report review of the quality management system 2014 · manual and the registration tables in the...

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Report Review

of the Quality Management System

2014

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INTRODUCTION

This Report seeks to summarize all the work done to ensure the continuous

development of the quality.

In order to have a guideline it makes an analysis of what was done under each

of the actions of the Quality Development Plan.

It is also dedicated a large space to the results obtained and to its comparison with the

results achieved in 2013.

The results allow us to state that the year 2014 in which the results remain generally

positive trends.

This was a year of consolidation of work processes and a year when did not happen

significant changes in the quality management system, either at the level of working

procedures or at the level of instruments and control mechanisms.

The year 2014 was an important year in ASSOL´s life having been a dedicated an effort

and a special attention to the celebrations of the 25th anniversary.

1 - MONITORING OF THE QUALITY DEVELOPMENT PLAN 2013-2016

We begin this review report of the quality management system by the balance of the

activities foreseen by the Quality Development Plan 2013-2016, with reference to each

one of the actions, we started to summarize their status performance, which

corresponds to the monitoring done by the Technical Board at the end of 2014.

Improvement Date of the

beginning

Date of

the end

Situation at

the end of

2013

Situation at the

end of

2014

To optimize the indicators list in the Quality

Manual and the registration tables in the database 2013 2013 Concluded Concluded

Creation of indicators to measure the impact of

ASSO’s activity 2013 2013 Concluded Concluded

M To improve the evaluation of the training impact 2013 2014 Not initiated

Concluded

Some KPI were

associated to the

Training Plan

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In order to improve the measurement mechanisms

of the empowerment and participation 2014 2015 Not initiated Initiated

To review the surveys to stakeholders 2013 2014

Elaborate the

survey to the

families

The families’

satisfaction

evaluation was done

In order to provide training to employees on

Person Centred Planning and on Gentle Teaching 2013 2015

Training Days

2013

Training Days

Person Centred

Planning course

To create a procedure for welcoming new

employees 2014 2015 Not initiated

Not concluded

To reformulate book 3 - Vocational training 2014 2014 Not initiated

It was created a new

working version of

work and new

reference

To review the Procedures Manuals -2ª edition of

book 8 2013 2014

Initiated –

Needs to be

ended

Needs to be ended

To publish a Manual for Inclusion (school) 2014 2015 Not initiated

The appliance was

made but not

concluded

To complete the implementation of the public

procurement code 2013 2014

Already applied

in several

purchases

It was made to all the

mandatory situations

To publish a manual on the Person Centred

Planning

2013 2015 The draft was

initiated

The book was

published. «People

Centred Supports»

To organize specific training for the internal audits

group 2013 2013

Performed in

2013 /25h

Concluded

Annual performance of internal audits 2013 2016

12 audits

performed in

2013

Internal audits were

performed in all units

To perform in each year four benchmarking actions 2013 2015 In 2013 it was

exceeded

Were made more

than 4

Annual review of the quality development process 2013 2015

It was

developed a

report of the

process review

in 2013

It was made the

Report Review

Of the Quality

Management

System.

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Review of the Mid Term Plan 2015 2015 Not initiated To be performed in

2015

To review the Quality Manual

(self-evaluation) 2015 2015 Not initiated

To be performed in

2015

To prepare the application for the EQUASS renewal

certification 2016 2016 Not initiated

To be performed in

2016

1.2 - INDICATORS LIST

In the year 2014 we opted not to introduce new indicators to enable consolidation and

implementation of the amendments to the list of indicators in 2013.

The collection made together with the participant organizations shows that there is

still a wide variety of indicators and metrics. However, no new indicators appeared

that would justify a change to the list made in 2013.

1.3 - REVIEW OF PLANNING INSTRUMENTS AND REGISTRATION

In 2014 it continued the work of revising the Procedures Manuals, in particular Book 8

and Book 3 - Vocational Training having been several reviews of the Recording

instruments detailed below.

NEW IRS ASSOL´s CLASS CREATED IN 2014

In this class there was only created IR / 37 / ASSOL / 1 VOLUNTARY AGREEMENT

IRS REVISED

BOOK 2 - EARLY INTERVENTION IN CHILDHOOD AND CRI / INTEGRATED PROJECT

Under the TVA and Self-Determination / Gulbenkian project, it was started the process

of developing a Procedures Manual on TVA that should result in a manual for schools.

It is expected to be published 3,000 copies.

The work basis are the procedures for TVA, as described in Book 2 - Early Childhood

Intervention and CRI / Integrated Project, which will undergo some adjustments to

allow their widespread use in all schools.

One of the innovations was the need for regular measurement of families’ satisfaction.

For this purpose were created in 2014 two new IRs:

IR / 12 / PI / 1 – EVALUATION SURVEY OF THE FAMILIES´SATISFACTION

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IR / 01 / IPI / 1 - EVALUATION SURVEY OF THE FAMILIES´SATISFACTION

BOOK 3 - VOCATIONAL TRAINING

At the end of 2013, following the evaluation of its functionality and usefulness, of

benchmarking actions performed and some recommendations of the IEFP, there were

performed several changes that would be implemented in 2014, setting a relevant

change of the procedures that will justify an renovation of the entire Procedures

Manual of Vocational Training to be materialized in the future. It has already come into

use the general renovation of the Registration Tools, namely:

- CONTRACT – IR / 01 / FP / 1 becomes IR / 01 / FP / 2

There were adjusted some aspects in the wording of the contract, being the contract

itself to contemplate the informed consent for the use of personal data (Clause 6), and

to clarify the Contract Termination conditions (Clause 10).

- PROFILE OF SKILLS - IR / 02 / FP / 1 becomes IR / 02 / FP / 2

Given that this document prior knowledge of skills / abilities of each student, it was

drawn up together between the trainer of the base component and technology, there

is now only one document that gathers the areas previously covered in two profiles.

