Objective: The path is summarized that led to the creation of a global public-private-partnership uniting an international non-profit charity, Parkinson’s UK, a global non-profit organization, the Critical Path Institute (C-Path), together with the pharmaceutical industry, academia, and patient advocacy groups into one consortium with common vision, goals, and strategy.

Background: CPP is focused on precompetitive data-sharing and regulatory science to transform and accelerate drug development for Parkinson’s disease. Contributing factors that led to the successful launch, such as the importance of engaging diverse stakeholders early, assessing the landscape, building trusting relationships, the recruiting of key partners, legal, contractual, and budgetary considerations, are being discussed.

Methods: C-Path had many successes in developing public-private-partnerships and managing day-to-day consortia operations. CPP’s focus is on the development of quantitative drug development platforms, such as disease progression models, to be guided through formal review pathways to achieve regulatory endorsement as Drug Development Tools.

Results: Early, C-Path and Parkinson’s UK identified motivated partners vital in building a sound consortium approach. Relationship building, frequent face-to-face communication, and targeted consensus meetings were key to success. At the 2013 World Parkinson’s Congress, the case for the need for data sharing and importance to the patient community was laid out. A comprehensive team of stakeholders was assembled at a 2014 science-focus meeting; a consensus publication articulating the catalytic power of the consortium approach was published. Clear layout of scope, budget, deliverables, and vision created accessible information and tools. Deep experience in contract development, negotiation, data security considerations, confidentiality, was invaluable.

Conclusions: Success is measured by the time and investment it takes from the seed idea to full execution and management of multi-national consortia. Metrics include crystallizing early agreement on scope and deliverables, involvement of stakeholders to drive results and timelines, securing of an appropriate budget, and dedicated involvement of consortium founding members to enable the vision and plan.

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MDS Abstracts - https://www.mdsabstracts.org/abstract/lessons-experienced-in-the-creation-of-a-global-public-private-consortium-with-the-goal-of-advancing-treatments-that-hold-most-potential-for-delayed-disease-progression-in-parkinsons-disease/