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Comparatively little attention has been paid to examining the institutional conditions within which priority setting decisions are made.
A central issue is the extent to which priority setting approaches focus on 'technical analysis' or 'due process' for their legitimacy [ 9].
As a result, an ethical framework that emphasizes the process by which priority setting occurs is needed, rather than an outlining of simple rules or outcomes [ 4].
While WHO proposes improving information for priority setting in efforts to build and strengthening the RH capacity[ 7], Ham and Coutler propose to strengthen institutional processes in which priority setting decisions are taken [ 28].
An evaluation of the normative 'rightness' depends to some extent on the specific institutional circumstances under which priority setting is taking place, the stakeholders who are affected, and the strategic goals that are being pursued.
According to Denis et. al. (2004), a sense of unified culture impacts the level of integration in an organization, which in turn impacts the ease by which priority setting can occur across the organization [ 28].
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Indeed there are several current developments for which sound priority setting processes are required.
Daniels and Sabin have proposed a framework for priority setting in health care institutions called 'accountability for reasonableness', which links priority setting to theories of democratic deliberation.
Decision makers described a deliberative process by which their priority setting goals were operationalized, providing examples of good practices and challenges or barriers for achievement.
The objective of this paper is to test these criteria (framework) so as to establish the extent to which national priority setting processes incorporate these principles.
The DMAT provides a means for stakeholders to take stock of their current work in priority setting, on the basis of which future priority setting strategies may be developed.
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CEO of Professional Science Editing for Scientists @ prosciediting.com