07

Patient Adherence and Compliance (PH166)

Improving Outcomes through Patient Engagement Programs
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Published 2012
153 Pages
500+ Metrics
100+ Charts and Diagrams

Drive Patient Adherence and Compliance

Low adherence and compliance is a problem that plagues not only life science companies but also whole health systems, including patients who suffer needlessly and payers who fall short in driving desired outcomes.

In answer, companies show new determination to create patient-centric initiatives that will supplant the traditional, formulaic approaches of the past. Dedicated patient engagement teams are rising in prominence, and programs focused on healthcare consumers are working with larger and larger budgets. New tools, especially on digital and mobile platforms, create exciting opportunities for patient education, engagement and relationship management.

This report provides data for patient-focused organizations to build or reinforce their adherence and compliance programs — and to address the hurdles that make these undertakings such challenging endeavors.


Top Reasons to Buy this Report

Build Strong Programs: Patient engagement ultimately comes down to effective programs. Use the report’s benchmark data to marshal critical financial and staffing resources, choose appropriate channels and tools, and drive implementation across markets.

Empower Patient Teams: Dedicated patient teams increase any organization’s ability to understand end users and address real consumers’ wants, needs and fears. Track the departments and subfunctions involved in the development of dedicated groups, and understand their structures and reporting lines.

Formulate Patient-Centric Strategy: Look inside companies as they manage the difficult evolution toward patient-centric operations — and explore common external and internal challenges that face any group trying to improve patient engagement.

Patient Adherence Programs Metrics

Chapter 1: Structural Approaches to Adherence and Compliance

Chapter Benefits

  • Understand why companies form dedicated patient engagement teams to drive adherence, improved outcomes and increased revenue.
  • Explore the benefits of structuring the groups handling adherence/compliance separately from commercial brand teams.
  • See how patient groups work across matrix structures to incorporate different stakeholders.
  • Compare organizational structures across the US, EU/Canada and Asia Pacific.
  • Balance the benefits of centralized programs and affiliate-driven programs.
  • Understand how outsourcing fills competencies that are lacking internally.

Key Metrics

19 charts focused on structure:

  • Percentage of companies with dedicated adherence/compliance teams overall, in the US and in the EU/Canada
  • Groups involved (e.g., brand teams, patient communications, medical affairs) in adherence/compliance team structure (broken down by US, EU/Canada and Asia Pacific)
  • Team responsible for final adherence/compliance decisions (broken down by US, EU/Canada and Asia Pacific)
  • FTEs involved in adherence/compliance from different functions (broken down by US, EU/Canada and Asia Pacific)
  • Percentage of companies outsourcing adherence efforts (broken down by US, EU/Canada and Asia Pacific)

Chapter 2: Adherence Budgets, Channels and Activities

Chapter Benefits

  • Explore adherence and compliance budgets across the US, the EU/Canada and Asia Pacific.
  • Keep up with rising spending levels, and see why some budgets have quadrupled over a 3-year period.
  • Explore significant increases in digital and mobile activity, including dramatically increased budgets.

Explore allocations and channel-specific activities for five different tools and platforms:

  • Digital (emails, social media, educational websites, peer support websites, online chat)
  • Mobile (apps, text messages, reminder calls)
  • Print (brochures and handouts, direct mail, Rx management calendars, worksheets)
  • Patient organization involvement (advocacy, support groups)
  • Patient access (patient assistance, rebate and incentive programs)

Key Metrics

22 charts focused on budgets and spending:

  • Adherence/compliance budgets from 2009-2012
  • Percentage of companies with a dedicated adherence/compliance budget (broken down by US and EU/Canada)
  • Percentage of 2012 budget dedicated to overhead (broken down by US, EU/Canada and Asia Pacific)
  • Digital spending breakdowns (emails, social media, educational websites, peer support websites, online chat)
  • Mobile spending breakdowns (apps, text messages, reminder calls)
  • Print spending breakdowns (brochures and handouts, direct mail, Rx management calendars, worksheets)
  • Patient organization involvement spending breakdowns (advocacy, support groups)
  • Patient access spending breakdowns (patient assistance, rebate and incentive programs)

Chapter 3: Patient Program Challenges and Strategy

Chapter Benefits

  • Focus teams on patient engagement to reach objectives ranging from Rx refills to improved outcomes to better reimbursement.
  • Transform your company into a patient-centric organization, and incorporate the voice of the patient into program strategy, design and implementation.
  • Overcome issues of trust and communication with patients and other external clients (caregivers, physicians, health professionals, payers).
  • Win buy-in for patient programs from senior management, brands and other internal stakeholders.
  • Manage legal/regulatory hurdles by communicating program details and addressing problem areas.
  • Prove ROI and establish success measurements.
  • Create autonomy for patient-focused teams.
  • Understand program timing and avoid starting initiatives too early or too late.
  • Align adherence tools and technologies with larger patient-focused strategy.
  • Improve market access and payer relationships with evidence of improved outcomes and patient engagement.

