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Federal/Government (Management)

Federal/Government (Management)

Pharmacists in federal leadership roles—such as directors, chiefs, or department heads—manage strategic planning, staff oversight, regulatory compliance, and day-to-day operations across agencies such as the Department of Veterans Affairs, the Indian Health Service, and military health systems. These roles combine leadership and administrative duties with opportunities to influence patient care policies, ensure medication safety, and lead large teams of health care professionals. Federal management careers provide stability, opportunities for advancement, and a chance to impact health outcomes at both organizational and community levels.

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 factor ratings
  • Critical factors
  • References/resources
  • Professional organizations

Background

Pharmacists that work for a government pharmacy are employees of local, state, or federal government agencies. These could include government units such as municipal health clinics, departments of the health, state Medicaid agencies, federal Medicare agencies, the Department of Veterans Affairs (VA), branches of the U.S. military, including the Army, Navy, and Air Force, the U.S. Public Health Service (PHS), and other related organizations. The PHS oversees a number of agencies, including, but not limited to, the Agency for Healthcare Research and Quality (AHRQ), the Centers for Disease Control and Prevention (CDC), the Centers for Medicare and Medicaid Services (CMS), the Federal Bureau of Prisons, the Federal Emergency Management Agency (FEMA), the U.S. Food and Drug Administration (FDA), the Health Resources and Services Administration (HRSA), the Indian Health Service (IHS), and the National Institutes of Health (NIH). Federal/government pharmacists may be considered active military or have a civilian appointment depending on their place of employment and their position held.

To become a director of pharmacy at the federal level, pharmacists typically need extensive experience and a combination of educational qualifications and leadership skills. Some of the responsibilities and roles include:

  • Strategic planning and leadership
  • Staff management
  • Operational oversight
  • Regulatory compliance
  • Medication safety and patient care
  • Budgetary management

Characteristics

A total of 33 federal pharmacy directors/management responded to the 2024–2025 APhA Career Pathways Program Survey. Thirty-three percent of the respondents completed a residency and 9.1% completed a fellowship. An additional 21.2% received an MPH and 6.1% received an MS degree. Two respondents indicated they completed more than one additional degree. One respondent also has a JD.

Information provided indicated that pharmacists in this profile have an average age of 48 years. The salary for federal pharmacist director/management falls between $129,000 and $196,500 annually, with the average being around $150,496.

The average time worked was the standard 40 hours per week. The number of hours can depend on the location and type of position. Thirty-three percent indicated that they travel for work. Another 15.2% indicated that they work nights and weekends.

A total of 30 pharmacists responded directly to a question about what they felt was an important skill for their role. The group provided numerous responses to the open-ended question regarding the most important skill in their current role. One skill stood out the most; adaptability was listed by 23.3% of the respondents.

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.

Top 5 - first tier

Of interest, this group listed five different critical factors at the same percentage:

  • Application of knowledge (clinical or scientific) (15.2%)
  • Problem solving (15.2%)
  • Work type (e.g., repetitive versus variable work) (15.2%)
  • Collaborating with health professionals (15.2%)
  • Innovative thinking/community impact (15.2%)

In addition to the top 5 factors, the second tier of critical factors are listed below. Note that two of the factors; work type (e.g., repetitive versus variable work) and collaborating with health professionals are listed in both areas. This can be interpreted to mean that, for some, these factors are in their top five list while, for others, these are a close second.

Top 5 - second tier

  • Leisure and family time (18.2%)
  • Collaborating with health professionals (18.2%)
  • Community impact (15.2%)
  • Work type (e.g., repetitive vs. variable work) (15.2%)
  • Future focus (12.1%)

A respondent from Texas provided a very detailed response regarding collaborating with health professionals when they stated, “Collaboration with health care professionals is crucial for pharmacists as it ensures a holistic approach to patient care. By working alongside doctors, nurses, and other specialists, pharmacists can contribute their expertise in medication management, helping to optimize therapeutic outcomes, reduce errors, and provide better, more personalized care. Effective teamwork not only enhances patient safety but also strengthens the overall health care system, making it vital for pharmacists to engage actively with their peers in delivering comprehensive and effective healthcare.”

One respondent from Montana stated, “Helping colleagues help patients is why I am here.” While another from Virginia added, “I love my team I work with and how we help each other to serve our veterans.”

There are many rewarding and challenging experiences in being a pharmacist in the federal government. Twenty-four percent of the respondents indicated helping patients was the most rewarding aspect of the role.

A respondent from Connecticut provided information on how working with patients both is regarding and challenging when they stated, “Most rewarding–seeing a patient feel better because of the interventions I make and do better clinically. The most challenging are those patients whom I have tried multiple therapies and am still not able to bring their disease under control.” Another pharmacist from Nebraska had a little different perspective and indicated, “Most rewarding—knowing my work improves the lives of our patients. Most challenging–convincing upper management to accept our recommendations.”

