Indicadores de desempenho das organizações sociais de cultura do Estado de São Paulo

• Autor(a) principal: Ferraz, Ivan Roberto
• Data de Publicação: 2008
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações da PUC_SP
• Texto Completo: https://tede2.pucsp.br/handle/handle/1302
• topic: Organizações sociais de cultura; Indicadores de desempenho; Instituições culturais; Associacao dos Amigos da Pinacoteca (Sao Paulo, SP); Associacao dos Amigos do Centro de Estudos Musicais Tom Jobim (Sao Paulo, SP); Fundacao OSESP; Sao Paulo (estado) -- Politica cultural; Social organizations of culture; Performance indicators; Cultural institutions; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO

The Secretary of Culture of the State of São Paulo has been using since 2004 a management model for Social Organizations. In this model, non-state public organizations qualified as Social Organizations of Culture sign a contract with the government, assuming the responsibility for the administration of services, installations, and cultural equipments that were originally managed directly by the Secretariat. The State continues on charge of defining the cultural policies and supervising the work developed for these purposes by the Social Organizations. In case an institution doesn t accomplish the results established by the contract, it may stop getting resources from the government or even losing its qualification. The main tool to evaluate performance of these organizations is an indicators system specifically defined in the work plan in each case where goals that must be reached must be clearly defined. The purpose of this work was to study the indicators systems being used today, and seek ways to improve them. For these purpose three representative institutions were selected and work plans and activities reports of each one were carefully studied. These institutions were: Friends of the Pinacoteca Association, Friends of the Tom Jobim Centre Association, and OSESP Foundation. As a result it was observed that even though the indicators systems currently used were very simple, they contain some important and positive characteristics that are also found in evaluation models identified in literature, such as alignment of the indicators with the strategical objectives of the institution. A weak point of the systems though, is the current difficulty to compare performance for two or more organizations. Suggestions to improve the systems are presented as a way to minimize this and other problems that were identified during the work