Building A Sustainable Healthcare Industry: How Can Companies … · 2016-06-08 · Building A...

Building A Sustainable Healthcare Industry:

Kasem S Akhras PharmD

How Can Companies Better Manage Talent to Improve Market AccessKasem S Akhras, PharmD

6th Annual Health Insight d

for MENA growth

June 2-3rd, 2016. Dbayeh, Lebanon

Kasem S AkhrasDisclosureDisclosure

Head of Market Access for Novartis MENA Region (Dubai-based)

Visiting Professor University of Illinois at Chicago (UIC) College of Visiting Professor, University of Illinois at Chicago (UIC) College of Pharmacy

Chair, Policy and Market Access Committee of the Pharmaceutical Research and Manufacturers Association in the Gulf (PhRMAG)

Invited speaker on Pricing, Reimbursement, Market Access and Health Policy Regionally and InternationallyHealth Policy Regionally and Internationally

Major publications in peer-reviewed journals and presentations in international congresses (100+)

| Kasem S Akhras | 6th Annual Health Insights Congress - Dbayeh, Lebanon | June 20162

Disclosure

Opinions and views expressed in this presentation are mine and do not represent the views of Novartisnot represent the views of Novartis

Pharmaceuticals


Presentation Outline

Background Sustainable Health System and Issues Shaping the Future of Market Access in MENAShaping the Future of Market Access in MENA

What Skillset is Needed to Build Optimal Market Access Talent for the Future?

What Can be Done to Advance Market Access Talent in the Region?


What is the Definition of Market Access?

WTO“M k t f d i th WTO th“Market access for goods in the WTO means the conditions, tariff and non-tariff measures, agreed by members for the entry of specific goods into their markets”

PHARMACEUTICALSProcess to ensure that needed medicine reaches the

i b f li ibl ti t i ti l dmaximum number of eligible patients in a timely and sustainable manner

(in as many countries as possible)


(in as many countries as possible)

What is a Sustainable Health System?

Focuses on Health(vs. Health Care)

Value Based (vs. Volume Based)

Population Based Strategies(vs. Market Share)

Q lit F dQuality Focused(vs. Quantity)

Patients are Well InformedPatients are Well Informed(vs. Ignored)

Patients Only Receive What They Need


y y(vs. what's profitable)

What is a Sustainable Health System? The Goal?The Goal?

Focuses on Health(vs. Health Care)

Value Based (vs. Volume Based)

Population Based StrategiesPopulation Based Strategies(vs. Market Share)

Quality Focused(vs. Quantity)(vs. Quantity)

Patients are Well Informed(vs. Ignored)

Patients Only Receive What They Need(vs. what's profitable)

To improve the lives of the population for


To improve the lives of the population for generations to come

Current Challenges Facing Sustainability of Health Care System in MENA Dynamic Health Care SystemDynamic Health Care System

Rapid growth in population, increased life expectancy Changing disease demographics from CD to NCD Embracing new technological advances (Rx, Dx, etc.)

P bli i ( li & f i il bl ) Public expectations (quality & scope of services available) Economic conditions, pressure on funding for health care Influence of global trends (privatization Q metrics etc ) Influence of global trends (privatization, Q-metrics, etc.)


Trends That Will Shape Market Access in the Near Future

QUESTION: What do you see as the likelihood that the following changes will be made to the configuration of the healthcare system in your country?

Very Likely Likely Unlikely Very Unlikely

Some form of administrative re-structuring and or re-organisation of the healthcare system

63% 28% 9% -or re organisation of the healthcare system

Greater decentralisation of the healthcare system by government

9% 37% 45% 9%

Increased market competition for funds among healthcare ser ice pro iders

9% 63% 28% -among healthcare service providers

Expansion of the private healthcare sector 28% 36% 38% 8%

Involvement of the private sector in the provision of public health care

55% 18% 18% 9%provision of public health care

R t f 11 t i (A t li Ab Dh bi C d E l d F G Gh I di M l i N Z l d U it d St t ) h th


Report from 11 countries (Australia, Abu Dhabi, Canada, England, France, Germany, Ghana, India, Malawi, New Zealand, United States) on how they are coping with the challenges of today and tomorrow.www.accaglobal.com/globalforums.© The Association of Chartered Certified Accountants February 2015

Talent to Meet Today and Tomorrow’s Challenges is a Real Issue g

QUESTION: What do you think is the relative importance of the following possible challenges facing the healthcare system in your country in the f bl f t ?foreseeable future?

