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Second, we might advantageously devote additional research efforts to better understanding and improving the actual implementation of priority setting frameworks.
Second, additional research efforts should be devoted to better understanding and improving the actual implementation of priority setting frameworks, particularly with respect to issues of change management and the resolution of impediments to action on recommendations for resource allocation.
While there has been much discussion since the 1980s on how organisations decide to strategically allocate limited funding to research, much of the implementation of priority setting in health research did not begin until the 1990s, as we shall discuss in this paper.
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The current paper describes the refined model, discusses issues arising from application of the model that bear upon implementation, and compares the model to other economic models of priority setting.
The primary objectives of this study were to develop an understanding of the characteristics of historical resource allocation practices, to determine what institutional features shaped these practices and to identify desired improvements from the perspective of decision-makers in an organization committed to the implementation of a formal priority setting process.
The process of priority setting in hospitals was dependant on the priority setting activity.
Our study provides further illustrations of how these determinants and challenges can manifest themselves in the implementation of a formal priority setting process in an integrated health care organization.
To counterbalance the barriers for change, decision makers also highlighted several facilitators that would need to be fostered to aid in the implementation of an explicit priority setting process.
In addition, a culture of openness to priority setting, a culture of learning, and a data-driven culture were cited as important facilitators that currently existed in the organization, which would assist in the implementation of an explicit priority setting process.
This section highlights a number of key issues that in our view have not been satisfactorily dealt with in the literature and with which decision makers continue to face significant challenges in the implementation of their priority setting activity.
In future, such alignment should be contemplated in the planning phase of the priority setting effort rather that in the implementation phase.
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