Challenging medicine: how to influence the agenda in foot surgery
Challenging medicine: how to influence the agenda in foot surgery
Challenging medicine: how to influence the agenda in foot surgery
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Podiatric Surgery and <strong>the</strong> NHS: <strong>in</strong>tegration<br />
1990s ‘Internal market’ (managed market) provides added opportunities:<br />
competitive tender<strong>in</strong>g<br />
GP fund-hold<strong>in</strong>g<br />
Quality standards <strong>in</strong> NHS: ‘cost, quantity and quality of care’ <strong>in</strong><br />
contracts <strong>in</strong>clud<strong>in</strong>g wait<strong>in</strong>g times, patient satisfaction, cl<strong>in</strong>ical audit<br />
with accountability <strong>to</strong> purchasers – managers or GP fund holders (Ham<br />
1994; Flynn et al 1996)<br />
PA data forwarded <strong>to</strong> DoH on day care <strong>surgery</strong>, discharge rates, surgical<br />
outcomes, and advantages over ‘traditional’ chiropody <strong>foot</strong> care (eg.<br />
Tollafield 1993; Turbutt 1993)
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