Category: DNP

NHS FPX 8040 Assessment 4 Project Charter Part 4: Poster Presentation Name Capella university NHS-FPX 8040 21st-Century Health Care Leadership Prof. Name Date Rephrased in Paragraphs Project Charter Development To create your project charter, use this template as a foundation, replacing the instructional text in the cells with the required information. If necessary, make a duplicate copy of the template to review the instructions at any time. Each section of the charter must be completed by following the detailed step-by-step guidelines and substituting the placeholder text with specific project details. Submit the finalized project charter as a single document for evaluation to ensure the assessment process reflects the project’s progress effectively. Part 1: Project Overview The current state of the population reflects a lack of awareness of coronary artery disease (CAD) and its associated complications and mortality rates. The desired state is to enhance awareness about CAD, including its symptoms, complications, self-management practices, and available treatment options. The gap identified is a general unawareness of CAD, its risk factors, symptoms, management, treatment, and prevention methods. Methods employed to identify this gap include surveys, focus groups, and an analysis of hospital data. Addressing this gap is essential, as it holds significant implications for the identified population. Improving awareness can enhance living standards and reduce CAD-related mortality. CAD remains a leading cause of death in the United States, with healthcare costs exceeding $200 billion annually (Brown et al., 2022). Part 2: Project Team The project team comprises diverse professionals with distinct roles. The Executive Sponsor from Cardiovascular Services at Vila Health provides senior leadership oversight. Registered Cardiac Nurses educate both patients and staff, while the Project Manager ensures project coordination and task execution. The Cardiologist plays an integral role in promoting CAD awareness, and the Marketing Director implements marketing strategies. Patient Service Representatives serve as the first point of contact, gathering essential data. Research Analysts focus on collecting and analyzing CAD-related data, while the Team Leader, typically a primary care physician, manages care coordination for CAD patients. Stakeholders include patients with CAD, government agencies such as the CDC, and nursing staff. Patients, as primary stakeholders, will gain improved knowledge and actively participate in awareness programs. Government agencies contribute by funding, developing policies, and supporting educational campaigns, while nursing staff work closely with patients to implement the project’s strategies effectively. Communication Plan The communication plan ensures consistent updates across stakeholders. The Executive Sponsor will receive monthly updates and quarterly reviews through presentations, meetings, and detailed reports that highlight project updates and strategic recommendations. Team Members will participate in weekly meetings held via in-person discussions, social media, emails, and Zoom, focusing on timelines, tasks, deadlines, and overall project progress. NHS FPX 8040 Assessment 4 Project Charter Part 4: Poster Presentation Table Representation Part 1: Project Overview Current State Desired State Identified Gap Methods Used to Identify the Gap Implications/Relevance Unawareness of CAD and related complications and mortality. Enhanced awareness of CAD, its symptoms, self-management, and treatment options. Lack of awareness of CAD risk factors, symptoms, management, treatment, and prevention. Surveys, focus groups, and analysis of hospital data. Improved living standards and reduced mortality. Part 2: Project Team Title Department Role Executive Sponsor Cardiovascular Services at Vila Health Senior leader overseeing projects. Registered Cardiac Nurses Vila Health Educating patients and nursing staff. Project Manager Vila Health Organization Overseeing project and coordinating efforts. Cardiologist Vila Health Promoting CAD awareness. Marketing Director Vila Health Developing and implementing marketing strategies. Patient Service Representative Vila Health First point of contact, recording data. Research Analyst Vila Health Collecting and analyzing CAD data. Communication Plan Stakeholder Frequency of Communication Medium of Communication Content of Communication Executive Sponsor Monthly updates, Quarterly reviews Presentations, reports, meetings Key performance indicators, project updates, strategic recommendations. Team Members Weekly meetings In-person, social media, emails, Zoom Project timeline, tasks, deadlines, and progress updates. References Centers for Disease Control and Prevention. (2023, March 7). CDC Division for Heart Disease and Stroke Prevention (DHDSP) Home. https://www.cdc.gov/dhdsp/index.htm Charalambous, A., & Kelly, D. (2018). Promoting a safety culture through effective nursing leadership in cancer care. European Journal of Oncology Nursing, 36, vi–vii. https://doi.org/10.1016/j.ejon.2018.10.002 Elwy, A. R., Maguire, E. M., Kim, B. Y., & West, G. N. (2022). Involving stakeholders as