Propuestas estratégicas para la modernización de la administración pública de Portoparques EP en Portoviejo, Ecuador J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 https://doi.org/10.5281/zenodo.18259550 ISSN 3091-1583 ORIGINAL ARTICLE Strategic proposals for the modernization of the public administration of Portoparques EP in Portoviejo, Ecuador  Halder D. Lucas halder.lucas@portoparques.gob.ec Received: 12 October 2025 / Accepted: 15 December 2025 / Published online: 19 January 2026 © The Author(s) 2026 Halder D. Lucas 1 · Stella M. Iriarte 2 Abstract The modernization of public administration is a key process for increasing the eﬃciency, transparency, and quality of services provided by public sector institutions. Within this framework, the public company Portoparques EP, responsible for managing green areas and cemeteries in the canton of Portoviejo (Ecuador), faces the challenge of transforming its organizational model to respond more eﬀec- tively and promptly to citizens’ needs. This study analyzes the progress made in the administrative modernization of Portoparques EP by examining initiatives related to digita- lization, streamlining administrative procedures, profession- alizing human talent, and enhancing citizen participation. In addition, the main barriers hindering institutional devel- opment are identiﬁed, including resistance to change, lack of technological resources, and the absence of an innova- tion-oriented organizational culture. Based on this diagnosis, strategic proposals are formulated to enhance the operational capacity and social impact of this local public enterprise. Keywords administrative modernization, local public man- agement, digitalization, citizen participation, organizational culture. Resumen La modernización de la administración pública constituye un proceso esencial para incrementar la eﬁcien- cia, la transparencia y la calidad de los servicios prestados por las instituciones del sector público. En este marco, la Empresa Pública Portoparques EP, responsable de la gestión de áreas verdes y cementerios en el cantón Portoviejo (Ecua- dor), enfrenta el reto de transformar su modelo organizativo para responder de manera más ágil y eﬁcaz a las demandas ciudadanas. Este trabajo analiza el grado de avance del pro- ceso de modernización administrativa de Portoparques EP, a partir del examen de iniciativas relacionadas con la digi- talización, la simpliﬁcación de trámites, la profesionaliza- ción del talento humano y la promoción de la participación ciudadana. Asimismo, se identiﬁcan las principales barreras que limitan el fortalecimiento institucional, tales como la re- sistencia al cambio, la escasez de recursos tecnológicos y la ausencia de una cultura organizacional orientada a la inno- vación. Con base en este diagnóstico, se formulan propuestas estratégicas orientadas a mejorar la capacidad operativa y el impacto social de esta empresa pública local. Palabras clave modernización administrativa, gestión pú- blica local, digitalización, participación ciudadana, cultura organizacional. How to cite Lucas, H. D., & Iriarte, S. M. (2026). Strategic proposals for the modernization of the public administration of Portoparques EP in Portoviejo, Ecuador. Journal of Advances in Education, Sciences and Humanities, 4(1), 15-26. https://doi.org/10.5281/zenodo.18259550 1 Portoparques EP, Portoviejo, Ecuador. 2 Universidad Internacional de La Rioja, España.

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 16 Introduction Contemporary public administration faces the ongoing challenge of adapting to dynamic contexts characterized by technological acceleration, the complexity of social pro- blems, and rising citizen expectations. In this environment, the traditional paradigm, based on hierarchical structures and rigid processes, is insuﬃcient to respond eﬃciently, transpa- rently, and promptly to the needs of the population (Vatama- nu & Tofan, 2025). Consequently, administrative moderni- zation has become a strategic priority on public management agendas globally, aimed at transforming the state apparatus through innovation, digitalization, operational eﬃciency, and the strengthening of ties with citizens. Administrative modernization involves much more than the incorporation of technologies or the automation of pro- cesses; it is a structural transformation that encompasses management models, organizational culture, forms of in- teraction with users, and the regulatory frameworks that govern institutional actions (Kraus et al., 2022). Various international organizations, such as the OECD, CLAD, the World Bank, and ECLAC, have promoted comprehensive reforms in the public sectors of Latin America, focusing on results-based management, open government, interoperabili- ty, administrative simpliﬁcation, and citizen participation as central pillars of good governance. In this scenario, local public enterprises—as decentralized units operating on the front line of contact with citizens— play a crucial role in the provision of essential services. Their modernization improves the population’s quality of life and strengthens trust in state institutions (Kurkela et al., 2024). However, this process faces multiple challenges, including resistance to change, limited staﬀ training, a lack of techno- logical integration, and a weak organizational culture geared toward innovation (Maldonado-Nova, 2022). In Ecuador, these eﬀorts have been partially incorporated at various levels of government. However, signiﬁcant short- comings persist in many local entities and municipal public enterprises, where traditional approaches still prevail, limi- ting the potential for innovation and institutional eﬃcien- cy. Such is the case of Portoparques EP, a public company attached to the Decentralized Autonomous Government of the Portoviejo canton, whose mission is the administration of parks and cemeteries, as well as the management of re- creational, tourist, and cultural spaces for the beneﬁt of the public. These functions involve complex management that integrates