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Community Independent (Owner)

Community Independent (Owner)

Independent community pharmacy owners combine clinical practice with full responsibility for operating and growing their own business. They provide patient care while overseeing operations, such as staffing, compliance, marketing, and fiscal management, often tailoring services to meet unique community needs. This career offers high autonomy, deep community connections, and the opportunity to innovate, though it also comes with challenges like navigating reimbursement and sustaining business viability.

Meet the Pharmacist

Mrs. Catherine Avery
Chief of Clinical Pharmacist, Seattle Pharmacy Group

Mrs. Avery is a board-certified clinical pharmacist with over 28 years of experience in managing complex medication therapies. She is passionate about patient education and leveraging technology to improve health outcomes.
At Wellness Pharmacy Group, he leads a team of dedicated pharmacists committed to providing personalized care and expert advice.

Mr. John Doe, PharmaD
Lead Clinical Pharmacist, Wellness Pharmacy Group

Dr. Chen is a board-certified clinical pharmacist with over 12 years of experience in managing complex medication therapies. He is passionate about patient education and leveraging technology to improve health outcomes.
At Wellness Pharmacy Group, he leads a team of dedicated pharmacists committed to providing personalized care and expert advice.

Table of Contents

  • Background
  • Characteristics
  • Insider’s Perspective
  • Most Appealing Aspects
  • Least Appealing Aspects
  • Advice
  • Critical Factors Ratings
  • Critical Factors
  • References / Resources
  • Professional Organizations

Background

An independent community pharmacy owner oversees their business, including branding, merchandising, marketing, pricing, and services offered, allowing them to tailor their approach to the specific needs of their community. In general, they operate as a pharmacy that is not part of a larger chain or corporation. They have complete autonomy over their business. The owner may have a single store or be part of several stores owned by the individual or a group. Some independent community pharmacy owners own multiple locations, making it seem like more of a regional chain. Since the stores are owned by an individual or a small private group, they are considered “independent.”

Owning an independent community pharmacy can be very rewarding. It provides the opportunity to practice pharmacy in accord with one’s personal style. Changes can be implemented quickly and pharmacists working at an independent community pharmacy can offer specialty services or fill a niche in the community. For the owner, the opportunities do come with specific challenges and demands. In addition to clinical and traditional pharmacy services, independent community pharmacy owners need a high degree of business acumen and familiarity with billing and insurance systems.

Independent pharmacy owners still believe in the power of their services and continue to prove their importance. These independent community pharmacies strive to bring a level of care that goes beyond filling prescriptions. They offer more specialized, innovative services and a level of personal customer service that can be unmatched by community chains. Due to their smaller size, they have a better connection to their local community and have the ability to get to know their patients beyond just their medications. For these reasons, many patients still prefer the personal touch of an independent community pharmacy and the extra services that they can receive there.

According to the National Community Pharmacy Association, many independent community pharmacies are struggling to stay open due to an overburdened workforce, shrinking reimbursement rates for prescription drugs, and limited opportunities to bill insurers for services beyond dispensing medications.

Characteristics

A total of 30 independent community pharmacy owners responded to the 2024–2025 APhA Career Pathways Program Survey. Thirteen percent of the pharmacists completed an advanced degree including an MHA, MBA, or JD.

Statistics for independent community pharmacy owners indicate that they are over the age of 50 years, with many approaching retirement age. However, there is also a growing trend of younger pharmacists opening their own pharmacies, often between the ages of 26 and 44 years. Taking this into account, the average age of 49 years for this group. The salary, including the discretionary profit (e.g., salary, bonus, etc.) of an independent community pharmacy owner can vary significantly, but is in the range of $129,000 to $274,000 annually. However, this figure can fluctuate based on external factors including medication pricing, insurance, and staffing needs.

The average time worked per week was 50 to 60 hours–some may work up to 70 hours per week in the early stages of their career. The specific number of hours can depend on the size and volume of the pharmacy, as well as the number of staff that are hired. Twenty-nine percent indicated that they travel for work. Another 57.1% indicated that they work nights and weekends.

A total of 22 community independent owners responded directly to a question about what they felt was an important skill for their role. Those responses mentioned with the highest percentages included: working with patients (31.8%) and communication skills (26.1%). Many others critical factors were listed by the group.

