Build a Project Charter

The Multispecialty Clinic Project Charter Example

Recall the elements of the Project Charter:

1. Project mission statement

2. Project purpose or justification and connection to strategic goals (that balanced scorecard creeps in again)

3. High-level requirements that satisfy customers, sponsors and other stakeholders

4. Assigned project manager and authority level

5. Summary milestones

6. Stakeholder influences

7. Functional organizations and their expected level of participation

8. Organizational, environmental, and external assumptions and constraints

9. Financial business case, budget, and return on investment

10. Project sponsor with approval signature

Mission Statement

This project will implement processes to help improve patient access to our Multispecialty Clinic, by which we will decrease wait times and improve satisfaction and quality of care.

Project Scope

The Multispecialty Clinic currently has a 6-week wait for new patients to be seen, which is a deterrent for referring providers. The long wait has a large impact on the financial, quality and service metrics of the department. By looking at ways to streamline scheduling of appointments, by ways of implementing a call center, and building a care pathway that helps patients see the specialists in a ‘consult’ capacity and redirect them back to their primary care provider for continuity care, we hope to improve access and the quality of care that the patients are receiving, in turn improving outcomes and decreasing ED visits and hospital readmissions.

High-level Requirements

Upon completion, the new process will:

1. Reduce wait time for new patients to be seen to under 10 days

2. Reduce ED visits

3. Improve patient outcomes

Assigned Project Manager and Authority Level

Susan Magnet, RN, will be the project manager who will manage the budget, timeline, scope and performance. Anything above that will need to be approved by the executive and physician champions.

Summary Milestones

The project will kick off on February 1 Metrics will be defined by March 15 Planning will occur for 3 months Implementation will go live on June 15

Stakeholder Influences

Clinicians - provide the best care Patients – understand the intent and goal of the clinic Clinic and Call Center staff – understand the goal and are held accountable

Functional Organizations and Their Participation

Clinic management will lead research best practices on patient access at other similar facilities with the same kind of payor mix and potential challenges. IT support to help build the call center tools and system.

Organizational Environmental and External Assumptions and Constraints

Patients understanding the difference between primary care providers and specialists Physicians availability Challenges in organizing a call center

Financial Business Case – Return on Investment

By adding a call center, and improving access there will be the ability to add more patient volume, which will, in turn, generate revenue from the visit, and downstream revenue from any testing and/or procedures that may come of that visit.

Project Sponsor with Approval Signature

Dr. Beth Smith, Medical Director

 

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