Evidence-Based Practice Proposal: An Empirical Approach

Running head: EVIDENCE-BASED PRACTICE PROPOSAL
Evidence-Based Practice Proposal
Name of the Student:
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1EVIDENCE-BASED PRACTICE PROPOSAL
Abstract
There is a shortage of registered nurses in the medical fields and this picture is common world
over and it has been predicted by the big institutes that the shortage of the nurse is expected to
become to worse day by day. The increased number of demand of the registered nurses is due to
the increased amount of emphasis on the life expectancy, retirement of the baby boomers,
increased rates of the chronic conditions and preventive care. The registered nurses coordinate
and support the patient care, emotional assistance to the family of the patient and the patient,
giving advice to the same, educate the patients and the public on their health conditions.
Healthcare facilities explicitly require a specific set of nurses for a specific number of the
patients so as to maintain a quality and safety care. It is important to note that when a workforce
lacking a proper number or shortage, then it can have negative effects on the profitability and
performance of an organization. Due to the shortage of the nurses, of they have to work for
longer periods of time under the stressful conditions. Longer working hours often results into a
lower patient care quality, job burnout, job dissatisfaction, injury, fatigue, stress. The nurses that
are put under the stressful conditions can often lead to medical errors and the frequency of the
mistaking making tendencies increases. Reducing the nurse burnout on the other hand can save
the lives of the patient and as well as the money spend on the healthcare.

2EVIDENCE-BASED PRACTICE PROPOSAL
Contents
Introduction......................................................................................................................................3
Problem statement.......................................................................................................................3
Foreground question....................................................................................................................4
Organizational Culture and Readiness Assessment.........................................................................4
Organization's Readiness Level...................................................................................................4
Literature support/review.................................................................................................................5
Solution description.........................................................................................................................8
Change model................................................................................................................................12
Implementation Plan......................................................................................................................15
Maintenance of change..............................................................................................................17
Potential barriers to the implementation of the change management and related strategies.....17
Evaluation......................................................................................................................................18
Conclusion.....................................................................................................................................18
Reference.......................................................................................................................................20
Appendix........................................................................................................................................24

3EVIDENCE-BASED PRACTICE PROPOSAL
Introduction
Problem statement
Nursing workforce is a key entity that plays a major role in the tackling with the
problems and issues rising in the healthcare systems. Thus, to enhance the power of the nursing
profession there is a need to establish a proper and suitable conditions for the fulfilment of the
potential. It is needless to say that the nurses work under increased amount of stress and the
public healthcare system is already strained by the increased number of the aged population and
increased access to the healthcare systems (Driscoll et al., 2018). This makes the nurses to feel
the extra burden of the nurses with the weight of the patient upon their shoulders. It is important
to highlight that the in USA alone there will be large number of registered nurse jobs by the year
2022 and the number will rise by 100 thousand vacant spots per year. While it has been reported
by U.S Bureau of Labour Statistics that 500 thousand registered nurses will retire by 2022. It is
important to mention that the shortage of nurses creates opportunities for the nurses, but at the
same time it has potential negative implications (Kodama & Fukahori, 2017). The nurses also
have to work for the extended period of long hours and also under the stressful conditions that
can result into the job dissatisfaction, injury, fatigue. The increased pressure for the nurses render
them to make mistakes and made them prone to errors. This leads to a condition where the
patients are the sufferers and institutions must work to improve the safety for the nurses. The
nursing field is seen to be exhibiting and facing the lack of nurse workforces and the potential
reasons are the lack of the inequitable distribution of the nursing workforce, high turnover, and
the lack of potential educators. The three main reasons cited for the nurse workforce shortage are
the nurse burnout, ageing workforce, ageing population, career and family, violence in the
healthcare setting (Shea et al., 2014).

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Foreground question
In the field of nursing there are several reason that contributes to the development of a
nurse shortage scenario and what will happen if the change management and organizational
readiness is implemented to minimize improper health administration and reduce the shortage of
nurses?
Organizational Culture and Readiness Assessment
The tool selected for the organization culture survey is the Organizational Readiness for
System-wide integration of the Evidence-Based Practice. This particular tool will specifically
help in the identification, evaluation and the investigation of the readiness of an organization
through the involvement into the evidence based practice.
Organization's Readiness Level
The capability of an organization to implement a change or embrace the necessary
changes defines it readiness. It is important to note one of the toughest thing is to deal with the
organizational changes and the changes that the people embrace while dealing the changes in the
change in the degree of centralization, education and training programs, job specialisation,
control and planning systems, and organization structures.
Organizational Culture and Readiness Assessment tool
The tool that will be used for the assessment is a survey that will present a reliable and a
valid survey of the scenario of the nurse workforce shortage. The name of the tool is called the
Organizational Readiness for System-wide integration of the Evidence-Based Practice
(OCRSIEP). It is a 25 scale item and this survey tool measures the extent to which the cultural
factors impacts and affects the system wide implementation of the evidence based practice. It

