Strategic Plan
A Further Step
2014 – 2017
Contents
Forward by the President
Introduction
Our Objectives
Our Context
Key Strategic Themes
Forward by the President
In the last 12-18 months the Executive Council of CPA, in
recognition of the importance and value of CPA to individuals,
organisations and Governments in delivering better health
care and, in particular, improved medicines management, has
developed a new strategy. This strategy is designed enable
the organisation to better respond to the challenges of the 21 st
century, to build its membership and offer a greater level of
support to its members, particularly to those in the developing
world; also to seek to strengthen and extend its collaborative
networks in the interests of synergistic working.
This document is an elaboration of our strategy to give further rationale and definition
to the work on which we are now embarked. It sets out 4 strategic themes:
organisational development, governance and sustainability, organisation promotion
and membership, education and training provision and advocacy and representation.
Already we have made some good progress but the success of the strategy will not
be simply what we can do from the centre but what can be done with collaborative
support from our member organisations and individuals.
The implementation of the strategy will, of course, demand resources, for example, to
allow for investment in promoting the organisation through its website, in developing
resource and training materials to meet members’ CPD requirements, building
collaboration with partner organisations and to support countries in pharmaceutical
policy and strategy planning. Our membership fees coupled with a generous 2 year
grant from the Royal Pharmaceutical Society will contribute to these developments
but with further grant aid from external organisations and individuals I believe we can
make an even more significant contribution to pharmaceutical development in our
member countries.
So do join me and my Executive Committee colleagues as we seek to progress this
work. I am confident that in its implementation it will significantly contribute to
pharmaceutical development across the Commonwealth, the individual status of
pharmacists as health care providers and , most importantly, the health and welfare of
the communities we serve.
Yours sincerely
Raymond Anderson
President
Introduction
Background
The Commonwealth is a voluntary association of 53
countries (Table 1) that support each other and work
together towards shared goals in democracy and
development. It is home to over 2 billion people,
approximately 30 per cent of the world’s population, half
of whom are 25 and under with a quarter under 5 years
of age. Commonwealth countries occupy a quarter of the
earth’s landmass.
The Commonwealth Pharmaceutical Association (now
the Commonwealth Pharmacists Association (CPA)) was
inaugurated in 1970 and for the last 44 years has worked
to meet its major objective, namely, to establish,
develop and maintain the highest possible professional
standards of pharmacy throughout the Commonwealth in
order to achieve better health outcomes within
communities.
Its approach has involved educational provision through
distance learning, workshops, travelling fellowships, as a
partner in various projects e.g. malaria awareness, the
provision of specific resources e.g. the British National
Formulary (BNF), and supporting pharmaceutical policy
development in member countries. These activities have
been carried out directly with members or in collaboration
with other international organisations, for example, WHO
and the Commonwealth Foundation.
Currently CPA has 33 member Associations (Appendix 1)
drawn from across six regions of the Commonwealth Europe, Eastern and Southern Africa, Western Africa,
Pacific, Americas and Central Asia. Each member
Association nominates a representative to sit on the CPA
Council. While the Council is concerned mainly with
policy, the Association is managed by an Executive
Committee comprising the President, the Immediate
Past President and one member from each of six
regions, elected regionally by the Council members
concerned.
Table 1.
Member Countries of the
Commonwealth
Antigua and Barbuda
Australia
The Bahamas
Bangladesh
Barbados
Belize
Botswana
Brunei Darussalam
Cameroon
Canada
Cyprus
Dominica
Fiji Island
Ghana
Grenada
Guyana
India
Jamaica
Kenya
Kiribati
Lesotho
Malawi
Malaysia
Maldives
Malta
Mauritius
Mozambique
Namibia
Nauru
New Zealand
Nigeria
Pakistan
Papua New Guinea
Rwanda
St Kitts and Nevis
St Lucia
St Vincent and the
Grenadines;
Samoa
Seychelles
Sierra Leone
Singapore
Solomon Islands
South Africa
Sri Lanka
Swaziland
Tonga
Trinidad and Tobago
Tuvalu
Uganda
United Kingdom
United Republic of Tanzania
Vanuatu
Zambia.
Our Objectives
The purposes of the Association are to promote and disseminate the pharmaceutical
sciences throughout the Commonwealth and to improve the quality and range of
services offered there by professional pharmacists, in particular by:

Promoting high standards of professional conduct amongst pharmacists, having
due regard to the honour and traditions of the profession;

Effecting close links between members of the profession in Commonwealth
countries and facilitating personal contacts between pharmacists and students;

Encouraging the creation of a national professional pharmaceutical association in
any Commonwealth country where none exists; fostering high standards of
pharmaceutical education at all levels; fostering high standards of practice in all
branches of the profession; holding Commonwealth Pharmaceutical Conferences;

Facilitating the dissemination of knowledge and information about the
pharmaceutical sciences and the professional practice of pharmacy;
Fostering high standards of control over the quality and distribution of drugs,
wherever appropriate by professional means, and to that end encouraging suitable
legislation and its implementation;


Liaising with similar associations or allied health professional groups within and
outside the Commonwealth to assist in attaining the aforementioned objectives.
