| Course | NU753 Transforming the Health Care Organization |
|---|---|
| Unit | Unit 9 |
| Paper type | Leadership presentation |
| Length | About 980 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 9
Ten Minutes, One Signature: A Leadership Presentation to a Composite System's Operations Council Asking for $185,960 a Year for an Enhanced Recovery Pathway, With Speaker Notes and a Reserve Appendix for Seven Finance Questions
[Student Name]
Purdue University Global
NU753: Transforming the Health Care Organization
Unit 9 Leadership Presentation
[Instructor Name]
[Date]
The council, figures and questions are composite; amounts and times are bracketed.
Slide 1, The Request
Slide text: Approve $[185,960] a year for an enhanced recovery pathway in colorectal surgery. Expected net return: $[102,760] a year.
Speaker notes: Good morning. I am asking for one decision today: funding for a pathway that should shorten colorectal surgery stays by about a day and a half and pay for itself with room to spare. I will spend the next nine minutes showing you why I believe that, and what could make me wrong.
Slides 2 to 4, The Problem and the Pathway
Slide text, two: Elective colorectal stays average [5.9] days; unchanged in [four] years. Slide three: [41] percent of patients walk within 24 hours at the flagship; [68] percent at our community hospital. Slide four: the pathway drawn as one horizontal strip, from the preoperative clinic to the operating room to 5 West to home.
Speaker notes: Our stays have not moved in four years, and our sister hospital shows that the same system can do better on at least one key step, early walking. The pathway on this slide follows the ERAS Society's guideline for colorectal surgery, which bundles changes before, during and after surgery (Gustafsson et al., 2019). The point of drawing it as one strip is that no single department owns it; it crosses nursing, operations and the medical staff.
Slide 5, The Gaps
Slide text: Four wide gaps: overnight fasting, opioid pump defaults, routine nasogastric tubes, no compliance audit.
Speaker notes: Our gap analysis found twelve elements. Two we already meet. Four are wide, and three of those four sit in order sets and instructions outside nursing. That is why I am here rather than at the nursing leadership council.
Slides 6 and 7, The Money
Slide text, six: Costs $[185,960]: coordinator $[133,120], weekend mobility aide, drinks, education, audit. Slide seven: three scenarios, worst a loss of $[35,776], base a gain of $[102,760], best a gain of $[241,296]; break-even at [0.62] days.
Speaker notes: The largest cost is a coordinator, because the pathway works only when someone holds it together. The return already subtracts the per-diem revenue we lose on the twelve percent of cases paid by the day. In a published financial model from an academic center, first-year savings from an enhanced recovery program exceeded what it cost to set up, across most of the scenarios modeled (Stone et al., 2016). Our break-even is about six-tenths of a day, well below published reductions.
The case survives its own worst assumption about lost revenue, which is why I am comfortable asking for the full amount.
Slide 8, Who Carries the Work
Slide text: Nursing carries the staffing; savings land on the system margin; the coordinator should be funded centrally.
Speaker notes: I am asking that the coordinator be funded centrally, not from 5 West's budget, because the savings do not land there. If the unit carries the cost and the system keeps the savings, the position will be the first cut in a hard year.
Slides 9 and 10, Stakeholders and Timeline
Slide text, nine: surgeons, anesthesia and finance have the most to lose; each has a named messenger. Slide ten: nursing elements start in month one; order set changes go to the department of surgery in [March]; full pathway by month [nine].
Speaker notes: We have mapped who gives up what. The surgeons lose some discretion, anesthesia some minutes, finance some revenue, and each has someone assigned to talk with them. Nursing elements need no committee and can begin immediately.
Slide 11, How You Will Know
Slide text: Quarterly report: compliance with each element, length of stay, complications, readmissions, cost per case.
Speaker notes: You will get a report every quarter. If compliance is below [70] percent or stays have not fallen by at least [0.6] days after twelve months, I will bring you a plan to fix it or stop.
Slide 12, The Request Again
Slide text: Approve $[185,960] a year, funded centrally. Decision needed today.
Speaker notes: Thank you. I am asking for your approval today so that we can begin hiring before the spring surgical schedule fills.
Reserve Appendix: Seven Likely Questions
The appendix holds three slides that are shown only if asked. They prepare answers to seven questions. What if stays fall only half as much? The worst-case scenario already assumes that, and shows a loss of $[35,776]. Are freed beds real savings? Only if they are filled; occupancy has run at [88] percent, so demand exists. Why not use existing staff? The unit's nurses carry four to six patients and cannot coordinate across three departments. What about readmissions? They are measured quarterly, and published programs have not shown increases. Why not wait for the community hospital to pilot it? Its volume is too small to show a stay effect in a year. Who approves the order sets? The department of surgery, pharmacy and therapeutics, and the medical executive committee, with dates on slide ten. What happens if the coordinator leaves? The role is written into the pathway's governance, and a second nurse will be trained.
