Those bodies can retain some degree of autonomy during service delivery, often based on principles such as "localism" and the need to include service users in the design of public services.
The ultimate goal of PBF is to improve service delivery and emphasize the key principles of autonomous and effective management of health facilities in decision making.
Continuity of care is a hallmark of quality health service delivery [ 4] and a principle of planning in many primary care systems [ 5].
However, the importance of maintaining trust as an underpinning principle of service delivery is recognised in clinical practice and public health, for example in relation to the concealment of identity of doctors affected by HIV, or HIV patients known to be engaging in unprotected sex [ 114, 127].
In addition to models of service delivery, the literature reflects some common principles that may be incorporated into these models.
The aim is to ensure that service delivery and decisions are made around the principles of patient and family-centred healthcare, and focus on safety compliance, 'best practice' or evidence-based interventions, policies and positive health outcomes [ 2].
There is clear evidence that marketisation works against equality and social justice – for us these are core principles that underpin our public service delivery.
In principle, OBA improves efficiency in service delivery through competition, targets essential health services to specific population groups such as low income populations, pregnant women, children or the elderly, and acts as a means to change behavior [ 4, 5].
The principles articulate both effective program practices and service delivery issues, and provide ready access to the research literature on "what works".
Recent attempts have been witnessed in service science research to extend principles from mass customisation into the design of service delivery systems.
