#Sound quality pspps how to

Begin by mapping out all the internal stakeholders who will have a role in designing, delivering and using the outputs of the patient support program.ДЄ multi-disciplinary workshop will allow you to understand what success looks like to each stakeholder. For any patient support program to be successful, it needs to transcend the operational silos so prominent within the pharmaceutical industry вЂ“ starting with internal stakeholders.Дepartments must work together, not just in sharing data, but in coordinating goals and objectives from the start. Step two: Engage with stakeholders inside and outside of your organizationДiseases donвЂ™t occur in a vacuum for those experiencing them, for those caring for patients, or for those trying to cure them. Remember that different internal departments and external stakeholders will want to see different outcomes from a PSP. Data generated from PSPs can support regulatory requirements, for example, post-marketing surveillance studies, pricing and reimbursement strategies and scientific publications. ThereвЂ™s a lot to think about and plan for but this data can have huge value. Value indicators вЂ“ for example, return on objectives, cost-efficiency, sales performance, market share. Productivity indicators вЂ“ for example, site and patient enrolments, service uptake by patientsД¬linical indicators вЂ“ for example, patient-reported outcomes such as quality of life, clinical outcomes, length of time on treatment, adherence, persistence, drop-off rates Quality indicators вЂ“ for example, patient and HCP satisfaction, compliance, adverse event (ADE) or product technical complaint (PTC) reporting Program measurement relies on collecting a variety of data. It is much more difficult to set up systems and processes retrospectively once the program is up and running.

#Sound quality pspps how to

Setting the right goals is a critical first step but it becomes meaningless without the proper measurement and reporting systems to ascertain whether the program is meeting them.Д«y deciding early on how to measure success вЂ“ and how to measure the right things to support your commercial and medical decisions вЂ“ you can plan systems and processes to collect, manage and report on the data. Once these factors are understood, objectives can be established for a patient support program that will truly meet organizational goals while optimizing patient outcomes. Who are the other stakeholders involved (for example, carers and HCPs) and what would treatment adherence and better outcomes mean to them? What improvements in the quality of life can patients expect?

What are the expected health outcomes and how do these differ based on demographics and disease states? What are the challenges at this point in the lifecycle for this product? For example, is it a new, complex biologic requiring intensive support or perhaps an established, mass-market drug-device combination with declining market share? What is the revenue value of the medication per patient if adhered to properly throughout the course of treatment? How much does it cost to acquire a new patient vs retaining a current one? What and where are the therapy failure points, ie, what are the critical points in the patient journey where they are most likely to become non-adherent, and why?

What is the patient experience or journey throughout disease discovery, diagnosis and treatment? Within a multi-disciplinary team, the following questions may help offer some clarity and consensus on the reasons why you are investing in a PSP: Issues here are a huge reason why PSPs fail, because the right objectives were not set or the proper systems were not put in place to capture and report on the objectives. While measurement and reporting may sound like issues to consider towards the end of a program they are actually among the first that should be addressed. In this article, we focus on the first two, asking what steps companies need to take to deliver high-quality, successful PSPs.

In an earlier blog post, we identified five big pitfalls to avoid to deliver successful PSPs. However, itвЂ™s not enough to simply bolt on a one-size-fits-all support service around a new medicine the bar is high, and the ambition is to deliver a truly differentiated service with measurable results. With the rise of specialty medicines, the staggering cost of non-adherence and the demand for value from all stakeholders, itвЂ™s no surprise that patient support programs (PSPs) are becoming вЂcost of entryвЂ™ for some products.