7/19/2014

1

48th Annual Meeting

Navigating the Oceans of Opportunity

Business Side of Pharmacy Leadership: Proving Pharmacy

Department Added Value

Heath Jennings, PharmD, MBA, FASHP, BCPS

Disclosure

I do not have a vested interest in or affiliation with any corporate organization offering financial support or grant monies for this continuing education activity, or any affiliation with an organization whose philosophy could potentially bias my presentation

Objectives

Demonstrate how Pharmacy can achieve greater organizational value and return on investment

Describe how to use business analytics to show pharmacist value and impact on hospital costs

Explain the importance of pharmacy inventory management and how to improve secondary to drug utilization and formulary control

Present data to senior hospital administration to garner support for new pharmacy services, programs, and personnel

Who’s in the audience?

Current and future leaders?

Your leadership role: Is it formal or informal?

Director, manager, other?

Length of time in current role?

Desire to move up?

Why are you here today?

Considerations…

Economic challenges Crummy bond market & hospital investment portfolios

Reduced state budgets for Medicaid, rate cuts

Unemployed and uninsured seekers of healthcare

Healthcare reimbursement changes Slow the growth of health care expenditures

Need for greater efficiency and effectiveness

Alignment of incentives and continuum of care delivery

Payment system based on value versus volumes

Second Curve of Healthcare

Source: Adapted from Ian Morrison, 2011

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2

What is Value?

Interplay of cost-effectiveness and quality

“Bang for your buck”

Conflicting goals of health care stakeholders Patients – value the capacity of health care to help

them achieve wellness

Providers – view value in terms of the appropriateness of health care services rather than cost controls

Payers – emphasize comparative effectiveness and value evidence-based health care options that are cost effective

What is Pharmacy Value?

Patient Centered Care Improve drug therapy outcomes by optimizing

medication therapy and increasing patient safety

Inventory and Supply Chain Reduce medication-related expenses through group

purchasing, lean inventory management, and critical supply utilization

Billing and Revenue Cycle Proper coding and medication-related charge capture

to support appropriate patient billing and collections

Create new sources of revenue for health system

Pharmacy Value Perspectives

Safe – avoiding injuries to patients from the medication therapy that is intended to help them

Timely – reducing waits and sometimes harmful delays for those who receive and who deliver care

Effective – providing services based on scientific knowledge to all who could benefit, while refraining from providing services to those not likely to benefit

Efficient – avoiding wastes

Equitable – providing care that does not vary quality

Patient Centered – providing care that engages the customer and responsive to individualized needs

Our Mission:

To provide the highest level of quality care and

organizational value at the lowest possible cost

Healthcare Leader Mission:

Improve cash flow and operating margin Revenue cycle

Labor costs

Non labor costs

Reevaluate overall capital expenditure

Reevaluate investment policy

Reassess pension, retirement plans, health insurance and other employee benefits

Critically reevaluate all programs and services

Establishing Pharmacy Value

Understand the National Healthcare Agenda and Healthcare Reform actions

Understand how your facility prioritizes the National Agenda and response to Healthcare Reform

Develop and align your pharmacy services and programs accordingly

Develop skills in performance improvement, change management, and financial management

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Financial Management Skills Necessary to Prove Value Expense minimization skills

Revenue enhancement skills

Entrepreneurial and business development skills

Financial acumen Creating and communicating a ProFroma

Writing a business plan

Demonstration of quality Emphasizing Pharmacy’s value & quality impact

Developing and utilizing dashboards

Using external metrics, measures, and benchmarks

Why do pharmacists need financial management skills? Request and justify new resources and services

Participate in department budgeting process

Credibility with your Boss/director

Senior leadership

Finance’s agenda is YOUR agenda

Understand the “big picture” – how does pharmacy fit within the rest of the organization?

Pharmacy is uniquely situated to add value to the organization

Where do I start?

Basic Financial Terminology

Revenue – payer payments, rebate checks Expenses – supplies & labor

Income statement Net income (bottom line) = Revenue – Expenses Many organizations goal 4-6%

Balance sheet – summary of all account balances, including assets, liabilities and equity – as of a specific date (e.g. quarterly or year end)

Basic Financial Terminology

Cash flow – movement of cash into or out of the business based on internal business activities (operating cash flow)

EBIDTA – like cash flow, but excludes payments for interest, depreciation, taxes, and changes in working capital; used to analyze and compare profitability between companies

Days cash on hand – how long you can pay your bills if money stopped coming in!

