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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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Net enablers against overall rating.
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Figure 3: Net enablers against overall rating.

Mentions: Our survey asked about the presence of a range of potential enablers of effective resource allocation, as identified in the literature, e.g.,[29] (See Table 4). Note that most respondents either agreed or strongly agreed that their organizations possessed both a learning culture and strong leadership, though we were unable to explore in depth what these concepts might mean. For each case, we calculated a cumulative or total enabler score: Score +1 for presence of enabler; 0 for “neither agree nor disagree”, -1 for absence of enabler. The range of possible scores is then −12 to +12 (number of individual responses valid on all items=85). Briefly, scores ranged from +7 to −5 (median, +3), with 14% of respondents reporting net negative scores on this measure. It appears strongly suggested by scatterplot data that respondents who identified a greater number of enablers more commonly gave higher overall scores to their current resource allocation procedures (see Figure 3). [The graph groups all respondents by their score, -5 to +7, and then presents the average overall rating given by each group].


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)

Net enablers against overall rating.
© Copyright Policy - open-access
Related In: Results  -  Collection

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

Figure 3: Net enablers against overall rating.
Mentions: Our survey asked about the presence of a range of potential enablers of effective resource allocation, as identified in the literature, e.g.,[29] (See Table 4). Note that most respondents either agreed or strongly agreed that their organizations possessed both a learning culture and strong leadership, though we were unable to explore in depth what these concepts might mean. For each case, we calculated a cumulative or total enabler score: Score +1 for presence of enabler; 0 for “neither agree nor disagree”, -1 for absence of enabler. The range of possible scores is then −12 to +12 (number of individual responses valid on all items=85). Briefly, scores ranged from +7 to −5 (median, +3), with 14% of respondents reporting net negative scores on this measure. It appears strongly suggested by scatterplot data that respondents who identified a greater number of enablers more commonly gave higher overall scores to their current resource allocation procedures (see Figure 3). [The graph groups all respondents by their score, -5 to +7, and then presents the average overall rating given by each group].

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