Strengthening the future of pharmacy leadership

Professor Mahendra Patel advocates for the establishment of a Royal College of Pharmacy to enhance professional representation and collaboration...

The UK pharmacy professions are at a pivotal juncture, driven largely by the requirement for newly registered pharmacists to qualify as independent prescribers by 2026 and the urgent need for all pharmacy professions to collaborate to deliver on their full potential. These pressing needs led the four UK Chief Pharmaceutical Officers to establish the UK Commission on Pharmacy Professional Leadership, with the goal of ensuring that pharmacy professionals are appropriately supported as their roles evolve.

The Commission recommended forming a collaborative, inclusive professional leadership federation, guided by the independent UK Pharmacy Professional Leadership Advisory Board (UK PPLAB). The aim is to support and steer the transition to a sustainable, effective leadership structure for the pharmacy professions across the UK over the next 3-5 years.

As an Independent Expert Member of the UK PPLAB, I have seen from the outset how transformative this opportunity is. It provides a pathway to unify the profession's leadership bodies and create a clear, strong structure that will lead pharmacy into the future.

The Options Presented

The Commission presented three potential pathways for the future of pharmacy leadership:

1. Maintain the Status Quo – Keep the existing leadership structures as they are.
2. A Single Professional Leadership Body (PLB) – One leadership body could offer the infrastructure to host others on more equal terms.
3. Develop a New PLB with Royal College Recognition – Aspire towards Royal College status, with formal representation from all relevant professional and specialist groups.

The most transformative option is the establishment of a Royal College of Pharmacy. This would elevate the pharmacy professions, providing a formal structure for specialist professional groups (SPGs) to operate as faculties, which would enhance collaboration and professional development.

Showcasing Strengths and Addressing Weaknesses

For the UK PPLAB to successfully guide the profession, both the Royal Pharmaceutical Society (RPS) and the Association of Pharmacy Technicians UK (APTUK) must critically assess their positions. They must highlight their strengths, such as established infrastructure and experience, while also addressing weaknesses like inclusivity and engagement.

This self-assessment is essential not only for these organisations but for the entire profession. It will help determine whether a new body is needed or whether an existing one can evolve to meet future demands. The immediate challenge is to build trust and foster closer collaboration between PLBs and SPGs in leadership, governance, and representation—a process that the UK PPLAB is already facilitating with great energy and commitment.

The Role of Specialist Professional Groups

Specialist Professional Groups (SPGs) are going to be crucial in any future leadership structure. Whether as faculties under a Royal College or as part of another unified framework, their voices must be heard, and their expertise must be recognised and equitably supported.

Moving Forward Together

As the UK PPLAB steers the future of pharmacy leadership, it is essential that no one feels excluded—regardless of sector, background, or age. Achieving parity of esteem between pharmacists and pharmacy technicians is also critical, as is fostering a widespread culture of mutual respect. This may require a sizeable shift in mindset in some cases for everyone to unite as one pharmacy profession.

Interestingly, we now have the welcoming and groundbreaking announcement made by the RPS recently, following its 18-month independent governance and constitution review, to transition towards becoming the Royal College of Pharmacy. This development aligns strongly with the UK PPLAB’s mission and the Commission's work, marking a monumental first step in this long journey. However, it hinges on significant member support: a two-thirds majority of voting RPS members is required to make the necessary Royal Charter changes.

No doubt there will be a detailed programme of engagement activities rolled out by the RPS over the coming months to gather the wider support of its members, and it is surely one that we should all get behind for it to be a success all round.

A Call for Inclusive Leadership

The UK PPLAB’s mission is to guide the pharmacy professions through this transformation. To do this effectively, we must foster open, constructive dialogue that challenges the status quo. Only then can we ensure that the final decision reflects the needs and aspirations of all pharmacy professionals.

It’s also crucial that the RPS’s plan of action is truly inclusive—both professionally and geographically across the UK—to ensure equitable representation.

Conclusion

There is no viable alternative to the Royal College option if we wish to avoid stagnation. The future of pharmacy leadership in the UK depends on the collective will and active participation of the entire professions and their members. This demands meaningful and sustainable collaboration to strengthen belief, raise confidence and pride across all platforms of pharmacy.

Now is the time for the RPS, APTUK, and all pharmacy professional bodies to step up, showcase their strengths, take ownership, and work together to shape the future of pharmacy leadership in the UK.

Authored by Professor Mahendra G Patel OBE, PhD, FHEA, FNICE, Alumni FIPA (India), FRPharmS

Independent Expert Board Member, UK Pharmacy Professional Leadership Advisory Board

Director, Centre for Research Equity, University of Oxford