L’émergence Du Gestionnaire Stratège Local

One of the problems inherent to management within today’s devolved public authorities is the far-reaching change in their modes of action ( Divay and Mazouz, 2008 ). We observe in particular an ever-greater integration of cultural policies and actions in their strategies, prompted by the territories’ desire to secure their sustainable attractiveness. To achieve this strategic objective, an increasing number of territories are opting for the organization of events, particularly cultural, that are considered to be medium-term goals. This ambition to become a festive city boasting a rich programme of events marks a change in territorial management that is moving more and more towards project management and at the same time raises questions about the definition of the strategy around the event and its implementation within the organization and within the territory. The case of the ‘Picasso-Aix 2009’ season makes it possible here, through a unique and exemplary case study, to consider the managerial conditions that make it possible to maximize the potential of the cultural event as a means of leveraging the sustainable attractiveness of the territory. Points for practitioners This research highlights the risks of an ‘eventization’ of culture and territories and raises questions about the methods used to manage a cultural event at the intercommunal level (elements relating to the territorial strategy) that is produced under the direct control of the intercommunal departments (elements relating to internal management methods). More than a monograph to shed light on the issue, this article proposes a toolkit of generic key success factors on which practitioners can draw to build their portfolio of cultural events at territorial level and touches on strategic development as well as project management and stakeholders.

Section: Designing and Implementing A Cultural Event: From The Organization To The Territorysupporting

confidence: 89%

Section: Designing and Implementing A Cultural Event: From The Organization To The Territorymentioning

confidence: 99%

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Direct control of cultural events as a means of leveraging the sustainable attractiveness of the territory? Analysis of the managerial conditions for success

Soldo

Arnaud

Keramidas

2013

“…The new configurations of public action mark the emergence of the territory as a collective player endowed with specific organizational and decision-making instruments. Indeed, the contemporary evolution of public action processes emphasizes the transition from ‘a configuration of organizational production to a function of collective production’ (Divay and Mazouz, 2008: 333). In its vertical dimension, in France, decentralization set the framework for the autonomy and accountability of local authorities since the Law of 2 March 1982 (the so-called Deferre Law) until the NOTRe, 9 Act III of the decentralization law dating from 2015.…”

Section: Leadership and Territory: The Issues And Conditions Of Integrationmentioning

confidence: 99%

Towards territorial leadership: missions and roles of territorial public organizations (TPO)

Arnaud¹,

Soldo²

2017

This research, conducted from the point of view of management sciences, is based on a hybrid exploratory approach. In view of the experience of the territory of the Pays d’Aix in carrying out a territory project – the development and structuring of a local contemporary music sector – an integrative model of territorial leadership is proposed here. This is hinged around three dimensions (being at the service of the territorial stakeholders, being a local transformer, being a collaborative leader) that are interdependent, making it possible to question the roles and missions of public organizations in the implementation of territory projects. Points for practitioners The goal of this research is to question the capacity of a territorial authority to seize leadership in its territory of action. The theoretical construction carried out as well as its managerial implications are aimed at both local elected officials and territorial managers. Indirectly, they can also be of interest to the various territorial stakeholders who will see them as key elements for the understanding of territorial authorities. Territorial leadership is a process that is built around different, interdependent dimensions and is based on territory projects.

Sensemaking and the political–administrative interface: the challenges of strategically steering and managing a local public service

Audette-Chapdelaine

2016

Our study focuses on the relationship between elected officials and managers in the context of local services management. We analyse the political–administrative interface using Weick’s theory of sensemaking. Our research, based on the case of water services management in Montreal, shows that the loss of expertise in the public sector, coupled with a lack of political vision, leads to a mismatch between the actions envisaged by the managers and the resources available. The organizational purpose needs to be politically defined in order to achieve a reciprocal influence in policy making. This collaboration, or complementarity of politics and administration, allows shared sensemaking that is essential both to a management diagnosis in line with the organizational mission and to strategic decision-making which takes into account the civil servants’ recommendations. Points for practitioners Some urban infrastructures, such as water infrastructure, are neither easily visible nor accessible. Thus, there is sometimes a wide gap between managers’ interpretation of the situation and that of the citizens and elected officials. This is a challenge for the development of common sensemaking. Elected officials must be able to count on a competent civil service that provides them with reliable information, enabling them to make trade-offs with all the relevant facts at hand. It is also in the public interest that elected officials maintain strategic control of the water activity in order for public action to efficiently contribute to the political vision.