Achieving professional practice change: From training to workforce development

Roche, Ann; Pidd, Ken; Freeman, Toby

doi:10.1111/j.1465-3362.2009.00111.x

Cited by 21 publications

(16 citation statements)

References 42 publications

(51 reference statements)

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“…Workforce development was multifaceted, as recommended by Roche and colleagues (13), with ongoing supplemental webinars after the initial multiday training, internal program review, external technical assistance with partners (and at times provided by other partners), recruitment of employees with a master’s degree in public health, verbal reinforcement of EBDM principles and expectations, and incorporation into employee development plans within the constraints of the state performance review format.…”

Section: Discussionmentioning

confidence: 99%

Management Practices to Build Evidence-Based Decision-Making Capacity for Chronic Disease Prevention in Georgia: A Case Study

et al. 2018

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BackgroundResearch shows that training can improve skills needed for evidence-based decision making, but less is known about instituting organizational supports to build capacity for evidence-based chronic disease prevention.Community ContextThe objectives of this case study were to assess facilitators and challenges of applying management practices to support evidence-based decision making in chronic disease prevention programs in the public health system in Georgia through key informant interviews and quantitatively test for changes in perceived management practices and skills through a pre–post survey.MethodsLeadership of the chronic disease prevention section hosted a multiday training, provided regular supplemental training, restructured the section and staff meetings, led and oversaw technical assistance with partners, instituted transparent performance-based contracting, and made other changes. A 65-item online survey measured perceived importance of skills and the availability of skilled staff, organizational supports, and use of research evidence at baseline (2014) and in 2016 (after training). A structured interview guide asked about management practices, context, internal and external facilitators and barriers, and recommendations.Capacity-Building Activities and Survey FindingsSeventy-four staff members and partners completed both surveys (70.5% response). Eleven participants also completed a 1-hour telephone interview. Interview participants deemed leadership support and implementation of multiple concurrent management practices key facilitators to increase capacity. Main challenges included competing priorities, lack of political will, and receipt of requests counter to evidence-based approaches. At posttest, health department staff had significantly reduced gaps in skills overall (10-item sum) and in 4 of 10 individual skills, and increased use of research evidence to justify interventions. Use of research evidence for evaluation, but not skills, increased among partners.InterpretationThe commitment of leaders with authority to establish multiple management practices to help staff members learn and apply evidence-based decision-making processes is key to increased use of evidence-based chronic disease prevention to improve population health.

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Section: Discussionmentioning

confidence: 99%

Management Practices to Build Evidence-Based Decision-Making Capacity for Chronic Disease Prevention in Georgia: A Case Study

et al. 2018

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“…Nurse-delivered SBIRT is also consistent with the Institute of Medicine's ''key messages'' regarding transformation of practice through reconceptualized roles for nurses, which allow them to practice to the full extent of their education and training (Committee of the Robert Wood Johnson Foundation Initiative on the Future of Nursing, 2010). SBIRT continuing education for nurses represents one of the first steps in SBIRT implementation and one of the first steps in comprehensive workforce and organizational development for responding effectively to the entire spectrum of unhealthy alcohol use, wherever patients enter the healthcare system (Allsop & Stevens, 2009;Roche, Pidd, & Freeman, 2009). …”

Section: Rn-sbirt Curriculum: Rn-sbirt Booster Sessionmentioning

confidence: 99%

A Tailored Curriculum of Alcohol Screening, Brief Intervention, and Referral to Treatment (SBIRT) for Nurses in Inpatient Settings

