scholarly journals Financial and Non-financial Conflicts of Interest Among the Japanese Government Advisory Board Members Concerning Coronavirus Disease 2019

Author(s):  
Hanano Mamada ◽  
Anju Murayama ◽  
Akihiko Ozaki ◽  
Takanao Hashimoto ◽  
Hiroaki Saito ◽  
...  

AbstractObjectivesThis study aimed to assess the extent of conflicts of interest among the Japanese government COVID-19 advisory board members and elucidate the accuracy of conflicts of interest (COI) disclosure and management strategies.MethodsUsing the payment data from all 79 pharmaceutical companies in Japan between 2017 and 2018 and direct research grants from the Japanese government between 2019 and 2020, we evaluated the extent of financial and non-financial COI among all 20 Japanese government COVID-19 advisory board members.ResultsJapanese government COVID-19 advisory board members were predominantly male (75.0%) and physicians (50.0%). Between 2019 and 2020, two members (10.0%) received a total of $819,244 in government research funding. Another five members (25.0%) received $419,725 in payments, including $223,183 in personal fees, from 28 pharmaceutical companies between 2017 and 2018. The average value of the pharmaceutical payments was $20,986 (standard deviation: $81,762). Further, neither the Ministry of Health, Labor, and Welfare nor the Japanese Cabinet Secretariat disclosed financial or non-financial COI with industry. Further, the government and had no policies for managing COI among advisory board members.ConclusionsThis study found that the Japanese government COVID-19 advisory board had financial and non-financial COI with pharmaceutical companies and the government. Further, there were no rigorous COI management strategies for the COVID-19 advisory board members. Any government must ensure the independence of scientific advisory boards by implementing more rigorous and transparent management strategies that require the declaration and public disclosure of all COI.

2017 ◽  
Vol 2 (2) ◽  
pp. 17
Author(s):  
Dr. James Rurigi Njuguna ◽  
Prof. Roselyn Gakure ◽  
Dr. Anthony Gichuhi Waititu ◽  
Dr. Paul Katuse

Purpose: The purpose of this study was to establish how strategic risk management strategies contribute to growth of MFI sector in KenyaMethodology: The study adopted a correlation survey research design. The population of this study was fifty seven (57) MFIs. The sampling frame was the list of MFIs provided in the AMFI website www.amfikenya.com. A sample of thirteen (17) MFIs was selected using the random sampling approach. A questionnaire and an interview schedule were the main data collection tools. Qualitative data was analyzed using content analysis whereas the quantitative data was analysed using Statistical Package for Social Sciences (SPSS) where descriptive and regression analysis were conducted to determine the relationship between enterprise risk management strategies and growth of MFIs.Findings: The findings indicated that there were several strategic management measures that had been put in place by MFI to promote growth. These included the existence of a board with the skills and ability to lead the MFI strategically. In addition, the board members roles extended beyond governance and into management of the MFI and the board had policies stipulating term limits and rotation for its members. Results further indicated that the board had adequate independent directors who agreed on the MFIs mission and strategic direction. The results revealed that the MFI had guidelines for preventing conflicts of interest among board members and the MFI guidelines prohibited related-party (insider) lending, required full disclosure of all conflicts of interest, and required arm’s length business transactions. Findings further indicated that the MFI’s organizational structure ensured staff accountability and enhanced MFI’s efficiency and productivity. Overall, regression results indicated that there was a positive relationship between strategic risk management strategies and MFI growth.Unique contribution to theory, practice and policy: Following the study results, it was recommended that the MFIs need to enhance effectiveness of strategic risk management practices such as adherence to best practices on corporate governance. In addition, the MFIs need to enhance the skills of the board members as doing so would improve the level of strategic risk management practice. The study recommended that those MFIs that had not implemented the guidelines for preventing conflicts of interest among board members are advised to do so as this may have an impact on the level of growth. It is recommended that MFIs need to put in place guidelines prohibiting related party (insider trading) and also require full disclosure of all conflicts of interest as doing so would improve the growth of the MFI.  Furthermore, MFIs need to increase the number of independent directors in their boards as doing so would improve the growth of the MFIs.


2021 ◽  
pp. 019459982110347
Author(s):  
Anju Murayama ◽  
Futa Kida ◽  
Akihiko Ozaki ◽  
Hiroaki Saito ◽  
Toyoaki Sawano ◽  
...  

