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Health System Management

Hospital and health-system pharmacy managers supervise daily operations, ensuring medication safety while managing staff supervision, scheduling, budgeting, and regulatory compliance. They often work closely with clinical teams, mentor staff, and implement innovative solutions to enhance patient care and workflow efficiency. These positions offer opportunities to develop leadership skills, shape department culture, and advance pharmacy services within complex health care organizations.

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

Pharmacy managers who work in institutional settings, be that a hospital or health system, focus on safe medication dispensing, inventory and budget management, staff scheduling and supervision, and regulatory compliance to ensure quality patient care. They may supervise and mentor staff pharmacists and pharmacy technicians.

On a daily basis, managers may be involved in clinical decision making, overseeing operations, counseling/consulting on medication management, participating in interprofessional meetings, hiring, training, and supervision of other clinical staff.

Key roles and responsibilities include:

  • Managing staff
  • Maintaining inventory and supply chains
  • Ensuring adherence to laws and policies
  • Managing financial aspects
  • Collaborating with health care providers and regulatory bodies

Characteristics

A total of 30 health system managers responded to the 2024–2025 APhA Career Pathways Program Survey. Forty percent of the respondents completed a residency, and one completed a fellowship. Twenty percent also completed an additional degree: MS (8.0%), and MHA (8.0%). One respondent also said they received an MBA.

Information provided indicated that pharmacists in this profile have an average age of 44 years old. The median salary for a health system pharmacy manager falls between $130,000 and $161,000 annually. The median total pay is around $140,563. Total pay can include bonuses dependent on the specific position and the company.

Health system pharmacy managers work on average a 40-hour week. The number of hours can depend on the 24/7 nature of hospital operations. The significant administrative and managerial responsibilities contribute to longer hours. Thirteen percent indicated that they travel for work. Another 13% indicated that they work nights and weekends.

A total of 23 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. Three primary skills stood out the most: adaptability (13.3%), listening skills (13.3%), and communication (10.0%).

One respondent from Indiana stated, “Being open minded to deal with many people in person and on the phone, being diplomatic and have a good sense of humor, especially being able to listen.” Another respondent from Massachusetts added, “As a manager, I use communication skills and people skills.”

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 are the two areas that were rated the same across the group.

  • Collaborating with health professionals (40.0%)
  • Autonomy (33.3%)
  • Work type (e.g., repetitive versus variable work) (20.0%)
  • Problem solving (13.3%)
  • Communication (13.3%)

In addition to the top 5 factors, the second tier of critical factors are listed below. Note that just one of the factors, collaborating with health professionals, is listed in both areas as the highest rated in the tier. In addition, four of the second tier factors have identical ratings.

Top 5 – Second tier

  • Collaborating with health professionals (26.6%)
  • Ongoing coworker/client relationships (13.3%)
  • Organizing/management/supervision of people (13.3%)
  • Innovative thinking (13.3%)
  • Leisure and family time (13.3%)

One respondent from Indiana indicated that they “love the challenge of figuring out a problem and successfully solving it.” Another respondent from Iowa added, “I love variety and new pathways. Innovative thinking gets us the great new paths to better outcomes.”

A pharmacy manager from Florida stated, “Work life balance is important.” A different respondent from Iowa added, “This goes with my problem solving and innovative thinking. I want to use my foundational knowledge to be the problem-solver. I went into pharmacy to be this resource and love being the one people call.”

There are many rewarding and challenging experiences with being a pharmacy manager in a health system. Twenty percent of the respondents indicated that working with patients was a rewarding experience. Ten percent of the respondents indicated that another rewarding aspect is working with the staff/team to help them meet their goals. There was no specific theme when it came to challenges. Numerous other areas were highlighted by the respondents.

A respondent from Georgia stated, “Most rewarding–supporting the clinical pharmacists to positively impact patient care.” Another respondent from Florida added, “Helping other pharmacists achieve their career/clinical goals.” Supporting these statements was a different respondent from Georgia who indicated, “Improving someone's day to make their job more fulfilling.”

A couple of additional rewarding and challenging statements from respondents include one from Iowa, “Most rewarding are those homeruns when you pull a solution off that permanently fixes a problem like hyponatremia. Most challenging is when the right treatment is not financially attainable for the patient.”

A respondent from Indiana discussed challenges when they stated, “challenging communication throughout the hospital, market, and national teams.”

Thirty-seven percent indicated that work schedule is an additional factor that is important to them. In addition, the following factors were also listed as important to consider: pressure/stress (13.3%) and self-worth (10.0%).