technical, environmental, administrative, and so- cial aspects. Therefore, the incorporation of modern mana- gement tools, digital platforms, and mechanisms for citizen participation is essential to eﬀectively respond to current demands. Despite its local importance, EP Portoparques faces limi- tations in its administrative processes, use of information te- chnologies, inter-institutional coordination, and citizen parti- cipation channels—aspects that hinder its consolidation as a modern, agile, and community-focused public organization. While some speciﬁc improvement eﬀorts have been made, a comprehensive modernization strategy to transform its ma- nagement model in accordance with current environmental demands and international best practices has not yet been implemented. In this context, this research proposes strategies for the administrative modernization of EP Portoparques, from a comprehensive approach that integrates process innovation, institutional digitization, operational eﬃciency, and mecha- nisms for citizen participation. Unlike other studies focused exclusively on diagnoses or partial evaluations, this thesis seeks to generate applicable proposals that contribute to ins- titutional strengthening and the improvement of public ser- vice oﬀered to the citizens of Portoviejo. Methodology The research was based on a sequential, exploratory-des- criptive mixed-methods approach, combining qualitative and quantitative methods to understand and measure the administrative modernization process at Portoparques EP (Dawadi et al., 2021). The qualitative component allowed for the capture of perceptions and internal dynamics within the institution, while the quantitative component facilitated the collection of structured and veriﬁable data applicable to strategy design. This approach addressed the complexity of the phenomenon, integrating three methodological phases: diagnosis, strategy formulation, and the design of evaluation mechanisms. A descriptive, propositional, and applied study was deve- loped, focusing on a single case: the Portoparques EP Public Company, attached to the Portoviejo Municipal Government, which allowed for understanding the phenomenon within its institutional and territorial context (Crowe et al., 2011). The research sought to diagnose the level of administrative mo- dernization, identify limiting factors, and propose strategies in accordance with the institution’s capacities and needs. The unit of analysis was the company itself, and the popu- lation included internal and external stakeholders involved in its management, with a purposive sample of approximate- ly 25 people from among administrative, operational, and te- chnical staﬀ, as well as municipal oﬃcials. For the quantita- tive component, a structured survey was administered to the available personnel, given the small size of the population. Qualitative techniques, such as document analysis, se- mi-structured interviews, and direct observation, were used, while a Likert-scale survey was applied in the quantitative component to evaluate digitization, eﬃciency, training, and citizen participation (Lim, 2024). A technical prioritization

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 17 matrix, validated through the Delphi method with local ex- perts, was used to design strategies. Qualitative data were analyzed using thematic analysis with open and axial coding (Ruppel & Mey, 2017), identi- fying categories and organizational patterns. Quantitative data were processed using descriptive statistics and triangu- lated with qualitative information to strengthen the study’s validity. The research was conducted in accordance with ethical principles, guaranteeing informed consent, conﬁden- tiality, and anonymity, for academic purposes and institutio- nal strengthenings. Results and discussion The institutional diagnosis of Portoparques EP was struc- tured around four dimensions of administrative moderniza- tion: digitization, human talent, operational eﬃciency, and citizen participation (Table 1). Through a mixed-methods approach that combined document analysis, interviews, ﬁeld observation, and structured surveys administered to admi- nistrative and technical staﬀ, average perception scores and levels of variability were obtained, allowing for the identi- ﬁcation of the organization’s current state in each of these areas. Perception was measured on a scale of 1 to 5, where 1 represents a very low rating and 5 a very high rating. These results showed that the highest-rated dimension was human talent, with an average of 3.1 and a standard devia- tion of 0.5, reﬂecting a relatively positive and consistent per- ception of staﬀ capabilities. Operational eﬃciency ranked second, with an average of 2.9 and greater variability (0.7), indicating more dispersed perceptions regarding the agility and eﬀectiveness of internal processes. Table 1. Average perception and variability by dimension of administrative modernization in Portoparques EP Dimension Average perception Deviation standard Digitization 2.8 0.6 Talent human 3.1 0.5 Eﬃciency operational 2.9 0.7 Stake citizen 2.4 0.8 Digitalization reached an average score of 2.8, highligh- ting limitations in the use of technological tools in institu- tional management. Meanwhile, citizen participation was the dimension with the lowest score (2.4) and the greatest dispersion (0.8), indicating both its low implementation and diﬀerences in staﬀ perceptions regarding this aspect. These results underscored the need to comprehensively strengthen administrative processes by incorporating technological in- novation, improving human resource planning, and establi- shing eﬀective mechanisms for interaction with citizens. Figure 1 shows the main obstacles Portoparques EP faces in consolidating a modern, eﬃcient, and citizen-centered management model. Analysis of these factors identiﬁes ﬁve interrelated problem areas: structural constraints, weak di- Figure 1. Factors that inﬂuence the current level of administrative modernization of Portoparques EP.

