Aplicação do Modelo de Maturidade Correcional (CRG-MM) na Unidade Setorial de Correição da Universidade do Estado de Mato Grosso (UNEMAT)

Abstract

In the current landscape of Brazilian public administration, maturity models have become essential instruments for providing evolutionary maps of organizational capability, fostering transparency, efficiency, and continuous strategic planning. Historically, correctional activities within Brazilian public institutions were characterized by a lack of standardization and by the dispersion of practices across different entities. Prior to 2020, each organization conducted correctional procedures in an isolated manner, with low levels of integration and the absence of uniform performance criteria. From 2020 onward, with the development of the Correctional Maturity Model (CRG-MM) by the Office of the Comptroller General of the Union (CRG- CGU), a process of transformation in the management of this function was initiated, enabling the measurement of the development of correctional units and promoting the consolidation of practices grounded in governance, efficiency, and public integrity. Accordingly, this study aimed to analyze the level of correctional maturity of the Sectoral Correction Unit (USC) of the State University of Mato Grosso (UNEMAT) using the CRG-MM, as well as to propose action plans as management-oriented outputs. The research adopted a mixed-methods approach, combining qualitative and quantitative techniques for data collection and analysis, based on the completion of the CRG-MM diagnostic spreadsheet by the staff members of UNEMAT’s USC. The data were systematized and analyzed through documentary triangulation (qualitative) and supported by descriptive statistics (quantitative). The results indicate that UNEMAT’s Sectoral Correction Unit is positioned at Level 1 (Initial) of maturity and had implemented, by 2025, 78.57% of the macroprocesses required for Level 2 (Standardized). It is concluded that the CRG-MM is a fully adaptable and applicable tool for the context of a sectoral correction unit within a state public university such as UNEMAT. The action plans proposed as a technical product address eight essential activities within macroprocesses 2.1, 2.2, 2.3, and 2.4 of Level 2, which must be fully implemented for the USC/UNEMAT to be recognized as a standardized correctional unit