STRATEGIC PLAN (Updated April 2014)

Transcription

1 STRATEGIC PLAN (Updated April 2014) INTRODUCTION The Strategic Plan of the Michigan Pharmacists Association is presented below. It sets forth MPA s strategic direction and priorities for the upcoming years. Specifically, this document includes: 1. MPA s mission, values, and vision of the future; 2. trends that are impacting MPA; 3. a summary of MPA s strengths, weaknesses, opportunities, and threats; 4. the key areas that MPA must address in the future; and 5. MPA s long-range goals and objectives in each of the key areas. MPA s strategic projects and initiatives that are underway currently (to achieve the long-range goals and objectives outlined in this Strategic Plan) are provided in a separate document: MPA s Operational Plan. Over the years, the MPA Executive Board, Practice Section leaders, Affiliated Chapter leaders, other invited guests, and staff of MPA have participated in long-range strategic planning retreats that have identified long-term priorities, strategies, and projects/initiatives. The resulting Strategic Plans have helped ensure that MPA continues to: (1) anticipate future changes to the pharmacy profession; (2) respond effectively and proactively to matters of importance; and (3) focus its day-to-day work on matters of high importance to the organization, its members, and partners. This Strategic Plan sets forth a strategic roadmap for the next three years. It is reviewed annually by the Executive Board and staff. Each year, the Executive Board: (1) considers the relevance of and updates the strategic focus areas as needed; and (2) updates one of the other major sections of this Plan (e.g., the trends analysis, the SWOT analysis) ensuring it remains current and relevant. Additionally, each year at the strategic planning retreat, the Executive Board and invited guests identify annual, strategic projects and initiatives, which establish priorities for the coming year. This process ensures: (1) MPA s strategic direction and priorities are updated as needed; (2) there is continuity in projects and initiatives from year-to-year; and (3) changes can be made as needed to achieve desired results and outcomes. MPA Strategic Plan Page 1

2 Background: The Michigan Pharmacists Association is the state professional society of pharmacists and other pharmacy professionals, 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 professional 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 and associate members. As of December 31, 2013, pharmacist membership totaled 2,434, with an additional 337 pharmacy technician members, 506 student pharmacist members, 59 associate members and 7 corporate members. MPA Strategic Plan Page 2

3 MISSION, VALUES, & VISION A mission statement expresses the fundamental purpose of an association. It explains why it exists. It should reflect the expectations of MPA s 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. The following are the Michigan Pharmacists Association s mission, organizational values/guiding principles, and vision of the future. Mission of the Michigan Pharmacists Association The mission of the Michigan Pharmacists Association is to serve members by providing support, advocacy and resources that ultimately improve patient care, safety, health, and the practice of pharmacy. Adopted by the MPA Executive Board, March 1992 Terminology updated by the MPA Executive Board, March 2003 Reviewed by MPA Staff December 2006 Updated by MPA Executive Board January 2007 Updated by the MPA Executive Board May 2011 MPA Strategic Plan Page 3

4 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 Adopted May 2000 Vision of the Michigan Pharmacists Association The Michigan Pharmacists Association, as the leader of pharmacy professionals in Michigan, is the premier source of professional development, information, and practice innovations. Through the active involvement of its diverse members, MPA is an influential force in developing health policy and optimizing patient health, safety, and medication management. Adopted by the MPA Task Force on Pharmaceutical Care January 1993 Terminology updated by the MPA Executive Board, March 2003 Revised by MPA Executive Board May 2004 Revised by MPA Executive Board May 2007 Revised by MPA Executive Board May 2011 MPA Strategic Plan Page 4

5 TRENDS ANALYSIS A trends analysis is an essential component of a strategic planning process. It helps an organization understand, anticipate, and prepare for the future. A trends analysis includes: (1) evaluating the nature, magnitude, and sources of demands likely to be placed on an organization in the future and (2) identifying the likely future consequences of the trends on the organization. It also might include creating several plausible future scenarios to fully understand the effects of the trends on the organization. A trend is a series of related events or activities that appear to have a demonstrable direction over time. A trends analysis typically includes a review of: 1. Social/demographic; 2. Economic; 3. Technological and scientific; 4. Policy/political; 5. Industry and marketplace; and 6. Organizational (e.g., membership, continuing education programs offered, publications/public relations activities, staffing, etc.) trends. The trends analysis was updated at the 2012 Strategic Planning Retreat. Below is a summary of the trends discussed in the above categories. Social Trends (Updated in 2012) Social and Demographic Trends: Social trends describe the changes in the composition, order, and structure of individuals within a society. Demographic trends describe characteristics of populations. 1. Michigan s population declined 0.6% between 2000 and The population of the US increased 9.7% during the same time period. Michigan s population declined 2% between 2005 and According to 2005 forecasts, the US Census Bureau projects Michigan s population will be 10.7 million by 2030 up from 9.9 million in (NOTE: this projection was made based on the 2000 Census data and before the deep recession). MPA Strategic Plan Page 5

