General practice: balancing business and care
Fiona Doolan-Noble 1 , Carol Atmore 1 , Richard Greatbanks 2
+ Author Affiliations
- Author Affiliations
1 Department of General Practice and Rural Health, Dunedin School of Medicine, New Zealand
2 Department of Management, Otago Business School, New Zealand
Correspondence to: Fiona Doolan-Noble, Department of General Practice and Rural Health, Dunedin School of Medicine, New Zealand. Email: fiona.doolan-noble@otago.ac.nz
Journal of Primary Health Care 8(3) 193-195 https://doi.org/10.1071/HC15912
Published: 27 September 2016
Journal Compilation © Royal New Zealand College of General Practitioners 2016.
This is an open access article licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
References
[1] Kendall J, Knapp M. A Loose and baggy monster: boundaries, definitions and typologies. In Davis Smith X, Rochester X, Hedley X, eds. An introduction to the voluntary sector. London: Routledge; 1995. p. 66–95.[2] Maier F, Meyer M, Steinbereithne M.. Nonprofit organizations becoming business-like: a systematic review. Nonprofit and Voluntary Sector Quarterly 2016; 45 64–86.
| Nonprofit organizations becoming business-like: a systematic review.Crossref | GoogleScholarGoogle Scholar |
[3] Billis D, editor. Hybrid organizations and the third sector: challenges for practice, theory and policy. Hampshire, UK: Palgrave Macmillan; 2010.
[4] Wright-St Clair RE. A history of general practice and of the Royal New Zealand College of General Practitioners. Wellington: The Royal New Zealand College of General Practitioners; 1989.
[5] Malcolm L, Wright L, Barnett P. The development of primary care organisations in New Zealand. A review undertaken for Treasury and the Ministry of Health. Wellington, New Zealand: Ministry of Health; 1999.
[6] Thorlby R, Smith J, Barnett P, Mays N. Primary care for the 21st century. Learning from New Zealand’s independent practitioner associations. London: Nuffield Trust; 2012.
[7] Ministry of Health. Better, sooner, more convenient health care in the community. Wellington: Ministry of Health NZ; 2011.
[8] Graban M. Lean hospitals: improving quality, patient safety, and employee satisfaction. New York: CRC Press; 2011.
[9] Doolan-Noble F, Lyndon M, Hau S,, et al. How well does your healthcare system perform? Tracking progress towards the triple aim using system level measures. N Z Med J. 2015; 128 44–50.
| 26117512PubMed |
[10] Timmins N, Ham C. The quest for integrated health and social care: a case study in Canterbury, New Zealand. London: The King’s Fund; 2013.
[11] Gauld R. What should governance for integrated care look like? New Zealand’s alliances provide some pointers. Med J Aust. 2014; 201 S67–8.
| What should governance for integrated care look like? New Zealand’s alliances provide some pointers.Crossref | GoogleScholarGoogle Scholar | 25047886PubMed |
[12] Australian Government Department of Health and Ageing. State of corporatisation. A report on the corporatisation of general practices in Australia. Medicare Financing and Analysis Branch Department of Health and Ageing February 2012. [cited 2016 June 27]. Available from: http://www.health.gov.au/
[13] Millar R. Social enterprise in health organisation and management: hybridity or homogeneity? J Health Organ Manag. 2012; 26 143–8.
| Social enterprise in health organisation and management: hybridity or homogeneity?Crossref | GoogleScholarGoogle Scholar | 22856172PubMed |
[14] Manville G, Greatbanks R, Wainwright T, Broad M. Visual performance management in housing associations: a crisis of legitimation or the shape of things to come? Public Money Manag. 2016; 36 105–12.
| Visual performance management in housing associations: a crisis of legitimation or the shape of things to come?Crossref | GoogleScholarGoogle Scholar |
[15] Midlands Health Network. Integrated Family Health Centres. Putting the patient at the centre of primary care. Hamilton: Midlands Health Network; 2011.
[16] Mann R, Grigg N. Helping the Kiwi to fly: creating world-class organizations in New Zealand through a benchmarking initiative. Total Qual Manage Bus Excell. 2004; 15 707–18.
| Helping the Kiwi to fly: creating world-class organizations in New Zealand through a benchmarking initiative.Crossref | GoogleScholarGoogle Scholar |
[17] Moore D, Drew R, Love T, Whelan C. Discussion point 27, page 13; Southern District Health Board Strategic Services Plan. Wellington, New Zealand: SAPERE Research Group; 2016.