Engaging the C-suite to Advance Pharmacy PracticeProviding quality patient care throughprogressive pharmacy practice

Getting Noticed: Establishing Strategy and Defining Success

Joyce A. Tipton, R.Ph., M.B.A., FASHPDirector of PharmacyMemorial Hermann Memorial City Medical CenterHouston, Texas

Objectives

• Define strategic operational planning• Identify the components and purpose of mission

and vision statements• Discuss the steps in the strategic planning

process• List the criteria for SMART objectives• Describe tools for reporting outcomes• Explain how strategic operational planning

facilitates organizational alignment and success

Strategic vs. Operational Planning

• Not mutually exclusive• Future focus and strategy is vital in a

rapidly changing healthcare environment• Clear operational goals are needed to

maintain basics, continuously improve quality, and navigate new strategies

Annual Strategic Operational Planning – Marketing the Impact

Demonstrates thorough planning

Consistent and systematic approach

Achieves buy-in by key stakeholders

Annual Strategic Operational Planning – Marketing the Impact

• Accountability for pharmacy leadership and staff

• Objective measures for upline reporting

Establishes measurable evidence

of success

• Mission and Vision• Strategies and priorities

Facilitates alignment with organizational

priorities

• Specificity in goals, strategies, and metrics• Highlights alignment

Supports a structured format for marketing

pharmacy contributions

Annual Strategic Operational Planning – Plan the Planning

• One to two months in advance• Schedule two sessions (full day and half day or two

half days) and reserve room• Send written notice to participants outlining

attendance expectations• Invite your VP or COO to bring greetings at the

retreat• Invite Organizational Development to conduct a

developmental session during the retreat (team building, time management, etc.)

• Make assignments to managers and residents (let residents learn as they do)

Annual Strategic Operational Planning – Plan the Planning

• Two to three weeks in advance– Notify your internal public relations department and

invite them to cover the event

– Send agenda to participants, including pre-reading such as Pharmacy Forecast and brief thought-provoking questions they should answer prior to the retreat

– Make arrangements for meals and snacks

– Assign a photographer

Steps in the Strategic Operational

Planning CycleThe Planning Phase

1• Customer Identification

2• Mission• Vision

3• SWOT Analysis

4

• Prioritize Issues• Establish Goals and Strategies

5

• Define metrics• Identify accountability

Use Brainstorming technique to identify your customers– Internal– External

Use to identify all those who are affected by the actions and outcomes of the pharmacy team

•Customer Identification1

Mission feeds the confidence of your organization

Vision creates the momentum of anticipation about the future

•Mission•Vision2

Mission Statement

Mission

Our Values

Our Purpose

Our BusinessThe

opportunities or needs that we exist to address

What we do to address these

The principles and beliefs that guide our work

Building a Compelling Mission Statement

Inspire support and commitment

Motivate

Be convincing and easy to grasp

Use proactive verbs to describe what we do

Be free of jargon

Be short enough to be easy to repeat

Vision

What does success

look like?

Motivates

Paints picture

Stretches boundaries

Inspires

Identify using Brainstorming process

Internal Factors–Strengths–Weaknesses

External Factors–Opportunities–Threats

•SWOT Analysis3

Prioritizing issues

Establishing goals and strategies/objectives

• Prioritize issues• Establish Goals and Strategies4

SMART Objective CriteriaSpecific State exactly what is to be achieved

Measurable Capable of measurement. Can determine if it is achieved

Achievable Realistic given the circumstances in which it is set and the resources available to the business

Relevant Relavant to the people responsible for achieving them

Time Bound Set with a time frame in mind. These deadlines also need to be realistic

The Beauty Pageant Objective

My goal is to achieve world peace…

• Define metrics

• Assign accountability

• Define metrics• Identify accountability5

Example Day 1 Agenda

7:30 – 7:45 Breakfast and Overview

7:45 – 8:05 Mission and Vision

8:05 – 8:15 Executive Greeting

8:15 – 8:30 Creativity Exercise

8:30 – 8:55 Pharmacy Forecast: What Speaks to You? – Break out

8:55 – 9:15 Nursing Collaborative Session

9:15 – 9:30 Break

9:30 – 11:15 SWOT analysis

11:15 – 11:45 Develop Potential Focus Areas - Breakout

11:45 – 12:15 Lunch and Prioritization of Objectives

12:15 - 12:30 Wrap Up Session

Example Day Two Agenda

• 12:00 – 12:15 Introduction to Day Two• 12:15 – 12:30 Smart Objectives• 12:15- 1:00 Change Leadership: My Iceberg is Melting-• 1:00 – 1:45 Proposed Strategic Objectives– Breakout • 1:45 – 2:00 Break • 2:00 – 2:45 Consensus on Objectives• 2:45 – 3:45 Assignment of Objectives, Metrics

Discussion• 3:45 – 4:00 Personal Mission Statements

Who is Involved in the Planning?

• Leadership vs staff• Combination• Consider inclusion of “customers”• Drive the strategic operational planning

process to staff level• Developing cascading goal setting

process• Always keep a strategic focus

Sharing the Plan

• Commit the plan to writing – Detailed and Matrix

• Share with all members of the Department– Town Hall Meetings– Newsletters

• Share with VP, CEO, and provide with budget documents

Matrix

Steps in the Strategic Operational Planning Cycle

The Execution Phase

1• Develop teams• Educate teams

2• Gather baseline data• Refine metrics if needed

3• Develop action plans• Timelines and targets

4• Do it

Reporting

Require at least quarterly reports from

each person accountable including

specific metrics

Create Dashboards or Score Cards for visual

reporting

Provide routine reports/presentations

upline

Provide updates to staff at Town Halls or

staff meetings

Post Dashboards on bulletin boards

Publish status in newsletters

Dashboard

Dashboard Metrics

• Highlight the metrics from Strategic Planning goals

• Don’t confuse what you need to know with what your CEO needs to know– May need two Dashboards

• Align the metrics with your organization’s strategies– Typically will align with the functional areas

of operational, clinical, and financial

Metrics and the Whole Story

• Grab attention with the metric snapshot• Be prepared to tell the quality story

– Why is the metric meaningful– How does it impact quality and the patient

experience– Have a real patient example

• Metrics and ROI are only part of the story– Quality is meeting and exceeding the

customer’s needs and expectations for what they consider a reasonable price

Where does the Pharmacist Add Value?

Value =

Outcomes + Customer Experience (+/-)____________

Cost

Paint the picture of Pharmacist value

And if needed… put on your cowboy hat and dance!

QUESTIONS