6 2. Increasing racial, ethnic, and cultural diversity. In 2010, 79% of Michigan s population was white compared to 72% for the US. Black/African American persons made up 14% of Michigan s population in 2010 compared to 12.5% for the US. Persons of Hispanic/Latino origin made up nearly 4.5% of Michigan s population in 2010 compared to nearly 16.5% for the US. The racial and ethnic makeup of Michigan s population changed very little between 2000 and The biggest changes were: white population declined 1.6% and the Hispanic population increased 1.1%. 3. Aging population. In 2010, nearly 14% of Michigan s population was 65 year or older compared to 13% for the US. 4. Aging workforce. Generation Y/Millennials come of age (born between representing 60 million people in the US) a new trend: this is the first time four generations make-up the workforce; this will continue in the future as people live and work longer. 5. Total net migration (= ratio between out-migration and in-migration of international and domestic population) has improved for Michigan since However, Michigan remains among the lowest/worst states in net migration. Michigan ranked 46 th in 2009 and 47 th in Rates of migration from Michigan to other states (domestic out-migration) have slowed somewhat since 2006; however, rates of migration from other states to Michigan (domestic in-migration) have also decreased during the same time period. 7. Rates of both in and out-migration are higher for college graduates (Bachelor s Degree or higher) than for Michigan s population as a whole. Michigan s domestic out-migration rate for college graduates was lower in 2009 and 2010 than it was in the first half of the decade, but in-migration rates continue to be lower as well. A few additional social trends include: 8. Continued polarization of people by class, race, ethnicity, and lifestyles. 9. Increasing government intervention in what were once thought to be personal lifestyle choices (e.g., smoking, obesity). 10. Greater expectations placed on organizations/service providers (e.g., customers demand better services; consumers are more informed). 11. Increasing demand/need for health care for all people and families. 12. Increasing demand for institutional and organizational accountability. MPA Strategic Plan Page 6

7 13. Changing work and lifestyle choices (e.g., working virtually; how people choose to spend their non-working hours). 14. Explosion in the use of social media and networking as a way to build and maintain relationships, communicate, and do business. Economic Trends Economic trends describe changes in the relationships among individual well-being, the nature and composition of work and the work force, and societal prosperity. Economic trends shape the basic resource foundation of public, private, and not-for-profit organizations, and shape basic societal conditions. Economic trends have a profound impact on all aspects of society. A few of the economic trends impacting Michigan, MPA, and the pharmacy profession include: 1. Protracted economic recession and slow recovery (e.g., it may take a decade or more to recover). 2. High levels of unemployment and under-employment. Michigan s unemployment rate has been (and continues to be) above the national average over the past decade. In 2002, the US unemployment rate was 5.7% and Michigan s unemployment rate was 6.3%. In 2012, the US unemployed rates was 8.3% and Michigan s unemployment rate was 9.0%. 3. Negative unemployment rate in some professions (e.g., information systems and technology, skilled labor, nursing, family physicians) and higher unemployment rate in other professions and for some age and racial groups (e.g., construction, teens, African American males between 17-24, military veterans). 4. Michigan added jobs at a faster pace in than the US (1.8% vs. 1.1%). The job sectors in Michigan that had the largest gains in the third quarter of 2011 were: Construction, Government, Educational and Health Services, and Natural Resources and Mining. 5. The occupational employment forecast for Michigan is for growth of 5.6% between 2008 and The forecast for Healthcare Practitioners/Technical occupations (including pharmacists and pharmacy technicians) is growth of 17.2% for the same time period. The specific forecasts for pharmacists and pharmacy technicians are 11.4% and 24.0% respectively. 6. The pharmacy technician occupation is among the fastest growing occupations in Michigan; job growth is projected to be 16.3% through The pharmacist occupation also is considered a high growth occupation. 7. Continuing use of part-time, temporary, and contractual employees rather than hiring full-time employees. MPA Strategic Plan Page 7

