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MSHP Annual Meeting 2017

Team Huddle: Strategic

Planning to Navigate the Future

Lindsey Smith, PharmD, MS

Coordinator, Pharmacy Strategic Initiatives - Massachusetts General Hospital

Objectives

Identify essential steps in the strategic

planning process

Review methods for facilitating a retreat

and developing a strategic plan

Discuss effective implementation

strategies and tools for marketing success


High Expectations in Pharmacy

Clinical Practice

Patient Outcomes

Reduce Readmissions

Regulatory Compliance

Patient Safety

Fiscal Responsibility

Advanced Practice

What is Strategic Planning

A method of developing a set of priorities

and goals for an organization, taking into

account the current state of the

organization and external influential factors

to best position the group for success


The Rationale for a Game Plan

Aligns priorities

Creates discussion

forum

Stimulates creativity

Creates buy in & engagement

Builds and bonds teams

Encourages communication

Creates a

clear vision

Marketability

Measurable successes documented

throughout the year

Justification for FTE, budget increases

Visual alignment with organizational

priorities

Readily available documentation of the

value of pharmacy services


Strategic vs. Operational Planning

Strategic Planning

Sets direction

High level goals with general timelines

Consistent over longer periods of time

Operational Planning

Describes how strategies will be achieved

Consists of detailed plans with accountability

leaders and deadlines

Requires more frequent updates

Strategic Plan Nomenclature

Priority

Highest level, most general

Initiative

Support the Strategy;

mid level plans

Strategy

Operational plans

Has a well defined action

plan

Priority

Initiative 1

Strategy 1

Strategy 2

Initiative2

Strategy 1

Strategy 2


Find the Value in Today’s Session

Throughout presentation consider how this

would work at your organization

Take 3-5 pearls back with you

How would you conduct pre-planning activities?

Which external colleagues do you consider

resources?

What kind of scheduling works for your

department?

Where is your biggest area of need?

The Strategic Planning Process

Pre Retreat Planning

Internal Assessment

Environmental Scan

Retreat

SWOT; develop priorities; operationalize plan

Implementation and Maintenance

Assess Performance

Revaluate and Update


Aligning Key Processes

Coordinate dates with key events

Performance evaluations and goal setting

Budget season

Capital requests

Avoid retreats during high vacation times

and busy seasons

Annual Planning

Calendar Year

2017 2018

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Important Dates

Capital Requests

Summer Holidays Capital

Requests Summer Holidays

Fiscal Year FY17 FY18 FY19

Performance Evaluation Process

PE 2017 PE 2018 PE 2019

Strategic Planning 2017

Plan Pilot Q1 Q2 Q3 Q4

Strategic Planning 2018

Planning Q1 Q2


Internal Assessment

Assesses current state – “Where are we?”

Assess resources – “What do we have to

work with?”

Pearls:

Be honest

Communicate clearly and regularly with

participating employees

Share results of the assessment

Internal Assessment

Potential Resources and Methods:

Review annual reports

Review ASHP Practice Advancement Initiative

recommendations

Benchmark performance against peer groups

Ask for summary reports from leadership team

Develop and deploy staff survey

Consult colleagues at other organizations

Hire a professional consulting firm


Internal Assessment

Review or develop a mission and vision of

the end goal

Update or create:

Mission Statement

The organization’s objectives

Vision Statement

What the organization aspires to be

Environmental Scan

Considers areas that will impact you and

influence your ability to achieve goals

Important step in achieving alignment

Potential resources to consider:

ASHP Pharmacy Forecast

Hospital/Health System Strategic Plan

Annual Reports from stakeholders

Physician / nursing / quality leadership


Organizational Alignment

Alignment with organizational priorities is

essential for success

Become familiar with critical success

factors Distribute the organizational strategic plan before the

retreat

Review the organizational strategic plan at the retreat

Develop a matrix after the retreat to have a visual

representation of how the pharmacy strategic plan

supports the organization’s

Planning the Retreat

Many variations exist; do what works best

for you

Consider incorporating activities that

involve movement

Breakout sessions

Presenting ideas to the room

Midday ice breakers


Retreat Considerations

Attendance must represent the department

Core leadership team

Sampling of specialty areas and all job roles

Essential to engage employees who will be

doing the work

Guest Sessions

Consider setting aside time for focus group

Engage external leadership and invite them to

deliver a kick off speech


Location

Away from work – tune out to tune in

Room to move around and collaborate

Facilitator

Neutral - not an active contributor

Consider consultants or colleagues

Refreshments

Keep lunch local – order delivery

Provide sustenance throughout the day



Print outs

Organizational and previous years strategic plan

Mission and Vision Statements

Supplies

Flip charts

PowerPoint – stay on track

Intentional and pre determined discussion topics

Reliable AV support

Extracting Value

Develop a series of documents that represent

the pertinent external factors for the

department Consider HBR articles, motivational business reads

Send the documents out to the retreat

attendees 1-2 weeks before the retreat

Plan a discussion session at the retreat to

reflect on the information



Assign duties

Time keeper

Minute taker

Photographer

Lunch coordinator

Retreat Agenda - Example 7:30 - 7:45 Welcome and Introduction – Chief Pharmacy Officer

7:45 - 8:00 Set Ground Rules

Review Mission and Vision Statements

8:00 - 8:30 Hospital Perspective – Chief Medical Officer

8:30 - 9:00 Breakout Session: “What does our department look like in 5 – 10 – 15 years?”

