Godd morning guys today we are here fora

It is very good

1. CRITERIA AND CONVERGENCE MATRIX
for
Systemic Planning and Management Action (SPM)
Regarding the Sustainable Development Goals
(SDGs) and HABITAT III
HOW TO cooperate
on implementing and adapting
the SDGs and HABITAT III directives to localreality
Files available at: pgsistemicos.blogspot.com.br

2. DIAGNOSIS:
Sustainable Development Goal 11 (SDGs/GOAL 11): Building inclusive, safe
and sustainable cities and human settlements
Reality:
Due to/With the worsening crisis in Brazil: By the end of July 2015, in five night’s
work at the Porto Alegre [Public Ministry Justice Prosecution Office], three
attemptedattempted robbery and murder suits were filed against teenagers
In addition, on the night of August 6, 2015, two offenders
declarations have drawn attention:
First case declaration: Female, 17 years old, 7 months pregnant:
“She put the knife at the victim’s face to force him to hand it over… he
reacted… She was nervous because she meant to take the money in order to
pay for something (landlord)”
Second case declaration: male, 15 years old:
“He did it because he wanted to take the car for a ride... When they grabbed the
gun he ended up pulling the trigger, but the gun was unloaded... He thought he
could get away with it...”

3. Moreover, what have the adults been doing...
Bank is robbed within the [Security Secretariat]. Police command informed it has not
acknowledged the actions perfomed by the criminals
Deepening and broadening the topic/issue:
•What are the bottomline motives for such rise of criminality/ criminal cases spike?
•Where are we headed (consequences)
•What if there ineffective or non-existent public healthcarepolicies-what will
people do? What would/will you?
•Furthermore...what are the causes?
•What is normally done so as to solve such issues and crisis?
•What can/must be done?
•Which would/will result?
Source: First page of the
Correio do Povo newspaper of
08/08/15

4. DIAGNOSIS: Searching for answers….
What are the true causes for the increasing
disregard for nature and human dignity, self
and others?
Source: Veja magazine -2241th
edition-year 44 n. 44-Abril Editor-
November 2, 2011.
By 2011:
7 billion
people
By 2009:
6,8 billion people
Source: Zero Hora newspapaper –May
31, 2009.
Image by Daniel Marenco.
Source: https://www.habitat3.org/the-new-
urban-agenda/about
Today we amount to 6.8 billion people
on the planet.
Together we consume about 1.4 times
the resources of Earth

5. The 500 000 Brazilians that took part on the Brazil Picture by Picture
Research , done by United Nation’s Development Program
(UNDP), have answered the question:
“What must be done to truly improve your life? ”
The answers pointed to the theme
Values
http://www.pnud.org.br/hdr/arquivos/rdh_brasil_2009_2010.pdf
What are Values?
They are waysto perceivethe
world, and actbased on them

6. What is usually done to solve the issues and crisis
The linear thinking (dualist/cartesian –Power) in action:
Complex issues –linear, isolated solutions = ineffectiveness
Consequences (inter alia):
Ex overpopulated penitenciaries → harder
recuperation → regresses from the penitenciary
system and returns to its place of origin →
repeated infringements → returns to the
penitenciary ( increasing inefectiveness cycle)
Parallel:
# increase in judicialization and/or self-protection
(people take justice by their own hands)
Source: Systemic Thinking-Field book-p 69-Bookman
Fonte:Pensamento Sistêmico –Caderno de Campo –
pág.69 -Bookman
Ex1:Public security/criminality:
Linear thinking: guilt→ responsibility
ex crime→Punishment= more crimes → more imprisionment and/or
enhanced punishment (in an isolated fashion);

7. What is usually done to sovel the issues and crisis
The linear thinking (dualist/cartesian –Power) in action:
Complex issues –linear, isolatedsolutions = ineffectiveness
Parallel
Justice System is sought after in a true [“rights” rush]
What will happen?
Ex2 Healthcare:
Linear thinking:cause → consequence
Ex. less → more= less resources→ further budget cuts and/or higher
taxation, privatization, etc.
If in an isolated fashion(ex. without resource optimization; without planning
cooperation and system management which perform and/or intervene without
governance; etc.)
= results in diminished personal and institucional accomplishment
(“less”) and generates absentee, reduced/ ineffectiveness of public
policies (“reduced”public policies) → more taxes; ... Crisis/Caos