One respondent from Maryland stated, “(The) ability to help patients understand their drug therapy and help them achieve their best personal wellness.” Another owner from Virginia supported this and added, “Communication!!! Patients that understand why they are taking medications are much more likely to be compliant.”

Insider’s Perspective

Respondents listed the following critical factors as those being the most important to them. Please note that a factor can rank highly based on wanting the factor or wanting to avoid the factor. As an example, some may rank repetitive activities as a top factor as this is something that they want or look to avoid in their practice. The factors listed below are based on the number of respondents who indicated these would be the top five factors they would like to have in a role. Note that there are 25 total critical factors from which to select. Please note that a couple of the factors have similar percentages.

Top 5 - First tier

  • Community impact (21.4%)
  • Autonomy (9.7%)
  • Application of knowledge (clinical or scientific) (9.7%)
  • Innovative thinking (7.1%)
  • Organizing/management/supervision of a business (7.1%)

In addition to the top five factors, the second tier of critical factors are listed below. Note that only one of the factors, autonomy, is listed in both areas. This can be interpreted to mean that, for some, these factors are in their top five list while, for others, they are a close second. The list below had numerous factors with the same percentage of respondents indicating that they have the same importance to the respondents.

Top 5 - Second tier

  • Collaborating with health professionals (10.7%)
  • Organizing/management/supervision of people (10.7%)
  • Autonomy (10.7%)
  • Innovative thinking (9.7%)
  • Ongoing coworker/client relationships (9.7%)

One respondent from Missouri highlighted the importance of their community impact by stating, “When patients tell you how much they appreciate what you do, you know the impact.”

There are many rewarding and challenging experiences in being an independent community pharmacy owner. Fifty-two percent of the respondents indicated that patient care/making a difference was a rewarding part of the role. One respondent from New York stated that they like, “Seeing a patient feel better after recommending or changing treatment for their disease state.” Another respondent from Pennsylvania added, “Making a positive difference in people's health and lives is the most rewarding.”

Twenty-six percent indicated that dealing with insurance—specifically pharmacy benefit managers (PBMs)—was the most challenging area. A respondent from Maryland provided the following, “(It’s) challenging–keeping up with regulatory changes and dealing with PBMs shrinking renumerations.” Another from Virginia supported this statement when they added, “As a new pharmacy owner that just slogged through the process of getting contracted with so many different insurance companies and their associated PBMs, there is little in life I have experienced that has been much more challenging than that!”

Respondents were asked to select an additional factor from the full list that they consider to be the most important. The following were listed by the group: self-worth/value (25.0%), multiple task handling (21.4%), and pressure/stress (10.7%).

A respondent from New Hampshire stated, “It's important to feel valuable and appreciated.” Another respondent from Pennsylvania discussed the reason that multiple task handling is critical, “Running a pharmacy, being the only one to do all the alternative programs, trying to start up and keep new pharmacy programs going...all multiple tasks that take more time than there is in a day.”

Respondents had a variety of responses that they provided as highlights of their career and where they see the future of the role. Several of the responses are listed below:

  • “I am ‘bullish’ on the future with value-based care models and pharmacists being paid for their expertise to improve quality of life and reduce overall healthcare costs.”
  • “Just a simple thank you from someone who was out of options and ended [up] coming to our pharmacy and we were able to help.”
  • “Appointment to the Tennessee Board of Pharmacy.”
  • “Independent pharmacies that can develop non PBM controlled revenue stream have a bright future.”
  • “Working independently for over 33 years in a multi-generational pharmacy run by family.”

Most Appealing Aspects

What aspects of the role are most appealing?

A total of 33.3% of the respondents indicated that helping others was the most appealing aspect of their roles. In addition, 16.7% indicated that autonomy is also very appealing.

One respondent from Virginia stated, “Interacting with my patients and health care professionals to meet their needs. I am by nature a ‘fixer’ and I love being able to help patients and doctors get what they need.” Another from Maryland addressed autonomy when they added, “Autonomy to hone and watch my impact on clinical outcomes of patients that I interact with.”

Least Appealing Aspects

What aspects of the role are least appealing?

