Reforma administrativa no Haiti: uma análise estratégica da implementação do projeto da reforma quadro do estado estado (2012-2017)

Abstract

The purpose of this paper is to analyze the behavior of Haitian public actors during the process of implementing the Institutional Reform (2012-2017), while at the same time seeking to understand the change they brought about within the Haitian administrative system. This research is based on the strategic analysis of the sociological theory of organizations resulting from the work of Michel Crozier and Erhard Friedberg (1977). This analytical framework is based on power relations between actors without losing sight of organizational structures and the implicit rules that structure political relations conceived as a game. This work focuses on the qualitative method using content analysis. The research was operationalized based on three fundamental concepts: institutional reform, power and areas of uncertainty. Based on these concepts, a total of 64 initial categories were found, grouped into 19 intermediate categories and 6 final categories extracted from the reform policy program. The exhaustive results of this institutional re-engineering process and the concrete results obtained after these 3 years have indicated, firstly, the efforts that have been made to gather information on the general context of the public service: total number of civil servants, structure and cost of the Haitian public service. Secondly, actions aimed at optimizing human resource management have been implemented: the government has introduced a series of initiatives aimed at improving the Haitian administrative team. These initiatives aimed to promote the development of civil servants' skills throughout their professional careers so that they could access the different levels of employment in the civil service without discrimination. Thirdly, the will to strengthen the organizational structure was expressed, involving, among other things, strengthening the managerial capacity of organizations for the rational management of Haitian public institutions. The implementation of this reform resulted in the construction of new competencies, as well as the creation of a new organizational structure. However, the government was unable to negotiate this change and the involvement of certain sectors was absent, making it difficult for this institutional reform to succeed. The government's program was also not well assimilated

by the population or even within the ministries in charge of the policy. As a result, Martelly's administration found itself unable to enforce and apply the laws. From the point of view of strategic analysis, the actors were unable to discern the new challenges posed by the political-administrative game and remained in the same old practices. The research identified a number of characteristics of this implementation that did not favor the success of the reform: lack of institutional communication, lack of involvement of different segments of the population, improvisation and inconsistency in the discourse and management of state affairs, lack of autonomy in relation to international institutions, continuity of corrupt practices; lack of capacity and dysfunction of most of the planned mechanisms. The research sought to stimulate reflection on the crisis of Haitian state reform by offering an analytical framework aimed at understanding the hidden mechanisms in this complex crisis of governance and process of institutional change.