NURS FPX 9100 Assessment 6 Project Charter

Name

Capella university

NURS-FPX 9100 Defining Nursing Doctoral Project

Prof. Name

Date

Conceptualizing a Potential Project-Signature Assessment

Project Charter

Table 1: Project Charter Details

Field	Information
Project Name	Provider Inbox Management Optimization (PIMO): Designing the Ideal Inbox Workflow
Project Location	Adelante Healthcare – Adult and Family Medicine
Site Contact	Name and Credentials: Robert Babyar, MD, Chief Medical Officer Email: robert.babyar@adelantehealthcare.org Phone: 877-809-5092
Preceptor	Name and Credentials: Adita Flagg Email: adita.flagg@adelantehealthcare.org Phone: 877-809-5092
Executive Sponsor	Chief Executive Officer (CEO) of Adelante Healthcare. The CEO plays a pivotal role in overall company operations, productivity, financial oversight, and providing political and networking advocacy for the organization.

Gap Analysis

Table 2: Gap Analysis

Field

Information

Gap Analysis

As of January 2023, data indicated that approximately 75% of patient portal messages were left unaddressed within a three-day window. The Quality Department flagged this issue during an inquiry into delayed patient communication. Notably, the organization lacked formalized policies or procedures for message response times. This deficiency was first noted in May 2022, prompting a root cause analysis. (See Appendix A for the Fishbone Diagram illustrating contributing factors.) The intended outcome is to introduce a structured, evidence-based response time policy. The Joint Commission’s 2023 National Patient Safety Goals emphasize enhancing inter-provider communication. Inefficient inbox management contributes to information overload, heightened job dissatisfaction, and burnout among healthcare providers (Murphy et al., 2019).

Evidence Supporting the Need

Table 3: Supporting Evidence

Field

Information

Evidence to Support the Need

An extensive review of evidence-based strategies for inbox workflow optimization revealed consistent benefits from implementing response time policies. These interventions improved clinical efficiency, bolstered patient engagement, increased support staff participation, and enabled quicker communication via patient portal systems. Hefner et al. (2019) highlighted the necessity of instituting or revising policies to ensure that healthcare providers receive adequate training. Similarly, Lieu et al. (2019) emphasized policy improvements aimed at enhancing inter-provider training. Reynolds et al. (2021) underlined the importance of patient portals offering timely, relevant, and contextualized healthcare guidance. This project will encompass the development and implementation of a response time policy, staff education, and training on policy requirements. Findings from Huang et al. (2022) further suggest that optimizing inbox workflows across various care settings can significantly enhance workload distribution and efficiency. Instituting policy reforms alongside robust training and advanced messaging systems can improve patient safety, minimize treatment delays, and elevate patient satisfaction.

PICOT Statement

Table 4: PICOT

Field

Information

PICOT

For healthcare staff and providers (P), how does instituting a patient-provider response time policy (I) for portal messages, compared to the current unregulated state (C), influence message response times (O) over a two-month period (T)? Project Aim: The PIMO initiative aims to enhance patient-provider communication timeliness, ensuring compliance with new policy standards while reducing care delays.

Stakeholder Identification

Table 5: Stakeholder Roles

Field

Information

Stakeholder

Key internal and external stakeholders include: – C.A., Director of Nursing & Nutrition Services: Leads project execution across clinical disciplines. Potential challenges include scheduling and staff resistance. – A.F., Director of Quality, Safety & Clinical Risk: Oversees policy compliance and project roll-out, with workload demands posing possible obstacles. – S.A.L., Regional Medical Director: Guides implementation through a medical provider lens. Concerns include increased workload and prioritization issues.

Team Leader

Table 6: Team Leadership

Field

Information

Team Leader

C.A. has been designated as the project lead for this quality improvement initiative. Successful execution will require collaboration across multiple departments and leaders. Effective communication, stakeholder engagement, and a multi-perspective approach will be vital for project success. C.A.’s extensive 14-year nursing and leadership experience, relationship-building skills, and advocacy for change uniquely position her to manage this project. Her leadership approach combines servant and transformational leadership models, focusing on team empowerment and skill development (Manning & Curtis, 2019).

References

Akbar, F., Mark, G., Prausnitz, S., Warton, E. M., East, J. A., Moeller, M. F., Reed, M. E., & Lieu, T. A. (2021). Physician stress during electronic health record inbox work: In situ measurement with wearable sensors. JMIR Medical Informatics, 9(4), e24014. https://doi.org/10.2196/24014

NURS FPX 9100 Assessment 6 Project Charter

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

Arndt, B. G., Beasley, J. W., Watkinson, M. D., et al. (2018). Tethered to the EHR: Primary care physician workload assessment using EHR event log data and time-motion observations. Annals of Family Medicine, 15(5), 419–426.

Ehrler, F., Tuor, C., Trompier, R., Berger, A., Ramusi, M., Rey, R., & Siebert, J. N. (2022). Effectiveness of a mobile app in reducing therapeutic turnaround time and facilitating communication between caregivers in a pediatric emergency department: A randomized controlled pilot trial. Journal of Personalized Medicine, 12(3), 428. https://doi.org/10.3390/jpm12030428

Ghaleb, H., & Abdullah, A. A. (2021). A conceptual framework for impact of project complexity on success of railway construction projects: The moderating role of effective communications to all stakeholders. The Journal of Management Theory and Practice (JMTP), 2(1), 62–69. https://doi.org/10.37231/jmtp.2021.2.1.85

Institute for Healthcare Improvement (IHI). (2019). How to improve. http://www.ihi.org/resources/Pages/HowtoImprove/default.aspx

Lanham, H. J., Leykum, L. K., & Pugh, J. A. (2018). Examining the complexity of patient-outpatient care team secure message communication: Qualitative analysis. Journal of Medical Internet Research, 20(7), e218. https://doi.org/10.2196/jmir.9269

Manning, G., & Curtis, K. (2012). The art of leadership (4th ed.). McGraw-Hill.

Murphy, C. B. (2022, December 19). Pros and cons of stratified random sampling. Investopedia. Retrieved March 7, 2023, from https://www.investopedia.com/ask/answers/041615/what-are-advantages-and-disadvantages-stratified-random-sampling.asp

NURS FPX 9100 Assessment 6 Project Charter

Murphy, D. R., Satterly, T., Giardina, T. D., Sittig, D. F., & Singh, H. (2019). Practicing clinicians’ recommendations to reduce burden from the electronic health record inbox: A mixed-methods study. Journal of General Internal Medicine, 34(9), 1825–1832. https://doi.org/10.1007/s11606-019-05112-5

Musheke, M. M., & Phiri, J. (2021). The effects of effective communication on organizational performance based on the systems theory. Open Journal of Business and Management, 9, 659–671. https://doi.org/10.4236/ojbm.2021.92034