| Course | DNP 707 Disseminating Evidence to Advance Best Practice in Healthcare and Health Policy |
|---|---|
| Module | Module 8 |
| Paper type | Executive summary for site leaders |
| Length | About 403 words, 4 pages |
| Format | APA 7 student paper |
| School | Arizona State University |
| Program | Doctor of Nursing Practice |
| Updated | October 2026 |
Free sample paper for DNP 707 Module 8
Fracture Liaison Pathway: Results and Recommendations for Clinic and System Leaders
Student Name
Edson College of Nursing and Health Innovation, Arizona State University
DNP 707: Disseminating Evidence to Advance Best Practice in Healthcare and Health Policy
Instructor Name
Month Day, Year
Fracture Liaison Pathway: Results and Recommendations for Clinic and System Leaders
Decisions Requested
1. Make the fracture liaison nurse role permanent at 0.2 full-time equivalent.
2. Extend the pathway to the satellite office by the next quarter.
3. Ask the hospital's inpatient team to send hip fracture patients to the pathway at discharge.
The Problem
Before the project, 7 of every 100 adults over 50 who broke a bone in a low-energy fall left our care with osteoporosis treatment started. Patients like these face a high risk of another fracture, and national data show the same gap (Solomon et al., 2014).
What We Did
A clinic nurse took ownership of bone health after fracture. She used a record checklist to find eligible patients, ordered bone density scans under a standing order, taught patients, wrote to their primary care clinicians and called at three months.
Results in Six Months
Patient knowledge scores also rose. These are results from one clinic over six months and may change with time.
| Measure | Before | After |
|---|---|---|
| Patients who started treatment | 11 of 150 | 47 of 146 |
| Patients with a bone density test | 19 of 150 | 89 of 146 |
| Follow-up call completed | Not done | 64% |
Cost
The pathway used about 7.5 hours of nurse time a week, close to the 8 hours budgeted, at roughly $10,000 for the six months. No new staff were hired. Published programs have returned more than they cost in most cases (Xu et al., 2024), and preventing even one hip fracture would likely offset a year of the role.
What Did Not Work
About a third of patients did not answer the three-month call. We propose text reminders and evening calls.
Risks to the Gains
Programs lose their gains when they depend on one enthusiastic person or when monitoring stops (Shelton et al., 2018). The role is now in the nurse's job description with a trained backup, the checklist is permanent and a quarterly audit will go to the clinic quality meeting.
Timeline
Month 1: role made permanent; text reminders start. Months 2 to 3: train a nurse at the satellite office. Month 4: inpatient referral process agreed. Month 12: quality committee reviews a year of data.
Presentation Plan
I will present these two pages in a 15-minute slot at the clinic's leadership meeting: three minutes on results, five on decisions and the rest for questions, with the poster's results chart as the only slide.
References
Shelton, R. C., Cooper, B. R., & Stirman, S. W. (2018). The sustainability of evidence-based interventions and practices in public health and health care. Annual Review of Public Health, 39, 55-76. https://doi.org/10.1146/annurev-publhealth-040617-014731
Solomon, D. H., Johnston, S. S., Boytsov, N. N., McMorrow, D., Lane, J. M., & Krohn, K. D. (2014). Osteoporosis medication use after hip fracture in U.S. patients between 2002 and 2011. Journal of Bone and Mineral Research, 29(9), 1929-1937. https://doi.org/10.1002/jbmr.2202
Xu, L., Zhao, T., Perry, L., Frost, S., Di Tanna, G., Wang, S., Chen, M., Kolt, G., Jan, S., & Si, L. (2024). Return on investment of fracture liaison services: A systematic review and analysis. Osteoporosis International, 35(6), 951-969. https://doi.org/10.1007/s00198-024-07027-2
DNP 707 Module 8 instructions, in plain terms
The posted syllabus grades the Executive Summary and Site Presentation at 75 points in Weeks 13 to 14, as a written summary plus an oral presentation. It is a short executive briefing of your DNP project for the people at your site: participants, key stakeholders and leaders. The audience is not faculty, so academic structure gives way to what leaders need: the decision, the results, the cost and the risks. Expect to deliver it at the site, in person or virtually, and to submit both the written summary and evidence of the presentation. Canvas may set a page limit. Confirm a date with your site early, because leadership calendars fill quickly. Find out who will be in the room and how long you have, then write for that meeting.
Inside the DNP 707 Module 8 example
The summary puts the decisions first, which is the main difference between an executive briefing and an academic paper. Each section is a few sentences under a plain heading. Results appear as counts in a small table, with a one-line caution about their limits. The cost section gives hours and dollars and connects them to published return-on-investment evidence. A section on what did not work keeps the briefing credible. Risks are paired with what is already in place, and the timeline gives leaders dates to hold the team to. The presentation plan shows how the written summary becomes a short meeting. Plain headings let a leader skim to the part they care about, whether cost, results or risk, and find it in seconds.
DNP 707 Module 8 rubric: what earns full marks
Executive summaries are usually graded on clarity for a nonacademic audience, a clear statement of the problem and results, realistic cost information, specific recommendations, attention to sustainability, brevity, and an effective oral presentation. Faculty look for summaries a leader could act on without reading the full project report. Putting decisions first and using plain language earn credit. Accurate numbers that match the poster and abstract show consistency. Naming what failed and what could erode the gains reads as professional maturity. Leaving time for questions in the presentation shows respect for the audience. Summaries that name an owner and dates for each recommendation show leaders the work will continue after the student leaves.
DNP 707 Module 8 help from the desk
The usual mistake is shrinking the final project paper instead of writing for leaders. Start with what you want them to decide. Another is leaving out cost; leaders will ask. Avoid statistics terms and framework names. Keep it to the page limit and use a small table for results. Name who will own the work after you leave. If you would like help writing your executive summary or planning the site presentation, send your results, budget and the names of the roles you are presenting to the desk. Rehearse the opening minute until you can say your three decisions without notes. Send the summary to your site mentor a week before the meeting and ask what questions leaders are likely to raise.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Arizona State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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DNP 707 Module 8 questions, answered
Where can I find a free DNP 707 Module 8 sample paper?
The executive summary above is complete: decisions for leaders, the problem, results, cost, what did not work, risks, a timeline and a presentation plan for a fracture liaison project.
How many points is the DNP 707 Executive Summary?
The Executive Summary and Site Presentation is worth 75 points.
Who is the audience for the DNP 707 executive summary?
Participants, key stakeholders and leaders at your project site.
What should come first in a DNP executive summary?
The decisions or recommendations you want leaders to make, followed by the evidence for them.
How long should a DNP executive summary be?
Check Canvas for the limit; one to two pages is typical for a leadership audience.