Executive Master of
Public Administration
Understand today. Shape tomorrow.
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
Since 2008, the Hertie School of Governance’s Executive Master of Public Administration (Executive MPA) pro-gramme has provided a forum for discussion about the role of public administration. The era of financial crisis has proved a defining moment for governance practices and the evolving relationship between the public and pri-vate sectors, with the school at the heart of that debate. We attract renowned faculty and experienced profes- sio nals from the public sector, international organisa-tions, business and civil society in Europe and abroad. In its pursuit of innovative solutions through dialogue across disciplines, sectors and borders, the Executive MPA provides the next generation of leaders with the skills and knowledge they need as demands on the state increase and its resources dwindle. The programme’s strong practical orientation and solid theoretical ground-ing equips students for tacklground-ing issues of governance, leadership, management and policy analysis.
The Hertie School strives to convey a deeper understand-ing of the ethical and moral questions involved in leader-ship, 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. 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 by its three “I”s—interdisciplinary, intersectoral, and international. These pillars form the basis of the school’s self-understanding and mission.
Our growing alumni network offers students and graduates access to an international community of successful policy professionals and managers in leading organisations from all sectors across the globe. Partner-ships and exchange programmes with the Copenhagen Business School, CSI Centre for Social Investment, ESCP Europe, and the University of Bern highlight the scope of the programme.
The Hertie School and its Executive MPA programme are ideal for people who are involved in public affairs and who want to improve and develop their analytic and managerial skills to help shape tomorrow’s world. We invite you to read the testimonials of those who clearly know best—our past and present students as they share their perspectives.
Take a look at what the Hertie School offers for your future. We invite you to apply and look forward to welcoming you in Berlin.
Anna Sophie Herken Managing Director
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.
Prof. Helmut K. Anheier, PhD
Working Across Disciplines,
Sectors and Borders
Arriving at the Hertie School of 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 institu-tions that they serve, work within a larger network of organisations, and advance their careers. They are united in the desire to think critically and originally, says the programme’s director, Andrea Römmele. Participants learn new ways of looking at old problems, with the goal of finding fresh solu-tions, and they come to understand that there are no one-size-fits-all answers. In its interdisciplinary, intersectoral and international ap-proach, the Executive MPA brings together the diverse knowledge and experience of its students and faculty.
Römmele says legal, technical, or business training alone is no longer enough for people working in government. “What is expected of someone in public administra-tion today is that he or she must make an impact in the workplace, broaden out and bring new per-spectives and ideas into an organ-isation.”
Comparing Approaches to
Public Administration
Executive MPA participants come from a wide variety of professions, all with strong links to the public sector. About a third have made their careers in public administra-tion, another third in international and non-profit organisations, and the rest in other areas, like busi-ness.
In Berlin, they take a close look at policymaking in the German capi-tal, a major centre of influence for EU policy. They also get to compare the continental European tradi-tions of governance and public administration with others, such as Anglo-Saxon systems.
“Europe has a long tradition of public administration, but is also quite resistant to change. It is very stable and very strong but that also means a lack of innovation and fewer possibilities to change
directions,” says Römmele. “There are also variations within Europe. This is challenging, but also en-lightening because we see how things can work differently.”
Tackling Problems
Through Innovation
Today’s pressure on public finances across the globe is changing how problems are tackled. It is blurring lines between business and the welfare state as governments look for better ways to regulate and to serve the public, like outsourcing services to private companies and non-profit organisations.
“We help students understand that there are certain patterns to clearly explain how things work. This helps them embed their personal experiences in a broader context,” she says. “What may appear dys-functional at first glance may actu-ally be very functional if you look at it with different glasses, such as from a political perspective.”
Andrea Römmele
Director of Executive Education, Professor for Communication in Politics & Civil Society
Mid-career professionals in the public sec-tor, the business world or civil society are confronted by similar challenges. Guided by good governance practices, they need innova-tive ideas to lead people, shape decisions, or change the institutions for which they work. Some of the best ideas are borne from dia-logue with peers.
The Executive Master of Public Administra-tion (Executive MPA) programme at the Hertie School of Governance offers a unique forum for exchange, learning, and professional
devel-opment. Coming from government, interna-tional organisations, business and NGOs, its highly qualified, international student body brings together a broad range of experiences from all sectors and disciplines. The program-me’s distinguished faculty provides the hands-on training and analytical tools participants need to tackle issues confronting society today and tomorrow.