Why the Presentation Is Built This Way
Kotter warned that transformation fails when leaders under-communicate the case for change and fail to secure a powerful guiding coalition (Kotter, 1995). An operations council is part of that coalition. The deck is short, leads with the request, shows the worst case openly and keeps detailed answers in reserve, because a finance-minded audience trusts a presenter who has prepared for skepticism.
References
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.
Stone, A. B., Grant, M. C., Roda, C. P., Hobson, D., Pawlik, T., Wu, C. L., & Wick, E. C. (2016). Implementation costs of an enhanced recovery after surgery program in the United States: A financial model and sensitivity analysis based on experiences at a quaternary academic medical center. Journal of the American College of Surgeons, 222(3), 219-225. https://doi.org/10.1016/j.jamcollsurg.2015.11.021
Reading the NU 753 Unit 9 instructions
The Unit 9 assignment asks you to present your proposal to a senior decision-making body. Most versions want slides with speaker notes, a clear request, the evidence and financial case in brief, the implementation plan, how success will be measured, and preparation for questions. Around ten to fifteen minutes and ten to fifteen slides is common. Faculty reward presentations that open with the request, keep each slide to one idea, show the downside openly, name who carries the work and whose budget pays, and prepare for skeptical questions. The term's work is evidence to draw on, not a story to retell, so choose the few findings the audience needs to make its decision and hold the rest in reserve.
How the NU 753 Unit 9 example is put together
Slide one states the request and return. Slides two to four present unchanged stays, the two hospitals' mobility results and the pathway drawn across departments, citing the ERAS Society's recommendations. Slide five reduces the gap analysis to four wide gaps. Slides six and seven show costs, scenarios and break-even, citing a published financial model, with the highlighted sentence on surviving the worst assumption. Slide eight asks for central funding of the coordinator. Slides nine and ten cover stakeholders and timeline, eleven the quarterly measures and a commitment to fix or stop, and twelve repeats the request. A reserve appendix answers seven questions, and a short section explains the design, citing Kotter.
Where the points sit in the NU753 Unit 9 rubric
Leadership presentations are commonly assessed on clarity of the request, strength of the case, audience awareness, delivery design and preparation for questions. The request earns credit when it appears first and last in the same words. The case is judged on whether evidence and financials are accurate and sufficient for a decision. Audience awareness rewards content chosen for executives, such as who pays and who saves. Delivery design is credited when slides carry one idea and notes carry the explanation. Preparation for questions scores well when likely objections have answers ready. A commitment to report results and to stop if targets are missed often increases a council's confidence in approving the request.
NU753 Unit 9 help from the desk
A frequent weakness is spending half the time on background before stating the request. Another is putting too much text on slides, which audiences read instead of listening. Some presentations show only the best financial scenario, which executives distrust. Others ignore who will carry the work and whose budget pays. Many present the term's work in order rather than the evidence the decision needs. And speakers are often unprepared for obvious questions about lost revenue or unfilled beds. Lead with the ask, show the worst case, name who pays, commit to measures, repeat the ask at the end, and keep prepared answers in reserve.
Get an NU753 Unit 9 example written to your instructions
Say who your presentation is for, a board committee, a unit council, a chief nursing officer, how long you have, and what you are asking for, then attach the rubric and any slide limit. A first custom sample, free and ready within 24-48h, returns as a deck with spoken notes and a question bank, built to your instructions. 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 9 questions, answered
Should the presentation cover everything from the term?
Rarely. The audience named in most prompts is a decision maker with limited time, and the term's work is evidence to draw on, not a story to retell. The sample uses perhaps a fifth of what earlier units produced, choosing only what an operations council would need to approve, refuse or ask for less.
Do I need to record the presentation?
That depends on your section. Some ask for recorded narration, some for slides with notes, and some for a live delivery during seminar. The sample provides slides and full speaker notes, which convert easily to any of those formats. Your instructor's requirements on length and delivery govern whatever the sample suggests.
Where can I find a free NU753 Unit 9 sample paper?
The full NU753 Unit 9 leadership presentation is on this page, with twelve slides and speaker notes from the request through problem, gaps, money, work, stakeholders, timeline and measures, a reserve appendix for seven questions and a note on design, plus three references. A presentation for your own proposal can be drafted.
Why ask for central funding in NU753 Unit 9?
Because the savings from shorter stays land on the system's margin, not on 5 West's budget. If the unit carries the coordinator's cost while the system keeps the savings, the position is likely to be cut in a difficult budget year.
What goes in the reserve appendix in NU753 Unit 9?
Answers to seven likely questions: what if stays fall only half as much, whether freed beds are real savings, why existing staff cannot do it, readmissions, why not pilot elsewhere first, who approves the order sets, and what happens if the coordinator leaves.