Fifty-seven percent of the owners stated that dealing with PBMs was the least appealing aspect. They highlighted insufficient payments and lack of transparency as some of the major concerns.

One respondent from Tennessee summed this up well when they indicated, “Dealing with PBMs and struggles with financial survival.” Another from Nebraska just stated, “PBMs.”

Advice

What advice should student pharmacists and practitioners consider when selecting a position in independent community pharmacy ownership?

Respondents provided advice across several areas. There was no specific trend that was provided by the respondents. Information from several of the pharmacists is listed below:

  • “Find a mentor, ask lots of questions, don't be afraid to fail!”
  • “Be prepared to face big challenges BUT resolving them brings rewards even beyond the financial.”
  • “Talk with patients more, ask questions and let them know you care.”
  • “Go for it.”
  • “Learn business skills and how to motivate others.”

Finally, a respondent from Florida provided the following advice, “It is challenging but it can be done, and is so rewarding. Network, network, network. Ask questions, seek advice, get a mentor, spend time in the areas that you are most interested in to learn more. Pharmacy is a great career with many opportunities so if one area does not work out there are so many more options to choose!”

Critical Factors Ratings

Opportunities for Advancement
[To what degree does your work allow for advancement?]

Owners indicated that this factor rates at 6.40. One must take into consideration that as the owner there is not a higher level in the pharmacy.

A respondent from Florida stated, “I have been a pharmacy owner for 25 years so advancement within my job has not been a priority.” Another respondent from New York looked at this a little differently when they added, “We always try to advance our practice with point-of-care testing (POCT), diabetes self-management education and support (DSMES), community health workers (CHWs), immunization services, etc.”

6.40
0 1 2 3 4 5 6 7 8 9 10
0 = Little advancement opportunities 10 = Great opportunities for advancement

Leadership Development / Professional Involvement
[To what extent does your work allow for the development of leadership skills and professional involvement in the pharmacy profession?]

Respondents rated this factor in the upper range at 8.15. Considering the role of an owner, this makes a great amount of sense.

A pharmacist from Nebraska provided a very positive response when they stated, “As much as I want to put into leadership development and professional involvement, I am able to take courses or join programs to help build these skills for myself and my team. If I or a team member determine we need to grow in a certain area, we are able to research and assign money for that growth development without jumping through bureaucratic red tape.”

Another from Florida provided a different perspective when they added, “I have been fortunate to have the flexibility to be extremely involved in professional organizations due to owning a pharmacy, so, I have definitely had advancement opportunities through leadership pathways, although not at work.”

An owner from Tennessee indicated, “You have to develop leadership skills, or your business will never thrive. Also, you can expand on professional involvement by interacting with other owners, state pharmacy groups, and lawmakers to make a difference in our practice.”

8.15
0 1 2 3 4 5 6 7 8 9 10
0 = Little development of leadership skills and professional involvement 10 = Great opportunities for leadership development and professional involvement

Community Impact
[How much impact is your work in terms of serving the community?]

Respondents feel that they impact the communities they serve with a rating of 8.23 which is in the upper range.

One respondent from Nebraska provided a detailed response when they indicated, “Every day I leave work with multiple instances of positive community impact. It may be as simple as counseling on a new prescription and seeing the patient calm down as I answer questions or concerns they had about taking the medication or as big as providing immunization clinics to keep our community healthy as a whole. My community knows that I am their resource for all things medical and more accessible than their doctor’s office.” Another respondent from Florida stated, “We are fortunate to be an integral part of this community for 40 years and I have personally been very involved with many community organizations in leadership roles.”

8.23
0 1 2 3 4 5 6 7 8 9 10
0 = Little impact 10 = High level of impact

Autonomy
[To what extent does your work allow for autonomy in decision making?]

Independent pharmacy owners rated autonomy as the highest critical factor at 8.48.

One respondent from Florida provided the following, “As the owner I am the final decision maker, although those decisions are not made in a vacuum and are many times team based. It is one of the ‘perks’ of being an owner and does make work life very gratifying because decisions can be made for the best interests of patients.” Another owner from New Hampshire added, “Recent pharmacy graduates are the clinical experts. I strive to allow my pharmacist the autonomy to identify patients needs, to develop a plan, and the time to execute the plan.”

