| Sumario: |
This graduation work investigates the capacity of the Unit of
Planning of the Ministry of Economy, Industry and Commerce (MEIC) to
carry out follow-up and monitoring functions in the programs it executes
the entity, which are aimed at achieving common specific objectives.
According to Law 5525 on National Planning, the State needs a
unitary and coordinated action for the state integration of goods and services; by
Therefore, it establishes the general lines of action of the institutions by
means of the National Planning System and one of its functions is to evaluate
systematically and permanently the results of the execution of the Plan
National Development (PND).
The PND has programs that respond to the fulfillment of the country's development objectives and goals, which the institutions execute. The MEIC has carried out, as the governing body of the State in matters of promotion of private initiative, business development and promotion of business culture for the sectors of industry, commerce and services, as well as for the sector of small and medium-sized companies, different Policies, Plans, Programs and Projects (PPPP) during the last years; However, the true effect on the traceability of the projects is not known, nor is the impact on the target population. It is the Planning Office of the MEIC that, by institutional mandate according to the aforementioned law, corresponds to carry out the functions of follow-up and monitoring of the PPPP to offer relevant findings and generate alerts to the substantive dependencies of the entity, who are the actors in execution and decision makers. Currently, the UPI shows the absence of follow-up and monitoring tasks, which generates certain uncertainty in the results and effects of PPPPs and even the loss of public value whose purpose is to provide efficient public services that promote the continuous improvement of the public management and accountability. ii Consequently, the purpose of the research is to formulate a monitoring and follow-up system to strengthen capacities and improve the functioning of the UPI, for this the human, technological, operational, structural resources and the regulations are described to establish the real condition of the unit. At the same time, the experiences in matters of follow-up and monitoring of some public institutions and international organizations are valued, which have worked in cooperation with the entity to learn about best practices. The methodology used for this project is an approach between the exploratory and the descriptive, it is a qualitative investigation; because reality is studied in all its context. The primary sources of information are structured and semi-structured interviews, which were implemented with key actors, such as the Supervision Area of the Financial Administrative System of the Comptroller General of the Republic, the Public Credit Directorate of the Ministry of Finance and the Evaluation Directorate and Monitoring of the Ministry of National Planning and Economic Policy (MIDEPLAN); At the same time, a questionnaire was applied to some international organizations, the information of which serves as a reference to prepare the research project proposal.
In addition, an interview was conducted with the coordinator of the UPI, as well as the application of the SWOT and 7`s techniques to provide a response to the object of study. On the other hand, secondary sources are consulted to know the context of the subject. The theoretical approach of Management for Development Results is used, specifically based on the Manual of the ten steps towards a results-based monitoring and evaluation system, which aims to help and guide public sector officials in planning, design and execution, by transcending the emphasis on inputs and products, prioritizing the effects and impacts of State actions. That is, to achieve a change from a current reality to a future one of the target population. The UPI is a sole proprietorship, in charge of planning, internal control, and comptroller of services, among others. It has limitations to carry out the tasks of follow-up and monitoring of the PPPP, it does not have academic training in planning and it lacks the skills to carry out the functions of monitoring and evaluation of projects; because the work overload makes it difficult to carry out these functions. On the other hand, the Administration has little or no strategic disposition to hire personnel relevant to the needs of the Unit, carry out restructuring, establish actions that solve the follow-up and monitoring functions such as the allocation of operational resources and technological tools. The UPI can take as a reference or replicate actions of the international agencies with which the MEIC International Cooperation Unit works, as a learning method in tools and instruments in the field of follow-up and monitoring. Through the proposal, it is expected that the UPI will strengthen the capacity to carry out follow-up and monitoring actions, by generating alerts of the findings that allow measuring the effects, and, in a timely manner, communicating to the managers the progress of the projects and thus comply with the principles of transparency and accountability that the Administration must perform
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