MAPS/APPA Joint Medical Affairs Summit

APPA – MAPS 2022 Joint Medical Affairs Summit for Australia & New Zealand in Sydney, will take place in Australia on 17-18 November 2022. We invite you to be part of THE defining moment for Medical Affairs as we fully realize our place as a strategic pillar in the biopharmaceutical and MedTech industries.

From Vision to Action – Medical Affairs’ Time to Lead is Now. Join us in this pivotal moment for the largest gathering of Medical Affairs professionals in the Australia/New Zealand region.

The Australian Pharmaceutical Professionals Association (APPA) is a growing association of medical directors, advisors, scientific liaisons and more, currently representing over 90% of Australian Medical Affairs professionals. The Medical Affairs Professional Society (MAPS) is a global nonprofit organization with 9,000 Medical Affairs members from over 280 companies. Together, MAPS and APPA are excited to partner to support Medical Affairs communities across organizations through innovative education, advocacy, engagement and empowerment across Medical Affairs functions and levels of experience.

Location & Accommodation

Hotel

Shangri-La Sydney

176 Cumberland Street

The Rocks NSW 2000, Australia

Housing & Rates

Rates starting at: AUD $345.00

Please note only rate of $380.00 is visible on the first page – for 1 adult only selection. The system will automatically adjust the rate to $345.00 when finalising the booking through the link.

AGENDA

Wednesday, 16 November

16:00 – 18:00 : Welcome Networking Reception

Heritage Plaza

  • Open to all Conference badge holders at no additional charge
    • Kick off the conference with this entertaining networking reception, providing an informal opportunity to meet and mingle with your Medical Affairs peers and industry leaders. Heavy hors d’oeuvres and beverages will be provided. Please note: full dinner service is not included. We recommend making dinner reservations at one of the many great restaurants nearby. Please feel free to reach out to the hotel concierge for recommendations. 

Registration

All Pricing is in US Dollars

Registration CategoryEarly BirdStandard (After Sept. 1, 2022)
APPA and MAPS Members$1,300$1,550
Industry Partner Members$1,000$1,250
Non Members $1,600$1,850

Team Rates (5 or more registering at the same time)

If your company registers 5 or more attendees at the same time you can save $200 per registrant. Please contact Jason Acord (jacord@medicalaffairs.org) for more information on team registrations.

KEY DATES

Exhibitors | Sponsors | Media Partners

Email pcampa@medicalaffairs.org  for more information

Core Planning Team

Faculty

Krystal Barter

Founder and Owner

Joshua Chou

Senior Lecturer and Group Leader

Cate Coleman

Medical Science Liaison

Alex Condoleon

Medical Digital Health

Liz De Somer

CEO

Victoria Elegant

VP, Regional Medical JAPAC, Global lead, Access to Medicines

Robin England

Head of Excellence

Tamara Etto

Head of Medical Affairs APAC

Greta James-Chatgilaou

Director, Field Medical Strategy and Execution

Felicity Kao

Medical Excellence Manager

Rosanda Kovacevic

Clinical Operations Manager

Jan Lewis

Associate Medical Director

Bernd Merkel

Medical Advisor

Rachel Thomas

Beejal Vyas-Price

Global Scientific Communications Manager

20

Unique Sessions

42+

Expert Speakers

10

Hours of built-in networking time

200+

Attendees in Medical Affairs

What’s it like at a MAPS Conference? Check out our exciting highlight reels from recent MAPS Annual Meetings!

