Name
Capella university
NURS-FPX 9100: Virtual Check-in 2
Prof. Name
October, 2024
Project Charter
The Project Charter for the Provider Inbox Management Optimization (PIMO) initiative outlines the objectives and scope of the effort to enhance patient communication through improved management of provider inboxes (Rajeh et al., 2020). This project aims to address the significant issue of delayed patient responses, as identified in previous assessments, where 75% of patient messages were not reviewed within three days. Key stakeholders, including clinical staff, administrative personnel, and IT specialists, are involved to ensure a collaborative approach to optimizing the patient portal and establishing a response-time policy. The charter defines specific goals, such as reducing response times, increasing patient engagement, and enhancing the efficiency of clinical workflows. Additionally, it includes a plan for staff training and the development of monitoring systems to track compliance with the new guidelines. By clearly delineating the project’s scope and objectives, the Project Charter ensures that all efforts align with the overarching goal of improving patient satisfaction and operational efficiency within the healthcare organization.
Project Charter Information
| Project Name | Patient Portal Enhancement Initiative (PPEI): Improving Patient Access to Health Information |
| Project Site | Green Valley Health Center – Primary Care Department. |
| Contact at Site | Dr. Sarah Thompson, MD, Medical Director.Email.sarah.thompson@greenvalleyhealth.orgPhone Number800-123-4567 |
| Preceptor | James Rowe, RN, BSNPreceptor Phone800-123-4567 |
| Executive Sponsor | Chief Executive Officer of Green Valley Health CenterThe CEO mainly serves as a guardian for the entire accomplishment and performance of an organization. He leads the strategic orientation of a company, providing fiscal, political, and networking support that is most necessary to achieve organizational objectives. |
Gap Analysis
| Part 1 Project Charter Information | |
| Gap Analysis | The engagement of relevant stakeholders will prove important for the realization of the state envisaged through the involvement of clinical staff, IT professionals, and administrative personnel in the development and implementation of the new protocol. An essential training session will be delivered to all staff members for real-life experience with the importance of timely updates and how to navigate the portal of the patient efficiently. There must be a monitoring system to ensure compliance with the new standard, within which measures for improvement can be determined to allow an incentive for accountability. Building a communicative and collaborative culture at the organizational level will be found to go a long way toward boosting patient engagement and trust, culminating in better health outcomes and operational efficiency (Bucknall et al., 2020). |
Evidence to Support the Need
| Part 1 Project Charter Information | |
| Evidence to Support the Need | Several critical themes emerged from the review of evidence-based interventions to optimize inbox management (Sinsky et al., 2020). Among them, a policy on response time could indeed enhance clinical staff efficiency, promote patient activation, and get more non-provider clinical personnel engaged. In addition, this would allow for more timely message and result communication through patient portal systems. Such policies and procedures regarding the use of patient online portals will ensure that there is accountability among staff members dealing with the communication created with the patient. Such a well-crafted approach may lead to an organized workflow, minimizing missed messages and delayed responses.Furthermore, there is growing recognition that training on knowledge about how to deal with all these new protocols is necessary for healthcare providers as well. Investing in training programs empowers the organizational staff with better skills needed for managing inboxes effectively and answering the questions patients may ask them promptly (Socha, 2021). Improving the functionality of patient portals to allow virtual interactions and personalized medical advice enhances patient satisfaction and trust. Hence, its ability to address some of these areas makes a well-structured and responsive healthcare system that also ensures good patient outcomes and a more keen patient population. |
PICOT
| Part 1 Project Charter Information | |
| PICOT | For the clinical staff and providers at Green Valley Health Center (P), compare the implementation of a standardized response-time policy to manage and respond to portal messages with the current state of no standardized response-time policy in terms of improving response times over the two months following the implementation (I) vs. no standardized response-time policy (C) over two months following the implementation (O), for T. This project aims to optimize the management of the provider inbox such that patient-provider response times are improved, not only to meet but also exceed the time measures the new policy would aim to establish, thereby reducing wait times in patient care. |
