”Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” – Margaret Mead

Substitute the words “practitioners” for” citizens” and “clinical pharmacy practice” for “the world” and you have a perfect description of ACCP’s practice and research networks (PRNs). The PRNs were conceptualized and developed in the early 1990s as informal grassroots groups of members sharing a common area of practice or research. During the almost 20 years since they were established, the PRNs have grown in size and number, and their activities have evolved. There are now 22 PRNs, each of which provides important avenues and opportunities for members to interact; develop professional relationships, collaborations, and friendships; contribute important programming to ACCP meetings; and avail themselves of other educational and professional opportunities. Some PRNs have written position statements or guidelines regarding issues of importance for the profession and/or for specific areas of pharmacotherapy. PRN members are recognized as influential pharmacotherapy experts within ACCP, but also at their local institutions, by other pharmacy organizations and by agencies outside the pharmacy profession. Indeed, the PRNs are highly regarded by other pharmacy organizations; a prominent leader from another pharmacy association recently told me that ACCP’s PRNs have “set the standard” for networking opportunities within pharmacy organizations and should serve as a model for other associations.

The success of the PRNs is a testament to the dedication and expertise of the PRN membership overall and, in particular, a tribute to the networks’ elected leaders and the vision and direction that they have provided. Continued excellence in PRN leadership is crucial to the continued viability of the PRNs and, overall, to the continued vitality of ACCP as a whole. Many members of the Board of Regents and the Research Institute Board of Trustees have initiated their leadership development through leadership functions within the PRNs. Indeed, most of ACCP’s leaders have come either from serving as Chair of one or more ACCP committees and/or from serving as an elected PRN officer. Through the years, and currently, outstanding elected leaders have clearly blessed the PRNs. However, in today’s complex and rapidly changing and evolving health care environment, continued excellence in PRN leadership should perhaps not be taken for granted.

How can we ensure that a continuous pipeline of skilled leaders will be available for the PRNs and, by extension, to ACCP overall? I suggest that each PRN devote time to considering strategic methods of cultivating the next generation of PRN leaders. I encourage each PRN to conduct some formalized leadership planning – that is, to consider preparing and implementing formal strategies for continuous development of future leaders for your PRN. There are many ways to achieve this, and the needs of each PRN may be network-specific. Numerous avenues are available within ACCP for leadership training and skills development (through the ACCP Academy’s Leadership and Management Certificate Program, for example), through other professional organizations, in published literature, or perhaps through members’ own institutions and practices. One suggestion is to consider forming a specific PRN committee or subcommittee that you could charge with preparing recommendations for leadership development within your PRN.

The PRNs continue to be the heart and soul of ACCP, and they are routinely cited as one of the important benefits of membership in the College. As you consider strategies for developing and cultivating future leaders for your PRN, please also let members of the Board of Regents know how we can serve you better and meet your needs. As always, please do not hesitate to contact me at [email protected] or call me at (317) 613-2315, ext. 306 with suggestions or questions.