Demands for a more effective regulatory state collide with budget restraint. Aging popu- lations put pressure on already overburdened
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.
pension and healthcare systems. Global climate change calls for fresh ideas in energy policy. What solutions can be found together with business and civil society institutions? And how can public administration modernise to meet these challenges?
“In the past, the rules of public administra-tion worked quite well, but now you increas-ingly have to coordinate, to negotiate, to partner with other sectors, which often have a very different understanding of what’s going on,” says Andrea Römmele, Director of Execu-tive Education. This kind of mutual learning is what the programme offers its participants.
Located in the heart of Berlin, vibrant hub of German politics and contemporary arts, and centre stage for the current European public policy debate, the Executive MPA draws par-ticipants from across Europe and as far away as the Americas, Australia, Asia and the Greater Middle East.
A Flexible Schedule
Many participants hold full-time jobs, travel great distances, and support families at home.
That is why the programme is tailored to the busy schedules of working professionals, offer-ing full-time or part-time enrolment over 1 or 2 years. Forty-seven days of attendance and 15 courses are required to graduate, in addition to a master’s thesis and a workshop in Brussels or London. Participants may switch between full- and part-time, depending on the demands
Concentration
3 courses from the chosen area (9 days)
Complement
3 additional courses from any area (9 days) Understanding Governance 3 courses (9 days) Management: Concepts, Instruments and Finances 3 courses (9 days) Master Thesis (Module 6) Skills 2 courses (4 days) Workshop
Brussels or London (4 days)
Elective Programme (Modules 3+4):
Core Programme (Modules 1+2):
47 days, 60 ECTS: one year full-time or two years part-time Introductory
Course 3 days
Professional Development (Module 5):
1. Leadership and Management 2. Economics, Finances, Methods 3. Intersectoral Management
In this programme, uniquely
qualified (young) leaders learn
the skills required in modern
administration in addition to
their respective professional
expertise: modern management
and strategic management,
international decision-making
processes, EU governance, and
also leadership skills.
Dr. Wolfgang Schäuble,
of their careers. To make it easy for students travelling from far away, the 2.5-day courses are offered in blocks, so participants can come for a week and take two courses at once. The flexible format enables part-time students to complete 7–9 courses in one year, while taking only 20 days off work and making 4–5 trips to Berlin. All course materials are also available for download.
An Individualised Curriculum
Executive MPA participants can design their studies according to individual needs and inter-ests. A core set of theoretical concepts com-bined with a broad choice of practice-oriented electives, and hands-on skills courses accom-modate the unique experiences and needs each participant brings to the programme.
While the core curriculum introduces modern theories of governance and management, elec-tives in three areas of concentration deal with the application of those ideas. The Executive MPA teaching staff have practical experience in the fields in which they teach, as well as dis-tinguished academic careers. They know first-hand the challenge of bringing concepts to play out in the workplace. Participants analyse case studies and discuss them in terms of their own experiences. They are encouraged to relate as-signments to what they do in their current jobs.
Core Curriculum
The governance courses familiarise students with traditional and current concepts in policymaking. They address the challenges of working across sectors and borders, between institutions in one sector and within organisa-tions themselves. Students gain insight into the strengths and weaknesses of national insti-tutions as they coordinate with international networks, like the EU. How do they constrain or enable enterprises, social groups, and state actors? Students learn about decision-making rationality, the interplay between principals and agents, institutional design and capac-ity, public-private partnerships and regulatory regimes. Day 1 Day 2 Course Travelling to Hertie School Travelling back home Course Course Day 3
The management courses cover various di-mensions of running an organisation, such as strategy, performance, and human resources. Students debate the pros and cons of policy instruments in public sector management. They compare differing cultures and tenets in administration, like continental European versus Anglo-Saxon traditions. And they ex-amine how policy measures can bring about long-term success, focusing on issues like how to adjust fiscal rules to avoid deficit spending or new trends such as accrual accounting.
Areas of Concentration
Concentrating on the application of concepts introduced in the core curriculum, students choose from a wide variety of electives to fit their individual needs and interests.
Electives in the Leadership and Manage-ment area present students with the tools they need to apply strategic management concepts on the job. Participants learn how to improve performance or instigate change in a political and administrative context.
