Student Name Capella University NHS-FPX 8040 Project Charter Prof. Name Date Project Charter Part 4: Poster Presentation Section Content Gap Analysis – Desired state of 5% or less than 5% skin cancer patients versus the current state of 7% – Gap = 2 percent – Contributing factors by survey: Untrained staff and lack of knowledge in the patients – The West Virginia University hospital can serve as a source to decrease the mortality rate Problem Statement – The problem is the increasing number of skin cancer issues in the local population of West Virginia University Hospital. – It is adversely affecting the health quality of the patients, resulting in an increased number of deaths. AIM Statement – To reduce the death rate of skin cancer patients – Who will benefit: West Virginia University hospital patients suffering from skin cancer will be treated – Patients at risk of skin cancer will also be considered in the program – What will be done: Prevention strategies will be followed, staff will be trained, and learning will be fostered in patients – Where the change will occur: At West Virginia University hospital Oncology department – Timeline: 1 year – The initiative will bring quality care by healthcare staff and increased life span of the population Planned Intervention – Proposed intervention: Training the staff, Identifying barriers and guiding patients – Training West Virginia University Hospital Staff through educational seminars – Educating patients to cover the body, wearing sunscreen, wearing ultraviolet-resistant glasses – Process for implementation will include healthcare organizations, stakeholders, policymakers, etc. – The staff will start working after training – Potential effects on population/process: Targeted population will be benefited. – Disease risk will be reduced – Life expectancy of the patients will be increased – Healthcare providers will be trained to do educational seminars for cancer patients to guide them about prevention strategies Project Team – Executive Sponsors, and key team member, stakeholders, and team leader will collectively work to make progress in the project. – Executive sponsor is a Medical Oncologist who will oversee the management. – Team members include RN, Psychiatrist, Registered Dietitian, and Patient Service Representative. – All these members will play their own part in lowering skin cancer mortality rates. – Team leader is a surgical oncologist who will follow innovative and transformational leadership styles while treating patients – Stakeholders will work together to foster an environment to reduce the chances of disease – All these members were chosen based on their experience, professionalism, and knowledge. – They will give their best to make sure that the project will get succeeded. Data Management – Number of patients, opinions, and experiences of healthcare staff and clients’ data will be collected – Data will be collected by proficient auditor and healthcare staff – From day one of the project, the responsible staff will start collecting the data – Storage in password-protected EHR will secure the data – HIPAA regulation will also be followed NHS FPX 8040 Assessment 4 Project Charter Part 4: Poster Presentation

Student Name Capella University NHS-FPX 8040 Project Charter Prof. Name Date Table 1: Planned Intervention Components Planned Intervention Components Description Training Staff Provide educational seminars and training to nurses, physicians, and surgeons on cultural competency and skin cancer prevention strategies. Identifying Barriers Address barriers to program success, including access to healthcare services for patients in rural areas. Interdisciplinary Collaboration Promote collaboration among healthcare staff and policymakers to foster empathy and generate innovative ideas. Increasing Patient Knowledge Conduct campaigns and awareness sessions to increase patient knowledge about skin cancer prevention strategies. Table 2: Measurement – Proposed Outcomes Outcome Measure Process Measure Counter/Balancing Measure Reduce mortality rate due to skin cancer from 7% to 5% Achieve an average of 5% skin cancer patients in the hospital Regular training sessions for staff after initial training Regular screening tests for early detection of the disease Acknowledge patients through campaigns and sessions Table 3: Data Collection & Management Plan Data Collection Data Collector Collection Timeline Data Storage/Protection Diversity, Equity, and Inclusion Opinions, experiences, and awareness of stakeholders Proficient auditor Start from project initiation, end with project completion Data stored in password-protected EHR; Confidentiality through HIPAA Address issues like cultural competence and quality of care using demographic data Table 4: Ethical Leadership Framework Ethical Leadership Components Description Quadruple Aim of the program Consider patient experience, population health, lowering patient costs, and staff satisfaction. Quintuple Aim (Extended Quadruple Aim) Include equity as the fifth component, addressing healthcare disparities. Staff Benefits from Frameworks Improved treatment, efficient communication, comprehension of patient requirements, job satisfaction, and provision of high-quality care. Consideration of Vulnerable Groups Address ideas and viewpoints of marginalized groups, ensuring access for vulnerable populations such as those in rural areas, facing financial instability, or subject to racial discrimination. Leadership Styles Employ credible leadership styles, such as transformational or innovative, considering participant well-being for efficiency and efficacy. Training Importance Emphasize the importance of staff training to ensure accurate information delivery and following the Quadruple/Quintuple Aim for enhanced performance. Table 5: SWOT Analysis Strengths Weaknesses Organizational and executive support for the project Lack of training among staff Community outreach for awareness and resources Inadequate staff