communication partners in research dissemination efforts. Journal of General Internal Medicine, 37(S1), 123–127. https://doi.org/10.1007/s11606-021-07127-3 Government of Alberta. (n.d.). Coronary Artery Disease: Roles of Different Doctors. https://myhealth.alberta.ca/Health/Pages/conditions.aspx?hwid=ue4694abc NHS FPX 8040 Assessment 4 Project Charter Part 4: Poster Presentation Sritoomma, N., & Wongkhomthong, J. (2021). The strategic leadership competencies of chief nurse executives in private hospitals in Thailand. Journal of Nursing Management, 29(7), 2047–2055. https://doi.org/10.1111/jonm.13361 Van Dam, P. J., Griffin, P., Peterson, G. M., Reeves, N., Kirkwood, L., & Prior, S. L. (2020). Organizational support in healthcare redesign education: A mixed-methods exploratory study of expert coach and executive sponsor experiences. International Journal of Environmental Research and Public Health, 17(15), 5308. https://doi.org/10.3390/ijerph17155308  

NHS FPX 8040 Assessment 3 Project Charter Part 3 Name Capella university NHS-FPX 8040 21st-Century Health Care Leadership Prof. Name Date Project Overview Project Name: Healing the Workforce: Addressing Nursing Shortages at Lima Memorial Hospital Gap Analysis: Lima Memorial Hospital is currently facing a significant nursing shortage, with 75 vacant positions out of 500 approved spots for registered nurses. This staffing deficit has led to increased workloads for existing nurses, resulting in higher burnout rates and compromised patient care. To address this issue, the hospital aims to reduce the number of vacant positions to 25 within 12 months. Achieving this target will alleviate the workload for current staff and enhance the quality of patient care. The gap between the current state and the desired state has been identified through various methods, including the review of staffing levels, vacancy rates, and recruitment and retention trends. Surveys conducted among nursing staff have highlighted challenges such as excessive workload and burnout, emphasizing the need for intervention to ensure effective healthcare delivery and improved patient outcomes. Current State vs. Desired State Table Current State Desired State Identified Gap Methods Used to Identify the Gap Implications/Relevance to the Population 75 vacant positions for registered nurses out of 500 approved positions. 25 vacant positions for registered nurses out of 500 approved positions. Filling 50 vacant registered nurse positions. Reviewed current staffing levels, vacancy rates, and recruitment trends. Surveys assessed workload and burnout. Nursing shortages lead to poor patient outcomes, reduced satisfaction, and compromised care quality. Addressing these issues ensures effective healthcare delivery. Evidence to Support the Need Recent staff surveys at Lima Memorial Hospital reveal that 65% of nurses experience burnout due to the increased workload caused by staffing shortages. Additionally, 50% of respondents highlighted the negative impact on patient safety and care quality. These findings underscore the urgent need to address nursing shortages. Globally, nursing shortages present a critical healthcare challenge. According to Tamata and Mohammadnezhad (2022), approximately three million additional nurses are required in the United States to bridge this gap. Regulatory bodies such as The Joint Commission emphasize the need to maintain acceptable staffing levels to ensure safe and effective care delivery (Baker, 2022). Addressing nursing shortages enhances patient safety, reduces workload and burnout, and optimizes healthcare resource allocation (Udod, 2023). Problem Statement: The nursing shortage at Lima Memorial Hospital is primarily due to inadequate recruitment and retention strategies, leading to poor staff well-being, high turnover rates, and vacant nursing positions. This gap compromises care quality, demanding targeted interventions to improve hiring, retention, and hospital workflows. SMART Objectives Specific Measurable Achievable Relevant Time-Bound Target population includes current and potential nursing staff and recruitment departments. Observe a measurable reduction of 50 vacant nursing positions. Realistic and achievable with available resources and leadership commitment. Ensures equitable access to healthcare, aligned with the mission of improving staff well-being and patient care. Fill 50 vacant positions within 12 months. Project Aim: This project aims to address the nursing shortage at Lima Memorial Hospital by reducing the number of vacancies from 75 to 25 within 12 months. Evidence-based strategies such as competitive salaries, professional development, and fostering a positive work environment will be employed to improve staff retention, enhance patient care quality, and reduce staff burnout. 