- PROFILE OF SKILLS OF TECHNOLOGICAL EDUCATION - IR / 03 / FP / 1 - it is no longer

used

- BASIC TRAINING PROGRAM - IR / 04 / FP / 1 becomes IR / 04 / FP / 2

- TECHNOLOGICAL TRAINING PROGRAM - IR / 05 / FP / 1 becomes IR / 05 / FP / 2

The programs now have a quantitative evaluation field (0 to 20) and a combined field

of hours given in each UFCD, which allows at the end to report these data either for

the preparation of certificates, and for the evaluation table.

- SUMMARIES OF BASIC TRAINING - IR / 06 / FP / 1 becomes IR / 06 / FP / 2

Small adjustments of functioning - definition of all UDCD in the summary table.

- BASIC TRAINING ATTENDANCE - IR / 07 / FP / 1 becomes IR / 07 / FP / 2

Changing only in the headline

- PROTOCOL - IR / 08 / FP / 1 becomes IR / 08 / FP / 2

Small drafting adjustments

- TECHNOLOGICAL EDUCATION SUMMARIES- IR / 09 / FP / 1 becomes IR / 09 / FP / 2

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Changing only in the headline

- TECHNOLOGICAL TRAINING ATTENDANCE - IR / 10 / FP / 1 becomes IR / 10 / FP / 2

Add a field for notes

- BASIC TRAINING EVALUATION FORM - IR / 11 / FP / 1 - is no longer used

- MONITORING AND EVALUATION FORM- IR / 12 / FP / 1 - remains

- SELF EVALUATION FORM- IR / 13 / FP / 2 - remains

- GLOBAL TRAINING EVALUATION FORM - IR / 14 / FP / 1 becomes IR / 14 / FP / 2

This IR has significantly changed, becoming more functional, and allowing finishing the

year with a quantitative global evaluation of both the basic training and technological

training - resulting from the evaluation of the PIF also introduced. This information is

then used in the preparation of the certificates. It also allows, in the evaluation of the

first half (July) recording a review of the relevant aspects for the following half.

- REGISTRATION FORM - IR / 01 / ASSOL / 1 - maintains

- CHARACTERIZATION FORM - IR / 02 / ASSOL / 1 - maintains

- INFORMED CONSENT - IR / 02A / ASSOL / 1 - is no longer used

- MEETING NOTICE- IR / 03 / ASSOL / 1 - maintains

- REGISTRATION OF MEETING - IR / 04 / ASSOL / 1 - maintains

- SESSION PLAN - new IR / 17 / FP / 1

This IR was introduced for the first time, resulting in a demand made by DGERT. It

allows you to set work goals for each session, for UFCD.

- DECLARATION OF WITHDRAWAL - new IR / 16 / FP / 1

This new IR allows, in withdrawal situation, the trainee to confirm that claim, stating

the reason.

- GLOBAL SELF EVALUATION OF THE FP- new IR / 15 / FP / 1

Replacing the evaluation by UFCD, which previously was held in the PIF and in which

the degree of difficulty of the trainees to achieve the outlined goals to evaluate and

confront, was high, it was created this new IR, where the trainee records what he

learned in each competence and make an global evaluation of the year.

IR / 15 / FP / 1 – EVALUATION SURVEY OF THE FAMILIES’ SATISFACTION

Given the need to evaluate the families’ satisfaction it was created a new IR which will

be applied only in situations where there is a relevant connection with the family of

the trainees.

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BOOK 4 - CAO

The IR / 01 / CAO / 3 - SUPPORT AGREEMENT has been changed in its point II -

Individual Development Plan

To measure the families’ satisfaction it was created the IR / 10 / CAO / 1 EVALUATION

SURVEY OF THE FAMILIES’ SATISFACTION

BOOK 5 - FORUM

The IR / 01 / FORUM / 3 - SUPPORT AGREEMENT has been changed in its point II -

Individual Development Plan

To measure the families’ satisfaction it was created the IR / 10 / FORUM / 1

EVALUATION SURVEY OF THE FAMILIES’ SATISFACTION

BOOK 6 – SHELTERED HOME

It was changed the IR / 01 / LAR / 3 - SUPPORT AGREEMENT in its point II - Individual

Development Plan

1.4 - IMPROVING EVALUATION OF THE TRAINING IMPACT

In the Training Plan 2014 were included three goals, whose compliance may have a

direct relationship with the continuous training:

1 – To achieve the level of renewal of the planned activities in the units activities plans

2 – To ensure global satisfaction levels of the staff above 90%

3 - To comply the legal requirements

The three goals were successfully overcome.

1 - To achieve the level of renewal of the planned activities in the units

activities plans

- It was achieved a renewal rate exceeding 10% which was the goal.

2 - To ensure global satisfaction levels of the staff above 90%

- The global staff satisfaction was 90.91%

3 - To comply the legal requirements in what regards to continuous training

- The average hours of training undertaken per employee was 41.38 hours, far

above the 35 hours recommended by the legislation.

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The evaluation of the Training Plan and of each of the activities performed allowed the

gathering of the following data (using a scale of 1 to 4):

- The Effectiveness of Training - evaluated by the performance evaluation teams - was

3.76

- The average of the training self-evaluation held (quality and interest) - was 3.75

- The average of the training evaluation (quality and interest) held by staff and made

by the performance evaluation teams was 3.65

1.5 - REVIEWING THE SURVEYS TO STAKEHOLDERS

Satisfaction surveys to families:

It was applied in the Integrated Project and in CAO and created mechanisms for their

evaluation in other units.

1.6 - ENSURING THE STAFF TRAINING ON THE PERSON CENTRED PLANNING AND ON

THE GENTLE TEACHING

In 2014 the Person Centred Planning and the Gentle Teaching become again a topic of

the Training Days and these were one of the issues and continue to be worked out in

the teams meetings.

In September, a two-day course on the Person Centred Planning was held for younger

employees.

In late September it was organized a week of training for assisting the hired employees

for TVA Project - Gulbenkian where these issues were also dealt with.

1.7 - REVIEWING OF THE PROCEDURES MANUALS – DOING THE 2nd EDITION OF

BOOK 8

The established procedures and activities are in use but it was considered appropriate

not to close its edition to accommodate some new suggestions that may emerge in

2015.

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1.8 - PUBLISHING A MANUAL FOR INCLUSION (SCHOOL)

The Gulbenkian Foundation has not approved the project so it was not accomplished.

