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Description
This project stems from a previously supported project for the preparation of an organisational needs assessment and action plan for the Parish Center of São Bernardo. The implementation of the measures foreseen in the plan is ensured through the current project, through consulting and training actions to define a new model of strategic and operational planning, development of an evaluation and monitoring system transversal to all the institution''s responses, construction of a communication plan and the creation, implementation and evaluation of a quality management system.
Summary of project results
The project aimed to address several issues and challenges identified by CPSB. In 2019, with the help of an external entity and a participatory methodology, a process was initiated to diagnose organizational needs and create an action plan. The diagnosis identified areas needing improvement and capacity building, leading to an action plan addressing priority issues to strengthen CPSB''s intervention, to improve management and organizational performance, and to contribute to resource sustainability. However, external consultancy and training services were necessary due to the technical team''s lack of know-how. Evaluation capacity was identified as a weakness, with no general evaluation procedures in place. To achieve continuous improvement and implement a Quality Management System (QMS) across all CPSB services, this dimension was prioritized. Other prioritized areas included Quality Management, Communication, and Strategic Planning. The existing strategic plan was deemed unrealistic and unclear, requiring a new strategic and operational planning model. Efforts to conceptualize a QMS had begun but were incomplete. Implementing a QMS was seen as a useful management tool and addressed the need for better internal training. Communication, both internal and external, was also identified as needing improvement, with current channels being ineffective and lacking regularity and consistency. Defining processes and procedures for effective communication was also considered a priority.
The project included activities in Strategic and Operational Planning, Quality Management System (QMS), Communication, and Impact Assessment. In each intervention area, participatory methodologies were used, and tools were created for autonomous management by the internal team. Implementation involved training and consulting actions, team participation in practical components, online sessions with consultants for activity follow-up and practical application, and internal team meetings.
In Strategic and Operational Planning, a new model was defined, leading to strategic analysis and associated instruments. The strategic diagnosis included contextual analysis and organizational diagnosis through a participatory process involving management, workers, and partners.
In Internal Communication, an internal communication plan was created, communication flowcharts were defined, information panels were reorganized, and vision, mission, and values were reviewed. Actions and materials were created for their dissemination and internalization, fostering motivation and a sense of belonging among workers.
In External Communication, the brand positioning was redefined, a content strategy and respective tools were established, a Communication Team was created, existing communication tools were restructured, and new tools were developed to promote the organization and its offerings. Processes and procedures for information collection and dissemination were defined, a Fundraising Plan was created, a Project Portfolio with the value proposition of each project was defined, a fundraising database was created, and a fundraising communication plan was established.
In Impact Assessment, a system for evaluation and monitoring was developed across all CPSB responses. Given the institution''s lack of experience in impact measurement, a pilot impact assessment study was conducted on an intervention in Elderly Support, using a method replicable for other interventions. The impact assessment methodology combined elements from other reference models. In QMS activities, processes and associated documents were defined, the system''s performance was evaluated to ensure effectiveness and adequacy, and an organizational and people management model with associated tools was defined.
The technical team received training in leadership, motivation, change management, and operations management. All workers received training, and a pilot project was implemented in the Creche I area to test and refine measures. Project management and dissemination activities were ensured, along with necessary collaboration for external evaluation.
In terms of results, the project achieved significant improvements in the institution''s ability to define its strategic planning, manage resources, and communicate more effectively, including measuring the impact of its work. This led to increased external visibility, facilitated fundraising activities, and enhanced the ability to respond to challenges with appropriate solutions.
In Impact Assessment, it was found that the institution could quantitatively and objectively demonstrate not only user satisfaction but also the real impact of its activities. This contributed to the institution''s recognition and positioning, as well as worker motivation. Consequently, this activity will be extended to various CPSB interventions and integrated strategically across the institution.
Another lesson learned was the importance of having a structured and professional communication area. Although the work was based on internal resources, their training allowed for better utilization of the team''s qualities and skills, resulting in high-quality work.
The support of external consultants highlighted the value that a good entity can bring to the institution''s functioning.
Overall, the project demonstrated that involving all workers is essential for incorporating activities into the institution''s practice, making it a collaborative effort rather than a top-down imposition.