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 nurses’ intentions to stay. Nursing Open, 10(5), 2842–2858. https://doi.org/10.1002/nop2.1588 NHS FPX 8040 Assessment 3 Project Charter Part 3 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 Intervention Plan The intervention plan addresses the nursing shortage at Lima Memorial Hospital by filling 50 vacant nursing positions, reducing the gap from 75 to 25 out of 500 positions within 12 months. This initiative includes evidence-based strategies such as revising salary packages, enhancing professional development opportunities, and fostering a respectful workplace environment. These measures aim to improve staff satisfaction and retention rates (Pressley & Garside, 2023). The implementation team comprises multiple stakeholders: Executive Leadership: Provides support, resources, and oversight for the intervention’s progress and success. Nursing Administration: Identifies staffing needs, oversees professional development initiatives, and advocates for nursing staff preferences to enhance job satisfaction. Human Resources (HR) and Finance Departments: Develop recruitment strategies, revise salary structures, provide financial resources, and facilitate professional development programs. Quality Improvement Team: Monitors intervention outcomes, such as satisfaction levels, turnover rates, and patient care improvements, ensuring continuous evaluation. NHS FPX 8040 Assessment 3 Project Charter Part 3 The intervention’s process includes three major components: Revising Salary Packages HR will review current salary structures and market rates to offer competitive compensation. This involves a 5% increase over community averages, including additional medical benefits and fringe compensations. Implementation will begin in the first three months, with adjustments effective within six to eight months. Professional Development Opportunities Collaborating with HR, Nursing Administration will establish Continuing Professional Education (CPE) programs and mentorship opportunities. These initiatives will be developed within six to eight months, incorporating curriculum development and session scheduling. Long-term strategies include career advancement pathways, international internships, and specialization opportunities, available throughout the project and nursing careers at the hospital. Fostering a Respectful Workplace Environment Leadership training will focus on promoting inclusivity and open communication, complemented by staff training to enhance collegial respect and shared decision-making. Policies addressing harassment and discrimination will be developed, with changes implemented within six months and reinforced through ongoing training and policy updates. Outcome Measurement Outcome Measure Process Measure Counter/Balancing Measure Reduce nursing shortages by filling 50 vacant positions within 12 months, leaving 25/500 positions unfilled. Monthly tracking of filled positions. Goal: Fill a minimum of 4 positions per month to achieve the annual target. Balancing measures

NHS FPX 8040 Assessment 2 Project Charter Part 2 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 facing a significant challenge with a nursing shortage, negatively impacting healthcare delivery and patient outcomes. Of the 500 approved registered nursing positions, 75 remain vacant, leading to increased workloads for existing staff, elevated burnout rates, and compromised patient care quality. The project aims to reduce these vacancies to 25 within 12 months, alleviating staff workload and enhancing the overall quality of care. Current State Desired State Identified Gap Methods Used to Identify the Gap Implications/Relevance to Identified Population 75 vacant nursing positions due to inadequate recruitment and retention strategies. 25 vacant positions by the end of 12 months. Filling 50 positions within the hospital. Analysis of current staffing levels, vacancy rates, and staff feedback through surveys on workload and burnout. Nursing shortages lead to compromised patient care and adverse outcomes. Addressing this gap ensures effective healthcare delivery and patient safety. Evidence to Support the Need Recent surveys conducted at Lima Memorial Hospital reveal that 65% of nursing staff report high burnout levels, while 50% express concerns about compromised patient safety due to staffing shortages. This aligns with global trends, where approximately three million additional nurses are needed in the U.S. to close the gap (Tamata & Mohammadnezhad, 2022). Furthermore, the Joint Commission highlights the importance of maintaining adequate staffing levels to ensure safe, effective care (Baker, 2022). Addressing this shortage is essential for financial sustainability, resource optimization, and equitable access to quality healthcare (Udod, 2023). Problem Statement The nursing shortage at Lima Memorial Hospital, driven by inadequate recruitment and retention strategies, compromises care quality, increases staff turnover, and undermines overall staff well-being. Targeted interventions are required to fill these vacancies and improve workflows for enhanced patient outcomes. SMART Objectives Specific: Focus on the hospital’s nursing staff and applicants for vacant positions, along with recruitment and retention processes. Measurable: Reduce nursing turnover rates and fill 50 vacant positions. Achievable: Leverage resources and leadership commitment to implement initiatives. Relevant: Aligns with the hospital’s mission of promoting staff well-being and excellent patient care, while addressing healthcare disparities. Time-Bound: Complete the project within 12 months. Project Aim This project seeks to reduce nursing turnover and vacancies at Lima Memorial Hospital, decreasing the number of vacant positions from 75 to 25 within 12 months. This will benefit nurses by reducing workload and burnout while enhancing patient care quality. Evidence-based strategies, such as competitive salaries, professional development, and a respectful workplace, will be implemented. 