Eleven steps, each with a date, an owner and a dependency, make up the NU590 Unit 7 implementation plan, which launches the revised fasting script before the term's final units. Searches like "nu 590 unit 7 assignment example", "nu590 unit 7 sample" and "nu590 unit 7 example" land here.
Eleven Steps Counted From One Signature: An Implementation Plan for a Revised Pre-Admission Fasting Script
[Student Name]
Purdue University Global
NU590: Applying Principles of Advanced Nursing Practice - Clinical
Unit 7 Implementation Plan
[Instructor Name]
[Date]
The department is composite; every date, cost and count is bracketed for the writer's own calendar and site.
Purpose and Scope
The plan puts into practice the change proposed in Unit 2 and argued for in Unit 6: pre-admission nurses give each adult elective patient a specific last-drink time, two hours before arrival, instead of the instruction to take nothing after midnight. The anesthesia policy already allows this (American Society of Anesthesiologists Committee on Standards and Practice Parameters, 2017). The plan stays inside nursing practice. It does not change the surgical order set, which belongs to the informatics committee, and it reaches the surgeon offices only after launch.
The Step Table
Each step lists its bracketed date, owner, dependency and the evidence that it happened.
1. Anesthesia chair approves script wording, including the exception line for delayed gastric emptying. Date [week 1, Friday]. Owner: writer with chair. Depends on: nothing. Evidence: signed script.
2. Instruction sheet reprinted with pictures of permitted drinks and the stop-time line. Date [week 2, Wednesday]. Owner: perioperative educator. Depends on: step 1. Evidence: print order and sample sheet.
3. First huddle, day pre-admission shift, fifteen minutes. Date [week 2, Thursday]. Owner: writer. Depends on: steps 1 and 5. Evidence: sign-in sheet.
4. Second huddle, evening shift. Date [week 2, Friday]. Owner: writer. Depends on: steps 1 and 5. Evidence: sign-in sheet.
5. Stop-time calculator card laminated and placed at each call station. Date [week 2, Wednesday]. Owner: writer. Depends on: step 1. Evidence: photo of station.
6. Pre-op nurses add one check-in question, last clear liquid separately from last food. Date [week 2, Friday]. Owner: pre-op charge nurse. Depends on: step 1. Evidence: updated check-in form.
7. Go-live. Date [week 3, Monday]. Owner: pre-admission charge nurse. Depends on: steps 2 to 6. Evidence: first calls using the script.
8. First weekly audit of [20] call notes and check-in times. Date [week 3, Friday]. Owner: writer. Depends on: step 7. Evidence: audit sheet.
9. Surgeon office outreach: chair's note and replacement paragraph to [four] office managers. Date [week 4]. Owner: anesthesia chair. Depends on: step 7. Evidence: sent note.
10. Weekly audits continue with the review threshold checked each week. Date [weeks 4 to 8]. Owner: writer. Depends on: step 8. Evidence: audit sheets.
11. Summary to perioperative director and informatics request submitted through the chair. Date [week 8]. Owner: writer with chair. Depends on: step 10. Evidence: meeting minutes and request number.
Why the Order Holds
No date in the table appears without the step that must come before it. The chair's approval sits first because every later step uses the wording. The card is ready before the huddles so that the nurses practice with the tool they will use. Huddles fall on two consecutive days so that both day and evening staff attend. A nurse who misses both receives a five-minute one-to-one session from the writer before their next shift, recorded on the same sign-in sheet.
Launch is on a Monday for a practical reason: the pre-admission nurses call patients for the week ahead early in the week, so a Monday start means that a whole week of patients hears the new script rather than half a week. The first audit comes at the end of that week, while the writer can still correct a misunderstanding before it spreads.
The Calculator Card
The stakeholder analysis found that the nurses' main concern was time. The card turns a calculation into a lookup. It lists arrival times in half-hour steps down the left side and the corresponding last-drink time beside each: arrival [0530], last clear drink [0330]; arrival [0600], last drink [0400]; and so on through the day. Below the table, three lines give what counts as a clear liquid (plain or sparkling water, pulp-free apple juice, coffee or tea with no milk, clear sports drinks) and a reminder to route patients on the exception list to anesthesia. The nurse reads the arrival time from the schedule, finds the row and says the time.
Resources
Reprinting the sheet: [$180] for [2,000] copies. Lamination of [eight] cards: done in the education office at no added cost. Staff time: two fifteen-minute huddles for [seven] nurses, plus preparation, about [3.5] hours in total. Writer time for audits: about [one] hour a week. No new equipment, software or product is needed, which was a deliberate criterion in the literature synthesis.
