Universidade Católica de Moçambique

Instituto de Ensino a Distância

Centro de Recursos de Nampula
Licenciatura em Administração Pública

The main challenges faced by public administrators in your

Mozambique today

Name of the student: Amisse Mitilage Cassimo

Code: 708230670

Nampula, September, 2023

 Universidade Católica de Moçambique

Instituto de Ensino a Distância

Centro de Recursos de Nampula

Licenciatura em Administração Pública

The main challenges faced by public administrators in your

Mozambique today

Name of the student: Amisse Mitilage Cassimo

Code: 708230670

Course: Lic. Administração Pública

Discipline: English
Year of attendance: 1° Ano
Class: K
Teacher: Daniel Francisco Muando

Nampula, September, 2023

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 Bibliografia 0.5
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Folha para recomendações de melhoria:A ser preenchida pelo tutor

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Índice
Introduction.......................................................................................................................6

Basic concepts...................................................................................................................7

Public Administration........................................................................................................7

Why address the challenges of PA in Mozambique?........................................................7

Rationalization and Decentralization of Service Provision Structures and Procedures....9

Formulation and Monitoring of Public Policies................................................................9

Professionalization of Public Sector Employees.............................................................10

Financial Management and Accountability.....................................................................10

Good Governance and Combating Corruption................................................................11

Saw. The public administration of tomorrow..................................................................11

Conclusions.....................................................................................................................12

Viii. Bibliographic references.........................................................................................13

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Introduction
The Public Administration of any country and at any time has as its objective the fundamental
satisfaction, through its bodies and services, of the collective needs of the respective issues.

There are several scholars who have dedicated themselves to the design of an administration
model that makes it possible to pursue that desire with the use of the fewest possible resources
and the least possible time expenditure, that is, the satisfaction of collective needs efficiently
and effectively.

This presentation is part of the curricular seminars of the degree course in Public
Administration at the Catholic University of Mozambique, Faculty of Social and Political
Sciences – Gurué Extension and aims to specifically identify the main problems of
organization and functioning of Mozambican public administration , specifically the same
intention of diagnosing the Mozambican public service, analyzing functional dysfunctions
based on the Global Strategy for Public Sector Reform and envisioning a public
administration that seeks its foundations in the managerial model.

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Basic concepts

Public Administration
Taking a look at the existing literature on the subject, it is noted that there is no single
definition of this concept, although there is convergence in some aspects that form the basis of
the concept. To support this statement, this work presents some definitions that were produced
by various authors in this area of science and knowledge.

Freitas do Amaral (2006), define Public Administration in an organic sense as being “a

system of bodies, services and agents of the State as well as other public legal entities, which
ensure, on behalf of the community, the regular and continuous satisfaction of the collective
needs of safety, culture and well-being”

According to the same author, Public Administration is the typical activity of public services
and administrative agents in the general interest of the community, with a view to regularly
and continuously satisfying collective needs for security, culture and well-being, obtaining the
most appropriate resources for this purpose. and using the most convenient ways”.

In the understanding of the Government of Mozambique and as defined in its Strategic

Administration Development Plan (PEDAP, also known as ERDAP, 2011-2025), Public
Administration is “a set of bodies, services and employees and agents of the State, as well as
other public legal entities that ensure the provision of public services to citizens” (MAE,
2011).

Public Administration is understood in a double sense: organic sense and material sense. In
the organic sense, public administration is the system of bodies, services and agents of the
State and other public entities that aim to continuously satisfy collective needs.

Why address the challenges of PA in Mozambique?

The then President of Mozambique, Mr. Joaquim Alberto Chissano, at the launch of the
Global Public Sector Reform Strategy 2001-2011 on June 25, 2001, stated that “we talk about
Public Sector Reform because we are not completely satisfied with anything in the
organization and functioning of this universe of State institutions” (CIRESP, 2001).

In 2006, during the II phase of implementation of the EGRSP, the following maxim was
adopted: The employee - Serving the Citizen better and better.
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In 2011, the Secretary-General of the Commonwealth, Kamalesh Sharma, on a visit to
Mozambique and in an audience with the public service minister, considered that the
Mozambican Public Administration was still “closed”, advising the Government to carry out
further reforms to “better serve the Mozambican people”.

Chichava (2012) said that our challenge is to strengthen civil society through very serious
debates in our work sectors, in our political organizations, etc. We have, I think, to lead our
leaders to the spirit of democracy, dialogue and responsibility.

Preliminary data from the Census carried out in 2007 indicated the existence of 169,701 State
employees and agents, of which: 24.2% had a basic education level or lower and only 8.49%
had a higher education level; 9. 852

held leadership and management positions at various levels. Of those holding management
and leadership positions, 25.64% had a higher education degree; 67.97% have a secondary
level (general and technical) and 6.39% have a basic level.

The majority of employees with higher education tend to be concentrated in large cities
(capitals of the country and provinces).

The definition of the district as a development hub, the purposes of decentralization and
deconcentration transform this situation into a challenge that must be faced.

The Advisors of Agenda 2025, a document emanating from civil society, recognize that the
“Country needs a strong and active State and requires competent governance” and define that,
on the way to the year 2025, efforts must lead to a “Country with capable and efficient
governance, decentralized, transparent, with government stability that preserves institutional
memory and with a high capacity for drafting and implementing policies”.

Therefore, it is fair to ask: Does the Mozambican Public Administration offer quality public
services to citizens?

