Economic and Organizational Impact of Subcutaneous Ocrelizumab in French Daily Hospitals
Author(s)
Léopoldine du Manoir de Juaye, PharmD1, Katya Galactionova, PhD2, Bertrand Bourre, MD3, Marie-Hélène Colpaert, Nurse4, Andrea Lazzarotto, MD4, Yasmine Nivoix, PharmD, PhD5.
1F. Hoffmann-La Roche Ltd, Boulogne-Billancourt, France, 2F. Hoffmann-La Roche Ltd, Basel, Switzerland, 3CHU Rouen, Department of Neurology, Rouen, France, 4CRC SEP Paris, Hôpital Pitié-Salpêtrière, AP-HP, Paris, France, 5Pôle Pharmacie-Pharmacologie, Hôpitaux Universitaires de Strasbourg, Strasbourg, France.
1F. Hoffmann-La Roche Ltd, Boulogne-Billancourt, France, 2F. Hoffmann-La Roche Ltd, Basel, Switzerland, 3CHU Rouen, Department of Neurology, Rouen, France, 4CRC SEP Paris, Hôpital Pitié-Salpêtrière, AP-HP, Paris, France, 5Pôle Pharmacie-Pharmacologie, Hôpitaux Universitaires de Strasbourg, Strasbourg, France.
OBJECTIVES: Ocrelizumab, a MS treatment, is currently administered intravenously (IV) over 3.5 hours, with two initiation injections and mandatory 1-hour monitoring. The new subcutaneous (SC) formulation will reduce administration to approximately 10 minutes, with a single initiation injection and optional 1-hour monitoring. This study quantifies theoretical efficiency gains with SC at three French hospitals.
METHODS: A deterministic service impact model was developed to translate differences in administration time between IV and SC to gains in operational outcomes, assuming 80% of IV patients transition to SC. Data on hospital resources, administration and patient flow were obtained from hospital administrators. Revenue was valued with public tariffs. Results are annual projections.
RESULTS: Switching 80% of patients from IV to SC ocrelizumab demonstrated significant resource gains across all three hospitals.In Paris (2160 patients), savings were 4,633 hours for nurse time and 17,920 hours for chair occupancy, allowing an additional 1,853 patients annually, and a revenue increase by 85% (from €1,777,267 to €3,293,342). A scenario increasing patients throughput by 20% (to 2,592) would still free up 3,332 nurse hours and 15,669 chair hours.In Rouen (161 patients), nurse time savings were 348 hours and chair occupation savings were 1,340 hours, allowing an additional 139 patients to be treated and increasing revenue by 85% (from €133,305 to €246,534).In Strasbourg (260 patients), nurse time savings were 603 hours and chair occupation savings were 2,276 hours, allowing an additional 208 patients and increasing revenue by 73% (from €223,132 to €385,806).
CONCLUSIONS: Implementing SC could save hospital time, increase hospital capacity, patient throughput, and potentially also boost revenue. Even with a 20% increase in patient numbers, considerable nurse and chair hours would remain available for other activities.
METHODS: A deterministic service impact model was developed to translate differences in administration time between IV and SC to gains in operational outcomes, assuming 80% of IV patients transition to SC. Data on hospital resources, administration and patient flow were obtained from hospital administrators. Revenue was valued with public tariffs. Results are annual projections.
RESULTS: Switching 80% of patients from IV to SC ocrelizumab demonstrated significant resource gains across all three hospitals.In Paris (2160 patients), savings were 4,633 hours for nurse time and 17,920 hours for chair occupancy, allowing an additional 1,853 patients annually, and a revenue increase by 85% (from €1,777,267 to €3,293,342). A scenario increasing patients throughput by 20% (to 2,592) would still free up 3,332 nurse hours and 15,669 chair hours.In Rouen (161 patients), nurse time savings were 348 hours and chair occupation savings were 1,340 hours, allowing an additional 139 patients to be treated and increasing revenue by 85% (from €133,305 to €246,534).In Strasbourg (260 patients), nurse time savings were 603 hours and chair occupation savings were 2,276 hours, allowing an additional 208 patients and increasing revenue by 73% (from €223,132 to €385,806).
CONCLUSIONS: Implementing SC could save hospital time, increase hospital capacity, patient throughput, and potentially also boost revenue. Even with a 20% increase in patient numbers, considerable nurse and chair hours would remain available for other activities.
Conference/Value in Health Info
2025-11, ISPOR Europe 2025, Glasgow, Scotland
Value in Health, Volume 28, Issue S2
Code
OP5
Topic
Economic Evaluation, Health Service Delivery & Process of Care, Organizational Practices
Topic Subcategory
Best Research Practices
Disease
Neurological Disorders