NHS FPX 8040 Assessment 1 Project Charter Part 1
NHS FPX 8040 Assessment 1 Project Charter Part 1
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 is currently grappling with a significant nursing shortage that compromises healthcare delivery and adversely affects patient outcomes. Among the 500 approved positions for registered nurses, 75 remain vacant. This shortfall has amplified the workload for the existing staff, leading to burnout and reduced quality of care. The aim is to transition from the current state of 75 vacancies to only 25 over the next 12 months, relieving the excessive workload and enhancing the quality of patient care.
The hospital assessed its staffing issues through a combination of reviewing current nurse staffing data, vacancy reports, and historical recruitment and retention trends. Additionally, staff surveys were administered to gather insights into workload concerns and burnout rates. These approaches highlighted the pressing need for intervention, as the existing conditions not only hinder patient care but also jeopardize staff well-being and patient satisfaction. Addressing these concerns is essential to improving patient safety and health outcomes within the hospital’s service population.
Gap Analysis Table
| Current State | Desired State | Identified Gap | Methods Used to Identify the Gap | Implications/Relevance to Population |
|---|---|---|---|---|
| 75 RN vacancies out of 500 due to ineffective recruitment and retention | 25 RN vacancies out of 500 within 12 months | Need to fill 50 RN positions | Staffing reports, vacancy rate analysis, recruitment trend review, and staff surveys assessing workload and burnout | Impacts patient safety, care quality, and satisfaction; mitigating this improves healthcare delivery and protects staff well-being |
Evidence to Support the Need
A recent internal survey revealed that 65% of the hospital’s nursing staff experienced heightened workloads due to staffing shortages, while about half expressed concerns about patient safety and care quality. This data signifies a clear need for action. Research corroborates this issue on a national scale, with Tamata and Mohammadnezhad (2022) reporting a shortage of approximately three million nurses needed in the U.S. to meet healthcare demands.
Moreover, regulatory bodies like The Joint Commission emphasize maintaining adequate staffing to ensure patient safety (Baker, 2022). Staffing deficiencies not only threaten care standards but also place financial strain on hospitals through higher turnover-related costs and reduced service availability, particularly in underserved areas (Udod, 2023). Thus, addressing this issue is vital to enhancing operational sustainability, equitable care, and staff morale.
Problem Statement
Lima Memorial Hospital’s nursing shortage, driven by weak recruitment and retention strategies, has adversely affected staff morale and increased turnover. This staffing gap compromises patient care quality, creating an urgent need for targeted interventions that strengthen hiring practices, improve staff retention, and optimize hospital workflows for better health outcomes.
SMART Objectives
- Specific: Focus on the current and prospective nursing workforce and the hospital’s recruitment and retention protocols.
- Measurable: Reduce vacancies by filling 50 positions, thereby decreasing turnover rates.
- Achievable: The hospital leadership has pledged resources and support, making the goal feasible.
- Relevant: Enhancing staffing aligns with the hospital’s mission to deliver quality care and improve population health outcomes by addressing healthcare disparities and promoting workforce equity.
- Time-Bound: Project implementation will begin immediately following approval, with a 12-month target to achieve staffing goals.
Project Aim
The overarching goal is to lower nurse turnover rates at Lima Memorial Hospital by reducing current RN vacancies from 75 to 25 within a year. This initiative benefits both nurses—through decreased workload, less burnout, and improved job satisfaction—and patients, who will experience higher-quality, equitable care. Evidence-based recruitment and retention tactics, including competitive pay, professional development, and supportive work environments, will guide this effort (Pressley & Garside, 2023). Results will be monitored throughout the 12-month implementation period.
References
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
NHS FPX 8040 Assessment 1 Project Charter Part 1
Tamata, A. T., & Mohammadnezhad, M. (2022). A systematic review study on the factors affecting the shortage of nursing workforce in 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
Executive Sponsor
The project will be led by Dr. SJ, the Chief Medical Officer (CMO), due to her pivotal role in patient care operations. Her leadership will be critical in approving financial resources, overseeing recruitment initiatives, and fostering departmental collaboration. Her experience in healthcare leadership positions her well to navigate resistance and facilitate the project’s success.
Project Team Table
| Title | Department/Affiliation | Rationale for Selection/Contribution |
|---|---|---|
| Nurse Manager | Nursing Administration | KS manages staffing and operations, providing operational insights essential for shaping effective recruitment strategies. |
| HR Manager | Human Resources | JM’s expertise in recruitment and labor policies ensures strategic hiring and retention approaches tailored to market needs. |
| QI Coordinator | Quality Assurance | EM will track and assess project outcomes, applying quality improvement methodologies to guide continuous enhancements. |
| Finance Manager | Finance | MJ will perform financial assessments, budget planning, and cost-effectiveness analysis, ensuring fiscal viability. |
Team Leader
The team will be led by Dr. AR, the Chief Nursing Officer (CNO), responsible for directing the nursing department’s operational and strategic goals. Dr. AR’s leadership will emphasize two approaches: transformational leadership, which inspires innovation and teamwork (Alessa, 2021), and servant leadership, which prioritizes staff well-being and fosters supportive work environments (Canavesi & Minelli, 2022). These leadership qualities, combined with emotional intelligence, adaptability, and clear communication, will be pivotal in motivating the team and achieving project milestones.
Stakeholders
Stakeholder Table
| Title/Role | Connection to the Project | Impact | Contribution |
|---|---|---|---|
| Union Representative (Mr. HT) | Represents nursing staff interests | Improved working conditions and reduced turnover | Advocates for staff needs and feedback on proposed strategies |
| Patient Advocate (Dr. JR) | Focuses on patient safety and care quality | Enhances patient outcomes and experience | Provides patient-centered perspectives to guide care improvements |
| Community Leader (FM) | Represents community healthcare interests | Greater access to care and hospital trust | Advocates for community needs and resource allocation |
Communication Plan
A comprehensive communication strategy will facilitate transparency and engagement among project members and stakeholders. The executive sponsor will receive quarterly updates to review progress and strategic decisions. Team members will participate in bi-weekly meetings to discuss milestones and challenges. Additionally, frontline staff will receive regular newsletters and town hall sessions to remain informed and involved. Stakeholder representatives will be consulted monthly to provide feedback and insights.