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 18 gital transformation, limited professionalization of human resources, ineﬃcient processes, and insuﬃcient citizen par- ticipation. First, structural constraints such as limited budgets, rigid regulations, and inter-institutional dependence are common barriers in many local public entities, as noted by Pomaque- ro et al. (2023), who warn that without minimum enabling conditions, any reform strategy lacks sustainability. This si- tuation has been documented by Sixpence et al. (2021), who found that, in the case of Johannesburg, resource scarcity and the inﬂuence of legacy practices hindered eﬀective ta- lent management. The weak digital transformation that characterizes Porto- parques EP is manifested in the absence of ICT policies, the persistence of manual processes, and low interoperability between systems. This pattern has been identiﬁed by Oua- bi et al. (2024) as an impediment to improving institutional performance, as it limits the traceability, eﬃciency, and res- ponsiveness of public organizations. Furthermore, the lack of standardization and automation reduces opportunities to implement real-time monitoring systems, which are essential for results-oriented management (OECD, 2017). Another key aspect is the limited professionalization of human talent, evidenced by insuﬃcient systemic training, a lack of performance evaluations, and the absence of updated job proﬁles. This situation aligns with the ﬁndings of Bindhu et al. (2024), who emphasize that without a sustainable hu- man resources approach—one that includes professional de- velopment, well-being, and recognition—public institutions face high turnover rates and low organizational commitment. Ineﬃcient processes, characterized by redundancy, slow- ness, a lack of standards, and poor results orientation, re- ﬂect a traditional institutional culture focused on procedural execution rather than public impact. This structural problem has been analyzed by Al Jawali et al. (2022), who emphasize that operational fragmentation and a lack of indicators hinder strategic decision-making and the eﬃcient use of resources. Limited citizen participation is evident in the restricted channels of interaction, low feedback, and lack of formal consultation mechanisms, which weakens the entity’s legi- timacy and responsiveness. Inclusive practices in local go- vernments contribute to strengthening institutional trust and designing more relevant public services. Taken together, these factors reﬂect a management model that still responds to traditional bureaucratic logics, with low adaptability and little innovation, but which, when clearly diagnosed, oﬀers a solid starting point for the implementa- tion of modernization strategies well aligned with internatio- nal best practices and with the local context of Portoparques EP. Based on the diagnosis, sixteen strategies were formulated, grouped into four priority areas: progressive digital transfor- mation, professionalization of human talent, strengthening of citizen participation, and administrative simpliﬁcation. The- se were validated through an impact and feasibility matrix and distributed according to their institutional applicability. The prioritization matrix identiﬁed ﬁve key strategies for strengthening institutional management (Table 2). Each stra- tegy was evaluated using the Delphi technique, based on ex- pert judgment, considering two main dimensions: expected impact (capacity to generate tangible results within the orga- nization) and technical feasibility (feasibility of implementa- tion in the institution’s current context). The scores obtained are presented on a scale of 1 to 5, with 5 being the highest. These results show clear criteria for prioritizing actions aimed at modernizing Portoparques EP. In general, the stra- tegies evaluated combined high levels of potential impact with acceptable degrees of feasibility, indicating that most are technically feasible and relevant from an organizational perspective. Table 2. Evaluation of institutional strategies according to expected impact and technical feasibility (scale 1 to 5) Strategy Impact Viability Implement a digital document management system 4.5 4.2 Create an institutional innovation unit 4.0 3.5 Redesign processes key operations 4.3 3.9 Develop a citizen participation portal 3.8 3.6 Establish a continuing education program 4.1 4.4 The highest-scoring strategy overall was the implemen- tation of a digital document management system, which achieved a score of 4.5 for impact and 4.2 for feasibility. This result reﬂects its potential to transform internal admi- nistration, optimizing ﬁle management, facilitating access to information, and reducing response times in administrative processes. Its high technical feasibility suggests that, despi- te requiring initial investment in infrastructure and training, the company has the minimum conditions necessary to move toward institutional digitization. Establishing a continuing education program stood out among the top-performing strategies, with an impact score of 4.1 and a feasibility score of 4.4, the highest in the table. This result conﬁrms the shared perception of the need for continuous professional development, particularly in areas such as information technology, public administration, and

