NUR 621 Business Plan for Change/Process/Item 

Grand Canyon University NUR 621 Business Plan for Change/Process/Item– Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University NUR 621 Business Plan for Change/Process/Item assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for NUR 621 Business Plan for Change/Process/Item                   

Whether one passes or fails an academic assignment such as the Grand Canyon University NUR 621 Business Plan for Change/Process/Item depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for NUR 621 Business Plan for Change/Process/Item                   

The introduction for the Grand Canyon University NUR 621 Business Plan for Change/Process/Item is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for NUR 621 Business Plan for Change/Process/Item                   

After the introduction, move into the main part of the NUR 621 Business Plan for Change/Process/Item  assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for NUR 621 Business Plan for Change/Process/Item                   

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for NUR 621 Business Plan for Change/Process/Item                   

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for NUR 621 Business Plan for Change/Process/Item 

Healthcare institutions or facilities such as hospitals usually focus on offering efficient, safe, and cost-effective care to patients by using various strategies to meet the ever-rising demand of the patients. In some instances, hospitals identify opportunities that they can exploit to improve their services, expand their operations or increase their revenue base (Capece& Lorenzi, 2020). One of the strategies that the institutions use to achieve such goals is the formulation of appropriate business plans since a business plan can help the organization to outline its steps for financial and operational success (Burström et al.,2021). In addition, such business plans give the leaders enhanced flexibility and security to effectively manage change. Therefore, the purpose of this assignment is to formulate a business plan for the acquisition of a new MRI scanner as medical equipment needed at the Helping Hands hospital. As such, the plan will cover various aspects, such as why the equipment is needed, the implementation plan, costs or benefits, and evaluation.

The Proposal

The proposal is to acquire an MRI scanner to help improve the services at the facility and improve the patient experience.  In the last few years, there has been a rising need for MRI scanning services, putting pressure on the facility to acquire a modern MRI equipped with the current technology. Therefore, a need has been identified to install a new machine due to the enhanced demand for imaging and radiology services performed through the use of MRI. The Helping Hands hospital has, over the years, focused on offering holistic healthcare services to patients, and recent statistics have shown a substantial increase in the number of patients who need services such as bone-related injuries, spinal cord disorders, and tumors (Ba, 2020). The implication is that in some instances, the patients have been forced to seek MRI services in other healthcare facilities which has been inconvenient and costly. As such, the business proposal is to acquire a new MRI machine and also explore the importance of the equipment to the organization.

The Rationale

It is important to discuss and explore the rationale for acquiring the new equipment. As discussed earlier, the required equipment is an MRI scanner. There are several reasons why an MRI scanner is needed at the facility. There has been an ever-increasing unreliability of the current MRI scanner since the technology it is using has been resulting in approximately 20% downtime on the scanner. The implication is that there has been a negative impact on the patient experience and the Helping Hand’s key performance indicators.

As earlier indicated, the facility’s statistics show that there has been an increasing demand for the services offered by MRI scanners for bone-related injuries, spinal cord disorders, and tumors. Therefore, the demand has been exceeding the scanning capacity of the current MRI, which is also hampered by the old technologies and downtime (Sheikh-Sarraf et al.,2021). The implication is that the Helping Hands hospital has continually found it difficult to respond to the ever-growing pressures as well as patient repatriation, leading to a substantial loss of income.

In the past few years, the current MRI scanner has become increasingly unreliable, and at times, the downtime takes days, while in some cases, there are constant breakdowns throughout some days. It is important to note that the breakdown adds approximately fifteen minutes to every scan as the patient has to move out of the equipment to allow a reboot (Sheikh-Sarraf et al.,2021). The problem of processing power inadequacy was noted to result from the age of the current technology the equipment is using. Therefore, the number of patients who can be served has considerably reduced. The instrument can also no longer reconstruct images from previous years while scanning a patient.

The number of lost appointments due to scanner downtime has also doubled in the last two years. The downtime has caused the cancellation of various appointments even on the day of the scan, and in some cases, such cancellations happen even on multiple occasions. The implication is that there are additional lists of clients to be serviced by the professionals when the equipment is up and running, leading to the workers’ burnout, overburdening of the machine, and poor patient experience. The technological capability of the current scanner has also negatively impacted the Radiology department’s ability to hire and retain professional staff. The organization is unable to give modern MRI scanning technologies due to the old technology in use, which leads to inferior diagnostic capabilities in comparison to other facilities, which is a big problem for radiologists.

