Have We Fulfilled the Opportunity Crafted by Our Governance Task Force

Abstract

J C P H – Vol. 61, n 1 – janvier–fevrier 2008 92 Council that will remain relevant for many years: customer service culture, alignment of products and services with mission, data-driven strategies, dialogue and engagement, the CEO as a broker of ideas, organizational adaptability, and alliance-building. In more clinical terms, these elements might be called patient centricity, alignment of medication therapy with outcome plans, use of evidence in clinical decisions, inclusion of the patient in the clinical team’s discussions, clinical leaders as the sources of ideas to achieve desired outcomes, adaptability to best meet the patient’s needs, and, finally, alliance-building, including the clinical elements and infrastructure needed to ensure desired patient outcomes. My suggested alignment of the administrative elements of a successful board with the more familiar clinical services delivery model of pharmaceutical care may be somewhat loose. However, these two layers of activity are critically important not just to the evolution of the practice of pharmacy, but also to our Society’s efforts to represent the collective interests of pharmacists during the revolution of our place in the interprofessional care of patients. The CSHP Council now has this additional set of lenses through which to view its continuous growth, and the members who follow in our footsteps in the years ahead will be better able to achieve in full our Society’s mission.