This business plan proposes implementing an Evidence-Based Design (EBD) model at a hospital to improve decision-making and patient education for reducing pain among diabetes patients. Conventional approaches have been ineffective. The EBD model promotes efficiency through enhanced professional interactions. It will be a 7-month project costing $275,000, funded through a loan. It is expected to increase efficiency, streamline approaches, and improve outcomes like shorter hospital stays. A marketing analysis found demand for a model using evidence-based principles to measure outcomes. A breakeven analysis found the point to be 10,000 units at $120,000 in revenue.

1. Running head: BUSINESS PLAN: EBD MODEL 1
BUSINESS PLAN: EBD MODEL 8
Business Plan: EBD Model
Chamberlain College of Nursing
Course Number: NR533
February, 2020
Business Plan: EBD Model
There is evident improved decision-making and patient
education when using EBD model compared to conventional
approaches in reducing the burden of pain through enhanced
professional interactions. The model promotes the building of
an environment that is a powerful force in inpatient care since it
brings efficiency. This assignment aims at enhancing learning

2. skills, visions, and perspectives regarding the healthcare system
as well as promoting communication, expression of thoughts,
and ideas on the EBD model in the healthcare environment. This
aim reflects the level of understanding of the effectiveness of
improved decision-making and patient education through the
use of the EBD model compared to conventional approaches in
reducing pain among people with diabetes though enhanced
professional interactions. This business plan on the EBD model
on reducing pain gives a roadmap to the model’s
implementation through running an organization with a cohesive
vision. It includes the project’s financial plan, breaking-even
analysis, cost-benefit analysis, development, and
implementation budget.
Proposal
February 20, 2020.
Advocate Good Samaritan Hospital,
3815 Highland Ave, Downers,
IL 60515, U.S.
Dear David S. Fox,
I am glad to enclose the institution’s business plan for the EBD
model project. Inside, there is adequate information about the
project, a thorough opportunities assessment in reducing pain
through enhanced professional interactions. The current
conventional approaches used are ineffective in pain reduction,

3. thus a need to adopt the EBD model to improve the outcomes.
The project creates a blueprint for a growing diabetes treatment
outcome.
The project emphasizes making things work and work well to
make a difference in reducing pain. It does not matter whether
the model is solving an existing problem or filling a need,
building a bridge, or establishing a new system that does a job
better, more comfortable, and faster. After an in-depth analysis
of the project, integrating it with the current care system, enable
the institution to:
· Increase diabetes intervention awareness
· Streamline approaches of reducing a burden of pain
· Target new diabetes patients, including untapped local base
· Increase efficiency in treatment
The achievement of a successful project implementation
requires the institution’s management to set out the standards
with which the project process can comply (ergonomics,
density, and norms for health). These set standards must display
clear sociotechnical regulations and principles to keep the
project development and implementation process on the right
track.
I look forward to working together to facilitate the
implementation of the project. I would like to hear your views
and respond any questions you may have concerning the EBD
model project.
Thank you for your time.
Sincerely,
Executive Summary

4. EBD model is applied in healthcare design and beyond to
provide evidence in multidisciplinary practice where the design
solutions have measurable outcomes. The project outcome is the
reduced burden of pain among people living with diabetes. The
main expectation upon the implementation of the EBD model
project is the reduction of the pressure mounting on nurses and
doctors in reducing pain treating diabetes. Practitioners require
the academy to learn more about EBD. Stakeholders will get an
exposure to various intervention approaches within and beyond
this project that depends on an evidence-based approach, know
any of their progress towards EBD adoption. Practitioners can
determine a personal viewpoint on EBD. The project will enable
dieticians, doctors, nurses, and nurse educators to identify the
problem, solve the issue, generate a solution, and test theory to
adequately practice an EBD-approach that leads in solutions
that enhance human behavior relationships and demonstrate the
design’s value. Healthcare outcomes’ improvements drive the
implementation of the project. Increasingly, most of the
institution’s competitors are going for EBD models to increase
efficiency. The project appeals to patients with diabetes desire
for reasonable costs. The projection of the EBD model project is
$275, 000.
Abstract
Description of the Project Purpose
EBD model contains a series of guides founded on a
methodological framework that provides practical guidance and
assessment of approaches to reducing the burden of pain among
people living with diabetes. These guides target improved
decision-making and diabetes patient education and take a