Part II Stakeholders
| Part 1 Project Charter Information | |
| R.B. Chief Medical Officer (CMO) | The Chief Medical Officer will direct the project from the clinical perspective, and his involvement will contribute toward the implementation process being up to the clinical standards of the organization (Socha, 2021). For an action to be established by the medical staff, his involvement is crucial. He would then have to balance the already heavy burden that rests on his shoulders. |
| J.M. Director of Patient Engagement | He would play the most critical role in response-time policy implementation by improving and enhancing the needs and requirements of the patient, thus ensuring that communication with providers is given (Wen et al., 2022). He could use this experience to propose efficient strategies on how much can be executed. However, two potential barriers to its implementation may range from a hostile reaction from the patients to a new process or technology. |
| L.K. Nursing Manager | In response to this, the Nursing Manager oversees the implementation directly with nursing staff and facilitates training and promotion of the new policy on response time (Clavijo et al., 2021). Leadership is essential in facilitating the buy-in of the nursing team. This might include determining proper times for delivering training, and ways to deal with staff concerns regarding workload, among others. |
| D.P. Information Technology (IT) Specialist | The IT Specialist would help implement the response-time policy, with the added task of integrating all the necessary tools into already existing electronic health records systems (Lloyd et al., 2023). This would allow them to ensure proper operation and data collection. Some possible challenges include technical problems during the implementation process and further training required for the staff on the new systems. |
Team Leader
| Part 1 Project Charter Information | |
| Team Lead | C.A. is the team leader in the quality improvement DNP project, a role that requires active participation from various departments and teams for successful implementation. With over 14 years of experience in both nursing and leadership roles, C.A. has been a Director of Nursing at the facility in which the project is implemented. His high EQ, organizational skills, and drive make him an ideal leader for this initiative. C.A. They draw on a combination of servant leadership and transformational leadership, which is more about the empowerment of team members to enable their growth and, therefore, allow them to reach their ultimate potential. It increases the collaboration of a team; communicating support enhances clear communication and support gateway to challenge-beating ability for the completion of the project. |
NURS FPX 9100 Assessment 6 References
Bucknall, T. K., Hutchinson, A. M., Botti, M., McTier, L., Rawson, H., Hitch, D., Hewitt, N., Digby, R., Fossum, M., McMurray, A., Marshall, A. P., Gillespie, B. M., & Chaboyer, W. (2020). Engaging patients and families in communication across transitions of care: an integrative review. Patient Education and Counseling, 103(6), 1104–1117. https://doi.org/10.1016/j.pec.2020.01.017
Clavijo, M. Z., Romero, G., Gómez, A., López, F., Sanz, S., & López, I. M. (2021). Leadership as a facilitator of evidence implementation by nurse managers: a meta-synthesis. Western Journal of Nursing Research, 44(6), 019394592110049. https://doi.org/10.1177/01939459211004905
Lloyd, S., Long, K., Probst, Y., Di Donato, J., Oshni Alvandi, A., Roach, J., & Bain, C. (2023). Medical and nursing clinician perspectives on the usability of the hospital electronic medical record: A qualitative analysis. Health Information Management: Journal of the Health Information Management Association of Australia, 53(3), 18333583231154624. https://doi.org/10.1177/18333583231154624
Rajeh, N., Grant, J., Farsi, J., & Tekian, A. (2020). Contextual analysis of stakeholder opinion on management and leadership competencies for undergraduate medical education: informing course design. Journal of Medical Education and Curricular Development, 7, 238212052094886. https://doi.org/10.1177/2382120520948866
Sinsky, C. A., Biddison, L. D., Mallick, A., Dopp, A. L., Perlo, J., Lynn, L., & Smith, and C. D. (2020). Organizational evidence-based and promising practices for improving clinician well-being. NAM Perspectives. https://nam.edu/organizational-evidence-based-and-promising-practices-for-improving-clinician-well-being/
Socha, K. (2021). Empowering the health workforce to make the most of the digital revolution. OECD library. https://www.oecd-ilibrary.org/content/paper/37ff0eaa-en
Wen, M. H., Bai, D., Lin, S., Chu, C. J., & Hsu, Y. L. (2022). Implementation and experience of an innovative smart patient care system: a cross-sectional study. BMC Health Services Research, 22(1). https://doi.org/10.1186/s12913-022-07511-7