Although it may be held something similar according to other project already ongoing.

1.9 - CONCLUDING THE IMPLEMENTATION OF PUBLIC HIRING CODE

In 2014 all the procedures that would be necessary to open were made following the

Public Hiring Code.

Significant advances have been made in regard to the purchase of goods and services.

It was duly formalized the purchase of fuels, of the canteen management services,

cleaning, communications, medicine and safety at work and others.

1:10 – Publish A HANDBOOK ON PERSON CENTERED PLANNING

It was released in November the book "People Centred Planning”

1:11 - ORGANIZE SPECIFIC TRAINING FOR THE INTERNAL AUDITORS

GROUP

It was completed in 2013

1:12 - ANNUAL PERFORMANCE OF INTERNAL AUDITS

There were performed 14 internal audits covering all units.

It was decided to change the date of the audits from October to May.

In the year 2014 were carried out between 20 and 29 October, internal audits covering:

CAO OFR, CAO SPS, FORUM OFR, FORUM SPS, Vocational Training, Early Intervention, RI;

Sheltered Home, Activities Functions Support and the Management Support Functions.

In no audit were found nonconformities.

However it was decided to anticipate the internal audits from October to May and to introduce

some improvements in the sample of the processes to analyse.

In the year 2014, ASSOL was a POPH audit object, not being flagged nonconformities but there

were indicated opportunities for improvement at the level of the technical teaching process

and some IRS - already implemented (see section 1.2), in the process nothing was marked.

In 2014 were subject of the Social Security monitoring:

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CAO 1 - 06/11/2014 nothing identified

CAO 2 - 11/06/2014 nothing identified

FORUM OF - 06/11 /2014- nothing identified

LAR - on 10.23.2014 - where were flagged two non-conformities:

- Absence of documents relating to the licensing of the institution by the CM - problem

that drags due to the non-definition of the legal framework and for having the understanding

that because of the age of the building, the licensing is not required.

- Lack of updated hygiene and health inspection certification documents issued by the

health authority

- Absence of the certification of security conditions issued by the national authority of

civil protection - the project was elaborated but we do not know the procedures within the

Civil Protection Authority

1:13 - CARRY ON EVERY FOUR YEAR BENCHMARKING ACTIONS

- Benchmarking Group - FORMEM

In 2014 ASSOL maintained an active participation in the FORMEM Benchmarking

Group, which this year functioned as a real group of data exchange and discussion of

approaches, ways to deploy this approach, indicators and results achieved.

The work produced by the group including lists of indicators used by the participants,

are published in 2014FORMEM books.

Within this group we participated in all meetings, from which we leaves a little note.

Although all the participating organizations support people with disabilities it is

verified that in central points we use different approaches, such as:

- Recognition of motivation policies for employees.

- Performance evaluation

- Treatment of suggestions and complaints,

- Training of employees and measuring their impact

- Advocacy concept and considered actions

- The assessment of the stakeholder’s satisfaction

- Prevention and abuse, violence and neglect

- Person-centred Planning

- What are innovation and its measurement?

From this discussion we could conclude that many practices stem from the history of

the organizations and it will be neither possible nor desirable to align them.

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At the meeting in APACI, Barcelos on January 10, 2014 the issue under consideration

was the Principle 2 - Human Resources / Employees.

The biggest arguments and disagreements in approaches happen in issues related to

the performance evaluation, recognition policies of merit and in the satisfaction evaluation.

Performance evaluation is a procedure already installed in organizations although

none has the negotiation experience of a document as our Individual Responsibilities

Assignment Agreement.

The attribution of some sort of compensation, taking into account the evaluation, in is

a matter some organizations have experimented, but there is no consensus on this.

The continuous training was reported by some organizations as an employees’

recognition mechanism, giving more opportunities to those with the best ratings.

The annualized average of hours of training carried out by ASSOL’s employees are of

the highest among the participating entities.

As for the assessment of satisfaction, the way we apply it was subject of some criticism

for not guarantee anonymity and for not be voluntary. But the alternative models were not

sufficiently attractive to warrant a change.

On the 7th of March 2014 at the meeting in ARCIL in Lousã, principles 3 and 4

were discussed: Rights and Ethics

One of the issues is related to the mechanisms that allow people served to know and t

exercise their rights.

In what concerns the level of information, there aren’t much different solutions from

ours.

In the exercise of rights level there are several entities that have created several forms

of self-organization of people served, e.g. self-representative groups.

By the practices that have been reported this issue will be well secured by the

processes and negotiation of the supports and by the meetings with the people served in each

unit.

The effort that each entity performs to promote the effectiveness of the rights to what

we call advocacy proved to be subject to multiple interpretations.

A separator line was to consider advocacy the support given to problem solving that

goes beyond the contracted services, including help for the person to have access to public

services in their community: health, justice, finance, social security, etC…

On this topic it would be made a benchmarking specific action with CERCIAG.

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The principle of ethics is general respect for the personality and individuality of each of

the people served.

The concern of the organizations is reflected in the attention that is put in situations

such as breach of confidentiality, the security conditions and the provision of services with

strong care on ethical aspects.

Also in this principle, although there are interesting experiences in other organizations,

ASSOL’s results and situations compare very well with best practices.

We believe that the fact we use People Centred Planning and Gentle Teaching as

methodologies, give ASSOL a big advantage on these principles.

Meeting notes held on May 9, 2014, in CERCIVAR in Ovar.

There were discussed 5 and 6: Partnerships and Participation

The establishment of partnerships with other community organizations is a present

policy in all organizations.

The number of partnerships emerged as an obvious indicator although it requires a

clarification of the concept of partnership and a clearer classification of the different types of

partnerships.

Our number of partnerships and the percentage of people served who maintain

interactions with partner organizations continue to be comparatively high.

One of the indicators for evaluating the satisfaction of partners reported by other

entities was also the renewal partnerships rate.

Regarding Principle 6 - PARTICIPATION it appears that Person Centred Planning is itself

a great guarantee of the participation and empowerment of people served by putting

themselves in a situation that we consider forefront.