MAPS 2022 New Orleans

MAPS 2020 Miami

MAPS 2019 Amsterdam

MAPS 2019 New Orleans

Cancellation Policy
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CANCELLATION POLICY: We realize last-minute changes happen. To cancel or change your registration, please email Pedro Campa (pcampa@medicalaffairs.org) Registration Cancellation Deadline: November 1, 2022 Registration Cancellation Fee prior to Cancellation Deadline: $200 USD No refunds will be issued for cancellations received after the above cancellation deadline unless we are unable to host the meeting as planned or if policy changes within the city of Sydney. However, partial credit of 25% can be used for an upcoming conference. If unable to attend and you reach out after the cancellation deadline, please include a detailed email and a doctor’s note in order to receive full credit to a future conference.
CANCELLATION POLICY
CANCELLATION POLICY: We realize last-minute changes happen. To cancel or change your registration, please email Pedro Campa (pcampa@medicalaffairs.org) Registration Cancellation Deadline: November 1, 2022 Registration Cancellation Fee prior to Cancellation Deadline: $200 USD No refunds will be issued for cancellations received after the above cancellation deadline unless we are unable to host the meeting as planned or if policy changes within the city of Sydney. However, partial credit of 25% can be used for an upcoming conference. If unable to attend and you reach out after the cancellation deadline, please include a detailed email and a doctor’s note in order to receive full credit to a future conference.
Cancellation Policy
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We realize last-minute changes happen. To cancel or change your registration, please email (jacord@medicalaffairs.org) REGISTRATION CANCELLATION DEADLINE: REGISTRATION CANCELLATION FEE PRIOR TO CANCELLATION DEADLINE: No refunds will be issued for cancellations received after the above cancellation deadline unless we are unable to host the meeting as planned. Refunds will be processed after the meeting via the method in which you paid for your registration. NEED TO REASSIGN YOUR REGISTRATION TO A COLLEAGUE Registration substitutions are allowed at no charge, and must be sent via email no later than to Jason Acord at jacord@medicalaffairs.org by either the person who paid for the registration or by the original attendee.
Sky Rocket Your Agency Income
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A Practical Guide to Elevating the Patient Voice
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There is broad alignment across the healthcare sector around the importance of elevating the patient voice in decision-making, and the role of Medical Affairs in enabling this. However, currently little practical guidance exists around how Medical Affairs professionals can adopt more “person centric” approaches in practice. This session will explore perceived challenges preventing Medical Affairs from elevating their approach to patient engagement, and provide practical guidance on how to more effectively / systematically incorporate the patient voice in decision-making moving forward. First, we will define the problem statement, and explore Medical Affairs perspectives on key challenges preventing industry from engaging patients more effectively today. Next, we will conduct a "myth-busting" exercise and explore which of these challenges are perceived vs. actual, in line with the Medicines Australia Code of Conduct. Finally, we will discuss practical solutions – how can we engage patients more effectively moving forward, and give them the opportunity to “feed in” rather than "feedback"? As part of this, we will deep-dive on Real World Evidence as a key enabler that allows us to capture and amplify the patient voice, and showcase specific case studies / practical examples (e.g., evidence generations through access programmes, direct-to-patient studies, etc.) We will also optionally include PBAC perspectives on how to best capture the patient experience as an input to HTA decision-making.
A PRACTICAL GUIDE TO ELEVATING THE PATIENT VOICE
There is broad alignment across the healthcare sector around the importance of elevating the patient voice in decision-making, and the role of Medical Affairs in enabling this. However, currently little practical guidance exists around how Medical Affairs professionals can adopt more “person centric” approaches in practice. This session will explore perceived challenges preventing Medical Affairs from elevating their approach to patient engagement, and provide practical guidance on how to more effectively / systematically incorporate the patient voice in decision-making moving forward. First, we will define the problem statement, and explore Medical Affairs perspectives on key challenges preventing industry from engaging patients more effectively today. Next, we will conduct a "myth-busting" exercise and explore which of these challenges are perceived vs. actual, in line with the Medicines Australia Code of Conduct. Finally, we will discuss practical solutions – how can we engage patients more effectively moving forward, and give them the opportunity to “feed in” rather than "feedback"? As part of this, we will deep-dive on Real World Evidence as a key enabler that allows us to capture and amplify the patient voice, and showcase specific case studies / practical examples (e.g., evidence generations through access programmes, direct-to-patient studies, etc.) We will also optionally include PBAC perspectives on how to best capture the patient experience as an input to HTA decision-making.
