Project documents cont

AppendixCtemplate.docx

Stakeholder Analysis
Identify the key stakeholders:
☐ Manager or direct supervisor ☐ Finance department ☐ Vendors ☐ Patients and/or families; patient and family advisory committee ☐ Professional organizations ☐ Committees	☐ Organizational leaders ☐ Interdisciplinary colleagues (e.g., physicians, nutritionists, respiratory therapists, or OT/PT) ☐ Administrators ☐ Other units or departments ☐ Others: ________________
Stakeholder analysis matrix: (Adapted from http://www.tools4dev.org/)
Stakeholder Name and Title:	Role: (Select all that apply.) Responsibility, Approval, Consult, Inform	Impact Level: How much does the project impact them? (minor, moderate, significant)	Influence Level: How much influence do they have over the project? (minor, moderate, significant)	What matters most to the stakeholder?	How could the stakeholder contribute to the project?	How could the stakeholder impede the project?	Strategy(s) for engaging the stakeholder:

Johns Hopkins Evidence-Based Practice Model for Nursing and Healthcare Professionals

Stakeholder Analysis and Communication Tool

Appendix C

Communication Planning
Refer to this section to guide your communications to stakeholders throughout—and after—completing the EBP project.
What is the purpose of the dissemination of the EBP project findings? (Check all that apply.)
☐Raise awareness. ☐Promote action. ☐Change policy.	☐ Change practice. ☐ Engage stakeholders.	☐ Inform stakeholders. ☐ Other:________________
What are the three (3) most important messages?

Align key message(s) and methods with the audience:
Audience	Key Messages	Method	Timing
Interdisciplinary stakeholders
Organizational leadership
Frontline nurses
Departmental leadership
External community
Other

Directions for Use of the Stakeholder Analysis and Communication Tool

See Chapter 11, “Lessons From Practice,” for examples of completed tools.

Purpose:

The EBP team uses this form to identify key stakeholders. Key stakeholders are persons, groups, or departments that have an interest in, concern about, or stake in your project. This may include approval, subject matter expertise, or resources. Communicate with stakeholders early in the process and keep them updated on progress to ensure their buy-in for implementation.

Because stakeholders may change at different steps of the process, we recommend that you review this form as you proceed from step to step in your action plan.

The communication planning section is useful to promote communication throughout the EBP project process. Ideally, complete the communication section toward the end of the EBP project when the team has identified organization-specific recommendations.

Identify key stakeholders (broad categories)

Consider the various areas, departments, groups, or organizations that may be impacted by or have influence over the proposed practice change.

Stakeholder analysis matrix:

Using the prompts from above, identify the five to seven stakeholders who can most affect (or who will be most affected by) the results and who can influence the success of the translation work. Consider which of the four roles each stakeholder may play in your action planning and translation work. The possible roles are:

· Responsibility—Completes identified tasks; recommending authority

· Approval—Signs off on recommendations; may veto

· Consult—Provides input (e.g., subject matter experts); no decision-making authority

· Inform—Notified of progress and changes; no input on decisions

Completion of the Stakeholder Analysis Tool will help clarify roles and responsibilities. The descriptions of responsibilities for each role provided on the form will be helpful in this process. Remember: One stakeholder may fill different roles, depending on the action.

EBP teams should consider the amount of impact the project may have on the stakeholder and the amount of influence the stakeholder can have on the project’s success. Identifying the ways the stakeholder can both contribute to and impede the project’s success as well as how best to engage the stakeholder allows teams to develop plans to optimize the best outcomes.

Align key message(s) and methods with audience

Audience: Think about the project recommendations. Identify the end users—who is your audience? Revisit the Stakeholder Analysis Tool above to confirm stakeholders and the key messages they need to receive. What do you want the target audience(s) to hear, know, and understand?

Key Messages: Messages should be clear, succinct, personalized to the audience, benefit-focused, actionable, and repeated three to six (3–6) different times and ways.

Method: Communication can occur on many levels using varying strategies, for example:

· Internal dissemination methods can include newsletters, internal websites, private social media groups, journal clubs, grand rounds, staff meetings, tool kits, podcasts, and lunch-and-learns.

· External dissemination methods can be in the form of conference posters and podium presentations, peer-reviewed articles, opinion pieces, letters to the editor, book chapters, interviews, or social media (blogs, Twitter, YouTube).

Timing: When will your message have the most impact? Consider the audience and time communication when the content may be most relevant to them and their priorities. Also, keep in mind events, such as holidays and the academic calendar, which can distract audience attention.

