Pharmacy: Delivering a Healthier Wales

Pharmacy: Delivering a Healthier Wales

Published: 14 April 2026

The 2030 Vision for Wales

Pharmacy: Delivering a Healthier Wales (P:DaHw) is the 2030 vision for pharmacy in Wales. Launched in 2019, the vision sets long-term ambitions for how patients will benefit from the expertise of pharmacy teams by 2030. It also includes a number of interim three-year goals that act as stepping-stones toward the vision.

The 2025 goal document is a supplementary document, building on the achievements of the first three years and setting new short-term goals to be achieved to keep the profession on track to achieve the overarching vision. 

Over 400 members of the pharmacy team in Wales contributed to the creation of the vision. These plans were developed on behalf of the profession through The Welsh Pharmaceutical Committee, with project management leadership provided by RCPharm Wales. Going forward from 2023, RCPharm Wales will provide administrative support for the delivery board responsible for driving forward the vision.

Read summaries of the plans:

Download plan summaries for 2025, 2028, and 2030.

Executive summary

Delivering the vision
Delivery Board

The Pharmacy: Delivering a Healthier Wales Delivery Board provides strategic oversight of the programme, and it’s four central themes.  Importantly, the Board provides a challenge to all parts of the profession on its progress towards achieving the vision’s objectives.

Membership of the Delivery Board includes appointed representatives across the pharmacy profession, including both pharmacists and pharmacy technicians.

The Board also includes bodies representing the pharmacy profession in Wales, including the Royal College of Pharmacy and Community Pharmacy Wales, as well as key organisations such as Health Education and Improvement Wales and the Digital Health and Care Wales.

No documents available for download.

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RCPharm 2026 Election Manifesto for Scotland

