High expectations, low structural maturity
Constantly changing legal requirements and framework conditions, a shortage of skilled labour and a backlog in the digital transformation are creating great pressure for change in public administration. At the same time, this places high demands on the qualification and further training of employees.
Digital learning is no longer a foreign concept in most administrations: public authorities have learning platforms, standard e-learning programmes or offer webinars in some cases. However, comprehensive, strategically anchored digital learning systems are the exception.
There is a clear difference in maturity between federal, state and local authorities: while some federal authorities already have functioning learning platforms with electronic verification structures, many local authorities still work predominantly in analogue or with isolated solutions.
Compulsory training, such as on the topics of data protection, occupational health and safety or IT security, is the only systematic driver of digital training in many places. The development of comprehensive learning ecosystems, on the other hand, is slow.
The pressure to modernise is growing - also in learning
The administration is at a turning point. Qualification and continuous skills development will become a basic strategic requirement in the coming years. A sustainable understanding of learning requires that learning is no longer seen as an additional burden, but as an integral part of professional administrative work.
The development of a stable infrastructure with modern platforms, legally compliant processes and easily accessible content is crucial. Administrations that already consistently rely on digital learning architectures report a significant reduction in the burden on training organisation, a greater range of qualification measures and a growing self-image among employees that learning is a continuous task.
Cooperation instead of competition: special opportunities in the municipal sector
Local authorities are not in competition with each other. This structural peculiarity enables a learning and training culture based on cooperation rather than competition. Content such as standard instructions, basic modules on administrative law, data protection, OZG processes or IT security could easily be shared across organisations.
Numerous stakeholders, such as the German Association of Towns and Municipalities (DStGB), have been pointing out for years that municipalities would benefit enormously if training courses could be developed centrally and used decentrally.
This is because learning needs in everyday municipal life are often very similar. A more collaborative approach could make access to high-quality digital learning considerably easier. Shared content pools, modular learning libraries or state-wide standard courses would not only avoid duplication of work, but would also ensure that smaller municipalities with limited resources can utilise modern learning opportunities. These collaborations could become a decisive lever for the professionalisation and equivalence of municipal continuing education.