The public service in Brittany

45

Guaranteeing rights, bringing decisions closer together, giving meaning back

Levrig 2027
Trajectory 2027-2032

NB: «For the sake of fluidity and concision, In this text, the masculine is used to encompass all genders.».

The essentials

For Yes Breizh, public service is not just an administration, a service desk, or a status. It is the concrete translation of common rights: the right to access healthcare, education, mobility, protection, access to justice, the ability to make a move, obtain housing or assistance without their address, income, age, or digital skills becoming obstacles.

Yes Breizh offers a Universal, local and human public service in Brittany. Universal, because fundamental rights remain the same for everyone. Close to people, because the means must be adapted to the real needs of each living area. Human, because the dematerialization cannot eliminate the right to an interlocutor.

The chosen perimeter is of course that of Brittany, with five departments: Côtes-d’Armor, Finistère, Ille-et-Vilaine, Loire-Atlantique and Morbihan. The current administrative division of the Loire-Atlantique region fragments the data, professional networks and planning. The project therefore begins with immediate cooperation with the Department and the Centre de gestion de Loire-Atlantique, before a joint organization in the unified Brittany.

The reform is based on six commitments: a territorial guarantee of access; a multi-channel human presence; data common to the five Départements; a predictive management of public employment; mutualization that strengthens the service of proximity; and finally, a public evaluation based on real access to rights and not solely on the budgetary economy.

1. What public service promise?

Real equality rather than uniformity

For Yes Breizh, an identical rule does not necessarily ensure equal access. An isolated elderly person, a family without a car, a user with a disability, a young person lacking equipment, or a resident of an island do not face the same obstacles as someone living near a metropolis.

Real equality therefore presupposes a common foundation of rights, then more means when social, demographic or geographical difficulties require it. Differentiation according to places of residence is legitimate when it corrects an inequality; it is not legitimate when it reduces rights.

Public service and public operator are not synonymous

A public service mission can be provided by the central state, a community, a public institution, an association, a delegated company or a mutualist structure. Regardless of the operator, the principles in Brittany must remain applicable: continuity, equality, neutrality, secularism, accessibility, adaptability, transparency and accountability.

The choice of management mode must depend on the service provided, cost control, resilience, and democratic control. Outsourcing cannot be used to make the cost, working conditions, or political responsibility invisible.

A Breton charter of public services

The future Assembly of Brittany¹ adopt a charter that serves as a reference for all the policies it implements. It will guarantee:

• the right to understandable information and to a reasoned decision; ;
• the right to physical, telephone or itinerant reception when the procedure cannot be carried out digitally; ;
• universal accessibility, especially for people with disabilities; ;
• the continuity of the service and the existence of a replacement solution before any closure; ;
• the possibility of gradually using French, Breton or Gallo according to the organization’s capabilities; ;
• a simple recourse, independent mediation and published response times.

2. The diagnosis: services are present, but access to them is unevenly distributed

The decline of traditional settlements

The Report on the State of French Public Services in 2025 recalls that between 1980 and 2020, the number of post offices decreased by a third and that of gendarmerie stations by 20 % in France. Since 2013, the number of agencies and retirement insurance reception points has been halved. At the same time, pharmacies, colleges, retirement homes and employment agencies have experienced different developments.

The observation therefore does not mechanically oppose cities and countryside. The difficulties take several forms: physical remoteness in rural and island areas; congestion in metropolises; a lack of specialists; unsuitable schedules; saturation of telephone lines; administrative complexity; costs associated with mobility; and digital and linguistic barriers.

Presence does not guarantee access

As we know, a reception point open for a few hours, without decision-making powers or access to files, does not always replace the specialized service it is supposed to bring closer. Quality depends on the competence of the agents, their connections with operators, and their ability to resolve a situation without escalating the referral process.

The 2025 report reveals that applications for social housing submitted in person had a 27% % higher success rate, all other things being equal. It also reminds us that the failure to access the RSA reaches 34 %%. These data illustrate a principle: transferring the burden of the process to the user can create silent exclusion.

France Services: useful, but to be consolidated and adapted to Brittany

The France Services spaces restore a sense of closeness and help many users. Yes Breizh proposes creating a local version, with devolution in Brittany.