leading to increased mortality rates Good standing with community stakeholders Resistance or hesitancy among staff for training Unbiased and non-discriminatory treatment by healthcare staff Lack of knowledge among patients and the general population about skin cancer Opportunities Threats Training sessions for staff members Low quality of care due to less staff and more patients Hiring new staff to reduce burnout Staff’s inability to implement project initiatives effectively Awareness about the disease in the local community Increase in competition within the organization Access to external resources and training opportunities for staff Unexpected changes in policies or regulations that may be unfavorable for the organization Table 6: References Author Publication Title Source Link Chen, K. (2021) Efficacy of educational seminars in increasing skin cancer… Link Haverfield, M.C., et al. (2020) Can patient–provider interpersonal interventions achieve… Link Health and Human Resources. (2022) West Virginia Cancer Statistics Link Nicholson, P., et al. (2020) Patient satisfaction with a new skin cancer tele dermatology… Link Nundy, S., et al. (2022) The Quintuple Aim for health care improvement Link Rawla, P., et al. (2018) Epidemiology of colorectal cancer: incidence, mortality… Link Ueda, M., et al. (2020) Managing cancer care during the COVID-19 pandemic Link Wagner, J.K., et al. (2022) Exploring access to genomic risk information… Link

Student Name Capella University NHS-FPX 8040 Project Charter Prof. Name Date Project Charter: Part 2 – Project Team Title/Role Department and/or Affiliation Rationale for Selection/Contribution to the Project Executive Sponsor Chief Nursing Officer (CNO) A.J, the Director of Critical Care Medicine (DCCM), oversees clinical initiatives and serves as the official representative in the nursing and healthcare community. The CNO, accountable for maintaining regulations, approves project budgets and assesses associated risks. Motivated by empowerment, the CNO leads patient-centered projects, while the DCCM focuses on overseeing Pediatric Intensive Care Unit (PICU) clinical initiatives and electronic charting. (Ingwell-Spolan, 2018; NHS FPX 8040 Assessment 2 Project Charter Part 2) Project Manager/ Hospital Administrator DNP, FNP, MBA D.S. has over 15 years of experience, providing valuable insight and knowledge in pediatric medicine. Collaborating with the CNO, D.S. identifies gaps in PICU practices for quality patient care. Responsibilities include making critical health decisions, implementing treatment protocols, and overseeing initiatives related to higher mortality rates. D.S. possesses critical thinking, communication, and research skills, focusing on negative outcomes in pediatric trauma patients. Director of Critical Care Services/ Hospital Administration DNP S.T. leverages 20 years of experience to identify PICU gaps and determine necessary projects for quality patient care. S.T. implements treatment protocols and makes crucial health decisions through communication with the CNO. Director of PICU/ Nursing Administration MSN J.T. With over 10 years in management roles, J.T. excels in analytical and observational skills. Specializing in Pediatric Intensive Care Unit (PICU) and trauma team leadership, J.T. applies evidence-based practice protocols and effective communication for successful project outcomes. Nurse Lead/ Bedside nurse, shift supervisor RN, MSN J.G. J.G., with over 5 years in the organization, contributes pediatric experience and teaching expertise. Known for critical thinking skills, J.G. has collaborated on various hospital projects, earning a positive reputation among physicians, staff, and patients. Leader T.K Nurse Manager, RN MSN T.K., overseeing the medical and pediatric unit, exhibits both transformational and bureaucratic leadership styles. With a focus on motivating and influencing, T.K. aims for project success through staff support and motivation. Strong emotional and communication skills contribute to project leadership. (Jyoti & Bhau, 2015; Sougui et al., 2015) References: Jyoti, J., & Bhau, S. (2015). Impact of transformational leadership on job performance: Mediating role of leader–member exchange and relational identification. SAGE Open, 5(4), 1-13. Sougui, A. O., Bon, A. T. B., & Hassan, H. M. H. (2015). The Impact of Leadership Styles on Employees’ performance in Telecom Engineering companies. International Conference on Tourism and Hospitality. Stakeholders Title/Role or Affiliation Connection to the Project How Affected/Impacted by Project? Contribution to the Project Patients Patients affected Improved morale through reduced mortality among pediatric trauma patients Feedback Dax Equipment Supplier Supplier Direct impact on supply and demand chains Assist with equipment usage and availability The Board of Directors Represents the hospital Improved patient and family satisfaction due to reduced mortality rates caused by hypothermia Enhanced hospital reputation, increased referrals, and financial support for the hospital The Project Team Execution of this project Recognition of the reduction in mortality rates among pediatric trauma patients A sense of success when even one life is saved by the project NHS FPX 8040 Assessment 2 Project Charter Part 2 Communication Plan The communication plan outlines key milestones and activities related to the TEMT project, aimed at reducing mortality rates in Advent Hospital’s Pediatric Intensive Care Unit (PICU). CDC Childhood Injury Report (Centers for Disease Control and Prevention, 2019) and SPR Awards and Funding Opportunities (Tarini, n.d.) provide background information and funding details. Key Dates: The project is funded by the Society for Pediatric Research (Tarini, n.d.). References: Centers for Disease Control and Prevention. (2019, February 6). CDC Childhood Injury Report. CDC Childhood Injury Report. Tarini, B. (n.d.). SPR Awards and Funding Opportunities. Society for Pediatric Research.

