Introduction

Successful organizations recognize and celebrate their past achievements while also striving to innovate based on a view of future strength and success. We are proud of the PAAB’s 37-year history and of the important service we have provided to our stakeholders. Over the next three years, we seek to further strengthen the organization by engaging stakeholders in a role and mandate review to reenergize their commitment to the PAAB’s role and purpose; by updating, as necessary, and clearly communicating the mechanisms we use to assure stakeholders of consistency in the application of the Code, and by enhancing stakeholder value through communication and training.

Our clarity of focus, articulated in this plan, is the result of focused dialogue with our Board of Directors and senior managers in April 2013. Successful implementation of the strategic goals outlined in this plan will serve to strengthen PAAB and the benefits we provide to stakeholders within a changing pharmaceutical and health care industry.

As the environment in which we operate becomes increasing complex, we face a variety of challenges – both general and specific. The challenges that have inspired the strategic focus outlined in this plan include:

1. A changing regulatory environment. There is an increasing expectation to be more transparent. Physicians and pharmaceutical companies have to explain themselves. Consumer trust may have weakened.
2. A changing health care and pharmaceutical landscape including an increase in demand for patient information and intensified pressure on Rx&D to produce real world evidence.
3. Furthermore, Canadian companies are experiencing increased pressure for compliance in response to complaints and corruption in the US.
4. Consumer trust in Canada may have weakened as a result.
5. Increase in available technology and increased expectations as a result. PAAB will need to manage the implications of a rapidly evolving e-environment.
6. More use of controlled advertising.
7. Physicians have become more informed consumers of evidence-based advertising and most simply assume pre-clearance by some organization. PAAB? Health Canada? Other?
8. Indeed, we face emerging competition from other groups and organizations for the pre-clearance of prescription drugs.
9. The Code, while recently updated, needs to remain nimble in order to react to a rapidly evolving environment. For example, personalized medicine is on the horizon and biologics, rare disease medications etc. already challenge our pre-clearance protocols.
10. PAAB’s role within the industry must be clear to all. PAAB must secure stakeholder support and confidence.

We look to the future with optimism. Together we are prepared to work hard and do what is necessary to secure a strong and proud future for the PAAB and for our stakeholders.