8. HEALTHCARE SYSTEM
A) Complexity
.Multidisciplinarity
.Intersectoriality
.interoperability
B) Planning and Management
↓
PUBLIC POLICIES
Otherwise:
INEFFECTIVINESS
JUSTICE SYSTEM
A) General actions
↓
Linear Thinking
B) Collective/ class actions (healthcare)
↓
Requires Systemic Thinking
↓
For effectiveness,
equality and social Peace
WILL WIND UP AT THE JUSTICE
SYSTEM
intervenes
EXAMPLE 2:Sustainable Development Goal 3: Healthcare

9. BOOMERANG EFFECT
If the Justice System acts in a linear way= increases
public policies costs
Consequences: less resources= aggravatedcrisis
+ especially at the municipality level
(mainly due to the fact that the race for the rights begins at the levels closer to
the populations)
+ in all areas
( due to the interconnectiveness among public policies Ex: poor health = absent
employee + increasing production costs + diminishing taxes + lesser budget)
Generates na increasing cycleof ineffectiveness and unsustainability of
public policies/ quality of life
Fonte: Zero Hora 17/11/13

10. How to cooperate in order to implement and
adapt the SDGs and HABITAT III directives to
Local reality
Avoiding this unsustainable cycle...
What can be done?
Develop Sistemic Thinking
Perceive the system in a holistic manner,
The relationships/// interconnections
and acting on this comprehension (Values)
(Providing sistemic answers to the issues)
How to do (implementation methodology):
Systemic Planning and Management Action (SPM)
Focusing on the Sustainable Development Goals and on HABITAT III

11. How to (means) implement and adapt that directive on the local context?
Implementing SPM Actionplan
(Through Convergence Matrix and the Criteria of SMP Actionplans)
OBS: Moreover, SPM Actionplans puts in practice:
• The GOALs 16: “Promote peaceful and inclusive societies for sustainable development, provide access to justice
for all and build effective, accountable and inclusive institutions at all levels”
• And the GOALs 17: “Strengthen the means of implementation and revitalize the goal partnership
for sustainabe development ”
Example (SDGs/GOAL 3):
Sustainable Development Goals3: Ensure healthy lives and
promote well-being for all at all ages (2015)
Época magazine, May 18 2009: “ The law assures, however the reality denies
Federal Supreme Court faces a crucial debate: Must the State assure access to expensive
medicine to all? ”
Therefore, e.g. in healthcare (obs: the SPM Actionplans are applicable in any
area/focus):
It is possible to COOPERATE so as to act effectively and sustainably
regarding the healthcare actions and,
consequently, reduce and/or qualifiy Judicial prroceedings

12. Systemic Planning and Management Action SUMMARY
(Executive Summary of the general aspects of SPM ActionplanvCriteria and Convergence Matrix
graphics
–the methodology of SMP as a whole)
TheSPMActionplandevelopsinthefollowingcontext(Twofoldapproaches):
1-INFORM:
(Ontheimportanceofperceivingtheexistentinterconnections–andactingbasedonthis
comprehension–primarilyconcerningtherepercussionofthedecisionmaking,bothpositive
andnegative,ontheinternalandexternalcontext)
Considering that the following aspects reduce the effectivity of the policies and increase the
amount of judicial proceedings: The difficulty of thinking and acting systemically; the lack
of sinergy among the different agencies that act/interfere on the Justice System and on the
Healthcare System.
Consideringthatthesefenomenamayberevertedifcooperationisprovidedonplanning
andmanagingthepublicpolicies
#-ENLIGHTING FORTAKINGACTION
Basedontheaforementionedaspects,theSystemicPlanningandManagementActionisbeing
perfected,providing,inlightofthechosenpriorityfocus(E.g.,theperfectioningofthedrug
distributionnetwork;thecreationorperfectionoftheTechnicalSupportNuclei-NATs-andthe
establishmentofUnifiedHealthcareSystem–SUS-ombudsman;thepromotionoffamily
planning;thewarondrugsandonH1N1flu;theimprovementofthequalityoflifeofvunerable
population,suchasthehomeless,thenatives,therefugees;thepreservationoftheriversprings;
theconstructionofcivilinfrastructure,theimplementationoftheSustainableDevelopmentGoals-
DSGsandtheHABITATIII,interalia)andemphasizingthefamilycontext,thevisionand
integration(mappingandintegrating)ofmultidisciplinary,intersectorialandtransplicinary
resources)