These are challenging objectives placed against the background of the range of
unique and sometimes complex issues facing each of the six member regions. In
that respect CPA’s work is primarily facilitative and supportive to aid professional
capacity building i.e. the activities, resources and support that strengthen the skills,
abilities and confidence of pharmacists to benefit the communities they serve as well
as being able to meaningfully engage with Governments and other organisations.
Our Context
Global Health Challenges
Reference has already been made to the global scope of the Commonwealth and the
individual differences characterising member countries that pose particular
challenges to an organisation like CPA.
in respect of health-related demographics there is considerable variation across
member countries. 1 Most of the 53 countries of the Commonwealth are in the
developing world and these nations bear a heavy burden of disease including 60% of
global HIV/Aids cases, 40% of infant deaths and 90% of pregnancy related deaths of
women. Vector-borne diseases are major health issues in Commonwealth Africa and
South Asia. Malaria, in particular, continues to threaten the lives of mainly pregnant
women and children under five years of age.
Non-communicable diseases, mainly diabetes, cancers, chronic respiratory and
cardiovascular diseases, impact all regions of the Commonwealth. Diabetes, for
example, affects 65 million Commonwealth citizens. In at least 16 Commonwealth
countries, less than 90% of the population has access to clean water. Twenty-two
Commonwealth countries have less than 90% population access to adequate
sanitation facilities. Considerable variation is also seen in the levels of health
provision exhibited through the availability of healthcare personnel.
The Commonwealth Secretariat has highlighted 5 significant global health challenges
that require concerted action from commonwealth nations (Table 2). 2
Table 2
Global health challenges facing Commonwealth nations
Infant and maternal mortality:
Prevalent rates of mat ernal and infant mort ality and morbidity (illness and dis ability) remain high in
many Commonwealth countries in Sub -Saharan A frica, Asia and the South Pacific. The top 10 highest
prevalence rates - maternal deaths per 100,000 - are Sierra Leone, Nigeria, Malawi, Cameroon,
Lesotho, Tanzania, Zambia, Gambia, Bangladesh and Kenya (S ourc e: ‘Mat ernal mortality in 2005’)
Financial and human resource s:
While effective int erventions are known to address immunization, reduce maternal mortality, or reduce
the risk of HIV infection, many health systems lack the financial and human res ourc es required for
sustained delivery or high quality services, particularly in poor communities.
1
Sourced from: www.commonwealthhealth.org/facts-and-figures/
Commonwealth Sec retariat. Sourced from:
http://secretariat.thecommonwealth.org/Int ernal/190698/190852/our_challenges/
2
Growing HIV prevalence:
HIV prevalence among women continues to grow and the stigma surrounding A IDS limits the
implementation of effective interventions.
Lifestyle s and diets:
Lifestyle and dietary changes have led to both countries in the Caribbean and Pacific - which have
seen a reduction in communicable diseases - and countries in Asia - in which a high burden of
communicable diseases continues - see a rapidly increasing morbidity and mortality associated with
diabetes, hypertension and cancer. These changes are a result of: an increase in available transport
and more sedentary lifestyle with less physical activity; an increase of tinned or fatty foods with less
fresh produce; and an increase in the accessibility of cigarettes resulting in more smoking-related
diseases.
Demand for health workers:
Globally, a changing epidemiological and demographic profile has increased the demand for health
work ers. This has been a key factor in causing health worker shortages, particularly in s ub-S aharan
Africa, as they migrate to seek opportunities abroad.
Pharmacy
Pharmaceutical practice is widely differentiated across the Commonwealth as indeed
are the challenges of practice. The followi ng examples are illustrative of the diversity
and challenge facing many members of CPA.
Medicines Manufacture and Availability
The UK has a sophisticated pharmaceutical industry comprised of significant
research initiatives, transnational corporations, innovators and reproducer firms
manufacturing generic medicines. Commonwealth countries such as India, Canada
and Australia have noteworthy industries with innovative capability. Many others
have a domestic medicine manufacturing industry based on reproducer firms and
companies which concentrate on finishing products from imported ingredients.
However, pharmaceutical manufacturing facilities are non-existent in the vast
majority of small island developing states.1
Medicines Integrity
Spurious/falsely-labelled/falsified/counterfeit (SFFC) medicines constitute a major
public health challenge across the world but particularly in countries where regulatory
and enforcement systems are weakest. 3 WHO has indicated that the incidence of
SFFC products is likely to be higher in many African countries, and in parts of Asia,
Latin America, and countries in transition. CPA recognises this as a major issue for
many of its members.
