1° Clase Gestión de Políticas Públicas II 2026

Introduction to Public Management and Value Creation

Overview of Session Topics

• The session begins with an introduction to public management concepts, particularly focusing on the idea of public value.

• Key themes include modernization in public management and its connection to results-oriented management.

• Discussion will cover new public management as a framework for results-based strategies and methodologies.

Deep Dive into Public Value

• The session aims to deepen understanding of the fundamental components of public value, revisiting previous discussions from public policy management.

• Participants will engage in practical exercises related to the application of the public value chain.

Results-Based Management Framework

Five Pillars of Results-Based Management

• The discussion will explore five key pillars essential for effective results-based management: planning, budgeting, program/project management, monitoring, and evaluation.

Planning for Results

• Focus on three types of planning: operational, strategic, and participatory approaches within results-oriented frameworks.

Budgeting Insights

• Analysis will differentiate between action-oriented budgets versus result-oriented budgets; highlighting current provincial budget practices that lean towards action rather than outcomes.

Financial Management and Control Systems

• Examination of financial management systems including provincial control mechanisms such as general audits and oversight bodies.

Program Management Tools

Introduction to Change Theory

• A significant tool discussed is the theory of change which aids in project planning; participants will practice using this methodology through exercises.

Monitoring and Evaluation Systems

• Emphasis on developing indicators for performance measurement—both efficiency indicators and outcome indicators—will be revisited from prior sessions on public management fundamentals.

Self-Diagnosis Tools for Institutions

Internal Assessment Methodologies

• Presentation of tools designed for self-assessment within institutions aimed at evaluating their contribution to generating public value; based on past experiences from government evaluations conducted by the speaker's team.

Historical Context

• Reference made to a previous evaluation index used during a governmental period which remains relevant today despite time passing since its initial assessment six years ago.

Future Sessions Overview

Upcoming Topics in Public Policy Cycle

• Future sessions will cover critical stages in the policy-making process along with academic perspectives on these cycles; reinforcing knowledge necessary for concurrent planning courses being undertaken by participants.

Evaluation Modules

• Mentioned are upcoming modules focused specifically on monitoring and evaluation techniques within public policy contexts scheduled for later semesters, ensuring foundational knowledge is established early on in the course structure.

Participant Feedback

• An open dialogue about participant challenges faced last year regarding assignments indicates areas where additional support may be needed moving forward into more complex topics this semester.

Exam Structure and Public Policy Consulting

Overview of the Exam Format

• The exam was designed to simulate real-world scenarios, requiring students to think critically and apply theoretical knowledge in practical contexts.

• Emphasis on understanding rather than memorization; students are expected to analyze cases deeply, enhancing their learning experience.

• The final exam will not be multiple-choice but will focus on constructing a theory of change, which is essential for public policy.

Importance of Theory of Change

• A theory of change aims to transform reality through effective public policies; it serves as a foundational tool for students.

• Previous courses emphasized cumulative knowledge, gradually introducing various tools that aid in policy management.

Tools for Future Consultants

• Students will explore different methodologies (e.g., logical framework, theory of change), allowing them to choose the tools they resonate with most.

• There is a high demand for consultants in public policy across various organizations (e.g., CAF, UN agencies), providing ample job opportunities post-graduation.

Prospective Skills in Public Policy

Introduction to Prospectives

• The course will introduce prospective skills necessary for navigating uncertainties faced by Latin America due to ongoing crises.

• Basic tools like Peter Schwartz's frameworks will be taught to help design future scenarios and prepare appropriate public policies.

Class Structure and Focus Areas

• Today's class will cover new public management and value creation within the context of modernizing public administration.

• An introduction has been made regarding the importance of adapting management practices within government institutions.

Modernization in Public Management

Key Concepts in Modernization

• Modernization refers to transforming how state activities are conducted, focusing on improving institutional performance.

• Understanding modernization involves analyzing fundamental principles guiding changes within public sector management.

Understanding Public Value Creation

Key Concepts in Public Management

• The adoption of mechanisms and tools is essential for improving management and achieving better results, which leads to the concept of public value.

