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Health System (Director)

Pharmacy directors in hospitals and health systems oversee all pharmacy operations, from medication procurement and safety to staff management, budgeting, and regulatory compliance. They collaborate with other health care leaders, shape institutional policy, and ensure pharmacy services align with the broader goals of the organization. These roles provide opportunities to influence patient care on a systems level, lead large teams, and drive innovation in institutional practice.

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

Pharmacy directors who work in institutional settings, be that a hospital or health care system, are responsible for overseeing all pharmacy operations, including medication procurement, inventory management, quality assurance, and regulatory compliance.

They supervise and mentor all levels of pharmacy staff, collaborate with other health care leaders, and develop policies to optimize medication safety and patient outcomes. On a daily basis, they may be involved in clinical decision making, addressing patient or provider concerns, and participating in interprofessional meetings. One of the primary functions is to make sure that the pharmacy department supports and is aligned with the overall goals of the organization.

Key roles and responsibilities include:

  • Department leadership
  • Operations and inventory management
  • Staff management and development
  • Regulatory compliance and quality assurance
  • Adherence to institutional and legal standards
  • Financial management
  • Collaboration and patient care

Characteristics

A total of 43 pharmacists in director roles in health system practice responded to the 2024–2025 APhA Career Pathways Program Survey. Forty percent of the respondents completed a residency and 2.3 % completed fellowship. Forty percent also completed an additional degree: MBA (23.2%), MS (9.3%), and MPH (4.7%). Another 3.1% received more than one graduate degree.

Information provided indicated that pharmacists in this profile have an average age of 47 years old. The median salary for a health system pharmacy director falls between $163,000 to 248,000 annually. The median total pay is around $183,000. Total pay can include bonuses dependent on the specific position and the company.

Health system pharmacy directors work on average for a 40-hour week. The number of hours can depend on the specific type of position. The total hours per week does depend on the size of the hospital, specific administrative duties, and whether the pharmacy is open 24/7. Many are also on-call if needed for urgent issues that may occur. Twenty-six percent indicated that they travel for work. Another 41.8% indicated that they work nights and weekends.

A total of 40 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. Two primary skills stood out the most: adaptability (12.5%) and communication (10.0%).

One respondent from Georgia stated you need, “Adaptability, along with strong pharmacy knowledge base of clinical and operational aspects.” Another respondent from Washington added it is good to have, “A deep network of colleagues and professionals you can tap for information or bounce an idea off of.”

One respondent from Kansas was very prescriptive in their response, “The ability to understand the perspectives and needs of other healthcare professionals and ask in a way that reduces the challenges that are presented as a result of the pharmacy regulatory requirement. Collaboration and problem solving. If you are a successful fixer the sky is the limit.” One additional pharmacy director from Louisiana added the importance of, “Nimble learning, generosity, kindness, leadership development.”

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

There were four areas rated the same across the group:

  • Organizing/management/supervision of people (23.3%)
  • Collaborating with health professionals (18.6%)
  • Work type (e.g., repetitive versus variable work) (18.6%)
  • Innovative thinking (18.6%)
  • Community impact (18.6%)

In addition to the top 5 factors, the second tier of critical factors are listed below. Note that just one of the factors, innovative thinking, is listed in both areas

Top 5 – second tier

  • Leisure and family time (32.6%)
  • Problem solving (27.9%)
  • Autonomy (18.6%)
  • Innovative thinking (14.0%)
  • Ongoing coworker/client relationships (14.0%)

One respondent from Ohio wrote about the importance of organizing/management/supervision of people indicating that they, “Be a servant leader. Treat others as you would like to be treated.” Another respondent from Georgia added, “Managing people well to better care for patients.”

A pharmacy director from Wisconsin looked at innovative thinking in this way, “Creative, outside-the-box, new ways of approaching pharmacy.” Another from Georgia added their role, “requires innovative thinking to be agile and adaptable.”

There are many rewarding and challenging experiences in being a pharmacy director in a health system setting. Seven percent of the respondents indicated that a rewarding aspect is working with the staff. Another area highlighted was a challenge in communications also at 7.0%. Numerous other areas were highlighted by the respondents.

