1. 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

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 Planning facilitates organizational alignment and success

3. 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

4. Annual Strategic Operational Planning – Marketing the Impact
Demonstrates thorough planning
Consistent and systematic approach
Achieves buy-in by key stakeholders

5. Annual Strategic Operational Planning – Marketing the Impact
Establishes measurable evidence of success
Accountability for pharmacy leadership and staff
Objective measures for upline reporting
Facilitates alignment with organizational priorities
Mission and Vision
Strategies and priorities
Supports a structured format for marketing pharmacy contributions
Specificity in goals, strategies, and metrics
Highlights alignment

6. 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)

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

8. Example Agenda Day 1 Agenda 8:15 – 8:30 am Overview - Director
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

9. 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

10. Steps in the Strategic & Operational Planning Cycle
The Planning Phase 1
Customer Identification 2
Mission
Vision 3
SWOT Analysis 4
Prioritize Issues
Establish Goals and Strategies 5
Define metrics
Identify accountability

11. Use Brainstorming technique to identify your customers1
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

12. Mission feeds the confidence of your organization2
Mission
Vision
Mission feeds the confidence of your organization
Vision creates the momentum of anticipation about the future

13. Mission Statement What we do to address these
Our Business
Our Purpose
Our Values
Mission
What we do to address these
The opportunities or needs that we exist to address
The principles and beliefs that guide our work

14. 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

15. How to Write an Effective Mission Statement
“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.”

16. 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.

17. 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.”

18. 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.”

19. Google
Google’s mission is to organize the world‘’ information and make it universally accessible and useful.

20. 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.”

21. 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.”

22. Budweiser
“Be the world’s beer company.”

23. What does success look like?
Vision
What does success look like?
Motivates
Paints picture
Stretches boundaries
Inspires

24. 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.”

25. 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.”

26. Identify using Brainstorming process Internal Factors3
SWOT Analysis
Identify using Brainstorming process
Internal Factors
Strengths
Weaknesses
External Factors
Opportunities
Threats

27. Establishing goals and strategies/objectives4
Prioritize issues
Establish Goals and Strategies
Prioritizing issues
Establishing goals and strategies/objectives

28. 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

29. 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

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

31. Assign accountability5
Define metrics
Identify accountability 5
Define metrics
Assign accountability

32. 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

33. Department of Pharmacy
Example of Matrix
Department of Pharmacy
STRATEGIES
Pharmacy Goals & Strategies FY13

34. 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

35. 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

36. 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

37. Our Pharmacy Dashboard
Example of Dashboard
Our Pharmacy Dashboard

38. Example of Metric Detail

39. 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
E x e c u t i o n

40. 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.”

41. Your Assignment
My name is ______________ and my personal mission statement is…

42. Developed collaboratively by the ASHP Research and Education Foundation,
the ASHP Section of Pharmacy Practice Managers, and ASHP Advantage. Visit