The impact of the managerial reform in Portugal: What’s next? (David Ferraz)

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The impact of the managerial reform in Portugal: What’s next? David Ferraz …

The impact of the managerial reform in Portugal: What’s next? David Ferraz

managerial reform, Portugal, citizenship, participation, David Ferraz, Participação pública, cidadania activa, reforma da administração pública,

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  • 1. David Ferraz [email_address] National Institute of Public Administration, Portugal www.ina.pt Public Administration Theory Network (PAT-Net) 23 rd  Annual Conference Alternative Ways of Thinking about Democratic Public Administration & Policy May 20-23, 2010 Omaha, Nebraska, USA The impact of the managerial reform in Portugal: What’s next?
  • 2. Population ~10. 536. 000 Active population ~5. 523. 000 13% work in PA Some facts about Portugal
  • 3. France Administrative code: Principes d’Administration Publique Charles-Jean Bonnin (1812) Emperor Napoleon Bonaparte
    • Portugal
    • French invasions (1807-1814)
    • Influenced the portuguese administration
    • Portuguese administrative code: 1820
    Stillman, 1997 Top-down (Law) Bottom-up (Administrative science) Differences between USA and EU The Napoleonic model
  • 4.
    • Characteristics of the traditional Napoleonic model of administration
    • Unitarian state
    • Centralized political administrative power with high levels of politicization in administration
    • Tripartite model of state, with separation of Legislative, Executive and Judicial powers
    • Prevalence of legalism, instead of management
    • Career based systems
    Wunder, 1995; Stillman, 1997; Rocha, 2005; Peters, 2008; Corte-Real 2008; Ferraz, 2008 C h a n g i n g From the Napoleonic Model to the NPM Model
  • 5.
    • The need of a reform (14 th working group - 1968-1973):
    • Rigid, paralyzed and highly centralized structures, indifferent to the context;
    • Repetitive practices and outdated methods;
    • Lack of new technologies (technologies of that time);
    • Indifference to citizens’ needs (closed administration with internal emphasis);
    • Civil servants were unmotivated and poorly trained.
    Portuguese Public Administration reforms 2002-2009: The impact of the managerial reform in Portugal: What’s next?
  • 6. Actual situation Desirable situation Reform Efficiency Quality Cost reductions Increase quality on public services provision PA reforms in Portugal
  • 7. State reorganization (structure) Human Resources Resources Management
    • NPM reforms (Pollit and Bouckaert, 2004; Corte-Real, 2008):
    • NPM marketers - first group of countries (Anglo-Saxon countries)
    • Neo-Weberian State (Continental European modernizers group)
    • (Pollit and Bouckaert, 2004; Corte-Real, 2008)
    The third generation of reforms on the Portuguese Public Administration (2002-2009)
    • Public Administration reorganization
    • PRACE: missions and attributions review
    • Law n.º 3/2004  / Law n.º 4/2004
    • Centralized resources management and
    • e-procurement
    • New contracting regime
    • Career, employment and remuneration statute (1700 careers  3)
    • Performance appraisal system
    •   New civil servants contract Law n.º 12-A/2008 ; Law n.º 59/2008
    • New disciplinary statute
    • New retirement statute Law n.º 52/2007 / Law n.º 11/2008
  • 8. What were the impacts of those reforms?
  • 9. What were the impacts of those reforms?
  • 10. Impact on the napoleonic model: The impact in the Napoleonic model of administration Unitarian state The Portuguese Constitution (expressly says that PT is an Unitarian state) Tripartite model of state with separation of Legislative, Executive and Judicial powers (Rocha, 2005) Political administrative power centralized With high levels of politicization in administration, with high levels of politicization of senior civil service. Political functions not being separated from the administrative ones (Rocha 2001, Ferraz, 2008) Prevalence of legalism, instead of management Adoption of managerial reforms and instruments (Stillman, 1997; Rocha, 2005) Career based systems Shifted from career based systems to position and contractual based systems ( Rocha, 2005)
  • 11.
      • Carta ibero-americana de cidadania participativa
      • “ A minha Rua” (My street project)
      • Participative budgets
    Challenges What are the future main challenges? 1) Consolidation of the previous reforms 2) Deep democracies: Participation Active citizenship
  • 12. Challenges 1) Consolidation of the previous reforms
  • 13. Senior Civil Servants and Managers Political Nominated Challenges 1) Consolidation of the previous reforms At what extend this can affect impartiality, neutrality and the prosecution of public interest? What kind of mechanisms can we have to control political influence in PA in a context of politicized administration with flexible individual contracts?
  • 14. Challenges 2) Deep democracies ( Participation ; Active citizenship)
  • 15. Thank you [email_address]