Handoutsforparticipants.docx

HAND OUTS FOR PARTICIPANTS OF 4 PAGES TO MATCH EDUCATION SLIDES YOU DID AND SHOULD ALIGN WITH PRE TEST Questionnaire PLEASE.

PROJECT TITTLE : Does a Staff education program on early recognition of staff burnout in nurses working in long-term care increase their knowledge?

AppendixCtemplate.docx

Stakeholder Analysis
Identify the key stakeholders:
☐ Manager or direct supervisor ☐ Finance department ☐ Vendors ☐ Patients and/or families; patient and family advisory committee ☐ Professional organizations ☐ Committees	☐ Organizational leaders ☐ Interdisciplinary colleagues (e.g., physicians, nutritionists, respiratory therapists, or OT/PT) ☐ Administrators ☐ Other units or departments ☐ Others: ________________
Stakeholder analysis matrix: (Adapted from http://www.tools4dev.org/)
Stakeholder Name and Title:	Role: (Select all that apply.) Responsibility, Approval, Consult, Inform	Impact Level: How much does the project impact them? (minor, moderate, significant)	Influence Level: How much influence do they have over the project? (minor, moderate, significant)	What matters most to the stakeholder?	How could the stakeholder contribute to the project?	How could the stakeholder impede the project?	Strategy(s) for engaging the stakeholder:

Johns Hopkins Evidence-Based Practice Model for Nursing and Healthcare Professionals

Stakeholder Analysis and Communication Tool

Appendix C

Communication Planning
Refer to this section to guide your communications to stakeholders throughout—and after—completing the EBP project.
What is the purpose of the dissemination of the EBP project findings? (Check all that apply.)
☐Raise awareness. ☐Promote action. ☐Change policy.	☐ Change practice. ☐ Engage stakeholders.	☐ Inform stakeholders. ☐ Other:________________
What are the three (3) most important messages?

Align key message(s) and methods with the audience:
Audience	Key Messages	Method	Timing
Interdisciplinary stakeholders
Organizational leadership
Frontline nurses
Departmental leadership
External community
Other

Directions for Use of the Stakeholder Analysis and Communication Tool

See Chapter 11, “Lessons From Practice,” for examples of completed tools.

Purpose:

The EBP team uses this form to identify key stakeholders. Key stakeholders are persons, groups, or departments that have an interest in, concern about, or stake in your project. This may include approval, subject matter expertise, or resources. Communicate with stakeholders early in the process and keep them updated on progress to ensure their buy-in for implementation.

Because stakeholders may change at different steps of the process, we recommend that you review this form as you proceed from step to step in your action plan.

The communication planning section is useful to promote communication throughout the EBP project process. Ideally, complete the communication section toward the end of the EBP project when the team has identified organization-specific recommendations.

Identify key stakeholders (broad categories)

Consider the various areas, departments, groups, or organizations that may be impacted by or have influence over the proposed practice change.

Stakeholder analysis matrix:

Using the prompts from above, identify the five to seven stakeholders who can most affect (or who will be most affected by) the results and who can influence the success of the translation work. Consider which of the four roles each stakeholder may play in your action planning and translation work. The possible roles are:

· Responsibility—Completes identified tasks; recommending authority

· Approval—Signs off on recommendations; may veto

· Consult—Provides input (e.g., subject matter experts); no decision-making authority

· Inform—Notified of progress and changes; no input on decisions

Completion of the Stakeholder Analysis Tool will help clarify roles and responsibilities. The descriptions of responsibilities for each role provided on the form will be helpful in this process. Remember: One stakeholder may fill different roles, depending on the action.

EBP teams should consider the amount of impact the project may have on the stakeholder and the amount of influence the stakeholder can have on the project’s success. Identifying the ways the stakeholder can both contribute to and impede the project’s success as well as how best to engage the stakeholder allows teams to develop plans to optimize the best outcomes.

Align key message(s) and methods with audience

Audience: Think about the project recommendations. Identify the end users—who is your audience? Revisit the Stakeholder Analysis Tool above to confirm stakeholders and the key messages they need to receive. What do you want the target audience(s) to hear, know, and understand?

Key Messages: Messages should be clear, succinct, personalized to the audience, benefit-focused, actionable, and repeated three to six (3–6) different times and ways.

