Using hybrid models to support the development of organizational evaluation capacity: A case narrative

Bourgeois, Isabelle; Hart, Rebecca E.; Townsend, Shannon H.; Gagné, Marc

doi:10.1016/j.evalprogplan.2011.03.003

Cited by 24 publications

(8 citation statements)

References 31 publications

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“…Da Cunha et al (12) noted that systematic and frequent visits help to motivate the monitoring of food services, which consequently leads to improvements in good handling practices. Additionally, the presence of an internal evaluator who is responsible for evaluating good handling practices is considered an important component of this evaluation, primarily for being connected to the tasks performed by the evaluator and their team, owing to the team's everyday knowledge of the cultural motivations involved in the process (3).…”

Section: Resultsmentioning

confidence: 99%

Evaluation of the Implementation of Good Handling Practices in Food and Beverage Areas of Hotels

Serafim

Hecktheuer

Stangarlin‐Fiori

et al. 2015

Journal of Food Protection

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Because of the major international-level events that have recently been held in Brazil, concerns about the sensory and hygienic-sanitary conditions of food have increased. The objective of this study was to evaluate the implementation of good handling practices in food and beverage areas of hotels, with and without outsourced professional intervention. We evaluated 19 food and beverage areas in hotels in Porto Alegre, Rio do Sul, Brazil, using a checklist that was developed by a municipal surveillance team based on existing laws for good handling practices. The evaluation was done by a skilled professional in the food safety area on two occasions, at the beginning of the study (January to May 2013) and at the end (July to November 2014), and the establishments were classified as good, regular, or poor. After the baseline evaluation, an action plan listing the noncompliance found at each location was given to those responsible for the establishments, and a period of 1 year 6 months was stipulated for improvements to be made. In the repeat evaluation, those responsible for the establishments were asked whether they had hired an outsourced professional to assist them in the improvements. The hotels showed improvement during the repeat evaluation, but a significant increase in the percentage of overall adequacy was seen only in the food and beverages areas of the 12 hotels that used the intervention of an outsourced professional. The better percentage of adequacy in establishments with outsourced professional intervention underlines the importance of an external and impartial view of routine activities in the implementation of good handling practices.

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Section: Resultsmentioning

confidence: 99%

Evaluation of the Implementation of Good Handling Practices in Food and Beverage Areas of Hotels

Serafim

Hecktheuer

Stangarlin‐Fiori

et al. 2015

Journal of Food Protection

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“…For the most part, these frameworks tend to refl ect similar components of EC (see Bourgeois, 2016 , for a comparison of fi ve frameworks of EC). Some of them have in turn yielded measurement models and instruments that enable organizations to situate their current evaluation capacity against a series of set criteria or standards, and develop appropriate ECB strategies (see for example: Bourgeois, Toews, Whynot, & Lamarche, 2013 ;Nielsen, Lemire, & Skov, 2011 ;Taylor-Ritzler, Suarez-Balcazar, Garcia-Iriarte, Henry, & Balcazar, 2013 ).…”

Section: Introductionmentioning

confidence: 99%

Measuring Evaluation Capacity in Ontario Public Health Units

Bourgeois

Simmons

Hotte

et al. 2016

Canadian Journal of Program Evaluation

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Th is article presents a study of organizational capacity to do and use evaluation, conducted in 32 public health units in the province of Ontario. Methods include an organizational self-assessment using an instrument developed by Bourgeois, Toews, Whynot, and Lamarche (2013) as well as key informant interviews. Overall, our fi ndings point to the fact that evaluation capacity is still developing in Ontario public health units; factors that support evaluation capacity in these organizations include the presence of an organization-wide evaluation policy, the availability of full-time evaluation staff in a supporting role, greater staff involvement in evaluation, and a standardized evaluation process. Th ese fi ndings highlight the importance of organizational structures and systems to evaluation utilization and provide potential areas of improvement for organizations wishing to improve their evaluation capacity.

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“…How evaluation is undertaken, what approaches are adopted, what questions are asked, how the information is collected, and how the evaluative information is used varies greatly among organizations (Gill, 2010). Foundations source evaluation expertise in many ways to implement inquiry, feedback, reflection, and change, and to make value judgments (Baron, 2011;Beere, 2005;Bourgeois, Hart, Townsend, & Gagne, 2011). But despite the potential benefits of evaluation and the variety of approaches to it that are undertaken, the problem of evaluation use by foundation leaders and decision makers still exists.…”

Section: Knowledge Translation To Enhance Evaluation Usementioning

confidence: 99%