Developing a strategic plan for a neonatal nurse practitioner service.

Laurie A Lee; Luann R Jones

doi:10.1016/j.adnc.2004.07.002

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Developing a strategic plan for a neonatal nurse practitioner service.

Laurie A Lee·Luann R Jones

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Abstract

Neonatal nurse practitioners (NNPs) have been in practice for over 3 decades. More recently, NNPs have begun to take ownership for building their group practice models. The purpose of this article is to present a detailed case study demonstrating how one NNP group used a 4-phase strategic planning process to turn a crisis into an opportunity. The article describes data obtained during the strategic planning process from an informal national survey of NNP managers that focused on key benchmarks, such as role definition, responsibilities, protected nonclinical time, NNP salary and benefits, and educational and professional development support. Using the strategic planning process, the group defined mutually agreed upon minimum safe staffing levels for NNPs, interns, residents and neonatologists in their setting. Based on the data generated, the group successfully justified additional NNP positions and organizational support for 10% protected nonclinical time. A sample operational budget, comparison of 3 staffing scenarios, and a timeline are also provided.

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Humans Infant, Newborn Intensive Care Units, Neonatal Job Description Job Satisfaction Models, Nursing Neonatal Nursing Nurse Practitioners Nurse's Role Nursing Evaluation Research Organizational Case Studies Organizational Innovation Organizational Objectives Planning Techniques Program Development Program Evaluation Salaries and Fringe Benefits United States Journal Article

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Laurie A Lee, Luann R Jones. 2004. Developing a strategic plan for a neonatal nurse practitioner service.. https://doi.org/10.1016/j.adnc.2004.07.002

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