Transparência e modernização na gestão administrativo-financeira da Fundação de Apoio ao IFPB: percepções dos impactos da implementação de um Sistema de Gestão Integrada

Abstract

This study evaluated perceptions regarding the current level of transparency and expectations for a new management system. The article examined the implementation of an Integrated Management System (IMS) at the Support Foundation for the Federal Institute of Paraíba (IFPB) as a strategy to promote greater transparency in administrative and financial processes. The analysis aimed to understand how the IMS could improve the clarity of operations, consolidate management information, and strengthen organizational governance, especially in an entity that manages both public and private resources. The research was conducted through forms with open and closed questions applied to four key members of the foundation: the Director of Projects, the Financial and Administrative Director, the Legal Director, and the Head of the Personnel Department. These professionals play a crucial role in decision-making processes that directly impact the organization. Based on the institution’s organizational chart, the levels of responsibility and roles of each participant were identified. The results showed that, although transparency was considered moderate by the respondents, there were significant challenges, such as a lack of clarity in reports, low automation, and the absence of integrated dashboards, which are visual tools used to monitor and present essential information clearly and in real-time. These factors limited the visibility and traceability of management information, hindering the efficiency and quality of decision-making. The implementation of the IMS was seen as an opportunity to overcome these limitations, allowing for data centralization and offering tools such as financial dashboards and automatic reports. The study also highlighted the importance of training employees and promoting cultural adaptation within the organization, as technological modernization alone would not guarantee success without proper alignment between processes and people. In conclusion, the current level of transparency at the foundation was rated as moderate by participants, who expressed high expectations regarding the migration to a new IMS capable of meeting contemporary needs. The article also suggested that the effective use of an IMS in the foundation could serve as a reference for other institutions, promoting more transparent, efficient management aligned with best practices in public governance.