This chapter considers how Labour put in place a series of organisational changes based around the goal of achieving greater ‘central control’ over implementation (or ‘delivery’, as it became known) during the 2000s. It considers the use of performance management systems in both hospitals and GP surgeries, but with, the authors argue, very important differences that affected the relative successes of such systems in those different contexts. It also suggests modifications to performance management and clinical governance systems in order to improve their effectiveness.
May 2022 onwards
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