National evaluation of NHS genetics service investments: emerging issues from the cancer genetics pilots

Article English OPEN
Martin, Graham P. ; Finn, Rachael ; Currie, Graeme (2007)

In seeking to fulfil the ambition of the 2003 genetics white paper, Our Inheritance, Our Future, to ‘mainstream’ genetic knowledge and practices, the Department of Health provided start-up funding for pilot services in various clinical areas, including seven cancer genetics projects. To help to understand the challenges encountered by such an attempt at reconfiguring the organization and delivery of services in this field, a programme-level evaluation of the genetics projects was commissioned to consider the organizational issues faced. Using a qualitative approach, this research has involved comparative case-study work in 11 of the pilot sites, including four of the seven cancer genetics pilots. In this paper, the researchers present early findings from their work, focusing in particular on the cancer genetics pilots. They consider some of the factors that have influenced how the pilots have sought to address pre-existing sector, organizational and professional boundaries to these new ways of working. The article examines the relationship between these factors and the extent to which pilots have succeeded in setting up boundary-spanning services, dealing with human-resource issues and creating sustainable, ‘mainstreamed’ provision which attracts ongoing funding in a volatile NHS commissioning environment where funding priorities do not always favour preventive, risk-assessment services.
  • References (15)
    15 references, page 1 of 2

    1 Secretary of State for Health. Our Inheritance, Our Future: Realising the Potential of Genetics in the NHS. London: The Stationery Office, 2003.

    2 Secretary of State for Health. The NHS Plan: A Plan for Investment, a Plan for Reform. London: HMSO, 2000.

    3 Glendinning C, Coleman A, Shipman C, Malbon J. Primary care groups: progress in partnerships. Br Med J 2001;323:28-31.

    4 Powell M, Dowling B. New Labour's partnerships: comparing conceptual models with existing forms. Social Policy & Society 2006;5:305-14.

    5 Currie G. Managing knowledge across organizational and professional boundaries within public services. Public Money & Management 2006;26:83-4.

    6 Currie G, Suhomlinova O. The impact of institutional forces upon knowledge sharing in the UK NHS: the triumph of professional power and the inconsistency of policy. Public Adm 2006;84:1-30.

    7 Bate P. Changing the culture of a hospital: from hierarchy to networked community. Public Adm 2000;79:485-512.

    8 Ferlie E, Hartley J, Martin S. Changing public service organisations: current perspectives and future prospects. British Journal of Management 2003;14:S1-S14.

    9 Eisenhardt KM. Building theories from case study research. Acad Manage Rev 1989;14:532-50.

    10 Yin R. Case Study Research and Methods. London: Sage, 1994.

  • Metrics
    No metrics available
Share - Bookmark