D157 HIP Paper Template

D157 HIP Paper Template

Student Name

Western Governors University

D157 Managing Resources in an Era of Disruption

Prof. Name:

Date

D157 HIP Paper Template

Human Resource Management Project Team Members

The selection of project team members for this healthcare improvement initiative was a deliberate and collaborative decision made by my preceptor and me. The primary rationale guiding this selection was each individual’s demonstrated competencies, adherence to professional standards, and relevant subject-matter expertise. These attributes were essential to ensure that all team members could contribute meaningfully throughout both the planning and implementation phases of the Health Improvement Project (HIP). To promote continuity and accountability, the team composition remained consistent from project initiation through implementation, with no additions or substitutions made during later phases.

As the project manager for the HIP, I conducted a comprehensive evaluation of organizational staffing needs to determine the optimal number of team members required to support project goals. Strong project management competencies were identified as critical to coordinating activities, maintaining timelines, and ensuring alignment with project objectives. The project manager holds responsibility and accountability for selecting project participants and stakeholders, defining the organizational problem, establishing timelines, and overseeing execution. In this role, I will monitor progress closely to ensure that all project activities remain aligned with the scope and intended outcomes of the HIP.

Team Member One was selected due to her extensive experience, in-depth knowledge of the Unit Practice Council (UPC) structure, and ability to provide valuable insights into frontline operations. Her responsibilities include contributing to the development of the UPC vision, supporting staff education and training, and communicating progress updates to leadership. As reflected in the RACI chart, she shares responsibility and accountability for these tasks with the project manager. Additionally, the clinical nurse manager was intentionally included to provide leadership oversight from the planning phase through full implementation. Her role is to ensure that the UPC has adequate resources, guidance, and organizational support to function effectively. Within the RACI framework, she is designated as consulted and informed for key deliverables, reinforcing collaborative decision-making while maintaining leadership alignment.

Personnel Costs Table

This total personnel cost is incorporated as a single line item in the project’s pro forma operating budget.

Project Team Member Engagement

Team Management

Effective team management during the implementation phase is critical to achieving project success. As project manager, I will prioritize structured and consistent communication through regularly scheduled team meetings and the use of collaborative digital tools. These strategies will clarify roles, responsibilities, and expectations while promoting transparency and accountability. Ongoing feedback mechanisms will be utilized to ensure alignment with project goals and timely identification of potential challenges.

To strengthen team cohesion, intentional team-building activities will be implemented to promote trust, collaboration, and shared problem-solving. Empowerment will be fostered by delegating responsibilities appropriately, encouraging autonomy, and supporting professional development. Clear team guidelines will be established to emphasize open communication, mutual respect, and individual accountability. A culture of constructive feedback will be cultivated, enabling team members to confidently share perspectives and receive input in a solution-focused manner. This environment supports collaboration, professional growth, and a deeper appreciation of diverse viewpoints.

Support for Team Members

During implementation, active support of project team members and unit staff will be a central leadership priority. Creating a positive and inclusive work environment will help maintain motivation while supporting both professional responsibilities and personal well-being. A healthy work environment is defined as one in which employees collaboratively engage in continuous improvement processes that protect and promote safety, health, and well-being, supported by organizational leadership (Madureira Pereira et al., 2022).

Work-life balance will be actively promoted through flexible scheduling, clearly defined expectations, and routine check-ins. Evidence indicates that a balanced approach to professional and personal demands enhances job satisfaction, organizational commitment, and overall work attitudes (AbdELhay et al., 2025). Achievable deadlines and manageable workloads will be established to prevent burnout. Flexibility in how and when tasks are completed will empower team members to meet professional expectations while maintaining personal well-being, ultimately supporting sustained productivity and engagement.

Healthcare Improvement Project RACI Chart

Refer to Appendix B.

