Best Evidence, Best Practice: 10 Ways to Implement Policy in Your Clinical Setting
From Policy to Practice: Tips for Achieving Meaningful Changes in Practice Based on Current Best Evidence
Healthcare professionals, particularly Advanced Practice Registered Nurses (APRNs), are often tasked with translating policies into real-world practice. The shift from policy to practice can be challenging but is essential for improving patient outcomes and maintaining regulatory compliance. Based on current best evidence, this article provides strategies for implementing meaningful changes that benefit both patients and healthcare teams.
In many cases, regulatory changes, such as those introduced by the National Quality Forum (NQF) and Centers for Medicare and Medicaid Services (CMS) in 2008, are catalysts for practice innovations. However, the most effective Evidence-Based Practice (EBP) innovations often originate from clinicians themselves, driven by the desire to enhance patient care. Here are actionable tips for turning policy into practice using the latest best evidence.
Organizational Support
Organizational support is critical to the success of implementing any policy-driven change in practice. It’s not enough for APRNs to simply inform administrative personnel about a proposed Evidence-Based Practice (EBP) innovation. For meaningful and sustained change, the APRN must collaborate with key stakeholders to develop a compelling proposal that addresses essential factors such as patient outcomes, costs, and required resources.
According to Brindle et al. (2015), obtaining administrative support requires presenting the rationale behind the recommended innovation and detailing its anticipated impact. Whether it’s improving clinical leadership, educating staff, altering the electronic health record (EHR), or procuring disposable supplies, each component must be thoroughly evaluated and justified to ensure the organization is equipped to support the practice change.
Table: Key Stakeholders and Resources for Successful Policy-to-Practice Transition
| Aspect | Details |
|---|---|
| Key Stakeholders | Administrative Personnel, Clinical Leaders, APRNs, Staff, Patients |
| Necessary Resources | Staff Education, EHR Modifications, Medical Equipment, Budget Allocations |
| Outcome Measurement | System for tracking patient outcomes, providing feedback to staff and stakeholders |
| Cost Considerations | Resource allocation for staff training, equipment procurement, and ongoing evaluation of outcomes |
| Link to Reference | National Quality Forum |
Engaging Clinical Leaders
An effective way to ensure successful implementation of policy changes is by engaging clinical leaders. Clinical leaders can act as champions for change, helping bridge the gap between theory and practice. They provide hands-on support, mentor staff, and foster a culture of improvement.
Working closely with clinical leaders can help align the goals of the practice innovation with the organization’s strategic objectives. Whether it involves redesigning clinical workflows or providing mentorship, clinical leaders play an instrumental role in ensuring the sustainability of changes based on best evidence.
Educating and Empowering Staff
Education is an integral part of transitioning from policy to practice. Staff members need to understand the evidence behind the proposed change and feel empowered to participate in the innovation. Effective staff education programs should not only provide theoretical knowledge but also hands-on training opportunities to ensure competency in the new practice.
It is also crucial to cultivate a culture of continuous learning, where staff are encouraged to seek out new evidence and participate in ongoing educational initiatives. This empowerment ensures the sustainability of policy-driven changes over time.
Measuring Outcomes and Providing Feedback
To ensure that changes are meaningful and impactful, it is essential to establish a system for measuring outcomes. This system should monitor both patient outcomes and process improvements, providing data that informs further adjustments to practice. Regular feedback loops between staff, clinical leaders, and administrative personnel ensure that the practice changes are refined and optimized based on real-world results.
A good example of outcome measurement is the use of clinical dashboards that provide real-time data on key performance indicators (KPIs), helping healthcare teams stay informed about the impact of the practice changes.
Overcoming Barriers to Change
Resistance to change is a common challenge in the implementation of policy-based innovations. Barriers may come in the form of lack of resources, insufficient staff buy-in, or competing priorities within the organization. To overcome these barriers, it’s essential to identify potential obstacles early and develop strategies to mitigate them.
One effective approach is to engage staff in the planning process, giving them a sense of ownership over the proposed changes. Additionally, clear communication from leadership about the importance of the policy change and its potential benefits for patients can help reduce resistance and foster a culture of openness.
Table: Common Barriers and Strategies for Overcoming Them
| Barrier | Strategy for Overcoming |
|---|---|
| Lack of Resources | Secure budget approval for necessary equipment and training |
| Staff Resistance | Involve staff in decision-making, provide ongoing education |
| Competing Priorities | Prioritize changes aligned with organizational goals |
| Inconsistent Leadership Support | Engage leaders early, ensure clear communication and alignment |
| Fear of Uncertainty | Provide data-driven rationale, emphasize patient benefits |
Adapting Policies to Local Context
When implementing policy changes, it’s essential to adapt best practices to the specific context of the organization. What works well in one healthcare setting may not necessarily be effective in another. Therefore, the APRN must consider local factors such as patient demographics, available resources, and organizational culture when translating policies into practice.
Customizing the policy-driven changes based on the unique needs of the organization ensures that they are more likely to be successfully implemented and embraced by staff.
Securing Long-Term Sustainability
For policy changes to have a lasting impact, they must be sustainable over time. This requires ongoing evaluation and adjustment as new evidence becomes available. APRNs should ensure that systems are in place for monitoring the long-term success of practice changes and for making necessary revisions to keep up with emerging best evidence.
Collaboration with administrative personnel is vital for ensuring that the organization remains committed to sustaining the practice changes, whether through continued staff education or resource allocation.
Frequently Asked Questions (FAQs)
Q1: What is the most critical step in translating policy into practice?
The most critical step is securing organizational support. Without buy-in from key stakeholders, including administrative personnel and clinical leaders, it’s challenging to implement and sustain practice changes.
Q2: How can I engage staff in the policy-to-practice process?
Engage staff by involving them early in the decision-making process and providing thorough education on the benefits of the proposed changes. Empowering staff helps to reduce resistance and fosters a sense of ownership.
Q3: What role does outcome measurement play in practice changes?
Outcome measurement is essential for determining the success of practice changes. Regularly measuring patient outcomes and providing feedback to stakeholders ensures that the changes are meaningful and can be refined over time.
Q4: What are some common barriers to implementing policy-driven changes?
Common barriers include lack of resources, staff resistance, competing organizational priorities, and inconsistent leadership support. Addressing these barriers early can help facilitate smoother implementation.
Q5: How do I ensure the long-term sustainability of practice changes?
Ensure long-term sustainability by establishing systems for ongoing evaluation, adapting the practice based on new evidence, and securing continued support from both administrative personnel and clinical leaders.