Brussels 15 September 2016 EPF ANNUAL INDUSTRY

Transcript:Brussels 15 September 2016 EPF ANNUAL INDUSTRY:
Brussels 15 September 2016 EPF ANNUAL INDUSTRY ROUNDTABLE HOW CAN WE OPTIMISE COLLABORATION WITH INDUSTRY PARTNERS ? Based on dialogue, mutual respect, transparency and independence. Distinct elements: Unrestricted support for EPF to pursue our activities – the added value of a vibrant patients’ movement Public Private Partnerships EUPATI, ADAPT SMART Multi stakeholder initiatives where EPF contributes, e.g. European Health Parliament, Societal Impact of Pain Bilateral dialogue and information exchange Promotion of meaningful patient engagement within companies Evolving nature of collaboration Starting point – EPF financial framework Objectives to optimise our human resources and capacity to focus on dialogue, quality outcomes and delivery in line with our strategy to foster trust and confidence in our relationship with industry partners as a fellow stakeholders in the health community to ensure EPF is able to grow wisely, to respond to the needs of the patient movement in Europe and to contribute as a key player Optimising the collaboration Focus, streamline, simplify. ‘Strategic’ relationships with companies – small internal team led by one reference person, liaising with EPF Clarity on what trade associations are driving forward and what individual companies are working on – optimising synergies Ensuring the effectiveness of the regular dialogue meetings now in place – EPFIA Patient Think Tank Patient MedTech Dialogue, Patients, Medicines for Europe Dialogue, COCIR dialogue on integrated care Optimising the collaboration Focus, streamline, simplify. Unrestricted funding for broad programme Guidance from local companies in working with different stakeholders Increasingly collaboration with national trade associations Contribution to training modules - eg transparency guidelines and implementation of the EFPIA code Input from industry on process and outcome evaluation Example of how we work EPF capacity building programme, evolving with industry support and experts Swift decisions on funding amount in autumn for budget planning following year - sustainability EPF internal taskforce on finance - excellent financial governance Clear pathway and support to ensure paperwork is completed with minimal delay and the funding transferred - key for cash flow - ever more critical as EPF grows Aim to complete all contracts by first six months of the year Funding processes Focus, streamline, simplify. On-line ‘disease specific’ applications not always suited to EPF as an umbrella Highly divergent and sometimes complex contractual processes Reporting- accountability key - but detailed templates are time-consuming and duplicate our own rigorous reporting and evaluation ( which meets EU requirements) Is there a role for European trade