04 d’octubre 2011

Lecciones de los recortes públicos en la crisis de los noventa






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.

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.

Aquí  tenéis un extracto de lo esencial del texto.


The eight Budget reduction strategies agencies employed most often in the 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.

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.

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.

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.
Consolidating or centralizing functions, which can lead to greater efficiency, but may degrade 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.

investing in information technology (iT), which can significantly increase productivity and 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.


(la imagen es de Diego Velázquez)