7.2. Health and Social institutions
9. Health and Social institutions
In the sub sectors
of the Health and social institutionssector, the biggest differences were
found between health institutions and the AMPAs (Parent and Student Associations). The
AMPAs and cultural associations showed a similar growth between the first and last
observations made, and sports centres grew by 15 points, continuing to appear in the
highest band when compared with other sub sectors. The growth of 22 points amongst
healthcare organisations is comparable to that shown by private companies, even though, in
our opinion, the close contacts maintained by bodies in this sector with public
organisations, made the initial ILN higher than that demonstrated by private companies.
Analysis by factors
is based on a system of indicators, grouped by factors. Here is a brief description of
and Signage: this is the public image of the organisation.
Competency of the Staff: this is the linguistic competency level of the staff.
Linguistic Usage Criteria: this refers to the adoption of linguistic usage
Documentation: these are printed documents for external use.
External Communications: these are written and spoken texts used outside the
Documentation and Communications: these are standard documents, and written and
spoken communications used internally.
10. Results by factors of all sub sectors
The results of the
Index shown by factor, based on all of the organisations of each sub sector, demonstrate
that those factors which imply relatively simple changes, (for example image, or external
documentation and communications) and which depend directly on a decision taken by the
management of an organisation, are easier to assume than those changes which affect the
staff, such as linguistic competency. This factor is the one which shows the lowest index
in all of the sectors we observed. It is also the index which is most difficult to raise,
both because of the financial investment and the time on training that an organisation
would need to spend, as well as because of the fact that changes in this area are observed
only over the medium to long term, and not in the short term.
Below is a
comparison of the objectives and the actions planned in two organisations whose initial
ILNs were very different:
Analysis of an organisation with a low ILN
11. Lacoma, Santolaya, Malet y Cornet, lawyers and economists
This is a suite of
lawyers with a workforce of eight. It is a small company, as regards staff numbers.
Economic and production factors are not relevant when measuring the Index of Linguistic
Normalisation (ILN) of an organisation.
The first Indexpla
observation made, gave an ILN of 6%. Therefore, according to the index, this organisation
is not able to attend to the public in Catalan. And any intervention should be focussed on
achieving a substantial increase in the use of Catalan in all areas, from the identifying
image of the company, to the linguistic competency of the staff, and also on establishing
some linguistic criteria for both attending to the public and for written communications.
The second time it
was measured, the ILN had moved up here by 24 points. Those actions which give immediate
results, such as those affecting the image factor and the translation and correction of
documentation, were the factors which showed most growth. More time is needed to reflect
on the progress of other factors such as linguistic competency and the application of
linguistic usage criteria.
By the third
and fourth time the organisation was observed, we can see how those factors which needed
more time to achieve the proposed objectives are reflected.
To conclude, the
increase of the ILN, from 6 points to 67 points by the fourth observation, was positively
viewed, and a final observation was proposed at the end of the training process. We should
like to stress that the staff training process is the action that requires most time to
give satisfactory results, and is the one where most obstacles to linguistic change are
Analysis of an organisation with a very high ILN
Indexpla Eix de Serveis
This is a service
company that provides services for schools and leisure activities. It has a workforce of
observation made for the linguistic plan gave an ILN of 81%. This shows that the level of
Catalan achieved in the company is very high. In this example a linguistic autonomy
protocol was devised.
If we look at the
six factors we can see that the companys image, documentation and communications
gave an ILN of approximately 90% at the initial observation. Linguistic competency
however, showed the lowest index with just 23%.
respect to the linguistic needs of the company, it only needed to undergo staff training.
The other factors hardly needed any intervention at all, and the growth of linguistic
competency alone nudged the overall ILN level up when considered and interrelated with the
Only two further
observations were made here, and despite the fact that the documentation revisions and
other specific elements of the assessment were deemed concluded, there was very little
variance demonstrated by the factors during these observations. If the competency level of
the staff is to reach a stage where they can be considered linguistically autonomous, a
longer training process is necessary and the company must encourage its staff to undergo