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SMC Horizon Scanning Anne Lee, Scottish Medicines Consortium Julia Earnshaw, GlaxoSmithKline

SMC Horizon Scanning Anne Lee, Scottish Medicines Consortium Julia Earnshaw, GlaxoSmithKline. SMC Horizon Scanning . Aims and objectives Outputs Process (industry engagement) Key challenges Industry perspective Priorities for development (workshop). Horizon scanning - aims.

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SMC Horizon Scanning Anne Lee, Scottish Medicines Consortium Julia Earnshaw, GlaxoSmithKline

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  1. SMC Horizon ScanningAnne Lee, Scottish Medicines Consortium Julia Earnshaw, GlaxoSmithKline

  2. SMC Horizon Scanning • Aims and objectives • Outputs • Process (industry engagement) • Key challenges • Industry perspective • Priorities for development (workshop)

  3. Horizon scanning - aims To facilitate the managed entry of new medicines and new indications for existing medicines into NHS Scotland • early consideration allows advanced financial & service planning by Health Boards • should lead to improved patient care through timely access to new treatments

  4. Audit Scotland 2005

  5. Reportingto date • Forward Look sent to restricted group (HB CEO, DoF, lead doctor & pharmacist) • Focus on high cost impact medicines • Point estimate of uptake and costs at yr 1 and yr 5 Forward Look 1 Oct 05 & Interim Update Apr 06 Forward Look 2 Oct 06

  6. Intelligence Gathering MCNs RCAGs SIGs Clinicians Other sources NHS Process SMC Forthcoming Submissions Pharmaceutical Industry Public Health Finance Prediction NHS Intelligence / Pharm Companies SMC Cancer HS Steering Gp Clinical experts ForwardLook Report

  7. Forward Look 2 • Context statement (caveats) • Focus on medicines expected to become available 07/08 • Potential for significant financial impact (+ all orphan medicines) • <£500K impact at year 5 – cost impact considered low, generally not included

  8. Forward Look 2 • Supplementary Information • assumptions / uncertainties • Details of medicines considered but not included • Update on drugs in Forward Look 1 • Financial cost templates

  9. Horizon Scanning – FoI • No option of blanket refusal to release data • All parties acknowledge information provided on CiC basis • All acknowledge FoI legislation • SMC is committed to maintaining confidentiality • Code of Practice and Confidentiality Agreement circulated with Forward Look 2

  10. Clinical expertise • SMC clinical expert database • Cancer – HS steering group • Facilitate links and consultation with specialist groups and networks • Review draft HS information / report to ensure fit for purpose • What if no consensus?

  11. Industry engagement • Product pipeline intelligence requested 6-monthly • Standard documentation developed with UGF • Companies alerted to products to be included in report • Opportunity to comment on draft information • Final copy of information in report

  12. Forward Look 2 – industry input • Valuable input from 22 of 23 companies • Indicative acquisition costs provided for 13 of 22 new medicines / formulations • Useful input on estimated uptake • Supplementary Information • Assumptions and uncertainties

  13. Next steps • Develop work on total vs direct drug budget impact (?which medicines) • Support HBs in their use of Forward Look • Develop relationship with NHSC / other HS organisations

  14. Challenges ? How can companies help • Engage all appropriate companies • Early identification of products with biggest potential impact • Improve net budget impact estimates • Compare actual vs predicted spend / costs

  15. Industry Perspective – SMC Horizon Scanning Julia Earnshaw GSK.

  16. Why should industry engage? • Opportunity to communicate with decision makers in line with the C of P • Ensure information produced accurate and up to date • This will go ahead with or without us! • Collaborative working with our ultimate customers • Help facilitate market access • Budgets more likely to be available • Prompt guidance to the service

  17. Issues for industry • Structures within companies – R&D vs LOC • Access to accurate information • Confidentiality • Rationale for R&D staff • Lack of certainty • Disease area • Price • Final indication • Competitor activities • Positioning/uptake • Timing of license • Resource • Review and approval • Need for consistent company view • Not appropriate to speculate • Market sensitivity • Timing of information • What to do if things change

  18. How issues could be addressed • Collaboration on optimising process • Predictability/understanding of process • What is needed • Which products • When and with sufficient time to deliver • Cleary defined written processes and forms • Internal processes • Overarching agreed approach • Manager with overall responsibility • Pre-approved materials • Use of ranges/estimates

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