Transcript Slide 1

Joyce A. Tipton, RPh, MBA, FASHP
Director of Pharmacy
Memorial Hermann Memorial City
Houston, Texas
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Apply methods for aligning the goals of
the Department of Pharmacy with the
priorities of the health system
Define steps for a robust annual strategic
operational planning process
Identify key performance indicators that
support the impact of pharmacy within the
organization
Demonstrates thorough planning prior to annual
budget process
 Provides a consistent and systematic approach
that supports success worth sharing
 Achieves buy-in by key stakeholders
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 Leaders and staff within pharmacy
 Opportunity for mutually agreed upon priorities with
organization leadership
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Sets clearly defined goals and targets
 Sets accountability for pharmacy leadership and staff
 Objective measures for upline reporting structure
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Establishes measurable evidence of success
 Objective measures that open the door for highlighting
quality contributions
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Facilitates alignment with organizational
priorities
 Clear and visual confirmation of the value of
pharmacy supporting goals of the organization
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Supports a structured format for marketing
pharmacy contributions
 Readily available information for promoting value of
pharmacy at every opportunity
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Two to three months in advance
 Schedule two sessions (full day and half day or two
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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)
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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
The Planning – Phase 1
 Customer identification
 Mission and Vision SWOT Analysis –
Strengths, Weaknesses, Opportunities, and
Threats
 Prioritizing issues
 Establishing goals and initial strategies
 Identifying accountability
 Further defining strategies for each goal using
SMART criteria
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Specific – the objective should state exactly what is to be achieved
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Measurable – an objective should be capable of measurement – so
that it is possible to determine whether it has been achieved
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Achievable – the objective should be realistic given the
circumstances in which it is set and the resources available to the
business
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Relevant – objectives should be relevant to the people responsible
for achieving them
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Time Bound – objectives should be set with a time frame in mind.
These deadlines also need to be realistic
The Planning - Phase 2
 Establish metrics that will be used for
outcomes measures
 Establish firm target dates
 Develop written action plans with timelines
 Identify resources needed (important for
budget planning)
 Identify accountability and target date for each
action
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Commit the plan to writing in three
versions – Detailed, Outline, and Matrix
Share with VP, CEO, and provide with
budget documents
Share excerpts via hospital newsletter,
etc.
Share with all members of the Department
 Town hall meetings
 Staff meetings
 Individual copies
Goal and Strategy
Employee
Engagement
Hospital
Core
Med
of
Excellence Efficiency
NPSG
Compliance
Measure
Safety
Physician
Choice
Goal I: Improve patients medication therapy outcomes, optimizing quality / cost
Antimicrobial Stewardship
X
X
Anticoagulation management
X
X
Provide quality pharmacy services in the Emergency Department
X
X
X
Enhance compliance with Medication Reconciliation
X
X
X
Implement technician order entry
X
X
X
Oncology Services
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Goal II: Maximize efficiency, quality, and safety in the medication use process.
Continual maintenance of basic QA
X
Pyxis fill accuracy
Missing doses
X
Timely med delivery
X
MedCarousel and PacMed
X
X
X
X
Goal III: Promote a culture of engagement and accountability.
Staff development, orientation, training
X
X
Improve effectiveness of communication
X
Improve leadership goal execution
X
X
Employee recognition
X
X
Incredible Website
X
X
X
X
Goal IV: Achieve financial budget plan for FY 08
Decrease cost of wasted drugs
X
Clinical Initiatives with cost savings/avoidance
X
X
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Require at least quarterly reports from each
person accountable including specific metrics
Create Dashboards or Scorecards for visual
reporting
Provide quarterly reports/presentation to
VP/COO.
Volunteer to present pharmacy updates for any
appropriate committee
Provide updates to staff at Town Halls or staff
meetings
Share the Dashboards in visible places
 Bulletin boards
 Published in newsletter
Clinical Intervention Summary
$1,000,000
4,500
$900,000
4,000
3,500
$700,000
3,000
$600,000
2,500
$500,000
2,000
$400,000
1,500
$300,000
1,000
$200,000
500
$100,000
$0
Total $
Total Interventions
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Jan-09
$647,199
$699,908
$594,602
$867,376
$675,865
$950,643
$919,907
$884,555
$735,318
$866,197
$692,267
$624,802
$680,847
$792,542
$695,749
$661,341
$768,822
$936,237
2,441
2,203
2,577
3,056
3,333
3,835
3,686
3,556
3,368
3,428
2,923
2,794
3,174
2,958
3,310
2,967
2,811
3,137
Month - Year
0
Number of Clinical Interventions
Intervention Cost Avoidance
$800,000
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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 Dashboards
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Align the metrics with your organization’s
strategies
 Typically will align with the functional areas of
operational, clinical, and financial
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Organize discussion groups
of 4 to 5 people around you
Identify a recorder and a
spokesperson
Spend five minutes
identifying metrics and how
you have used them
The recorder will write down
all the metrics mentioned
The spokesperson will be
prepared to share with the
large group
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Financial
 Drug spend
▪ Drug cost per APD
▪ Trended drug cost by DRG
 Personnel Expense
▪ Salary cost per APD
▪ Work hours per RVU
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Clinical
 Clinical Interventions
▪ Trend by volume
▪ Trend by assigned dollar
value
 Medication Reconciliation
▪ Percent completed
 Core Measures
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Operational
 Turnaround Time
 Missing Doses as percent
of doses dispensed
 Percent doses from ADC
 Order entry turnaround time
 Percent CPOE
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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
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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 price
Value =
Outcomes + Customer
Experience
(+/-)
____________
Cost
Paint the picture of
Pharmacist value