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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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
Retreat Considerations
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
MSHP Annual Meeting 2017
Retreat Considerations
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
MSHP Annual Meeting 2017
Retreat Considerations
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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:
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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
MSHP Annual Meeting 2017
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.
MSHP Annual Meeting 2017
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.
MSHP Annual Meeting 2017
Assessment Question 2
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.
MSHP Annual Meeting 2017
Assessment Question 3
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.
MSHP Annual Meeting 2017
Questions?