesellschaft für and Social Affairs of North Rhine- • Department for Work and • Ernst & Young, Poland Internationale Zusammenarbeit Westphalia Pensions, London, UK • McKinsey & Company, Germany (GIZ) • Office of the President of the • Department of Foreign Affairs & • German Post AG • Federal Foreign Office Federal Republic of Germany Trade, Ireland • Kinstellar, Hungary • Federal Ministry for Economic • State Chancellery of Rhineland- • Embassy of Canada, Germany • Deutsche Bahn , Germany Cooperation and Development Palatinate • Embassy of Israel, Germany • Sony Corporation, Japan • Federal Ministry for the Environ- • Federal Ministry of Science and • Google, Poland ment, Nature Conservation, Non-Profit Sector Research, Austria Building and Nuclear Safety • Bertelsmann Foundation, Germany • Ministry for Regional Development International Organisations • Federal Ministry of Labour and • Institute of Public Affairs (IPA), of the Republic of Poland • European Commission Social Affairs Poland • Ministry of Economic Affairs, • European Space Agency • German Bundestag • Kiva Microfunds, USA Agriculture and Innovation, • International Trade Centre (WTO/UN)

• Ministry of Interior of • OvidiuRo Association, Romania The Netherlands • United Nations Development Programme

Non-ProfitSector

German Administration German International Organisations International Non-GermanAdministration Sector Private North Rhine-Westphalia • Social Science Research Center • Ministry of Health, Czech Republic • United Nations Office on Drugs and Crime (WZB), Germany • Prime Minister’s Office, Norway • United Nations Secretariat Intersectoral: Careers in all Fields • START-Stiftung gGmbH, Germany • U.S. Department of State, Germany

Data for Participants in 2014/2015 International: Participants from over 40 Countries

Average age: 36 years

Average work experience: 50% 10 years female 50% male

Nationalities 4% 9% 10% 14% 16% 47% Africa America, Australia Greater Middle Non-EU European EU Member States Germany & Pacific & Far East States & Russia excl. Germany

• Ministry of Interior of • OvidiuRo Association, Romania The Netherlands • United Nations Development Programme

Non-ProfitSector

Data for Participants in 2014/2015 Cooperation with Partner Programmes

The cooperation with leading partners enables Executive MPA students to attend courses all over Europe to earn credits that are transferred to the Executive MPA.

Partners

Cooperation with Partner Center of Competence for Public Programmes Management, University of Bern (UniBe) The Hertie School is committed to the high- est standards of excellence in teaching and UniBe is a comprehensive Swiss university research, and is recognised as one of the leading with a full range of bachelor’s, master’s and professional public policy schools in Europe. PhD degree programmes, also offering execu- Furthermore, it has built up a global network of tive programmes to students in various fields partners ranging from distinguished public po- of study. The Center of Competence for Public licy schools, to organisations in the public and Management (CCPM) at UniBE awards a private sectors. master’s degree as well as a Certificate of The Executive MPA has established targeted Advanced Studies in Public Administration. partnerships with several renowned academic institutions in Europe to give students the Copenhagen Business School (CBS) opportunity to gain international experience during their studies. Committed to a truly As part of the Hertie School’s exchange pro- intersectoral approach, the Hertie School co- gramme with Copenhagen Business School operates with leading public, non-profit, and (CBS), Executive MPA students can attend private sector programmes, offering students courses in CBS’s Master of Public Governance access to a broader variety of courses and a (MPG) programme in Denmark and vice versa. wide range of expertise in the different sector The MPG degree is an accredited executive practices. Credits earned in these courses are master’s programme at CBS, which is run by transferred to the Executive MPA. Guest lectu- CBS and the University of Copenhagen in a rers from partner universities, including from joint consortium. The programme was initia- the London School of Economics and Political ted as part of the Danish government’s “Qua- Science, further enrich the programme by ex- lity Reform” for public management posing students to the most cutting-edge ideas and governance. in governance and public administration from around the globe.

