7 minute read
President’s Platform
MEETING CHANGE with HOPE
Pharmacy Professionals Uniquely Suited to Moment
BY HEATHER CHRISTENSEN,
Pharm.D., clinical pharmacy specialist, ambulatory care, Spectrum Health West Michigan; president, Michigan Pharmacists Association As we roll into midsummer, I am hit by a stronger sense of excitement for the activities that enchant Michiganders than in years past. Not only are we able to enjoy the beauty of our great state, but we are able to do so with our family and friends this year. We still have a long way to go to meet herd immunity and safety for all, but we are closer.
There has been so much change in the past year – many things that bring sorrow to my heart – and yet, through it all, there is hope. Hope that with your support and engagement fostering change and acceptance, equity will begin to be realized. The events of the past year have affected each of us differently based on our individual experiences. This results in differing understanding, reflective of the uniqueness that makes us human. Our roles as pharmacy professionals provide a unique setting to help foster continued growth and healing, not only for those close to us, but for the community at large. Change is often noted to be hard, and, as I write this article, I reflect on the changes our organization has seen this year, specifically the significant change of staff. Considering the long-standing commitment of Mary Farrington as education director and Dianne Malburg in her many roles, including chief operations officer, MPA has been incredibly fortunate for many years. Their departure, following the retirement of Larry Wagenknecht as chief executive officer, constitutes a genuine loss of experience and institutional knowledge, while also presenting an opportunity for fresh perspectives. These team
members dedicated more than 25 years each, shaping the profession of pharmacy across Michigan, and that is nothing short of amazing. I feel so lucky to have known and worked with each of them. Under the leadership of our new chief executive officer, Mark Glasper, and with unanimous support from the MPA Board of Directors, organizational adjustments have been made to support MPA operations with the goal of optimizing services for those on the front line, pharmacy professionals. Focus on engagement is essential to a membership organization, and it is vital our members continue to be involved and active in the organization. Only through participation can your voice be heard, and that is what will drive the future of the organization. With a highly engaged board leading the way, continuity will not be lost. Rather, the organization will remain strong, as it has for so many years. One way we can remain strong is with local advocacy. This has and will continue to be a focus for MPA, with the strong team comprising the Local Association Development Committee providing a great place for each of us to engage and start discussions of change. Change is often synonymous with fear. I feel it has been fear that has driven decisions made by some across the state and nation in the last year, resulting in continued disparities for many. As William Zellmer said in a recent article in the American Journal of Health-System Pharmacy, “Collectively, pharmacists have a deep reservoir of traits that should be tapped in these troubling times. These traits include knowledge and respect for science, deep professional commitment to improving human health, skill in critical thinking, and expertise in interpersonal communications. The power of these attributes is magnified by the high marks pharmacists receive from the public for honesty and ethical standards.”1 I could not have said it better and feel, with these traits, we are each well-equipped to work within our circles of influence through local activism. Through activism, we create safe environments for communication with open
minds that seek to understand differences while honestly searching for equitable solutions. Now is not the time to stand back and see what happens; rather, it is the time to engage through active participation and communication. I personally do not consider change something that needs to be feared: although difficult, it is necessary for growth. As our Board goes into our strategic planning this July, I am excited for our discussion and our great potential for growth. Please share your thoughts and concerns with me, allowing me to be ready to share them with the team as we work to create a path forward for the Michigan Pharmacists Association, supported and strengthened by our membership across every locality and region.
REFERENCES:
1. William A Zellmer, BSPharm, MPH American Journal of Health-System
Pharmacy, Volume 78, Issue 6, 15 March 2021, Pages 525 -526, https://doi.org/10.1093/ajhp/zxaa435
BUILDING for OUR FUTURE
BY MARK GLASPER,
chief executive officer, Michigan Pharmacists Association The Michigan Pharmacists Association (MPA) experienced a recent staff reorganization to align departments along generally accepted association management principles and to position the organization for future growth. These changes coincide with the development of our next MPA Strategic Plan over the coming months and will place staff resources where they are needed for us to be successful. Business decisions that affect staff are never easy but are sometimes necessary for the organization to thrive and to serve you, our members, in new and exciting ways.
In this column, you can see the new MPA staff organizational chart. We have distinct departments built around typical association management product and service areas. Heading each department is a director responsible for that department’s performance. These directors will comprise a management team along with myself that will help guide the day-to-day operations of headquarters staff in support of our strategic plan on behalf of the MPA membership.
Membership Growth Top Priority
Addressing membership recruitment and retention was a major theme as I progressed through the interview process last fall to become your CEO. From the search consultant that was used to the MPA Executive Board Search Committee and then to the Executive Board itself, they all spoke of the need to reverse declining membership. In fact, my entire final interview with the Executive Board was focused solely on how to build membership. Declining membership is not unique to MPA, nor is it anyone’s fault. It’s a systemic problem throughout the association community where executives are digging deep to uncover the reasons for falling membership. I would like to tell you it’s an easy fix but, in reality, it’s going to take time and a lot of effort. The first step has been to hire a director of membership. That was the first staff change I knew was needed, someone who has an association management background and who will look at membership strategically. There are two major issues to address: how do we attract new members and how do we keep them. Looking at one issue or the other won’t get the job done. They are intertwined with our value proposition and must address the needs and wants of our members and prospective members. Without a growing and engaged membership, there is no MPA.
Marketing MPA to Drive Revenue
The second area to be addressed was marketing, and that’s why we’re hiring a director of marketing & communications. This seasoned professional will work with the other department directors to develop marketing plans to build existing programs while looking for new opportunities to enhance organizational revenues. Case in point is how we serve sponsors, exhibitors and advertisers. Currently, there is no single source on staff to respond to inquiries from these business interests. Companies may get their initial marketing request handled but there is no up-sale to capture additional business. Prospective sponsors, exhibitors and advertisers deserve to see and understand all the marketing opportunities available to them through MPA, so they can make more educated decisions on how to reach their target markets. Please understand that membership and serving you is still our focus. However, developing additional products and services that better serve you will ultimately help us grow membership and make for a stronger MPA.
Building Staff Infrastructure
A third area for staff change is the creation of an MPA Finance & Administration Department to help staff members serve you better. The accounting, human resources and information technology areas of the business will be housed in this department. We have recently hired a department director who will oversee these critical areas. For any business and especially with associations, this department is the backbone of the organization. While it is not responsible for raising revenues, it does certainly help keep an eye on expenses, which enhances the entire organization’s bottom line. The department also will provide all staff members with the support they need to do their jobs more effectively and efficiently.
Pharmacy Knowledge Resources Abound
MPA staff are well equipped to handle pharmacy questions and issues as they arise. We have an exceptionally talented pharmacist heading our professional development and emergency preparedness programs in Farah Jalloul, Pharm.D. She is instrumental in keeping staff informed of pharmacy issues so we can keep you apprised. New Executive Fellow Auggie Bui will assist Farah with ongoing pharmacy programs. We’re also very proud to have former pharmacy technician
