Presentation on theme: "Www.ipece.ce.gov.br RESULT-BASED MANAGEMENT IN CEARA."— Presentation transcript:
RESULT-BASED MANAGEMENT IN CEARA
RBM IN CEARÁ Why? How? What for? To whom? Where? What have we done? What do we need to do?
Why? A poor state The State has no other choice than to use public resources efficiently A tight budget constraint
Why? We cannot afford to finance just processes and outputs, we need results. In Brazil, soccer is a good example of Result- Based Management (RBM).
How? A clear commitment from the top: Governor. Use tested experiences as models to be followed. Start simple and internally with a small group of state officials. Do not buy consultants’ “black boxes”. If you don´t know how to drive a Ferrari, then it’s better to start with a Corolla.
How? Consider the State’s economic and institutional frameworks, specially the level of training and commitment of its employees. Use a mixed implementation strategy: Top Down Government outcomes Bottom Up Sectors’ outcomes and outputs
How? Try to engage the secretariats in the process, showing that RBM represents opportunities and not a threat. Be PP Patient and Persistent
What for? To allow for the Monitoring and Evaluation - M&E - of Government programs and policies To justify the role of the Government in society To promote the integration of Government programs
To whom? To the poor. To public employees that are able to generate outcomes. RBM is an instrument to compensate for good performance.
Where? RBM must be implemented in every public institution, with no exceptions.
What have we done? Promoted workshops to transmit the basic RBM concept; Defined indicators’ tables for each secretariat; A short course about the RBM logic framework was given to groups of Government officials. Developed an institucional framework to support RBM: COGERF
Case 1: SETUR EIXO 1 1. Crescimento econômico; 2. Inserção internacional; 3. Geração de emprego de qualidade; 4. Infra-estrutura competitiva. EIXO 3 1. Inclusão social territorialmen- te equilibrada.
What do we need to do? Incorporate the indicators’ tables into the budget process; Set a monitoring system based on the indicators’ table “score card” Define a calendar for program evaluation: Soft evaluation logic framework evaluation. Hard evaluation impact evaluation. Demand annual Performance Reports from the secretariats; Design a public employee salary system based on performance in order to consolidate the RBM culture.