Maximising pharmacy for patient benefit The key to improving Scotland’s health The Royal College of Pharmacy is the professional leadership body for pharmacists and pharmaceutical scientists. We champion the safe and effective use of medicines and support the profession for the benefit of patients and the public. Our mission is to put pharmacy at the forefront of patient care. Our vision is to become the world leader in the safe and effective use of medicines. This manifesto for the 2026 Scottish elections sets out the key issues that need to be addressed to ensure a sustainable, integrated and strong pharmacy profession that delivers high quality, safe and effective care. We call on the next Scottish Government to work with us and pharmacists across Scotland to make these calls a reality.  What pharmacy has the potential to achieve In our vision for the future of pharmacy, Pharmacy 2030, we set out what pharmacy has the potential to achieve. This includes: Pharmacists ensure the quality and safety of all medicine use. Most pharmacists should be working in patient-facing roles and autonomously managing caseloads of patients who take high-risk medicines or have complex therapeutic needs Pharmacy teams ensure that every patient receives evidence-based prescribing of new medicines and timely, systematic medication reviews. Pharmacy teams should be considering the environmental impact of medicines when prescribing and reviewing medicines, and take action to reduce medicines waste Pharmacy teams should be providing truly person-centred care by empowering patients to make shared decisions about their medicines and providing a holistic approach to care.  This should include the provision of health improvement services to address population health and health inequalities Pharmacy teams should be offering services to patients in a way which delivers equity of access. Pharmacy teams have the potential to routinely offer patients a choice of remote consultations, asynchronous consultations and other digital services, as well as in-person care. Medicines supply may be offered by in-pharmacy collection, delivery services and remote collection, but in all cases, patients should have an opportunity to consult with an appropriate member of the pharmacy team. Call 1: Ensure that pharmacists in all care settings have read and write access to an integrated digital patient record Context: In June 2025, Scottish Parliament voted for the creation of an integrated digital patient care record. Community pharmacy is taking on more responsibility within primary care than ever before. More patients are being directed to community pharmacies for everything from minor ailments to medicines advice and prescribing services. Successful services such as Pharmacy First and Pharmacy First Plus have the potential to be expanded to improve patient access to care. From 2026, every pharmacist who qualifies will be prescriber ready, meaning that they can independently prescribe medicines in the community. The focus on prevention means those providing care to patients in any setting must have access to relevant patient information to allow them to make effective and appropriate interventions. They must also be able to record their interventions and the outcomes. However: 12% of community pharmacists surveyed by RCPharm report having no access to patient records 88% of community pharmacists surveyed by RCPharm report having limited access to patient records, mostly via the limited and incomplete Emergency Care Summary (ECS) 95% of pharmacists surveyed by RCPharm said that digital access to clinical systems by community pharmacists was important. How to implement The next Scottish Government should ensure that the integrated digital patient care record, which is being developed, is available to pharmacists in all care settings, with read and write access. Benefits Revolutionise patient care and drive more patients to community pharmacy as a first port of call. Increased pharmacy and wider primary care capacity, with less time spent contacting the GP and more time spent with patients. Improved data sharing in primary care, which will make it easier to see all care a patient is receiving from different healthcare professionals. Provide community pharmacists with the data required to make clinical and prescribing decisions. Allow for the expansion of services and Pharmacy First, provided by community pharmacists which fully utilise their skills and knowledge. Ensure all healthcare practitioners involved in a patient’s care have access to all relevant information, which will improve governance and safety as well as patient care and experience. Call 2: Improve national workforce planning for pharmacy Context We need to ensure we have the right numbers of professionals being trained and entering pharmacy practice, and this can only be achieved through strong national workforce planning for pharmacy. The ‘Pharmacy Workforce Report 2024’ for Scotland, developed by the NES Data Group and commissioned by Scottish Government, highlighted challenges in ensuring that Scotland has the right numbers of pharmacists in place at the right time, across all sectors: The NHS Health Board vacancy rate for pharmacists was 340 WTE (7.3%) as of September 2024. The community pharmacy vacancy rate for pharmacists was 76 WTE (4.8%) as of September 2024. Pharmacy workforce demand continues to increase across all sectors of practice as the scope and delivery of pharmaceutical services change. How to implement Scottish Government should undertake comprehensive workforce planning for pharmacy, so we can ensure that Scotland has the right numbers of pharmacists working at any one time, across all sectors and the right skill mix to support services. This will require a review of the national funding and support for pharmacy workforce planning. Benefits More people will be able to access primary care closer to home, on a walk-in basis without an appointment, and to access prescribed medicines. The number of training posts will rise in line with the increasingly clinical role of pharmacists, expansion of pharmacy services and the population need. The number of foundation training places matches the number of pharmacists needed in Scotland to fill the vacancies and maintain the pipeline. Ensures a sustainable pipeline of pharmacists educated and trained in Scotland, to deliver pharmaceutical care to patients. Improve pharmacist cover across all sectors. Reduce variability in service provision. Support the shift of the balance of care from secondary to primary care. Reduce pressure across the healthcare system. Call 3: Enable a more sustainable approach to medicines Context Medicines account for around 25% of carbon emissions in the NHS. If Scotland is to achieve net-zero, strategies for reducing carbon emissions from prescribing and medicines need to be tackled. There have been numerous publications from Scottish Government in recent years referencing electronic prescribing. These include Realistic Medicine, and Scottish Government Quality Prescribing Guidance. It is now the Scottish Government’s responsibility to ensure there is funding in place to shift the dial on sustainable prescribing to make this practice a reality across Scotland. How to implement Prioritise the introduction of electronic prescribing across the NHS. Introduce the requirement for an environmental impact in NHS medicines procurement and improve the availability of data about the environmental impact of medicines. Benefits Saving carbon emissions due to reduced paper use and reduced journeys to move paper forms; and the procurement of less carbon intensive medicines where possible. Supports healthcare professionals and their teams to work in more environmentally sustainable ways, supporting Scotland to reach net-zero. How to implement Develop a supportive infrastructure for green social prescribing across Scotland.  Benefits Providing patients with an alternative to a medicine or a prescription, which may be more beneficial to their wellbeing. How to implement Embed education and training for healthcare professionals in sustainability into undergraduate and postgraduate learning. Benefits Supports all healthcare professionals to practice in the most environmentally sustainable ways. How to implement Ensure there is ecotoxicity specialist input on the Scottish Medicines Consortium, to support the integration of environmental criteria in medicine appraisal standards and processes. Benefits Ensures that environmental sustainability is a key consideration when medicines are appraised. Call 4 : Ensure time for learning and development for all pharmacists to support workforce development and enable safe delivery of services Context As managing the health of patients becomes more complex due to increasing prevalence of long-term conditions and new innovative medicines, the need for pharmacy expertise will only increase. Pharmacists do not routinely receive protected time to learn new skills and update their knowledge as part of a multidisciplinary team, or to support the learning of undergraduate and trainee pharmacists. Our 2023 workforce wellbeing survey identified that 59% of respondents were not offered sufficient protected learning time and 47% noted this as negatively impacting their mental health in the last year. We recognise that Scottish Government has issued guidance to NHS Boards to ensure that Agenda for Change staff have protected learning time for their statutory and mandatory training, including profession specific mandatory training. We call on employers and Government to recognise the importance of development beyond that classed as mandatory by regulators. How to implement Ensure that protected and funded development time within the working day for pharmacists is embedded in workforce planning Benefits Pharmacists will be guaranteed time to upskill, expanding their scope of practice and allowing them to support more complex care in all settings. Pharmacists will be supported to undertake education and development to allow them to deliver a specific population need e.g.to provide earlier intervention for prevention of illnesses, such as cardiovascular disease. Pharmacists will have time to undertake training to provide preventative care and to enable the population to live healthier, more active lives, including those living with long term conditions. How to implement Scottish Government to work with Community Pharmacy Scotland to ensure that there are equitable arrangements for community pharmacy teams.  Ensures that all pharmacists, wherever they are working, benefit from protected learning time. Provides the public with confidence that all pharmacists, wherever they are working, have protected time to invest in their skills and training enabling them to provide the best care possible. If you would like further information or have any questions about this manifesto, please contact: [email protected] Head of External RelationsRoyal Pharmaceutical Society in Scotland

