NHS FPX 8040 Assessment 2 Project Charter Part 2

Name

Capella University

NHS-FPX 8040 21st-Century Health Care Leadership

Prof. Name

Date

Enhancing Pediatric Care: Project Team Structure and Communication

Project Charter: Part 2 – Project Team Overview

In any healthcare initiative, the project team plays a crucial role in ensuring that objectives are met effectively and efficiently. This article delves into the structure of the project team assigned to improve pediatric care outcomes in the Pediatric Intensive Care Unit (PICU) at Advent Hospital. Each member’s title, departmental affiliation, rationale for selection, and their unique contributions to the project are highlighted below.

Key Roles and Responsibilities

Title/Role	Department and/or Affiliation	Rationale for Selection/Contribution to the Project
Executive Sponsor	Chief Nursing Officer (CNO)	A.J., as the Director of Critical Care Medicine (DCCM), is responsible for overseeing clinical initiatives and acts as the liaison in nursing and healthcare sectors. The CNO ensures compliance with regulations, approves project budgets, and assesses risks. Driven by a mission to empower patient-centered care, the CNO champions projects while the DCCM supervises clinical strategies in the Pediatric Intensive Care Unit (PICU) and electronic documentation. (Ingwell-Spolan, 2018; NHS FPX 8040 Assessment 2 Project Charter Part 2)
Project Manager/Hospital Administrator	DNP, FNP, MBA	D.S. brings over 15 years of experience in pediatric medicine, providing critical insights into PICU practices. Collaborating with the CNO, D.S. identifies areas needing improvement to enhance patient care quality. Responsibilities include making pivotal health decisions, implementing treatment protocols, and overseeing initiatives aimed at addressing high mortality rates. D.S. possesses vital skills in critical thinking, communication, and research focused on pediatric trauma outcomes.
Director of Critical Care Services	Hospital Administration DNP	S.T. leverages 20 years of experience to pinpoint gaps in PICU practices and strategize essential projects for improving patient care quality. This role involves implementing treatment protocols and facilitating communication with the CNO to make informed health decisions.
Director of PICU	Nursing Administration MSN	J.T. has over a decade of management experience, excelling in analytical and observational skills. With a focus on Pediatric Intensive Care Unit (PICU) leadership, J.T. applies evidence-based practices and effective communication strategies to ensure successful project outcomes.
Nurse Lead	Bedside nurse, shift supervisor RN, MSN	J.G. has been with the organization for over five years, contributing expertise in pediatric care and education. Known for exceptional critical thinking skills, J.G. has collaborated on multiple hospital initiatives, earning respect from physicians, staff, and patients.
Leader	Nurse Manager, RN, MSN	T.K. oversees the medical and pediatric unit and embodies both transformational and bureaucratic leadership styles. By motivating and influencing the team, T.K. aims for project success while demonstrating strong emotional intelligence and communication skills essential for project leadership. (Jyoti & Bhau, 2015; Sougui et al., 2015)

Stakeholders and Their Impact

Stakeholder Title/Role or Affiliation	Connection to the Project	Impact and Contribution
Patients	Direct beneficiaries of improved pediatric care	Enhanced morale resulting from reduced mortality rates among pediatric trauma patients, with ongoing feedback for improvements.
Dax Equipment	Supplier contributing to supply and demand chains	Provides assistance in equipment availability and usage, directly impacting the project’s success.
The Board of Directors	Represents the hospital in strategic oversight	Benefits from improved patient and family satisfaction, which enhances hospital reputation and increases referrals and financial support.
The Project Team	Central to executing the project goals	Recognition of improved mortality rates among pediatric trauma patients contributes to a sense of accomplishment among team members.

Communication Plan

A comprehensive communication plan outlines critical milestones and activities for the TEMT project, focused on reducing mortality rates in Advent Hospital’s Pediatric Intensive Care Unit (PICU). This plan is supported by resources such as the CDC Childhood Injury Report (Centers for Disease Control and Prevention, 2019) and SPR Awards and Funding Opportunities (Tarini, n.d.), which provide background information and funding details.

###] Key Dates

Milestone	Date
Project Manager Appointment	February 10, 2023
TEMPT Project Approval	February 10, 2023
Project Completion	August 21, 2023
Recruitment of Project Team	August 25, 2021
Project Guidelines Distribution	August 26, 2023
Mortality Rate Recording	August 15, 2023
Project Launch	September 1, 2023
Three-Month Project Review	December 31, 2023
Six-Month Mortality Rate Evaluation	February 28, 2024

Funding for this initiative is provided by the Society for Pediatric Research (Tarini, n.d.).

References

Centers for Disease Control and Prevention. (2019, February 6). CDC Childhood Injury Report. CDC Childhood Injury Report.

Ingwell-Spolan, C. (2018). Assessing the Role of the Chief Nursing Officer. Nursing Administration Quarterly.

Jyoti, J., & Bhau, S. (2015). Impact of transformational leadership on job performance: Mediating role of leader–member exchange and relational identification. SAGE Open, 5(4), 1-13.

NHS FPX 8040 Assessment 2 Project Charter Part 2

Sougui, A. O., Bon, A. T. B., & Hassan, H. M. H. (2015). The impact of leadership styles on employees’ performance in Telecom Engineering companies. International Conference on Tourism and Hospitality.

Tarini, B. (n.d.). SPR Awards and Funding Opportunities. Society for Pediatric Research.