11th of July 2014, in APPACDM of Viseu. Principles 7 and 8 were discussed: Person

Centred Approach and Effectiveness

ASSOL on the principle of the person-centred approach is a step forward and it can

managed to provide supports directed to the dreams and desires of people and focused on

creating the future desired by each person.

Many others entities are still at a stage where the content of the PDIs is decided by the

technicians as a result of the evaluations it conducts and there are cases where the PDIs follow

a pre-established list of goals - in some cases following an electronic platform.

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In the principle of comprehensiveness, ASSOL is well placed because it can have no

waiting lists and the dispersion of the supports at different locations makes people not to

make longer trips than people in the region to get to school or to their jobs.

In CERCIGUI – Guimarães, 03 October 2014 were analysed 9 and 10 Orientation for

the Results and Continuous Improvement

These two principles revealed major difficulties, first to find indicators that show the

achieved results and as for the continuous improvement to define what is considered an

improvement or what it can be assumed as innovation.

The stakeholders’ satisfaction always appears as one of the key performance

indicators. Nevertheless, it was clear that there was no better formula than the others to

collect these data.

The development of continuous improvement plans is a widespread practice, although

it has different names and forms.

It was discussed the way to make the collection and processing of the suggestions,

having ASSOL a relatively simple scheme that counteracts with who collects everything

including small suggestions in everyday life.

The use of the meetings of the teams and the people served and the support

negotiating moments as strong moments of collecting the suggestions, makes the suggestion

boxes to have received only two suggestions in 2014.

The question of innovation is very delicate because all organizations - such as ASSOL -

like to say that they are innovative but there is a risk to misunderstanding continuous

improvement with innovation.

Our indicator that measures "The number of hours of training carried out to third

parties," may be a good innovation capacity indicator because it measures the perception that

the community has from ASSOL as an entity that generates knowledge and innovation.

This number has been growing consistently.

Benchmarking action with AFID

We held a meeting on June 2, 2014 and we updated the comparable list of indicators

that had been worked in 2012 and its five years update.

There were discussed the changes of the lists of indicators of the two entities.

In general it is found that the indicators of the two entities are globally aligned

although there are profound differences in the size and in the developed activity.

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Benchmarking action with CERCIAG

An ASSOL group moved on 9th April to CERCIAG with the objective to compare the

ASUS made by people served in CAO as well as to understanding the definition of the advocacy

actions.

We conclude that CERCIAG maintains a more restrictive interpretation of ASUS

activities being their number and greater diversity in ASSOL.

As for the advocacy, we found to be difficult to display a common understanding.

1:15 - ANNUAL REVIEW OF QUALITY DEVELOPMENT PROCESS

Priorities Quality Development Plan for the Year 2015

Taking into account the work done in 2013 and in 2014 the state of the different

actions of the Quality Development Plan the following table summarizes the status of each

action and the work to be done in 2015.

Improvement Date

begining

End Situation at

the end of

2014

Work to do

in 2015

Optimize the list of indicators in the

Quality Manual and the registration

tables in the Database

2013 2013

Concluded

-

Creation of indicators to measure the

impact of ASSOL’s activity 2013 2013

Concluded -

M Improving the assessment of the training

impact 2013 2014

associated

indicators to

the Training

Plan

Choose

indicators

Refine the empowerment measurement

and participation mechanisms 2014 2015

Initiated Do this study

Review the surveys to stakeholders 2013 2014 The

assessment of -

15

households'

satisfaction

Done

Provide training to the employees on

Person centred Planning and on Gentle

Teaching

2013 2015

Training Days

Person

centred

Planning

Course

Gentle

Teaching

Study groups

Create a procedure for welcoming new

employees 2014 2015

Initiated

Not concluded

Elaborate a

guide

Redesigning Book 3 – Professional

Training 2014 2014

It was created

a new working

version and a

new

benchmarking

Republish

Book 3

Review the Procedures Manuals -2nd

edition of Book 8 2013 2014

To enclose Republish the

Book 8

Publishing a manual for inclusion (School) 2014 2015

The appliance

was made but

not concluded

Complete the

planned

manual on

TVA

Gulbenkian

project

Complete the implementation of the

public hiring code 2013 2014

Was made for

all mandatory

situations

To apply in

necessary

situations

Edit a manual on The Person Centred

Planning 2013 2015

Book edited.

Person

Centred

Planning

-

Organize specific training for the group of

internal auditors 2013 2013

Performed in

2013 /25h -

Annual internal audits 2013 2016

Performed the internal

audits in all

the units

Perform in each year four benchmarking

activities 2013 2015

There were

made more

- Grupos

Formem

16

than 4 - CRIA

Annual review of the quality

development process 2013 2015

It was made a

report of the

quality system

Do a report on

the quality

system

Review of the Midterm Plan 2015 2015 Not initiated To initiate

To review the Quality Manual (self-

evaluation) 2015 2015 Not initiated To initiate

To prepare the application for the

EQUASS renewal certification 2016 2016 Not initiated To initiate

2 - RESULTS OBTAINED IN 2014 AND ITS COMPARISON WITH THE YEAR

2013 (when there are no comparable data it is marked with a n)

The ASSOL’s effectiveness indexes and of the units created in 2013, had in 2014 the

evolution that the tables below show.

Effectiveness index value

2013 2014

ASSOL’s Effectiveness index 90% 97,5%

Effectiveness index of the Units 2013 2014

Early intervention 93,75% 100%

Integrated project /CRI 93,75% 87,5% (a)

Vocational Training Centre 90,63% 93,75%

Occupational Activities - SPS 98% 95,9%

Occupational Activities – CAC - 1 94% 93,88%

Occupational Activities – CAC – 2 n 93,88%

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CAO – SPS 97,5% 95%

CAO – CAC 100% 92,68%

Sheltered Home 97% 91,2%

a) The reduction of specialized professionals occurred in the schoolyear

2013/2014 had as a consequence a performance lower than the predicted.

N – In 2013 it wasn’t calculated autonomously

We can see that the effectiveness indexes are in higher levels and very similar

comparing the year 2013.

