HTA for Health System Sustainability Opportunities and ... · • LEADS initiative involves...
Transcript of HTA for Health System Sustainability Opportunities and ... · • LEADS initiative involves...
HTA for Health System Sustainability: Opportunities and Challenges
John Embil, Denise Dunton, Don Juzwishin, Arminee Kazanjian, Petr Kresta
April 4, 2011CADTH Exchange WorkshopVancouver, British Columbia
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Objectives
• Background• The challenges • Alberta’s approach
to sustainability• HTA necessary but
not sufficient• Future
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Background• 3.5 million people• 13 former health jurisdictions• 90,000 staff• 9,000 leaders• 7,400 physicians• Macro – AACHT • Mezzo – AHS• Micro – Clinical settings with
patients & citizens
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The current state is notsustainable
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Cost of ED departments (adjusted for case mix) vary most in the Regional Hospitals
And Metropolitan – by up to 75% in some cases.
Cost of inpatient care (adjusted for case mix) varies by 24% in Tertiary and Regional and
13% in Metro
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39.6
22.9
31.9
49.3
98.2
105.2
0
20
40
60
80
100
120
Primary Care Day Surgery End of Life QI ALC ELOS (flow)
No.
of B
eds
Avo
ided
Avoidable Beds Opportunity Index
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Compared to other provinces, Alberta
Spends more per head
Uses more health services
(and those health services cost more)
But doesn’t get quicker access
Or appreciably better (population) outcomes
P rince Edward Is land(79.9, 2,184)
C anada(80.8, 2,464) Ontario
(81.1, 2,473)
B rit ish C o lumbia(81.4, 2,444)
Quebec(80.9, 2,202)
Alberta(80.5, 3,011)
N ew B runswick(80.1, 2,452)
N o va Sco t ia(79.6, 2,387)
Saskatchewan(79.4, 2,381)
M anito ba(79.3, 2,604)
N ewfo undland(78.2, 2,757)
1.8
2.0
2.2
2.4
2.6
2.8
3.0
3.2
78 79 80 81 82 83
Total Life Expectancy 1 vs. Constant (2002) 2 Provincial Health Expenditure 3
per Adjusted Capita 4, for 2006
Most provinces have experienced 8 to 10% growth in health spend each year,
Almost 50% of public expenditure is on health
Best performing
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Attributes of high performing
system
Information continuity
Care co-ordination and transitions
Team work for high value care
Continuous innovation
Easy access to appropriate care
System accountability
Commonwealth Commission on high performing
health systems 2008
OECD – value for money in health spending 2010
1. Evidence based medicine
and HTA
2. Incentives and pay for
performance
3. Co-ordinated care
4. Pharmaceutical pricing
5. ICT driven productivity
Right Care, Right Time, Right Place, Right Provider
Effective, accessible, equitable, efficient
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in almost half of OECD countries 50% or more of the population is
overweight
WHO estimates 60% of deaths world wide due to Chronic Disease,
86% in Europe
health inequalities that could be avoided by reasonable means are unfair.
Putting them right is a matter of social justice [Marmot – WHO]
Cross cutting strategies – making health improvement,
inequalities a responsibility of all social ministries
Early diagnosis and intervention, evidence based prevention
IS HTA prepared to help identify opportunities?
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Tipping point
Consensus for change
Structures and opportunities
Confluence of conditions…
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Premiers Vision
To develop the best performing publicly funded health care system in Canada
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Minister Zwozdesky’s Mandate Letter
Develop policy and accountability mechanisms to ensure AHS and other providers deliver improved health system quality, accessibility and sustainability for publicly funded health services.
