Wait Time Management Strategies for Scheduled Care: What Makes Them Succeed?

Pomey, Marie‐Pascale; Forest, Pierre Gerlier; Sanmartin, Claudia; Coster, Carolyn De; Drew, Madeleine

doi:10.12927/hcpol.2013.21640

Cited by 7 publications

(10 citation statements)

References 20 publications

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“…We should also point out that an article published by our team in 2010 on a study of success factors in WTMS implementation showed the same main findings as did our systematic review [13]. That study used data from interviews with key physicians, managers, policy-makers, and researchers from across Canada who had worked on initiatives to reduce wait times.…”

Section: Discussionmentioning

confidence: 69%

“…The conceptual framework used in this study is one that we previously used for a published study on success factors of WTMS implementation, which was based on interviews with physicians, healthcare managers, and policy-makers [13]. Our framework, inspired by Parson’s widely recognized and robust four-quadrant model [12], was useful for organizing and analyzing the factors identified in the literature as influencing the implementation and sustainability of WTMS at both the systemic and local levels.…”

Section: Resultsmentioning

confidence: 99%

“…This framework, which we used in previous work to identify contextual and organizational factors [13], was also useful to identify a priori coding categories [14], which is helpful when conducting reviews of qualitative studies. This framework (Figure 1) is composed of different factors that can be present at the contextual and organizational levels: ‘governance and leadership’, defined as ‘the conduct of collective action from a position of authority’ [15]; ‘culture’, which consists of ‘underlying beliefs, values, norms and behaviours’ [13,16]; ‘resources’, which may be human, financial, infrastructural, or informational; and ‘tools’, referring to instruments or procedures. The organizational level corresponds to the specific context of WTMS initiatives within healthcare organizations, whereas the contextual level refers to the broader context of WTMS initiatives, such as policies, laws, or regulations from provincial, regional, or other health authorities.…”

Section: Methodsmentioning

confidence: 99%

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Toward systematic reviews to understand the determinants of wait time management success to help decision-makers and managers better manage wait times

et al. 2013

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BackgroundLong waits for core specialized services have consistently been identified as a key barrier to access. Governments and organizations at all levels have responded with strategies for better wait list management. While these initiatives are promising, insufficient attention has been paid to factors influencing the implementation and sustainability of wait time management strategies (WTMS) implemented at the organizational level.MethodsA systematic review was conducted using the main electronic databases, such as CINAHL, MEDLINE, and Cochrane Database of Systematic Reviews, to identify articles published between 1990 and 2011 on WTMS for scheduled care implemented at the organizational level or higher and on frameworks for analyzing factors influencing their success. Data was extracted on governance, culture, resources, and tools. We organized a workshop with Canadian healthcare policy-makers and managers to compare our initial findings with their experience.ResultsOur systematic review included 47 articles: 36 related to implementation and 11 to sustainability. From these, we identified a variety of WTMS initiated at the organizational level or higher, and within these, certain factors that were specific to either implementation or sustainability and others common to both. The main common factors influencing success at the contextual level were stakeholder engagement and strong funding, and at the organizational level, physician involvement, human resources capacity, and information management systems. Specific factors for successful implementation at the contextual level were consultation with front-line actors and common standards and guidelines, and at the organizational level, financial incentives and dedicated staffing. For sustainability, we found no new factors. The workshop participants identified the same major factors as found in the articles and added others, such as information sharing between physicians and managers.ConclusionsFactors related to implementation were studied more than those related to sustainability. However, this finding was useful in developing a tool to help managers at the local level monitor the implementation of WTMS and highlighted the need for more research on specific factors for sustainability and to assess the unintended consequences of introducing WTMS in healthcare organizations.

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Section: Discussionmentioning

confidence: 69%

Section: Resultsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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Toward systematic reviews to understand the determinants of wait time management success to help decision-makers and managers better manage wait times

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“…The consequences of the implementation are situated to the right. (Adapted from Rogers [ 33 ], Pomey et al [ 35 ], Brooks et al [ 32 ] and Mendel et al [ 36 ]).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…Factors that influence the implementation process can be either internal/organizational or external/environmental [ 35 , 37 – 40 ]. A host of organizational factors are identified in the literature.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

A voice for the patients: Evaluation of the implementation of a strategic organizational committee for patient engagement in mental health

et al. 2018

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ObjectiveThere is a need for structure to achieve functional patient engagement within mental healthcare organizations, and for clarification on how to proceed on a strategic level. The aim of this paper is to shed light on the implementation of a strategic organizational structure for patient engagement in mental health by examining why and how to implement a structure, the organizational and environmental factors that facilitate or limit the process, and the perceived consequences of the implementation.MethodThis paper evaluates the implementation of a strategic committee for patient engagement in a mental healthcare organization in Montreal (Quebec, Canada). The research was designed as a qualitative single case study using a deductive approach by means of a conceptual framework. Data sources consisted in ten semi-structured interviews, three focus groups, and organizational documents.ResultsThe strategic committee for patient engagement was implemented as a means to formalize patient partner participation, following the introduction of a vision of full citizenship. Important aspects of its implementation included its composition and role, the elaboration of a framework for patient partner participation, and finally, ongoing application and evaluation of the framework. Several facilitating factors were identified, including executive management support, leadership, and a vision behind the participation. Limiting factors mainly consisted of resistance towards patient participation and the existence of stigma. Consequences included increased and improved patient engagement, as well as reduced stigma within the organization.ConclusionThis study shows that the implementation of a strategic organizational structure for patient engagement is comprehensive. It further shows the importance of a vision and an articulate leadership involving several actors. Further research is needed regarding the impact of this type of strategic structure on a clinical level.

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Longer waiting times for patients undergoing colorectal cancer surgery are not associated with decreased survival

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Wait Time Management Strategies for Scheduled Care: What Makes Them Succeed?

Cited by 7 publications

References 20 publications

Toward systematic reviews to understand the determinants of wait time management success to help decision-makers and managers better manage wait times

Toward systematic reviews to understand the determinants of wait time management success to help decision-makers and managers better manage wait times

A voice for the patients: Evaluation of the implementation of a strategic organizational committee for patient engagement in mental health

Longer waiting times for patients undergoing colorectal cancer surgery are not associated with decreased survival

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