This statement from an owner in Missouri summed it all up, “Owners have all the autonomy they need.”

8.48
0 1 2 3 4 5 6 7 8 9 10
0 = Very little low autonomy 10 = High level of autonomy

Focus
[To what extent does your work allow you to be focused on the future versus a focus only on immediate tasks?]

Focus was rated in the mid-range at 6.63 meaning that the respondents leverage both tried and true solutions with some focus on the future. Some are concerned that the future focus is being taken away by the time they need to spend on reimbursement through the system.

One respondent from Florida stated, “As an independent pharmacy we are always evolving and innovating because we have to–in order to remain viable. So, I feel like we are always looking to the future and what we can do next. This does not always happen quickly, but it is a non-stop process for us.” Another from Nebraska added, “One of the downfalls of being the pharmacist owner, is that the workflow demands of community pharmacy are often immediate task focused. There are ways to mitigate this. In my own practice, I have built out a cycle-based workflow for both retail and long-term care (LTC) prescription fulfillment, allowing me time to build future forward clinical models, but inevitably some interruptions are still the name of the game.”

One respondent from New York looked at this differently indicated, “Currently our focus is reimbursement to pay salaries and support our business. It takes daily leadership to advance in this economy due to PBM reimbursement issues.”

7.0
0 1 2 3 4 5 6 7 8 9 10
0 = Immediate tasks only 10 = Tasks focused on the future

Prestige
[To what extent does your work provide professional prestige?]

Prestige can be looked at in many ways and can be based on influence, success, respect, and other areas. The group rated this as a 7.19 – mid-range response.

One respondent from Rhode Island indicated, “As an association professional, I believe my work presents a high level of prestige. We work with individuals and organizations all over the country (and sometimes the world) and represent the voice of pharmacy. The ability to be seen and heard as a leader contributes to that prestige.” Another respondent from Illinois listed, “I have worked 45 years to garner professional respect and historical expertise. This will last as long as all the professional organizations continue to include those of us seasonal experts--I am starting to feel some age discrimination even though I have always been and remain an early adapter.”

7.19
0 1 2 3 4 5 6 7 8 9 10
0 = Provides low prestige 10 = Provides high prestige

Creating Value / Positive Outcomes
[To what extent does your work allow for personal fulfillment through the creation of value and positive outcomes?]

Responses to this factor were in the upper-range at 8.03. One of the roles of an association staff person is to drive positive outcomes for the professions.

One respondent from Illinois put this bluntly, “I have created and nurtured my path and journey to always include value, worth, and personal fulfillment…you may never be recognized for your contributions!” Another from Maryland indicated, “…it brings me a lot of joy to be able to bring non-dispensing income opportunities to pharmacists.”

An additional respondent from Rhode Island added, “Value and outcomes are a little different in the association world than the direct patient care world. The work we do has a longer runway and we don't always have an instant gratification. But knowing that we helped make a profession-wide change for the better or even just impacting one member's ability to do their job better creates value and positive outcomes.“

8.03
0 1 2 3 4 5 6 7 8 9 10
0 = Little extent 10 = High extent

Patient Relationships
[To what degree do you have ongoing or long-term relationships with patients?]

Patient relationships is the second lowest rated factor for this group at 0.56. This makes a great deal of sense based on the roles and who they communicate with regularly. The next factor rating of 8.50 for coworker and client relationships is quite different.

One respondent Kansas from indicated, “No direct patient care opportunities unless I pick up shifts somewhere, but my job relies on developing and maintaining relationships with pharmacies and partners.” Another respondent from Rhode Island provided a more detailed response when they stated, “In association management, we do not work with patients directly. However, we work with other association professionals and industry leaders longitudinally both on short and long term projects. There are individuals I met during my fellowship who I still work with today despite all of us changing jobs and companies.”

0.56
0 1 2 3 4 5 6 7 8 9 10
0 = No ongoing/ long-term relationships 10 = All are long-term relationships

Co-worker / Client Relationships
[To what degree do you have ongoing or long-term relationships with co-workers or clients?]

