What measures have you put in place to support the agents during the health crisis?

Around 1,500 staff per day were kept on the ground, working in shifts, on three key missions: early childhood care and education, and the promotion of children's rights. lschools, cleaning and medical-social services1. From the beginning of confinement, all 5 surgical masks a day.. Dn the one hand, the Mayor deemed it a protective measure., therefore indispensable. Don the other hand were faced with a real risk of exercising the right of withdrawal. Now, running the city with only 1,500 field operatives is already extremely complex! Ehen it comes to social climate, I salute thespirit of seriousness of the unions throughout the crisiseven even if there is legitimate legitimate linked toe the resumption of missions.

We also also strengthened and upgraded the listening unit and mediation units professional conflictscreatedhen I was deputy human resources manager, to provide psychological support dagents in the field or confined.

How does the City of Paris has to decontamination ?

Paris a lostu about 20 million visitors. This has lasting ltion of public spacesc which is gradually picking up. A number of bets we made in terms of tactical urban planning tactics are working, in particular the development of cycling.

"From this point of view, the health crisis has been a gas pedal. There's no disruption to our corporate culture or to what we're already doing politically: bike paths, pedestrianization, alternative mobility. Our agents are used to carrying out this type of development.

The cleaninga cleaning is more complicated because not all agents have returneds and we are under-headcount. Agents are gradually returning to work. Mid-June, we'll be back to near-normal operational capacity.

The crisis has revealed the agility of local authorities. What lessons have you do you draw drecent months?

L'education is worldwide. Lhe States found themselves stuck in theirs cumbersomes usuals. Ihey have not proven their effectiveness, y including on on missions regaliannes such as masks and testingfor which fiasco was fiasco.

"Local governments have demonstrated their agility, be they regions, communes or départements. I would put one caveat: we didn't have the same pressure for efficiency." 

Indeed, there's no question of saying that the local authorities could have taken the place for States. A the City of Paris, we would have liked to set up a universal supply of masks, but we don't have the material or financial resources to do so.. Supplying 2.2 million textile masks is an achievement in itself, you've seen in the mediait not perfect.

Lhe epidemic a pointed to the fact that in Franceyou need a law every time you want to hammer in a nail. This is a hindrance in generale, causes a major blockage in period of crisis. It is unthinkablee, for example, that that the decision to reopen parks and gardens by President of the Republic! To put things in a positive light, Ie think this opens the d'a new decentralization package.

A on a global scale, we are doing at the moment that take years under normal circumstances. In this respectephemeral cycle paths set upes over 20 km in neighbouring départementss, which have hitherto been extremely reluctant to adopt this approachare impressivees.

"It's a spectacular demonstration that you can transform the city much faster than we think."

Has the health crisis given rise to a need of skills skills?

Lhe Paris administration is the most efficient I've ever worked with. It is is extremely efficient, with an organization almost militaryin the best sense of the word.

Ucrisis calls for greater cross-functionality and analytical capacity. Dechnical skills in data analytics, in particular totween health healths and ldemographic dataques, could be a plus mbut is to go into into detail. Our mission is first and foremost to collect rubbish and open schools.

Alesson from crisis crisis hospitalis to enable skills of to express themselves. Have you made the same observation?

A crisis is undoubtedly the most sclerotic moment for innovationbecause it takes chainsîchains of command.

"In my opinion, facilitating the expression of skills is something that needs to be worked on outside times of crisis. It's an administrative culture that needs to be put in place over the long term, with the help of soft skills, training..."  

The innovation and design thinking laboratory we have created, made up of psychologists, neuropsychologists neuropsychologists and and designerswere mobilized to prepare return-to-work plans. Au within the Secretariat General cells to d'explore the field of possibilities. They are behind ideas such as the immunity passport, COVISAN or seroprevalence studies.

Have you exchange and with other international metropolises?

Every week, a videoconference was organized with the mayors of major cities. Lhe General Delegation for International Relations prepared of notes benchmark notes on l'public space, the schools, the mobility... We drew inspireds from other and other cities have drawn inspiration from Paris. Lmobility and pedestrianization policies are the most remarkable. A Milan and Londons, entire lanes were closed, over areas next to which Anne Hidalgo looks like a bit of a player!

In a lesser-known but capital, we have modernized and improved food aid policies food aid policies "wagging the dog ". From one day to the next, we mades of the collapse of the traditional support systems for the most vulnerable. We had to invent soup kitchens in very large volumes with associations. We have produced tens of thousands of meals a day at the height of the crisis.e.