142 Jacques Delors. In it, Eduardo Pimentel saw an interesting direction in the future of education that was consistent with the values upheld by the Fundação and condensed in four pillars: learning to know, learning to do, learning to live together, and learning to be. “Those pillars were made a topic of evaluation at the Fundação and its maintained entities, as well as a consideration in their planning activities,” he says, pointing out those modern methods and theories —such as cognitive neuro-sciences— were also on the radar with a view to contributing to that evolution. That direction would be reflected in a document fundamental to the Fundação, in 1988: the “Political Pedagogical Plan” (PPP), which will be described below. Getting ready for the challenges of the 21st century also involved continuing and broadening actions aimed at administrative modernization, which reflected in the educational practice. The objective being set extended beyond the near future: to perpetuate the institution. His modern approach to management, which he brought from the business world, and his solid knowledge of Rotarian culture made Eduardo Pimentel the ideal leadership to steer the Fundação through that period. “From the outset, we sought to create a structure that would agree with our vision, which is a forward-looking one. We also implemented a team consultation and participation system, which survives to this day, by way of such activities as monthly management meetings with those responsible for each maintained unit and a shared strategic management, in which approximately 100 professionals participate by suggesting future actions,” says Eduardo Pimentel. In the latter activity, José Ricardo Silveira’s participation was particularly important, as he, then a director of the Fundação, brought his extensive experience in the corporate world. The Fundação also adhered to the principle of shared responsibility, really valuing teamwork. At the same time, it started to follow corporate governance principles, which it pioneered in the Third Sector. Another important decision made by that administration was to attach great importance to marketing and communication, imparting more visibility to the Fundação and its maintained entities, while contributing to increasing the synergy and integration with the Rotary community. One of the tools for that was the newsletter Informativo da Presidência (Newsletter of the Presidency), a journal launched in 1998, which featured the Fundação’s most outstanding activities and accomplishments, while presenting the ideas upon which its operation was based. The work in this field was initially coordinated by a commission, until the year 2000, when the marketing department was introduced, under Gunter Wolfgang Pollack’s leadership. The department took over coordination of the various services related to communication, public image, the Fundação’s brand, its relationship with the various publics concerned, as well as events, special projects and student recruitment. With the goal of expanding the viewpoint spectrum and allowing for richer discussions, the board of directors also proceeded to amend the Fundação’s By-law. “Previously, each Rotary Club in São Paulo would appoint a member. With the amendment, it is incumbent upon the president elect to search among Rotarians for those profiles and backgrounds which he considers to be important in establishing a board of directors, which allows us to have a wider variety of experts,” Eduardo Pimentel explains. An example of that search for diversity was the first woman ever to become a member of the board of directors: Dora Silvia Cunha Bueno, currently president of APF (an acronym for São Paulo State Foundations Association). “Having a diverse membership on the board of directors, with lawyers, engineers, company executives and other highprofile professionals, enables you to get different and very meaningful inputs,” Ivo Nascimento, 1st vice-president of the Fundação, adds. Marco Antonio de Bona Rossi, superintendent of the Fundação, remarks that the process entailed several measures to optimize the existing structure, as well as keeping a permanent eye on the outside of the institution to find best practices. At the same, a branding project needed to be developed for the Fundação and the entities it maintained that would reflect their culture, their image and those new determinations. In all of those moves was the idea of continuously modernizing and innovating, as was the principle of open-mindedness. In the background was the goal of standardizing the structure and services of maintained organizations, raising them to the same degree of excellence for which Colégio Rio Branco was recognized. That pursuit also intensified the efforts, led by Eduardo Pimentel, towards integrating the actions and projects of different institutions maintained by the Fundação. “We understood there could be more synergies among the various facets of our operation. There is a symbiosis, a comprehensive view and a body of contributions,” Eduardo Pimentel explains, stressing the importance of teamwork in today’s highly collaborative and integrative world. Starting in 1997 and adding to the outstanding management innovations and the definition of new
Livro Comemorativo dos 70 anos da Fundação de Rotarianos de São Paulo - Uma história de ideias e ideais
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