Department of Global Health, International Training and Education Center for Health, University of Washington, 901 Boren, Suite 1100, Seattle, WA, USA.
Hum Resour Health. 2013 May 20;11:20. doi: 10.1186/1478-4491-11-20.
The evidence on the cost and cost-effectiveness of global training programs is sparse. This manager's guide to cost-effectiveness analysis (CEA) is for professionals who want to recognize and support high quality CEA. It focuses on CEA of training in the context of program implementation or rapid program expansion. Cost analysis provides cost per output and CEA provides cost per outcome. The distinction between these two analyses is essential for making good decisions about value. A hypothetical example of a cost analysis compares the cost per trainee of a computer-based anti-retroviral therapy (ART) training to a more intensive ART training. In a CEA of the same example, cost per trainee who met ART clinical performance standards is compared. The cost analysis is misleading when the effectiveness differs across trainings. Two additional hypothetical examples progress from simple to more complex costs and from a narrow to a broader scope: 1) CEA of the cost per ART patient with 95% adherence that compares the performance of doctors to counselors who attend additional training, and 2) CEA of the cost per infant HIV infection averted for a Prevention of Mother to Child Transmission program that compares the current program to one with additional training. To create an evidence base on CEA of training, more well-designed analyses and data on the cost of training are needed. Analysts should understand more about how capacity is built, how quality is improved within a health facility, and the costs associated with them. Considering the life of an investment in training, evaluations are needed on how many trainees apply the skills taught, how long trainees continue to apply them, and how long the content of the training conforms to national or international guidelines. Better data on effectiveness of training is also needed. It is feasible to measure effectiveness by clinical performance standards, or intermediate outcomes and coverage. Intermediate outcomes and coverage can also be combined with published estimates on health outcomes.
全球培训计划的成本和成本效益的证据很少。本经理成本效益分析(CEA)指南面向希望识别和支持高质量 CEA 的专业人员。它侧重于在计划实施或快速计划扩展的背景下进行培训的 CEA。成本分析提供每产出成本,CEA 提供每结果成本。这两种分析之间的区别对于做出有关价值的良好决策至关重要。成本分析的一个假设示例比较了基于计算机的抗逆转录病毒疗法(ART)培训的每名学员的成本与更密集的 ART 培训的成本。在相同示例的 CEA 中,比较了符合 ART 临床绩效标准的每名学员的成本。当培训之间的效果不同时,成本分析会产生误导。另外两个假设示例从简单到更复杂的成本以及从狭窄到更广泛的范围逐步进行:1)CEA 比较了 95%的依从性的每名 ART 患者的成本,该分析比较了医生与参加额外培训的顾问的表现,以及 2)CEA 比较了预防母婴传播计划中每例婴儿 HIV 感染的成本,该分析比较了当前计划与增加培训的计划。为了在培训的 CEA 方面建立证据基础,需要更多精心设计的分析和培训成本数据。分析师应该更多地了解如何建立能力,如何在卫生机构内提高质量,以及与之相关的成本。考虑到培训投资的生命周期,需要对有多少学员应用所教技能,学员继续应用这些技能的时间以及培训内容与国家或国际指南的符合程度进行评估。还需要更好的培训效果数据。通过临床绩效标准或中间结果和覆盖率来衡量效果是可行的。中间结果和覆盖率也可以与已发表的健康结果估计值结合使用。