Booz Allen Hamilton, acaba de publicar un informe llamado “Smart Cut” que
recoge las lecciones de las estrategias de las administraciones USA
desarrolladas para afrontar la crisis de los noventa. La publicación está
impulsada por la asociación para la modernización de la administración Partnership for the Public Service.
recoge las lecciones de las estrategias de las administraciones USA
desarrolladas para afrontar la crisis de los noventa. La publicación está
impulsada por la asociación para la modernización de la administración Partnership for the Public Service.
Puede ser de interés para aquellos gestores públicos completamente
centrados en los recortes. A mi entender, a las actuaciones de los noventa le
falta claramente añadir la innovación, es decir, la capacidad de construir nuevas propuestas de valor a partir de
aplicar nuevas soluciones. Haciéndolo todo igual y con menos recursos no se
hace más, se hace menos. Para hacer más con menos hay que arriesgar a hacerlo
de otro modo, la innovación es imprescindible.
centrados en los recortes. A mi entender, a las actuaciones de los noventa le
falta claramente añadir la innovación, es decir, la capacidad de construir nuevas propuestas de valor a partir de
aplicar nuevas soluciones. Haciéndolo todo igual y con menos recursos no se
hace más, se hace menos. Para hacer más con menos hay que arriesgar a hacerlo
de otro modo, la innovación es imprescindible.
Aquí tenéis un extracto de lo
esencial del texto.
esencial del texto.
The eight Budget reduction strategies agencies employed most often in the
1900s:
1900s:
Across-the-board cuts, which reduce budgets, programs or functions by an equal
percentage, are easy for leaders to implement since they apply to all alike,
but they ignore differences in priority, performance, or efficiency.
percentage, are easy for leaders to implement since they apply to all alike,
but they ignore differences in priority, performance, or efficiency.
Programmatic cuts, which reduce programs or functions according to rela-
tive importance or efficiency, may allow agencies to protect those programs
that are the highest priority or achieving the best results, but they require
dif- ficult decisions that may be opposed by affected stakeholders.
tive importance or efficiency, may allow agencies to protect those programs
that are the highest priority or achieving the best results, but they require
dif- ficult decisions that may be opposed by affected stakeholders.
Decreasing administrative costs, which can reduce overhead, but may lead to a weakening
over time of managerial capacity or critical support functions, such as human
resources and financial management.
over time of managerial capacity or critical support functions, such as human
resources and financial management.
Personnel reductions, which can contribute to major cost-savings through
attrition, forced layoffs, or both, but can also create severe skills
imbalances, degrade morale and “hollow out” organizational units.
attrition, forced layoffs, or both, but can also create severe skills
imbalances, degrade morale and “hollow out” organizational units.
Consolidating or centralizing functions, which can lead to greater efficiency, but may degrade
responsiveness or citizen and customer service.
responsiveness or citizen and customer service.
Reengineering, which can improve service quality and speed but may re-
quire significant upfront resources, particularly if technology is employed, as
is often recommended.
quire significant upfront resources, particularly if technology is employed, as
is often recommended.
investing in information technology (iT), which can significantly increase productivity and
efficiency, but requires significant initial investment and may result in
unanticipated implementation costs.
efficiency, but requires significant initial investment and may result in
unanticipated implementation costs.
Outsourcing, which assigns functions or tasks to external
organizations, when allowed, ideally at a lower cost, but requires oversight by
skilled gov- ernment personnel and may not achieve expected savings.
organizations, when allowed, ideally at a lower cost, but requires oversight by
skilled gov- ernment personnel and may not achieve expected savings.
(la imagen es de Diego Velázquez)