Abstract
Primary care trusts can be torn between the need for critical mass and the danger of losing local vision and ownership; mergers are politically unpopular and fraught with difficulty. A review of Trafford South PCT stakeholders enabled a range of organisational models to be tested. The result was the creation of a 'joint and integrated management structure' for the two Trafford PCTs.
| Original language | English |
|---|---|
| Pages (from-to) | 24-26 |
| Number of pages | 3 |
| Journal | Health Service Journal |
| Volume | 113 |
| Issue number | 5856 |
| Publication status | Published - 1 Jan 2003 |