Focusing on the White Paper, Working for Patients (1989) and the NHS reforms, this work analyzes the politics and structure of the NHS and other systems, and theoretical alternatives and health economics. The book outlines the key features of the NHS and the primarily financial problems which created the political controversy in the 1980s. It then discusses the evolution of policy up to the present day and analyzes rival ideas as to how to run the NHS.
This book explains the politics of thirty years of ‘market reform’ in the English NHS, with the rest of the UK a counter-factual. Paton shows how each subsequent reform has been shaped by the confusion left by the previous reform. The long-term ideology has been anti-statist but policy-making at each stage of ‘reform’ has been driven by short-term politics. The outcome in England has been ever-increasing complexity in the NHS, with significantly increased management costs and no commensurate benefit.
The Government's NHS reforms pave the way for more competition and a more locally managed health service. They also take place at a time when the NHS in England is faced with saving an estimated £15 to £20 billion by 2015. Achieving savings of this level will require a radical overhaul of how services are designed and delivered. Critical to this is creating the right incentives for the NHS to develop, in ways that promote creativity and innovation.
Spatial planning, strongly advocated by government and the profession, is intended to be more holistic, more strategic, more inclusive, more integrative and more attuned to sustainable development than previous approaches. In what the authors refer to as the New Spatial Planning, there is a fairly rapidly evolving maturity and sophistication in how strategies are developed and produced. Crucially, the authors argue that the reworked boundaries of spatial planning means that to understand it we need to look as much outside the formal system of practices of ‘planning’ as within it. Using a rich empirical resource base, this book takes a critical look at recent practices to see whether the new spatial planning is having the kinds of impacts its advocates would wish. Contributing to theoretical debates in planning, state restructuring and governance, it also outlines and critiques the contemporary practice of spatial planning. This book will have a place on the shelves of researchers and students interested in urban/regional studies, politics and planning studies.
This text provides a comprehensive account of the most salient political issues in world politics and explains their significance in a way that is accessible to students and non-specialists alike. The end of the Cold War led to a widespread feeling of relief and talk of a new world order. Optimism however was short-lived and a whole range of difficult new issues, including ethnic conflict, refugees, terrorism and world security, have come to the fore. A number of ethical and moral issues such as poverty, human rights and religion has moved up the agenda of world politics. A new set of problems--involving the environment, technology, and health care--has impacted on the policy systems of states and international organizations. The contributors to this collection provide a basis for understanding emerging issues on the global stage.
The book discusses the successes and failures of the mixed economy of health care in the inter-war period, including a consideration of the nature of public-private partnerships.
This document sets out the priorities for the NHS up to 2008 based on the process of reform set out in the NHS Plan (Cm. 4818-I ISBN 0101481829). It is in three sections. The first 'Laying the foundations' looks at the progress so far in NHS reform. The second section 'Offering a better service' sets out the objectives of the policy under the headings of personalised care, supporting people with long-term conditions, and a healthier and fitter population. One of the aims is to change the NHS from a sickness service to a service that gives a higher priority to the prevention of disease and a reduction of health inequalities. The third section is called 'Making it happen' and it covers investment and diversity of provision, staff and working practices and information systems.