TY - JOUR
T1 - Managing to manage healthcare resources in the English NHS? What can health economics teach? What can health economics learn?
AU - Bate, Angela
AU - Donaldson, Cam
AU - Murtagh, Madeleine J.
N1 - Funding Information:
The authors would like to thank all interview participants for their time and feedback. Angela Bate and this research are supported by a National Primary Care Award funded by the UK Department of Health National Coordinating Centre for Research Capacity Development. Cam Donaldson holds the Health Foundation Chair in Health Economics at Newcastle University. The views expressed in this paper are those of the authors; not the funding organisations.
PY - 2007/12
Y1 - 2007/12
N2 - Objectives: To provide a 'thick description' of how decision-makers understand and manage healthcare prioritisation decisions, and to explore the potential for using economic frameworks in the context of the NHS in England. Methods: Interviews were conducted with 22 key decision-makers from six Primary Care Trusts (PCTs) in northern England. A constant comparative approach was used to identify broad themes and sub-themes. Results: Six broad themes emerged from the analysis. In summary, decision-makers recognised the concepts of resources scarcity, competing claims, and the need for choices and trade-offs to be made. Decision-makers even went on to identify a common set of principles that ought to guide commissioning decisions. However, the process of commissioning was dominated by political, historical and clinical methods of commissioning which, failed to recognise these concepts in practice, and departed from the principles. As a result, the commissioning process was viewed as not being systematic or transparent and, therefore, seen as underperforming. Conclusions: Health economists need to acknowledge the importance of contextual factors and the realities of priority setting. Our research suggests that the emphasis should be on integrating principles of economics into a management process rather than expecting decision-makers to apply the output of ever more seemingly 'technically sound' health economic methods which cannot reflect the dominating and driving complexities of the commissioning process.
AB - Objectives: To provide a 'thick description' of how decision-makers understand and manage healthcare prioritisation decisions, and to explore the potential for using economic frameworks in the context of the NHS in England. Methods: Interviews were conducted with 22 key decision-makers from six Primary Care Trusts (PCTs) in northern England. A constant comparative approach was used to identify broad themes and sub-themes. Results: Six broad themes emerged from the analysis. In summary, decision-makers recognised the concepts of resources scarcity, competing claims, and the need for choices and trade-offs to be made. Decision-makers even went on to identify a common set of principles that ought to guide commissioning decisions. However, the process of commissioning was dominated by political, historical and clinical methods of commissioning which, failed to recognise these concepts in practice, and departed from the principles. As a result, the commissioning process was viewed as not being systematic or transparent and, therefore, seen as underperforming. Conclusions: Health economists need to acknowledge the importance of contextual factors and the realities of priority setting. Our research suggests that the emphasis should be on integrating principles of economics into a management process rather than expecting decision-makers to apply the output of ever more seemingly 'technically sound' health economic methods which cannot reflect the dominating and driving complexities of the commissioning process.
KW - Health care economics
KW - Health planning
KW - Qualitative research
KW - Resource allocation
U2 - 10.1016/j.healthpol.2007.04.001
DO - 10.1016/j.healthpol.2007.04.001
M3 - Article
C2 - 17512086
AN - SCOPUS:35448977197
SN - 0168-8510
VL - 84
SP - 249
EP - 261
JO - Health Policy
JF - Health Policy
IS - 2-3
ER -