The managers 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:

  • "Being recognized by my peers as pharmacist of the year at my hospital."
  • "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."
  • "Having worked with a group of folks long enough to walk with them through pharmacy school, residency training, getting a job, and seeing what all they achieve."
  • "Converting the pharmacy from a centralized distribution to decentralized distribution."
  • "More challenge and complexity and need for more specialists with expertise."
  • "Robotics."

Most Appealing Aspects

What aspects of the role are most appealing?

Respondents listed several different aspects that are appealing. Thirteen percent of the managers listed flexibility as a most appealing aspect of the role. Ten percent liked the schedule for the hours they work and the autonomy that the position provides.

One respondent from Georgia stated, “Learn something new every day, having the opportunity to develop new clinical services.” Another from Wisconsin added, “The hospital I work for gives me the autonomy to make decisions with my team that can move the department forward.”

One additional pharmacist from Arizona liked the, “Set schedule, removing barriers for pharmacy department so they can deliver high quality care.”

Least Appealing Aspects

What aspects of the role are least appealing?

Respondents listed several different aspects that are least appealing. Personnel management (16.6%) was one specific area that stood out as a least appealing role for health system management. There are numerous other areas that are listed by the respondents. One respondent from Arizona indicated, “Managing difficult personalities and politics.” Another from Georgia supported this when they stated, “Dealing with human resource related issues.”

A different respondent from Georgia expressed concern for the staff, “Rotating on-call schedule for the pharmacy department (on call 24-7 for 1 week every 6 weeks).”

Finally, a respondent from Florida stated a least appealing aspect is, “Unproductive high-level meetings.”

Advice

What advice should student pharmacists and practitioners consider when selecting a position in a health system managerial role?

Respondents provided advice for student pharmacists and new practitioners across several areas. Thirteen percent of the respondents listed the importance of continued learning be that for management roles, clinical knowledge, or other opportunities that arise. A variety of other thoughts were provided. A sample of the comments are listed below:

  • Learn leadership and management skills. Get a mentor. Network.
  • Try to rotate through as many different areas in pharmacy school to gauge what areas they enjoy the most.
  • Stay involved, stay current, and stay curious.
  • If going into management, choose your team wisely when hiring. Set clear boundaries to protect your personal time.
  • Don't rush to administration. If you are a traditional student pharmacist, your career will be 30+ years. Enjoy patient care and slowly pick up new experiences and responsibilities. Your career is a marathon, not a sprint. You will burn yourself out trying to finish all your goals in 5, or even 10 years.

Critical Factors Ratings

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

Respondents rated this factor with a mid-range score of 7.15.

One respondent from Iowa provided information on their career journey” I work for a large health system and have for 36 years. During that time, I have been a staff pharmacist in a hospital, a decentralized critical care pharmacist, manager of a long-term care pharmacy, and manager of a rural hospital pharmacy. I believe if I wanted to look at different avenues, they are all available within the health system.” Another from Indiana added, “Advancement after the manager level is limited, but leadership opportunities from staff positions abound.”

One additional pharmacist from Georgia provided their opportunities when they stated, “With pharmacy's ever present and evolving regulatory, compliance, and accreditation needs, I have been able to move from working in specialty pharmacy to supporting all ambulatory pharmacy and medication management for the system (infusion, retail, and specialty clinics).”

8.36
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 leadership development/professional involvement in the upper mid-range with a score of 7.88. This is the second highest rated factor for this group.

One respondent from Indiana stated, “We have a leadership development program with in-person/virtual classes, weekly short activities and monthly training.” Another from Iowa has a slightly different experience and added, “Leadership development and interpersonal skills development are encouraged by the system. Regular classes are held. In addition, my local hospital has quarterly leadership development days to improve communication, financial and management of people. My involvement in the pharmacy profession is self-directed and is not really encouraged or discouraged by the health system. At my local hospital, they do not promote my professional involvement except to allow me to attend meetings.”

One respondent from North Carolina had a different perspective and indicated:” There is no real training for leadership and little support for professional development for staff/clinical pharmacists.”

7.88
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?]

Respondents rated the impact they have on the community with a mid-range score of 6.88.

One respondent from Georgia stated that they “Provide care to inpatient and ambulatory patients in an integral role.” A respondent from a rural hospital in Iowa added, “I have had the opportunity to directly oversee the expansion of services. I am close to my patients as they are my neighbors, my friends and those I see around town all of the time.”

6.88
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 rated autonomy with a mid-range score of 7.20.

