Perceptions of Ontario health system leaders on single-entry models for managing the COVID-19 elective surgery backlog: an interpretive descriptive study.

CMAJ Open

Temerty Faculty of Medicine (Shapiro, Axelrod, Levy), University of Toronto; Department of Health Policy, Management and Evaluation (Shapiro, Levy, Sriharan, Urbach, Bhattacharyya), University of Toronto; Department of Family and Community Medicine (Bhattacharyya), University of Toronto; Department of Family Medicine and Women's College Research Institute (Bhattacharyya), Women's College Hospital; Department of Surgery, Temerty Faculty of Medicine (Urbach), University of Toronto; Department of Surgery and Women's College Research Institute (Urbach), Women's College Hospital, Toronto, Ont.

Published: September 2022

Background: The COVID-19 pandemic has exacerbated pre-existing challenges with respect to access to elective surgery across Canada, and a single-entry model (SEM) approach has been proposed as an equitable and efficient method to help manage the backlog. With Ontario's recent investment in centralized surgical wait-list management, we sought to understand the views of health system leaders on the role of SEMs in managing the elective surgery backlog.

Methods: We used the qualitative method of interpretive description to explore participant perspectives and identify practical strategies for policy-makers, administrators and clinical leaders. We conducted semistructured interviews with health system leaders from across Ontario on Zoom between March and June 2021. We used snowball and purposive sampling. Inclusion criteria included Ontario health care leaders, fluent in English or French, in positions relevant to managing the elective surgery backlog. Exclusion criteria were individuals who work outside Ontario, or do not hold relevant roles.

Results: Our interviews with 10 health system leaders - including hospital chief executive officers, surgeons, administrators and policy experts - resulted in 5 emergent domains: perceptions of the backlog, operationalizing and financing SEMs, barriers, facilitators, and equity and patient factors. All participants emphasized the need for clinical leaders to champion SEMs and the utility of SEMs in managing wait-lists for high-volume, low-acuity, low-complexity and low-variation surgeries.

Interpretation: Although SEMs are no panacea, the participants in our study stated that they believe SEMs can improve quality and reduce variability in wait times when SEMs are designed to address local needs and are implemented with buy-in from champions. Health care leaders should consider SEMs for improving surgical backlog management in their local jurisdictions.

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Source
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC9435514PMC
http://dx.doi.org/10.9778/cmajo.20210234DOI Listing

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