V. A public administration focused on citizens, improving the quality of public services and
improving administrative responses offered to society

The 2025 Agenda is categorical in considering that “institutions must be structured so that the
change in government body holders does not create ruptures or impede the pursuit of ongoing

8
policies, projects and actions”, and advocates in favor of promoting a “culture of State and
depersonalization of public institutions”

The failure to clearly define the role of the public sector in relation to the private sector and
civil society, particularly with regard to the definitions of public policies, the regulation and
regulation of relations in society, as well as the resolution of conflicts arising from its own
functioning. The incomplete institutionalization of responsibilities and mechanisms and forms
of participation of organizations and representatives of civil society, particularly rental
communities, as well as the private sector in the management of issues of public interest.

Rationalization and Decentralization of Service Provision Structures and Procedures

In this component, the Functional Analysis and Restructuring of Ministries is the main
activity. This exercise will allow ministries to reflect on their mission and strategic objectives,
their functions and structures that can best enable the fulfillment of the purpose and reason for
their existence, and on the fate to be given to currently existing functions: whether they will
be maintained at central level or provincial, whether they will be abolished, privatized or
transferred to other sectors including agencies or NGOs.

To achieve these objectives, profound changes are planned in the management and training of
human resources, in the structures and procedures for service provision, in the public policy
management process and in budget programming and financial management.

Formulation and Monitoring of Public Policies

Improving the public policy management process is one of the objectives sought with the
Functional Analysis and Restructuring of Ministries. Improving the capacity to formulate,
implement and monitor public policies will contribute considerably to economic growth,
because it will allow an adequate response to existing demands in society. In the case of the
economy, the public sector will have the capacity to intervene where its presence proves
necessary to stimulate development, and will have a more regulatory role where there is a
danger of market dysfunctions and imbalances in the interaction between economic agents.
Participatory processes, provided for in the new law on local State bodies, will be a necessary
input for this type of intervention by public authorities, with a view to institutionally
accommodating participatory governance in our country.

9
An extremely important example that is being implemented in this sense is the “PARPA
Observatory”, through which the Government listens to society and incorporates contributions
that aim to improve working methods in the formulation and monitoring of public policies.

Professionalization of Public Sector Employees

Improving the qualifications of human resources is fundamental to the success of Functional
Analysis, because it guarantees that the new structures to be created will be competently and
appropriately managed. On the other hand, within the scope of human resources development,
the adoption of a new salary policy is planned, which will link remuneration to performance
and/or results-based management. This element will introduce greater competition for
qualified human resources between the public and private sectors, and will reduce, to a certain
extent, the chronic flight of staff from the first to the second.

An important instrument approved by the Government and in the process of implementation

is the Public Administration Training System (SIFAP), which is already a reality in the
country. It is a comprehensive training and professional training program incorporating
formal and non-formal methods of education, including modular and distance learning.

Financial Management and Accountability

By tradition, financial management in developing countries is recognized as one of the most
critical aspects of the public sector. However, poor financial management, in addition to
slowing down the State's capacity to provide public services and support its own functioning,
incorporates within itself the specter of public deficits, whose forms of financing almost
always prove to

In addition to improving financial management itself, the new legislation also incorporates
accountability mechanisms that will be the basis for greater transparency and accountability.
In this sense, the Regulation for Contracting Public Works and the Supply of Goods and
Provision of Services to the State (The Procurement Regulation) is up for approval, as a way
of providing greater transparency in the State's relationship with economic agents and others.
individuals.

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Good Governance and Combating Corruption
The phenomenon of corruption is another side of the coin that devastates the public sector and
has high economic costs, because it contributes to the retraction of investments, as it consists
of the illicit use of public resources for private purposes. Within the public sector it flourishes
with a lack of transparency, excessive bureaucracy, procedures with excessive and complex
structures.

However, within the public sector it flourishes where there is a lack of transparency,
excessive bureaucracy, and overly complex procedures and structures. For this reason, the
fight against corruption naturally follows from the positive changes that are made in the
structures and procedures for providing services, in the professionalization of Public
Administration, and modernization in the management and development of human resources,
in the management of public policies and in financial management. and improving
accountability mechanisms.

Saw. The public administration of tomorrow

 Improve the quality of service provision to citizens, publicizing their rights and
improving the conditions of their service;
 Strengthen the role of Public Administration as an agent of transformation in
society, creating technical and organizational conditions for the establishment of
an administration for development;
 Change the image of Public Administration, through improving the working
environment, continuous training of its employees and dignifying their role;
 Reduce administrative costs by increasing levels of efficiency and quality of
services;
 Promote the coordination of construction and rehabilitation of infrastructure for the
administration of districts and administrative posts;

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Conclusions
From this elaboration it can be concluded that despite the efforts and political will of the
Government of Mozambique, many problems with the organization and functioning of the
Public Administration still persist, which constitute authentic challenges at the moment and
for the next 14 years. These can be grouped into structural and functional problems.

To address this situation, the Government approved a long-term strategy, the Public
Administration Reform and Development Strategy 2012-2025 (ERDAP), with the
fundamental objective of continuing with reforms, in a more integrated way in public sector
activities.

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Viii. Bibliographic references
Amaral, DF. (2006). Administrative Law course. Volume I.3rd Ed. Coimbra, Portugal.

Republic of Mozambique. 2001. Global Public Sector Reform Strategy 2001-2011.

Interministerial Commission for Public Sector Reform (CIRESP). 2001. Maputo,
Mozambique.

Republic of Mozambique. 2006. Public Sector Reform Program - II Phase (2006-2011).

National Public Service Authority. Maputo, Mozambique.

Public Administration Reform and Development Strategy 2012-2025 (ERDAP). Ministry of

Public Service. 2012. Ma

Decree no. 30/2001, of October 15th

CRM, 1990

CRM, 1994

CRM, 2004

Nyakada (2008)

1 CHICHAVA, José António da Conceição, “Introductory Note” in ABC of SIFAP: SIFAP in

Training and

Development of Public Servants, Maputo, Ministry of State Administration, 2002.

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