Budget Location | Pros | Cons |
---|---|---|
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? |