BSI Luxembourg ASBL
Château de Wiltz
Social Policy Specialist in charge of Governance & Decentralisation at UNICEF.
Supervisor: Bassirou Tidjani
The importance of governance in carrying out public actions: the case of the good governance programme in Senegal.
This research focuses on the importance of applying good governance practices in carrying out public actions.
The thesis revisits empirical approaches to governance modeling, in order to identify their contours and understand the origin of the gaps between the planned and actual trajectory in the implementation of the programme.
The fundamental question we have tried to answer is: what are the management determinants that reduce the gaps between the planned and actual trajectory of a programme?
To answer this question, we propose an exploratory research method, using the National Good Governance Programme as a case (Hlady Rispal 2002). We are interested in the programme's management system, which is approached through a three-level system. We analyse the programme management system from the point of view of governance and coordination mechanisms in order to identify the determinants necessary to reduce the gaps between the planned and actual trajectory of a programme (iterative results management). The effective participation of stakeholders in the decision-making process, the accountability of stakeholders in the exercise of their functions and transparency in programme design and implementation are the determinants for making effective a democratic management space necessary to ensure overall coherence in the delivery of results and to ensure better iterative management focused on programme results with a cross-cutting component.
Our research, which was carried out in an interpretative epistemological framework follows a methodological approach comprising two phases: i) an exploratory phase based on secondary data, documentary research (archives), participant and non-participant observation, and semidirective interviews with governance practitioners (Yin, 1991), to understand how the programme has worked or not worked so far; and ii) an investigative phase based on a questionnaire to identify and assess the main determinants of iterative results management (reducing trajectory gaps).
Based on a construction of the meaning of the word governance, we tried to understand the meanings that the actors attribute to their own actions. The latter were involved in governance through administrative implementation in the sense of Matland (1995) or even regulatory implementation, leading to a weakening of the steering and coordination system from the beginning of implementation. The steering and coordination system was based on a regulatory approach and the stakeholders (the components) were based on a constitutive approach. These different logics within a programme implementation have created contradictory tensions (conflict and ambiguity) leading to trajectory deviations caused by piloting problems.
Since management practices are strongly correlated with (i) satisfactory programme results, (ii) success in achieving programme objectives and (iii) success in terms of programme impact (Thomas/ Mullaly 2008). It is important to know in the implementation of the programme, the type of public policies to set up a steering and coordination system capable of carrying out its mission. Any strategy must correspond to a structure that can be implemented (Chandler, 1962, 1989). In addition, the production of intangible activities (advice, values and beliefs) in programme implementation are essential elements for ensuring virtuous and responsive governance to rapid environmental change (Pisano and Shuen 1997).
Transversal management seems better suited to globalize the contributions (resources and skills) of stakeholders through mutual adjustment within processes to create value (J.C Tararondeau, 2004). The steering and coordination system will be flexible, dynamic and will be a mix of three principles (Fairtlough, 2005) - hierarchy, heterarchy and responsible autonomy.
Keywords: Politics, Administration, Development, Programme, Reform, Governance, Stakeholders, Coordination, Participation.