Journal on Policy and Complex Systems
target is managers involved in implementing reforms within a pluralistic environment .
We use the example of HiAP in the Canadian province of Quebec to derive a deeper understanding of the permeation of an agenda , HiAP , in real settings within each sector of the administration . Starting in 2001 , all ministries were asked to carry out prospective evaluations of new projects and find alternative ways to mitigate negative effects and enhance positive ones ( MSSS , 2008 ). The Minister of Health in Quebec acts as a consultant or ( adviser ) for other sectorial ministries and can constrain all ministries to refer to the health minister . Many actors contribute : the Ministry of Health ( Ministère de la Santé et des Services sociaux ) supports and increases fellow ministries ’ awareness of HiAP ( through developing pamphlet layouts , supporting Health Impact Assessment analysis ( HIA ), etc .); the executive council office has a team to support ministries in general and HiAP in particular ; and a group of ministry representatives ( known as R54 ) distributes health information to the respective ministries , and university and affiliated long-term research partnerships to supply decision makers with evidence ( Smits , Préval , & Denis , 2016 ) ( see Table 1 ).
This article focuses on how a governmental agenda can percolate , during
Table 1 . Brief history of HiAP in Québec 2001 – 2012
2001 – ongoing :
• Adoption of article A54 within the policy of public health
• Strategy and actions related to implementing A54 ( network of respondents across ministries , development of analytic grids for partner ministries )
• Strategy and actions related to knowledge development and transfer ( publication of notes , scientific articles , etc .)
2008 – ongoing :
• Realization of HIA studies
• Follow-up and evaluation of the implementation of HiAP
2011 – ongoing :
• Reflections on horizontal dynamics for the administration ( integrated impact assessment , etc .)
68