Evaluating the Leukemia and Lymphoma Society's information resource center

¶ … healthcare service programs have been continually evolving to meet the needs stakeholders. The Leukemia and Lymphoma Society (LLS), is focusing on helping those individuals who are suffering from these conditions. They are conducting an evaluation study to determine the best way to provide various kinds of solutions to the public. This is designed to offer everyone with services that are meeting their social, health and human resource needs. (Chen, n.d.)

To achieve these objectives there is a focus on conducting a study on its Information Resource Center (IRC). This was achieved by completing a number of steps in the process. The most notable include: understanding the political / organizational environment, defining the relationship between evaluator / sponsor, determining the levels of evaluation, gathering reconnaissance, engaging stakeholders, describing the program and concentrating on what lessons were learned. These different areas are providing executives with an understanding of how to achieve the larger objectives of the study. When this happens, the organization can adjust in order to meet these and other challenges they will face in the future. (Chen, n.d.)

Understanding the Political and Organizational Environment

This process involved learning about the political and organizational structure of LLS. This means asking a series of questions to help provide better insights about what factors will influence these variables. The most notable include:

Where does the patient navigation model come from?

Should a process evaluation be completed?

Where is the funding coming for the evaluation of the study?

How did they arrive at the study design for the RFP?

These different areas are important, as they are providing a basic background for understanding the operating environment and how personnel are interacting with each stakeholder. (Chen, n.d.)

Defining the Relationship between Evaluator and Sponsor

The evaluator of the study will be an internal auditor who is hired by LLS. They will serve as the coordinator and oversee different aspects of the project. The funding will be provided through LLS using its own sources. These factors are designed to help the company to have a better understanding of what variables are influencing its internal operations. (Chen, n.d.)

At the same time, the evaluator will have the power to examine external issues. This person was brought in as an independent consultant. The insights they are providing, helps LLS to objectively evaluate what is occurring and the way this is influencing their ability to deliver different services. (Chen, n.d.)

Determining the Level of Evaluation

To determine the level of evaluation, it was concluded that canvassing areas where LLS did not have any chapters was the most logical. This is because many of the insights from these individuals will help actuaries to understand what services are most important to them. These findings can be compared with other information. In order to create programs that is customized to meet the needs of stakeholders. (Chen, n.d.)

Gathering Reconnaissance

Gathering reconnaissance is looking at how the findings will be used and validated. This is achieved by carefully utilizing a number of steps in the process to include: specify evaluation uses and validate perspectives. The specification evaluation uses, is when there is a focus on how the RFP is embraced and the influence it is having on the organization. While validating perspectives is ensuring that actuaries are taking a number of perspectives into account. These variables will have an impact on how solutions are evaluated. (Chen, n.d.)

Engaging Stakeholders

During this stage, the evaluator must engage stakeholders. This is achieved by actively listening to their views and understanding what issues are most important to them. These include: identifying / inviting them to be a part of the process, defining their roles for input and establishing a group process for their continuing involvement. When this happens, they are willing to work with LLS and create a partnership that will benefit everybody. The evaluator plays a central role in the process, by reaching out to various groups and encouraging them to take an active role. (Chen, n.d.)

Describe the Program

The program is to establish a pilot study that will sample cancer patients and their families about enhanced patient navigation intervention. This is accomplished by conducting a series of telephone interviews. The basic idea is to understand how the views from this segment will have an influence on future practices. (Chen, n.d.)

What Lessons were Learned?

This process involves evaluating which programs were most effective and their long-term effects on stakeholders. This is achieved through ensuring that the survey is brief and randomly sampling participants about their opinions. Once the information is collected, is when the actions and objectives of the study are compared with what actually happened. This helps to identify areas where potential conflicts of interest could have an impact on the results. (Chen, n.d.)