One additional respondent from Texas provided the following, “Reward is seeing patient outcome improve and patients take ownership of their disease processes. Challenge can be working through approval processes for projects.”

Respondents were asked to select an additional factor from the full list that they consider to be the most important. Work schedule was listed the most often at 24.2%, followed by job security (18.2%), and pressure/stress (15.2%).

Those in management areas of the federal pharmacist workforce 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.

  • “Being able to serve those who have given our country so much and their family that also sacrificed.”
  • “Expansion of the role of pharmacists in public health initiatives and expansion of pharmacists working in formal public health roles.”
  • “Veterans commenting regularly on how much our work has made them care about themselves again.”
  • “Growing a small branch into a 48-person division, staffed with mostly pharmacists.”
  • “My pharmacist career highlight has been as chief pharmacy officer on an international deployment.”
  • “More opportunities for pharmacists to participate in interdisciplinary roles/non-traditional roles.”
  • “Lots of growth. Move into telehealth space more.”

Most appealing aspects

What aspects of the role are most appealing?

Respondents listed several different aspects that are appealing. Overall, the group did not have one specific aspect that was highlighted more than others. One respondent from Nebraska stated, “I really enjoy working on projects to improve safety for our patients. Seeing results and knowing our patients appreciate our efforts is very rewarding.” Another from Maryland had a slightly different perspective when they added, “Great opportunity to form long-term and meaningful relationships with veterans and Coworkers.” Lastly, a respondent from Texas indicated that they like the “opportunity to impact and mentor other pharmacists and assist them at improving their clinical skills leading to improved patient outcomes.”

Least appealing aspects

What aspects of the role are least appealing?

On the other side of the spectrum are the aspects of the role that are unappealing. Fifteen percent of the respondents listed administrative tasks as the least appealing role that they perform. One respondent from Connecticut simply stated, “documentation,” while another from Maryland added, “administrative issues.” One additional comment from a pharmacist in Florida relates to “politics impacting our practice when it often does not add to efficiency/quality of care.”

Advice

What advice should student pharmacists and practitioners consider when selecting a position in a federal/government management role?

Respondents provided advice across several areas. One specific trend was opportunities (21.2%). A pharmacist from Arizona stated, “Take advantage of opportunities presented to you and be open to career changes, even if it wasn't what you envisioned upon graduation, you'd be surprised where it can lead you.” Another respondent from Texas added, “It is amazing. There are so many incredible opportunities for learning, leadership, and growth. Plenty of stability and excellent work-life balance.”

The following list provides a partial example of the open-ended comments from participants:

  • “If it's your passion, go for it. If you truly love it, you won't be as happy doing anything else, even on the hard days.”
  • “It’s great and very rewarding! Dual degrees really open doors to many opportunities within the government!”
  • “Maintain good relationships with the pharmacists that you cross paths with, leave an impact on them. It may lead to many open doors of opportunities.”
  • “Understand and accept that the path may not be linear, but it can allow you to pursue new interests and topic areas and constantly build on your past experiences.”
  • “Keep hopeful and work to protect ALL patients.”
  • “Time management, flexibility, and adaptability are key.”

Critical factor ratings

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

Respondents identified that opportunities for advancement ranks in the upper mid-range with a rating of 7.44.

A respondent from Oregon stated there are, “Plenty of opportunities for growth and advancement within the government.” Another from Georgia indicated, “Allows for advanced certifications, implementation of pharmacy-managed clinics.”

A pharmacist from Virginia who is in the Air Force highlighted, “Great opportunity to advance and perform higher leadership roles (i.e., flight commander, squadron commander, group commander).”

7.44
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?]

Pharmacists rated this factor at 7.76, an upper mid-range response.

A respondent from Maryland stated, “The individual can be a singular point for respect among colleagues and professional development is always available by having experience in many practice settings. Why limit yourself? Apply where you are needed, when you are needed.” Another respondent from California added, “Ongoing leadership trainings and offerings.”

7.76
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 indicated that they have a level of impact on the community they serve with a rating of 7.91.

One pharmacist from Maryland indicated that, “The position has a global impact and public health impact.” Another respondent from Georgia added they have, “Specific community impact as my job supports active duty service members, veterans, and family members.” One additional comment was provided by a different respondent from Maryland who stated, “We care for the nation's finest; they deserve the best care.”

7.91
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?]

Respondents ranked autonomy in the upper mid-range at 7.47.