8 8. The median household income in Michigan in 2010 was $48,432 compared to $51,914 for the US. In 2010, nearly 15% of Michigan s population was living below the poverty level compared to nearly 14% for the US. In 2010, the Federal Poverty level was an income of less than $22,050 per year for a family of four. 9. The average wage of pharmacists in Michigan in 2010 was above the national average wage for pharmacists ($53.83/hour or $111,980/year vs. $52.59/hour or $109,380/year). The average wage for pharmacy technicians in Michigan in 2010 was below the national average for pharmacy technicians ($13.28/hour or $27,620/year vs. $14.10/hour or $29,330). 10. Declining home values. In 2010, the median value of owner-occupied housing units in Michigan was $144,200 compared to $188,400 for the US. 11. People are delaying retirement because they are living longer, healthier lives, economic and health care uncertainty, and erosion of/concern about 401ks/retirement accounts. 12. Greater demands to do business/receive services 24x7 (e.g., retail shopping, banking, government services). 13. Continued globalization of business and more e-commerce. 14. Fewer manufacturing jobs and more service-related jobs, which are lower paying. 15. Increasing challenges recruiting and retaining top talent. 16. Health care and insurance crisis; increasing pressure for cost containment of health care services. 17. Growing deficit and federal budget crisis; shrinking state and local budgets. 18. Increasing cost of college educations. Technological/Scientific Trends Technological and scientific trends reflect changes in the composition, application, and broader social effects of a variety of technological tools and resources, and scientific developments and breakthroughs. Technological trends shape the types of demands confronting service organizations and hold the potential for dramatically altering the way organizations do their work. Scientific trends will likely include radical breakthroughs in science and the need for specialized expertise. Below are major technological and scientific trends shaping the future. 1. Continued rapidly developing IT, telecommunications, and networking technology. 2. Continuing wireless revolution and use of the Internet. 3. Rapid advances in use of mobile devices smart phones, Ipads, tablets. 4. Rapidly advancing and cost effective technologies for distance and web based learning and virtual meetings videoconferencing, WebX, GotoMeeting/GotoWebinar, Skype. MPA Strategic Plan Page 8

9 5. Greater demands and expectations for access to information and service from remote locations (and 24x7). 6. Increasing numbers of home-based operations and work arrangements (telecommuting). 7. Continued scientific breakthroughs in nanotechnology, human genetics, robotics, etc. growth in nano, bio, and electronic monitoring (security technology). 8. Increasing genetic/health related breakthroughs (e.g., cure for cancer, transplantation, genetic replacements); more genetic solutions to disease. Policy/Political Trends Policy and political trends describe the structure, receptiveness, responsiveness, priorities, and effectiveness of forums for collective, public decision-making, and for resource distribution. They also indicate preferred responses to societal problems and the appropriate roles of individuals in developing, implementing, monitoring, and modifying actions to group responses. Below are major policy, political, and governmental trends shaping the future. 1. Increasing scrutiny on how public tax dollars are spent; growing cry for decreasing the federal deficit and spending. 2. Increasing fragmentation, position polarization, and gridlock among political parties. 3. Increasing tension between preserving individual rights and rolling back civil liberties. 4. Ongoing tension between increasing expectations for government solutions (e.g., public expects the government to solve many of society s problems) and the call for less government involvement in personal lives (e.g., smoking cessation, obesity, dietary decisions). 5. Ongoing debate over health care reform. 6. More tension between local control and need for regionalization of services. 7. Continued pressure and debate over helping organizations suffering from economic downturn (e.g., airlines, banks/financial institutions, automobile companies). 8. Continued commitment to homeland security and fighting terrorism at home and abroad. 9. Blurring lines between religion and government. MPA Strategic Plan Page 9

10 Pharmacy and Health Care Trends Below are several pharmacy and health care trends shaping the future. 1. Increasing cost of health care and services; increasing demand for more effective health care models. 2. Increasing burden being placed on the patient to bear more of health care costs. 3. Continuing regulations/federal regulatory oversight (e.g., HIPAA, DMEPOS Accreditation, Red Flags Rule, NPLex reporting). 4. Continued uncertainty of health care reform. 5. Increasing demand for and expansion of electronic medical records and ability to exchange/ share health information. 6. Increasing number of insurance audits. 7. Insurance companies continue to dictate health care policy. 8. Continued/increased emphasis on medication and patient safety. 9. Increasing number of pharmaceutical recalls and drug shortages. 10. Continued increase in consolidation of manufacturers, health systems, etc. 11. Increased number of biotech/focus on high tech drugs. 12. Increase in e-prescribing; anticipated decrease in per-unit e-rx cost and decreased errors. 13. Increase in cost of drugs; increase in use of mail order. 14. Decreasing reimbursements. 15. Increasing number of independent pharmacies closing. 16. Increasing number of big box retailers (Target, Home Depot, etc.). 17. Growth in specialty pharmacy; increasing number of specialty pharmacy distribution systems. 18. Continued expansion of the role of the pharmacist, however, ongoing challenges/ pushback by other health care professionals (e.g., increased understanding of medication therapy management, increasing number of pharmacists providing immunizations). 19. Increasing need for certified technicians. 20. Increasing knowledge gap among pharmacists directly related to age; increased need for additional training. 21. Increased use of technology. 22. Consolidation of PBMs (ESI and Medco merger; WHI sold to Catalyst). 23. Wellness programs are becoming more prevalent as a way for employers to control healthcare costs and increase productivity and retention. MPA Strategic Plan Page 10

