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National Program of Public Management- an experience of the DAEP_Penápolis- São Paulo - Brazil
Autonomous Department Of Water and Sewer of Penápolis
Brazil

The Problem

Autonomous Department of Water and Sewer of Penápolis (DAEP) is a municipal autarchy responsible for the services rendered in the area of environmental sanitation in the municipal district of Penápolis ( SP – Brazil) assisting 20.491 water connections with an extending of 100% of the urban area. Since its creation, in 1978, it always tried to invest in the productive processes having in view the universalization of the services of environmental sanitation to 100% of the population. However, before the implantation of the management system of quality, DAEP had not defined its organizational principles( mission, vision, politics of quality, principles and values), not existing an alignment of the employees with the culture of the organization and there wasn’t a harmonized correlation between the purpose of the organization and definition of the public politics either, due to the inexintence of an objective definition of its purpose.
Most of the organizations of brazilian public administration are characterized for not having a guided system of control to measure the results and the efficacy of its management practices and DAEP was not different. The adoption of the management model of Gespública met with its need, promoting the improvement of DAEP’s execution and contribuiting to the improvement of the services rendered.
DAEP defines its public politics joined with the popular participation through practices like the realizations of sanitation and environmental foros ( every two years) and a direct election of representatives of the community for the composition of the Deliberative Counsel of DAEP, which also has representatives of the organized civil society. However, these practices of administration were not visializated like mechanism of identification of the needs of the citizens and of the society. After the implantation of the management model of Gespública, based on the criteria of excellence, the abordage of the management practices already existing in DAEP passed to be understood by a new perspective, emphasizing the aspect of continuity and the fitness of them.

Solution and Key Benefits

 What is the initiative about? (the solution)
The managhement model of Gespública is a management tool composed by criteria of excellence that are: Leadership, Procedures, plan, citizens and Society, Information and knowledge, People, Processes and Results. Those criteria guide through na auto-valuation of the management, the organization to adopt practices of management that induce the improvement of the execution and of the quality of the public services rendered.
This model of management believes in the pressupposition that it’s possible to be excellent without forgetting to be public.
DAEP began the implantation of the management model base don seven criteria of excellence in 2005, that is in 2004, it had its system of management of quality certified by the rule NBR ISO 9001:2000 on every processes of water, sewer and solid residues, including the support processes. In consequence of the adoption of this management model, the following improvements can be detached:

- The management of the public services rendered to the community passed to be guided by results;
- Definition of a system of control through the creation of indicators of execution;
- Creation of na organizational culture;
- Fitness and continuity of the management practices;
- Betterment on the relationship processes with the citizens;
- Objective definition of the needs of the citizens;
- Betterment on the capacitance of the servants through the definition of the needs of training;
- Improvement on the definition of the plan of action of DAEP that passed to be constructed with the participation of servants of the population;
- Improvement on the leaders’ sight, passing to have a systematic vision of the productive processes;
In this context, the great benifited were all the citizens of Penápolis city ( São Paulo-Brasil) through the betterment on the quality of assistance and on the services rendered in the area of environmental sanitation, the main purpose in this model of management is the excellence of the public services directed to the citizens.
The program Gespública (Public Administration) like a form of recognition of the organizations that presents high level of excellence in public management, supports the organizations to apply themselves for the National Prize of Publis Management, and in 2006, Daep was honored with the bronze prize level in the special category of the sanitation of the aforesaid prize for being among the standard established by the program. This prize was a great conquest of DAEP that was recognized nationwide by the quality of the services rendered in the area of environmental sannitation. Besides that, inside, it awoke on the servants a bigger envolvement in the management system.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
The presented solution is a initiative of the federal government, since DAEP got the idea of this management tool through the National Association of Municipal Services of Sanitation(ASSEMAE). DAEP’s staff participated in a course of capacitance to get to know the model of management and after the studies about the presented methodology the implantation of the model of management of Gespública was initiated in 2005.
Without the smoothing from the high direction, represented by the President Director of DAEP, it wouldn’t be possible the adoption of the management model, who participated since the beginning of the model’s adoption. DAEP has a group of servants formed by 21 people who composed the Management Committee of the Quality, which participated in all the developed activities for the implantation of the management model. This group has representatives in all the areas( operational and administrative) of DAEP, for instance: administrative assistant, bombs’ operator, servants of urban cleaning, chieftainship of mechanic workshop, directors, among others.
Besides DAEP’s servants from the functional schedule, the implantation of Gespública Program, closely bound to the Management Secretariat of the Ministry of Planning, Budget and Administration, had the collaboration of tutors from courses that were ministered about the model of excellence of Gespública model, since those tutors from the courses are convinced professionals who dedicate themselves voluntarily to the program, forming a staff of Consultant Ad Hoc of the National Net of Public Management. The staff from the Sectorial Nucleus of Sanitation, bound to the Nacional Secretariat of Environmental of the Cities Ministry provided tecnical support through specific consultations in the area of sanitation.
Still, the program counts with an Examinig Board that realized a tecnical visit in loco to effectuate the process of candidature to the National Prize of Public Management.