13. Therefore,itispossibletoestablishhow,who,whereandwhen/whyperforming
(intra/intersystemicmanagement).Henceforth,itisimportanttodemonstratethe
commonalityofthemissionthroughtheprioritizedfocusandthroughtheneedtoprovide
forthephysiologicalandthepsycologicalneeds,alongwiththesecurity/belonging/self-
esteemandself-realizationaspects(differentlyfromdesires)-bothfromtheusersofthe
analyzedsystemsandfromtheprofessionalsthatinterveneonit.
Suchthinkingencompassesnotonlythepacientsrequirementsofadeterminedtreatment,
butalsothedemandsfortheself-fulfillmentofthemedic/magistrate.Thesearchfor
attendanceofthoseneedsincentivesthoseprofessionalstoimprovetheirperformance
(whichisfundamentaltopromotetheknowledgeofthesystemsinterconnections–the
systemicthinking-andconsequently,theorganizationalculture)
Inotherwords,theplanningandmanagementmustfocusontheenlightmentofthe
coresponsibilityandthecomprehensiononthemutualityofrightsandobligations,
awakeningforcontext-basedandpreventingnarrow,imediateandpunish/victimization
decision-making(exteriorized,forexample,onthesimple“provide/deny”certain
treatment).Itdevelops,therefore,thevalue-basedperceptionandactioninasystemicway.
TheSPMActionplanfomentstheproductionofproportionalimpactsonthethree
sustainabilitydimensions(economic,social,andenviromental).Suchimpactsbasedonthe
aforementionedsustainabilitydimensionsresultinpositiveexternalitiesandincreasesthe
harmonizationofindividualandsocialinterests).

14. Thiscommonmission(Prioritizedfocus-publicefects)demandsandfavoursthe
formationofcooperationnetworks,withgreateremphasisonFamilystructures,and
allowingtheintegrationofthethreesectors(public,privateandorganizedcivilsociety)
andthecomunityatlarge.Thisstrengthensthedemocraticstructures,bothparticipative
andrepresentativeones,enablingHarmonicandSustainableDevelopment(DHS).
However,forsuchprocessestoconsolidatethemselves,planningandmanagementmust
enablesystemicthinking,contemplatingboththemappingoftheneedsandtheactivities
andpossibilitiesrelatedtotheprioritizedfoci,whichwillpermitthesystemicaction
(mappingandintergration).
Inthiscontext,SystemicPlanningandManagementAction/Methodologymaybe
utilizedfortheimplementationofnationalandinternationalpraxis,notablythose
presentattheFederalConstitutionandonUnitedNationstreatiesanddocuments.
WithSPMActionplan,itispossibletocooperateonimplementingandadaptingthe
SustainableDevelopmentGoalsandonHABITATIIIdirectivestolocalreality,along
withthecriteriaconstant,forexample,intheHABITATAgendaforMunicipalitie,on
theUnitedNationsDeclarationsofHumanRights,theInternationalCovenantfor
Economic,SocialandCulturalRights,ontheDowJonesSustainabilityINDEX(DJSI),
ontheEnterpriseSustainabiltyIndex(ISE),ontheSocialTechnicalOrientation
Notebook(COTS)oftheCaixaFederaldoBrasil,ontheBalancedScorecard
methodology–BSC,amongothers,inturngeneratingcriteriaandindexes,enhancing
thevalueoftheactivitiesandevenattractinginvestmentfortheregionand/or
enablingaccesstotherequiredresourcesfortheimplementationoftheProject.
Inotherterms,SPMActionplancreatesacycleofpositiveexternalitiesatthepublic
environment,establishingeffectivenessandsustainability.Ingreaterdepth,itresultsin
Peace,bothinternallyandexternally

15. SPMActionplanfocusingonHealthcareGOAL3:Healthcare
Obs:TheActivitiesestablishedontheSPMActionplanmayberegardedasdeveloped
inanyfocus/DSGs
ImportantesalientarqueaAçãodePlanejamentoedeGestãoSistêmicostambémfoi
priorizadapeloComitêExecutivoEstadualdoFórumNacionaldoJudiciárioparaSaúde
doConselhoNacionaldeJustiçae,posteriormente,pelaPresidênciaepelaCorregedoria-
GeraldeJustiçadoEstadodoRioGrandedoSul,aumentandomuito,dessaforma,a
efetividadedaAçãodeSPM.
2-MEANS/TOOLS TOPRACTICETHESPM
2.1-Theprincipalmeans/tooltoimplementtheHealthcare-focusedSPMActionplanis
throughtheSystemicPlanningandManagementActionGuidebook.Suchresourcehas
twoapproaches.Thefirst(2.1.1)emphasizesthenecessaryenlighmentoftheagenton
theimportanceofacknowledgingtheexistentinterconnectionsonthesystemsit
intervenes.Thesecondpart(2.1.2)includes,indidactically,sugestionsofbestpracticeson
theapplicabilityofSPM.Amongotherdocuments,theGuidebookincludes:
.SPMActionplansframework;
.CooperationTermModel;
.Sugestionstoassemblemunicpalcooperationnetworks(stepbystep);
.Sugestionsforthemanagersandmedicalstaff;
.AdvisabledocumentstoincludeinanyJudicialproceedings(basicsandspecfics),
includingmedicalevaluationandminimalprotocolmodels;
.SystemicOperationalflowchart(onpharmaceuticalassistance,diaperssupplyand
mentalhealthcare)

