Appointment Systems in General Practice Do Patients Like Them, and How Do They Affect Work Load?

Abstract

Our patients' favourable reaction to the introduction of an appointment system is discussed. The benefit of appointments to the doctors became apparent only when they made themselves available for surgery consultation throughout the day. The effect of this and of other improvements in practice organization has led to a reduction in work load. It is suggested that the minimum number of doctors who can provide such a service is four, and a plea is made that, where possible, doctors should group together to their own and their patients' mutual benefit. The patient must, on his part, learn to regard himself as being medically supervised by the group as a whole and not by a particular member of it. It would appear that the general practitioner is at present working at full pressure, and is not in a position to meet any further demands. Only by delegating to ancillary helpers some of the work which he is already doing can he undertake new and perhaps more important commitments. The ancillary staff must either be provided or the doctor be put in a financial position where he can afford it. It is suggested that the medical needs of the community vary from region to region, and that the decentralization of administration, with the establishment of regional health boards, should be the next step in the evolution of the Health Service. © 1966, British Medical Journal Publishing Group. All rights reserved.