Clopes Ana, Gasol Montse, Cajal Rosana, Segú Luis, Crespo Ricard, Mora Ramón, Simon Susana, Cordero Luis A, Calle Candela, Gilabert Antoni, Germà Josep R
a Catalan Institute of Oncology , Barcelona , Spain.
b Catalan Health Service , Barcelona , Spain.
J Med Econ. 2017 Jan;20(1):1-7. doi: 10.1080/13696998.2016.1215991. Epub 2016 Aug 3.
In 2011 the first payment-by-results (PbR) scheme in Catalonia was signed between the Catalan Institute of Oncology (ICO), the Catalan Health Service, and AstraZeneca (AZ) for the introduction of gefitinib in the treatment of advanced EGFR-mutation positive non-small-cell lung cancer. The PbR scheme includes two evaluation points: at week 8, responses, stabilization and progression were evaluated, and at week 16 stabilization was confirmed. AZ was to reimburse the total treatment cost of patients that failed treatment, defined as progression at weeks 8 or 16.
To estimate the financial consequences of this PbR reimbursement model and determine the perception of the stakeholders involved in the agreement.
Differential drug costs between two scenarios, with and without the PbR, were calculated. A qualitative investigation of the organizational elements was performed by interviewing the parties involved in the agreement.
Forty-one patients were included from June 2011 to October 2013 and assessed at two evaluation points. Clinical results were comparable to those observed in the pivotal studies of gefitinib. The difference in the cost of gefitinib using the PbR compared to the traditional purchasing scenario was 6.17% less at 8 weeks, 11.18% at 16 weeks and 4.15% less for the overall treatment. The PbR resulted in total savings of around €36,000 (€880 per patient). From an operational and organizational perspective, the availability of adequate data systems to measure outcomes and monitor accountability and the involvement of healthcare professionals were acknowledged as crucial.
Tangible and intangible benefits were identified with respect to the interests of the parties involved. This has led to the incorporation of innovation for patients under acceptable conditions.
2011年,加泰罗尼亚肿瘤研究所(ICO)、加泰罗尼亚卫生服务局与阿斯利康(AZ)签署了加泰罗尼亚首个按结果付费(PbR)方案,用于引入吉非替尼治疗晚期表皮生长因子受体(EGFR)突变阳性非小细胞肺癌。该PbR方案包括两个评估点:在第8周时评估反应、病情稳定和进展情况,在第16周时确认病情稳定。AZ将报销治疗失败患者的全部治疗费用,治疗失败定义为在第8周或第16周出现病情进展。
评估这种PbR报销模式的财务影响,并确定协议中各利益相关方的看法。
计算了有和没有PbR两种情况下的药物成本差异。通过采访协议相关方对组织要素进行了定性调查。
2011年6月至2013年10月纳入了41例患者,并在两个评估点进行了评估。临床结果与吉非替尼关键研究中观察到的结果相当。与传统采购方案相比,使用PbR时吉非替尼在第8周的成本差异降低了6.17%,在第16周降低了11.18%,总体治疗成本降低了4.15%。PbR总共节省了约36,000欧元(每位患者880欧元)。从运营和组织角度来看,拥有足够的数据系统来衡量结果、监测问责制以及医疗专业人员的参与被认为至关重要。
就相关各方的利益而言,确定了切实的和无形的益处。这促使在可接受的条件下为患者引入创新措施。