The annual operating costs of an area are around 100,000 euros; the central government subsidy reaches 50,000 euros in 2026.

Yes Breizh offers a shared multi-year financing scheme and an obligation for partner operators to respond. Each service provider will have a contact person available to each operator and follow-up on the submitted files.

3. A Brittany with five departments, five complementary realities

The data from the regional documents transmitted mainly cover the four departments of the administrative region. They are never mechanically extrapolated to the Loire-Atlantique. However, we have nevertheless identified, with some difficulty, the elements concerning our department.

Department	Structural issues in public service	Priority collaborations
Côtes-d’Armor	Rurality, the coast, aging, accessibility of medium-sized cities, and workplace health.	Saint-Brieuc, Lannion, Dinan, Guingamp and Centre-Bretagne.
Finistère	Peninsulism, islands, distances, metropolitan Brest, Cornouaille and the fragility of the Centre-Ouest Brittany.	Brest, Quimper, Morlaix, Carhaix, Douarnenez and the island networks.
Ille-et-Vilaine	Growth in Rennes, peri-urbanization, north-south contrasts and the Redon basin.	Rennes, Saint-Malo, Fougères, Vitré and Redon.
Loire-Atlantique	Nantes’s growth, the industrial basin of Saint-Nazaire, the coast, the peri-urban area, the rural north, and the administrative fracture.	Nantes, Saint-Nazaire, Châteaubriant, Ancenis, the Pays de Retz and Redon.
Morbihan	The coast and islands, residential attractiveness, aging population, Centre-Bretagne and Vanneta’s growth.	Vannes, Lorient, Pontivy, Ploërmel and Belle-Île.

Attention: the Loire-Atlantique should no longer be a statistical dead end

With nearly a million and a half inhabitants and more than 200 communes, the Loire-Atlantique represents a significant portion of the Breton population, public officials, facilities, and needs. Nantes concentrates leading academic, hospital, judicial, and administrative functions; Saint-Nazaire structures an industrial and port basin; the north of the department, the Pays d’Ancenis, the Pays de Retz, and the coastal areas face very different challenges.

The artificial separation of the Brittany region and the Pays de la Loire produces three difficulties:

• the statistical series are published according to different scopes; ;
• the regional schemes do not cover cross-boundary living areas; ;
• Professional mutual societies often stop at the administrative limit.

The immediate response – pending reunification – consists of creating a Breton–Loire-Atlantique public services protocol, It will bring together communities, prefectures, management centres, operators and observatories. It will harmonize the indicators and organize concrete collaborations, especially around Redon, Nantes–Rennes, Nantes–Saint-Nazaire and the coastal continuums.

4. Guaranteeing a basket of essential services

Define access based on need, not just distance

Yes Breizh wants Brittany to establish a basket of essential services: primary and emergency care, school, early childhood education, mobility, security, justice and rights, social support, administrative procedures, postal and communications services, water, energy and digital access.

For each of them, objectives will be published that combine access time, appointment time, schedules, accessibility, ability to resolve issues on the first contact, and continuity. It should be noted that a single threshold for distance would be misleading: fifteen minutes may be excessive for an emergency and acceptable for a rare approach.

No closure without an operational solution

Yes Breizh (firmly) proposes that any significant reduction in a devolved public service be subject to a territorial and social impact study. The replacement solution must be open, staffed, tested and accessible before closure. The study will specify the consequences on travel times, vulnerable groups, staff and other services.

A departmental appeals body may request a new inquiry when needs have been underestimated or when the consultation process has not been fair. There will be a possibility of appeal at the national level in Brittany.

Breton public services houses

The devolved France Services, renamed Bretagne Services, municipalities, social centers, libraries and other voluntary organizations will form a coordinated network. The Breton label will not add a structure: it will guarantee a level of service, common training, secure tools, accessibility and stable funding.

Mobile units will serve islands, neighborhoods, small towns and markets. Regular specialized permanents will be available to address retirement, taxation, health, housing, disability, employment, justice and digital mediation.

A Breton fund from the last service

The Scottish experience offers a Last Provider Fund To preserve, in rural or island areas, the last operator that meets an essential need. Yes Breizh retains the principle and expands it in the form of a Breton Fund for Local Continuity and the Last Service².