A pharmacist from North Carolina offered the following, “The pharmacist is able to share new ideas to leadership.” Another respondent from Georgia had a different perspective and indicated, “Within some restraints, but to a great degree. The restraints are generally either financial or when other departments need to get involved. Within my department, I have both responsibility and authority.”

A respondent from Florida stated they like, “The autonomy to make decisions and problem solve.”

7.20
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?]

Pharmacy managers rated focus with a mid-range score of 6.16.

On respondent from North Carolina indicated, “We are so busy putting out fires for immediate tasks (high patient load and drug shortages) that we don't have time to think about the future.” Another from Georgia supported this when they added, “We are a few years behind in some areas, which means we do a lot of putting out current fires. We are working towards a future focus, but that is essentially on overtime I am putting in.”

In contrast, one pharmacist from Iowa stated, “I feel like I constantly focus on the future.”

6.16
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 listed prestige in the mid-range with a score of 6.96.

One respondent from Iowa has a positive look at prestige when they stated, “Locally, I am highly regarded. The providers I work with publicly compliment me and promote pharmacy as intelligent, knowledgeable and approachable. In the community, when I am introduced, people proudly say I am in charge of the pharmacy at the hospital. It makes my heart happy.”

On the other side of the perspective, a pharmacist from Georgia stated that they are, “Referred to as pharmacy and given little recognition by other professionals.”

6.96
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?]

Respondents rated this factor as a mid-range score of 7.24.

One practitioner from Iowa provided a detailed response when they stated, “As a hospital, we are very focused on measurable outcomes and routinely communicate positive patient experiences and outcomes. We work together to create an environment that is provider led, patient centered and measured.”

7.24
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?]

Based on the roles and responsibilities of the pharmacy manager, it makes sense that they rate patient relationships at 2.00, a low-range response.

One respondent from Iowa looked at both patient and coworker/client relationships when the stated, “Patients are slightly more episodic in the hospital, but we certainly have patients I have long term relationships with. I have worked hard to reinforce a culture where coworkers are valued and close.”

2.00
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 with a score of 7.80.

One respondent from Georgia indicated, “I have been at my health system for over 10 years, and we tend to retain a lot of staff. I have many ongoing relationships with my peers within my department and outside.” Another respondent from Indiana added, “Have many long-time employees with greater than 10 years, leads to good coworker relations.”

One additional respondent from Florida stated, “It makes every day better if you have good relations with coworkers.”

7.80
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?]

Most respondents indicated that they do not spend much time on writing or conducting research. They rated this factor with a low-range score of 2.52.

One respondent from Georgia expressed concern rating this factor low and stating, “I think this is an important piece of pharmacy work that needs dedicated work time, as much as possible to be able to complete.” Another from Indiana added, “I have only written one article and our whole department has only published a couple of articles.”

2.52
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 rated this factor in the mid-range with a score of 7.32.

One respondent from Indiana stated, “My charge as ambulatory manager is to grow the ambulatory service line.” Another from Iowa added, “I believe I have the opportunity to try new things, new ways and try to grow. I have been instrumental in bringing many new services to the hospital and creating new ways to meet the needs of our population.”

7.32
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 as the highest rated critical factor for the group at 8.12.

One respondent from Georgia summed this up nicely for the group when they stated, “Operations manager of an inpatient pharmacy. Supervise 45 staff members and our inpatient inventory.”

8.12
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?]

Patient interaction is the lowest rated critical factor with a score of 1.60.

One respondent from Florida highlighted why this may be the lowest factor for managers when they stated that “(we) need to see impact.”

1.60
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?]

Public interaction is in the low range with a rating of 1.92.

While this is rated a low factor, one respondent from Massachusetts feels that “Building relationships vital to success.” The question is can this happen with this low rating?

1.92
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 is rated as a mid-range score of 6.88. This can differ by institution and how the structure is set up.

One respondent from Georgia stated, “We have in-service education programming for nursing on pharmacy-related topics.” Another respondent from Ohio added, “This is my passion and I'm happy to do it all of the time.”

6.88
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 rated this factor with a mid-range score of 5.60.

A respondent from Georgia stated, “Leisure and family time is important for building and maintaining resiliency and avoiding burnout. Too often many of us do not take enough time to do this or ensure our teams are taking time to do this.” Another respondent from North Carolina indicated that, “It is hard to take vacation because we do not have enough staff to cover our time off. Especially as we get staff with longevity there is not built in time in the FTE calculation for vacation or family leave.”