Method: Communication can occur on many levels using varying strategies, for example:

· Internal dissemination methods can include newsletters, internal websites, private social media groups, journal clubs, grand rounds, staff meetings, tool kits, podcasts, and lunch-and-learns.

· External dissemination methods can be in the form of conference posters and podium presentations, peer-reviewed articles, opinion pieces, letters to the editor, book chapters, interviews, or social media (blogs, Twitter, YouTube).

Timing: When will your message have the most impact? Consider the audience and time communication when the content may be most relevant to them and their priorities. Also, keep in mind events, such as holidays and the academic calendar, which can distract audience attention.

Handoutsforparticipants.docx

HAND OUTS FOR PARTICIPANTS OF 4 PAGES TO MATCH EDUCATION SLIDES YOU DID AND SHOULD ALIGN WITH PRE TEST Questionnaire PLEASE.

PROJECT TITTLE : Does a Staff education program on early recognition of staff burnout in nurses working in long-term care increase their knowledge?

AppendixCtemplate.docx

Stakeholder Analysis
Identify the key stakeholders:
☐ Manager or direct supervisor ☐ Finance department ☐ Vendors ☐ Patients and/or families; patient and family advisory committee ☐ Professional organizations ☐ Committees	☐ Organizational leaders ☐ Interdisciplinary colleagues (e.g., physicians, nutritionists, respiratory therapists, or OT/PT) ☐ Administrators ☐ Other units or departments ☐ Others: ________________
Stakeholder analysis matrix: (Adapted from http://www.tools4dev.org/)
Stakeholder Name and Title:	Role: (Select all that apply.) Responsibility, Approval, Consult, Inform	Impact Level: How much does the project impact them? (minor, moderate, significant)	Influence Level: How much influence do they have over the project? (minor, moderate, significant)	What matters most to the stakeholder?	How could the stakeholder contribute to the project?	How could the stakeholder impede the project?	Strategy(s) for engaging the stakeholder:

Johns Hopkins Evidence-Based Practice Model for Nursing and Healthcare Professionals

Stakeholder Analysis and Communication Tool

Appendix C

Communication Planning
Refer to this section to guide your communications to stakeholders throughout—and after—completing the EBP project.
What is the purpose of the dissemination of the EBP project findings? (Check all that apply.)
☐Raise awareness. ☐Promote action. ☐Change policy.	☐ Change practice. ☐ Engage stakeholders.	☐ Inform stakeholders. ☐ Other:________________
What are the three (3) most important messages?

Align key message(s) and methods with the audience:
Audience	Key Messages	Method	Timing
Interdisciplinary stakeholders
Organizational leadership
Frontline nurses
Departmental leadership
External community
Other

Directions for Use of the Stakeholder Analysis and Communication Tool

See Chapter 11, “Lessons From Practice,” for examples of completed tools.

Purpose:

The EBP team uses this form to identify key stakeholders. Key stakeholders are persons, groups, or departments that have an interest in, concern about, or stake in your project. This may include approval, subject matter expertise, or resources. Communicate with stakeholders early in the process and keep them updated on progress to ensure their buy-in for implementation.

Because stakeholders may change at different steps of the process, we recommend that you review this form as you proceed from step to step in your action plan.

The communication planning section is useful to promote communication throughout the EBP project process. Ideally, complete the communication section toward the end of the EBP project when the team has identified organization-specific recommendations.

Identify key stakeholders (broad categories)

Consider the various areas, departments, groups, or organizations that may be impacted by or have influence over the proposed practice change.

Stakeholder analysis matrix:

Using the prompts from above, identify the five to seven stakeholders who can most affect (or who will be most affected by) the results and who can influence the success of the translation work. Consider which of the four roles each stakeholder may play in your action planning and translation work. The possible roles are:

· Responsibility—Completes identified tasks; recommending authority

· Approval—Signs off on recommendations; may veto

· Consult—Provides input (e.g., subject matter experts); no decision-making authority

· Inform—Notified of progress and changes; no input on decisions

Completion of the Stakeholder Analysis Tool will help clarify roles and responsibilities. The descriptions of responsibilities for each role provided on the form will be helpful in this process. Remember: One stakeholder may fill different roles, depending on the action.

EBP teams should consider the amount of impact the project may have on the stakeholder and the amount of influence the stakeholder can have on the project’s success. Identifying the ways the stakeholder can both contribute to and impede the project’s success as well as how best to engage the stakeholder allows teams to develop plans to optimize the best outcomes.