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Pharmacy 2030: a professional vision

Click on the links provided to download a PDF copy of the full vision or the executive summary. Executive summary Introduction The vision: professional roles in pharmacy Achieving the vision: underpinning infrastructure Acknowledgments and strategic links Introduction Every health and care profession, every health service provider and every government has been influenced by the COVID-19 pandemic. It has caused everyone to reflect on whether the strategic directions set five or 10 years ago are still right for a post-pandemic future. Pharmacy is no different: it feels like the right time to set out a new professional vision, building on what has been developed previously to create something that describes the new future. Describing a vision for the future is challenging: some pharmacy teams are already pushing boundaries and delivering care that for others seems a distant dream. What this vision recognises is that everyone is on a journey, and it aims to support all of pharmacy to move forward to a new level of professional practice. It is an evolution from where we are now, not a revolution. The future of pharmacy By 2030, the traditional boundaries between pharmacy sectors will be broken down. Pharmacy teams will work together, both within pharmacy and with the wider multidisciplinary team, to deliver seamless care for patients. Pharmacy teams will take a person-centred approach and care will be provided holistically rather than by clinical condition. They will ensure high quality, safe, effective, cost-effective and sustainable prescribing in all settings. In addition, they will drive high standards of medicines governance, and ensure every aspect of prescribing and dispensing processes are effective and efficient. For pharmacists, this will mean being recognised as medicines experts who take leadership of prescribing in all care settings and who optimise therapeutic outcomes for individual patients. There will be a shift away from checking other professionals’ work towards pharmacists having a clinical, prescribing role to manage the care of individual patients. Pharmacy technicians will lead medicines management processes, both in technical roles focused on the safe and efficient supply of medicines, and in patient-facing roles to support patients’ use of medicines. The breaking down of boundaries between pharmacy sectors will be demonstrated through two key shifts. The first is that seamless patient care will be standard. As a patient moves between care settings, such as at hospital discharge, pharmacy teams will work together to ensure patients’ medicines-related care is supported and to avoid duplication of tasks in the patient’s journey. The second shift is that pharmacy will be more dynamic. Many pharmacy professionals are now actively seeking a portfolio career, working across different sectors. By 2030, a core generalist role for both pharmacists and pharmacy technicians will be developed to enable this flexible portfolio working. This change will be driven by digital and technology developments to enable whole-team working, and clear pathways of professional development which apply to all sectors of pharmacy. “Pharmacy will work together with patients and the multidisciplinary team, using their expertise to make the best use of medicines” The vision: professional roles in pharmacy Being the experts in medicines — "Ensuring the quality and safety of medicines use" The key role of pharmacy professionals, that distinguishes them from other health care professions, is expertise in medicines. This will remain at the centre of pharmacy in 2030, with pharmacy teams ensuring the quality and safety of medicines use through both patient-facing and technical expertise. In 2030, pharmacists will be the clinical lead for safe and effective prescribing within all care settings. Most pharmacists will work in patient-facing roles, consulting with patients: assessing, prescribing, monitoring and reviewing medicines for individual patients. They will be autonomous professionals working within multidisciplinary teams, prescribing in their own right, and managing caseloads of patients who take high risk medicines or who have complex therapeutic needs. These pharmacists will be known as “advanced generalist pharmacists” and will be able to move flexibly between care settings. Some pharmacists will choose to specialise in particular clinical or technical fields, and will become “advanced specialist pharmacists”. Some will develop further into consultant pharmacists who have an influence beyond the individual service to leading whole system improvements. In 2030, pharmacy technicians will lead and be experts in safe and secure purchasing, storage, dispensing and supply of medicines. This will include managing services and providing assurance on safe and effective processes. Pharmacy technicians working in patient-facing advanced level roles will consult with patients, undertake technical aspects of medicines reconciliation and medication review, triage patients, monitor and review blood results, provide patient education, administer medicines (if enabled by legislation/governance arrangements) and liaise with cross sector pharmacy teams. Optimising therapeutic outcomes — Prescribing, monitoring, reviewing, adjusting and stopping medicines n 2030, pharmacy teams will ensure every patient receives high quality prescribing of new medicines and timely, systematic medication reviews. All patients will receive the right care at the right time and the right place. Therapeutic outcomes will be optimised through prescribing, monitoring, reviewing, adjusting and stopping medicines. Pharmacy input will be targeted at: key stages in a patient’s journey such as at transitions between care settings, when patients are acutely unwell, patients who receive high risk medicines and complex therapies, and frail patients. This will improve medicines safety, help manage risk and reduce unnecessary polypharmacy. Optimising outcomes will include delivering greener, more environmentally sustainable services. Pharmacy teams will consider the environmental impact of medicines when prescribing and reviewing medicines, and take action to reduce medicines waste.  