NHS FPX 8040 Assessment 2 Project Charter Part 2

Name

Capella university

NHS-FPX 8040 21st-Century Health Care Leadership

Prof. Name

Date

Project Charter

Part 1
Project Overview
Project Name	Healing the Workforce: Addressing Nursing Shortages at Lima Memorial Hospital
Gap Analysis	Lima Memorial Hospital faces nursing shortages, disrupting healthcare delivery and negatively impacting patients’ health outcomes. There are 75 vacant positions for registered nurses in the hospital out of 500 approved positions. This shortage has resulted in increased workload for existing staff, leading to higher levels of burnout and decreased quality of patient care. The desired state is to reduce the nursing staff shortage. The aim is to bring the vacant positions to 25 out of 500 approved positions within 12 months. This desired state will significantly lessen the workload on existing staff and improve overall patient care quality.
	Current State	Desired State	Identified Gap	Methods used to identify the Gap	Implications/Relevance to Identified Population
	75 vacant positions for registered nurses out of 500 approved positions due to inadequate recruitment and retention strategies.	Only 25 vacant nursing positions out of 500 approved positions by the end of the following year.	Filling up 50 registered nurses’ positions within the hospital by hiring and retaining nurses.	To identify the gap, we reviewed current staffing levels and vacancy rates. Moreover, we analyzed the trends in staff recruitment and retention strategies. Finally, surveys were sent to the nursing staff to assess workload and burnout levels.	For populations served by Lima Memorial Hospital, this problem is relevant as it leads to compromised patient care, adverse patient outcomes, and poor patient satisfaction. Thus, identifying contributing factors and mitigating those will ensure effective healthcare delivery and patient safety.
Evidence to Support the Need	A recent staff survey conducted at Lima Memorial Hospital disclosed high burnout levels among nursing staff, where 65% of staff reported increased workload due to nursing shortages. Approximately 50% of nurses said these shortages impact patient safety and care quality. These reports indicate a pressing need to address nursing shortages to reduce workload pressures and improve healthcare delivery. The nursing shortage is a significant healthcare challenge encountered by healthcare systems worldwide. According to Tamata and Mohammadnezhad (2022), approximately three million additional nurses are required in the United States to cover the nursing shortage gap. Addressing this gap is crucial to improve patient safety, decrease workload and burnout among existing staff, and enhance the quality of healthcare services. The regulatory requirements established by the Joint Commission, a leading accrediting body for healthcare organizations, instruct hospitals to maintain acceptable staffing levels to ensure safe and effective care delivery (Baker, 2022). Moreover, nursing shortages impair healthcare systems’ financial viability as increased turnover rates escalate expenses. Furthermore, they impede timely access to healthcare services in underserved communities. Thus, improving nursing shortages is vital for maintaining financial viability, optimizing resource allocation, and promoting equitable access to quality healthcare services (Udod, 2023).
Problem Statement	The nursing shortage at Lima Memorial Hospital due to inadequate recruitment and retention strategies is leading to poor staff well-being, increased turnover rates, and vacant nursing positions. Ultimately, the gap in the desired and current state of acquired nursing positions compromises care quality, demanding targeted interventions to improve hiring and retention processes and enhance hospital workflows for improved patient care.
SMART Objectives	Specific: The target population includes nursing staff employed at Lima Memorial Hospital and candidates who apply for the vacant positions. Moreover, we target the hospital’s recruitment and retention processes/departments for enhanced services. Measurable: Nursing turnover rates will reduce, and we will observe a measurable outcome of 50 vacant positions being filled. Achievable: The objective is realistic and attainable as all the necessary resources are available to implement recruitment and retention initiatives. Moreover, we have attained strong commitment from hospital leadership for this project to improve staff satisfaction and patient care quality. Relevant: Addressing nursing shortages is vital to providing equitable access to quality healthcare to all communities. Moreover, it is aligned with the organization’s mission of encouraging staff well-being and providing excellent patient care. By increasing nurse staffing levels and enhancing patient care, the project contributes to population health. It addresses social determinants of health, such as reducing healthcare disparities, increasing access to healthcare services, and promoting workforce equity. Time: The project will commence immediately upon approval of the charter, and we aim to fill 50 vacant positions within 12 months.
Project AIM	This project aims to reduce nurse turnover rates at Lima Memorial Hospital. The current vacant positions at the hospital are 75/500, whereas the desired state is to fill 50 positions and bring the vacancies down to 25/500 approved positions within 12 months. This project is beneficial for nurses and patients. While nurses will experience reduced workload, decreased burnout, and improved job satisfaction, patients will receive quality and equitable healthcare services. To execute the project, we plan to implement evidence-based recruitment and retention strategies, such as competitive salary packages, professional development opportunities, and a respectful workplace environment (Pressley & Garside, 2023). This project will commence immediately upon approval of the charter, and we aim to observe the results within 12 months.
	References (APA format) Baker, D. W. (2022). Addressing the nursing shortage in the United States: An interview with Dr. Peter Buerhaus. The Joint Commission Journal on Quality and Patient Safety, 48(5), 298–300. https://doi.org/10.1016/j.jcjq.2022.02.006 Pressley, C., & Garside, J. (2023). Safeguarding the retention of nurses: A systematic review on determinants of nurse’s intentions to stay. Nursing Open, 10(5), 2842–2858. https://doi.org/10.1002/nop2.1588 Tamata, A. T., & Mohammadnezhad, M. (2022). A systematic review study on the factors affecting the shortage of nursing workforce in the hospitals. Nursing Open, 10(3), 1247–1257. https://doi.org/10.1002/nop2.1434 Udod, S. (2023). A call for urgent action: Innovations for nurse retention in addressing the nursing shortage. Nursing Reports, 13(1), 145–147. https://doi.org/10.3390/nursrep13010015

