New Forms of Provider in the English National Health Service

Allen, Pauline; Bartlett, Will; Pérotin, Virginie; Zamora, Bernarda; Turner, Simon

doi:10.1111/j.1467-8292.2010.00431.x

Cited by 24 publications

(19 citation statements)

References 22 publications

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“…As we have demonstrated in this paper, it is unwise to rely on contracts to ensure accountability of providers of care, especially in relation to quality of care. Moreover, the current policy envisages that NHS-owned providers of care will be granted greater autonomy from central control (by becoming NHS Foundation Trusts, which are a specific form of state-owned health care provider not subject to direct command from the NHS hierarchy; see Allen et al 2011), so that the institutional framework that enables contractual problems to be solved using hierarchical performance management will not be available in its current form.…”

Section: Discussionmentioning

confidence: 97%

Public Contracts as Accountability Mechanisms: Assuring quality in public health care in England and Wales

Allen

Hughes

Vincent‐Jones

et al. 2014

Public Management Review

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Contracting in the public sector is designed to enhance the accountability of service providers to their funders. The idea is that quality is improved by the use of service specifications, monitoring of performance and imposition of contractual sanctions. Socio-legal and economic theories of contract indicate that it will be difficult to make and enforce contracts to achieve this. The results of a study of National Health Services contracting in England and Wales are reported. We conclude that contracts alone are not sufficient to improve accountability -collibration of various regulatory measures (including more hierarchical mechanisms such as performance targets) is required.

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Section: Discussionmentioning

confidence: 97%

Public Contracts as Accountability Mechanisms: Assuring quality in public health care in England and Wales

Allen

Hughes

Vincent‐Jones

et al. 2014

Public Management Review

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“…However, following reforms that required PHOs to be non‐profit making and to include diverse stakeholders in decision making, these firms coalesced mainly into non‐owned types (as also evident in the UK – Allen et al. ). As such, control is either in the hands of the consumer or the hands of the supplier.…”

Section: Discussionmentioning

confidence: 99%

Ownership, Control, Agency and Residual Claims in Healthcare: Insights on Cooperatives and Non‐profit Organizations

Cordery

Howell

2016

Ann Public Coop Econ

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Many issues surrounding healthcare entities' performance can be traced to their governance and ownership. Increasingly, public services are being provided by non-profit organizations and/or cooperatives, particularly in the healthcare sector. This is not unproblematic. We draw on the conceptual separation of ownership and control, and the notion of firm ownership to derive a taxonomy of dimensions along which a contractual-and property rights theory of the firm can be structured, in order to determine the nature of firms' differences. We utilize the taxonomy to illustrate important distinctions between non-profit and cooperative firms in the primary healthcare sector and propose testable hypotheses. Funders and regulators must recognise the differences between these firms, if public funding of healthcare is to achieve the expected outcomes.1 In this paper we take a broad view of what constitutes 'the firm' extending from for-profit organisations to those with a non-profit or mission-based focus, including cooperatives.

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“…Mutuals exist for the benefit of their members, and this benefit implies ownership and ultimate control (Birchall 2008). The archetypical mutual is an organization where the employees own the entire organization, but mutuals can also include ownership by users of services alongside employees (Allen et al . 2011b).…”

Section: Introductionmentioning

confidence: 99%

Organizational Form as a Mechanism to Involve Staff, Public and Users in Public Services: A Study of the Governance of NHS Foundation Trusts

et al. 2011

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In addition to introducing markets and market-like structures into public services, New Labour wished to promote the involvement of users and the public in decision-making in other ways than as individual consumers. One way was to involve the public in the governance of organizations. This could be done by removing public services from state control, and transferring them to mutual ownership; or by increasing public involvement in the governance of public bodies. NHS foundation trusts (FTs) were presented as mutuals. Our study shows FTs are not mutuals, as they continue to be owned by the state. Moreover, staff of FTs were generally not engaging with the new governance structures. In general, there was mixed experience of the new structures enabling governors to increase accountability of the hospitals to the public. On the other hand, having a membership did enhance the legitimacy of FTs, as opposed to other NHS organizations. The findings of the study are of current interest as the coalition government is continuing with the policy of FTs, and also encouraging mutuals and other forms of public involvement.

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New Forms of Provider in the English National Health Service

Cited by 24 publications

References 22 publications

Public Contracts as Accountability Mechanisms: Assuring quality in public health care in England and Wales

Public Contracts as Accountability Mechanisms: Assuring quality in public health care in England and Wales

Ownership, Control, Agency and Residual Claims in Healthcare: Insights on Cooperatives and Non‐profit Organizations

Organizational Form as a Mechanism to Involve Staff, Public and Users in Public Services: A Study of the Governance of NHS Foundation Trusts

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