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 2 Project Charter Part 2 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 Part 2: Project Team Title Department Role and Contribution Executive Sponsor Medical Administration Oversees resource allocation, approves initiatives, and facilitates interdepartmental collaboration. Nurse Manager Nursing Administration Provides insights on staffing challenges and daily workflows, contributing to effective strategy design and implementation. HR Manager Human Resources Develops recruitment and retention strategies, ensuring alignment with hospital policies. QI Coordinator Quality Assurance Monitors project outcomes, evaluates impact, and facilitates continuous improvement initiatives. Finance Manager Finance Conducts cost-benefit analyses, budgets for project initiatives, and ensures financial sustainability. Team Leader (CNO) Nursing Administration Employs transformational and servant leadership to inspire collaboration and address staffing challenges while fostering a supportive environment. Stakeholders Title/Role Connection to the Project Impact Contribution Union Representative Advocates for nursing staff rights and interests. Improved working conditions. Provides feedback on strategies and advocates for the team. Patient Advocate Focuses on patient safety and care quality. Enhanced patient satisfaction. Offers insights into patient experiences and priorities. Community Leader Represents the hospital’s local community. Improved community trust and healthcare. Advocates for resources and supports workforce initiatives. NHS FPX 8040 Assessment 2 Project Charter Part 2  

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 Project Overview Project Name Healing the Workforce: Addressing Nursing Shortages at Lima Memorial Hospital Gap Analysis Lima Memorial Hospital faces significant challenges due to nursing shortages, which disrupt healthcare delivery and negatively impact patient outcomes. Currently, 75 registered nurse (RN) positions are vacant out of 500 approved roles. This gap places an increased workload on the existing staff, leading to burnout and decreased quality of patient care. The goal is to address this issue by reducing the number of vacant positions to 25 within 12 months. Achieving this target will alleviate the workload for current staff and enhance patient care quality. Gap Analysis Table Current State Desired State Identified Gap Methods to Identify Gap Implications/Relevance to Population 75 vacant RN positions out of 500 approved positions due to inadequate recruitment and retention strategies. Reduce vacancies to 25 RN positions by the end of 12 months. Hire and retain 50 RNs to address the staffing shortage. Reviewed staffing levels, vacancy rates, and trends in recruitment/retention. Conducted surveys assessing workload and burnout among nurses. Nursing shortages lead to compromised patient care, adverse outcomes, and reduced patient satisfaction. Addressing this gap ensures safer, more effective healthcare delivery. Evidence to Support the Need A staff survey at Lima Memorial Hospital revealed that 65% of nurses reported increased workloads due to shortages, and 50% highlighted negative impacts on patient safety and care quality. Global data further emphasizes the urgency of this issue, with Tamata and Mohammadnezhad (2022) estimating that the U.S. needs three million additional nurses to bridge the gap. Regulatory bodies, such as the Joint Commission, mandate adequate staffing levels to ensure safe and effective care delivery (Baker, 2022). Nursing shortages also increase operational costs and limit access to healthcare in underserved areas. Improving this situation is critical to maintaining financial sustainability, optimizing resource use, and promoting equitable healthcare access (Udod, 2023). NHS FPX 8040 Assessment 1 Project Charter Part 1 Problem Statement The nursing shortage at Lima Memorial Hospital stems from ineffective recruitment and retention strategies, resulting in increased staff turnover, burnout, and 75 vacant nursing positions. This gap compromises care quality and necessitates targeted interventions to enhance hiring practices, retention efforts, and hospital workflows for improved staff and patient outcomes. SMART Objectives SMART Component Details Specific Targeting nursing staff at Lima Memorial and potential candidates, focusing on recruitment and retention. Measurable Aim to reduce nursing turnover and fill 50 vacant positions, resulting in 25 vacancies. Achievable Realistic due to resource availability and leadership commitment to improve staff satisfaction. Relevant Aligns with the hospital’s mission to provide excellent care, reduce disparities, and promote workforce equity. Time Completion of the project within 12 months. Project Aim This project aims to address nursing shortages at Lima Memorial Hospital by filling 50 of the 75 current vacancies within 12 months. The project will focus on implementing evidence-based recruitment and retention strategies, including competitive salary packages, professional development opportunities, and fostering a respectful workplace environment (Pressley & Garside, 2023). Success will benefit both nurses, by reducing burnout and improving job satisfaction, and patients, by ensuring access to equitable, high-quality care. 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 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