Part 2
Project Team
	Title		Department		Role
Executive Sponsor	Chief Medical Officer (CMO)		Medical Administration		Dr. SJ is an ideal executive-level sponsor for the project due to her accountability for medical operations and patient care outcomes. Her commitment to patient safety and the provision of quality medical care aligns with the goal of this project to address staffing shortages and enhance patient outcomes at Lima Memorial Hospital. As the CMO, she will leverage her authority to allocate financial resources to ensure the successful hiring and retention of nursing staff. Additionally, her position allows her to approve various incentivization initiatives such as staff retention and recruitment strategies. Lastly, Dr. SJ’s extensive experience in healthcare leadership equips her with the capacity to foster collaboration among different departments and stakeholders, addressing resistance and challenges associated with the project’s success and creating seamless conditions.
Team Members
	Title/Department and/or Affiliation		Rationale for Selection/Contribution to the Project
	Nurse Manager/Nursing Administration/ Bachelor of Science in Nursing (BSN), Registered Nurse (RN).		KS, as the nurse manager within Lima Memorial Hospital, oversees nursing staffing and nursing care operations. This position allows her to bring firsthand experiences and insights into the challenges associated with nurse shortages. She provides valuable contributions to the project by sharing her understanding of daily nursing workflows and staffing needs, which are essential for designing and implementing effective recruitment and retention strategies. Additionally, KS’s leadership skills and ability to collaborate with nursing staff are imperative for acquiring buy-in and implementing changes.
	Human Resource Manager/Human Resources/Master of Business Administration (MBA), Society for Human Resource Management – Certified Professional (SHRM-CP).		As a Human Resource (HR) manager, JM has expertise in recruitment, employee relations, and workforce planning. He is a critical team member for this project in developing and implementing recruitment and retention strategies. JM’s connection in HR and knowledge about the hospital’s recruitment policies and procedures will help the project in expert navigation of the labor market, ensuring the effective utilization of human resources to address staffing shortages.
	Quality Improvement (QI) Coordinator/Quality Assurance/Master of Public Health (MPH), Certified Professional in Healthcare Quality (CPHQ).		Quality Improvement (QI) Coordinator is a vital member of the project team, responsible for monitoring and evaluating the impact of staff recruitment and retention initiatives. EM, as a QI coordinator, holds expertise in data analysis, quality improvement methodologies, and performance measurement. This expertise is essential to measure project outcomes and facilitate continuous improvement. EM plays a crucial role in identifying strengths and areas of improvement to optimize initiatives using evidence-based suggestions. Additionally, EM will play a vital role in the sustainability of the project through ongoing surveillance and quality monitoring.
	Finance Manager/Finance Department/ Bachelor of Business Administration (BBA), Certified Public Accountant (CPA)		As a finance manager, MJ brings expertise related to finances and analytical skills to the project team. He will be responsible for conducting cost-benefit analyses, budgeting for recruitment and retention initiatives, and assessing the financial consequences of the project on the organization. MJ’s ability to identify cost-saving opportunities and allocate resources efficiently is imperative for the economic sustainability of the project, constant availability of resources, and cost-effectiveness for the organization while addressing nursing staff shortages.
Team Leader	Chief Nursing Officer (CNO)		Dr. AR serves as the Chief Nursing Officer (CNO) at Lima Memorial Hospital. He is responsible for providing strategic direction and leadership to the nursing department, overseeing patient care delivery, and ensuring alignment with organizational goals and standards. The two leadership styles that Dr. AR can employ for the success of this project are transformational leadership and servant leadership. Saad Alessa (2021) describes a transformational leader as one who inspires and motivates the team by encouraging innovation, collaboration, and continuous improvement. Dr. AR demonstrates transformational leadership qualities through her visionary and strategic thinking, guiding the nursing department toward achieving organizational goals. This leadership style is crucial for the project’s success as it inspires and motivates the team to work towards a shared goal (addressing staff shortage). For example, Dr. AR can establish and share a compelling vision for the team, empowering them to take ownership of recruitment and retention initiatives. Moreover, Dr. AR can provide mentorship and support to the nursing workforce, cultivating a motivated workforce committed to overcoming staffing challenges. Another leadership style that is imperative for the project’s success is servant leadership. This leadership style focuses on morality, empathy, and the needs of others, prioritizing the well-being of team members and fostering a supportive work environment (Canavesi & Minelli, 2022). Servant leadership is essential for addressing the challenges associated with nursing staff shortages. By fostering a supportive work environment, Dr. AR can enhance staff morale and job satisfaction by actively listening to their concerns and creating a culture of trust and loyalty, which is helpful in attracting and retaining qualified and trained nursing staff. Dr. AR can leverage several qualities for the project’s success, such as utilizing emotional intelligence to help comprehend staff experiences and empathize with their emotions. Additionally, effective communication and collaboration skills will help team leaders build trust and foster open dialogue within the team, promoting transparency and shared decision-making. Lastly, adaptability and resilience skills are essential to mitigate the project’s challenges and resistance from the team members.
Stakeholders

