NU753 Unit 10 Transformation Plan, Five Stages Example

Course	NU753 Transforming the Health Care Organization
Unit	Unit 10
Paper type	Transformation plan
Length	About 860 words, 6 pages double-spaced
Format	APA 7 student paper
School	Purdue University Global
Program	Doctor of Nursing Practice (DNP)
Updated	September 2026

Free sample paper for NU753 Unit 10

Five Stages, Eighteen Months, a Gate at Each Step: A Transformation Plan Carrying an Enhanced Recovery Pathway From Approval on 5 West to the Second Hospital of a Composite Health System

[Student Name]

Purdue University Global

NU753: Transforming the Health Care Organization

Unit 10 Transformation Plan

[Instructor Name]

[Date]

The system, owners, costs and dates are composite; figures are bracketed and reconcile with the Unit 8 business case.

What this part is doingEach stage has a gate, a measurable condition that must be met before the next stage begins, so progress is checked rather than assumed.

The Logic of the Sequence

The plan draws on every earlier unit. The microsystem assessment described 5 West's patterns; the structure analysis found the approval path and its stall point; the culture appraisal found rewards pointing away from mobility; the gap analysis sorted gaps by owner; the stakeholder register named who loses what; and the business case priced the pathway. Their combined lesson is that nursing can start at once on the elements it owns, while the elements owned by surgeons, anesthesia and committees follow the calendar. Kotter argued that transformation efforts succeed when they build a guiding coalition, create short-term wins and anchor changes in the culture, and fail when leaders declare victory too soon (Kotter, 1995). The stages are arranged to produce early wins within nursing while the slower approvals proceed.

Stage 1: Governance and Nursing-Controlled Elements

Months one and two. Owner: 5 West nurse manager, with the clinical nurse specialist. Cost: the weekend mobility aide at $[24,960] a year, the first half of education at $[7,020], and audit time from existing staff.

Deliverables: a steering group of the nurse manager, a surgeon champion, an anesthesiologist, a clinic nurse and a pharmacist, meeting every two weeks; a compliance audit with a baseline from the last [30] charts; nurse-driven protocols for early mobilization and urinary catheter removal; and a new banner at the nurses' station that shows both days without a fall and the share of patients walking within 24 hours.

Gate: the audit is running weekly, and at least [60] percent of colorectal patients walk within 24 hours for four consecutive weeks, with no rise in falls.

The banner comes down first because it is the unit's most visible statement of what counts, and the plan cannot ask nurses to walk patients while the wall still rewards keeping them in bed.

Stage 2: Coordinator and Preoperative Changes

Months two to five. Owner: director of perioperative services, with the new coordinator. Cost: the coordinator at $[133,120] a year, carbohydrate drinks at $[3,840] a year.

Deliverables: the coordinator hired; the clinic's fasting instructions revised to allow clear liquids until two hours before anesthesia, with anesthesia's agreement; carbohydrate drinks for patients without diabetes; and a counseling script covering early eating and walking.

Gate: at least [70] percent of patients receive the new fasting instructions and the drink, confirmed by the audit.

Stage 3: Committee-Controlled Elements

Months four to eight. Owner: the surgeon champion and the chair of surgery. Cost: pharmacy and informatics time, estimated at [20] hours, and the second half of education at $[7,020].

Deliverables: the pathway presented at the department of surgery's [March] meeting; a new order set with opioid-sparing, multimodal analgesia as the default and an explicit exception process, cleared first by the pharmacy committee and then by the medical staff's executive body; and agreement that nasogastric tubes are not routine. These elements follow the ERAS Society's colorectal guideline (Gustafsson et al., 2019).

Gate: the order set is live, and the anesthesia group has agreed to a shared fluids and analgesia protocol.

Stage 4: Full Pathway, Two Surgeons Then Four

Months eight to twelve. Owner: the coordinator. Cost: no new items; the audit continues.

Deliverables: the full pathway used for the two surgeons who volunteered, then extended to all four after three months; quarterly reports to the operations council.

Gate: at least [70] percent compliance with pathway elements, and a reduction in median stay of at least [0.6] days, the business case's break-even.

What this part is doingThe stage 4 gate uses the business case's break-even point, which ties the plan to the promise made to the operations council.

Stage 5: The Community Hospital

Months twelve to eighteen. Owner: the community hospital's chief nursing officer, with the flagship coordinator advising. Cost: to be set in a separate proposal, since the community hospital's volume and staffing differ.

Deliverables: an adapted pathway, keeping the mobility technicians who already get patients walking there, and adding the preoperative and order set elements.

Gate: the adapted pathway in use for all elective colorectal patients, with its own audit.

What this part is doingThe community hospital keeps what already works there, which shows that spreading a pathway means adapting it, not copying it.

Timeline and Overlap

The stages overlap wherever they can. Stage 2 begins while stage 1 is still settling, because the fasting change needs agreement but no committee vote. Stage 3 begins in month four so that the pathway reaches the department of surgery's spring meeting. Only stage 4 waits for stage 3's gate, because the full pathway cannot run without the order set.

What Could Stall the Plan

The Consolidated Framework for Implementation Research names features of the inner setting, including structure, networks and readiness, and of the individuals involved as determinants of whether implementation succeeds (Damschroder et al., 2009). In this plan the likeliest stalls are the anesthesia group, which has no standing forum with nursing, and the coordinator's funding, which could be cut. The steering group's anesthesiologist and central funding of the coordinator are the plan's responses to each.

