NURS FPX 9100 Assessment 6 Project Charter

Project Charter Part 1 Project Charter Information Project Name Provider Inbox Management Optimization (PIMO): Creating the Optimal Inbox Project Site Adelante Healthcare – Adult and Family Medicine Contact at site Name with credentials: Robert Babyar, MD, Chief Medical OfficerOrganizational Email: robert.babyar@adelantehealthcare.org Phone Number:877-809-5092 Preceptor Name with credentials: Adita Flagg Email: adita.flagg@adelantehealthcare.orgPhone Number: 877-809-5092   Executive Sponsor Chief Executive Officer (CEO) of Adelante HealthcareThe 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. Part 1 Project Charter Information                   Gap Analysis A January 2023 report pulled by analysts at the project site 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, which stemmed from a collection of patient complaints. Currently, no response time policy, procedure, or guideline is in place for clinical staff to understand and adhere to best practices. The practice gap was first identified in May 2022 while working alongside a DNP graduate and medical director. The medical director explained the many challenges providers face, including time, duplication of efforts, and a lack of delegation or support. A root cause analysis was then conducted to identify additional challenges. Appendix A shows a Fishbone diagram for the practice gap. The practice gap was then discussed with the executive sponsor, R.B., and approval was given to begin a quality improvement project and address the issue. The desired state involves implementing an evidence-based intervention, in this case, a response time policy. A response time policy will support timelier patient-provider communication and reduce patient care delays.The response time policy will also promote delegation, collaboration, and interdepartmental support to respond to patient messages within a specified period.The 2023 National Patient Safety Goals published by The Joint Commission focus on improving patient safety in all aspects of healthcare. More specifically, goal number 2 is focused on improving communication among caregivers. With the newly published goals, the project site has a renewed focus on closing this care gap and adhering to evidence-based practice recommendations (The Joint Commission Requirements, 2023). 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).A 2019 qualitative study conducted by Kaiser Permanente across 4 months found that consistently responding to patient messages saves time, as delayed responses inevitably generate more patient calls to the practice (Lieu, et al., 2019). An additional study by North et al. (2018) conducted a cohort study including 600 patients in which a response time policy was implemented. The response-time policy provided staff direction to respond to all patient messages within 24 hours, excluding holidays resulting in timelier responses to patient inquiries. The PIMO project aims to improve patient-provider Project Charter Information               Evidence to Support the Need Reviewing 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 non- provider 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. While patient portals offer healthcare providers numerous opportunities to communicate with their patients, policy improvements are needed, as these changes may ultimately lead to better use and uptake (Steitz et al., 2019). 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. This means that policies may also need to be instituted that require healthcare facilities to upgrade the organization’s existing patient portals for the latest innovations. 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 Project Charter Information PICOT For 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 asmeasured by the policy description. Part II   Stakeholders  Stakeholder Identify 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  Initials or fictitious name Title, Role or Affiliatio n.  Connecti on to the project. Potential impact (how affected).  Contribut ion to the project. Barriers or anticipate d challenges if any Project Charter Information         C.A.      Director of Nursing & Nutrition Services        Project Lead Impact is had through direct involvem ent in project to support implemen tation across both nursing and non- nursing discipline s.    Project Lead. Will drive change, implemen tation, data collection, and analysis. Potential challenge s may include schedulin g conflicts with colleague s and additional stakehold ers as well as potential staffresistance to change Project Charter Information       A.F.    Director of Quality, Safety & Clinical Risk     Quality, Safety & Risk implicati ons  Impact is had through direct involvem ent in project to support implemen tation. Support with implemen tation roll out in complian ce with project site policies, procedure s, and guidelines. Apotential barrier to consider is increased workload or inability to prioritize another project.        S.A.L.       Regional Medical Director     Advance d Practice Provider and Physician involvem ent Impact is had through direct involvem ent in project to support implemen tation through the lens of medical providers. Support with implemen tation roll out in complian ce with project site policies, procedure s, and guideline s.  Apotential barrier to consider is increased workload or inability to prioritize another project. Project Charter Information                Team Leader C.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

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