Lord Carter’s interim report on the productivity of NHS providers includes a new method of comparing operating costs: the Adjusted Treatment Index (ATI). But how will it work, and what does it add?
The government’s decision to breach an explicit manifesto commitment by delaying reforms to social care funding until 2020 again demonstrates the apparent inability of successive governments to make headway on this issue.
Ruth Robertson's blog argues that we need to shift the debate on productivity to focus on delivering better value care for patients.
If promised spending increases do not materialise soon, and ministers insist on the NHS regaining control of its finances, then urgent action will be needed, says Chris Ham.
It may only be five weeks since the general election, but there has already been a veritable blizzard of announcements coming from the Department of Health and national NHS organisations. So many in fact, that it is no mean feat to step back to make sense of it all.
There is, of course, and always will be, a debate about just what the pay for top public sector posts should be. But that debate should not start with, let alone end at, the Prime Minister’s salary, says Nick Timmins.
While NHS funding is perhaps at the top of most people’s concerns on health, it is the (admittedly intertwined) approach to workforce that will determine the government’s legacy, says Richard Murray.
Both The King’s Fund and the Health Foundation have called for a properly resourced 'transformation fund' to support the kind of large-scale change outlined in the NHS five year forward view. But how big would such a fund need to be and how would it be resourced?
Rachael Addicott looks at NHS data from the electronic staff record and realises that we don’t know nearly enough about the numbers or nature of the workforce currently delivering NHS-commissioned services.
The public’s concerns about the NHS have been reflected in the political parties’ manifesto promises. But what do the promises add up to, and is the NHS safe in anyone’s hands?
What then are we to make of the commitments made by the three main political parties?
Empirically it is hard to say, anecdotally the costs of the NHS reforms – such as lost and delayed focus on the main business of delivering health care – have not been insignificant.
As we head towards the general election, the government’s record on the NHS will come under intense scrutiny. Our review of NHS reform argues that this has been a parliament of two halves.
What are some the challenges currently facing CCGs? John Richards, Chief Officer of NHS Southampton City CCG, shares his thoughts.
The NHS faces three major challenges in 2015: preparing for the spending review, achieving much closer integration of health and social care, and ensuring that the NHS has the leadership in place to deliver the highest possible standards of care within available resources.
Over the coming months The King’s Fund and The Health Foundation will be exploring the concept of a transformation fund. How big does such a fund need to be? And how should it be spent so that it supports real change at scale across the NHS?
It's hard to disagree with the principle that both costs and effects of treatments need to be weighed in order to make decisions about improving value for money and productivity. For a majority of the public however, this is not a principle they hold.
As the dust settles on the Chancellor’s Autumn Statement, this is a good time to review what it told us. I think it contained three big messages: one on money, one on reform, and one on social care.
The government expects councils and NHS partners to achieve way too much, with too little, too soon, says Richard Humphries.
With hospital workloads increasing on all fronts, John Appleby takes a look at the key trends and data to explain what's going on.