Financial Resource Management

Financial forecasting is a foundational component in developing the pro forma operating budget for this healthcare improvement initiative. The pro forma budget functions as a strategic planning tool that outlines anticipated expenditures alongside projected benefits. Key considerations in its development included initial investment requirements, recurring operational costs, and expected organizational and staff-related benefits.

The budgeting process began with an analysis of personnel expenses outlined in the personnel cost table, which established a baseline for labor-related financial commitments. Resources were then strategically allocated for project activities, including food and refreshments for meetings, office supplies, and educational materials necessary to support UPC development. This comprehensive approach ensures alignment with project objectives while maintaining fiscal responsibility.

Cost estimates were validated through consultation with the clinical nurse manager, whose extensive leadership experience and prior involvement in multiple healthcare initiatives provided valuable insight into realistic budgeting. During the control phase, monthly UPC meetings will include financial reviews to assess spending patterns, identify the need for additional resources, and ensure adherence to budgetary parameters. Active participation by all team members in financial discussions reinforces accountability and supports a culture of continuous quality improvement.

Pro Forma Operating Budget

Refer to Appendix C.

Budget Variances

During the control phase of the HIP, maintaining alignment with established goals, timelines, and financial plans will be a primary focus. Monthly budget reviews will be conducted to compare actual expenditures against projected costs. This variance analysis will enable early identification of discrepancies and support timely corrective actions.

Project progress will be tracked using a detailed implementation timeline that outlines milestones and deadlines. Regular progress reports will document achievements, challenges, and necessary adjustments. These reports promote transparency, strengthen stakeholder communication, and ensure that feedback from UPC members informs ongoing project refinement.

Justification

The establishment of a Unit Practice Council is a strategic initiative designed to empower frontline staff by providing a formal structure for participation in decision-making processes that directly affect their work environment and patient care. The UPC serves as a critical link between frontline providers and leadership, ensuring that clinical perspectives inform organizational decisions.

By integrating diverse professional insights, the UPC promotes shared governance and fosters a culture of ownership and accountability. This collaborative framework enhances communication, strengthens professional engagement, and supports the development of policies and practices that reflect evidence-based care and staff expertise.

Purpose of the Project

The primary purpose of the UPC is to empower frontline staff by offering a structured voice in decisions that influence clinical practice and workflow. Through engagement in policy development, process improvement, and evidence-based practice initiatives changes, staff expertise is acknowledged and valued. This engagement is expected to increase motivation, respect, and alignment with organizational goals, ultimately enhancing patient outcomes and staff satisfaction.

Significant Risks

Identified Risks

One significant risk is limited education and unclear expectations regarding leadership roles within the UPC. Additionally, because the UPC will be implemented within a Veterans Affairs (VA) system, national directives may limit the ability of local agencies to implement proposed solutions. These risks will be mitigated through targeted education, leadership support, and alignment with organizational policies.

Project Budget

The total estimated cost of the HIP is $3,036.52. Personnel expenses account for $1,136.52 and include compensation for stakeholders and project team members. Non-personnel costs are projected at $1,900.00 and include food and snacks, office supplies, training materials, printing expenses, and literature related to UPC development.

Project Timeline

The UPC project began on February 8, 2025, and is expected to conclude on September 15, 2025. The initial rollout and first UPC meeting are scheduled for May 28, 2025, marking the transition from planning to active implementation.

References

AbdELhay, E. S., Taha, S. M., El-Sayed, M. M., Helaly, S. H., & AbdELhay, I. S. (2025). Nurses’ retention: The impact of transformational leadership, career growth, work wellbeing, and work-life balance. BMC Nursing, 24(1), 1–15. https://doi.org/10.1186/s12912-025-02762-1

Madureira Pereira, L. E., Souza Ramos, F. R., Cavalcanti de Farias Brehmer, L., & da Silva Diaz, P. (2022). Healthy work environment in primary health care: Integrative literature review. Revista Baiana de Enfermagem, 36, 1–14. https://doi.org/10.18471/rbe.v36.38084