Bench to Bedside: Evolving Role of Medical Affairs in Early Drug Development
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Within the last decade, the role of Medical Affairs evolved tremendously. Moving from being seen as a ‘support’ function to key partner, Medical Affairs continue to have a more significant impact to both in market and pipeline assets. Typically focused on specific therapeutic areas, MSLs are pillars of the field medical team, and looked at as valuable partners to healthcare professionals, for scientific information and updates. In keeping with the rapid progress of science and holding on to the WHO vision of a world in which all peoples attain the highest possible level of health, as companies enrich their pipeline assets, medical affairs continue to play a more critical role in supporting early asset development both within the organization, working closely with Development Operations and early asset teams and externally. In field members of the medical team drive collaboration with investigators, sites, and support educational activities with healthcare professionals. Close collaboration enables delivery of rapid insights to business, driving future strategy, identifying new opportunities and promote agility for quicker and greater patient care. The interactive workshop would act as a platform to share best practice in role of medical affairs in early drug development. It also welcomes discussion on cross functional collaboration, with Development Operations and other functions involved in early asset strategy, and a Q&A session with the audience.
BENCH TO BEDSIDE: EVOLVING ROLE OF MEDICAL AFFAIRS IN EARLY DRUG DEVELOPMENT
Within the last decade, the role of Medical Affairs evolved tremendously. Moving from being seen as a ‘support’ function to key partner, Medical Affairs continue to have a more significant impact to both in market and pipeline assets. Typically focused on specific therapeutic areas, MSLs are pillars of the field medical team, and looked at as valuable partners to healthcare professionals, for scientific information and updates. In keeping with the rapid progress of science and holding on to the WHO vision of a world in which all peoples attain the highest possible level of health, as companies enrich their pipeline assets, medical affairs continue to play a more critical role in supporting early asset development both within the organization, working closely with Development Operations and early asset teams and externally. In field members of the medical team drive collaboration with investigators, sites, and support educational activities with healthcare professionals. Close collaboration enables delivery of rapid insights to business, driving future strategy, identifying new opportunities and promote agility for quicker and greater patient care. The interactive workshop would act as a platform to share best practice in role of medical affairs in early drug development. It also welcomes discussion on cross functional collaboration, with Development Operations and other functions involved in early asset strategy, and a Q&A session with the audience.
ANZ Industry standards for Medical Onboarding
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A hands on workshop designed to outline and align on what a Medical Affairs employee should expect as standard for their on boarding and Field Medical Certification. Participants will share, discuss and agree on the key elements that should be incorporated within the on boarding of a Medical Affairs employee. Outcome is to create an industry set of standards for on boarding of Medical Affairs employees.
ANZ INDUSTRY STANDARDS FOR MEDICAL ONBOARDING
A hands on workshop designed to outline and align on what a Medical Affairs employee should expect as standard for their on boarding and Field Medical Certification. Participants will share, discuss and agree on the key elements that should be incorporated within the on boarding of a Medical Affairs employee. Outcome is to create an industry set of standards for on boarding of Medical Affairs employees.
Professional development standards in Medical Affairs
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With the rapid growth of Medical Affairs, it is important to ensure appropriately qualified and trained individuals are able to enter the profession and progress through their careers. Many professions use a competency framework to define the characteristics of performance required at different levels of a professional’s career. Linking these competencies with education providers can ensure that people coming into the profession are able to progress through their careers by undertaking formal education to enhance the on-the-job training that they receive through their employers. This session will explore the development of professional competency frameworks in medical affairs and how such a framework can contribute to the growth and influence of the profession within the arena of medicines, medical technology and advanced therapy development. It will examine how a professional competency framework is developed, what competencies are required by medical affairs professionals, and how medical affairs can leverage other competency frameworks to build a comprehensive framework for their professional identity.
PROFESSIONAL DEVELOPMENT STANDARDS IN MEDICAL AFFAIRS
