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Decision maker perceptions of resource allocation processes in Canadian health care organizations: a national survey.

Smith N, Mitton C, Bryan S, Davidson A, Urquhart B, Gibson JL, Peacock S, Donaldson C - BMC Health Serv Res (2013)

Bottom Line: About one-half of respondents indicated that their organization used a formal process for resource allocation, while the others reported that political or historical factors were predominant.This paper explores these findings in greater detail and assesses them in context of the larger literature.Data from this large-scale cross-jurisdictional survey helps to illustrate common challenges and areas of positive performance among Canada's health system leadership teams.

View Article: PubMed Central - HTML - PubMed

Affiliation: Centre for Clinical Epidemiology & Evaluation, Vancouver Coastal Health Research Institute, 7th floor, 828 W 10 Avenue, V5Z1M9, Vancouver, BC, Canada. neale.smith@ubc.ca

ABSTRACT

Background: Resource allocation is a key challenge for healthcare decision makers. While several case studies of organizational practice exist, there have been few large-scale cross-organization comparisons.

Methods: Between January and April 2011, we conducted an on-line survey of senior decision makers within regional health authorities (and closely equivalent organizations) across all Canadian provinces and territories. We received returns from 92 individual managers, from 60 out of 89 organizations in total. The survey inquired about structures, process features, and behaviours related to organization-wide resource allocation decisions. We focus here on three main aspects: type of process, perceived fairness, and overall rating.

Results: About one-half of respondents indicated that their organization used a formal process for resource allocation, while the others reported that political or historical factors were predominant. Seventy percent (70%) of respondents self-reported that their resource allocation process was fair and just over one-half assessed their process as 'good' or 'very good'. This paper explores these findings in greater detail and assesses them in context of the larger literature.

Conclusion: Data from this large-scale cross-jurisdictional survey helps to illustrate common challenges and areas of positive performance among Canada's health system leadership teams.

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Perceptions of fairness.
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Figure 2: Perceptions of fairness.

Mentions: Overall, 89% of respondents agreed that resource allocation decisions were not only business ones, i.e., solely financial or budget matters, but matters of ethical concern. 70% of respondents either agreed or strongly agreed with the statement: “Our organization-wide resource allocation process is fair”. Sixteen percent disagreed while 15% were neutral (“neither agree nor disagree”) (see Figure 2). Interestingly, respondents do not appear to think that other stakeholders are equally confident about the fairness of the process. Forty-two percent felt that other key stakeholders would agree that the process is fair, while one-quarter expected that outside observers would consider the organization-wide resource allocation process to be unfair.


Decision maker perceptions of resource allocation processes in Canadian health care organizations: a national survey.

Smith N, Mitton C, Bryan S, Davidson A, Urquhart B, Gibson JL, Peacock S, Donaldson C - BMC Health Serv Res (2013)

Perceptions of fairness.
© Copyright Policy - open-access
Related In: Results  -  Collection

License
Show All Figures
getmorefigures.php?uid=PMC3750381&req=5

Figure 2: Perceptions of fairness.
Mentions: Overall, 89% of respondents agreed that resource allocation decisions were not only business ones, i.e., solely financial or budget matters, but matters of ethical concern. 70% of respondents either agreed or strongly agreed with the statement: “Our organization-wide resource allocation process is fair”. Sixteen percent disagreed while 15% were neutral (“neither agree nor disagree”) (see Figure 2). Interestingly, respondents do not appear to think that other stakeholders are equally confident about the fairness of the process. Forty-two percent felt that other key stakeholders would agree that the process is fair, while one-quarter expected that outside observers would consider the organization-wide resource allocation process to be unfair.

Bottom Line: About one-half of respondents indicated that their organization used a formal process for resource allocation, while the others reported that political or historical factors were predominant.This paper explores these findings in greater detail and assesses them in context of the larger literature.Data from this large-scale cross-jurisdictional survey helps to illustrate common challenges and areas of positive performance among Canada's health system leadership teams.

View Article: PubMed Central - HTML - PubMed

Affiliation: Centre for Clinical Epidemiology & Evaluation, Vancouver Coastal Health Research Institute, 7th floor, 828 W 10 Avenue, V5Z1M9, Vancouver, BC, Canada. neale.smith@ubc.ca

ABSTRACT

Background: Resource allocation is a key challenge for healthcare decision makers. While several case studies of organizational practice exist, there have been few large-scale cross-organization comparisons.

Methods: Between January and April 2011, we conducted an on-line survey of senior decision makers within regional health authorities (and closely equivalent organizations) across all Canadian provinces and territories. We received returns from 92 individual managers, from 60 out of 89 organizations in total. The survey inquired about structures, process features, and behaviours related to organization-wide resource allocation decisions. We focus here on three main aspects: type of process, perceived fairness, and overall rating.

Results: About one-half of respondents indicated that their organization used a formal process for resource allocation, while the others reported that political or historical factors were predominant. Seventy percent (70%) of respondents self-reported that their resource allocation process was fair and just over one-half assessed their process as 'good' or 'very good'. This paper explores these findings in greater detail and assesses them in context of the larger literature.

Conclusion: Data from this large-scale cross-jurisdictional survey helps to illustrate common challenges and areas of positive performance among Canada's health system leadership teams.

Show MeSH