• The three fundamental pillars for creating public value are:

• Results

• Quality of results

• Trust

• Public value is defined by the citizens' perception of government actions, contrasting with private value determined by market prices.

Foundations for Modernizing Public Management

• To modernize public management, it is crucial to achieve higher levels of efficiency and effectiveness in state operations.

• Generating public value involves delivering quality goods and services that are timely and beneficial to society.

• Prioritization of social inclusion and equal opportunities is vital in modernizing public management practices.

Challenges in Modernizing Public Management

• Simplification of administrative structures and processes is necessary to reduce bureaucratic burdens.

• Resistance to change poses a significant challenge when implementing modernization efforts within public administration.

Training Initiatives for Modernization

• Current training programs aim to equip public employees with skills related to digital systems like SIC (digital files system).

• Ongoing training on new digital ecosystems aims at reducing paperwork within the state administration.

Future Outlook on Implementation

• Full implementation of new systems will begin gradually after extensive training, with expected measurable outcomes by late April or December.

Modernization of Public Management

Importance of Modernization in Governance

• The speaker emphasizes the significance of modernization, indicating that they are involved with the 2050 plan for the province and view the Secretariat of Modernization as a key player.

• Acknowledges challenges such as lack of financial and technical resources necessary for effective public management modernization.

Challenges in Public Administration

• Highlights the complexity and bureaucratic nature of existing public management processes, stressing the need for simplification to enhance efficiency.

• Discusses training initiatives in artificial intelligence (AI), aimed at improving daily operations within government work.

Integration of Technology

• Mentions future plans to incorporate AI into digital ecosystems, which will allow for deeper analysis of various documents based on their complexity.

• Stresses that AI can help reduce bureaucracy and improve response times to citizens by streamlining administrative processes.

Cultural Resistance to Change

• Addresses organizational culture as a barrier to modernization; some individuals resist adopting new technologies like AI despite their potential benefits.

• Emphasizes the necessity to break entrenched cultural practices within organizations to achieve more efficient results in public management.

Coordination and Political Challenges

• Identifies inter-institutional coordination as a significant challenge when designing public policies that require collaboration across different government areas.

• Notes that changes in political leadership can disrupt ongoing modernization efforts, risking regression if new administrations do not support current initiatives.

Public Management and Modernization

The Challenges of Public Management

• The speaker reflects on the cyclical nature of public management, emphasizing the difficulty in sustaining changes and improvements when governments change.

• During their tenure as Chief of Cabinet, they initiated significant changes in strategic planning to enhance results-oriented management within government operations.

• Despite efforts to modernize public management practices, transitions between administrations often lead to regression rather than progress.

Approaches to Modernizing Public Management

New Public Management (NPM)

• NPM emerged in the 1980s as a framework aimed at improving efficiency and effectiveness in public administration, initially inspired by private sector practices.

• The term "New Public Management" evolved from its earlier designation as "New Managerialism," focusing on governmental performance metrics and outcomes.

New Service Public (NSP)

• NSP shifts focus from government-centric approaches to citizen-centered policies, promoting co-creation in public policy development.

• This approach encourages collaboration between government entities and citizens, aiming for more inclusive decision-making processes.

Open Government Initiatives

• Open government seeks greater transparency, citizen participation, and collaboration with civil society to enhance accountability and informed decision-making among public officials.

• Emphasizes co-management and co-creation principles that align closely with NSP objectives.

Key Differences Between Traditional and New Approaches

Bureaucratic vs. Managerial Orientation

• Traditional public management is characterized by bureaucratic structures while NPM adopts a more managerial approach focused on results rather than processes.

Organizational Structure

• Traditional models are hierarchical and centralized; NPM promotes horizontal structures that encourage project-based work and decentralized decision-making.

Accountability Mechanisms

• In traditional settings, accountability is primarily internal; NPM emphasizes external accountability towards citizens regarding service delivery outcomes.

Flexibility in Strategic Planning

• Effective strategic planning under NPM must be adaptable to changing contexts rather than rigidly adhering to predetermined plans.

