Strategic Plan - 2009-12

Strategy 1: ASMI Self Care agenda is formally included in National Health Care Policy

  • Create processes for balancing short and long term outcomes with Government
  • Further develop meaningful, actionable self care alliances (capacity to convince government of benefit, harness power of members and stakeholders, increase networking e.g. Choice, pharmacy) and engage in dialogue with government
  • Clearly define the Self Care agenda (include Treasury/Finance/consumer groups’ issues) and align with government focus
  • Develop constant, regular communication channels (campaign mode) to gain attention, acknowledgement and notice of government, through messages that are compelling and offer evidence based solutions

ASMI Members can view Action Plans for this Strategy in the 'Action Plans' section of the site.

Strategy 2: Facilitate a regulatory environment based on risk benefit, one which is not risk averse and which creates a level playing field

  • Stress the importance of early member consultation with ASMI
  • Implement processes for proactive key issues development, including more timely access to member concerns
  • Facilitate an operational shift within TGA and an agreed framework re decision making, timeliness, transparency and accountability
  • Create a greater level of clarity around benefit and risk
  • Establish with government a clearly defined regulatory policy area for medicines (therapeutic goods) and assist in bridging this with TGA
  • Develop the switch agenda, including support for advertising
  • Evaluate benefits and effectiveness of self and/or co regulation versus black letter law
  • Investigate means and implications of providing a screening service for TGA applications to assist member organisations (e.g. an ASMI FastTrack)
  • Promote equal requirements for evidence and claims across all segments of industry

ASMI Members can view Action Plans for this Strategy in the 'Action Plans' section of the site.

Strategy 3: Be the Voice for the whole Consumer Healthcare Products Industry

  • Review current membership to ensure breadth of coverage, including complementary healthcare products; ensure understanding of specific needs
  • Review internal structures (Secretariat and committees) to reflect these
  • Investigate means to further involve key brand owners of complementary healthcare products
  • Investigate options for working increasingly closely with CHC as well as options for structural change to facilitate the vision of ASMI; consider establishing a special group, comprising members of each organisation’s Board, to investigate any possible structural changes
  • Demonstrate our authority and values through a proactive communications program, including other alliances

ASMI Members can view Action Plans for this Strategy in the 'Action Plans' section of the site.