Transcript Document 7125665

MeTA Peru
Country Overview
Public Sector
Private Sector
Civil Society
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MeTA Peru
Germán Rojas, Technical Secretary
Leda M. Perez, Consultant to MeTA in Peru
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Multi-stakeholder process
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A commitment to engage
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A commitment to proceed
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Received a commitment from the MoH in early 2008 to participate in MeTA
Participation of public and private sectors and civil society in MeTA global
launch of May, 2008
Birth of the Grupo Impulsor, June 2008
MeTA Peru National Forum, November, 2008
Consolidation of Executive Committee and National Council between
November, 2008 and February, 2009
Refinement of MeTA Peru national work plan, February, 2009-February, 2010
A commitment to implement
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Executive Committee continues to meet weekly to make decisions relative to
work plan implementation
National Council meets every two months to assess progress on work plan
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Major achievements and successes
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All sectors remain at the table!
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Progress on key areas of implementation
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Continuous nature of multi stakeholder process
Communication has changed as a result of MeTA
Price Observatory
Public purchases study
Development of Centers for Medicines Information
Agreement on key areas to be implemented
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Development of a national generics policy
Development of baseline data studies, i.e., pharmaceutical sector scan and
multi stakeholder process evaluation
Development of software for price observatory
Development of Website/communications plan
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Overall challenges
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The multi stakeholder process takes time
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Sectors are working together which may have never had a history of
collaboration
Without trust and relationships it is impossible to move the agenda forward.
Must adapt to new structures, i.e., Executive Committee, National Council,
administrative and technical secretariats
The Executive Committee and National Council lead this process
and not the Technical or Administrative Secretariats
–
This means that there are many minds at work and the Technical and
Administrative Secretariats are beholden to the will of these voluntary bodies
and not the other way around
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Lessons Learned

The multi stakeholder process may be a useful manner of
creating transparency and improving decision-making in the
pharmaceutical sector. However,
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Investments in relationship- and trust-building are essential
Such a process is difficult anywhere in the world, but may be particularly
challenging in environments whose governments have been historically
centralized.
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While transparency in information about medicines and process
is important, we must be careful that the mechanisms put in place
do not create greater bureaucracies
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There is value in a shared space between civil society,
government and private sector to discuss common issues of
concern.
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Lessons Learned
PUBLIC
SECTOR
• MINSA
• EsSalud
• Defensoría del
Pueblo
• Facultad de Medicina
de la UNMSM
• Gobiernos
Regionales: Arequipa,
Huánuco, Piura
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PRIVATE
SECTOR
• Asociación Nacional de
Laboratorios
Farmacéuticos– ALAFARPE
• Asociación Nacional de
Industrias Farmacéuticas –
ADIFAN
• Comisión de Salud de
Cámara de Comercio de
Lima (COMSALUD)
• Asociación Peruana de
Entidades Prestadoras de
Salud (APEPS)
CIVIL
SOCIETIES
• Colegio Médico del
Perú
• Acción Internacional
para la Salud
• Foro Salud
• Red Peruana de
Pacientes y Usuarios
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Lessons Learned
National Council MeTA Peru
Executive Committee MeTA Peru
President
Vice-President
15 Members
MoH
Ombudsman
HAI
Medical College of Peru
ALAFARPE
Technical Secretariat
Communicator
Administrative
Secretariat
Support: International consultant
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Thank you

German Rojas, Technical Secretary

Leda M. Perez, Consultant to MeTA in Peru
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Email: [email protected] and [email protected]
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Mobile number: 511 99566 5509 (Leda) 511 999378102 (Germán)
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Skype: leda568 and grojas3000
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Website: www.metaperu.org
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Peru – Public Sector
Melitón Arce
Pedro Yarasca
Pedro Tintaya
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Analytical Summary at the beginning of
MeTA
What were the needs and problems in this specific sector at the
beginning of MeTA

Problems:
– Lax
legislation for the Registration and Quality of
medicines.
– Little transparency in the information of prices.
– Promotion and Publicity of medicines

Needs:
– Transparency
in information of prices of
Pharmaceutical Products
– Politics of Generic Medicines
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Registered medicines in Peru
Producto de
origen
Biologico
2%
Otros
24%
Medicamento
Generico
21%
Medicamentos
de MarcaRegistrados Sanitarios según Origen
53%
Extranjero
53%
Nacional
47%
Total of Medicines with Sanitary Registration in force: 23,022
Fuente: SI-DIGEMID. Abril 2010
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Main mailstones
What milestones have been reached during the MeTA pilot phase?
During the period of the MeTA pilot phase, the following
milestones have been achieved, favored by MeTA Peru:

Observatoriy of Prices of Pharmaceutical Products:
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Regulatory framework for the OPPF
– Development of the software for prices reports
– Technological support :PCs, Server
– Informative campaigns for the dissemination of the OPPF: Informative Modules
Aspects that have facilitated to reach this milestones:
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New legislation of Pharmaceutical Products, medical devices and sanitary
products.
– Obligatory nature of prescription in International Common Denomination (DCI)
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Successes
What were the successes of the sector during the MeTA pilot
phase?
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Elaboration and approval of the normative framework on the
Observatory of Prices
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Launch of the Observatory of Prices - Currently in Version 2.
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Political commitment and support by the Minister of Health
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Acceptability of the Observatory of Prices by part of the population
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Examples
Informative campaign
on Prices of Medicines
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Challenges