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
In 2004, the system of quality management of DAEP was certified by the rule NBR ISO 9001:2000, and, in the search of improving continually all the processes, we opt to align our management system on the criteria of excellence of Gespública model since the program had the same objectives that we were searching for the betterment of the system. In this way, DAEP initiated the implantation of the program with the objective improving the existing management system.
To put the initiative in practice, the high direction participated in all the steps, utilizing the Management Committee of Quality, formed by 21 servants of DAEP’s schedule to implement the initiative.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
In 2004, with the implantation of the management system of quality based on the rule ISO 9001:2001, DAEP defined its documents procedures, it had a measurement system of beginning execution, matrix of capacitance and lifting of the trainig needs, however, there were necessary fitness for the implantation of the Gespública program. In this way, it was elaborated a plan of action to the development of activities, that in a first step that occured in 2005, four people of the functional schedule of DAEP participated in a trainning about a continuous Valuation of the Management – 250 points. After the first contact with the Gespública program, and with the material in hands, the Management Committee of Quality, formed by servants from several areas of DAEP studied the viability of the program implantation in DAEP. It was established that all the members should involve themselves in the activities and in the valuation of the management.
Having more contact with the management model of Gespública, based on the seven criteria of excellence, the staff began to discern the management system of quality under a new angle, which we didn’t have have, the perception of existence of a systematic practices management that we have adopted for years.
In this step of the learning process and fitness to the Gespública program, the staff reflected about the management model that is based on the following model:

- Leadership: must be under obligation to the organizational culture;
- Procedures and Plan: must gide the needs of the citizens;
- Citizens and Society: tackles the social environmental responsability;
- Information and Knowledge: how is the administration of the inner and outside information;
- People: to induce the capacitance and motivation of the people of the organization to utilize their entire potential;
- Processes: tackles how is the internal functioning of the organization;
- Results: tackles the execution of the organization through the presentation of execution indicators;

After the knowledge of the methodology, DAEP passed to analyse the existing system and effectuate a plan of action to the betterment of the system. In 2006, with the implementation of the actions, DAEP signed up for the National Prize of Public Management.
The inscription process counts with the elaboration of a written report of management, that is a report of how the organization tackles the criteria of Gespública model. This formal statement has orientation to be followed ( pages, organizition, of text and letter). After the sent of the Management Formal Statement, the same was evaluated by an Examining Board following the criteria of the model of excellence and they give punctuation ( up to 1000 points).
After this step, DAEP received the visit of five examiners who remained during four days verifying the veracity of the informations contained in the Management written
Report .
The next step was the selection of the finalists to the prize, since DAEP was selected as the as the winner of the bronze belt in the special category of sanitation. The prize is delivered by the Republic President of Brazil in a ceremony realized in Brasília ( DF).
The following step was the receipt of the Valuation of the written report, containing the final punctuation since DAEP reached 445 points in a schedule of a limit of 1000. Comparativily, an organization of mundial category of excellence in management reaches 750 points.
After the receipt of an Appraisal of the written report, the staff of the Management Committee of Quality analysed the contents of the document and prepared a Plan of Action.
As it is a program directed to the excellence to the citizens and with focus on the organizational learning , after being honored with the prize, DAEP continues valuating its practices and standard of work continually.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
We can say that there wasn’t an obstacle to the introduction of the management model of Gespública, since there really were challenges to be outdone. The biggest challenge was the capacitance of the people with low level of scholarship who ocupate leadership charges ( in charged of the collect of the garbage, urban cleaning, box of water cleaning, and civil works) that had difficulties to understand the management system based on excellence criteria. The management model proposed pre-suppose that the leader of the staff effectuates a criticms analysis of its pratices and standard of work like the results of the indicators of its processes and, due to the low level of scholarship of some leaders of the operational area, there was difficult for them to understand this role that they’d pass to execute because, before the implantation of the Gespública program, they weren’t used to analyse the results and objectives of the sector.
To outdo this challenge, several trainings were effectuated to the general servants, tackling, besides the criteria of excellence, a leader’s functions, techniques of administration quality tools and capacitance about the functions of the sector so that the people would improve their knowledge and would increase the systemic vision while sanitation attorney.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
The excellence model of Gespública management is a public politic of management bound to the Ministry of Planning, Budget and Management, nationwide recognezed and utilized in hundreds of public organizations being accessible to all the public organizations not in an onerous way, in other words, gratuitously..
The expenditures to the implantation of the program were relative to the expenses with journeys (transportation, alimentation and hospitality) to the participation in courses of capacitance, didatic material and confection of explanatory flyers to the internal distribuition.
The human resources utilized were from Daep, without the need of contracting additional hand labor, the involved servants aggregated the activities of the program in the daily routine of their functions. The consulters, examiners and tecnical bound to the program participate in the program volluntary, without onus of hand labor.
The candidature to the National Prize of Public Management is also free, Daep is only responsible for the current expenditures of dislodgement of examines, including meals, transportation and stay. The Examining Board, formed by five people, came from the Ceará state, and the total expense is U $ 4.000,00.

