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Die kommunale Finanzaufsicht
Die Geschichte der Finanzaufsicht reicht bis weit in das 19. Jahrhundert zurück und ist tief verwurzelt im deutschen Verständnis von kommunaler Selbstverwaltung.
Die Kommissionsaufsicht über Subventionen aus Drittstaaten von Amts wegen im Vergleich zur Beihilfenaufsicht
Vorliegender Beitrag unternimmt einen Vergleich der Instrumente im Hinblick auf von Amts wegen eingeleitete Verfahren und analysiert Gemeinsamkeiten und Unterschiede in den Verfahren und den Untersuchungsbefugnissen.
Az ÁKR angol fordításának szaknyelvi lektorálása
Erfahrungen der Gegenlesung der englischen Übersetzung des neuen Gesetzes zum Verwaltungsverfahren (Àkr)
Auf dem Weg zum Kunden: Die Deutsche Rentenversicherung vereinfacht ihre Bescheide und Formulare
Die Bescheide der Deutschen Rentenversicherung verändern ihr Gesicht. Damit Versicherte und Rentner die Entscheidungen der Rentenversicherung besser nachvollziehen können, werden sie verständlicher, übersichtlicher und persönlicher.
Evaluation of the Schleswig-Holstein Open Data Act (ODaG) for public administrative bodies
The Schleswig-Holstein Open Data Act (Offene-Daten-Gesetz - ODaG) for public administrative bodies came into force on 15 April 2022. The aim of the Act is to 'strengthen the free and unrestricted access of the public to all non-protected digital data'. The Act regulates the conditions for the provision of open data and defines the responsibilities of the lead agency. Section 7 of the ODaG stipulates an obligation to review the effects of the Act with scientific support four years after it comes into force and every four years thereafter. In this context, the National Institute for public Administration Germany was commissioned to prepare parts of the report on the first review of the Act after its entry into force on the basis of scientific standards.
Taking skills into consideration in recruitment and career development in the public sector
The public administration is increasingly becoming the largest employer in Europe, making modern recruitment and development policies of paramount importance. Human resource management also requires a medium-term perspective to enable the necessary planning of staffing needs. There is a growing need for recruitment and development tools that take into account informal skills, especially those of managers. Matching job supply and demand requires a strategy that enables the right selection of people with the right professional and technical skills, as well as the right soft skills, such as social skills, teamwork and resilience. Traditionally, public sector issues are mainly discussed at national level, although European standards sometimes overshadow national path dependencies. The project therefore aims to fill a research gap by involving experts from theory and practice from selected European countries in addressing individual research topics, in order to obtain recommendations for action for the German public administration from this 'internal perspective'.
Leadership in transformation, leadership development in Europe
The increasing complexity of political and administrative decisions makes leadership in the public sector all the more important. Faced with long-term challenges such as climate change, demographic change and digitalisation, the public sector and government departments are being forced to develop the best possible solutions to deliver public services under complex conditions. Leadership skills and personalities are more in demand than ever before, and in an international context there is a growing demand for the expansion of systematic personnel development measures for managers who make political and administrative decisions today and in the future. Against this background, the sub-project aims to analyse leadership development in a European comparison in order to provide the German ministerial administration with concrete recommendations for action for systematic further development at federal and state level. In the context of current and future challenges for managers, the project will examine the extent to which leadership development is already aligned with emerging change processes and what needs are manifested in this context.
