The APN having the autonomy to venture into the entrepreneurial aspect of health should be able to make concise and practical business plans that meet the required standards of healthcare. At the same time, it effectively provides returns on investment (Antoniotti, 2021). The APN could view the business plan from a system approach, analyzing every component of the business, its input, and the interactions with other members to make a successful working system. The system approach enables the APN to balance the contributions made by the care service providers, employees, and the consumer of healthcare who collectively determines the success of healthcare processes and efforts. The APN is, therefore, cognizant of the strategy set up, resource requirements, and every other aspect of implementation in the business planning process.
A system contains processes that enable the smooth flow of activity and the eventual production of desired results. The APN should also consider the design of these processes within the business plan to ensure the flow of services (clinical processes) and resources (administrative procedures) as necessary for adequate healthcare provision and to attain set business goals. Application of the systems approach to business planning is guided by the use of both direct processes and indirect processes by the APN in the organization’s functions. The APN could be directly involved in clinical procedures and be hands in inpatient care processes. This ensures the APN instantly contributes to the earnings by offering their expert services to the clientele. Indirect processes in business for the APN involve designing organizational procedures administrative functions, having other members of staff performing the actual roles, and the APN taking more of an oversight position. The PN still plays a vital role in this system, although not directly involved in the clinical processes or direct patient interaction.
The APN, when carrying out business planning with the system approach, considers their institution as part of a more significant health care system in society or nationally. Their business approach is therefore significantly advised by the existing regulations and the position this institution will play in this system. The APN should find a balance in direct and indirect processes dependent on how complex the organizational systems and processes are. These processes should, in either case, take into account patient care and ensure the desired patient outcomes. The balance in these processes then guides the distribution of resources and, in the business planning perspective, forms a prospect for the success of the business plan. These processes are conceptualized in the business planning process, but their design is not static as changes in the broader healthcare system should be used to update institutional processes.
While the APN considers each component of the system in the business planning process, they also plan on the interactions between each part of the system. The communication channels between the different departments the establishment of protocol and procedure for the healthcare system at the institutional level at the planning level is crucial. The development of a healthcare business plan that is complex enough to cover most if not all business aspects are vital in the set up of successful APN practice, as Johnson and Garvin et al. (2017) explain.
References
Antoniotti, N. M. (2021). Business Aspects of Telemedicine 10. Telemedicine, Telehealth, and Telepresence: Principles, Strategies, Applications, and New Directions, 141.
Johnson, J. E., & Garvin, W. S. (2017). Advanced practice nurses: Developing a business plan for an independent ambulatory clinical practice. Nursing Economics, 35(3), 126.