11 24. Increasing number of pharmacy graduates; more graduates seeking residencies and decreasing number of positions. 25. Increasing cost of education; graduates have a higher debt load. MPA Trends (Updated in April 2014) Below are internal, MPA trends (updated in April 2014): 1. Declining membership across pharmacist, associate, and technician categories. Student membership has grown fifty-eight percent over Forty-five percent of all members are 50 years of age or older (including students). Fifty-nine percent of pharmacist members are 50 years of age or older. 3. Ratio of members by gender is equal across all membership categories. Ratio of pharmacist members has been fairly consistent over the past decade with approximately 60% of the members being male and 40% women. 4. MSCP has been and continues to be the largest practice section. In 2014, 52% of MPA s members were in the MSCP section (MSHP = 27%, CPSM = 5% and members not designating a section = 16%). 5. The number of continuing education activities offered by MPA increased slightly between 2005 and More live programs and webinars have been delivered and there has been an increase in the number of cosponsored programs. 6. The number of contact hours offered and awarded has increased steadily since The number of people participating in CE in 2013 increased 14% over The number of contact hours awarded in 2013 increased 27% over The hours awarded on a per person basis also increased by 12% in the same period. 7. Membership retention rates have averaged 86% over the past 10 years. (The ideal association retention rate is 85-90%) 8. Employee pharmacists continue to make up the majority of MPA s membership. 9. Local associations continue to struggle to remain active, however two inactive locals are considering reactivation. (Since 2005, the number of active locals has decreased by 50%.) 10. Over the past decade, MPA has significantly increased the number of publications with the majority of them delivered electronically (e.g., Journal electronic, Section Newsletters, E-News, etc.). MPA Strategic Plan Page 11

12 11. MPA s followers on Facebook and Twitter continue to grow in numbers, and during 2013, views in Flickr significantly increased over previous years. Video views in Viddler continue to decline significantly. 12. Page views, the number of unique visitors and the percentage of new visits to the MPA Web site continue to increase. 13. MPA s staffing levels (including MPA s subsidiaries) have decreased in recent years (i.e., from 37 staff in 2010 to 23 staff in 2014 with majority of the decreases coming from the subsidiaries). Implications The trends noted previously will not occur independently rather, they will occur simultaneously, interacting in a myriad of ways. Anticipating the effects of these trends on the pharmacy profession and ultimately MPA is the purpose of the trends analysis. The possible effects were discussed and updated at the May 2012 Strategic Planning Retreat. Below is a summary of the anticipated implications of the many trends on MPA: Need to increase focus on technicians (education, licensure, certification, recruitment) to allow MPA to achieve mission. Need to increase focus on new practitioners to provide unique opportunities to gain experience/education outside traditional curriculum (leadership, first degree care). Need to increase focus on/demonstrate relevance to changing member demographics (female, part-time, new practitioner, employee pharmacists); need to change recruitment strategies, benefits, and services to meet the specific needs of these groups as well as all practice areas. Will be increasingly difficult keeping members engaged at all ages, levels, gender and practice settings. MPA must embrace and move with technology while maintaining current and past methods of communication (to communicate effectively with all generations of members). Increasing pressure on MPA to push for provider status. Lack of resources (PAC dollars, dwindling margins, membership dollars, sponsorship for CE). Less grassroots membership involvement at local level MPA may become responsible for all member recruitment and engagement. Also, need to be more generation-specific on how MPA handles locals in a global world, the state MPA organization may be the new local. Specialty certifications will require more training partner to offer MPA 101. By addressing patient safety, diversion/error reduction as a profession thereby increases visibility of pharmacists. Informed patients require more communicative pharmacists. MPA Strategic Plan Page 12

13 By insurance companies intruding more into clinical issues, pharmacists may become more frustrated and question career choice and that means a decrease in membership. With the push toward offering more patient education, the MPA Web site needs to expand patient resources and be the destination for them to gain valuable information. MPA s focus may need to shift from product distribution to clinical services to be responsive to the surplus of pharmacists/members. Political involvement is a necessity. Workplace/environment issues will have a more significant impact for tomorrow s practitioner. ORGANIZATIONAL ASSESSMENT (Updated in 2013) A comprehensive strategic planning process typically includes conducting an organizational assessment, or SWOT analysis (i.e., a critical review of the organizations strengths, weaknesses, opportunities, and threats). The purpose of an organizational assessment is to identify the organization s strengths and weaknesses given its mission and vision, and the likely demands it will face in the future as well as identify its opportunities and potential threats. The Michigan Pharmacists Association conducted an organizational assessment as part of its 2013 strategic planning process. It included assessing MPA s strengths and weaknesses in the following areas: (1) internal leadership and governance structure; (2) member services and member satisfaction; (3) use of resources including monetary, technology and staff; (4) innovations and ability to change with the times; (5) external relations with members and the pharmacy profession; and (6) external relations with legislators and other health care professionals, legislators, policy makers and others. The following is a summary of MPA s strengths and weaknesses. The biggest opportunities and potential threats are provided at the end of this section. 1. Internal Leadership and Governance Structure MPA has a diverse board, represented by all practice areas. The Association is unified, there is continuity in leadership, and the Executive Board and Practice Section Boards/ Committees are committed to the organization. MPA also is a diverse organization (e.g., MPF, PSI, Pharmacy Political Action Council, Pharmacy Systems, etc.); it is politically recognized, it is financially stable, its leadership and staff are experienced, effective, responsive, and willing to change/improve; and it has a positive, national reputation. The Local Association Development Committee has become more active and strengthening the local structure. MPA has created the Young Practitioner Leadership Academy and a fellowship position to generate new leaders for the future. Finally, the strategic planning process is dynamic, timely, and effective in establishing the MPA Strategic Plan Page 13

