Getting Noticed: Establishing Strategy and Defining Success

1. Getting Noticed:Establishing Strategy and Defining Success Joyce A. Tipton, RPh, MBA, FASHP Director of Pharmacy Memorial Hermann Memorial City Houston, Texas

2. Objectives • Apply methods for aligning the goals of the Department of Pharmacy with the priorities of the health system • Define steps for a robust annual strategic operational planning process • Identify key performance indicators that support the impact of pharmacy within the organization

3. Annual Strategic Operational Planning – Marketing the Impact Demonstrates thorough planning prior to annual budget process Provides a consistent and systematic approach that supports success worth sharing Achieves buy-in by key stakeholders Leaders and staff within pharmacy Opportunity for mutually agreed upon priorities with organization leadership Sets clearly defined goals and targets Sets accountability for pharmacy leadership and staff Objective measures for upline reporting structure

4. Annual Strategic Operational Planning – Marketing the Impact Establishes measurable evidence of success Objective measures that open the door for highlighting quality contributions Facilitates alignment with organizational priorities Clear and visual confirmation of the value of pharmacy supporting goals of the organization Supports a structured format for marketing pharmacy contributions Readily available information for promoting value of pharmacy at every opportunity

5. Annual Strategic Operational Planning – Plan the Planning Two to three 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)

6. 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 brief thought-provoking questions they should answer prior to the retreat Make arrangements for meals and snacks Assign a photographer

7. Steps in the Strategic Operational Planning Cycle The Planning – Phase 1 Customer identification Mission and Vision SWOT Analysis – Strengths, Weaknesses, Opportunities, and Threats Prioritizing issues Establishing goals and initial strategies Identifying accountability Further defining strategies for each goal using SMART criteria

8. Specific – the objective should state exactly what is to be achieved Measurable– an objective should be capable of measurement – so that it is possible to determine whether it has been achieved Achievable – the objective should be realistic given the circumstances in which it is set and the resources available to the business Relevant – objectives should be relevant to the people responsible for achieving them Time Bound – objectives should be set with a time frame in mind. These deadlines also need to be realistic SMART Criteria

9. Steps in the Strategic Operational Planning Cycle The Planning - Phase 2 Establish metrics that will be used for outcomes measures Establish firm target dates Develop written action plans with timelines Identify resources needed (important for budget planning) Identify accountability and target date for each action

10. Commit the plan to writing in three versions – Detailed, Outline, and Matrix Share with VP, CEO, and provide with budget documents Share excerpts via hospital newsletter, etc. Share with all members of the Department Town hall meetings Staff meetings Individual copies Sharing the Plan

11. Example of Matrix

12. Reporting Require at least quarterly reports from each person accountable including specific metrics Create Dashboards or Scorecards for visual reporting Provide quarterly reports/presentation to VP/COO. Volunteer to present pharmacy updates for any appropriate committee Provide updates to staff at Town Halls or staff meetings Share the Dashboards in visible places Bulletin boards Published in newsletter

13. Example of Dashboard

14. Example of Metric Detail

15. 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

16. Wake Up – It’s your turn… Organize discussion groups of 4 to 5 people around you Identify a recorder and a spokesperson Spend five minutes identifying metrics and how you have used them The recorder will write down all the metrics mentioned The spokesperson will be prepared to share with the large group

17. Metric Examples Financial Drug spend Drug cost per APD Trended drug cost by DRG Personnel Expense Salary cost per APD Work hours per RVU Clinical Clinical Interventions Trend by volume Trend by assigned dollar value Medication Reconciliation Percent completed Core Measures Operational Turnaround Time Missing Doses as percent of doses dispensed Percent doses from ADC Order entry turnaround time Percent CPOE

18. 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

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

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