In NU507's Unit 9 transition plan, staffing arithmetic precedes four phases with stop-or-extend decisions, and LPN positions are redeployed rather than cut. Searches like "nu 507 unit 9 assignment example", "nu507 unit 9 sample" and "nu507 unit 9 example" land here.
Priced Before It Is Phased: A Six-Month Transition Plan From Team to Primary Nursing on One Twelve-Bed Section
[Student Name]
Purdue University Global
NU507: Promoting Optimal Models and Systems for Health Care Delivery
Unit 9 Assignment
[Instructor Name]
[Date]
The unit, staffing and wage rates are composite and bracketed; published sources are cited for the model and its evidence.
Staffing, Current and Proposed
Per twelve-hour shift, for the twelve-bed section:
1. Day shift, current: a registered nurse leading the team, an LPN and two aides.
2. Day shift, proposed: three registered nurses, each primary nurse for about four patients, and two nursing assistants.
3. Night shift, current: a registered nurse, an LPN and one aide.
4. Night shift, proposed: two registered nurses, who serve as associate nurses carrying out primary nurses' plans, and one nursing assistant.
The Arithmetic
Covering one post for twelve hours, seven days a week, takes 84 hours of work weekly, or about 2.1 full-time equivalents at 40 hours per FTE.
Registered nurses: the proposal adds two day positions and one night position, three positions in all. Three times 2.1 equals 6.3 additional registered nurse FTEs.
Licensed practical nurses: the proposal removes one day and one night position, two in all. Two times 2.1 equals 4.2 licensed practical nurse FTEs, to be redeployed rather than eliminated.
Nursing assistants: unchanged.
Annual cost, at bracketed fully loaded hourly rates of $[52] for registered nurses and $[34] for licensed practical nurses, and 2,080 paid hours per FTE:
1. Added registered nurse cost: 6.3 times 2,080 times $[52] equals about $[681,000].
2. Licensed practical nurse cost moved off the section: 4.2 times 2,080 times $[34] equals about $[297,000].
3. Net added cost to the section, if the licensed practical nurses are redeployed into vacant positions elsewhere rather than added to the budget: about $[384,000] a year.
Redeployment, Not Layoffs
The [four] licensed practical nurses currently assigned to the section will be offered positions on the unit's other two sections, where team nursing continues and [three] licensed practical nurse positions are currently vacant, or in the hospital's transitional care unit. No licensed practical nurse will lose employment because of the pilot. That commitment is stated first in every staff meeting, because a model change that reads as layoffs will be resisted before it starts.
Phases, Defined by Exit Conditions
Phase 1, preparation, weeks 1 to 8. Collect baselines for every approved indicator, including a four-week sample of the nurse continuity index; recruit or reassign the added registered nurses; teach the primary nurse and associate nurse roles, drawing on the model's published principles (Manthey, 2002); redesign the assignment board so each qualifying patient is assigned a primary nurse at admission. Exit condition: baselines exist for every indicator and every primary nurse has completed the role orientation.
Phase 2, pilot, weeks 9 to 16. Run primary nursing for the defined population on the section, with the discharge call to the clinic's registered nurse care manager in place. Exit condition: eight weeks completed with staffing at the proposed level on at least [90] percent of shifts.
Phase 3, evaluation, weeks 17 to 20. Compare pilot indicators with baselines and with the unit's other two sections over the same weeks.
Phase 4, decision, weeks 21 to 24. Extend, adjust or stop.
The Decision Rule, Set Now
An eight-week pilot on twelve beds is too small to show a reliable change in 30-day readmissions; at about [20] qualifying discharges a month, a difference would be lost in chance variation. The rule therefore judges the pilot mainly on whether the mechanism worked and whether harm was avoided, and treats readmission as a signal to watch rather than a verdict.
Extend if: the continuity index for qualifying patients, a measure that published work has found low on most units (Stifter et al., 2015), rises from its baseline to at least [0.6]; documented discharge calls to the care manager occur for at least [80] percent of qualifying discharges; falls with injury and pressure injuries do not rise above their baseline control limits; and registered nurse turnover on the section does not rise.
Adjust if: the mechanism measures fall short but harm and turnover measures are stable.