It will be able to intervene when the last administrative reception point, food retail, postal service, bank ATM, service station, neighborhood care center, regular connection, or place for digital support of a community area disappears. Its intervention will be temporary and conditional on a viable project: a multi-service activity, an itinerant unit, intercommunal cooperation, associative takeover, cooperative, or supervised delegation.

The fund will not artificially guarantee every existing implantation. It will ensure that no part of Brittany loses an essential function without diagnosis, alternative solutions, and funding for the transition. The islands, the Centre-Bretagne region, the north of the Loire-Atlantique department, and the fragile rural or coastal sectors will be given priority attention.

5. The right to a human and digital relationship

Digital technology should add a channel, not remove two channels.

According to Yes Breizh, the principle adopted is that of choice accompanied. The user can use digital means, the telephone, mail or physical reception depending on the nature of the request and their situation. A completely digital procedure must always provide an accessible solution for people who are unable to use digital means.

The forms will be tested with users, written in clear language and compatible with assistive technologies. A procedure should not require information that the administration already legally holds.

An identity and sovereign public data

The critical infrastructures, health data, educational and social action data, as well as the tools for interacting with users, must, for Yes Breizh, meet high requirements regarding hosting, interoperability, cybersecurity, and reversibility. Shared software will be preferred when it reduces dependencies and improves service.

Artificial intelligence can help to guide, translate, detect a missing piece or summarize a case file. It will not make a decision alone that adversely affects a right. The user will be informed about its use and will be able to request human intervention.

6. The agents: attractiveness, stability and work ethic

Contractualization has become structural

According to the Court of Auditors, in France, the number of contract agents in the three public functions has increased by 37 % between 2011 and 2024, while that of civil servants remained almost stable. Contract agents now account for 24 % of the public jobs, or 1.36 million people in France. They accounted for 77 % of the entries and 52 % of the exits.

In the territorial public service, 69 % of the contract employees are on fixed-term contracts. Half of the French territorial employers report encountering difficulties in filling vacant positions. At a stable trend, contract employees would account for at least a third of the public workforce in 2033.

The question is no longer to consider them as a supplementary force. For Yes Breizh, a job policy that reconciles continuity, equal recruitment, rare skills and professional prospects is needed.

A Breton doctrine of public employment

Yes Breizh offers:

• a ten-year program for professions and retirements; ;
• a common portal for public jobs in five departments; ;
• shared incubators for replacement, digital technology, occupational health and legal functions; ;
• transparent criteria for the remuneration and renewal of contract employees; ;
• the possibility of a permanent contract or employment upon completion of the legal requirements provided for in the French Labour Code³ are established; ;
• courses between territorial, hospital and state public services; ;
• accessible training near the workplace and time dedicated to developing skills.

Giving meaning back requires being able to do one's job well

Yes Breizh’s consultation of the survey Loss of sense among public service employees, The survey conducted among 4,555 voluntary respondents in France does not constitute a representative sample of all agents. However, it provides a powerful signal: 80 % report regularly or very frequently experiencing the feeling of absurdity in their work. General interest is cited by 68 % as a reason for entering the public service, while remuneration is cited by only 3 %.

Yes Breizh concluded that the testimonies link the loss of meaning to a lack of resources, to the inability to accomplish the mission, to quantified objectives disconnected from the need, and to the distance between decision-makers and the ground.

The answer therefore cannot be reduced to managerial communication.

For Yes Breizh, every service in Brittany must adopt a brief mission plan, discussed with agents and users. Indicators will focus on useful results, quality, deadlines, workload, and non-take-up. Agents will have the right to alert on absurd or dangerous procedures and to report on the follow-up given.

7. Sharing without distancing

Lessons from management centers

The control operations of the management centers in the Côtes-d’Armor, Finistère, Ille-et-Vilaine and Morbihan regions cover the period 2020-2025. Together, these establishments employ more than 54,500 agents: 14,636 in the Côtes-d’Armor, more than 13,600 in the Finistère, 13,825 in Ille-et-Vilaine and more than 12,500 in the Morbihan region.

The Regional Accounts Chamber notes that only two of the eleven missions required by the code to be carried out jointly at at least regional level are actually shared. It identifies common needs in information systems, employment monitoring, occupational health and the reliability of data.