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2 Name Capella university NHS-FPX 8002 Collaboration, Communication, and Case Analysis for Doctoral Learners Prof. Name Date Personal Leadership Portrait Leadership is the ability to influence and guide individuals toward a shared vision. It comprises setting directions, making decisions, and encouraging others to achieve the goals effectively. In the healthcare sector, leadership qualities are essential to foster innovation, ensure patient safety, and bring advancements within the organization. Several leadership styles are developed by historical leaders and scholars, including transformational, servant, transactional, charismatic, contingency, trait leadership, etc. This assessment delves into my personal leadership qualities and the leader I aspire to become.  Personal Approach to Healthcare Leadership  My personal approach to leadership is to employ empathy, collaboration, and inclusivity, which is aligned with a predominant style – transformational leadership. According to the literature, transformational leaders inspire and motivate individuals by providing a clear and persuasive vision. They communicate this vision through effective interaction. This empowers and encourages teams’ active participation to acheive desired goals and improve organizational effectiveness (Saad Alessa, 2021).  During my healthcare leadership role, I prioritize collaboration and strategic vision. I possess abilities to create an inclusive environment where every team member feels valued and actively contributes towards our shared goals. Yet, the leadership areas that require further development are task delegation and conflict resolution. Improvement in these aspects is imperative to optimize team dynamics and enhance decision-making processes. In healthcare settings, this leadership style applies to inspiring teams and improving patient safety through quality of care. These leaders provide a vision to enhance patient outcomes, motivating staff to work beyond their abilities to achieve the desired goals. This approach is significant in healthcare settings to adapt and innovate healthcare practices, delivering quality care in a constantly evolving landscape (Ree & Wiig, 2020). Through ongoing support and encouragement, transformational leaders develop a sense of commitment among healthcare providers. Eventually, it enhances patient satisfaction and improves clinical outcomes.  NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2 Besides transformational leadership style, Emotional Intelligence (EI) plays a crucial role in my leadership approach. EI is one’s ability to comprehend, manage, and express emotions effectively while showing empathy toward other people’s emotions. The primary components of EI are self-awareness, self-regulation, social awareness, and relationship management (empathy and motivation) (Bru-Luna et al., 2021). EI abilities that help me in my leadership role are strong self-awareness. I understand my own emotions and their impact on others. Additionally, I demonstrate empathy and active listening to others’ concerns and perspectives. This ability helps me to develop trust among team members and promote effective communication. However, I aim to manage my emotions in different emotional circumstances effectively. Moreover, I strive to increase my assertiveness to deal with challenging situations confidently and strongly.  I recognize the need to enhance my leadership skills by integrating democratic and situational leadership styles. According to Bwalya (2023), democratic leadership promotes shared decision-making and empowers team members to become accountable for their roles. Accountability is essential in creating buy-in among the team members, empowering them to take ownership of their contribution towards significant goals. This characteristic will help me enhance healthcare professionals’ contribution towards positive patient outcomes in my healthcare leadership role. Additionally, the situational leadership style assists in adapting the leadership approach according to the unique needs of evolving situations (Bwalya, 2023), which is one of the critical elements for healthcare leaders in a constantly changing environment.  