Seminar I Strengthening Country Capacity to Manage for Development Results

1. 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

2. 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

3. Shifting paradigms in public management policies

4. 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

5. Step 1 - Building a vision • President Lula’s 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 Lula’s leadership in driving the political forces towards his vision

6. 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)

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. www.gestaopublica.gov.brhumberto.martins@planalto.gov.brhumberto.martins@planejamento.gov.brwww.gestaopublica.gov.brhumberto.martins@planalto.gov.brhumberto.martins@planejamento.gov.br