One of the factors that contributed to my choice of presidential theme for this year (Closing the Gap: Implementing Policies, Programs, and Evidence-Based Practices) was that ACCP was scheduled to begin undertaking another major strategic planning effort in 2016. Most of ACCP’s past successes as a professional organization of clinical pharmacists are directly attributable to an unwavering commitment to meaningful strategic planning. All of the plans that I can reasonably recall, dating back at least to the late 1990s, have been systematic, comprehensive, and intentional. Better yet, they have been created by thoughtful leaders, staff, and consultants who incorporated broad input from ACCP members. And even best, the strategic plans have been much more than mere theoretical aspirations; they have been fully acted-on and operationalized in a timely manner. The plans truly have determined the main priorities of the College and how its resources are deployed.

ACCP’s Current Strategic Plan
Most of the objectives in ACCP’s current strategic plan, which has been in place since fall 2013, have been completed or are well on the road to completion. The Board of Regents (BOR) and ACCP staff are jointly responsible for actively monitoring the accomplishment of all strategic objectives. In addition to the periodic (every 3–4 years) comprehensive planning processes, ACCP employs an ongoing method of updating the strategic plan on an annual basis. Combined, these two complementary approaches ensure an optimal planning process that is focused and, at the same time, responsive to changes in the environment.

Upcoming Strategic Planning Efforts in 2016 and 2017
Since January of this year, the BOR has been conducting an environmental scan to gain a full appreciation for the contemporary context in which the next plan will be developed. This external examination of current trends and influencers in pharmacy and health care is a critically important initial step that will be carried out over the next 6 months. At the July 2016 meeting, the BOR will revisit ACCP’s vision, mission, and core values. Although the mission and core values of an organization rarely change, it will be important to gain shared understanding of these foundational components so that the target destination and overall purpose of the next strategic plan are transparent and appropriately directed. The Board will seek to gather valuable input from ACCP members throughout this year. Yes, that means YOU need to participate and suggest key issues for the College to address―they may be either short or long term in scope. Social media (e.g., Facebook, Twitter) and other modes of communication will be used as a means for members to submit proposed issues for board consideration. The BOR will also examine topics that emerge from ideas submitted by ACCP members in the April–May call for suggested charges for next year’s committees and task forces. In October, the BOR will begin finalizing the critical issues that will serve as the focus of the new strategic plan and start developing strategic directions for each critical issue. In addition, attendees at the ACCP Annual Meeting in Hollywood, Florida, will have the opportunity to take part in focus groups intended to provide individual perspectives on the critical issues identified and how to best address them. In November and December, the BOR will solicit additional member input before engaging in February 2017 in the final refinement of strategic directions and the initial drafting of objectives for each strategic direction. The objectives for each strategic direction are expected to be completed in May 2017, with the final plan approved by the BOR in July 2017.

Call to Action
I recognize that some loathe strategic planning and question its value in meaningful organizational development. But I have seen firsthand the value of “the ACCP approach,” and I wholly support the College’s effort to embark on another planning process. Please take every opportunity during the next year or so to contribute to ACCP’s continued success toward developing, advancing, and positioning clinical pharmacists for the future. Regardless of whether you are a new member, seasoned ACCP Fellow, or current or past PRN or chapter officer, your individual perspective is unique, significant, and highly valued. ACCP has always been—and remains today—a member-driven professional organization. So, please take the time and effort to get engaged in developing the College’s next strategic plan. Simply put, we want and need your input!