Getting Noticed: Establishing Strategy and Defining Success Joyce A. Tipton, RPh, MBA, FASHP...
Transcript of Getting Noticed: Establishing Strategy and Defining Success Joyce A. Tipton, RPh, MBA, FASHP...
Getting Noticed:Establishing Strategy and Defining
Success
Joyce A. Tipton, RPh, MBA, FASHPDirector of Pharmacy
Memorial Hermann Memorial CityHouston, Texas
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
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
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
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)
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
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
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
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
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
Example of Matrix
Goal and Strategy Employee Engagement
Excellence EfficiencyCore
Measure NPSG
Med Safety
Compliance
Hospital of
Physician Choice
Goal I: Improve patients medication therapy outcomes, optimizing quality / cost
Antimicrobial Stewardship X X X X X
Anticoagulation management X X X X X X
Provide quality pharmacy services in the Emergency Department X X X X X XX
Enhance compliance with Medication Reconciliation X X X X X
Implement technician order entry X X X X X
Oncology Services X X X
Goal II: Maximize efficiency, quality, and safety in the medication use process.
Continual maintenance of basic QA X X X X
Pyxis fill accuracy X X X
Missing doses X X X
Timely med delivery X X X X X
MedCarousel and PacMed X X X
Goal III: Promote a culture of engagement and accountability.
Staff development, orientation, training X X X
Improve effectiveness of communication X X
Improve leadership goal execution X X X
Employee recognition X X
Incredible Website X
Goal IV: Achieve financial budget plan for FY 08
Decrease cost of wasted drugs X
Clinical Initiatives with cost savings/avoidance X
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
Example of Dashboard
Example of Metric Detail
Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09
Total $
647199 699908 594602 867376 675865 950643 919907 884555 735318 866197 692267 624802 680847 792542 695749 661341 768822 936237
Total Interventions
2441 2203 2577 3056 3333 3835 3686 3556 3368 3428 2923 2794 3174 2958 3310 2967 2811 3137
$50,000
$150,000
$250,000
$350,000
$450,000
$550,000
$650,000
$750,000
$850,000
$950,000
250
750
1,250
1,750
2,250
2,750
3,250
3,750
4,250
Clinical Intervention Summary
Month - Year
Inte
rven
tion
Cost
Avo
idan
ce
Num
ber o
f Clin
ical
Inte
rven
tions
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
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
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
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
And if needed… put on your cowboy hat and dance!