Seminar I Strengthening Country Capacity to Manage for Development Results

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Seminar IStrengthening Country Capacity to
Manage for Development Results
Public Management for Development - the Brazilian
Experience
Humberto F. Martins Public Management
Secretary Presidency of the Republic of Brazil
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Some underlying conditions and requirements for
development capacity

• Institutional critical mass state
  meta-institutions, markets and civil society
• Macroeconomic stability
• Democratic political leadership
• Strategic visioning
• Active states and development oriented public
  management policies

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Shifting paradigms in public management policies
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State strengthening

• The inequality plague the danger of social
  fragmentation
• Weak and incomplete states spoils, gaps and low
  performance
• Increasing overall social capacity emerging
  markets and civil society
• Increasing public institutions capacity to
  achieve development results

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Step 1 - Building a vision

• President Lulas vision
• build a country in which every Brazilian can have
  at least one meal a day
• build a nation partnered with other developing
  countries to form a new global order
• President Lulas leadership in driving the
  political forces towards his vision

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Step 2 - Building consensus towards
a socially inclusive development
model

• Growth, employment and no hunger as major goals
• The Social and Economic Development Council as a
  key consensus building instance (82 Civil society
  representatives from throughout the country)

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Step 3 Setting targets
reinventing public planning

• The new PPA and the programmatic agenda a
  portfolio of 374 government programs
• The social, economic, environmental, regional and
  cultural dimensions of development
• The Regional Consensus Building initiative
  extensive hearing of 2,900 NGOs and 4,900 actors
• An integrative implementation monitored and
  assessed

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Step 4 Mobilizing and engaging
the key implementation actors

• The Public Management Chamber a deliberative
  committee of Ministers
• The Public Management Network managers and
  public officials accountable for results
• Formation of internal consultants teams
• Formation of external consultants teams
• The Advisory Committee civil society
  participation
• The public management portal as a major
  integration tool

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Step 5 - Building consensus on
problems and assessing capacity
to achieve results

• The Self-diagnosis approach
• Opinion and attitude surveys
• Policy focus groups
• Assessment of organizational capacity to achieve
  PPA results
• Definition of organizations to be given
  assistance priority
• Blue paper
• problems and limitations affecting the whole
  public sector

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Step 6a Promoting
organizational fitness

• Assist selected organizations in designing and
  implementing institutional development plans to
• Align strategies to PPA programs and identified
  demands
• Define performance indicators
• Redesign structures to fit new strategies
• Revise work processes to focus on clients and
  improve efficiency
• Restaff and improve competence
• Redesign information and knowledge systems

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Step 6b Enhancing performance
of central administrative
systems and regulations

• The National Conference on Public Management
• diagnosis on procurement, human resources,
  budget, IT/E-Gov, accountability, systems etc.
• White paper (Public Management Plan)
  modernization and deregulation agenda

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Step 6c - Setting up a permanent
monitoring and evaluation system

• Action plans
• Performance indicators
• Monitoring and Evaluation teams and committees
• Database feeding
• Contractual arrangements and incentives

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Critical success factors

• Capacity of the central modernization agency to
  manage a comprehensive process involving hundreds
  of actors in a broad range of events
• Good methodology for institutional diagnosis and
  setting performance indicators
• Government centrality and good strategies to deal
  with
• resistance of public managers to be evaluated
• resistance of central administrative units to
  modernize central processes and regulations
  (procurement, HR, budgeting, IT etc.)
• Good monitoring and evaluation system
• Pragmatic approach to deal with limited consensus
  on certain complex problems in certain sectors or
  organizations
• Capacity to assist and evaluate institutional
  development processes in multiple organizations

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www.gestaopublica.gov.brhumberto.martins_at_planalt
o.gov.br humberto.martins_at_planejamento.gov.br