Providing person-centred holistic care — Empowering patients to make shared decisions about their medicines The core role of pharmacy teams in 2030 will be to provide care for patients holistically, focused on the person rather than their clinical condition or medicines. They will enable person-centred care by having positive conversations with patients and their families/carers, and empowering patients to make shared decisions about their medicines and health. Prescribing decisions will be taken using a Realistic Medicine approach by asking patients “what matters to you”. Pharmacy teams will have regular conversations with patients about medicines. These conversations will be enhanced by pharmacy teams being trained in effective, inclusive communication to address inequalities caused by low health literacy. Pharmacy teams will have essential roles in preventing ill health by taking a holistic approach to care that goes beyond medicines. This will include the provision of health improvement services such as harm minimisation to reduce drug deaths, mental health support, brief interventions to reduce alcohol use, vaccination services and lifestyle advice including using a social/green prescription approach. Improving access to care — Achieving equity of access to pharmacy services Before 2030, all pharmacy teams will proactively offer services in a way that delivers equity of access. They will identify vulnerable patients who need specific support and adapt services for them. A service of particular importance in improving access to care is the NHS Scotland Pharmacy First service: the public’s first port of call for common clinical conditions. By 2030, the vast majority of community pharmacists will be independent prescribers, enabling the Pharmacy First service to be further developed, and it will also be extended into populations who cannot currently access it. By 2030, pharmacy services will be planned alongside wider NHS clinical service provision to ensure equitable access to pharmacy services is achieved across the 7-day period. This does not mean that a full pharmacy service is needed in all settings 24/7 but that patients requiring immediate care, particularly in hospital and out of hours services, are not disadvantaged by the day of the week or time they access services. More generally, access will be improved by enabling services in the way patients want. Pharmacy teams will routinely offer patients a choice of remote consulting, asynchronous consultations and other digital services, as well as in-person care. Similarly, medicines supply will be offered by in-pharmacy collection, delivery services and remote collection, but in all cases, patients will have an opportunity to consult with a member of the pharmacy team, including a pharmacist, every time a medicine is supplied. Leading medicines' governance — Ensuring high-quality prescribing, supply and use of medicines through robust governance Pharmacy teams already play essential roles in medicines governance, focusing on ensuring the safe and effective use of medicines. The crucial difference between the future and today is that in 2030, this will be recognised by others as a leadership role. Currently pharmacy teams both define and implement medicines governance processes: in future, the wider health care team will be involved in implementing the processes. Pharmacy teams will ensure standardised robust work processes, and good governance around the supply of medicines and high-quality evidence-based prescribing. They will consistently implement lean processes to achieve accurate prescribing, dispensing and use of medicines. The supply of medicines will be modernised by 2030. Pharmacy technicians will be the professional leads for the assembly, distribution, and safe and effective supply of medicines. Pharmacists will continue to have an essential role in the medicines supply process through the clinical check. Every prescription for a medicine that is new or has been changed will be clinically checked by a pharmacist, and this will include a conversation with the patient. Accuracy checking will be automated through scanning technology to reduce workload and increase safety. Leading evidence-based practice — Involved in research and strategic leadership to shape service development The creation of a recognised evidence base to underpin the use of medicines and pharmacy practice will continue to be essential in 2030. By then, most pharmacists and pharmacy technicians will have developed research capability and will be involved in research, service development and quality improvement. Pharmacists working in academia and industry will play a leading role both in conducting research and in supporting the development of research skills in others. This evidence will be essential in enabling pharmacists to develop prescribing guidance. By 2030, such guidance will include consideration of the environmental impact of different medicines. Altogether this work will reduce harm, waste and variation. Pharmacists will also have an important role to play in strategic leadership to shape services and models of care in NHS boards and other organisations, wherever medicines are used. Achieving the vision: underpinning infrastructure Using data to deliver high-quality services — Data will underpin personalised care for patients