With the rapid growth of Medical Affairs, it is important to ensure appropriately qualified and trained individuals are able to enter the profession and progress through their careers. Many professions use a competency framework to define the characteristics of performance required at different levels of a professional’s career. Linking these competencies with education providers can ensure that people coming into the profession are able to progress through their careers by undertaking formal education to enhance the on-the-job training that they receive through their employers. This session will explore the development of professional competency frameworks in medical affairs and how such a framework can contribute to the growth and influence of the profession within the arena of medicines, medical technology and advanced therapy development. It will examine how a professional competency framework is developed, what competencies are required by medical affairs professionals, and how medical affairs can leverage other competency frameworks to build a comprehensive framework for their professional identity.
What GMs Want
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Medical affairs has, in its own view, asserted itself as a third pillar of the industry. We have embraced this notion based on our scientific expertise and patient centricity, forging deep relationships with patient organisations and key opinion leaders. At a regional and global level medical affairs has a highly strategic role involved with our pipeline assets and therefore the value of these teams is very tangible. However at a country level where resources are finite and teams can have a shorter strategic horizon the value of medical affairs can often be challenged. General Managers are still very important stakeholders who are in charge of project budget approval, personnel resourcing and overall performance evaluation. We have proclaimed ourselves as the key pillar but in country organisations, with many departments highlighting their achievements and fighting for finite resources, are we key?This workshop will explore the standing of medical affairs as a strategic pillar from a country General Managers perspective and also explore areas of improvement from a capability perspective. I hope to provide results from a qualitative survey (n=15), sampling general managers and business unit heads across multiple companies in Australia.
Medical affairs has, in its own view, asserted itself as a third pillar of the industry. We have embraced this notion based on our scientific expertise and patient centricity, forging deep relationships with patient organisations and key opinion leaders. At a regional and global level medical affairs has a highly strategic role involved with our pipeline assets and therefore the value of these teams is very tangible. However at a country level where resources are finite and teams can have a shorter strategic horizon the value of medical affairs can often be challenged. General Managers are still very important stakeholders who are in charge of project budget approval, personnel resourcing and overall performance evaluation. We have proclaimed ourselves as the key pillar but in country organisations, with many departments highlighting their achievements and fighting for finite resources, are we key?This workshop will explore the standing of medical affairs as a strategic pillar from a country General Managers perspective and also explore areas of improvement from a capability perspective. I hope to provide results from a qualitative survey (n=15), sampling general managers and business unit heads across multiple companies in Australia.
WHAT GMS WANT
Evolving the medical communication strategy: A purist vs. pragmatic approach, or a bit of both?
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The proposition of medical communications becoming a ‘thought partner' for medical strategy has invited much discussion and debate. With the ever-increasing digital innovation that is transforming evidence generation, communication and dissemination, the need for an integrated strategic approach has never been so important. Once limited to traditional print, medical communications can now take the form of emails, podcasts, webinars, blogs, and social media feeds. Amidst this ever-growing selection of channels, how do we ensure a consistent strategic scientific narrative that speaks to the needs of multiple external stakeholders, e.g. patients, healthcare professionals and payers? Moreover, from an internal stakeholder perspective, how do we align cross-functionally and cross-regionally to ensure that the development of a global medical communications strategy resonates locally? Is there value in engaging external consultants or agencies help develop and plan a unified and strategic scientific communications platform and, if so, what are the key considerations to ensure a successful partnership? To address these and other questions, this workshop will build on the themes presented in the MAPS whitepaper “Integrated Medical Communications Strategy and Plan” (https://medicalaffairs.org/integrated-medical-communications-strategy-and-plan/) that outlines a roadmap to building this integrated plan. The workshop will explore the practicalities of this roadmap in the pharmaceutical and medical devices sectors by considering existing organisational and stakeholder barriers and facilitators. Through interactive discussions, participants will work through case studies to formulate strategic communication plans that they’ll be able to apply to their own individual context and help build trust and facilitate deeper engagement with all their relevant stakeholders.
