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Analysis on personnel costs and working time for implementing a more person-centred care approach: a case study with
Hanna Gyllensten1,2, Malin Tistad3,4, Helena Fridberg3
1Institute of Health and Care Sciences, University of Gothenburg, Gothenburg, Sweden hanna.gyllensten@gu.se.
Objectives:
Our aim was to describe the time and costs used during the implementation of a more person-centred care (PCC) approach as part of ordinary practice.
Design:
A case study with embedded units.
Setting:
Region Dalarna, Sweden.
Participants:
The Department for Development (DD) staff who provided a central support function in the implementation and six healthcare units: nephrology, two geriatric care and rehabilitation units, two psychiatry units and primary care.
Interventions:
More PCC.
Primary And Secondary Outcome Measures:
Working days and related salary costs reported by categories indicating costs for implementation strategies, service delivery, and research/development costs.
Results:
The healthcare units logged on average 5.5 working days per staff member. In the healthcare units, 6%-57% of the time reported was used for implementation strategies, 40%-90% for service delivery and 2%-12% for research/development. Of the time reported by the DD, 88% was assigned to implementation strategies. Costs associated with reported time indicated 23% of costs for this implementation occurred in the DD. Using the budgeted cost, this proportion increased to 48%. The budget for the DD corresponded to SEK 2.30 per citizen per year and 0.009% of the total healthcare budget of the region.
Conclusions:
The study found that a large part of resources used for this implementation of more PCC occurred in the DD, although at least half of the costs occurred in the healthcare units. Moreover, the cost of providing a central support function corresponds to a tiny proportion of the total health budget.
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