Chris Ham introduces our Commission on the future of health and social care in England, explaining that the divison between the NHS and social care established in 1948 is no longer fit for purpose.
In his latest blog post, David Oliver argues that new NHS initiatives should be tested for a longer period of time in order to deliver better outcomes across the board.
With the same pressures in finance, medical advances and ageing populations, Nick Timmins questions why we're not making the most of learning from having one National Health Service but four different versions of it.
How do US organisations provide high-quality person-centred care? And what lessons can be drawn for the NHS, local authorities and the third sector?
David Oliver argues that, unless our society changes its attitudes to older people, it will be an uphill battle to deliver results.
All senior civil servants will now be expected to spend the equivalent of four weeks a year with staff and patients in health and social care organisations. But will this lead to a more patient-centred culture?
It is the actions of the staff working in and with the health and social care organisations that will make the goal of integrated care a reality, says Nicola Walsh.
The new Care Bill is a breakthrough for social care funding, as for the first time, there will be a limit on how much people have to pay for their care. But there are still dangers in the proposed system.
The NHS must find new ways to engage with third sector leaders and learn from the leadership that they bring to their organisations and the wider health system.
One of the most effective things NHS leaders can do is to help people see how their work matters or help them articulate for themselves what contribution their work makes, says Liz Saunders.
Vijaya Nath reflects on Don Berwick's lecture on clinical leadership and putting the patient at the heart of NHS services.
Candace Imison explores what we can learn from early experiments in using a failure regime in the NHS.
Pressures on accident and emergency departments have hit the headlines recently. But what are the facts about A&E attendances?
The NHS cannot afford to wait another 30 years to ensure that medical leadership moves from the margins to the mainstream, says Chris Ham.
With the urgent and emergency care system under severe pressure, Nigel Edwards looks at how the problems around increasing demand could be addressed.
One of the key things leaders need is the opportunity to step back, to enable them to look at what they’re doing and decide where they want to focus, says Liz Saunders.
The protracted process around the proposed closure of the children’s heart surgery unit at Leeds is the latest example of the difficulties associated with delivering change in the NHS. Is there a way through this?
Although the care of older people will be ‘core business’ for the foreseeable future, numerous reports have highlighted serious failings in that care. Does the government's response to the Francis Inquiry report mark a new beginning?
Nicola Hartley considers the key points of Michael Woodford's leadership lecture, including what NHS leaders could learn from his experience.
Are the public’s views about the NHS – in particular their satisfaction with the NHS – shaped, influenced or, in some way, linked to support for or identification with political parties?