Public performance and the challenge of local collective action strategies: Quebec’s experience with an Integrated Territorial Approach

Abstract

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.

Transforming the master of public administration education for a changing world of work: A personal account of a South African case

“…This category of functions is also founded on what Rousseau (1762: 221, 223) referred to as providing “for the public wants” such as the “management of the exchequer, … the expenses of public administration” and “the maintenance of the Magistrates and other Officials”. These enabling and facilitative functions include new, comprehensive and improved policies and strategies (Constantin et al, 2018; Divay, 2015; Myrberg, 2017), coordination and alignment of programmes aiming to protect and enhance (Hellevik, 2012) and the improvement of accounting comparability (Brusca and Martínez, 2016). Within the context of Africa, public administration managers have to deal with challenges such as the procurement of service providers for social grant payments (Sambo, 2021), cooperative financial governance (Krishnan and Subban, 2021), sustained poor audit outcomes (Wessels et al, 2021a, 2021b), the implementation of employment equity policies (Wessels and Naidoo, 2021a) and risk management (Nundkumar and Subban, 2021).…”

Challenges to inform the curricula of Master of Public Administration programmes

“…In addition to its obligation to protect, the state is also obliged to make life good for society through its promotive functions (Loxton, 1994: 98). The analysis of the selected material revealed the following examples of government tasks within this category: Various multi-country HIV/Aids programmes and retroviral treatment services (Hellevik, 2012: 555–556); Interventions aimed at stimulating the economy, social and cultural development (Divay, 2015: 2); The ‘settlement and introduction of newcomers’ (Myrberg, 2017: 2); Residential and housing arrangements (Myrberg, 2017: 9); and The provision of water and other direct services to citizens (Audette-Chapdelaine, 2016: 3). …”

“…A third category of the attribute ‘task’ relates to those enabling and facilitative functions making it possible for government to execute its protective and promotive functions. The analysis of the selected material revealed the following examples of enabling and facilitative tasks performed by governments and their officials: Improved or new policies to clarify relationships between different spheres and interests of government (Myrberg, 2017); Coordination, vertical internal coordination, vertical external coordination, horizontal internal coordination, alignment and harmonisation of programmes, and multi-sectoral coordination (Hellevik, 2012); The adoption and refining of accounting standards in order to improve accounting comparability (Brusca and Martínez, 2016); The designing of clear and comprehensive strategies and policies to optimise the use of resources (Constantin et al, 2018: 2–9); and Constant evaluation and improvement of strategies and policies (Divay, 2015). …”

“…Various multi-country HIV/Aids programmes and retroviral treatment services (Hellevik, 2012: 555-556); Interventions aimed at stimulating the economy, social and cultural development (Divay, 2015: 2); The 'settlement and introduction of newcomers' (Myrberg, 2017: 2); Residential and housing arrangements (Myrberg, 2017: 9); and The provision of water and other direct services to citizens (Audette-Chapdelaine, 2016: 3).…”