The financial situations differ greatly: excessive reserves and cash in some centers; deficit and insufficient management in others; cross-financing between missions.

For Yes Breizh, of course, the lesson to be learned is not that a single model would be suitable everywhere, but that reliable analytical accounting and common services would allow contributions to be adjusted more effectively.

Integrating the 44 Management Center from the cooperation phase

The Centre de gestion de Loire-Atlantique does not fall within the framework of cooperation of the four centres in the Brittany region. A agreement between the five centres must be proposed immediately for employment data, high-demand professions, preventive medicine, cybersecurity, competitions, replacement, and digital purchasing.

After reunification, one Breton Public Resources Agency⁴ The only functions that truly merit being shared could be carried out by the local units at the appropriate level. Local units will maintain a close relationship with employers and agents. The pooling of expertise should not lead to a separation of the service from its users.

The example of Haute Cornouaille: the constraints of small intercommunalities

The Haute Cornouaille Communes’ Community, composed of eleven communes and 15,000 inhabitants, illustrates the difficulties of spaces with limited resources. In 2024, its per capita spending was among the lowest in Finistère; its charges grew twice as fast as its revenues over the period 2019-2024, and mutualization remained limited.

The example shows why calls for projects and co-financing can penalize communities with the least engineering expertise. Yes Breizh proposes a right to public assistance: pooled legal, financial, technical and digital teams that can be mobilized without disproportionate expense.

A democratic review of public bodies

The Scottish government program proposed simplifying the public landscape and reducing the number of agencies by involving communities, staff, unions and communities. Yes Breizh is following the same approach, without setting a predetermined accounting target for the cuts.

Yes Breizh indeed believes that each devolved agency or operator will be periodically reviewed according to four options: maintenance; sharing of functions; merger; or elimination or reintegration of the mission within a directly accountable administration. The decision must demonstrate a benefit for the user, the clarity of responsibilities and working conditions.

Yes Breizh believes that no organization should be kept by inertia, merged by display or removed to produce a theoretical economy. The financial balance will deduct the costs of transition, information systems, reclassifications and any potential losses in proximity. A reorganization may be suspended if it impairs the actual access to the service.

8. Organising the devolution of public services

What could be allocated to Brittany

Brittany must be able to organize networks and resources in areas where proximity and territorial coherence are crucial: regional transport, training, guidance, housing, urban planning, languages and culture, economic development, territorial digital services, coordination of local services, and certain health or education policies within the framework of national guarantees.

A complete transfer contract

Each transfer must include legal jurisdiction, staffing, buildings, data, contracts, and a dynamic resource. An independent commission must be able to assess the charges and publish the disagreements.

No transfer of responsibility should become a transfer of deficit.

9. Governance: a leader, a protected Brittany

The Assembly of Brittany will be able to set the charter, the basket of services and the equality objectives for all parts of Brittany. The Breton executive will publish an annual map of disparities and a corrective program.

A Breton Conference of Public Services⁵ It can bring together the central State, Brittany, the five Départements during the transition, communes, intercommunalities, social organizations, operators, trade unions, associations of users and representatives of the disabled.

Each living area then develops an access to services contract. The metropolitan areas do not alone capture the engineering and funding: the equalization takes into account poverty, age, insularity, distances, disabilities, demographic growth, and seasonality.

A Breton framework for public performance

The National Performance Framework in Scotland links long-term strategic results to budgetary decisions. Yes Breizh believes that Brittany can adopt a comparable framework, limited to eight results: equal access; reduction in non-recourse; reduction of territorial disparities; resolution at first contact; continuity of essential services; improvement of working conditions; digital inclusion with the preservation of human choice; financial and environmental sustainability.

Each budget program would then indicate the results it contributes to, its baseline value and its target. The operational indicators would remain useful for management, but should not mask the intended effects for the population. A spending will therefore not be considered effective because it has been fully consumed, but because it has improved a right or reduced a measurable gap.

A Breton law to renovate public services

Yes Breizh believes that after the devolution of the necessary normative powers, a Breton law should bring together in a single text the basket of essential services, the right to a human contact person, the rules on accessibility, the impact assessment before closure, the obligations of cooperation, the participation of agents and users, and the publication of the results.