The best way is to acquire a new MRI scanner with the current technology to help solve the problems experienced in the last few years. The new MRI scanner will improve scanning services at the facility and also help generate revenues as appropriate. The kind of income expected includes the charges on the outside users who come to the facility to get MRI services, the direct access by the GPs, and the un-bundled outpatient tariffs. The choice of the new MRI has also been made since it is usually the scanning modality of choice as it gives some of the best diagnostic specificity and sensitivity without using ionization, such as in the case of computed tomography.

 As part of the plan, the organization also seeks to expand the services performed by the MRI scanner as the current one with the old technology is limited. As such, the new MRI scanner is the best option since it will be able to give services such as serving orthopedic patients who are currently being referred to other facilities, breast screening for patients at high risk, comprehensive musculoskeletal imaging, bariatric imaging, scanning under general anesthetics, small bowel imaging and cardiac imaging (Bjurlin et al.,2020).

The acquisition of the new MRI scanner has various advantages. One of the advantages is that it will lead to improved income for the facility as it will be able to offer a wider range of services due to the current and updated technology. The other advantage is that it will lead to improved patient experience (Hehakaya et al.,2020). Currently, the patients have been dejected by the constant downtimes, cancelation of appointments, and the need to secure some of the scanning and imaging services in other facilities leading to higher spending and inconveniences.

The other advantage of acquiring the new MRI scanner is that the organization will be able to attract and retain staff effectively, as the Radiology department has struggled with retaining employees. The next advantage is that the acquisition of the new MRI scanner is likely to improve the workflow, not only in the radiology department but also in the departments which require scanning and imaging services (Provost et al.,2019). Improved workflow means more efficient, effective, and timeous services, improved organization’s image, and better patient experience.

It is evident that the acquisition of the new MRI scanner will have numerous advantages. However, it is important to note that there are also potential disadvantages. One of them is the potentially huge costs involved in the initial purchase of the new scanner. As earlier indicated, the targeted scanner operates on new and current technology, which is more expensive. Therefore, Helping Hand will have to plan for a huge financial outlay to acquire the equipment. There will also be a need to offer some short training to the existing staff on the use of the equipment due to the new technology (Provost et al.,2019). This may take some time hence slowing down the normal imaging and scanning services. It is important to note that the advantages clearly outweigh the disadvantages; hence it will be wise to secure funds that can help in purchasing the new MRI equipment.

The Implementation Plan

It is important to come up with an implementation plan by explaining or exploring what needs to happen for the Helping Hand Hospital to acquire the equipment and ensure it is used effectively. As such, the first phase of the implementation plan is to formulate a budget that includes the purchase of the new equipment. Before such a budget is approved, there is a need to convince the organization’s leaders that the hospital is in dire need of a new MRI scanner. The costs should also include transport costs and installation costs in case the company does not offer such after-sale services. As part of the budget, there will also be a need to cover the costs of training the staff on the new technology. As earlier indicated, the current MRI scanner uses old technology; hence the current staff may not be competent enough to use the new MRI scanner without getting some training (Glide‐Hurst et al.,2021). Therefore, such costs need to be covered, as in most cases, the training or resource person may need to be outsourced.

Upon the approval of the budget, the new instrument will have to be purchased from a well-known vendor who can offer necessary support services until the equipment is fully in use. The acquisition is then followed by the transfer or transportation of the new MRI scanner to the site at the Helping Hands hospital before it can be installed in the radiology department. The installation requires the services of experienced and competent engineers, which are usually provided by the selling company to ensure that the machine is appropriately installed without any problems. As part of the implementation plan, training of the Helping Hands hospitals then immediately comes after installing the equipment to ensure that they have the right skills to operate the instrument without damage and ensure the scanner works at optimum conditions to help improve the results (Glide‐Hurst et al.,2021). The next phase of implementation entails the Helping Hands hospital staff trying to use the equipment in the presence of the resource person to ensure that they use it correctly before a complete migration of scanning and imaging services from the old MRI scanner to the new MRI scanner.

The Implementation Timeline

The Costs/ Benefits

 It is important to analyze the costs and benefits of the acquisition and implementation of the new MRI scan (Wald et al., 2020). As part of the plan, there are financial requirements for the new equipment. Financial resources are needed for the purchase and installation of the new MRI scanner. The staff training costs will also form part of the costs. The cost of the new MRI scanner is $500,000. The installation cost is $20,000, bringing the total costs to $520,000. As indicated earlier, the initial costs of purchasing and installing the machine are substantial. Therefore, this proposal will also have substantial changes to the existing costs. The organization will have to add these costs to the current financial year’s budget plan and, therefore, put in place strategies to acquire the funds.

