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Evidence-based priority-setting: what do the decision-makers think?

Craig Mitton1, San Patten

  • 1Centre for Healthcare Innovation and Improvement, University of British Columbia, Canada.

Journal of Health Services Research & Policy
|July 27, 2004
PubMed
Summary
This summary is machine-generated.

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Health organizations need evidence for priority-setting. Decision-makers prefer pragmatic, multi-source evidence assessment for better health program planning and resource allocation.

Area of Science:

  • Health Services Research
  • Health Policy and Management

Background:

  • Resource scarcity necessitates evidence-based priority-setting in health organizations.
  • Limited literature exists on decision-makers' reflections regarding evidence use in priority-setting processes.

Purpose of the Study:

  • To explore senior decision-makers' perspectives on using evidence for health priority-setting.
  • To understand the impact of implementing a macro-level priority-setting framework on evidence utilization.

Main Methods:

  • Participatory action research in a single Alberta health authority.
  • In-depth interviews and focus groups with senior decision-makers.
  • Thematic coding of data before and after implementing Programme Budgeting and Marginal Analysis (PBMA).

Related Experiment Videos

Main Results:

  • Identified barriers: crisis management, time constraints, and skill gaps.
  • Decision-makers favored a mix of qualitative ('soft') and quantitative ('hard') evidence.
  • Post-PBMA, a preference emerged for pragmatic, multi-source information on 'capacity to benefit' over single metrics.

Conclusions:

  • Decision-maker insights offer valuable guidance for priority-setting in other health jurisdictions.
  • The preference for pragmatic benefit assessment is crucial for both health decision-making and research.