1. Innovation for the Third Sector: Sustainability and Social Impact August 16 to 18 – São Paulo – Brazil Sylvia Helena Moraes Cury AVAPE – Brazil Strategic Management for NGOs A model to be replicated in a net

2. ISO 9001

3. Brazil

4. Population: 183 millions habitants 26.5 millions of disabled people (14.5%) Area: 8,514,877 km 2 26 States 1 Federal District GDP per capita: US$ 3,330 thousands HDI: 0.792 69º Human Development Ranking

5. Brazil State of Sao Paulo 10 rehabilitation units 180 Job websites 4.3 millions of people served for 94,701 customers/year, being 90% free of charge 2,890 collaborators, 647 disabled professionals 223 volunteers AVAPE Profile 1982 Founding

6. Mission “To promote the potentialities of persons with disability, aiming at their autonomy, security and dignity for the exercise of citizenship”.

7. Institutional Action Clinic RehabilitationVocational RehabilitationProfessional Training Professional OutplacementLiving Together CenterCommunity Programs VolunteersStrategic Management Course

8. AVAPE Foundation Professional management model Audacious profile, transparence and communication 1982 - 1985 AVAPE Journey

9. First partnership in professional outplacement at Volkswagen Consolidation of the management model business language institutional marketing people management 1985 - 1994 AVAPE Journey

10. ISO Certification / Total Quality Geographic expansion focused on partnerships Human Resources Development 1995 - 2006 AVAPE Journey

11. 25 years of existence: Experience Maturity Positioning Image Consolidation Credibility 2007 AVAPE Network AVAPE Federation International Relationship Strategic Ventures Corporative Governance AVAPE Journey

12. Sustained growing continuous cycle National and international Strategic Positioning People Development 2008 AVAPE Journey

13. Innovation

14. Management Organizational Management Model ISO 9001 Holistic view Intertransdisciplinary team Integrated rehabilitation Standardization Councils Performance Strategic Planning Market Development Union and Network Conformation Professional Management Experience Team work Development Salary policy Organizational structure Project management Self-management Quality System Integration and inclusion Marketing and sales Professional Management Rehabilitation Partnerships Governance Human Resources

15. Challenges and Benefits Culture Human Resources Organizational Structure Quality Program Focus on Results Professional management Profile alignment Adaptation to Organizational Development Total Quality PDCA – Plan, Execute, Control and Assess Benefits Strategic Alliances Credibility Professional Management model consolidation Human Resources Development Stability New Challenges

16. Assessment and Indicators

17. Most important challenge Practice the exercise of looking at the inside and outside environments and establish the required bridges. HUMAN RESOURCES

18. Recommendations Do not depend on only one source Align partnerships to institutional development Practice the market language Dare: audacious profile Focus on results Look for challenges with a renewal movement Perform different roles given different situations Quality Incorporation in management. Organizational behavior opened to expansion

19. Visit AVAPE site: www.avape.org.br Contact: (55 11) 3055.5020 / 5033