Critical Analysis

These ideas are showing how the program will help LLS to adjust to the changing demands from stakeholders. According to Chen (n.d.), the best way to effectively address the challenges inside the organization is to use intervention programs. That is focused on evaluation and implementation. These variables will work in conjunction with one another to create an effective strategy. That helps the organization to evolve with the different challenges it is facing. (Chen, n.d.)

Implementation

The implementation of the strategy will based upon the Action Model and Framework. This is when there is a focus on a number of variables which are interconnected with each other. The most notable include: the development of a new program plan, the strengthening / clarification of existing plans, communicating and preparing for the future. These areas are creating a foundation that will ensure the implementation of the strategy goes smoothly. (Chen, n.d.)

The development of a new program plan is focusing on creating a strategy which is responsive to the needs of stakeholders. This is achieved through analyzing the input from implementers, directors, volunteers and other individuals who will be affected by these changes. During this process, there must be strong communication and collaboration. The basic idea is to make sure that no one is left out and different points-of-view are considered. (Chen, n.d.)

The strengthening and clarification of existing plans is when there is a concentration on making adjustment to the current strategies. This can address critical weaknesses through incorporating new ideas as a part of the business model. In the future, this will make the firm more responsive through undergoing a series of changes in the process. (Chen, n.d.)

Communication requires hosting a number of activities that will introduce the program to stakeholders. This is achieved through having a number of conversations where everyone can learn about the benefits which are provided. The basic is to encourage them to become enthusiastic about what is happening and to communicate these ideas with others. When this happens, they will tell everyone about the advantages and motivate them to learn more for themselves. These views will create long-term shifts in stakeholders' behavior with everybody realizing and using these services to help them. (Chen, n.d.)

Preparing for the future is often referred to as process evaluation. This is when there is a focus on examining existing research about the program. The idea is to see if other organizations have utilized similar strategies and the long-term impacts they are having on them. This can be used to answer the evaluator's questions about how to conduct various interventions and create lasting changes. (Chen, n.d.)

Once this process is complete, there must be a focus on effectively implementing several different steps. These include:

Step 1: Assess, evaluate and enhance the organization's capacity.

Step 2: Establish intervention and service delivery protocols.

Step 3: Recruit, maintain and train competency / commitment (i.e. implementers).

Step 4: Establish partnership with various community organizations, nonprofits, governmental / non-governmental entities and citizens.

Step 5: Seek out tremendous amounts of support for the different positions.

Step 6: Identify, recruit, screen and serve the target population. (Chen, n.d.)

When this happens, the test program can be effectively evaluated. These ideas can be used to determine if this approach will work and potential areas to be aware of when enacting these kinds of changes. (Chen, n.d.)

In the case of LLS, the firm has been embracing these procedures when preparing the new programs. This is occurring is through conducting a study to evaluate what is happening and those solutions which are most important. These insights will help the evaluator to create a program that is responsive to their different needs. (Chen, n.d.)

Once this has taken place, a test program will be implemented. During this process, there is a focus on making adjustments to it, analyzing how they are working and the lasting impact of these changes. The effects will help to offer specific insights that are showing the weaknesses and strengths of the plan. This will help the evaluator to create a strategy for addressing these challenges and improving upon it. (Chen, n.d.)

After this happens, is the point the test program will be rolled out to the entire organization. The evaluation and implementation methods proposed by Chin are a classic example of the way LLS is embracing these ideals. This is taking place through focusing on providing a program rationale, needs assessment and formative research. During this process, a study will be conducted to sample the attitudes and opinions of cancer patients / their families. (Chen, n.d.)

The implementation portion will focus on a number of variables. The most notable include: the development of a new program plan, the strengthening / clarification of existing plans, communicating and preparing for the future. These areas will help to create a foundation for executive the strategy and ensure higher amounts of compliance are taking place. In the long-term, this creates a change in attitudes and beliefs. Once this happens, LLS is more responsive to these needs and can quickly make adjustments to their business model. (Chen, n.d.)