La démocratie représentative vit la fin de son âge d'or et est entrée dans une crise structurelle. La généralisation des référendums et leur couplage avec le tirage au sort pourraient constituer des leviers contre une dérive autoritaire qui menace.

Désignant à la fois le partage des compétences entre différents échelons de gouvernement et l’ouverture du monde politico-administratif aux acteurs de la société civile dans la fabrique et la conduite des politiques publiques, ce mode d’organisation est porteur de nombreux enjeux.

Au sommaire :

• Introduction

• Gouvernance multi-niveaux : coopérer pour gérer la complexité ?

• Les règles budgétaires européennes contraignent-elles les budgets nationaux ?Une gouvernance économique à géométrie variable

• Décentralisation et métropolisation en France. Chronique d’un découplage dans la gouvernance multi-niveaux

• Les GECT, une forme de gouvernance transfrontalière

• L’Œil du chercheur

Haute fonctionnaire territoriale, cofondatrice de plusieurs initiatives associatives et citoyennes, dont le groupe de réflexion Le Sens du service public, Emilie Agnoux vient de publier «Puissance publique : contre les démolisseurs d’Etat». Pour «La Gazette», elle revient sur sa volonté de réenchanter les services publics, remettre la puissance publique «au milieu du village, au milieu du quartier, au milieu de nos vies».

Le modèle 5D définit cinq domaines d'investigation clés : comprendre la demande, être ouvert à la découverte, entreprendre la conception, identifier les points de décision critiques et façonner les conseils pour permettre leur mise en œuvre.

The Index is a benchmarking and peer learning project based at the Blavatnik School of Government that aims to help senior officials, those leading reform efforts and other stakeholders understand how public administrations and civil services around the world compare.

Bureaucracy is ubiquitous—and not exactly beloved. So why do we have bureaucracy? And how can we improve it so that governments and organizations can be more responsive to the people they serve rather than tying them up in red tape?

Government organizations and their leaders are in a pinch. They are caught between pressures from politicians, citizens and increasingly complex external environments on the one hand — and from civil servants calling for new ways of working, thriving and belonging on the other hand. They have to enable meaningful, joined-up and efficient services for people, leveraging digital and physical resources, while building an attractive organizational culture. Indeed, the challenge is to build systems as human as the people they are intended to serve.

The paper emphasizes that legitimacy is relational and contextual. Institutions gain it through three primary sources: outcomes (delivering results), fairness (ensuring just processes), and correct procedures (following accepted norms). However, the need for legitimacy varies depending on the institution’s size, scope, and mission. For example, a body requiring elite approval may need less legitimacy than one relying on mass public trust.

Democratic governments today stand at a critical juncture, steering environmental and digital transitions while facing increased polarisation within their countries, heightened geopolitical tensions as well as the social consequences of economic developments. In this environment, building and maintaining trust in public institutions is a priority for many governments around the world.

Several factors contribute to this democratic backsliding, but many experts blame technology, citing engagement optimization fueling conflict or the rapid spread of dis- and misinformation. However, if deployed carefully, technology can be part of the solution, as illustrated by leading examples such as Taiwan or Estonia. In particular, complex AI systems hold the promise of strengthening democratic processes by enabling effective participation, deliberation and collaboration. For instance, AI can help create more robust democracies through understanding wide-scale sentiment and social conversations, enabling town hall-style democratic exchange at scale. AI can also help citizens by summarizing complex debates and provide information that can make engagement with government more effective for them.

What role can stories play in supporting people-centred policymaking and place-based reform?

Digital government is essential to transform government processes and services in ways that improve the responsiveness and reliability of the public sector. During the COVID-19 pandemic it also proved crucial to governments' ability to continue operating in times of crisis and provide timely services to citizens and businesses. Yet, for the digital transformation to be sustainable in the long term, it needs solid foundations, including adaptable governance arrangements, reliable and resilient digital public infrastructure, and a prospective approach to governing with emerging technologies such as artificial intelligence. This paper presents the main findings of the 2023 edition of the OECD Digital Government Index (DGI), which benchmarks the efforts made by governments to establish the foundations necessary for a coherent, human-centred digital transformation of the public sector. It comprises 155 data points from 33 member countries, 4 accession countries and 1 partner country collected in 2022, covering the period between 01 January 2020 and 31 October 2022.