16. .Provision92/2014–onHealthcareirregularities;
.EAD,WorkshopsandJusticeCourtRoundtable;
.CNJHealthcareUtterances;
.Cases(demonstratingobtainedresults);
2.2-SPMActionplansutilizestwogeneralapproaches:
2.2.1–Institutionalenvironment:
Regarding,forexample:
.ThetransmitionofexemplarsoftheGuidebooksforthemembersoftheinstitutuion;
.Promotionofwelcomingevents(e.g.:HealthcareSecretariatrepresentatives),online
courses(EAD);improvementcourses(e.g.:CAMs-MagistrateImprovementCourses)and
workshops(e.g.fortheMagistrate’ssecretariatandclerks)(obs:Despitethepromotionof
intra-institutionalevents,frequentlythereisparticipationfromrepresentativesofpartners
oftheCNJExecutiveStateCommittee)
2.2.2–Interinstitucionalenvironment:
.PromotingthecreationofCNJExecutiveMunicipalCommittees(representationatthe
jurisdictions)andthecreationofvirutlacomunities
.ThetransmitionofexemplarsoftheGuidebooksforthemembersoftheHealthcare
Systems,theJudicialSystems,amongothers,alongwiththegeneralcommunity;
.Promotionofworkshopsatthemacroregions.E.g.Healthcare(withparticipationfrom
thepublic,privateandorganizedcivilsociety,alongwiththecommunityatlarge;
#The2015versionoftheGuidebookandthefirstInterinstitutionalWorkshopare
availableinthefollowingwebpage:pgsistemicos.blogspot.com.br
#Forfurtherinformation:rodrigoschoeller.blogspot.com.br

17. 1-ChoosePrioritized
FocusE.g.
Treatment;
(With greater relevance
on family structures)
Howtodo: A-Evaluatetheactionsandobserve theCRITERIA
oftheSPM Actionplan
(The Criteriafor theSPM Actionplansenableevaluation: oftheProject
Actions; PublicPolicies, etc.)
5-Integração dos
3 setores
e da
Comunidade
em geral
6-Map and
Integrate
# Develop the
Systemic Thinking
2-Provide 3-Necessidades
4-Impactos
nos 3 eixos da
sustentabilidade
3-Needs:
•Physiological;
Psicological and
Self-fulfillment
4-Impacts
on the 3 dimensions
Of sustainability:
•Economic; Social
and Environmental.
5-Integration from the
3 sectors:
Public;
Private and Organized Civil Society and
the community at large
Values
EFFECTIVITY
SUSTAINABILITY
PEACE
External Internal
HSD
(Harmonic and
Sustainable
Developement)
Further information on files:
SPM focusing on DSGs and Habitat III and
SPM focusing on Healthcare (Guidebook
and presentation)-Available at:
pgsistemicos.blogspot.com.br
Public Effects
(Externalities)
Cooperation
Networks

18. RESULTS OF THE SYSTEMIC PLANNING AND MANAGEMENT ACTION
RIO GRANDE DO SUL -SYSTEMIC PLANNING AND MANAGEMENT ACTION (SPM)
com Foco na Saúde
“The performance of the Justice Court State Committee on Healthcare (TJRS), has, in the last five
years, resulted in the extinction of aproximately 30 thousand judicial proceedings related to
demands for healthcare”
Regarding Porto Alegre and according to State Court Justice Martin Schulze: “presently 80%of
the lawsuits related to healthcare can be dealt with simply by fowarding the requirement
through the Healthcare System itself”
Source: http://www.cnj.jus.br/noticias/cnj/79186-tribunal-de-justica-consegue-reduzir-numero-de-acoes-com-demandas-de-
saude
Source: Case III-Porto Alegre–Rio Grande do Sul Public Defendant Actions related to healthcare

