Amid the furore of the Competition Commission’s decision to refuse the merger of Bournemouth and Poole, some significant changes to the current failure regime have been approved in amendments to the Care Bill.
Some may argue that deep thinking about the future isn’t really necessary, but how could this foresight benefit the health and social care system?
What are the repercussions of the Competition Commission's rejection of the proposed merger in Bournemouth and Poole?
The financial and service challenges facing the NHS in London will not be met by the new NHS organisations established in April. This is the stark conclusion of our updated analysis of health care in London.
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.
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?
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?
The NHS reforms in England will have major implications for all involved in the system, none more so than providers.
As implementation of the government’s controversial health reforms draws near, Richard Humphries looks at how health and wellbeing boards are shaping up.
Volunteers are well placed to help organisations meet a number of Francis’s key recommendations, says Claire Mundle.
Nigel Edwards concludes our look at the relocation of care, considering whether shifting care closer to home is always the best solution.
The focus of the Royal College of Surgeon’s new report on engagement with the public on service change is very welcome, but will it translate into a genuinely different dialogue at a local level?
Having spent the first half of the Parliament legislating for radical changes to the organisation of the NHS, the government now needs to focus on the mundane but much more important challenge of implementing and executing the service changes on which its record will ultimately depend.
What can we learn from service redesign in London? Chris Ham reflects on themes from our conference on progressing health care in the capital.
Chris Ham argues that much bolder approach is needed to bring about innovative models of care that meet the population's needs.
Current debates about the future of hospitals and bringing care closer to home echo those of the 1970s. So will anything be different this time round?
Looking back on the conference, Anna Dixon considers outstanding reform issues, including the difficult decisions that must be made around hospital reconfiguration.
Lean is a methodology developed by Toyota which aims to improve flow while minimising waste. But why is it so difficult to apply to health care?
Visiting Fellow, Claire Perry gives us an insight into her previous roles in the NHS and examines the issues surrounding health care in London.