The tables below make the comparison of the obtained results in the several

indicators on each EQUASS principle.

PRINCÍPIO 1 – LIDERANÇA

P.C.I. Indicador de resultado (descrição) 2013 2014

1.1.1 Índice de Eficácia da ASSOL (Grau de aproximação aos objectivos

estatutários)

90 97,5

1.1.2 Taxa sobre esforço da ASSOL para assegurar oportunidades de inclusão

social às pessoas da região de Lafões (média do sobresforço realizado na

CAO e FORUM)

109,32 107,62

1.2.1 Grau de concretização das ações previstas no PDQ para o ano 100 80

1.2.2 Nº de reuniões das Equipas Técnicas onde se fez estudo e reflexão crítica

sobre o Planeamento Centrado na Pessoa e a Pedagogia da

Interdependência.

147 171

1.3.1 Média de sugestões para atividades dadas pelas p.a (CAO e FORUM)

integradas no respetivo acordo de apoio (Capacidade das pessoas

apoiadas influenciarem a planificação dos apoios)

1,26 1,04

1.3.2 Taxa de participação das famílias e outras partes interessadas nos

questionários de avaliação dos serviços.

81,08 74,63

1.3.3 Grau de satisfação das famílias com comunicação recebida da ASSOL 90,75 88,25

1.4.1 Nº de participações em organismos da comunidade onde ASSOL está

representada

23 49

1.4.2 Nº de referências na comunicação social 25 109

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1.4.3 Participação da ASSOL em reuniões e eventos FORMEM/ FNERDM outros

movimentos associativos)

20 26

1.5.1 Grau de cumprimento dos orçamentos anuais 105,34 103

1.5.2 Grau de execução do plano de ação da ASSOL 92 94,63

1.5.3 Nº de planos de ativ. e relatórios anuais (por unidade/ resposta social:

Interv. Precoce; Proj. integrado; Formação Prof.; CAO SPS; CAO CAC;

FORUM SPS; FORUM CAC; Lar de Apoio

20 20

1.5.4 Grau de satisfação das pessoas apoiadas no CAO e no FORUM com as

Atividades realizadas

90,5 95,65

1.6.1 Grau de execução do plano de ação da ASSOL 92 94,63

1.6.2 Taxa de auto financiamento 7,4 7,84

1.6.3 Grau de satisfação dos associados com Relatório de atividades (% de

votos favoráveis)

100 100

1.7.1 % de candidatos elegíveis para apoios que ficaram em lista de espera 0 4,28 a)

1.7.2 Número de acordos de cooperação com segurança social e projetos com

a DREC e IEFP para funcionamento de várias respostas, assinados ou

renovados no ano

10 10

1.7.3 Grau satisfação das famílias com os serviços medido pelo inquérito de

satisfação às famílias

94,5 91,66

1.8.1 Nº de ações e eventos relacionados com responsabilidade social 38 67

1.8.2 Nº de horas de formação realizadas por colaboradores da ASSOL para

outras entidades ou profissionais

205 282,75

a) Todos os casos se referem à formação profissional em que a entrada dos

formandos está condicionada o início de novos cursos.

Comments

Most indicators present small variations and without a relevant meaning.

The increase in the number of references in the media is related to the

commemoration of the 25 years.

The increase in the number of hours performed as trainers for other organizations

continues to grow and can be considered an indicator of ASSOL’s prestige in the

community.

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PRINCÍPIO 2 – RECURSOS HUMANOS


2.9.1 Taxa de rotação de colaboradores 1,6 11,69

2.9.2 Média de anos de serviço por colaborador 12 11

2.9.3 % de colaboradores efectivos 96 80,56

2.9.4 Nº de horas de trabalho realizadas por voluntários 1672 882

2.9.5 Grau de adesão dos colaboradores aos valores da ASSOL - Ficha de

auto-avaliação indicador 5A

98,25 95,45

2.10.1 Grau de satisfação dos colaboradores com as condições de trabalho 98,75 94,5

2.10.2 Nível de envolvimento pessoal/emocional com a ASSOL medido pela

ficha de auto avaliação (domínio 5 indicador 5B)

98,75 97,27

2.10.3 Rácio colaborador / pessoa apoiada IPI 42,14 44

2.10.4 Rácio colaborador / pessoa apoiada PI 37,71 45,8

2.10.5 Rácio colaborador / pessoa apoiada FP 7,79 8,86

2.10.6 Rácio colaborador / pessoa apoiada CAO 4,29 4,73

2.10.7 Rácio colaborador / pessoa apoiada Fórum 4,57 4,58

2.10.8 Rácio colaborador / pessoa apoiada Lar de apoio 1,57 1,7

2.11.1 Nº de horas de formação realizadas por colaborador ( não se

consideram formações académicas)

52,39 41,38

2.11.2 Eficácia da formação (Média dos dados do IR/20/ASSOL/3) 93,54 89

2.11.3 Eficácia da formação (Média dos dados do IR/20/ASSOL/3)Grau de

satisfação com os seus conhecimentos profissionais (medido pela

Ficha de Auto avaliação - indicador 3B - Tive oportunidades de mostrar

o que sou capaz.

89,5 85,91

2.12.1 % de colaboradores com acordos de atribuição de responsabilidades

individuais negociados

100 83,33

2.12.2 Valor médio da avaliação dos colaboradores obtido na avaliação dos

acordos de atribuição de responsabilidades individuais

4,63 3,87

2.12.3 Grau de satisfação dos colaboradores com as tarefas atribuídas (Ficha

de auto avaliação indicador 7A)

90,25 91,36

2.13.1 Valor médio de sugestões dadas pelos colaboradores nas reuniões de

avaliação dos Acordos de Atribuição Responsabilidade Individual

(IR/19/ASSOL))

4,35 4,16

2.13.2 Número de sugestões de actividades, de melhorias e de formação 140 144

20

dadas pelos colaboradores nas reuniões de equipa

2.13.3 Grau de satisfação dos colaboradores com o respeito pelas suas

opiniões ( Ficha de auto-avaliação indicador 4B)

90,75 88,18

2.14.1 Taxa de absentismo 4,26 2,46

2.14.2 Impacto na qualidade de vida medido pela ficha auto avaliação:

Domínio 8 contentamento interior 8colaboradores)

89,25 86

2.14.3 Faltas justificadas e pagas aos colaboradores como manifestação de

apreço

68,5 45,2

2.14.4 Taxa de mudanças de carreiras ou funções que corresponde aos

desejos manifestados pelos trabalhadores

0 0

Comments

The indicators that show significant variations are:

- The rotation of employees, whose variation is due to the hiring of 11 employees in

September.

