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Governance, Commissioning and Public Health
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Drawing on in-depth case studies across England, this book argues that governance and population health are inextricably linked. Using original research, it shows how these links can be illustrate...
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01 August 2014

Drawing on in-depth case studies across England, this book argues that governance and population health are inextricably linked. Using original research, it shows how these links can be illustrated at a local level through commissioning practice related to health and wellbeing. Exploring the impact of governance on decision- making, Governance, commissioning and public health analyses how principles, such as social justice, and governance arrangements, including standards and targets, influence local strategies and priorities for public health investment. In developing ‘public health governance’ as a critical concept, the study demonstrates the complexity of the governance landscape for public health and the leadership qualities required to negotiate it. This book is essential reading for students, academics, practitioners and policy-makers with an interest in governance and decision-making for public health.
Price: $127.95
Pages: 224
Publisher: Bristol University Press
Imprint: Policy Press
Series: Evidence for Public Health Practice
Publication Date:
01 August 2014
ISBN: 9781447304944
Format: Hardcover
BISACs:
MEDICAL / Public Health, Public health and preventive medicine, MEDICAL / Health Care Delivery, MEDICAL / Health Policy, Health systems and services
Linda Marks is Senior Research Fellow at the Centre for Public Policy and Health, School of Medicine, Pharmacy and Health, Durham University and was formerly a health policy analyst at the King’s Fund. She has been involved in a wide range of public health and policy-related research, including for WHO Europe, and spent four years as a Non-Executive Director for NHS Darlington.
Introduction;
Dimensions of governance;
Commissioning for health and wellbeing;
Levers for change (1): governance arrangements;
Levers for change (2): incentives;
Prioritising public health investment;
Public involvement in commissioning;
Conclusions.