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 19 customer service. Furthermore, its implementation requires a moderate investment and can be supported by institutional partnerships or existing internal resources. The redesign of key operational processes received a sig- niﬁcant rating, with an impact score of 4.3 and a feasibility score of 3.9, making it a balanced and high-priority strategy. This action would allow for the review, simpliﬁcation, and optimization of internal procedures that currently present bottlenecks or redundancies, directly contributing to greater operational eﬃciency and a better response to citizen de- mands. Meanwhile, the creation of an institutional innovation unit was evaluated with an impact of 4.0 and a feasibility of 3.5. While its strategic contribution to promoting a culture of continuous improvement and facilitating the implementation of new ideas is recognized, its execution could face certain structural challenges, especially with regard to the redeﬁni- tion of internal functions and the incorporation of specialized technical proﬁles. The strategy of developing a citizen participation portal received a slightly lower score in both dimensions (3.8 for impact and 3.6 for feasibility), although it remains relevant overall. Its implementation would improve institutional communication and open channels of dialogue with citizens, thereby strengthening transparency and participatory go- vernance. However, its eﬀectiveness will largely depend on users’ level of digital connectivity and the degree to which citizens take ownership of these virtual spaces. Taken together, the analysis of these strategies demons- trates that Portoparques EP has a range of potentially trans- formative actions that can be implemented gradually, prio- ritizing those with the greatest technical feasibility and immediate impact, while also considering those that repre- sent strategic medium- and long-term commitments. This assessment, therefore, constitutes a strategic input for ins- titutional decision-making and the eﬀective implementation of the modernization process. Through progressive digital transformation, the phased implementation of actions aimed at strengthening the insti- tution’s technological infrastructure became evident. These included the provision of state-of-the-art computer equi- pment and the modernization of internal connectivity sys- tems. Simultaneously, progress was made in developing and implementing digital regulations governing the secure, ethical, and eﬃcient use of institutional digital platforms. A sustained increase in the migration of in-person services to online platforms was observed, resulting in a rise in digiti- zed procedures, greater accessibility for users, and reduced processing times. The professionalization of human resources led to substan- tial improvements in the training processes for institutional staﬀ through the implementation of specialized training pro- grams in both technical and soft skills. These programs were accompanied by performance evaluation mechanisms that allowed for the identiﬁcation of knowledge gaps and the es- tablishment of individual improvement plans. Furthermore, job proﬁles were updated and redeﬁned, aligning them with the new demands of digital environments and the strategic needs of each area, which facilitated greater eﬃciency in the allocation of responsibilities and in professional develop- ment planning. Citizen participation was recorded through online forums, interactive surveys, and digital suggestion boxes. These tools allowed for the collection of direct user feedback and fostered an institutional culture of active listening. Additio- nally, civic campaigns were implemented to promote citi- zens’ rights and strengthen the sense of shared responsibility in public administration. Furthermore, service channels were diversiﬁed through the implementation of multichannel pla- tforms, including social media, mobile applications, and call centers, thereby expanding communication reach. Administrative simpliﬁcation was achieved through a tho- rough review of internal administrative procedures, which identiﬁed redundancies, bottlenecks, and opportunities for improvement. As a result, eﬃciency and response time in- dicators were designed and implemented, enabling the monitoring and optimization of institutional performance. Operational planning was restructured under a results-based management approach, facilitating the alignment of strategic objectives with measurable and evaluable goals. This course of action contributed to greater transparency in decision-ma- king and a reduction in processing times. Table 3 presents an operational plan for the institutional modernization strategies, organized into four strategic axes. Each strategy is linked to an institutional manager, a speciﬁc evaluation indicator, and a timeframe for its implementation, measured in months. Within the framework of progressive digital transforma- tion, four actions focused on technological and regulatory development were considered: implementation of an inte- grated digital system, formulation of an internal digitization policy, staﬀ training in ICT skills, and migration to online procedures. These actions are assigned to areas such as the Technology Department, Planning, Human Resources, and Financial Administration, with implementation timelines ranging from 6 to 12 months. Regarding the professional development of human talent, four strategies were deﬁned, focusing on staﬀ training, upda- ting job proﬁles, performance evaluation, and promoting an institutional culture geared towards innovation. Responsibi- lities fell primarily to the Human Talent Specialist and the General Management, with implementation timelines ran- ging from 8 to 12 months and indicators focused on fulﬁlling