- The absenteeism whose variation is due in good part to the change in the calculation

formula.

- The average evaluation of the employees is not due to a reduction in performance

but only an adjustment in the application of the criteria made by the Technical Board.

PRINCÍPIO 3 – DIREITOS


3.15.2 Nº de reclamações por incumprimento da carta de direitos 0 0

3.16.1 Nº de Acordos de Apoio (CAO, FORUM, Lar de Apoio), contratos de

formação negociados com pessoas apoiadas nas várias unidades

266 263

3.16.2 % de Acordos de Apoio (CAO, FORUM, Lar de Apoio), PIAF, PEI, PIT e

contratos de formação negociados com pessoas apoiadas nas várias

unidades em que foi discutida a questão dos direitos

100 100

3.16.3 Grau de satisfação das pessoas apoiadas no domínio 4 -Todos 92,75 80,75

21

cumpriram com as atividades do Acordo (4A)

3.17.1 Nº sugestões de melhoria ou atividades dadas por pessoas apoiadas nas

reuniões mensais (CAO e FORUM e Lar)

45 55

3.17.2 Taxa de cumprimento de prazos de tratamento de reclamações e

criticas

100 100

3.18.1 Grau de satisfação das pessoas apoiadas medido pela Ficha de Auto-

avaliação no domínio 4-Ter uma vida estruturada (4B

94,25 92,96

3.18.2 Grau de satisfação das pessoas apoiadas com a possibilidade de escolha

das atividades - medido pela ficha de auto avaliação no domínio 7- Ter

atividades diárias significativas (7B pude escolher as atividades)

88,25 91,5

3.19.1 Nº Atividades de advocacy (CAO e FORUM) 254 291

3.19.2 Nº de Ações de Apoio a pessoas apoiadas no acesso aos cuidados de

saúde (CAO,FORUM e LAR) em serviços de acesso comum

380 446

3.19.3 Taxa de Satisfação das famílias com a possibilidade de escolha das

atividades que o seu familiar realiza na ASSOL (medido pelo

questionário de avaliação de satisfação às famílias) 3B

90,5 80,75

Comments

The satisfaction indicators remain high.

It remained the tendency to increase the number of the activities in health and

advocacy support (several supports for problem solving).

PRINCÍPIO 4 – ÉTICA


4.20.1 Nº de não conformidades em auditoria - segurança das pessoas

apoiadas

1 0

4.20.3 Nº ocorrências não habituais 7 3

4.20.4 Grau de satisfação das pessoas apoiadas no domínio 1 - sentir-se

seguro

90,58 92

22

4.21.1 Nº de ocorrências de incidentes de situações de abuso, negligência e

maus tratos

0 0

4.21.2 Nº de Processos disciplinares instaurados a colaboradores por

violação de deveres éticos para com as pessoas apoiadas

0 0

4.22.1 Grau de satisfação das pessoas apoiadas, medido pela ficha de auto-

avaliação no domínio 1 - integridade corporal e domínio 2 - sentir-se

seguro

91,04 91,66

4.22.2 Grau de satisfação dos colaboradores medido pela ficha de auto-

avaliação no domínio 1B - integridade corporal e domínio 2B - sentir-

se seguro

94,63 90,5

4.22.3 Nº de acidentes de trabalho com colaboradores comunicados ao

seguro

2 0

4.23.1 Grau de satisfaçao das pessoas apoiadas com a confidencialidade,

medido pela ficha de auto avaliação no domínio 4 - Ter uma vida

estruturada, indicador 4C - Os responsáveis guardaram segredo sobre

a minha vida pessoal e os meus dados pessoais)

95,75 95,07

4.23.2 Desempenho dos colaboradores no objectivo: coerência da linguagem

e postura com a Pedagogia da Interdependência.

76,4 76

4.24.1 Nº de reclamações relacionadas com a quebra de confidencialidade 0 0

4.24.2 Grau de confidencialidade detetado por não conformidades em

auditoria

0 0

4.25.1 (% de colaboradores com acordos de atribuição de responsabilidades

individuais negociados)

95 91,66

4.25.2 Grau de satisfação dos colaboradores com o apoio da hierarquia (4A)

Ficha de auto-avaliação (QDV))

92,5 90,74

4.25.3 Grau de satisfação dos colaboradores com o apoio dos colegas (2A)

Ficha de auto-avaliação (QDV)

94,75 92,27

Comments

All the satisfaction indicators are above 90%.

All the indicators related to accidents remain low.

There are no incidents record related to breaches of confidentiality.

23

PRINCÍPIO 5 – PARCERIAS


5.26.1 Nº de parcerias considerando os quatro tipos propostos no caderno

0

255 288

5.26.2 Taxa de renovação de protocolos de parceria 98,44 98,56

5.26.3 Envolvimento de parcerias na formação dos colaboradores 7 7

5.27.1 Nº de parceiros envolvidos na prestação dos apoios e realização de

actividades regulares - mínimo uma vez por mês (CAO e FORUM)

111 109

5.27.2 Percentagem de pessoas apoiadas que têm um apoio complementar

(sem intervenção directa da ASSOL) de outra ONG, serviço público

ou autarquias (em habitação, reabilitação, transporte, outros

cuidados básicos)

28,81 24

5.27.3 Avaliação/Contributo (do ponto de vista da ASSOL) da parceria para

a qualidade do apoio prestado às pessoas apoiadas, medido pela

ficha de avaliação de parcerias

3,75 3,77

Comments

There is some stability in the number of partnerships but 98.44% of the partners

intend to renew the partnership.

An important indicator is the percentage of people who have support from other

organizations.

