Resource Management in the National Health Service: a first case history

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Abstract
In policy terms Resource Management (RM) is something of an exception. At a time when the government has attracted criticism both for the substance of its health service policies and for its reluctance to proceed by formal experiment, RM has attracted widespread (if guarded) support and has been the subject of a three year experiment. This paper, which is based upon an interim evaluation of the RM experiments in acute hospitals in England, examines the nature of RM. lt is suggested that its origin shows the influence of a number of distinct strands that appeal to different constituencies within the health service. Each of these strands presents its own specific characteristics and issues as RM is implemented. These are considered in turn before suggesting that RM can usefully be thought of as a management process that combines and integrates the different strands. The paper concludes by examining how the changes associated with introducing RM are being handled and why the process of change is taking longer than first thought.
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