NHS FPX 8040 Assessment 3 Project Charter Part 3
NHS FPX 8040 Assessment 3 Project Charter Part 3
Name
Capella university
NHS-FPX 8040 21st-Century Health Care Leadership
Prof. Name
Date
Project Charter
Part 1 |
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Project Overview |
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| 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. |
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| 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). |
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| 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.
NHS FPX 8040 Assessment 3 Project Charter Part 3
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| 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. |
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| 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. NHS FPX 8040 Assessment 3 Project Charter Part 3 |
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ReferencesBaker, 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 |
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Part 2 |
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Project Team |
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| 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. |
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| 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. |
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Stakeholders |
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| 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. Moroever, 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 PlanThe 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. NHS FPX 8040 Assessment 3 Project Charter Part 3For 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). 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. |
ReferencesCanestrino, 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 NHS FPX 8040 Assessment 3 Project Charter Part 3Leykum, L. K., Noël, P. H., Penney, L. S., Mader, M., Lanham, H. J., Finley, E. P., & Pugh, J. A. (2023). Interdisciplinary team meetings in practice: An observational study of IDTS, sensemaking around care transitions, and readmission rates. Journal of General Internal Medicine, 38(2), 324–331. https://doi.org/10.1007/s11606-022-07744-6 Saad Alessa, G. (2021). The dimensions of transformational leadership and its organizational effects in public universities in Saudi Arabia: A systematic review. Frontiers in Psychology, 12. https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2021.682092 |
Part 3 |
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| Intervention | |||||||||
| Planned Intervention | Staff surveys and previous recruitment and retention trends identified the need for more effective recruitment and retention strategies, leading to nursing shortages in the Lima Memorial Hospital. The planned intervention aims to address the current 75 vacant nursing positions and reduce the nursing staff shortage by bringing the number to 25 vacant positions out of 500 within 12 months. The intervention includes the implementation of evidence-based methods to attract and retain nursing staff, such as offering competitive salary packages, providing professional development opportunities, and fostering a respectful workplace environment to enhance staff satisfaction and retention rates (Pressley & Garside, 2023).
The team involved in the implementation of the change includes executive leadership, such as the executive sponsor, to provide support and resources and oversee the progress and success of the interventions. Moreover, nursing administration is involved in implementation, responsible for identifying staffing needs, implementing the initiatives (professional development opportunities and respectful workplace environment), and advocating for the preferences of nursing staff to make them feel valued and enhance their job satisfaction. Furthermore, representatives of Human Resources (HR) and finance departments are involved in revising salary packages, developing recruitment strategies, providing necessary funds and financial resources, and facilitating professional development programs. Lastly, a quality improvement team is essential to monitor the impact of the intervention on nursing staff satisfaction, turnover rates, and patient care outcomes, ensuring continuous improvement. The process for implementation is subdivided into three categories of implementation: Revising Salary Packages The HR department will comprehensively review salary structures and market rates. Salary adjustments will be made to ensure competitiveness and alignment with market rates. We aim to provide a 5% extra salary as compared to other organizations in the community. Additionally, medical benefits and other fringe compensations will be included in the package to attract qualified nurses and retain existing staff. The implementation of this intervention is planned to begin within the first three months of the project, with changes effective within 6-8 months. Professional Development Opportunities HR and Nursing Administration departments will collaborate to develop tailored professional development programs. Initially, the aim is to develop Continuing Professional Education (CPE) program and mentorship opportunities. The implementation of these initiatives requires 6-8 months, including the hiring of professional teachers, development of curriculum, and scheduling sessions. Later on, the plan aims to provide career advancement pathways, such as international internship opportunities, specialization in a particular field, and advanced job opportunities. These opportunities will be available on an ongoing basis throughout the project duration and their nursing careers with the Lima Memorial Hospital. Fostering a Respectful Workplace Environment Training sessions are planned for nursing leaders to promote a culture of respect, inclusivity, and open communication for nursing staff. Moreover, nurses will have separate training sessions to ensure they are respectful towards their colleagues and promote a shared decision-making environment. We aim to develop organizational policies and procedures to address issues related to workplace harassment and discrimination. Change implementation is planned within the first six months, with ongoing reinforcement through training and policy updates. |
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Measurement: Proposed Outcomes |
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| Develop outcome, process, and counter/balancing measures for your project. | |||||||||
| Outcome Measure | Process Measure | Counter/Balancing Measure | |||||||
| Lima Memorial Hospital will observe reduced nursing shortages by filling 50 vacant nursing positions, reducing the existing gap of 75/500 to 25/500 positions within 12 months. | Number of filled positions: This measure assesses the progress of filling vacant nursing positions on a monthly basis. The target is to fill a minimum of 4 vacant positions per month to meet the desired goal of 50 positions per year.
