From parallel policies to integrated practice: PMS and PCG/Ts.
This paper describes findings from an exploratory study of attempts by primary care clinicians and managers to utilize two distinct Government policy initiatives (the establishment of Primary Care Groups [PCGs] and Trusts [PCTs] and the establishment of Primary Medical Services [PMS] pilots) to promote innovation in primary care. The study purposively selected three whole PCG-PMS sites and one PCT-PMS site. A range of different qualitative methods were used to collect data. Although the data suggest that attempts to integrate the two policies produced impressive corporate innovation by practices working together to benefit patients in whole localities, the four sites shared features that would not necessarily be present in all PCG/Ts. These include a strong history of inter-practice working, mutually supportive relationships between clinicians and managers, and a carefully designed, managed and inclusive change process led by credible clinicians. The study has implications for the continuing implementation of both policies, especially in view of the increasing size of PCTs.
Walsh
N
N
Health Services Management Centre, University of Birmingham, Birmingham, UK. n.c.walsh@bham.ac.uk
Huntington
J
J
D001291:Attitude of Health Personnel; D003284:Contract Services; D019033:Delivery of Health Care, Integrated / Q000458:organization & administration*; D004059:Diffusion of Innovation; D004739:England; D006123:Group Practice / Q000458:organization & administration*; D007400:Interprofessional Relations; D007407:Interviews as Topic; D019982:Organizational Case Studies; D016134:Organizational Policy; D010548:Personal Health Services / Q000458:organization & administration*; D010865:Pilot Projects; D011320:Primary Health Care / Q000458:organization & administration*; D016730:Program Development; D015397:Program Evaluation; D013222:State Medicine / Q000458:organization & administration*