The Economics, Finances and Methods elec-tives look at organisations from the perspec-tive of finances. Budgeting rules and reforms, fiscal challenges, accrual accounting, risk analysis, micro- and macroeconomics as well as
cut-back management are considered in depth. For those managing partnerships across sectors or working in areas where differ-ent policymaking bodies interact, the Inter-sectoral Management electives shed light on the politics of management. Students learn to recognise and analyse shifting relationships between public, private and third-sector parties in national and international settings. Political communication, social innovation, reforming international institutions, energy sustainability and climate change, stake- holder communication and public-private partnerships are just some of the themes covered.
Energy, climate change,
demographics… these issues
require innovation. If the state
can’t provide or finance
servic-es, then you see private
initia-tives or civil society filling the
gap. This is a big topic of
de-bate in the Executive MPA.
Andrea Römmele
Professional Development
The professional development area gives students the hands-on tools for day-to-day work. The skills courses offer training in nego-tiation, speechwriting, managing projects, or motivating and leading teams.
In addition, students gain insight into the daily workings of institutions like those of na-tional governments or the EU in a 4-day work-shop in Brussels or London.
The Brussels workshop familiarises par-ticipants 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 manage-ment 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 MPA in Short
• 47 days of attendance
• 15 courses in Berlin and one 4-day workshop in Brussels or London • Master’s Thesis
• 60 ECTS credits in total • Back-to-back blocks of 2.5-day
courses
• Degree: Executive Master of Public Administration (Executive MPA)
Selected Practitioners
The Executive MPA benefits from the expertise of guest lecturers from politics, administration, civil society, and business.
Dr. Franz Baumann
Assistant Secretary-General, Department for General Assembly and Conference Management in the UN Secretariat, USA
Béatrix Behrens
Head of Division HR Policies/HR Development, Bundesagentur für Arbeit (BA), Germany
Jens Behrendt
Chief Recruitment Section/Deputy Director for Human Resources, OSCE Secretariat
Fernando García Ferreiro
Principal Advisor HR Professionali-sation, European Commission
Peter Grünenfelder
State Chancellor, Canton Aargau, Switzerland
Bernd Hüttemann
Secretary-General of the European Movement Germany
Henk de Jong
General-Director of the City of Amsterdam
Dr. Christian Kastrop
Director of the Public Finance and Economic Affairs Directorate, Ger-man Federal Ministry of Finance
Prof. Dr. Hans-Georg Knopp
Former Secretary General of the Goethe-Institute
Beate Lohmann
Head of Department, Administra-tive Organisation, German Federal Ministry of the Interior
Dr. Wilfried Lütkenhorst
Managing Director, UN Indus-trial Development Organisation (UNIDO)
Frank Mattern
Director, McKinsey & Company
Hans Georg Mockel
Director of Human Resources, Facility Management and Infor-matics, European Space Agency (ESA)
Dr. David Urban
Executive Vice President Corporate Executives, Deutsche Post DHL
Florian Westphal
Director General of Médecins Sans Frontières, Germany
Cultivating the Skills to
Manage Organisations
Understanding the
Inner Workings of
Complex Institutions
Anje Schubert has spent most of her career working in large organ-isations like the European Com-mission, the OSCE and the United Nations. While privy to their inner workings, she has often questioned why and how institutions operate as they do.
“I always wondered how sions come about and how deci-sion-making can be optimised in a complex environment,” says the Conflict Resolution Officer at the UN. “From the outside, such insti-tutional processes can be difficult to understand at times. Courses like institutional decision-making
Seeking New Ways to Lead
Julia Stamm had worked for many years on European research policy when she heard about a scholar-ship at the Hertie School. Highly pertinent to her interests, the Executive MPA also seemed an ideal way to cultivate her skills as a manager in an intergovernmental organisation.
“I wanted to improve my abilities as a person in a leadership role,” she says. This practical aspect and Hertie’s unique research areas were a big draw. “For me, it’s about team management and organisa-tional sociology—what kind of dynamics must one understand in highly political organisations.” have helped me to be attuned to these dynamics.”
While holding down a full-time job, raising her daughter and trav-elling to Berlin from New York is a challenge, Schubert says the Execu-tive MPA has had immediate ben-efits. It helps that the UN is an avid supporter of continuing education, she says.
“For me, the programme is or-ganically linked to what I do,” she says. “It has helped me understand how my work links to the larger picture and has also opened a new scope of interest that prompted me to try out new areas of work. Cur-rently, I am on a temporary assign-ment to the UN’s Division of Public Administration and Development Management.”
Stamm was working in Brussels and raising two children, so a part-time programme in her native Ger-many was attractive. “One of the good things is that you can plan in advance, taking blocks of classes, instead of a regular, weekly sched-ule,” she says.
