Non-face to face consultations and communications in primary care : the role and perspective of general practice managers in Scotland

Background Practice managers play an important role in the organisation and delivery of primary care, including uptake and implementation of technologies. Little is currently known about practice managers’ attitudes to the use of information and communication technologies, such as email or text messaging, to communicate or consult with patients.

Objectives To investigate practice managers’ attitudes to non-face-to-face consultation/communication technologies in the routine delivery of primary care and their role in the introduction and normalisation of these technologies.

Methods We carried out a mixed-methods study in Scotland, UK. We invited all practice managers in Scotland to take part in a postal questionnaire survey. A maximum variation sample of 20 survey respondents participated subsequently in in-depth qualitative interviews.

Results Practice managers supported the use of new technologies for routine tasks to manage workload and maximise convenience for patients, but a range of contextual factors such as practice list size, practice deprivation area and geographical location affected whether managers would pursue the introduction of these technologies in the immediate future. The most common objections were medico-legal concerns and lack of perceived patient demand.

Conclusion Practice managers are likely to play a central role in the introduction of new consultation/communication technologies within general practice. They hold varying views on the appropriateness of these technologies, influenced by a complex mix of contextual characteristics.Managers from areas in which the ethos of the practice prioritises personalised care in service delivery are less enthusiastic about the adoption of remote consultation/ communication technologies.

Investing in knowledge, communications and training/extension for responsible aquaculture

Knowledge has always been critically important to the development of aquaculture whether we are talking about the earliest aquaculture innovations starting in Asia or the more recent challenges confronting the sector worldwide. This panel reviewed selected national and regional case studies. Key topics for discussion include knowledge production and its communication and use (e.g. in new training and extension approaches) among the changing audiences (as aquaculture continues to attract an increasing variety of new stakeholders), and dealing with a widening set of change processes in recent times, often involving a complex mix of governance and social change challenges. We go on to suggest that aquaculture policy-makers, and stakeholders in general, need to better understand knowledge processes such as knowledge translation (implementation), knowledge networks (e.g. the role of farmers’ associations) and the use of knowledge platforms and brokers, all aimed at more effective dissemination and adoption of knowledge. Knowledge management by most stakeholders will become increasingly critical to the sustainable development of aquaculture and its movement towards attaining the goals set out in the Bangkok Declaration a decade back.