de la evaluación en Europa y en América Latina
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B<strong>la</strong>nca Lázaro<br />
Indicators), <strong>de</strong> inputs, outputs, outcomes… Pero esos indicadores se han concebido<br />
sin participación <strong>de</strong> los gestores y técnicos que <strong>de</strong>berán informarlos, lo que ha comportado<br />
limitaciones importantes <strong>en</strong> el diseño y utilidad real <strong>de</strong> los indicadores, así<br />
como <strong>en</strong> su apropiación –que ha <strong>de</strong>v<strong>en</strong>ido ritualización- por parte <strong>de</strong> <strong>la</strong> Administración:<br />
“Unless the personnel are involved in their <strong>de</strong>finition and in interpreting their results, indicators<br />
alone can favor goal disp<strong>la</strong>cem<strong>en</strong>t (typical of public sector ritualism); alternatively, if<br />
they measure a failure they may provoke dis<strong>en</strong>chantm<strong>en</strong>t instead of a <strong>de</strong>sire for un<strong>de</strong>rstanding<br />
what specific conditions and human capacity may make a program succeed.” (Stame,<br />
op. cit., pos. 573)<br />
Las funciones <strong>de</strong> <strong>evaluación</strong> han sido vistas, por tanto, como funciones <strong>de</strong> control, y<br />
los organismos públicos han <strong>de</strong>sarrol<strong>la</strong>do estrategias para sustraerse a su influ<strong>en</strong>cia, lo<br />
cual ha resultado contraproduc<strong>en</strong>te para el avance <strong>de</strong> <strong>la</strong> <strong>evaluación</strong>:<br />
“…the implication was that since administrative personnel are familiar with control processes,<br />
they could better un<strong>de</strong>rstand evaluation if it were pres<strong>en</strong>ted as a further control; in reality,<br />
people are used not only to controls, but also to avoidance of them. This attitu<strong>de</strong> has had<br />
negative consequ<strong>en</strong>ces for evaluation”. (Stame, op. cit., pos. 555):<br />
A finales <strong>de</strong> <strong>la</strong> década <strong>de</strong> 2000 se empr<strong>en</strong>dió una nueva reforma, <strong>de</strong> <strong>la</strong> mano <strong>de</strong>l Ministro<br />
R<strong>en</strong>ato Brunetta, c<strong>en</strong>trada <strong>de</strong> nuevo <strong>en</strong> aum<strong>en</strong>tar <strong>la</strong> productividad <strong>de</strong> <strong>la</strong>s administraciones<br />
públicas, a <strong>la</strong> vez que su efici<strong>en</strong>cia y transpar<strong>en</strong>cia. La reforma pivotó alre<strong>de</strong>dor<br />
<strong>de</strong>l concepto <strong>de</strong> mérito <strong>de</strong> los directivos, gestores, y <strong>de</strong>l personal <strong>en</strong> g<strong>en</strong>eral al<br />
servicio <strong>de</strong> <strong>la</strong>s administraciones públicas, y su <strong>evaluación</strong> a través <strong>de</strong> un sistema <strong>de</strong><br />
indicadores que hacían énfasis <strong>en</strong> <strong>la</strong> satisfacción <strong>de</strong> los usuarios <strong>de</strong> los servicios. Sin<br />
embargo, este nuevo int<strong>en</strong>to <strong>de</strong> reforma fracasó, si<strong>en</strong>do uno <strong>de</strong> los motivos <strong>la</strong> dificultad<br />
para fijar objetivos:<br />
“Setting chall<strong>en</strong>ging but credible objectives that can trigger significant improvem<strong>en</strong>ts in the<br />
quality of services and effici<strong>en</strong>t performance is a difficult task, requiring, upstream, an ability to<br />
e<strong>la</strong>borate and <strong>de</strong>fine the public policies for which the setting of objectives is an ess<strong>en</strong>tial instrum<strong>en</strong>t,<br />
and a capacity for dialogue with the administrative units and their executives on the one<br />
hand and citiz<strong>en</strong>s/customers/users on the other. Without an a<strong>de</strong>quate <strong>de</strong>finition of the objectives,<br />
the whole reform mechanism will go nowhere…” (Bassanini, op. cit. pág. 389)<br />
En el marco <strong>de</strong> <strong>la</strong> Reforma Brunetta se crea <strong>la</strong> Commissione per <strong>la</strong> valutazione, <strong>la</strong> traspar<strong>en</strong>za<br />
e l’integrità <strong>de</strong>lle amministrazioni pubbliche (CIVIT), adscrita al Par<strong>la</strong>m<strong>en</strong>to 42 .<br />
La CIVIT se creó por el Decreto Legis<strong>la</strong>tivo 150/2009, con <strong>la</strong> función, <strong>en</strong>tre otras, <strong>de</strong><br />
coordinar y supervisar el ejercicio in<strong>de</strong>p<strong>en</strong>di<strong>en</strong>te <strong>de</strong> <strong>la</strong>s funciones <strong>de</strong> <strong>evaluación</strong> <strong>en</strong><br />
42. http://bit.ly/1vTpcVv<br />
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