Medicines Safety
3
WHO (2012) Medicines: spurious/ falsely-labelled/ falsified/count erfeit (SFFC) medicines. Fact
sheet N°275. A vailable at http://www.who.int/mediacent re/factsheets/fs275/en/index.html
Distinct from the integrity of the medicine itself and its associated risk is the challenge
for improved safety in medication use in the light of the substantial body of evidence
that details the nature and frequency of adverse drug reactions and adverse
medication events due to, for example, therapeutic error or non-adherence.
Associated with these is the additional cost to treat, including litigation, their impact
on the economy by virtue of working days lost, not to mention the human cost to
those who are directly and indirectly involved.
Cost Effective Therapy
International comparisons indicate there are considerable differences in the
expenditure on medicines, proportional to GDP, as there are differences in the range
of medications available in any given country, particularly newer high tech
medications.
Over the next few years it is expected that there will be a shift in the expenditure
profile on medicines. The IMS Institute for Healthcare Informatics has predicted that
the annual global spending on medicines will reach nearly $1.2 trillion by 2016. 4 The
proportional spend by the pharmerging 5 markets will increase relative to expenditure
in the developed world as population and economic growth stimulate higher use of
medicines in these markets. The use of biologics, a decline in spending on branded
products and corresponding increase in generics will impact on economic spend.
New medicines and the more widespread use of proven medicines will continue to
transform health care, particularly in the treatment of cancer, heart disease, CNS
disorders, respiratory conditions and diabetes. It could be expected that there will
continue to be a reduction in the gap in pharmaceuticals available to treat certain
priority diseases.
The availability of medicines will need to be matched with clinical guidelines to
ensure their most appropriate use and also accompanying advice and education to
patients to ensure that they are used correctly in order to obtain maximum benefit. It
is in this arena that pharmaceutical expertise is particularly valuable working with
other healthcare professionals to ensure safe and effective medication practice, the
emphasis being on the quality of care and health outcomes, rather than a
preoccupation with finance.
Pharmaceutical Workforce Development
This is a critical area where training institutions need to respond to market demands
whether it be in terms of numbers of pharmacists needed, the knowledge and skills
required for particular areas of practice, new regulatory standards or, indeed,
4
The IMS Institute for Healthcare Informatics (2012) The Global Use of medicines outlook Through
2016. A vailable at:
:http://www.imshealth.com/deployedfiles/ims/Global/Content/Insights/IMS%20Institute%20for%20Heal
thcare%20Informatics/Global% 20Use%20of%20Meds%202011/Medicines_Outlook_Through_2016_R
eport.pdf
5
Pharmerging countries are defined as thos e with >$1B n absolute spending growth over 2012 -16 and
which have GDP per capita of less than $25,000 at purchasing power parity (PPP) (See reference 4)
healthcare reforms directly or indirectly affecting the pharmacy sector. No one size
will fit all and curricular development could be expected to occur in context and not
tempted to simply follow the patters of the higher income countries. However, there is
much to be learned from those that now have a significant experience of clinical or
specialist programmes and indeed the concept of educational partnership working
offers a balanced way forward, taking ad vantage of progressive curriculum
development but applied in the local context. For example, the University of
Strathclyde, Scotland, School of Pharmacy has had
a longstanding
collaborative programme with the Pharmacy School at the International Medical
University, Malaysia. 6
At the same time it must be recognized that many countries suffer shortages of
healthcare professionals, including pharmacists. More attractive salaries, working
conditions and prospects in other parts of the world or with the pharmaceutical
industry can lead to pharmacist ‘export’ with loss of clinical competence and capacity
in the exporting country. This makes the issue of workforce planning and
development extremely challenging, not simply in staffing terms but in the growth and
development of clinical expertise.
Technology
While medicines are the ubiquitous technology in our respective healthcare settings,
technology is also a very powerful tool providing the ability to manage our business
or practice processes, collect, analyse and share information; also providing the
ability to communicate almost instantaneously across the world. It therefore offers
the capacity for interaction between patients and professionals that could advantage
the management of their health and social care, particularly enabling better
medicines management and patient adherence with medication. Further, the use of
technology to offer convenient and accessible education and training, at a distance,
in support of continued professional development is a critical application across the
Commonwealth.
Professional Collaboration
The achievement of more responsible use of medicines requires collaboration, not
simply the engagement with patients but collaboration between the health
professionals themselves, particularly in an area where there is clear
multidisciplinary involvement. While pharmacists are recognised experts in the field
of pharmaceuticals it will be important to build, encourage and develop a team based
approach where there is mutual respect for the expertise that each brings , with each
carrying due responsibility. So the concept of integrated care based on collaborative
team working is an important principle to adopt.
