Organizational Change | Colorectal Cancer Evaluation Measures

Organizational change measures for colorectal cancer screening^1-4

Colorectal cancer screening, along with other health habits, requires ongoing support from employers. New programs can be added over time and evaluated periodically for their effectiveness. For best results, recognition of the benefits of colorectal cancer screening should become an inherent part of organizational change and corporate culture.

Measuring organization change is an assessment of company-initiated programs and policies that affect most employees regardless of their health status (e.g., communications/media campaign). These efforts need to be integrated for greatest effectiveness and will require time for full implementation. Regular measures of employee attitudes and program development are key in determining whether new programs are effective or require further adaptation to prevent continuing investment in ineffective efforts.

Baseline

• Determine workplace barriers to employee’s engagement in colorectal cancer screening
• Assess current workplace colorectal cancer screening programs
  • List current colorectal cancer screening options for employees through worksite and identify number of employees (i.e., participation) using each option. Examples: 
    • Number of colorectal cancer screening programs (e.g., education seminars) and participation in these programs
    • Availability of educational materials on colorectal cancer screening
    • Number of communications/media campaigns regarding colorectal cancer screening 
      • Percentage of employees receiving a telephone call (or a reminder) to obtain a colorectal cancer screening among 
        • Employees due or overdue for a colorectal cancer screening test
        • Employees turning age 50 years
        • Employees 50 years and older who are new health plan members
      • Percentage of employees who scheduled a colorectal cancer screening appointment during a telephone reminder call
    • Number of colorectal cancer screening related policies
    • Number of environmental strategies to reduce structural barriers
    • Number of partnerships with community resources for colorectal cancer screening such as the American Cancer Society or a local health department
  • Determine costs of current company colorectal cancer screening programs such as:
    • Staffing, equipment, and space
    • Employee time to participate in colorectal cancer screening programs during work hours (e.g., education)
    • Reimbursements/subsidies for colorectal cancer screening to reduce out-of-pocket costs and structural barriers such as classes, reducing co-payments, or transportation (see implementation for health benefits examples)
    • Incentives tied to colorectal cancer screening programs
  • Conduct survey of employee satisfaction with workplace supported current colorectal cancer screening programs

Process

• Reassess barriers to employee engagement in colorectal cancer screening programs
• Document steps taken and progress toward implementing each intervention selected 
  • List numeric goals (e.g., desired increases in employee screening rates) in each form of intervention within a designated time period (e.g., 12 months from startup):
    • Employee reach (e.g., number of educational pamphlets distributed; number of employee reminders sent)
    • Employee participation (e.g., number of desired participants in colorectal cancer screening; number of screening appointments scheduled; number of screenings delivered)
  • Describe timeline for implementation of each planned intervention (e.g., length of time and timing of tasks to develop, initiate, and conduct a mass campaign)
  • Create a baseline budget for new interventions including classes, instructors, classroom space, materials, incentives, etc
  • Identify opportunities for new partnerships with community groups who provide colorectal cancer screening programs (e.g., The American Cancer Society, local health department, local hospital, etc.)
• Reassess employee satisfaction regarding workplace supported colorectal cancer screening programs

Outcome

• Measure reductions in the number and type of employee barriers to colorectal cancer screening
• Assess changes in workplace colorectal cancer screening programs including progress in achieving goals and in implementation of each intervention (e.g., length of time and timing of tasks to develop, initiate, and conduct a mass campaign) 
  • Measure changes in the number of colorectal cancer screening options for employees through the worksite and changes in employee participation using each option before and after the colorectal cancer screening program or campaign. Examples: 
    • Number of new programs developed and offered to employees 
      • Measure participation (e.g., number of screenings delivered) in screening programs
      • Number of employees identified as recommended for colorectal cancer screening who have been sent a reminder for screening
      • Number of employees sent reminder who actually scheduled a screening test and received the screening
    • Number of new educational materials developed and made available to employees
    • Number of new workplace communications/media campaigns, including posters, brochures, employee success stories, organized buddy support systems, etc., established
      • Was there an increase in colorectal cancer screening appointments directly following an informational or awareness campaign
      • What was the percentage increase in screening appointments
    • Number of new workplace policies regarding colorectal cancer screening developed and implemented compared to baseline
    • Number of new environmental strategies to reduce structural barriers developed and implemented compared to baseline
    • Number of new partnerships with community groups created to enhance access and opportunity for employee colorectal cancer screening
  • Assess changes in program costs from baseline 
    • Increases in staffing or equipment needs due to new program offerings
    • Changes in employee participation time during work hours (e.g., education)
    • Changes in reimbursement/subsidy for colorectal cancer screening to reduce out-of-pocket costs and structural barriers such as classes, reducing co-payments, or transportation
    • New incentives or benefits or changes in existing incentives or benefits based on employee participation
  • Assess changes in survey responses for employee satisfaction following implementation of a workplace supported colorectal cancer screening program and compare with baseline

Depending on goal success, evaluate the need to adjust workplace programs.