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 Encourages communication Creates discussion forum Creates a clear vision Builds and bonds teams Stimulates creativity Creates buy in & engagement 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 Strategy 1 Initiative 1 Strategy 2 Priority Initiative 2 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 Strategic Planning 2017 Strategic Planning 2018 PE 2017 PE 2018 PE 2019 Plan Pilot Q1 Q2 Q3 Q4 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 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
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
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
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 -------------------- Strengths Weaknesses External 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 Initiative 1 Strategy 1 Strategy 2 Initiative 2 Strategy 1 Strategy 2 Educational Excellence and Advancement Support education and advancement through residency program Expand PGY2 residency program to Infectious Diseases and Emergency Medicine Establish preceptor development committee Optimize technician workforce Establish ASHP accredited technician training program Establish technician career ladder MGH Department of Pharmacy Strategic Plan 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) 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. Priority 1, 2, 3 Owner 1 Katie Mieure 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 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. Initiative 2. Recruit, develop and retain the best talent through improved recruitment and on boarding, targeted professional development and career path design 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) Priority 4: MGH / Partners Strategic Goals 3 1 2 Rafic Nehme, Katie Mieure, Jim Lund Chris Fortier, Lindsey Smith Jim Lund, Katie Mieure 2 Chris Fortier 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 Katie Mieure, Jackie 3 into promotion requirements) 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 Strategy 1 Support education and advancement through residency program Expand PGY2 residency program to Infectious Diseases and Emergency Medicine x x x Strategy 2 Establish preceptor development committee x x Initiative 2 Strategy 1 Optimize technician workforce 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.
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.
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.
Questions?