Professional collaboration is also important within the pharmacy profession itself in
sharing experience and good practice but it is also vital at an organisational level in
seeking to provide a concerted voice on pharmaceutical matters and in representing
pharmacists’ professional interests on their own behalf but also in respect of the
communities they serve. Many countries of the Commonwealth have strong
6
https://www.strath.ac.uk/imu/
pharmacy professional bodies as well as strong professional regulatory bodies that
govern the standards of practice delivered by pharmacists. However, there is still
work to be done in adding to the existing cadre of professional pharmacy bodies.
Clinical pharmacy practice
Finally, but of considerable importance, is the recognition that Pharmacy has and
continues to experience a very significant re-professionalisation process with a
gradual shift from the more technical or manipulative aspects of practice, with the
emphasis on compounding, procurement, supply and distribution, to those of
cognitive clinical services, with the emphasis on pharmaceutical care or medicines
management. This process, while it has taken many years to imbed, is most evident
in the higher income countries and where there has been key regulatory and policymaker engagement. 7 Its extension therefore remains a continuing goal across the
Commonwealth.
Pharmaceutical policy
Each of the above issues has policy implications. Yet, although pharmacists have
within them a pivotal role, it is perhaps surprising that they are often largely detached
from policy development. Logically they should inform Government policies which
impact on their work or where their skills could be best applied to implement health
care policy and medicines utilisation in particular. It therefore makes it critically
important that the pharmaceutical profession engages with national policy makers
and in the strategic planning for health care.
The Commonwealth Pharmacists Association
The Commonwealth itself remains a very important entity across the globe and is
uniquely characterised by having a commonality of language, legal and health
systems. Obviously some individual differences do exist but it is within this broad
framework that the Commonwealth nations have been able to work together in
mutual support and to the benefit of their respective peoples. It is therefore i n this
context that the CPA seeks to offer a facilitating and supportive role across the
pharmaceutical family but importantly enjoining and partnering with other
organisations to bring about positive health change.
Earlier reference was made to the estab lishment of the CPA and the governing
structures that are currently in place. Importantly, the extent of the work of CPA, coordinated through its London office, has only been possible through the generous
and sustained support of the Royal Pharmaceutical Society (RPS) of Great Britain
and this emanates from its origins where the then President of the RPSGB and its
Registrar were founding members of the new organisation.
7
A bibliometric review of pharmacy education literature in the context of low- to middle-income
countries. Babar Z, Scahill SL, Akhlaq M, Garg S. Currents in Pharmacy Teaching and Learning 2013;
5: 218-232.
The CPA Council and its Executive Committee have recognised that in a dynamically
changing world CPA also needs to develop appropriately if it is to effectively continue
to serve its constituency. This will demand organisational as well as operational
changes that will enable the organisation to grow, operate in a more efficient and
effective way and extend the range of services to its members in a timely and
accessible fashion. At an earlier time The Council identified the following areas as
integral to its strategic development.
Organisational development
The Council recognises the importance of having a level of permanent staffing in
place to offer continuity, strategic and operational development to CPA’s work.
During 2013 two part-time staff members were appointed, an Administrative Officer
and a Strategy Development Officer and already these appointments have made a
tangible impact to the organisation and its members.
Achieving charitable status is also seen as opening up new collaborative
opportunities, encouraging donor commitments and enabling a more efficient use of
financial resources. The Council is also committed to the principle of continuous
review in effectively assisting its members and, in particular, a review of the CPA
constitution and of the governance arrangements existing within the organisation to
meet contemporary standards, including the regional structure.
With the emergence of high profile issues, the Council would wish, as its modus
operandi, to establish broadly based task groups lead by Councillors, to review the
issues, make recommendations and formulate position papers or formal statements
on behalf of CPA.
Membership and membership benefits
There is still considerable scope to increase the membership of CPA by, for example,
expanding the number of member countries in membership
and extending the
number of association memberships in each country. Individual membership has
fallen in recent years but with the expectation that this can be regrown and increased
above previous levels. This points in favour of a strong recruitment and retention
strategy, including alternative membership options e.g. affiliate, associate or student.
Membership benefits need to be seen to be more tangible and it will be important to
review the current offerings as well as the opportunity to provide new benefits for
members. The Council recognises that benefits come in a variety of forms and will
need to be offered on a reasonably broad basis to meet the variety of needs eg.
discounts on pharmaceutical texts or conferences, access to education and training
opportunities, the ability to network with colleagues, current awareness information
etc. It will also be important that CPA balance the needs, both personal and
professional, of its membership and to take acco unt of what would attract new
members to the organisation.
Council also believes there would be merit in introducing a Membership Charter. To
set out the principles governing membership of CPA and the standards of service
that members could expect
Sustainable funding
While financial resources are only one factor in organisation sustainability, they are,
nonetheless, a vital component, Membership fees are an important source of funding
but these are difficult to levy equitably given the range of economic conditions
existing throughout the Commonwealth. CPA, as stated earlier, has continued to
benefit from sustained support of the Royal Pharmaceutical Society (RPS) of Great
Britain and this has provided the resources to employ the current staff members. In
the past CPA has been also be able to attract grant funding from donor organisations
to support particular projects.
