EsACT - Artigos em Proceedings Não Indexados à WoS/Scopus
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Browsing EsACT - Artigos em Proceedings Não Indexados à WoS/Scopus by Author "Araújo, Filipe"
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- A nova gestão pública na governação localPublication . Rodrigues, Miguel; Araújo, FilipeOs modelos de Gestão Pública têm-se sucedido ao longo dos tempos, muitas vezes associados às mudanças na concepção e ideologia do Estado (mais ou menos intervencionistas). As últimas décadas têm representado um ataque ao modelo de gestão pública associado ao Welfare State. Acusam-no de ser ineficiente e demasiado lento a reagir às necessidades dos cidadãos e às mutações do meio onde se insere. Também é acusado de prejudicar o desenvolvimento e o crescimento económico. Este modelo é tido como um meio que permite a criação de agentes e processos burocráticos que desenvolvem a sua actuação com um único propósito, o aumento do seu bem-estar e do seu poder. (Nordhaus, 1975; Damgaard, 1997). Diversas pressões de carácter económico, financeiro, político, ideológico, bem como o esgotamento das soluções protagonizadas pela Administração Tradicional proporcionaram as condições para o aparecimento de um novo modelo de gestão, a Nova Gestão Pública. A Nova Gestão Pública baseia-se na introdução de mecanismos de mercado e na adopção de ferramentas de gestão privada, na promoção de competição entre fornecedores de bens e serviços públicos, na expectativa da melhoria do serviço para o cidadão, no aumento da eficiência e na flexibilização da Gestão. A Nova Gestão Pública convida novos actores a serem parte activa de um Estado que se pretende menos intervencionista mas que continue a regular funções importantes da vida social e económica: Estas alterações, ao nível da Administração Central, acabaram por influenciar e condicionar a agenda da reforma e modernização administrativa dos Governos Locais. É relativamente a esta realidade que procuramos perceber como foram sentidas as alterações induzidas pela Nova Gestão Pública. Esta comunicação analisa as formas de prestação de serviços municipais de maneira a verificar o acolhimento das soluções reformistas sugeridas pela Nova Gestão Pública na governação local.
- Reforming portuguese local government: a new public management approachPublication . Rodrigues, Miguel; Araújo, FilipeThe last decades represented a severe strike to the public management model associated to the Welfare State. Different pressures from economics, financial, politics and ideological sources motivated the appearance of the so called New Public Management (NPM). Hood (1991) and Pollitt (1990) point out that the NPM introduced market type mechanisms, the adoption of private management practices, competition among public services, all of this with the specific goal to manage a better public service for the citizens and to raise efficiency and flexibility in public management. Osborne e Gabler (1992) argue that the NPM provides similar services to that delivery by the Welfare State, but it seeks to do it with new actors. It opened the public administration to private and third sector agents and promoted public-private and public-public parternership, creating a network of organizations responsible for public services delivery. All these changes, at government level, ended spreading themselves into the reform’s agenda in the Local Government. Following the analysis made by Fenwick, Shaw and Foreman (1994), in Westminster countries the changes occured, by the introduction of the Compulsory Competitive Tendering and the Best Value program. In Portugal, which follows a Continental Model, the political and administrative system imposed barriers that made it difficult for such management reforms to take place. Recently, however, with the creation of public local enterprises we can speak of management changes. Until then the main issue was a progressive but careful decentralization from central to local government. This paper is a case study carried out in the Districts of Vila Real and Bragança which analyses the changes in Local Government caused by the creation of Municipal Enterprises. The main focus is to analyse how these changes can be interpreted through the bias of the New Public Management. It aims to understand and to analyze local services delivering through the Municipal Enterprises, in order to grasp how New Public Management influences a continental administrative system organised under a traditional bureaucracy (Araújo, 2002). The analysis draws on a case study undertaken on the 26 municipalities belonging to the Districts of Vila Real and Bragança. These districts, whose total population is about 367 825 habitants, are located in the North East of Portugal. Data was collected from interviews and a survey administered from August to December of 2004 to 26 City Councils and 7 Municipal Enterprises, where we asked about the use of market type mechanism, management changes, the establishment of new local structures and the new type of relationships and co- ordination with local government. The survey was directed to Mayors and top civil servants in the municipalities.
- Trends of reform in Portuguese local government: alternative mechanisms in service deliveryPublication . Rodrigues, Miguel; Araújo, Filipe; Tavares, António F.The influence on local government organization and management of new public management practices promoted by national administrative reforms remains an issue of contention. On one hand, some authors argue that these reforms have produced similar results at both the central and local levels of government (John 2001; Sanderson 2001; Van Gramberg & Teicher 2000). Others consider that the political nature of elected mayors and their legitimacy derived from close proximity with voters has limited its impact at the local level (McLaughlin 2002). However, it is unquestionable that local governance has changed over the years, distancing itself from traditional management involving clearly defined hierarchical relations, long-lasting career systems, bureaucratic control mechanisms, and in-house production. The influence of Public Choice theory and the New Public Management reforms have transformed local governance, albeit the degree of change remains under dispute. These changes resulted in the adoption of alternative mechanisms to deliver public services based on the externalization of service delivery, either using market approaches or employing partnerships with nongovernmental organizations (NGOs). The influence of New Public Management reforms brought about new service delivery arrangements replacing traditional bureaucratic in-house supply. Examples of these arrangements include: 1) CCT (Compulsory Competitive Tendering) replacing service delivery through in-house formal hierarchy with contracting (Fenwick, Shaw, & Foreman 1994); 2) Best Value relying on the comparison between delivery by the local government bureaucracy and alternative solutions provided by the market (Sanderson, 2001; Martin & Hartley 2000); 3) Local Government Amendment stressing the separation of municipal functions and highlighting the need for a corporate approach to commercial type functions (Wallis & Dollery 2001); and 4) New Steering Model (NSM) promoting functional decentralization and service autonomy to accomplish efficiency gains and quality in service delivery (Reichard 2003). Currently, local governments are responsible for the provision of an ever growing number of public services, including education, social services, land use planning and management, water supply, wastewater management, solid waste collection and management, and the promotion of local economic development. The mayoral system at the local level associated with the traditional administrative culture has produced resistance to the introduction and implementation of New Public Management reforms. In-house bureaucratic solutions still represent a large proportion of service delivery choices among Portuguese local governments. Nevertheless, the adoption of new governance mechanisms based on market competition and contracting out began increasing by the end of the 1990s. In recent years, we also witnessed the rise of alternatives to both market and hierarchy, through solutions relying on network partnerships and municipal cooperation. The large number of functions assumed by local governments as a result of central government delegation generated a substantial increase in the number and diversity of alternative governance mechanisms. We analyse the choice between these governance mechanisms in light of current trends of administrative reform. Our central hypothesis follows Robert Stein’s 1993 assertion that service characteristics influence the choice among governance mechanisms (hierarchy, market or network). We match three types of municipal services with these governance mechanisms and develop our hypotheses accordingly. First, we expect regulatory and monitoring activities to be provided by hierarchy type mechanisms (Lowi 1964; Peterson 1981; Barney 1999). Second, for activities involving the delivery of private goods and services (rival consumption and exclusion), local government officials will be inclined to use market-type mechanisms (Brown & Potoski 2003a; Ostrom & Ostrom 1977). Finally, social services, generally involving redistributive and social policies are most likely provided by network type mechanisms (Lamothe, Lamothe, & Feiock 2007; Brandsen & Pestoff 2006; Osbourne & McLaughlin 2004; Lowi 1964). The empirical analysis employs data collected from a sample of 102 Portuguese local governments between February and October 2008.