Modeling the Organizational Impact of Evolving Therapeutic Strategies in Alzheimer’s Disease in France
Author(s)
Laura Vasilescu1, Frédéric Blanc, PhD2, Mathieu Ceccaldi, PhD3, Julien Dumurgier, PhD4, Julien Delrieu, PhD5.
1Puteaux, France, 2University Hospital of Strasbourg - Nouvel Hôpital Civil, Strasbourg, France, 3Assistance Publique Hopitaux de Marseille, Marseille, France, 4Assistance Publique – Hôpitaux de Paris, Paris, France, 5University Hospital of Toulouse, Toulouse, France.
1Puteaux, France, 2University Hospital of Strasbourg - Nouvel Hôpital Civil, Strasbourg, France, 3Assistance Publique Hopitaux de Marseille, Marseille, France, 4Assistance Publique – Hôpitaux de Paris, Paris, France, 5University Hospital of Toulouse, Toulouse, France.
OBJECTIVES: The emergence of new approaches for early-stage Alzheimer’s disease (AD) marks a turning point in patient care. This evolution raises major organizational challenges for healthcare institutions.
METHODS: An Excel model - developed in accordance with guidelines - was created to assess the organizational impact of introducing these new therapeutic strategies in specialized centers. Based on a cohort of patients eligible, the tool aims to identify the transformations induced by these therapeutic innovations and their potential impact on the care pathway within a healthcare facility. Organizational challenges are identified based on information collected at the hospital level about the care pathways of patients with mild cognitive impairment and mild-stage dementia due to AD. The model helps anticipate adjustments in care coordination and patient flow. To illustrate the evolution in care, the model includes data from before and after the introduction of these treatments.
RESULTS: This tool allows for anticipating organizational needs, including diagnostic procedures (lumbar puncture and/or positron emission tomography), access to Magnetic Resonance Imaging (MRI - for diagnosis and monitoring), treatment administration, and management of amyloid-related imaging abnormalities (ARIA), while integrating the capacity requirements for day hospitalizations (chairs/beds). Furthermore, the results generated by the model can support clinical departments - such as neurology services - in substantiating their requests for additional resources (e.g., MRI slots, hospital beds, infusion chairs) by providing data-driven projections of future demand.
CONCLUSIONS: Expected changes in the management of AD - particularly with the introduction of blood-based biomarkers - are likely to profoundly reshape healthcare organization. These developments may lead to a reconfiguration of care pathways and a potential increase in the number of patients diagnosed at earlier stages. Moreover, an Organizational and Budgetary Impact Model (OBIM) could further enrich the current analysis by offering a holistic view of the various costs associated with the evolution of care.
METHODS: An Excel model - developed in accordance with guidelines - was created to assess the organizational impact of introducing these new therapeutic strategies in specialized centers. Based on a cohort of patients eligible, the tool aims to identify the transformations induced by these therapeutic innovations and their potential impact on the care pathway within a healthcare facility. Organizational challenges are identified based on information collected at the hospital level about the care pathways of patients with mild cognitive impairment and mild-stage dementia due to AD. The model helps anticipate adjustments in care coordination and patient flow. To illustrate the evolution in care, the model includes data from before and after the introduction of these treatments.
RESULTS: This tool allows for anticipating organizational needs, including diagnostic procedures (lumbar puncture and/or positron emission tomography), access to Magnetic Resonance Imaging (MRI - for diagnosis and monitoring), treatment administration, and management of amyloid-related imaging abnormalities (ARIA), while integrating the capacity requirements for day hospitalizations (chairs/beds). Furthermore, the results generated by the model can support clinical departments - such as neurology services - in substantiating their requests for additional resources (e.g., MRI slots, hospital beds, infusion chairs) by providing data-driven projections of future demand.
CONCLUSIONS: Expected changes in the management of AD - particularly with the introduction of blood-based biomarkers - are likely to profoundly reshape healthcare organization. These developments may lead to a reconfiguration of care pathways and a potential increase in the number of patients diagnosed at earlier stages. Moreover, an Organizational and Budgetary Impact Model (OBIM) could further enrich the current analysis by offering a holistic view of the various costs associated with the evolution of care.
Conference/Value in Health Info
2025-11, ISPOR Europe 2025, Glasgow, Scotland
Value in Health, Volume 28, Issue S2
Code
OP17
Topic
Epidemiology & Public Health, Organizational Practices, Study Approaches
Topic Subcategory
Academic & Educational
Disease
Geriatrics, Neurological Disorders