Journal article 1235 views
OP97 Program Budgeting Marginal Analysis For The Real World
Philippa Anderson,
Pippa Anderson
International Journal of Technology Assessment in Health Care, Volume: 33, Issue: S1, Pages: 44 - 45
Swansea University Author: Pippa Anderson
Full text not available from this repository: check for access using links below.
DOI (Published version): 10.1017/S0266462317001696
Abstract
Program budgeting marginal analysis (PBMA) accommodates economic analysis, multi-stakeholder inputs, values, needs and perspectives within one framework in order to determine optimal use of available resources to deliver the highest ‘health value’. Two pilot PBMA projects in two different services w...
| Published in: | International Journal of Technology Assessment in Health Care |
|---|---|
| ISSN: | 0266-4623 1471-6348 |
| Published: |
2018
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| Online Access: |
Check full text
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| URI: | https://cronfa.swan.ac.uk/Record/cronfa38314 |
| first_indexed |
2018-01-26T05:16:33Z |
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| last_indexed |
2018-08-15T18:47:25Z |
| id |
cronfa38314 |
| recordtype |
SURis |
| fullrecord |
<?xml version="1.0"?><rfc1807><datestamp>2018-08-15T12:42:51.7606629</datestamp><bib-version>v2</bib-version><id>38314</id><entry>2018-01-25</entry><title>OP97 Program Budgeting Marginal Analysis For The Real World</title><swanseaauthors><author><sid>128cdedfba6e5e6374fdc85d5c78c428</sid><firstname>Pippa</firstname><surname>Anderson</surname><name>Pippa Anderson</name><active>true</active><ethesisStudent>false</ethesisStudent></author></swanseaauthors><date>2018-01-25</date><deptcode>HSOC</deptcode><abstract>Program budgeting marginal analysis (PBMA) accommodates economic analysis, multi-stakeholder inputs, values, needs and perspectives within one framework in order to determine optimal use of available resources to deliver the highest ‘health value’. Two pilot PBMA projects in two different services were conceived and completed in a Welsh Health Board (HB) as ‘proof of concept’ methodology for robust prioritization decisons and for improving quality of patient care, outcomes and experience. The pilots were essential to enable development of a ‘bespoke’ PBMA process for the HB to implement. The PBMA methods were based on methods and criteria for successful PBMAs reported in the literature. Project teams and stakeholder communities supported the PBMAs which were executed over a 12 -18 month period between 2013–15. Group decision support methods were used to facilitate meetings and decision making. Formal interviews with project team members and informal feedback informed development of the final PBMA framework. Identifying the costs and resources attributable to services and those that could be moved around services was challenging. Evidence of outcomes and ‘health value’ was more easily available. One PBMA pilot recommended that some modest service reorganization and quality improvement could be made within budget but no substantial improvement/decommissioning could be undertaken. The other pilot agreed a disinvestment decision on the basis of evidence and reallocated the resources to a higher value service. The HB commissioning team found the information from the PBMA ‘journey’ as useful as the recommendations. A PBMA framework for the HB was devised. A ‘Prudent PBMA’ framework trimmed back to the critical essentials enables success criteria to be met. PBMA is to be adopted as a ‘way of working’ to operationalize resource reallocation and disinvestment in the ‘real world’ of Welsh healthcare commissioning.</abstract><type>Journal Article</type><journal>International Journal of Technology Assessment in Health Care</journal><volume>33</volume><journalNumber>S1</journalNumber><paginationStart>44</paginationStart><paginationEnd>45</paginationEnd><publisher/><issnPrint>0266-4623</issnPrint><issnElectronic>1471-6348</issnElectronic><keywords>PBMA, resource allocation, prioritisation</keywords><publishedDay>12</publishedDay><publishedMonth>1</publishedMonth><publishedYear>2018</publishedYear><publishedDate>2018-01-12</publishedDate><doi>10.1017/S0266462317001696</doi><url/><notes/><college>COLLEGE NANME</college><department>Health and Social Care School</department><CollegeCode>COLLEGE CODE</CollegeCode><DepartmentCode>HSOC</DepartmentCode><institution>Swansea University</institution><apcterm/><lastEdited>2018-08-15T12:42:51.7606629</lastEdited><Created>2018-01-25T20:22:37.3994726</Created><path><level id="1">Faculty of Medicine, Health and Life Sciences</level><level id="2">School of Health and Social Care</level></path><authors><author><firstname>Philippa</firstname><surname>Anderson</surname><order>1</order></author><author><firstname>Pippa</firstname><surname>Anderson</surname><order>2</order></author></authors><documents/><OutputDurs/></rfc1807> |
| spelling |
