Volume 13, 1998 - Spring

La mesure de la satisfaction des usagers dans le domaine de la santé et des services sociaux : l'expérience de la régie régionale Chaudière-Appalaches

Authors :
Pages :
1-24

The decision-making process adopted by the Chaudiere-Appalaches regional authority and public health and social service institutions is characterized by the use of democratic procedures. Traditionally, the decision-making process in this sector relies on reviews by administrators and service providers. In addition, the information systems designed to aid decision-making are, in the great majority of cases, oriented toward controlling the cost, volume, and kind of services delivered. The experience of the regional authority, measuring user satisfaction in six types of institutions, allowed the validation of a tax of services applicable to a range of services, in partnership with the networks of institutions targeted. This tax is the foundation for developing common instruments for comparisons among different services and service areas.

A Performance Measurement Framework for Safety and Health

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Pages :
25-38

Measurement of safety and health performance is important to both companies and safety and health regulators. Companies endeavor to create workplaces that are as free as possible from hazards created during work or as by-products of work activities; government regulators want to ensure that workers are protected. Both of these goals require measures that assess whether improvement in safety performance is taking place. This article discusses a performance evaluation framework for safety and health activities to assess whether safety improvement is occurring at a firm or system level.

Participation et décision publique de l'incantation à la mise en oeuvre d'une évaluation démocratique

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Pages :
39-60

Because citizens of' modern democracies lack opportunities to participate in public decision-making, they often seize the opportunity to exert counterpower after a decision has been made. This mode of involvement results in frequent questioning and even blocking of public projects, which could be avoided if the counterpower and power were expressed simultaneously (i.e. via negotiation) during the decision-making process. By involving the public in decision-making, democratic evaluation theoretically allows the simultaneous exercise of power and counterpower. This article argues that democratic evaluation is only viable when empowerment evaluation, participatory evaluation, and multi-criteria evaluation are incorporated as stages in the same evaluation process. The multi-criteria method, in particular, seems to be a useful tool in negotiation and a preferred decision-making aid in democratic evaluation.

Demystifying Results-Based Performance Measurement

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Pages :
61-96

This article provides a broad perspective on results-based performance measurement (RBPM). It describes the reasons for its growing popularity in government and outlines several of the key elements and considerations that must be included in the implementation of an BPM system in the public sector. It argues that despite the significant obstacles to the implementation of RBPM, the payoff from a successful system is likely to be considerable.

Une démarche en partenariat pour la construction d'un instrument d'évaluation

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Pages :
97-114

A self-managed community group, mandated to assist young offenders in completing compensatory and educational measures, requested the help of a community psychologist in developing an instrument to evaluate its community work program. This article describes the collaborative process by which the instrument was developed. Despite the technical nature of the project, the community psychologist sought to maximize staff participation in each step of the process. This approach is consistent with the democratic values of community psychology as well as the organizational culture of' the particular community group.

Principles and Practices of Organizationally Integrated Evaluation

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Pages :
115-138

Evaluation is often conceptualized in terms of static research designs focused on specific questions of' programmatic process or outcome. Another way to conceptualize evaluation is to broaden its scope, role, and methods and to integrate its principles and processes into every aspect of a program's organizational environment. The principles and practices of learning organizations, total quality management, continuous program improvement, and empowerment evaluation provide useful tools for conceptualizing the multiplicity of roles for evaluation within complex public-sector organizational environments. The authors have developed 2 guiding principles for engaging in organizationally integrated evaluation: the concepts of multiple constituent needs, cultural appropriateness, effective leadership of the process, total organizational commitment, continuous improvement, constancy of purpose, organizational teamwork, empowerment within the organization, training and development, cross-organizational collaboration, organizational integration, development and change, multiplicity of methods, statistical process control, goals of efficiency and effectiveness, goals of knowledge building, utility of outcomes, feasibility, propriety and ethical status of the process, and accuracy of outcomes. The authors discuss these principles as applicable to existing evaluation processes and provide a case example of their use in local evaluation of a Native American community.

A Framework for Evaluating Organizational Change in Health Care Agencies and Facilities

Authors :
Pages :
139-152

This article outlines a framework that health-care agencies can use to evaluate the different impacts of restructuring activities. The framework recommends that changes in the following dimensions be monitored: (1) patients' and families' perspectives on their health care encounter, (2) staff and physicians' perspectives. as organization members, including their views on the quality of their working life; (3) roles and relationships of team members and work redesign; (4) efficiency, including measures of financial viability; (5) adverse occurrences; (6) community and board perspectives on relationships with the community; and (7) for teaching facilities, the health-care agency's commitment to teaching and research activities.