Planejamento interagências: uma proposta de processo para o gerenciamento de problemas sociais complexos

Abstract

This work presents a proposal for an Interagency Planning Process considering the main factors determining collaborative work in an interagency environment. The uniqueness and complexity of current social problems in Public Management require high levels of collaboration and sociotechnical integrations since no single agency working by itself has the necessary capacity and resources to manage such problems. Therefore, the only way to attaining effective solutions is to combine the knowledge and experience of different agencies, eschewing the traditional linear approach of self-sufficiency. Agencies must explore constructively their differences, seeking innovative solutions that reach beyond their individual limited viewpoints of what is possible, and jointly implement them. While there is a vast literature on facilitators or potential barriers to collaboration, there is still a research gap on “how” collaborators carry out their objectives and reach success regarding interagency process planning and decision making. Although reckoned as a high public value, agencies’ united efforts still lack in terms of operationalization, which remains problematic. Therefore, this study aims to develop, evaluate, and improve a procedural model for interagency planning. The study is divided in three stages according to Action Research methodology. First, we conducted a literary review to identify the main factors connected to interagency collaborative work. Next, we applied the knowledge obtained by the review in an interagency planning course that gathered federal and state agencies. Finally, the necessary changes and adaptations, derived from the course evaluation and results, were incorporated into the proposed Interagency Planning Process model. Given the need to treat complex social problems in a holistic manner, this study adopted a systemic approach to the proposed model, using a method called Systemic Perspective Mapping. Furthermore, due to the dynamism and complexity of the interagency environment, the study adopted some tools of Dynamic Adaptive Process. Since there is currently no consolidated planning structure for interagency work, we believe that the proposed model will provide professionals with a clearer view of the important social and organizational factors that contribute to a successful interagency collaboration