The quest for patient centricity

Team planning: Quest for patient centricity

In the quest for patient centricity, pharmaceutical companies are working with a more extensive and increasingly diverse group of providers than ever before. Services such as home care and therapy review are being augmented with remote/virtual patient support services, digitally enabled care, solutions that require multiple providers and programmes supporting rare and orphan drugs and named patient supply.

Most of these services are Regulated Activities under the Health and Social Care Act, and providers must register with regulators such as the Care Quality Commission.

As the care delivered must be identified under the ABPI Code of Practice as being supported by the pharma company the essential question is:

“How do pharma companies assure themselves that the care provided in their name meets the highest standards required by regulators?”

Most pharmaceutical companies engaging a provider complete due diligence and audit that covers: Financial probity; Quality management systems; ABPI compliance; Pharmacovigilance.

These things are essential, but how is the quality of care provided by the supplier established before services start and throughout its operation? Additionally, how is the capability and resilience of a provider determined?

The CQC asks a provider to demonstrate they are: Safe; Effective; Responsive; Caring; Well-led.

Perhaps pharmaceutical companies that have care delivered in their name should be asking the same questions before engaging a provider?

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