Best Pharmaceutical Partnership with the NHS

Best Pharmaceutical Partnership with the NHS

Over the last few years, the NHS has increasingly worked with pharmaceutical companies to deliver improved services to patients. Partnerships between trusts and the pharma industry are varied and represent a range of projects from access and treatment pathways to service and capacity improvements.

The judges will be looking for innovative projects which demonstrate best practice and deliver benefits which would have been impossible for the NHS to do by itself. They are likely to deal with a specific patient group and could include audit and data analysis; care co-ordination and new pathways for patients. As well as helping the NHS provide better services within financial constraints, they should offer ongoing benefits after any initial set up period. Crucially, they must add value and not just replicate something the NHS could do for itself.

Eligibility

  • Pharmaceutical companies supplying services in partnership with NHS organisations
  • Single partnership or joint working projects
  • Any size of project may apply, and judges will be reviewing impact and efficacy
  • Project must be ongoing or should have been completed with results relevant to the past two years up until the awards deadline date
     

Criteria :

Ambition

  • Outline the depth and breadth of the joint working project and why it was necessary for the NHS organisation to seek such a partnership.
  • What were the goals of the project and why did it require a private sector organisation to fulfil?
  • Who was the project serving and how were all stakeholders considered in the brief?
  • Judges’ are looking for clear definition of the scope of work with ambitious outcomes which can’t be achieved by the NHS organisation without external assistance.

Outcomes

  • What were the measures of success and how were the achieved against the goals laid out at the commencement of the project?
  • How did joint working bring more to the table than any other solution?
  • How did the scope of work or goals change throughout the project?
  • What checks and balances were put in place to ensure that the NHS organisation did not overspend?
  • Judges are looking for metrics such as value for money and cost benefit as well as clearly demonstrated improvements in patient outcomes, staff ability to treat more patients, improved service delivery or better analysis of patient data.

Spread

  • If the partnership has proven a success has any of the best practice elements been adopted by other departments within the NHS organisation?
  • Has the methodology been employed within other partnerships?
  • What efforts have been made to disseminate success outside of commercial arrangements for the benefit of patients and staff?
  • Judges will be looking for examples, supported with evidence of take up from other organisations even if neither partner was involved in execution.

Involvement

  • Key stakeholder buy-in from across the NHS organisation is important to garner support for partnerships with the private sector.
  • How was the introduction of a pharmaceutical provider received by other teams within the organisation?
  • What level of interaction did the partners have with other stakeholders and how was their buy-in sought?
  • How was impact on other departments and organisations handled and how were those teams managed within the scope of the project?
  • Judges are looking for demonstrable evidence of comprehensive stakeholder engagement with testimonials and project planning examples.
  • Consideration will be given to entries which have made substantive effort to placate apprehension or reservations about the partnership through participation and interest in the ambition and outcomes.

Value 

  • Value may well be central to joint working between NHS and pharmaceutical organisations.
  • How was this measured and then realised?
  • Judges will be looking for evidence which demonstrates reduced inefficiencies, increased capacity, improved diagnoses and treatment pathways, improvements in staff learning and knowledge and patient experiences.
  • Has the NHS organisation received value for money against their investment in the project?

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