| Course | NURS 6053 Interprofessional Organizational and Systems Leadership |
|---|---|
| Week | Week 11 |
| Paper type | Presentation slide deck |
| Length | About 1,050 words across 12 slides with speaker notes |
| Format | Slide deck with speaker notes, APA 7 |
| School | Walden University |
| Program | Master of Science in Nursing (MSN) |
| Updated | October 2026 |
Free sample paper for NURS 6053 Week 11
Discharged by Noon, Together: An Interprofessional Plan to End Late-Day Discharges
Student Name
College of Nursing, Walden University
NURS 6053: Interprofessional Organizational and Systems Leadership
Instructor Name
Month Day, Year
Slide 2: The problem: patients ready by morning rounds go home near dinnertime
Most discharges happen after 2 p.m.
Admitted patients wait in the emergency department every evening
No single department owns the delay
Speaker notes: Here is the problem in words rather than charts. On our medical units, patients who are medically ready at morning rounds usually go home close to dinnertime. By evening, the emergency department is holding admitted patients who are waiting for those beds. When we traced the delay, it did not belong to any one department: teaching, orders, medications, services, and transport each run on their own schedule. That is why the fix has to belong to all of us.
Slide 3: The change: a fifteen-minute discharge huddle every morning
9:00 a.m. on each medical unit
Charge nurse, provider, case manager, pharmacist, transport
Agree on today's likely discharges and who does what by noon
Speaker notes: The change is one sentence long. Every weekday at nine, on each medical unit, five disciplines meet for fifteen minutes, agree on which patients are likely to go home today, and assign the tasks each discharge needs before noon. Hospitals that have run interdisciplinary efforts like this have moved discharges earlier without increasing readmissions (Wertheimer et al., 2014; Kane et al., 2016).
Slide 4: Pharmacy owns medication readiness
Owns: discharge reconciliation and prescriptions
Needs from others: a list of likely discharges the evening before
Speaks at the huddle: unit pharmacist or pharmacy liaison
Speaker notes: Pharmacy owns whether a patient's medications are ready. Their key need is to know the night before who is likely to go, so reconciliation can be done in the evening and the morning becomes final verification. The unit pharmacist or a designated liaison speaks for pharmacy at the huddle and reports which reconciliations are complete.
Slide 5: Transport owns getting patients out the door
Owns: wheelchairs and escorts to the lobby
Needs from others: discharge times confirmed at the huddle
Speaks at the huddle: morning transport coordinator
Speaker notes: Transport owns the last step, and it is often where a ready patient waits another hour. With discharge times confirmed at nine, the coordinator can schedule escorts in the late morning instead of responding to calls as they come. The morning coordinator speaks for transport and flags any capacity problem before it causes a delay.
Slide 6: Case management owns services after discharge
Owns: home health, equipment, placements
Needs from others: early notice of discharge plans and needs
Speaks at the huddle: unit case manager
Speaker notes: Case management owns whatever the patient needs after leaving: home health referrals, oxygen and equipment, and facility placements. Their bottleneck is outside agencies, so the earlier they know, the more likely services are in place by noon. The unit case manager speaks at the huddle and names any discharge that cannot happen today, so the team plans honestly.
Slide 7: Hospital medicine owns the decision and the orders
Owns: readiness decision and discharge orders
Needs from others: nursing input on who is ready
Speaks at the huddle: hospitalist or advanced practice provider
Speaker notes: Hospital medicine owns the decision that a patient is ready and the orders that make discharge possible. The commitment we are asking for is to put likely discharges at the top of the rounding list, so orders are written before late morning. A hospitalist or an advanced practice provider speaks for the team, which protects rounding time for the sickest patients.
Slide 8: Nursing owns teaching and coordination on the unit
Owns: discharge teaching, final assessment, running the huddle
Needs from others: orders and medications early enough to teach
Speaks at the huddle: charge nurse
Speaker notes: Nursing owns discharge teaching, the final assessment, and running the huddle on time. Nursing's need is for orders and medications early enough to teach before noon, instead of rushing teaching in the afternoon. The charge nurse leads the huddle, but nursing does not own the whole plan, and we should resist the temptation to absorb the other departments' tasks.
Slide 9: A standing discharge council keeps the change going
One member from each discipline
Rotating chair every quarter
Monthly review of results and barriers
Speaker notes: Once the pilot ends, change tends to fade unless someone owns it. A standing interprofessional discharge council, with one member from each discipline and a chair who rotates each quarter, keeps shared ownership built into the structure. Rotating the chair signals that this is not one department's project. The council's work reflects the core interprofessional competencies of shared values, clear roles, communication, and teamwork (Interprofessional Education Collaborative [IPEC], 2023).
Slide 10: Risks we expect, and who handles each
Huddle attendance slips: nurse manager
Pharmacy and transport bottlenecks: department directors
Unsafe discharges under time pressure: council chair, tracking readmissions
Speaker notes: We expect attendance to slip on busy mornings, so the fifteen-minute limit is firm and attendance is reported. Pharmacy and transport bottlenecks are handled by their own directors, not by nursing. The biggest risk is pressure to discharge patients before they are safe, so readmissions and patient readiness are tracked alongside discharge times, and the council chair owns that watch.
Slide 11: How we will roll out and measure
Guiding coalition, then a pilot on two medical units
Each department's own leader carries the message
Measures: discharges before noon, evening boarders, length of stay, readmissions
Speaker notes: The rollout follows Kotter's stages: urgency, a guiding coalition, a clear vision, then a pilot on two units with early wins shared widely (Kotter, 2012). Each department hears about the change from its own leader. We will measure the share of discharges before noon and the number of evening boarders, with length of stay and readmissions as balancing measures.