The practice-oriented courses, tailored to students’ particular needs were especially useful, cover-ing topics such as human resources or organisational change.
“I learned new strategies and practical tools for successful ne-gotiation,” she says. “If you negoti-ate effectively, with both parties’ positions in mind, it’s possible for everyone to come away from the table with advantages.”
Portraits
Portraits
Anje Schubert
United Nations Secretariat, Conflict Resolution Officer, UN Ombudsman and Mediation Services
Dr. Julia Stamm
Senior Policy Officer, DG Research & Innovation, European Commission
Intersectoral: Careers in all Fields
International: Participants from over 40 Countries
4%
Africa9%
America, Australia & Pacific10%
Greater Middle & Far East14%
Non-EU European States & Russia
16%
EU Member States excl. Germany47%
Germany29%
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German Administration
• Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)• Federal Foreign Office • Federal Ministry for Economic
Cooperation and Development • Federal Ministry for the
Environ-ment, Nature Conservation, Building and Nuclear Safety • Federal Ministry of Labour and
Social Affairs • German Bundestag • Ministry of Interior of
North Rhine-Westphalia
• Ministry of Labour, Integration and Social Affairs of North Rhine-Westphalia
• Office of the President of the Federal Republic of Germany • State Chancellery of
Rhineland-Palatinate
Non-Profit Sector
• Bertelsmann Foundation, Germany • Institute of Public Affairs (IPA),
Poland
• Kiva Microfunds, USA
• OvidiuRo Association, Romania • Social Science Research Center
(WZB), Germany
Non-German Administration
• Department for Work and Pensions, London, UK
• Department of Foreign Affairs & Trade, Ireland
• Embassy of Canada, Germany • Embassy of Israel, Germany • Federal Ministry of Science and
Research, Austria
• Ministry for Regional Development of the Republic of Poland
• Ministry of Economic Affairs, Agriculture and Innovation, The Netherlands
• Ministry of Health, Czech Republic • Prime Minister’s Office, Norway
Nationalities
Participants' Institutional Background
Some examples
Private Sector
• Ernst & Young, Poland
• McKinsey & Company, Germany • German Post AG
• Kinstellar, Hungary • Deutsche Bahn , Germany • Sony Corporation, Japan • Google, Poland
International Organisations
• European Commission • European Space Agency
• International Trade Centre (WTO/UN) • United Nations Development Programme • United Nations Office on Drugs and Crime • United Nations Secretariat
Average age:
36 years
Average work experience:
10 years
50%
female
50%
male
Intersectoral: Careers in all Fields
International: Participants from over 40 Countries
4%
Africa9%
America, Australia & Pacific10%
Greater Middle & Far East14%
Non-EU European States & Russia
16%
EU Member States excl. Germany47%
Germany29%
G
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dm
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tr
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n
20%
N
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17%
In
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14%
German Administration
• Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)• Federal Foreign Office • Federal Ministry for Economic
Cooperation and Development • Federal Ministry for the
Environ-ment, Nature Conservation, Building and Nuclear Safety • Federal Ministry of Labour and
Social Affairs • German Bundestag • Ministry of Interior of
North Rhine-Westphalia
• Ministry of Labour, Integration and Social Affairs of North Rhine-Westphalia
• Office of the President of the Federal Republic of Germany • State Chancellery of
Rhineland-Palatinate
Non-Profit Sector
• Bertelsmann Foundation, Germany • Institute of Public Affairs (IPA),
Poland
• Kiva Microfunds, USA
• OvidiuRo Association, Romania • Social Science Research Center
(WZB), Germany
• START-Stiftung gGmbH, Germany
Non-German Administration
• Department for Work and Pensions, London, UK
• Department of Foreign Affairs & Trade, Ireland
• Embassy of Canada, Germany • Embassy of Israel, Germany • Federal Ministry of Science and
Research, Austria
• Ministry for Regional Development of the Republic of Poland
• Ministry of Economic Affairs, Agriculture and Innovation, The Netherlands
• Ministry of Health, Czech Republic • Prime Minister’s Office, Norway • U.S. Department of State, Germany
Nationalities
Participants' Institutional Background
Some examples
Private Sector
• Ernst & Young, Poland
• McKinsey & Company, Germany • German Post AG
• Kinstellar, Hungary • Deutsche Bahn , Germany • Sony Corporation, Japan • Google, Poland
International Organisations
• European Commission • European Space Agency
• International Trade Centre (WTO/UN) • United Nations Development Programme • United Nations Office on Drugs and Crime • United Nations Secretariat
Average age:
36 years
Average work experience:
10 years
50%
female
50%
Cooperation with Partner
Programmes
The Hertie School is committed to the high-est standards of excellence in teaching and research, and is recognised as one of the leading professional public policy schools in Europe. Furthermore, it has built up a global network of partners ranging from distinguished public po-licy schools, to organisations in the public and private sectors.