24

PRINCÍPIO 6 - PARTICIPAÇÃO


6.28.1 Nº de sugestões de mudanças de atividades apresentadas pelas pessoas

apoiadas aquando das avaliações dos acordos de apoios (CAO e

FORUM))

158 137


das atividades - medido pela ficha de auto -avaliação no Domínio 7 -

Atividades Diárias Significativas, indicador 7B - Pude escolher as

atividades)

88,25 93,75

6.29.2 Grau de satisfação com a participação em atividades na comunidade

domínio 6 – Participação Social – Medido pela ficha de auto avaliação

87,88 88,7

6.30.1 Nº Atividades de advocacy 254 291

6.30.2 Grau de satisfação das pessoas apoiadas com a valorização pessoal,

Domínio 3 – Sentir-se valorizado (3B) – tive oportunidade de mostrar do

que sou capaz - medido pela ficha de auto -avaliação

89,25 91,36

6.30.3 Nº de reuniões com a participação das pessoas apoiadas (CAO, LAR e

FORUM) onde é feita a análise do funcionamento das atividades

50 52

6.31.1 Taxa de pessoas apoiadas (CAO e FORUM) que, no mínimo uma vez por

semana, realizam atividades na comunidade, implicando o contacto

com pessoas que não são pagas pela ASSOL

87,9 81,37

6.31.2 Taxa de pessoas apoiadas no CAO que realizem ASU no exterior

(autónomas)

51,36 50

6.31.3 Percentagem das horas de formação profissional - componente

tecnológica - realizadas em contexto real de trabalho

100 100

6.31.4 Nº de reuniões do Conselho de Representantes onde participam

pessoas apoiadas, familiares e colaboradores

2 2

6.31.5 Grau de satisfação das pessoas apoiadas com o seu contentamento

interior. Medido pela Ficha de auto-avaliação Domínio 8

contentamento interior (8A ) Sinto-me mais forte

90 90,21

Comments

In 2014 there was a decrease of suggestions of activities change, which can be

understood by the adjustment process that follows, in some cases for several years.

25

It remained the possibility of the people served to perform activities abroad, with

81.9% the percentage of people of CAO and of FORUM that have contacts with non-

professional people at least once a week.

The participation indicators of families of the people served in CAO continues 100%.

PRINCÍPIO 7 – ABORDAGEM CENTRADA NA PESSOA


7.32.1 Distância entre a residência da pessoa apoiada e local onde acontecem

os apoios em Kms

11 11

7.32.2 % de pessoas apoiadas no (CAO e FORUM) que conseguem aceder aos

serviços por meio próprio ou transporte público

42,92 32

7.32.3 % de formandos (Formação profissional)que conseguem aceder aos

serviços por meio próprio ou transporte público

83,72 100

7.32.4 Grau de satisfação das pessoas apoiadas com os transportes. Medido

pela Ficha de auto-avaliação. Domínio 1 Sentir-se seguro (1 C - A

qualidade e segurança dos transportes)

93,75 92,32

7.33.1 Taxa de pessoas apoiadas (CAO e Lar de Apoio) que participaram nas

reuniões de negociação dos seus acordos de apoio

100 100

7.33.2 Taxa de pessoas apoiadas no CAO e Lar de Apoio, cujos familiares e

significativos participaram nas reuniões de negociação dos acordos de

apoio

100 96,88


das atividades - medido pela ficha de auto -avaliação no Domínio 7 -

Atividades Diárias Significativas, indicador 7B - Pude escolher as

atividades

88,25 91,5

7.34.1 Nº de processos de acolhimento e avaliação realizados 53 92

7.34.2 Taxa de participação das pessoas apoiadas na avaliação dos acordos de

apoio individual

100 100

7.34.3 Taxa de pessoas apoiadas (no CAO e LAR) ajudadas por colegas na

avaliação dos apoios

27 21,2

7.35.1 Média da avaliação atribuída pelas pessoas apoiadas às atividades

realizadas. (atividades incluídas nos Acordos de apoio CAO e FORUM)

3,62 3,83

26

7.35.2 Média da avaliação atribuída aos apoios recebidos na realização de

atividades medida na auto avaliação do Acordo de Apoio. (CAO, LAR e

FORUM)

3,87 3,88

7.35.3 Taxa de desistência de pessoas apoiadas (pessoas que voluntariamente

abandonaram os serviços) por unidade (Formação Profissional, CAO e

FORUM)

3,8 5,4

Comments

Data remain aligned with those obtained in 2013 and noted a significant change in the

number of actions in support employment and evaluation processes performed which

is connected with a greater activity in the Resource Centre for Employment.

PRINCÍPIO 8 – ABRANGÊNCIA


8.36.1 Nº de respostas/serviços que atendem diferentes grupos de

pessoas.

10 10

8.36.2 Intervalo de idades das pessoas apoiadas 67 68

8.36.3 Nº de candidaturas recebidas 76 111

8.36.4 % de candidaturas recebidas com seguimento para processos de

acolhimento e avaliação

95,95 97,63

8.36.5 Grau de satisfação das famílias com o tempo de espera para início

do apoio

89,5 90,75

8.37.1 Taxa de satisfação global das pessoas apoiadas com os apoios e

serviços (Acordo de Apoio- avaliação global dos serviços CAO, LAR

e FORUM)

96,65 97

8.37.2 A conformidade dos processos (medida em auditorias internas,

externas e de visitas de acomp. e fiscalização

100 100

8.38.1 Nº de pessoas que transitaram entre respostas/serviços em

função da idade ou necessidades

12 8

27

8.38.2 % de candidatos admitidos nos apoios (PIIF, PEI, PIT, Acordos de

apoio)

