| Course | NR 719 Topics in Advanced Practice Leadership II |
|---|---|
| Week | 3 |
| Paper type | Sustainability plan |
| Length | About 1,110 words, 5 pages |
| Format | APA 7 student paper |
| School | Chamberlain University |
| Program | Doctor of Nursing Practice (DNP) |
| Updated | October 2026 |
Free sample paper for NR 719 Week 3
Sustainability Plan for Kilogram-Only Pediatric Weights After Handover on 1 July 2027: A Named Post, One Measure With a Trigger, the Money and What Gets Retired
Student Name
College of Nursing, Chamberlain University
NR 719: Topics in Advanced Practice Leadership II
Instructor Name
Month Day, Year
Sustainability Plan for Kilogram-Only Pediatric Weights After Handover on 1 July 2027: A Named Post, One Measure With a Trigger, the Money and What Gets Retired
Purpose
This plan sets out how kilogram-only weighing for children will keep running in the 26-bed community emergency department after the doctoral student who led it hands over on 1 July 2027. Sustainability is used in a specific sense: the practice continues after the initial implementation support has ended, is still delivered in a recognizable form and still produces the benefit it was introduced for (Moore et al., 2017). The plan therefore describes the practice in its steady form, names who owns it, sets one measure with a level at which someone must act, names the money and lists what stops.
The Practice in Its Steady Form
The steady form is smaller than the pilot. Every child is still weighed on a scale that displays only kilograms and the figure still goes into a field that refuses pounds; those two locks are permanent and need no one's effort. What shrinks is the human support around them. The monthly audit drops from 50 records to 30. The two weeks of shift huddles are not repeated; instead, every new nurse, including every travel nurse, receives the one-page card and a two-minute demonstration at orientation. The parent explanation moves from a spoken script to a printed sign at each triage scale.
A Post, Not a Committee
The owner is the department's pediatric emergency care coordinator, a staff nurse who holds the role for one tenth of a full-time post, about four hours each week. The role exists already, as national readiness guidance recommends (Remick et al., 2018), and its job description is being amended to include the kilogram audit and the orientation card. The current holder accepted the duties in writing on 14 June. If the post falls vacant, the duties pass to the nurse manager until it is filled, and the manager has agreed to that in the same note. The practice council will receive the coordinator's report each quarter but owns nothing; it can ask questions, but it cannot assign the work to anyone.
The Number and Its Trigger
One measure carries the plan: the share of audited pediatric triage records with a weight measured in kilograms, from a random 30 records which the coordinator draws at the start of every month. The level that obliges action is 85%, below the 93.6% seen from February to June but far above the 57% seen before the change. If any month falls below 85%, 26 of 30, the coordinator reviews the failures within two weeks and reports their causes to the manager. If two consecutive months fall below 85%, the coordinator runs ten-minute refresher huddles for one week on every shift. A second, smaller signal is the number of parent-stated weights: more than 3 of 30 in a month triggers a check of whether recent new staff received the orientation card, since that was the cause of the May lapse.
Table 1
Sustainability Measures, Triggers and Owners
| Signal | Source and interval | Level that triggers action | Action and owner |
|---|---|---|---|
| Measured in kilograms | 30 random records, monthly | Below 26 of 30 in one month | Review causes within two weeks; coordinator reports to manager |
| Measured in kilograms | Same | Below 26 of 30 two months running | One week of refresher huddles; coordinator |
| Parent-stated weights | Same | More than 3 of 30 | Check orientation records for new staff; coordinator |
| Scale lock intact | Biomedical engineering, quarterly maintenance | Any scale found showing pounds | Relock same day; technician notifies coordinator |
Note. Note. Thresholds were agreed with the nurse manager on 14 June 2027.
Where the Money Sits
Sustaining the practice is not free, and the plan does not claim it is. The coordinator's time totals some 208 hours annually; priced at $52.50 an hour including benefits, that is about $10,920, from the nursing education cost center, where the coordinator role was already budgeted at 0.1; the kilogram duties take about a third of those hours, roughly $3,640 of the existing allocation. Printing the orientation card and the triage signs costs about $40 a year from the department's supplies line. Biomedical engineering absorbs the quarterly lock check within its existing maintenance visits, at no added cost, which its manager confirmed. The scales will need replacement at the end of their service life, about seven years, at roughly $1,150 each; that falls to the department's minor equipment budget in the year it happens.
What Gets Retired
Four things stop on 1 July. Separate reporting of weighing time, which ran from January to April to protect triage nurses while the routine was new, ended in April and is not revived. The weekly audit by the student ends. Monthly updates at staff meetings end; the coordinator's quarterly report replaces them. And the spoken parent script is replaced by the printed sign. Retiring these deliberately matters, because a plan that keeps every pilot activity will not survive on four hours a week, and implementation outcomes such as cost and feasibility decide whether a practice lasts as much as its effect does (Proctor et al., 2011).
What Could Undo It
Three events could quietly reverse the change, and each has a guard. The first is a record upgrade: a vendor release could restore the old weight field with its pound option. The information technology team has added the kilogram-only setting to its upgrade test script, so a reset would be caught in testing rather than at triage. The second is a scale replaced without its lock: new scales usually arrive set to pounds. Biomedical engineering has added a kilogram-only line to its acceptance checklist for any pediatric scale. The third is the coordinator leaving without a replacement. The manager has agreed to hold the duties personally in that case, and the job description, not the person, carries the audit. None of these guards costs extra money; each moves a responsibility from memory into a document someone else already uses.
