Practice efficiency and total cost of care with bispecifics and CAR-T in relapsed/refractory diffuse large B-cell lymphoma: an institutional perspective.

Aim: Novel treatment options for relapsed/refractory diffuse large B-cell lymphoma include T-cell targeting therapies. Practice efficiency and cost are important for informed treatment decisions.Materials/methods: An institutional decision-maker cost model was developed for 6-month, 1-year and median cycles of treatment time horizons comparing practice efficiency and costs of epcoritamab vs glofitamab and axicabtagene ciloleucel (axi-cel).Results: Overall, epcoritamab required the shortest personnel and chair time, except over 1 year (second shortest chair time). Across all time horizons, epcoritamab was cost-saving vs axi-cel and had similar costs to glofitamab on a per-month basis.Conclusion: Epcoritamab reduced personnel and chair time. Additionally, epcoritamab was cost-saving vs axi-cel and had similar costs to glofitamab on a per-month basis.

There are new ways to treat diffuse large B-cell lymphoma, which is a type of cancer called lymphoma. When new treatments are available it is important to see if they take more or less time to give to patients and how much they cost versus other treatments. This study looked at three drugs used to treat diffuse large B-cell lymphoma, including epcoritamab, axi-cel and glofitamab. It estimated the time and cost with those treatments in patients who get them for 6 months, 1 year or for the most common length of time in the clinical trials. In most of the scenarios, epcoritamab had the least time needed for nurses or doctors and the least time needed for a patient to be in a chair in a clinic. When thinking about the cost per month, epcoritamab saved money versus axi-cel and was similar to glofitamab.

Standardization of knowledge-based volumetric modulated arc therapy planning with a multi-institution model (broad model) to improve prostate cancer treatment quality.

PURPOSE: To evaluate whether knowledge-based volumetric modulated arc therapy plans for prostate cancer with a multi-institution model (broad model) are clinically useful and effective as a standardization method. METHODS: A knowledge-based planning (KBP) model was trained with 561 prostate VMAT plans from five institutions with different contouring and planning policies. Five clinical plans at each institution were reoptimized with the broad and single institution model, and the dosimetric parameters and relationship between Dmean and the overlapping volume (rectum or bladder and target) were compared. RESULTS: The differences between the broad and single institution models in the dosimetric parameters for V50, V80, V90, and Dmean were: rectum; 9.5% ± 10.3%, 3.3% ± 1.5%, 1.7% ± 1.6%, and 3.6% ± 3.6%, (p < 0.001), bladder; 8.7% ± 12.8%, 1.5% ± 2.6%, 0.7% ± 2.4%, and 2.7% ± 4.6% (p < 0.02), respectively. The differences between the broad model and clinical plans were: rectum; 2.4% ± 4.6%, 1.7% ± 1.7%, 0.7% ± 2.4%, and 1.5% ± 2.0%, (p = 0.004, 0.015, 0.112, and 0.009) bladder; 2.9% ± 5.8%, 1.6% ± 1.9%, 0.9% ± 1.7%, and 1.1% ± 4.8%, (p < 0.018), respectively. Positive values indicate that the broad model has a lower value. Strong correlations were observed (p < 0.001) in the relationship between Dmean and the rectal and bladder volume overlapping with the target in the broad model (R = 0.815 and 0.891, respectively). The broad model had the smallest R2 of the three plans. CONCLUSIONS: KBP with the broad model is clinically effective and applicable as a standardization method at multiple institutions.

A Empresa Brasil de Comunicação e o desafio da comunicação pública / The Empresa Brasil de Comunicação and the challenge of public communication

Esta nota se propõe a fazer uma análise da Empresa Brasil de Comunicação (EBC) em seus oito anos de existência, a partir da realização do "Seminário Modelo Institucional da EBC: balanço e perspectiva", organizado pelo seu Conselho Curador, em agosto de 2015. Esse Seminário teve como objetivo unir diferentes atores políticos envolvidos na discussão da comunicação pública, de uma forma geral, e da EBC, mais especificamente, para discutir o modelo institucional da Empresa e fortalecer a sua autonomia.

Trajetória institucional de um instituto público de pesquisa: o caso do Ital após 1995 / Institutional trajectory of a public research institute: the case of Ital after 1995

Este artigo analisa a evolução organizacional de um instituto público de pesquisa tecnológica, o Instituto de Tecnologia de Alimentos (Ital) por meio de um estudo de caso, num período de 10 anos. Aplica pela primeira vez os conceitos de modelos institucional e gerencial. Por modelo institucional entende-se a evolução das características jurídicas que permitem a uma instituição o cumprimento de suas funções sociais. O modelo gerencial compreende dois componentes: o compulsório e o estratégico. O primeiro trata da gestão dos processos decorrentes do modelo institucional, e o segundo, daqueles que são frutos de suas decisões estratégicas. A principal característica do Ital é ser uma instituição híbrida, pois juridicamente é um instituto público de pesquisa, mas gerenciado, em alguns aspectos, como uma empresa privada altamente inovadora. Na sua trajetória institucional, o Ital adotou uma organização descentralizada, o que lhe permitiu aprofundar os laços com o setor produtivo e aumentar a participação das fontes extraorçamentárias no seu orçamento total. O componente estratégico de seu modelo gerencial teve um peso muito grande nesse desenvolvimento. No entanto, seu modelo organizacional começa a apresentar sinais de esgotamento, colocando desafios para a sua continuidade como instituição de referência.