Title/Role or Affiliation		Connection to the Project		How Affected/Impacted by the Project?		Contribution to the Project
Union Representative		Mr. HT represents the nursing staff union at Lima Memorial Hospital. He is connected to the project due to his advocacy role for the rights and interests of nursing staff.		Since nursing shortages increase the workload for existing nurses, decreasing job satisfaction and well-being of union members, the successful implementation of the project will directly affect Mr. HT and the nursing staff he represents by improving working conditions, reducing burnout, and reducing staff turnover rate.		Mr. HT’s contribution to the project includes prioritizing the needs and concerns of nursing staff, advocating for incentivization, a supportive work environment, and effective communication channels for nurses. Moreover, Mr. HT will provide feedback on the recruitment and retention strategies according to staff preferences to ensure their needs and concerns are adequately addressed.
Patient Advocate		Dr. JR serves as a patient advocate at Lima Memorial Hospital. She is connected to the project as nursing staff shortages are directly impacting patient safety, quality of care, and overall patient experience.		The successful results of the project, such as increased quality of care and improved patient outcomes, significantly impact Dr. JR as she advocates for patient safety, trust, and enhanced healthcare accessibility.		She is a valuable stakeholder as she provides insights into patients’ experiences with nursing shortages. These perspectives identify areas for improvement in patient care and prioritize patient safety and satisfaction through policies and practices.
Community Leader		FM is a prominent community leader in the area served by Lima Memorial Hospital and is invested in the project due to its connection with the healthcare needs of the community.		The project’s successful outcomes will impact FM and the broader community by guaranteeing access to quality healthcare services, promoting health equity, and building community trust in the hospital.		FM is an essential contributor to the project as he presents the community’s perspectives and priorities, advocating for resources to support workforce recruitment and retention initiatives. He is a liaison between hospital leadership and community organizations to address challenges and ensure resource availability for the seamless implementation of the project.