14 long-term direction and priorities. Weaknesses in this area include: MPA s Executive Board and leadership are not racially or ethnically diverse; there are many barriers to creating viable, active locals particularly in the rural areas; it is challenging to identify and inspire the next generation of leaders, there is no longer a system to promote leaders directly from the locals, succession planning is a challenge and leadership continues to be recycled; there is uneven participation among practice sections and local associations; finances are uncertain; the decreased number of staff has resulted in an increased workload; the House of Delegates does not direct association policy as organizationally intended, and change is difficult for some leaders. 2. Member Services and Member Satisfaction MPA provides many valuable services and products to its members. For example, MPA: (1) offers many educational/ce opportunities (i.e., breadth and diversity); (2) provides valuable information through various communications (publications and website); (3) provides members with direction, assistance, and advice; (4) provides good networking opportunities; (5) advocates legislatively; (6) secures and provides valuable services to independent pharmacies; (7) provides insurance discounts to members and (8) provides access to knowledgeable staff. Weaknesses in this area include: (1) MPA does not have numerous products/services for each practice section; (2) reconciling the tension between free CE vs. affordable CE; (3) limited CE sponsorship; (4) providing unique products, services, and/or offerings; (5) lack of tangible member benefits; (6) lack an established, successful mentoring process; (7) personal touch with member is minimal; (8) organizational branding and marketing needs improvement; (9) pharmacy audit support is minimal; (10) recruitment efforts need strengthened; (11) the ever-changing role of staff decreases efficiency and (12) the perceived value of membership is not well established. 3. Use of Resources (Fiscal, Technology, Staff) Efficient utilization of resources is a high priority of the Executive Board and staff. While budget limitations have been challenging, both the Board and staff have quickly adapted to changes while maintaining benefits and services to members even with a reduced staff. Investments, rental space and ownership in Pharmacy Technician Certification Board (PTCB) all generate additional monetary resources. Member-approved policies provide cost of living increases to the dues structure. By using technology, meetings have been economically conducted through webinars and conference calls. The Web site is undergoing a major revision that will allow connectivity directly into the member database and accounting features that will create manpower efficiencies. MPA s staff is competent, dedicated, experienced, and customer-oriented. Areas for improvement include: the Association is dependent on PTCB finances and needs to identify a new sustainable source of revenue; dues, registrations and donations cannot be conveniently processed through the Web site until the renovations are completed; and staff need to be more diverse; additional and more diverse non-dues revenue streams are needed; social media is not utilized to its fullest extent, several services rely upon grant funding for MPA Strategic Plan Page 14

15 support; political contributions are minimal and limit legislative advocacy efforts; and staff are spread too thinly. 4. Innovations and the Ability to Change with the Times MPA recognizes the importance of communicating/sharing information with, and listening to, its members. Members also rely on MPA as a resource for information. MPA has developed a consistent message, and has good informational materials and resources including Michigan Pharmacist, e-news and section newsletters. MPA, in collaboration with the Michigan Pharmacy Foundation, has established the Young Practitioner Leadership Academy. Student members have been a priority and relationships between the organizations and students have improved. Finally, MPA has continued to establish an emergency response network. The Web site is being rebuilt to remain current with technological advances and MPA has even developed several informational applications. Finally, MPA has continued to be responsive to changes in the health care environment. A few of MPA s weaknesses in this area include: (1) MPA s communication/information sharing is not reaching all of the intended or possible audiences (e.g., pharmacy professionals, other health professionals); (2) the needs and expectations of MPA s members are diverse and unclear; (3) there are opportunities to collaborate more on legislative issues and to communicate more with members on political/legislative matters; (4) membership is aging and has not effectively attracted technicians, chain pharmacists, young practitioners or female pharmacists; (5) technology needs to be fully utilized and continuously enhanced; (6) sponsorship has decreased and grants have been difficult to obtain; (7) laws have not kept up with practice/technology; (8) pharmacists are needed in the legislature; (9) MPA needs to be more proactive; and (10) there is a need and desire to continually improve and unify MPA s message. 5. External Relations with Members and the Pharmacy Profession MPA has good relations with members and the profession as a whole. In particular, MPA is active with all three colleges of pharmacy in Michigan; MPA is active in many coalitions, other health care organization/associations, state PBMs and the Michigan Department of Community Health; MPA staff are well connected with other state associations; MPA has a well established reputation as a CE provider; and MPA has a positive, national reputation (e.g., it is well known and respected, it is influential, and it is frequently called upon to be a resource, advisor, and/or pioneer). In addition, the practice sections, MSPT and Student Executive Council are responsive to the needs of their individual members. Membership within the Organization is all encompassing. The That s My Pharmacist Campaign has generally been successful Despite these strengths, there are many pharmacy professionals (i.e., pharmacists, technicians, academics, pharmaceutical representatives, young practitioners) who are not members of MPA and many are disengaged. MPA does not effectively promote its value or services; it needs a consistent message; new members are not actively engaged; intercommunication among locals is lacking and grassroots advocacy efforts are minimal; MPA Strategic Plan Page 15