A respondent from Kansas stated, “My current role has included me building a hospital pharmacy service line from the ground up. I have increased the skill of my team and elevated the care that is provided to my patients. Building it was hard, but I am going to finish the job and ensure that it is sustainable beyond my time of service.” Another respondent from Washington added, “The most rewarding is seeing a patient succeed after falling so far to be in this environment.” Supporting these statements was a different respondent from Arkansas who indicated, “Most rewarding is hearing that from someone that we've saved their life.”

A couple of additional rewarding and challenging statements from respondents include one from Wisconsin, “Rewarding–department-wide results. Challenging–department-wide change management.”

A respondent from Massachusetts discussed challenges when they stated, “Making a positive difference in patient care and in employee’s professional lives.”

Twenty-five percent indicated that self-worth/value is an additional factor that is important to them. In addition, the following factors were also listed as important factors to consider geographic work location (20.9%), flexibility (20.9%), work schedule (18.6%), and multiple task handling (9.30%).

The directors that work in health system settings listed a variety of responses that they consider highlights of their career and where they see the future of the role. Several of the responses are listed below.

  • “Opening a brand-new community hospital in 2017, with oversight of inpatient and outpatient pharmacy.”
  • “After 40 years in pharmacy, having the respect of my peers and continuing to teach my team to lead and succeed.”
  • “Serving in multiple leadership roles at national and local organizations alongside amazing people.”
  • “Being awarded Fellow status of the American Academy of Clinical Toxicology and being elected President of the American Board of Applied Toxicology.”
  • “Expanding clinical pharmacist work in the daily patient centered model.”
  • “Increased collaboration with providers.”
  • “Expansion of pharmacy staff as this area is where most care takes place.”
  • “Less inpatient practice opportunities, more ambulatory care opportunities such as wellness, health promotion, disease prevention, oncology, and biologics.”

Most appealing aspects

What aspects of the role are most appealing?

Respondents listed several different aspects that are appealing. Patient care was listed most often by respondents at 13.9 %. This was followed by: autonomy (11.6%), and flexibility (9.30%).

One respondent from New York stated, “To have latitude to make improvements and create new solutions that improve patient outcomes.” Another from Louisiana added, “Autonomy, flexibility, and goal-oriented leadership.”

Least appealing aspects

What aspects of the role are least appealing?

Respondents listed several different aspects that are least appealing. Three distinct areas were listed as least appealing roles all at the same 9.30%. These include managing staff, paperwork, and workload. There are numerous other areas that are listed by the respondents.

A respondent from Kansas stated their concerns about staff, “As an administrator in an acute care setting when your people don’t make good on their commitments I am the fall guy.”

Advice

What advice should student pharmacists and practitioners consider when selecting a position as a health system pharmacy director or administrator?

Respondents provided advice for student pharmacists and practitioners across several areas. Nineteen percent of the respondents listed the importance of a residency. An additional 16.3% said that continued learning is a key to any director level role. A variety of other thoughts were provided. A sample of the comments are listed below.

  • “To be satisfied you must work hard. To succeed you must be engaged in the profession, not just your work.”
  • “Find a role where you can actually apply what you went to school to learn and 'get your hands dirty' in the practice of pharmacy as often as possible.”
  • “Learn as much as you can from a diverse range of professionals (nurses, RT, PT, physicians, case management).”
  • “Get as much specialized training as possible to differentiate yourself, and grow soft skills including leadership, collaboration, and relationship building.”
  • “If considering a management track, business acumen as well as people management skills are important to your success.”
  • “Be flexible, keep an open mind, and get comfortable with change.”

Critical factor ratings

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

Respondents rated this critical factor mid-range with a score of 6.56.

A respondent from New York provided the following, “I went from staff pharmacist, to supervising pharmacist, to manager, and to director in a hospital. It was because I showed the value of a hospital owned community pharmacy to leadership. It was not handed to me/no path laid out for me.” Another pharmacist from Georgia added, “I am in a rural, community hospital setting. Unless I try for a corporate office position, there is no other advancement for me within the pharmacy.”

6.56
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?]

Leadership development/professional involvement was rated a 7.98 which is a high mid-range rating.

A respondent from Louisiana stated, “I am active in state and national pharmacy organizations and in leadership development training for myself and my teams.” Another from Georgia added, “Our institution values growth and development and allows for budgeting for extended certifications or degrees. For instance, I have completed the American Society of Health-System Pharmacists (ASHP) Pharmacy Leadership Academy (PLA) program, earning a Diplomate, Pharmacy Leadership Academy (DPLA) designation.”