Respondents rated this factor as the second highest for the profile at 8.50. Considering the roles and activates that they complete on an on-going basis, working with others is a key to success.

A respondent from Oklahoma stated, “I do not work directly with patients, but I am developing long-term relationships with my co-workers and "clients" (community pharmacists and their staff).” Another from Kentucky added, “Do not work directly with patients but I work closely with other pharmacists and my co-workers.”

8.50
0 1 2 3 4 5 6 7 8 9 10
0 = No ongoing/ long-term relationships 10 = All are long-term relationships

Writing / Conducting Research
[How often do you engage in writing and/or conducting research?]

This factor varies tremendously with the specific role of the association pharmacist. For some writing is part of the role as for others they are more involved with the research side which may explain the mid-rage rating of 6.16.

One respondent from Rhode Island indicated, “I do a lot of writing in my role. Most of it is writing one-page resources, website and newsletter content, white papers and emails. We usually partner with an academic institution to help with any research we'd like to conduct.” Another from Tennessee stated, “I write for our journal and provide professional communications. I do not do research, but other association professionals do.”

6.16
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Generating New Ideas
[To what degree does your work involve generating new ideas?]

Respondents consider their role to include leveraging innovative thinking in generating new ideas with a rating of 8.03 a high-range score.

A respondent form Maryland stated, “I try whenever possible to discuss new ideas. That has been me all my career. Sometimes it is heard, many time it is not. Pharmacists as a whole like things to stay the same. Another respondent from Washington agreed when they added, “Association management requires innovative thinking in all staff and volunteer leaders. We must be able to envision a future to work towards.”

One respondent from Rhode Island looked at this as the role that they have when they indicated, “This is almost 100% my role. I am constantly reimagining ways of delivering content to members, thinking of ways to present new ideas and information to them, and anticipating the next challenges the profession will face.”

8.03
0 1 2 3 4 5 6 7 8 9 10
0 = Little innovative thinking 10 = High degree of innovative thinking

Supervision / Management
[To what extent do you spend your time organizing, managing, or supervising others and/or business operations?]

Respondents rated this factor as mid-range (6.22) as part of their role may include supervision and management dependent on the size of the organization.

One respondent from Tennessee sated, "I do a lot of project management and have to be organized to keep up with all my meetings and deadlines. I precept students but I do not have any direct reports. However I do work closely with our volunteer leaders and manage them as a core part of my job."

Another respondent from Illinois added, “Sometime herding cats and sometimes CYA, the young ones need to know that it takes time to move anything forward and you may fail at first which is the best learning.”

6.22
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Patient Interaction
[How much time do you spend interacting with patients?]

It would be expected that association management practitioners rate patient interaction as their lowest factor. What is interesting is that this factor scores a 0.00 – meaning not one respondent felt they spend time interacting with patients for their role.

One respondent from Rhode Island summed this up succinctly for all the respondents, “I never interact with patients.”

0.0
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Public Interaction
[How much time do you spend interacting with the public?]

Interacting with the public was rated a little higher although still in the low-range at 2.94.

One respondent from Kansas stated, “We are trying to move in public circles more often to help share the benefits of pharmacy with the public and other professions. Pharmacy has been too insular for too long.” Another from Illinois added, “What I live for is listening and helping patients and the public.”

2.94
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Collaboration
[How often do you work or collaborate with other health professionals or educate other professionals in your work?]

This is an important factor to many in this group. With a rating of 7.34 respondents indicate that they spend a great deal of time collaborating with others.

A respondent from Rhode Island indicated that, “A large part of my role is to create and coordinate education for our members. This involves collaborating with many professionals to ensure the content is valuable and practical.” Another respondent from Kansas added, “Attempting to increase this amount of time to benefit the profession!”

A respondent from Illinois looked at this slightly differently when they stated, “…together—join non-pharmacy organizations.”

7.34
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Family / Leisure Time
[How much free time do you have for leisure and family activities in your work?]

Respondents are mid-range when looking at the amount of time they have for family and leisure actives rating this a 6.94.

An Oklahoma respondent stated, “My work allows me to have a part-time schedule of approximately 0.75 FTE with flexibility in work hours when needed.” Another from Rhode Island added, “I work a typical M-F 9-5 schedule most days. However, there are sometimes evening and weekend obligations based on a variety of conferences and events I attend.”

