News Report / Profile
Coordinators of the Administrative Centres of FMUL – Balance of 3 years of existence
Interview with the Coordinators of the Administrative Centres of FMUL
polos@fm.ul.pt
1. “Inform, Know, Simplify” was the motto that started this project. It is still the same or would you add any other action?
At the time of its inception in September 2010, the immediate goal was to make the CPA known to the FMUL community, earn its trust and inform about CPA’s mission and objectives, especially to the academic units (secretariats and lecturers). Three years later, we believe that the dissemination and implementation we did were successful, and this is the starting point for a more consistent and conscientious work. Thus, the maturity of the team and the knowledge acquired by all the centres allowed readjusting the “modus operandi”, which led to a small change in our motto: Know, Simplify, Inform:
Know – due to the proximity to the services and people, we are more aware of reality, allowing us to plan efficiently and anticipate problems;
Simplify – adjust and (re)create processes and procedures and ongoing/constant re-evaluation;
Inform – innovate in how we disseminate/communicate things in terms of form, content and language used.
2. You presented the CPA project to us in April 2011. What has since changed?
After more than three years of activity, we can state that the performance of the Administrative Centres is based on dynamic networking with all the centres interacting with each other, helping each other and sharing experiences and knowledge. The Coordinators act as facilitators of this process, standardizing procedures and performances and distributing tasks, also offering help and support whenever necessary. We believe that by doing so we have been able to increase flexibility and cohesion in the services. We are succeeding in creating a management culture that is unique to our Faculty. The creation of a network is one of the legacies that the CPA leaves behind in FMUL, as the following examples attest:
I. Institutional Records (Procedure Manuals), which describe all the steps necessary to perform a task. They are guidelines whose main objective is to synthesize all the information on one page, for a quick and easy reading of the procedures that accurately show how everyday tasks are done. This model also identifies the support teams for each process. These teams consist of colleagues who are responsible for monitoring procedures. However, writing about and describing a procedure or circuit is not enough, since it is necessary to involve people and make them feel part of the task, inviting them to participate by making suggestions and to be part of working groups;
II. The regular Information Sessions were created to stimulate debate of ideas and foster proximity to colleagues, and they are mandatory for all CPA employees. The procedure manuals are presented at these sessions and their functionality and operability are explained. These meetings allow joint reflection about the proposed documents and collecting comments and suggestions for improvement;
III. Document Sharing Virtual Area – new or updated documents, internal communications and standard files are shared in the CPA virtual area, which all employees have access to. Accordingly, they can quickly view and download or upgrade files they need any time. This virtual sharing area is constantly being updated;
IV. Institutional Electronic Communication – In early 2013, under the coordination of Nuno Rodrigues, a new institutional electronic information model was set up with the creation of 35 new email addresses of FMU’sL Units (University Clinics, Institutes and Laboratories). Thanks to this strategy and to the setting of common rules for using this tool, we were able to strengthen our institutional identity, improve the electronic archive and have more efficient communication between services;
V. Work Matrices –sharing examples of documents/files among colleagues enables the development of standard matrices that act as role models. These matrices are discussed and tested at the information sessions, and we check if they encompass all the predicted situations, thus acting as a basis for customized training. Currently, the “Moodle” matrix is operational, and by the end of January the Excel matrix will be available. Pedro Mendes is responsible for this area, with the support of colleagues Miguel Andrade and Sónia Barroso.
Thanks to this strategy, we have built a cohesive, participatory and skilled administrative core unit that is able to address, in an organized and effective manner, the various requests we receive daily (see the scheme that explains the organizational development of CPA processes).
3. What were the main difficulties you had to face?
The main difficulty we felt in the beginning stemmed from the fact we were introducing a new concept. However, as we were always willing to meet the needs of our colleagues and lecturers in charge, the issues were sorted out.
The biggest challenge was to help colleagues overcome the feeling of isolation they felt due to the fact they work in units scattered throughout Santa Maria Hospital and Egas Moniz buildings.
Still, this operating strategy, coupled with the engagement of colleagues in all the cases, has been successful and allowed developing links that hitherto did not exist. The difficulties have not disappeared, but they are more blurred.
Alongside all the work context, we also sought to carry out events and activities, both informal and social, that contributed to the greater identification of this group of colleagues. The celebration of the International Secretaries Day (convivial lunch), the Administrative Centres group photos and the Proler project are small gestures that have had the support of most colleagues and been positively assessed.
In general, the engagement of employees has been the basis of the success in attaining the set goals.
CPA fosters the sharing of information and encourages all colleagues to speak out about their performance, strategies and outcomes. Encouraging colleagues to participate and become involved also makes them responsible for creation and decision-making processes.
4. What are the areas the Coordinators of the Administrative Centres want to focus on next? A feature that distinguishes us from others is that we plan and anticipate situations. We are responsible for (re)building and maintaining an informed administrative structure that is ready to embrace new challenges and turn difficulties into opportunities. When we talk about (re)building, it undoubtedly means a dynamic that is constantly changing. It is a continuous learning process, and there is always room to reinvent ways of being and acting.
