In the face of prolonged health disparities and systemic challenges, clinical pharmacy stands at a pivotal moment, one defined by both responsibility and opportunity. Despite Americans living longer than ever before, significant inequities in health outcomes persist. Many communities struggle with access to effective treatments, while chronic diseases multiply across the nation. An astonishing $528 billion is lost each year to ineffective medication use, an expenditure that comprises 16% of total health care costs.¹ These wasted resources highlight both the critical gaps in our health care system and the imperative need for clinical pharmacists to ensure optimal, accessible, and equitable medication use. We are charged with not only providing high-quality care but also reaching communities in need, a challenge we can rise to with a united commitment to our highest purpose – improving human health.

To truly meet this challenge, we must cultivate our potential in a journey toward self-actualization, a concept first introduced by psychologist Abraham Maslow in 1954. Self-actualization represents the pinnacle of human growth, a state achieved only after fulfilling foundational needs like safety, belonging, and esteem. Self-actualization is a process of continuous growth toward understanding our unique talents, values, and purpose. This journey is deeply intertwined with effective leadership, especially in clinical pharmacy, where self-actualization propels us to not only achieve personal growth but also advocate for a more inclusive and just health care system.

Self-actualized leaders possess qualities that distinguish them from others. These include an appreciation for life, an unwavering commitment to integrity, a capacity for acceptance, and a sense of purpose rooted in compassion and service.² By embodying these traits, clinical pharmacists can provide the highest level of patient care while advocating for systemic change. For ACCP, self-actualization means deeply aligning its actions with its mission and values of integrity, accountability, inclusion, excellence, and open communication. These guiding principles shape ACCP’s efforts to ensure clinical pharmacists are equipped to serve patients and society at the highest standard. As a member-driven organization, ACCP used member feedback to guide the development of its 2024 Strategic Plan. This plan underscores three essential priorities: develop, advance, and position clinical pharmacists to serve their communities effectively.

To develop clinical pharmacists, ACCP’s initiatives support advanced practice areas, including mental health therapeutics, digital health, and value-based care models. The initiatives prioritize career wellness; diversity, equity, inclusion, and accessibility principles; and the integration of artificial intelligence with clinical practice. Each of the plan’s “develop” objectives is designed to equip clinical pharmacists for evolving patient needs. To advance clinical pharmacists, ACCP continues to support expansion of comprehensive clinical pharmacy services and remains committed to fostering a diverse and sustainable clinical pharmacy workforce. In addition, interdisciplinary collaboration to enhance patient care is emphasized, recognizing the essential role of clinical pharmacists in complex, team-based health care settings. Finally, ACCP aims to position clinical pharmacists as integral contributors to patient care by ensuring that their expertise and value are recognized in the development of clinical guidelines and payment policies. The College is also dedicated to creating an inclusive culture within, offering leadership and networking opportunities to support this thriving and diverse community of professionals.

In alignment with the strategic plan, the 2025 ACCP committees and task forces have been established to address specific priority areas for clinical pharmacists. For instance, the Certification Affairs Committee will develop a toolkit to support credentialing and privileging, ensuring that pharmacists can practice to the fullest extent of their education and training. A report from the Member Relations Committee will address the need for resources and programs for clinical pharmacists working in nontraditional settings, including community and rural institutions. In addition, the Public and Professional Relations Committee will prepare a white paper on cultural competence in health care, recognizing the critical role that cultural awareness plays in delivering equitable care. By broadening the reach of clinical pharmacy, clinical pharmacists contribute to a more inclusive and equitable health care system, ensuring that all patients have access to high-quality care.

Through continuous self-growth, dedication to our core values, and alignment with ACCP’s strategic vision, we are poised to ensure optimal medication use that is accessible, equitable, and affordable. Our journey to make a transformative impact on health care will be challenging. But together, we have the resolve and the resources to reach our greatest potential, advancing clinical pharmacy and improving the health of the communities we serve.

References

1. Watanabe JH, McInnis T, Hirsch JD. Cost of prescription drug–related morbidity and mortality. Ann Pharmacother 2018;52:829-37. doi:10.1177/1060028018765159

2. Kaufman SB. Self-actualizing people in the 21st century: integration with contemporary theory and research on personality and well-being. J Hum Psychol 2023;63:51-83. doi:10.1177/0022167818809187