And we did not reverse the spiral of debt

The administration of the State, occupied mainly, in the past, spending ways and enforce regulations, takes the habit now thinking in terms of assessment and outcome. She became aware of the existence of an "Act of performance", not written, but which is necessary to it as to private organizations. For public administrations, survival is in General not in game. But officials understand that, on the theme of the performance, they play their legitimacy to an anxious public opinion.

There were emergency. Public debt has multiplied by five in constant euros since 1980, and its weight in GDP has tripled. The loads generated by the debt now account for 14 of the expenses of the State, against 4 in 1975. And we did not reverse the spiral of debt.

To be efficient, for administration, is to be efficient, justify the public expenditure, as soon as the first euro, by responding effectively to a proven need quality service. He comes to power the production apparatus. Because, even if they are not merchant and if they pursue the goals of general interest, the services made by our Governments are the result of a combination of work and financial resources that can be optimized.

At work, and flexibility are needed. Progress through a greater individualization of assessment and compensation mechanisms, which can be reached without any change in the statutory framework of the public service. It is encouraging in this regard to note that the compensatory (i.e. variable) part of the remuneration of officials continued for ten years to increase. The individualization is effective because it is motivating. It is also fair since it allows to offer compensation to its concrete contribution to public service. The management of human resources function itself must improve its performance. It is essential, in particular, to anticipate the evolution of skills required for the proper performance of public service tasks and identify sensitive jobs, i.e. those whose content is quickly turning and that arise in the term, if we take custody, recruitment problems.

The management of the financial resources of the State, for its part, has modernized by the organic law on the laws of Finance (the "LOLF"). Change, if we manage to learn all the benefits, is far-reaching. The State really changed its financial Constitution, founding choice being to organize the management of the resource by actions, not by nature of expenditure, so as to constantly measure the performance of the services.

Relaxation, in the sense of the productivity of the management of the two primary factors of production: the human resource and the financial resource. Also interaction between these two Dynamics: the LOLF produces a greater effect on the management of human resources, empowering actors on payroll goals leaving them greater freedom in the handling of the instruments are the volume and the qualification of jobs, promotions, indemnity plans.

The performance Act imposes also is interested in the technological context and the choice of organization, influencing the level of performance of the productive combination. With regard to technology, the challenge is to take advantage of the updates in networks. The development of networks allows a transversality, an opening, an immediacy that fluidize the internal working procedures as well as exchanges with the partners of the administration. Because it is less rigid and more digital, the administration can be more reactive. As to the efforts of organization, they are designed to empower the local representatives of the State of the autonomy they need to interact effectively with local communities that the waves of decentralization were enfranchised. They also allow them to embody any liability of State public service to the citizen-user. The Central Government to departments in turn simplify their organization charts. Thus, the Ministry of National Education, higher education and research comes to reorganize its central services around four poles three Directorates-General to field missions, and a General Secretariat that supports cross-cutting support functions.

Between the Central Government and local services of the State, labour relations applicable revenue of management by objective, the contractual method gradually replacing the statement and the report.

Seen, deep transformations are at work, low noise. Must be given more scope, and it is the special mission, today, the senior public service. The success will depend very largely the methods used to drive change, and in particular for the accession of the largest number of officials. The authority is necessary, but the injunctive mode is not operating. It is constantly explaining the meaning of the requested changes, in accordance with the professional cultures, that it will succeed to popularize, in services of the State, the Act of the performance.