Align key message(s) and methods with audience

Audience: Think about the project recommendations. Identify the end users—who is your audience? Revisit the Stakeholder Analysis Tool above to confirm stakeholders and the key messages they need to receive. What do you want the target audience(s) to hear, know, and understand?

Key Messages: Messages should be clear, succinct, personalized to the audience, benefit-focused, actionable, and repeated three to six (3–6) different times and ways.

Method: Communication can occur on many levels using varying strategies, for example:

· Internal dissemination methods can include newsletters, internal websites, private social media groups, journal clubs, grand rounds, staff meetings, tool kits, podcasts, and lunch-and-learns.

· External dissemination methods can be in the form of conference posters and podium presentations, peer-reviewed articles, opinion pieces, letters to the editor, book chapters, interviews, or social media (blogs, Twitter, YouTube).

Timing: When will your message have the most impact? Consider the audience and time communication when the content may be most relevant to them and their priorities. Also, keep in mind events, such as holidays and the academic calendar, which can distract audience attention.

Readiness Factor	Description	Readiness Level	Comments/Plans
Leadership Support	Director of Nursing and administration endorse the project and view it as a priority for improving staff well-being.	High	Leadership will provide resources and allow staff to attend sessions during work hours.
Staff Engagement	Nurses have expressed interest in learning strategies for early recognition of burnout.	High	Staff surveys and informal feedback show enthusiasm for the program.
Available Resources	Training room, audiovisual tools, and educational materials are available.	High	Facility will allocate materials and time for sessions.
Organizational Culture	The organization promotes professional development and employee wellness.	High	The project aligns with current wellness and quality initiatives.
Potential Barriers	Staffing shortages and workload may affect attendance.	Moderate	Sessions will be scheduled during shift changes or quieter periods to minimize disruption.
Sustainability	The education can be integrated into annual in-service training.	High	The organization plans to continue the training as part of ongoing education.

Readiness Factor	Description	Readiness Level	Comments/Plans
Leadership Support	Director of Nursing and administration endorse the project and view it as a priority for improving staff well-being.	High	Leadership will provide resources and allow staff to attend sessions during work hours.
Staff Engagement	Nurses have expressed interest in learning strategies for early recognition of burnout.	High	Staff surveys and informal feedback show enthusiasm for the program.
Available Resources	Training room, audiovisual tools, and educational materials are available.	High	Facility will allocate materials and time for sessions.
Organizational Culture	The organization promotes professional development and employee wellness.	High	The project aligns with current wellness and quality initiatives.
Potential Barriers	Staffing shortages and workload may affect attendance.	Moderate	Sessions will be scheduled during shift changes or quieter periods to minimize disruption.
Sustainability	The education can be integrated into annual in-service training.	High	The organization plans to continue the training as part of ongoing education.

Readiness Factor	Description	Readiness Level	Comments/Plans
Leadership Support	Director of Nursing and administration endorse the project and view it as a priority for improving staff well-being.	High	Leadership will provide resources and allow staff to attend sessions during work hours.
Staff Engagement	Nurses have expressed interest in learning strategies for early recognition of burnout.	High	Staff surveys and informal feedback show enthusiasm for the program.
Available Resources	Training room, audiovisual tools, and educational materials are available.	High	Facility will allocate materials and time for sessions.
Organizational Culture	The organization promotes professional development and employee wellness.	High	The project aligns with current wellness and quality initiatives.
Potential Barriers	Staffing shortages and workload may affect attendance.	Moderate	Sessions will be scheduled during shift changes or quieter periods to minimize disruption.
Sustainability	The education can be integrated into annual in-service training.	High	The organization plans to continue the training as part of ongoing education.

Handoutsforparticipants.docx

OrganisationreadinessAssessment.docx

week1organisationreadinessAssessementDONEBYME.docx

AppendixCtemplate.docx

Handoutsforparticipants.docx

OrganisationreadinessAssessment.docx

week1organisationreadinessAssessementDONEBYME.docx

AppendixCtemplate.docx

Identify the key stakeholders:

Stakeholder analysis matrix: (Adapted from http://www.tools4dev.org/)

Stakeholder Name and Title:

Role: (Select all that apply.)

Responsibility, Approval, Consult, Inform

Impact Level: How much does the project impact them? (minor, moderate, significant)

What matters most to the stakeholder?

How could the stakeholder contribute to the project?

How could the stakeholder impede the project?

Strategy(s) for engaging the stakeholder:

Handoutsforparticipants.docx