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also affects the extent to which the overall perceived readiness is integrated into the evidence
based practice and it is then compared with the one 6 months ago. The respondents here indicate
their agreement with each of the item present in the Likert scale that has a score of 1- which is
equivalent to none at all; 5- represents very much. At the final stage, all the items are summed
and a total score is found to be ranging from 25 to 125. It is important to note that the higher the
score the more it is likely that the organizational will showcase the organizational readiness
towards the evidence based practice. The Likert scale is found to be exhibiting the content and
internal validity, along with the internal reliability of more than 0.85 (Yackel et al., 2013).
Literature support/review
This literature review is conducted to analyze the importance of change management and
the organizational readiness towards the reduction of the improper health administration and also
reduce the shortage of nurses. It has been highlighted by author that organizational readiness
helps in the change of the healthcare setting and is a vital factor towards the application of the
policies, practices, programs successfully. It has often been seen that the policies, practices and
the programs of an organization often fail due to the inability of an organization to establish the
change or the organizational readiness for the purpose of change. It is vital to mention that the
organizational readiness is referred to as the point to which the organizational members are
behaviorally and psychologically prepared towards the implementation of the organizational
change. It is seen that when the organizational change is high then the members are probable to
display a cooperative behavior, exert greater persistence and greater effort, and will be able to
initiate change (Hauck, Winsett & Kuric, 2013). This results in the proper application of the
change and likewise, when the organizational readiness is short then the members will be unable

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to interpret the change as an unwanted change and it will help in the participation of the change
process. While it has been highlighted by author that the organizational readiness within the
healthcare setting is considered as an important issue. While a study conducted by author
provided a psychometric analysis towards the supporting a theory, brief and new organizational
readiness for the change, which the authors called the Organizational Readiness for
Implementing the change (ORIC) (Storkholm et al., 2018). The assessment of the content
adequacy indicated that the change efficacy and the change commitment reflected the abstract
content of the two faces for the organizational readiness. Field study and the confirmatory and
the exploratory factor in the field and the lab have confirmed two correlated factors and it
exhibited the high item loading as well as the good model fit. While at the same time the
reliability analysis of the both the field and the lab study have highlighted an inter item
consistency. The agreement and the reliability statistics reinforced the accumulation at the
discrete level readiness insights towards the organizational level analysis. Thus, it can be said
that the ORIC serves as a valid, reliable and a brief measure of the organizational readiness and
this could advance the application practice and research. For the research purposes, such a type
of the measure will enable the testing of the theories for the purpose of determining the
consequences and determinants of the organizational determinants (Melnyk et al., 2018). The
advancements can effectively lead to a large amount of vital questions like: is the organizational
readiness effective for all the kinds of the variations and for all the types of the organizations?
can the readiness be considered as a condition that will be sufficiently effective towards the
application of the change? are there any readiness threshold that must be met before the
beginning of the application of change? Is it mandatory for all the organizational representatives
prepare for the change or the readiness is necessary for only a small group of the individuals? It

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is important to mention that the healthcare leaders must develop an implementation strategy
along with the ORIC so that they can assess the organizational readiness before a change in a
specific setting type. This will be helpful towards the development of the implementation
strategies and also the allocation of the resources for a specific type of change. while it has been
highlighted by author that proper measurement of the organizational readiness can effectively
reduce the number of change efforts conducted by the healthcare organizations. while at the
same time it is important to mention that such an effort can lead to not achieving the desired
benefits and also not fail altogether (Kaplan et al., 2014).
A study conducted by author shows the results that the OCRSIEP survey has proved to be
successful towards the enhancing the organizational readiness and the organizational culture for
the purpose of evidence based practice. The commitment of the nursing staff towards the
evidence based practice have increased due the evidence based practice 101 sessions. This
assumption considered by the authors have highlighted that the evidence based practice based
survey showed a high difference in the scores in the post and the pre-evidence based practice 101
sessions (Aarons et al., 2016). The evidence based practice 101 sessions can also be considered
as a reason where the large number of the nurses have a string foundation of the skills and
knowledge. Furthermore, it has also bene highlighted that the administrators within organization
are committed to the evidence based practice, the nurse scientists are also available that helps in
the generation of the evidence. Thus, it can be said that the implementation of a
multidimensional evidence based program is capable of sustaining a practice change and it
provides a template for the execution of the evidence based program and it has also been showed
through studies that the integration of the five different strategies help in achieving a proper
sustainability. Furthermore, the establishment of an organizational culture for the evidence based

