This document provides an overview of the ABPI Regional Industry Group South. It discusses the background and focus of the ABPI and regional industry groups. It outlines the key performance indicators and task and finish groups that have been established to improve relationships with the NHS, reduce variation in access to medicines, and facilitate joint working opportunities between industry and the NHS in the region. Challenges in establishing the group are acknowledged along with achievements in inviting NHS speakers, sharing other ABPI projects, and establishing a framework for evaluating joint working proposals from the NHS.

1. ABPI and our Regional
Industry Groups
Di Vegh, Regional Partnership Manager South| ABPI
Lisa Rosewarne, Strategic Healthcare Development Manager| MSD
Chair | ABPI Regional Industry Group South

2. Focus for the day
• The ABPI
• The background to our team
• Regional Industry Group - South
• Hear from our speakers
• Joint working masterclass
• What all this means for you
Further reading
http://www.abpi.org.uk/our-work/news/2012/Pages/140512.aspx

4. Real world data and e-health
ABPI landscape and policy map
Innovation, Health
and Wealth
value
based
pricing
PPRS
Commissioning
Reputation
UK Competitiveness
NHS Partnerships
Discovery Development Approval Fair Price Access Uptake Patients
Supply Chain
Partnerships for research
Animal research
EU Influence
Clinical research
Regulatory framework and MHRA
Manufacturing and the environment
Schools, higher education and skills
Intellectual property and patent
Pharmacovigilance
Patient Group Forum
Medicines Optimisation
HTA

5. IHW - Accelerating adoption and diffusion in the NHS
• Innovation, Health and
Wealth report was
published on 5th December
2011
• Sir David Nicholson also
sent a letter outlining his
expectations for NHS
action
• ABPI warmly welcomed
the report as a
significant step forward
to support adoption and
diffusion of innovative
medicines across the
NHS

6. Our partnerships for delivery
•We have an MOU with the NHS Confederation, ABHI and Medilinks to
support the implementation of Innovation, Health and Wealth
http://www.nhsconfed.org/priorities/latestnews/Pages/NHS-Confederation-
joins-ABPI-ABHI-innovation-project.aspx
•This strategic agreement aims to increase the adoption and diffusion of
proven technologies in areas of high clinical need to deliver high quality
patient outcome and efficiency gains
•It includes showcasing best practice for joint working, judged by an
independent panel – our first launch event was in February
•We work on policy at a national level with a range of organisations,
including the DoH, NHS England, NICE, Royal Colleges and others

7. Other national policy drivers
• Academic Health Science Networks
• Formularies Good Practice Guide
• The changing role of NICE
• Medicines optimisation guidance
• Changes to the standard national contract
• CCG legal duty to innovate
• NHS Mandate
• NHS Constitution
....... A ‘perfect storm’

8. Both the NHS and pharma have their challenges….
• The famously quoted “Nicholson challenge” actually dates back to a McKinsey report
in 2009 that explored the efficiency savings possible if the NHS budget had zero
growth. So as e.g. life expectancy increases, we have more frail elderly, we use more
technology – the spend would be expected to increase ~5%/ annum, as in previous
years. But this is no longer the case – hence the £20bn figure - and £50bn in future
years http://tinyurl.com/cajfc83
• Care scandals – Mid Staffs, Winterbourne and many others – Don Bewick, the national
quality „tsar‟ calling this “the normalisation of deviance”. So quality needs to
dramatically improve while budgets shrink – and we have just had an NHS
reorganisation 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. Other issues include
patent expiry, changing business models, biotech companies – we work in a rapidly
shifting environment

9. Our vision
NHS 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 secondee
currently Farid Bidgoli from AZ
Industry as an integral part of the NHS’s solution
to the delivery of better patient outcomes

10. NHS Partnership team priorities
We are:
- Identifying and sharing local NHS issues, organisational and policy changes with member
companies
- 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 as
a cost pressure to commissioners and providers
- Supporting companies in the development of Joint Working projects
We 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

11. Regional Industry Groups
• Summer 2012, we wrote to all member company GMs, asking for nominations to sit
on our Regional Industry Groups = RIGs
• Individuals had to have at least 5+ years of market access experience at a senior
level, 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 the
south in November 2012
• We elected a Chair – Lisa Rosewarne, MSD – and a deputy Chair – James Steed,
Pfizer
• The ABPI Regional Manager organises all the meetings and provides secretariat
• All the papers are on our Extranet – please join us as an affiliate
Go to the ABPI home page http://www.abpi.org.uk/Pages/default.aspx
Click „Memberzone‟ at the top right hand corner
Register your name and work details – please ensure you enter your work email address correctly
Submit request
You will receive email confirmation from the ABPI Extranet. Please follow instructions to complete the process

12. It’s good to work together….
• Penzance to Margate: population 13.4 million people
• NHS budget is £21.1 billion
• 110 organisations
– 1873 GP practices
– 34 local authorities and 3 unitaries
– 4 AHSNs and senates
– 7 Area Teams, 3 of which are specialised commissioning hubs
– 51 CCGs
– 64 providers: tertiary, secondary, community and mental health

13. Key Performance Indicators - KPIs
November 2012 meeting, we agreed 5 KPIs:
1. Changing an NHS environment from a negative to a more positive one,
whether for managed entry of new medicines, or removal of barriers to industry
2. Improving trust, reputation and relationships by demonstrating the value of
medicines as an opportunity to improve patient outcomes, not as a cost
pressure.
3. Reducing variation, i.e. improving access and uptake of new medicines
4. Commercially viable joint working
5. Knowledge exchange – ensuring that members are aware of key individuals
in new roles and sharing intelligence, e.g. on the changes to specialised
commissioning

14. Task and Finish Groups
•Established a series of Task and Finish Groups centred on policy areas to
deliver our KPIs, each leading to joint working opportunities with different
NHS organisations
1. Stakeholder mapping
2. AHSNs
3. Formularies Good Practice Guide
4. NICE Implementation
5. Medicines optimisation
•Individuals put their names towards each of the 5 main areas, and as our
meetings diary is booked ahead for 2013, will be reporting on progress and
outcomes at set dates

15. Some of our challenges
• Identifying the right location to meet!
• Getting our Terms of Reference approved – each company
Counsel seemed to find something new
• Gaining consensus on some difficult issues
• Technical hitches, e.g. telephone conferencing facilities and
use of WebEx
• Contribution and attendance

16. Our achievements
• We regularly invite NHS speakers to our meetings, some of whom may
not be prepared to see individual companies – it is an excellent opportunity
to ‘speak with one voice’
• We often share other projects undertaken by different parts of the ABPI,
e.g. the National Metrics Report and Innovation Scorecard
• We regularly seek to include RIG members in other areas of ABPI work,
e.g. specialised commissioning T&F Group with NHS England
• We seek open feedback on our other activities, e.g. therapy groups and
how they operate
• We have had a number of ‘bids’ from the NHS (of variable quality) and
have set up a framework for dealing with local requests using our Joint
Working handbook - a simple spreadsheet, using RAG questions
•We have established a strong group dynamic with key individuals and
companies working on T&F groups to their strengths