Slide 12: One request: protected time for the discharge council
One hour a month for each council member
Supported by each department's director
Speaker notes: We have one request of leadership today: protect one hour a month for each council member, with each director's support. Everything else in this plan uses time and staff we already have. Without protected time for the council, the huddle will become one more meeting that fades, and our patients will keep leaving in the afternoon.
Slide 13: References
APA 7 reference list for sources cited in the notes
Speaker notes: The references for the sources cited aloud in these notes follow on this slide.
References
Interprofessional Education Collaborative. (2023). IPEC core competencies for interprofessional collaborative practice: Version 3. https://www.ipecollaborative.org/ipec-core-competencies
Kane, M., Weinacker, A., Arthofer, R., Seay-Morrison, T., Elfman, W., Ramirez, M., Ahuja, N., Pickham, D., Hereford, J., & Welton, M. (2016). A multidisciplinary initiative to increase inpatient discharges before noon. Journal of Nursing Administration, 46(12), 630-635. https://doi.org/10.1097/NNA.0000000000000418
Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
Wertheimer, B., Jacobs, R. E. A., Bailey, M., Holstein, S., Chatfield, S., Ohta, B., Horrocks, A., & Hochman, K. (2014). Discharge before noon: An achievable hospital goal. Journal of Hospital Medicine, 9(4), 210-214. https://doi.org/10.1002/jhm.2154
What the NURS 6053 Week 11 instructions ask for
The final NURS 6053 week commonly asks for a presentation of your change plan to an interprofessional audience. You present the problem and change, assign ownership to each profession, describe sustainment, address risks, outline rollout and measures and make a request. Faculty judge interprofessional ownership by how tasks are allocated. Cite the change model and evidence in APA 7. Twelve to fifteen slides is typical. Narration should be spoken, not read from the written plan. Each profession should see its own role clearly. NURS 6053 faculty want each profession given a slide that names its owned task. Show the council, risks with owners, rollout and one request.
How the NURS 6053 Week 11 example is put together
Twelve slides with speaker notes, narrated to the time limit the section sets. A title slide and a one-slide problem statement open it, the latter showing late-day discharge clustering described in words rather than charted figures. The change appears on one slide in one sentence. Five ownership slides follow, one each for pharmacy, transport, case management, hospital medicine and nursing, and each lists what that discipline owns, what it needs from the others and who speaks for it at the huddle. A governance slide introduces a standing interprofessional discharge council with a rotating chair. Risks, the communication rollout and the indicators share two slides. The closing slide makes a single request of leadership, protected time for the council, and a references slide ends the deck. Speaker notes carry the citations aloud.
NURS 6053 Week 11 rubric: what earns full marks
Interprofessional ownership is usually the heaviest criterion in this final presentation, and it is judged by allocation rather than by adjectives. A deck that praises collaboration while every action belongs to nursing reads as a nursing plan with other disciplines as audience, and graders notice. Five ownership slides give that criterion something concrete to assess. Presentation quality is scored as well: slide text kept sparse, narration that adds rather than repeats, and visuals legible without zooming. Sustainability is commonly checked through governance, so the standing council answers a question the written plan may have left open. Graders also read for continuity with the Week 10 plan, and new content introduced here without explanation raises questions about the plan itself. Timing limits are often enforced, so overrunning a stated length costs points independent of content.
Common NURS 6053 Week 11 mistakes, and how to avoid them
Presentations lose credit when they praise teamwork without assigning tasks. Give each profession a slide and an owned task. Another common gap is no sustainment plan. Name the council. Writers also read the written plan aloud. Speak to the audience. Avoid slides crowded with text. Put the request on its own slide. Show the measures. Close with the request restated. Writers also forget to say what the council will review each week, such as discharge order times. Name it. Another frequent slip is references missing from the final slide. Add them. Keep within the time limit.
Get a NURS 6053 Week 11 example written to your instructions
Send your Week 10 plan or a summary of it, the presentation requirements, including slide count and time limit, and the rubric. A custom deck with slides and speaker notes returns in 24-48h, the first free, with an ownership slide for every discipline your plan actually involves.
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- NURS 6201 Week 11: Reflection
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- NURS 6221 Week 11: Reflection
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NURS 6053 Week 11 questions, answered
How many slides should the presentation have?
Whatever your instructions set, and many sections name a range or a time limit instead. The sample uses twelve because that allows two recap slides, five ownership slides, governance, risks and a single request without crowding. Presentations that try to reproduce the whole written plan tend to run long and bury the ownership content, which is usually what the rubric weighs most in this final week.
What does interprofessional ownership mean in practice?
Each discipline involved in the change holds a defined piece of it, with decision rights and accountability, rather than being consulted and thanked. In the sample, pharmacy owns reconciliation timing and transport owns pickup scheduling, and each names who represents it at the huddle. Ownership also means the change survives if its original convener moves on, which is why the deck ends with a standing council rather than a champion.
Can the narration be read from the written plan?
It can draw on it, but narration read verbatim from a written plan usually sounds stiff and runs long. The sample's speaker notes rewrite each point in shorter, spoken sentences and mention sources aloud by author. Check whether your section wants notes submitted separately, embedded in the slides or recorded only, because formats vary and a missing element can cost points regardless of content.
Where can I find a free NURS 6053 Week 11 sample paper?
The Discharged by Noon deck is printed here with ownership slides for each profession, the council, risks, rollout and the single request.
What does the NURS 6053 Week 11 deck ask for at the end?
One request: protected time for a standing discharge council that keeps the morning huddle going.