The impact of audit and feedback to support change behaviour in healthcare organisations - a cross-sectional qualitative study of primary care centre managers

Table 1 Interviewed PCC managers and PCC characteristics

Interviewee	PCC(s) represented^a	Background of manager	Size of PCC^b
Region A (Large^c, 50% private PCCs)
1	1 Private, group	Nurse	Medium
2	2 Public	Nurse	2 small
3	2 Private, small group	GP	1 large/ 1 small
Region B (Large, 50% private PCCs)
1	1 Private, group	Other	Large
2	1 Private, group	GP	Large
3	1 Public	Other	Large
4	1 Public	Nurse	Large
5	2 Public	Nurse	1 large/ 1 medium
6	1 Public	Nurse	Large
7	1 Public	GP	Large
8	1 Private, single	Other	Large
Region C (Small^c, 20% private PCCs)
1	1 Public	Nurse	Large
2	1 Public	Nurse	Medium
3	1 Public	GP	Large
4	1 Private, group	Nurse	Large
Region D (Small (40% private PCCs)
1	2 Public	Nurse	1 large/ 1 small
2	1 Public	Nurse	Large
3	1 Private, small group (nfp)	Nurse	Small
Region E (Small, 50% private PCCs)
1	1 Public	Nurse	Medium
2	1 Public	Nurse	Medium
3	1 Private, group	GP	Medium
4	1 Private, small group	Nurse	Large
5	1 Private, group	Nurse	Large
23 PCC managers	27 PCCs

^asingle = one PCC only; small group = 2–5 PCCs, group = 6+ PCCs. ^bPCC list size: Small < 5000; Medium 5000–10,000; Large > 10,000; ^cLarge = > 1000′ inhabitants & > 150 PCCs; Small = < 500′ inhabitants & < 50 PCCs

ISSN: 1472-6963