FACULDADE DE CIÊNCIAS SOCIAIS E HUMANAS CURSO DE

ADMINISTRAÇÃO PÚBLICA

DISCIPLINA: English

Tema: Desafios enfrentados pelos administradores públicos em Moçambique

Discente: Vania Vicente Novela

docente:

Maputo, Maio de 2024

Índice

1..................................................................................... I. Problematization

2 ................................... II. A public administration focused on citizens, improving the

quality of public services and improving administrative responses offered to society

3 .......................................... III. Rationalization and Decentralization of Service

Provision Structures and Procedures

4................................................................ IV. Formulation and Monitoring of Public

Policies

5.............................................................................................V. Recommendations

6......................................................................................... VI BIBLIOGRAPHIC
REFERENCES
I. Problematization

Why address the challenges of (PA) in Mozambique?

The then President of Mozambique, Mr. Joaquim Alberto Chissano, at the launch of the
Global Public Sector Reform Strategy 2001-2011 on June 25, 2001, stated that “we talk
about Public Sector Reform because we are not completely satisfied with anything in
the organization and functioning of this universe of State institutions” (CIRESP, 2001).

In 2006, during the II phase of implementation of the EGRSP, the following maxim was
adopted: The employee - Serving the Citizen better and better.

In 2011, the Secretary-General of the Commonwealth, Kamalesh Sharma, on a visit to

Mozambique and in an audience with the public service minister, considered that the
Mozambican Public Administration was still “closed”, advising the Government to
carry out further reforms to “better serve the Mozambican people”.

Chichava (2012) said that our challenge is to strengthen civil society through very
serious debates in our work sectors, in our political organizations, etc. We have, I think,
to lead our leaders to the spirit of democracy, dialogue and responsibility.

Preliminary data from the Census carried out in 2007 indicated the existence of 169,701
State employees and agents, of which: 24.2% had a basic education level or lower and
only 8.49% had a higher education level; 9. 852
held leadership and management positions at various levels. Of those holding
management and leadership positions, 25.64% had a higher education degree; 67.97%
have a secondary level (general and technical) and 6.39% have a basic level.

The majority of employees with higher education tend to be concentrated in large cities
(capitals of the country and provinces).
The definition of the district as a development hub, the purposes of decentralization and
deconcentration transform this situation into a challenge that must be faced.

The Advisors of Agenda 2025, a document emanating from civil society, recognize that
the “Country needs a strong and active State and requires competent governance” and
define that, on the way to the year 2025, efforts must lead to a “Country with capable
and efficient governance, decentralized, transparent, with government stability that
preserves institutional memory and with a high capacity for drafting and implementing
policies”.

Therefore, it is fair to ask: does the Mozambican Public Administration provide quality
public services to citizens?

II. A public administration focused on citizens, improving the quality of public services
and improving administrative responses offered to society

The 2025 Agenda is categorical in considering that “institutions must be structured so

that the change in government body holders does not create ruptures or impede the
pursuit of ongoing policies, projects and actions”, and advocates in favor of promoting a
“culture of State and depersonalization of public institutions”

The lack of clear definition of the role of the public sector in relation to the private
sector and civil society, particularly with regard to the definitions of public policies, the
regulation and regulation of relations in society, as well as the resolution of conflicts
arising from its own functioning. The incomplete institutionalization of responsibilities
and mechanisms and forms of participation of organizations and representatives of civil
society, particularly rental communities, as well as the private sector in the management
of issues of public interest. The tendency for public sector organizations to still perform
some functions, in addition to their main vocation and what would be their role in a
State oriented towards the necessary functions of promotion, regulation, guarantee of
equity and protection of citizenship rights and order public sector and the lack,
insufficiency or deficiency in defining the missions, objectives and functions of public
sector organizations, with greater severity with regard to lower levels and an inadequate
size of the public sector, given the nature and scale of the services to be be provided, the
scarcity of State resources and the sustainability criteria of public services, allows us to
list the following challenges facing public administration in Mozambique:

III. Rationalization and Decentralization of Service Provision Structures and Procedures

In this component, the Functional Analysis and Restructuring of Ministries is the main
activity. This exercise will allow ministries to reflect on their mission and strategic
objectives, their functions and structures that can best enable the fulfillment of the
purpose and reason for their existence, and on the fate to be given to currently existing
functions: whether they will be maintained at central level or provincial, whether they
will be abolished, privatized or transferred to other sectors including agencies or NGOs.
Functional Analysis is an opportunity for ministries to allocate functions and resources
more effectively in order to create a greater capacity to respond to society's demands. If
this occurs, the reform will have a clear economic impact, because it will allow the State
to create the necessary conditions for economic agents to have their initiatives
implemented, efficiently and effectively.