and improved service planning By 2030, data will be used to enhance pharmacy services in a number of ways. Clinical data will be used to target and support decisions. Data will enable provision of personalised care and medicines for patients, including in pharmacogenomics. Decision support software, including artificial intelligence tools, will provide data that will be used to improve the quality and safety of care and prescribing. Data will also be used to make population-based decisions to plan services and prioritise pharmacy resources in response to local needs. In 2030, a national dataset will be available, which will demonstrate the effectiveness and quality of pharmacy services in all settings, enabling the impact of pharmacy services on improving population health to be determined. Clinical outcome measures will be developed, linking patient outcomes with prescribing and administration data. In addition, systems will be developed for obtaining feedback from patients and colleagues about pharmacy teams’ performance to drive continuous service improvement. Harness digital technology and innovation — A single shared electronic patient record will transform health and care services The biggest digital transformation of pharmacy and health care by 2030 will be the introduction of a single shared electronic patient record across all health and care services. This will be a universal patient record into which every professional both reads and writes information, using their existing clinical system as the entry point. Each professional group will have a different view, according to what is appropriate for their role. This record will release clinicians’ capacity, improve safety and enable the provision of better care for patients. Another significant digital development will be full electronic prescribing and transfer of prescriptions across all care settings, removing the need for paper prescriptions. Electronic systems will underpin the recording of administration of medicines in all relevant care settings, including hospitals, care homes, care at home services and prisons. Hospital Electronic Prescribing and Medicines Administration systems (HEPMA) will support triaging of patients to allow clinical pharmacists to target those high-risk patients who need pharmaceutical input as a priority. Technology will also be harnessed to develop patient-facing services including digital consultations and remote monitoring. Developing the workforce — Continual professional development will be embedded across the whole pharmacy workforce By 2030, career development pathways will be in place for all members of the pharmacy team to support professional development, enabling people to flourish and feel fulfilled in their roles. For pharmacists, professional development will be aligned to the RPS curricula for foundation, advanced and consultant practice. Some pharmacists will also choose to complete higher degrees. For pharmacy technicians, professional development will be shaped by a suite of frameworks similar to those for pharmacists. All patient-facing pharmacists will have advanced clinical assessment and consultation skills, and be independent prescribers. Across both pharmacy professions, there will be a cultural shift to a system that is committed to continual professional development. All pharmacy professionals will have a role in supporting the education and development of others. Protected learning time and peer support networks will enable professional development and underpin reflective practice. Leading and participating in research and quality improvement will be a normal professional activity. By 2030, the pharmacy workplace culture will be inclusive, celebrate diversity, create a sense of belonging and be supportive of team members’ wellbeing. Pharmacy professionals will have rest breaks during the working day, flexible working options including portfolio careers, access to wellbeing services and a proper work-life balance. Workforce planning will be carried out across Scotland to ensure that the right skill mix and staffing levels are present in every pharmacy team. This will optimise the roles of pharmacy team members, maximise the time for clinical care, motivate staff and deliver optimal care for patients. Delivering seamless care — All pharmacy professionals will work together across transitions of care By 2030, all pharmacy professionals from all sectors will work together to deliver seamless transitions of care for patients as they move around the health service. Pharmacists will stop being described by their location but by their skills. Care will be planned around patients, for example transforming the supply of medicines on discharge from hospital so they are supplied by the patient’s community pharmacy instead of waiting in hospital. Seamless care extends beyond pharmacy to the wider multidisciplinary health and social care team. Pharmacy will be embedded in multidisciplinary teams and will have well-established referral pathways in and out of pharmacy services. Pharmacy will also play a central role in the new National Care Service to ensure the safe and appropriate use of medicines in care services. Acknowledgments and strategic links Achieving the vision: Key enablers Create a single shared patient record into which every professional both reads and writes information, using their existing clinical system as the entry point Make electronic prescribing, transfer of prescriptions & medicines administration systems available in all settings Improve skill mix within pharmacy teams, combined with effective workforce planning to ensure safe, effective and appropriate pharmacy staffing Support all patient-facing pharmacists to train as independent prescribers NHS Scotland to align the pharmacist post-registration development pathway