Employee Satisfaction Survey Scores: These surveys are essential to collect staff perceptions of the effectiveness of interventions. The goal is to achieve a 10% increase in satisfaction scores within six months. |
The planned intervention may have several other balancing measures: 1. Reducing nurse shortages can reduce workload and overtime needs for existing staff. 2. The project may lead to potential strain on the budget and resources. 3. Some team members may show resistance to change and reluctance to be involved in the implementation process. |
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Data Collection & Management |
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| Use the table below to develop a plan for the collection, management, and stewardship of the data you will collect for your Project Charter. Use at least one source/citation to support your data collection plan. | |||||||||
Data Collection
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Data Collector
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Collection Timeline
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Data Storage/Protection
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Diversity, Equity, and Inclusion
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Data collection will begin from the first month of plan implementation and continue for 12 months. Additionally, an employee satisfaction survey will be conducted bi-annually, starting six months after the execution of the plan. | A robust security system will be established to store and protect data. Data will be stored in electronic databases, protected with secure passwords and end-to-end encryption. This data will be accessible to authorized individuals using personally identifiable information, ensuring confidentiality and anonymity (Jaime et al., 2023). | Data interpretation will consider the principles of diversity, equity, and inclusion. This means that we will ensure that the findings are representative of the entire nursing staff population. Biases such as the selection of participants and social desirability can become significant concerns. Such biases will be addressed by ensuring diverse representation in survey samples and conducting sensitivity analyses of social factors before data collection and interpretation. | |||||
Ethical Leadership |
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| As a healthcare leader, addressing the Quadruple Aim is essential. This framework includes cost-effectiveness, enhancing population health outcomes, improving patient experiences, and promoting the team’s well-being (Arnetz et al., 2020). In the context of this framework, the project is beneficial for the nursing staff by improving working conditions and job satisfaction. Additionally, the reduction of the nursing shortage benefits patients by enhancing the quality of care and improving health outcomes. However, this project may be harmful to the stakeholders due to the increasing workload during the implementation phase. Furthermore, the project may have negative consequences on the hospital’s financial viability, thus decreasing financial reserves and straining the hospital’s resources. Ongoing monitoring, effective resource allocation, and soliciting feedback from the team members are essential mitigating strategies to address these challenges and fulfill the criteria of cost-effectiveness and the team’s well-being under the Quadruple Aim framework (Arnetz et al., 2020).
The plan aims to recruit nurses from diverse backgrounds, minority groups, and those from underrepresented backgrounds to ensure equitable participation and representation. This promotes diversity among the nursing workforce, which is essential to promote cultural competence, improve patient-provider communication, and address healthcare disparities. Diverse perspectives and backgrounds help nurses to provide patient-centered care, leading to better health outcomes and increased patient satisfaction (Carter, 2020). This project aligns with the ethical leadership principles that guide decision-making processes. Throughout the project, the aim is to guarantee transparency through clear communication among the team members, fairness in the recruitment and retention process, and accountability through shared decision-making and team engagement. Upholding these ethical standards will establish trust among stakeholders and promote a culture of integrity and respect (Varkey, 2021). A team leader will employ transformational and servant leadership styles to empower staff, promote diversity, advocate for equitable practices, and prioritize the team’s well-being, respect, and empathy. The well-being of project participants is prioritized through proactive measures such as providing support resources, fostering a respectful workplace environment, and promoting work-life balance. For that purpose, regular monitoring and feedback mechanisms will be used for continuous improvement and to guarantee the team’s well-being, thus fulfilling the Quadruple Aim framework. |
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SWOT Analysis |
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Strengths |
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| Several assets from the Lima Memorial Hospital will contribute to the success of the project, such as strong support from the leadership and dedicated resources for recruitment and retention initiatives. Moreover, the hospital’s effective partnerships with community organizations may broaden the candidacy of nurses for recruitment. | |||||||||
Weaknesses |
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| Potential weaknesses that challenge the project’s success include resistance/reluctance from team members, competing priorities within the organization, and budget constraints. Historical factors like inadequate communication, lack of recruitment and retention initiatives, and minimal motivation among team members may interlink with unsuccessful outcomes. | |||||||||
Opportunities |
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| The organization’s strengths, such as leadership support, access to resources, and established community collaboration, create opportunities for project success. These strengths will motivate team members and other stakeholders to participate and work towards shared goals, enabling alignment of project objectives with organizational priorities. Additionally, community partnerships offer access to additional resources and expertise within the community that can be beneficial for the project outcomes. By leveraging these opportunities, the organization can promote continuous improvement, enhance workforce retention, and improve patient care quality. | |||||||||
Threats |
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| Potential threats to the project’s success include external factors such as changes in healthcare regulations, economic unpredictability affecting funding, and increased nursing talent competition in the healthcare sector. Addressing these threats requires ongoing monitoring of the external landscape and preparedness for uncertain circumstances. | |||||||||
ReferencesArnetz, B. B., Goetz, C. M., Arnetz, J. E., Sudan, S., vanSchagen, J., Piersma, K., & Reyelts, F. (2020). Enhancing healthcare efficiency to achieve the Quadruple Aim: An exploratory study. BMC Research Notes, 13, 362. https://doi.org/10.1186/s13104-020-05199-8 Carter, B. (2020). Achieving diversity, inclusion and equity in the nursing workforce. Revista Latino-Americana de Enfermagem, 28, e3254. https://doi.org/10.1590/1518-8345.0000-3254 Jaime, F. J., Muñoz, A., Rodríguez-Gómez, F., & Jerez-Calero, A. (2023). Strengthening privacy and data security in biomedical microelectromechanical systems by IoT communication security and protection in smart healthcare. Sensors (Basel, Switzerland), 23(21), 8944. https://doi.org/10.3390/s23218944 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 Varkey, B. (2021). Principles of clinical ethics and their application to practice. Medical Principles and Practice, 30(1), 17–28. https://doi.org/10.1159/000509119 |
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