19. SOME RESULTS OF THE SYSTEMIC ACTIONS PERFOMED IN SEVERAL STATES :
TOCANTINS–Technical Suport Nucleus–NAT -Araguaína

20. How to do: B –Implement actions based on the steps established at the
SPM CONVERGENCE MATRIX –e.g. Healthcare
(obs:1-TheSPM CONVERGENCE MATRIX enables the implementation of the criteria and
national/international directives, adapted to local reality;
2-For more information on this case: pgsistemicos.blogspot.com.br -at the SPM GUIDEBOOK) )
1-CHOOSE THE ENVIRONMENT/HABITAT
# Define a geographical limit to develop and perfect the SPM Actionplan –e.g. a determined
State/County/Municipality
Within such area, choose an environment able to form the cooperation network -e.g.1. CNJ
State Executive Committee on Healthcare ; e.g.2. Healthcare Judicialization case-
FNS/CNMPHealthcare Cooperation Networks for Heatlh(available at:
pgsistemicos.blogspot.com.br)
2 –FIRST GENERAL LINE OF ACTION: DEVELOP INTERINSTITUTIONAL
ACTION:
# Promotion of thematic workshops at the macroregions-e.g. Healthcare macrorregiões
(video available at: http://pgsistemicos.blogspot.com.br/2013/06/workshop.html)
3-SECOND GENERAL LINE OF ACTION : FOSTER INSTITUTIONAL ACTION:
#. Fowarding of SPM Guidebooks for the members of the institutions;
#Promotingwelcomingevents(e.g.:HealthcareSecretariatrepresentatives),onlinecourses
(EAD);improvementcourses(e.g.:CAMs-MagistrateImprovementCourses)andworkshops
(e.g.fortheMagistrate’ssecretariatandclerks)(obs:Despitethepromotionofintra-
institutionalevents,frequentlythereisparticipationfromrepresentativesofpartnersofthe
CNJExecutiveStateCommittee)–suchastheJusticeCourtPilot-Projectaspresentedat
theSPMGUIDEBOOK)

21. SPM CONVERGENCE MATRIX –e.g.HEALTHCARE
4-TWOFOLD APPROACHES:
4.1-ENLIGHT the agent on the importance of acknowledging the existent interconnections
on the systems it intervenes.
4.2 –Make available Methods/Tools able to permit the practice of the Project
5 –TWO STAGES:
5.1 –Choosing the Priority Focus:
(such as the perfectioning of the drug distribution network; the creation or improvement of the
Technical Support Nuclei-NATs-and the establishment of Unified Healthcare System –SUS-
ombudsman; the promotion of family planning;);
5.2 –Map and Integrate:
5.2.1 –Map(needs, possibilities and existent activities)
5.2.2 –Integrate:
1-Public hearings, meetings, committees, etc;
2 –Awareness diagnosis;
3-Cooperation Terms;
4-Criteria and systemic operational flowcharts;
5-Guidebooks;
6-Institucional Workshops;
7-Interinstitucional Workshops;
8-Technical Chambers and NATS;
9-Irregularities investigation
10-blogs e websites
pgsistemicos.blogspot.com.br

22. HOW TO D: B –Implement actions based on the following steps forseen at the
SPMCONVERGENCE MATRIX (THE SPM CONVERGENCE MATRIX
enables the implementationof the criteria nd
other national and international
directives, adapted to local reality)
4-TWOFOLD
APPROACHES:
4.1-ENLIGHT
4.2-MEANS/
TOOLS
5-TWO STAGES:
5.1-CHOOSING THE
PRIORITY FOCUS
5.2-MAPPING AND
INTEGRATING
1-CHOOSE
ENVIRONMENT
/HABITAT:
E.g. Fori; Committee,
Projects; Actions;
Neighborhood,
County, etc.
2-FOMENT THE
INTERINSTITUTIONAL
ACTION
3-PROMOTING
INSTITUTIONAL
ACTION
COMMOM POINT OF VIEW
Cooperation Networks
6-Always starting from the
priority focus and considering
the criteria for SPM
Actionplan
HSD
(Harmonic and
Sustainable
Developement)
VALUES
EFFECTIVITY
SUSTAINABILITY
PEACE
External Internal

23. In practice –How to fullfil the recomendation established on item 6 of the cumprir a
recomendação constante no item 6da
SPM Convergence Matrix:
“Always start from the priority focus and in light of the Criteria of the
SPM Actionplan
From a priority focus,
It is possible to realize that people and institutional may take part in
Cooperation Networks
Examples:
(obs: Roles that “doesn’t really matter who performs, as long as it is done”
EXAMPLE:Fostertheinterinstitutionaland
institutionalinterplay(items2e3ofthe
ConvergenceMatrix)insuchawaythat
promotestheintegrationofthetreesectors
(public,privateandorganizedcivilsociety)and
thecomunityatlarge(Criteria5oftheSPM
Actionplan)
2-FOSTER
INTERINSTITUTIONAL
INTERPLAY
3-Promote
INSTITUTIONAL
ACTION
5-integration
of the 3
sectors:
Public;
Private, Civil
Society and
Comunity
at large