A respondent from Tennessee provided the following, “Since there is no direct patient care, there are few severe consequences for taking time off, delaying a project, etc. My work has a 9-5, M-F, holidays off, PTO always approved type of schedule. Associations can also establish a hybrid or fully remote working environment.”

Finally a respondent from Maryland expressed her thoughts as she indicated, “I have it because I make sure I have it. Working as a mom of 4 kids I learned how to do this.”

6.94
0 1 2 3 4 5 6 7 8 9 10
0 = Little free time 10 = Plenty of time for family and leisure activities

Impact on Well-being
[To what degree do you impact the well-being of individuals?]

Respondents rated this factor mid-range with a 6.16. Some respondents indicated that they are not sure how this may be measured in the people they interact with.

One respondent from Oklahoma stated, “I'm hopeful that those I interact with are positively impacted and leave our meetings with an improved well-being. However, I have no idea how to quantify that.” Another from Kansas had a different perspective when they added, “Sometimes I generate a lot more work for other pharmacists, so guessing that negatively impacts them, but hopefully the work benefits their pharmacies and the profession in the long run, so it feels good.”

One respondent from Oklahoma stated, “I'm hopeful that those I interact with are positively impacted and leave our meetings with an improved well-being. However, I have no idea how to quantify that.” Another from Kansas had a different perspective when they added, “Sometimes I generate a lot more work for other pharmacists, so guessing that negatively impacts them, but hopefully the work benefits their pharmacies and the profession in the long run, so it feels good.”

Another from Tennessee felt that, “Personally not much. We do have a well-being manager though at the association who does that full time.”

6.16
0 1 2 3 4 5 6 7 8 9 10
0 = Low degree 10 = High degree

Problem Solving
[To what degree do you solve problems with tried-and-true alternatives versus untested alternatives in your work?]

Respondents were varied on their rating of this factor with a 5.94 however the range included every choice available.

From one perspective, a respondent from New Jersey stated, “I tend to stick to what's worked for other people.” From the other perspective a respondent from Kansas added, “Lots of try it and find out when developing new practice innovations. Have to learn to accept failure when (not if) it happens.”

A respondent from Rhode Island leverages both sides of the factor as they indicated, “I'm always trying to think outside of the box to share information with members. There are some things that have worked for 50+ years and there are new things we are trying to see what might work. It's fun to have the freedom to be creative and problem solve from different angles.”

5.94
0 1 2 3 4 5 6 7 8 9 10
0 = Tried and true 10 = Untested alternatives

Expertise
[How general or specialized is the expertise required in your work?]

Association management respondents rated this factor mid-range with a 6.19. Again participants are on both ends of the spectrum.

A respondent from Tennessee indicated that you, “Can come into an association position with general skills, but they aren't the skills you learn in pharmacy school. It also takes at least a year on the job to feel like you understand everything about the association. Nonprofits are a different world.” Another from Washington DC stated, “I work on a variety of different topics and would not consider myself an "expert" in any one area. In association management, you do need to have some project management and communication skills.”

6.19
0 1 2 3 4 5 6 7 8 9 10
0 = Generalized 10 = Specialized

Repetition
[To what degree is your work composed of activities and tasks that are highly repetitive versus highly variable?]

Respondents rated repetition a mid-range 6.50. A respondent from Virginia stated that, “Every day is different. I have a weekly newsletter that I write and some standing meetings but I’m always doing something new.” This was corroborated by a different respondent from Tennessee when they indicated, “No two days look alike. We have an annual cycle of certain activities, but we are always tweaking our processes.”

Finally, a respondent from Rhode Island concluded that, “Association work is highly variable. There is always something new that we're working on and no two days are alike. There are some similarities in the way we might tackle any given project, but the work is ever-changing.”

6.50
0 1 2 3 4 5 6 7 8 9 10
0 = Highly repetitive 10 = Highly variable

Applying Scientific Knowledge
[How much of your time is spent applying scientific knowledge in your work?]

Respondents place themselves in the lower mid-range at 4.56 based on applying scientific knowledge. This is a higher rating than the next factor of applying clinical knowledge (3.78).