One respondent from Colorado looked at this from a skills development side indicating, “Never miss an opportunity to develop new skills. You can use these outside of work as well!”

A different respondent from Georgia had a differing perspective when they stated, “Heavy workload limits ability to be involved in professional organizations.”

7.98
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 does your work have in terms of serving the community?]

Community impact is the highest rated critical factor for this group. The rating is 8.30.

A respondent from Georgia stated, “Daily for patient care, hospital system also has numerous community involvement opportunities.” Another pharmacist from Wyoming indicated, “I am in charge of antibiotic stewardship, post discharge counseling and in-service programs for nursing, all of which affect the community down the line.”

A respondent from New York provided a broader view when they said, “Meds to beds, non-sterile pediatric compounding, home infusion and durable medical equipment (DME), we take care of our most vulnerable patients in our community, leaving no one behind whether it is a pandemic, blizzard, or drug shortage.”

8.30
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?]

Pharmacists rated autonomy in the upper range with a score of 8.00.

A respondent from Wyoming indicated that they are, “allowed a large amount of autonomy, I have a chief nursing officer (CNO) above me, but we have a great working relationship, and she values my input as I do hers.” Another from Gorgia expressed, “I have pretty much full autonomy when it comes to pharmacy decisions. Only when adding new services that will require increased costs or capital expenses do I have to pass decisions to my one-up (which is the chief financial officer (CFO) of the hospital).”

One respondent from Wisconsin indicated that they have, “Director level autonomy–everything except something that requires vice president approval.” A director with a different view from Massachusetts stated, “I am a professional, I should be allowed autonomy as long as the work gets done and correctly.”

8.00
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?]

Respondent ratings were in the mid-range at 7.12, with focus leaning slightly toward future tasks.

One respondent from New York stated, “This was tough 2020–2022, but (since) 2024 we are getting back to planning for the future.” Another from Colorado added, “We need to always be forward thinking, but the lack of staff can lead to getting bogged down in daily tasks/audits.”

Another director from Kansas indicated, “We are very growth focused. I have increased headcount’s and highlighted the value of our pharmacist team.”

7.12
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?]

Respondents rated prestige in the mid-range with a score of 6.77

A respondent from Washington stated, “I am a trusted and consulted by physicians and research institutions for my expertise and evaluation of novel radiopharmaceuticals and procedures.” Another from Wyoming added, “Seen as highly educated part of team. Nurses and (most) doctors’ welcome insight and advice.”

A respondent from Georgia provided a slightly different response, “We could be held at a higher prestige, but in my opinion this is to be expected in the rural, small-town hospital I work at.” Another respondent from Arkansas was blunt when they stated, “No ‘prestige’ with my role, even though it is a system level director position.”

6.77
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 rate this critical factor at a 7.60 mid-range response.

One respondent from Florida indicated that they, “feel that I make an impact every day. That is what keeps me doing the role.” Another respondent from Kansas stated, “I have the ability to positively impact patient care.”

A respondent from Washington stated, “My personal fulfillment is directly associated with the success of our service to our community.”

7.60
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?]

Health system pharmacy directors rated patient relationships at a low range with a score of 3.05. This makes sense as the role in most locations is more administrative.

One respondent from Missouri stated, “We have little interaction with patients outside of immunizations.” Another respondent from Wisconsin added, “No direct care patient activities.”

3.05
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?]

Health system directors indicated that their relationships with coworkers and clients is a mid-range rating of 7.58. This makes sense based on the roles and responsibilities of the director.

One director from Wyoming indicated, “Always be pleasant. Patients come and go, but they talk. Coworkers are often around for a long time. If you have good interactions, it is a ‘good long time;’ if painful interactions, it is a ‘painfully long time.’” Another respondent from Georgia added, “Since my position is mostly administrative, I have very limited contact with patients, but it does allow me to have a large impact on coworkers!”

One respondent from Louisiana looked at this in a different light and stated, “Professional success is dependent on relationships with colleagues and vendors.” One additional respondent from Massachusetts listed the importance of this area by stating, “Good and rewarding relationships can help soften even a rough job.”

7.58
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?]

Writing/conducting research is very limited in a director role. Respondent rated this in the low range with a score of 2.86.

A pharmacist from Georgia put this bluntly, “Not enough bandwidth.” Another respondent from Wisconsin supported this by indicating, “Usually only when a resident selects my project ideas. I would do more if my workload were more balanced.”