Moving forward it will be important to ensure that membership fees are paid up and
that facility exists to minimise their administration especially when dealing with
different countries and currencies. Secondly, it will be important to identify new
sources of grant funding at national or international level that would assist CPA in
meeting its objectives, either on its own or in partnership with other organisations.
Thirdly, Council believes that considerable interest exists among expatriates allied to
pharmacy practice in their home countries to the extent that they would be prepared
to make donations to identified projects.
While seeking external funding CPA needs to ensure that its own internal
management arrangements and allocation of resources are appropriately deployed in
order to ensure the optimum use of the limited resources it possesses.
Communication and marketing, including website development
This concerns both the message and the means – what is to be communicated and
the method(s) to be used. CPA recognises the critical application of IT technology as
a means of instant transfer and global reach in relation to its work in communicating
with, and between, its members, in advertising its services, in co-ordinating and
administrating programmes or in providing online education and training .
In this context it will be important that CPA, takes advantage of the range of social
media to promote and market the work of the CPA and improve its general visibility,
particularly to those who are not currently members.
Providing a stronger branding to its materials, products and services will aid
communicative impact. Refreshing the Mission, Vision, Values and Purpose of CPA
may also attract more interest. Posting items on other appropriate websites or
articles or adverts in professional journals is likely to gain wider spread and
knowledge of the organisation.
That said, in an organisation with membership across the globe, its website is, in
effect, the front page of the organisation. The design and development and updating
of the website will be a continuing objective to ensure the promotion of the
organisation and provide readily accessible information. The website needs to
distinguish between what is open and available to all and what is restricted to
members (the latter being linked to member exclusive benefits). The website should
also provide links to other organisation websites for exchange of data and
information
and indeed the use of materials from other organisations to enhance
member knowledge or professional development. For example, the NHS Choices
syndication scheme is able to provide access to the wealth of up-to-date healthrelated information available from the NHS Choices website.
Collaboration with other organisations where there are mutual or shared interests is
of utmost importance. We can do more together than what we can do on our own.
This means that as well as its professional associations CPA needs to extend and
develop its relationships with pharmaceutical governance (regulatory) bodies across
the Commonwealth, particularly through its Councillors. Equally, it will be important to
establish or renew partnerships with other Commonwealth organisations, National
Professional Associations and International bodies e.g. World Health Organisation
Extension of education and training services
This is an important dimension of the work of CPA. On the one hand it offers the
opportunity for knowledge to be shared though information forums, formal training
courses, placement experience etc. On the other it can provide the catalyst for
pharmaceutical development and change through replication or adaption of practice
that has proved successful in other situations.
Across the global reach of the Commonwealth the potential for distance learning is
self evident. The utility of IT software is such that it enables training programmes to
be developed and delivered to simulate live trainer-learner interaction. This coupled
with linkage to the world wide web provides a very powerful tool to offer professional
development programmes offering ease of access, convenience (in your own time
and in your own place) and flexibility to different contexts. Updating of information is
also greatly facilitated over printed text.
Although facilitated by technology CPA is conscious of the challenges faced in this
area. Pharmaceutical practice is widely differentiated across the Commonwealth
such that education and training provision needs to be tailored to individual contexts
of practice. For this reason CPA has already embarked on a major survey aimed at
collecting information on the training and development needs of registered/licensed
pharmacists in Commonwealth countries, with a view to providing access to wider
professional development/continuing education opportunities, particularly through
distance learning. The survey also aims to understand these needs relative to
national government policy for healthcare and where pharmacists can particularly
contribute by applying their training and skills.
In tandem with the survey CPA is also currently exploring with educational providers
the possibility of making available online existing distance learning courses as a free
service or minimal extra cost.
In the context of education and training, career development is an important feature
and CPA would wish to facilitate networks or forums where individuals could receive
advice and mentoring from experienced practitioners.
Representation and Advocacy
Councillors are important to the ongoing ‘presence’ of CPA in their respective
countries. For this reason, it will be important that they are strongly supported in
facilitating their mentoring and encouragement of others in developing
pharmaceutical practice, in encouraging involvement in CPA itself, in influencing
policy and raising support for indigenous projects involving pharmacists.
Maintaining the visibility of the CPA is an ongoing challenge. With limited personnel
at the centre and scarce resources, it is not always easily possible to represent the
organisation in all the desired forums, especially with the range of bodies involved in
Commonwealth support. Equally CPA recognises that its Councillors are already
heavily committed in their respective countries and that there is limited capacity for
additional representational or advocacy work.
