The Fund supports networks of state health policy decision makers to help identify, inspire, and inform policy leaders.
The Milbank Memorial Fund supports two state leadership programs for legislative and executive branch state government officials committed to improving population health.
The Fund identifies and shares policy ideas and analysis to advance state health leadership, strong primary care, and sustainable health care costs.
Keep up with news and updates from the Milbank Memorial Fund. And read the latest blogs from our thought leaders, including Fund President Christopher F. Koller.
The Fund publishes The Milbank Quarterly, as well as reports, issues briefs, and case studies on topics important to health policy leaders.
The Milbank Memorial Fund is is a foundation that works to improve population health and health equity.
March 1989 (Volume 67)
Quarterly Article
Patricia Day
Rudolf Klein
March 2024
Mar 11, 2024
Feb 27, 2024
Back to The Milbank Quarterly
The history of the British National Health Service (NHS) over the past decade demonstrates both institutional adaptation and insulation from more basic structural change. Reflecting international trends, the NHS has, on the one hand, recentralized decision making, adopted strong managerialist policies, accommodated a modicum of privatization, and stressed the client’s role in some service choices. On the other hand, the government has skirted introducing unbridled competition into the health service. Assessment of a 1989 “Government Review” highlights the tensions the NHS faces between budgetary pressures and consumer demands, and between centralized controls and medical autonomy, among others.
Author(s): Patricia Day; Rudolf Klein
Download the Article
Read on JSTOR
Volume 67, Issue 1 (pages 1–34) Published in 1989