Interprofessional Relationships, Community Engagement, and Change Management  As discussed earlier, my personal approach to leadership is based on empathetic behavior, collaboration, effective communication, and inclusivity. These aspects significantly impact interprofessional relationships, community participation, and change management. According to Schot et al. (2020), working together as a single unit towards a shared vision significantly impacts interprofessional relationships and community engagement in healthcare settings. Eventually, assisting in driving changes within the healthcare sector. These relationships are built with staff, community organizations, and critical stakeholders within and outside the healthcare facilities.  To foster these aspects, my approach is to create a culture of respect and understanding among interprofessional staff. I encourage open communication and shared decision-making through regular team meetings and updates, improving the quality of patient care. However, I recognize my weakness in delegating tasks and surrendering control. This prevents team members from taking charge, hindering their autonomy and innovation in healthcare practices.  To encourage community participation, I engage with community leaders, build partnerships, and establish health initiatives tailored to community needs, demonstrating cultural sensitivity. Nevertheless, I acknowledge my limited abilities to sustain community participation, thus necessitating effective skills to promote ongoing engagement. Lastly, transparency is critical to change management, fostering trust, and strengthening stakeholder relationships (Li et al., 2021). This approach enables the creation of buy-in and support for organizational changes, ultimately leading to effective healthcare delivery. While driving organizational changes, I exhibit vision-setting, thoughtful planning, and effective communication. Nonetheless, weaknesses in managing resistance to change and conflict resolution impede effective change management.  NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2 Evidence-based best practices for interprofessional communication include open and accessible lines of interaction, active listening, and respect for diverse perspectives. These approaches make team members heard, their perspectives valued and respected, and provide them easy access to share their concerns and thoughts within the team (D’Alimonte et al., 2019). Additionally, the best practices include professionalism and transparency in decision-making processes (Li et al., 2021).  Comparing my communication skills, I am an active listener who respects other members’ thoughts and ideas, maintaining accessible communication. My priority is to make my team members feel comfortable while expressing their concerns and become transparent in decision-making. Conversely, I observed an area of improvement in my communication practices. I believe adapting my communication styles in different situations to deal with circumstances and manage conflicts effectively is essential in interprofessional settings. These improve the overall atmosphere within the organization, thus enhancing organizational performance.  Ethical Leadership Principles and Professional Practice  Ethical leadership demonstrates integrity, accountability, and moral responsibility during

NHS FPX 8002 Assessment 2 Personal Leadership Portrait Part 1 Name Capella university NHS-FPX 8002 Collaboration, Communication, and Case Analysis for Doctoral Learners Prof. Name Date Demonstrating Effective Leadership  Obesity, a multifaceted medical condition, is a critical public health concern worldwide.  It is an excessive accumulation of body fat that poses significant health risks and exerts a considerable economic burden on healthcare systems. According to the American Academy of Child and Adolescent Psychiatry, an estimated 14.7 million children and young adults are suffering from obesity. This population is at high risk of developing chronic health diseases in the future due to this complex medical condition (American Academy of Child and Adolescent Psychiatry, 2023).  Addressing this complex issue requires an interprofessional approach involving individuals, communities, healthcare providers, policymakers, and governmental agencies to implement sustainable solutions and mitigate their adverse impacts on society. This assessment delves into demonstrating effective leadership skills to lead interprofessional collaboration for addressing obesity in the Princeton, West Virginia adolescent population. This assessment covers an in-depth analysis of factors that contribute to adolescent obesity, followed by the formation of a coalition team to address the problem within the concerned population. Furthermore, the paper elaborates on the potential issues within the collaborating team and strategies to mitigate these issues. Moreover, the paper describes ethical practices and principles that cover diversity and inclusion in interprofessional collaboration. Lastly, we present a literature review and best practices to address adolescent obesity.  