A pharmacist from Maryland provided the following description, “Initially we co-signed with other health care providers we worked with. Shortly after residency, the other health care providers advised me to freely prescribe without seeking co-signature since they were universally in agreement. They also refer patients to me on an ongoing basis.” Another respondent from Texas added, “Great leadership for guidance and support. Not all ideas can always be implemented and there can be times when there are regulations that make new ideas challenging but feel that if you have a way to improve things, and can come up with methods to implement them, you will receive support for your idea.”

7.47
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?]

Respondents rated focus with a score of 7.29, indicating that they try to lean toward the future.

A respondent from Texas explained, “While primary tasks must be addressed in providing medications for patients, there is always opportunity to be trying and developing ways to improve things for future activities.” Another respondent from Maryland added, “The individual pharmacist should determine their own future needs and work accordingly. But the immediate task is always commitment to the faithful execution of the assigned tasks. Lives may depend on this, and your license always hangs in the balance.”

7.29
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?]

Federal government management employees rate prestige in the upper mid-range with a score of 7.47.

One respondent from Pennsylvania provided a lengthy response, “The answer to this question is complex. For example, prestige is greatest the more one interacts with various groups, both within the pharmacy and within the organization. Real prestige is usually reserved for the director within the immediate work environment due to high visibility and nurturing interactions with the head(s) of the organization. However, prestige among one's coworkers requires them to look up to you for guidance, being a problem solver, a ‘straight shooter’ (a reliable colleague).” Another respondent from Texas added, “Wearing a uniform with rank does have a sense of accomplishment and team among other officers. Opportunities for leadership roles also come with recognition.”

7.47
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?]

Pharmacists rated this factor as the highest across all items at 7.97. This was tied with coworker/client relationships).

A respondent from Oregon stated, “Supervisors are very responsive to helping staff and their personal fulfillment.” A different respondent from Maryland added, “Personal fulfillment and the creation of value and positive outcomes should come naturally with the type of work we do.”

7.97
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?]

Respondents rated patient relationships in the low range with a score of 3.76.

One respondent from Georgia put this bluntly, “(My) position is not related to direct patient care.” Another respondent from Texas working for the Federal Bureau of Prisons added, “While I do enjoy the rapport with our patients, we are trained not to develop beyond a working relationship with our adults in custody for safety reasons.”

3.76
0 1 2 3 4 5 6 7 8 9 10
0 = No ongoing/ long-term relationships 10 = All are long-term relationships

Coworker/client relationships
[To what degree do you have ongoing or long-term relationships with Coworkers or clients?]

Pharmacists rated this factor as the highest across all critical factors with a score of 7.97. (This is tied with creating value/positive outcomes).

One respondent from Maryland stated, “There are a lot of pharmacists at the FDA, and we do tend to lean into one another when working together.” A respondent from Texas added, “As a supervisor, I work more with staff than patients.”

7.97
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?]

Pharmacists indicated that they have little time for writing and conducting research and provided a 4.21 rating for this critical factor. Writing/conducting research is somewhat dependent on the department, branch, and location of the role.

One respondent from Oklahoma indicated that they, “write and conduct research.” Another from Maryland added, “My role entails writing every day. No research other than reviewing medical literature.”

A pharmacist from Arizona added, “Collaboration in research is essential for pharmacists, as it allows for the integration of diverse expertise and perspectives, leading to more comprehensive and impactful findings. Working alongside researchers from various disciplines enables pharmacists to contribute their unique knowledge of pharmacology, drug therapy, and patient care.”

4.21
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?]

Pharmacists were in the upper mid-range relative to generating new ideas with a rating of 7.24.

A respondent from Oregon indicated, “Supervisors love out of the box or innovative thinking in response to our roles and always trying to improve processes.” Another respondent from Maryland added, “we are always striving to work smarter, not harder.”

7.24
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?]

This factor varies greatly dependent on the role and location and received a mid-range score of 5.35.

A respondent from Texas stated that, “More time is spent organizing programs and projects currently.” Another respondent from Maryland added, “Regarding supervising others, some coworkers do not need direct supervision, while others, like new hires and young coworkers, need someone to act as a resource, or to keep a watchful eye on.”

Another respondent from the District of Columbia added, “Management of the people within the group or division is important to me.”

5.35
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?]

Respondents indicated that they do not spend a great amount of time interacting with patients with a rating of 3.59. However, this varies by role and location.

One respondent from Texas stated, “Major focus of my role is on patient care.”

3.59
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?]

Respondents rated public interaction as the lowest critical factor with a rating of 3.44.

One respondent from Texas stated, “I do interact with industry periodically.”

3.44
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 critical factor received a score in the upper mid-range at 7.76.

One respondent from Oklahoma indicated that this happens, “via industry position.”

Another pharmacist from Texas highlighted that they, “have lots of interaction with collaborative teams representing multiple disciplines.”

A respondent from Maryland added, “If you do not have the answer, you still help find the answer. We take ownership of the veteran.”

