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Governing the New NHS
The new NHS is a very different organisation to the one set up 60 years ago. Two decades of reforms have introduced a market element, unprecedented transparency, patient choice, new incentives, devolved accountabilities and a host of new regulatory bodies. All these changes have made governance a crucial and contested issue in health care. Governing the New NHS makes sense of the new systems and will enable anyone interested in healthcare governance to navigate their way confidently through the maze. It describes, assesses and critiques the new governance arrangements. It examines how they are working in practice and how practitioners are responding. The book: explains current governance arrangements and explores related issues and tensions discusses the roles and interrelationships of boards and effective board practice offers a range of practical tools and frameworks. Each chapter is supplemented with expert witness statement written by leading practitioners in the health system. This practical book will be invaluable to all those interested in health governance, policy and management - whether academic, student or practitioner.
SP Bill 13
None
Healthcare Governance
Hospital and health system board members face increasing challenges, with healthcare reform and other laws demanding improved accountability and efficiency. This handbook reveals the secrets of effective board structure and function, including responsibilities of board members, term limits, recruiting new members, and working with the CEO. Other aspects of a board's work, including monitoring quality, providing financial oversight, and completing a self-assessment process, are also covered. Sample forms and documents, a glossary of common healthcare terms, and a conflict of interest policy are included. Board members, regardless of their expertise, will find this handbook easy to navigate.
SP Bill 13A
None
Working for Patients
The proposals in this White Paper aim to build on the achievements of the National Health Service and to provide an improved service for the 1990s. The government is proposing seven key measures to achieve these objectives: to make the health service more responsive to the needs of patients, to enable hospitals which best meet the needs and wishes of patient to get the money to do so, to reduce waiting times and improve the quality of service, to help the family doctor improve his service to patients, to improve the effectiveness of NHS management, to ensure that all concerned with delivering services to the patient make the best use of the resources available to them.
