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NURS FPX 9100 Assessment 6 Project Charter

Student Name

Capella University

NURS-FPX 9100 Defining Nursing Doctoral Project

Prof. Name

Date

Project Charter

Table 1: Project Charter Information

FieldInformation
Project NameProvider Inbox Management Optimization (PIMO): Creating the Optimal Inbox
Project SiteAdelante Healthcare – Adult and Family Medicine
Contact at SiteName with credentials: Robert Babyar, MD, Chief Medical Officer
Organizational Email: robert.babyar@adelantehealthcare.org
Phone Number: 877-809-5092
PreceptorName with credentials: Adita Flagg
Email: adita.flagg@adelantehealthcare.org
Phone Number: 877-809-5092
Executive SponsorChief Executive Officer (CEO) of Adelante Healthcare
The CEO is the key person responsible for the overall productivity and operation of the company. The CEO is instrumental in providing fiscal, political, and networking support.

Table 2: Gap Analysis

FieldPart 1 Project Charter Information
Gap AnalysisA January 2023 report revealed 75% of patient messages are not reviewed or addressed in the first three days. The Quality Department identified this problem following an investigation into delayed patient responses. Currently, no response time policy, procedure, or guideline is in place. The practice gap was identified in May 2022, and a root cause analysis was conducted. Appendix A shows a Fishbone diagram for the practice gap. The desired state involves implementing an evidence-based intervention, a response time policy. The 2023 National Patient Safety Goals published by The Joint Commission focus on improving communication among caregivers. Organizations devoting time to optimizing provider inbox management is proven to lead to information overload and has been found to be a leading contributor to job dissatisfaction and provider burnout (Murphy, Satterly, Giardina et al., 2019).

Table 3: Evidence to Support the Need

FieldPart 1 Project Charter Information
Evidence to Support the NeedReviewing evidence-based interventions for inbox optimization, common themes emerged. Implementing a response-time policy demonstrated improved efficiency among clinical staff, higher patient engagement, increased involvement from nonprovider clinical staff, and timelier messaging and results sharing with patients engaged in portal messaging systems. It is imperative that appropriate policies and procedures are developed and then implemented for governing patient online portal use. The need for policy improvements is corroborated in the study by Hefner et al. (2019), as the researchers describe how policies need to be either revamped or established that require healthcare providers to undertake adequate training and education. Similarly, the findings of Lieu et al. (2019) also support the need for policy improvements that are used to oversee physician-to-physician training, as there are many different strategies that can be employed to improve how physicians manage their inboxes and respond to patients. Reynolds et al. (2021) found that patient portals must offer virtual patient-provider interactions and contextualized medical advice. NURS FPX 9100 Assessment 6 Project Charter Through these initiatives of response time policy creation and implementation, staff training of the organization’s inbox portal, and training on policy requirements, staff will learn how to better manage this patient portal secure messaging to ensure that patients are being responded to in a timely manner. Similarities are seen with Reynolds’ and Lieu’s findings that identify employee training as a crucial component to support policy implementation. Huang et al.’s (2022) study showed differential patient-provider communication patterns across various care settings and practice roles. Findings from this study indicate opportunities for care teams exist to optimize their inbox messaging system, helping to balance the workload and promote optimal efficiency. Securing and implementing policy changes within healthcare facilities focusing on provider training and integrating the latest patient portal messaging systems significantly improves patient safety, treatment delays, and patient satisfaction. Continued implementation and widespread use of response-time policy and adherence to time management expectations

Table 4: PICOT

FieldPart 1 Project Charter Information
PICOTFor staff and providers (P), how does the implementation of a patient-provider response time policy (I) to respond to portal messages compared to the current state (C) affect response times (O) over a two-month period (T)? Project Aim: The aim of the PIMO project is to improve patient-provider response times, achieving or exceeding the time measures as dictated by the policy and decreasing delays in care as measured by the policy description.

Table 5: Stakeholders

FieldPart II Stakeholders
StakeholderIdentify the key stakeholders for your project. Think of key stakeholders (internal and external). This might include patients/clients, families, community leaders and organizations, health agencies, systems within the organization etc. List between 3-4 potential stakeholder members. C.A. Director of Nursing & Nutrition Services Project Lead Impact is had through direct involvement in the project to support implementation across both nursing and non-nursing disciplines. Project Lead. Will drive change, implementation, data collection, and analysis. Potential challenges may include scheduling conflicts with colleagues and additional stakeholders as well as potential staff resistance to change. A.F. Director of Quality, Safety & Clinical Risk Quality, Safety & Risk implications Impact is had through direct involvement in the project to support implementation. Support with implementation roll out in compliance with project site policies, procedures, and guidelines. A potential barrier to consider is increased workload or inability to prioritize another project. S.A.L. Regional Medical Director Advanced Practice Provider and Physician involvement Impact is had through direct involvement in the project to support implementation through the lens of medical providers. Support with implementation roll out in compliance with project site policies, procedures, and guidelines. A potential barrier to consider is increased workload or inability to prioritize another project.

Table 6: Team Leader

FieldPart 1 Project Charter Information
Team LeaderC.A. will be the team leader for the quality improvement DNP project. Successful project implementation requires participation from a multitude of departments, teams, and leaders. Effective collaboration and detailed communication are crucial to driving successful outcomes. Approaching the problem through different frames and perspectives is also necessary to facilitate high-level communication strategies and to keep the project on track. Exhibiting emotional intelligence, drive, and organization emotionally intelligent, organized, and driven, making C.A. the right leader to drive a quality improvement project of this size. C.A. has an extensive background in nursing and leadership over the past 14 years and currently serves as the Director of Nursing at the project site. Relationship building, technical skill, and change advocacy experience offer opportunities to garner additional project support and allocate necessary resources for project implementation. C.A.’s leadership style is a mix of servant and transformational leadership foundations in which the focus is to develop the team members and push them to reach their utmost potential (Manning & Curtis, 2019). Utilization of the servant leadership style supports team empowerment and offers authority by way of nurturing, and empathic listening to help team

References

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Akbar, F., Mark, G., Warton, E. M., Reed, M. E., Prausnitz, S., East, J. A., Moeller, M. F., & Lieu, T. A. (2021). Physicians’ electronic inbox work patterns and factors associated with high inbox work duration. Journal of the American Medical Informatics Association, 28(5), 923-930. https://doi.org/10.1093/jamia/ocaa229

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NURS FPX 9100 Assessment 6 Project Charter

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