POSITION DESCRIPTION

Transcription

1 POSITION DESCRIPTION Position Title: Reports to: SENIOR / THERAPEUTIC GROUP MANAGER (TGM) TEAM LEADER, PHARMACEUTICAL FUNDING Date: 1 November 2014 PURPOSE OF THE POSITION The primary purpose of this role is to lead and manage PHARMAC s processes for pharmaceutical funding and expenditure management, within assigned therapeutic groups. This is a senior role within PHARMAC, with the financial impact of decisions within therapeutic groups each year typically being in excess of $50 million. The vehicle for managing funding and expenditure is through changes to the Pharmaceutical Schedule in respect of decisions on listing new medicines, delisting existing medicines, application of criteria for access to subsidies, and amendment of price and subsidy (through negotiation, or application of other tools such as reference pricing). The role has a particular responsibility for a portfolio comprising an assigned range of therapeutic areas for pharmaceuticals used predominantly in the community (typically dispensed by retail pharmacies). Senior Therapeutic Group Manager The Senior Therapeutic Group Manager (TGM) is additionally responsible for activities that impact across multiple therapeutic groups and/or multiple transactions, such as areas of policy/practice development, or leadership of new initiatives or strategies. In 2014 PHARMAC is into the second phase of our change programme. We have made major structure changes and created a new leadership and management structure in late This role will contribute to the ongoing change as we review, clarify and improve our processes, policies, delegations and responsibilities. This position description may change as we respond to the new environment that PHARMAC operates within. Note that as at October 2014 this position description is actively being reviewed and translated into a new PHARMAC position description template. The substance of the position content will remain the same. PHARMAC S OBJECTIVE PHARMAC s objective is to secure for eligible people in need of pharmaceuticals the best health outcomes that are reasonably achievable from pharmaceutical treatment and from within the amount of funding provided.

2 DIMENSIONS AND AUTHORITIES/PLACE IN THE ORGANISATION This position forms part of the Pharmaceutical Funding team and is one of a small number of Senior TGMS, TGMs, Panel Coordinators and Funding Coordinators, each with responsibility for a portfolio of assigned therapeutic areas. The activities of this team are central to PHARMAC in its goal of obtaining value for money from its budget for pharmaceuticals. There are several Team Leaders in the Pharmaceuticals Funding Team - a Senior Adviser/Team Leader and three Senior Therapeutic Group Manager/Team Leaders. In this role you will report to one of the Team Leaders and the assignment is typically based around the nature of the therapeutic groups you have the most involvement with. The team manages all applications for funding pharmaceuticals, from first application through clinical and economic assessment, to negotiation with suppliers, contracting and a final decision by PHARMAC s Board. The team also manages the development and implementation of commercial transactions with the aim of obtaining value for money from baseline spending. There are approximately 1000 contracts for subsidised pharmaceutical supply in place. The financial impact of TGM activities is significant, as is the potential impact of changes to the pharmaceutical schedule on patients. Recommendations for funding are subject to formal approval, however the TGM is expected to conduct a thorough and robust process prior to this stage, and in practice the role has a significant level of autonomy. While other staff and teams undertake functions associated with the tendering, contracting and schedule maintenance process, the TGM has the overall responsibility for decisions relating to pharmaceuticals in their therapeutic group. Senior TGM The Senior TGM will be additionally responsible for team or organisation-wide activities, which may include oversight of contractors, or leadership of project teams. RELATIONSHIPS The position requires excellent skills in relationship building and management, as the Pharmaceutical Funding team works with a wide range of stakeholders. The TGM interacts at senior levels with stakeholder organisations, and needs to be cognisant of PHARMAC strategic aims in these relationships. Important relationships include: PHARMAC staff PHARMAC Board the Pharmacology and Therapeutics Advisory Committee (PTAC) and relevant subcommittee members Clinicians and representative groups Patients and representative groups DHB CEOs and staff Pharmaceutical suppliers Ministry of Health staff Ministers and MPs

