Two towering figures in the field of health care policy analysis, Theodore R. Marmor and Rudolf Klein, reflect on a lifetime of thought in this wide-ranging collection of essays published in the wake of President Obama's health care reform. Presented as a kind of dialogue between the two, the book offers their recent writings on the future of Medicare; universal health insurance; conflicts of interest among physicians, regulators, and patients; and many other topics.

The New Politics of the NHS has become established over 30 years as the key overview of the NHS, its processes and paths of influence. The seventh edition remains a clear, easy-to-read guide to often complex debates. It encompasses both the background of the evolution of the NHS since its foundation, and a completely up-to-date picture of its present and future in a more pluralistic - and possibly more financially austere - era in which deference to medical expertise is eroding and information on health and care is far more widely available. It includes entirely new material on events since the turn of the millennium, the Blair administration, the 2010 General Election, the impact of the Coalition Government and strategies for coping with a new, much harsher economic environment. Assuming no prior knowledge of NHS politics and systems, The New Politics of the NHS focuses on management, structure, centralisation, funding, economic performance, challenges, current party political debates, interest groups and rationing, and also on the NHS's institutional and cultural continuity as a tax-funded service providing comprehensive, universal health care free at the point of delivery. It is a vital update for all health care professionals, NHS managers, policy-makers and shapers, and those in special interest groups including patient advocacy organisations. It is essential reading for anyone interested in understanding current controversies. 'Edition-by-edition, the perspective shaping the analysis has shifted somewhat as new questions have come to the surface. However, the book remains structured around themes and preoccupations that have organised the text from the beginning and continue to do so. It is shaped, above all, by the assumption that the NHS (and the wider health care policy arena) can be seen as a laboratory for a whole range of social, institutional and organisational experiments with implications for other areas of policy and perhaps other countries as well.' Rudolf Klein, in the Preface

This book is in essence concerned with the quest for rationality in decision-making, and is founded on the premise that improvements in the machinery of decision-making can actually lead to better decisions. The numerous initiatives of the 1960s and 1970s established specifically to foster greater policy coordination (notably the Central Policy Review Staff or 'Think Tank') had, by the beginning of the 1980s, fallen foul of an altogether changed political climate, in which policy formation was increasingly determined by the pressures of the marketplace, rather than by the pursuit of rationally-determined consensual goals. Paradoxically, however, this process has led, in turn, to renewed interest in the possibilities of interdepartmental policy coordination, at both centre and periphery, and in Joint Approaches to Social Policy the authors seek to provide a clear understanding of what the reality, rather than the rhetoric, of policy coordination actually entails. They endeavour to familiarise policy-makers at all levels with the basic conceptual tools necessary for successful policy coordination.

Throughout the 1980s the British Civil Service devoted much time and energy developing indicators to measure the performance of government. Never before had so much stress been placed on accountability and performance; a trend which will be reinforced as government continues to devolve activities to agencies and looks for methods to assess their performance. How Organisations Measure Success analyses existing methods from their origins in the 1960s to their revival in the 1980s as part of the Financial Management Initiative and its apotheosis in the 1990s Next Steps Initiative. How Organisations Measure Success reports on two years of field research funded by the Economic and Social Research Council and will be of great interest to students of social policy and public administration as well as professionals working in government and public sector management.

Throughout the 1980s the British Civil Service devoted much time and energy developing indicators to measure the performance of government. Never before had so much stress been placed on accountability and performance; a trend which will be reinforced as government continues to devolve activities to agencies and looks for methods to assess their performance. How Organisations Measure Success analyses existing methods from their origins in the 1960s to their revival in the 1980s as part of the Financial Management Initiative and its apotheosis in the 1990s Next Steps Initiative. How Organisations Measure Success reports on two years of field research funded by the Economic and Social Research Council and will be of great interest to students of social policy and public administration as well as professionals working in government and public sector management.