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Abstract(s)
O objetivo deste estudo foi conhecer o estado da arte da gestão dos Centros Sociais e Paroquiais (CSP). Pretendeu-se: 1) compreender o estado da relação dos CSP com as comunidades paroquiais; 2) entender as limitações que trazem à gestão os estatutos e os protocolos de cooperação com o Estado; 3) aferir os níveis de sustentabilidade e as capacidades de cooperação interinstitucional; 4) conhecer as formas de gestão e os níveis de profissionalização.
Foi possível concluir que, apesar de algum questionamento sobre o modelo de ação dos CSP, estes encontram-se alicerçados nas comunidades, respondem a problemas locais e recolhem genericamente o seu apoio. Na sua prática, os CSP integram os princípios e valores da Doutrina Social da Igreja.
Com a revisão proposta pela Conferência Episcopal Portuguesa, em 2015, o modelo de estatutos não constitui atualmente um problema significativo na gestão dos CSP. Pelo contrário, os acordos de cooperação são apresentados unanimemente como origem das dificuldades. Quer pelo insuficiente valor da comparticipação estatal, mas também pela pouca flexibilidade e por poderem pôr em causa a autonomia das instituições.
O que mais condiciona a sustentabilidade dos CSP é o subfinanciamento. À baixa comparticipação estatal, associa-se a reduzida comparticipação dos utentes que deriva dos seus baixos rendimentos. Acresce a este fator, e derivante dele, a dificuldade em recrutar mão-de-obra de qualidade bem como em profissionalizar a gestão. As iniciativas de cooperação entre instituições são pontuais e carecem de aprofundamento.
Foi ainda possível concluir que não existe uma clara separação entre a gestão estratégica e a gestão executiva. Assim, o presidente da direção, maioritariamente o pároco, em conjunto com os voluntários da direção são responsáveis pela governação. Genericamente a gestão executiva é assegurada pelo presidente da direção, apoiado pela restante direção e em conjunto com a direção técnica. Apesar de conscientes da crescente necessidade da profissionalização da gestão este é um caminho ainda por percorrer na realidade dos CSP.
The aim of this study was to find out about the state of the art in the management of Social and Parish Centers (SPC). The aim was to: 1) understand the state of the SPC relationship with parish communities; 2) understand the limitations that the statutes and cooperation protocols with the state bring to management; 3) assess levels of sustainability and inter-institutional cooperation capacities; 4) learn about management methods and levels of professionalization. It was possible to conclude that, despite some questioning of the SPC model of action, they are grounded in the communities, respond to local problems and generally receive their support. In their practice, SPC integrate the principles and values of the Church's Social Doctrine. With the revision proposed by the Portuguese Episcopal Conference in 2015, the model statutes are not currently a significant problem in the management of SPC. On the contrary, the cooperation agreements are unanimously presented as the source of the difficulties. Not only because of the insufficient amount of the state contribution, but also because of their lack of flexibility and the fact that they can jeopardize the autonomy of the institutions. What most affects the sustainability of SPC is underfunding. In addition to the low state contribution, there is also a low user contribution due to their low income. In addition to this, there are difficulties in recruiting a quality workforce and professionalizing management. Cooperation initiatives between institutions are occasional and need to be further developed. It was also possible to conclude that there is no clear separation between strategic and executive management. Thus, the president of the board, mostly the parish priest, together with the volunteers on the board are responsible for governance. Generally speaking, executive management is carried out by the chairman of the board, supported by the rest of the board and in conjunction with the technical management. Although we are aware of the growing need to professionalize management, this is a road still to be travelled in the reality of the SPC.
The aim of this study was to find out about the state of the art in the management of Social and Parish Centers (SPC). The aim was to: 1) understand the state of the SPC relationship with parish communities; 2) understand the limitations that the statutes and cooperation protocols with the state bring to management; 3) assess levels of sustainability and inter-institutional cooperation capacities; 4) learn about management methods and levels of professionalization. It was possible to conclude that, despite some questioning of the SPC model of action, they are grounded in the communities, respond to local problems and generally receive their support. In their practice, SPC integrate the principles and values of the Church's Social Doctrine. With the revision proposed by the Portuguese Episcopal Conference in 2015, the model statutes are not currently a significant problem in the management of SPC. On the contrary, the cooperation agreements are unanimously presented as the source of the difficulties. Not only because of the insufficient amount of the state contribution, but also because of their lack of flexibility and the fact that they can jeopardize the autonomy of the institutions. What most affects the sustainability of SPC is underfunding. In addition to the low state contribution, there is also a low user contribution due to their low income. In addition to this, there are difficulties in recruiting a quality workforce and professionalizing management. Cooperation initiatives between institutions are occasional and need to be further developed. It was also possible to conclude that there is no clear separation between strategic and executive management. Thus, the president of the board, mostly the parish priest, together with the volunteers on the board are responsible for governance. Generally speaking, executive management is carried out by the chairman of the board, supported by the rest of the board and in conjunction with the technical management. Although we are aware of the growing need to professionalize management, this is a road still to be travelled in the reality of the SPC.
Description
Keywords
Economia social Centros Sociais e Paroquiais Gestão Profissionalização da gestão Sustentabilidade Doutrina social da Igreja Cooperação Social economy Social and Parish Centers Cooperation Management Social Doctrine of the Church Professionalization of management Sustainability