Horizontalité et gouvernance décentralisée: les conditions de collaboration dans le contexte de l'action communautaire

Sommaire: Cet article s'interroge sur les formes de gouvernance qui caractérisent le secteur communautaire en s'appuyant sur l'étude de deux cas de partenariats locaux initiés par l'organisme Québec en forme (QEF) dans les régions de l'Outaouais et de la Mauricie. La participation croissante des organismes communautaires à la prestation des services publics met en relief l'importance de la collaboration et du partenariat interorganisationnels dans le cadre d'une gouvernance plus horizontale. L'article présente certaines difficultés posées par la construction d'une telle gouvernance dans le secteur communautaire. Le poids des structures de pouvoir traditionnelles, de même que les innovations proposées dans la littérature sur la gouvernance et l'horizontalité (élargissement des partenariats, développement de nouveaux objectifs partagés, etc.), ont beaucoup de difficultéà prendre assise dans la pratique communautaire. Abstract: This article examines the forms of governance that characterize the community sector, referring to two case studies of local partnerships initiated by the group “Québec en forme” (QEF) in the Outaouais and Mauricie regions. The increasing participation of community organizations in the delivery of public services highlights the importance of cross‐jurisdictional cooperation and partnerships within the framework of a more horizontal governance. The article presents some of the challenges surrounding governance construction in the community sector. The weight of traditional power structures, as well as the innovations proposed in the literature on governance and the implementation of a horizontal approach (securing broader partnerships, developing new shared objectives, etc.), are not easily adopted in community practice.     

When Is Justice Fair? An Integrated Approach to the Outcome Versus Procedure Debate

Defendants'perceptions of the fairness of their criminal processing outcomes have been the stated concern of some criminal justice reformers. Past research has suggested that these perceptions are influenced by characteristics of the outcome received as well as by characteristics of the process through which the outcome is imposed. This analysis tests a theoretical path model of perceived outcome fairness, which examines the relative influence of both outcome and process characteristics, using survey data collected from 619 prison inmates incarcerated in Minnesota and Illinois. The results indicate that factors related to both outcome and process significantly influence sample inmates'perceptions of their criminal justice processing outcomes and together explain a substantial portion of the total variance. However, two process-related characteristics are found to be the most powerful predictors of perceived outcome fairness. Inmates'perceptions that they are fairly treated by their lawyer, judge, and prosecutor are the strongest correlates of perceived outcome fairness, followed by the mode of disposition through which their outcomes are imposed; inmates who plea bargain are more likely than those who go to trial to perceive their outcome as fair.     

Leading and learning? Knowledge transfer in the Beacon Council Scheme

This paper examines the Beacon Council Scheme as a distinct policy element within the UK government's wide–ranging local government modernization agenda. The aim of the Beacon scheme is two–fold. First, reward for high performing councils and second, the achievement of substantial change by sharing 'best practice' from identified centres of excellence. The scheme presupposes an implicit theory of organizational change through learning. The Beacon Council Scheme is based on the assumption that the organizational preconditions exist which will facilitate learning, and through its application to practice, improve service delivery. The paper analyses the presumed and possible conditions which facilitate or impede interorganizational learning and service improvement through the scheme. The paper then examines empirical data from 59 local authority elected members and officers about their attitudes towards and motivation to take part in the Beacon scheme during the first year of its existence. The data indicate that there are differing motivations for participation in the scheme and that these reflect different learning needs. The experiences of local authority participants suggest that the formulators of the dissemination strategy at the heart of the scheme have not yet given sufficient consideration to the processes of interorganizational learning, the conditions that support such learning between authorities and the embedding of new understandings, practices and organizational cultures in the receiving authority. This suggests that the underlying theories of organizational learning and cultural change may be insufficiently developed to create and sustain the kind of transformational change that is intended by central government.     

Navigating the currents of change

The river twisted and shrank above the beaver ponds. It neared a mountain. It was small and quiet here, full of snake-bends, oxbows and small cutthroat trout. It entered a grove of virgin Sitka spruce, and the hoof cut-trail entered in beside it. … The grove was like a vast lodge, barked pillars rising to a high mosaic of green and black and sky. A watery light filtered down, as if through stained glass. In the center of the lodge was a hollow, bordered by sword ferns and fallen logs. In the bottom of the hollow was a broad, rocky bowl eerily paved with mosshaired, head-sized stones. Among the stones was a quiet spring. And from the spring brimmed the water, old and clean and untiring. I had reached the source of the Tamanawis.