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:

1. 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.
2. 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.
3. 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 include reduced staff workload and overtime, potential budget strain, and resistance from team members.
Increase employee satisfaction survey scores by 10% within six months.	Bi-annual surveys measuring staff perceptions of intervention effectiveness.	Resistance to change and increased workload during initial phases may impact morale. Counteracting this involves engaging team members in decision-making and ensuring adequate communication.

Data Collection & Management

Data Collected	Data Collector	Collection Timeline	Data Storage & Protection	Diversity, Equity, and Inclusion
Number of nursing positions filled monthly.	HR Department: Tracks filled positions monthly.	Data collection begins at project start and continues for 12 months. Bi-annual satisfaction surveys start at 6 months.	Stored in secure electronic databases with password protection and encryption. Access limited to authorized personnel.	Ensures representative sampling across staff demographics. Addresses biases through diverse representation efforts.
Employee satisfaction survey scores.	Quality Improvement Coordinator: Administers and analyzes surveys.

Ethical Leadership

The Quadruple Aim framework, encompassing cost-effectiveness, improved health outcomes, enhanced patient experiences, and team well-being, underpins this project. By addressing the nursing shortage, the intervention enhances staff working conditions, boosts patient care quality, and improves health outcomes. However, financial strain and workload during the implementation phase are challenges that require mitigation through resource allocation, ongoing monitoring, and team feedback (Arnetz et al., 2020).

Promoting diversity by recruiting nurses from underrepresented groups fosters cultural competence, enhances patient-provider communication, and reduces healthcare disparities. Ethical principles of transparency, fairness, and accountability guide the project’s implementation, establishing trust among stakeholders. Transformational and servant leadership styles prioritize staff empowerment, inclusivity, and work-life balance, ensuring adherence to the Quadruple Aim framework (Varkey, 2021).

SWOT Analysis

Strengths	Weaknesses
Leadership support, dedicated resources, and community partnerships enhance project feasibility.	Resistance from team members, budget constraints, and competing priorities may hinder progress.

Opportunities	Threats
Strengths create opportunities to motivate stakeholders, improve retention, and enhance patient care.	External factors such as regulatory changes, economic unpredictability, and nursing competition pose risks.

References

Arnetz, B. B., et al. (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., et al. (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

NHS FPX 8040 Assessment 3 Project Charter Part 3

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