9:00 - 9:30 Review and update – Mission and Vision Statements

9:30 - 10:00 Discussion: Name two things in the Pharmacy Forecast that made an impact on you.

10:00 -10:15 Break

10:15 -12:00 SWOT

12:00 -1:00 Lunch

12:30 -2:00 Identifying Strategies

Proposed Initiatives and Prioritization

2:00 - 2:30 Assign Group Leaders to Initiatives

2:30 - 3:00 Discuss Implementation Timeline


Warm Up Activities

Creative thinking

Start off the retreat with something 100% not

pharmacy

Stimulate out-of-the-box thinking

Examples

Trivia quizzes

Match colleagues to fun facts

Brain teasers

Warm Up Activities

Set ground rules

Have the group set their own list

Focus on collaboration, respect and

encouraging all ideas

Examples

No correcting comments

No cell phones – be present

Vegas rules


Team Huddle - Discussion Sessions

Recap pre-reading through discussions

Ask specific questions to facilitate

discussions:

“What three things spoke to you?”

“Name 5 key items we are missing today.”

Breakout sessions with reciprocal group

presentations keep people engaged

SWOT Analysis

Internal

--------------------

External

Strengths Weaknesses

Opportunities Threats


Developing the Plan

Similar topics will emerge throughout the

SWOT analysis and discussions

Themes will become the basis for the

Priorities

Priority areas may only be drafted at the

retreat – final touches can come after

Initiatives typically identified at the retreat,

and finalized after with leadership and

teams

Prioritization

Prioritization of initiatives should happen

within the retreat

Many ways to facilitate this:

Vote on priority items from SWOT commentary

Facilitator identifies and characterizes themes;

asks group to call out initiatives within each

strategy

Facilitate discussion “I imagine…” to pair down

options and then vote to select priority items


Example- Priorities

1. Educational Excellence and Advancement

2. Culture of Safety

3. Patient Care

Example – Priorities and Initiatives

Priority 1: Educational Excellence and Advancement

Initiative 1: Expand PGY2 residency program to Infectious Diseases and

Emergency Medicine

Initiative 2. Optimize technician workforce

Priority 2: Culture of Safety

Initiative 1: Engage stakeholders and external customers in evaluating

safety events and developing a safety culture

Initiative 2. Instill data driven mindset into decision making


Example – Priority, Initiative and Strategy

Priority 1 Educational Excellence and Advancement

Initiative 1 Support education and advancement through

residency program

Strategy 1 Expand PGY2 residency program to Infectious Diseases and

Emergency Medicine

Strategy 2 Establish preceptor development committee

Initiative 2 Optimize technician workforce

Strategy 1 Establish ASHP accredited technician training program

Strategy 2 Establish technician career ladder

MGH Department of Pharmacy Strategic Plan Priority 1, 2, 3

Owner Priority 1: Patient Care Initiative 1. Evolve service models to ensure successful pharmacy practice advancement (i.e. CDTM, ambulatory, specialty pharmacy, credentialing and other pharmacy run services)

1 Katie Mieure

Initiative 2. Proactively use data and analytics to identify medical error trends and safety issues and to improve quality of care, as a contribution to the patient care team and stewardship.

2 Katie Mieure,

Jackie Maccormack-Gagnon

Initiative 3. Continually assess needs of, and support, internal customers 2 Directors

Initiative 4. Achieve eCare stabilization and optimization 1 Jackie Maccormack-

Gagnon

Priority 2: Operational Excellence

Initiative 1. Optimize operational workflow for highest levels of efficiency and safety, making most effective use of all available resources (i.e. automation, staff, space)

1 Jim Lund

Initiative 2. Own medication use process across MGH/MGPO, including delivery to end user 2 Jim Lund, Rafic

Nehme

Initiative 3. Engage staff in cost savings efforts, within and beyond the department 2 Lindsey Smith

Initiative 4. Instill a data analytics mindset into department decision-making through availability of real-time metrics and dashboards to understand and make use of such data

3 Rafic Nehme, Katie Mieure, Jim Lund

Priority 3: Best-in-Class Workplace of Choice

Initiative 1. Develop shared sense of mission and an engaged culture built around accountability, innovation, ownership, collaboration, trust, teamwork and a patient-focus.