12 Hertie School of Governance Copenhagen

Berlin London

Heidelberg Paris

Bern

Turin

Madrid

CSI Centre for Social Investment (CSI), ESCP Europe University of Heidelberg In order to enhance exchange between public The Centre for Social Investment is a central and private sector professionals, the Hertie academic institute of the University of Heidel- School, with its focus on public policy, formed berg which cooperates with the economics, so- an alliance with ESCP Europe, a top business cial science, law and theology faculties. Its mis- school with campuses across the continent. sion is to improve the theoretical and practical Executive MPA students can attend business understanding of social investment through and leadership courses within the European research, teaching, networking, and consulting. Executive MBA programme—which was repea- The Hertie School’s partnership with CSI allows tedly ranked in the global top 5 in the Finan- Executive MPA students to attend courses in cial Times’ EMBA ranking—at any ESCP Europe CSI’s master’s programme, Non-profit Manage- campus in Paris, London, Berlin, Madrid or ment & Governance, while CSI students can Turin. ESCP Europe students can attend gover- take classes at the Executive MPA in Berlin. nance and public management courses within the Executive MPA programme.

Executive MPA Partners

The Executive MPA cooperates with leading institutions, enabling students to attend courses across Europe and earn credits toward their degree.

Executive Master of Public Administration Understand today. Shape tomorrow. 13 Portraits Looking Beyond Borders

Good Practices “Apart from its cutting-edge exper- Through Dialogue tise, the programme is also a great setting to foster relationships with Comparing national governance like-minded participants from dif- systems is Najim Azahaf’s job. ferent sectors and countries,” says Examining how political institu- Azahaf. tions work and the concrete effects Close to his heart is the ques- of their policies, the social scientist tion of how democracies may per- aims to identify good practices and form better than non-democracies. governance innovations for sus- Studies indicate that the former tainable development. outshines the latter in every area Najim Azahaf Rather than creating simple of civic life—with one exception: Bertelsmann Foundation, rankings or critiquing one coun- sustainable finances. Project Manager try’s practices over another, Azahaf “Finances in most democracies calls this process “mutual inter- are not dealt with in a way that is national learning,” much like the viable over the long-term,” Azahaf many perspectives students bring says. “Shortfalls are pushed onto to the Executive MPA. He sees future generations and short-term many links between his work and political cycles lead to a certain the programme, especially this dia- myopia.” lectical aspect.

Bridging the ment and human resources exper- Cultural Divide tise.” Kinnarney says the Executive MPA helped him reflect on how As an Irishman working in the Ger- organisations “think” and to better man Finance Ministry for many understand his own place in a large years, Nigel Kinnarney knows the public institution. importance of looking beyond “When you are working in the one’s own borders and fostering civil service, you are involved in communications skills. Kinnarney project work and the Hertie School handles the ministry’s bilateral is doing a lot to change the way relations with other European people approach this,” says Kinnar- countries. For the last year, he has ney. Nigel Kinnarney been seconded to the Irish Finance The Executive MPA has contrib- Ministry of Finance, Ministry, a job that bridges his own uted to Kinnarney’s already exten- Deputy Head of Division cultural divide. sive network, he says. for Bilateral Relations “My job involves managing “There are a lot of links between projects and relationships,” he says. my job and Hertie—I certainly feel “These jobs can’t just be done with part of a professional community economists and lawyers. There is a and I’m sure I’m going to see a lot need for managers in public policy, of these people again as my life people with performance manage- progresses—students and faculty as well.” 14 Hertie School of Governance Faculty

Faculty and Research Academic Excellence, Real-World Applications

At the Hertie School, research, teaching and real-world experience go hand-in-hand.

Executive MPA students profit from close academic research with an eye to its practical contact with the school’s internationally rec- relevance for real-world problems. Three differ- ognised faculty members. The Hertie School’s ent research clusters cover a broad spectrum reputation—and its location in the heart of of international and interdisciplinary public Europe—attracts guest academics from other policy issues: Political Economy, European and universities as well as experts and practition- Global Governance, and Organisation, Man- ers from the world of public policy, private agement and Leadership. Faculty members enterprise, and international and non-govern- publish in top journals, contribute to academic mental organisations, all prepared to share conferences, and are regularly asked for their their perspectives with students. expertise by government and media. They also Together with adjunct and visiting faculty, participate in international projects on topics postdoctoral researchers, research associ- such as combatting corruption, cohesion in the ates and PhD students, the faculty conducts European public sector, and climate change.

