Michigan
Pharmacists Association
Strategic Plan 2008-2010
Introduction
Each year, the Executive Board of the Michigan Pharmacists Association
(MPA) in conjunction with key MPA staff members and practice section leaders,
conducts a strategic planning session to ensure the association meets
the objectives of its existence and serves the needs of its members. During
this planning session, time is spent validating the mission and vision
statements, ensuring the core principals of the association are defined,
understanding the impact of current and future trends, evaluating the
effectiveness of the organization, reviewing the priorities of the association's
members, identifying the key areas where association resources will be
devoted and determining the future agenda for the association. The following
is a synopsis of the MPA Executive Board's strategic plan.
Background
The Michigan Pharmacists Association is the state professional society
of pharmacists, representing the pharmacy profession in Michigan, united
for the common good to advance public health and patient care and the
interests of the pharmacy profession. The objectives of the Association
shall be:
| A | To advance the art and science of the profession through organizational functions associated with economics, education, governmental affairs, and professional standards. |
| B | To adopt and enforce a Code of Professional Ethics to provide the highest standards of professional practice in advancing quality pharmacy care of patients. |
| C | To support a system of profession licensure of pharmacists to advance public health and welfare. |
| D | To assist members of the Association or a component organization in achieving economic, educational, governmental, and professional goals. |
| E | To provide services to members of the Association and to pharmacies. |
| F | To conduct organizational activities and research in advancing public health education and professional roles of pharmacists. |
| G | To promote the safe, effective and rational use of medications, therapeutic agents and medical devices issued or dispensed by pharmacists for the prevention of illness, treatment of a medical condition or maintenance of health. |
| H | To encourage interprofessional relations. |
Demographics
The Michigan Pharmacists Association is a nonprofit corporation organized
in 1883; incorporated under the provisions of Act 327 of the Public Acts
of 1931, as amended. The organization's members include pharmacists from
all practice settings (consultant, health-system, and community both independent
and chain environments); pharmacy technicians, pharmaceutical representatives
and pharmacist students.
Mission,
Values and Vision
A mission
statement expresses the fundamental purpose of an association. It
explains why it exists. It should reflect the expectations of the association
and its members as well as the association's expectations for the profession.
A clear and concise mission statement helps an association focus on what
is truly important and it serves as a reference point for establishing
organizational priorities. A vision
statement, on the other hand, defines a preferred future of an association.
It describes what an association desires to become or do in the future:
what it should be at its best. It should be compelling, challenging, and
inspirational to all organizational members.
Associations need both a sense of purpose and a clear vision if they are to function effectively in the long term. A mission statement helps an association stay centered on its main reason for existing and a vision statement defines the direction it intends to go. Both help determine an association's long-term direction and priorities.
Core Values/Guiding Principles:
- Provide services, support and information to our members
- Enhance the professional lives of our members
- Provide vision, goals and direction for our members
- Advance the profession
- Obtain and retain members
- Represent the profession
Key
Result Areas, Long Range Strategic Issues, and Goals
Identifying key result areas and long-range strategic issues, and developing
comprehensive, institutional responses to those areas and issues, are
the heart of the strategic planning process. Key result areas are critical,
must achieve, make or break performance categories. They are what an organization
must focus on to ensure success. Strategic issues are trends, events,
or policy choices that affect (1) the basic mission, values, and activities
of an organization and (2) the organization's capacity to fulfill its
purpose and move toward its vision. Strategic issues are usually large,
encompassing issues that comprise what appear to be numerous unrelated
or loosely-related problems. They are fundamental to the organization
and must be addressed over the long term in order for the organization
to move in a desired direction.
The MPA Executive Board identified key result areas/long-range strategic issues and goals. They are as follows:
| Strategic Issue #1: Membership | |
|
Goal 1.1 |
MPA will increase the number of new, paying members each year. |
|
Goal 1.2 |
MPA will retain 90 percent of its current paying members each year. |
|
Goal 1.3 |
MPA will represent the needs/interests of all pharmacy professionals. |
| Strategic Issue #2: Reimbursement Issues (Cognitive & Product) | |
| Goal 2.1 | Pharmacists will be reimbursed for providing professional services to improve patient outcomes. |
| Goal 2.2 | Pharmacists will be adequately reimbursed for the cost of the product, the cost of dispensing it, and the associated costs, on behalf of the vendors (PBMs). |
| Strategic Issue #3: Legislative | |
| Goal 3.1 | MPA will be an influential force in legislative and regulatory matters. |
| Goal 3.2 | All pharmacy professionals will be in compliance with state and federal laws, rules, and regulations. |
| Goal 3.3 | All technicians have the knowledge, skills, and abilities (are competent) to practice in the state of Michigan. |
| Strategic Issue #4: Patient Safety | |
|
Goal 4.1 |
Pharmacy professionals will use medication error information to prevent errors and ensure patient safety in the future. |
|
Goal 4.2 |
Laws, rules, and regulations will support a "just" (nonpunitive) culture for patient safety. |
| Goal 4.3 | Pharmacy professionals have the tools to practice in a manner that maximizes patient safety. |
|
Strategic Issue #5: Education/Advance the Profession |
|
|
Goal 5.1 |
Pharmacy professionals, other healthcare providers, and the public view MPA as the premier source of pharmacy continuing education and training in Michigan. |
| Goal 5.2 | Pharmacy professionals are vital members of the healthcare team and valued for their unique knowledge, skills, and abilities. |
|
Goal 5.3 |
Pharmacists will improve quality of services and operating efficiencies. |
| Strategic Issue #6: MPA Infrastructure/Operational Resources | |
| Goal 6.1 | MPA will have adequate space and facilities to provide high quality member services. |
| Goal 6.2 | MPA will have sufficient operational (fiscal and human) resources to serve MPA members and be the premier source of pharmacy continuing education, training, and information. |
| Goal 6.3 | MPA will have a sound fiscal and technological infrastructure to support staff and provide high quality services to members. |
Conclusion
The Michigan Pharmacists Association has a reputation for being one of
the most innovative state professional pharmacy organizations. Thoughtful
strategic planning, dedicated members and strong leadership commitment
are key reasons the association remains a viable force within the State
of Michigan and to our profession. The long-range strategic plans identified
in this document are intended to be accomplished over the next three to
five years. Financial and human resources (staff and volunteers) will
be devoted to successfully accomplishing these goals to strengthen our
association but more importantly to advance our profession.
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