Methods: The collaboration and synergy between The Center for Transdisciplinary Evidence-based Practice (CTEP) and the United States Air Force nursing enterprise facilitated the development of strategies set forth from the Institute of Medicine (IOM) (2001) Crossing the Quality Chasm. We will present three successful academic and nursing enterprise collaborative programs: 1) educational process for EBP, 2) developing specific teams of EBP Mentors, 3) creating EBP councils.
Results:
The first program was an effort in collaboration with CTEP to develop the skill set needed for problem-solving that integrates the best evidence from well-designed studies as well as internal evidence with clinical expertise and patient preferences and values to inform practice decisions. As this was a new skill set for our clinicians and leaders, it required structured education in a systematic approach because in order for an EBP culture and environment to be actualized … “a standardized process must be used for teaching, implementing and sustaining evidence-based decision making” (Melnyk & Fineout-Overholt, 2015). The second initiative was forged from lessons learned from the initial structured education programs, when we recognized the critical importance of leadership participation and support in building effective and sustainable EBP programs. A grant was applied for and awarded to determine if providing an intensive EBP education program combined with a structured follow up Military Nursing Teams composed of representatives from three levels of practice: An Executive Leader, a Clinical Leader, and a Direct Care Clinician was an effective strategy to develop evidence-based competence, practice and culture. The teams that participated in the grant program were from military healthcare organizations from around the globe and represented both inpatient and ambulatory environments. The unique opportunity and the expected outcomes of this project is to demonstrate how these evidence-based Tri-Level teams are effective in changing practice as well as building and sustaining an evidence-based practice culture in their respective organizations. The third initiative focused on the development of an organized EBP structure and process configuration, that included both a centralized EBP core and a facility-based component, would provide the needed support to assure ongoing development and sustainability of an evidence-based approach to care and decision making across the global USAF nursing enterprise.
Conclusion: A strategic, planned approach to: building EBP knowledge, skills and attitude; creating EBP infrastructure and support, and; leading an EBP culture can effectively transform highly complex, global healthcare enterprises.