Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Chapter 39 Activity and targets
- Chapter 40 Clinical process redesign and lean thinking
- Chapter 41 Managing change
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Chapter 39 - Activity and targets
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Chapter 39 Activity and targets
- Chapter 40 Clinical process redesign and lean thinking
- Chapter 41 Managing change
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Summary
Setting a target is a way for the government to ensure that the vast NHS focuses on a priority and achieves something that the government can then use to identify to the voter and taxpayer what their money is achieving.
The 1997–2010 Labour government markedly increased funding for the NHS and introduced a number of targets. Examples of 2009 targets follow.
- Type
- Chapter
- Information
- Management Essentials for Doctors , pp. 123Publisher: Cambridge University PressPrint publication year: 2011