Decision Maker Views on Priority Setting in the Vancouver Island Health Authority
Author Information
Author(s): Dionne Francois, Craig Mitton, Neale Smith, Cam Donaldson
Primary Institution: University of British Columbia
Hypothesis
What do healthcare decision-makers want in a priority setting process?
Conclusion
Healthcare decision-makers desire a more formal, evidence-based priority setting process that includes clear criteria and stakeholder representation.
Supporting Evidence
- Respondents identified nine key features of a desirable priority setting process.
- Existing priority setting processes were found to be lacking on most of these desired features.
- Political considerations and organizational culture were identified as factors influencing resource allocation.
Takeaway
This study talks to healthcare leaders about how they decide what to spend money on and what they think would make those decisions better.
Methodology
In-depth, face-to-face interviews were conducted with 18 senior managers and medical directors.
Potential Biases
The awareness of impending changes might have led to biased responses, either justifying the change or feeling freer to criticize the current process.
Limitations
Respondents were aware that the interviews were part of a project introducing a new priority setting process, which may have influenced their responses.
Participant Demographics
Participants included senior managers and medical directors from the Vancouver Island Health Authority, with a mix of physicians and professional managers.
Digital Object Identifier (DOI)
Want to read the original?
Access the complete publication on the publisher's website