Hidden assets: values and decision-making in the NHS

By:

New, Bill

Contributor(s):

Neuberger, Julia

Publication details: London King's Fund 2002ISBN:

1857174585

Online resources:

Click here to access online

Summary: Values matter in the NHS - it's official. The Government's "NHS Plan" (2000) was prefaced by a values statement, and the Secretary of State for Health has declared unequivocally: "We risk the ethos of the NHS, its values and principles, at our peril." But what do values really mean for a modern, publicly owned health organisation? Can they help staff and policy-makers resolve the inherent tensions between equally valid but competing priorities: equality and access, efficiency and effectiveness, universal entitlements and limited resources? How do values guide decision-making in practice? This report brings together a collection of papers which probe these questions. Based on a series of King's Fund seminars with distinguished thinkers and practitioners from UK health circles and beyond, it highlights specific value conflicts, and argues that for values to "live" as an organisational reality, trade-offs must be visible, managed and explicit.

Holdings
Item type	Home library	Class number	Status	Date due	Barcode
Book	Ferriman information and Library Service (North Middlesex) Shelves		Available

E-books

Includes bibliographical references.

viii, 226 p. ; 25 cm.

Values matter in the NHS - it's official. The Government's "NHS Plan" (2000) was prefaced by a values statement, and the Secretary of State for Health has declared unequivocally: "We risk the ethos of the NHS, its values and principles, at our peril." But what do values really mean for a modern, publicly owned health organisation? Can they help staff and policy-makers resolve the inherent tensions between equally valid but competing priorities: equality and access, efficiency and effectiveness, universal entitlements and limited resources? How do values guide decision-making in practice? This report brings together a collection of papers which probe these questions. Based on a series of King's Fund seminars with distinguished thinkers and practitioners from UK health circles and beyond, it highlights specific value conflicts, and argues that for values to "live" as an organisational reality, trade-offs must be visible, managed and explicit.

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