to the RPS curricula for post-foundation, advanced and consultant practice; and equivalent professional development and credentialing pathways developed for pharmacy technicians Introduce protected learning time for all pharmacy teams to enable professional development and research activities Provide equipment to enable patient-facing digital services and training to maximise its use Establish a national data set to demonstrate the effectiveness and quality of pharmacy services  Embed the use of data, such as pharmacogenomics, to help guide treatment decisions and deliver personalised medicine Further embed pharmacy into the wider health and social care multidisciplinary team and develop clear referral pathways in and out of pharmacy services. Acknowledgements We are hugely grateful to all the pharmacists and pharmacy technicians across Scotland who contributed to this vision by participating in focus groups, and sharing their views through surveys, emails, phone calls and meetings.  We are also grateful to the pharmacy and non-pharmacy stakeholders who met with us through the consultation period and commented on numerous drafts. This vision was shaped by every single person who was involved: it could not have been created without them, and this final version belongs to them all. Strategic links To make this vision relevant to the strategic direction of travel in Scotland, documents produced by Scottish Government, NHS Scotland and other stakeholders were referenced. The section below highlights some key quotes from some of these documents: Achieving excellence in pharmaceutical care “The evolving focus of pharmacy practice to ensure that people have an understanding of what to expect from their medication requires an acknowledgement that people and their carers rightly wish to be active partners in treatment options." “Pharmacy resource can be targeted through a triage model, focusing on high risk and complex cases.” “Hospital discharge can be a difficult time to support people with adherence to new medication regimens. There is a role for pharmacists and pharmacy technicians in supporting this transition by taking on a greater part in managing care prior to and during discharge.” Scottish Government. 'Achieving excellence in pharmaceutical care: a strategy for Scotland'. August 2017.  Scotland’s national clinical strategy “The contribution of pharmacists can be considerably enhanced, with their expertise in ensuring that people with complex medication regimes have their care optimised, and the potential for side effects or harmful interactions reduced." Health care teams should “provide care that is person centred rather than condition focused.” NHS services must “collect and use more information on outcomes, especially those that matter most to patients, rather than clinical data such as biochemical or other surrogate markers”. “While medicines can bring great benefit, they can also cause significant harm. Older people tend to experience worse side effects or consequences of treatment. That is why we should strive to actively manage risk associated with polypharmacy by regularly reviewing and rationalising our patient’s medications.” “Serious harm can result if we don’t listen to the people we care for, and if they are not given the information and support they need to make informed decisions about their care.”  “NHS Scotland is a significant contributor to the climate emergency. It emits a large amount of greenhouse gasses, consumes huge amounts of resources and produces copious amounts of waste. We have a moral obligation to help tackle the greatest threat to human health by reducing our impact on the environment. Responsibility rests with us all.” Scottish Government. 'Recover, restore, renew — Chief Medical Officer for Scotland Annual Report 2020-2021'. March 2021 The ALLIANCE’s report on health and wellbeing priorities for the future Care should be “flexible, person-centred which recognises the holistic nature of individuals” and that “being involved in the decision-making process and treated as an expert in their own life circumstances and care” is of the utmost importance to people. “For many people the innovative and accelerated implementation of virtual services improved access, made it quicker and supported more choices for the individual. People have welcomed the use of this technology, and its wider implementation and use should continue.” ALLIANCE. 'Health, wellbeing and the COVID-19 pandemic: Scottish experiences and priorities for the future'. February 2021. The NHS Scotland recovery plan 2021-26 “We will design services so that we minimise unnecessary travel and increase the focus on ‘net-zero’ approaches.” “We will continue to support the move to more health care being provided in the community and closer to home.” We will design a new sustainable system, focused on reducing inequality and improving health and wellbeing outcomes, and sustainable communities." “We will develop and introduce a new pharmacy woman’s health and wellbeing service through our public health services.” “We will also establish a community pharmacy hospital discharge and medicines reconciliation service to help speed up the process for people being discharged from hospital.” “We are investing in developing new digital solutions such as ePrescribing and eDispensing to make the prescribing process paperless.” Scottish Government. 'NHS recovery plan 2021-26'. August 2021 Scottish polypharmacy guidance “With up to 11% of unplanned hospital admissions being attributable to harm from medicines and over 70% of these being due to elderly patients on multiple medicines, there are significant opportunities to reduce this burden by timely and effective interventions.” Scottish Government. 'Polypharmacy guidance — realistic prescribing', Third edition, 2018.

