Finances & Transparency

The European Patients’ Academy on Therapeutic Innovation (EUPATI) is a public-private partnership established in 2012 to provide education and training on medicines development to patients and patient representatives. In 2020, EUPATI will be established as a Foundation in the Netherlands (‘stichting’). More information coming soon.

How are we funded?

EUPATI is co-financed by in-cash contribution from industry partners and in-kind contribution from public partners, as well as fee-based services to ensure continuous education and reliable information for patients, patient representatives and wider public. For more information about the finances of EUPATI in 2019, click here.

Sustainability

The sustainability plan for EUPATI is based on a mixed business model with different interconnected funding streams serving to sustain the core EUPATI activities (the open EUPATI Patient Expert Training Course, the EUPATI toolbox and the EUPATI online portal) and enabling widening of EUPATI’s scope:

Sustainability Pillars

Pillar 1: Fee-For-Service Training To All Stakeholders

Seeking to expand the scope of EUPATI to training for all stakeholders – including pharmaceutical industry, other health-related industry, academia, regulators and HTA bodies – as fee-for-service training/courses. The target groups are professionals working in a) patient relations/engagement management and b) in operational roles looking to engage patients.

Pillar 2: On-Demand Patient Expert Training Course

The EUPATI Patient Expert Course is being redesigned to enable learners access all content on-demand. The lessons found in the existing modules will be grouped together as appropriate and released as smaller modules. Trainees may complete as much learning as they consider necessary to achieve their own needs/goals. Should a user wish to become a Patient Expert and complete all modules, including the problem-based face-to-face sessions and complete competency assessments, they will be awarded the title of ‘EUPATI Fellow’.

Pillar 3: Consortium Partners

The ‘Co-financing’ of EUPATI provided by the private and public partners can take the form of both, ‘in-kind’ contributions, or direct financial contributions and can be provided on the EU level (central EUPATI) as well as at the national level (EUPATI National Platforms). This pillar assumes EUPATI keeping its current grant-based model with large pharmaceutical companies but expanding its funding base to new groups of funders which have an interest in EUPATI.

Pillar 4: Projects & Grants

Including different opportunities, e.g. the EUPATI consortium responding to calls by IMI or DG Research, applying for grants offered by other funding bodies, or the EUPATI consortium being approached by other research projects to deliver specific tasks around education and training. EUPATI will also seek to introduce training on patient engagement as a requirement for funding bodies in their calls for proposals.  

Pillar 5: Fundraising

EUPATI will use fundraising/crowdfunding as an additional pillar to generate revenue with a manageable investment. This includes donations as well as Reward-based Crowdfunding.

Pillar 6: Matchmaking

EUPATI will facilitate collaborative opportunities between academic research institutions, industry partners and EUPATI fellows, other patients and patient organisations who wish to be involved in medicines R&D.  

Annual Reports

Showcasing the progress, highlights and achievements of the previous years as well as the commitment of our partners.

2019

2019 marked the last year of the bridging period of EUPATI (EUPATI Programme 2017-2019). This report contains the main achievements of the Patients’ Academy as well as the list of our Sustaining Partners in 2019.

2018

2018 marked the graduation of Cohort 3 of the Patient Expert Training Course. It was an important year to define the sustainability plans and action to be undertaken to ensure a long-term sustainability of EUPATI post-2019.

2017

2017 is the first year of the EUPATI Programme, post-IMI project. It was a crucial year to define the work plan of this « bridging period » (2017-2019) and to build mid- and long-term partnerships.