UCDHS Vendor Relations Policy Development Implementation Teresa

UCDHS Vendor Relations Policy Development & Implementation Teresa Porter, CHC - Chief Compliance Officer David Levine, JD - Legal Counsel Allan Siefkin, MD - Chief Medical Officer Timothy Albertson, MD, MHP, Ph. D - Professor/Division Chief Garen Wintemute, MD, MHP – Professor, Emergency Medicine 1

Our Goals for Sharing n Vendor Policy Development n Vendor Policy Implementation n Bumps in the Road n Where we are today n Best Practices – Campus Sharing & Q/A 2

Starting Points n JAMA Article, P&T Committee (sub), Pharma Code n Systemwide start n Medical Staff, P&T - whose decision was it to extend the definition of “vendor” to include all, rather then just health care vendors. n Policy Rollout n Industry Relations Committee (IRC) development 3

UCDHS Vendor Relations n Background on Development n JAMA Article n Pharma Code n Dr. Wintemute’s interest/guts to move forward n His foresight for soliciting Dr. Albertson for assistance as the Chair of the P&T Committee n P&T appoints a sub-committee for recommendations 4

P&T Sub-Committee n Important acknowledgement that ownership of the recommendations being made were done through a Medical Staff Committee n Vendor relations would apply to “all” vendors, not only health care related n Recognizing existing policies that covered COI, financial interest, preceptorships and manufacturer relations n Appointment of Dr. Albertson to the newly formed UCOP committee to develop systemwide vendor policy 5

UCOP Vendor Committee n Early draft of the UCOP policy was used to initiate the UCDHS Vendor Policy. n P&T subcommittee recommendation to the Dean who codified the policy. n Presentation to Governing Body n UCDHS Vendor Relations Policy approved n Recognition that the success of this policy would require transparency and buy-in from the bottom-up. 6

Policy Implementation Rollout § CMO/CCO, Allan Siefkin, MD committed to education § Peer Pressure – Evolutionary change from the bottom § Transparency and light on the subject 7

Rollout CMO/CCO Plan n Six months prior to policy implementation the campaign began n n Periodic Email Notifications Education n Focus Groups - Medical Staff - Department Managers, Department CAO’s, Nursing - Individual Department Faculty/Resident Meetings - Marketing & Fundraising personnel - Early version of FAQ’s developed and distributed 8

Important Notes n Transparency n Peer pressure – Evolutionary change n Concerns about implications for clinical research and the need to maintain industry relationships to further science and funding 9

System Developments/Components n P&T Committee n Products and Standardization Committee n Value Analysis Committee n Medical Staff Committee n Collaborative committee with the hospital n Emphasis on supply purchasing for the OR 10

Concerns about the Vendor Relations Policy from Faculty, Residents and Staff n Food - need to budget or obtain unrestricted funds n Samples – Most had been removed due to stricter Joint Commission requirements Additional need for samples imposed a need for policy requiring Pharmacy to receive and distribute n Recognized Pharma Patient Assistance Programs n No distribution to any individual n 11

Supporting Mission n Care – Research n Important reminder for faculty related to: n speakers’ bureaus n compensation plan n consulting/outside professional activities 12

Recognized Need n Based on the number of questions to various sources throughout the institution n Need to coordinate n Need to provide direct source n Establish formal committee to address questions about Vendor Policy implementation n Ability for physicians to “plug-in” 13

Dean’s Recommendation n Industry Relations n Committee Charge: o This committee is advisory to the Vice Chancellor of Human Health Sciences and reports to the UCDHS Executive Compliance Committee to draft directives and review health system policy; provide resources and direction to faculty and administration; review annual faculty conflict of interest disclosure statements; review teaching, and professional service arrangements or proposals; and field questions and inquiries related to conflict of commitment, conflict of interest and vendor relations for faculty and staff. o Conduct substantive review of issues presented. o Recommend changes or restrictions in the project and/or recommend changes to manage, reduce or eliminate potential conflicts of interest. o Recommendation whether the grant, contract, or gift should be accepted. o The committee will meet monthly and may conduct business outside of regularly scheduled meetings when the Chair of the Committee deems necessary. 14

Best for Last - Interactive Sharing n Open Sharing 15