Análisis de la gestión en los procesos de planificación aplicados por la Unidad de Investigación, Planificación y Evaluación Regional del Instituto Mixto de Ayuda Social-Heredia, empleados para el cumplimiento de las metas regionales en Heredia, periodo 2019
Fecha
2022-11-28
Autores
Elizondo Valverde, Josebeth
Piedra Gamboa, Alejandro
Título de la revista
ISSN de la revista
Título del volumen
Editor
Universidad Nacional, Costa Rica
Resumen
El presente informe final de investigación en modalidad de proyecto se estableció como una
propuesta de carácter aplicable en la Unidad de Investigación, Planificación y Evaluación
Regional de Heredia (UIPERH), por medio de una estrategia para el mejoramiento en la
gestión de los procesos de planificación desempeñados por la Unidad. Lo antepuesto, con la
intención de solventar las debilidades identificadas en el quehacer de la UIPERH, desde la
perspectiva de la disciplina en Planificación Económica y Promoción Social.
En consecuencia, se construyó la estrategia para el fortalecimiento de los procesos de
planificación de la Unidad de Investigación, Planificación y Evaluación Regional de Heredia.
Se llevó a cabo a través de una metodología participativa, el equipo de investigación asumió
un rol facilitador, trabajando de manera conjunta con los funcionarios de la Unidad; de esta
forma los colaboradores lograron identificar las áreas de mejora y a su vez, las opciones de
atención que se plasmaron en la propuesta.
Debido a lo anterior, el proceso investigativo se caracterizó por ser participativo en la
obtención de información, desarrollando herramientas y ajustando su aplicación a los
lineamientos de virtualidad requeridos. Por lo tanto, para alcanzar los hallazgos relevantes,
se realizó una serie de entrevistas semiestructuradas para conocer las funciones, los
procesos de planificación en materia de lineamientos estratégicos, objetivos, manejo del
recurso humano, y el desarrollo de tareas para coadyuvar con las metas regionales y las
áreas de mejora en los procesos de gestión realizados, los cuales identificaron los
funcionarios. Dicho acercamiento, permitió conocer el quehacer institucional, que marcó la
línea base de la situación problemática.
En las primeras entrevistas realizadas a las jefaturas, se identificó que las funciones de la
UIPER no se encuentran establecidas de manera consolidada en un documento formal,
donde se detallen las funciones o exista un manual de procesos que establezca y describa
las líneas de acción de la Unidad. Sin embargo, se identificó un manual único y perfiles de
puesto de los funcionarios de la UIPER, donde se visualizaron algunas tareas.
Adicionalmente, los funcionarios expresaron que las directrices sobre el quehacer de la
Unidad, pueden venir de diferentes departamentos de la sede regional; pasando por la
Subgerencia de Desarrollo Social, por lo tanto, de acuerdo con las jefaturas de la Unidad, el
IMAS no tiene funciones específicas establecidas en documentos formales para la UIPER.
En relación con las entrevistas realizadas a las gestoras de proyectos, se logró identificar
falencias o debilidades en temas de comunicación, capacitaciones del equipo de trabajo, falta
6
de claridad en los lineamientos, duplicidad de tareas, falta de eficiencia en el tiempo de
respuesta y la evaluación realizada.
Por lo cual, se realizó un taller participativo llamado FOAR para corroborar y ahondar en los
datos recolectados en las entrevistas y con ello, obtener un contexto de la situación, referente
a la gestión de procesos ejecutados por la Unidad y sus posibles opciones de mejora. En el
cual se trabajó en conjunto con los funcionarios para identificar Fortalezas, Oportunidades,
Aspiraciones y Resultados.
En relación con las fortalezas, se encontraron: liderar los procesos de elaboración de
diagnósticos y del plan de trabajo, verificar que el personal a cargo realice sus labores, revisar
el estado de resoluciones de solicitudes de beneficios y determinar la cobertura de
necesidades de la población objetivo, entre las más relevantes.
Por su parte, en las oportunidades acentuaron: mejorar la participación activa en acciones de
articulación, integración y concentración para la elaboración del Plan Estratégico; promover
una mejor comunicación interpersonal en la UIPER, así como con otros departamentos y a
su vez con las demás unidades locales. Asimismo, se visualizó mejorar la tarea de determinar
las necesidades de capacitación a nivel organizacional en las regiones, debido a la
articulación que se debe desarrollar entre las unidades regionales y locales, y el resto de
instituciones relacionadas para promover bienestar en los determinados territorios.
Una vez establecidos los datos, el análisis y las opciones de mejora aplicables al contexto de
la Unidad, se desarrolló la propuesta del presente proyecto de investigación, la cual se
estructura como una Estrategia Integrada de Gestión basada en objetivos, con sustento
teórico y metodológico y de carácter medible, que orientó el proceso de intervención en la
institución en cuanto a mejorar la gestión desarrollada en los procesos de planificación
ejecutados por la Unidad de Investigación, Planificación y Evaluación Regional de Heredia.
