UCDHS
Vendor Relations Policy
Development & Implementation
Teresa Porter, CHC - Chief Compliance Officer
David Levine, JD - Legal Counsel
Allan Siefkin, MD - Chief Medical Officer
Timothy Albertson, MD,MHP, PhD - Professor/Division Chief
Garen Wintemute, MD,MHP – Professor, Emergency Medicine
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Our Goals for Sharing
 Vendor Policy Development
 Vendor Policy Implementation
 Bumps in the Road
 Where we are today
 Best Practices – Campus Sharing & Q/A
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Starting Points
 JAMA Article, P&T Committee (sub), Pharma
Code
 Systemwide start
 Medical Staff, P&T - whose decision was it to
extend the definition of “vendor” to include all,
rather then just health care vendors.
 Policy Rollout
 Industry Relations Committee (IRC)
development
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UCDHS Vendor Relations
 Background on Development
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JAMA Article
Pharma Code
Dr. Wintemute’s interest/guts to move forward
His foresight for soliciting Dr. Albertson for
assistance as the Chair of the P&T Committee
P&T appoints a sub-committee for
recommendations
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P&T Sub-Committee
 Important acknowledgement that ownership of the
recommendations being made were done through a
Medical Staff Committee
 Vendor relations would apply to “all” vendors, not only
health care related
 Recognizing existing policies that covered COI,
financial interest, preceptorships and manufacturer
relations
 Appointment of Dr. Albertson to the newly formed
UCOP committee to develop systemwide vendor
policy
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UCOP Vendor Committee
 Early draft of the UCOP policy was used to initiate
the UCDHS Vendor Policy.
 P&T subcommittee recommendation to the Dean who
codified the policy.
 Presentation to Governing Body
 UCDHS Vendor Relations Policy approved
 Recognition that the success of this policy would
require transparency and buy-in from the bottom-up.
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Policy Implementation Rollout
 CMO/CCO, Allan Siefkin, MD committed to
education
 Peer Pressure – Evolutionary change from
the bottom
 Transparency and light on the subject
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Rollout CMO/CCO Plan
 Six months prior to policy implementation the
campaign began
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Periodic Email Notifications
Education
 Focus Groups
- Medical Staff
- Department Managers, Department CAO’s, Nursing
- Individual Department Faculty/Resident Meetings
- Marketing & Fundraising personnel
- Early version of FAQ’s developed and distributed
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Important Notes
 Transparency
 Peer pressure – Evolutionary change
 Concerns about implications for clinical
research and the need to maintain industry
relationships to further science and funding
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System Developments/Components
 P&T Committee
 Products and Standardization Committee
 Value Analysis Committee
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Medical Staff Committee
Collaborative committee with the hospital
Emphasis on supply purchasing for the OR
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Concerns about the Vendor Relations
Policy from Faculty, Residents and Staff
 Food - need to budget or obtain unrestricted
funds
 Samples – Most had been removed due to
stricter Joint Commission requirements
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Additional need for samples imposed a need
for policy requiring Pharmacy to receive and
distribute
Recognized Pharma Patient Assistance
Programs
No distribution to any individual
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Supporting Mission
 Care – Research
 Important reminder for faculty related to:
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speakers’ bureaus
compensation plan
consulting/outside professional activities
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Recognized Need
 Based on the number of questions to various
sources throughout the institution
 Need to coordinate
 Need to provide direct source
 Establish formal committee to address
questions about Vendor Policy
implementation
 Ability for physicians to “plug-in”
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Dean’s Recommendation
 Industry Relations
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Committee Charge:
This committee is advisory to the Vice Chancellor of Human Health
Sciences and reports to the UCDHS Executive Compliance Committee
to draft directives and review health system policy; provide resources
and direction to faculty and administration; review annual faculty
conflict of interest disclosure statements; review teaching, and
professional service arrangements or proposals; and field questions
and inquiries related to conflict of commitment, conflict of interest and
vendor relations for faculty and staff.
Conduct substantive review of issues presented.
Recommend changes or restrictions in the project and/or recommend
changes to manage, reduce or eliminate potential conflicts of interest.
Recommendation whether the grant, contract, or gift should be
accepted.
The committee will meet monthly and may conduct business outside of
regularly scheduled meetings when the Chair of the Committee deems
necessary.
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Best for Last - Interactive Sharing
 Open Sharing
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