Because of the constant process of change in reality, Public Administration has sought new tools, procedures, techniques and institutional arrangements in order to adequately deal with complex issues that require collective action, especially in the field of public policies, which involves a multiplicity of actors, with interests not always converging. Extrapolating traditional models of public management, Networks have been seen as a solution to manage this situation by fostering the cooperative and interdependent relations and the expansion of intersectoral actions and transversal programs. Considering the role of the control departments, as actors that gravitate around public policies, evaluating performance and proposing recommendations to improve governance and public management, the purpose was to investigate how the Office of the Comptroller General addresses governance within network of federal public policies in its government program evaluation reports. In spite of being currently called the Ministry of Transparency, Inspection and Office of the Comptroller General, in this study, the previous name will be maintained because the change was recent. Data were collected through interviews, considering the strategic, tactical and operational levels, and documental research, which considered the evaluation reports (published from 2014 to 2016) and the direct observation made during interviews and in the process of preparing the Tactical Plan for 2017. This allowed inferences and conclusions about the progress of the control department in fulfilling its role, as well as about the possibility to improve in some situations, according to the demands of society and the effectiveness of public policies. Among the results, stood out the interviewees' perception that it is necessary to develop transversal studies. The role of contributing to achieve effective and quality public policies has become a strategic objective of results in Strategic Planning. In evaluation reports, there has to be a holistic approach in the contextualization of public policies. There was recommendations for the development of communication, coordination and information, which are operational conditions for network governance. Despite the results, the interviewees emphasized the need for a strategic guideline for networking and, consequently, adjustments in the form and methodology of work and operational capacity, as well as permanent awareness of this approach, since it is not a consolidated issue among control departments and actors responsible for the implementation of public policies. Given that the Office of the Comptroller General has a preponderant role in the construction of new management paradigms, it is necessary to continue to seek tools and practices to evaluate public policies effectively, considering its multiple actors and, thus, contributing to the construction of new principles and values.
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