As the NHS advances, effective clinical leadership in pharmacy is vital to improve the pharmaceutical care of patients. In Scotland, the Scottish Pharmacy Clinical Leadership Fellowship scheme aims to support just that, as Gerry Hughes finds out.
The goal of the Scottish Pharmacy Clinical Leadership Fellowship, launched in 2018, is to nurture future pharmacy leaders and advance strategic healthcare goals in Scotland. As part of a wider multidisciplinary programme, it brings together pharmacists, pharmacy technicians, doctors and dental colleagues for a year of intensive leadership development.
Each year, four to six fellows are selected through a competitive process, giving them the chance to take on impactful healthcare projects while maintaining their clinical duties on a part-time basis.
Describing the attributes of the fellowship scheme, Dr Leon Zlotos, associate postgraduate pharmacy dean at NHS Education for Scotland, says: ‘The fellowship not only focuses on personal leadership development in a traditional sense; it also allows the fellows an opportunity to really understand the systems in which we work.
‘It is recognised and respected across health and care in Scotland. Several of our alumni have moved into promoted posts, including director level positions.’
Fostering personal and professional growth
A core aspect of the fellowship is its focus on personal and professional development. Fellows engage in leadership workshops, coaching and mentorship, allowing them to build self-awareness and leadership skills.
The programme’s approach encourages fellows to act over and above their usual responsibilities and reflect on their leadership style, which many have described as transformative.
Gillian Barmack is a 2023 fellow and a senior cancer care pharmacist at the Beatson West of Scotland Cancer Centre in Glasgow. For her, it was the professional evolution she experienced in the programme that she found particularly beneficial.
‘I learned more about myself, my values and, on a leadership level, how to interact with other people,’ she recalls.
The scheme also provides structured support through mentorship to support its emphasis on tailored personal development. Each fellow is paired with an executive-level mentor and a project mentor, who help guide them throughout the year.
This mentorship allows fellows to grow their leadership capabilities, ultimately leading to greater confidence and more effective leadership back in their substantive roles.
As Nicola Jarvie, a 2024 fellow and prescribing advisor pharmacist at NHS Lanarkshire, observes, ‘it’s hard to get this level of support and leadership development in any typical job – it’s fantastic’.
Developing strategic leadership skills
The Scottish Pharmacy Clinical Leadership Fellowship scheme is also designed to equip fellows with the skills to lead at a strategic level. Dr Zlotos highlights the importance of this in the pharmacy profession.
‘There will always be a need for leadership development,’ he says. ‘The programme really responds to our fellows’ personal needs, and it teaches them how to continue to grow after the fellowship too. Just ask any of the alumni because they are probably the biggest advocates of the fellowship.’
That is indeed the case. Nicola notes that after completing the programme, ‘the end result is how you change and what you are like as a leader’. This transformation prepares fellows for senior roles within the NHS, where they can apply their leadership skills to drive change.
Gillian remarks that ‘the opportunity to work on high-level projects gave me the confidence to step into senior leadership roles within my own health board’. This ethos ensures that fellows are well-prepared to tackle leadership challenges both during and after the fellowship.
By working closely with NHS Scotland and government organisations, fellows gain invaluable experience in healthcare strategy and policy, such as through observerships and collaborative projects.
Learning through multidisciplinary collaboration
Another distinctive feature of the fellowship scheme is its multidisciplinary structure. Fellows are trained alongside dental and medical colleagues, which encourages collaboration and fosters systems-thinking. This exposure to other healthcare professionals’ perspectives is particularly valuable in today’s integrated healthcare system.
By working in a multidisciplinary cohort, fellows develop stronger collaboration skills, according to Nicola, which are crucial for driving patient-centred care. She adds that this approach also builds a professional network that extends beyond pharmacy, which continues to benefit them after the fellowship ends.
Driving innovation through strategic projects
Each fellow is assigned a strategic project that aligns with national healthcare priorities, providing them with the opportunity to lead on innovations that directly impact patient care.
Dr Zlotos highlights the advantages for the fellows, profession and healthcare environment arising from such an approach. ‘Several of our fellowships have focused on identifying service needs, or skills required, in specific areas or stages of practice,’ he says. ‘The outcomes of these projects have supported conversations around workforce transformation and educational priorities for pharmacists and pharmacy technicians in general.’
He adds: ‘Additionally, some projects help progress a key area of work, with each subsequent fellow picking up from the previous one. The digital prescribing and projects relating to substance misuse services, are good examples of this. Consequently, changes in practice do result [and are] supported by, but not exclusively because of, the fellows.’
This digital prescribing project is the development of a Digital Prescribing and Dispensing Pathway, aiming to create an end-to-end, paperless electronic prescribing system.
Both Nicola and Gillian worked on this during their fellowships. ‘It was a complex, multi-year endeavour, but the initial results are very promising, especially in terms of improving patient safety,’ explains Nicola, referring to the fully electronic nature of the project output.
While this is initially being developed as a primary healthcare initiative, there are discussions to expand its remit to include acute care in the future. ‘Although the work can be challenging, it allows fellows to gain experience in digital health innovation, project management, and stakeholder coordination,’ Nicola adds.
Policy and service redesign is another focus, ensuring the fellows’ work can feed into broader NHS efforts. As Gillian explains: ‘We’re creating a framework that others can build on. It’s not just about what we achieve this year – it’s about laying the groundwork for future improvements.’
A legacy of leadership
As the Scottish Pharmacy Clinical Leadership Fellowship scheme continues to grow, its impact is evident both in the individual fellows and in the broader healthcare system. Many alumni have progressed into senior roles, using their newly developed leadership skills to champion service improvements and innovations.
Dr Zlotos says the scheme is ‘very much open for business’ and looking for new recruits.
‘We are hoping to identify up to six new fellows for 2025, and this will hopefully include pharmacists and pharmacy technicians,’ he explains. ‘We encourage anyone who meets the criteria and is looking to develop the leadership skills to apply. It is a fantastic opportunity to have a year to focus on your own personal development, while leading on an important project for your host organisation.’
The programme’s multidisciplinary nature and focus on leadership at the strategic level have fostered strong professional networks and collaborative relationships that extend beyond the fellowship.
As healthcare continues to evolve, this network of pharmacy leaders is positioned to drive further change, improving patient care and transforming healthcare delivery across Scotland. The Scottish Pharmacy Clinical Leadership Fellowship scheme ethos – empowering pharmacists and pharmacy technicians to lead for better patient care – offers a unique model for developing clinical leadership within the profession.
