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Joint Working between Pharmaceutical Companies and the NHS and Others for the Benefit of Patients An introduction to the ABPI guidance notes
Content
This presentation is a brief summary of key issues in the ABPI Guidance Notes on Joint Working.
Joint Working between the NHS and the pharmaceutical industry is a relatively new concept and companies are likely to have little or no historic experience. The purpose of the ABPI Guidance is to support appropriate Joint Working including how potential pitfalls might be identified and avoided.
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Key content
Outlines the need for a framework for joint working. Describes how NHS and pharmaceutical company relationships are evolving. Patient benefit and pooled resources are core. Describes what is not Joint Working. Need for patient benefit, mutual benefit, transparency and organisational level sign off.
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www.abpi.org.uk
Competition and Commercial-In-Conference Applies when more than one company is Issues involved. Legal counsel may be required. Other Considerations Personal benefit must not come from joint working. Anti corruption rules.
www.abpi.org.uk
www.abpi.org.uk
ABPI Code
Most relevant clauses Clause 18.
Joint working must not be an inducement to a health professional to prescribe, supply, administer, recommend, buy or sell any medicine. Only informal guidance about the Code can be provided by the PMCPA.
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Suggested Audiences
This presentation is for those most likely to have a key role in the development and implementation of joint working projects such as: Medical signatories NHS liaison team management NHS liaison teams Brand marketing teams Compliance officers Legal
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www.abpi.org.uk
www.abpi.org.uk
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Investment
Joint Working projects are likely to be of significant scope and size, involving resources in the region of 15 - 20k or more and lasting six months or longer. Lower figures may be applicable depending on circumstances. The key determinant is whether a project follows the principles of joint working.
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www.abpi.org.uk
www.abpi.org.uk
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www.abpi.org.uk
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www.abpi.org.uk
Measurement
The outcome of every project should be measured and baseline measurements might be helpful to track success, particularly patient outcomes.
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Exit Criteria
Must be agreed and included in the Joint Working agreement.
Either party should be able to exit an agreement if patients are not benefiting and must do so if the project is detrimental to patients. A pharmaceutical company may not terminate a Joint Working project solely on the grounds that prospective ROI is not met.
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www.abpi.org.uk
www.abpi.org.uk
Potential pitfalls
Joint Working is different to the provision of Medical and Educational Goods and Services (MEGS) that enhance patient care or benefit the NHS and maintain patient care. It is very unlikely that the provision of MEGS would ever meet the definition of Joint Working as they are mainly provided by a pharmaceutical company in circumstances where there is no pooling of resources.
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Key Differences between Medical and Educational Goods and Services and Joint Working
MEGS NHS/Pharma company pool resources x Detailed JW agreement x Outcomes must be measured O Shared commitment to successful delivery P Details of arrangement made public O O = Optional JW
P P P P P
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Features of proposal
Able to describe how patients, the NHS and the company are likely to benefit. There is a clear and significant pooling of resources between the company and the NHS. Certainty that this is not just a traditional MEGS activity. of
The project is transparent. Have ensured that the project has been agreed at an organisational level so that inappropriate influencing of prescribers has not occurred.
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Have considered a balance of benefits for all parties and can clearly show that decisions have been made at an appropriate level in the company. Any ROI calculations have been made to support resource allocation decisions.
Have a formal agreement in place that is very clear about what all parties have agreed. Have not started the project prior to having this agreement.
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Communicating Joint Working Everyone in the company who has contact with Projects within the Company any customer affected by this project understands their role. All have clarity about the expected outcomes and know that the project must not be used to influence prescribing.
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Further advice
ABPI - Martin Anderson (Director, NHS Policy and Partnerships) on 020 7747 1401 or manderson@abpi.org.uk
ABPI Extranet PMCPA Heather Simmonds, Director on 020 7747 1438 or info@pmcpa.org.uk
www.abpi.org.uk