Objective To elucidate financial and intellectual conflicts of interest (COIs) among clinical practice guideline (CPG) authors of allergic rhinitis in Japan and to evaluate the extent of transparency and accuracy in COIs by CPG authors of allergic rhinitis. Study Design A cross-sectional analysis of the payment data from all 79 pharmaceutical companies in Japan between 2016 and 2017. Setting Japan. Methods We considered all 27 CPG authors from 2 different versions of the most prominent CPGs for allergic rhinitis in Japan. Using payment data disclosed by 79 major pharmaceutical companies between 2016 and 2017, we assessed the magnitude and characteristics of financial COIs of CPG authors. We also evaluated the intellectual COIs of the CPG authors by counting self-citations of research articles related to CPG statements and recommendations. Results Of 27 CPG authors, 26 authors (96.3%) received at least 1 payment from a combined total of $1,333,552 between 2016 and 2017. The 2-year combined average and median monetary values per author were $49,391 (SD, $67,438) and $18,400 (interquartile range: $6,216-$72,494), respectively. Pharmaceutical companies with novel drugs predominantly made these payments. The percentage of citations with at least 1 CPG author relative to total citations was 47.6% in 2016 and 27.9% in 2020. There were no formal COI disclosure statements in either version. Conclusion This study found that allergic rhinitis CPG authors had significant financial relationships with pharmaceutical companies, particularly those marketing novel drugs. In addition, CPG authors had relatively high self-citation rates, a potential marker of intellectual COIs. More rigorous and comprehensive COI management strategies are needed.


1996 ◽  
Vol 59 (3) ◽  
pp. 98-104 ◽  
Author(s):  
Patricia Dorazio

To make the technical communication program at SUNY Institute of Technol ogy at Utica/Rome successful and to give students an advantage of working with practicing professionals, the faculty thought it wise to add an advisory board composed of professionals, managers, and others associated with profes sional and technical communication. This paper describes the program, the board's contributions, and the benefits received by the students, the program, and the board members themselves.


1992 ◽  
Vol 6 (6) ◽  
pp. 443-450 ◽  
Author(s):  
Glorian Sorensen ◽  
Jean Hsieh ◽  
Mary K. Hunt ◽  
Diane H. Morris ◽  
Donald R. Harris ◽  
...  

Purpose. The purpose of this article is to describe the “employee advisory board model” applied in the Treatwell program, a worksite nutrition intervention program. Design. The employee advisory boards of five of the seven intervention worksites participating in the Treatwell program were surveyed. Results were compared with results of employee surveys conducted in these five worksites. Setting. The five worksites included in this study are among 16 participating worksites from Massachusetts and Rhode Island. Subjects. Of the 95 board members represented in the five worksites, 88% responded to the survey. This article also presents results from the 698 respondents of the five intervention worksites where the board surveys were conducted. Intervention. The boards in each worksite participated in planning, promoting, and implementing this program in each worksite. Measures. Respondents to the board survey were asked about their participation on and satisfaction with the board and factors they thought contributed to its effectiveness. A survey of all employees included information on demographics and program participation. Results. Board members reported that they were highly satisfied with the board's functioning. Board member hours spent on Treatwell activities were directly related to the proportion of employees aware of the program. (r = .82). The boards' effectiveness was limited by conflicting priorities between the job and board responsibilities. Conclusion. The employee advisory board model povides promise for increasing worker awareness of worksite health promotion programs through enhanced worker ownership.


Author(s):  
Aimee L. Franklin ◽  
Victoria A. Rickard

When added together, there are currently 1000 federal advisory committees with over 60,000 participants. In one U.S. city of more than one million people there are over 700 citizens serving on advisory boards. Yet, this form of citizen participation receives scant attention in the public administration literature (Lavertu & Weimer, 2010). We use the foil of the 2008 recession to reduce the gap in our knowledge. Advisory boards offer the potential for giving citizens power since they provide direct input into decision-making. Results from interviews of 25 citizen advisory board members suggest this does occur. However, the way in which the board leverages its power is novel. The experiences of citizen advisory board members can inform attempts to increase the legitimacy of participation, especially during fiscal stress.