Review Date
The coordinator and manager will review this plan on 1 January 2028, with six months of audits in hand, and decide whether the audit can drop to quarterly. A drop would require six consecutive months at or above 28 of 30 and no stated-weight trigger in that period; otherwise the monthly audit continues for another six months.
References
Moore, J. E., Mascarenhas, A., Bain, J., & Straus, S. E. (2017). Developing a comprehensive definition of sustainability. Implementation Science, 12, Article 110. https://doi.org/10.1186/s13012-017-0637-1
Proctor, E., Silmere, H., Raghavan, R., Hovmand, P., Aarons, G., Bunger, A., Griffey, R., & Hensley, M. (2011). Outcomes for implementation research: Conceptual distinctions, measurement challenges, and research agenda. Administration and Policy in Mental Health and Mental Health Services Research, 38(2), 65-76. https://doi.org/10.1007/s10488-010-0319-7
Remick, K., Gausche-Hill, M., Joseph, M. M., Brown, K., Snow, S. K., Wright, J. L., American Academy of Pediatrics Committee on Pediatric Emergency Medicine and Section on Surgery, American College of Emergency Physicians Pediatric Emergency Medicine Committee, & Emergency Nurses Association Pediatric Committee. (2018). Pediatric readiness in the emergency department. Pediatrics, 142(5), Article e20182459. https://doi.org/10.1542/peds.2018-2459
What the NR 719 Week 3 assignment asks for
Describe the practice in the form it will run steadily, which is usually smaller than the pilot, and say what is permanent and what shrinks. Name the post accountable after handover, the date of handover and who holds the duties if the post falls vacant; a committee or a team is not an owner. Choose one or two measures that keep being collected, say who pulls them, at what interval and the value at which someone is obliged to act, and what that action is. Name the money, including staff time, supplies and any equipment replacement, and the budget line each comes from, rather than claiming no additional cost. List what gets retired. Identify events that could quietly reverse the change and how each is guarded. Set a review date with a rule for what happens then.
How the NR 719 Week 3 example is put together
The sample defines sustainability and lists what is permanent, the scale and field locks, and what shrinks: the audit from 50 to 30 records, huddles replaced by orientation and a spoken script replaced by a sign. Ownership goes to the coordinator, with the duties accepted in writing on 14 June and the nurse manager as fallback; the practice council owns nothing. A table sets four signals with sources, thresholds and owners, including a quarterly scale check by biomedical engineering. The money section prices coordinator time at about $10,920, notes the kilogram duties use about a third of it and lists printing and future scale replacement. Four retirements are named. A section guards against a record upgrade, an unlocked replacement scale and coordinator turnover.
Where the points sit in the NR 719 Week 3 rubric
Ownership left unassigned costs most, and the giveaway is a sentence where sustaining falls to the team, the unit or the council instead of a post someone holds. Next is a measure with no trigger, so monitoring continues forever and nothing follows from it. Marks are lost for claiming no additional cost for work that plainly uses hours, which reads as arithmetic avoided. Graders also take points for plans written around the writer, full of first-person duties that end when the writer leaves, and for plans that retire nothing. Plans score well when every measure has a threshold and a named action, when money is traced to a budget line and when the events that could undo the change are named and guarded.
NR 719 Week 3 help from the desk
Most sustainability drafts promise continued monitoring by the team, which a grader cannot credit. Share your change, how it is currently staffed, what you measure and what your organization's budget lines look like. From those, the plan can describe the practice in its steady form, assign it to a post with a fallback, set thresholds that oblige someone to act, price the time honestly and list what stops. Thinking through what could quietly reverse the change, such as an upgrade or a new piece of equipment, is often the most useful section. The plan reflects your own setting and decisions.
Get a NR 719 Week 3 example written to your instructions
Send the sustainability template or required elements your section posted, plus a few lines about the change and the setting it runs in. We write a custom example to those instructions, complete with owner, measure and funding logic, and return it inside 24 to 48 hours. The first is free.
More NR 719 papers and DNP samples
- NR 719 Week 1: Handover Status Post
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- NR 719 Week 5: Outcomes Evaluation Write-up
- NR 719 Week 6: Dissemination Plan
- NR 719 Week 7: Executive Summary
- NR 719 Week 8: Project Dissemination Presentation
- NR 718 Week 3: Leadership Theory Analysis
- NR 702A Week 3: Setting Description
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- NR 705A Week 3: Change Package Outline
NR 719 Week 3 questions, answered
Do I need real budget figures for a sustainability plan?
Approximations work when they are labeled as estimates and reasoned out loud. What does not work is claiming a change costs nothing while describing work that plainly consumes staff hours. Even a rough rate multiplied by a rough number of hours reads as accountable, and it protects the rest of the plan from a reader who checks one line.
What if the change might not continue after I finish?
Say so, in the plan, with the conditions attached. A plan that states two circumstances under which continuation would be unwise is stronger than one promising permanence, and doctoral markers treat that honesty as evidence of systems thinking. The deliberate stopping decision belongs inside the document rather than being left for someone else to make badly.
How is this different from the implementation planning in the earlier course?
That course plans a beginning: readiness, stakeholders, the model that fits, the proposal that gets approval. This one plans your exit. The whole document assumes the change is already live and asks what carries it once attention moves elsewhere, which is why owners, thresholds and funding lines matter more here than any framework does.
Where can I find a free NR 719 Week 3 sample paper?
A full sustainability plan for kilogram-only pediatric weighing after handover, with triggers and owners, is shown on this page.
Who holds the duties in the NR 719 Week 3 sample if the coordinator leaves?
The nurse manager, who agreed in writing to hold them until the post is filled, since the job description rather than the person carries the audit.