The Executive MPA has established targeted partnerships with several renowned acade-mic institutions in Europe to give students the opportunity to gain international experience during their studies. Committed to a truly intersectoral approach, the Hertie School co-operates with leading public, non-profit, and private sector programmes, offering students access to a broader variety of courses and a wide range of expertise in the different sector practices. Credits earned in these courses are transferred to the Executive MPA. Guest lectu-rers from partner universities, including from the London School of Economics and Political Science, further enrich the programme by ex-posing students to the most cutting-edge ideas in governance and public administration from around the globe.
Center of Competence for Public
Management, University of Bern
(UniBe)
UniBe is a comprehensive Swiss university with a full range of bachelor’s, master’s and PhD degree programmes, also offering execu-tive programmes to students in various fields of study. The Center of Competence for Public Management (CCPM) at UniBE awards a master’s degree as well as a Certificate of Advanced Studies in Public Administration.
Copenhagen Business School (CBS)
As part of the Hertie School’s exchange pro-gramme with Copenhagen Business School (CBS), Executive MPA students can attend courses in CBS’s Master of Public Governance (MPG) programme in Denmark and vice versa. The MPG degree is an accredited executive
master’s programme at CBS, which is run by CBS and the University of Copenhagen in a joint consortium. The programme was initia-ted as part of the Danish government’s “Qua-lity Reform” for public management
and governance.
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.
London Berlin Paris Madrid Turin Bern Copenhagen Heidelberg
Executive MPA Partners
The Executive MPA cooperates with leading institutions, enabling students to attend courses across Europe and earn credits toward their degree.
CSI Centre for Social Investment (CSI),
University of Heidelberg
The Centre for Social Investment is a central academic institute of the University of Heidel-berg which cooperates with the economics, so-cial science, law and theology faculties. Its mis-sion is to improve the theoretical and practical understanding of social investment through research, teaching, networking, and consulting. The Hertie School’s partnership with CSI allows
Executive MPA students to attend courses in CSI’s master’s programme, Non-profit Manage-ment & Governance, while CSI students can take classes at the Executive MPA in Berlin.
ESCP Europe
In order to enhance exchange between public and private sector professionals, the Hertie School, with its focus on public policy, formed an alliance with ESCP Europe, a top business school with campuses across the continent. Executive MPA students can attend business and leadership courses within the European Executive MBA programme—which was repea-tedly ranked in the global top 5 in the Finan-cial Times’ EMBA ranking—at any ESCP Europe campus in Paris, London, Berlin, Madrid or Turin. ESCP Europe students can attend
gover-nance and public management courses within the Executive MPA programme.
Looking Beyond Borders
Good Practices
Through Dialogue
Comparing national governance systems is Najim Azahaf’s job. Examining how political institu-tions work and the concrete effects of their policies, the social scientist aims to identify good practices and governance innovations for sus-tainable development.
Rather than creating simple rankings or critiquing one coun-try’s practices over another, Azahaf calls this process “mutual inter-national learning,” much like the many perspectives students bring to the Executive MPA. He sees many links between his work and the programme, especially this dia-lectical aspect.
Bridging the
Cultural Divide
As an Irishman working in the Ger-man Finance Ministry for Ger-many years, Nigel Kinnarney knows the importance of looking beyond one’s own borders and fostering communications skills. Kinnarney handles the ministry’s bilateral relations with other European countries. For the last year, he has been seconded to the Irish Finance Ministry, a job that bridges his own cultural divide.
“My job involves managing projects and relationships,” he says. “These jobs can’t just be done with economists and lawyers. There is a need for managers in public policy, people with performance
manage-ment and human resources exper-tise.” Kinnarney says the Executive MPA helped him reflect on how organisations “think” and to better understand his own place in a large public institution.
“When you are working in the civil service, you are involved in project work and the Hertie School is doing a lot to change the way people approach this,” says Kinnar-ney.
The Executive MPA has contrib-uted to Kinnarney’s already exten-sive network, he says.
