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
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Brussels 15 September 2016 EPF ANNUAL INDUSTRY ROUNDTABLE HOW CAN WE OPTIMISE COLLABORATION WITH INDUSTRY PARTNERS ?<br>
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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<br>
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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.<br>
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‘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.<br>
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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<br>
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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.<br>
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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 associations to streamline and harmonise these processes, respecting compliance, proportionality, etc ? Outstanding Challenges<br>
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Feedback on our approach?
How can we improve, as an organisation in managing relationships with industry ?
Advice on the challenges raised and how these could be overcome ?
NOT only for today – an ongoing discussion! Discussion Focus, streamline, simplify.<br>