Stop if: harm measures rise above control limits, or staffing cannot be held at the proposed level for more than [10] percent of shifts.
The rule includes the result that would stop the switch, so the committee is not asked to approve a pilot that can only succeed.
Risk Register
1. Vacancies. Risk: the section cannot be staffed at three registered nurses on days. Likelihood: moderate. Response: recruit before phase 2, use the float pool in the first month, and stop if staffing fails the exit condition.
2. Licensed practical nurse morale. Risk: redeployment is experienced as demotion. Likelihood: moderate. Response: guaranteed positions, choice of section, and a named contact for concerns.
3. Continuity gaps from twelve-hour schedules. Risk: a primary nurse working three days a week is absent for part of most stays. Likelihood: high. Response: assign each primary nurse a consistent associate; schedule primary nurses in blocks of consecutive days where possible.
4. Weak evidence. Risk: the model's outcome evidence is of very low certainty (Butler et al., 2019). Likelihood: certain. Response: evaluate carefully and report the result whatever it is.
5. The handoff fails. Risk: care managers cannot take calls at discharge times. Likelihood: moderate. Response: agree on a call window and a backup number before phase 2.
Monitoring During the Pilot
The practice council will review the continuity index, discharge call rate, falls, pressure injuries and staffing weekly during phase 2, and the unit manager will report to the director of nursing every two weeks. Any stop condition triggers an immediate review rather than waiting for phase 3.
References
Butler, M., Schultz, T. J., Halligan, P., Sheridan, A., Kinsman, L., Rotter, T., Beaumier, J., Kelly, R. G., & Drennan, J. (2019). Hospital nurse-staffing models and patient- and staff-related outcomes. Cochrane Database of Systematic Reviews, 2019(4), CD007019. https://doi.org/10.1002/14651858.CD007019.pub3
Manthey, M. (2002). The practice of primary nursing (2nd ed.). Creative Health Care Management.
Stifter, J., Yao, Y., Lodhi, M. K., Lopez, K. D., Khokhar, A., Wilkie, D. J., & Keenan, G. M. (2015). Nurse continuity and hospital-acquired pressure ulcers: A comparative analysis using an electronic health record "big data" set. Nursing Research, 64(5), 361-371. https://doi.org/10.1097/NNR.0000000000000112
How this NU507 Unit 9 example is structured
Arithmetic comes before phases because a transition that has not been priced cannot be approved, and every step is shown for a finance reviewer to check. The plan treats the LPN positions as a redeployment question with a named destination, the unit's other sections where team nursing continues, since a model change that reads as layoffs will be resisted before it starts. Phases are defined by what must be true to leave them, not by dates alone: preparation ends when baselines exist for every approved indicator and every primary nurse has completed the role orientation. The pilot is confined to the defined population on one section, matching the bounded claim from the comparison. The evaluation phase names the decision rule in advance, including the result that would stop the switch. Monitoring during the change adds the balancing measure weekly, so staff strain shows early.
Get an NU507 Unit 9 example written to your instructions
Transition plans turn on local staffing, so send current coverage per shift, the model being adopted, the indicators already chosen and the Unit 9 rubric. Arithmetic shown line by line, phases with exit criteria and a stop rule come back within 24-48h, written to your instructions; the first custom sample costs nothing. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
NU507 Unit 9 questions, answered
How do I convert shifts to FTEs?
One full-time equivalent is usually 2,080 paid hours a year. A single position staffed for one 12-hour shift every day covers about 4,380 hours, roughly 2.1 FTEs, and around-the-clock coverage of one position doubles that. Check the figure your organization or course uses, since some subtract nonproductive time. The sample shows each step so local numbers can be substituted.
Should a transition plan include a pilot?
Often, yes, particularly when evidence for the new model is limited. A pilot on one section with the defined population lets the organization measure effects before committing the whole unit, and it matches a bounded recommendation. The sample runs an eight-week pilot and states in advance what results would lead to extending, adjusting or stopping it.
What happens to staff whose roles change?
The plan should say, by role. A model change that leaves LPNs or assistants uncertain about their positions invites resistance and turnover. The sample redeploys LPN full-time equivalents to sections where team nursing continues, describes the orientation for RNs taking primary roles, and schedules conversations with affected staff before the pilot begins rather than after.