In a city with few financial resources, it needs to improve fundraising strategies to finance sustainable development actions. The city of Teresina has limited own revenues, making it difficult to deliver adequate municipal services in all sectors. There is a challenge in Property Tax collection, and a large gap in comparison with other brazilian capitals.The diagnosis identified lack of technical skills, information deficits, overburdened responsibilities to staff, and staff overlapping activities. Capacity building is key to run the ongoing municipality programs, but it is also important that city staff is in the lookout of ways to increase municipal revenue as there are various tax collection opportunities that can increase economic development funding.

Better public services favours investment attraction, facilitates local entrepreneurship and improves people's quality of life. The data and indicator collection phase regarding municipal public services for the CRGP Diagnostic highlighted information gaps in this area and thus the need to establish monitoring mechanisms for municipal public services to improve service delivery, and thus development benefits to the population, as well as make public administration more efficient and less costly.

The transport department current management model does not meet the need for agility in the planning, coordination and supervision of municipal mobility. It is thus recommended to update the model following the successful example of other cities, with a Local Transportation Agency, and integrating the mobility planning units with the other urban planning sectors under the Secretariat of Planning.

Interconnectivity challenges were identified as limiting factors to local economic growth. However, the city has not developed a logistics plan to guide the development and fund raising for the improvement of local logistics. Therefore, the creation of an inter-sectorial committee is proposed to resume discussions for the creation of a municipal strategy to improve urban logistics.

Creating new administrative mechanisms is challenging for a city when officials do not know in depth how to implement these changes. Cooperation with cities that have already implemented similar actions facilitates the anticipation and resolution of problems and offers possible paths for their feasibility.

The municipality has struggled to implement its strategic economic development actions due to limitations in its organisational structure. The economic development department lacks the necessary resources and competencies to enable projects and coordinate the various actors required to leverage economic development strategies. Thus, the creation of a LEDA (Local Economic Development Agency) is proposed to overcome administrative limitations, facilitate knowledge exchange, conduct studies and coordinate multiple actors for place-based economic development strategies.

As a way to promote urban governance and coordination the city should make the effort of creating a private, public, and academic committee to formulate a work agenda around science, technology, innovation, education, and health. Part of the agenda can include a plan to increase the number of graduates of the cities who are knowledgeable in subjects that feed the high-tech industry and/or health industry.

Engage the city with private and academia stakeholders in activities that promote innovation to create more jobs around ICT as well as contribute to re-branding of the city, including creating a municipal support package for startups, fostering the set-up of youth committes, and expading the city's accelerator hub.

Although the city offers solutions for integration into the formal economy, including access to micro-credit allied to skills training, and others, public engagement is still limited and there is a lack of dissemination strategies. Therefore, a bold, continuous, and integrated action is proposed to offer integrated packages to micro-entrepreneurs in order to increase local entrepreneurship and more formal job opportunities.

The People' Bank of the municipality of Teresina had and continues to have an essential role during the economic crisis caused by the pandemic of COVID-19, proving to be a powerful policy for streghtening economic resilience, especially for the small and informal sectors. However, the diagnosis showed that their operating capacity is limited, requiring greater technical capacity to increase the supply of micro-credit, associated also with better management mechanisms.

The People' Bank of Teresina operates with credits defined in the municipal budget, which has limited resources. This activity seeks closer cooperation with fundraising sectors to expand the bank's capacities to foster the local economy, becoming a reference place for supporting informal workers, encouraging formalisation and modernisation of small and micro-businesses.

To better tailor municipal policies to include the informal economy, it is necessary detailed information regarding this sector and the municipality does not dispose of in-depth researches or studies about its informal economy. There is also an information gap concerning this sector in traditional databases. Thus, it is proposed to commission technical studies that characterise this sector and inform policy-making, improving the access to target beneficiaires, as well as service offer.