Basic Financial Terminology

Cash to debt – marker of overall financial health of a company, estimate of how long it would take to repay debts if all cash flow devoted to repayment

Accounts receivable days – average number of days that it takes to collect revenue after billed

Accounts payable days – number of days that the institution takes (is allowed) to pay for supplies after purchased

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How does this apply to us?

How is money made?

How we bill Charge master – bill for each line item

Each payer has its own rules – usually complicated

DRGs, bundles and outlier payments

How we get paid (simple version) Inpatient encounter (cost center) paid what is in the contractual agreement, not what it

actually costs to care for the patients

Outpatient encounter (revenue center) typically fee for service that is “discounted” based on

contractual agreements

What impacts payments?

Payers negotiate contracts with health care organizations based on quality, services and outcomes

Payer Types: Private – hopefully make money

Government – usually lose money

Self-pay - ???

What impacts payments?

Capitation Fixed sum of money paid per patient in advance to a healthcare entity

in exchange for contracted healthcare services regardless of quantity rendered or costs involved

Per Diem Rates Payment of a daily fee for specific services or outcomes, regardless of

the cost of provision or actual charges

May vary by level of care and usually flat all-inclusive rates

Diagnosis Related Groups (DRG) An inpatient or hospital classification system used to categorize illness by

diagnosis/treatment and to pay a hospitals for services

Used with PPS to reimburse inpatient hospitals, regardless of the cost to provide services

Considerations for Pharmacy

Pharmacy department is a major cost center Maybe also an important revenue center

Drugs billed ≠ inpatient revenue Calculations for drug charges can be complex Higher margin on cheaper products

Tracking inpatient revenue can be tricky

Typical emphasis is on expense management

$$Drug Expense Revenue

Expense Management

Must balance fiscal and patient care issues See issues from both perspectives

Know the literature on value of pharmacy services...and use it

Must spend the right amount of money on labor to manage a large supply budget Do it safely and effectively

80/20 rule

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Pharmacy Operating Budget

Three key pharmacy expense classes:

80%

20%

Pharmacy Budget

Drugs & Supplies Labor

Labor = people (salary & benefits)

Drugs & Supplies = drugs, fluids, blood products (factors, albumin), other (labels, paper, etc.)

Other = travel, software, references

Manage your inventory (drugs and supplies)!!

Budget Impact Opportunities

Cost structure Labor expense management

Supply chain management

Operational wastes

Formulary & drug utilization

Revenue growth to improve margin New business growth

Revenue cycle practices Pricing, billing, documentation, collections

Inventory Management

Inventory Management…Supply Chain

Smart purchasing and contracting Strategic contract negotiation

Unit costs

Accounts payable timelines

Shortage versus non-shortage products

Days supply & days on hand

Inventory turns vs product waste Pharmacy areas

Automated dispensing machines

Inventory Management…Operational Wastes Transport – Moving people, products & information

Inventory – Storing parts, pieces, documentation ahead of requirements

Motion – Bending, turning, reaching, lifting

Waiting – For parts, information, instructions, equipment

Over production – Making more than is IMMEDIATELY required

Over processing – Tighter tolerances or higher grade materials than are necessary

Defects – Rework, scrap, incorrect documentation

Skills – Under utilizing capabilities, delegating tasks with inadequate training

Inventory Management…Operational Wastes High-cost drugs – verify before prep

Short stability list

Drip rounds

Dose-banding / rounding

Distribution model (batches, etc)

Tamper proof and reuse

ADC inventory versus cart fill

Inventory Management…Formulary Control Formulary strategies

Develop and enforce evidence based usage criteria

Restrictions (indication/specialty)

Non-Formulary / Do Not Stock

Pharma / Vendor access

Know your payer mix and revenue model Should the drug be used inpatient?

Restrict to OP / clinic use

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Inventory Management…Drug Utilization Targeted drug programs

Work with physicians to set targets and guidelines

Know your payer mix per patient service line

Consider total institutional expenses Ventilator days

ICU days & total hospital LOS

Hospital readmissions or ED visits

Clinical benchmarking Internal tracking – over time and service comparisons

External benchmarking – UHC, Premier, etc.

