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SMC Evaluation Project The View From Industry

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  1. SMC Evaluation ProjectThe View From Industry Martin Coombes Government Affairs Manager, AstraZeneca ABPI Representative SMC Evaluation Reference Group

  2. “The Pharmaceutical Industry is recognised as a key partner by SMC and have supported the development of a robust and transparent decision-making process.”

  3. Life Science Message Scottish Medicines Consortium Work

  4. SMC Evaluation Project Management Group: Paul Catchpole Reference Group: Martin Coombes, Jim Swift Andrew McGuigan ABPI Scotland: Andy Powrie-Smith SMC User Group Forum

  5. SMC Evaluation Project • Stakeholder engagement • Medicines utilisation • Not recommended • Accepted for use/restricted use • SMC advice on unique treatment • Evaluation of Budget Impact

  6. Stakeholder Engagement • Evolving process • Industry seen as partner • Continue to increase communication • SMC process well recognised, timely, straightforward • Consistent advice, but varying NHS Board processes and application, which would benefit from greater transparency • Reduce duplication – NICE/AWMSG • More proactive patient involvement

  7. Medicines Utilisation

  8. Medicines Utilisation • Not recommended

  9. Medicines Utilisation • Not recommended • 10 medicines remained not recommended 0.1% of the primary care spend 2005/6 • Not added to formulary • No means No

  10. Medicines Utilisation • Not recommended • Delay of SMC advice • Limited use relative to alternative treatments • No alternative licensed products • Influence of pharmaceutical industry marketing strategy • Variation in advice issued by national bodies • Lack of engagement of relevant clinical experts in early stages of SMC

  11. Medicines Utilisation • Accepted

  12. Medicines Utilisation • Accepted/Restricted Use • Data limitations • ‘Where alternative treatments already exist, implementation of advice is subject to local NHS Board decision making’ • Acceptable variation? • Yes means Maybe

  13. Unique Treatment • Etanercept for psoriatic arthritis • HDL (2003) 60 • No clean and relevant dataset • No single Scottish centre to collate data • Issues around local organisation structure

  14. Budget Impact • Variable • Actual vs Budget Impact • From +£3.2m to -£11.9m • Multiple issues • Derivation unclear, Trial drop-out rates, ‘Restricted Use’, lack of uptake • Compare actual uptake vs BI • Between NHS Boards • Other countries Forward Look SMC Budget Impact

  15. Key Conclusions • Evolving and improving • Engagement • More Pt group contact & Industry communication • Need greater understanding of local NHS Board processes To provide consistency, transparency and accessibility • Medicines Utilisation • Data? Variation in uptake? • When does yes mean yes? • Regular monitoring of uptake (compare with other countries) • Budget Impact • Robust • Actual vs Budget Impact

  16. R & D