Planejamento da educação e cooperação internacional: uma análise dos programas Monhangara e Fundescola. / Education planning and international cooperation: an analysis about the programs Monhangara and Fundescola.

AUTOR(ES)
DATA DE PUBLICAÇÃO

2007

RESUMO

This study begins with the fact that, confronted by heavy criticism of the centralization of Planning in the hands of Technical Specialists in the 1960s and 1970s, especially in the area of Management, the Brazilian Government sought the support of the World Bank to develop programs that hoped to install Planning Strategies at different levels of Educational Administration. With the strengthening of this idea and the practice of Strategic Planning in the 1990s, and the growth of Planning within Schools, the objects of this study became two projects developed by the Brazilian Government in conjunction with the World Bank: the Project for Elementary Education for the Northern and Central-Western Regions (Monhangara, 1984-1992) and the Fund for the Development of Schools Project (Fundescola, 1998-2010). The objective was to identify the trajectory traced by the World Bank in the implementation of the logic of Planning in Brazilian Public Schools, hoping to verify how Planning was configured in both programs, to analyze the concept of Planning present in the programs and how this was put into practice by the personnel, and further, to identify the principal changes that occurred in the Secretaries of Education and in the researched School. The field chosen for the research was the State of Mato Grosso do Sul, and within this State, a Municipal Public School in Dourados. The analysis was based on the methodology of evaluation of impact, which attempts to identify the effects of a certain program on the target population. Therefore, the tools used were a bibliographic, documentary and empirical investigation. The results of the investigation pointed out that during the twenty-two years of International Cooperation, there were changes in the "locus" of Planning, that passed from the State Secretary of Education to the Municipal Secretary of Education, and extended to the School. There remains, however, an administrative, technical and highly objective focus, which does not permit a comprehension of the diversity present in the School scene and the System of Education. The concept of Planning suggested for these Programs is that of Strategic Planning that consists of a transfer of logic from the private sector to the public, hoping to instal a new logic of management based on the participation of the personnel of the Schools as executors of a policy of results, which decisions refer to aspects of little importance to the local setting. It was perceived that, in spite of the strictness of the planning instruments proposed by the program, the local personnel possessed their own reading of the rules, that permitted the insertion of objectives and local necessities into the projects prepared, which depended, nevertheless, on the clarity the group possessed of the pedagogical proposal of the school. It was further verified that the centralization of Planning in the Secretary of Education did not permit its adoption as a state policy, however, its transfer to the level of the School has brought about some changes in Planning and Management of the School and the Secretary of Education. However, this does not reveal itself as a systematic practice of these organs, but rather in actions done on the side to attend to the Program necessities.

ASSUNTO(S)

international cooperation gestão educacional. educational planning educational management. planejamento educacional cooperação internacional

ACESSO AO ARTIGO

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