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practice includes the support of a leadership team towards dedicating resources, including the
end users, integrating the evidence based practice into the performance based reviews and it
promotes the application and dissemination of the evidence based practice into the healthcare
facilities. It has also been highlighted that the evidence based program will help towards the
shaping the nursing as well as he organizational culture (Schaffer, Sandau & Diedrick, 2013).
The authors of the study have confirmed that the program is found to be successful and it has
enhanced the organizational culture towards the readiness for the evidence based program as it
has integrated the beliefs of the nursing staffs. Furthermore, it is also important to highlight that
the nursing beliefs also enhances along with their ability to implement the evidence based
practice into the practice. The nursing staffs were provided adequately with the tools and
knowledge for using the evidence based nursing practice. While the evidence based program
toolkit helped in the encouraging and disseminating the same to the other healthcare facilities.
This knowledge directly or indirectly helps towards reducing the shortage of the nurse workforce
and at the same time increases the effectiveness of the nurse work efficiency (Yackel et al.,
2013).
Solution description
Each of the healthcare institutes that have a unique set of factors with the capability of
determining the services that are rendered to the patients. Thus, there is a need to formulate a
strategy that can be used successfully in a healthcare industry. To establish success, the leaders
of the healthcare facility must include the prime performance indicators. The following are the
solutions that can help in reducing the impact from the constrained nursing workforce.
 The organizational leaders in the healthcare sector/facilities must ensure that the
hiring managers and the recruiters improve their hiring skills and these personnel

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must be trained properly so that they can recruit the qualified registered nurses
(Harris, Rosenberg & O'Rourke, 2013).
 The nursing schools, the registered nurses, and healthcare facility leaders must
promote nursing to the general public and it must be conveyed that that the
registered nurses are trained as lifesaving professionals and it is also important to
note that the profession of nursing have several possibilities. While it is also
important to mention that a positive image of nurses can increase the chances of
individual opting nurse care.
 The federal and the facility leaders need to be proactive and creative so that the
critical thinking is applied and the more qualified registered nurses are recruited
and a health supply of the registered nurses are maintained. The shortage of the
registered nurses affect the quality of nursing care rendered to the patients. While
it is also important to mention that the lack of the proper strength puts a strength
on the existing registered nurses. This results into the intention to leave job, job
dissatisfaction and burnout (Golden, Silverman & Issenberg, 2015).
 The shortage of the registered nurses if persists then the healthcare facilities can
provide early recruitment to the position of the registered nurses to the nursing
students of the final year in the nursing schools.
 Peer consultation, opportunities for the interpersonal learning, extending the
professional autonomy and job rotation can also help the registered nurses to
become satisfied with the job and this will help in increasing the retention of the
nurses.

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 The healthcare facility leaders must increase in order to sustain as well as support
the students of nursing and the newly employed registered nurses (for example
research committees, mentoring programs, preceptors, clinical, residences, etc.)
on the job. The new student and the newly registered nurses can get knowledge by
interacting with the other nurses during the work hours.
 The nurses are the role models and the educators that are essential towards the
creation of the essential professional identity. The healthcare facility leaders must
preserve a strong leadership into the work environment and this will enable in the
creation of an engaging and satisfying workforce for the registered nurses.
 The healthcare facility nurses can encourage and groom the licensed practical
nurse to a next level so that they can become a registered nurse. The nurse leaders
can also as a financial support, scholarships, provide assistance and tuition
classes.
 Benefits and compensation are the influential factors that plays a vital role in the
retention and the recruitment efforts. The healthcare facility leaders must reward
and compensate the registered nurses accordingly so that they can stay
competitive in the healthcare industry.
 The healthcare facility leaders can also share the opportunities of job sharing to
the registered nurses that are willing to modify their job status from full time to a
part time nurse. The opportunities of job sharing provide an important aspect of
retaining the talent of the registered nurses so that they do not move to another
organization and the also do not change their profession due to their denial of the
part time status (Parkinson & Parker, 2013).

