| Course | NU804 DNP Project II |
|---|---|
| Unit | Unit 7 |
| Paper type | Stakeholder update |
| Length | About 740 words, 5 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | Doctor of Nursing Practice (DNP) |
| Updated | October 2026 |
Free sample paper for NU804 Unit 7
Four Units Live, Seventy-Five Percent and Climbing, One Decision: A Unit 7 Stakeholder Update to the Chief Nursing Officer on an Insulin Discharge Bundle
[Student Name]
Purdue University Global
NU804: DNP Project II
Unit 7 Stakeholder Update
[Instructor Name]
[Date]
The hospital, leaders, figures and decision are composite and illustrative; the sources cited are real.
Update
To: Chief Nursing Officer From: DNP student, project lead, with the Director of Nursing Quality Re: Insulin discharge bundle, month three, and a decision on the class
The Short Version
The bundle is running on four of eight units. Three in four patients now receive every part, up from about three in five in the first month. No patient has left without a supervised dose since the evening-before change agreed with the hospitalists, and the bundle has not slowed discharges. It is too early to judge returns. One decision is needed: whether to fund a weekly virtual diabetes class so that rural and working patients can attend.
Where We Are
4 West and 3 West started three months ago, and cardiac step-down and the surgical unit two months ago. Oncology and the renal-transplant unit start in three weeks, after the oncology safety step the committee approved. Thirty-three patients have gone home on new insulin from the four units.
What the Numbers Show
Every part delivered: 12 of 16 patients last month, 75 percent, up from 3 of 5 in month one. Our target is 85 percent.
Pen in hand on the first insulin day: 13 of 16 last month, up from 3 of 5, after the weekend pharmacy change and the daily list for prior authorization.
Discharge timing: median 2 hours 35 minutes from order to departure, against 2 hours 40 minutes before. No delay.
Returns within 30 days: one of the 17 patients whose 30 days are complete. Too few to say anything yet; we will report returns with confidence once each unit has six months of data.
The parts the project changed are improving; the result it exists for will take six more months to read.
What Is Working
Three changes made since go-live account for most of the gains. The inpatient pharmacy now dispenses take-home pens on weekends. The pharmacist starts insurance approval the morning insulin is first ordered. And the supervised dose happens the evening before discharge, which fits the hospitalists' morning rounds instead of competing with them. Each change came from a problem staff reported, which is a good sign for the culture the safety survey measured last year, when response to error was the units' weakest area.
The Decision Needed
Only about a third of patients accept a seat in the outpatient diabetes class when it is offered, and most who decline live more than 30 minutes away or work during the day. The equity review in the quality course found the same pattern: rural patients attended the class at less than a third of the rate of those nearby. Healy et al. (2013) and Drincic et al. (2017) both link diabetes education with fewer readmissions, so this is the bundle's weakest link with good evidence behind it.
The proposal is a one-hour virtual class each Tuesday at 1800, led by the diabetes educator with a rural clinic nurse available for patients without a reliable connection. The cost is about $3,100 for the rest of the project year in educator time, which the education budget cannot absorb. We ask you to approve it from the nursing quality fund.
Risks to Watch
Oncology starts in three weeks with the most complex dosing; the safety step and daily calls are in place. The record system upgrades in the spring, and the readiness fields must come through that upgrade intact; information services has them on its testing list. The project's data analyst is shared with the sepsis bundle, and the quality director has protected four hours a month.
What Comes Next
You will receive the next update after oncology and renal-transplant have been live for a month, with the first stratified results. If you would like to see the bundle in action, the 3 West resource nurse runs the pen station at the 1900 huddle on Thursdays.
Detail on Request
The full interim data report is available from the quality department. Its run charts mark every change on the date it began, so readers can connect movement in a measure to the action behind it (Provost & Murray, 2011).
References
Drincic, A., Pfeffer, E., Luo, J., & Goldner, W. S. (2017). The effect of diabetes case management and Diabetes Resource Nurse program on readmissions of patients with diabetes mellitus. Journal of Clinical & Translational Endocrinology, 8, 29-34. https://doi.org/10.1016/j.jcte.2017.03.003
Healy, S. J., Black, D., Harris, C., Lorenz, A., & Dungan, K. M. (2013). Inpatient diabetes education is associated with less frequent hospital readmission among patients with poor glycemic control. Diabetes Care, 36(10), 2960-2967. https://doi.org/10.2337/dc13-0108
Provost, L. P., & Murray, S. K. (2011). The health care data guide: Learning from data for improvement. Jossey-Bass.
