Abstract
BACKGROUND: Transcatheter Aortic Valve Implantation (TAVI) has emerged as a standard of care for patients suffering from symptomatic severe aortic stenosis. However, organisational analyses and investigations of this intervention's economic impact are lacking. This study aims to assess the potential impact of implementing a process designed to optimise the TAVI pathway regarding organisational, human, material, and economic resources. METHODS: The research is conducted through a case study. The methodology consisted of three stages: (1) mapping of the current TAVI pathway; (2) identification of the organisational changes necessary to optimise it and implementation of the identified action with a multidisciplinary teamwork; (3) simulations of the organisational and economic impact of the optimisation process. Data related to costs, revenues, and activities were provided by the hospital's Management Control office. The data analysed refer to a 12-month period. The TAVI pathway optimisation presented in this analysis is aligned with the best practices described in the BENCHMARK study. RESULTS: The analysis of the current TAVI pathway in the studied hospital highlighted several critical points during the three phases of the course (pre-procedure, peri-procedure, and post-procedure). The working groups identified five areas for TAVI pathway improvement: patient and family education, coronary risk stratification, conduction disorders management, fast-track discharge eligibility, nurse-led rapid mobilisation and early discharge. The organisational solutions highlighted by the working groups outline a new TAVI pathway capable of generating a significant impact not only from an organisational point of view, but also from an economic point of view. We estimated that in our cohort TAVI optimisation would have saved approximately 112 ICCU bed-days and have led to an average cost reduction of about €3,900 per patient. CONCLUSIONS: This study showed a process of optimisation of the TAVI pathway highlighting the positive impacts for patients, caregivers, healthcare workers, and the hospital. A Clinical Valve Coordinator may help to manage the procedural programme for individual patients while maintaining seamless communication with the Heart Team throughout the patient care journey, making the process even more streamlined. The case study analysed can be useful to all hospitals wishing to undertake processes aimed at improving the TAVI pathway.