A reforma do Estado, por que pode falhar

A conferência que está hoje a decorrer na Gulbenkian sobre a reforma do Estado - organizada e promovida pelo Banco de Portugal, Conselho de Finanças Públicas e a própria Gulbenkian - deu esta manhã algumas importantes razões para nos preocuparmos com os elevados riscos de fracasso das mudanças na adminitração pública.

O trabalho que merece ser lido de Christopher Pollitt, "What do we know about públic management reform? Concepts, models and some approximate guidelines" identifica 7 orientações básicas para uma mudança bem sucedida da administração pública, orientações essas que são inspiradas nos erros frequentes, que estiveram na base das reformas mal sucedidas. Eis quais são rapidamente e ainda em inglês as 7 regras construídas por Pollitt que são necessárias (mas podem mesmo assim não ser suficientes) para uma reforma bem sucedida do Estado:

1)     First, reforms should be based on detailed diagnosis, not just broad impressions.

2)     Second, management reform is not just a technical adjustment but rather, almost always, also a bureau‐political action, and it therefore requires a coalition of support. Ideally this support would usually include both senior politicians and at least some part of the civil service leadership.

3)     Third, reformers should assure themselves that the administration posesses the requisite set of skills to implement the new reform. Many types of reform require leadership skills.

4)     Fourth,it is important to try to give a reform the time it will need to come to fruition. This has several aspects. One is that a realistic timetable should be set out at the beginning – no promises of instant improvement.

5)     Fifth, maximize the use of both internal and external expertise and experience. The people who know most about your organization are usually in your organization.

6)     Sixth, try to assemble an accurate picture of the culture(s) of the organizations which are to undergo reform, and use this to stress points of compatibility with cultural norms, whilst also identifying likely points of cultural resistance.

7)     Seventh, be aware that reform can (however unintentionally) undermine existing strengths in the public service, and strive to minimize any such negative effects. For example, some kinds of reform can undermine trust between civil servants,or between civil servants and their political masters. If existing trust levels are good this would be a very high price to pay, since trust makes all sorts of actions easier (lower transaction costs).

Exercício que fica como sugestão: qual, ou quais dessas orientações estão a ser respeitadas em Portugal?