“Soft $” vs.

“Hard $”

Cost reduction

Medication streamlining

Drug X for drug Z

Laboratory tests

Hospital or ICU LOS

Cost avoidance

Hospital or ICU readmit

Formulary restrictions

Inappropriate new drug use

Patient safety (↓ error, preventing cost of harmful med event)

Saved RN or MD time Nurse time at the bedside

Patient throughput and MD efficiency

↑ Operational efficiency

Sometimes cost avoidance

Hard = Actual $$ Soft = Theoretical $$

“Hard” and “Soft” Dollars

How do I get (keep) resources?

Gaining Resources…Defensive

Annual budget showdown

Go where the money is: Demonstrate the 80/20 rule

Cut salary budget, lose ability to control drug budget

Tie cost savings to drug budget and track savings to show Senior Leadership

Benchmarking Use your peers (apples and apples)

Span of control example with like organizations

Be Proactive with Finance Guys

Strong relationship with finance staff means a strong relationship with CFO

Collaborate early and often

CPAs are like RPhs…anal retentive Pay attention to details important to them

Follow their rules and processes

Understand, use, and appreciate their expertise

Communicate the Big Picture

Your senior leaders may have no idea of the full value of Pharmacy, even if you (or your Director) think he/she does

Remember, biggest operational expense is drugs, NOT labor

Demonstrate how Pharmacy labor controls costs and contributes to safety and quality

80%

20%

Pharmacy Budget

Drugs & Supplies Labor

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0

500

1000

1500

2000

2500

3000

3500

Mar

-09

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Pat

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(#)

Patient Safety Activities Patient Care Quality Activities Medication Therapy ManagementMedical Staff & Nursing Support Stewardship & Cost-Containment

Clinical Pharmacy Interventions

Clinical Pharmacy Interventions

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

0

1000

2000

3000

4000

5000

6000

7000

Jul-

07

Se

p-0

7

No

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Jan

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Mar

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May

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Jan

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Mar

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Ph

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Imp

act

($)

Ph

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t P

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(# E

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Patient Care Services Impact ($)

Return on Investment (ROI)

Ratio dividing net benefit by total investment

Straightforward financial tool to define economic return of a project or piece of equipment

Measures “bang for your buck” Value of investment

= ( )Financial Gain – Annual Expense

Annual Expense

Clinical Pharmacy Interventions

77%

138%

196%

128%

144%

131%

121%

146% 15

6%

118%

118%

103% 11

4%

103%

123% 13

2%

146%

130%

117%

181%

216%

207%

187

%

227%

203%

196%

215% 22

0%

211% 22

2%

209%

$134

$185 $183

$175

$167

$144

$161

$150

$163

$145 $152

$140 $142

$126

$134

$126 $128

$119

$104

$122 $129 $130 $127

$134

$117 $120

$139 $137 $143

$152

$130

$-

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

0%

50%

100%

150%

200%

250%

Jul-

08

Au

g-0

8

Se

p-0

8

Oct

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No

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8

De

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8

Jan

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Mar

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May

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Jun

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Jul-

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Oct

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Jan

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Mar

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May

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Ave

rag

e In

terv

enti

on

Val

ue

($)

Ret

urn

on

Inve

stm

ent

in P

har

mac

ist

Sal

ary

(%)

Return on Investment Average Impact per Intervention

Impact of Targeted Labor

90%

20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Labor Expense per PIS Discharge Total Pharmacy Expense per PISDischarge

Perc

entil

e Pe

rfor

man

ce v

s Pe

er G

roup

External Benchmarking per Patient Care Service Line

Tradeoff between pharmacist labor and total pharmacy cost

of care (labor + drugs)

$140

$160

$180

$200

$220

$240

2002 2003 2004 2005 2006 2007 2008 2009

Phar

mac

y C

ost /

Inte

nsity

Adj

Dis

char

ge

Institution National

Expense Control vs. Inflation

6.8%

7.9%

5.5%

2.5%

5%

2.5%

2.5%

Hospital vs Inflationary Projections - $$/Patient Day

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$102.66

$98.67$101.58

$118.27

$124.09$127.32

$144.89

$102.66

$114.77 $121.77

$134.19

$150.03

$159.03

$170.16

y = 7.3757x + 87.281R² = 0.8879

y = 11.403x + 90.475R² = 0.9942

$85

$95

$105

$115

$125

$135

$145

$155

$165

$175

1999 2000 2001 2002 2003 2004 2005

Hospital vs Inflationary Projections - $$/Patient Day

Hospital Projected Inf Linear (Hospital) Linear (Projected Inf)

