Joyce A Tipton RPh MBA FASHP Director of Pharmacy Memorial Hermann Memorial City Medical Center Houston Texas Objectives Define strategic operational planning Identify the components and purpose of mission and vision statements ID: 525766
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Slide1
Getting Noticed: Establishing Strategy and Defining Success
Joyce A. Tipton,
R.Ph
., M.B.A., FASHP
Director of Pharmacy
Memorial Hermann Memorial City Medical Center
Houston, TexasSlide2
Objectives
Define strategic operational planning
Identify the components and purpose of mission and vision statements
Discuss the steps in the strategic planning processList the criteria for SMART objectivesDescribe tools for reporting outcomesExplain how strategic operational planning facilitates organizational alignment and successSlide3
Strategic vs. Operational Planning
Not mutually exclusive
Future focus and strategy is vital in a rapidly changing healthcare environment
Clear operational goals are needed to maintain basics, continuously improve quality, and navigate new strategiesSlide4
Annual Strategic Operational Planning – Marketing the ImpactSlide5
Annual Strategic Operational Planning – Marketing the ImpactSlide6
Annual Strategic Operational Planning – Plan the Planning
One to 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)Slide7
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 pre-reading such as Pharmacy Forecast and brief thought-provoking questions they should answer prior to the retreat
Make arrangements for meals and snacks
Assign a photographerSlide8
Steps in the Strategic Operational
Planning Cycle
The Planning PhaseSlide9
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
Customer Identification
1Slide10
Mission feeds the confidence of your organization
Vision creates the momentum of anticipation about the future
Mission
Vision
2Slide11
Mission Statement
The opportunities or needs that we exist to address
What we do to address these
The principles and beliefs that guide our workSlide12
Building a Compelling Mission StatementSlide13
VisionSlide14
Identify using Brainstorming process
Internal Factors
Strengths
Weaknesses
External Factors
Opportunities
Threats
SWOT Analysis
3Slide15
Prioritizing issues
Establishing goals and strategies/objectives
Prioritize issues
Establish Goals and Strategies
4Slide16
SMART Objective CriteriaSlide17
The Beauty Pageant Objective
My goal is to achieve world peace…Slide18
Define metrics
Assign accountability
Define metrics
Identify accountability
5Slide19
Example Day 1 Agenda
7:30 – 7:45 Breakfast and Overview
7:45 – 8:05 Mission and Vision
8:05 – 8:15 Executive Greeting
8:15 – 8:30 Creativity Exercise
8:30 – 8:55 Pharmacy Forecast: What Speaks to You? – Break out
8:55 – 9:15 Nursing Collaborative Session
9:15 – 9:30 Break
9:30 – 11:15 SWOT analysis
11:15 – 11:45 Develop Potential Focus Areas - Breakout
11:45 – 12:15 Lunch and Prioritization of Objectives
12:15 - 12:30 Wrap Up Session Slide20
Example Day Two Agenda
12:00 – 12:15 Introduction to Day Two
12:15 – 12:30 Smart Objectives
12:15- 1:00 Change Leadership: My Iceberg is Melting-
1:00 – 1:45 Proposed Strategic Objectives–
Breakout
1:45 – 2:00 Break
2:00 – 2:45 Consensus on Objectives
2:45 – 3:45 Assignment of Objectives, Metrics Discussion
3:45 – 4:00 Personal Mission Statements Slide21
Who is Involved in the Planning?
Leadership vs staff
Combination
Consider inclusion of “customers”Drive the strategic operational planning process to staff levelDeveloping cascading goal setting processAlways keep a strategic focusSlide22
Sharing the Plan
Commit the plan to writing – Detailed and Matrix
Share with all members of the Department
Town Hall Meetings
Newsletters
Share with VP, CEO, and provide with budget documentsSlide23
MatrixSlide24
Steps in the Strategic Operational
Planning Cycle
The Execution PhaseSlide25
ReportingSlide26
DashboardSlide27
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 DashboardsAlign the metrics with your organization’s strategies
Typically will align with the functional areas of operational, clinical, and financialSlide28
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 priceSlide29
Where does the Pharmacist Add Value?
Value =
Outcomes + Customer Experience (+/-)
____________
Cost
Paint the picture of
Pharmacist valueSlide30
And if needed… put on your cowboy hat and dance!Slide31
QUESTIONS