Publication - Advice and guidance
A Common Understanding 2012 - Working Together For Patients
Guidance on Joint-Working between NHSScotland and the Pharmaceutical Industry
Appendix A: Joint-working Check List
| Yes | No | ||
|---|---|---|---|
| 1. | Is the main benefit of the project focused on the patient? | ||
| 2. | Will both the pharmaceutical and NHS partners pool skills, knowledge and resources? | ||
| 3. | Is there a proportionate contribution of overall resources (taking into account people, finance, equipment and time) from all parties involved? |
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| 4. | Is there a shared commitment to successful delivery of the project by all parties involved | ||
| 5. | Will the project deliver benefits for all parties involved: for patients, industry and the NHS? | ||
| 6. | Are all partners committed to, and have in place, a medium via which a summary of the Joint-working Agreement can be made public prior to implementation, e.g. published on the organisation’s website? |
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| 7. | Will the patient outcomes of the project be measured and documented? | ||
| 8 | Will the project be managed by a joint project team comprising NHS representation and pharmaceutical industry? |
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| 9. | Do all parties and their respective organisations have appropriate skills and capabilities in place to manage the project thus enabling delivery of the outcomes? | ||
| 10. | Do all partner organisations have clear procedures in place for reviewing and approving joint-working projects? |
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| 11. | Are all partners clear on the respective signatories for Joint-working Agreements? |
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| 12. | Is there an agreed exit strategy/contingency arrangement? |
If the answer to ANY of the questions 1 to 6 inclusive is No, the project is not a true joint-working (JW) arrangement and should not be viewed as such. Appropriate steps to address the outstanding areas should be taken before proceeding further under the guise of JW.
If the answer to ANY of the questions 7 to 11 inclusive is No, steps should be taken at the outset to address this or risk the proposal failing to achieve approval.
Contact
Email: Martin Moffat
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