16 MPA staff is spread across too many areas, which weakens the effectiveness of their external relations; and there is a lack of collaboration with health care providers, especially health system and payors. 6. External Relations with Legislators, Policy Makers and Other Health Care Organizations MPA has a good reputation with legislators, policy makers and other health care organizations including those at the national level. MPA s leadership and staff are involved in many legislative and public relations activities and with other organizations to advance the profession, educate the public, increase emergency preparedness, and enhance public safety. Specific examples include: (1) hosting a multi-disciplinary Campaign School; (2) involvement in MiHIN; (3)staff pharmacists and pharmacist leaders have increased their active participation on professional, health care organizations to represent the profession; (4) active political action council; (5) good working relationship with Michigan Department of Community Health; (6) frequently contacted by media; (7) That s My Pharmacist Campaign; (8) increased recognition in long term care, ambulatory and clinical services and (9) improving pharmacist/physician relations. Despite these strengths, there are currently no pharmacists in the legislature and new relationships must be continually fostered due to term limits. Further, there is a lack of sufficient PAC dollars, more participation is needed to strengthen relationships at the Federal level;, grassroots efforts need strengthened, and more education of legislators and policy makers is needed. Pharmacists are not recognized as providers, collaborative practice agreements are limited in number, compensation for pharmacistprovided clinical services is not well established or routinely provided, and the value of technician certification has not been widely adopted. Finally, more collaboration and awareness are needed with national health plans, pharmacy professionals need to be seen as an integral member of the health care team, and pharmacists need to actively promote their role as health care providers to the public Opportunities and Threats MPA faces many opportunities in the years ahead. They include the following: 1. Large number of certified technicians that could be brought in as members to help diversify members 2. Increased number of student members and transitioning them to full dues paying members, utilizing their ideas and fresh perspective 3. Ensuring members are heard and their opinions are considered 4. Educating and assisting membership through patient safety changes 5. Health Care Reform MPA Strategic Plan Page 16

17 6. Changing roles to bridge the gap (value-based purchasing, outcomes) 7. Promoting the value of the pharmacist collaborating with other healthcare professionals 8. CPhT role 9. Student engagement 10. PTCB Technicians as new members and licensure and certification 11. Technician training 12. Role in health care 13. Maximizing technology to increase involvement in MPA and delivery of services 14. Utilize younger members to be mentors 15. Define the new image of the pharmacist The following are the biggest threats facing the profession and MPA in the upcoming years: 1. Health Care Reform 2. Pharmacists don t really know what provider status means 3. Dependency on revenue from PTCB 4. Competition to PTCB 5. Pharmacy staying relevant 6. Legislation both in Lansing and Washington 7. Aging membership 8. Inability to increase membership 9. Legislative process 10. Competition amongst other healthcare organizations and professionals 11. PBMS 12. Nurses taking over pharmacists roles 13. Lack of independent pharmacies (dwindling) 14. Lack of and/or limited resources 15. More emphasis on national professional level than at the state level 16. More emphasis on family, different life balances 17. Many organizations to join 18. Union issue 19. Lack of pharmacists in the legislature MPA Strategic Plan Page 17

18 20. Rapidly changing technology inability to stay up to date and/or unwillingness to use MPA Strategic Plan Page 18

19 LONG RANGE STRATEGIC ISSUES, GOALS, AND OBJECTIVES (NOTE: this section of the Strategic Plan will be updated at the 2014 Strategic Planning Retreat) Identifying long-range strategic issues, and developing comprehensive, institutional responses to those issues, are the heart of the strategic planning process. Strategic issues are large, encompassing issues (that comprise what appear to be numerous unrelated or loosely related problems) that are fundamental to the organization over the long term. They are the large, strategic areas that must be addressed in the future for the organization to fulfill its purpose and move toward its vision of the future. In 2013, the Executive Board and MPA staff reviewed and updated MPA s five strategic issue areas Strategic Issues 1. Membership 2. Advancement of the Profession 3. Legislative 4. Patient Safety 5. Education Below are a brief description, long-range goals, and objectives for each key area. See MPA s Operational Plan for a list of strategic projects and initiatives that are underway in each of these areas. MPA Strategic Plan Page 19

