Resumo:
The fundamental right to security is fundamental to any nation-state. Without it, socioeconomic and national development, as a whole, remains unfeasible. In this sense, the high levels of violence and crime in Brazil pose a major political-strategic and public management challenge to the State, with a view to reversing this situation. However, in general, the history of public security policies in Brazilian society has been characterized by its eminently reactive posture, consisting of mere punctual interventions, with rare exceptions. The recent law on the Unified Public Security System – SUSP, however, leaves implicit in its text the recommendation that the bodies that compose it adopt strategic organizational management, which is also a Herculean task, considering the complexity involved. . Among the main difficulties in the implementation of an effective strategic management, the lack of alignment between strategy, budget and operation stands out, which is common in organizations. In the case of the State Public Security Systems – SESP, this becomes an even greater difficulty, considering that the SESP is a multiple organization, characterized by the loose articulation between its components, which maintain sometimes conflicting relationships. The State of Bahia has been experiencing the incorporation of this process since 2015. Thus, this paper aims to analyze the connections of the strategic management process of the State Public Security System of Bahia, between 2016 and 2020, based on the reflection on how they happen the articulations between strategic planning, public budget and operational routine, within the scope of the SESP's own dynamics. For the development of this work bibliographical, documental, historical, comparative, functionalist and observational researches were carried out. As for the approach methods, the case study was adopted as the main method, and the hypothetical-deductive and systemic methods were complementary, being a predominantly qualitative research. Furthermore, the complex thinking and systemic perspectives of Niklas Luhmann and Gunter Teubner support the analysis. From the questionnaires and interviews applied, the results obtained indicate that the articulations between strategic planning, public budget and operational routine, within the scope of SESP, occur in a very limited way, which is confirmed in the experience of Bahia, whose connections in the process of strategic management, despite having evolved in the period researched, still needs improvement.
