Public performance and the challenge of local collective action strategies: Quebec’s experience with an Integrated Territorial Approach (notice n° 220602)
[ vue normale ]
| 000 -LEADER | |
|---|---|
| fixed length control field | 02191cam a2200157 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250112055908.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Divay, Gérard |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Public performance and the challenge of local collective action strategies: Quebec’s experience with an Integrated Territorial Approach |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2016.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 26 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Evaluating the performance of local environment activation strategies, set forth in many central policies, is an exercise fraught with challenges. Based on an analysis of 10 Integrated Territorial Approach initiatives, which were rolled out in Quebec’s fight against poverty, this article proposes a framework to better assess their various effects. These strategies are characterised by a partnership process and a collective focus. Performance occurs at micro-, meso- and macro-levels and is observable not only in the production of deliverables, but also on three other process dimensions, which are characteristic of such strategies: fostering the maintenance of local mobilisation drivers; improving the quality of locally productive elements; and learning strategic coherence. This understanding of collective performance takes public managers out of their comfort zone. Beyond having to develop collaborative skills, as is now well-documented in the literature, it leads them to develop an investor mindset and to become logisticians of the collective, not just efficient service providers.Points for practitionersPublic managers sometimes feel disadvantaged in local collective action strategies because their performance depends on the contribution of a number of partners whose actions are driven by logics that differ from theirs. By outlining the many possible facets of performance in local collaborative strategies, the statements made in this article could give them greater peace of mind, as well as point out the systemic stumbling blocks that they may face. |
| 786 0# - DATA SOURCE ENTRY | |
| Note | International Review of Administrative Sciences | 82 | 3 | 2016-09-19 | p. 501-517 | 0303-965X |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-international-review-of-administrative-sciences-2016-3-page-501?lang=en">https://shs.cairn.info/journal-international-review-of-administrative-sciences-2016-3-page-501?lang=en</a> |
Pas d'exemplaire disponible.
Réseaux sociaux