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BMC Health Services Research

, 10:131

First Online: 19 May 2010Received: 14 September 2009Accepted: 19 May 2010DOI: 10.1186-1472-6963-10-131

Cite this article as: Sibbald, S.L., Gibson, J.L., Singer, P.A. et al. BMC Health Serv Res 2010 10: 131. doi:10.1186-1472-6963-10-131

Abstract

BackgroundIn healthcare today, decisions are made in the face of serious resource constraints. Healthcare managers are struggling to provide high quality care, manage resources effectively, and meet changing patient needs. Healthcare managers who are constantly making difficult resource decisions desire a way to improve their priority setting processes. Despite the wealth of existing priority setting literature for example, program budgeting and marginal analysis, accountability for reasonableness, the -describe-evaluate-improve- strategy there are still no tools to evaluate how healthcare resources are prioritised. This paper describes the development and piloting of a process to evaluate priority setting in health institutions. The evaluation process was designed to examine the procedural and substantive dimensions of priority setting using a multi-methods approach, including a staff survey, decision-maker interviews, and document analysis.

MethodsThe evaluation process was piloted in a mid-size community hospital in Ontario, Canada while its leaders worked through their annual budgeting process. Both qualitative and quantitative methods were used to analyze the data.

ResultsThe evaluation process was both applicable to the context and it captured the budgeting process. In general, the pilot test provided support for our evaluation process and our definition of success, i.e., our conceptual framework.

ConclusionsThe purpose of the evaluation process is to provide a simple, practical way for an organization to better understand what it means to achieve success in its priority setting activities and identify areas for improvement. In order for the process to be used by healthcare managers today, modification and contextualization of the process are anticipated. As the evaluation process is applied in more health care organizations or applied repeatedly in an organization, it may become more streamlined.

Electronic supplementary materialThe online version of this article doi:10.1186-1472-6963-10-131 contains supplementary material, which is available to authorized users.

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Author: Shannon L Sibbald - Jennifer L Gibson - Peter A Singer - Ross Upshur - Douglas K Martin

Source: https://link.springer.com/







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