On 15 April 2026, just over a year after a special resolution vote of its members, the Royal Pharmaceutical Society (RPS) became the Royal College of Pharmacy (RCPharm).
Following recommendations from the UK Pharmacy Professional Leadership Advisory Board (UKPPLAB), the new royal college — of which this publication is the official journal — has set out five commitments alongside its next steps to develop its strategy in consultation with stakeholders.
Karen Baxter, interim chief executive of the College, told The Pharmaceutical Journal that she has “heard loudly and strongly from the sector” that there was a “real desire for us to engage more, for us to have more dialogue”.
But, she added, “only by hearing from our members in the profession can we truly understand how we deliver to the best of our abilities”.
So what would be the markers of success of the fledgling college in the eyes of the profession?
Surely the first would be a louder, more unified voice and an increased visibility of the College as “the voice for pharmacy” on national issues. The work of UKPPLAB has started the journey of collaboration among pharmacy professions and specialties, building on some of the existing work of the RPS. However, it has set a direction of travel that still has some road to run before members and practising registered pharmacy professionals will see meaningful change.
Real success relies on collaboration at an organisational level and input from members and non-members alike
Real success relies on collaboration at an organisational level and input from members and non-members alike. As Tase Oputu, president of RCPharm, said during her inaugural speech: “We will not be successful unless we are all working together, no matter where we are in pharmacy, all together.”
The next marker of success would be an increased and engaged membership. In a recent interview with The Pharmaceutical Journal, Paul Bennett, outgoing chief executive of the RPS, reflected on what he would have done differently. “Clearly first amongst those would be to have convinced more prospective members of the benefits of membership of the RPS,” he said.
The College aims to grow membership, pledging to “provide a transformed member experience” that provides value across all career stages. It will continue its efforts around education, credentialing and career pathways, with supporting services and information contributing to this success.
Oputu told attendees at the recent launch event for the College that she originally joined the RPS to “be the change” in professional representation that she felt the profession needed, and she encouraged others to do the same.
If the Royal College of Pharmacy commits to deliver real change, pharmacists need to describe the change they want to see
If RCPharm commits to deliver real change by actively seeking out and providing the channels and means to engage — there is an onus on pharmacists to describe the change they want to see and the measures of success.
While the launch of the College is a significant moment, Baxter reiterated during her interview with The Pharmaceutical Journal that it is “only the foundation stone”.
“It’s really the delivery work that we have to do over the year ahead to really prove that this is going to be a royal college that’s different,” she explained.
“Judge us on our actions, not on exactly what happens on April the 15th.”
The pharmacy profession should not merely judge from the sidelines, and its members do not always have to agree, but the future of pharmacy relies on the contributions of everyone to build a consensus and speak as “one voice”.
Meanwhile, from the outset RCPharm must demonstrate that it is listening, communicate what is being delivered, and share its success for the benefit of pharmacy and, ultimately, for patient care. PJ