A statement by a respondent from Rhode Island summed this up when they stated, “I need basic clinical and scientific knowledge to serve as a foundation for my work, but I'm not often applying it.”

4.56
0 1 2 3 4 5 6 7 8 9 10
0 = No application 10 = High level of application all the time

Applying Clinical Knowledge
[How much of your time is spent applying clinical knowledge in your work?]

As noted in the above factor, respondents rated application of clinical knowledge as 3.78 – a low range rating.

This was summed up by the following statement by a respondent from Tennessee, “None in this role in particular.”

3.78
0 1 2 3 4 5 6 7 8 9 10
0 = No application 10 = High level of application all the time

Parental Leave
[To what extent does your work setting offer parental leave opportunities?]

Parental leave varies based on the type of organization state vs national with a mid-range score of 5.19.

A respondent from Washington stated that, “Our organization supports parental leave. In addition, we have a hybrid work model that provides some flexibility as needed.” A different respondents from Kentucky take on this factor was quite different when they indicated that they have, “PTO available, no dedicated parental leave policy.”

5.19
0 1 2 3 4 5 6 7 8 9 10
0 = Limited opportunities 10 = Unlimited opportunities

Compensation
[To what degree do you feel compensated for your responsibilities in your work?]

As one would think, there is a wide variety of compensation when looking at state and national associations as well as how large the memberships are. In general, participants rated this mid-rage at 6.31 indicating that they have some room for improvement in this area.

A respondent from Rhode Island stated, “My work never stops and there is always more to be done. Financially I feel fairly compensated. Given the late nights and weekend work, it would be nice to be compensated for the extra time.” Another respondent from Maryland felt it was important to, “.... give non-compensated time at this point while the organization grows.”

A respondent from Tennessee looked at this are wholistically and state that, “I feel decently compensated because I came into a small nonprofit association knowing that it doesn't pay the same as an average pharmacist job. However the benefits of being able to take off work with no hassles, having a standard schedule, and flexibility are worth it for me. We do not always get raises or bonuses in this type of work.” A different respondent from Tennessee supported this thought as they feel their: “...compensation is far less than that of a retail pharmacist, but I love what I do and have never felt burnt out, so it's worth it to me.”

6.31
0 1 2 3 4 5 6 7 8 9 10
0 = Not well compensated 10 = Well compensated

Benefit Package
[How comprehensive is the employee benefit package offered in your work setting?]

Survey participants rated their benefit packages as being mid-range with a rating of 5.18.

One respondent from Washington indicated that they receive, “PTO, health/vision/dental/life insurance, 401k match, hybrid work options, professional development stipend, etc.” Another respondent from Tennessee Added, “Volunteer time off, PTO, paid holidays, work pays for health insurance premium, we have staff outings, raises, etc”

5.18
0 1 2 3 4 5 6 7 8 9 10
0 = Not comprehensive 10 = Very Comprehensive

Advice for student pharmacists

Practitioners’ advice to students varied across many areas – all which looked at ways to gain additional information in this area as well as looking forward to the future. Below is a partial list of advice.

  • “Get involved in a student organization and run for a leadership position. Invest in going to a state and/or national conference to network with association staff and volunteers.”
  • “Try it out - seek an experiential opportunity or internship at a state or national pharmacy association.”
  • “Say yes to a broad variety of experiences and opportunities. You never know when a project or skill will be essential to the next step in your career.”
  • “Work hard, embrace change, mentor others.”
  • “Build a solid foundation and accumulate varied experiences to help you build a strong and reputable personal brand.”

Critical Factors

Opportunities for Advancement 6.25
Leadership Development / Professional Involvement 9.03
Community Impact 7.90
Autonomy 7.66
Focus 7.00
Prestige 7.19
Creating Value / Positive Outcomes 8.03
Patient Relationships 0.56
Co-worker / Client Relationships 8.50
Writing / Conducting Research 6.16
Generating New Ideas 8.03
Supervision / Management 6.22
Patient Interaction 0.00
Public Interaction 2.94
Collaboration 7.34
Family Time / Leisure 6.94
Impact on Well-being 6.16
Problem Solving 5.94
Expertise 6.19
Repetition 6.50
Applying Scientific Knowledge 4.56
Applying Clinical Knowledge 3.78
Parental Leave 5.19
Compensation 6.31
Benefit Package 5.18

References / Resources

Schommer JC, Sogol EM, Brown LM. Work profile factors identified from the career pathway evaluation program, 2018 pharmacist profile survey. Am J Pharm. 2019;83(10):7480.

