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Managing towards development results: : the case of Minas Gerais' management shock. <i>In:</i> LEITÃO, João; ALVES, Helena M. Ed.
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Switzerland: Springer, 2016. Entrepreneurial and innovative practices in public institutions cap. 14, p. 261-291.
VILHENA, Renata Maria Paes de; MARTINS, Humberto Falcão; MARINI, Caio.
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Vilhena, Renata Maria Paes de
VILHENA, Renata Maria Paes de; MARTINS, Humberto Falcão; MARINI, Caio.
Over the last decade, public management of the state of Minas Gerais underwent deep changes and has become a reference in development, efficient management and achievement of results. Minas Gerais is similar to Chile in population and GDP. In 2003 Minas Gerais was in a dire fiscal situation, lacking resources for all expenses and the state’s payroll. Tough measures to reduce public spending were adopted, without losing focus on development investment, through a process with six key components: strategy, monitoring and evaluation; result agreements and incentives; human resources management; participation, regionalization, crosssector exchange, partnerships and accountability; quality of spending and procurement; and services integration. The aim of this article is to present the main aspects of the state’s management model and to analyse the transformation processes that occurred in this period, identifying key results achieved. After 10 years of innovative public management policies, the correlation with development outcomes is clear: the illiteracy rate in the population under-15 decreased from 11.05 % in 2003 to 7.4 %; infant mortality rate dropped from 18 to 13 deaths per thousand live births; the economic share of national GDP grew from 8.6 to 9.3 %; and Gini index was reduced by 11.3 %. Minas Gerais has overpassed half of the Millennium Goals proposed by the UN, such as reduction of the population living under the poverty line and of the population suffering from hunger, as well as universalization of basic sanitation and running water supply
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