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 The healthcare facility leaders that enact a phased form of the retirement plan and
the leaders also ensure the smooth transition or the transfer of knowledge to the
newly recruited registered nurses. The successional planning forms the backbone
and is one of the crucial aspect of planning and retirement of the eligible nurses.
 The recommendations and the research findings can also encourage the
governments so that they can integrate the statutory standards and requirements
for the purpose of mandating the work shift of less than 12 hours for the
registered nurses. It has been found that the working for more than 12 hours leads
to increased number of mistakes due to job burnout. The less than the 12-hour
work shift can positively promote the safe work environment for better patient
outcomes. Furthermore, the government can also be benefitted from the healthy
employees that have the intellectual capital and that can assist in the development
of a healthy individual.
 Development of proper communication programs- the healthcare leader must
emphasize on creation of a positive work environment, establishing solid
communication and employee engagement. The furthermore, the solid
communication development can also help in the development of trust and also
helps in open dialogue. The healthcare leaders can also consider the experiences
of the existing registered nurses so that that they can improve the communication
between he employees and their leaders (Couper & Hugo, 2014).
 Employee engagement- the healthcare leaders can work towards the increasing
the employee engagement so that they can assure the employee satisfaction. This
can be accomplished by maintaining and hiring the qualified leaders and

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managers that have a solid strategies of leadership focused towards the creating an
engaged workforce.
 Investment in to nursing education can effectively help the healthcare leaders to
build upon the opportunities for the purpose of further growth of the nurses.
investments into the nursing education effectively helps the healthcare leaders to
work together with the other employees and also helps towards the taking
advantage of educational opportunities. Thus, it is important to mention that this
will facilitate willingness to stay and also will guarantee lower attrition.
 The positive work environment- The healthcare leaders must work hard so that
they can create a positive work environment and can also promote employee
retention (Steege & Rainbow, 2017).
Change model
The nurse managers are the prime leader that play a major role towards bringing changes
in the clinical environment. Furthermore, it is important to note that the responsibility of the
nurse leaders have increased due to the increasing demand of the reduced lengths of hospital
stay, advancements in the medical technology, cost cuttings, demands of rationalization. The
nurse managers need take into account the nurse leadership so that they can undertake the
responsibility (Shirey, 2013). For the successful carrying out of the different types of the
strategies, it is important to note that the nurse managers must incorporate necessary nurse
capabilities to promote the change. It is important to note that the organizational studies can
provide a lot of information of the nurse manager and how they can develop their leadership
skills. Firstly, it is important to mention that the nurse leaders must incorporate the abstract
concepts into their daily practice. It has been indicated in the studies that the nurse manager

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experience difficulty during adopting the grand or the general theories applicable in the nursing
situations (Sutherland, 2013). Secondly, it has been seen that the representative theories
primarily focus on the top managers instead of the change agents or the middle managers. The
strategies of the middle managers are different from that of the top managers and the reason is
that the middle managers make decisions that are binding and have limited authority or power.
Thus, it is important to mention that the along with the previous change theories, appropriate
information regarding how the middle managers promotes the change must be developed so that
the lack of the understanding of how the middle managers act according to the changing clinical
situations. The description of the process of change must be developed the improper depth in the
knowledge also change the clinical scenario. Studies have indicated that the nurse managers must
empower their staff nurses for the effective management of the project (Radtke, 2013). This have
been found to be helpful and also helped in creating culture that further improves the nursing
quality. Studies have been conducted and this has proved to be supportive for the nurse managers
to share the goals of the project with the staff nurses. However, nurse managers must analyze and
recognize the problems that are existing in their own wards. While it is also important to mention
that the nurse managers are experience challenges in conceptualizing and analyzing the clinical
situations and problems. Thus, it is vital to mention that the it is necessary to advance
information regarding the various processes used by the nurses when they recognize difficulties
in their own ward and encourage the required changes. Kurt Lewin developed a psychological
theory that emphasized on the theory of planned change and this group goes through alternating
event or events. The central to this particular theory are the forces that have the existing
properties particular to a specific situation (Anderson et al., 2015). Even instead of the driving
forces, there can be a restraining force that combines to reduce the intensity of an event. Creation