References

Damschroder, L. J., Aron, D. C., Keith, R. E., Kirsh, S. R., Alexander, J. A., & Lowery, J. C. (2009). Fostering implementation of health services research findings into practice: A consolidated framework for advancing implementation science. Implementation Science, 4, Article 50. https://doi.org/10.1186/1748-5908-4-50

Gustafsson, U. O., Scott, M. J., Hubner, M., Nygren, J., Demartines, N., Francis, N., Rockall, T. A., Young-Fadok, T. M., Hill, A. G., Soop, M., de Boer, H. D., Urman, R. D., Chang, G. J., Fichera, A., Kessler, H., Grass, F., Whang, E. E., Fawcett, W. J., Carli, F., . . . Ljungqvist, O. (2019). Guidelines for perioperative care in elective colorectal surgery: Enhanced Recovery After Surgery (ERAS) Society recommendations: 2018. World Journal of Surgery, 43(3), 659-695. https://doi.org/10.1007/s00268-018-4844-y

Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.

The Purdue Global NU753 Unit 10 instructions

The final NU753 assignment asks you to plan how your proposed change will be implemented and sustained. Most versions want stages or phases with owners, costs, deliverables, criteria for moving forward, a timeline and a discussion of risks, drawing on earlier work in the course. Around 2,400 words built around a stage table and timeline is typical. Faculty reward plans that sequence work by what can start immediately and what must wait for approvals, set gates that can be checked without interpretation, reconcile costs with the business case, and plan for spread and sustainment beyond launch. Plans that end at go-live usually lose points, since sustaining the change is where most pathways fail.

How the NU 753 Unit 10 example is put together

The plan opens by explaining how earlier units shape its sequence and citing Kotter on short-term wins. Stage one sets up governance, starts nursing-owned protocols and replaces the banner, with the highlighted sentence explaining why the banner comes first. Stage two hires the coordinator and changes fasting instructions and carbohydrate drinks. Stage three takes the order set and nasogastric tube changes through the department of surgery and committees, following the ERAS Society recommendations. Stage four runs the full pathway for two surgeons and then four, with a gate at the business case's break-even. Stage five adapts the pathway for the community hospital. Sections explain overlaps and name likely stalls.

NU753 Unit 10 rubric: what earns full points

Transformation plans are generally marked on sequencing, feasibility, accountability, measurement and sustainment. Sequencing earns credit when stages follow a logic, such as starting with what the unit controls while approvals proceed. Feasibility is judged on whether costs and timelines are realistic and reconciled with earlier financial work. Accountability rewards a named owner for every stage. Measurement is credited when each stage has a gate defined by a count, a percentage or a signed approval. Sustainment scores well when the plan addresses spread, funding and the risks most likely to stall it. A timeline that shows where stages overlap tends to help with the presentation criterion.

NU753 Unit 10 help: mistakes that cost points

A common weakness is a plan that lists activities without owners or gates. Another is starting with the hardest, committee-bound elements, which delays any visible progress. Some plans set vague gates, such as sufficient buy-in, that no one can check. Others ignore costs or introduce figures that do not match the business case. Many plans end at launch, with no stage for spread or sustainment. And risks are often listed without responses. Begin with what your unit controls, give every stage an owner, a cost and a checkable gate, let stages overlap where they can, and plan for the site where the change will spread next. Remember that gates protect the plan as well as measure it: a stage that has not met its gate should not be allowed to start the next.

Get an NU753 Unit 10 example written to your instructions

Share the change your term has built toward, the organization, and whatever earlier assignments your plan should draw on, with the prompt and rubric. Your free first custom sample comes back in 24-48h, sequenced so each stage has one owner, a cost that reconciles, and a gate it must pass before the next begins. 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.

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NU753 Unit 10 questions, answered

Should the plan follow a named change model?

Some prompts require one, and the sample can organize its stages under whichever model your section names. Where the choice is open, sequencing by the organization's own approval path often produces a more convincing plan than following a model's steps in order. The sample does that, citing a model only where it explains a specific choice.

How long should a transformation plan run?

Long enough to reach sustainment, which for a clinical pathway usually means twelve to twenty-four months. Shorter plans tend to end at launch, when most pathways are still fragile. The sample runs eighteen months, reaching the second hospital in its final stage, and it explains why that stage cannot sensibly begin sooner.

What makes a good gate between stages?

A condition someone could check without interpretation: a count, a percentage over a defined number of cases, a signed document. Gates such as sufficient staff buy-in cannot be verified and invite argument. The sample pairs each gate with a hold condition and a decision date, so a missed gate produces a decision rather than drift.

Where can I find a free NU753 Unit 10 sample paper?

This page holds the complete NU753 Unit 10 transformation plan, with the logic of its sequence, five stages each with owner, cost, deliverables and gate, the timeline and overlaps, and what could stall it, with three references. Planning support for the change you are leading can be arranged.

What gate ends stage four in NU753 Unit 10?

At least 70 percent compliance with pathway elements and a reduction in median stay of at least 0.6 days, which is the business case's break-even point. That ties the plan to the promise made to the operations council.