Key Metrics

20 charts focused on strategic issues:

  • Assessment of adherence/compliance channels most likely to increase/decrease over next five years
  • Percentage of companies using Twitter, Facebook and YouTube
  • Percentage of revenue lost to non-adherence
  • Revenue preserved by adherence/compliance efforts
  • Costs of patient acquisition (broken down by US, EU/Canada and Asia Pacific)
  • Point in drug lifecycle at which adherence/compliance strategic planning begins
  • Ratings of specific internal and external challenges (broken down by US, EU/Canada and Asia Pacific)
  • Basic ROI breakdown — Percentage of companies using financial ROI, soft metrics, both and neither
  • Prominence (Percentage) of companies using unique technologies (e.g., medical devices, packaging, etc.)

Chapter 4: Profiles of Patient Adherence Programs

Contains 10 program profiles, which each contain the following metrics and information:

  • Program information: region, therapeutic area and related brand revenues
  • Structural support, including team headcounts, the presence of a dedicated patient group, functions involved in adherence/compliance efforts
  • Budget data from the program level through individual channels and tools
  • Use of different communication channels (digital, print, etc.), including usage through drug lifecycle and the two tools/channels projected to increases and decrease over five years

Create a Dedicated Team to Sustain Adherence Efforts

The following excerpt is a key finding from the full report’s Executive Summary.

Companies are increasingly forming dedicated adherence teams. The majority of surveyed companies (71%) have a dedicated adherence team, as seen in Figure E.1 [appears in full report]. Companies without dedicated teams typically house adherence efforts under marketing or brand teams and use staff on an ad hoc basis.

Companies have not always recognized the importance of having dedicated adherence teams. Indeed, the majority of companies surveyed have only recently developed dedicated teams.

  • Of the 12 companies with dedicated teams, only two have had their teams in place longer than three years, and both of them are vendors that specialize in providing adherence support to pharma companies.
  • Six companies have had teams in place between one and three years.
  • Four have only established groups within the past year.

The recent move to develop adherence teams reflects the shifting focus of the pharma industry’s resources from purely bringing products to market to establishing support for the target users: the patients. This is a timely shift, as never before have patients had access to as much information — whether accurate or not — about their health.

One interviewed executive pointed out that current approaches to adherence and compliance tend to revolve around their internal points of origin. In other words, if a program stems from the commercial side, its strategy is commercially driven — with a focus on tools such as sample drop programs and refill reminders. Approaching the issue from the perspective of health economics and outcomes research, however, may require outcomes tracking and behavioral profiling. “Depending on where the decision maker sits in the organizations,” he said, “the level of interest and what they’re interested in are very different.”

Stand-alone patient engagement groups avoid such issues by centralizing expertise, implementing best practices, pooling resources — and driving organizational understanding of adherence success in key patient populations and markets.

Patient Adherence and Compliance Key Finding

  The following excerpt is a key finding from the full report’s Executive Summary.

Create a Dedicated Team to Sustain Adherence Efforts

Companies are increasingly forming dedicated adherence teams. The majority of surveyed companies (71%) have a dedicated adherence team, as seen in Figure E.1 [appears in full report]. Companies without dedicated teams typically house adherence efforts under marketing or brand teams and use staff on an ad hoc basis. Companies have not always recognized the importance of having dedicated adherence teams. Indeed, the majority of companies surveyed have only recently developed dedicated teams.
  • Of the 12 companies with dedicated teams, only two have had their teams in place longer than three years, and both of them are vendors that specialize in providing adherence support to pharma companies.
  • Six companies have had teams in place between one and three years.
  • Four have only established groups within the past year.
  The recent move to develop adherence teams reflects the shifting focus of the pharma industry’s resources from purely bringing products to market to establishing support for the target users: the patients. This is a timely shift, as never before have patients had access to as much information — whether accurate or not — about their health. One interviewed executive pointed out that current approaches to adherence and compliance tend to revolve around their internal points of origin. In other words, if a program stems from the commercial side, its strategy is commercially driven — with a focus on tools such as sample drop programs and refill reminders. Approaching the issue from the perspective of health economics and outcomes research, however, may require outcomes tracking and behavioral profiling. “Depending on where the decision maker sits in the organizations,” he said, “the level of interest and what they’re interested in are very different.” Stand-alone patient engagement groups avoid such issues by centralizing expertise, implementing best practices, pooling resources — and driving organizational understanding of adherence success in key patient populations and markets.