Engaging the C-suite to Advance
Pharmacy Practice
Providing quality patient care through
progressive pharmacy practice
Pharmacy Strategic Operational
Planning
Aligning the Pharmacy Service Line with Mission and Vision
Joyce A. Tipton, M.B.A., B.S.Pharm., FASHP
Director of Pharmacy and Respiratory Care
Memorial Hermann Memorial City Medical Center
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 Planning facilitates
organizational alignment and success
What is Strategic Operational
Planning?
“a disciplined effort to produce fundamental
decisions and actions that shape and guide what
an organization (or other entity) is, what it does,
and why it does it. Strategic planning requires
broad-scale information gathering, an exploration
of alternatives, and an emphasis on the future
implications of present decisions. It can facilitate
communication and participation, accommodate
divergent interests and values, and foster orderly
decision-making and successful implementation.”
- John Bryson
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
• 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 brief thoughtprovoking questions they should answer prior to the
retreat
– Make arrangements for meals and snacks
– Assign a photographer
Example Agenda
 Day 1 Agenda
 8:15 – 8:30 am
Overview - Director
 8:30 – 8:45 am
Hospital Vision – CEO
 8:45 – 9:45 am
Department of Pharmacy Mission and Vision Development
 9:45 – 10:00 am
Break
 10:00 – 11:00 am
Leading Change– Organizational Development
 11:00 – 12:00 pm
SWOT Analysis
 12:00 – 1:00 pm
Lunch (provided)
 1:00 – 2:00 pm
SWOT Analysis
 2:00 – 2:30 pm
SMART Objectives - Residents
 2:30 – 2:45 pm
Break
 2:45 – 3:15 pm
Pharmacy and Picasso – Representations of the Organizational Vision
Department of Pharmacy – Group activity
 3:15 – 4:15 pm
Prioritization of potential objectives
 4:15 – 4:30 pm
Wrap Up and Assignments for Session II
Example Agenda
•
Day 2 Agenda
•
12:30 – 1:00 pm
Personal Mission Statement and Principles of Practice
Discussion
•
1:00 – 4:30 pm
Operational Planning:
» Identify Action Plans
» Develop Target Measurements that can tie to Dashboard
» Assign Responsibility and Target Dates
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
Mission
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
How to Write an Effective
Mission Statement
http://www.fastcompany.com/blog/dan-heath/switch/writing-missionstatement-doesnt-suck
“Our mission is to serve the tastiest damn
pizza in around.”
“Our mission is to present with integrity the
highest-quality entertainment solutions to
families.”
Exxon Mobil
Exxon Mobil Corporation is committed to
being the world’s premier petroleum and
petrochemical company. To that end, we
must continuously achieve superior
financial and operating results while
adhering to the highest standards of
business conduct. These unwavering
expectations provide the foundation for
our commitments to those with whom we
interact.
SonicBid
“We want to help musicians get gigs, and
promoters book the right bands. ... We're
a bunch of people who think that music
can truly change the world and make it
smaller and better. ... We believe that
independent music belongs everywhere:
on festival stages; in video game
consoles; on film screens; in college
theaters; on the radio; in advertisements;
on club stages and at sporting events.”
AMT
AMT is built on the assumption that the management of
information technology for business is like legal advice,
accounting, graphic arts, and other bodies of knowledge, in
that it is not inherently a do-it-yourself prospect. Smart
business people who aren’t computer hobbyists need to find
quality vendors of reliable hardware, software, service, and
support. They need to use these quality vendors as they
use their other professional service suppliers, as trusted
allies.
AMT is such a vendor. It serves its clients as a trusted ally,
providing them with the loyalty of a business partner and the
economics of an outside vendor. We make sure that our
clients have what they need to run their businesses as well
as possible, with maximum efficiency and reliability. Many of
our information applications are mission critical, so we give
our clients the assurance that we will be there when they
need us.”
Google
Google’s mission is to organize the world‘’
information and make it universally
accessible and useful.
Starbucks
“Establish Starbucks as the premier purveyor of the finest coffee in the
world while maintaining our uncompromising principles as we grow.
The following six guiding principles will help us measure the
appropriateness of our decisions:
Provide a great work environment and treat each other with respect
and dignity.
Embrace diversity as an essential component in the way we do
business.
Apply the highest standards of excellence to the purchasing,
roasting and fresh delivery of our coffee.
Develop enthusiastically satisfied customers all of the time.