100 98,6

8.38.3 Nº de pessoas já apoiadas que foram encaminhadas para outros

serviços da comunidade em função das suas necessidades

4 1

8.38.4 Grau de satisfação das famílias com a capacidade da ASSOL

garantir o apoio a longo prazo, medido pelo Inquérito de

satisfação às famílias

83,5 88

8.39.1 Nº de ações de apoio a pessoas apoiadas no acesso aos cuidados

de saúde (CAO e FORUM) em serviços de acesso comum

380 446

8.39.2 % de candidatos orientados para outros serviços da ASSOL ou da

comunidade considerados mais capazes de responder às suas

necessidades

12,56 7,3

8.39.3 % de pessoas do CAO, Lar de Apoio e FORUM apoiadas na sua

terapêutica diariamente

50,03 49,63

8.40.1 Impacto dos apoios na qualidade de vida das pessoas apoiadas -

(balanço do ano – auto avaliação)

93,25 93,75

8.40.2 Percentagem de pessoas apoiadas que têm um apoio

complementar (sem intervenção direta da ASSOL) de outra ONG,

serviço público ou autarquias (em habitação, reabilitação,

transporte, outros cuidados básicos)

28,81 24

8.40.3 Serviços (criados, alargados ou mantidos) no ano 10 11

8.41.1 Grau de satisfação dos colaboradores com o apoio da hierarquia

(4A) Ficha de auto-avaliação (QDV)

92,5 90,74

8.41.2 Desempenho dos colaboradores no objetivo: coerência da

linguagem e postura com a Pedagogia da Interdependência

76,4 76

8.41.3 Média da avaliação atribuída aos apoios recebidos na realização

de atividades medida na auto avaliação do Acordo de Apoio. (CAO

e FORUM)

3,62 3,88

Comments

The results of 2014 remain in line with those obtained in 2013

28

PRINCÍPIO 9 – ORIENTAÇÃO PARA OS RESULTADOS


9.42.1 Nº de auditorias externas anuais 7 7

9.42.2 Taxa de cumprimento dos orçamentos anuais 105,34 103

9.42.3 Taxa de execução do Plano de Acção da ASSOL 92 94,63

9.43.1 Taxa de concretização das actividades previstas nos acordos de

apoio (CAO, LAR e FORUM)

98,6 101,88

9.43.2 Grau de satisfação das pessoas apoiadas medida pela ficha de

auto avaliação no domínio 4- Ter uma vida estruturada (4A)

Todos cumpriram com as atividades do acordo de apoio (CAO e

FORUM)

93,81 80,75

9.43.3 Média da avaliação obtida pelos formandos no final do ano 14,02 13,37

9.43.4 % dos formandos que deveriam ter concluído o processo

formativo e o fizeram com sucesso

91,4 88,9

9.44.1 Prazo médio de pagamento a fornecedores 25,2 33

9.44.2 Custo hora das ações de formação profissional PCDI 4,91 4,68

9.44.3 Rácio de colaboradores não diretamente envolvidos com

atividades de apoio às pessoas apoiadas (serviços administrativos

e funções de apoio à gestão) face ao número total de

colaboradores)

8,33 6,94

9.44.4 % de formandos que à saída da formação tiveram proposta de

integração profissional (contrato, CEI, estágios)

83,33 85

9.44.5 % de ex formandos que após um ano de término da F.P. se

mantêm integrados profissionalmente

63,4 85

9.44.6 Taxa de execução do número de formandos previsto em

candidatura

100 112,5

9.45.1 Nº total de reclamações 0 0

9.45.2 Grau de satisfação (média) das diferentes partes interessadas

com o desenvolvimento dos serviços

95,19 95,26

29

9.45.3 Taxa de renovação dos diversos acordos de cooperação

formalizados

100 100

9.46.1 Índice de Eficácia das Unidades (média) 95,84 94,13

9.46.2 Grau de satisfação dos associados com os relatórios anuais 100 100

9.46.3 Grau de satisfação das tutelas com os relatórios anuais 100 100

9.47.1 Disseminação de informação da vida e atividades da ASSOL para

as partes interessadas em geral - Jornal

3000 3000

9.47.2 Disseminação da Informação de interesse específico para

colaboradores e voluntários (registos CT)

1300 1440

9.47.3 Nº de reuniões de: Assembleia Geral, Direção, Conselho Técnico,

Equipas Técnicas e reuniões de pessoas apoiadas)

285 292

9.47.4 Referências na comunicação social 25 109

Comments

In this principle there is also a clear tendency to stabilize and consolidate the results.

PRINCÍPIO 10 – MELHORIA CONTÍNUA


10.48.1 Taxa de implementação de sugestões das sugestões de

mudanças de atividades dadas pelas pessoas apoiadas, nos

novos acordos (CAO E FORUM)

99 100

10.48.2 Atividades novas desenvolvidas no ano 17 16

10.48.3 Grau de satisfação das famílias com a capacidade da ASSOL

inovar nos serviços e nas atividades.

84,5 83,25

10.49.1 Taxa de concretização do Plano de Melhoria 71 71,66

10.49.2 Grau de concretização das ações previstas no PDQ para o ano 100 80

10.50.1 Investimento no estudo, divulgação e utilização do Planeamento

Centrado na Pessoa e da Pedagogia da Interdependência

572 5762

10.50.2 N.º de livros, brochuras, (com tratamento tipográfico) editados

onde a missão, metodologias e valores são desenvolvidos.

0 1500

30

Projetos inovadores realizados. (a)

10.50.3 Perceção no nosso meio da natureza inovadora da ASSOL

medida pelo Nº de horas de formação realizadas por

colaboradores da ASSOL para outras entidades ou profissionais

205 283

Comments

The relevant data of 2014 are:

- The Publishing of the books: «Preciso de falar contigo às duas» and «Apoios

Centrados nas Pessoas»

- the TVA and the Self-Determination project funded by the Gulbenkian Foundation

and that allowed to experience the methodology of of TVA in Amarante / Resende,

Viseu, Sintra / Loures and Odivelas, involving as partners the Parents Association

Network, ISPA - University Institute, the CERCIMARANTE the APPACDM and APCV and

CEDC.

- GAPRICs - this idea that emerged after the International Gentle Teaching Conference

and incorporated in 2015 ASSOL’s Activity Program, would interest other organizations

and gave rise to an informal consortium, which involves ASSOL and eight other

organizations and it is expected to be consolidated in 2015.

Oliveira de Frades, March 2015

report review of the quality management system 2014 · manual and the registration tables in the...

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