Responding to today’s dynamic and complex policy problems puts significant pressure on governments to deliver on their policy goals and mandates. A public governance system that supports effective policy development, strategic planning, and decision-making processes to address multifaceted challenges is critical to foster citizens’ trust in public institutions’ ability to deliver. Uniquely placed to align the machinery of government around strategic priorities, centres of government (CoG) play an essential role in the prioritisation of high-level policy objectives and the co-ordination of the design and implementation of policy responses across government. They are increasingly asked to move beyond their traditional focus on preparing cabinet meetings and reviewing the legal conformity of proposals. Strengthening centre of government capacity has thus emerged as a crucial factor in meeting broader democratic and political commitments.

The Centre of Government Review of Brazil assesses the capacity of Brazil’s centre of government (CoG) to manage the design of integrated strategic priorities as well as its to lead whole-of-government co-ordination to implement cross-cutting priorities. Recent governance and administrative reform programmes in Brazil have resulted in significant institutional changes in key public governance functions, including public policy steering, government co-ordination, budgeting, strategic planning, monitoring and evaluation, and public communications. The review focuses on the capacity of the CoG to perform these crucial functions. Brazil’s CoG is usually understood to encompass the Presidency of the Republic – including the Personal Cabinet of the President, General Secretariat; the Institutional Security Cabinet, the Civil Cabinet of the Presidency (Casa Civil), the Special Secretariat for Strategic Affairs, the Secretariat of Government; and Office of the Attorney-General – as well as the Ministry of Economy, the Special Secretariat for Social Communication in the Ministry of Communications, the Ministry of Foreign Affairs, and the Office of the Comptroller-General (CGU).

This chapter assesses the centre of government’s (CoG) functions, mandate and responsibilities to establish a more integrated, efficient and strategic CoG in Brazil. This discussion is followed by an assessment of various co-ordination instruments to achieve integrated strategic outcomes. Finally, the chapter provides an overview of Brazil’s framework for the management of government transitions.

This chapter analyses the Brazilian centre of government’s (CoG) planning and prioritisation capacity to achieve results. It provides an assessment of the CoG’s institutional arrangements and ability to translate political commitments into measurable strategic objectives and plans. The chapter will also investigate the CoG’s capacity to link these objectives and plans to outcomes through prioritisation and better alignment across timeframes, sectors and levels of government. Throughout, the chapter reflects on good practices from OECD and key partner countries to support Brazil in its transition to a strategic, results-oriented CoG.

This chapter focuses on the capacities of the centre of government (CoG) to contribute to budget strategy and collaborate with the Ministry of Economy on the settings, priorities and allocations for the federal budget. It considers how the CoG can ensure that the government’s medium-term and long-term plans align with the federal budgetary framework and how the budget can support the government’s key national policies in a coherent manner.

This chapter examines the capacities of the centre of government (CoG) to monitor and evaluate the performance of key policy priorities and programmes and to use this information to improve policy making and service delivery. It provides an in-depth assessment of the institutional framework for monitoring and evaluation (M&E). The chapter also analyses the quality of M&E and the use of M&E results.

This chapter examines the opportunities and challenges for the centre of government (CoG) in Brazil to leverage the contribution of public communication in support of better policies and a more open government. It provides an in-depth assessment of the governance of public communication, the use of evidence to drive this function and its role in promoting a more open government. In doing so, the chapter reflects on good practices from OECD and key partner countries to aid Brazil in its transition to a more strategic public communication approach grounded in the open government principles of transparency, integrity, accountability and stakeholder participation.