That said, the President and Councillors are committed, within the resources
available, to target and attend key meetings where there is a pharmaceutical interest
and where a contribution would be important. Equally, it will be important that CPA,
particularly through its Executive Committee members and Councillors, seeks to
influence government policy and the involvement of pharmacists in health care
projects and working groups.
Key Strategic Themes
Over the 2014-2017 period we will focus on four key strategic themes:
1. Organisational development, governance and sustainability
2. Organisation promotion and membership
3. Education and training provision
4. Advocacy and representation
Organisational development,
governance and sustainability
In the timescale covered by this strategic plan:
 We will seek Charitable Status for the organisation.
 We will increase our staffing capacity to enable full time support of the organisation.
 We will undertake internal reform to review the constitution and the governance
arrangements existing within the organisation to meet contemporary standards,
including the regional structure.
 We will refresh the Mission, Vision, Values and Purpose of the organisation to ensure
its contemporary appeal and relevance.
 We will establish ‘task’ groups to assist the organisation in formulating position
papers or formal statements on high profile pharmaceutical issues affecting its
members.
 We will review the membership fee structure to ensure equality of access across the
Commonwealth in the context of very different economic conditions.

We will seek, where possible, to access grant funding from external agencies, or
member associations in support of specific projects working as the lead body or in
partnership with other organisations.
 We will encourage donations from expatriates to support CPA lead projects in
underdeveloped countries.
 We will improve the system for the collection and administration of membership fees
to make it more convenient and efficient.
 We will ensure that our resources are appropriately managed and deployed in order
to ensure the optimum value for money.
Organisation promotion and
membership
In the timescale covered by this strategic plan:
 We will redevelop the organisation’s website to make it more appealing, informative
and accessible, particularly the members’ area.
 We will use the facilities, provided through social media (e.g. facebook), to actively
promote the organisation and make it more visible to a wider constituency.
 We will negotiate CPA links on other organisation websites to gain wider spread and
knowledge of the organisation as well as offering reciprocal links.
 We will strengthen the ‘branding’ of CPA’s materials, products and services to aid
communicative impact and reinforce product confidence and credibility.
 We will increase the membership of the organisation to have member
(pharmaceutical) organisations across all Commonwealth countries where they exist.
 We will support the establishment of professional pharmaceutical associations in
Commonwealth countries where they currently do not exist.
 We will double the current level of individual membership of the organisation.
 We will establish a student membership category within the organisation.
 We will extend the benefits available to our members.
 We will introduce a Membership Charter to set out the principles governing
membership of CPA and the standards of service that members could expect.
 We will renew and extend our collaborative links with other organisations where there
are mutual or shared interests. This will include, for example, Commonwealth
organisations, national professional associations and professional regulatory bodies,
the International Pharmaceutical Federation (FIP) and the World Health Organisation.
Education and training provision
In the timescale covered by this strategic plan:
 We will publish and complete a Commonwealth survey of pharmaceutical education
and training needs.
 We will pilot two online distance learning programmes during 2014 and add at least
two new programmes per year to the portfolio of online training available thereafter,
consistent with the needs of our members.
 We will publish on a quarterly basis invited articles on matters of pharmaceutical
interest identified through the survey.
 We will develop partnerships with educational providers to open up access for our
members to existing professional development materials as a free service or at
minimal extra cost.
 We will facilitate the development of networks or forums where individuals could
receive advice and mentoring from experienced practitioners.
 We will maintain the existing Pharmaid programme with the provision of free copies of
the British National Formulary and negotiate arrangements for online access by our
members.
 We will maintain our programme of biennial conferences with Conferences in
Bangladesh (2015) and XXXX (2017)
 We will sponsor a biennial travelling fellowship to support a pharmacist undertaking
overseas study specifically with the aim of applying the learning in his/her own
country.
Advocacy and representation
In the timescale covered by this strategic plan:
 We will support Councillors in their representation of CPA, providing a leadership role
in their own countries, encouraging CPA membership and in raising support for
indigenous projects involving pharmacists.
 We will target key Commonwealth meetings, pharmaceutical conferences or health
events where it would be important to have CPA representation or practical
pharmaceutical involvement.
 We will provide briefing or consultative feedback to Commonwealth organisations or
organisations working in Commonwealth countries allied to pharmaceutical matters.
 We will provide advice and support to member countries allied to influencing
government policy on pharmaceutical matters.
 We will establish ‘expert’ panels that can be called upon for advice and support on
specific matters.
 We will work with others of like mind to provide a consistent and concerted voice on
pharmaceutical matters.
