Blog

Anna Moore reflects on how medical leaders can help to develop new models of care and integrate services around the needs of patients.

David Oliver considers the role allied health professionals will have in meeting the challenges facing our health and social care systems and in delivering the new care models outlines in the NHS five year forward view.

With financial pressures at unmanageable levels, increasing demands and great uncertainty, staff are exposed to the violence of a perfect and continuous storm.

Are conflicts of interest affecting the services patients receive? Or is this inherent feature of clinical commissioning being managed appropriately through common-sense decision-making?

Vijaya Nath looks at one of the challenges facing NHS leaders, how to get the workforce, particularly clinicians, working in new ways more closely aligned to the changing nature of care.

Ruth Robertson's blog argues that we need to shift the debate on productivity to focus on delivering better value care for patients.

Leadership isn’t about how you look, it’s about how you behave and what you do – in other words, an attitude not an appearance, says Mandip Kaur.

Chris Ham argues that providers need to work together to form local systems of care, with leadership provided by the most experienced managers and clinicians in the NHS.

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.

Developing leadership that is ‘fit for purpose’ is often cited as the most common workforce challenge facing all sectors – and the health service needs to take this challenge seriously, says Sarah Massie.

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.

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.

For the true potential of clinical directors to be realised, we need to think about the role differently, says Matthew Rice.

One of the priorities of our medical leadership work is to support those attracted to medical leadership and management. One way of encouraging medical leaders is to give them the same professional status that the medical profession gives to education, training and clinical practice.

Is it appropriate for regulators to be responsible for providing functions under the umbrella of 'supervision', including clinical support, development, and mentorship?

As the election campaign ratchets up a gear prospective MPs are vying for our votes and using local service changes and promises to save hospitals as currency.

General practice lies at the heart of the new coalition government's plans for reform of the NHS in England.

Over the past few months, there has been increasing talk about concepts such as 'employee ownership'. But would the 'John Lewis model' work for the NHS?