This final research report in project mode was established as a proposal of an applicable nature in the Heredia Regional Research, Planning and Evaluation Unit (UIPERH), through a strategy for improving the management of planning processes. performed by the Unit. The foregoing, with the intention of solving the weaknesses identified in the work of the UIPERH, from the perspective of the discipline in Economic Planning and Social Promotion. Consequently, the strategy for strengthening the planning processes of the Heredia Regional Research, Planning and Evaluation Unit was built. It was carried out through a participatory methodology, the research team assumed a facilitating role, working jointly with the officials of the Unit; In this way, the collaborators were able to identify the areas for improvement and, in turn, the care options that were reflected in the proposal. Due to the above, the investigative process was characterized by being participatory in obtaining information, developing tools and adjusting their application to the required virtuality guidelines. Therefore, to reach the relevant findings, a series of semi-structured interviews was carried out to learn about the functions, the planning processes in terms of strategic guidelines, objectives, human resource management, and the development of tasks to help with the regional goals. and the areas for improvement in the management processes carried out, which the officials identified. Said approach, allowed to know the institutional work, which marked the baseline of the problematic situation. In the first interviews carried out with the headquarters, it was identified that the functions of the UIPER are not established in a consolidated manner in a formal document, where the functions are detailed or there is a process manual that establishes and describes the lines of action of the Unit. However, a single manual and job profiles of UIPER officials were identified, where some tasks were displayed. Additionally, the officials expressed that the guidelines on the work of the Unit can come from different departments of the regional headquarters; passing through the Sub-management of Social Development, therefore, according to the heads of the Unit, the IMAS does not have specific functions established in formal documents for the UIPER. In relation to the interviews carried out with the project managers, it was possible to identify shortcomings or weaknesses in communication issues, training of the work team, lack of clarity in the guidelines, duplication of tasks, lack of efficiency in response time and the evaluation carried out. Therefore, a participatory workshop called FOAR was carried out to corroborate and delve into the data collected in the interviews and with it, obtain a context of the situation, referring to the management of processes executed by the Unit and its possible options for improvement. In which we worked together with officials to identify Strengths, Opportunities, Aspirations and Results. In relation to the strengths, the following were found: leading the processes of elaboration of diagnoses and the work plan, verifying that the personnel in charge carry out their tasks, reviewing the status of resolutions of benefit requests and determining the coverage of the needs of the population. objective, among the most relevant. On the other hand, in the opportunities they emphasized: improving the active participation in articulation actions, ntegration and concentration for the elaboration of the Strategic Plan; promote better interpersonal communication in the UIPER, as well as with other departments and in turn with other local units. Likewise, it was visualized to improve the task of determining the training needs at the organizational level in the regions, due to the articulation that must be developed between the regional and local units, and the rest of the related institutions to promote well-being in the determined territories. Once the data, analysis and improvement options applicable to the context of the Unit were established, the proposal for this research project was developed, which is structured as an Integrated Management Strategy based on objectives, with
This final research report in project mode was established as a proposal of an applicable nature in the Heredia Regional Research, Planning and Evaluation Unit (UIPERH), through a strategy for improving the management of planning processes. performed by the Unit. The foregoing, with the intention of solving the weaknesses identified in the work of the UIPERH, from the perspective of the discipline in Economic Planning and Social Promotion. Consequently, the strategy for strengthening the planning processes of the Heredia Regional Research, Planning and Evaluation Unit was built. It was carried out through a participatory methodology, the research team assumed a facilitating role, working jointly with the officials of the Unit; In this way, the collaborators were able to identify the areas for improvement and, in turn, the care options that were reflected in the proposal. Due to the above, the investigative process was characterized by being participatory in obtaining information, developing tools and adjusting their application to the required virtuality guidelines. Therefore, to reach the relevant findings, a series of semi-structured interviews was carried out to learn about the functions, the planning processes in terms of strategic guidelines, objectives, human resource management, and the development of tasks to help with the regional goals. and the areas for improvement in the management processes carried out, which the officials identified. Said approach, allowed to know the institutional work, which marked the baseline of the problematic situation. In the first interviews carried out with the headquarters, it was identified that the functions of the UIPER are not established in a consolidated manner in a formal document, where the functions are detailed or there is a process manual that establishes and describes the lines of action of the Unit. However, a single manual and job profiles of UIPER officials were identified, where some tasks were displayed. Additionally, the officials expressed that the guidelines on the work of the Unit can come from different departments of the regional headquarters; passing through the Sub-management of Social Development, therefore, according to the heads of the Unit, the IMAS does not have specific functions established in formal documents for the UIPER. In relation to the interviews carried out with the project managers, it was possible to identify shortcomings or weaknesses in communication issues, training of the work team, lack of clarity in the guidelines, duplication of tasks, lack of efficiency in response time and the evaluation carried out. Therefore, a participatory workshop called FOAR was carried out to corroborate and delve into the data collected in the interviews and with it, obtain a context of the situation, referring to the management of processes executed by the Unit and its possible options for improvement. In which we worked together with officials to identify Strengths, Opportunities, Aspirations and Results. In relation to the strengths, the following were found: leading the processes of elaboration of diagnoses and the work plan, verifying that the personnel in charge carry out their tasks, reviewing the status of resolutions of benefit requests and determining the coverage of the needs of the population. objective, among the most relevant. On the other hand, in the opportunities they emphasized: improving the active participation in articulation actions, ntegration and concentration for the elaboration of the Strategic Plan; promote better interpersonal communication in the UIPER, as well as with other departments and in turn with other local units. Likewise, it was visualized to improve the task of determining the training needs at the organizational level in the regions, due to the articulation that must be developed between the regional and local units, and the rest of the related institutions to promote well-being in the determined territories. Once the data, analysis and improvement options applicable to the context of the Unit were established, the proposal for this research project was developed, which is structured as an Integrated Management Strategy based on objectives, with
Descripción
Palabras clave
INSTITUTO MIXTO DE AYUDA SOCIAL (COSTA RICA), PLANIFICACIÓN ESTRATÉGICA, STRATEGIC PLANNING, PLANIFICACIÓN ECONÓMICA, ECONOMIC PLANNING, ESTRATEGIAS, STRATEGIES