National HTA Strategy for Lithuania - vaspvt.gov.lt CW Vilnius August 5_04082015.pdf · National...
Transcript of National HTA Strategy for Lithuania - vaspvt.gov.lt CW Vilnius August 5_04082015.pdf · National...
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National HTA Strategy
for Lithuania(Focus Medical Devices)
Vilnius/ Lithuania
Aug. 5th 2015PD Dr. Claudia Wild
(Nikolaus Patera, Marius Stricka, Liudas Karnickas) 1
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2 Preliminary remarks
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Only a contribution from external
experts. Ownership must be taken
by YOU.
suggestions, propositions.....
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“To introduce HTA in the decision-making
process is like cultivating a garden in a
snowstorm.“
(Günter Jonitz, President of the Berlin Chamber of Physicians, Oct. 28th 2009)
4
Mode of Decision-making =
Part of Culture
To reflect about HTA strategy for MedDevices
(only) is contradiction !
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HTA
HTA is part of medical & political (decision-
making) culture of a country.
Changes from single expert to evidence-
based decision-making of culture take
years
(e.g. 10 years UK, 15 years Austria)
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Good arguments for HTA
• Economic pressure: priorization
• Cost-containment, cost-savings
• Improvement of Public Health
(not only individual health)
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Showcase projects !!!
e.g. Avastin vs. Lucentis
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Overview
1. Health Technology Assessment
2. Introduction to National HTA Strategy
3. Methodology
4. Results
5. Recommendations and Activities
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Overview
1. Health Technology Assessment
2. Introduction to National HTA Strategy
3. Methodology
4. Results
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EUnetHTA
Definition of HTA
Its aim is to inform the formulation ofsafe, effective, health policies thatare patient focused and seek toachieve best value.
Despite its policy goals, HTA is alwaysfirmly rooted in research and thescientific method.
(European Network for Health Technology Assessment EUnetHTA 2006)9
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HTA vs. decision
• HTA = support for rational decision-
making
• Decision = value-judgement
(thresholds for appropriateness, need vs.
demand, „enough“ benefit for the costs)
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HTA vs. decision
HTA does NOT replace (sometimes difficult)
decisions, but makes argumentation under
pressure from interest groups much easier.
HTA „opens eyes“ – effectiveness and relation
benefit-risks (and not economics) is in the centre.
HTA requires a certain „civilized courage“ to
question medical authorities/ industry and
requires creativity to invent new policy
instruments to implement HTA.11
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HTA: in arm´s lengths
HTA ist „only“ (academic) paper without
counterpart „user of HTA“ (decision
maker), willing and having the power
to change something.
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HTA
Be aware:
HTA is full of conflicts
Powerful interest-groups are
protecting large spheres of interest
and lucrative markets
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Overview
1. Health Technology Assessment
2. Introduction to National HTA
Strategy
3. Methodology
4. Results
5. Recommendations and Activities14
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Lithuania and HTA
1993: Swedish Council on Health
Technology Assessment
1999: World Bank
2013 – 2015: EU funded projects for
capacity building at SHAA and IoH
2014: Establishment of MoH HTA
Committee (in response to government
action plan)
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Strategy
Plan to achieve (one or more) goals
Comprehensive way to try to pursue these
ends
Involves the setting of goals
Determining of actions to achieve those
goals
Mobilizing of resources to execute these
actions
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Broad aims of
National HTA Strategy
Establish a solid and comprehensive (so
called “evidence-based”) foundation for
decision making for the introduction and
utilization of health technologies at all
levels in the health care system;
Ensure that HTA becomes an integrated
part of routine decision making for
planning and operational policy within the
health care system.
(WHO. Health for All Targets: The Health Policy for Europe. 1991)17
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Narrower aims of
National HTA Strategy
Establish a framework to promote
(enforce, facilitate) HTA uptake.
Establish organizational structures for the
timely, efficient and good-quality provi-
sion of HTA information that satisfies
needs.
Increase acceptance and demand for
HTA information by offering tailor-made
services.
