getting noticed: establishing strategy and defining success
DESCRIPTION
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 - PowerPoint PPT PresentationTRANSCRIPT
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
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
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
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 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