It is necessary to develop the organizational picture in order to update the job descriptions and the timetable of the activities of employees. This involves surveying and characterizing human resources working in the decentralized services – University Clinics and FMUL Institutes and Laboratories –, which is done face-to-face with each colleague.
This information is vital because it will enable us not only to carry out new projects, but also identify new areas/situations that require clarification, work matrices, adjust internal support given to employees, redistribute tasks, and define objectives, among others.
We will also involve our colleagues in a new challenge that we expect will be completed in late 2014, which will be the creation of Administrative FAQs. With the participation of all, we will try to produce a manual where experience and best practices will be shared, which will be another form of disseminating information.
This year, we will have a new appraisal of the performance of the secretariat conducted by our most direct “customers” – the students. In partnership with the Pedagogical Department and Medical Education of the Students’ Association of the Faculty of Medicine of Lisbon (AEFML), we proposed a few evaluation parameters to be included in the survey that students will be asked to complete. The results will be included in the 2013/2014 Academic Activities Report. Thus, from the students’ perception of the performance of the secretariat, we will be able to identify best practices and subsequently work on some situations requiring support, always aiming to improve the service we offer.
A new initiative will be made and disseminated among students for the promotion and responsible use of resources. And a new initiative will also be conducted among lecturers to raise their awareness of the information available in the Portal about their subject areas, which is supervised by Pedro Mendes with the collaboration of our colleague Sofia Amador.
Finally, in order to improve our performance and the quality of our services, we intend to visit other faculties external to our institution.
5. As a team, what have you learned from this project?
What we learned the most is that the ongoing acquisition of skills combined with the involvement of the organization are the basic foundations to implement any organizational strategy.
The skills acquired in the CAF – Common Assessment Framework – training course, which was held in parallel with the implementation of the project – Coordination of Administrative Centres – enabled us to have a more comprehensive view of managerial ways to ensure the proper and efficient operation of a public service.
The CAF philosophy was essential to initiate a broader and conscious reflection of reality. This process helped identify work processes and methodologies, acknowledge the need to involve employees in decision making and knowledge sharing processes, as well as the importance of valuing training tailored to the needs of recipients and diverse information channels.
We learned that regular appraisal and constant adaptation to the various realities of the institution are the basic principles of a functional structure.
As a team, we believe that defining strategies, setting goals and evaluating results are only possible with the commitment and involvement of the entire organization, as a global mission.
As a team, we believe that change is not successful when implemented by decree, and that it only works when we change attitude and behaviour. Hence, the KNOW to intervene; SUMPLIFY tasks and INFORM better.
polos@fm.ul.pt
1. “Inform, Know, Simplify” was the motto that started this project. It is still the same or would you add any other action?
At the time of its inception in September 2010, the immediate goal was to make the CPA known to the FMUL community, earn its trust and inform about CPA’s mission and objectives, especially to the academic units (secretariats and lecturers). Three years later, we believe that the dissemination and implementation we did were successful, and this is the starting point for a more consistent and conscientious work. Thus, the maturity of the team and the knowledge acquired by all the centres allowed readjusting the “modus operandi”, which led to a small change in our motto: Know, Simplify, Inform:
Know – due to the proximity to the services and people, we are more aware of reality, allowing us to plan efficiently and anticipate problems;
Simplify – adjust and (re)create processes and procedures and ongoing/constant re-evaluation;
Inform – innovate in how we disseminate/communicate things in terms of form, content and language used.
2. You presented the CPA project to us in April 2011. What has since changed?
After more than three years of activity, we can state that the performance of the Administrative Centres is based on dynamic networking with all the centres interacting with each other, helping each other and sharing experiences and knowledge. The Coordinators act as facilitators of this process, standardizing procedures and performances and distributing tasks, also offering help and support whenever necessary. We believe that by doing so we have been able to increase flexibility and cohesion in the services. We are succeeding in creating a management culture that is unique to our Faculty. The creation of a network is one of the legacies that the CPA leaves behind in FMUL, as the following examples attest:
I. Institutional Records (Procedure Manuals), which describe all the steps necessary to perform a task. They are guidelines whose main objective is to synthesize all the information on one page, for a quick and easy reading of the procedures that accurately show how everyday tasks are done. This model also identifies the support teams for each process. These teams consist of colleagues who are responsible for monitoring procedures. However, writing about and describing a procedure or circuit is not enough, since it is necessary to involve people and make them feel part of the task, inviting them to participate by making suggestions and to be part of working groups;
II. The regular Information Sessions were created to stimulate debate of ideas and foster proximity to colleagues, and they are mandatory for all CPA employees. The procedure manuals are presented at these sessions and their functionality and operability are explained. These meetings allow joint reflection about the proposed documents and collecting comments and suggestions for improvement;
III. Document Sharing Virtual Area – new or updated documents, internal communications and standard files are shared in the CPA virtual area, which all employees have access to. Accordingly, they can quickly view and download or upgrade files they need any time. This virtual sharing area is constantly being updated;
IV. Institutional Electronic Communication – In early 2013, under the coordination of Nuno Rodrigues, a new institutional electronic information model was set up with the creation of 35 new email addresses of FMU’sL Units (University Clinics, Institutes and Laboratories). Thanks to this strategy and to the setting of common rules for using this tool, we were able to strengthen our institutional identity, improve the electronic archive and have more efficient communication between services;
V. Work Matrices –sharing examples of documents/files among colleagues enables the development of standard matrices that act as role models. These matrices are discussed and tested at the information sessions, and we check if they encompass all the predicted situations, thus acting as a basis for customized training. Currently, the “Moodle” matrix is operational, and by the end of January the Excel matrix will be available. Pedro Mendes is responsible for this area, with the support of colleagues Miguel Andrade and Sónia Barroso.