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 20 Table 3. Strategic plan for the implementation of institutional modernization proposals in Portoparques EP by axis, responsi- ble party, indicator, and time horizon Axis strategic Strategy Responsible institutional according to organization chart Evaluation indicator Implementation horizon Progressive digital transformation Design and implement an integrated digital system for institutional management Technology Department (Eng. Kevin Jarre Barcia) Digital system operating and updated 6 months Formulate an internal digitization policy with regulations and a timeline Planning and Management Control (Architect Adriana Rivas) Regulations approved and schedule in progress 6 months Train staﬀ in digital skills according to their functional role Human Talent Specialist (Ms. Vivian Suzuki) Percentage of staﬀ trained in ICT 9 months Gradually migrate to online procedures and processes Administrative and Financial Management (Fernando Loor, Esq.) Percentage of procedures handled online 12 months Professionalization of talent human Develop an annual training plan in ICT, public management, and user support Human Talent Specialist (Ms. Vivian Suzuki) Percentage of completion of the training plan 12 months Update job proﬁles and identify skills gaps Administrative Specialist (Ab. Alfredo Bravo) Updated proﬁles and gaps detected 9 months Implement a performance evaluation system linked to results Human Talent Specialist (Ms. Vivian Suzuki) Performance evaluations implemented 8 months Promote an organizational culture based on innovation and continuous improvement General Management (Eng. Ricardo Briones) Number of workshops and institutional climate surveys 12 months Stake citizen Create mechanisms for citizen listening (surveys, suggestion boxes, workshops) Social Communication and Marketing (Kevin Cedeño) Number of citizen interactions recorded 6 months Develop civic education campaigns on the use of public spaces Social Communication and Marketing (Kevin Cedeño) Number of campaigns executed per year 9 months Promote volunteer programs with institutional recognition Maintenance Department (Eng. Miguel Moreira) Number of volunteers participants 6 months Design a multi- channel institutional communication strategy Social Communication and Marketing (Kevin Cedeño) Multichannel coverage and informational reach 9 months

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 21 the training plan and recording internal activities. The citizen participation component included actions such as the creation of active listening mechanisms, civic edu- cation campaigns, volunteer programs, and a multichannel communication strategy. All these actions are managed by the Social Communication and Marketing department, in conjunction with the Maintenance Department, and have indicators associated with the number of interactions, cam- paigns, volunteers, and media coverage, with timeframes of between six and nine months. The administrative simpliﬁcation and continuous impro- vement focus area encompassed initiatives related to the re- design of internal processes, the development of institutional manuals, the implementation of eﬃciency indicators, and the link between planning and results. Responsibilities are dis- tributed among the Planning department, the administrative team, and the process analyst, with implementation timelines ranging from 6 to 12 months, depending on the complexity of each action. The strategic proposals formulated for the institutional mo- dernization of Portoparques EP reﬂect a structured approach that prioritizes high-impact actions with reasonable technical feasibility (Al-Sobai et al., 2020). This criterion, based on the impact-feasibility matrix and validated through expert judgment, allows institutional eﬀorts to be focused on inter- ventions that generate visible results in the short and medium term. This approach aligns with international recommenda- tions that promote strategic planning adapted to the organi- zational context and actual implementation capacities. Compared to other international experiences documented in the analyzed literature, this strategy ﬁnds support in eﬀec- tive practices of local governments. For example, Sixpence et al. (2021) noted that, in the Johannesburg metropolitan municipality, while talent attraction practices were eﬀecti- ve, the lack of retention strategies negatively impacted staﬀ performance. This observation reinforces the relevance of prioritizing the digitalization, professionalization, and moti- vation of human talent in the Portoparques context. The progressive digital transformation strategy is one of the strongest priorities of the modernization plan, encompas- sing technological, regulatory, and training components. The implementation of a digital document management system, digital skills training, and the migration of procedures to on- line platforms are aligned with the principles of interoperabi- lity, eﬃciency, and citizen-centeredness promoted by the Eu- ropean Union Commission (2020). In line with this, studies such as that by Ouabi et al. (2024) demonstrate how human resources practices that incorporate digital tools can directly impact staﬀ satisfaction and performance in public institu- tions. In the case of Portoparques, these eﬀorts are essential to overcome information fragmentation and the slowness of administrative processes. Regarding the professionalization of human talent, the pro- posed strategies—updating job proﬁles, continuous training, and performance evaluation—align with the recommenda- tions of Pomaquero et al. (2023), which focus on merit-based and results-oriented management. This vision is supported by Bindhu et al. (2024), who emphasize that implementing sustainable human resource practices (such as employee we- ll-being