Market access: How to get REMS right
Andrew Tolve reports on ways to make the most of Risk Evaluation and Management Strategies.By Aug 10, 2010 on
Andrew Tolve reports on ways to make the most of Risk Evaluation and Management Strategies.
The path to regulatory approval in the United States has always been riddled with setbacks, surprises, and last-second modifications. The newest challenge is Risk Evaluation and Management Strategies (REMs).
Added in 2007, REMS are required of a steadily increasing number of products, specifically specialty products whose risk-benefit profiles dont land clearly on the side of benefits.
At the end of 2009, the FDA required REMS of roughly 75 percent of all specialty products.
Certainly, the initial reaction by many in the industry is that REMS is a new challenge, a new problem, and hence a negative issue, says Jeff Fetterman, president and CEO of ParagonRX, which specializes in the design and operation of REMS strategies.
The assumption is that REMS will restrict access to the product, that physicians and patients will perceive it as designating a product as potentially dangerous, and therefore may reduce a physicians willingness to prescribe.
Impact on intention to prescribe
ParagonRX conducted a conjoint analysis among 475 physicians suggesting that physician intention to prescribe can indeed be negatively impacted by REMS.
In some cases, the study found, physician intention to prescribe can plummet by as much as 58 percent.
On the other hand, if a REMS program is designed appropriately, the study found that physician likeliness to prescribe can increase by as much as 42 percent.
The take-away, Fetterman says, is that if you know how to approach REMS, and design a program in a way that clinicians perceive as practical and useful and enhancing patient safety, it can be a major plus.
Successful REMS programs
One of the keys to designing a successful REMS program is to form multidisciplinary internal teams to operate the process, says Fetterman.
That means including folks from regulatory, drug safety, pharmacovigilance, clinical development, and marketing.
What we see as a real critical success factor, says Fetterman, is to form a cross-functional team that brings in the experiences of various individuals to make sure the best decisions are made and also to bring in different perspectives on where possible risks are in the use of the medication, so that all of this can be anticipated and addressed in the development of the REMS.
Another key according to Fetterman is to use a replicable, science-based process in designing the REMS.
All too frequently, companies develop REMS based on precedence; that is, looking in the rear-view mirror at programs that have worked for other products and hoping that in this case, just this once, one size will fit all.
Our recommendation is to use a science-based approach that identifies all the risks of the medication in the care delivery process, says Fetterman, adding that there are a variety of science-based processes out there.
Failure modes and effects analysis is the process ParagonRX uses most often.
Its a way that elevates the outcome of your planning process from being one which is opinion-based or precedent-based to one which is science-based and invites a science-based response, according to Fetterman.
Create contingency planning
Fettermans third piece of advice is to start the REMS planning process well before the eleventh hour, so the FDA doesnt throw any last-second surprises your way.
Starting in advance will also allow you to create contingency planning, so even if the FDA does surprise you, youll have alternatives or solutions prepared.
Fetterman says that ParagonRX encourages its clients to consider the issues that could occur late in the approval process and to plan what to do in the event they occur.
This is one of the very final things that gets negotiated, along with labeling, just prior to approval of the product, Fetterman says.
The extent that companies can be ready to negotiate those, and have very fast turnaround on requests from the FDA, is the extent to which they minimize any potential delay of the approval of the product.
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