This document summarizes the discussion from Break-Out Group 1 at the EUPATI 2015 Workshop regarding implementing EUPATI at the national level. Some key benefits of establishing a national EUPATI partner (ENP) include having a central point of contact for health policy questions, connecting diverse stakeholders, and facilitating multi-sectoral cooperation. National partners could include patient organizations, academics, regulatory authorities, healthcare professionals, and pharmaceutical companies. Strategic priorities for ENPs include disseminating EUPATI training and strengthening partnerships. Success would involve raising awareness, securing institutional support and sustainable funding, and becoming a go-to resource. ENPs should focus on building relationships, learning from more established programs, and leveraging partnerships

1. EUPATI 2015 Workshop, 22 April 2015, Dublin
EUPATI TAKING OFF IN YOUR COUNTRY – An Interactive Workshop on Implementing
EUPATI in Your Country
Report from Break-Out Group 1
Make it work nationally (for EUPATI Countries
where an ENP is set up)
The project is receiving support from the Innovative Medicines Initiative Joint Undertaking under grant agreement n° 115334, resources of which are composed
of financial contribution from the European Union's Seventh Framework Programme (FP7/2007-2013) and EFPIA companies.

2. What are some of the benefits of having an
ENP? Are there early signs of added value?
 Central point for questions from natl health policy
& decision-makers groups.
 Diverse groups of national partners speaking with
one voice. Communicating a united message.
 Connecting the dots in terms of individals & orgs
who are interested in patient involvement.
 Perception of multi-sectoral cooperation (pat org,
acad/res, govt, pharma).
 One group to address key issues across nation.
 Getting funders coalesced together around the
table.

3. Who are some of the national partners?
What might their contributions be?
 All interested patients
 Patient organizations (IT has > 9,000!) – casting
wider net of invitations.
 Academic & research, clinical trials orgs.(strategy
& knowledge & teaching)
 Ministry of Health or other national institutions,
like regulatory authority, institutes of
health.(funding & strategy)
 Healthcare professional associations
 Ethics committees at hospitals & jurisdictions.
 Pharma associations or multiple companies.
 Journalist and media channels. (communication)

4. What might be some of the strategic
priorities?
 Passing on knowledge of EUPATI trainees to
wider audience (multiplier effect).
 Joining up of the dots in terms of strengthening
partnerships.
 Communicating the existence of new tools, linking
up the players and message broadcast
 Governance of the platform/network.

5. What does success look like in our
country?
 People aware of each other
 Partners on board (MOUs, institutional buy-in).
 Funds secured from a variety of sources in a
sustainable manner.
 Doors opening, new avenues.
 National Platform/network becomes the ’go-to.’

6. What do ENPs have in common?
 Each much build relationships, strategic
partnerships, and networks.
 Must decide main role: router, do-er, sign poster,
or portal?
 Case studies to learn from those ENPs further
ahead (IT, ES, IE).
 Each partner has partners and affiliates –
multiplier effect to spread the word.
 Some issues are country-specific (e.g. HTAs).
 Through this networking exists an informal forum
to share ideas and materials.