Presentation (CTI)

OBJECTIVES: VBP moves away from price and technical specifications to focus on unmet needs of a care provider and the value a specific technology/service can add. Overall, to define the unmet need, certain value dimensions within VBP can be used to guide this definition. The challenge for care providers that would like to start with VBP is not necessarily to define the unmet need, but rather to define the parameters to assess the value-add to choose the right partner. This study explored what type of parameters could be used in VBP processes by using the practical example of dialysis.
METHODS: A qualitative review of international value-based tender dialysis case studies from the Netherlands, Kingdom of Saudi Arabia, and the United Kingdom were used to identify key unmet needs and their associated value dimensions. These were then mapped against the key parameters measured and evidence submitted by suppliers to create a tangible framework from unmet need to value measured.
RESULTS: Key unmet needs and associated value dimensions can be clustered as follows: 1) clinical outcomes, 2) safety, 3) patient experience, 4) organizational impact, 5) environmental sustainability and 6) economic outcome through total cost of ownership. For the clinically focused tender dimensions (1-3) predominantly therapy level evidence was submitted. For the non-clinically focused value dimensions supplier and technology specific data was provided. This included for value dimension 4): overtime staffing & back up machines required, 5): water/electricity consumption & percentage of recyclability and 6) total technology investment, sustainability & staffing impact.
CONCLUSIONS: VBP is frequently applied at different levels, but there is a paucity of published data to create tangible frameworks for other purchasers to adapt from. Our analysis showed that building such specific blueprints based on tangible cases such as dialysis can support in further scaling up VBP.