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Description
Based on an organisational needs assessment and action plan, this project aims to promote the organisational development of the project promoter. The project aims to implement a model of organisational excellence which enhances the sustainability, efficiency and economic-financial performance of the organisation through mentoring and training in leadership, HR management, sustainability, social innovation, partnership development, evaluation and governance.
Summary of project results
The project aimed to address several critical performance areas and weaknesses identified in the Organizational Needs Diagnosis. These included communication difficulties within the organization, which hindered the sharing of the mission, values, and implementation of improvements. There were also barriers in communication and a lack of strategic thinking for sustainability and efficiency.
The project sought to understand stakeholder needs and expectations better. It addressed the absence of regular strategic recruitment practices and the informal sharing of the mission, vision, and values.
The existing performance evaluation model was complex and ineffective, and there was a low propensity for innovation and creativity.
Internal communication had significant gaps, and processes were focused more on beneficiaries than other stakeholders.
The project aimed to create a model for service improvement based on stakeholder needs, incorporate technology into process management, expand partnerships, and improve resource management for strategic decision-making. It also aimed to establish performance indicators and tools for social impact and responsibility evaluation.
Finally, the project sought to address the lack of consistent performance indicators to measure staff performance, evaluate needs, and implement personal and professional development processes. It also aimed to develop tools for social impact and responsibility evaluation, and establish performance indicators for innovation, social impact, and stakeholder satisfaction.
The project involved several key activities.
In the creation of the institution''s excellence model, 60 hours of mentoring were provided, resulting in the development of the Excellence Model that currently guides the institution. This activity also led to the creation of an intermediate body between the Board and the operational structure (Technical Direction Council composed of DTs) and a collaborative organization model. The first self-assessment was conducted according to the new model.
To implement an inspiring leadership system, 80 hours of mentoring were provided, focusing on creating and communicating the Mission, Vision, Values, Code of Ethics and Sustainability, and a motivational video. These activities involved not only participants but also other staff members.
In constructing, sharing, and implementing the Strategic Plan, 60 hours of mentoring were provided, resulting in the creation and approval of the 2023-2026 Strategic Plan by the Administrative Board, which is currently being executed.
For implementing a competency-based HR management model, 120 hours of mentoring were provided, leading to the creation of the HR Management and Performance Evaluation Model, which significantly altered the previous model and included all support tools.
The creation and implementation of the Social Innovation Laboratory involved 80 hours of mentoring, resulting in the establishment and regulation of INOVA LAB and the generation of five new social innovation projects (three during the project and two after its conclusion), as well as the sharing of tools for generating new projects.
The creation of a best practices guide and success indicators involved 45 hours of mentoring, leading to the creation and regulation of the guide and tools for satisfaction analysis, which were applied for the first time.
The creation and implementation of the Sustainable Growth Plan involved 60 hours of mentoring, resulting in the plan''s creation and implementation, including the renewal and standardization of the institution''s image, the HR qualification plan through the Qualifica Center, and the creation of a project team to obtain community and national funds.
The conception of the Partnership Development Plan involved 60 hours of mentoring, resulting in the plan''s creation and implementation, inventorying current partnerships, and analyzing potential new partnerships.
The development and implementation of an open performance results monitoring model involved 45 hours of mentoring, resulting in the creation and implementation of the Performance Results Evaluation and Monitoring Model Guide, with the first analysis of performance indicators for 2022.
The production and implementation of the Social Responsibility and Carbon Efficiency Guide involved 45 hours of mentoring, was approved by the Administrative Board, and inspired social media campaigns based on the guide''s recommendations.
The making of the Excellence Guide for Results and Performance involved 30 hours of mentoring, and included criteria, processes, and the execution and implementation model of the GERP Social, an integrated performance management model for the institution.
The project achieved significant outcomes for the 19 direct participants, with 12 completing all mentoring actions. The project had immediate effects on SCMPS and the participants, involving nearly all human resources in various dynamics. It promoted the participants'' capacity building and their orientation towards action and results. The project improved the internal and external institutional image and is expected to be a crucial lever in addressing some of the main social problems in the municipality, particularly through the implementation of new innovative projects and raising community awareness of social issues.
Based on the results obtained in terms of products and tools, and their ongoing application at SCMPS, it is evident that the team has appropriated the competencies resulting from the project''s purpose.