Executive Master of Public Administration Understand today. Shape tomorrow. 15 Executive MPA Faculty Jobst Fiedler Arntraud Hartmann Professor of Public and Financial Johns Hopkins University, Bologna Helmut K. Anheier Management, Hertie School Center, Italy, and Adjunct at the President and Professor of Hertie School Sociology, Hertie School Erhard Friedberg Emeritus Professor of Markus Jachtenfuchs Thorsten Benner Organisational Sociology PhD Director, Professor of Director of the Global Public at SciencesPo, Paris European and Global Governance, Policy Institute (GPPi) Hertie School Mark Hallerberg Mark Dawson Professor of Public Management Werner Jann Professor of European Law and and Political Economy, Professor of Political Science, Governance, Hertie School Hertie School Administration and Organisation, University of Potsdam, Henrik Enderlein Gerhard Hammerschmid Associate Dean and Professor of Professor of Public and Financial Christian Joerges Political Economy, Hertie School Management, Hertie School Professor of Law and Society, Hertie School Svenja Falk Anke Hassel Global Health & Public Services Professor of Public Policy, Mark A. Kayser Research Lead, APAC and Latin Hertie School Professor of Applied Methods America Lead, Accenture Holding and Comparative Politics, GmbH & Co. KG Hertie School

16 Hertie School of Governance Claudia Kemfert Alina Mungiu-Pippidi Gunnar Folke Schuppert Professor of Energy Economics Professor of Democracy Studies, Research Professor, Rule of Law and Sustainability, Hertie School Hertie School Center, Social Science Research Center (WZB) Genia Kostka Isabella Proeller Professor of Governance of Energy Professor for Public Management, Kai Wegrich and Infrastructure, endowed Chair University of Potsdam Professor of Public Administration by the Karl Schlecht Foundation and Public Management, Christoph Reichard Hertie School Johanna Mair Emeritus Professor of Public Professor for Organisation, Management, University of Jan van Helden Management and Leadership, Potsdam Emeritus Professor, Economics Hertie School and Business, Accounting, Andrea Römmele University of Groningen Wolfgang Mayrhofer Executive Education Director and Professor of Management and Professor of Communication Mark van Twist Organisational Behaviour, in Politics and Civil Society, Professor of Public Administration, Vienna University of Economics Hertie School Erasmus University Rotterdam and Business Cornelius Schaub Gilberto Montibeller Managing Director of the Tenured Lecturer in Decision Decision Institute and Head of Sciences, London School of Consulting at PHINEO Economics

Executive Master of Public Administration Understand today. Shape tomorrow. 17 Portraits Where the Public, Private and Non-Profit Sectors Meet

Learning From change, HR management and per- Cultural Differences formance management. I was able to build some applied case studies In his 10 years of public service in using the concepts and techniques the United Kingdom, Kieran Hous- we learned.” den has worked in policy areas Housden has reflected on the from pension reform to foreign different approaches to public ad- policy and now employment. ministration between the UK and At the Hertie School, he is writ- continental Europe. ing his master’s thesis on how pri- Culturally, the Anglo-Saxons are vate and non-profit organisations more amenable to experimenting can deliver public services—an area and learning lessons from those Kieran Housden in which the UK has significant ex- experiences, says Housden. “This Department for Work perience. means we have a lot of innovation and Pensions, UK, Deputy “The Executive MPA course in the public sector compared to Divisional Manager have forced me to learn more Germany, which tends to be more about my own organisation,” says cautious.” The UK public sector also Housden. “I’ve talked to many col- has more freedom to restructure leagues around the department in the face of new challenges, while on different topics we’ve studied at the German civil service is more the school, such as organisational restricted in how it can adapt.

Making a Social Impact Rius hoped Hertie would give her insight into how the public and When Carolina Rius started a trade private sectors cooperate. “I’m not consultancy in India in 2007, she a civil servant, so I needed a better wanted to advise international understanding of how public ad- companies, but also to support ministration interacts with other projects useful to the poor. After partners.” She previously studied six years and several hundred pro- international trade and develop- jects, she could count only a hand- ment in Spain, Ireland and the UK ful that truly had a social impact. and started her company through “I really needed to get more a grant to work in emerging coun- Carolina Rius training or meet some people and tries. inQuve Business find fresh information,” she says. In her first year of the Execu- Development, C.E.O. “I wanted to see how I could tive MPA, Rius began to collaborate achieve this in the future.” That’s with another participant. Bringing when she heard about the Hertie together her experience in India School’s Executive MPA pro- and his background in social busi- gramme. ness, they have started to identify “The Executive MPA was also in- projects that could have a positive teresting because of its flexibility,” social impact. she says. Rius divides her time between Spain, India and now Berlin. 18 Hertie School of Governance Executive Education Short-Term Programmes

For professionals whose time budget does not allow for a full Exec- utive Master’s programme—Credits transferable to Executive MPA.