24. 1-PUBLIC SECTOR:
1.1 –EXECUTIVE POWER:
# In geral: promotion and implementarion of the SPM Actionplan
1.1.1-Federal: nacional directives, resources, international strategic positioning
1.1.2-State: regional convergence, criteria, Committees/groups;
1.1.3-Municipal: direct interaction with public, Committees;
Ex.SPMCommittee-seeSPMGuidebookCooperationTerm-focusonhealthcare–
secondclause;ex2.SocialManagementCommittee-Decree10.461/09OfRioGrande
County/RSavailableat:rodrigoschoeller.blogspot.com.br2010filesdiretory
1.2-LEGISLATIVE POWER (federal, state and municipal):
#convergence, criation e aproaval of the SPM Actionplan –based lawmaking
1.3-JUSTICE POWER (federal, state ):
3.1-Judiciary:Coordination of the CNJ Health Executive Committees, SPM Actionplan
promotion projects (see:
Pilot-Project presente at the SPM Guidebook –Focus on Healthcare-avaliable at
pgsistemicos.blogspot.com.br);
3.2 –Defensorias Públicas and other institutions: criteria, flowcharts;
3.3 –Public Ministry: Promotion to the SPM Actionplan

25. 2-PRIVATE SECTOR:
#FullfillingthecriteriafromtheSPMActionplan,whichprovideasinthesisof
themanycriteriaanddirectives,bothnationalandinternational,includedbutnotlimitedto:
$-doDowJonesSustainabilityIndex(DJSI);
$-EnterpriseSustainabilityIndex(ISE);
$-BalancedScorecardmethodology–(BSC),entreoutros;
To develop indexes, providing additional value to the activies and, therefore, attracting
investors and possibilitatinh access to resources, responsibily.
3-ORGANIZED CIVIL SOCIETY
3.1-participative Democracy-e.g. Committees, voluntariat;
3.2 –representative Democracy-: representative choosing aligned with criteria
of the SPM Actionplan and to national and international directives
4-COMUNITY AT LARGE
4.1–RegardingthosethatacknowlgdetheObligation-Rightsdualityandpromote
family-focusedservices,comunity-focusedandsoforth;
4.2--Relatingtothosethatmaintainlinearthinkng,externalizingautophagic,
individualisticbehaviours.RequiretheSystemicPlanning.

26. The SPM Actionplan implements what is established at the first paragraph of the
Habitat Agenda for the Municipalities:
“...Thereisagreatoportunityandreasonfor
hopethatanewworldmaybebuilt,onewhere
socio-economic development along with
environment protectionreinforcethemselvesas
thecomponentsofsustainabledevelopment,both
mutuallywithinthenationalagendasandthrough
cooperationamongthecountries
(source:HabitatAgendafortheMunicipalities/MarleneFernandes.RiodeJaneiro:IBAM,2003)

27. SPMActionplan,however,doesnotfullfilsitselfonlybasedon
HABITATAgendadirectives,butitalsosumarizesseveralother
criteriaandindexes,suchas:
Source: Guia Exame Boa Cidadania Corporativa 2006
In such a way, it is possible to develop indexes that increase
the value of the actions, possibly attracting investment to
local enterprises, or it enables the access to resources
necessary for the Project implementation.
Notwithstanding, it also optimizes the management of
scarce resources and reduces/qualifies the judicial
proceedings
Fonte: URBACT
Fonte:
www.undp.org

28. Fonte https://sustainabledevelopment.un.org/focussdgs.html
Fonte: Meu Município e a HABITAT III –cartilha da CNM: http://www.cnm.org.br/biblioteca/download/2130
STARTING FROM 2015, the aim is to develop
SPM Actionplan focusing on the Sustainable
Development Goas
(DSGs/GOAL-2015) eon HABITAT III (2016),
adapting it to local reality
Fonte: https://www.habitat3.org