Talent Management

• While traditional management focuses on compliance with rules, NPM prioritizes human resource development through training aimed at achieving specific objectives.

Public Management and the Shift to New Public Management

Overview of Public Management Objectives

• The primary goal within public planning is adherence to processes and procedures, ensuring that budgets are fully executed by year-end without surplus funds.

• The new public management approach emphasizes effectiveness and efficiency in public sector institutions, marking a shift from traditional methods.

Historical Context of New Public Management

• The concept of new public management was introduced in Latin America approximately 30 years ago, originating in the 1970s in Oceania (Australia and New Zealand).

• Current practices still reflect a blend of traditional public management with newer methodologies, indicating an ongoing transition.

Tools and Resources for Public Administration

• Professionals in the public sector are encouraged to engage with resources from the Centro Latinoamericano para la Administración (CLAD), which provides essential tools for effective governance.

• Key documents include:

• Ibero-American Charter on Quality in Public Management

• Ibero-American Charter on Citizen Participation

• Ibero-American Charter on Open Government

• Ibero-American Charter on Innovation in Public Administration (2020) addressing AI applications.

Collaboration and Reports on Artificial Intelligence

• The Economic and Social Council of Salta collaborates with other provinces to produce reports, including one focused on artificial intelligence applied to public management. This report highlights current initiatives across provinces regarding AI usage.

• A specific report titled "Informe COFs 2025: Towards an Intelligence at the Service of the Common Good" has been shared as a resource for understanding provincial efforts related to AI.

Ethical Considerations and Recommendations for AI Implementation

• Discussions around AI also touch upon ethical concerns, such as biases inherent in both human decision-making and AI systems themselves, prompting reflections on responsible implementation within the public sector.

• Recommendations from various organizations, including those from the UN's Council on Artificial Intelligence, provide guidelines for integrating AI into governmental operations while considering ethical implications.

Management for Results in Public Administration

Overview of Management for Results

• The concept of "management for results" is framed within the context of new public management, emphasizing techniques, values, and principles that modernize public sector administration.

• It involves decision-making based on information regarding governmental actions' societal impacts, aiming to generate public value as defined by CEPAL.

Implementation Strategies

• The UN's 2011 guidelines highlight the need for all stakeholders to align their processes and services with expected outcomes using evidence-based information.

• This approach focuses on results-oriented planning, which prioritizes citizen needs and expectations as a foundational element.

Key Pillars of Result-Oriented Planning

• Effective result-oriented planning must be strategic, operational, and participatory to ensure alignment with desired outcomes.

• Transparency and accountability are promoted through clear performance indicators and goals that guide decision-making.

Importance of Indicators

• Establishing both outcome and management indicators is crucial to assess progress accurately; they help determine if objectives are met efficiently without overspending or misallocation of resources.

• Monitoring systems will be developed in future modules focusing on these indicators to enhance evaluation processes.

Continuous Improvement Cycle

• A feedback loop exists where monitoring informs improvements in public policy throughout its lifecycle rather than concluding at evaluation stages.

• The strategy serves as both a management tool and framework that organizes processes effectively while defining clear objectives.

Strategic Elements for Successful Implementation

• Essential elements include establishing a clear vision through strategic planning and aligning budgets with expected results rather than merely operational expenditures.

• Emphasizing process management ensures efficient organization while facilitating effective resource allocation aligned with anticipated outcomes.

Monitoreo y Evaluación en la Gestión Pública

Indicadores de Gestión y Resultados

• La importancia de los indicadores de gestión y resultados es fundamental para evaluar el desempeño en la creación de valor público.

• Se destaca la necesidad de transparencia en los procesos de gestión, lo que permite una mejor rendición de cuentas.

• La participación ciudadana debe ser un componente integral a lo largo del ciclo completo de gestión, asegurando que las voces de los ciudadanos sean escuchadas.

• Se menciona que la participación ciudadana es un derecho humano, respaldado por el artículo 21 de la Declaración Universal de los Derechos Humanos.

• La evaluación continua y el monitoreo son esenciales para garantizar que se cumplan los objetivos establecidos en la gestión pública.