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Explicit performance improvements
• How can HTA support clinical networks to achieve improvements
• http://www.albertahealthservices.ca/3201.asp
• Proactive stance
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Alberta’s goals
• One health care system for all Albertans• AHW and AHS must work as ONE• Single Communication Strategy• One IT/IM Plan• One Performance Management System• One Health Care Strategic Plan/Business Plan• One Health Care Action Plan
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Build on our strengths
• Single Health Board/Authority
• Five-year funding for AHS
• Five-year capital plan for health facilities
• Knowledgeable staff• GoA Full Support
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Strengthen our foundation
• Improving our communication• Clarify roles and responsibilities• Improving coordination and collaboration• Improve data sharing• Coordinated plans• Strategic/business/action• Support staff development and participation
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TIPS Transformation Improvement Projects
• TIP #1 Building a Primary Care Foundation• TIP #2 Improving access and reducing wait times• Tip #3 Choice and Quality for Seniors• Tip #4 Enabling our People to Achieve Excellence in
Providing Health Services• Tip #5 Enabling One Health System
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Clinical networks
To engage clinicians and patients in decision-making about clinical services planning and implementation, clinical practice improvement and quality and safety enhancements to ultimately improve patient care and services provided through AHS. Clinical Networks will foster greater partnership among clinicians, enhance the patient’s experience, enhance communication, increase collaboration, and enable shared accountability between clinicians and the organization for the quality and safety of the health care services we provide.
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Cer
tain
ty o
f Evi
denc
e
Effectiveness
Evidence certainEffective
Uncertain evidenceNot effective
Evidence certainNot effective
Uncertain evidence Effective
Promising technology
Ineffective technology
Technology to be adopted
2. Reassessment
1. Assessment
& Appraisal
4. Innovation
3. Access with Evidence Development
5. Education & Dissemination
OUTCOMES
Cer
tain
ty o
f Evi
denc
e
Effectiveness
Evidence certainEffective
Uncertain evidenceNot effective
Evidence certainNot effective
Uncertain evidence Effective
Promising technology
Ineffective technology
Technology to be adopted
2. Reassessment
1. Assessment
& Appraisal
4. Innovation
3. Access with Evidence Development
5. Education & Dissemination
OUTCOMES
Relationships among Levels of Effectiveness, Certainty and HTAI Programs
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Program elements
HTAI PROGRAM
AHS SERVICE
Asse
ssm
ent &
Appr
aisa
l
Rea
sses
smen
t
Acce
ss w
ith E
vide
nce
Dev
elop
men
t (A
ED)
Inno
vatio
n
diseaseprevention
health promotion
screening diagnosis intervention continuing care
palliativepublic health
CDMrehabilitation
Kno
wle
dge
Man
agem
ent &
Tran
slat
ion
Health Technology Assessment & Innovation Departmen t at Alberta Health Services
HTAI PROGRAM
AHS SERVICE
Asse
ssm
ent &
Appr
aisa
l
Asse
ssm
ent &
Appr
aisa
l
Rea
sses
smen
t
Acce
ss w
ith E
vide
nce
Dev
elop
men
t (A
ED)
Acce
ss w
ith E
vide
nce
Dev
elop
men
t (A
ED)
Inno
vatio
n
Inno
vatio
n
diseaseprevention
health promotion
screening diagnosis intervention continuing care
palliativepublic health
CDMrehabilitation
diseaseprevention
health promotion
screening diagnosis intervention continuing care
palliativepublic health
CDMrehabilitation
Kno
wle
dge
Man
agem
ent &
Tran
slat
ion
Health Technology Assessment & Innovation Departmen t at Alberta Health Services
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Spread of innovation in service organizations
“Help it happen”
“Let it happen”
“Make it Happen”
Unpredictable, unprogrammed,
uncertain, emergent, adaptive, self-organizing
Negotiated, influenced,
enabled
Scientific, orderly, planned, regulated,
programmed, systems “properly managed”
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How will HTA help …
• Macro – AHW – AACHT confluence and collaboration• Mezzo – AHS – HTAI • Micro – “bottom up” approach…”and by the way”• Facilitate and stimulate innovation• Support linkage and exchange with HTA producers• Cross cutting structures and processes to re-engineer• What is the ROI from HTA?
– For details http://www.albertahealthservices.ca/4122.asp
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Summary
• Challenges are immense but the opportunity for HTA and Innovation to contribute is great
• Commitment in governance is explicit• LEADS initiative involves everybody (CCHL)
• Lead self, engage others, achieve results, develop coalitions, systems transformation
• HTA is necessary but not sufficient• Clinical networks established work from “bottom up” and “top down”• Performance indictors report and monitor • Knowledge management and translation is the opportunity
unexploited
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