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Joyce A. Tipton, M.B.A., B.S.Pharm., FASHP

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Presentation on theme: "Joyce A. Tipton, M.B.A., B.S.Pharm., FASHP"— Presentation transcript:

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 customers
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

12 Mission feeds the confidence of your organization
2 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 Factors
3 SWOT Analysis Identify using Brainstorming process Internal Factors Strengths Weaknesses External Factors Opportunities Threats

27 Establishing goals and strategies/objectives
4 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 accountability
5 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

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