20 Strategic Issue #1: Membership Membership promotion, recruitment and retention are critical to every volunteer organization; they are the life-blood of long-term success. MPA must continue to remain relevant and provide valued services in order to recruit new and retain existing members. Characteristics of MPA s membership in 2012 were as follows: Membership was declining across all membership categories (i.e., pharmacist, associate, technician and student pharmacist categories). 65% of members were 50 years of age or older. 60% of members were male and 40% were women. MSCP has been and continues to be the largest practice section. In 2011, 57% of MPA s members were in the MSCP section (MSHP = 27%, CPSM = 5% and members not designating a section = 10%). Membership retention rates have averaged 86% over the past 10 years. (The ideal association retention rate is 85-90%.) Employee pharmacists continue to make up the majority of the MPA s membership. Local associations continue to struggle to remain active. (Since 2005, the number of active locals has decreased by 50%.) MPA s membership is diverse; it is comprised of pharmacists, pharmacy technicians, student pharmacists, and associate members representing all practice environments (e.g., community, chain, hospital, long-term care, home infusion, nuclear, academic institutions, managed care). The diversity in practice environments creates unique opportunities as well as challenges. Opportunities include collaboration on professional issues, representation as one pharmacy voice in Michigan, and improved continuity of pharmacy-provided patient care. Some of the challenges include meeting the special interest needs related to each practice environment, managing potential conflicts and/or priorities between members from different practices, and increased association staffing workload to maintain equivalent levels of service to each practice section, committee and affiliated chapter. MPA Strategic Plan Page 20

21 Maintaining viable and engaged members is everyone s job staff, board members, committee members, as well as individual members. The most significant challenges related to membership include: (1) appealing to and recruiting new practitioners including pharmacy technicians and student pharmacists; (2) retaining existing members; (3) continually expanding and enhancing products and services that meet the ever-changing needs and wants of members/potential members; (4) identifying and mentoring individuals to serve as future leaders; (5) engaging members/potential members in improving and advancing the profession; and (6) developing better ways to communicate with members. Long-range goals and objectives related to membership are as follows. Goal 1.1: MPA will increase the number of new, paying members each year. Objective 1.1.a: Target colleges of pharmacy, owners/employers, organizations and providers of technician training programs to communicate the value of, and encourage membership in, MPA Objective 1.1.b: Continually review, improve and expand MPA s products and services Objective 1.1.c: Develop and utilize new ways to communicate with prospective members Objective 1.1.d: Develop and utilize innovative recruitment methods for prospective MPA members Goal 1.2: MPA will retain 90 percent of its current paying members each year. Objective 1.2.a: Continually review, improve and expand MPA s products and services Objective 1.2.b: Communicate the value of MPA to the current membership Objective 1.2.c: Develop and utilize innovative retention methods to retain current MPA members Goal 1.3: MPA will be comprised of a diverse group of pharmacy professionals. Objective 1.3.a: Actively recruit and involve diverse (including race, culture, age, gender, geography, etc.) pharmacy professionals in MPA Objective 1.3.b: Recruit and develop diverse pharmacy professionals for leadership roles within MPA MPA Strategic Plan Page 21

22 Strategic Issue #2: Advancement of the Profession MPA remains committed to advancing the pharmacy profession, which includes enhancing the role of the pharmacist in the delivery of patient-focused care and ensuring pharmacists and technicians are recognized and reimbursed for their expertise, services to patients, and contributions to the health care system. With implementation of Health Care Reform due to the Accountable Care Act, the profession of pharmacy has an opportunity to advance the role of the pharmacist as a primary care provider. The ability to access health care and the costs related to the provision of that care continue to be key issues for this country. The implementation of national and state health care reform adds to the uncertainty of the future. In addition, separating the pharmacist s cognitive and distributive functions has been challenging the profession for the last 30 years. These challenges have become even more acute today, as pharmacists have: (1) experienced decreasing reimbursement for distributive functions; (2) implemented the use of robotics and other technologies to enhance distributive efficiency; (3) deployed pharmacists into specific clinical roles within hospitals and other practice settings; and (4) experienced the overall reluctance of payors and other members of the health care team to recognize and pay pharmacists for the cognitive value they contribute to the health care delivery model. In addition, the opportunities to advance medication therapy management (MTM) services provided by pharmacists are increasing, yet there is a lack of a standardized billing mechanism including a fair/equitable reimbursement model that pays for intellectual services and improved performance, feasible drug pricing methodologies, and standardized methods to collect and share clinical and laboratory data. There also are misalignment of the reimbursement system and a lack of incentives. These and other tools/resources are needed to continue to move pharmacists from a distributive role to one that includes cognitive and patient care functions. Finally, ensuring the pharmacist s role is recognized in health information exchange (HIE) and standardizing the integration of pharmacy data are critically important in the future for both pharmacists and pharmacies. Identifying new ways to practice pharmacy in the 21 st century that supports pharmacists and the services they are capable of providing is a key issue for the profession and the Association in the future. MPA has an opportunity to collaborate on or create innovative models in the public and private sectors to be a leader in this area. MPA Strategic Plan Page 22

