Abstract
This communication focus on an analysis of the contextual factors that facilitate or constrain collaborative processes in intersectoral multilevel governance. How is this collaboration built? What are the brakes and the levers for?
To answer these questions, we will rely on comparative research conducted between 2019 and 2021 of two initiatives in two regions of Quebec (Canada): a local care team set up in 2013 and a day-center opened in 2021. This case study between two initiatives invites us to take a look at distinct and local systems, both based on collaboration between health and social services, institutional and community services in the homelessness. To carry out this research, we conducted 18 semi-directed interviews and 85 hours of participant observations.
Within this communication, we will compare the intersectoral collaboration of the two initiatives by the initial conditions driven the emergence, the characteristics of the organization (internal complexity), and the characteristics of the environments (external complexity) to the organization. Finally, and directly related to these initial conditions of implementation and the context, governance structures and collaboration processes (formal and informal) will be analyzed to understand the current modalities and forms of collaboration within the team (Bryson, Crosby and Stone framework). In this way, we will therefore present the articulation between clinical, strategic and tactical levels that allows (or not) organized governance.
This communication is part of an extensive research program since December 2016 to develop a systemic understanding of integrated collaborative processes and local intersectoral initiatives with people experiencing homelessness.