Secteur Local Authorities Eurogroup Consulting
Local authorities: a sector facing radical reform
“The organization of the French Republic is decentralised,” notes the French constitution. Even so, everyone agrees on the need to reform administrative organization and clarify the attribution of competencies and simplify funding on the different levels to end administrative impenetrability. The aim is to take better account of citizens’ needs and help to reduce local public expenditure.
After the ‘Assertion of the Metropolises’, the goal of the plan announced by the President of the Republic in June 2014 was to reduce the number of regions from 22 to 13. The objective was to build strong local authorities able to develop local strategies and use their increased competencies to assist corporate growth.
Initially, the regions had to prepare cooperation and express this project in a manifesto for their area, while taking into account the views and needs of their many stakeholders. However, the plan was not intended to operate on a regional level alone.
Each authority is to respond more effectively to user demand…
Beyond this major institutional transformation (some of whose aspects have not yet been detailed), in each town, cooperative of communes, district or region, the social demands of citizens must be handled on a daily basis. The crisis has led to an increase in the number of welfare applications (benefits, assistance, housing, etc.) and this, along with other reforms such as changes in the school times, have led to increasing demands on local authorities. Also, as for other 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 issue is to align all these projects with the major strategic approaches of a term of office and then simplify formalities to optimise the usefulness of local public services…
… while seeking to control costs more efficiently
This is where the issue lies for local politicians and their departments: to ‘do more with less’! Given the economic and social situation combined with the government’s decisions, local authorities face a ‘pincer effect’, where they are caught between lower income and the need to fund investment in their manifesto plans. In the effort to reconcile cost control and the good management of investment, what is at stake is debt control and protection of the capacity to self-fund, while maintaining a balance between income and operational and investment budgets. This is an absolutely crucial question since it ties in with public expectations that resources will be used efficiently. So there is an urgent need to strengthen the governance of different local structures, optimise the operation of local authorities, assess local public policies and pool some functions in order to gain a certain leeway.
L'offre Eurogroup Consulting - Local Authorities Eurogroup Consulting
Optimising the organization and governance of council services
Helping the local authority to implement improvements in order to make budgetary savings through progress in governance and the transformation of public procurement and project management.
A digital plan for a ‘Conseil général’
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 organisation and planning of a roadmap based on user experience, the proposal of new services and the implementation of new modes of operation.
Creation of a local public establishment
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.
Simplification of procedures and dematerialisation in local facilities for the disabled (MDPHs)
Diagnosing the operation of 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.
Reviewing the steering system of a conurbation
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.