Even though the initial outlay capital is huge, it is projected that the organization will make substantial profits in the first few years to compensate for all the costs. The costs will include the purchasing, installation, and running costs. However, with the correct use of the instrument, it is expected that the income will exceed the running costs to lead to profits, as shown in the chart below.

There are various monetary resources needed to employ this idea. The investment is substantial; hence there will be a need to get some funding from sponsors who are willing to partner with the Helping Hands hospital to improve the nature of the services offered. The other option is acquiring financial assistance from the government agencies responsible for funding such initiatives (Wald et al., 2020). On the other hand, there are also non-financial resources needed to implement the idea. For example, there are human resources. The staff will have to be trained on the use of the new equipment to ensure that they are up to date with the use of the new technology. In addition, the organization will also need to secure a safe transport mode to help in transferring or transporting the equipment from the vendor to the Helping Hands hospital site.

Evaluation

Evaluation is an important part of a quality improvement of change. Therefore, it is important to develop an appropriate plan for evaluating the effectiveness of the proposed acquisition of the new MRI scanner. The first sign of success will be the acquisition of the equipment. The other way to evaluate the effectiveness of the change is by observing the downtime durations (Culmone et al.,2019). The current equipment is plagued with downtimes due to breakdowns; hence a decrease in downtimes will be an indication of success. The other measure will be the number of patients or scans carried out within a period of time, such as in a year. An increased number of patients will be an indication of success. In addition, the achievement of the projected profit margins will be an indication of success.

Conclusion

This business plan change has focused on the need to acquire a new MRI scanner to help improve scanning and imaging services at the Helping hand hospital. The existing scanner has been plagued by several hours of downtime due to breakdowns caused by the use of outdated technology. Even though the initial capital needed to acquire and install the new equipment is considerably high, these costs are likely to be covered within the first four years of operation; hence the project is viable.

References

Ba, H. (2020). Medical sports rehabilitation deep learning system of sports injury based on MRI image analysis. Journal of Medical Imaging and Health Informatics, 10(5), 1091–1097. https://doi.org/10.1166/jmihi.2020.2892

Bjurlin, M. A., Carroll, P. R., Eggener, S., Fulgham, P. F., Margolis, D. J., Pinto, P. A., … & Turkbey, B. (2020). Update of the standard operating procedure on the use of multiparametric magnetic resonance imaging for the diagnosis, staging and management of prostate cancer. The Journal of Urology, 203(4), 706–712. Doi: 10.1097/JU.0000000000000617

Burström, T., Parida, V., Lahti, T., & Wincent, J. (2021). AI-enabled business-model innovation and transformation in industrial ecosystems: A framework, model and outline for further research. Journal of Business Research, 127, 85-95. https://doi.org/10.1016/j.jbusres.2021.01.016

Capece, G., & Lorenzi, F. (2020). Blockchain and Healthcare: Opportunities and Prospects for the EHR. Sustainability, 12(22), 9693. https://doi.org/10.3390/su12229693

Culmone, C., Smit, G., & Breedveld, P. (2019). Additive manufacturing of medical instruments: A state-of-the-art review. Additive Manufacturing, 27, 461-473. https://doi.org/10.1016/j.addma.2019.03.015

Glide‐Hurst, C. K., Paulson, E. S., McGee, K., Tyagi, N., Hu, Y., Balter, J., & Bayouth, J. (2021). Task group 284 report: Magnetic resonance imaging simulation in radiotherapy: considerations for clinical implementation, optimization, and quality assurance. Medical Physics, 48(7), e636-e670. https://doi.org/10.1002/mp.14695

Hehakaya, C., Van der Voort van Zyp, J., Lagendijk, J. J., Grobbee, D. E., Verkooijen, H. M., &Moors, E. H. (2020). Problems and promises of introducing the magnetic resonance imaging linear accelerator into routine care: The case of prostate cancer. Frontiers In Oncology, 10, 553123. https://doi.org/10.3389/fonc.2020.01741

Provost, C., Soudant, M., Legrand, L., Ben Hassen, W., Xie, Y., Soize, S., … & Oppenheim, C. (2019). Magnetic resonance imaging or computed tomography before treatment in acute ischemic stroke: effect on workflow and functional outcome. Stroke, 50(3), 659-664. https://doi.org/10.1161/STROKEAHA.118.023882

Sheikh-Sarraf, M., Nougaret, S., Forstner, R., & Kubik-Huch, R. A. (2020). Patient preparation and image quality in female pelvic MRI: recommendations revisited. European Radiology, 30, 5374-5383. Doi: 10.1007/s00330-020-06869-8

