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Table 2 Specific points to consider when applying PBMA

From: Health care priority setting: principles, practice and challenges

Point to consider Ideal time to address Rationale
Strategically select the first PBMA exercise in a health organization in an area where there is a confirmed champion and an 'easy-win' Prior to specific applications being selected Need champion for group buy-in and follow-through of recommendations; early success will aid in the organizational uptake of the approach
Use an introductory session to communicate underlying economic concepts and specifically what the application plan is At the outset of the process Panel members have to understand opportunity cost for buy-in; provides opportunity to adjust the plan early on
Advisory panel meetings held at 2–4 week intervals Throughout the PBMA process Need adequate time to review literature and do background work but do not want a drawn out process; complete in < 6 months
Consider using one-on-one meetings with advisory panel members to identify options for resource release When discussing options for resource release Not all members will feel comfortable presenting a view in the larger group
Put less emphasis on having all the 'data' to support a decision and more on drawing out opinions from the expert group Particularly in the later sessions of the process Data can only take the group so far and can be used as a crutch not to make a decision; ultimately group need to have confidence in making their own recommendations
Earmark resources (i.e. staff time) to enact the panel recommendations Stated at the outset, carried out following the exercise Recommendations by themselves will not see action without dedicated resources to move them forward
Reliance on 'softer' forms of evidence to support process such as expert opinions and qualitative research, particularly when 'hard' evidence is not available Throughout PBMA process This is the type of information decision makers are familiar with and which is often available in practice
Tap into public for development of criteria on which decisions are to be based At the outset of the process Public may not have technical knowledge to make specific trade-offs but certainly can offer valuable insight on values and specific criteria