Getting Noticed: Establishing Strategy and Defining Success

1. 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

2. 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

3. 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

4. Annual Strategic Operational Planning – Marketing the Impact

5. Annual Strategic Operational Planning – Marketing the Impact

6. 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)

7. 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

8. Steps in the Strategic Operational Planning Cycle The Planning Phase

9. Customer Identification 1 • 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

10. Mission • Vision 2 • Mission feeds the confidence of your organization • Vision creates the momentum of anticipation about the future

11. Mission Statement What we do to address these The opportunities or needs that we exist to address The principles and beliefs that guide our work

12. Building a Compelling Mission Statement

13. Vision

14. Identify using Brainstorming process • Internal Factors • Strengths • Weaknesses • External Factors • Opportunities • Threats • SWOT Analysis 3

15. Prioritizing issues • Establishing goals and strategies/objectives • Prioritize issues • Establish Goals and Strategies 4

16. SMART Objective Criteria

17. The Beauty Pageant Objective My goal is to achieve world peace…

18. 5 • Define metrics • Assign accountability • Define metrics • Identify accountability

19. 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

20. 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

21. 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

22. 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

23. Matrix

24. Steps in the Strategic Operational Planning Cycle The Execution Phase

25. Reporting

26. Dashboard

27. 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

28. 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

29. Where does the Pharmacist Add Value? Outcomes + Customer Experience (+/-) ____________ Value = Cost Paint the picture of Pharmacist value

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

31. QUESTIONS