5. practical, step-by-step technique that uses evidence-based
examples. With the EBD model, the estimates of reducing the
burden of pain are both comparable and reliable.
The Problem and Supportive Evidence
Ineffective approached in reducing the burden of pain have led
to inefficiency in health outcomes. Due to incompetence, there
is an increased number of diabetes patients’ readmission,
substantial costs, and a lack of prioritization of actions.
Cleveland Clinic Foundation’s Avon Hospital has used the EBD
model in its new patient room to improve the patient experience
(Jazayeri & Park, 2019). Improvements cover areas of safety
and shortening of the length of stay.
Expected Project’s Outcome and Timeline
With the full implementation of the project, dieticians,
doctors, nurses, and nurse educators can identify the problem,
solve the issue, generate a solution, and test theory to
adequately practice an EBD-approach. This approach leads to
efficient solutions that enhance patient behavior relationships
and demonstrate the design’s value. It is a seven-month project
whose completion is early September 2020.
Marketing or Needs Analyses and Plans
The project focuses on meeting the demand for reducing
the burden of pain among people with diabetes. In the current
healthcare market, EBD is growing beyond the industry, hence a
need for making critical decisions based on a data-informed
approach. The diabetes care market needs a model that focuses
on evident principles to measure and monitor efficiency and
meeting diabetes care demand. Previous methods such as
convention have not met the requirement, hence creating a
business gap and opportunity for development and
implementation of the EBD model to fill the gap. The project
team will define, find, interpret, create, hypothesize, collect,
monitor, and measure the project (Adler, 2020). In defining
step, there is the establishment and articulation of a vision that
defines the direction and intentions, of the project. The finding
involves the identification of gap knowledge and determination

6. of already performed projects. The research of literature will
include interpretation of whether the evidence is credible and
can inform the model project as well as the project’s
hypotheses. After the interpretation, create steps follows and
encompasses the translation of relevant evidence into the
project’s guidelines for guiding the decision-making process
and the creation of preliminary design concepts. In
hypothesizing, predictions of the expected relationship between
variables is tested as well as pointing out the direction for
gathering data and analysis (Larsson & Larsson, 2020). After
hypothesizing, evaluation of current processes at macro levels
as well as defining the EBD model’s metrics follows. Then
ensuring the project’s strategies are executed as specified in
project documents and comply with the outlined plan. The last
method is measuring in which project manager tracks changes
and makes essential adjustments for achieving the overall
project goal.
Project and an Organization’s Mission
The institution’s mission is to inspire hope and impact
health by offering the best healthcare to patients; the EBD
model works at integrating clinical practice, education, and
research to realize this mission. The current institution’s
services aim at reducing cardiovascular risk resulting from
diabetes. Services include addressing blood pressure, lipid
control, combating smoking, managing weight, and physical
activity.
Financial Plan
The project covers these services for further
improvements. The project needs $275,000 to finance the
development and implementation steps. The raise of this amount
involves one-year loan of $175,000 from SQD bank. A budget
for contracting experts (2), consultants (1), paying staff
(dieticians, nurse educators, nurses, doctors), and procuring
essential equipment and tools for project development and
implementation.
Financial Impact on Stakeholders

7. The organization will witness reduced revenues since most
of the money funds the project processes, such as hiring experts
and consultants. Patients will have lowered costs since the
project aims at introducing efficiencies. Efficiency in healthcare
reduces cost reduction since patients will no longer pay more
for more extended stays. As a result of increased improved
decision-making and patient education, better services mean
patient visits go down as well as minimized emergency
department admissions. So, the expenditure in the Unit of
Service decreases (Currivan, Takeshita, Goebert, & Fleming,
2019). The community benefits from increased income since
crucial stakeholders such as consultants and expertise come
from the community members. Also, the community sells
material, tools, and equipment for use in project development
and implementation.
Break-even Analysis and Cost-Benefit Analysis
At some point, the project will have its total fixed and
variable cost equal to total revenues (Richards, 2020). This
point means the project will not bring either profits or losses in
the organization; hence there is an easy determination of the
required units to cover fixed and variable expenses resulting
from the project. Project’s 10,000 units will bring a break-even
point at $120,000. In a cost-benefit analysis, the project will
have a sum of benefits totaling $290,00 with a sum of costs of
$272,500.
Conclusion
The plan covers the prevalent issue in reducing pain and
explores the EBD model as a practical approach for improved
decision-making and patient education compared to a
conventional method. The project identifies the problem as
inefficiency in reducing the burden of pain among patients with
diabetes while offering the implementation of the model as a
solution to improved healthcare outcomes. The plan identifies
critical inputs for project development and implementation,
such as consultants, experts, nurses, nurse educators, dieticians,
and doctors, together with the budget for the entire project. The