Actual Expenses vs. Projected

Actual Drug Cost ($) per Patient Day

Drug Cost ($) per Patient Day based on US Inflation

External Benchmarking…$$

$125

$175

$225

$275

$325

FY05 FY06 FY07 FY08 FY09 FY10 FY11 YTD

Med

icat

ion

Co

st p

er P

har

mac

y In

ten

sity

Ad

just

ed

Dis

char

ge

Institution w/ PPMI UHC - 98%ile UHC - Median Institution w/o PPMI (projected)

$7.6

Total Impact to Insitution = $59

$12.7 million

$12.7 million

$11.4 million

$14.6 million

External Benchmarking…LOS

30.1

9.7

4.7 4.65.9

3.9

18.3

4.1

8.6 8.0 7.7

5.96.6

28.5

25.3

9.4

4.05.2 5.1

3.6

18.1

3.7

6.9 7.46.8

5.16.6

26.5

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

0

5

10

15

20

25

30

35

Len

gth

of

Sta

y In

dex

(O

bse

rved

/ E

xpec

ted

)

Len

gth

of

Sta

y (d

ays)

Patient Services (UHC Service Line)

FY2008 FY2011 FY08 Length of Stay Index FY11 Length of Stay Index

External Benchmarking…Mortality

1.65

1.26

1.08

0.52

0.78

0.71

1.31

0.73 0.

80

0.78

1.14

0.87

0.48

1.08

0.6

3

1.8

6

0.9

4

0.6

0

0.6

4 0.7

4

1.1

2

0.5

5

0.9

4

0.4

8

0.7

5

0.6

7

0.7

1

1.0

5

0.8

2

1.0

9

0.9

0

0.6

4

0.6

2 0.6

9 0.7

4

0.5

7

0.7

0

0.6

5

1.6

0

0.8

9

0.6

0

0.9

5

0.8

0

0.9

5

0.7

8

0.4

5

0.4

9

0.4

6

0.6

3

0.5

9

0.7

9

0.9

4

0.8

9

0.4

0

0.7

6 0.8

5

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

Mo

rtal

ity

Ind

ex (

Ob

serv

ed M

ort

alit

y / E

xpec

ted

Mo

rtal

ity)

Patient Services (UHC Service Line)

FY2008 FY2009 FY2010 FY2011

Clinical Outcomes Dashboard

Medical Oncology Cardiology

FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11

Cases (n) 1,753 1,782 1,757 1,454 2,057 1,728 1,766 1,306

Cases with ≥ 1 complication (per 100 Cases) 2 1 1 1 3 3 3 2

Mean observed mortality (%) 3.37% 2.92% 2.45% 2.20% 3.60% 3.36% 3.40% 3.02%

Mean expected mortality (%) 4.31% 4.54% 3.95% 4.50% 3.34% 3.59% 3.79% 3.89%

Mortality index (observed/expected) 0.78 0.64 0.62 0.49 1.08 0.94 0.90 0.78

Mean observed length of stay (days) 5.93 5.74 5.50 5.14 4.69 4.58 4.70 4.03

Mean expected length of stay (days) 6.48 6.54 6.49 6.36 5.22 5.19 5.19 5.44

Length of stay index (observed/expected) 0.92 0.88 0.85 0.81 0.90 0.88 0.90 0.74

Mean drug cost per case ($) $1,285 $1,034 $ 905 $1,240 $508 $525 $509 $448

Medicine General Ventilator Support

FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11

Cases (n) 5,816 5,462 4,883 4,206 286 285 279 234

Cases with ≥ 1 complication (per 100 Cases) 1 2 2 1 45 37 39 19

Mean observed mortality (%) 2.13% 2.51% 2.29% 1.35% 31.0% 29.1% 23.7% 24.1%

Mean expected mortality (%) 2.98% 3.38% 3.34% 2.96% 28.6% 27.8% 24.9% 28.5%

Mortality index (observed/expected) 0.71 0.74 0.69 0.46 1.08 1.05 0.95 0.85

Mean observed length of stay (days) 3.95 3.96 4.17 3.64 28.51 28.02 30.47 26.46

Mean expected length of stay (days) 4.53 4.51 4.48 4.41 31.58 29.24 31.85 28.80

Length of stay index (observed/expected) 0.87 0.88 0.93 0.83 0.90 0.96 0.96 0.92Mean drug cost per case ($) $422 $458 $545 $348 $4,272 $4,118 $3,875 $3,196

