HA599 Unit 10 Capstone Executive Presentation Example

Eight Slides, Three Stop Rules and One Hard Question: A Capstone Executive Presentation Asking a Composite Regional Medical Center's Senior Leaders for a Twelve-Month Pilot of a Staffed Ambulance Arrival Point, With Speaker Notes and a One-Page Memo

[Student Name]

Purdue University Global

HA599: Master's Capstone in Health Care Administration

Unit 10 Executive Presentation

[Instructor Name]

[Date]

The hospital, the figures and the leadership team are composite and bracketed for the writer's own data; slide visuals are described in words.

Slide 1. Approve a twelve-month pilot of a staffed ambulance arrival point, noon to midnight

Visual: the request, the first-year cost of [$457,580] before offsets and the start date. Notes: I am asking for one decision: a twelve-month pilot, with three points where you can stop it. Everything else in the next ten minutes supports that request.

Slide 2. Our dashboard says eleven minutes; the county's records say twenty-four

Visual: two clocks side by side, with the 90th percentile of [71] minutes marked. Notes: Our dashboard starts timing at triage, after the wait has happened. Matched patient by patient, the county's records show the real delay, concentrated between noon and midnight.

Slide 3. The pilot pays for itself if diversion falls by about half

Visual: one bar each for cost, avoided overtime and the diversion reduction needed to break even. Notes: Ongoing staffing is about [$399,000]; avoided overtime offsets [$48,000]; diversion costs us about [$693,000] a year in lost contribution. Break-even is roughly a [51] percent fall in diversion, [59] percent in year one. The money slide states the demanding number first, before anyone has to ask for it.

Slide 4. The evidence supports a pilot, at low certainty

Visual: one line, with the appraisal matrix in the appendix. Notes: Studies describe the problem well and test the solution poorly. One study of a staffed role found modest gains that faded when the role ended, which is why we built stop rules.

Slide 5. Three risks could quietly defeat the pilot, and each has an owner

Visual: boarding creep, a reassigned nurse and early signatures, with owners and rules. Notes: The alcove never holds an admitted patient; the nurse cannot be pulled without the house supervisor; we audit ten handoffs a week in person.

Slide 6. We open in stages, peak hours first, from week fourteen

Visual: the timeline with the fire marshal ruling in week [four]. Notes: The fire marshal's ruling is the one task without slack; a fallback room is identified.

Slide 7. Three dates when you can stop the pilot

Visual: day [30] safety review, day [90] threshold of [45] minutes, month [12] financial review. Notes: At each date you receive a one-page report with the primary measure beside the balancing measures.

Slide 8. Approve the twelve-month pilot with these stop rules

Visual: the request repeated. Notes: I would welcome questions, especially on the financial assumptions.

Appendix Slides

A1. Methods: matching [2,900] arrivals, the two clocks and direct observation. A2. Evidence matrix with six sources and certainty ratings. A3. Assumptions: nurse rate, contribution margin, ambulances per diversion hour and admission share.

The Prepared Answer

Question: what happens if diversion does not fall? Answer: then the pilot loses money, about [$177,000] a year if diversion falls only a quarter, and the day [90] review brings it back to you before most of that loss accrues. If diversion does not fall at all but handoffs speed up, the county gains ambulance hours and our legal exposure on stretcher holds drops, and you can decide whether those benefits justify the cost.

The Logic Behind the Slides

Each slide title is a full sentence stating its conclusion, so an executive skimming titles alone gets the argument. Each slide carries one visual and no list of bullets beside it, because slides that ask an audience to read and listen at once lose both (Knaflic, 2015). Literature and methods appear only in the appendix. The presentation is rehearsed to fit [ten] minutes, leaving five for questions, with attention to what the room needs rather than to everything the writer learned (Duarte, 2008).

What the Executives Already Know

Before the meeting, the sponsor shared the needs assessment's two-clock chart with each executive, so no one sees the central finding for the first time in the room. The chief medical officer has already asked about patient safety, which slide 5 answers. The chief financial officer has asked about diversion, which slide 3 and the prepared answer address. The vice president of operations has asked about the fire marshal, which slide 6 covers. Meeting each executive beforehand turns the presentation from a surprise into a confirmation of what they have already heard and questioned.

The One-Page Memo

Request, cost, break-even, the three stop rules, the top three risks with owners, and a signature line for the sponsor. It is written so that a leader who missed the meeting could decide from it alone.

Context for the Request

Offload delay is a recognized problem across hospital and EMS systems, and research on targeted interventions remains limited (Li et al., 2019), so a carefully evaluated pilot here would also add to what other hospitals can learn.

References

Duarte, N. (2008). Slide:ology: The art and science of creating great presentations. O'Reilly Media.

Knaflic, C. N. (2015). Storytelling with data: A data visualization guide for business professionals. Wiley.

Li, M., Vanberkel, P., & Carter, A. J. E. (2019). A review on ambulance offload delay literature. Health Care Management Science, 22(4), 658-675. https://doi.org/10.1007/s10729-018-9450-x