Wald, L. L., McDaniel, P. C., Witzel, T., Stockmann, J. P., & Cooley, C. Z. (2020). Low‐cost and portable MRI. Journal of Magnetic Resonance Imaging, 52(3), 686-696. https://doi.org/10.1002/jmri.26942

Sample Answer 2 for NUR 621 Business Plan for Change/Process/Item 

Proposal

The Intensive Care Unit (ICU) is a busy place where real-time tracking of patients is required to obtain help at the right time. However, the current monitoring system in the ICU lacks advanced features like predictive alerts and continuous data analysis that are important for better patient outcomes. This business plan proposes adding a new advanced patient tracking system in the ICU. This system will use artificial intelligence (AI) to continuously analyze data and send predictive alerts. The approach is meant to drive better patient outcomes and shorter response times, further increasing ICU healthcare productivity.

Rationale

Need for the New Monitoring System

The ICU’s current patient monitoring system is archaic and cannot perform continuous data processing, which makes it unlikely to recognize the first signs of patient deterioration. This limitation delays the interventions and places patients at unfavorable outcomes. Keim-Malpass and Moorman (2021) have argued that highly advanced patient monitoring systems with artificial intelligence-based prediction alerts can significantly reduce the response time of a healthcare provider to the patient’s bedside and improve their overall outcomes. This process would be a move regarding technological advances to bring the ICU up to date based on new standards prescribed in the complied guidelines for patient care.

Best Option: Evidence and Advantages

The monitored surveillance system proposes applying artificial intelligence algorithms to analyze data, noting trends a human observer might miss. Identifying slight shifts in an individual’s vitals allows doctors to respond early to a critical condition, such as a heart attack. Research has shown that using these technologies makes it possible to reduce the death rates in the intensive care unit by up to 20% (Saqib et al., 2023). Another advantage of the system is its integration with electronic health records, which assists with comprehensive patient care through better documentation.

Potential Disadvantages

While the new system has various advantages, there are also some indisputable disadvantages. The main concern is the absorber production cost and the cost of installing the absorber on the building’s thermal system. Also, several disturbances might be anticipated in the ICU functionality when implementing the new system because personnel will require training to operate the new system effectively. Another possible problem is AI utilization, which is generally reliable but not 100% accurate and sometimes triggers false alarms (Malcolm et al., 2022). However, these drawbacks are offset by the benefits the system brings to the patient and increased organizational performance.

Implementation Plan

Steps for Implementation

1. Approval and Funding: As procedures and policies in different hospitals may vary, Alsayaydeh et al. (2023) note that the researcher should get permission from the management of the intended hospital to conduct the study and obtain financial support. This objective will entail pitching the business strategy to change agents in the organization, such as the hospital board and the finance department.
2. Vendor Selection: Many suppliers of AI-based surveillance solutions will be considered (Malcolm et al., 2022). Another criterion to be used is the capability of the system, cost of systems, vendor support, and compatibility of the identified system with the current EHR systems.
3. Staff Training: Develop a comprehensive training scheme for personnel dealing with patients in the ICU, such as nurses, doctors, and technicians (Malcolm et al., 2022). Training will entail operating procedures, deciphering the alarm generated by the system, and problem-solving.
4. System Installation: The chosen vendor must be consulted to install the monitoring system in the ICU (Saqib et al., 2023). This process will entail installing the hardware gadgets, installing the software, and integrating the system with the hospital environment, among other things.
5. Pilot Testing: Use the system on a sample number of patients and introduce it step by step so that they can gradually get acquainted with it (Keim-Malpass & Moorman, 2021). Supervise the accomplishment, gather the personnel’s opinions, and apply any modifications if required.
6. Full Deployment: The above system will be implemented in the ICU (Alsayaydeh et al., 2023). Continued monitoring and support will ensure smooth operation at the initial stage.
7. Ongoing Evaluation and Support: Effectively communicate with the vendor to constantly update the system (Holmes et al., 2024). Numerically self-assess the system’s effectiveness and the improvement it brings to patient conduits.

Implementation Timeline

The implementation process is expected to take six months, divided as follows:

• Month 1: Approval and funding
• Month 2: Vendor selection
• Month 3: Staff training
• Month 4: System installation
• Month 5: Pilot testing
• Month 6: Full deployment and ongoing evaluation

Costs/Benefits

Costs

 This cost estimate for the new patient monitoring system is $500000, comprising costs like software and physical equipment, installation costs, and integration with the electronic health record system. The total allocation for staff training will be $50,000, whereas the testing and assessment of pilot projects will cost an extra $30,000 (Holmes et al., 2024; Malcolm et al., 2022). The expected annual cost for maintenance and assistance for the subjects is $20,000.