Before this stage, the Breton Charter, the agreements between the authorities and the contracts concluded with the operators would prefigure these guarantees. The law should then not become a mere document to be displayed: it should specify the responsible authorities, the avenues of appeal, the timeline for compliance, and the corresponding resources.

Stabilizing associations that carry out a lasting mission

Yes Breizh is well aware that many associations in fact provide permanent support, accompaniment, mediation, disability, culture or proximity services with uncertain annual subsidies. Structures fulfilling a lasting mission will be able to benefit from three to five-year agreements containing a stable financial base, negotiated objectives, an update of charges and a contradictory evaluation.

Multiannual funding would neither constitute a royalty nor an implicit delegation without control. It would give the associations the necessary visibility to recruit, train, and maintain a service, while allowing the Breton public authority to verify the access, quality, and utilization of the funds.

10. Twenty operational commitments

1. Adopting a Breton Charter of Public Services based on actual rights.

2. Creating an Observatory in five Departments, With open data by living area.

3. Sign an immediate protocol with the Loire-Atlantique on services, data and public employment.

4. Defining a territorial basket of essential services and target deadlines adapted to each mission.

5. Prohibit any closure without a prior solution, Impact assessment and territorial appeal.

6. Guaranteeing a human contact for complex procedures or for people facing barriers to access.

7. Increasing the performance of Bretagne Services (from France Services), through sustainable financing and enforceable commitments from operators.

8. Deploying mobile services in the islands, neighborhoods, and rural basins.

9. Making procedures accessible, Simple, multi-channel and gradually trilingual depending on the services.

10. Programming jobs and skills for ten years, By anticipating retirements and strained professions.

11. Securing the routes of contract workers assigned to permanent needs.

12. Sharing expert functions among five parties, Without removing the nearby antennas.

13. Giving small communities the right to public engineering.

14. Measuring the meaning and conditions of work, with a right of alert for agents.

15. Creating a Breton framework for public performance, linking long-term results, budgets and evaluation.

16. Creating a Fund for territorial continuity and the last service, With diagnosis and a transition plan.

17. Submitting public bodies to a periodic democratic review, Without a blind goal of elimination.

18. Preparing a Breton law to renovate public services, after the necessary competencies have been devolved.

19. Securing associations that carry out a lasting mission through pluriannual agreements.

20. Evaluating devolution on the basis of results, territorial disparities, non-recourse and satisfaction.

11. Roadmap 2027-2032

For Yes Breizh, a calendar transforms commitments into annual results. It begins with measurement, because no serious objective can be set without a homogeneous baseline covering the five Départements.

Year	Actions and main drivers	Verifiable results at the end of the year
2027	Creating the Observatory of Five; listing services, organizations, jobs, deadlines and non-actions. Partners: Brittany as a model region, Départements, EPCIs and operators.	Common reference; data from CDG 44 and France Services integrated into Bretagne Services; map by basin; initial status and architecture of the published Performance Framework.
2028	Adopt the Charter, the service basket and the eight strategic outcomes; select ten pilot basins; experiment with the Last Service Fund.	Access guarantees; local contracts; results-linked budgets; first projects of territorial continuity funded and evaluated.
2029	Strengthening Brittany Services and the mobile units; launching the public employment portal; reviewing the organizations and the multi-annual association agreements.	Contactable referents; mobile services; first contradictory review; stable funding for the selected associations missions.
2030	Generalize proven solutions; share health at work data, cybersecurity, and engineering; apply the impact assessment before closure.	Coverage of the five departments; right to engineering; planned closure decisions; interim performance framework review.
2031	Prepare the devolution blocks and the renovation law; certify charges, personnel, buildings, contracts and information systems.	Transfer book; preliminary draft law; financial guarantees; social agreements; accessibility and continuity audit.
2032	Implement the assigned competencies; adopt the law if the legal framework allows; publish the 2027-2032 balance sheet and revise the Charter.	Complete transfers; enforceable rights; balance by basin; corrections financed; 2033-2038 program adopted.

The conditions for passing from one stage to the next

Yes Breizh believes that a pilot solution is only generalized if it improves real access without degrading working conditions. As already mentioned above, a closure is suspended if the replacement solution is not operational. A transfer is delayed if funding, personnel or data are not secured.