EVOLVING THE MEDICAL COMMUNICATION STRATEGY: A PURIST VS. PRAGMATIC APPROACH, OR A BIT OF BOTH?
The proposition of medical communications becoming a ‘thought partner' for medical strategy has invited much discussion and debate. With the ever-increasing digital innovation that is transforming evidence generation, communication and dissemination, the need for an integrated strategic approach has never been so important. Once limited to traditional print, medical communications can now take the form of emails, podcasts, webinars, blogs, and social media feeds. Amidst this ever-growing selection of channels, how do we ensure a consistent strategic scientific narrative that speaks to the needs of multiple external stakeholders, e.g. patients, healthcare professionals and payers? Moreover, from an internal stakeholder perspective, how do we align cross-functionally and cross-regionally to ensure that the development of a global medical communications strategy resonates locally? Is there value in engaging external consultants or agencies help develop and plan a unified and strategic scientific communications platform and, if so, what are the key considerations to ensure a successful partnership? To address these and other questions, this workshop will build on the themes presented in the MAPS whitepaper “Integrated Medical Communications Strategy and Plan” (https://medicalaffairs.org/integrated-medical-communications-strategy-and-plan/) that outlines a roadmap to building this integrated plan. The workshop will explore the practicalities of this roadmap in the pharmaceutical and medical devices sectors by considering existing organisational and stakeholder barriers and facilitators. Through interactive discussions, participants will work through case studies to formulate strategic communication plans that they’ll be able to apply to their own individual context and help build trust and facilitate deeper engagement with all their relevant stakeholders.
Shaping the Future of Medical Affairs by Rebooting Communication and Engagement
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Medical Affairs (MA) Teams spend a significant amount of time transmitting scientific information into our ecosystem. This doesn’t mean that we are truly communicating! The art of profound and deep communication should be our goal in MA. Active Listening is one of the most important communication skills we can ever learn. Being able to listen to your colleagues and stakeholders well, will not only help us avoid unnecessary errors and misunderstandings, but also draw out the best in every engagement. We cannot build the best MA teams if we do not know how to teach others to listen well. In this workshop we will help you decode communication by walking you through the 5 C’s of Communication (Clarify, Collaborate, Critique, Care & Celebrate). Providing a communication code upfront to your team and stakeholders will set the expectation for the engagement. The communication code will help them hear, interpret, and understand what you are trying to say and how you want them to respond back to you. Most of our stakeholders want us to Clarify. Clarify is taking the time to be truly present, willing to actively listen in an intentional way, to understand before being understood. When you are not present, you will find it challenging to communicate. The 5 C’s of communication will help us create agile and highly collaborative MA teams that are excellent in deep communication and building trusting relationships with our stakeholders. Communication is key to MA influence and MA leadership is influence.
SHAPING THE FUTURE OF MEDICAL AFFAIRS BY REBOOTING COMMUNICATION AND ENGAGEMENT
Medical Affairs (MA) Teams spend a significant amount of time transmitting scientific information into our ecosystem. This doesn’t mean that we are truly communicating! The art of profound and deep communication should be our goal in MA. Active Listening is one of the most important communication skills we can ever learn. Being able to listen to your colleagues and stakeholders well, will not only help us avoid unnecessary errors and misunderstandings, but also draw out the best in every engagement. We cannot build the best MA teams if we do not know how to teach others to listen well. In this workshop we will help you decode communication by walking you through the 5 C’s of Communication (Clarify, Collaborate, Critique, Care & Celebrate). Providing a communication code upfront to your team and stakeholders will set the expectation for the engagement. The communication code will help them hear, interpret, and understand what you are trying to say and how you want them to respond back to you. Most of our stakeholders want us to Clarify. Clarify is taking the time to be truly present, willing to actively listen in an intentional way, to understand before being understood. When you are not present, you will find it challenging to communicate. The 5 C’s of communication will help us create agile and highly collaborative MA teams that are excellent in deep communication and building trusting relationships with our stakeholders. Communication is key to MA influence and MA leadership is influence.
Scientific exchange : Planning and Executing with Impact