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Become a Champion for Change

Join the movement to transform pharmacy in Wales and champion a healthier future for people in Wales through Pharmacy: Delivering a Healthier Wales – the 2030 vision for pharmacy.

Ready to be a champion for Pharmacy: Delivering a Healthier Wales? 

Why become a Champion?

  • Elevate your insights: elevate your professional game, gain insights into strategic changes in Wales that will influence your workplace
  • Drive forward better care: be a driving force for better patient care. Transform pharmacy services and share your great practice with others through the champions network
  • Ignite innovation: explore exciting new models and ways of working. Learn from what others are doing, prepare to be inspired and start to collaborate with new contacts to help shape the future of pharmacy
  • Speak your mind: have something to say about pharmacy challenges? Be part of the solution! Share your thoughts with the PDaHW project team or at upcoming champions events, even if it’s a little controversial. What’s wrong? What needs fixing? Your voice matters!
  • Champion merchandise: as a visible champion, you’ll receive exclusive merchandise to proudly represent ‘Pharmacy: Delivering a Healthier Wales.’ Show your commitment with branded items that include badges, pens, and more
  • Zoom and Teams backgrounds: access professionally designed background slides for Zoom and Teams meetings. Make a statement and let your colleagues know you’re a champion for positive change in pharmacy
  • Email signature banner: enhance your email signature with a specially designed banner. Every email you send will carry the message of progress and innovation in pharmacy.

Please contact [email protected] to become a P:DAHW Champion

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Watch the videos below, provided in English and Welsh languages, for more information: