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Ubaka et al
has helped reduce cases of understocking and overstocking,
and the overuse of nonformulary drugs that is evident in tertiary level hospitals in Nigeria. Pharmacists need to take
charge in revitalizing the weak efforts of the Pharmacy and
Therapeutics Committees in their hospitals and meet regularly (at least once in 2 months) to review new and outdated/
ineffective medicines within the hospital's supply chain.
C.U. observed the stages of implementation of the antibiotic
stewardship program at the OSU, and thus he can adopt such
a mechanism back in hospitals in Nigeria, even though there
is paucity of ID-trained specialists or pharmacists. The OSU
mentor took C.U. through the different components of the
ASP and discussed valid ways of implementing them in
view of a system with limited resources. C.U.'s experience
with Twitter and its ability to achieve a global impact has
connected him with pharmacist specialists, ID physicians,
and other health practitioners. Resources and discussions on
implementing current guidelines on ID have been mutually
shared and have benefited all.
The pharmacy leadership team benefitted greatly from
the Mandela Fellowship. First the fellowship provided an
in-depth look at health care in an African country-something that none of the leadership team had experience. In
addition, it was surprising to see that pharmacy was a very
close-knit community-all experiencing the same problems, aspirations, and goals for growth and excellence.
Finally, the administrative time spent with the program was
minimal-and truly counted on the organizational skills of a
few people who helped to coordinate meetings, and schedule project time and observational experiences for C.U.

Conclusions
Major global challenges exist in the profession of pharmacy and pharmacy practice. A possible root cause could
be that the current educational structure may not be meeting
the needs of a nation's health care. It is important for pharmacy leaders and schools of pharmacy in the United States
to collaborate with the international community to influence and accelerate the growth of their practice model. The
experience with Nigeria through the MWF program is one
example of how pharmacy leaders can collaborate and
establish international ties within health-system pharmacy.
As a component of the MWF program, the pharmacy-mentoring program allowed C.U. to experience firsthand the
impact pharmacists make on patient care. Many insights
were gained from the cross collaboration between C.U. and
D.G., and a lifelong professional and personal relationship
has also been forged. These types of programs represent
leadership opportunities that may not be apparent to most
pharmacy directors, but expanding their view to helping
international pharmacists expand their practice only
strengthens the professional goal of providing patient-centered pharmacy services.

Declaration of Conflicting Interests
The author(s) declared no potential conflicts of interest with respect
to the research, authorship, and/or publication of this article.

Funding
The author(s) received no financial support for the research, authorship, and/or publication of this article.

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