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Strategic Plan & Initiatives for 2015


The Ohio State University Wexner Medical Center
(OSUWMC)
Pharmacy Program
Strategic Plan & Initiatives for 2015
Executive Summary

Wexner Medical Center Strategic Goals

  • Become a top 20 academic medical center by 2015 and a top 10 NCI funded cancer program through advancements in research, education and patient care;
  • Become a high performance organization and workplace of choice;
  • Generate an investment fund for mission development

Wexner Medical Center Pharmacy Program Strategic Goals

  • Become a national leader in the American Society of Health-system Pharmacists (ASHP) Pharmacy Practice Model Initiative (PPMI);
  • Optimize our operational and clinical efficiency through our medical center expansion and collaboration with the College of Pharmacy;
  • Exceed standards of medication safety by maximizing technology and the roles of our staff;
  • Establish OSUWMC pharmacy as the workplace of choice for employee engagement;
  • Serve as a national model for academic pharmacy practice

Vision

To become a premier academic health-system pharmacy department that provides the highest quality of service by maximizing technology and the roles of our staff

Mission

To improve people's lives through pharmacy practice innovation, comprehensive medication education, and inter-disciplinary clinical and practice research.

Values

  • Excellence
  • Collaborating as ONE University
  • Acting with Integrity and Personal Accountability
  • Openness and Trust
  • Diversity in People and Ideas
  • Change and Innovation
  • Simplicity in our Work
  • Leadership, Empathy and Compassion

Strategic Goal #1: Practice Model Leader

Become a national leader in the American Society of Health-system Pharmacists (ASHP) Pharmacy Practice Model Initiative (PPMI)

Initiatives

  1. Finalize the framework of our practice model that establishes all levels of staff working at the top of their license and in a coordinated way (Pharmacy administration - June 30, 2015)
  2. Expand clinical privileges to 100% of our direct patient care pharmacists (Jordan - April 30, 2015)
  3. Complete implementing Epic's Patient Scoring System for pharmacy clinical processes (Prier, Mellett - July 1, 2015);
  4. Expand and further define our department's ambulatory care pharmacy programs and structure (Weber, Griffith, Jordan - October 1, 2015);
  5. Support the growth of the hospital-based retail and specialty pharmacy as projected (Griffith, Kennerly - December 1, 2015)
  6. Define the framework and functions of pharmacy APPE students in the practice model (Weber, Sullivan, Tubbs - June 1, 2015)
  7. Finalize Nationwide Children's Hospital NICU transition of pharmacy services (Weber, Tubbs, Gawronski - April 30, 2015)
  8. Develop a framework for collaboration with the College of Pharmacy and get buy-in from all levels of the organization (Pharmacy administration, Mann, Knoell - September 1, 2015)

Strategic Goal #2 - Efficiency and Effectiveness

Optimize our operational and clinical efficiency through our medical center expansion and collaboration with the College of Pharmacy

Initiatives

  1. Maintain staffing levels at greater than or less than the 50th percentile of Action OI comparator institutions (Pharmacy administrative team - June 30, 2015)
  2. Achieve 100% of the cost-reduction goal for non-labor spend;
  3. Meet or exceed budget for FY 15 (Pharmacy administration - June 30, 2015);
  4. Meet organization requirements for span of control (Pharmacy administration - June 30, 2015)
  5. Evaluate and revised controlled substances handling systems as a fail-safe to theft/loss of narcotics (Wierwille - September 30, 2015)

Strategic Goal #3 - Medication Safety

Exceed standards of medication safety by maximizing technology and the roles of our staff

Initiatives

  1. Reduce the number of harmful medication errors by 5-10% of FY 2015 baseline (Weber, Melucci - June 30, 2015);
  2. Improve "Smart Pump" compliance to national standards (Weber, Colussi - November 1, 2015)
  3. Improve the effectiveness of the Safety Solutions Committee (Melucci - November 30, 2015)

Strategic Goal #4 - Staff Recognition

To retain qualified pharmacists, technicians and administrators

Initiatives

  1. Implement at least 1-3 initiatives that responds to issues addressed in the medical center's One Voice Employee Survey (Weber, Howell) (June 30, 2015);
  2. Develop a committee to recommend staff for local, state and national pharmacy awards (Howell) (July 1, 2015);
  3. Conduct at least 1-2 formal employee recognition ceremonies (Howell) (December 31, 2015)
  4. Renovate pharmacy office and reception areas in Doan Hall (Lukacsko - December 31, 2015)

Strategic Goal #5 - Scholarship

To contribute to the overall body of pharmacy knowledge

Initiatives

  1. Increase submitted peer-review publications and book chapters by 2-5% from FY 2013-14 levels (Goff, Weber) (September 30, 2015);
  2. Successfully complete our review with 100% of our residency programs earning full accreditation (Weber, Residency program directors - May 31, 2015)
  3. Publish a review of the success of the residency research program (Goff, Weber - September 30, 2015)