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Strategic Plan of the FPA
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The Mission Statement, Vision Statement and Strategic Plan of the FPA
Approved August 26, 2018 (FPA Board of Directors)



Advancing pharmacy practice

Diversity of member expertise

Visionary practice models

Optimizing patient care outcomes

Collaborating with providers and public health

Accountability to patients

Timely legislation and advocacy partnerships

Education for innovation and excellence in health care

Sustainability of pharmacy as a cornerstone of health

              "Unifying and strengthening the voice of pharmacy while advancing pharmacy practice through education, advocacy collaboration, and relationships"

The trusted resource in optimizing patient outcomes through unifying, educating and guiding pharmacy practitioners in changing the health care landscape.

FPA Strategic Pillars or Priorities:    

Priority I – Workforce Development
Priority II – Infrastructure
Priority III – Advocacy, Policy and Legislative Action
Priority IV – Sustainability

Introductory Statement on the FPA Strategic Plan

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Strategic planning is the formal consideration of an organization's future course. Resources of any organization are not unlimited and as such leadership or management has to make critical decisions to maximize organizational assets to the benefit of the membership, the profession and the organization all of which depend on each other. Usually a SWOT analysis is performed to assist in plan development. All strategic planning deals with at least one of three key questions:


1 "What do we do?"

2 "For whom do we do it?"

3 "How do we excel?"


Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program. Included in the FPA’s strategic plan is a series of measurable projects designed to achieve the various objectives. These projects, objectives and goals will be monitored by the FPA Board of Directors.


Priority I – Workforce Development
Goal 1 To serve as the premier source of workforce development for members of pharmacy practice through innovative and timely training, education, and programming
Goal 2 To evaluate the profitability of the current CE programming structure and determine opportunities for enhancement
Goal 3 To enhance programming to address the priority needs for technicians, student pharmacists, and pharmacist
 Priority II – Infrastructure
Goal 1 To assess and evaluate the current infrastructure of the Association to identify priority areas of opportunity and need to enhance the perceived value of Membership
Goal 2 To develop an Ad Hoc Committee to perform a structural and financial evaluation to address priority concerns for the FPA Office
Goal 3 To enhance the website and address components of rebranding the Association to strengthen the membership
Goal 4 To enhance accountability of the leadership and support to the staff regarding workload and the strategic plan
Goal 5 To develop a continuity plan for the position of the EVP including recruitment, training, transition, and consulting during the process
 Priority III - Advocacy, Policy & Legislative Action
Goal 1 To strengthen the policy, advocacy, and legislative processes to reflect proactive approaches and rebranding of the Association
Goal 2 To increase the visibility of the FPA in the legislative process and communication among the Association for active engagement
Goal 3 To enhance the impact of grassroots advocacy and meaningful relationships with legislators in partnership with our lobbying team
 Priority IV - Sustainability
Goal 1 To pursue areas of innovation that enhance benefits of membership to meet the needs of the Association
Goal 2 To evaluate and enhance current revenue lines and develop strategies to increase non-membership dues income
Goal 3 To rebrand the Association and web site to draw in members, enhance navigation and become the premier resource of pharmacy related information.
Goal 4 To develop a leadership pipeline to ensure strengths of candidates and capacity of the Association




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