Gaining Resources…Proactive

Understand national trends Where is the rest of the world with antimicrobial

stewardship, ED pharmacy, medication histories, etc.?

Use examples of what other institutions are doing

Share literature with your CEO, VP, CFO ASHP push news, HealthLeaders.com, etc.

Be realistic and be a team player Understand financial, political, and cultural trends

Sometimes what you need is not the highest priority

Know when to push and when to bid your time

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Gaining Resources…Proactive

Adding services (primarily labor cost) Emphasis value-added programs for institution

Build on current successes and existing infrastructure

Develop a good Business Plan Proposal to build a case for the new service or product

Demonstrate the return on investment (ROI)

Pro Forma – method of calculating financial results in order to emphasize either current or projected figures

Business Plans: Where do I start?

Review an example of a business plan that was approved in your organization

Ask colleagues elsewhere for template used to justify their new program ASHP Leadership Academy

Clarify expectations Who will be reading it?

How many pages is it expected to be?

Are their defined/expected sections standard for your organization?

Common Business Plans

Antimicrobial stewardship program

Anticoagulant management clinic

ICU sedation management program

ED pharmacist program

New disease state or service line partnerships Solid organ transplant

Orthopedics

Oncology

Cardiovascular surgery

Adverse Drug Events Prevention Program

High‐Risk Medication Management Program

Rapid Response Team

Code Response Team

Evidence‐Based Care for Acute Myocardial Infarction

Evidence‐Based Care for Congestive Heart Failure

Reduce Surgical Complications

Reduce MRSA

Prevent Central Line Infections

Prevent Surgical Site Infections

Prevent Ventilator Associated Pneumonia

Pharmacy Residency Program

Value-Added Opportunities

Talk Listen to your C-suite

Share your preliminary ideas and ask for their input Who doesn’t like being seen as an expert?

What do they believe is most pressing to the organization and who are the stakeholders?

What they think pharmacy can do to support that goal and to support the stakeholders?

Things You MUST Know

Your organization’s strategic plan Incorporate your new program to align easily

Also reference how your new service supports your institution’s Mission and Vision statements

Who are your key supporters and stakeholders? Who has your back? (be ready to name drop)

Physicians

Nursing Leadership

Quality Department

Patient Safety Officer

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Business Plan Components

Executive Summary

High overview (1 page)

This is like an “abstract”

Proposal: 2 sentences about the program

Organizational benefits

Cost

Write this last

Background

Published literature, best practices

Current practice at your facility (DATA!!)

Impact Regulatory Quality measures Safety standards

Business Plan Components

Description of Program

Proposed activities & new services

Define workflows

Patient populations or care areas supported

Interaction with other departments

Hours of service

Resource Requirements

Labor (FTEs) & salary Include benefits Think 5-year plan

Supplies Computer, technology Etc.

Patient safety Decrease errors

Patient satisfaction

Revenue generation Increase Rx volume

New reimbursement

Cost savings, avoidance Drug replacement

Decreased drug waste

Regulatory compliance Improved

Clinical outcomes Quality indicators Efficiency, effectiveness

of other providers Continuity of care

Decrease re-admission rates, ED visits

Business Plan Components

Benefits to the Organization

Benefit Calculations

ROI Calculation Pearls

Adhere to financial standards and partner with finance and decision support to know what they expect

Understand the difference between hard and soft savings

Always include ROI in business case for any new program or service

Become savvy with spreadsheets

Don’t leave it until the end – they take time!