Boost the use of HTA information.18
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Overview
1. Health Technology Assessment
2. Introduction to National HTA Strategy
3. Methodology
4. Results
5. Recommendations and Activities
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Analytical framework:
international and nationalAnalysis of
1. Legal framework and regulatory
context of decision-making
2. Utilization of HTA in health care and
barriers
3. HTA institutionalization and financing
4. Human resources and capacity
building
5. HTA processes and products, special
focus assessment of medical devices
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Literature review for examples from
countries
Detailed analysis of Lithuanian system:
institutions, regulations, processes,
HTA (national experts: M.Stricka, L.
Karnickas)
19 interviews with Lithuanian decision-
makers (14: MoH and subordinate
institutions - NHIF, SHAA, IoH, SMCA,
University Hospitals; 2: academia, 3:
experts on health system)
Methodologies
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Endproducts (Aug 15th)
• 1 Background Analysis (see above) 90
pages, English
• 1 Booklet with recommendations and
proposed activities, English +
Lithuanian, 10 pages each language
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Overview
1. Health Technology Assessment
2. Introduction to National HTA Strategy
3. Methodology
4. Results
5. Recommendations and Activities
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General
• It is all there: but it is not filled with
life !
• Highly centralized system,
regulations in place, decision-
makers are aware and mostly
positive = ideal setting
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In Detail
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Legal framework and regulatory
context of decision-makingINT: Regulatory environment for role of HTA
essential
INT: Most impact of HTA if conducted for concrete
decisions
LT: regulatory instruments for Drug + MedDev
approval and reimbursement (in-/exclusion in
benefit catalogue) are in place, Planning of Big
Equipment + PH-interventions (service licensing)
in infancy = no need for further regulations, but for
introducing HTA in existing processes
LT: HTA activities are in their early stages and
fragmented. No proof of concept projects.
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Utilization of HTA in
health care and barriers
INT: Wide range of applications of HTA for
decision support
LT: 3 (-4) most important HTA-utilizations
Input to benefit-catalogues + positive lists
Relative Effectiveness Assessments of
(e.g. PH-interventions)
Planning + localization of specialized
services (neurosurgery, onco-services)
Disinvestment from obsolete
interventions
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Barriers to Utilization of HTA
Challenge: transition from “eminence
based” (selective/ biased) to “evidence
based” (systematic, unbiased)
INT: To overcome barriers, HTA needs to
be
timely
of good quality (“waterproof”)
with clear messages
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Barriers to Utilization of HTA
LT: Barriers for HTA are lack of
Clear and transparent HTA process and place
of HTA in existing decision-process
Coordination of demand for knowledge and
supply
Independence of HTA doers (no distance)
from policy makers
from regulators
from industry
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HTA institutionalization
and financing
INT: No ONE “best practice model” of
HTA institutionalization: many forms of
organizations exist
INT: Credibility of HTA depends on
independence from interest groups
INT: Critical requirement: stable
funding
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HTA institutionalization
and financing
LT: Need for mechanisms to safeguard
independence
clear and transparent process descriptions
monitoring of the scientific quality of HTAs
external peer-review for all HTA products
separation of recommendations based on an
HTA and the policy decision
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Human resources
and capacity building
INT: Sufficient national capacities to carry
out HTA and implement it necessary for
evidence-based decision making
HTA core staff
Training to understand and implement
HTA for policy makers, clinicians and
health care managers
Academic research capacity in HTA
methodologies
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Human resources
and capacity building
LT:
SHAA and IoH have “some” core staff
(juniors and seniors with training)
But in need for sufficient funding to keep
them
Need for further (advanced) training
could be nationally satisfied by
academic HTA modules
European Collaborations ! (networking,
partnering, exchanges etc.)
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HTA processes and products,
special focus assessment of
medical devices
INT: Transparency of HTA process and
products of utmost importance:
HTA-Process: priorization of topics,
scoping: policy question/ research question
etc. ………recommendation, decision….
HTA-results must be valid, reliable, open to
scrutiny
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HTA processes and products,
special focus assessment of
medical devices
LT lacks many steps in the transparency
in processes and results, e.g.
Prioritization
Quality assurance (peer review)
CoI/ Conflict of Interest management
Safeguarding independence
Publication of results
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Overview
1. Health Technology Assessment
2. Introduction to National HTA Strategy
3. Methodology
4. Results
5. Recommendations and Activities
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Narrower aims of
National HTA Strategy
Establish a framework to promote
(enforce, facilitate) HTA uptake.
