Literature DB >> 7712418

Core and comprehensive health care services: 1. Introduction to the Canadian Medical Association's decision-making framework.

R Wilson1, M S Rowan, J Henderson.   

Abstract

The CMA's decision-making framework on core (i.e., publicly funded) and comprehensive health care services emphasizes flexibility and recognizes three levels at which decisions can be made: between patients and physicians (micro), in the community or by society (meso) and by governments (macro). Three major content dimensions are considered quality of care (e.g., effectiveness, appropriateness and efficiency of health care services), ethics (e.g., decisions that reflect fairness and acceptability to patients and physicians) and economics (e.g., measurement of service costs against economic benefits in a time of severe economic restraint). There are challenges in applying the framework; however, by providing decision-makers with the knowledge and tools needed to assist in the process, it is hoped that the first and foremost concern will continue to be the quality of patient care so highly valued by Canadians.

Entities:  

Keywords:  Canada Health Act 1984; Canadian Medical Association; Health Care and Public Health

Mesh:

Year:  1995        PMID: 7712418      PMCID: PMC1337653     

Source DB:  PubMed          Journal:  CMAJ        ISSN: 0820-3946            Impact factor:   8.262


  3 in total

1.  From evolution to revolution: restructuring the New Zealand health system.

Authors:  T Ashton
Journal:  Health Care Anal       Date:  1993-06

2.  Putting the horse first: the practical value of philosophical analysis.

Authors:  D Seedhouse
Journal:  Health Care Anal       Date:  1993-06

3.  Rationing in The Netherlands: the liberal and the communitarian perspective.

Authors:  H Zwart
Journal:  Health Care Anal       Date:  1993-06
  3 in total
  1 in total

Review 1.  One of these things is not like the others: the idea of precedence in health technology assessment and coverage decisions.

Authors:  Mita Giacomini
Journal:  Milbank Q       Date:  2005       Impact factor: 4.911

  1 in total

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