Costs

Capital: Year 0 Technology, equipment,

remodeling

Operating: Years 1+ Drugs, labor,

maintenance, supplies

Financial Return

Revenue/margin Growth

Charge capture

Reimbursement capture

Savings Hard savings

Soft savings

Core Elements to be Presented

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Example…Antibiotic Stewardship

Antibiotic "X" $100 per dose7 days of therapy

Total Cost "X" $700 per patient

Net Savings = $450 per patient(a.k.a. Financial Return)

Antibiotic "Y" $5 per dose7 days of therapy

$35 drug costs

PK Monitoring $15 per lab test3 tests

$45 lab costs

Pharmacist Time $60 per hourInitial Assessment 45 minutes

1 initial evaluation$45 labor costs

Pharmacist Time $60 per hourFollow Up 25 minutesAssessments 5 follow up eval.

$125 labor costs

Total Cost "Y" $250 per patient

Example…Antibiotic Stewardship

Per Patient Annual Volume TotalTotal Cost "X" $700 1000 patients $700,000 Total Cost "Y" $250 1000 patients $250,000 Net Savings $450,000

ROI = 2.65

Pharmacist $170 / patient $170,000 2.8 h / patient 1.4 FTE

Equivalent to one RPh for 8-hr shift x 7 days per week (~20 patients per week average)

Other Examples

Labor CostDrug

Savings Net Savings ROIEBDIT Impact

Blood Conservation 1,237,360 1,237,360 100.0%

Formulary and Cerner Changes 933,397  933,397  100.0%

Parenteral Nutrition 117,750 117,750 100.0%

ICU Sedation Management 792,000 1,273,025 481,025 0.61 37.8%

Antimicrobial Stewardship 1,026,652 2,048,787 1,022,135 1.00 49.9%

Thrombin Inhibitors 120,115 307,648 187,532 1.56 61.0%

Colony Stimulating Factors 163,212 422,409 259,197 1.59 61.4%

Pharmacy Compounding 196,500 723,155 526,655 2.68 72.8%

Drug Replacement Program 84,115 469,682 385,567 4.58 82.1%

Impact 2014 $2,382,594 $7,533,213 $5,150,620

23.5 FTE added to Budget

Additional Calculations

Total and cumulative net savings

Benefit/Cost Ratio

Net Present Value (NPV)

Internal Rate of Return (IRR)

Break-Even Point

Life expectancy

Work with your Finance Department on these calculations!!!

Patient safety (reduced error)

Patient satisfaction

Provider satisfaction

Operational efficiency

Continuity of care

Readmission rates

Patient outcomes

Regulatory compliance

Quality indicators including pay for performance

Improved throughput

MD efficiency

Education/research

Non Financial Benefits

Don’t Forget to Include…

Appendices (place in order of reference in Business Plan)

ROI data sheets with calculations and assumptions

Literature review

Flow charts

Gantt charts

Pilot data

Project plan

References Include both Best Practice documents & medical

literature

Regulatory Guidelines

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Keys to a Winning Proposal

Know Your Numbers Published literature & your organization

Make it personal Examples from your institution

Highlight benefits to: Patients

Providers

Other Departments

Etc.

Practice your “elevator speech”

Elevator Speech

Quick (30-60 seconds) overview of a service, project or proposal

Perfect for communicating new initiatives to others outside of pharmacy

Focuses on: Why it is important

What the impact will look like (WIIFM?)

What you are requesting the stakeholder to support

Helpful Hints

Have first draft ready in time to collect feedback 3-5 trusted peers (internal and external)

Develop FAQs and talking points for your boss

Build in assumptions for growth Critically reevaluate after years one and two

Always have a rolling 5-year plan

Look for synergies with future initiatives

Good publicity is not just a defense mechanism Initiation, maintenance, & expansion

Strength in your supporters

Align with Organizational Goals

A great business plan is a must, but timing is everything

Organizational Goals Change So yours have to, too

Be flexible, be supportive of the organization

Pressures on executives are high

Provide options Various means to solve a problem

Negative outcomes if a goal is not achieved

Phases to implementation

Doesn’t End with Job Well Done

Communicating your activities and accomplishments is critical

Presenting your success (humbly) is just as important

Your job is to remind / (re) educate Executives,

Nursing Leaders and Department Directors

Plan on repeating yourself often and as needed

An Opportunity Awaits You…

7/19/2014

13

48th Annual Meeting

Navigating the Oceans of Opportunity

Business Side of Pharmacy Leadership: Proving Pharmacy

Department Added Value

Heath Jennings, PharmD, MBA, FASHP, BCPS