2018-08-15T12:42:51.7606629 v2 38314 2018-01-25 OP97 Program Budgeting Marginal Analysis For The Real World 128cdedfba6e5e6374fdc85d5c78c428 Pippa Anderson Pippa Anderson true false 2018-01-25 HSOC Program budgeting marginal analysis (PBMA) accommodates economic analysis, multi-stakeholder inputs, values, needs and perspectives within one framework in order to determine optimal use of available resources to deliver the highest ‘health value’. Two pilot PBMA projects in two different services were conceived and completed in a Welsh Health Board (HB) as ‘proof of concept’ methodology for robust prioritization decisons and for improving quality of patient care, outcomes and experience. The pilots were essential to enable development of a ‘bespoke’ PBMA process for the HB to implement. The PBMA methods were based on methods and criteria for successful PBMAs reported in the literature. Project teams and stakeholder communities supported the PBMAs which were executed over a 12 -18 month period between 2013–15. Group decision support methods were used to facilitate meetings and decision making. Formal interviews with project team members and informal feedback informed development of the final PBMA framework. Identifying the costs and resources attributable to services and those that could be moved around services was challenging. Evidence of outcomes and ‘health value’ was more easily available. One PBMA pilot recommended that some modest service reorganization and quality improvement could be made within budget but no substantial improvement/decommissioning could be undertaken. The other pilot agreed a disinvestment decision on the basis of evidence and reallocated the resources to a higher value service. The HB commissioning team found the information from the PBMA ‘journey’ as useful as the recommendations. A PBMA framework for the HB was devised. A ‘Prudent PBMA’ framework trimmed back to the critical essentials enables success criteria to be met. PBMA is to be adopted as a ‘way of working’ to operationalize resource reallocation and disinvestment in the ‘real world’ of Welsh healthcare commissioning. Journal Article International Journal of Technology Assessment in Health Care 33 S1 44 45 0266-4623 1471-6348 PBMA, resource allocation, prioritisation 12 1 2018 2018-01-12 10.1017/S0266462317001696 COLLEGE NANME Health and Social Care School COLLEGE CODE HSOC Swansea University 2018-08-15T12:42:51.7606629 2018-01-25T20:22:37.3994726 Faculty of Medicine, Health and Life Sciences School of Health and Social Care Philippa Anderson 1 Pippa Anderson 2 |
| title |
OP97 Program Budgeting Marginal Analysis For The Real World |
| spellingShingle |
OP97 Program Budgeting Marginal Analysis For The Real World Pippa Anderson |
| title_short |
OP97 Program Budgeting Marginal Analysis For The Real World |
| title_full |
OP97 Program Budgeting Marginal Analysis For The Real World |
| title_fullStr |
OP97 Program Budgeting Marginal Analysis For The Real World |
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OP97 Program Budgeting Marginal Analysis For The Real World |
| title_sort |
OP97 Program Budgeting Marginal Analysis For The Real World |
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128cdedfba6e5e6374fdc85d5c78c428 |
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128cdedfba6e5e6374fdc85d5c78c428_***_Pippa Anderson |
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Pippa Anderson |
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Philippa Anderson Pippa Anderson |
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International Journal of Technology Assessment in Health Care |
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33 |
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S1 |
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44 |
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Swansea University |
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0266-4623 1471-6348 |
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10.1017/S0266462317001696 |
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Faculty of Medicine, Health and Life Sciences |
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Program budgeting marginal analysis (PBMA) accommodates economic analysis, multi-stakeholder inputs, values, needs and perspectives within one framework in order to determine optimal use of available resources to deliver the highest ‘health value’. Two pilot PBMA projects in two different services were conceived and completed in a Welsh Health Board (HB) as ‘proof of concept’ methodology for robust prioritization decisons and for improving quality of patient care, outcomes and experience. The pilots were essential to enable development of a ‘bespoke’ PBMA process for the HB to implement. The PBMA methods were based on methods and criteria for successful PBMAs reported in the literature. Project teams and stakeholder communities supported the PBMAs which were executed over a 12 -18 month period between 2013–15. Group decision support methods were used to facilitate meetings and decision making. Formal interviews with project team members and informal feedback informed development of the final PBMA framework. Identifying the costs and resources attributable to services and those that could be moved around services was challenging. Evidence of outcomes and ‘health value’ was more easily available. One PBMA pilot recommended that some modest service reorganization and quality improvement could be made within budget but no substantial improvement/decommissioning could be undertaken. The other pilot agreed a disinvestment decision on the basis of evidence and reallocated the resources to a higher value service. The HB commissioning team found the information from the PBMA ‘journey’ as useful as the recommendations. A PBMA framework for the HB was devised. A ‘Prudent PBMA’ framework trimmed back to the critical essentials enables success criteria to be met. PBMA is to be adopted as a ‘way of working’ to operationalize resource reallocation and disinvestment in the ‘real world’ of Welsh healthcare commissioning. |
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2018-01-12T01:32:43Z |
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11.04748 |