Starting or Strengthening a Drug Bulletin - A Practical Manual
(2005; 165 pages) View the PDF document
Table of Contents
View the documentPreface
View the documentHow the manual was produced
View the documentAbout ISDB
View the documentExecutive summary
Open this folder and view contents1. Introduction
Open this folder and view contents2. Rational use of medicines
Open this folder and view contents3. What are drug bulletins?
Open this folder and view contents4. Defining aims, target and type of bulletin
Open this folder and view contents5. Planning resources
Open this folder and view contents6. Planning bulletin production: schedules and timing
Open this folder and view contents7. The editorial process
Open this folder and view contents8. Reviewing a new drug: is it a therapeutic advance?
Open this folder and view contentsAnnexe to Chapter 8: Evaluating harm
Open this folder and view contents9. Design and production
Open this folder and view contents10. Dissemination
Close this folder11. Organizational and legal issues
View the document11.1 Introduction
View the document11.2 Why does a drug bulletin need a structure?
Close this folder11.3 Different kind of structures
View the document11.3.1 An association
View the document11.3.2 A foundation
View the document11.3.3 Other legal entities
View the document11.3.4 A bulletin within another organization
View the document11.4 How to deal with legal action
Open this folder and view contents11.5 Copyright
View the document11.6 Further reading
Open this folder and view contents12. Evaluating quality and usefulness
Open this folder and view contents13. Partnership and collaboration
Open this folder and view contents14. Keeping records and creating a memory
Open this folder and view contentsAppendix: Electronic sources of information
 

11.3.3 Other legal entities

Depending on national laws and regulations, other non-profit organizational structures are possible. A new bulletin will benefit from consulting a legal adviser to make sure that it chooses a structure that fits the way the bulletin wants to carry out the work and the circumstances in which editors need to work. A legal adviser to a health ministry or university with which you have links can often give good advice on the best legal form to adopt when the time comes. In many countries it is not necessary to establish a venture, such as a bulletin, as a company. This may also be costly.

Case study: Therapeutic Guidelines Limited, Australia

Therapeutic Guidelines Limited (TGL) was registered on 15 July 1996 as a public not-for-profit company limited by guarantee. The objective of the organization is to improve health outcomes by producing comprehensive and independent disease-based treatment information, based on the best available evidence integrated with clinical experience. The information is designed to support health professionals in their management of patients to improve health outcomes across the community.

The company has nine directors who are appointed for 2-year terms. Because TGL arose out of activities undertaken by two other structures (the Victorian Drug Usage Advisory Committee and the Victorian Medical Postgraduate Foundation) the constitution allows for these bodies to nominate two of the directors. The Board consists of:

• one appointee of the Victorian Medical Postgraduate Foundation;
• one appointee of the relevant Commonwealth Department;
• one appointee of the Royal Australian College of General Practitioners; and
• five other persons elected by the membership of the company.


Because the members of the company have the authority to elect the majority of the directors (five), control of the company rests with its membership. Members of the company are appointed by the board, membership being open to persons or bodies corporate described as interested in the objects and purposes of the company. The company currently has 18 members.

Contributed by Mary Hemming, Therapeutic Guidelines Ltd. [http://www.tg.com.au/].

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