Since you're asking for your own edification, I'm happy to take the time (typically do not answer surveys/questionnaires for homework assignments).
1. Several dozen RNs, one LPN, several CNAs, several unit secretaries. I have around 62 direct reports, which translates to around 26 FTEs, I believe
2. My direct manager is the CNO.
3. Not sure what you mean by "outcomes desired" - facility outcomes, unit outcomes, personal outcomes?
4. I meet once a year in the early spring (just had my meeting last week) with the CFO, CNO, and my "finance partner" which is one of the senior financial analysts assigned to me to create the next fiscal year's budget (FY 2018 begins July 1, as it does in many organizations). They look at last year's volume and productivity to determine if my FTE will increase, decrease, or remain the same. That part is pretty straightforward. I submit a proposal for my non-labor expenses, mainly minor equipment for the unit. I need to justify why I need these items, and hopefully I will have good documentation, solid quotes, etc. The threshold $ amount for this proposal is $5,000 for each line item. Items above $5,000 go through a special application/approval process separate from this budget process.
5. To save money and increase our CMS star rating and HCAHPS scores. That's it in a nutshell.
6. How do I personally measure success, or how does my facility measure my success? For the latter, if I can stay within budget, not have any sentinel events, have good unit HCAHPS scores, then I'm successful. For me personally, if I can keep on top of my emails, keep on top of addressing incident reports, patient complaints, staff complaints, my monthly budget variance reports, my budget narcotics auditor reports, and keep my staff happy and engaged, then I consider it a success. Happy, engaged staff is my most important priority. I believe that if staff are happy and engaged, most everything falls into place, and just needs occasional nudging to keep it on track.