Monetary Benefits

• Reduced ICU Mortality Rates: Jones and Williams (2019) published a paper stating that better surveillance reduces mortality by as much as 20%. It can also lead to substantially lower costs by decreasing the number of days in the ICU and the need for additional medical interventions.
• Operational Efficiency: The new system, which uses ICU resources better, is expected to reduce response times by 15% (Malcolm et al., 2022). This efficiency gain can hasten the availability of ICU beds, quicken the treatment of more patients, and raise hospital revenues.

Non-Monetary Benefits:

• Enhanced Patient Care: Based on insights from Holmes et al. (2024), the system’s ability to predict the signs of deterioration will enhance the hospital’s status as a healthcare innovation hub, leading to better patient care and productivity.
• Staff Satisfaction: Keim-Malpass and Moorman (2021) maintain that decreasing manual monitoring and using AI-based alerts and notifications will positively impact employee satisfaction. Lower effort and stress will also positively affect the workplace environment.

Evaluation Methods

To evaluate the success of the proposed system, several methods will be employed:

1. Clinical Outcomes Monitoring: Compare the overall frequencies of critical events, response times, and death rates of the intensive care unit patients before and after the system’s implementation (Malcolm et al., 2022). Lower death rates and reaction times would be hallmarked as success indicators.
2. Staff Feedback Surveys: Conduct surveys to get feedback from ICU personnel about the system’s usability, effectiveness, and impact on their workflow (Saqib et al., 2023). Positive feedback will indicate a successful adoption.
3. Patient Satisfaction Surveys: Solicit feedback from patients or their families to establish their level of satisfaction with the care offered in the ICU (Alsayaydeh et al., 2023). Once the system has been implemented, new satisfaction figures will be recorded.
4. Financial Analysis: After six months of using the system, an assessment of the cost that the system has incurred in the hospital is conducted (Malcolm et al., 2022). Among the most critical measures of success, it will be necessary to indicate a high return on investment (ROI).
5. Ongoing Monitoring: Establish an administrative committee to monitor the system’s performance and ensure frequent modifications (Keim-Malpass & Moorman, 2021). This committee will ensure the delivery of the best patient care and confirm whether the system is fit for use within the ICU’s changing needs.

Conclusion

Implementing a high-end patient monitoring system in the ICU is a wise business decision because it complements the hospital’s commitment to high-quality and excellent care. However, it is crucial to note that although the implementation of the given system requires certain investment and can potentially encounter some obstacles, its ability to improve the patient’s condition, simplify the work of the healthcare center’s employees, and support the staff makes it an invaluable addition to the facility. With a practical and well-coordinated approach to planning, executing, and evaluating, this business plan aims to dramatically improve the quality of ICU care to improve the results for patients, staff, and the hospital.

References

Alsayaydeh, J. A. J., Yusof, M. F. bin, Halim, M. Z. B. A., Zainudin, M. N. S., & Herawan, S. G. (2023). Patient health monitoring system development using ESP8266 and Arduino with IoT platform. International Journal of Advanced Computer Science and Applications, 14(4). https://doi.org/10.14569/ijacsa.2023.0140467

Holmes, E., Holmes, E., Holmes, E., Holmes, E., Holmes, E., & Holmes, E. (2024). A model-based cost-utility analysis of an automated notification system for deteriorating patients on general wards. PloS One, 19(5), e0301643–e0301643. https://doi.org/10.1371/journal.pone.0301643

Keim-Malpass, J., & Moorman, L. P. (2021). Nursing and precision predictive analytics monitoring in the acute and intensive care setting: An emerging role for responding to COVID-19 and beyond. International Journal of Nursing Studies Advances, 3, 100019. https://doi.org/10.1016/j.ijnsa.2021.100019

Malcolm, R., Shore, J., Stainthorpe, A., Ndebele, F., & Wright, K. (2022). Economic evaluation of a vision-based patient monitoring and management system in an acute adult and an older adult mental health hospital in England. Journal of Medical Economics, 25(1), 1207–1217. https://doi.org/10.1080/13696998.2022.2147753

Saqib, M., Iftikhar, M., Neha, F., Karishma, F., & Mumtaz, H. (2023). Artificial intelligence in critical illness and its impact on patient care: A comprehensive review. Frontiers in Medicine, p. 10. https://doi.org/10.3389/fmed.2023.1176192