As we publish our report on emerging innovations in governance and organisational form for new care models, Ben Collins considers the options for local health care providers looking to collaborate in integrated local systems.
Following on from our recent report and roundtable event on supporting integration by working across boundaries, Alex Baylis highlights ‘real-life’ examples of how areas are managing workforce development.
With NHS sustainability and transformation plans hitting the headlines recently, Chris Ham discusses how the plans are shaping up and the challenges in developing new care models and delivering unprecedented improvements in efficiency.
Dr Suzette Woodward, national campaign director for NHS England’s Sign up to Safety campaign, reflects on the difficulty of introducing new methods to improve patient safety and what can be done to improve the success rate when it comes to putting theory into practice.
Why is it more difficult than ever for older people to leave hospital? It’s time to leave competitive behaviour behind and embrace the chance to learn from experiences in other UK health systems, says Chris Ham. The NHS in England could learn from improvement programmes under way in Scotland.
Sarah Gregory discusses how the health care systems in the United Kingdom compare with those in other countries and asks how we can share ideas and learning.
Ben Collins argues that changes in government policy coupled with worsening NHS finances have now fatally compromised the foundation trust model.
With the recent publication of the Carter Review’s final report on operational productivity in acute hospitals, Richard Murray reflects on whether it proposes a realistic approach to implementation.
With the publication today of our briefing on the impact of the NHS planning guidance, Phoebe Dunn discusses the key findings and what this could mean for the future of the NHS.
With January now having drawn to a close, Vijaya Nath takes the opportunity to review the challenges for clinical leaders in the year ahead.
Binita Kane reflects on the challenge of aligning the different perspectives of managers and frontline medical staff, and why an effective leadership strategy is important for health service providers.
Will NHS leaders embrace the opportunities offered by the new NHS planning guidance to plan and deliver care based on places rather than organisations? Hugh Alderwick considers the challenges and timescales involved.
Richard Murray reflects on the implications of the new NHS planning guidance and how funding from the newly created Sustainability and Transformation Fund will be allocated.
Anna Moore reflects on how medical leaders can help to develop new models of care and integrate services around the needs of patients.
Will vanguards be able to make significant changes to the configuration of local health and care systems, while sustaining existing services in a difficult environment, with limited spare cash and growing service pressures?
With the first anniversary of the NHS five year forward view approaching rapidly, how are new care models developing, and what are the prospects for the future?
What can be done to improve the quality of decision-making on NHS mergers, and can the tide of unsuccessful mergers be stemmed?
Is the ‘purchaser–provider split’ dead? No. Is it dying? Quite possibly, says Nicholas Timmins.
Although the ambitions of the care models in the US may resonate with our intentions here, we would be wise to learn from the early experiences of those who went before us, says Rachael Addicott.