Appendix 1
Member Organisations of the CPA
Antigua and Barbuda Pharmaceutical Society
Pharmaceutical Society of Australia
Bahamas Pharmaceutical Association
Bangladesh Pharmaceutical Society
Barbados Pharmaceutical Society
Bermuda Pharmaceutical Association
Pharmaceutical Society of Botswana
The Pharmaceutical Society of Cameroon
Canadian Pharmacist's Association
Dominica Pharmaceutical Society
Fiji Pharmaceutical Society
The Pharmaceutical Society of Ghana
The Royal Pharmaceutical Society
Grenada Association of Pharmacists
Guyana Pharmacists Association
The Indian Pharmaceutical Association
Pharmaceutical Society of Jamaica
Pharmaceutical Society of Kenya
The Pharmaceutical Society of Malawi
Malta Chamber of Pharmacists
Pharmaceutical Association of Mauritius
Pharmaceutical Society of Nigeria
Pharmaceutical Society of Northern Ireland
Pakistan Pharmacists Association
The Pharmaceutical Association of St Lucia
St Vincent & the Grenadines Pharmaceutical Association
Pharmaceutical Society of Sierra Leone
Pharmaceutical Society of South Africa
The Pharmaceutical Society of Sri Lanka
The Pharmaceutical Society of Tanzania
Pharmacy Board of Trinidad & Tobago
Pharmaceutical Society of Zambia
Pharmaceutical Society of Zimbabwe
Appendix 2
Constitution of the
Commonwealth Pharmacists Association
1. NAME
The Association shall be known as The Commonwealth Pharmacists Association.
2. AIMS AND OBJECTIVES
The purposes of the Association are to promote and disseminate the pharmaceutical
sciences throughout the Commonwealth and to improve the quality and range of
services offered there by professional pharmacists, in particular by:
i) promoting high standards of professional conduct amongst pharmacists, having
due regard to the honour and traditions of the profession;
ii) effecting close links between members of the profession in Commonwealth
countries and facilitating personal contacts between pharmacists and students;
iii) encouraging the creation of a national professional association of pharmacists in
any Commonwealth country where none exists;
iv) fostering high standards of pharmaceutical education at all levels;
v) fostering high standards of practice in all branches of the profession;
vi) holding Commonwealth Pharmacy Conferences;
vii) facilitating the dissemination of knowledge and information about the
pharmaceutical sciences and the professional practice of pharmacy;
viii) fostering high standards of control over the quality and distribution of medicines,
wherever appropriate by professional means, and to that end encouraging suitable
legislation and its implementation.
ix) working with similar associations or allied health professional groups within and
outside the Commonwealth to assist in attaining the aforementioned objects.
3. MEMBERSHIP
i) Full membership shall be open to each Commonwealth country through one
national pharmacy association recognised in that country as being representative of
the profession of pharmacy. Where no such association exists, full membership shall
be open to a body which, in the opinion of the Council, represents the interests of the
profession of pharmacy in the country concerned.
(ii) A member wishing to leave the Association shall give three months notice of
intention to leave.
(iii)The Council may terminate the membership of any full member who is two years
or more in arrears with annual subscriptions.
(iv) The Council may make provision for further classes of membership. These may
include:
a) Personal membership to be extended to any pharmacist registered to practise in a
Commonwealth country or dependent territory; personal members of the Association
who are also personal members of their national association may use the post nominals MCPA.
b) Associate membership to be extended to a non- pharmacist or a pharmacist not
registered to practise in a Commonwealth country or dependant territory, who has
made a significant contribution to the profession of pharmacy. Associate membership
may also be extended to a national or regional association of pharmacists that by
virtue of 3 i) could not be full members
c) Student membership to be extended to any pharmacy student or pharmacy
graduate undertaking his/her internship in a Commonwealth country.
d) Honorary membership to any person at the discretion of the Executive who has
made a significant contribution to the profession of pharmacy.
v) Voting rights shall be extended only to full members who are not in arrears with
membership subscriptions.
vi) The Council may also make provision for supporters of the Association. These
supporters will be termed Affiliate Members. These may be (a) organisations
acceptable to the Council and which are within a member country, or (b) corporations
or firms engaged in the manufacture and/or distribution of pharmaceuticals, or related
products or services.
4. GOVERNING BODIES
i) The Association shall be governed by a Council comprising the President and one
voting delegate nominated by each member association or body. Who is not in
arrears with member subscriptions. Following the election of the President, the
country represented by the person elected shall appoint a voting delegate to
represent that country on the Council. The retiring President shall, as Immediate
Past-President, remain a member of the Council until the conclusion of the
Conference at which his/her successor is elected.
The Council shall meet once during each Conference and at other times required by
the Executive.
ii) The strategic direction, financial planning and overall accountability for the affairs
of the Association shall rest with an Executive Committee comprising the President,
(who shall be the Chairman), the two Vice- Presidents, the Immediate Past-President
during his term of office and one representative from each of the six geographical
regions; namely Eastern and Southern Africa, West Africa, Americas, Pacific, Central
Asia, Europe, including the two Vice-Presidents. Each regional representative shall
be nominated by and from the Council members of the time within each respective
region and shall be elected by them. Members of the Executive Committee shall hold
office until the conclusion of the next Conference, except on petition of not less than
two thirds of the Council members of the Region. The Executive Committee shall
meet as and when necessary and at each Conference.
