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Institut de la gestion publique et du développement économique

Opérateur de formation permanente des ministères économiques et financiers
Acteur de la modernisation de l'action publique

Responsive Public Management

In one or two pages, the monthly publication " Responsive Public Management", translation of the "Gestion publique Réactive", presents on-going reforms in a given country.
Each of them is prepared and signed by a research analyst of the IGPDE. “Responsive Public Management” is sent to subscribers along with the monthly notices on public management



  • Responsive Public Management n° 59 - United States : The US government shutdown
    On October 16th 2013, a few hours before falling into default, the americain House (Democrat) and Senate (Republican) finally found a (temporary) agreement on the 2014 budget and the raising of the debt ceiling. These two factors are distinct from one another, but the fact that they occurred at the same time explains their considerable impact on public opinion.  
  • Responsive Public Management n° 58 - Lithuania : the 7th European Quality Conference
    Lithuania, président of the Council of EU in the second hald of 2013, has hosted with success the 7th European Quality Conference for Public Administrations. 
  • Responsive Public Management n° 57 - Greece : an administration in turmoil
    If Greece is no longer in the headlines, and if the threats of its leaving the euro seem to recede, the economic and social situation in the country remains a serious concern. To cope, the greek administration tries to engage profound changes.
  • Responsive Public Management n° 56 - Finland : Finland leads the way in e-government initiatives
    Finland is already a world leader in terms of e-government, but the country wants to go further still. At the end of December 2012, the government unveiled an ambitious strategic plan for 2013-2020.
  • Responsive Public Management n° 55 - Austria : Austria's International Anti-Corruption Academy
    As the seat of a number of international organisations, Austria was interested in co-founding and hosting a one-of-a-kind research and training organisation focused exclusively on fighting corruption and improving governance.
  • Responsive Public Management n° 54 - South Africa : National Development Plan for 2030
  • Sixteen years after its first plan to improve public services ("Batho Pele" Plan), South Africa has now relaunched a "National Development Plan" for 2030. Presentation.
  • Responsive Public Management n° 53 - United Kingdom : The UK's public healthcare system : putting the focus back on users
    The British public healthcare system is in deep crisis. The Stafford Hospital scandal offers an opportunity to take stock of past reforms and to examine the thorough overhaul of the healthcare sector that began on 1 April 2013
  • Responsive Public Management n° 52 - Irlande : A new performance evaluation system for Irish civil servants
    As part of efforts to deal with the economic crisis, the Irish government has changed the way it appraises the performance of civil servants. The new system, which has been approved by the trade unions, is an attempt to be more objective and to rank public employees according to their performance level.
  • Responsive Public Management n° 51 - Sweden : a new stage in sharing services
    As part of a commitment to sharing support functions so that agencies can focus on their core activities, the Swedish government has opened a shared service centre.
  • Responsive Public Management n° 50 - New Zealand : The changing face of the New Zealand public sector, 1912-2012
    Last year marked the centenary of the Public Service Act, a piece of legislation that helped shape New Zealand's public service culture and organisation. After several decades of piecemeal reform, a significant shift took place in the 1980s as part of large-scale economic liberalisation efforts. The Act's 100th anniversary provides an occasion to look back on these changes.


  • Responsive Public Management n° 49 - United States : The US federal workforce and the challenges of recruitment
    The process for recruiting federal employees is both complex and cumbersome. Over the last two years, a wide-ranging reform effort has begun to pay off. The primary goal is to attract qualified students, at a time when the crisis has led to the early departure of qualified staff that are difficult to replace.
  • Responsive Public Management n° 48 - Canada : a restrained budget for a growing economy
    In a speech given on 29 March, Canada's Finance Minister Jim Flaherty presented the 2012-2013 federal budget, in which the emphasis is squarely placed on reining in public spending and budgetary balance.
  • Responsive Public Management n° 47 - United Kingdom : open government, information enhancing performance ?
    The United Kingdom has launched two years ago a vast policy for government transparency (“open government”), aiming to improve the performance of public action according to the needs of users. The massive putting of public data online seems to partially replace vertical controls, criticized for their bureaucratic complexity.
  • Responsive Public Management n° 46 - United States : North Dakota, the abundance paradox
    In these times of economic crisis, it seemed worthwhile to look at what is happening in a State in the midst of an economic boom: North Dakota. Full employment and capital inflows, which naturally have their benefits, also have paradoxical effects on public management.
  • Responsive Public Management n° 45 - Australia : The Indigenous communities of Australia and their role in public management
    Inequalities between Aboriginal people (representing 2.5% of the Australian population) and other citizens are persistent. To reduce them, the authorities signed in November 2008 the National Indigenous Reform Agreement (NIRA), setting the strategy "Closing the Gap"which will provide for an increased involvement of Aboriginal communities in decision-making administration.
  • Responsive Public Management n° 44 - Portugal : What future for the Portuguese public administration ?
    Having launched a major reform of its administration in 2006, whose effects have been stymied by the magnitude of the crisis, Portugal is trying to cope with the deteriorating economy by launching a new "Plan for the reduction and the improvement of the central structures of the state "(PREMAC).
  • Responsive Public Management n° 43 - Iceland: a new people's constitution
    Hard hit by the crisis in 2008, Iceland has begun to revise its constitution, in order to restructure its legislative and executive powers as well as its administration. Unusually, citizens were invited to participate actively in this process, with a Citizens' Forum to ask upstream principles, election of candidates proposed by the people to draft the project and amendments via the internet ('crowdsourcing').

  • Responsive Public Management n° 42 - Belgium The Di Rupo Government: State and public management reforms
    Since December 2011, Belgium has a new government. For the Civil Service, now attached to the Ministry of Finance, it means important changes.
  • Responsive Public Management  n° 41 - Germany : What is the "Golden Rule"? "
    The golden rule" is much invoked by Paris and Berlin who wish it harmonised at European level. But what does it consist in exactly?
  • Responsive Public Management n° 40 - Brazil : integrated budgeting for transparency in a federal state
    Brazil has 26 federal states and over 5000 municipalities with and independant administration and budget. Nevertheless, an Integrated System of Federal Government Financial Administration (SIAFI) allows a central and flexible management of public expenditure.



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