8. availability of dieticians, nurses, and doctors form the strengths
of the plan. On the other hand, external consultants and experts
for project development are crucial opportunities for the
program. The plan for seeking project approval starts with a
request letter for approval, then submission of pre-view to the
management. Once the accepted pre-view is approved, the
presentation of the final review follows.
Appendices
1. Break-even analysis graph of EBD model
$120,000
0 $10,0000
Number of units
2. Cost-Benefit analysis of EBD model
Benefits
Total
Fewer repeat calls
$75,000
50% reduction in lost customers

9. $200,000
12% reduction in turnover
$15,000
Sum of benefits
$290,000
Cost
units X rate
Trainer time
1000
50
$50,000
Training facility
1,500
100
$150,000
Annual operating cost
1
50,000
$50,000
Annual maintenance
500
45
$22,500
Sum of benefits
$272,500
3. Budget
Initial Phase

10. Facilitator
Budgeted hours
Actual hours
Total budgeted ($)
Actual expenditures ($)
Research draft
Project Manager
18
25
1,500
1,650
Consultations
Project Manager
7
9
1,000
1,300
Project Proposal preparation
Department Head
48
51
30,000
33,500
Contract expertise
Project Manager
80,000
75,000
Unexpected Costs
2,000
Subtotal

11. 112,500
113,450
Definition Phase
Consultation with end users
Project Manager
8
7
800
790
Catering for meetings
1,200
1,300
Unexpected costs
650
Subtotal
2,000
2,740
Development Phase
Travel costs
5,000
7,500
Material costs

12. 3,500
4,000
Project management
1,000
1, 250
Elaborating schedules
850
900
Unexpected costs
240
Subtotal
10,350
13,890
Implementation Phase
Travel costs
1,500
1,400
Operations (dieticians, nurses, doctors, and nurse educators)

13. 98,000
120,000
Project management
1,420
Unexpected costs
100
Subtotal
99,500
122,920
Grand total
$224,350
$253,000
4. Timeline
Week
1
2
3
4
5
6
7
8
9
10
Starting
Feb 20

14. Feb 27
March
5
April 12
March 19
June 10
July
21
August
4
September
1
September
7
Phase One
Project plan
Plan review

15. Phase Two
Draft requirement
Test plan
Acceptance Test plan

16. Phase Three
Design specification

17. Define project guidelines
Plan review and approval
5. Business Plan Worksheet
PROJECT DEVELOPER:
PROJECT TITLE: EBD MODEL
PICOT QUESTION: In patients with Diabetes, is there reported
improved decision-making and patient education when using the
EBD model compared to conventional approaches in reducing
the burden of pain through enhanced professional interactions?
EXECUTIVE SUMMARY:
PROJECT DESCRIPTION:
IMPLICATIONS FOR ORGANIZATIONAL MISSION: (how
does the project align with and enhance the organization stated
mission and strategic goals)
IMPLICATIONS FOR STAKEHOLDERS:
MARKET ANALYSIS: (market defined, the impact of the
project on the market; the forecasted contribution of the project
to market share, demographics, utilization rates, any
competitors for the service, clinical/tech advances; anything
that might affect demand)
Target population:

18. Market size:
Payer considerations:
Competitive factors:
Projected volumes
OPERATIONS: potential impact on clinical and service quality
Location of and space for service
Management structure
Staffing
Equipment
MARKETING PLAN:
At least two marketing strategies (external- and internal-
building awareness; physician-directed; targeted consumers
INSTITUTIONAL BRAND IMPACT:
FINANCIAL ANALYSIS:
Capital Costs
Operational Costs
Payer type/payer mix
Break-even analysis and Cost/benefit ratio
REQUIREMENTS FOR PROJECT:
Launch/implementation timeline
Facility requirements
Informatics requirements
Medical staff requirements
Staff requirements
Regulatory Hurdles
Payer contracting needs
FEASIBILITY:
Risk Assessment: SWOT analysis
Launch/Implementation challenges
References
Adler, R. M. (2020). Competitive Marketing Strategy. In
Bending the Law of Unintended Consequences (pp. 153-171).

19. Springer, Cham.
Currivan, A., Takeshita, J., Goebert, D., & Fleming, L. (2019).
A business plan for multidisciplinary consultation liaison team:
Return on investment. General hospital psychiatry, 61, 84.
Jazayeri, A., & Park, K. T. (2019). How to Write an Effective
Business Plan in Medicine. Gastroenterology, 156(5), 1243-
1247.
Larsson, J., & Larsson, L. (2020). Integration, Application and
Importance of Collaboration in Sustainable Project
Management. Sustainability, 12(2), 585.
Richards, D. B. (2020). The Why of Professionally Developed,
Written Financial Plans. Journal of Financial Service
Professionals, 74(1).