The countries to be included in the various regions shall be determined from time to
time by the Executive.
iii) Between Conferences, the business of the Council and the Executive Committee
shall be transacted as far as practicable by correspondence or electronic
communication..
iv) Any vacancy which may occur in the offices of President and Vice-President shall
be filled by a person appointed by the Council to serve until the next Conference. Any
vacancy which may occur in the remainder of the Executive Committee shall be filled
by a person from the region concerned, nominated by the Council members from that
region, and elected by the Council to serve until the next Conference.
A member association may change its appointed Council representative at any time
and should formally notify this change to the Secretary.
5. ELECTION OF OFFICERS
At each Conference the Council shall:
i) elect from amongst its members a President who will preside over the business of
the Association until the conclusion of the next Conference. The President shall hold
office for no more than two consecutive inter- conference periods, except that a
Council member who is appointed to fill a casual vacancy in the office of President,
shall be eligible for election to that office for two inter-conference terms additional to
the remainder of the original term.
ii) elect two Vice-Presidents from the regional representatives serving on the
Executive Committee. The Vice-Presidents will assist the President and
deputise for him when necessary, until the conclusion of the next Conference;
iii) Members of Council representing member associations which are in arrears with
annual subscriptions shall not be eligible for election as President, Vice-President or
a regional representative on the Executive Committee.
6. SECRETARIAT
i) The Secretariat shall be located in a Commonwealth country.
ii) The Secretariat shall consist of the Secretary and Treasurer and Administrator.
iii) The President and Executive committee shall appoint a Secretary and Treasurer.
The term(s) of office shall be for such time as the Council decides and shall be
reviewed at each Conference. The Secretary and Treasurer shall be eligible for reappointment.
(iv) The duties of the Secretariat shall include:
(a) dissemination of information of mutual interest to member organisations;
(b) the conduct of financial transactions and other duties as may from time to
time be prescribed by the Council;
(c) the preparation in consultation with the President and Vice-Presidents, of
the agenda for meetings of the Council and Executive Committee respectively
and to prepare reports and minutes thereof;
(d) assistance to the host member with the organisation of a Commonwealth
Pharmacy Conference;
(e) working in close collaboration with other health- related organisations.
7. MEETINGS OF COUNCIL AND EXECUTIVE COMMITTEE
(i) Any Council member or Executive Committee member may exercise his or her
vote in person or by proxy. The Secretary must be notified in writing, prior to the
meeting concerned, of the existence of a proxy by the member granting the proxy. A
proxy can be given to the President or any other member of the Council or of the
Executive Committee entitled to vote.
(ii) A quorum for the Council shall be ten members present and entitled to vote.
Decisions shall be taken by a simple majority of all those voting in person or by
proxy. In the event of an equality of votes, the President shall have a casting vote.
(iii) A quorum for the Executive Committee shall be the Chairman and four members.
Decisions shall be taken by a simple majority of all those voting in person or by
proxy. In the event of an equality of votes, the Chairman shall have a casting vote.
8. WORKING PARTIES
The Council or the Executive Committee shall have power to set up working parties
to study specified subjects and report to the Council or the Executive Committee, as
the case may be.
9. CONFERENCES
(i) A Commonwealth Pharmacy Conference shall be held at intervals determined by
the Executive, generally being every two years in a country determined by the
Executive having considered proposals from member organisations.
(ii) The programme for the Conference shall be arranged by the Executive
Committee in collaboration with the local organising committee of the host member
organisation.
(iii) Each Conference shall be financially self- supporting.
10. FINANCES
(i) The funds of the Association shall consist of membership subscriptions as may be
regulated by the Council from time to time together with such grants, contributions,
bequests and other forms of income as the Association may receive from time to
time.
(ii) Accountability for the preparation of annual budgets, showing income a nd
expenditure, with quarterly monitoring, rests with the Executive.
11. LOCAL ORGANISATIONS
It shall be an obligation on each member association or body, as the case may be, to
appoint one person who may be the Council member to be the medium of
communication with the central secretariat and the person to whom pharmacists in
the Commonwealth can look for advice and help when visiting that country.
12. AMENDMENTS TO THE CONSTITUTION
The Council shall have power to amend the Constitution from time to time, as and
when it thinks fit, but (i) only with the support of not less than one half of the Council
members for the time being, and (ii) not in such manner as to cause the Aims and
Objects of the Association to cease to be exclusively charitable in nature, according
to the law of England and Wales.
13. INTERPRETATION
Any question of interpretation of any Clause of the Constitution shall be decided by
the President. This Constitution and its construction are governed by the law of
England and Wales.
This document is also available to download from
our website at:
The Commonwealth Pharmacists Association
1 Lambeth High Street
London SE1 7JN