and professional development) promotes staﬀ reten- tion and engagement in the public sector. This perspective is consistent with the approach proposed for Portoparques EP, where limited training and a lack of incentives are limiting factors already identiﬁed in the institutional study. Promoting a culture of innovation and continuous im- provement aligns with the recommendations of the Kaizen approach (Imai, 1986) and is reinforced by the experiences documented by Harrison (2013), who identiﬁed that “hi- gh-involvement” models in public management—based on commitment, internal transparency, and organizational lear- ning—generate tangible improvements in both economic performance and work environment. In the case of Portopar- ques EP, fostering this culture would allow for the consoli- dation of structural changes beyond technocratic decisions, giving symbolic meaning to the reforms. Administrative simpliﬁcation and continuous improvement Analyze and redesign internal administrative processes Administrative Analyst ( Ec . Verónica Cedeño) Percentage of processes optimized 8 months Develop an institutional manual of simpliﬁed procedures Administrative Specialist (Ab. Alfredo Bravo) Updated and distributed manual 6 months Implement a system of administrative eﬃciency indicators Planning and Management Control (Architect Adriana Rivas) Percentage of eﬃciency goal achievement 6 months Linking strategic planning with results monitoring Planning and Management Control (Architect Adriana Rivas) Eﬀective use of planning tools 12 months

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 22 The axes related to citizen participation and administra- tive simpliﬁcation are complementary pillars of the overall strategy. The creation of active listening mechanisms, civic campaigns, and multi-channel communication promotes more open and co-responsible governance. This line of ac- tion, which includes the redesign of internal processes and the development of institutional manuals—as proposed for Portoparques EP—is consistent with the process-based management recommendations outlined by Al Jawali et al. (2022), who emphasize the need for clear structures to ensu- re eﬃciency and traceability. Taken together, these strategies represent a coherent step towards a modern, eﬃcient, and citizen-centered adminis- tration, which is also supported by documented international best practices in the ﬁeld of local public management. To ensure that the formulated strategies are not limited to theoretical guidelines, an evaluation system based on key performance indicators (KPIs) was designed. These KPIs allow for continuous and measurable monitoring of ins- titutional progress. They enable the tracking of the degree of implementation, process eﬃciency, and user perception. Furthermore, this system aims to consolidate a technical control structure that allows for verifying compliance with operational goals, identifying deviations, generating early warnings, and implementing timely corrective actions in the management of Portoparques EP. The indicators were organized according to the four stra- tegic pillars identiﬁed: digitalization, human talent, ope- rational eﬃciency, and citizen participation (Table 4). For each pillar, a representative KPI was deﬁned, along with a suggested target, to facilitate its interpretation and periodic measurement. Table 4. Key performance indicators (KPIs) proposed by the strategic dimension of institutional modernization in Porto- parques EP Strategic dimension Indicator Suggested goal Digitization Percentage of online procedures ≥ 80% Human talent Percentage of staﬀ trained annually ≥ 90% Operational eﬃciency Average processing time for procedures ≤ 48 hours Citizen participation Percentage of users satisﬁed with the service ≥ 85% In the area of institutional digitization, the percentage of procedures managed online was proposed as the key indi- cator, with a minimum target of 80%. This KPI is essential for evaluating the degree of automation of services and the entity’s capacity to operate through digital platforms, over- coming its reliance on manual and paper-based processes. Adopting this metric will allow for the identiﬁcation of tech- nical progress, the detection of lagging units, the promotion of interoperability, and the strengthening of the digital go- vernment approach at the local level. Regarding the human talent dimension, the established indicator was the percentage of staﬀ trained annually, with a target of 90% or higher. This indicator aims to reﬂect the scope and sustainability of continuing education programs, as well as their penetration among all technical, administra- tive, and operational staﬀ. This parameter will allow veriﬁ- cation of whether the organization is successfully keeping its team’s professional skills up-to-date, particularly in areas such as information technology, public administration, citi- zen services, and organizational culture. For the operational eﬃciency dimension, the average pro- cessing time for procedures was deﬁned as the indicator, with a target of 48 hours or less. This KPI has signiﬁcant practical value, as it allows for measuring the institution’s responsiveness to requests, internal processes, and citizen re- quirements. Through its systematic monitoring, bottlenecks, unjustiﬁed delays, or deﬁciencies in interdepartmental coor- dination can be identiﬁed, facilitating corrective actions and the implementation of continuous improvements in adminis- trative workﬂows. In the area of citizen participation, the percentage of users satisﬁed with the service received was proposed as an indi- cator, with a target of 85% or higher. This