29. HABITAT III
https://www.habitat3.org/urbandialogues

30. GENERAL STRAGETY FOR ACTION
Inordertoimplementtheproject,thefollowingsugestionsaremade(liable
tostandardizeaCooperationTermobjectclause)
1-(WHATTODO)cooperateonimplementingandadaptingtolocalrealitytheDSGsand
HABITATIIIDirectives,
2-(Howtodo)throughtheutilizationofthecriteriaandSPMActionplanconvergencematrix
3-(Results)insuchawaythatitpromotesHarmonicandSustainableDevelopment(HSD),
4-consequently,reduceand/orqualifythejudicialproceedings.
EXAMPLES OF THE PROPOSED ACTIVITIES:
ItemAfocalpoints:
1.Promote,throughtheutilizationofthecriteriaandSPMActionplanconvergencematrix,
2.Includingwhenchoosingthepriorityfocus,
3.Theactivitiesofmapping,evaluation,replication,alingment,integration,implementationand
adpatationtolocalreality,
4.Bothwithininstitutionsandinterinstitutionally
5.Ofactions,activities,projectsandpublicpolicies
6.ThatcontributetoachievetheDSGsandHABITATIIIDirectives
7.especiallythosesperformedthroughcooperationnetworksand/orthosethatstrivetoreducethe
amountofJudicialproceedings;

31. Itembfocalpoints:
1.FostertheformationoflocalSPMCommitteesamongwithotherformsof
cooperationnetworls(suchas,e.g.,theSocialManagementCommitteesandthe
MixedComissions),
2.Implement,throughtheutilizationofthecriteriaandSPMActionplanconvergence
matrix,theDSGs,thedirectivesoftheHabitatIIIandtheactivitiesconstantonItem
“A”ofthethirdclauseofthepresentCooperationTerm,
3.Adaptsuchitemstoeconomiccontextualizedrealities,bothonsocial,
environmentalandgeopoliticalscope,
Itemcfocalpoints:
1.EnsurethattheactivitiesperformedbasedtotheCooperationTermaresimilarto
thoseestablishedontheSPM Guidebook,(availableat:
pgsistemicos.blogspot.com.br),
2.EspeciallythosementionedattheGuidebookintroductionandonthe
Corregedoria-GeraldeJustiçaPilotProject.
Observation:Examplesoftheactivitiesmappedandalignedthroughstrategicplanning
andProjectdevelopment,whichimpactongeneralpublicpolicymaking?
1-CNMP:http://www.cnmp.mp.br/portal/noticia/7577-acao-nacional-divulgados-resultados-do-bienio-
2013-2015and
http://www.mprs.mp.br/areas/medicamentos/arquivos/apresentacoes/cnmp_projeto_judicializacao_da_saude.
pdf
2-CNM:http://www.municiencia.cnm.org.br
3-Whichactivitiesdoesyourinstitutionapplies?

32. Utilizing the SPM Actionplan Convergence Matrix (and Criteria)
to implemente and adapt
the DSGs and HABITAT III directives to local reality
INICIAL OBSERVATIONS :
#Theitems1through4oftheSPMActionplanconvergencematrix(alongwiththeSPM
ActionplanCriteria)establishgeneraldirectivesmeanttobefollowedatthe
implementationphase:occuringattheStepsdefinedatitem5(choosepriorityfocus
andmap-integrate)
#Thechoiceofthepriorityfocusmayoccuralongwithorpreceedingthechoiceofthe
environmentforAction(item1ofthematrix).Therefore,wesugestselectingtheDSGs
thatreflectsthemajornecessitiesoftheenvironment/habitatintendedforimplementation
#AmongtheDSGsandHABITATIIIdirectives,somestandapart:
GOAL3: Health–WesugestthattheJusticeCourtsreplicatewithinthe
States,thepilot-projectoftheRioGrandedoSulJusticeCourt
(seeSPMActionplanGuidebook)
.GOAL11:amongtheaspectsofthisDSGs,wemay,forexample,prioritize
Thepublicsafetypoliciesand/ortheattendancetotheneedsofthe
vulnerablepopulation(Alsoimpactingon“CohesionandSocialEquity–Urban
DialoguesoftheHabitatIII)

33. . “Urban Frameworks ”–Habitat III Urban Dialogues: prioritizing the development of Urban
Legislation -http://www.cidades.gov.br/index.php/component/content/article?id=3752
. GOAL 6 : Clean water and sanitation.
Example: SPM focusing on waste dumps
. GOAL 4: : Quality education –connected to GOAL16:
.GOAL16: effective,capableinstitutions:prioritizethefamilyrelationships,
especiallythroughFamilyplanninginitsamplestconception(whichhaslargerscopethanthe
relatedgoal3.7oftheDSGs)andthroughprotectionofFamilybonds.TheFamily,foundation
ofthelargersociety,isinstrumentaltodevelopRight-Obligationsconsciousness,
necessarytoachievevirtuallyallDSGsandHABITATIIIdirectives.Formoreinformationon
Familybonds,pleaseverifytheDoctoralThesisrelatedtoFamilyNetworkProject:
http://rodrigoschoeller.blogspot.com.br/2013/10/tese-de-douturado-com-acoes-da.html and
furtherdocumentsavailableat:rodrigoschoeller.blogspot.com.br
•GOAL17:theresultsoftheSPMActionplanaligntoGOAL17anditsgoals
(see:https://sustainabledevelopment.un.org/focussdgs.html),alongwithHABITATIII
directives

