BMJ 1994;308:215-216 (22 January)

Editorials

Lessons from the financial scandals in Wessex and the West Midlands Health authority members found wanting

The management of the NHS has been characterised by two trends in recent years. Firstly, there has been the increasing dominance and assertiveness of the NHS Management Executive, with ever tighter control from the centre. Secondly, there has been soaring spending on managerial staff and information technology. Both have been much criticised. Both have been justified on the grounds that tighter central control and a strengthened system of management are required in the interests of efficiency and accountability: the investment, it is claimed, will justify itself by bringing about greater productivity and promoting value for money. A large question mark has now been put against these arguments by the two much publicised reports from the Committee of Public Accounts of the House of Commons, dealing with the affairs of the Wessex1,2 and West Midlands regional health authorities.3,4

In the case of Wessex, the Committee of Public Accounts was investigating the . . . [Full text of this article]


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Relevant Article

Regional information systems
F T De Dombal
BMJ 1994 308: 599. [Extract] [Full Text]

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  • Bowns, I. R., Rotherham, G., Paisley, S. (1999). Factors associated with success in the implementation of information management and technology in the NHS. Health Informatics Journal 5: 136-145 [Abstract]  
  • De Dombal, F T (1994). Regional information systems. BMJ 308: 599-599 [Full text]  
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