Achievements
Administrative modernization
• - With the creation of SECODAM, various actions were carried out to fulfill the purposes of this secretariat. A steering committee was created in charge of planning the transition towards a modern and efficient administration that integrated the main points of PROMAP. This took a lot of effort, many of the objectives were ambiguous and too broad. In the end, it was possible to develop Technical Guides that allowed the development of indices in which the management and fulfillment of goals were measured.
• - New powers, responsibilities and changes in the scope of competence of more than 5 secretariats.
• - Meetings were held in Monterrey (1995) and Ciudad Victoria (1996) to share experiences and success stories in administrative development.
• - In 2000, the Superior Audit of the Federation (ASF) was created, a body dependent on the Chamber of Deputies—this in order to give it greater autonomy and technical character—in charge of carrying out audits to evaluate, investigate, and supervise the exercise of public spending. This control was extended to the local level through transparency and review of Ramo 33 funds").[5].
One of the greatest advances was in simplifying procedures and regulations on different government procedures. To do this:
• - In 2000, the Federal Commission for Regulatory Improvement (COFEMER) was created, a decentralized body of the Ministry of Economy "Secretaría de Economía (Mexico)") in order to improve and make regulations transparent at the federal level.[9].
• - Through the Agreement for the Deregulation of Business Activity, procedures from different areas and levels of government were unified and laws, codes and other regulations related to business activity were simplified to promote investment.
• - An effort was also made to simplify procedures for citizens through the National Registry of Procedures (RFT). This concentrated information on 3,400 federal procedures plus some other local procedures. It would later become TramitaNet and currently only functions as a procedure search engine run by COFEMER.
• - Satisfaction surveys were applied to users and agencies with irregular situations were evaluated, monitored and sanctioned.
• - As part of the national IT projects, the Electronic Government Contracting System, CompraNet, was created. This came into operation in 1996, and its objective was to facilitate, make transparent and publish all information on the acquisition of goods and contracting of services. This facilitated the consultation of regulations, rulings, tenders, contracts and contests carried out by the federal public administration "Federal Public Administration (Mexico)").[8] This was of utmost importance, since in 1995 the Mexican government allocated 25 to 30% of its budget to outside contracting, which required close to 20 thousand annual public tenders, plus several other tenders by restricted invitation.[10] With this system and After the simplification of regulations that it entailed, by 1999 a 40% decrease in the number of procedures had been achieved. In August 2000, CompraNet registered 4 million 250 thousand applications.[5] Currently, CompraNet continues to function as a portal for consulting government contracts and has been provided with new functions in accordance with the laws on the matter.[notes 1][11].
Federalism
• - The Social Development Agreement was created, which gradually transferred control over projects carried out with federal resources to the states. 80% of the functions were decentralized to the State Control Bodies and many inspection tasks were also delegated to local comptrollers. Similar efforts were promoted in terms of management evaluation, surveillance and control. In 1998, 10,720 works were reviewed with a value of more than 2 billion pesos.
• - The Health Sector was decentralized in many services and tasks, which became the responsibility of the state systems. This involved transferring 6 billion pesos in 1996 (7,981 million in 1997), 7 thousand facilities and 100 thousand workers.
• - Decentralization was also implemented in education. By 1997, the federal government served 13% of the students enrolled in public education, while the federal entities were in charge of 87%. 66% of the resources in the educational sector, about 78 billion pesos, were borne by local governments. On August 17, 1998, CONALEP was federalized and in 1999 the federation ceased to have full control over these in 30 states. The entities were entrusted with the administration of the school breakfast programs.
• - INEA, CONACYT "National Council of Science and Technology (Mexico)") and CONACULTA were other agencies that were decentralized and created organizations in the states; CONADE created municipal councils to promote sports at the local level. The DIF of the Federal District was also created.
• - New programs and funds were included within Branch 33") and Branch 28").
• - Parastatal entities were disincorporated through liquidation, extinction, merger and transparency. This required greater control, surveillance and adherence to federal regulations. However, as part of the same modernization plan, they were asked to operate more autonomously. There were many movements, restructurings and changes regarding these companies: from December 1, 1994 to July 31, 2000, the disincorporation of 111 parastatals was completed[notes 2] and another 78 new entities were created.[notes 3][5].
• - The fiscal powers of the entities were expanded and an attempt was made to increase the resources in charge of the states and municipalities; mainly through federal participations, Ramo 28") and Ramo 33").
• - The General Participation Fund was increased from 18.51% to 20%, which translated into an 8% increase in state income. Starting that same year, the federation also gave them 20% of the tax on alcoholic beverages and 8% of the tax on tobacco. Many taxes were completely ceded to the states. For example, in 1997 the ownership (tax on cars) was transferred to them.
• - The Fiscal Coordination Law was reformed in 1995, 1996, 1998 and 1999.
• - In 1998, the Fiscal Coordination Law was reformed, which changed the way in which the resources of Branch 33" were transferred); now these were transferred by law and not by agreement. This transferred the following funds: the National Fund for Basic and Normal Education (FAEB), the Contribution Fund for Health Services (FASSA), the Contribution Fund for Social Infrastructure (FAIS), the Contribution Fund for the Strengthening of the Municipalities") (Fortamun), the Multiple Contribution Fund") (FAM), the Contribution Fund for the Public Security of the States and the Federal District") (FASP), the Contribution Fund for the Technological Education of Adults") (FAETA). An effort was made to prioritize the expenses of this branch to the entities with the greatest lag in terms of poverty, which is why Chiapas, Guerrero, Oaxaca, Hidalgo, México, Puebla and Veracruz received more than 40% of these resources.
Management evaluation
• - SECODAM carried out 2,468 opinion surveys on the most in-demand government procedures and services with the most complaints. The results were used to create indicators and lines of improvement.
• - 93 agencies were evaluated, 16 of which were also evaluated for compliance with goals and budget exercise.
• - 31 agreements of parastatal companies were evaluated.
• - 1,294 management indicators were created. However, these were concentrated in the Federal District and in SECODAM itself; In addition, these indicators were detached from stimuli and improvement mechanisms. For this reason, it was necessary to launch a New Programmatic Structure (NEP) with new indicators linked to purposes related to obtaining resources.
• - The National Council for Social Participation in Education was created, in which parents would evaluate the quality of schools and teachers.
• - At the end of 1997, 65% of public agencies had implemented their service standards, that is, the number of business days to provide a service; and many of these had also developed an indicator on how many times this standard was met.[5].
Professionalization
• - On January 23, 2000, the Salaries and Benefits Manual for Federal Public Administration Servers was published, which sought to regulate and make compensation to officials transparent. A flexible table was also established, which established hierarchical groups, salary levels and a promotion system based on merit.
• - Between 1995 and 1999, 55,753 training courses were held in which more than 1 million 140 thousand officials participated. This meant an increase of 9.3% compared to people trained between 1989 and 1994.[5].