Student Name Capella University NHS-FPX 8040 Project Charter Prof. Name Date Project Overview Project Name  Decreasing Mortality Rates due to Skin Cancer in West Virginia University Hospital through Early Prevention Strategies Gap Analysis  Current State Increase in mortality rates due to skin cancer (7%) Desired StateReducing the number of deaths due to skin cancer (less than 5%) Identified GapThe identified gap is 2% Methods Used to Identify the GapQuestionnaires, Assessments, Synopses, and SurveysCampaigns to increase patient knowledge about skin cancer and lifestyle modifications.Learning sessions for the healthcare staff in the oncology department Implications/Relevance to Identified Population Improvements needed to be made through staff training and increasing awareness about prevention strategies.Life span will be increased. Deaths caused due to skin cancer will be decreased. Evidence to Support the Need Dietz et al. (2020) states that cancer treatment aims to reduce cancer patients’ deaths and allows them to live everyday lives. The power of screening tests, early diagnosis, and treatment has the overall capacity to reduce skin cancer mortality rates (American Cancer Society, 2022a). Problem Statement The increased mortality rates in the West Virginia population due to skin cancer have become a major concern for healthcare providers. It can be resolved through different educational and secondary prevention strategies. SMART Objectives  Specific The goal of the project is to reduce the skin cancer rate from 7% to 5% from the year 2023 to 2024 by implementing prevention and early detection strategies along with training healthcare workers. MeasurableThe number of deaths caused due to cancer will be observed monthly using EHR or surveys.  Achievable This objective is realistic and can be accomplished by professionals collaborating with other healthcare staff. RelevanceThe suggested interventions are relevant to the issue of increased mortality rates. Time-boundThe goal will be accomplished in one year. It will start in 2023 and end in 2024. Project AIM The purpose of the project is to encourage healthcare workers at West Virginia University Hospital to put in more effort to reduce mortality rates in patients. Timeline Two months of Planning and Preparation: Identifying goals and objectives, evaluating the number of patients, discussing obstacles, and possessing funds.Implementation: Forwarding the plan, promoting prevention strategies, increasing collaboration, arranging educational seminars, and assessing progress.Six months for the evaluation of the goal: Evaluating information, identifying gaps, and making necessary adjustments. References Aggarwal, P., Knabel, P., & Fleischer, A. B. (2021). United States burden of melanoma and non-melanoma skin cancer from 1990 to 2019. Journal of the American Academy of Dermatology, 85(2), 388–395. https://doi.org/10.1016/j.jaad.2021.03.109 American Cancer Society. (2020). American Cancer Society | Cancer Facts & Statistics. Cancerstatisticscenter.cancer.org American Cancer Society. (2022a). 2022 Cancer Facts & Figures Cancer | Cancer Death Rate Drops. Www.cancer.org Dietz, J. R., Moran, M. S., Isakoff, S. J., Kurtzman, S. H., Willey, S. C., Burstein, H. J., Bleicher, R. J., Lyons, J. A., Sarantou, T., Baron, P. L., Stevens, R. E., Boolbol, S. K., Anderson, B. O., Shulman, L. N., Gradishar, W. J., Monticciolo, D. L., Plecha, D. M., Nelson, H., & Yao, K. A. (2020). Recommendations for prioritization, treatment, and triage of breast cancer patients during the COVID-19 pandemic. Breast Cancer Research and Treatment, 181(3), 487–497. https://doi.org/10.1007/s10549-020-05644-z NHS FPX 8040 Assessment 1 Project Charter Part 1 Health and Human Resources. (2022). West Virginia Cancer Statistics. Dhhr.wv.gov The World Bank. (2022). Glossary | DataBank. Databank.worldbank.org Corso, G., Janssens, J. Ph., & La Vecchia, C. (2023). Cancer prevention: innovative strategies in the role of the European Cancer Prevention Organization. European Journal of Cancer Prevention, Publish Ahead of Print. https://doi.org/10.1097/cej.0000000000000782 National Cancer Institute. (2022). State Cancer Profiles > Quick Profiles. Statecancerprofiles.cancer.gov World Health Organization. (2019). Preventing cancer. Who.int