In constant evolution in line with the recommendations of services and external departments as well as the needs of agents, the “public finance” training plan of the Ministry of Culture will receive a new boost in 2027. Last February 15, the Ministry of Culture issued a call for tenders on the “APProch” platform to renew its training market in public finances as well as in public management control for its agents. Such a market is already in progress, and its renewal should be announced in December. Estimated between 100,000 and 500,000 euros, it will be valid for 4 years.
But what need does it aim to address? According to the ministry, “the main objective of the training is twofold.” It aims to offer “the most suitable possible offer to meet the needs of agents in this sector to strengthen their autonomy and professional expertise,” and to make this offer “as current as possible” based on ministerial and interministerial recommendations. “The professionalization work of the financial function (P2F) led by the budget department could bring about an evolution in the training offer on management control during the year 2026,” the ministry also emphasizes.
The entire territory is concerned The training offer is aimed at all professionals within the ministry who have missions and activities related to public finances, whether they are exercising in central administration, within decentralized services, meaning the regional directorates of cultural affairs (Drac), as well as the officials of the ministry’s operators regarding internal financial control and profession-related training. “The ‘sector’ and ‘tools’ training respond to the need, for ministry agents, to master the budgetary and financial issues of central services, decentralized services, and services with national competence,” details the Ministry of Culture. “They also concern the officials of the operators, responsible for internal control and risk management.”
The scope of the market covers the entire territory, “the general secretariat of the ministry having the mission to train all ministry agents according to priorities and skills specificities,” the ministry continues.
Adaptable modalities Regarding the program topics, the various training actions are divided into 5 axes: budget execution, budget programming, subsidies, supervisory duties, and finally risk management and internal control exercises. These different aspects are then adapted to the level of the agents, from beginners to experts, passing through the “deepening” phase, according to their position.
The training offer was developed by the professional training and skills development office within the general secretariat of the ministry, with the support of the financial and general affairs department. Officials can benefit from sessions throughout the year, face-to-face, remotely in synchronous or asynchronous mode, “taking into account the constraints related to the exercise of financial and budgetary functions such as the end of budget management,” the ministry finally states.
Restructuring following the creation of a financial management center As the Court of Auditors recently stated, the central administration of the Ministry of Culture will undergo a restructuring operation as part of the creation of a financial management center. A decree published in the Official Journal on Wednesday, March 18, formalizes its establishment, under the authority of the ministry’s budgetary and accounting controller. As a note from the interministerial public transformation directorate dated 2022 reminds, the deployment of financial management centers aims to “modernize, integrate, and streamline the spending chain by consolidating in a single financial management center (CGF) the tasks performed by shared service centers located with the authorizing officer and billing services located with the public accountant.” The operation concerns the accounting quality office within the sub-direction of economic and financial affairs of the financial and general affairs department of the Ministry of Culture. Therefore, this restructuring “entitles, for each position and function concerned, to compensation and support mechanisms,” such as mobility support allowance, voluntary departure indemnity, complementary support indemnity, or “support for the development of their professional project and priority access to training actions.”
