NRS 451 Assignment Health Organization Evaluation

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NRS 451 Assignment Health Organization Evaluation

NRS 451 Assignment Health Organization Evaluation

 

 

Research a
health care organization or network that spans several states with in the
United States (United Healthcare, Vanguard, Banner Health, etc.). Assess the
readiness of the health care organization or network you chose in regard to
meeting the health care needs of citizens in the next decade.

Prepare a
1,000-1,250 word paper that presents your assessment and proposes a strategic
plan to ensure readiness. Include the following:

Describe
the health care organization or network.

Describe
the organization’s overall readiness based on your findings.

Prepare a
strategic plan to address issues pertaining to network growth, nurse staffing,
resource management, and patient satisfaction.

Identify
any current or potential issues within the organizational culture and discuss
how these issues may affect aspects of the strategic plan.

Propose a
theory or model that could be used to support implementation of the strategic
plan for this organization. Explain why this theory or model is best.

Prepare
this assignment according to the guidelines found in the APA Style Guide,
located in the Student Success Center. An abstract is not required.

This
assignment uses a rubric. Please review the rubric prior to beginning the
assignment to become familiar with the expectations for successful completion.

You are
required to submit this assignment to LopesWrite. Refer to the LopesWrite
Technical Support articles for assistance.

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How to prepare a health care organization evaluation?
Assess the readiness of the health care organization or network you chose in regard to meeting the health care needs of citizens in the next decade. Prepare a 1,000-1,250 word paper that presents your assessment and proposes a strategic plan to ensure readiness. Include the following: 1. Describe the health care organization or network.

The Evaluation Office contributes to establishing a culture of evaluation at all levels of the Organization, so that evaluation plays a critical role in WHO in improving performance, increasing accountability for results, and promoting organizational learning.

Strengthening evaluation and organizational learning has been identified as one of the critical components of the ongoing WHO reform process. As a first step, on 1 August 2014 the evaluation function was moved from within the Office of Internal Oversight Services (where it had been located and integrated with other functions) to become a separate Evaluation Office to support independent evaluation. A review of the evaluation function in WHO and of best practices and models in other entities has led to the development and ongoing implementation of a framework for strengthening evaluation and organizational learning in WHO, with six key action areas:

 

  • establishing an enabling environment and governance;
  • evaluation capacity resources;
  • evaluation work plan, scope and modalities;
  • evaluation recommendations and management response;
  • organizational learning; and
  • communicating evaluation work.

The UN Evaluation Group (UNEG) defines evaluation as follows:

“….an assessment, as systematic and impartial as possible of an activity, project, programme, strategy, policy, theme, sector, operational area or institutional performance. It focuses on expected and achieved accomplishments examining the results chain, processes, contextual factors and causality, in order to understand achievements or the lack thereof. It aims at determining the relevance, impact, effectiveness, efficiency and sustainability of the interventions and contributions of the organizations of the UN system.”

In simpler terms, evaluation is intended to provide accountability for achieving results from the use of resources, and to facilitate learning from experience in ways that can be put into practical use. Furthermore, evaluation should influence policy and operational decisions.

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