2004
DOI: 10.1186/1472-6963-4-25
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Setting priorities in health care organizations: criteria, processes, and parameters of success

Abstract: Background: Hospitals and regional health authorities must set priorities in the face of resource constraints. Decision-makers seek practical ways to set priorities fairly in strategic planning, but find limited guidance from the literature. Very little has been reported from the perspective of Board members and senior managers about what criteria, processes and parameters of success they would use to set priorities fairly.

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Cited by 116 publications
(108 citation statements)
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“…It also envisioned a "feedback loop", because the process of priority setting could be repeated after certain periods of time, allowing the priorities to change with the changing context. Transparency and clarity of the proposed steps of the CHNRI method were intended to ensure that it is perceived as legitimate and fair by its users [15,16].…”
Section: Table 4 Some Of the Possible Priority-setting Criteria (Andmentioning
confidence: 99%
“…It also envisioned a "feedback loop", because the process of priority setting could be repeated after certain periods of time, allowing the priorities to change with the changing context. Transparency and clarity of the proposed steps of the CHNRI method were intended to ensure that it is perceived as legitimate and fair by its users [15,16].…”
Section: Table 4 Some Of the Possible Priority-setting Criteria (Andmentioning
confidence: 99%
“…: utilisation lors d'un diagnostic cancer) demeurent des risques théoriques qui n'ont pas été démontrés par les données probantes [74]. Des critères clairs, justes et transparents, soutenus par des données probantes et par d'autres principes pertinents, peuvent fournir des orientations pour la prise de décisions autour de l'allocation des ressources [75][76][77][78][79][80], mais ces critères doivent faire l'objet d'un consensus clair dans la profession.…”
Section: Discussionunclassified
“…This short introduction to the A4R approach may demonstrate that it should be acknowledged and taken into account in CAM-related discussions [38]. It is worth noticing that the A4R approach has been described before in a report about priority-setting in the Swiss health system [39]. As weaknesses of the Swiss health care system that report identifies a lack of transparency and stakeholders' involvement in health policy decisions [39].…”
Section: Enforcementmentioning
confidence: 99%