Communication Plan
Pre-admission nurses hear about the change at the huddles and through a one-page summary posted at the call stations. Pre-op nurses hear at their own start-of-shift briefing in week 2, from their charge nurse, with the chair's note posted at check-in saying a case should not be held for a clear drink finished on time. Anesthesia providers receive an email from the chair in week 2. The perioperative director receives a short update at go-live and a summary in week 8. Surgeon offices hear in week 4.
Monitoring and the Review Threshold
Each weekly audit samples [20] call notes and records whether the revised script was used, then pulls check-in intake times for the week's cases. Delays coded as fasting-related are read one by one and sorted into three groups: drank on time, drank too late, or ate. The Unit 5 threshold applies: an aspiration event, or a rise of over [three] fasting-coded delays beyond the usual rate inside four weeks, returns the script to the chair for review before it continues. Small, frequent checks of this kind follow the logic of testing a change on a small scale and learning before expanding it (Langley et al., 2009).
The steps themselves draw on named implementation strategies: educational meetings for the huddles, a reminder tool in the calculator card, audit and feedback in the weekly checks, and an identified champion in the anesthesia chair (Powell et al., 2015). Naming them this way makes the plan easier to compare with other projects and to report in the evaluation course.
Contingencies
When a case moves earlier than scheduled after the pre-admission call, the scheduler or charge nurse who moves it will tell the patient to have nothing more from that moment, and the check-in question will catch anyone who drank inside the window. When a patient on the exception list is identified, the call routes them to the anesthesia provider for an individual instruction. If the chair's approval is delayed, every later date moves by the same number of days; the plan shows this dependency plainly so that the delay is visible rather than hidden.
Why Offices Come Later
The stakeholder analysis placed the surgeon office schedulers first on the route, and this plan reaches them only in week 4. The reason is access: the writer does not yet know anyone in the offices, and a note from the chair should count for more once the script is in use and there is a week of audit data to point to. The risk is that patients will receive conflicting sheets in the first weeks. The check-in question is the safeguard, and the audit will note every patient who mentions a different instruction.
References
American Society of Anesthesiologists Committee on Standards and Practice Parameters. (2017). Practice guidelines for preoperative fasting and the use of pharmacologic agents to reduce the risk of pulmonary aspiration: Application to healthy patients undergoing elective procedures. Anesthesiology, 126(3), 376-393. https://doi.org/10.1097/ALN.0000000000001452
Langley, G. J., Moen, R. D., Nolan, K. M., Nolan, T. W., Norman, C. L., & Provost, L. P. (2009). The improvement guide: A practical approach to enhancing organizational performance (2nd ed.). Jossey-Bass.
Powell, B. J., Waltz, T. J., Chinman, M. J., Damschroder, L. J., Smith, J. L., Matthieu, M. M., Proctor, E. K., & Kirchner, J. E. (2015). A refined compilation of implementation strategies: Results from the Expert Recommendations for Implementing Change (ERIC) project. Implementation Science, 10, 21. https://doi.org/10.1186/s13012-015-0209-1
How this NU590 Unit 7 example is structured
No date appears without the step that must precede it, which makes dependencies the plan's spine. The chair's approval sits first because printing, teaching and launch all wait on the wording. Huddles fall on two days so day and evening pre-admission staff both attend, with a plan for anyone missed. The calculator card exists to reduce the load the stakeholder analysis measured, turning a mental calculation into a lookup. A contingency section answers the patients' concern: when a case moves earlier, the scheduler's call includes an instruction to stop drinking now, and the check-in question catches anyone inside the window. Scheduler outreach is phased after launch, a choice the plan explains by access, since four offices lie outside the hospital. Evidence for each step is defined in advance, a signed script or an attendance list, so progress can later be checked rather than asserted.
Get an NU590 Unit 7 example written to your instructions
Share the objectives from your proposal, the approvals still outstanding and the dates left in your term. Any template the section supplies helps too, alongside the Unit 7 instructions and rubric. A free first custom sample, returned within 24-48h, sets each step against its dependency and owner, with every date left for you to confirm. 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.
NU590 Unit 7 questions, answered
What if an approval arrives late?
Build the plan so a late approval shifts later steps rather than breaking them. Listing dependencies makes this visible: when the first step slips a week, the reader sees which dates move. The sample counts every date forward from the anesthesia chair's signature for that reason, and a progress report can then show the slip honestly instead of rewriting the plan.
Should an implementation plan include a budget?
Often, even when the costs are small. Pricing materials and staff time shows the plan is real and hands the sponsor a figure to approve. The sample costs a reprint and the hours of two short huddles, bracketed for local figures. Where your section forbids cost detail, a resources list with quantities still helps a reader judge feasibility.
Can implementation continue into the next course?
In a practicum sequence it often does, with the second course evaluating what the first began. Plans that say where this term's work ends and what carries forward read as honest about scope. Confirm the arrangement with faculty and your preceptor, since site agreements and hours are governed by your program, not by the plan.