Establish organizational structures for the
timely, efficient and good-quality provi-
sion of HTA information that satisfies
needs.
Increase acceptance and demand for
HTA information by offering tailor-made
services.
Boost the use of HTA information.38
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Strategic objectives
1. Regulatory embedding, ensuring
legitimacy of HTA
2. Organization of HTA:
institutionalization + financing,
national coordination
3. Quality assurance of HTA:
transparency in processes and
products
4. Capacity building: national activities
and European collaboration
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Regulatory embedding,
ensuring legitimacy of HTA 1/2
Recommendations
Bring existing HTA regulations to life, and to
analyze obstacles for their implementation
Prioritization according to transparent criteria
HTA closer to actual payers (NHIF)
Governance structures to safeguard
independence
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Regulatory embedding,
ensuring legitimacy of HTA 2/2
Activities
Minister of Health approves HTA Strategy
with order
Analysis of obstacles to implementing existing
HTA regulations
List of pending program or policy decisions,
priorization for HTA
Separation of functions (policy/ funding,
regulatory, HTA)
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Organization of HTA:
institutionalization + financing, national
coordination 1/2
Recommendations
HTA Coordinator with defined tasks and
responsibilities, accountabilities
Stable, long term funding (position in HC
budget)
Stepwise integration of all national HTA
activities
Enforce HTA at SMCA, develop HTA for
planning of specialized services
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Organization of HTA:
institutionalization + financing,
national coordination 2/2
Activities
Continued funding of EU project staff at SHAA,
IoH
Define task of HTA Coordinator in support of
MoH HTA Committee, annual reporting
Build up HTA-unit at SMCA – EUnetHTA
submission templates
Involve academia: Identify local HTA champions
for challenging projects (evidence-based
planning)
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Quality assurance of HTA:
transparency in processes and
products 1/2
Recommendations
Implement transparent HTA process
Wide communication and inclusion of
stakeholder (clinicians, public, media)
Implement quality criteria
Implement clear criteria for topic priorities
Minister of Health reports to public on
implementation of HTA recommendations
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Quality assurance of HTA:
transparency in processes and
products 2/2Activities
National HTA methods handbook, cross-
reviewing within all HTA-groups, peer-review
standards/-database etc.
Public websites with all HTA reports (from all
institutions)
Action plan for communicating and
implementation of results for each HTA report
Monitoring of international HTA activities and
reporting to MoH, NHIF
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Capacity building: national activities
and European collaboration 1/2
Recommendations
Keep trained expert in public sector and in LT
Stay up to date on current HTA projects
(EUnetHTA POP-database)
Actively participate in international HTA
collaborations
Capacity building for teaching and research at
LT universities
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Capacity building: national activities
and European collaboration 2/2
Activities
Train in-house capacity: 1-2 seniors per
institution to guide juniors in each institution
doing HTA
International exchanges of staff
Offer 1 day courses for Hospital Manager,
Clinical Managers, NIHF-Manager, etc.
Introduce Evidence-based medicine and HTA
in the basic curriculum of medical schools
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Implementation of HTA Strategy
Success of HTA Strategy: health sector
stakeholders increasingly take ownership
Prerequisite: HTA champions need to
begin with „sexy (controversial) projects“
- Media and young clinicians as
collaborators
But: Change of culture takes time and
has to overcome resistance
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Implementation of HTA Strategy
Eventually transparent, reliable and
replicable HTAs develop their own
convincing language and begin to speak
for themselves.
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Questions, Discussion, Ideas !
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Contact
Priv. Doz. Dr. phil. Claudia Wild, Director
Ludwig Boltzmann Institute for HTA
Garnisongasse 7/20, 1090 Vienna
Austria
Tel: +43/1/236 81 19 - 12
Fax: +43/1/236 81 19 - 99
E-mail: [email protected]
Website: http://hta.lbg.ac.at/
Facebook: https://www.facebook.com/LBI.HealthTechnologyAssessment?ref=hl
Youtube: https://www.youtube.com/watch?v=uELBt1TX8VE 51