Modifying Clinical Practice: Two Initiatives in the English National Health Service

Two information systems in the English National Health Service (NHS) are described and discussed. The performance indicator scheme enables service inputs and activity to be readily compared between district health authorities (DHAs) or hospitals. Quality of care is not measured directly by performan...

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Bibliographic Details
Published in:Journal of public health policy 1990, Vol.11 (1), p.81-105
Main Authors: Forster, Donald P., C. E. Brian Frost, Morris, David
Format: Article
Language:English
Subjects:
Budgets
Disabilities
Government budgets
Hospital beds
Information Systems
Institutional Practice - economics
Institutional Practice - organization & administration
Institutional Practice - standards
Job performance indicators
Length of stay
Medical practice
Medical specialists
Nurses
Population characteristics
Psychiatric hospitals
Quality Assurance, Health Care
Quality of Health Care
State Medicine - economics
State Medicine - organization & administration
United Kingdom
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Summary:Two information systems in the English National Health Service (NHS) are described and discussed. The performance indicator scheme enables service inputs and activity to be readily compared between district health authorities (DHAs) or hospitals. Quality of care is not measured directly by performance indicators but in certain circumstances a limited assessment may be inferred from the health service input and activity data. Experiments in management budgeting and resource management are reported in which the NHS accounting system is being changed to one which is more patient-based and from which costs can be identified for clinically meaningful groups of patients. Variation in service activity, derived from the performance indicator system, has been used by the government with other evidence to make the case for NHS reform. Realistic implementation of the proposed NHS reforms will depend on the success of the budgeting experiments.
ISSN:0197-5897
1745-655X
DOI:10.2307/3342894