The management of new primary care organizations: an international perspective

Management practice arising from parallel policies for modernizing health systems is examined across a purposive sample of 16 countries. In each, novel organizational developments in primary care are a defining feature of the proposed future direction. Semistructured interviews with national leaders...

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Bibliographic Details
Published in:Health services management research : an official journal of the Association of University Programs in Health Administration 2006-08, Vol.19 (3), p.166-173
Main Authors: Meads, Geoffrey, Wild, Andrea, Griffiths, Frances, Iwami, Michiyo, Moore, Phillipa
Format: Article
Language:English
Subjects:
Case studies
Citizen participation
Community health care
Community Health Planning
Data collection
Developing countries
Diversification
Field study
Fieldwork
Health administration
Health care
Health Care Reform
Health Occupations - education
Health policy
Health services
Humans
Interdisciplinary aspects
Interdisciplinary education
Internationality
Interprofessional education
Interviews
Interviews as Topic
LDCs
Leadership
Management
Medical profession
Modernization
NGOs
Nongovernmental organizations
Organizations
Parity
Patient participation
Policy making
Primary care
Primary care trusts
Primary Health Care - organization & administration
Public health
Resistance
Responsibilities
Social Change
Social Responsibility
Stakeholders
Trusts
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Summary:Management practice arising from parallel policies for modernizing health systems is examined across a purposive sample of 16 countries. In each, novel organizational developments in primary care are a defining feature of the proposed future direction. Semistructured interviews with national leaders in primary care policy development and local service implementation indicate that management strategies, which effectively address the organized resistance of medical professions to modernizing policies, have these four consistent characteristics: extended community and patient participation models; national frameworks for interprofessional education and representation; mechanisms for multiple funding and accountabilities; and the diversification of non-governmental organizations and their roles. The research, based on a two-year fieldwork programme, indicates that at the meso-level of management planning and practice, there is a considerable potential for exchange and transferable learning between previously unconnected countries. The effectiveness of management strategies abroad, for example, in contexts where for the first time alternative but comparable new primary care organizations are exercising responsibilities for local resource utilization, may be understood through the application of stakeholder analyses, such as those employed to promote parity of relationships in NHS primary care trusts.
ISSN:0951-4848
1758-1044
DOI:10.1258/095148406777888125