These open-enrolment programmes are a prac- Executive Education Portfolio tical way for mid-career professionals to hone their expertise in topics from public sector • Skills Courses (2 days each) management to European governance, without • Executive Seminars (2.5 days each) participating in a full master’s programme. • Certificates: 3 seminars and 1 skills Renowned lecturers from academia, the course (11 days in total) public sector, and business provide tools and • Intensive Management Modules concepts for tackling complex, multidisci- (6 days each) plinary problems. • Workshops in Brussels and London Participants from across Europe and other (4 days each) continents have about 5–20 years of work experience and an average age of 39. Lawyers, Requirements economists, and social and natural scientists • Higher education degree engage in lively debate and offer perspectives • At least 2 years of relevant from national ministries, regional or local ad- professional experience ministrations, European institutions, interna- • Fluency in English tional organisations, consultancies, and NGOs.

Learn more at www.hertie-school.org/executive

Executive Master of Public Administration Understand today. Shape tomorrow. 19 About the Hertie School A Centre for Public Dialogue in Europe

The Hertie School shapes how government, business and civil society work together.

Located in the vibrant German capital of Berlin, more effective regulation and a more efficient the Hertie School of Governance is a centre for use of resources. The school’s world-renowned public dialogue in the heart of Europe, shaping faculty, its network of policy specialists, and its how people think about the interaction be- students have been at the crux of that debate. tween government, business and civil society. Unique to the institution’s character is the One of the first professional schools for public combination of academic and theoretical study policy in Germany, the Hertie School was es- with a strong practical orientation. Through tablished a decade ago by the Hertie Founda- out the year, policymakers and professionals tion as a private, non-profit institution. from the media, NGOs and private business Since its founding, the Hertie School’s come together with Hertie School faculty and mandate to spur debate about good gover- students in symposia, seminars and panels. nance has proved extremely timely. The global A myriad of events bring together leaders and financial crisis has required policymakers to re- experts from Germany and abroad to discuss consider best practices as pressure mounts for current issues.

20 Hertie School of Governance Ever since the Hertie School was accredited tic institutions and the international economy, by the German government as an institution or how voters respond to economic shocks of higher learning in 2005, it has continuously that originate abroad. expanded its degree programmes. Soon after The European and Global Governance the first group of students completed the two- Cluster analyses governance beyond the nation year Master of Public Policy, the Hertie School state and focuses on legal and political pro- launched its second graduate programme: cesses in the EU and abroad. Research The Executive Master of Public Administration, interests include the institutional expansion together with the University of Potsdam. In the of the EU into core areas of national policy, same year, 2008, the Berlin School of Trans- the role of legal institutions, and mechanisms national Studies was established in coopera- in EU policymaking and the structure of tion with the Freie Universität Berlin and the global law and institutions. Social Science Centre Berlin (WZB). The school The Organisation, Management and welcomed the first candidates for its three- Leadership Cluster examines the challenge for year PhD in Governance in 2012. In addition, policymakers to adapt to new organisational the Hertie School has been offering short-term arrangements, management concepts and Executive Education programmes since 2004, leadership burdens, especially amid growing with more than 1,400 participants from all demands to enhance public sector efficiency. over the world to date. Through its reputation for academic excel- Students take an active part in the inter lence and its contribution to the international national and interdisciplinary research con- public policy dialogue, the Hertie School has ducted at the school. The school’s three forged a number of research partnerships research clusters host colloquia, bring in inter- with institutions in Germany and abroad. In national scholars, and are centres of exchange 2012, it was admitted to the Global Public for Berlin’s research community. Policy Network of the world’s leading public The Political Economy Cluster explores policy schools, a group which aims to confront how markets and governments interact, both today’s most urgent challenges at the inter domestically and internationally. It focuses section of government, private enterprise on questions such as whether international and civil society. economic integration constrains policymaking, how income inequality is influenced by domes-

Executive Master of Public Administration Understand today. Shape tomorrow. 21 Staff Support Along the Way

The school’s various administrative teams are pleased to assist you in all aspects of your studies. They handle a wide array of issues—from application to course selection, to individual needs of students and organisational matters, or career planning.

The Executive MPA Team is the initial contact for pro- All questions regarding student orientation at the Hertie spective as well as current students. The team manages School and getting settled in Berlin can be directed to the admissions process and organises the Executive MPA the Student Affairs Team. They assist admitted students programme. Its staff is happy to help with any questions with issues such as student loans, health insurance, or issues that may arise regarding admission, curriculum, visa and residency registration, as well as housing. or course selection and your individual study plan. Career Services offers individual consultation on career development, whether you wish to acquire additional Contact the Executive MPA Team: expertise for your current position, switch to a new sector, or advance professionally in your organisation. Stu- [email protected] dents also have access to an online platform that links all +49 (0)30 25 92 19-117 Hertie alumni and features a jobs database.

