Eva Borràs Balcells

Professional achievements

Implement a change in organizational culture, from the redefinition of internal values ​​to the comprehensive renovation of spaces, with the aim of modernizing the Chamber and bringing it closer to the reality and needs of the companies it serves:

• Launch of a multi-channel customer service to monitor and standardize the service provided, to be able to track incidents and apply continuous improvement. 19% reduction in missed calls from 2021 to 2023.
• Improvement of internal communication and information by encouraging the creation of a weekly space (Thursday coffee) to explain the news of each department to the staff. 85% staff rating in the 2023 climate survey of 7-10 out of 10.
• From 2022, implementation of continuous improvement in the Chamber. Continuous improvement actions are now evaluated annually, with a weight of 50% of the annual variable remuneration of the staff. This initiative allows the optimization of several internal processes, the reduction of expenses and breaking the inertia of always doing things the same way.
• Design, planning and execution of a comprehensive works project at the Chamber’s headquarters in Diagonal (10 floors) with open work spaces, several meeting rooms with different technology and capacity according to needs and a socialization floor (the tenth) with terrace and views of Diagonal/Passeig de Gràcia. 90% staff rating in the 2023 climate survey of 7-10 out of 10.
• With the aim to improve sustainability, implementation of a "paperless" work culture through the widespread use of laptops and the use of collaborative tools. Reduction of photocopies by 70% from 2022 to 2023.
• Thanks to the teleworking policy, concentration of the team from the Diagonal headquarters on floors 7th, 8th and 9th, freeing up the rest of the floors for hub spaces, creating an ecosystem of value-added companies within the facilities of the Chamber and a new line of business.

Professional achievements

• To define an own style of communication aimed at Administration and Services Staff, empathetic, close and voluntarily differentiated from the inherent formalisms of the academic world. This made it possible to visualize the will to shorten the distance that until then existed between the management and the daily reality of the units and services of the university, managing to establish a fluid, open and honest dialogue regarding the existing problems and possible solutions.
• To detect and act on cases of burnout through individual impact coaching sessions and organize, for certain units and services, group sessions to improve leadership, existing processes and the importance of the client orientation to provide a good service. This initiative made it possible to verbalize the problems and improve communication and leadership in the affected departments.
• To work together (the university unions and the Management team) in the drafting of the Contingency Plan for the 2020-2021 academic year (COVID-19 pandemic), getting a consensus on each aspect and achieving a true team work climate. The fact of being the unions and de Management team co-authors of the Contingency Plan allowed us to adjust it to the constant new pandemic regulations and make joint decisions without confrontations.

Professional achievements

• Getting the Financial Heads of the different medical and surgical specialities, who were very heterogeneous in terms of their basic education and age and who reported functionally but not hierarchically to the Financial Director, to identify themselves as a team both in themselves and with the personnel of Accounting and Budgets of Central Services, to work with common criteria and homogenized knowledge and to share best practices.
• Getting the departments of the Financial Area, who were not accustomed to working with cross-sectional economic processes, with historical rivalries between some of them, with personnel that felt they weren’t taken into account nor valued for their work, to feel a sense of belonging to the Financial Area, to be motivated again and do their work taking into account the information required by the department that came next in the flow of the economic process.
• Design of a new economic model of relationship between Central Services of the Financial Area and the different Institutes/Areas/Centres of the Hospital with budgetary autonomy, so that the expense/investment was globally optimized.
• Review and fine-tune the circuits and review criteria for budget execution so that, without creating a deficit, it was guaranteed that the surplus did not exceed 0.1% of the annual budget, given that the purpose of a public budget is to be entirely spent.
• Fixing a global criterion for all the Hospital in reference to the type of expenses that could be financed by the public budget and those that had to be financed otherwise.

Professional achievements

• Reorganization of the responsibilities, functions and internal processes of the Department of Economic Services to gain efficiency in terms of personnel assigned.
• Promotion of the Unique Reference Database in the City Council, so that all the available information from the different departments could be exploited easily, either by entering an identity card number (to find any municipal service related to a particular citizen) or an address (to find any municipal service related to a particular property or urban space).

Professional achievements

• To put in order the relation between de City Council and its unions in terms of the rights and duties of each part, strictly fulfilling the City Council’s legally established duties while clearly differentiating between the matters that had to be negotiated and the matters that only had to be communicated.
• To establish a common circuit and timeline for the City Council’s files that had to be discussed at the City Council’s Plenary meeting, so that the Auditing Departament had enough time to thoroughly review them and request the additional information it thought necessary in order to guarantee their correction.

Professional achievements

• Promotion of non refundable grants as a financing alternative to ordinary grants for the projects of the consolidated cultural enterprises, as they introduced the co-responsibility of both the cultural enterprise and ICIC in assuming the risk of the projects to be implemented.
• Persuading the Catalan financial sector in order to open a new line of short-term credit, loans for investments and guarantees with advantageous conditions for cultural companies (CrèditCultura).

Professional achievements

• To make the new ICIC operational and integrate the personnel transfered from the Department of Culture into the new corporate culture of ICIC.

Professional achievements

• Elaboration of the first mid-term program-contracts between the Department of Culture and its consortiums and public companies (Gran Teatre del Liceu, Teatre Nacional de Catalunya, Circuit de Catalunya...) in order to establish, on one hand, the annual payments to be met by the Department of Culture in the following four years and, on the other, the commitments the consortiums and public companies had to fulfill in this period.