Planning for Evaluation

The development of a comprehensive evaluation plan must meet the following four evaluation standards: (a) integrity, (b) feasibility, (c) usability, and (d) propriety (Holden &

Zimmerman, 2012). This process can prove to be quite tedious and complex and relies on the evaluator’s “intuition, perceptions, and ability to assess what will best address the concerns of

those involved in the evaluation (i.e., sponsors and stakeholders) and provide the outcomes of greatest use and interest (Holden & Zimmerman, 2012, p. 2). Evaluation plans must accommodate

for limitations of available resources for the evaluation effort (Holden & Zimmerman, 2012).

The evaluator guides following five steps when evaluation planning: (a) assessing the context, (b) gathering reconnaissance, (c) engaging stakeholders, (d) describing the program and,

(e) focusing on the evaluation (Holden & Zimmerman, 2012). Evaluators should work with stakeholders to determine a timeline for evaluation (Holden & Zimmerman, 2012). This writer’s

project involves opening a Ventilatory Care Unit (VCU) specifically for COVID-19 patients. Therefore, there may only be short-term and intermediate outcomes involved.

Evaluation Timeline

Financial

The financial objective for the VCU is to decrease NYU Langone Health’s loss in revenue caused by the COVID-19 pandemic. This would be evaluated monthly with the goal being to

recover at least 15% of lost revenue within the first six months.

Customer

Press-Ganey scores will be monitored monthly. The goal is for the VCU to maintain a Press-Ganey score greater than or equal to the benchmark of 94. It is important for staff to be

provided the results as this will aid in the refreezing phase of change.

Business Processes

With so much remaining unknown related to the long-term care of COVID-19 patients, the processes will be evaluated monthly for a minimum of six months. This is to ensure that

protocols are updated as needed and that patients are receiving the highest quality of care.

Learning and Training

Competency exams must have a passing rate of 90% and will be performed initially and then quarterly for as long as it takes to make any needed revisions to the care of these patients.

Once revisions are complete, competency exams will be evaluated annually. The hand-on training will be continually evaluated for the duration of a staff member’s preceptorship.

Refreezing

The three stages of change identified in Lewin’s change theory include unfreezing, change, and refreezing (Sare & Ogilvie, 2010). In the third stage, refreezing, the changes have

become habits and are considered normal (Sare & Ogilvie, 2010). During the refreezing stage, managers and leaders must find ways to prevent backsliding to the old way of doing things

(Sare & Ogilvie, 2010).

Transformational leaders should ensure that they identify the individuals whose commitment is necessary for the organizational change and gain their support (Hussain et al.,

2018). Leaders should “coordinate with employees, share their knowledge, and give opportunity in making decisions” (Hussain et al., 2018, p. 126). Employee involvement is believed to be the

key factor in shifting from one phase to another within an organization (Hussain et al., 2018).

References

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in

organizational change. Journal of Innovation & Knowledge, 3(3), 123–127. Retrieved from https://doi-org.ezp.waldenulibrary.org/10.1016/j.jik.2016.07.002

Sare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett

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