Contribute positively to our communities and our environment.
Recognize that profitability is essential to our future success.”
Anonymous
“Collaborating with partners of government, community-based
organizations, communities and the private sector, we
provide a community engagement and dialogue
clearinghouse:
To provide capacity training and resources to build individual
and collective skills and knowledge in small and large-scale
engagement and dialogue processes.
To facilitate customized community engagement and
dialogue design and facilitation.
To convene community engagement and dialogue
processes.
To collect and publish information and best practices of
community engagement planning, strategic engagement,
organizational renewal and public policy development.”
Budweiser
“Be the world’s beer company.”
Vision
Motivates
Inspires
What does
success
look like?
Stretches
boundaries
Paints
picture
Blockbuster
“At BLOCKBUSTER, diversity means
valuing differences. It’s a corporate
value that must be continually
developed, embraced and
incorporated into the way we do
business.”
Amazon
“Our vision is to be earth’s most
customer centric company; to build a
place where people can come to find
and discover anything they might
want to buy online.”
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
• Relevant to the people responsible for achieving them
Time Bound
• Set with a time frame in mind. These deadlines also need to be realistic
Is this a SMART objective?:
Improve the environment in the pharmacy
Decrease cost of wasted drugs by 25%
Improve patient care by implementing ED pharmacists. Measure
of success is to exceed 2000 clinical interventions in 9 months.
Relocate the central pharmacy to a larger space
Increase pharmacists’ clinical competence. Measure of success is
attendance at 4 classes
Decrease variation in processes
Standardize 80% of the Pharmacy P&Ps within the System
Implement a System-wide sterile compounding training program and achieve
90% pass rate for all participants
Standardize delivery route for all technicians. Measure of success is a 97%
compliance rate on monthly audits
Pharmacists will be actively involved in ACOs in 5 years
The Beauty Pageant Objective
My goal is to achieve world peace…
5
•Define metrics
•Identify accountability
5
• Define metrics
• Assign accountability
Sharing the Plan
• Commit the plan to writing – Detailed, Outline,
and Matrix
• Share with all members of the Department
• Share with VP, CEO, and provide with budget
documents
Example of Matrix
Department of
Pharmacy
STRATEGIES
Pharmacy Goals & Strategies FY13
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
Steps in the Strategic & Operational
Planning Cycle
The Monitoring Phase
1
• Reports at least quarterly from team leaders
2
• Take action as needed to adjust or stay on
course
3
• Dashboards or scorecards for visual reporting
• Routine presentations to C-Suite
4
• Department Town Halls
• Bulletin boards and Newsletters
Reporting
Require at least
quarterly reports from
each person
accountable including
specific metrics
Create Dashboards or
Scoreboards 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
Example of Dashboard
Our Pharmacy Dashboard
Example of Metric Detail
Automated Dispensing Cabinet
Override & Stock Out Percentage
2.5
2
1.5
1
0.5
0
Jul-11
Aug-11
Stock Out %
Sep-11
Stock Out Target <0.5%
Oct-11
Pyxis Override %
Nov-11
Dec-11
Override Target <2%
Greatest Challenges for Participants
• Time away from
assignment for
planning sessions
• Schedules
• Skepticism
• Learning the tools
• SMART criteria
• Understanding value
of reporting
• Establishing specific
metrics
• Reporting on specific
metrics
• Driving the process
into all areas of the
department
• Having measurable
outcomes tied to
performance reviews
A little Stephen Covey…
• 7 Habits of Highly Effective People
– Habit 2: Begin with the End in Mind
• “Begin with the End in Mind means to begin each day, task,
or project with a clear vision of your desired direction and
destination, and then continue by flexing your proactive
muscles to make things happen.”
• “One of the best ways to incorporate Habit 2 into your life is
to develop a Personal Mission Statement. It focuses on
what you want to be and do. It is your plan for success. It
reaffirms who you are, puts your goals in focus, and moves
your ideas into the real world. Your mission statement
makes you the leader of your own life.”
https://www.stephencovey.com/7habits.php
Your Assignment
My name is ______________
and my personal mission
statement is…
Engaging the C-suite to Advance
Pharmacy Practice
Providing quality patient care through
progressive pharmacy practice
Developed collaboratively by the ASHP Research and Education Foundation,
the ASHP Section of Pharmacy Practice Managers, and ASHP Advantage.
Visit www.pharmacycsuitetoolkit.org