Thanks to this strategy, we have built a cohesive, participatory and skilled administrative core unit that is able to address, in an organized and effective manner, the various requests we receive daily (see the scheme that explains the organizational development of CPA processes).
3. What were the main difficulties you had to face?
The main difficulty we felt in the beginning stemmed from the fact we were introducing a new concept. However, as we were always willing to meet the needs of our colleagues and lecturers in charge, the issues were sorted out.
The biggest challenge was to help colleagues overcome the feeling of isolation they felt due to the fact they work in units scattered throughout Santa Maria Hospital and Egas Moniz buildings.
Still, this operating strategy, coupled with the engagement of colleagues in all the cases, has been successful and allowed developing links that hitherto did not exist. The difficulties have not disappeared, but they are more blurred.
Alongside all the work context, we also sought to carry out events and activities, both informal and social, that contributed to the greater identification of this group of colleagues. The celebration of the International Secretaries Day (convivial lunch), the Administrative Centres group photos and the Proler project are small gestures that have had the support of most colleagues and been positively assessed.
In general, the engagement of employees has been the basis of the success in attaining the set goals.
CPA fosters the sharing of information and encourages all colleagues to speak out about their performance, strategies and outcomes. Encouraging colleagues to participate and become involved also makes them responsible for creation and decision-making processes.
4. What are the areas the Coordinators of the Administrative Centres want to focus on next? A feature that distinguishes us from others is that we plan and anticipate situations. We are responsible for (re)building and maintaining an informed administrative structure that is ready to embrace new challenges and turn difficulties into opportunities. When we talk about (re)building, it undoubtedly means a dynamic that is constantly changing. It is a continuous learning process, and there is always room to reinvent ways of being and acting.
It is necessary to develop the organizational picture in order to update the job descriptions and the timetable of the activities of employees. This involves surveying and characterizing human resources working in the decentralized services – University Clinics and FMUL Institutes and Laboratories –, which is done face-to-face with each colleague.
This information is vital because it will enable us not only to carry out new projects, but also identify new areas/situations that require clarification, work matrices, adjust internal support given to employees, redistribute tasks, and define objectives, among others.
We will also involve our colleagues in a new challenge that we expect will be completed in late 2014, which will be the creation of Administrative FAQs. With the participation of all, we will try to produce a manual where experience and best practices will be shared, which will be another form of disseminating information.
This year, we will have a new appraisal of the performance of the secretariat conducted by our most direct “customers” – the students. In partnership with the Pedagogical Department and Medical Education of the Students’ Association of the Faculty of Medicine of Lisbon (AEFML), we proposed a few evaluation parameters to be included in the survey that students will be asked to complete. The results will be included in the 2013/2014 Academic Activities Report. Thus, from the students’ perception of the performance of the secretariat, we will be able to identify best practices and subsequently work on some situations requiring support, always aiming to improve the service we offer.
A new initiative will be made and disseminated among students for the promotion and responsible use of resources. And a new initiative will also be conducted among lecturers to raise their awareness of the information available in the Portal about their subject areas, which is supervised by Pedro Mendes with the collaboration of our colleague Sofia Amador.
Finally, in order to improve our performance and the quality of our services, we intend to visit other faculties external to our institution.
5. As a team, what have you learned from this project?
What we learned the most is that the ongoing acquisition of skills combined with the involvement of the organization are the basic foundations to implement any organizational strategy.
The skills acquired in the CAF – Common Assessment Framework – training course, which was held in parallel with the implementation of the project – Coordination of Administrative Centres – enabled us to have a more comprehensive view of managerial ways to ensure the proper and efficient operation of a public service.
The CAF philosophy was essential to initiate a broader and conscious reflection of reality. This process helped identify work processes and methodologies, acknowledge the need to involve employees in decision making and knowledge sharing processes, as well as the importance of valuing training tailored to the needs of recipients and diverse information channels.
We learned that regular appraisal and constant adaptation to the various realities of the institution are the basic principles of a functional structure.
As a team, we believe that defining strategies, setting goals and evaluating results are only possible with the commitment and involvement of the entire organization, as a global mission.
As a team, we believe that change is not successful when implemented by decree, and that it only works when we change attitude and behaviour. Hence, the KNOW to intervene; SUMPLIFY tasks and INFORM better.
