innovation for the third sector: sustainability and social impact august 16 to 18 – são paulo –...
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Innovation for the Third Sector: Innovation for the Third Sector: Sustainability and Social Impact Sustainability and Social Impact
August 16 to 18 – São Paulo – BrazilAugust 16 to 18 – São Paulo – Brazil
Sylvia Helena Moraes CurySylvia Helena Moraes CuryAVAPE – Brazil AVAPE – Brazil
Strategic Management for NGOsStrategic Management for NGOsA model to be replicated in a net
ISO 9001
Brazil
Brazil
Brazil
Population: 183
millionshabitants
26.5 millionsof disabled people
(14.5%)
Area: 8,514,877
km2
26 States
1 Federal District
GDP per capita:
US$ 3,330 thousands
HDI: 0.79269º Human
Development Ranking
Brazil
State of Sao Paulo 10 rehabilitation
units
180Job websites
4.3 millionsof people served for
94,701 customers/year, being
90% free of charge
2,890 collaborators,
647 disabled
professionals
223volunteers
AVAPE ProfileAVAPE Profile
1982Founding
MissionMission
“To promote the potentialities
of persons with disability,
aiming at their autonomy,
security and dignity for the
exercise of citizenship”.
Institutional ActionInstitutional ActionClinic Rehabilitation Vocational Rehabilitation Professional Training
Professional Outplacement Living Together Center Community Programs
Volunteers Strategic Management Course
• AVAPE Foundation
• Professional management model
• Audacious profile, transparence and communication
1982 - 1985
AVAPE JourneyAVAPE Journey
• First partnership in professional outplacement at Volkswagen
• Consolidation of the management model
• business language• institutional marketing• people management
1985 - 1994
AVAPE JourneyAVAPE Journey
• ISO Certification / Total Quality
• Geographic expansion focused on partnerships
• Human Resources Development
1995 - 2006
AVAPE JourneyAVAPE Journey
25 years of existence:
• Experience• Maturity• Positioning• Image
Consolidation• Credibility
2007
• AVAPE Network
• AVAPE Federation
• International Relationship
• Strategic Ventures
• Corporative Governance
AVAPE JourneyAVAPE Journey
• Sustained growing continuous cycle
• National and international Strategic Positioning
• People Development
2008
AVAPE JourneyAVAPE Journey
InnovationInnovation
Organizational ManagementManagement Model
ISO 9001
•Holistic view
•Intertransdisciplinary team
•Integrated rehabilitation
•Standardization
• Cou
ncils
Per
form
ance
• Stra
tegic
Plan
ning
•Mar
ket D
evelo
pmen
t
• Unio
n an
d Net
work
Confo
rmat
ion
•Professional Managem
ent
•Experience
•Team work
•Development
•Salary policy
•Organizational structure
•Project managem
ent
• Self
-man
agem
ent
• Qua
lity S
yste
m
• Inte
grat
ion a
nd
inclus
ion
•Mar
ketin
g an
d sa
les
• Pro
fess
ional
Man
agem
ent
Rehab
ilita
tion
Partnerships
Governance
Human
Res
ourc
es
Challenges and BenefitsChallenges and Benefits
CultureCulture
Human ResourcesHuman Resources
Organizational StructureOrganizational Structure
Quality ProgramQuality Program
Focus on ResultsFocus on Results
Professional managementProfessional management
Profile alignmentProfile alignment
Adaptation to Organizational Development
Adaptation to Organizational Development
Total QualityTotal Quality
PDCA – Plan, Execute, Control and Assess
PDCA – Plan, Execute, Control and Assess
BenefitsBenefits
Strategic AlliancesStrategic Alliances CredibilityCredibility Professional Management model consolidation
Professional Management model consolidation
Human Resources Development
Human Resources Development StabilityStability New ChallengesNew Challenges
Assessment and IndicatorsAssessment and Indicators
Quality Policy AVAPE is committed
to:How do we implement it? Quality Goals GOALS
Standardizing, assessment and reviewing periodically all of the key-processes.
Reach annual (fiscal year) Accumulated Minimum Gratuitousness in 20% over Gross Revenue.
Establishing improvement goals in the processes.
Keep a semi-annual average rate of 99% or more in the accomplishment of the treatment plans (Social Unit)
Carrying out subsidized trainings.Carrying out periodic technical meetings.Allowing for flexible time schemes.Giving space on the media for publishing papers, as well as resources for research material.
Keep an abstention average rate of less than 3%.
Keep a turnover average rate of less than 1%.
Promote a good work environment.
Assure the efficient use of resources.
Obtain high levels of customer satisfaction.
Continuously enhance and standardize
rehabilitation programs and services.
Spread technical scientific and
management knowledge.
Carrying out tehcnical scientific journeys, lectures, interchange, courses and publications (bulletins, magazines, sites and books).
Encourage self-development and qualify
collaborators.
Implementing training program.
Carrying out periodic technical meetings.Keep a quarterly average rate of 99% or more in the accomplishment of the treatment plans (Clinical Unit).
Obtain a 95% custumer satisfaction index, at least.
Most important challengeMost important challenge
Practice the exercise of looking at the inside and outside environments and establish the required bridges.
Practice the exercise of looking at the inside and outside environments and establish the required bridges.
HUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCES
RecommendationsRecommendations
Do not depend on only one sourceDo not depend on only one source
Align partnerships to institutional developmentAlign partnerships to institutional development
Practice the market languagePractice the market language
Dare: audacious profileDare: audacious profile
Focus on resultsFocus on results
Look for challenges with a renewal movementLook for challenges with a renewal movement
Perform different roles given different situationsPerform different roles given different situations
Quality Incorporation in management.Quality Incorporation in management.
Organizational behavior opened to expansionOrganizational behavior opened to expansion
Visit AVAPE site:Visit AVAPE site:
www.avape.org.brwww.avape.org.br
Contact:Contact: (55 11) 3055.5020 / 5033(55 11) 3055.5020 / 5033