Sustainability and Transferability

  Is the initiative sustainable and transferable?
Yes, the Gespública program is a public politic of management directed to all the brazilian public organization that has as an objective the search for the betterment in the quality of the public services, being up to the federal sphere, statewide or municipal. The Gespública program is focalized in the results and oriented to the citizens, that are the users of the public services. In this way, the Gespública program is an initiative absolutily sustainable and directed to all the public organizations, which reflects in its mission that is defined in this way: “To promate the Public Management guided to the result, having in view the improvement in the quality of the public services rendered to the citizens and the increase in the competitiveness in the country.
Summarizing, the program is based on the following concepts:

- Leadership: abordage about the structure of the leadership, its composition and functioning, besides the way of how the organizational culture is disseminated and how is the criticms analyses of the global execution;
- Procedures and Plans: description of how procedures and plans of action are made, how the organization utilize the information, how is the operation of the implementation of the plan of action and how is the measurement system of execution formulated;
- Citizens and Society: this criterion tackles how is identificated and know the citizens’ needs, how its services are divulged and how it’s related with the society, stimulating the exercise of citizenship. It’s outstandind the promotion of social environmental responsability of the organization.
- Information and Knowledge: tackles the management of the inner and outside information is done, how they’re dissiminated and how the organization preserves the knowledge ( know – how) of the organization compares its execution with other organizations of the same section of performance;
- Peolpe: description of how the peolpe from the organization are stimulated to develop and utilize their entire potential and also how the organization proportions an internal favorable ambient to the well feeling of the people, remuneration, capacitance, health and security at work.
- Processes: tackles how is the internal functioning of the organization, what are the structure of the organization and, how the processes are evaluated and improved;
- Results: tackles the organization’s execution through the presentation of execution’s indicators relative to alll the organizations areas ( financial, clients’ satisfaction, processes, human resources, shopping, interaction with the society and others). The organization must present the result of other organizations to have a comparative referent ( benchmarking).
It’s a management model based on excellence criteria defined in mundial level, therefore aims at the search for better results and is directly, related to the assistance of the citizens’ needs. The Gespública program creates a positive value to the organization, warranting its sustaintability in the performance area.
To the dissemination of the Gespública program, the Ministry of Planning, Budget and Administration, superior instance of the program, utilize the following procedures to mobilize the brazilian public organizations.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
We can say that the success of the implantation of the excellence model of management Gespública was the result of the sum of several existing conditions in DAEP:

1- Disposition of the high direction to adhere the program;
2- Existing management already focalized on the betterment of the rendered services to the citizens;
3- Pros activities of DAEP’s servants wantind to learn about the program;
4- Accssibility of the involved organs with the program;
5- Low cost of implantation;
6- Consistence and Coherence of the program with DAEP’s objectives;

The Gespública program is a reality inside DAEP, which besides establishing an excellence model of management focalized in results, DAEP, besides being a municipal autarchy with only 330 servants, is nationwide recognized. DAEP continually receives visits of other organizations interested in knowing its model of management, besides being invited to give lectures about its management practices.
In 2006, it was prize-winning with the National Prize of Public Management – special category sanitation – bronze belt of the Ministry of Planning, Budget and Administration in 2007, it was recognized with the National Prize of Quality in Sanitation – level 1 – bronze belt of the Brazilian Association of sanitary and Environmental Engineering – ABESS.

Contact Information

Institution Name:   Autonomous Department Of Water and Sewer of Penápolis
Institution Type:   Government Department  
Contact Person:   Lourival Rodrigues dos Santos
Title:   President Director  
Telephone/ Fax:   55-18-36546100
Institution's / Project's Website:   55-18-36546109
E-mail:   diretoria@daep.com.br  
Address:   Av. Adelino Peters, 217
Postal Code:   16300000
City:   Penápolis
State/Province:   São Paulo
Country:   Brazil

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