measure, obtained through citizen perception surveys, allows for the assess- ment of service quality based on the user’s experience, and not solely on internal criteria. Its incorporation into the ins- titutional evaluation system represents a step towards more democratic governance models, in which the citizens’ voice becomes a valid input for guiding and reformulating mana- gement policies. Taken together, these indicators provide a solid quantitati- ve basis for monitoring modernization strategies, strengthe- ning accountability, and contributing to the development of an institutional culture focused on results, quality, and conti- nuous improvement. Furthermore, they allow for linking the operational objectives of diﬀerent areas with concrete and veriﬁable goals, promoting more transparent, eﬃcient, and citizen-centered public management. The evaluation and monitoring system designed as part of the administrative modernization process at Portoparques EP was structured around a set of complementary operational tools, conceived to guarantee continuous, participatory, and technically rigorous monitoring of institutional performance. These tools were not limited to simple data collection, but were integrated into a functional model aimed at transfor- ming the management culture, promoting evidence-based

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 23 decision-making, and fostering greater transparency for the public. Table 5 shows the operational structure of the evaluation system, where each component is designed to generate use- Table 5. Proposed institutional evaluation and monitoring system for Portoparques EP System stage Main content Tools associates Purpose functional Dimensions strategic - Digitization - Human talent - Operational eﬃciency - Citizen participation — Identify the structural axes of institutional performance Key performance indicators (KPIs) - % of online procedures - % of trained personnel - Average service time - % of satisfaction Institutional Key Performance Indicator (KPI) Matrix Measuring goal achievement by strategic dimension Information gathering Institutional data and user perception - Institutional panel (intranet) - Citizen surveys - Administrative records Obtain up-to-date empirical evidence on institutional functioning Visualization and alerts Graphic panel and traﬃc light coding of compliance - KPI Dashboard (traﬃc light, graphs, trends) - Alert dashboard by operational area Facilitate dynamic analysis and visual communication of performance Assessment technique periodic Progress reports, deviations and corrective actions - Semi-annual institutional evaluation reports - Minutes of the Strategic Committee's evaluation Provide feedback on the planning and accountability process Decision making Settings strategic and operational - Management meetings - Planning Committee - Board of Directors Reorient institutional actions based on evidence Feedback and improvement Reformulation of goals and adjustments to strategies - Corrective action matrix - Improvement plans by area - POA Update Closing the institutional management cycle, incorporating lessons learned and eﬀective corrections ful, timely, and usable information for decision-making. It is based on a cyclical approach, characteristic of results-orien- ted public management committed to transparency, eﬃcien- cy, and continuous improvement. One of the central instruments proposed was the institutio- nal panel of indicators, conceived as a digital tool hosted on the entity’s intranet, with restricted access and hierarchical according to the user’s proﬁle (managerial, technical, or ad- ministrative). This panel allows real-time visualization of progress in meeting the key performance indicators (KPIs) deﬁned in the four strategic dimensions: digitalization, human talent, operational eﬃciency, and citizen participation. Thanks to the inclusion of graphical visualizations— such as bar charts, performance indicators, trend lines, and alerts—the dashboard facilitates a clear and quick unders- tanding of the institution’s status, immediately highlighting potential deviations from planned goals. It also allows for the generation of automatic reports for use in evaluation or accountability meetings. As a complement to the panel, the preparation of semi-an- nual institutional evaluation reports was established, to be carried out by the Planning and Management Control Unit. These reports serve to document progress, analyze devia- tions, and propose corrective actions, thus establishing a dy- namic of continuous improvement. Each report presents an analysis by strategic dimension, including comparative charts, goal achievement tables, insti- tutional risk analysis, and speciﬁc recommendations. These reports are intended to serve as inputs for both operational and strategic decision-making and as a basis for formulating internal policies that are more aligned with the identiﬁed rea- lities and priorities. Additionally, the system includes the periodic application of citizen perception surveys, both digitally (through onli- ne forms, email surveys, or mobile systems) and in person (through interviews conducted in parks, cemeteries, and ser- vice oﬃces). These surveys aim to gather direct information from users regarding aspects of the services provided, with a particular focus on accessibility, quality of service, and the eﬀectiveness of communication channels. Through the quan- titative analysis of these responses and the qualitative inter- pretation of the open comments, the institution can adjust its

