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International Network of Agencies for Health Technology Assessment

International Network of Agencies for Health Technology Assessment . Strategic Planning Overview. Contents. Broad strokes: Overview of strategic planning process – past & current Common themes in strategic areas Topics of interest (2013) Strategic partnerships past, present & future

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International Network of Agencies for Health Technology Assessment

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  1. International Network of Agencies for Health Technology Assessment Strategic Planning Overview

  2. Contents Broad strokes: • Overview of strategic planning process – past & current • Common themes in strategic areas • Topics of interest (2013) • Strategic partnerships past, present & future • SWOT results (2006) • INAHTA as a Network

  3. INAHTA was established in 1993 and now has 55 member agencies from 32 countries, across North & Latin America, Europe, Africa, Asia, Australia &New Zealand. • Secretariat at the Institute of Health Economics (IHE), Canada

  4. INAHTA Membership

  5. Mission of INAHTA ‘To provide a forum for the identification & pursuit of interests common to HTA agencies’ To serve our membership in areas of: Advocacy: Promote evidence-based medicine, assist stakeholder engagement Collaboration: Between international agencies, assist newer agencies, joint projects/areas of interest, common pursuits with external partners Education & training: Mentorship, share materials & training opportunities Quality assurance: Share methods/tools, avoid duplication Impact of HTA: Measurement, observations

  6. Strategic Planning History History: 2001 – 2005 Strategic Plan 2006 – 2008 Strategic Plan 2008 – 2010 Strategic Plan 2012 – points about WGs & TF (governance) Current process: 2013/4 – Subgroup formed, met twice* 2014 – Consultation with selected members* 2014 – Board meeting in Washington March 2014 – Draft strategic plan & consultation with members June 2014 – Presentation & discussion of draft at AM

  7. Strategic areas – consistent over time Advocacy Collaboration Education

  8. Strategic areas – consistent over time Internal communication / knowledge exchange (newsletters, listserv, briefs) Collaboration amongst INAHTA members (joint projects, working groups) External partnerships (collaboration & dissemination) Education & training Quality Assurance (methods, checklists, IPT marks) Impact of HTA Ethical Issues in HTA Industry relations

  9. Topics of interest (2013 Networking topics)

  10. External Partners • MOU with: WHO, HTAi, EuroScan, GIN, EUnetHTA • Previous contacts/exploration with: • WHO - HEN • OECD • ISPOR • HTAi Policy Forum • PAHO • World Bank • New opportunities: RedETSA, MERCOSUR HTA body, HTAsiaLink…

  11. Strengths (2006) Through cooperation we can avoid duplication We are a strong voice for the HTA network We are the “UN” of HTA – an organization of organizations acting together We have agreed information system including database and website We have high potential for collaboration There is no commercial influence

  12. Weaknesses (2006) Lack of clarity over identity (science or policy) Limited tangible benefits to show our ministries Failure by some to participate and share or contribute (eg late or no entries on database) Need incentives to increase participation (continually invent)

  13. Opportunities (2006) Relations with HTAi; could be capitalized on Develop and agree on methodology (=contributing to the development of standards) Developing quality assurance standards by sharing, make more variety of products Undertaking altruistic work, eg training and mentoring Re-organize working groups into project groups with clear tasks Opportunity to conduct HTA of HTA agencies

  14. Threats (2006) INAHTA becomes irrelevant Competition from HEN, HTAi, EuroScan, G-I-N, EUnetHTA Insufficient funding for all activities Becoming political (internal politics may split us)

  15. INAHTA as a NETWORK – current definition* • A network is characterized by floating, ad-hoc contacts between the nodes, i.e. the network. • Members expect the network to provide value: provide something that you cannot achieve on your own and at a reasonable cost. • Clearly did not want INAHTA to develop into a Society, with a Statute, Rules of Procedure, Standing Orders, and a Board, which controls the organization in a top-down manner.

  16. INAHTA as a Network • But starting from early on (2000-01) asking questions of identity: • What exactly is INAHTA? • Is it more than a support group? • What value does it deliver to members? To the international HTA community? • How effective are we? • E.g., How to encourage contributions to the HTA database (briefs, checklists, etc.) • Leadership in the international community  Maybe re-thinking how we are a Network may help open to new ideas & approaches?

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