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BMJ 2005;331:965 (22 October), doi:10.1136/bmj.331.7522.965-a
| The first 150 words of the full text of this article appear below. |
EDITORTimmins' article on general practitioners' recent pay rise voiced the common view that if targets are exceeded then they were undoubtedly too easy.1
Since 1997 funding for the hospital sector has grown quickly, with general practice funding becoming a successively smaller proportion of NHS spending. During this time, hospitals have been adept at transferring responsibility for chronic disease management and follow-ups to general practice, with no corresponding transfer of funding. Now, when general practice has the opportunity to receive funding for this work, under a far more stringent and detailed performance management framework than has ever been accepted elsewhere in the NHS, the idea that success in this framework might be due to good organisation, teamwork, and hard work is simply not considered.
A further misconception is that the relation between this funding for additional work and pay rises for general practitioners is simple. Practices have invested (often
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Graham Wheatley, general practitioner
Munro Medical Centre, West Elloe Avenue, Spalding, Lincolnshire PE11 2BY w1@mac.com