3 Internally, the position works closely with the Tender Analyst, the schedule and contracts team who manage the pharmaceutical schedule and monitor contracts, and analysts and health economists who provide analysis to support decision making. KEY ROLE REQUIREMENTS Assess applications for pharmaceutical funding Appraise suppliers (and occasionally, clinicians) applications to fund new medicines and obtain PTAC and/or its sub-committees advice regarding potential new Pharmaceutical Schedule listings. Undertake or coordinate assessment of the cost-effectiveness and budget/resource impact analyses of new investments, and inform PHARMAC s prioritisation processes for new investment opportunities. Lead in the process of listing new pharmaceuticals (or amending existing listings) as follows: Prepare clinical documentation for assessment by PTAC and subcommittees Negotiate contracts with suppliers for Pharmaceutical Schedule listings (also see commercial activities, below). Draft and finalise contractual terms and conditions Undertake consultation with relevant stakeholders and consumers. Write and present the business case to PHARMAC s Board/DHB CEOs/other key stakeholders, as required. Co-ordinate the implementation of decisions e.g. communication with pharmacists, prescribers, media etc. Preparation of support materials. Commercial activities in relation to savings transactions and/or funding applications Identify commercial opportunities that would derive savings from baseline spending (e.g. competing products and/or competition for market access, patent expiry etc). Invite and/or respond to commercial proposals offered by pharmaceutical suppliers (e.g. develop and run an appropriate procurement process such as tender, RFP, negotiation). Identify areas of unmet clinical need, or areas of clinical risk, and approach suppliers for listing proposals Conduct (or co-ordinate) the commercial assessment of proposals, including commercial, legal and clinical considerations. Conduct the implementation of transactions, including contracting and making a business case to PHARMAC s Board. Lead the management of any disputes (formal or informal) that arise in relation to Therapeutic Groups and contracts for which you are primarily responsible.

4 Pharmaceutical Schedule Maintenance Ensure that information about subsidies and access to pharmaceuticals within each assigned therapeutic group that is published in the Pharmaceutical Schedule, monthly Updates or other PHARMAC communications is correct and current. In conjunction with the relevant Contract Manager: o Assess the need for subsidy increases following supplier price increases and implement such decisions, where appropriate. o Respond to and resolve pharmaceutical supply issues, should they arise o Negotiate variations to contracts as required Manage relationships with suppliers in the therapeutic group portfolio. Provide expert information and advice to PHARMAC staff and affected external parties on the pharmaceuticals within the groups being managed (e.g. advice to spokespeople dealing with media queries, advice to Ministry of Health staff). Respond (or co-ordinate a response) to phone calls, correspondence, media and Ministerial enquiries related to assigned therapeutic groups. Projects Manage other projects as required. A broad range of projects arise regularly, and as PHARMAC is a small team individual expertise in particular areas is highly valued. IDEAL PERSON SPECIFICATION (Competencies, Skills and Experience) In-depth knowledge of pharmaceuticals and the pharmaceutical sector. Relevant experience working in the health sector; or experience in science or economics. Strong analytical skills, able to deal with complex financial and economic data, and clinical data. Superior project management skills and the ability to lead project teams. Superior communication skills, written and oral. Capacity to understand and work in commercial environments. Contract negotiation skills, risk management and ability to understand legal considerations. Strong negotiation, persuasion and influencing skills, and the ability to resolve disputes. Self management and prioritisation. Able to take a strategic perspective Proactive, an initiator Strong relationship management skills and ability to develop networks with key stakeholders. Strong team player Resilience

5 Senior TGM o Above competencies demonstrated to a high level across a range of pharmaceutical funding activities. o Demonstrated capability to manage projects or activities within multi-disciplinary teams and/or across organisational boundaries. o Demonstrates leadership qualities and capability to mentor less-experienced staff. OUR VALUES the PHARMAC Way' PHARMAC s values describe the behaviours expected and encouraged in how we go about our work, and how we interact with others. Values underpin the way we work. Fresh Thinking We value the collection of new ideas and options to challenge the status quo. We will go out of our way to understand the evidence, listen to stakeholders and encourage colleagues to think innovatively. Our success is founded on our ability to select and carefully implement the best choices. Can Do We value a focus on implementing good solutions. With tenacity, process and collaboration with colleagues, challenges are transformed into opportunities to make a difference. We hold ourselves accountable for what we do and for delivering on our obligations, including under the Treaty of Waitangi. Within Our Means We value being careful stewards of taxpayer funds. We seek resources which are just what we need to fulfil our objectives and commit to ensuring that we deliver within our budgets. Due Respect In exploring boundaries we value the importance of proper process, and others accountabilities and perspectives. The choices and actions we take only continue if they are made on a sound basis and with a focus on serving New Zealanders.