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It is key for Medical Affairs, including MSLs and employees working in the field, to bring value to external stakeholders including HCPs. Therefore, it is essential that interactions, in the most ethical way, offer the highest level of education and deliver information that goes well beyond the features and benefits of our medicines. This session will cover three important parts of interactions with HCPs to gain trust and be seen as a scientific peer: Planning and executing meetings, either virtual or face-to-face on a high level, identifying data gaps and exploring pathways of data generation, and adaptation to the new digital world (“Digital Opinion Leaders”) due to COVID-19 circumstances and the consequences of the pandemic. Moreover, the session will also focus on discussing different strategies to manage HCP’s expectations and learning how to deal with difficult conversations to ensure a long-term and fruitful relationship. The session does not only aim at field medical staff, but also medical managers, medical advisors, MSL managers and other medical affairs positions that are involved in planning and executing medical strategy and KOL engagement.
SCIENTIFIC EXCHANGE : PLANNING AND EXECUTING WITH IMPACT
It is key for Medical Affairs, including MSLs and employees working in the field, to bring value to external stakeholders including HCPs. Therefore, it is essential that interactions, in the most ethical way, offer the highest level of education and deliver information that goes well beyond the features and benefits of our medicines. This session will cover three important parts of interactions with HCPs to gain trust and be seen as a scientific peer: Planning and executing meetings, either virtual or face-to-face on a high level, identifying data gaps and exploring pathways of data generation, and adaptation to the new digital world (“Digital Opinion Leaders”) due to COVID-19 circumstances and the consequences of the pandemic. Moreover, the session will also focus on discussing different strategies to manage HCP’s expectations and learning how to deal with difficult conversations to ensure a long-term and fruitful relationship. The session does not only aim at field medical staff, but also medical managers, medical advisors, MSL managers and other medical affairs positions that are involved in planning and executing medical strategy and KOL engagement.
The Digital Journey for Medical Affairs – Disruption and Transformation in the Era of Omnichannel Communications
The last two years have proven an accelerator of digital capabilities in support of medical affairs activities. With a primary aim of supporting and enhancing the experience of healthcare professionals and other stakeholders, technological platforms deliver opportunities that add value to all customers, internal and external, through the activities they enable. The terms ‘disruption’ and ‘transformation’ have been applied to changes encountered by organizations and society that have challenged the status quo of accepted ways of working. This panel forum explore the evolving role of technology as an enabler for delivering a medical affairs strategy and pose the question whether this is truly ‘revolution’ or ‘evolution’. What are key elements defining the successful deployment of a ‘multi- and omnichannel’ approach to HCP engagement? What are the potential gaps in planning, preparing and execution that medical affairs colleagues can avoid? How should we measure the impact of our digital activities and who should we turn to for guidance and examples of best practice? With increasing acknowledgement and representation of the medical affairs function within the pharmaceutical industry comes the focus on ‘excellence’ in the delivery of externally orientated activities. This workshop will be helpful to those interested in learning form shared experiences of those implementing and working on the delivery of digital activities through discussion, sharing of case studies and audience participation.
The last two years have proven an accelerator of digital capabilities in support of medical affairs activities. With a primary aim of supporting and enhancing the experience of healthcare professionals and other stakeholders, technological platforms deliver opportunities that add value to all customers, internal and external, through the activities they enable. The terms ‘disruption’ and ‘transformation’ have been applied to changes encountered by organizations and society that have challenged the status quo of accepted ways of working. This panel forum explore the evolving role of technology as an enabler for delivering a medical affairs strategy and pose the question whether this is truly ‘revolution’ or ‘evolution’. What are key elements defining the successful deployment of a ‘multi- and omnichannel’ approach to HCP engagement? What are the potential gaps in planning, preparing and execution that medical affairs colleagues can avoid? How should we measure the impact of our digital activities and who should we turn to for guidance and examples of best practice? With increasing acknowledgement and representation of the medical affairs function within the pharmaceutical industry comes the focus on ‘excellence’ in the delivery of externally orientated activities. This workshop will be helpful to those interested in learning form shared experiences of those implementing and working on the delivery of digital activities through discussion, sharing of case studies and audience participation.
THE DIGITAL JOURNEY FOR MEDICAL AFFAIRS – DISRUPTION AND TRANSFORMATION IN THE ERA OF OMNICHANNEL COMMUNICATIONS
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