34. Utilizing the SPM Actionplan Convergence Matrix (and Criteria)
1-Choose the ENVIRONMENT/HABITAT
1.1 –Establish a geographical limit (neighbourhood/comunity/county/State) to
determine the territorial amplitude of the action;
1.2-Within such area, choose an environment to form the cooperation network:
a)If the priority focus is healthcare(GOAL 3): we sugest forming CNJ
Healthcare Municipal Executive Committees;
b)If the focus is related to the Social Dimension: we sugest forming Social
Management Committees based on Municipal Decreenº 10.461, of October 27
2009 –CGS and Integrated Rio Grande Program:
http://rodrigoschoeller.blogspot.com.br/2010/10/SPM-decreto-municipal-n-
10461-de-27-de_26.html
c)For a larger scope: (possibly expanding the focus for the socio-economic and
environmental dimension-all of the DSGs) the optimum choice is the creationof
Systemic Planning and Management Committees;
d)Regarding issues related to Judicial Proceedings of a certain Jurisdiction: we
sugest creating Mix Commissions of the Judiciary Power;

35. Utilizing the SPM Actionplan Convergence Matrix (and Criteria)
Important:
ThematrixisorientedtowardstheachievementoftheSPMActionplanCriteria.Therefore,itis
importantethatrepresentativesofthepublic,privateandorganizedcilvilsocietyparticipate.
2 –Foster INTERINSTITUTIONAL Action:
# Regional workshops are required-based on the model established for
the Healthcare focus
3 –Foster INSTITUTIONAL Action:
# Trainment both online and in loco are required-based on the
methodology created for the pilot-project mentioned in the SPM Actionplan Guidebook
4-TWO APPROACHES:
4.1-Enlight ( Acknowledge the system that intervenes on the prioritized focus
OBS: It is not necessary to obtain ample understanding of every theme covered by the SPM
Actionplan. The importante is to promote cooperation networks, which will provde the
necessary knowledge to achieve the mission;

36. SPM CONVERGENCE MATRIX
4.2 –Make available means/tools to start the Project (obs: the actions are
constructed and distributed within the scope of item 5)
We suggest the edition of guidebooks containing the operational flowcharts
Obs: examples of Operational Systemic Flowcharts impacting on the DSGs :
http://www.abmp.org.br/UserFiles/File/caderno_fluxos_operacionais.pdf
5 –TWO TIMEFRAMES (IMPLEMENTATION properly said )
5.1 –Choose the priority focus: (OBS: see initial observation)
Obs: the dimension of the focus depends on the capacity of the network to sustain its needs
regarding the three aspects of sustainability ( see SPM Actionplan criteria)
5.2 –Map and Integrate:
5.2.1 –Map
(necessities , possibilities and existent activities)
5.2.2 –Integrate: it is possible to adapt the procedures of the SPM Actionplan focusing on
healthcare, prioritizing the edition of Guidebooks with attention to the Item 6 of the Convergence
Matrix
In such a way, it is possible to develop indexes of
Harmonic and Sustainable Development (HSD)

38. 1-DSGsand
HABITAT III
(With greater relevance
on family structures)
SPM Action –Criteria and Alignment
Values
EFFECTIVITY
SUSTAINABILITY
PEACE
External Internal
2-Provide
3-Needs:
•Physiological;
Psicological and
Self-fulfillment
6-Map and
Integrate
# Develop the
Systemic Thinking
5-Integration from the
3 sectors:
Public;
Private and Organized Civil Society and
the community at large
4-Impacts
no the 3 dimensions
Of sustainability:
•Economic; Social
and Environmental.
Externalities
Cooperation Networks
HSD
(Harmonic and
Sustainable
Developement)

39. What is the meaning of life?
What is our common mission?
It seems that the most important aspect in life is the
Quality of the Relationships we establish with our con
consciousness and the living beings and objects we
Interact with.
It seems more!
It seems that for us to achieve sustainability, effectivity
and internal-external Peace, we must realize that.
Files and information : pgsistemicos.blogspot.com.br
If you are willing to cooperate for our common mission, please foward
this document and/or blog link to you emailing list or submit sugestions
to: [email protected]