For its first edition, the MED has chosen to gathers communications of 3 sets of critical topics on Public Manag ement in the Euro-Mediterranean area.
Capacities, Competencies, Training, Contractualisation
In each and every country, human resources are the keystone of the administrative system. The challenge lies in how to manage all aspects of these resources. Supply
(quantity and quality) has to be guaranteed. Skills need to be in tune with issues in society. Training needs to be flexible and « avant-gardiste » and continuity should be kept in mind.
The problems are many and varied. Market forces often do not guarantee organisations being able to attract the most competent people. Due to the inflexibility of labour laws, the organisation is not always able to evolve according to its needs.
Diversity is essential in order to move with the changes in society. Managing the workforce is a crucial matter in many countries since the budgetary load in the public sector has profound consequences for the public sector economy. Finally, controlling performance and guaranteeing the quality of the benefits implies important changes in the traditional public service. Public sector administrators and personnel can learn from the experience of other countries.
More and more, public administration seems to be « a rule for one and another rule for the other» It is still necessary to use the words in their strictest sense, but they are, increasingly, insufficient. The Public Sector, administration and governments require multiple partners in their respective countries in order to deliver public services. These partners could be companies or NGOs. The contractualisation of public services is self-evident. Nevertheless, success is conditional. On the public side, the ability to call for tenders is required as well as being able to establish and manage contracts and to evaluate and, where necessary, rectify them
This exchange can be brought about through an open dialogue concerning problems and possible solutions.
Liste of papers:
- Didier DANET, « Externaliser les activités des forces armées : la théorie des coûts de transaction au service de la définition des points clés du contrat »
- Jean-Paul CADET,« L’élaboration du répertoire inter-ministériel des métiers de l’Etat : une démarche au service de la professionnalisation de la gestion de l’emploi public en France »
- Silvério CORDEIRO, « Structures organisationnelles émergentes de PPP »
- Ahmed BOUACHIK, « Le PPP au Maroc : une pratique contractuelle en évolution »
Territorial Governance, Strategy, Evaluation, Performance
The development of the regions bordering the Mediterranean is dissimilar. These territories, because they belong to different States, have specific characteristics, political, institutional and most notably, social.
This being said, the Mediterranean basin has historically been a special place of culture, experiencing economic fluctuations and exchanges of people and ideas throughout the centuries.
In this context, can we envisage a Mediterranean development model? This would imply integrating the specific characteristics of each country while distinguishing them from other regional developmental modes, for example, those of Latin America or Asia. Could we set down guidelines for such a system, applicable to all the Mediterranean regions?
Failing this, is it possible to identify the specific problems in the contiguous regions in terms of local development? Can we contemplate over-all economic, social, environmental or commercial themes, to state but a few?
Are there any spheres of activity in the public sector (education, management of regional resources, the vigour, or otherwise of the local clubs and societies, etc.) which might give us cause for optimism vis-à-vis the development of the Mediterranean region? Who among them mobilises the territorial actors and charges them to be vigilant?
From this perspective, is the North/South divide relevant? Or could we consider that the Mediterranean logic supplants, in certain areas, at any rate, the Europe – Africa dichotomy?
Audit and evaluation are key concepts in modern administration. Evaluation and the measuring of performance are based on empirical methods and techniques which require pertinent and reliable data. Administrations require specific expertise for this approach: specialised professionals as well as adequate information systems are necessary for management based on analysis and evaluation. The ability to engage contradictory debate on the performance of a public organisation or on public policy is also necessary. The essentially political nature of public management can only be dealt with through a strictly technocratic approach.
List of papers
- Hiroko KUDO, « Italian regions : a new managerial culture and has been upgrading information and accounting systems and managerial instruments. »
- Solange HERNANDEZ, « Un management territorial méditerranéen“
- Said ZERGOUT, « Les démarches stratégiques des collectivités locales marocaines : une analyse exploratoire »
- Sylvie RASCOL-BOUTARD & Pascale AMANS, « Qualité de la relation de service : Les critères utilisés par les créateurs d’entreprise pour juger de la qualité de l’accompagnement »
- Thierry NOBRE & Caroline MERDINGER-RUMPLER « Vers de nouvelles pratiques de management de la performance à l’Hôpital »
- Claude ROCHET, Luc JORDA, Catherine PARIS-LAPORTE, Philippe AGOPIAN, Bruno TIBERGHIEN, Olivier KERAMIDAS « Vers un système de pilotage stratégique et une collaboration avec les autres pays méditerranéens : Quel outil de management public pour un meilleur partage méditerranéen des expériences et des connaissances ? »
- Patrick REIX, « Evaluation de la performance de l’action publique : Réflexion sur la complémentarité des approches technocratique et politique (L’exemple du secteur public décentralisé) »
- Mohameden OULD BAHHAMED, « Vers l’introduction des outils de gestion de la performance dans l’Administration d’un pays sortant d’une transition, la Mauritanie : quelques exemples vécus »
- Edina SOLDO & Emmanuelle MOUSTIER, « Développement culturel et coopération décentralisée dans l’espace euro méditerranéen »
- Anne GED & Christophe ALAUX « Stratégies Plan Climat Territoriaux dans les pays en développement »
- Nourit SEGEV, « Antecedents of Market-Orientation in the Public Sector. The case of the Municipal Social-Welfare Agencies »
- Olfa ZERIBI – BENSLIMANE, « Proposition d’un modèle pour l’évaluation de la qualité des prestations administratives. Cas d’un organisme public en Tunisie. »
- Edina SOLDO, « Le développement culturel : un outil au service de l’attractivité des territoires euro méditerranéens »
Decision, Transparency, Information, Social accountability
The function of civil society in our contemporary societies is undeniable. Its part in the modernisation of the State and its corroboration in the legitimacy of governmental systems are evident. The key questions of this working group have a bearing on the manner of constructing, reinforcing, empowering and integrating the organisations belonging to civil society and consolidating ties with the Public Sector.
The development of policies, participation in decision-making, the responsibilities of certain missions and their contribution to the evaluation of the same, are some of the duties of civil society. Public administration can learn from the experience of other countries through open dialogue concerning problems and possible solutions.
The role of public opinion, with the affirmation of the move towards « New Public Management » has, for several decades, been moving towards a management decision, in search of the Holy Grail of « efficiency » separating public opinion from the vast questions of political philosophy. However, the State is essential in the reality of development and with the renewing of institutional economy and research into economic history.
- Public opinion: from the political decision to management decision.
- Are there universal principles which define « good public decision »?
- In what way is public opinion specific in the present context of the transition towards the 3rd industrial revolution? By its position? By its process?
- How can public opinion accept turbulence and uncertainty?
- What is the role of citizen participation?
- What is the place of « civic virtue » (Machiavelli’s vivere politico)
- What constraints does the development of new media in society have on the process of public decision-making?
List of papers:
- Ludovic BERTHIER, « Quelles stratégies de coopétition en Méditerranée ? »
- BOUT Lugdivine, « Performance anormale et fiabilité organisationnelle : le cas des forces opérationnelles de l’Armée de l’air »
- Alain TOBELEM, « Transparency for Better Public Governance“
- Bernard PARANQUE, « Pour une pensée euromédienne »
- Jennifer BREMER, « Differing Corporate Perspectives on Civil Society Collaboration and Corporate Social Responsibility Among Developing and Developed Countries in the Mediterranean Region: Evidence from the UN Global Compact »
- Martial PASQUIER & Philomène MEILLAND, « L’accès de la société civile aux documents de l’administration par les lois sur la transparence et l’accès à l’information »
