Strategies and Goals

Strategies for 2013 – 2015

UKCPA on regular basis revises its strategies and objectives. On 28 June 2013 UKCPA carried out Strategy Setting Day which defined new and exciting strategic goals for future, which join overarching strategies given below.

Get acquainted with them here: Strategic objectives, June 2013.

Our Strategies: Fulfilling Ambitions

Our overarching strategies always help us remain concentrated.

We have worked out strategies in main areas to support us in fulfilling our ambitions concerning the Association and most importantly its members.

Our marketing strategy highlights how we aspire to spread our Association across all fields, levels and sectors of pharmacy practice. Enlarging our membership gives us more strength and longevity as Association, and also increases expertise scale which allows sharing and establishing expert practice to others, which is the main goal of our mission. We also obtain great financial basis which allows finding ways to offer our members new services and advantages to take.

This can be performed in several ways:

  • by means of effective promotion to involve new members to the Association;
  • by means of effective promotion of events and benefits for members to achieve more frequent and increased attendance;
  • by means of introducing the Association into areas, levels and sectors of underrepresented practice by UKCPA to involve new members to the Association and increase pharmacy practice performance;
  • with the help of exploring and improving new possibilities to involve new members and offer services and increase value of value for present members;
  • with the help of creating parnter relationships with other organisations, bodies and people to organize events and services that attract greater number of practitioners and increase value of money;
  • by providing supervised and professional brand and outlook to marketing material;
  • by making attractive, effective, user-friendly, informative and professional website;
  • by increasing and expanding networking and mentoring possibilities for Association members, in particular through social media;
  • by investing in new and demanded technologies, iа necessary, to improve services and experience of members and ensure value ofmoney;
  • by suggesting to perform activity as main organisation to smaller specialist groups that may bу in need of infrastructure to maintain their activities.

UKCPA strategy of communications presents our ideas to improve communication with existing and potential members, and other associated persons, as well as inside the Association. Communication is inseparably connected to marketing and advertising, but it also plays an important role in supporting contacts with existing members in order for them to know what the Association is engaged to and how membership fee is spent. Our goals are:

  • give prominence to UKCPA among wide but specified audiences and user groups;
  • give prominence to UKCPA benefits for employers in educating their personnel and services they provide to patients and UKCPA activity as a forum for spreading good practice and clinical performance;
  • give prominence to UKCPA benefits and support provides to practitioners at any professional level and wide range of settings;
  • encourage practitioners, academics, partners, students, and other communities to participate and cooperate with UKCPA;
  • affect policies and/or policymakers concerning main aspects of practice appropriate for pharmaceutical care and clinical practice in the UK;
  • work out terms and standards of patient care, cooperating with other organisations, if necessary, to present leadership and expertise;
  • use efficient and successful ways of cooperation inside the Association;
  • give prominence to UKCPA activities, ideas and successes among its members;
  • act clearly, quickly, transparently, accessibly, credibly and cost-effectively;
  • review and listen to ideas of members to build the Association into place which can truly meet needs of its membership.

UKCPA understands that it is necessary to introduce effective and transparent actions and practices which maintain organisation management, increase and contribute to work of the Association, and keep and involve new members. The governance strategy is built up on necessity to realize our power and weaknesses, and to be familiar with opportunities and threats to future success. UKCPA members are eligible to observe progression in the direction of the Association’s aims and goals, which has to be clearly visible and present clear results. Also there exist necessity for openness and clarity about making decisions within the Association: who makes them, under what conditions and who is responsible for them. We strive to:

  • present UKCPA strategic progression visible and clear, with strong ambitions, understandable strategies, mains goals and future plans;
  • effectively cooperate with our members, especially concerning internal Committees and Groups activities;
  • on regular basis gather and review information and ideas from members concerning organisation performance;
  • ensure resources are distributed and controlled clearly and transparently, considering funding projects and initiatives;
  • set clear terms of reference for Committees and Groups and their Chairpersons and members;
  • activate processes that effectively maintain and reward volunteers, making their contribution to the organisation, and ensure increase of members number to attract and encourage new volunteers;
  • regularly control and observe risks and threats to the organisation, and introduce processes and contingencies to minimize these risks;

To expand and strengthen the organisation it is very important to understand risks and threats origin which may balance our mission and ambitions. Risk management strategy strives to:

  • specify risks and threats to the organisation;
  • specify power and possibilities to withstand risks and threats;
  • revise how risks may affect UKCPA goals;
  • evaluate possibility that risks will arise;
  • evaluate strength of their influence;
  • develop action to undertake in case of threat;
  • control risks and review actions;
  • make sure that income and expenses of the organisation are carefully observed and balanced;
  • make sure that benefits and risks of new business are properly modulled with the help of standard pattern.

Our Goals for 2010 – 2015: Planned Achievements

The following goals applied to main areas were set in January 2010 included in the UKCPA Business Plan for 2010 – 2015:

Education, training and professional development support:

  • create a template for practitioner-led credentialing system for advanced and specialist practice;
  • create platform for responsive member support to organize professional masterclasses, symposia and support to members;
  • create services of members support to improve professional realization.

Leadership and expertise:

  • work out pharmaceutical care standards;
  • work out and release systems to improve pharmaceutical care.

Mentoring/networking:

  • gain networking possibilities, conferencing, short-course and other educational services for Association members to improve pharmaceutical care basing on new media technologies.

Organisational growth and effectiveness:

  • create, realize, control and review development to identify electronic connections to improve UKCPA activities, products and services;
  • develop ways of development and further improvement of UKCPA performance by maintaining nationally motivated initiatives;
  • create partnerships to further improve UKCPA work;
  • support dynamic communication strategy for UKCPA;
  • keep and involve new members to UKCPA from all spheres, including student and pre-registrants;
  • implement good  management and governance practices for business to achieve UKCPA financial targets;
  • develop and support implementation of visual performance tools;
  • revise and renew UKCPA constitution, if necessary.