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ShareCompartir Once the assessment and planning phases have been conducted, and interventions have been selected for implementationthe final stage of designing a workplace health program involves decisions concerning the monitoring and evaluation of program activities. Just as assessment data are critical for evidenced-based program planning and implementation, so too is evaluation to prove that workplace health interventions have been effective and build the business case for continuing them.
Ideally, evaluation plans should be developed as part of the planning process and before beginning the intervention activities. The framework is summarized in the figure below.
It includes six A program evaluation of the medicare and four standards for effective program evaluation. CDC framework for program evaluation [A text description of this chart is also available.
The early steps of engaging stakeholders and describing the program yield insights for planners and implementers as well as evaluators. By involving diverse program stakeholders such as business leaders, managers, and employees, not just evaluation experts, the evaluation design can be a driving force for planning health strategiesimproving existing programs, and demonstrating the results of resource investments.
Evaluation helps define the value of the program The level of corporate investment in workplace health programs will depend on the perceived value of these programs. Decisions about the value of a workplace health program may vary company by company or even by stakeholder and decision maker within a single company.
Value consists of three dimensions: A program may score well on all these dimensions or just some. A program may have merit but be judged as not worth the cost, perhaps because it is driving an outcome that is not very important to key decision makers. A series of questions are part of these tasks: What resources are available to conduct the activities?
What elements of the larger context or situation might help or hinder program success? What aspects of the program will be considered by decision makers e. What kinds of evidence on performance are most credible to key decision makers in making judgements about how the program has performed? How will the lessons learned from the inquiry be used?
To make a decision on program continuation? Evaluate both outputs and outcomes over time Clearly, these questions encompass both program implementation and program effectiveness.
Either can be the focus of a given evaluation, but usually aspects of both need to be addressed. Ideally, evaluation planning has been integrated with implementation planning, and it is a simple task to identify the main processes e.
Process measures Process measures examine all the steps and activities taken in implementing a program and the outputs they generate, such as the number and type of educational materials for a stress management class that are developed and given to employees.
They are useful for keeping implementation of the program on track and also for determining if program implementation met the quality and other standards to which the program aspired. This is important so that, if a program does not achieve its intended outcomes, it can be determined if the program was the wrong approach or if it was a strong program that simply was not implemented correctly.
Outcome measures Outcomes are events or conditions that indicate program effectiveness. They generally are displayed as short- intermediate, or long-term.
Long-term measures, in the context of workplace health promotion, typically relate to things like reductions in disease or injury and the costs associated with them. These are often similar to the goals of the program and these long-term outcomes often take years to observe.
Whatever program components have been included in the evaluation, it is important that they be both measurable and realistic. Finally, once the key outcomes have been identified and written as measureable and realistic, identify when each will be measured e.
Some outcomes may be measured only early or late in the program, while others may be measured several times, as long as the program is active. The need for baseline measures is one key reason for designing the evaluation plan before implementation begins because they establish a starting place and frame of reference for the workplace health program.
These can usually be developed from data collected during the initial assessment activities and summarized in the assessment final report. Baseline measures determine where the organization currently is on a given health problem e. Outcomes of interest The evaluation guidance so far has been general guidance that can apply to any outcome.
The evaluation module has been organized by the specific health topics listed above, and for each one, potential measures for the following four main outcome categories of interest to employers and employees have been developed. Worker productivity Workplace health programs that improve employee health by reducing, preventing or controlling diseases can affect worker productivity Improvements in physical, mental, and emotional health enhance stamina, concentration, and focus leading to greater work output The cost savings of providing a workplace health program can be measured against: Changes in the number and type of health insurance claims over time e.
Targets for the optimal levels of health status e. Centers for Disease Control and Prevention. Framework for program evaluation in public health. Morbidity and Mortality Weekly Report ;48 No.
Get Email Updates To receive email updates about this page, enter your email address:NCCS submitted comments to the Centers for Medicare and Medicaid Services (CMS) on the Medicare physician fee schedule revisions proposed for calendar year and proposed revisions in the Quality Payment Program..
In our comments, NCCS addressed proposed changes to evaluation and management services, which are provided in the office or outpatient setting and are a critical element . Nov 12, · Starting January 1, , the Medicare program will cover certain medical services delivered via asynchronous telemedicine technologies.
The Centers for Medicare and Medicaid Services (CMS) just published the final rule for the Physician Fee Schedule, introducing a new code, officially titled "Remote Evaluation of Pre-Recorded Patient Information" (HCPCS code G).
The Medicare Fee For Service Recovery Audit program is a legislatively mandated program (Tax Relief and Health Care Act of ) that utilizes Recovery Auditors to. The purpose of this program is (1) to provide a mechanism for monitoring and evaluating the Medicare Rural Hospital Flexibility (Flex) grant program, and (2) to provide resources for the state Flex grantees that will assist them as they support quality improvement, financial and operational.
The Dobson DaVanzo evaluation report, titled ”Estimates of Savings by Medicare Shared Savings Program Accountable Care Organizations: Program Financial Performance ,” is .
This website is developed and maintained by TMF Health Quality Institute, under contract with the Centers for Medicare & Medicaid Services to provide comparative data reports to providers and to Medicare Administrative Contractors in support of efforts to reduce Medicare .