{"id":1061,"date":"2023-03-22T16:04:37","date_gmt":"2023-03-22T16:04:37","guid":{"rendered":"https:\/\/ioctoolkit.we-test.ch\/case-study\/coordination-of-stakeholders-for-the-2010-vancouver-olympics-winter-games\/"},"modified":"2023-05-18T08:57:05","modified_gmt":"2023-05-18T08:57:05","slug":"coordination-of-stakeholders-for-the-2010-vancouver-olympics-winter-games","status":"publish","type":"case-study","link":"https:\/\/ioctoolkit.we-test.ch\/fr\/case-study\/coordination-of-stakeholders-for-the-2010-vancouver-olympics-winter-games\/","title":{"rendered":"Coordination des parties prenantes pour les Jeux Olympiques d&rsquo;hiver de 2010 a Vancouver"},"content":{"rendered":"\n<p>Comment un vaste r\u00e9seau de plus de 600 acteurs a-t-il r\u00e9ussi \u00e0 s&rsquo;organiser pour servir un m\u00e9gaprojet domin\u00e9 par trois niveaux de gouvernement ? Comment les trois niveaux de gouvernement au Canada (f\u00e9d\u00e9ral, provincial et municipal) ont-ils \u00e9tabli un r\u00e9seau pour coordonner les efforts en vue d&rsquo;accueillir les Jeux Olympiques d&rsquo;hiver de 2010 \u00e0 Vancouver ?<\/p>\n\n\n\n<p>Afin d&rsquo;identifier les facteurs favorisant une coordination efficace, des universitaires ont \u00e9tudi\u00e9 le r\u00e9seau cr\u00e9\u00e9 pour les Jeux Olympiques d&rsquo;hiver de 2010 \u00e0 Vancouver, en Colombie-Britannique. Cr\u00e9\u00e9 le 30 septembre 2003, le Comit\u00e9 d&rsquo;organisation des Jeux Olympiques et Paralympiques d&rsquo;hiver de 2010 \u00e0 Vancouver (COVAN) comptait huit divisions principales travaillant \u00e0 l&rsquo;organisation des Jeux. Il a \u00e9t\u00e9 dissous le 31 d\u00e9cembre 2010.&nbsp;<\/p>\n\n\n\n<p>Le COVAN ne disposait que de sept ans pour pr\u00e9parer les Jeux. Il a donc d\u00fb faire appel \u00e0 diverses parties prenantes. Quatre gouvernements ont aid\u00e9 le COVAN : le gouvernement f\u00e9d\u00e9ral canadien, le gouvernement provincial de la Colombie-Britannique et les gouvernements municipaux de Vancouver (h\u00f4te des sports urbains) et de Whistler (h\u00f4te des sports de montagne). Avant que le CIO ne l&rsquo;exige comme bonne pratique, les gouvernements ont sign\u00e9 un accord multipartite (AMP) avec le COVAN pour d\u00e9finir les responsabilit\u00e9s de chaque partenaire.<\/p>\n\n\n\n<p>Chacun des quatre gouvernements a cr\u00e9\u00e9 un secr\u00e9tariat ou un bureau des Jeux pour coordonner leurs d\u00e9partements respectifs. Une structure de gouvernance intergouvernementale et interpartenariale (incluant d&rsquo;autres partenaires des Jeux) a \u00e9galement \u00e9t\u00e9 cr\u00e9\u00e9e via la mise en place de divers comit\u00e9s.&nbsp;<\/p>\n\n\n\n<p>Les recherches men\u00e9es et la comparaison avec l&rsquo;organisation institutionnelle des Jeux Olympiques et Paralympiques de Londres 2012 ont permis de d\u00e9gager neuf th\u00e8mes de gouvernance n\u00e9cessaires \u00e0 la mise en place d&rsquo;un r\u00e9seau efficace de parties prenantes :<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>M\u00e9canismes de coordination<\/strong> : les m\u00e9canismes et cadres de coordination sont importants et doivent \u00eatre mis en place pendant la phase d&rsquo;appel d&rsquo;offres.\u00a0\u00a0<\/li>\n\n\n\n<li><strong>Engagement interne, dynamisme et motivation<\/strong> : Le succ\u00e8s des relations cr\u00e9\u00e9es par les m\u00e9canismes de coordination d\u00e9pendait en grande partie des personnes repr\u00e9sentant les organisations.<\/li>\n\n\n\n<li><strong>Transparence externe<\/strong> : la transparence a \u00e9t\u00e9 utilis\u00e9e comme un processus externe pour obtenir le soutien du grand public et des m\u00e9dias, et pour contribuer au degr\u00e9 d&rsquo;engagement de ces parties prenantes.