Wait time management strategies for scheduled care: What makes them succeed?

Marie Pascale Pomey, Pierre Gerlier Forest, Claudia Sanmartin, Carolyn De Coster, Madeleine Drew

Research output: Contribution to journalArticle

Abstract

Objectives: To assess experts' perceptions of the contextual and local factors that promote or inhibit the implementation of waiting time management strategies (WTMS) in Canadian healthcare organizations. Methods: We conducted 16 semi-structured interviews and one focus group with individuals involved in WTMS at the federal, provincial or organizational level. Results: The most frequently cited local factor was physicians' participation. Physicians' leadership made the greatest difference in bringing resistant physicians on board. To be effective, however, local leadership had to be supported by senior management. Alignment of financial incentives between the contextual and local levels was also frequently cited, and interviewees stressed the importance of tools used to design, monitor, evaluate and prioritize WTMS. Conclusions: Finding the right balance between supportive resources and tools and an effective management system is a tough challenge. But achieving this balance will help reconcile contradictions between top-down and bottom-up WTMS.

Original languageEnglish (US)
Pages (from-to)66-81
Number of pages16
JournalHealthcare Policy
Volume5
Issue number3
StatePublished - Apr 16 2010

ASJC Scopus subject areas

  • Health Policy
  • Public Health, Environmental and Occupational Health

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  • Cite this

    Pomey, M. P., Forest, P. G., Sanmartin, C., De Coster, C., & Drew, M. (2010). Wait time management strategies for scheduled care: What makes them succeed? Healthcare Policy, 5(3), 66-81.