Which levers to decarbonise the global economy by 2030?
Earth’s average air temperature has increased by about 1.1 °C since 1900, with over 50% of the increase occurring in…
Local authorities face pressure to take better account of citizens’ needs and help reduce local public expenditure.
For public operators, the transformations driven by the ‘digital revolution’ provide considerable opportunities in terms of both the content of services and the way of delivering them. The challenge is to align all these projects with the main strategic approaches of an office term and, then, simplify formalities in order to optimize local public services…
This is where the issue lies for local politicians and their departments: to ‘do more with less’.
In the effort to reconcile cost control and good investment management, what is at stake is: debt control and protection of self-funding capabilities, while maintaining a balance between income, operational needs and investment budgets. This is an absolutely crucial question since it ties in with public expectations that resources will be used efficiently.
Hence, there is an urgent need to strengthen local governance structure, optimize the operation of local authorities, assess local public policies and pool some functions in order to gain more leeway.
Helping local authorities to implement improvements in order to make budgetary savings through progress in governance and the transformation of public procurement and project management.
Designing the project for a shift to ‘100% digital’ of a whole ‘département’: diagnosis of the digital maturity of main public policies (social action, infrastructures, education, etc.) and the internal organization and planning of a roadmap based on user experience, the suggestion of new services and the implementation of new modes of operation.
Designing and assisting the deployment of a new public establishment in the cultural domain: planning and carrying out structural operations for the new public establishment (legal, finance, HR, IS, departments, governance, etc.), based on council departments and an association granted a ‘delegation of public service’, and support for the opening of the new establishment.
Diagnosing the operation of French MDPHs and quality of service supplied to users: analysis of the user itinerary and the application processing system at the MDPHs, and recommendations for the dematerialisation of forms, reorganisation of reception and optimisation of user counselling.
Setting up a dashboard and indicators for general management services: rollout of a ‘Balance ScoreCard’ approach to turn them into an analytical (rather than simply a reporting) tool shared by all the departments and aligned with the priorities of the plan for the term of office.
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