2018 ◽  
Vol 2 (1) ◽  
pp. 11
Author(s):  
Ilham Marasabessy ◽  
Achmad Fahrudin ◽  
Zulhamsyah Imran ◽  
Syamsul B. Agus

<p>Coastal and small islands are faced with various significant challenges. The trend shows that the region suffered largely from habitat destruction, changes on natural processes of ecosystems and<br />pollution. Coastal and small islands regions became increasingly complex as conflicts of interest occur, both within the community and at the government level. Thus, activities to be placed within this region should consider the compatibility between needs and the region’s ability in providing resources. This study aims to develop a management strategy for unpopulated islands in utilization of natural resources. The research was conducted through descriptive evaluative method, using spatial analysis to obtain suitability between the waters and the carrying capacity of the area using<br />ArcGIS 10.3. On the other hand, management strategies were formulated using Analytic Hierarchy Process (AHP) model. The ecological potentials of Nusa Manu and Nusa Leun Islands covers diving, snorkeling tours, mangrove tracking and beach tourism, grouper fish aquaculture within floating net<br />cages and fishing grounds. The potentials are suitable and can be utilized for various activities with priority on conservation-based marine ecotourism. This management strategy sides with the people, opens employment opportunities and able to encourage economic growth while maintaining the sustainability aspects of natural resources.</p>


2018 ◽  
Vol 212 (5) ◽  
pp. 274-278 ◽  
Author(s):  
R. H. McAllister-Williams ◽  
D. M. B. Christmas ◽  
A. J. Cleare ◽  
A. Currie ◽  
J. Gledhill ◽  
...  

SummaryMany novel therapeutic options for depression exist that are either not mentioned in clinical guidelines or recommended only for use in highly specialist services. The challenge faced by clinicians is when it might be appropriate to consider such ‘non-standard’ interventions. This analysis proposes a framework to aid this decision.Declaration of interestIn the past 3 years R.H.M.W. has received support for research, expenses to attend conferences and fees for lecturing and consultancy work (including attending advisory boards) from various pharmaceutical companies including Astra Zeneca, Cyberonics, Eli Lilly, Janssen, LivaNova, Lundbeck, MyTomorrows, Otsuka, Pfizer, Roche, Servier, SPIMACO and Sunovion. D.M.B.C. has received fees from LivaNova for attending an advisory board. In the past 3 years A.J.C. has received fees for lecturing from Astra Zeneca and Lundbeck; fees for consulting from LivaNova, Janssen and Allergan; and research grant support from Lundbeck.In the past 3 years A.C. has received fees for lecturing from pharmaceutical companies namely Lundbeck and Sunovion. In the past 3 years A.L.M. has received support for attending seminars and fees for consultancy work (including advisory board) from Medtronic Inc and LivaNova. R.M. holds joint research grants with a number of digital companies that investigate devices for depression including Alpha-stim, Big White Wall, P1vital, Intel, Johnson and Johnson and Lundbeck through his mindTech and CLAHRC EM roles. M.S. is an associate at Blueriver Consulting providing intelligence to NHS organisations, pharmaceutical and devices companies. He has received honoraria for presentations and advisory boards with Lundbeck, Eli Lilly, URGO, AstraZeneca, Phillips and Sanofi and holds shares in Johnson and Johnson. In the past 3 years P.R.A.S. has received support for research, expenses to attend conferences and fees for lecturing and consultancy work (including attending an advisory board) from life sciences companies including Corcept Therapeutics, Indivior and LivaNova. In the past 3 years P.S.T. has received consultancy fees as an advisory board member from the following companies: Galen Limited, Sunovion Pharmaceuticals Europe Ltd, myTomorrows and LivaNova. A.H.Y. has undertaken paid lectures and advisory boards for all major pharmaceutical companies with drugs used in affective and related disorders and LivaNova. He has received funding for investigator initiated studies from AstraZeneca, Eli Lilly, Lundbeck and Wyeth.


2019 ◽  
Vol 118 (10) ◽  
pp. 252-271
Author(s):  
Md. Hashmathur Rehman ◽  
Dr. M. Rajkumar

The environmental situation for an organization is the environment in which an organization operates.It consists of multiple stakeholders such as governing board members, business competitors, suppliers,customers, the government, etc. They can influence the organization’s decision to adopt an innovation. The influence can ease the organization in adopting the innovation or it can block or affect negatively the organization’s decision to adopt the innovation. Dynamics of the market in which the organization operatesand business competitors will also influence the organization’s decision to adopt innovations.  Customers, Suppliers are sources who will exercise their powers and influence the organization’s decision. Governmentregulation is also equally important and will influence the organization’s decision to adopt innovation. In a nutshell, the environment will influence the organization’s decision to adopt innovations for its business operations.