12. Indicators to monitor real access

The indicators will be published at the level of the life basins and, when the staff allows it, according to age, disability and social status. The baseline status 2027 will serve to set quantified targets for 2030 and 2032.

Furthermore, no transformation is generalized without a budget, a roadmap, revenue, and evaluation. No objective is imposed without a budget, a timeline, support, and accessible technical solution. No transfer takes place without resources. In the event of failure, the system is corrected rather than maintained to meet a display requirement. A green, orange, or red code will signal the trajectory, but will never replace the numbers and their explanation. A temporary increase in an indicator may correspond to a transition or a better census: each evolution will be interpreted before a decision is made.

Domain	Annual indicators	Reading and precautions
Proximity	Time and cost of access; population beyond the target threshold; opening hours; collective or itinerant service.	Adapt the threshold to the nature of the service; integrate islands, seasonality, and the absence of cars.
Availability	Appointment deadlines; calls answered; response time; appointments cancelled; continuity in case of closure.	Publish the median and extreme situations, not just the average.
Resolution	Cases resolved on the first contact; referrals between operators; incomplete cases; resolved claims.	Measuring the obtained solution, not just the number of admissions.
Rights and non-recourse	Use of benefits; abandonment; refusal; errors; overpayments; accompanying measures that restored a right.	An initial increase in usage may indicate an improvement in access.
Digital inclusion	Accessible approaches without digital technology; support; technical failures; compliance with accessibility standards; satisfaction.	Do not confuse the rate of digitisation with the quality of the service.
Universal accessibility	Accessible sites and services; timeframes for implementation; interpretation; documents in plain language; complaints related to disability.	To involve the people concerned in the qualitative audit.
Bretagne Services	Frequency of use; resolution; response time of operators; total cost; share funded by each partner.	Distinguishing information, accompaniment, and effective resolution.
Public employment	Vacancies; recruitment period; rotation; absenteeism; departures; contract workers, temporary and permanent contracts; strained professions.	Compare comparable professions and geographical areas; monitor the quality of jobs.
Conditions and meaning of work	Charge, training, autonomy, alerts, accidents, satisfaction of the agents and follow-up given.	Anonymous survey and social data; do not turn the indicator into an individual objective.
Finance and mutualization	Total cost; net savings; quality; share of the eleven mutualized missions; contributions from the communities.	Subtract transition costs and verify that an economy does not degrade access.
Digitalization and resilience	Inavailability; cyberincidents; recovery time; backups and tested plans.	Protect sensitive information while maintaining the quality of continuity.
Cohesion	Disparities between basins; concentration of resources; equalization; small communities supported.	Measuring the reduction of disparities, without masking the absolute needs.
Strategic performance	Progress of the eight results; share of budgets linked to a target; discrepancies explained and corrected.	Do not confuse budgetary execution, administrative production and real effect.
Last service	Threatened functions; funded transitions; continuity after two years; population affected.	Assess the essential need and the viability, not the maintenance of each implantation in its current form.
Public agencies	Total cost; overlaps; delays; decisions on maintenance, mutualization, merger or closure.	Publish the costs of the transition and verify the effects on workers and users.
Associative partners	Multiannual agreements; job stability; access, quality and public support.	To distribute the indicators and preserve the associative autonomy.

Yes Breizh was surprised to see that the data from Loire-Atlantique are not presented according to the same grid as the other Départements.⁶. The data will therefore have to be presented very quickly at the same level as those of the other four departments. When the definition or the year differs, the comparison will be reported as non-homogeneous rather than transformed into an artificial figure.

Publication, control and correction

The Observatory will publish a dashboard and downloadable series every year. An independent committee composed of statisticians, agents, users, rights advocates, and departments (or countries) will oversee the methods. Each operator will publicly address significant discrepancies.

As previously mentioned, three levels of monitoring will be used: green if the trajectory is maintained, orange if a correction is necessary, red if a right or the continuity of the service is compromised. The color code will always accompany the numbers, their definition and an explanation of the causes.

Conclusion — Bringing power closer together to strengthen the universal

For Yes Breizh, a Breton public service is not intended to replace a national promise with five departmental systems or with a Rennes-based or Nantes-based centralization. It must make the common rights more concrete by adapting the means and bringing responsibility closer together.