Contributing Factors  According to the State of Childhood Obesity (n.d.), obesity is common in one out of six young children in the United States nationally. The rate of childhood obesity in West Virginia exceeds the national rate of 17%, residing at 24.8%. West Virginia is one of the seven states that have significantly higher childhood and adolescent obesity in the United States. The impact of factors contributing to adolescent obesity is profound, influenced by socioeconomic determinants of health, genetic, behavioral, and environmental. Social determinants of health, such as income and education, may impact specific populations’ ability to access healthcare services and nutritious food, eventually increasing the risk of developing obesity (Javed et al., 2022). As with the concerned population, most people (52.3%) in Princeton, WV, work as labor class with an average household income of approximately $42,000. The poverty rate within the area is 18.2%, indicating minimal access to healthier lives, such as high-nutritious foods and recreational parks for physical activity. Thus, this minimal access leads to poor dietary habits among the adolescent population (United States Census Bureau, n.d.).  NHS FPX 8002 Assessment 2 Personal Leadership Portrait Part 1 Another contributing factor is genetic predispositions. Research specifies that hereditary factors influence approximately 40-70% of individuals’ body weight and fat deposition (Li & Qi, 2019). Different genomic composition that regulates an individual’s metabolism, appetite, and fat storage increases the likelihood of weight gain and obesity among adolescents. These genetic factors, combined with environmental and behavioral factors, may augment the risk of obesity as a chronic health concern, creating a complex relationship that ultimately determines an adolescent’s weight status.  Environmental factors such as social, cultural, economic, and physical environment influence an individual’s behaviors and lifestyle choices, contributing to obesity. For example, the paradigm shift from traditional to an obesogenic environment where sedentary lifestyles, limited physical activity, lack of nutritious food, cultural norms, urbanization, food deserts, lack of education, socioeconomic disparities, and unhealthy habits in the surrounding encourage adolescents to get involved in high-risk behaviors, eventually gaining weight and increasing obesity risk (Li & Qi, 2019). Moreover, behaviors like emotional eating, irregular meal patterns, poor sleep habits, and lack of physical activity due to increased screen time can also impact weight gain in adolescents. Thus, prevention and management strategies such as community awareness, school health education, unlimited healthcare services, and environmental modifications are imperative to target socioeconomic differences and environmental and behavioral factors (Deal et al., 2020). Implementing these strategies requires an interprofessional coalition between community organizations, healthcare providers, and governmental agencies within Princeton City, West Virginia.  Coalition to Address the Population Health Concern An interprofessional coalition team has been established in Princeton City, WV, to address adolescent obesity and its associated factors. These team members bring diverse expertise to fulfill the shared goal of addressing socio-economic, environmental, and behavioral characteristics to alleviate obesity and improve health outcomes for adolescents within Princeton.  Table 1 Coalition Team Members and Their Contribution  Coalition Team Members Contribution B.K. is a director at Princeton Community Hospital, West Virginia.  The director contributes by coordinating healthcare services and programs for adolescents.  By providing precious insights into the community’s health needs and arranging resources, the director will help facilitate preventive care and treatment within the hospital.  Moreover, the director will collaborate with other coalition members to implement initiatives for obesity prevention within the community.  W.R. is the school wellness coordinator at Princeton Senior High School.  Plays a pivotal role in creating a healthy school environment, encouraging children to adopt healthy habits.  Advocate in schools for health education and awareness programs related to nutrition and physical activity.  Expedite partnerships between community schools and other coalition members to implement evidence-based strategies targeting adolescent obesity. W.C. is a medical doctor at Prince Community Hospital, West Virginia. The doctor brings medical expertise related to managing and treating obesity in adolescents.  Offers clinical guidance about diagnostic screening and treatment options for overweight and obese individuals.  Collaborate with other healthcare professionals to advocate for holistic healthcare approaches that address physical and psychosocial aspects of obesity.  NHS FPX 8002 Assessment 2 Personal Leadership Portrait Part 1 W.M. is a dietician at Princeton Community Hospital, West Virginia. Provides expert help related to dietary assessment, nutritional counseling, and nutrition education.  Offer research-based recommendations for promoting healthy eating habits, creating individualized meal plans, and mitigating barriers to healthy food access.  Collaborate with public schools, healthcare organizations, and community leaders to develop nutrition-focused interventions tailored to the needs of adolescents in Princeton. S.S. is a public health official for chronic disease programs at the WV Bureau for Public Health.  Provides guidance