Blog

Chris Naylor looks at whether mental health is being considered carefully enough in the development of sustainability and transformation plans.

Following Jeremy Hunt's comments about whether the creation of a general management class in the NHS in the 1980s had been a mistake, Matthew Lewis reflects on whether this is the case and how clinical leadership can be better developed.

Widespread dismay greeted the omission of any reference in the 2016 Autumn Statement to the perilous state of social care funding. Richard Humphries looks at the options available.

With the publication of a new national framework for improvement and leadership development in NHS-funded services, Michael West considers how it offers optimism and practical next steps for a beleaguered NHS.

With recent discussion around the lack of patient and public involvement in the development of STPs so far, Mark Doughty considers how this can be addressed moving forward.

Reflecting on insight from the high-performing Mayo Clinic in Minnesota, Chris Ham considers how its values could be applied to improve performance and outcomes in the NHS.

Drawing on the findings of our report on sustainability and transformation plans, Nicola Walsh considers how local leaders and organisations will need to work together to ensure the plans lead to real improvements in care.

Ahead of the publication of our report on the process of developing sustainability and transformation plans in England, Hugh Alderwick evaluates the story so far.

Jane McGrath of community interest company West London Collaborative sets out what distinguishes true co-production from patient involvement.

Matthew Lewis, a hospital consultant who has recently joined The King's Fund on a part-time basis, talks about the role of frontline staff in demonstrating leadership through managing and using resources effectively at a time of substantial change for the NHS.

Tom Buckley considers key policy changes in the two years since the publication of the NHS five year forward view, looking at the progress made and the challenges that lie ahead.

New data shows that mandated increases in investment have failed to materialise on the front line of mental health care. Helen Gilburt considers what this means and the implications for future improvements.

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.

As local areas prepare to take forward the recommendations of the national maternity review, Lillie Wenzel considers the role of user feedback in driving improvements in maternity services.

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.

Richard Murray evaluates the latest NHS planning guidance, and considers whether the changes proposed are welcome and realistic in the current financial context.

Rebecca Myers, a community staff nurse in London, shares her thoughts on what good care looks like in district nursing services.

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.

In January we launched a two-year programme with NHS Improvement to help trusts to review and improve their workplace culture. At the end of the pilot phase, Julia Fernando reflects on what we have learnt so far.

With the launch of our new leadership development programme, Sarah Massie considers the challenges faced by health care leaders and the importance of maintaining compassion in a high-pressure environment.