139 1986-1995 Structuring for growth The late 1970s and early 1980s were a period of strong expansion of Fundação de Rotarianos de São Paulo’s activities. Its action in the areas to which it had been devoted for many years – such as Colégio Rio Branco and Lar Escola Rotary –was broadened as those institutions grew and investments were made in Granja Vianna Unit, at the same time as a new line of action was added by the creation of the school for the deaf. The need for adjusting the Fundação’s administrative structure to that new reality, thereby also preparing it for future demands, was soon noticed by the then president of the Board of Directors, José Ermírio de Moraes Filho. His recognized ability to find solutions and make decisions, combined with his vast business experience and great social sensitivity, was paramount to achieving significant administrative advances. Based on a detailed review of the situation and his knowledge of modern administration methods, he ordered studies and changes that resulted in an operational restructuring, with positive effects on the rationalization of activities and on management efficiency. One of the steps in that direction was hiring a professional, in whom José Ermírio de Moraes Filho placed great confidence and who had management knowledge and experience, to put that restructuring plan into action. Rodrigo Mario Castanheira took on that task in 1986, working under the guidance of the president, who would carefully monitor his job in spite of all other activities in which he was engaged —which involved not only the Votorantim group, but also his active part in the “Industry Federation of the State of São Paulo” (Fiesp) and in the “Brazilian Portland Cement Association”, as well as cultural, sports and healthcarerelated institutions. As demonstrated by the testimony of the president emeritus Carlos Alberto Hernández, Rotary Club de São Paulo (1978-79) president and a contributor to the Fundação on several occasions, José Ermírio de Moraes Filho “would drop a number of the other activities he was engaged in at that same time to spend practically an entire afternoon in a meeting of the Board of Directors, where he would look deep into all administrative details of the Fundação. He would personally intervene, respond and talk to employees, speak with directors and give guidance, and his was the final word.” Several procedures and practices were reassessed in that process, as reported by Rodrigo Castanheira. “When I arrived, many activities were being carried out by not specialized teams. Purchasing, for example, was done in a decentralized manner by each department, which led to inefficiencies. I started organizing things like that, reviewing the practices in place, and selecting professionals who had appropriate skills for different needs: Treasury, Human Resources, Accounting, Warehousing.” Another change that began at that time – and that would strengthen in the following years – consisted of obtaining recognition for the Fundação, which was not really visible. “The role played by the Fundação and its legal capacity as a maintaining entity was entirely unknown to the people on the inside and the public at large. Everything revolved around Colégio Rio Branco,” Rodrigo Castanheira says. That situation started to change with the administrative restructuring, which strengthened the Fundação and allowed each entity it maintained to be solely dedicated to educational activities. In 1995, as part of the process of adapting for the new times and imparting greater visibility to the Fundação’s activities, its management structure was changed as well. The change was based on the work of the By-Law Revision Committee, which was chaired by Eduardo Pimentel – then president of the Superior Council – and also comprised Carlos Alberto Hernández, Nórton Batista and Valdemar Fonseca. The result was the removal and replacement of the Advisory Board by the Council of Presidents, composed of the presidents of every Rotary Club in the São Paulo state capital for each year. That allowed for a greater integration between the Fundação and those Rotary Clubs. The president of each club was now “aware of what went on at the Fundação and frequently bringing information to its governing body,” Eduardo Pimentel says. The concern with innovation and modernization was not limited to administrative and financial management or the revitalization of the Fundação’s image. Under the leadership
Livro Comemorativo dos 70 anos da Fundação de Rotarianos de São Paulo - Uma história de ideias e ideais
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