Diabetes Care in The Netherlands: - Novo Nordisk

More documents

Recommendations

Info

Quality improvement initiatives are frustrated by fragmentedbudgeting (and ad hoc budget cuts)ProblemProvidersInsurerNo full cyclebusiness caseunderpinnedFragmentationNo scalability• Ambitions are often only qualitative(whereas investments are quantified)• Initiatives often optimized for a singleprovider in the chain• High quality may lead to budgetoverruns and consequently budget cuts• Initiatives are often fully dependent onthe passion and intrinsic motivation ofthe initiators• Initiatives with cost saving potential,may be interpreted more as qualitydifferentiators than cost savers– Insurer support for lean initiatives hospitals, antismokingprograms etc .• Initiatives may be evaluated from asingle funding compartment (e.g.AWBZ/ZFW), instead of full value chain• Limited tools to stimulate initiativesoutside the group of passionateinitiatorsFill-up effects• Resulting behaviour from other playersin the value chain is not anticipated normitigated• Cost benefits on the patient-level oftenlost due to extra volume with otherpatients• Frustration that great ideas for care arenot always embraced by the insurer• Wary of investments in care, sincebenefits are not guaranteed tomaterializeBooz & Company 14 November 2011Prepared for Novo Nordisk3138
Individual quality incentives are lacking for primary care,specialistsspecialistsandandpatientspatientsKeten-DBC is related to number of contacts, no quality commitment• No incentives for monitoring of therapy adherencePrimary careSpecialistSpecialist is paid for volume rather than quality input or outcome• No financial incentive to critically review necessity of treatment• No payment for quality outcomes and monitoring of therapy adherence• No incentive to refer back to primary careNo short-term financial incentive to comply• E.g. reduction of deductible, bonus pointsPatientBooz & Company 14 November 2011Prepared for Novo Nordisk3239
Page 6 and 7: SummaryDiabetes is a serious and de
Page 8: diabetes care. Extra compensation w
Page 11 and 12: ContentsSummarized findings and rec
Page 13 and 14: 11Diabetes is a major and underesti
Page 15 and 16: 33Further improving health of of di
Page 17 and 18: 22Recommendation 2: Engage employer
Page 19 and 20: 44Recommendation 4: Introduce condi
Page 21 and 22: Already more than 1M diabetes patie
Page 23 and 24: Costs of of complications and treat
Page 25 and 26: Number of patients reaches ~1.4M in
Page 27 and 28: Increase in lost productivity is dr
Page 29 and 30: Diabetes care clearly improved in t
Page 31 and 32: Better compliance can be stimulated
Page 37 and 38: Delaying complications saves medica
Page 39: LimitedLimitedcollaborationcollabor
Page 43 and 44: Recommendation 1: Insurer should in
Page 47 and 48: Labour shortage from late nineties
Page 49 and 50: However, curative and participative
Page 53 and 54: Non-compliance leads to severe comp
Page 55: Facilitated patient networks are su
Page 58 and 59: Recommendation 3:Facilitate network
Page 62 and 63: But new medication could add a lot
Page 66: Booz & Company is a global manageme

Diabetes Care in The Netherlands: - Novo Nordisk

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?