Program Awareness,Administrative Burden,and Non-Take-Up of Québec’s Supplement to the Work Premium

ABSTRACT

Program take-up is a necessary condition for program effectiveness. Yet, non-take-up is a significant challenge for many social programs, including Québec’s Supplement to the Work Premium (SWP), a refundable tax credit targeted toward long-term welfare clients. Based on interviews with 21 public actors and 46 program participants and nonparticipants, this study explains how low program awareness, the low value of the benefit and the significant administrative burden borne by potential and actual participants contribute to the non-take-up of the SWP in this sample. Moreover, four policy implications and recommendations that can inform the design, implementation, and evaluation of social programs, are derived from this study.     

L’adoption et le suivi de la performance d’une mesure interministérielle : Le cas du Supplément à la prime au travail

Horizontal management raises significant challenges, particularly when assessing the performance of public programs. This case study focuses on Quebec’s Supplement to the Work Premium (SWP), a social and fiscal cross-ministerial measure, which was never subjected to any performance assessment since its introduction in 2008. We report on findings from interviews with public servants and attempt to explain how the SWP became a social and fiscal measure managed by three public organizations (ministère des Finances du Québec, Revenu Québec and the ministère du Travail, de l’Emploi et de la Solidarité sociale). Then, we analyze the implementation and performance evaluation of the measure. We argue there is a disjuncture between official and informal responsibilities when assessing the SWP and between the interests of the organizations involved in the assessment.     

Liberal “chefs de cabinets ministeriels” in Quebec: keeping politics in policy-making

Abstract: During the Parti Québécois tenure of office, relations between chiefs of staff and senior officials were frequently characterized by conflict. By contrast, current Liberal chiefs of staff have managed to establish harmonious relations with senior officials. These different relations are explained by comparing the social origins, career paths and ideological inclinations of Péquiste chiefs of staff with those of their Liberal successors. The social origins of the two groups are of little significance in explaining their different relations with senior officials. However, the para-public service experiences of Péquiste chiefs of staff and their interventionist-oriented ideological inclinations largely account for the tension and conflict which tended to characterize their relations with senior officials. The public service experiences and non-interventionist predispositions of Liberal chiefs of staff have largely been responsible for their co-operative relations with senior officials. In the final analysis, the professional experiences and ideological inclinations of Liberal chiefs of staff have enabled them to acquire a clear understanding of the functions of their office. Moreover, these experiences and inclinations have shaped their determination to separate the political from the technical aspects of policy-making in order to maintain harmonious relations and to enhance their ministers' control over the politics of policy-making. Sommaire: Pendant le mandat du Parti québécois, les directeurs de cabinet et les hauts fonctionnaires ont souvent entretenus des relations conflictuelles. En revanche, sous le gouvernenient libéral actuel, les directeurs de cabinet ont réussi à nouer des rapports harmonieux avec les hauts fonctionnaires. Cette différence s'explique en comparant l'origine sociale, la carrière et l'orientation idéologique des directeurs de cabinet péquistes à ceux de leurs successeurs libéraux. Les origines sociales des deux groupes ne constituent pas un facteur d'explication important. En revanche, les activités parapubliques des directeurs de cabinet péquistes et leur tendance à préconiser une politique d'intervention ont joué un rôle-clé dans les relations tendues et conflictuelles qu'ils avaient avec les hauts fonctionnaires. Les directeurs de cabinet libéraux, au contraire, ayant travaillé dans le secteur public et favorisant une politique non interventionniste, ont des relations marquées par la collaboration avec les hauts fonctionnaires. Finalement, l'auteur de l'article explique que les expériences professionnelles et les orientations idéologiques des directeurs de cabinet libéraux ont permis à ces derniers de bien comprendre leurs fonctions. De plus, ces expériences et ces orientations les ont poussés à séparer les aspets politiques des aspects techniques lorsqu'il s'agit de prendre des décisions de façon à maintenir de bonnes relations et à accroître le contrôle qu'exercent leurs ministres sur les aspets politiques de la prise de décisions.