Mr. Joaquín Gómez Espinal
Sindico Municipality of Constanza
His office
It is a pleasure to greet you in a very respectful way, at the beginning of your activities in front of the town hall of the Municipality of Constanza, wishing with all your heart that your management is the beginning of a "true change for this beautiful land", as well as the point of Starting off for a successful political career, only you and your decisions can shore it up or launch it to exceptional levels.
As you know, I have had the pleasure and pleasure of accompanying you during the initial stages of the pre-campaign, campaign and during the transition period between the previous administration and yours. During this process I have developed a series of methodical and scientific exercises in order to define some lines of action immediately where my intellectual, knowledge and professional capacities allow it.
Thanks to this, I was able to determine two strategic axes in which work should be done to reinforce actions that, if carried out from the beginning, would ensure the good work we want it to carry out at the level of the city council and its political life, these are:
1) Structural and operational redesign of the city of Constanza;
2) Strengthening the socio-political platform of Joaquín Gómez (Chito).
The two previous strategic axes are necessary if we consider that there is an enthusiasm, local, regional and national, for its management and its person to be consolidated socially and politically.
That is why, trusting in your institutional and personal disposition to continually improve yourself, I generally present a proposal framework that you could consider developing and that I can personally support you.
Best regards.
Marvin Melgar Ceballos
International Consultant
Psychosocial Sciences and Territorial Reliability Territorial
Strategic Planning.
Strategic axis No. 1
"Structural and operational redesign of the city of Constanza"
1.1 Definition:
When a process or activities are initiated in a governmental, non-governmental or private entity that was previously in the process of operations, the new manager and / or administrator should consider making an assessment of the situation in which the entity receives.
In order to identify the weak points with which it will confront and consider the strategies it has used so that from the beginning of its activities it can bring the entity to a safe harbor, which in this case is the "municipal council of Constanza".
1.2 Deficiencies and limitations:
During the preliminary phases of direct support and in parallel works that I have been developing with the Constance City Council, we have been able to determine in a generic way the main deficiencies and limitations, which are listed below:
Institutional:
1) There is no adequate administrative, technical and operational organization, which will limit the development of activities in the different departments, units and operational actions;
2) There is a deficient systematization of administrative, financial and operational processes, which affects the lack of lack of supervision and monitoring, causing leakage of information, financial and logistical resources;
3) Despite the efforts to "automate" the administrative, financial and technical offices, it is evident that the information is handled manually, with little articulation and with the characteristic slowness, which would limit the efficient work of administrative and financial personnel. and technical.
4) When reviewing the functional and operational organizational chart framework, a complete gap can be seen in the direct and indirect lines of command, which would result in an overload of activities in some of the departments, while others would work with ease, in addition in some cases causing waste of financial resources;
5) Of special interest has awakened me the lack of integration, articulation and vision of work that under the current structure the "Municipal Technical Unit" (UTM).
Unit that should be seen as the technical and operational “brain” of the city council, in charge not only of the processes already in force of “participatory micro planning”, “participatory budgeting”, “territorial ordering”, but also in charge of the search, management, elaboration and articulation of projects of socioeconomic development of the municipality.
The articulation with the departments with which it should have a relationship such as: urban planning, technical office, statistics, social development, childhood department, youth department, etc., is null and completely disjointed;
6) Key departments for social and political purposes, such as youth and sports, do not have a real horizon, it is evident that there has been a good job, but without proper coordination;
7) Despite efforts to automate, systematize the treasury department, to date, actions have been slow, often blaming the computer system that GTZ and the Municipal League have implemented for more than four years, but by carrying out some inquiries, it has been determined that the problems are due to the level of the office framework;
8) There is no systematization that allows monitoring the use of equipment, machinery, transportation and resources of the city council, which if not solved could cause mismanagement of logistical and financial resources;
9) Despite the importance and relevance given to the Constanta City Council, as an example of planning, it has been possible to evaluate that there is no real evidence about its competence, which to date are only assumptions on paper; and
10) Unfortunately, despite the fact that there are a large number of resolutions and agreements, these are not compiled, which causes information gaps, sometimes causing duplication of efforts, by promulgating resolutions of a social or urban nature on two or more occasions., financial, etc.
Human Resources:
1) Knowing the framework with which the selection and hiring of staff is being developed, in addition to the need for political and strategic commitment to give continuity to some people in their positions, could cause deficiencies in administrative, financial and operational, but a clear strategy to strengthen their capacities is established;
2) Despite the fact that there is a methodological and operational framework for personnel management, through the “operating manuals” that were prepared with the support of GTZ some years ago;
3) The lack of social and conjunctural identification between the employees of Constanza and society must have been and can be a limitation, to support the social and political position of the city council and therefore of its Trustee.
Psychosocial:
1) There is an evident discomfort of the neighborhoods and communities about the role that the city council must have, to achieve its “social dignity”, it is therefore necessary to establish ties that first educate or raise awareness of the city council's role, and then proceed to strengthen the "institutional architecture" that will be the basis of Constanza's "social web";
2) The perception of bottle handles and garbage collectors is a postulate that has been, continues and will probably continue for an initial period of the current administration, this weakens the social and political position of the city council and the union;
3) The social work of the city council, due to the mismanagement it has had at the local and national level, has made society perceive that the city council and therefore the Trustee must solve all kinds of problems, this is politically, financially and socially exhausting to the city council and union.
1.3 Proposal for actions to be carried out:
100 day plan:
1) Development of "Participatory Institutional Diagnosis" (DIP), of the municipality of Constanza;
2) Implementation of a "structural and administrative redesign" program of the city of Constanza;
3) Rescue and updating of administrative, financial and human resource procedures manuals for immediate implementation;
4) Redesign of the functional and operational organization chart of the Constance City Council;
5) Development of a "Training Plan" for technical, administrative,
financial and operational personnel of the city council;
6) Creation of a campaign of sensitization and social awareness about the “new role of the municipality of Constanza;
Medium-term actions:
7) Development of the Land Use Plan at the urban, peri-urban and rural levels;
8) Development of the Strategic Plan for Municipal Development (PEDEM) of Constanza;
9) Creation and strengthening of the Inter-sectoral Development Committee of the Municipality of Constanza;
10) Review of the operational, supervision and social framework of "participatory budgeting"; and
11) Development of a strategy to strengthen the social structure of Constanza.
Strategic axis No. 2
"Strengthening the socio-political platform of Joaquín Gómez (Chito)"
Definition:
The history of the great leaders at national and international level, gives us a very visible light, one of the main guidelines that a political leader must do to strengthen himself in the short and medium term, depending on his political aspirations and ambitions. This line is based on the strengthening of a social and economic base that allows supporting future political aspirations.
The development of a social platform through neighborhood and community leaders is important, but it is also necessary to think about strengthening socially and economically the position of a platform that politically, socially and economically supports future actions that may rebound political claims.
Given the personal characteristics, it should be noted that the limit can only be imposed by your own actions, mistakes or successes.
Recommended actions:
1) Incorporate key actors in the development vision of the city of Constanza, through the formation of the "Intersectoral Development Committee of the Municipality";
2) Establish a socio-political platform at three levels: 1. Social and political actors at the neighborhood and community level; 2. Social, political and economic actors at the local level; 3. Political, social and economic actors at the national level;
3) Generate interactions through the current position to socially, politically and financially favor the key actors who can support him in political claims at the neighborhood, community, local and national levels;
4) Develop a program to improve image and knowledge, which allows to underpin their perception at the local, regional and national level;
5) Provide training opportunities at the national and international level, so that you can evaluate actions from your personal, social, economic and political life with points of comparison.
