Résumés
Résumé
L’évaluation de l’imputabilité dans la gouvernance collaborative pour déceler d’éventuels déficits est l’une des questions les moins abordées dans la littérature. Dans la présente étude visant à mettre au jour l’état de l’imputabilité collaborative dans la fonction publique (FP) québécoise, une analyse de contenu des rapports du Vérificateur général du Québec (VGQ) à l’Assemblée nationale pour les années 1988 à 2022 a été effectuée à l’aide du modèle de Lee et Ospina (2022, p. 70). Trois résultats majeurs en sont ressortis. Le premier met en évidence une culture de gouvernance de la FP québécoise caractérisée par un faible recours aux récompenses et sanctions, et par un processus d’imputabilité très déficient en matière d’évaluation des performances et de communication et partage d’information. Le deuxième résultat révèle que, sous l’effet de la Loi sur l’administration publique (LAP) adoptée en 2000, la FP québécoise a présenté davantage de lacunes en matière de communication et de partage d’information aussi bien à l’interne qu’à l’endroit du Parlement, mais s’est montrée plus soucieuse de la performance. Le troisième résultat de notre analyse montre que la principale cause du manque de comptes rendus au Parlement réside dans la défaillance du système de rétroaction. Ces résultats ont été discutés en détail et les limites de l’étude, relevées.
Mots-clés :
- Gouvernance collaborative,
- déficit,
- évaluation d’imputabilité
Abstract
Assessing accountability in collaborative governance to identify potential deficits is one of the least discussed issues in the literature. In this study, which aims to bring to light the state of collaborative accountability in the Quebec public service (PS), a content analysis of the reports of the Auditor General of Quebec to the National Assembly from 1988 to 2022 was carried out, using the model of Lee and Ospina (2022, p. 70). Three major results were obtained. The first highlights a governance culture of the Quebec PS characterized by a low use of rewards and sanctions with an accountability process that is much lacking in terms of performance evaluation and communication and sharing of information. The second shows that the Quebec PS, under the effect of the Public Administration Act adopted in 2000, presented more lack of communication and information sharing both internally and with Parliament, but was more performance oriented. The third result from this analysis indicates that the lack of reporting to Parliament is much more related to the failure of the feedback system. These results were discussed and the limitations of the study, noted.
Keywords:
- collaborative governance,
- deficits,
- accountability assessment
Parties annexes
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