Priority setting in health authorities: a novel approach to a historical activity

Mitton, Craig; Patten, San; Waldner, Howard; Donaldson, Cam

doi:10.1016/s0277-9536(02)00549-x

Cited by 67 publications

(56 citation statements)

References 18 publications

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“…The dominance of 'historical' and 'political' processes in decision-making has been well documented in UK healthcare organisations (though much of this refers to former organisational incarnations of PCTs) [1,3,4,10,29,30]. This is also reiterated in international research which consistently evinces prioritisation and resource allocation decisions as generally occurring on an historical basis [31][32][33]. Additionally, it has been repeatedly shown that the resulting process lacks transparency and systematic structure [4,34,35].…”

Section: Discussionmentioning

confidence: 99%

Managing to manage healthcare resources in the English NHS? What can health economics teach? What can health economics learn?

2007

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Section: Discussionmentioning

confidence: 99%

Managing to manage healthcare resources in the English NHS? What can health economics teach? What can health economics learn?

2007

Self Cite

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“…One example of PBMA implementation was in Alberta, Canada, where PBMA was used to construct and apply a decision making framework to set spending priorities for the region (Mitton et al 2003;Patten et al 2006). This application of PBMA was successful in closing a CAD $40m budget deficit but it remains unclear how the organisation operationalised the decisions made using PBMA.…”

Section: Tackling Disinvestmentmentioning

confidence: 99%

Tackling disinvestment in health care services

Daniels

Williams

Robinson

et al. 2013

Journal of Health Organization and Management

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Purpose -The aims of this paper are to explore the experiences of budget holders within the English National Health Service (NHS), in their attempts to implement programmes of disinvestment, and to consider factors which influence the success (or otherwise) of this activity. Design/methodology/approach -Between 24 January and 15 March 2011 semi-structured, telephone interviews were conducted with representatives of 12 Primary Care Trusts in England. Interviews focussed on: understanding of the term "disinvestment"; current activities, and perceived determinants of successful disinvestment decision making and implementation. Data were organised into themes according to standard qualitative data coding practices. Findings -Findings indicate that experiences of disinvestment are varied and that organisations are currently adopting a range of approaches. There are a number of apparently influential determinants of disinvestment which relate to both health system features and organisational characteristics. According to the experiences of the interviewees, many of the easier disinvestment options have now been taken and more ambitious plans, which require wider engagement and more thorough project management, will be required in the future. Research limitations/implications -Findings from the research suggest that issues around understanding and usage of disinvestment terminology should be addressed and that a more in-depth and ethnographic research agenda will be of most value in moving forward both the theory and practice of disinvestment. Originality/value -This research suggests that, in the English NHS at least, there is a disjuncture between common usage of the term "disinvestment" and the way that it has previously been understood by the wider research community. In addition to this, the research also highlights a broader range of potential determinants of disinvestment than are considered in the extant literature.

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“…Understanding organizational priority setting and policy advocacy processes and the factors that can or restrict these choices and actions can be used by leaders of nursing associations to plan the most receptive time to address a policy issue, the stakeholders who need to be involved, and the targets and strategies for action [15,16]. Successful priority setting and policy advocacy can help nursing associations advance their vision, mission and goals.…”

Section: Introductionmentioning

confidence: 99%

Priority setting and policy advocacy by nursing associations: A scoping review and implications using a socio-ecological whole systems lens

MacDonald¹,

Edwards²,

Davies³

et al. 2012

Health Policy

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Priority setting in health authorities: a novel approach to a historical activity

Cited by 67 publications

References 18 publications

Managing to manage healthcare resources in the English NHS? What can health economics teach? What can health economics learn?

Managing to manage healthcare resources in the English NHS? What can health economics teach? What can health economics learn?

Tackling disinvestment in health care services

Priority setting and policy advocacy by nursing associations: A scoping review and implications using a socio-ecological whole systems lens

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