The Principles of Public Administration are a comprehensive framework of standards expressing values and behaviours that citizens and businesses expect from a modern public administration. They are designed to guide the European Union (EU) enlargement and neighbourhood administrations in their reform efforts to address the shortcomings in their public administrations and meet the EU requirements on one of the “fundamentals” of the accession process.

The Government Analytics Handbook seeks to change that. It presents frontier evidence and practitioner insights on how to leverage data to make governments work better. Covering a range of microdata sources—such as administrative data and public servant surveys—as well as tools and resources for undertaking the analytics, it transforms the ability of governments to take a data-informed approach to diagnose and improve how public organizations work.

Top départ pour l'application Agora qui propose à ses utilisateurs de donner leurs opinions sur certains sujets de politique publique et de poser des questions au gouvernement. Après le fiasco de TousAntiCovid, Alicem et SAIP, combien de temps Agora restera-t-elle sur les stores ? 

Depuis le 28 mars, les Français et Françaises sont invités à participer à une initiative d’un genre nouveau. Derrière leurs claviers ou lors d’ateliers d’écriture, ils envisagent des futurs désirables pour la France de demain. À l’origine de cette Assemblée des imaginaires, l’autrice et réalisatrice, Valérie Zoydo, l’ADEME, le festival Atmosphères et la société de conseil et de technologies en intelligence collective bluenove, dont l’un des directeurs associés, Antoine Brachet a créé le mouvement Brightmirror.

What are the most appropriate institutional arrangements for effective governance? How can governance systems effectively operate across different levels, such as local, regional, national, and supranational? How can governments improve their capacity to evaluate policies, learn from successes and failures, and adapt to changing circumstances?

In answering these questions, most of the debate focuses on creating new processes within government. It's easy to think of government as an amorphous, soulless mass: at its best, it is an efficient machine; at its worst, a tool for tyrants. Too many well-meaning theories seem to forget the agency of each government's people: civil servants. But civil servants are neither a machine nor a tool. We need to reappraise and support them. By transforming the civil service, we can answer the questions above.

Pour François Villeroy de Galhau, à la question de savoir si, face à une dégradation constante de la dépense et de la dette publiques, à un investissement intellectuel décroissant et à un sentiment de dégradation des services publics, il y a encore un espoir, la réponse est oui ; et cette réponse affirmative émane d’un praticien convaincu que le management public est possible en France.

The government must be able to find novel solutions to the greatest challenges of our time, such as the climate crisis, new security threats, an ageing population, and technological transformations. Directional mission-driven research and innovation policy provides an approach for the government to implement its strategic objectives by solving complex challenges with actors in different sectors.

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The governance principle is an important aspect of good governance, and its implementation is believed to have a good impact on governance outcomes, such as corruption reduction and performance improvement. The governance principle has been developed for several types of organisations. However, previous studies did not focus on the rural local administration’s governance. This study aims to develop a good governance principle for the rural local administration. There are four objectives of this study: first, to identify governance principles and their indicators in the literature; second, to create a governance principle using exploratory factor analysis; third, to model the governance principle using the structural equation model (SEM); and finally, to analyse any different perceptions about the governance principles for the rural local administration using univariate analysis. The result showed that 33 indicators of governance principles were identified through the literature. Using 238 usable questionnaires and exploratory factor analysis, we found 6 governance principles: fairness and capability, inclusivity, legitimacy and direction, participation, performance and information, and transparency and accountability. Using the second-order SEM in SmartPLS, we developed a governance principle model for the rural local administration. A few indicators of governance principles found were deleted through measurement model validation. In addition, the univariate analysis concluded that perceptions did not differ by the sex, education level, and occupation type of respondents. In other words, they agreed with the governance principle for the rural local administration. This study has practical and theoretical implications, which are discussed in detail in this article.