|
Health Authority
|
. Strategic overview
|
. Bureaucratic procedures
|
| |
. Objective assessment of
|
. Lack understanding of general practice-based
|
| |
development priorities
|
primary care
|
| |
. Management expertise
|
. Other priorities, e.g. waiting lists and secondary
|
| | |
care
|
| | |
. Little experience of supporting organisational
|
| | |
development in primary care
|
|
Primary Care Group
|
. Local knowledge of priorities
|
. Local rivalries for resources
|
|
(Local Health Groups in
|
. Good understanding of general
|
. Other priorities, e.g. drug budgets
|
|
Wales)
|
practice-based primary care
|
. Often little experience of supporting
|
| |
. Multiprofessional input at PCG
|
organisational development in primary care
|
| |
board
| |
|
Department of
|
. Regional overview
|
. Other priorities and demands, e.g. revalidation /
|
|
Postgraduate Education
|
. Educational expertise
|
appraisal of general practitioners
|
|
for General Practice
|
. Effective professional network
|
. No experience of supporting organisational
|
| | |
development in primary care
|
| | |
. Uniprofessional perspective
|
|
General Practice
|
. Devolved decision making re
|
. No experience of supporting organisational
|
| |
process and facilitators
|
development in primary care
|
| |
. Increased ownership and
|
. Audit and probity: who ensures 'value for money'
|
| |
commitment
|
and appropriate use of resources?
|
| | |
. Quality assurance: who ensures compliance with
|
| | |
project specifications?
|