2020 ◽  
Vol 79 (Suppl 1) ◽  
pp. 1288.1-1289
Author(s):  
I. Mcnicol ◽  
A. Bosworth ◽  
C. Jacklin ◽  
J. Galloway

Background:NRAS follows best practice, evidence-based standards in all we do. Whilst huge strides have been made in the diagnosis and treatment of RA, the impact on quality of life can be significant and for many this disease remains hard to come to terms with. NRAS services and resources can improve the outcomes of people with RA/Adult JIA through a framework of supported self-management resources tailored to individual need. It is particularly important to provide the right support at the beginning of a person’s journey with RA, when unhelpful health beliefs, anxiety and incorrect information can influence how someone responds to prescribed medication and treatment thus impeding their ability to achieve the best outcomes. We know, for example, that many people do not take their medication as prescribed which reduces their chances of achieving remission or low disease activity state.Objectives:To demonstrate that by referring patients online as part of a quality improvement programme to NRAS Right Start Service, we can show improved outcomes for patients with early RA when measured by the MSKHQ. Referred patients will benefit by: a) Better understanding what RA is; b) knowing how it can affect them; c) getting the right support; d) feeling more in control; receiving a tailored pack of information that meets their personal needs; e) be able to talk to a like-minded person who has lived with RA. It’s a 4 step process which starts with the health professional referring their patient to NRAS on line. NICE Quality Standard 3 states that “Adults with rheumatoid arthritis are given opportunities throughout the course of their disease to take part in educational activities that support self-management.” Our service enables health professionals to meet their responsibilities against this national quality standard.Methods:In preparation for the introduction of this service at BSR congress 2019, an audit of the NRAS helpline service was undertaken at the end of 2018 and remains on going. Currently we have 224 responses which have been analysed against specific criteria. An Advisory Board comprising 7 clincians, from different hospitals was appointed to work with NRAS on this important research.Results:In the helpline audit, when asked ‘how concerned are you about your disease’?, alarmingly, 78% of those surveyed scored their level of concern about their disease at 7 or higher out of 10, while only 8% scored it at 5 or below. When asked about the emotional effects of their RA, 62% scored it as 7 or more where 10 was the worst possible impact. 94% of survey respondents said that they would definitely or very likely recommend NRAS and its services to another person. These results led to the development of New2RA Right Start launched in 2019, whereby health professionals across the UK can refer their patients directly to NRAS via a consented online referral which is fully GDPR compliant. To date (31stJan, 2020), we have made calls to 101 patients, from 24 referring hospitals of which 55 have been successfully completed, 34 have had information sent through the post although our helpline team were unable to speak to them, and 12 remain open. Data analysis on the service is being carried out by King’s College Hospital London, comparing the results of patients who have been referred to Right Start within the national audit who have completed a baseline and 3 month follow up MSKHQ and patients in the audit who have not participated in Right Start.Conclusion:Anecdotally, we have had a tremendous response to this service from both patients and referring health professionals. We await data from King’s on the above figures, which we will have within the next 2 months and further data, should this abstract be accepted, will be available prior to June 2020. Right Start enables health professionals to comply with QS3 above, of the NICE Quality Standards in RA, one of the key standards against which they are being audited in the NEIAA national audit. Once data and write up in a peer review journal has been published we plan to roll this service out to people with more established disease.References:[1]To be done, not included in word count.Acknowledgments:I would like to thank Ailsa Bosworth MBE, Clare Jacklin, and James GallowayDisclosure of Interests:Iain McNicol Shareholder of: GSK, Ailsa Bosworth Speakers bureau: a number of pharmaceutical companies for reasons of inhouse training, advisory boards etc., Clare Jacklin Grant/research support from: NRAS has received grants from pharmaceutical companies to carry out a number of projects, Consultant of: I have been paid a speakers fee to participate in advisory boards, in house training of staff and health professional training opportunities, Speakers bureau: Various pharma companies, James Galloway: None declared


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