<\/li>\n\n\n\n<li><strong>Formalisation<\/strong> : pour r\u00e9ussir, le r\u00e9seau devait formaliser les relations et les responsabilit\u00e9s.<\/li>\n\n\n\n<li><strong>\u00c9quilibrer l&rsquo;autonomie et l&rsquo;interd\u00e9pendance <\/strong>: si les d\u00e9partements et les gouvernements sont techniquement autonomes, ils sont interd\u00e9pendants dans le cadre de ces m\u00e9gaprojets limit\u00e9s dans le temps.<\/li>\n\n\n\n<li><strong>Colocalisation<\/strong> : la colocalisation ou la proximit\u00e9 physique dans un m\u00eame b\u00e2timent a \u00e9t\u00e9 identifi\u00e9e non seulement pour les Jeux de Vancouver 2010, mais aussi pour ceux de Londres.<\/li>\n\n\n\n<li><strong>Exercices de pr\u00e9paration <\/strong>: pour s&rsquo;assurer que les m\u00e9canismes de coordination, les lignes de communication et les responsabilit\u00e9s des acteurs sont pr\u00eats, des exercices de pr\u00e9paration ou des \u00e9v\u00e9nements tests ont \u00e9t\u00e9 organis\u00e9s.<\/li>\n\n\n\n<li><strong>Alignement politique <\/strong>: l&rsquo;alignement politique, la continuit\u00e9 ou l&rsquo;unit\u00e9 ont contribu\u00e9 \u00e0 soutenir l&rsquo;objectif global du r\u00e9seau, garantissant ainsi un processus plus efficace et plus efficient.<\/li>\n\n\n\n<li><strong>Le temps <\/strong>: l&rsquo;\u00e9ch\u00e9ance immuable de la c\u00e9r\u00e9monie d&rsquo;ouverture des Jeux a permis de cr\u00e9er une dynamique et de pousser les acteurs \u00e0 travailler ensemble vers un objectif commun.<\/li>\n<\/ul>\n\n\n\n<p class=\"has-xs-font-size\">Source: Adapt\u00e9 de (Parent, Rouillard et Chappelet, 2018<sub>[17]<\/sub>)<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Comment un vaste r\u00e9seau de plus de 600 acteurs a-t-il r\u00e9ussi \u00e0 s&rsquo;organiser pour servir un m\u00e9gaprojet domin\u00e9 par trois niveaux de gouvernement ? Comment les trois niveaux de gouvernement au Canada (f\u00e9d\u00e9ral, provincial et municipal) ont-ils \u00e9tabli un r\u00e9seau pour coordonner les efforts en vue d&rsquo;accueillir les Jeux Olympiques d&rsquo;hiver de 2010 \u00e0 Vancouver [&hellip;]<\/p>\n","protected":false},"featured_media":343,"template":"","meta":{"_acf_changed":false,"inline_featured_image":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_links_to":"","_links_to_target":""},"cluster":[51],"country":[58],"infrastructure":[62],"olympic":[64],"service":[66],"class_list":{"0":"post-1061","1":"case-study","2":"type-case-study","3":"status-publish","4":"has-post-thumbnail","6":"cluster-structure-institutionnelle-et-gestion-organisationnelle","7":"country-amerique-du-nord","8":"infrastructure-oui","9":"olympic-oui","10":"service-oui","11":"entry"},"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Coordination des parties prenantes pour les Jeux Olympiques d&#039;hiver de 2010 a Vancouver - OECD - IOC Toolkit<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/ioctoolkit.we-test.ch\/fr\/case-study\/coordination-of-stakeholders-for-the-2010-vancouver-olympics-winter-games\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Coordination des parties prenantes pour les Jeux Olympiques d&#039;hiver de 2010 a Vancouver - OECD - IOC Toolkit\" \/>\n<meta property=\"og:description\" content=\"Comment un vaste r\u00e9seau de plus de 600 acteurs a-t-il r\u00e9ussi \u00e0 s&rsquo;organiser pour servir un m\u00e9gaprojet domin\u00e9 par trois niveaux de gouvernement ? 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