This is the text extract for Relationships presentation, browse documents here.

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PHARMAC’s relationships

Matthew Brougham Chief Executive (Acting)

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Seek first to understand, then to be understood

Habit Five The Seven Habits of Highly Effective People Stephen Covey

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Some of what we’ve heard…

• “Their

rooms are named after companies they’ve chased out of the country” to the Schedule are received with dread” groups feel kept at arm’s length and patronised”

• “Changes

• “Consumer • “Decision

making is mysterious” staff bonuses are based on the savings made”

• “PHARMAC • “The

agency is too money-driven” is simply a formality; it’s not meaningful”

• “Consultation • “They • “Drug • “The

don’t reply to e-mails; seems like it’s a policy” choices are being limited and this has a detrimental effect on health”

budget isn’t big enough”

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Which suggests …

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We may be talking past each other on some things Communication & engagement can be improved PHARMAC may be missing out on useful information We may be wasting time if perceptions are wrong

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We may be missing the opportunities that arise from open and positive dialogue

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•Today’s

focus is what can we do to ensure we better understand each other?

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Any and all ideas welcome

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How can PHARMAC move forward?

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What can’t PHARMAC change?

• • • •

Our statutory objective and functions Evidence will always be important Medicines funding not about rewarding the squeaky wheel Some information cannot be shared

•What

can PHARMAC change?

• • •

Seek first to understand Stakeholder survey generated suggestions We have some ideas, but remain all ears

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But what’s engagement really about?

Building relationships to improve working together Respecting each others views, even when disagreeing Improve mutual understanding Ensuring PHARMAC fully informed when making decisions More collaboration and cooperation

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We aren’t starting from scratch …

Meetings Consultation

Funding decisions Changes to policies and procedures

Wide mailing lists utilised Extensive work with others on ‘optimal use’ initiatives Considerable information published & available

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And the stakeholder survey noted . . .

Seen as professional and trustworthy Doing a good job in a difficult environment Recent improvements have been noticed

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Five work areas seem helpful …

Capability – our skills and competencies Getting out and about – more listening, meeting, greeting Style and tone – it’s all about the reader / recipient Priority stakeholder groups – not spreading too thin Coordination and evaluation – actively managed

… but depends on feedback today

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Other suggestions have included . . .

• “Earlier • “Better • “Better • “Easier • “More

engagement over proposals” communication around process followed” explanation of decisions” ways for people to participate in the process”

information to medical groups to better manage changes” use of the internet for communications” feedback on consultation responses and its influence”

• “Greater • “Greater

… but, again, open to others

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In summary …

PHARMAC wants to do better Better communication and engagement …

first seek to understand mutual & system-wide benefits not always about agreeing, but understanding

The Forum …

builds on positive existing activity valuable in further advancing PHARMAC’s work an important next step, not an end

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“By improving our communication and stakeholder engagement activity, we aim to better understand stakeholder views so our decisions are based on the best possible information. We also want PHARMAC’s processes, decisions and views to be better understood. We will not always agree, but better understanding among stakeholders is ultimately good for everyone.”

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should PHARMAC keep doing, stop doing or start doing to improve its relationships?

•What