Chancy, Desauguste; https://wwws.cnpq.br/cvlattesweb/PKG_MENU.menu?f_cod=0FFCBDE5173FD67D85B2693B1763A285
Resumo:
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.