One respondent from Washington has a different perspective based on their role when they stated, “I spend approximately 40% of my time engaging in research projects, clinical trials and reviewing research protocols.”

2.86
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 rated this factor in the mid-range with a score of 7.35.

One respondent from Wisconsin indicated that they are, “Responsible for enterprise-wide pharmacy strategy and innovation.” Another respondent from Washington added, “I am always looking for the next best treatment or diagnostic agent so that it can be utilized for patient wellbeing.”

Another pharmacist from Colorado stated, “Similar to a Plan-Do-Check-Act (PDCA) cycle, we are always reviewing processes and trying to make improvements. Additionally utilizing new technology is always at top of mind.”

7.35
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 supervision/management in the upper mid-range with a score of 7.91.

One director from Kansas was straight forward when they stated, “I have a team of 14 that report to me directly.” Another respondent from Washington added, “I provide expertise and regulatory oversight to four hospital nuclear medicine hot labs and two radiochemistry labs. I indirectly oversee 40 individuals of varying capacity.”

One the other side of this, a director from Wyoming indicated, “Small hospital; only full-time pharmacist.”

7.91
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 rated patient interaction as the lowest critical factor for the group at 2.40.

One respondent from Wisconsin discussed the fact that the director role is an, “Admin role... minimal (patient interaction) compared to staff.”

2.40
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?]

Directors rated public interaction in the low range with a score of 2.53.

A different respondent from Wisconsin stated, “Mainly pharmacy administration, internal colleagues and partners.” Another respondent from Kansas looked at this a little differently and stated, “I have to interact more with board members and C-suite staff.”

2.53
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?]

Collaboration was the second highest rated critical factor for this group with a high-range score of 8.05.

One respondent from Wisconsin listed the activities that they collaborate on, “Transitions of care, prescribing, collaborative practice agreements, pharmacy and therapeutics committees, etc.” Another from Georgia indicated they collaborate, “On a daily basis I work with nursing and anesthesia, pharmacists and technicians. I also create education for all staff, then targeted education for clinical leaders, for new nurse residency graduates and nurse managers.”

A respondent from Wyoming added, “I am involved with many aspects and committees at the hospital, safety, quality assurance, orientation, etc.” A pharmacist from Kansas added, “Collaboration key to patient care, developing protocols, and optimizing care.”

One additional comment from Massachusetts was very positive in looking at collaboration when they stated, “Working together from different perspectives to solve a problem is a win.” A different respondent from Wisconsin added, “Solutions focused on root causes instead of symptoms.”

8.05
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?]

Pharmacists rated this factor mid-range with a score of 5.31.

One respondent from Kansas stated, “I work 40 hours a week although I could work much more but with unlimited PTO and support when I need to be somewhere else it’s not a problem.” A different respondent from Kansas added, “I have a flexible schedule. This helps me go hard when I need to and then have the reward of taking time for work life integration and breaks.” Another from Wisconsin indicated, “refresh yourself to stay productive and prevent burnout.”

One the other side, a pharmacist from Georgia indicated it is, “Often difficult to manage work/life balance.”

5.31
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 with a score of 7.57, which is a mid-range response.

One respondent from Massachusetts stated that, “Every day as leader I set the tone for the teams to provide accountability.” Another respondent from Washington added, “I hope it is true that I have a significant impact on other's well-being.”

Another respondent from Wyoming had a slightly different take on this when they indicated, “I have a large impact on nursing and my pharmacy team. They see me as a go to for medication questions on a daily basis, which gives them peace of mind.”

7.57
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?]

Problem solving is rated with a score of 6.43, which is a mid-range response.

A pharmacist from Washington stated, “Problem-solving is a matter of finding the best alternative, some can be accomplished by utilizing tried-and-true methods and others require thinking outside the box.” Another from Wyoming added, “There is a reason why tried-and-true became tried-and-true.”

6.43
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 is looked at a little differently from an administrator position. Respondents listed they lean slightly to being specialized with a rating of 6.74.

One respondent Colorado stated, “Some is organic, and some is experiential, and some comes from new training.” A different respondent from Colorado provided the following, “My role includes oversight of a diversion monitoring platform, requiring skills with electronic medical records, automated dispensing cabinets, general information technology questions as well as a clinical background.”

6.74
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?]

