While many policy-makers focus on organisational structures, it is clear that successful implementation of the NHS five year forward view will hinge on getting the staffing right.
Something very important happened on Thursday and it wasn't the publication of the NHS five year forward view. Far more important was the passion and confidence with which Simon Stevens launched the plan and challenged politicians to provide the funding needed to deliver it.
2014/15 looks like being a watershed year in which the NHS moves decisively into deficit, so where do the opportunities lie in delivering better value?
In terms of collectively redesigning services to improve patient care, is the most caring form of leadership to allow staff the space to explore and err, as long as certain safeguards are in place?
The deafening silence on future funding amounts to a failure of the political process at a time when the NHS is heading rapidly towards a deep and damaging crisis.
Parallels between the successful transformation of the Veterans Health Administration in the United States and the changes needed in the NHS in England have been made for a number of years. But recent troubles at the VA offer some important lessons for the NHS in the future.
The growing problems in the NHS and social care cannot be solved by the Better Care Fund or any of the other short-term solutions on offer. Nothing less than a fundamental reform of the funding of health and social care services and citizens’ entitlements to publicly funded support is required to address these problems.
If in 2013/14 the NHS struggled to maintain performance even with a recruitment round, the chances it can continue to do so with fewer, rather than more, staff look non-existent, says Richard Murray.
Although earlier rumours of the demise of the Better Care Fund – the government’s £3.8 billion pooled fund to promote integrated care – have turned out to be greatly exaggerated, the significance of the government’s latest announcement about the fund should not be.
New organisational models for the NHS could bring benefits but it's the quality of leadership alongside a culture of excellence in performance and accountability for results that will be key, says Candace Imison.
In The Commonwealth Fund's comparative study of health system performance in 11 countries, the UK ranks first across a range of measures covering quality, access and efficiency of care. But can rankings only tell us so much?
Are the days of the heroic pace-setting leadership of the NHS really behind us? Sarah Goodson reflects on discussions at this year's NHS Confederation conference.
Unless NHS leaders are prepared to change, reform from within will remain a distant dream, says Chris Ham.
Leadership in NHS organisations needs to be collective and distributed rather than located in a few individuals found at the top of these organisations. Involving doctors, nurses and other clinicians in leadership roles is essential, says Chris Ham.
In the past couple of weeks, ‘co-commissioning’ has emerged as the latest solution to the problems in primary care. But will it give patients, communities and clinicians ‘more clout’ in deciding how local services are developed, at a time when NHS finances are severely strained?
While public satisfaction with the NHS remains high, there is unprecedented pressure on NHS finances, particularly in 2015/16. Chris Ham considers the political landscape a year before the 2015 general election.
In light of our new report on the NHS productivity challenge, Chris Ham calls for a new transformation fund to stop the NHS approaching a major financial crisis.
The last time the NHS fell into deficit it came to many as something of a surprise. This time – going by the responses in our latest quarterly monitoring report – it’s looking rather predictable.
We don’t need more organisations with the label ‘foundation trust’, we need financial and clinical sustainability in the provider sector, says Candace Imison.
The post-war settlement that created the current divide between health and social care must be replaced. If we duck the hard choices laid out by the Barker commission, then services will progressively deteriorate with patients, users and carers the real losers.