22 Hertie School of Governance After graduation, I got a development assistance assign- ment in Indonesia. … Meaningful programme design and oversight of … consultants is only possible with a broad foundation of modern public management techniques.

Juhani Grossmann, Programme Director, Strengthening Integrity and Accountability Programme, Management Systems International, Indonesia

[The Executive MPA] is really an opportunity to stop, step back, think about what you’ve been doing, and acquire new tools to understand what’s going on in this workplace.

Frédérique Tsai-Klassen, Canadian Department of Foreign Affairs and International Trade

Alumni—A Global Network

I highly appreciated the flexibility I enjoyed in choosing between courses during the programme [while working full-time]. … I learned useful skills and concepts which I can use in my daily work as a legal officer at the Directorate- General Human Resources of the European Commission. I would definitely do it again!

Éva Pádár, Legal Officer, European Commission

To fulfill a leadership role and to have strong management skills—I can only say that the Ex- ecutive MPA is an excellent foundation for both sides. My daily work reminds me quite often of the courses in financial and strategic management I took at the Hertie School. That shows the practical relevance of all the programme’s con- tent, which is impressive.

Christoph Gusovius, Vice President, Communal Advisory and Auditing Institution of North Rhine-Westphalia

Executive Master of Public Administration Understand today. Shape tomorrow. 23 About the Hertie School of Governance The Hertie Foundation

The school was founded in 2003 as a project The Hertie Foundation carries on the life’s work of the Hertie Foundation, which remains of Georg Karg, owner of the Hertie department its major partner. stores. Founded in 1974, it is one of today’s largest foundations in Germany, with assets to Leadership of the School the order of over 800 million Euro. In 1998, the Prof. Helmut K. Anheier, PhD, Foundation sold its shares in the company, and President has been independent since. Anna Sophie Herken, Managing Director The Hertie Foundation sees itself as a reform Prof. Dr. Henrik Enderlein, body sounding out new solutions and help- Associate Dean ing towards their practical implementation. It focuses its work on the fields of Preschool and Chairman of the Supervisory Board School, University and Neurosciences, Schol- Frank-J. Weise, arship Programmes and the compatibility of Chairman of the Executive Board, Job and Family. In 2003, the Hertie Foundation German Federal Employment Agency, founded the Hertie School of Governance to Chairman of the Hertie Foundation institutionalise research and teaching on new forms of statehood and societal governance. Honorary Chairman of the Board of Trustees Prof. Dr. Kurt Biedenkopf, www.ghst.de former Minister President of Saxony

Chairman of the Board of Trustees Frank Mattern, Director McKinsey & Company

24 Hertie School of Governance Executive Master of Public Administration Understand today. Shape tomorrow. e Imprint

Friedrichstraße 180 10117 Berlin Phone +49 (0)30 25 92 19-0 Fax +49 (0)30 25 92 19-111 [email protected] www.hertie-school.org

Editorial Ellen Thalman, Hertie School (Robert Czech, Hanneli Ebding, Regine Kreitz, Felicitas Schott) Photos Kai Bienert, Jan Hillnhütter, Vincent Mosch, Felicitas Schott (p. 8) Design Plural | Severin Wucher Infographic bitteschön.tv (p. 10/11) Print DCM What We Require

Executive Master of Public Administration

• Higher education degree • At least two years of relevant work experience • Fluency in English • Tuition: 28,000 Euro

Academic Calendar Courses take place in 2- or 3-day blocks between September and July

Application Deadlines for September enrolment • 15 March: Executive MPA applicants who seek financial aid (full and partial tuition waivers) • 15 May: Executive MPA application deadline

Executive Education Registration for short-term executive programmes is possible throughout the year, on a first-come, first-serve basis Contact us Hertie School of Governance Find out more about the Executive MPA: Executive MPA Team Friedrichstraße 180 www.hertie-school.org/empa [email protected] 10117 Berlin Tel. +49 (0)30 25 92 19-117 Germany

Head of Executive MPA and Open Enrolment Hanneli Ebding

Print compensated Id-No. 1331330 www.bvdm-online.de

The Hertie School of Governance is committed to environmental sustainability.