Investment in the NHS has increased significantly under the Blair government. Spending will soon reach the EU average, but when we catch up with our European neighbours, what then? Assuming that pressures to spend more will continue, but that marginal health returns on extra investment are likely to diminish, this ...
The decision making process in area health authorities is often slow. This is because of the absence of formal management arrangements, the complexity of the consultative machinery and consensus decision making. The case for speedy decision making in the NHS is discussed, expectations and reality are compared and possible remedies ...
In evidence to the Royal Commission, a frequent complaint was that the reorganised structure with its principle of consensus management had led to massive delays in decision-making. Previous studies have examined the process of decision-making through interviews with a sample of NHS staff. The paper reproduced here explores the feasibility ...
The changes in the NHS mean that clinicians will have to accept the need for explicit rationing rather than shirking the issue with reference to clinical decision making. The current system of implicit rationing will be replaced by one which bases resource allocation on explicit criteria. However there are problems ...
This is the second edition of this publication which was published for the first time in 1994. This edition is structured in four parts. The first is a calendar of events in London's health care during 1994, followed by a commentary by the editor. The third section presents the relevant ...
This book is a sequel to 'Tragic Choices in Health Care: the case of Child B', and continues the examination of ethical questions and conflicts of interest arising from priority setting and treatment decisions. Discussing five cases where funding of a treatment was refused or questioned, it assesses whether lessons ...
This book is based on a series of King's Fund seminars which looked at what values mean for a modern, publicly owned health organisation. It highlights specific value conflicts and argues that for values to 'live' as an organisational reality, trade-offs must be visible, managed and explicit. Topics include: the ...