California Pharmacist Spring 2025 - Flipbook - Page 21
Acknowledging the Workgroup
©
°
° ¨
©
©¯
©
©¯¯
©¢
©¯
©
©
Looking Ahead
©
©
strategic plan: 2025 – 2030
Mission: to promote the health of the public through the practice of pharmacy
Vision: to optimize the health of all Californians through pharmacist care
Strategic Goal 1:
Serve as a thought
leader, convener, and
connector in healthcare.
Strategic Goal 2:
Function as an advocate
and leader to advance
the profession.
Strategic Goal 3:
Foster communities
that increase member
engagement and value.
Strategic Goal
4: Demonstrate
organizational well
being.
•
•
Operate as an active
leader in legislative,
regulatory, and
grassroots advocacy.
•
•
Ensure e昀케cient
operational and
governance
procedures.
•
Defend the ability
to practice in a
sustainable manner
through scope of
practice payment
models, and sta昀케ng
considerations.
•
Enhance
organizational
well-being and
foster a productive
and positive work
environment. for sta昀昀
and leadership.
•
Foster a culture
of continuous
development
and e昀昀ective
leadership within the
association.
•
Promote 昀椀nancial
well-being
through integrity,
sustainability, and
revenue generation
for long-term growth
and stability.
•
Foster a culture of
diversity, equity,
inclusion, and a
sense of belonging to
ensure members feel
valued and engaged
with the association.
•
•
•
•
Gain recognition
as an in昀氀uential
leader and credible
voice in healthcare,
representing all
settings.
Build strong
collaborations and
strategic partnerships
with both pharmacy
and non-pharmacy
or healthcare
stakeholders (e.g.,
providers, systems,
plans, corporate
partners, schools,
public health).
Drive the adoption
of emerging
technologies and
practice models.
Engage in state and
national initiatives
a昀昀ecting healthcare
and pharmacy
practice (e.g., health
disparities, pharmacy
deserts).
Amplify a consistent
message positioning
pharmacists as
trusted, local
healthcare providers.
to the public.
•
Foster long-standing
relationships
with associations,
government
agencies, and other
groups that in昀氀uence
healthcare and
public health.
•
Collect and analyze
professional trends to
support association
activities.
•
Expand and support
the practice of
pharmacy through
traditional and
nontraditional roles.
Provide unique
opportunities for
member growth
through personal
and professional
development
•
Support member
interest groups
that create a sense
of belonging and
community.
•
Serve as the resource
for business and
practice tools in
innovative and
emerging models.
•
Develop programs
that meet the needs
of underrepresented
groups within
the profession
to enhance
membership.
•
Increase member
recruitment,
retention, and
engagement.
•
Increase
engagement with
student pharmacist
chapters and
members.
California Pharmacist | vol. 72, no. 1
19
