Public operators, state agencies, strategic management, performance optimization, financial control, public finances, governance, transparency, oversight, public policies
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Abstract
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Abstract
Summary of circulars on effective management and oversight of state agencies and operators, focusing on performance optimization and financial control.
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[...] These reductions may be inspired by what has already been implemented at the state level, with operators being able to use, for example, interministerial framework contracts already in existence for the state. Also in the aim of transparency, the accounting of public operators must be certified, regular and sincere. The 2014-2019 public finances programming law also imposes the publication of the ten highest remunerations of the personnel of the operators. Operators will finally be able to benefit from external audits, with the possibility of being pooled on certain common issues that operators are likely to encounter. [...]
[...] Strategic Management of State Operators Summary Note of Circulars of 26 March 2010 and 23 June 2015 State agencies and operators are essential bodies in the implementation and sectoral deployment of public policies. Given their large number, it is necessary to closely examine their management modalities. The 2015 finance law indeed listed 570 of them for a budget of approximately 50 billion euros. This optimization of public operator performance is achieved through two main management modalities: the efficiency of the oversight exercised by their ministry and the control of their finances (II). [...]
[...] In an objective of increased transparency, the activity of the operators must be the subject of an annual report. The modalities of operation of the boards of directors, the main governing body, must be clearly detailed in an internal regulation of the operator. Regular action plans must also be put in place and reviewed, aiming to clarify the roles and responsibilities of each, in order to identify the management modes adapted to the challenges and needs of each organization. II. [...]