“There are a lot of links between my job and Hertie—I certainly feel part of a professional community and I’m sure I’m going to see a lot of these people again as my life progresses—students and faculty
“Apart from its cutting-edge exper-tise, the programme is also a great setting to foster relationships with like-minded participants from dif-ferent sectors and countries,” says Azahaf.
Close to his heart is the ques-tion of how democracies may per-form better than non-democracies. Studies indicate that the former outshines the latter in every area of civic life—with one exception: sustainable finances.
“Finances in most democracies are not dealt with in a way that is viable over the long-term,” Azahaf says. “Shortfalls are pushed onto future generations and short-term political cycles lead to a certain myopia.”
Portraits
Najim Azahaf
Bertelsmann Foundation, Project ManagerNigel Kinnarney
Ministry of Finance, Deputy Head of Division for Bilateral RelationsFaculty
Executive MPA students profit from close contact with the school’s internationally rec-ognised faculty members. The Hertie School’s reputation—and its location in the heart of Europe—attracts guest academics from other universities as well as experts and practition-ers from the world of public policy, private enterprise, and international and non-govern-mental organisations, all prepared to share their perspectives with students.
Together with adjunct and visiting faculty, postdoctoral researchers, research associ-ates and PhD students, the faculty conducts
academic research with an eye to its practical relevance for real-world problems. Three differ-ent research clusters cover a broad spectrum of international and interdisciplinary public policy issues: Political Economy, European and Global Governance, and Organisation, Man-agement and Leadership. Faculty members publish in top journals, contribute to academic conferences, and are regularly asked for their expertise by government and media. They also participate in international projects on topics such as combatting corruption, cohesion in the European public sector, and climate change.
Faculty and Research
Academic Excellence,
Real-World Applications
At the Hertie School, research, teaching and real-world
experience go hand-in-hand.
Executive MPA Faculty
Helmut K. Anheier
President and Professor of Sociology, Hertie School
Thorsten Benner
Director of the Global Public Policy Institute (GPPi)
Mark Dawson
Professor of European Law and Governance, Hertie School
Henrik Enderlein
Associate Dean and Professor of Political Economy, Hertie School
Svenja Falk
Global Health & Public Services Research Lead, APAC and Latin America Lead, Accenture Holding GmbH & Co. KG
Jobst Fiedler
Professor of Public and Financial Management, Hertie School
Erhard Friedberg
Emeritus Professor of Organisational Sociology at SciencesPo, Paris
Mark Hallerberg
Professor of Public Management and Political Economy,
Hertie School
Gerhard Hammerschmid
Professor of Public and Financial Management, Hertie School
Anke Hassel
Professor of Public Policy, Hertie School
Arntraud Hartmann
Johns Hopkins University, Bologna Center, Italy, and Adjunct at the Hertie School
Markus Jachtenfuchs
PhD Director, Professor of European and Global Governance, Hertie School
Werner Jann
Professor of Political Science, Administration and Organisation, University of Potsdam,
Christian Joerges
Professor of Law and Society, Hertie School
Mark A. Kayser
Professor of Applied Methods and Comparative Politics, Hertie School
Claudia Kemfert
Professor of Energy Economics and Sustainability, Hertie School
Genia Kostka
Professor of Governance of Energy and Infrastructure, endowed Chair by the Karl Schlecht Foundation
Johanna Mair
Professor for Organisation, Management and Leadership, Hertie School
Wolfgang Mayrhofer
Professor of Management and Organisational Behaviour, Vienna University of Economics and Business
Gilberto Montibeller
Tenured Lecturer in Decision Sciences, London School of Economics
Alina Mungiu-Pippidi
Professor of Democracy Studies, Hertie School
Isabella Proeller
Professor for Public Management, University of Potsdam
Christoph Reichard
Emeritus Professor of Public Management, University of Potsdam
Andrea Römmele
Executive Education Director and Professor of Communication in Politics and Civil Society, Hertie School
Cornelius Schaub
Managing Director of the Decision Institute and Head of Consulting at PHINEO
Gunnar Folke Schuppert
Research Professor, Rule of Law Center, Social Science Research Center (WZB)
Kai Wegrich
Professor of Public Administration and Public Management,
Hertie School
Jan van Helden
Emeritus Professor, Economics and Business, Accounting, University of Groningen
Mark van Twist
Professor of Public Administration, Erasmus University Rotterdam
Where the Public, Private
and Non-Profit Sectors Meet
Learning From
Cultural Differences
In his 10 years of public service in the United Kingdom, Kieran Hous-den has worked in policy areas from pension reform to foreign policy and now employment. At the Hertie School, he is writ-ing his master’s thesis on how pri-vate and non-profit organisations can deliver public services—an area in which the UK has significant ex-perience.
