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  • Digg It - Public Private Partnerships: Partnerships Begin at Home

    Private Public Partnerships are popular as a means of building infrastructure around the world. Governments globally have been afraid of sending budgets into deficit or borrowing to pay for capital works and are seeking partnerships with private equi
    According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
    ty to fund a growing infrastructure gap.

    Private Public Partnerships, or PPPs to those in the know or P3s to those even further in the know, are a topic of great interest to lovers of acronyms. Several different types exist which transfer different
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    levels of risk to the private sector.

    Traditional design and construction (TDC) is where private companies bid for a contract to design and construct an asset. A government controls the design and building process through the contract and owns the f
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    inal asset.

    Operation and maintenance contract (O&M) is where the operation of a government asset is carried out by a private company under contract. A government controls the operation of the asset by contract and continues to own the asset.

    Lease
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    , develop and operate (LDO) is where a private company leases a government asset and agrees under contract to invest in the asset, recovering the investment and a return on the investment in charges for use of the asset. A government controls the ass
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    et by way of contract and continues to own the asset.

    Build, own and maintain (BOM) is where a private company builds and maintains an asset and a government leases the asset and operates it with public sector staff. A government does not own the as
    ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
    set and controls its operation by use of its staff, processes and policies.

    Build, own, operate and transfer (BOOT) is where a private company finances, builds, operates and owns an asset for a set period after which the asset is transferred to gove
    easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
    rnment. A government eventually owns the asset and controls the asset through a contract.

    Build, own and operate (BOO) is where a private company finances, builds, operates and owns an asset in perpetuity. A government controls the asset through reg
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    ulation.

    PPPs at the beginning of the above list have been in operation for over one hundred years and have been a success or failure dependent on the individuals involved in negotiating the contracts.

    For the latter half of the list where the risk
    and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
    is transferred, in theory, mainly to the private sector, it is too early to tell whether they have been successful. Many of these contracts run for thirty years and more.

    Whilst criteria such as financial returns are easily measured the impact of t
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    he current models of PPPs on the ability of governments to provide adequate infrastructure in twenty, thirty or forty years is less clear.

    What is clear, however, is that for a government to enter into a programme of PPPs a high degree of partnering
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    competency is required.

    Partnering competencies include negotiation skills, risk management, procurement, contract management, project management, specification writing, business case writing and options appraisal.

    Many of these competencies are n
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    ot developed to the extent required by simply completing a three or five year degree, but from years of experience in commercial business.

    At the leadership levels in the public sector, competence in collaboration, legal and regulatory processes, ch
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    ange management, risk strategy development and project programme management are some of the skills required to enter into PPPs.

    Any public sector thinking of developing PPPs must acquire or develop the skills to partner and ensure that the risks of
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    infrastructure investments are shared appropriately with private companies chosen as partners.

    Acquiring and developing the skills required is not a simple task. For instance, conducting a thorough skills audit of existing personnel to determine the
    t?

    As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
    competence gap requires a high level of skill in its own right.

    Solving the problem of skills shortfall by using consultants is not a silver bullet either. Consultants often use their "standard" approach which is good for their efficiency and some
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    transfer of better practices, but risks the provision of inappropriate analysis and solutions due to a lack of understanding of local norms and customs.

    Developing internal skills by attachments with other public sector entities with experience in P
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    PPs or even private companies involved in PPPs is one way of acquiring enough skills to enable consultants to be used for advice and to have their advice challenged against the background of local norms.

    A further opportunity for improving partnersh
    .

    As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
    ip skills lies in the public sector itself. Most public sectors are organised in and operate in silos resulting in duplication of resources and a consequent reduction in effectiveness and efficiency.

    Small projects developed to reduce overlap in the
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    public sector and provide a better return on existing assets and reducing recurring expenses will challenge the existing set of partnering skills.

    The time to develop partnering skills in the public service is now and the place to start is at home.


    tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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