23 Long-range goals and objectives related to advancing the profession are presented next. Goal 2.1: Pharmacy professionals are recognized as vital members of the health care team and valued for their unique knowledge, skills and abilities. Objective 2.1.a: Promote the unique role, skill set and contribution of pharmacy professionals to the health care team Objective 2.1.b: Expand the role of the pharmacist to be an integral member of the health care team through collaborative practice agreements, prescription authority, MTM, ACO, PCMH, etc. Objective 2.1.c: Communicate pharmacy information to patients, the public and other health care providers Goal 2.2: MPA and the pharmacy profession will have active and skilled leaders involved in advancing the profession. Objective 2.2.a: Educate and train pharmacy professionals in business and management best practices. Objective 2.2.b: Provide pharmacy professionals with leadership roles and leadership skill development opportunities. Objective 2.2.c: Identify and involve emerging pharmacy leaders. Goal 2.3: Pharmacists and pharmacies will be reimbursed for providing professional services to improve patient outcomes. Objective 2.3.a: Develop and market business models for reimbursement of professional services Objective 2.3.b: Collaborate with payors to obtain access to patient outcomes and related health care savings as a result of pharmacist-provided services Objective 2.3c: Work with payors to evaluate patient outcomes and health care savings to establish appropriate reimbursement for pharmacists-provided services MPA Strategic Plan Page 23

24 Strategic Issue #3: Legislative The profession of pharmacy is highly regulated by both the state and federal government. Society s increased utilization and inappropriate use of medications over the years have resulted in specific regulations designed to ensure that medications are used properly. The Michigan Legislature and the Michigan Board of Pharmacy have the authority to regulate and enforce the laws, rules and regulations within the state. The Board of Pharmacy has limited authority in determining the rules and regulations of how the profession is practiced. Because of the complex regulations, pharmacy practice has evolved and operates differently within the various practice settings. Many of the pharmacy rules and regulations have not kept up with the evolution of the profession and do not reflect the current standards of practice within the different practice settings. Because of this situation, pharmacists frequently struggle in their daily practice to assure they are in compliance with the state and federal rules and regulations. Pharmacists have an opportunity to get involved in grassroots efforts with their local, state and U.S. legislators and/or through Pharmacy Political Action Council (PAC) to: (1) shape/impact legislation as it is proposed and drafted; and (2) respond to legislative issues as they emerge. MPA has provided a common, unified voice for pharmacy in the state because of its diverse membership and organizational structure. As pharmacists continue to assume greater responsibilities in drug therapy management and direct involvement in patient care, and as new technologies evolve, it is critical that Michigan has laws, rules, and regulations that allow pharmacists to provide safe and responsible care to patients. Potential legislative issues include the following: Telepharmacy issues (verify orders remotely, real-time) Advancements in pharmacy technology Integrity of drug pedigree Limited prescribing prescriptive authority PBM transparency Audit Bill of Rights Third class of drugs Certification, licensure and/or registration of technicians Compounding pharmacies Drug shortages MPA Strategic Plan Page 24

25 MAC pricing guidelines Community Pharmacy accreditation; continuity of care between practice settings Health care reform (Accountable Care Organizations, health insurance exchange, health information exchange) Long-range goals and objectives related to legislative action issues include the following: Goal 3.1: MPA will be an influential force in legislative and regulatory matters. Objective 3.1.a: Work to have one or more pharmacy professionals in the Michigan Legislature Objective 3.1.b: Initiate efforts for pharmacy professionals to respond to legislative and regulatory matters Objective 3.1.c: Expand MPA s interactions with the Michigan Legislature and executive branch to support and advance the pharmacy profession Objective 3.1.d: Educate legislators on pharmacy reimbursement issues Goal 3.2: All pharmacy professionals will be in compliance with state and federal laws, rules and regulations. Objective 3.2.a: Pursue updating rules and regulations so that they conform to the current standards of practice Objective 3.2.b: Inform and educate pharmacy professionals about laws, rules and regulations Goal 3.3: All technicians have the knowledge, skills and abilities to practice in the state of Michigan. Objective 3.3.a: Work to change the laws, rules and regulation to require mandatory technician certification in Michigan Objective 3.3.b: Provide ongoing educational opportunities for technicians MPA Strategic Plan Page 25