Transcript Getting Noticed: Establishing Strategy and

Engaging the C-suite to Advance
Pharmacy Practice
Providing quality patient care through
progressive pharmacy practice
Getting Noticed: Establishing
Strategy and Defining Success
Joyce A. Tipton, R.Ph., M.B.A., FASHP
Director of Pharmacy
Memorial Hermann Memorial City Medical Center
Houston, 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
Establishes
and staff
measurable evidence
of success
• Objective measures for upline reporting
Facilitates alignment
with organizational
priorities
• Mission and Vision
• Strategies and priorities
Supports a structured
format for marketing • Specificity in goals, strategies, and metrics
pharmacy
• Highlights alignment
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 thoughtprovoking questions they should answer prior to the
retreat
– Make arrangements for meals and snacks
– Assign a photographer
Steps in the Strategic Operational
Planning Cycle
The Planning Phase
1
2
3
• Customer Identification
• Mission
• Vision
• SWOT Analysis
4
• Prioritize Issues
• Establish Goals and Strategies
5
• Define metrics
• Identify accountability
1
•Customer Identification
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
2
•Mission
•Vision
Mission feeds the confidence of your
organization
Vision creates the momentum of
anticipation about the future
Mission Statement
The
opportunities or
needs that we
exist to address
Our
Purpose
Our
Business
Our
Values
What we
do to
address
these
The principles
and beliefs that
guide our work
Mission
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
Motivates
Inspires
What does
success
look like?
Stretches
boundaries
Paints
picture
3
•SWOT Analysis
Identify using Brainstorming process
Internal Factors
–Strengths
–Weaknesses
External Factors
–Opportunities
–Threats
4
•Prioritize issues
•Establish Goals and Strategies
Prioritizing issues
Establishing goals and
strategies/objectives
SMART Objective Criteria
Specific 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…
5
•Define metrics
•Identify accountability
• Define metrics
• Assign accountability
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 Melting1:00 – 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