Communication Plan

The purpose of the communication plan is to ensure transparency, alignment, and engagement among the executive sponsor, team members, team lead, and other stakeholders. This communication plan includes regular updates on the project’s progress, collecting feedback, addressing concerns, and fostering collaboration to achieve the project’s objectives.

Several communication methods will be employed for each person in the hierarchy.

The executive sponsor will receive updates and progress reports through regular meetings, which will be held quarterly. These regular meetings are essential as they provide a structured opportunity to review project progress, discuss critical milestones, and address strategic decisions (Leykum et al., 2023). Moreover, monthly email updates, need-based scheduled briefings, and phone calls are other types of communication.

For stakeholders, the communication plan includes monthly town hall meetings to provide project updates, address concerns, and collect feedback. Additionally, two newsletters per week will be uploaded to the hospital’s intranet. These will include information on project updates, success stories, and relevant resources. Finally, we will conduct quarterly focus group discussions with each stakeholder to gather in-depth feedback, discuss challenges, and brainstorm solutions (Kong et al., 2021).

Other team members will communicate through weekly meetings to review progress, discuss action items, and coordinate with other team members across departments. Monthly progress reports will be disseminated through emails, and team collaboration platforms, such as Microsoft Teams or Slack, will be used for ongoing communication, document sharing, and discussion among team members.

The plan deliberately considers some potential challenges and assets by keeping in mind different beliefs, cultures, knowledge, experience levels, and diversity among the team members and other stakeholders. Thus, communication resources will consider the diverse backgrounds and perspectives of stakeholders and team members, ensuring the use of easy-to-understand language. Moreover, translation services will be made available for non-English speakers (Canestrino et al., 2022).

NHS FPX 8040 Assessment 2 Project Charter Part 2

We will ensure that communication methods and resources are tailored to accommodate different levels of knowledge and experience among stakeholders and team members. Moreover, the team will be given clear explanations and opportunities for questions to guarantee understanding and engagement. Finally, the communication plan prioritizes diversity and inclusion by creating opportunities for participation, soliciting feedback, and fostering a culture of respect and openness to diverse viewpoints.

References

Canestrino, R., Magliocca, P., & Li, Y. (2022). The impact of language diversity on knowledge sharing within international university research teams: Evidence from TED project. Frontiers in Psychology, 13, 879154. https://doi.org/10.3389/fpsyg.2022.879154

Canavesi, A., & Minelli, E. (2022). Servant leadership and employee engagement: A qualitative study. Employee Responsibilities and Rights Journal, 34(4), 413. https://doi.org/10.1007/s10672-021-09389-9

Kong, S.-T., Ho, P. S.-Y., & Jackson, S. (2021). Doing being observed: Experimenting with collaborative focus group analysis in post-Umbrella Movement Hong Kong. Sociological Research Online, 26(3), 485–504. https://doi.org/10.1177/1360780420961400