Reading the NU 804 Unit 7 instructions
Unit 7 usually asks for an update to site leaders on the DNP project's progress. Expect to write for a specific reader, often the sponsor, with the main point and any decision first. Instructors want results stated plainly, with counts, and with honest notes on what cannot yet be concluded. What is working, what is at risk and what comes next are common sections. A request for a decision or resource should include its cost and the evidence behind it. Length is part of the grade; one to two pages is typical, and detail should be offered on request rather than included. The tone should be confident but not promotional, since leaders will compare the update with what they hear from units. Close with the date of the next update.
Inside the NU804 Unit 7 example
The update opens with memo headers and a short version: four units live, three in four patients receiving every part, no patient leaving without a supervised dose since the evening-before change, no discharge delay and one decision needed. Status and the coming oncology start follow. The numbers section gives four measures in one line each, with counts, beneath a highlighted line that the parts the project changed are improving while the main result needs six more months. A section on what is working credits three staff-reported changes. The decision section makes the case for a virtual class using the hospital's equity data and two studies, with its cost. Risks, next steps, an invitation to see a pen station and a pointer to the full annotated report end the update.
Reading the NU804 Unit 7 grading rubric
Stakeholder updates earn most of their points for audience fit and clarity. The decision or main message should appear in the first lines, and the reader should be able to stop after the short version and still know what matters. Results are judged on accuracy and plain language, with counts that match earlier reports. Requests score well when they state cost, evidence and the consequence of not acting. Naming risks and how they are being handled builds trust. Graders also check tone: confident, specific and free of jargon. Offering detail on request rather than attaching everything shows judgment about a leader's time. Brief, correct citations in APA 7 for any studies used to justify the request round out the rubric.
NU804 Unit 7 help from the desk
Updates to leaders often fail by starting with background the leader already knows and reaching the request only at the end. Another frequent problem is writing for faculty, with long explanations of methods that a chief nursing officer will not read. Some students report percentages without counts, which can mislead when numbers are small. Requests without a cost or a deadline are easy to postpone. Leaving out risks can backfire when a leader hears about them from someone else. Promotional language, such as calling early results a great success, undermines credibility. Begin by writing the one sentence you want the leader to remember and the one decision you need. A custom update can be written for your own sponsor and project.
Get an NU804 Unit 7 example written to your instructions
Send the project, its progress and the update instructions with the rubric. A custom update gives leaders the status, the numbers and the decision you need. Delivery is within 24-48h, and a first update is free. 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.
More NU804 papers and DNP samples
- NU804 Unit 1: DNP Go-Live Discussion Post
- NU804 Unit 2: DNP Staff Training Report
- NU804 Unit 3: Implementation Fidelity Report
- NU804 Unit 4: Barriers and Adaptations Memo
- NU804 Unit 5: Leading Change Seminar Reflection
- NU804 Unit 6: Interim Data Report
- NU804 Unit 8: Unexpected Finding Discussion
- NU804 Unit 9: Leadership Reflection
- NU804 Unit 10: Implementation Summary
- NU803 Unit 7: Run Chart Interpretation
- NU813 Unit 7: Midpoint Data Report
- NU802 Unit 7: QI Ethics Determination Paper
- NU823 Unit 7: Executive Summary
NU804 Unit 7 questions, answered
How long should a stakeholder update be?
Short, often one to two pages, with the main point first.
Should the update include a request?
Yes, if you need a decision or resource, state it clearly.
Who are the stakeholders?
The sponsor, unit leaders and the departments whose work the project changes.
Where can I find a free NU804 Unit 7 sample paper?
This page contains the complete NU804 Unit 7 stakeholder update, a short memo to a chief nursing officer on an insulin bundle's progress with one funding decision.
What decision does the NU804 Unit 7 sample ask the CNO to make?
Whether to fund a weekly one-hour virtual diabetes class, about $3,100 for the rest of the project year, so rural and working patients can attend.