Organization Analysis Pharmac
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1. Organization Analysis New Zealand’s Pharmaceutical Management Agency (PHARMAC) was the body assigned by government to select and purchase the medicines required to treat the country’s population. PHARMAC’s principal duty was to secure the best health outcomes from pharmaceutical treatment for the population of New Zealand, within its allocated budget. In deciding which medicines to fund and on what terms they should be made available, PHARMAC made a social choice on behalf of the New Zealand public. That choice involved evaluating the benefits and costs of medicines against each other. Established as a joint venture company in 1993, PHARMAC began its business in early 1994. Its shareholders were the four Regional Health Authorities (RHAs) responsible for the delivery of public care in New Zealand. A Labour-Alliance coalitionGovernment, elected in November 1999, reformed the health sector. The RHAs were replaced with 21 Crown-owned, not-for-profit District Health Boards (DHBs). The move to DHBs signalled a significant shift in terms of governance, purchasing and accountability. The changes brought an emphasis on consultation with communities and meeting the needs of local populations. Amidst these changes PHARMAC became a Crown Entity. Chief Executive, Matthew Brougham, managed PHARMAC’s daily function. Supporting Brougham were six managers responsible for core areas of PHARMAC’s operations: Medical, Funding & Procurement, Schedule and Contract Management, Access and Optimal Use, Analysis & Assessment, and Corporate. PHARMAC’s fifty-four staff possessed a wide range of skills and experience in public health, economics analysis, business analysis, finance and law. PHARMAC’s Advisory Committees ! The Consumer Advisory Committee (CAC) was a group set up to voice the health consumer
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Transcript of Organization Analysis Pharmac
1. Organization Analysis
New Zealand’s Pharmaceutical Management Agency(PHARMAC) was the body assigned by government toselect and purchase the medicines required to treat thecountry’s population. PHARMAC’s principal duty wasto secure the best health outcomes from pharmaceuticaltreatment for the population of New Zealand, within itsallocated budget. In deciding which medicines to fundand on what terms they should be made available,PHARMAC made a social choice on behalf of the NewZealand public. That choice involved evaluating thebenefits and costs of medicines against each other.Established as a joint venture company in 1993,PHARMAC began its business in early 1994. Itsshareholders were the four Regional Health Authorities(RHAs) responsible for the delivery of publiccare in New Zealand. A Labour-Alliance coalitionGovernment, elected in November 1999, reformed thehealth sector. The RHAs were replaced with 21Crown-owned, not-for-profit District Health Boards(DHBs). The move to DHBs signalled a significantshift in terms of governance, purchasing and accountability.The changes brought an emphasis onconsultation with communities and meeting the needsof local populations. Amidst these changes PHARMAC
became a Crown Entity.
Chief Executive, Matthew Brougham, managedPHARMAC’s daily function. Supporting Broughamwere six managers responsible for core areasof PHARMAC’s operations: Medical, Funding &Procurement, Schedule and Contract Management,Access and Optimal Use, Analysis & Assessment,and Corporate. PHARMAC’s fifty-four staff possesseda wide range of skills and experience inpublic health, economics analysis, business analysis,
finance and law.
PHARMAC’s Advisory Committees! The Consumer Advisory Committee (CAC)was a group set up to voice the health consumeror patient perspective within the PHARMAC
framework.
The Pharmacology and Therapeutics AdvisoryCommittee (PTAC) was PHARMAC’sprimary clinical advisory committee. The
group’s role was to provide objective clinicaladvice to the PHARMAC board on applicationsto fund new pharmaceuticals.The Cancer Treatments Sub-Committee(CaTSoP) was one such sub-committee that
reported to PTAC.
2. Key stakeholders
3. Environmental Analysis, inc;
4. PESTEL Analysis
5. Porters “five forces” analysis
6. SWOT Analysis
7. Critical success factors
8. High Level option analysis
9. Recommendations,