The devolution desired by Yes Breizh will take on meaning if a user knows who decides, if an agent can carry out his/her mission properly and if in every place in Brittany, the means corresponding to their needs are available. Brittany, with its five departments, offers a coherent framework for planning, mutualizing and evaluating; the life basins remain the framework of proximity.

The proposed reform therefore boils down to one formula: universality of rights, relevant location of resources, responsibility of decision-makers, and dignity of the human relationship.

Mobilized resources and precautions

• Court of Auditors, Contractual agents: an increasing number who are disrupting the public service model, Synthesis, June 2026.
• Regional Accounts Chamber of Brittany, essential documents relating to the management centers of the Côtes-d’Armor, Finistère, Ille-et-Vilaine and Morbihan regions, June 2026.
• Regional Accounts Chamber of Brittany, Commune of Haute Cornouaille, April 2026.
• Regional Accounts Chamber of Brittany, follow-up of observations and recommendations, publication 2024.
• Regional Council of Brittany, mission Territorial and social cohesion, 2026.
• Collective Our public services, Report on the state of public services 2025 — Summary.
• Collective Our public services, Loss of sense among public service employees, survey of 4,555 respondents.
• Scottish National Party, On Scotland’s Side — Holyrood Election Manifesto 2026, Among other things, these include proposals relating to public services, the renewal of the public sector, the national performance framework, digital inclusion, and the fund of the last operator.

Perimeter and data for Loire-Atlantique

The audits of the management centers transmitted do not cover CDG 44. The precise data regarding its affiliated organizations, agents monitored, finances and mutualization will have to be integrated in the future, starting from its social balance sheet or corresponding activity report for the same year. Similarly, the number and performance of France Services will have to be consolidated with the prefectural and departmental sources.

This absence is made visible rather than compensated for by an estimate. The program’s first commitment is precisely to produce a homogeneous base covering the five Departments.

Methodological precautions

The national figures serve to shed light on trends and are not automatically applied to Brittany. The survey on loss of meaning was based on voluntary respondents and is not representative of the entire public service.

Notes and clarifications

1. This Assembly must be able to be elected by the Bretons and the Bretons according to a mode as close as possible to the electoral system in Scotland, i.e., 2/3 of the members elected by a single-round majority vote in a number of constituencies equal to the number of elected members and 1/3 of the members elected by a multi-member proportional electoral system in the 5 Départements. ↩

2. Any creation of an observatory or agency etc. will have to be linked to the disappearance of at least one other equivalent public entity with the full reinstatement of the staff. Adjustments may be made subsequently. ↩

3. Yes Breizh has noticed that the constraints imposed on private-sector companies for temporary contracts are not the same for the public sector, and this is to the detriment of public sector employees. Yes Breizh wishes to see a harmonization of the two systems. ↩

4. Any creation of an observatory or agency etc. will have to be linked to the disappearance of at least one other equivalent public entity with the full reinstatement of the staff. Adjustments may be made subsequently.
↩

5. Reminder: Any creation of an observatory or agency etc. must be linked to the disappearance of at least one other equivalent public entity with the full reinstatement of the staff. Adjustments may be made subsequently. ↩

6. It is astonishing that the consistency, or even the uniformity, which the central state has established as a near-dogma is not applied in practice. Is this intended policy and organized to make transparency or clarity impossible? ↩

The thematic dossiers of Levrig 2027 by Yes Breizh

• 1. Statute, institutions, devolution and Constitution
• 2. Public finances, budget and fiscal autonomy
• 2 bis. Budgetary analysis France – Brittany 5
• 3. The public service in Brittany
• 4. Health in Brittany
• 5. Disability in Brittany
• 6. Education, training and higher education
• 7. Culture, languages and media
• 8. Breton identity, transmission and cohesion
• 9. Housing in Brittany
• 10. Employment, businesses and economic development
• 11. Economy, trade and mobility
• 12. Agriculture and food
• 13. Sea, coast and fishing
• 14. Energy, climate and the ecological transition
• 15. Digitalization and sovereignty
• 16. Security, justice and defense
• 17. Europe and internationally
• 18. Breton Diaspora and international outreach