7.76
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 gave this critical factor a mid-range score of 6.09.

A respondent from California summed up what others also stated, “Evenings and weekends are free, unless we are on-call.”

6.09
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?]

Pharmacists rated their impact on the well-being of individuals with a mid-range score of 7.58.

One respondent from Texas stated, “Have opportunities all the time, want to improve my education and process to be more impactful on others wellbeing.” Another respondent from Maryland stated, “It's our job on a daily basis.”

7.58
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 looked at problem solving as a mid-range factor with a 6.55 rating.

One respondent from Texas indicated that they look at both processes when they stated, “Try to do both, whichever is most effective and allowed for the situations.” Another respondent from the District of Columbia added, “I enjoy working in 'grey areas,' problem solving opportunities keeps me engaged and interested.”

6.55
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?]

Expertise received a mid-range score of 7.13. This was dependent on the diverse role that each respondent had within their federal/government management position.

One respondent from Maryland stated, “Only pharmacists can perform our specific role.” Another pharmacist from Texas who specializes in nuclear pharmacy added the following, “(I rate this a) 10 when I'm a nuclear pharmacist. Average otherwise.” Another respondent from Arizonia added, “Having a strong area of expertise is crucial for pharmacists, as it allows them to provide specialized knowledge and high-quality care in their field. By developing expertise in areas such as pharmacotherapy, drug interactions, or clinical pharmacy, pharmacists can make informed decisions that improve patient outcomes.”

7.13
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 with a mid-range score of 6.32.

One respondent from Maryland stated what most agree with, “Once you know your job it's all repetitive unless it is time to learn something new. Then it is back to repetitive.” Another respondent from Montana added, “Repetitive but not boring.”

6.32
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?]

Application of scientific knowledge received a rating of 6.97 by the respondents.

One respondent from Maryland stated, “Applying clinical and scientific knowledge is crucial for pharmacists to optimize patient care and improve outcomes. In clinical settings, it helps pharmacists make informed decisions about medications and ensure safety. Scientifically, staying updated on new treatments and research allows pharmacists to implement evidence-based practices, benefiting both patients and the profession.”

6.97
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?]

Applying clinical knowledge was rated closely to scientific knowledge at 6.81.

One pharmacist from Texas working in the Federal Bureau of Prisons indicated, “Developing clinical guidance will need to clearly assist providers in knowing how to use guideline driven information in a carceral setting.” Another respondent from Maryland added, “Guidelines are constantly updated, and we need to keep up with them.”

6.81
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?]

Respondents rated this critical factor with a score of 6.71.

There were no individual responses provided for this critical factor.

6.71
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?]

Pharmacists rated compensation in the mid-range with a score of 7.58.

One pharmacist from Maryland indicated that, “I feel over paid.”

7.58
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?]

Respondents rated this the highest critical factor with a score of 7.94.

One respondent from Texas stated, “Excellent health and dental insurance. Plenty of retirement saving opportunities. Pension available after 20 years.” Another respondent from Oregon added, “Federal benefits are great!”

7.94
0 1 2 3 4 5 6 7 8 9 10
0 = Not comprehensive 10 = Very Comprehensive

Advice for students pharmacists

Respondents provided advice across several areas and what the future brings. One specific trend was continue growth (21.2%). Additional information from several of the pharmacists is listed below:

  • “Lots of new opportunities to diversify.”
  • “I see pharmacist's role expanding in disease state management.”
  • “Growth and expansion of services.”
  • “Dual degrees really open doors to many opportunities within the government!”
  • “Understand and accept that the path may not be linear, but it can allow you to pursue new interests and topic areas and constantly build on your past experiences.”

Critical factors

Opportunities for advancement 7.44
Leadership development/professional involvement 7.76
Community impact 7.91
Autonomy 7.47
Focus 7.29
Prestige 7.47
Creating value/positive outcomes 7.97
Patient relationships 3.76
Coworker/client relationships 7.97
Writing/conducting research 4.21
Generating new ideas 7.24
Supervision/management 5.35
Patient interaction 3.59
Public interaction 3.44
Collaboration 7.76
Family/leisure time 6.09
Impact on well-being 7.58
Problem solving 6.55
Expertise 7.13
Repetition 6.32
Applying scientific knowledge 6.97
Applying clinical knowledge 6.81
Parental leave 6.71
Compensation 7.58
Benefit package 7.94

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.

Director of Pharmacy Operations Salary. ZipRecruiter. Available at: www.ziprecruiter.com/Salaries/Director-Of-Pharmacy-Operations-Salary. Accessed July 1, 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
(571) 404-0471 | www.afpenet.org

American Pharmacists Association (APhA)

2215 Constitution Avenue, NW, Washington, DC 20037
(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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