One respondent from Georgia stated, “Due to specialized nature of my work, difficult to find others to cross-cover or take on my responsibilities.” A different respondent from Georgia added, “Weekends, if I am not thinking about work. Too stressed to think about something else after getting home.”

5.60
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?]

Pharmacy managers rated their impact on well-being of others at 6.88

A respondent from Georgia stated, “I have been working to promote well-being and a better culture in my pharmacy.” Another from Iowa added, “This is a constant challenge. I do what I can to those around me with the skills I have, but I do not know what the outcome might be.”

Another respondent from Florida stated, “Need a good balance. Some pressure is ok but should not be too much stress every day.”

6.88
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?]

Pharmacists rate problem solving with a mid-range score of 5.72.

One respondent from Georgia stated, “I'm not scared to try new alternatives, but don't have a lot of time to be thinking outside the box currently.” Another from Georgia added, “I love the challenge of figuring out a problem and successfully solving it.”

5.72
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?]

Respondents rated their expertise in the mid-range with a score of 6.12, leaning slightly to the specialized side.

One respondent from Iowa provided the following, “I need to be pretty generalized and ready for anything. However, since the majority of my patients are elderly, I am board certified in geriatrics.”

6.12
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 rated 5.76, which is a mid-range response.

A respondent from Indiana stated, “I have monthly tasks that must be completed, but a lot of my time is working on innovative projects.” A respondent from Georgia added, “Many repetitive tasks, but many new issues come up each week.”

5.76
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 indicated that they apply scientific knowledge with a rating of 5.80 a mid-range response.

One respondent from Iowa indicated that “I use my head ALL OF THE TIME and I love it! I want to solve problems. I want to think. I want to create answers.”

5.80
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?]

Respondents indicated that they apply their clinical knowledge more often than their scientific knowledge and rated this factor a 6.28.

One respondent from Georgia stated, “Applying clinical knowledge is vital as a clinical pharmacist. I would not be able to do my job without applying clinical knowledge.” Another respondent from Massachusetts added, “Applying the clinical knowledge I have learned and continue to learn.”

6.28
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?]

Pharmacy managers rated parental leave with a mid-range score of 5.92.

A respondent from North Carolina stated, “This has improved over time with maternity leave increasing and now offering parental leave for fathers or significant others.” Another respondent from Indiana added, “We offer what is federally and state required only.”

One respondent from Georgia expressed concern when they indicated that they have, “No parental leave. Only offer is to pay outside short term disability and use FMLA.”

5.92
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 with a mid-range score of 6.76.

One respondent from Iowa was succinct in their statement, “I am very well compensated.” Another from Georgia added that they, “Need more PTO!”

A respondent from Arizona added, “Compensated fairly based on increasing cost of education and cost of living.” One additional respondent from Wisconsin put this succinctly, “It's important.”

6.76
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?]

Overall, the respondents rated their benefit package with a mid-range rating of 7.24.

A respondent from North Carolina stated, “It would be nice to have educational support for board certification maintenance and attendance to educational meetings.” Another from Massachusetts added, “Benefit package is very important.”

A pharmacist from Georgia added, “401k, fair amount of PTO, pretty poor insurance coverage.” One additional respondent from Iowa provided the following, “There are some holes, but it is, generally, pretty complete. For a while we had a concierge service that was like a personal secretary, and I loved it.”

7.24
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 16.6% of the health system managers. Information from several of the pharmacists is listed below:

  • “Continued expansion of the need for pharmacists.”
  • “Stable and ongoing.”
  • “More challenge and complexity and need for more specialists with expertise.”
  • “Value care, improving transitions of care.”
  • “Uncertain impact of AI.”

Critical Factors

Opportunities for Advancement 7.15
Leadership Development / Professional Involvement 7.88
Community Impact 6.88
Autonomy 7.20
Focus 6.16
Prestige 6.96
Creating Value / Positive Outcomes 7.24
Patient Relationships 2.00
Co-worker / Client Relationships 7.80
Writing / Conducting Research 2.52
Generating New Ideas 7.32
Supervision / Management 8.12
Patient Interaction 1.60
Public Interaction 1.92
Collaboration 6.88
Family Time / Leisure 5.60
Impact on Well-being 6.88
Problem Solving 5.72
Expertise 6.12
Repetition 5.76
Applying Scientific Knowledge 5.80
Applying Clinical Knowledge 6.28
Parental Leave 5.92
Compensation 6.76
Benefit Package 7.24

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.

Hospital Pharmacy Manager Salary. ZipRecruiter. Available at: www.ziprecruiter.com/Salaries/Hospital-Pharmacy-Manager-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, Illinois 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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