WU Health & Medical Financial Personnel and Time Resources Discussion

Shanna ShermanIdentifying Resources


Identifying Resources Strategic planning and the alignment of resources is critical for nurse leaders to determine if a strategic plan is realistic and achievable (Sare & Ogilvie, 2010). If a budget and timeline are not evaluated during the development of a strategic plan, failure will most likely be the result. This discussion will explain specific resources that will be necessary to address the weaknesses and threats that could impact the development of a Level IV Epilepsy Center. The resources needed to capitalize on the opportunities and strengths will also be identified to explain how these resources can be leveraged to carry out the strategic plan to draw in revenue through the development of a Level IV Epilepsy Center.Financial, Personnel, and Time Resources Budgets help leadership outline a financial plan that estimates expenses as well as income generated for a specific period; however if the budget is inaccurate, a strategic plan will not get the most efficient utilization of its resources (Marquis & Huston, 2017). Gillette Children’s Specialty Healthcare (GCSH) is a non-profit organization and relies on donations when planning budgets. Being a non-profit organization can limit the budget to develop a Level IV Epilepsy Center which is why a partnership with a larger foundation that already has a Level IV Center is the most realistic option at this time. Partnering with a larger, well-known foundation can draw in more donors that will specifically donate to the strategic plan. The opportunity to partner with the Epilepsy Foundation of Minnesota (EFMN) also serves as a financial opportunity to contribute to the budget because their support can generate buzz with other organizations that will provide financial support. Threats to the strategic plan included program timing and competitors in the area. Gillette is already well known for is pediatric specialty care for children with epilepsy. Pulling from a new pool of patients who have either not established care or who seek care at other organizations will be challenging, however, because there is only one other Level IV Epilepsy Center dedicated to pediatric patients in Minnesota, GCSH has the opportunity to develop a program that matches the high level of care it already provides to patients. Gillette has numerous accolades including the Beacon Award for Excellence and is certified by the Commission on Accreditation of Rehabilitation Facilities (CARF) in both pediatric specialty and brain injury programs. Gillette is also a member of the National Association of Epilepsy Centers (NAEC) and is certified as a Level III Epilepsy Center, so the communication and advertising of GCSH’s ability to service Level IV patients will be relatively streamlined, especially for patients who are seeking care for the first time for their epilepsy. The strengths and opportunities include engaged employees, GCSH’s long-standing history as the nation’s first pediatric hospital for children with disabilities, as well as its membership with the NAEC all place GCSH in alignment for maximizing the potential for the success of the Level IV Epilepsy Center partnership. Engaged employees will be less resistant to change and more willing to train or achieve their neuroscience registered nurse certification (CNRN). According to the American Association of Neuroscience Nurses (AANN) (n.d.) nurses who are certified demonstrate to patients that GCSH is dedicated to providing expert care (AANN, n.d.). Utilizing the SWOT analysis can leverage all of these resources, including the weaknesses and threats because it allows the nurse leader to thoroughly review the resources available and develop a timeline for achieving the desired goal (Huston, as cited in Laureate Education, 2013h). The fiscal and time commitments necessary to achieve the strategic goal of creating a Level IV Epilepsy Center will require a detailed timeline, however, Huston (as cited in Laureate Education, 2013h), recommends not stressing over a specific timeline, but to allow time to be a resource to guide the strategic plan to the desired goal with a bit of flexibility. The timeline allotted for my strategic plan will allow for data analysis, presentation of the partnership contract, staff and provider education, installation of new information technology, development and implementation of new policies and protocols, and target dates for patient trials and go-live.APA format 2 references ReferencesAmerican Association of Neuroscience Nurses. (n.d.). ABNN certification for CNRN and SCRN. Retrieved from https://www.google.com/search?client=firefox-b-1-d…Laureate Education (Producer). (2013h). Timeline tools [Video File]. Retrieved from https//class.waldenu.eduMarquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application. (9th ed.). Philadelphia, PA: Lippincott, Williams & WilkinsSare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett

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