What challenges have this sector to confront during the MeTA
Pilot Phase?
– To
build a better trust among the associates.
– The
presence of divergent opinions during the
process.
– Greater
capacity in technological and human
resources.
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Lessons Learned
What lessons has this sector learned of MeTA?
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Recognition of issues that should be revealed to the population
(prices, availability, public purchases, information of medicines).
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Allowing space for multisectorial dialogue.
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Identification of objectives and common strategies among the
associates, always respecting their points of view.
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It has permitted to identify prominent tissues for the country in matter
of medicines.
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Thank you
Pedro Yarasca
e-mail: [email protected]
Telf.: 0051-1-998704127
www.digemid.minsa.gob.pe
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Private Sector
Berenice Pinto
Augusto Rey
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Analytical Summary at the beginning of
MeTA
What were the needs and problems in this
specific sector at the beginning of MeTA
•
Quality
•
Ilegal Market
•
Ethics
•
Regulation
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Main mailstones
What milestones have been reached during
the MeTA pilot phase?
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Forming part of a roundtable where we are able to work
together as a country on common interest (public, private
and civil company).
Communication among the private sector, the public
sector and the civil company has improved.
Communication of the companies that conform the private
sector has improved (ADIFAN, ALAFARPE, COMSALUDCCL).
Joint appreciations as private sector on problems that
normally require a major approach by the public sector.
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Successes
What were the successes of the sector during the
MeTA pilot phase?
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Diffusion within the private sector of MeTA's objectives
Achieving commitment of the private sector stakeholders
on access to medicines.
Permanent participation in MeTA Peru of 3 of the 4 private
sector stakeholders.
Commitment and participation of ALAFAL
Better communication both inter and intra-sectorial.
Greater understanding of the multi-stakeholder process.
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Challenges
What challenges has this sector confronted
during the MeTA Pilot Phase?
– Sharing the concerns of the pharmaceutical
sector.
– Contribute to a common agenda among
private sector which is presented in MeTA
Peru.
– Debate different points of view with other
sectors .
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Lessons Learned
What lessons has this sector learned of
MeTA?
– Opportunity
of dialogue among sectors.
– The multi-stakeholder process allows to identify
common problems.
– Engage the opportunity that the government of
the United Kingdom has offered us, to discuss
pharmaceutical issues with transparency.
– It is possible to build a shared vision across
sectors.
– Building trust is necessary among the sectors
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Thank you

Berenice Pinto
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C-electrónico: [email protected]
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Número Celular: 511 992776311 / 511 4226480
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Página Web: www.adifan.com.pe
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Augusto Rey
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C-electrónico: [email protected]
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Número Celular: 511 995491392 / 511 4410693
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Página Web: www.alafarpe.com
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Civil Society
Marco Alegre Romero – Coordination CSOs
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Analytical Summary at the beginning of
MeTA
What were the needs and problems in this specific sector at
the beginning of MeTA?
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43% of the country's population lacks access to essential medicines.
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CSOs had not fluent access to essential critical information by the state
and the private sector in relation to access to medicines.
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There was limited space for Civil Society participation to generate public
policy on essential medicines.
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Absence of a National Policy for Generic Medicines.
Weakness in the mechanisms of transparency and accountability of
public administration in the early stages of the medicines supply chain.
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Main mailstones
What milestones have been reached during the MeTA pilot
phase?

Being able to start working together to address access to generic
medicines, between the State, Civil Society and Private.
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Forming a Coalition of Civil Society Organizations
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To be able to formulate a national project by the CSOs Coalition
and users, to train leaders in monitoring access to medicines.
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Successes
Which were the successes of the sector during the MeTA pilot
phase?
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Raise the issue about lack of access to medicines at national and
regional levels.
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Reach an agreement with the University for the development of
post-graduate courses to train leaders in monitoring access to
medicines.
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Manage to jointly formulate a project that contribute to access of
medicines among the national and regional CSOs
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The engagement of 18 out of 25 regions of the country in the
implementation of the project
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Challenges
What challenges has this sector confronted during the MeTA
Pilot Phase?
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To provide a better positioning of the CSOs on the National
Council and the Executive Board of META Peru.
To achieve a cohesion between CSOs – Users, and technical
people.
To engage active leaders in monitoring access to medicines at
the national level articulated in the network.
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Lessons Learned
What lessons has this sector learned from MeTA?

You can better address the problem of access to essential
medicines when working in collaboration with the state, civil
society and the private sector.
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The Civil Society can improve the quality of dialogue and
negotiation with the public and private sector when it has
continuous access to information.
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The Civil society is divided according to the interests of each of
its members.
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The regions of Peru would like to address the problems ofaccess
to essential medicines but do not have strategies and information
to give an appropriate response.
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Thank you

Marco Alegre Romero
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C-electrónico: [email protected]
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Número Celular: (51) 1997273931
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Skype:
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Página Web: www.forosalud.org.pe
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