“The Executive MPA course have forced me to learn more about my own organisation,” says Housden. “I’ve talked to many col-leagues around the department on different topics we’ve studied at the school, such as organisational
change, HR management and per-formance management. I was able to build some applied case studies using the concepts and techniques we learned.”
Housden has reflected on the different approaches to public ad-ministration between the UK and continental Europe.
Culturally, the Anglo-Saxons are more amenable to experimenting and learning lessons from those experiences, says Housden. “This means we have a lot of innovation in the public sector compared to Germany, which tends to be more cautious.” The UK public sector also has more freedom to restructure in the face of new challenges, while the German civil service is more restricted in how it can adapt.
Making a Social Impact
When Carolina Rius started a trade consultancy in India in 2007, she wanted to advise international companies, but also to support projects useful to the poor. After six years and several hundred pro-jects, she could count only a hand-ful that truly had a social impact. “I really needed to get more training or meet some people and find fresh information,” she says. “I wanted to see how I could achieve this in the future.” That’s when she heard about the Hertie School’s Executive MPA pro-gramme.
“The Executive MPA was also in-teresting because of its flexibility,”
Rius hoped Hertie would give her insight into how the public and private sectors cooperate. “I’m not a civil servant, so I needed a better understanding of how public ad-ministration interacts with other partners.” She previously studied international trade and develop-ment in Spain, Ireland and the UK and started her company through a grant to work in emerging coun-tries.
In her first year of the Execu-tive MPA, Rius began to collaborate with another participant. Bringing together her experience in India and his background in social busi-ness, they have started to identify projects that could have a positive social impact.
Carolina Rius
inQuve Business Development, C.E.O.Portraits
Kieran Housden
Department for Work and Pensions, UK, Deputy Divisional Manager
These open-enrolment programmes are a prac-tical way for mid-career professionals to hone their expertise in topics from public sector management to European governance, without participating in a full master’s programme.
Renowned lecturers from academia, the public sector, and business provide tools and concepts for tackling complex, multidisci-plinary problems.
Participants from across Europe and other continents have about 5–20 years of work experience and an average age of 39. Lawyers, economists, and social and natural scientists engage in lively debate and offer perspectives from national ministries, regional or local ad-ministrations, European institutions, interna-tional organisations, consultancies, and NGOs.
Executive Education
Short-Term Programmes
For professionals whose time budget does not allow for a full
Exec-utive Master’s programme—Credits transferable to ExecExec-utive MPA.
Executive Education Portfolio
• Skills Courses (2 days each) • Executive Seminars (2.5 days each) • Certificates: 3 seminars and 1 skills
course (11 days in total)
• Intensive Management Modules (6 days each)
• Workshops in Brussels and London (4 days each)
Requirements
• Higher education degree • At least 2 years of relevant
professional experience • Fluency in English
Learn more at
Located in the vibrant German capital of Berlin, the Hertie School of Governance is a centre for public dialogue in the heart of Europe, shaping how people think about the interaction be-tween government, business and civil society. One of the first professional schools for public policy in Germany, the Hertie School was es-tablished a decade ago by the Hertie Founda-tion as a private, non-profit instituFounda-tion.
Since its founding, the Hertie School’s mandate to spur debate about good gover-nance has proved extremely timely. The global financial crisis has required policymakers to
re-more effective regulation and a re-more efficient use of resources. The school’s world-renowned faculty, its network of policy specialists, and its students have been at the crux of that debate.
Unique to the institution’s character is the combination of academic and theoretical study with a strong practical orientation. Through-out the year, policymakers and professionals from the media, NGOs and private business come together with Hertie School faculty and students in symposia, seminars and panels. A myriad of events bring together leaders and experts from Germany and abroad to discuss
About the Hertie School
A Centre for Public
Dialogue in Europe
The Hertie School shapes how government,
business and civil society work together.
Ever since the Hertie School was accredited by the German government as an institution of higher learning in 2005, it has continuously expanded its degree programmes. Soon after the first group of students completed the two-year Master of Public Policy, the Hertie School launched its second graduate programme: The Executive Master of Public Administration,
together with the University of Potsdam. In the same year, 2008, the Berlin School of Trans-national Studies was established in coopera-tion with the Freie Universität Berlin and the Social Science Centre Berlin (WZB). The school welcomed the first candidates for its three-year PhD in Governance in 2012. In addition, the Hertie School has been offering short-term Executive Education programmes since 2004, with more than 1,400 participants from all over the world to date.