On the other hand, the privatization and/or contracting of some State functions opens up
space for greater competitiveness in the provision of public services, with strong
possibilities for improving their quality and creating new forms of income. Furthermore,
the reduction in response time as well as bureaucracy in the functioning of the public
sector and particularly in the licensing of economic activities, foreseen under this
component and already underway, are measures that will considerably stimulate both
internal and external investments, with a positive impact in the economy.

The Global Public Sector Reform Strategy is a Government program integrating all
ongoing reforms in ministries and provincial governments. With this new approach,
changes that had been sectoral and isolated now become integrated and interdependent,
with a single direction, aiming to improve the provision of public services to citizens
and the development of an environment favorable to the growth of the private sector.

To achieve these objectives, profound changes are planned in the management and
training of human resources, in the structures and procedures for service provision, in
the public policy management process and in budget programming and financial
management. These reforms will contribute considerably to promoting good governance
and combating corruption, by increasing the public sector's responsiveness to citizens'
demands, through the creation of accountability and transparency mechanisms and by
reducing opportunities for illicit access to resources. public. The occasion makes the
thief. It is necessary to reduce, if not eliminate, the spaces for corruption.

IV. Formulation and Monitoring of Public Policies

Improving the public policy management process is one of the objectives sought with
the Functional Analysis and Restructuring of Ministries. Improving the capacity to
formulate, implement and monitor public policies will contribute considerably to
economic growth, because it will allow an adequate response to existing demands in
society. In the case of the economy, the public sector will have the capacity to intervene
where its presence proves necessary to stimulate development, and will have a more
regulatory role where there is a danger of market dysfunctions and imbalances in the
interaction between economic agents. Participatory processes, provided for in the new
law on local State bodies, will be an input
necessary for this type of intervention by public authorities, with a view to
institutionally accommodating participatory governance in our country.

An extremely important example that is being implemented in this sense is the “PARPA
Observatory”, through which the Government listens to society and incorporates
contributions that aim to improve working methods in the formulation and monitoring
of public policies. On the other hand, within the scope of the Law on Local State
Bodies, Consultative Forums are provided for at various levels as a periodic
consultation mechanism between the Government and society, in the promotion of
participatory governance and expansion of democracy.

To achieve these objectives, profound changes are planned in the management and
training of human resources, in the structures and procedures for service provision, in
the public policy management process and in budget programming and financial
management. These reforms will contribute considerably to promoting good governance
and combating corruption, by increasing the public sector's responsiveness to citizens'
demands, through the creation of accountability and transparency mechanisms and by
reducing opportunities for illicit access to resources. public. The occasion makes the
thief. It is necessary to reduce, if not eliminate, the spaces for corruption.

An important instrument approved by the Government and in the process of

implementation is the Public Administration Training System (SIFAP), which is already
a reality in the country. It is a comprehensive training and professional training program
incorporating formal and non-formal methods of education, including modular and
distance learning. At present, SIFAP is implemented and coordinated through three
Public and Local Training Institutes (IFAPAs) existing in Lichinga (to serve the
provinces of the northern zone), in Beira (for the provinces of the central zone), and in
Matola (for the provinces in the southern zone. The Instituto Superior de Administração
(ISAP), a vocational higher education institution designed to coordinate formal courses,
short courses and applied research on public administration in Mozambique, is also
already in operation.

V. Recommendations

Taking into account the conclusions of this research, it can be recommended that public
organizations should define more appropriate sectoral strategies and in a participatory
manner to achieve the objectives that they propose or that they must achieve, in
accordance with their mission, based on the Reform Strategy and Development of
Public Administration (ERDAP) 2012-2025, which constitutes the guiding document
for this process in the country.
On the other hand, the strategies to be adopted by public organizations must be aligned
with the needs and priorities of citizens, whilst ensuring efficiency and effectiveness in
the use of the scarce public resources made available to them.
VI. BIBLIOGRAPHIC REFERENCES

Amaral, DF. (2006). Administrative Law course. Volume I.3rd Ed. Coimbra, Portugal.
Republic of Mozambique. 2001. Global Public Sector Reform Strategy 2001-2011.
Interministerial Commission for Public Sector Reform (CIRESP). 2001. Maputo,
Mozambique.
Republic of Mozambique. 2006. Public Sector Reform Program - II Phase (2006-2011).
National Public Service Authority. Maputo, Mozambique.
Public Administration Reform and Development Strategy 2012-2025 (ERDAP).
Ministry of Public Service. 2012. Ma
Decree no. 30/2001, of October 15th

CRM, 1990
CRM, 1994
CRM, 2004
Nyakada (2008)

1 CHICHAVA, José António da Conceição, “Introductory Note” in ABC of SIFAP:

SIFAP in Training and
Development of Public Servants, Maputo, Ministry of State Administration, 2002.