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Abpi and our regional industry groups karen thomas


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Abpi and our regional industry groups karen thomas

  1. 1. ABPI and our RegionalIndustry GroupsKaren Thomas, Regional Partnership Manager London | ABPI
  2. 2. Focus for the day• The ABPI• The background to our team• Regional Industry Group – London• Hear from our speakers• Joint working masterclass• What all this means for youFurther reading
  3. 3. Real world data and e-healthABPI landscape and policy mapInnovation, Healthand WealthvaluebasedpricingPPRSCommissioningReputationUK CompetitivenessNHS PartnershipsDiscovery Development Approval Fair Price Access Uptake PatientsSupply ChainPartnerships for researchAnimal researchEU InfluenceClinical researchRegulatory framework and MHRAManufacturing and the environmentSchools, higher education and skillsIntellectual property and patentPharmacovigilancePatient Group ForumMedicines OptimisationHTA
  4. 4. IHW - Accelerating adoption and diffusion in the NHS• Innovation, Health andWealth report waspublished on 5th December2011• Sir David Nicholson alsosent a letter outlining hisexpectations for NHSaction• ABPI warmly welcomedthe report as asignificant step forwardto support adoption anddiffusion of innovativemedicines across theNHS
  5. 5. Our partnerships for delivery• We have an MOU with the NHS Confederation, ABHI and Medilinks to support theimplementation of Innovation, Health and Wealth• This strategic agreement aims to increase the adoption and diffusion of proventechnologies in areas of high clinical need to deliver high quality patient outcomeand efficiency gains• It includes showcasing best practice for joint working, judged by an independentpanel – our first launch event was in February• We work on policy at a national level with a range of organisations, including theDoH, NHS England, NICE, Royal Colleges and others
  6. 6. Both the NHS and pharma have their challenges….• QIPP Challenge - £20bn in 4 years- and £50bn in future years . “Doing more withless”• Care scandals – Mid Staffs, Winterbourne and many others - So quality needs todramatically improve while budgets shrink – and we have just had an NHSreorganisation that‟s “so big, you can see it from space”• As for pharma – are the days of blockbusters over? R&D is getting harder,development is often through acquisition and industry is a global business. Otherissues include patent expiry, changing business models, biotech companies – wework in a rapidly shifting environment
  7. 7. Our visionNHS Partnerships Team established in 2012,led by Carol Blount, our director:– Kevin Blakemore, National Manager– Regional Managers:– Di Vegh (South)– Harriet Lewis (North)– Andy Riley (Mids and East)– Karen Thomas (London)– Mike Ringe, Therapy Group Manager– Terry Harrison, consultant– Industry secondeecurrently Farid Bidgoli from AZIndustry as an integral part of the NHS’s solutionto the delivery of better patient outcomes
  8. 8. NHS Partnership team prioritiesWe are:- Identifying and sharing local NHS issues, organisational and policy changes with membercompanies- Taking the lead on themes from the Innovation, Health and Wealth and other key priorities,e.g. medicines optimisation- Demonstrating the value of medicines as an opportunity to improve outcomes rather than asa cost pressure to commissioners and providers- Supporting companies in the development of Joint Working projectsWe aren’t:- Promoting a particular company/ therapy area or product- Trying to improve your market share- Replicating or „competing‟ with member company field teams- The only way that the NHS can engage with pharma
  9. 9. 1. Wide range of transformational skills, knowledge and experience of Pharma andthe new NHS2. Brokerage to help Pharma and NHS relationships and improve the environment forbusiness to business interaction and shared learning3. Identifying opportunities and partnerships that involves a mutually beneficialtransaction between industry, NHS and other potential partners, that in some cases,an individual company would not be privy to.4. Understand the barriers to access and what enablers can be used to break thesedown to bring parties together5. Experts in the use of the “7 step partnership model” and how it should be used toenable openness & transparency10The Partnership team’s USP
  10. 10. Regional Industry Groups• Summer 2012, we wrote to all member company GMs, asking for nominations to siton our Regional Industry Groups = RIGs• Individuals had to have at least 5+ years of market access experience at a seniorlevel, and be prepared to take an industry perspective• The ABPI funds these groups – they are not „pay to play‟• Each region was allocated 12 – 15 places and the first meeting took place in theSouth in November 2012• We elected a Chair – Stephen Fensome, Almirall – and a deputy Chair – NickJones• The ABPI Regional Manager organises all the meetings and provides secretariat
  11. 11. Joint working in London ?
  12. 12. Quotes on Joint WorkingI am appalled whenreps come to see meand are ill preparedand don‟t do theirresearch . All theinformation is in thepublic domain.Chief Pharmacist,secondary care“JW withgovernance –fantastic! This isexactly what isneeded.” – LeadPharmacist,primary careWe want industry to getinvolved in the projects atthe embryonic stage. Wewant a long-termsustainable relationship.”- Consultant secondarycare“I wish this JW criteriaexisted before. It makesthe NHS feel saferworking with industry,especially as the ABPIis endorsing it.” –Governance Managersecondary care“Why doesn‟tpharma just providesponsorship and letthe NHS do therest?” – PrimaryCare lead“I‟m interested inJW, but what doesindustry have tooffer?” –Innovation Leadsecondary care“It‟s disappointingwhen pharmaprovides financialresources but noother resource.” –Governance Managersecondary care“The CCGs aregagging for JW withindustry, but it has tobe open &transparent.” – LeadPharmacist, primarycare“NHS is wary towork with pharma,so you have to sellthe concept of JW.”– PharmaceuticalAdvisor primarycare
  13. 13. Thank you & enjoy yourmeeting