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1 RESULT-BASED MANAGEMENT IN CEARA

2 RBM IN CEARÁ  Why?  How?  What for?  To whom?  Where?  What have we done?  What do we need to do?

3 Why? A poor state The State has no other choice than to use public resources efficiently A tight budget constraint

4 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).

5 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.

6 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

7 How?  Try to engage the secretariats in the process, showing that RBM represents opportunities and not a threat.  Be PP  Patient and Persistent

8 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

9 To whom?  To the poor.  To public employees that are able to generate outcomes. RBM is an instrument to compensate for good performance.

10 Where?  RBM must be implemented in every public institution, with no exceptions.

11 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

12 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.

13 Case 2: SDE EIXO 1 1. Crescimento econômico; 2. Inserção internacional.

14 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.

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