Value of Associations. Empire State Society of Association Executives, Inc. Available at: www.essae.org. Accessed July 2025.

Professional Organizations

Academy of Managed Care Pharmacy (AMCP)

675 North Washington Street, Suite 220, Alexandria, VA 22314
(703) 684-2600 |www.amcp.org

Accreditation Council for Pharmacy Education (ACPE)

190 South LaSalle Street, Suite 3000, Chicago, IL 60603-3446
(312) 664-3575 |www.acpe-accredit.org

American Association of Colleges of Pharmacy (AACP)

1400 Crystal Drive, Suite 300, Arlington, VA 22202
(703) 739-2330 |www.aacp.org

American Association of Pharmaceutical Scientists (AAPS)

Avedisian Hall, 7 Greenhouse Road, Kingston, RI 02881
(703) 556-0650 |www.aaps.org

American Association of Psychiatric Pharmacists (AAPP)

8055 O Street, Suite S113, Lincoln, NE 68510
(402) 476-1677|www.aapp.org

American College of Apothecaries (ACA)

2830 Summer Oaks Drive, Bartlett, TN 38134
(901) 383-8119 |www.acainfo.org

American College of Clinical Pharmacy (ACCP)

13000 West 87th Street Parkway, Lenexa, KS 66215-4530
(913) 492-3311 |www.accp.com

American Foundation for Pharmaceutical Education (AFPE)

11325 Random Hills Road, Suite 360A-105, Fairfax, VA 22030
2530 Professional Road, Suite 202, Richmond, VA 23235 Tel: 804-285-4431 Fax: 804-612-6555
(571) 404-0471 | www.afpenet.org

American Pharmacists Association (APhA)

2215 Constitution Avenue, NW, Washington, DC 20037
2530 Professional Road, Suite 202, Richmond, VA 23235 Tel: 804-285-4431 Fax: 804-612-6555
(202) 628-4410 | www.pharmacist.com

American Society of Consultant Pharmacists (ASCP)

1240 North Pitt Street, Suite 300, Alexandria, VA 22314
(703) 739-1300 | www.ascp.com

American Society of Health-System Pharmacists (ASHP)

4500 East-West Highway, Suite 900, Bethesda, MD 20814
(866) 279-0681 | www.ashp.org

Board of Pharmacy Specialties (BPS)

2215 Constitution Avenue, NW, Washington, DC 20037
(202) 946-5026 | www.bpsweb.org

Hematology/Oncology Pharmacy Association (HOPA)

555 East Wells Street, Suite 1100, Milwaukee, WI 53202
(877) 467-2791 | www.hoparx.org

National Alliance of State Pharmacy Associations (NASPA)

2530 Professional Road, North Chesterfield, VA 23235
(804) 285-4431 | www.naspa.us

National Association of Boards of Pharmacy (NABP)

1600 Feehanville Drive, Mount Prospect, IL 60056
(847) 391-4406 | www.nabp.pharmacy

National Association of Chain Drug Stores (NACDS)

1776 Wilson Blvd, Suite 200, Arlington, VA, 22209
703-549-3001 | www.nacds.org

National Association of Specialty Pharmacy (NASP)

300 New Jersey Ave, NW, #900, Washington, DC 20001
(703) 842.0122 | www.naspnet.org

National Community Pharmacists Association (NCPA)

100 Daingerfield Road, Alexandria, VA 22314
(703) 683-8200 | www.ncpa.org

National Pharmaceutical Association (NPhA)

10810 North Tatum Boulevard, Suite 102-965, Phoenix, AZ 85028
(480) 405-9291 | www.nationalpharmaceuticalassociation.org

Pharmaceutical Research and Manufacturers of America (PhRMA)

670 Maine Avenue, SW, Suite 1000, Washington, DC 20024
(202) 835-3400 | www.phrma.org

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