Kaplan and Garrett (2005)
According to Kaplan and Garrett (2005), the most critical point of studying the evaluative practices is embedded in the general understanding of the separation between program delivery and anticipated program outcomes. Regarding the case with COVID-19 practices, the issue deals with non-delivery or severely restricted delivery. Community services significantly contribute to the provision of palliative care during COVID-19.
The critical aspects of a successful response are based on regular and timely communication between policy-makers and healthcare providers, personnel training, and ongoing delivery of equipment and access to necessary support services. The service delivery and desired outcomes during COVID-19 are to a certain extent disconnected due to the rapidly increased demand for services and a considerable decrease in volunteer availability.
Celik et al. (2012)
The researchers explore the formative process evaluation of a diversity training program in the healthcare settings. One of the key observations implies that sufficient knowledge and training might transform individual behaviors. The COVID-19 pandemic has significantly altered the healthcare institutions and personnel training. With the spread of the pandemic, the evaluation process of the medical personnel progress became more challenging.
However, expectations regarding the role of knowledge and education in behavioral change are often misinterpreted. A well-tailored training is most effective at enhancing personal awareness and skills. In addition, the behavioral change might not always result in the structural change of the healthcare facility since the organizational alterations are linked to the general reorganization of healthcare departments and units and revising job responsibilities.
Livet and Wandersman (2005)
The three core areas of an organization include:
- physician integration process and leadership,
- organizational structure (resources, population, health services, indicators, and health status),
- critical functions of healthcare facility (financing, provision of health services, stewardship, and resource development).
They can impact a particular program regarding the well-developed organizational structure, demonstrating ongoing and dynamic challenges for the personnel and managers that must efficiently realign the resources management and training to achieve value-based outcomes.
References
Celik, H., Abma, T., Klinge, I., & Widdershoven, G. (2012). Process evaluation of a diversity training program: The value of a mixed-method strategy. Evaluation and program planning. 35. 54–65. Web.
Kaplan, S. A., & Garrett, K. E. (2005). The use of logic models by community-based initiatives. Evaluation and program planning, 28(2), 167–172. Web.
Livit, M., & Wandersman, A. (2004). Organizational functioning: Facilitating effective interventions and increasing the odds of program success. In D. M. Fetterman & A. Wandersman (Eds.), Empowerment evaluation principals in practice (pp. 123–142). New York, NY: Guilford Press.