Repetition is in the area that is very individualized–what is repetition to one, may not be to another. Directors rated repetition with a score of 6.53.

One respondent from Wyoming provides a good overview and stated, “There is always the routine tasks that need (to be) completed but I also work on highly variable tasks when needed. My colleagues are not afraid to utilize my drug information expertise, so I am busy with these queries as well.” Another from Wisconsin added, “Standard processes/approaches to work used for completing strategic plan.”

6.53
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 rated the application of scientific knowledge as a mid-range score of 5.29, slightly lower than the application of clinical knowledge.

One respondent from Georgia stated, “It’s low only because I have a role in administration and not as much in day-to-day operations.”

5.29
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?]

The pharmacists rated the application of clinical knowledge with a score of 6.33, which is a mid-range rating.

One respondent from Wyoming provided the following, “I am constantly asked medication dosing, side effect and compatibility questions as well as being expected to help set up new protocols and procedures.”

6.33
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 parental leave at 5.40 a mid-range response.

A director from Massachusetts stated, “I lead my teams with family first. The laws in our state are very generous to family leave.” One respondent from Georgia added, “We have standard parental leave opportunities, three months for mom and 1–2 weeks for dad.”

One respondent from Wisconsin had a very different and detailed response, “We need to think beyond utilizing FMLA for parental leave. It is not enough to only allow parents UNPAID leave, being a pharmacist, you are likely the parent that contributes significantly to the health of your family's finances. It is not acceptable to expect a working individual to just go without being paid for 3+ months. Often employer programs do not have a PTO policy that can cover an individual to the entirety of parental leave.”

5.40
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?]

Compensation van be viewed differently by each individual. The group as a whole rated this factor in the mid-range with a 6.81 response.

One respondent from Wisconsin stated thy are, “Fairly compensated but approaching top of range.” A respondent from Washington added, “I am well compensated for my responsibilities.”

Another from Colorado expressed a concern, “For my system level role, my compensation is less than that of some managers.”

6.81
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?]

The directors in the group rated the overall benefit package as a mid-range 6.81, a similar rating to compensation.

One respondent from Georgia stated that they have the, “Standard hospital benefit package.” Another respondent from Wyoming added, “We have a good package as well as a discount on any services provided by the hospital.”

A few respondents voiced concerns with one from Ohio indicating, “Has been better in the past.”

6.81
0 1 2 3 4 5 6 7 8 9 10
0 = Not comprehensive 10 = Very Comprehensive

Advice for students

Respondents provided advice across several areas and what the future brings. Expansion of services was listed by 30.2% for the directors. Information from several of the pharmacists is listed below:

  • “As you care for people, particularly as you get later in school and look at different practice settings, determine what ignites your passion. Inevitably, if it is your passion and it helps patients, the profession will grow in that direction and there will be a need you can fill.”
  • “Our clinical skills are pivotal for the future of medicine. More and more things may become automized, but that will create more opportunities for critical thinking.”
  • “Continued focus on strategy and creative problem-solving; continued difficulty with obtaining resources focused on supporting strategy.”
  • “Find a role where you can actually apply what you went to school to learn and ‘get your hands dirty’ in the practice of pharmacy as often as possible.”
  • “Be open minded and remember you are here to serve others, not yourself.”

Critical factors

Opportunities for advancement 6.65
Leadership development/professional involvement 7.98
Community impact 8.30
Autonomy 8.00
Focus 7.12
Prestige 6.77
Creating value/positive outcomes 7.60
Patient relationships 3.05
Coworker/client relationships 7.58
Writing/conducting research 2.86
Generating new ideas 7.35
Supervision/management 7.91
Patient interaction 2.40
Public interaction 2.53
Collaboration 8.05
Family/leisure time 5.31
Impact on well-being 7.57
Problem solving 6.43
Expertise 6.74
Repetition 6.53
Applying scientific knowledge 5.39
Applying clinical knowledge 6.33
Parental leave 5.40
Compensation 6.81
Benefit package 6.81

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.

Bondi DS, Acquisto NM, Buckley NS, et.al. Rewards, recognition, and advancement for clinical pharmacists. AACP white paper: doi.org/10.1002/jac5.1775 J Am Coll Clin Pharm. 2023;6:427–439.

Clinical Pharmacist Salary. ZipRecruiter. Available at:www.ziprecruiter.com/Salaries/Clinical-Pharmacist-Salary Accessed August 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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