Students take an active part in the inter-national and interdisciplinary research con-ducted at the school. The school’s three research clusters host colloquia, bring in inter-national scholars, and are centres of exchange for Berlin’s research community.
The Political Economy Cluster explores how markets and governments interact, both domestically and internationally. It focuses on questions such as whether international economic integration constrains policymaking, how income inequality is influenced by
domes-tic institutions and the international economy, or how voters respond to economic shocks that originate abroad.
The European and Global Governance Cluster analyses governance beyond the nation state and focuses on legal and political pro-cesses in the EU and abroad. Research interests include the institutional expansion of the EU into core areas of national policy, the role of legal institutions, and mechanisms in EU policy making and the structure of global law and institutions.
The Organisation, Management and Leadership Cluster examines the challenge for policymakers to adapt to new organisational arrangements, management concepts and leadership burdens, especially amid growing demands to enhance public sector efficiency.
Through its reputation for academic excel-lence and its contribution to the international public policy dialogue, the Hertie School has forged a number of research partnerships with institutions in Germany and abroad. In 2012, it was admitted to the Global Public Policy Network of the world’s leading public policy schools, a group which aims to confront today’s most urgent challenges at the inter-section of government, private enterprise and civil society.
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.
Staff
The Executive MPA Team is the initial contact for pro-spective as well as current students. The team manages the admissions process and organises the Executive MPA programme. Its staff is happy to help with any questions or issues that may arise regarding admission, curriculum, or course selection and your individual study plan.
Contact the Executive MPA Team:
empa-applications@hertie-school.org +49 (0)30 25 92 19-117
All questions regarding student orientation at the Hertie School and getting settled in Berlin can be directed to the Student Affairs Team. They assist admitted students with issues such as student loans, health insurance, visa and residency registration, as well as housing.
Career Services offers individual consultation on career development, whether you wish to acquire additional expertise for your current position, switch to a new sec-tor, or advance professionally in your organisation. Stu-dents also have access to an online platform that links all Hertie alumni and features a jobs database.
Alumni—A Global Network
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
manage-ment 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
[The Executive MPA] is really an
oppor-tunity 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
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
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, IndonesiaAbout the Hertie School of Governance
The school was founded in 2003 as a project of the Hertie Foundation, which remains its major partner.
Leadership of the School
Prof. Helmut K. Anheier, PhD, President
Anna Sophie Herken, Managing Director Prof. Dr. Henrik Enderlein, Associate Dean
Chairman of the Supervisory Board
Frank-J. Weise,
Chairman of the Executive Board, German Federal Employment Agency, Chairman of the Hertie Foundation
Honorary Chairman of the Board of Trustees
Prof. Dr. Kurt Biedenkopf,
former Minister President of Saxony
Chairman of the Board of Trustees
Frank Mattern,
Director McKinsey & Company
The Hertie Foundation
The Hertie Foundation carries on the life’s work of Georg Karg, owner of the Hertie department stores. Founded in 1974, it is one of today’s largest foundations in Germany, with assets to the order of over 800 million Euro. In 1998, the Foundation sold its shares in the company, and has been independent since.
The Hertie Foundation sees itself as a reform body sounding out new solutions and help-ing towards their practical implementation. It focuses its work on the fields of Preschool and School, University and Neurosciences, Schol-arship Programmes and the compatibility of Job and Family. In 2003, the Hertie Foundation founded the Hertie School of Governance to institutionalise research and teaching on new forms of statehood and societal governance. www.ghst.de
Imprint
Publisher
© 2014
Hertie School of Governance GmbH Friedrichstraße 180 10117 Berlin Phone +49 (0)30 25 92 19-0 Fax +49 (0)30 25 92 19-111 info@hertie-school.org 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)
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
Contact us
Executive MPA Team
empa-applications@hertie-school.org Tel. +49 (0)30 25 92 19-117
Head of Executive MPA and Open Enrolment
Hanneli Ebding
Hertie School of Governance Friedrichstraße 180
10117 Berlin Germany
Find out more about the Executive MPA: www.hertie-school.org/empa
The Hertie School of Governance is committed to environmental sustainability.
compensated
Id-No. 1331330 www.bvdm-online.de