Broyles

Kraemer

Kengor

et al. 2013

Journal of Addictions Nursing

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A package of clinical strategies known as alcohol screening, brief intervention, and referral to treatment (SBIRT) is increasingly recommended for reducing unhealthy alcohol use, the spectrum of alcohol consumption from at-risk drinking (defined as consumption above recommended guidelines) to alcohol abuse and alcohol dependence. The United States' Joint Commission issued new SBIRT-related hospital accreditation measures for alcohol. Ongoing initiatives aim to promote, support, and sustain SBIRT implementation in hospital settings. In hospital settings, nurse-delivered SBIRT may be a particularly viable and efficient model for SBIRT implementation. However, like physicians, most nurses have not been trained in how to perform SBIRT, and few authors have described alcohol-related curricula specifically for nurses. In addition, historical differences in nurse and physician professional scopes of practice, role perceptions, and patterns of care delivery suggest the need for effective SBIRT initial and continuing education and training that are tailored to the nursing profession and inpatient environments. In this article, we provide an in-depth description of the registered nurse SBIRT curriculum and describe its development and contents as well as various nurse- and setting-specific adaptations. In addition, we describe how we engaged nursing stakeholders in the development and implementation of the curriculum and discuss potential implications for future SBIRT training and delivery by nurses. SBIRT continuing education and training for nurses represents one of the first steps in expanded SBIRT implementation. Comprehensive workforce and organizational development of inpatient and nurse-delivered SBIRT may provide the means to address the entire spectrum of unhealthy alcohol use across healthcare settings.

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“…Most reviews were from the PHSSR, EBDM, or other public health literature, but several reviews of administrative practices came from evidence-based medicine, 31-34 public administration, 35,36 or the broader organizational literature. 37,38 Although the present review focused on local-level organizations, a few relevant studies of state health departments also were included.…”

Section: Evidence Synthesismentioning

confidence: 99%

“…12,34,35,39 Three reviews 32,40,41 included United Kingdom studies exclusively, and two 42,43 reviewed Australian research. Of the 65 original studies, 63 originated in the U.S., whereas two were conducted in Canada and one in Australia.…”

Section: Evidence Synthesismentioning

confidence: 99%

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Fostering More-Effective Public Health by Identifying Administrative Evidence-Based Practices

Brownson

Allen

Duggan

et al. 2012

American Journal of Preventive Medicine

101

154

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Context The aim of evidence-based decision-making in public health involves the integration of science-based interventions with community preferences to improve population health. Although considerable literature is available on the development and adoption of evidence-based guidelines and barriers to their implementation, the evidence base specific to public health administration is less developed. This article reviews the literature from public health and related disciplines to identify administrative evidence-based practices (A-EBPs; i.e., agency-level structures and activities that are positively associated with performance measures). Evidence acquisition A “review of reviews” was carried out to assess the evidence for the effectiveness of A-EBPs covering the time frame January 2000 through March 2012. The following steps were used: (1) select databases; (2) determine search parameters and conduct the search; (3) screen titles and abstracts; (4) obtain selected documents; (5) perform initial synthesis; (6) abstract data; and (7) synthesize evidence. Evidence synthesis In both the reviews and original empiric studies, the most common outcome reported was performance of the local health department or local public health system. On the basis of a synthesis of data from 20 reviews, a total of 11 high-priority A-EBPs were identified (i.e., practices that local public health systems potentially can modify within a few years). The A-EBPs covered five major domains of workforce development, leadership, organizational climate and culture, relationships and partnerships, and financial processes. Conclusions As the body of practice-based research continues to grow and the ability to measure administrative evidence-based practices improves, this initial list can be further developed and improved.

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Achieving professional practice change: From training to workforce development

Abstract: A workforce development approach requires three levels of action-system-wide, capacity building and professional development to ensure effective responses.

Cited by 21 publications

References 42 publications

Management Practices to Build Evidence-Based Decision-Making Capacity for Chronic Disease Prevention in Georgia: A Case Study

Management Practices to Build Evidence-Based Decision-Making Capacity for Chronic Disease Prevention in Georgia: A Case Study

A Tailored Curriculum of Alcohol Screening, Brief Intervention, and Referral to Treatment (SBIRT) for Nurses in Inpatient Settings

Fostering More-Effective Public Health by Identifying Administrative Evidence-Based Practices

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