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BPSO implementation teams as examples of
Core Leadership Structures
To support the effective implementation of BPGs, Best Practice Spotlight Organizations® (BPSOs®) create change teams that operate as core leadership structures to support evidence uptake and sustainability. Their roles in the core leadership structure can include:
- selecting recommendations,
- developing an action plan,
- mobilizing implementation strategies,
- supporting the adherence to a practice change,
- engaging in monitoring and evaluation activities, and
- taking active steps to support sustainability.
As champions, one of their roles is to compare their current practice to the guideline recommendations to see how the current practice can be maintained, strengthened, or changed. Taking a ‘can do’ attitude, they actively collaborate with their peers throughout the change process, and value and welcome their input and ideas. They take on leadership roles to support evidence-based practice change in collaboration with nurses, other staff and stakeholders (Bajnok et al., 2018a).
An example of an implementation site that used a social movement action approach to create an evidence-based culture is West Park Healthcare Centre. West Park Healthcare Centre’s use of implementation teams, as core leadership structures, is described below.
Case study - West Park Healthcare Centre
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West Park Healthcare Centre is a rehabilitation and complex care centre in Toronto, Ontario, Canada. As a Best Practice Spotlight Organization (BPSO) Best Practice Spotlight Organizations | West Park Healthcare Centre, they applied a compelling call to action to implement the RNAO BPGs, Assessment and Management of Pain (2013), Client Centred Care (2002), and Prevention of Falls and Fall Injuries in the Older Adult (2011).
With support from senior leadership, change teams were responsible for leading the implementation strategies, including taking collective action. The change teams were interprofessional and included nurse leaders, such as advanced practice nurses and nurse practitioners. Their implementation efforts focused on quality improvement, promoting the culture and values of evidence-based practice and aligning their implementation efforts to the organization’s culture and values.
As members of the implementation teams, the nurse leaders were influencers who aimed to build collaborative and committed relationships amongst the interprofessional team and create a work environment that empowered staff to take evidence-based action. Diverse perspectives and knowledge were embraced to allow for adaptations to the local context (Malek & Bell; In: Sharkey et al., 2018).
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