1 Chris Fortier, Lindsey

Smith

Initiative 2. Recruit, develop and retain the best talent through improved recruitment and on boarding, targeted professional development and career path design

2 Jim Lund, Katie

Mieure

Initiative 3. Maximize organizational effectiveness via clear roles and responsibilities; well documented, efficient policies and procedures; and with necessary administrative support (e.g. project management)

2 Chris Fortier

Priority 4: MGH / Partners Strategic Goals

Initiative 1. Actively seek opportunities to support MGH and Partners 2.0 1 Rafic Nehme,

Karen Ryle

Initiative 2. Pursue productive partnerships with vendors, industry, academia, international customers to advance Partners/MGH interests 3 Chris Fortier

Initiative 3. Ensure PTSC is appropriately focus and able to address key areas of need to allow Pharmacy to support institutional goals 2 Jackie Maccormack-

Gagnon

Priority 5: National Presence

Initiative 1. Encourage staff participation and contribution at national level (e.g. active involvement, present at conferences, leadership positions, publishing) 2 Directors

Initiative 2. Encourage research and create necessary infrastructure to succeed (research committee, definition of what it is, time, incorporate into promotion requirements)

3 Katie Mieure, Jackie

Maccormack-Gagnon

Initiative 3. Redefine structure and requirements of residency program to exceed profession standards and attract best trainees 2 Katie Mieure


Practice Makes Perfect

Develop matrix with clear assignment of

accountability

Assign teams and task them with developing

timelines and metrics based goals

1-2 months is reasonable to outline plan, pilot

and determine feasibility

Allow flexibility and adjustments if well

supported during the initial phases

Update status at least quarterly

Meeting Your Opponent

Implementation


Tackling Your Opponent Plan meetings a year in advance, and put

them on the calendar

Quarterly retreats, monthly updates

Make progress and lack thereof public

Assign clear leaders for all strategies

Outline defined metrics and goals

Hold each other accountable, focus on

progress

Openly discuss barriers

Quarterly Update Grid

Priority 1 Educational Excellence and

Advancement

Leader:

Team Q1 Q2 Q3 Q4

Initiative 1 Support education and advancement through residency program

Strategy 1

Expand PGY2 residency

program to Infectious Diseases

and Emergency Medicine

John:

Sara, Jim,

Pat

Goal:

Progress:

Strategy 2 Establish preceptor development

committee

Julie:

Kyle,

Elaine,

Kate

Goal:

Progress:


Marketing Success

Develop matrix of strategic plan and

distribute throughout department

Include updates in regular staff meetings

Use as basis for annual report

Send a version to your CMO, CFO, or

other leaders and stakeholders

Example – Strategic Plan Matrix

FY2017 Department of Pharmacy Strategic Plan Hospital Strategic Plan

Priority 1 Educational Excellence and Advancement Priority 1 Priority 2 Priority 3 Priority 4

Initiative 1 Support education and advancement

through residency program

Strategy 1

Expand PGY2 residency program to

Infectious Diseases and Emergency

Medicine

x x x

Strategy 2 Establish preceptor development committee x x

Initiative 2 Optimize technician workforce

Strategy 1 Establish ASHP accredited technician

training program x

Strategy 2 Establish technician career ladder x x


Revisions

Strategic Plan may be pertinent for several

years

Operational plan will require annual, or

earlier, updating

Consider the degree of change since the

last update when determining best

methods for updating

Completely new plan vs. updates and revisions

Plan for Next Year

Keep track of documents or events that

would help facilitate the external scan

Highlight the value and impact at every

opportunity

Use the accomplishments as an outline for

an annual plan to emphasize value,

internally and externally


Assessment

Protect quarterly review time

Track progress and makes annual review

easier

Focus on progress, but plan to review barriers

Schedule time ahead of the retreat to

review progress, what worked, what did

not work

Ask the staff – what could we do better?

Words to live by

If you want to go fast – go alone.

If you want to go far – go together.


Assessment Question 1

Which of the following groups or

individuals are essential participants in a

strategic planning retreat for a hospital

pharmacy department?

A. Your CMO

B. Nurse colleagues

C. Pharmacy technicians

D. Cardiology pharmacist

Question 1 Answer

C: Pharmacy Technicians

It is important to align priorities with other

leadership groups, such as the CMO and nurse

colleagues, however it is essential to include

individuals that will be doing the work, such as

the pharmacy technicians. Pharmacists should

also participate, however it may not be essential

to include a pharmacist from every specialty.



Pharmacy Forecast is a valuable tool in

which of the following phases of strategic

planning?

A. Internal Assessment

B. Environmental Scan

C. Facilitating the Retreat

D. Implementation

Question 2 Answer

B: Environmental Scan

Pharmacy Forecast is updated annually

with the intent of providing pharmacy

leaders with a tool to facilitate the

environmental scan in their strategic

planning process.



What is the most challenging part of the

strategic plan?

A. Developing strategies from large amounts of

information

B. Implementation and follow through

C. Coordinating a large group of people

D. Assigning priorities to initiatives

Question 3 Answer

B: Implementation and follow through

Even the best retreats and plans can end

up being wasted time without consistent

following and clear accountability. Plan

ahead and protect time throughout the

year to avoid this pitfall.


Questions?

Objectives - cdn.ymaws.com · Plan Pilot Q1 Q2 Q3 Q4 Strategic Planning 2018 Planning Q1 Q2 . MSHP...

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