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of healthcare environments that will be conducive for the promotion and providing optimal
conditions for patients and increase the outcomes of the staff outcomes. This on the other hand
require changes in the structures and the systems that at the same time govern the existing culture
and furthermore, it emphasizes more on the cultural change. It has been highlighted by Lewin
that clear identification of the restraining force focus on the intensity of the driving forces.
According to the research, it has been found that the driving forces might include a nurse leader
providing an ongoing administrative support. This clearly defines the work related roles, healthy
working environment s and the adequate trainings (Stefancyk, Hancock & Meadows, 2013).
It is important to mention that the cultural change is a complex task that has wide
ramification. Putting a place, a positive framework can help in the development of a positive
workplace change that can effectively aid the nurse leader towards the better understanding of
the cultural environment along with the misconceptions of the nursing workforce. It had been
suggested authors that the nurse leaders must utilize the scarf framework that includes the
fairness, relatedness, autonomy, certainty and status. The five major domains present within this
framework presents the fact how a person engages with his environment by either a reward or a
threat response (Wojciechowski et al., 2016). The reward and the threat response provides an
insight how a person engages with his or her environment, through this the nurse leaders gains
the vital knowledge of the workplace issues. The retention of the nurses can also be dealt using
this framework as it provides the leaders ownership in decision making, and communication in
decision making through the major aspects of job satisfaction. The major responsibility of the
nurse leaders is to emphasize and focus on the confidences in staffs, provide motivation, examine
the innovative ideas, identify the weaknesses and focus on the strengths of the employees. This
will help in providing to the positive role model for the unit. It is important to note that the trust

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is a major factor here and acts as a challenge for the leader that are working towards a change.
The proper way of finding power during the change process is to simply move forward and
engage oneself into the change process (Manchester et al., 2014). Nurses on the other hand need
to find a meaning in their work and have clear expectations that will prevent the deterioration of
the patient care. The worldwide shortage of the nurses has highlighted the vitality of
understanding the impact of the various interrelationships of the different types of the variables.
While if the healthcare organizations implement the interventions then it can improve the
retention of the nursing workforce. There is an association between the heightened staff turnover
and the ambiguity in role of the staff nurses and this demand a quick response from the nurse
leaders. Furthermore, it is important to mention that the nurse leaders have the responsibility of
changing the work environment by recognizing the types and scopes of the stressors that are
present within the nursing workforce (Mitchell, 2013).
Implementation Plan
The implementation plan will be entirely based on the reducing the shortage of the
nursing workforce by increasing the number of the nurses and increasing the rates of retention.
The shortage of the nurses will be tackled through 4 major strategies. The major goals of the plan
will be to increase the retention rates of the nursing workforce and at the same time reduce the
impact of nursing shortage. The plan will also include a budget plan, training requirements and
the need of the facilities. The project schedule will be presented as an annual plan so that project
will be managed. The end of the plan will also include an evaluation plan along with the
contingency and he risk plans (appendix 1).
Strategy 1: development of the communication programs- having an internal
communication can highly increase a solid relationship between the staffs and the leaders. The

16EVIDENCE-BASED PRACTICE PROPOSAL
healthcare organization can stay at the forefront and develop a partnership of labor management
in the area of the workforce management. Nurse leaders can conduct a meetings and rounding
with the staff nurses on a weekly basis. While at the same time the health managers and the
healthcare administrators can also connect with the staff nurses through the phone, email or in
person. Nurses gatherings can be organized so that they can share their concerns and the major
issues on a daily basis. The final type of communication is also done through the other types of
communication like emails. This will provide nurses with the necessary updates so that they can
stay informed. Internal communication is also considered to be increasing the efficiency and he
positivity among the nurses (Huston, 2013).
Strategy 2: increasing employee engagement- the second most important aspect is the
employee engagement and trust. The best strategy is to get the nurses engaged in a small
environment and this will render the nurses engaged and empowered. Team work plays a vital
role here and due to this there is a clear intention that the nurses are willing to stay within the
profession. Furthermore, considering the nurses during the decision making process also helps to
a great extent. Creating a positive work environment also helps the nurses to increase the
participation of the nurses into the leadership projects (MacLean et al., 2014).
Strategy 3: investment into the nursing education- this strategy highlights the investment
into the nursing education. Nurses can be provided with the educational opportunities so that
they stay interested and retained. Thus, it is important to mention that to fix nursing shortage a
better nursing infrastructure must be created to educate the nurses. Therefore, there is a need to
invest into the nursing teachers so that more funds can be infused into the nursing education
(Auerbach et al., 2013).

