Localization and partnership in the `new national health service` : England and scotland compared
By: HUDSON, Bob
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Contributor(s): HARDY, Brian.
Material type: 
ArticlePublisher: 2001Public Administration an International Quarterly 79, 2, p. 315-335Abstract: This article examines some important and interesting differences in the designs of the `New NHS` in England an Scotland in respect of two common guiding imperatives - localization and partnership. In examining the view of key local stakeholders face with introducing the changes, we contrast the generally more flexible and less prescriptive approach in Scotland. In England there was, initially, a reft of guidance from the centre: in Scotland by contrast, there was virutally none. In England the prime bases for localization wil be PCGs and PCTs: in Scotland they will be Local Health Care Co-operatives (LHCCs). The later, like the english PCGs, are to be PG-led; but unlike PCGs, membership is voluntary. Underlying such redesign of the organizational architecture are some important changes in cultures and modes of governance. In particular , we note the rhetoric of a shift, at macro-level, from hierarchies and quasi-markets to networks and the perceived rality of a microlevel shift for individualism to collegiality amongst GPs
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This article examines some important and interesting differences in the designs of the `New NHS` in England an Scotland in respect of two common guiding imperatives - localization and partnership. In examining the view of key local stakeholders face with introducing the changes, we contrast the generally more flexible and less prescriptive approach in Scotland. In England there was, initially, a reft of guidance from the centre: in Scotland by contrast, there was virutally none. In England the prime bases for localization wil be PCGs and PCTs: in Scotland they will be Local Health Care Co-operatives (LHCCs). The later, like the english PCGs, are to be PG-led; but unlike PCGs, membership is voluntary. Underlying such redesign of the organizational architecture are some important changes in cultures and modes of governance. In particular , we note the rhetoric of a shift, at macro-level, from hierarchies and quasi-markets to networks and the perceived rality of a microlevel shift for individualism to collegiality amongst GPs
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