Very Important Important Unimportant

Limited growth in financial resources 63% 37%Limited growth in financial resources 63% 37% -Aging population 63% 18% 19%High levels of preventable illnesses 63% 37% -Inability to recruit staff 37% 63% -

Report from 11 countries (Australia, Abu Dhabi, Canada, England, France, Germany, Ghana, India, Malawi, New Zealand, United States) on how they are


coping with the challenges of today and tomorrow.www.accaglobal.com/globalforums.© The Association of Chartered Certified Accountants February 2015

Today’s Topic

How Can Companies Better Manage T l I M k A ?Talent to Improve Market Access?


What Critical Skills are Needed to Develop Market Access Talent for the Future? Technical Capabilities

• Epidemiology• Health Economics• Outcomes Research • Health Policy• Health Policy• Pricing




Business Skills• Health Care System(s) Fundamentals (operations)

- Public-based - Private-based

• Financials and Actuarial• New Access Models• Strategic Marketing


• Strategic Marketing

How do we Build Technical Capabilities for Market Access Talent? Technical Capabilities

• Epidemiology Academic Training

• Health Economics• Outcomes Research • Health Policy

And

• Health Policy• Pricing

Experiential (Practical)


Graduate Pharmacoeconomic and Outcomes Research Educational Programs in Colleges and Schools of Pharmacy: A Five-Year Update (June 1999 Update from 41 COP)

• 26 PhD programs• 27 Masters programs• 20 Fellowships• 20 Fellowships

Terrence R. Jackson and JoLaineR. DraugalisCollege of Pharmacy The


College of Pharmacy, The University of Arizona, P.O. Box 210207, Tucson AZ 85721-0207

Graduate Pharmacoeconomic and Outcomes Research Educational Programs in Colleges and Schools of Pharmacy: A Five-Year Update (June 1999 Update from 41 COP)p ( p )


Terrence R. Jackson and JoLaine R. DraugalisCollege of Pharmacy, The University of Arizona, P.O. Box 210207, Tucson AZ 85721-0207

Do we have Academic Programs in “Pharmacoeconomic / OR” Available in MENA?

Qatar University

Lebanese American University

Yarmouk University


What can be done to Advance Technical Capabilities in the Field?p Academia

• Develop Internationally Accredited programs (MS, PhD, Fellwoships)Play active role and participation in shaping Health Policy regulations• Play active role and participation in shaping Health Policy regulations

• Initiate quality health services research (e.g. Outcomes Research) studies• Active participation in International Activities shaping Health Care Policy

L d (C L d) di i ith NGO L l H lth P li M tt f th R i• Lead (Co-Lead) discussions with NGO on Local Health Policy Matters for the Region

Regulators• Recognize and emphasize “Outcomes Research” and “value-driven” Policy Decisions

Companies• Commitment to support LOCAL Academic programs • Create internship opportunities• Create internship opportunities• Establish Fellowship programs in Outcomes Research• Focus on good science in the field • Support and/or initiate major Outcomes Research projects (QUALITY data generation)


• Support and/or initiate major Outcomes Research projects (QUALITY data generation)• Develop Mentorship (local and/or international) Programs for future talent



Business Skills• Health Care System(s) Fundamentals

- Public-based - Private-based Operational

• Financials and Actuarial• New Access Models• Strategic Marketing

(Commercial)


• Strategic Marketing

How do we Build and Advance Business Skills for Market Access Talent? Strategic Aspects

• Commitment to the Region (long-term view on investment)• Functional support (Budget, FTE, career path)• Measure success by “number of eligible patients treated”

Operational Aspects • Education on “What Market Access is”

/- It’s not Pricing and/or Regulatory

• Rotational programs (between countries with different health systems)• Embrace “solution-oriented mindset” to Patient Access challenges g• Integrated approach to Patient Access

- Medical, Government and Public Affairs, Market Access

Ethi l d C li t ti


• Ethical and Compliant practices • Invest in LOCAL data generation for decision making

How Can Companies Better Manage p gTalent to Improve Market Access?


Take Home Message...

Commitment!Commitment!



Commitment!Commitment!... from companies to put the p pright investment in the Function



Commitment!Commitment!... from companies to put the p pright investment in the Function

... from the Function to deliver on its Value to Patients, ,Payers and the Company


You give a man a fish he will eat for a dayYou give a man a fish, he will eat for a day...... You teach a man how to fish, he will eat for life


Questions

Kasem S Akhras, [email protected]

Kasem Akhras


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