17EVIDENCE-BASED PRACTICE PROPOSAL
Strategy 4: positive work environment- it is important to mention that the work
environment play a major role in the increasing the retention of the nurses when the work culture
and the corporate culture improves. It is also important to mention that the leaders can increase
the number of nurses that are being taken up into the residency program and it will support the
newly recruited nurses (Auerbach et al., 2013).
Maintenance of change
The change will be maintained by a change manager/agent who will be actually be a
nurse manager that is exclusively trained to handle the change process. It is important to note
that the change manager/nurse manager will also work to settle all the miscommunication and
conflict that will arise during the management of the change or the change process (Beech &
MacIntosh, 2017).
Potential barriers to the implementation of the change management and related strategies
The most common barriers to the reduction of the workforce planning include the
following:
 Over controlling of the leadership- instead of the coaching and nurturing the
leadership will be interested with the commanding and controlling.
 Improper workforce planning- not enough time is put into the workforce planning
and implementing of strategies that will not be driving any change from the
bottom up region.
 Poor management of the project- instead of valuing the outcomes, there might be
a situation where the development and implementation of the project emphasize
on the inputs and the actions (DeNisco & Barker, 2013).

18EVIDENCE-BASED PRACTICE PROPOSAL
Evaluation
The evaluation of the implementation plan will be entirely based on the results. The
entire process of the implementation plan will be carried out annually and it will be start from the
1st of March 2019 to February 29th of 2020. This entire year, the entire program will be carried
out and the nurse leaders of the respective departments will exclusively collect data based on the
assessments and the outcome of the 4 major strategies undertaken by the nurse leaders and the
health managers. The entire process will be evaluated based on the collected data and the after
each of the month and the various short meetings conducted on a daily basis.
Conclusion
From the above discussion it can be concluded that the increased number of demand of
the registered nurses is due to the increased amount of emphasis on the life expectancy,
retirement of the baby boomers, increased rates of the chronic conditions and preventive care.
While the solution that can be suggested is the nurses are the role models and the educators that
are essential towards the creation of the essential professional identity. The healthcare facility
leaders must maintain a strong leadership into the work environment and this will enable in the
creation of an engaging and satisfying workforce for the registered nurses. The healthcare facility
leaders can also share the opportunities of job sharing to the registered nurses that are willing to
change their job status from full time to a part time nurse. The job sharing opportunities provide
an important aspect of retaining the talent of the registered nurses so that they do not move to
another organization and the also do not change their profession due to their denial of the part
time status.

19EVIDENCE-BASED PRACTICE PROPOSAL
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23EVIDENCE-BASED PRACTICE PROPOSAL
Appendix
Appendix 1: implementation plan
Plan Timeline Individuals involved
Strategy 1: development of
the communication programs
From 1st March 2019 to end
of October 2019
Nurse leaders, staff nurses,
registered nurses, and health
managers.
Strategy 2: increasing
employee engagement
From 1st April to the end of
December 2019
Nurse leaders, staff nurse,
registered nurses.
Strategy 3: investment into
the nursing education
From 1st March to end of June
2019
Health institute, local
government and external
funding agencies
Strategy 4: positive work
environment
From 1st March to the 29th
February 2020
Nurse leaders, staff nurse,
registered nurses, and
administrators.

24EVIDENCE-BASED PRACTICE PROPOSAL
Appendix 2: Critical appraisal checklists
Appendix 3: Timeline
Plan Timeline
Strategy 1: development of
the communication programs
From 1st March 2019 to end
of October 2019
Strategy 2: increasing
employee engagement
From 1st April to the end of
December 2019
Strategy 3: investment into
the nursing education
From 1st March to end of June
2019
Strategy 4: positive work
environment
From 1st March to the 29th
February 2020

25EVIDENCE-BASED PRACTICE PROPOSAL
Appendix 4: list of resources
Plan Resources
Strategy 1: development of
the communication programs
Proper flow of
communication between the
nurses and the leaders
Strategy 2: increasing
employee engagement
Nurse leaders and health
managers
Strategy 3: investment into
the nursing education
Study materials, fund, coach
and mentors.
Strategy 4: positive work
environment
Clean and cordial working
environment
Appendix 5: data collection tool
Plan Data collected by Tool
Strategy 1: development of
the communication programs
Nurse leader/change agent Interview
Strategy 2: increasing
employee engagement
Nurse leader/change agent Interview, survey
Strategy 3: investment into
the nursing education
Nurse leader/change agent Test, assessments, surveys
Strategy 4: positive work
environment
Nurse leader/change agent Survey and interview
Appendix 6: budget
Plan budget
Strategy 1: development of
the communication programs
$200
Strategy 2: increasing
employee engagement
$1000
Strategy 3: investment into
the nursing education
$2000
Strategy 4: positive work
environment
$1500