J. Adv. Educ. Sci. Humanit. (January - June 2026) 4(1): 15-26 24 strategies, improve its engagement with the community, and align its services with a framework of shared public respon- sibility. Together, these instruments form a robust, functional, and adaptable institutional evaluation model, centered on re- sults-based management and a culture of monitoring and ac- countability. Triangulation between operational performance data (panel), internal reports (semi-annual reports), and citi- zen perception (surveys) allows for a comprehensive view of the institution’s status, encompassing both internal processes and the external user experience. In this way, the monitoring system facilitates the technical control of progress, streng- thens planning processes, fosters organizational transparen- cy, and enhances the public company’s legitimacy in the eyes of the public. This approach reﬂects a commitment to the sustained, measurable, and participatory modernization of the local administrative apparatus. The design of an evaluation and monitoring system ba- sed on key performance indicators (KPIs) represents a step towards institutionalizing a culture of continuous improve- ment at Portoparques EP. The inclusion of indicators such as the percentage of online transactions, trained staﬀ, service times, and citizen satisfaction allows for measuring opera- tional performance and the public value generated by moder- nization strategies. This approach is consistent with recom- mendations that promote the use of quantitative metrics to align strategic planning with institutional results. This approach is supported by studies such as Ouabi et al. (2024), which demonstrates that the use of indicators asso- ciated with job satisfaction and organizational commitment allows for establishing signiﬁcant correlations with perfor- mance in the public sector. In the context of Portoparques EP, the proposal to monitor variables such as citizen satisfac- tion and response time to procedures allows for building an evidence-based improvement system capable of identifying deﬁciencies and redirecting strategic eﬀorts. In particular, the proposed indicators address internal aspects (eﬃciency and human talent) and external aspects (digitalization and public perception) in a balanced way, allowing for a comprehensive evaluation of organizational performance. As Kaplan and Norton (1996) point out in the Balanced Scorecard model, the use of multidimensional in- dicators is essential for translating strategy into action, moni- toring progress, and making timely adjustments. This view is shared by studies such as that of Al Jawali et al. (2022), who emphasize the importance of linking performance evalua- tion systems with talent policies and digitization processes to achieve sustainable impacts in the public sector. Complementary monitoring tools, such as the institutional dashboard of indicators and periodic reports, help consolida- te internal transparency practices and strengthen accountabi- lity. The European Commission (2020) emphasizes that the availability of up-to-date and accessible data is an essential component of digital governance, facilitating both adminis- trative oversight and informed citizen participation. The fra- mework of the study conducted by Bindhu et al. (2024) hi- ghlights how the generation and continuous analysis of data on staﬀ turnover, satisfaction, and productivity can inform strategic management decisions in public bodies. Portoparques EP monitoring model— strengthens the user-centered approach, facilitating the measurement of the service’s technical quality and its social legitimacy. This ele- ment is present in the research by Sixpence et al. (2021), who conclude that employees’ perceptions of their work environ- ment directly impact their organizational commitment, and that the lack of indicators hinders eﬀective human resource management. The proposed evaluation and monitoring system helps close the planning, implementation, monitoring, and impro- vement cycle, consolidating a modern public management approach. This model veriﬁes goal achievement, identiﬁes bottlenecks, allocates resources more eﬃciently, and legi- timizes institutional decisions before internal and external stakeholders. As Pomaquero et al. (2023) state, the conso- lidation of robust evaluation systems is an essential condi- tion for moving toward a more strategic, eﬀective, and re- sults-oriented state. In summary, the integration of technical indicators, citizen perception, and transparency tools places Portoparques EP on a path of modern governance, with the capacity to res- pond to social demands, be accountable, and sustain conti- nuous improvement processes. However, the study had limitations related to partial access to internal information, a small and non-probabilistic sam- ple, and an approach focused on the institutional perspective, without systematically including the users’ viewpoints. Fur- thermore, time and resources were limited, preventing the validation of the proposed strategies through pilot tests. Des- pite these limitations, the results remain valid and provide a solid diagnosis with viable proposals for the modernization of Portoparques EP. Conclusions The analysis revealed that Portoparques EP was in an initial phase of administrative modernization, with isolated eﬀorts and no comprehensive strategy to guide institutional transformation. Limitations persisted in digitization, opera- tional eﬃciency, citizen participation, and the professionali- zation of human resources, reﬂecting a clear gap with respect to the principles of modern public administration. In respon- se to this diagnosis, the study formulated a set of strategies

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