Using the Homeland Security Exercise and Evaluation Program (HSEEP) Building Block Approach to Implement System Evaluation Theory (SET)

Author:

Renger Ralph1ORCID,Renger Jessica2,Basson Marc D.3,Van Eck Richard N.3,Renger Jirina4,Souvannasacd Eric3,Hart Gary3

Affiliation:

1. Just Evaluation Services, LLC, Vail, AZ, USA

2. Claremont Graduate University, CA, USA

3. School of Medicine and Health Sciences, University of North Dakota, Grand Forks, ND, USA

4. Walden University, Minneapolis, MN, USA

Abstract

This article shares lessons learned in applying system evaluation theory (SET) to evaluate a Clinical and Translational Research Center (CTR) funded by the National Institutes of Health. After describing how CTR support cores are intended to work interdependently as a system, the case is made for SET as the best fit for evaluating this evaluand. The article then details how the evaluation was also challenged to facilitate a CTR culture shift, helping support cores to move from working autonomously to working together and understanding how the cores’ individual operating processes impact each other. This was achieved by incorporating the Homeland Security Exercise and Evaluation Program (HSEEP) building block approach to implement SET. Each of the seven HSEEP building blocks is examined for alignment with each of SET’s three steps and the ability to systematically support the goal of moving CTR cores toward working interdependently. The implications of using HSEEP to support SET implementation for future evaluations are discussed.

Funder

National Institutes of Health

Publisher

SAGE Publications

Subject

Strategy and Management,Sociology and Political Science,Education,Health (social science),Social Psychology,Business and International Management

Reference44 articles.

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2. Ackoff R. (1994). If Russ Ackoff had given a Ted Talk: A presentation hosted by Clare Crawford-Mason and Llyod Dobyns to capture the learning and legacy of Dr. W. Edwards Deming. Retrieved August 10, 2020, from https://www.youtube.com/watch?v=OqEeIG8aPPk&t=10s

3. Good Visions, Bad Micro-management and Ugly Ambiguity: Contradictions of (Non-)Leadership in a Knowledge-Intensive Organization

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