External contributors – Page 63
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CommentThe NHS' long-term plan deserves support
Independent MP Sarah Wollaston is optimistic that proposals for helping to deliver the long-term plan will survive the often stormy waters of parliamentary passage
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CommentThe social fabric has been torn and it's damaging health
Charlotte Augst, of National Voices, and Ian Hudspeth, of the Local Government Association, on the importance of communities and social support to wellbeing - and the need to prioritise it accordingly.
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CommentThe Bedpan: Being minister was like ‘fighting a rearguard action’
This week: Sir Norman Lamb, Liberal Democrat MP for North Norfolk
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CommentHistory’s lesson on the toxic power of fear
The Chernobyl TV series is a powerful reminder of what happens when competition, persecution and dread rule.
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CommentAnother step towards integrated care – but pitfalls remain
Niall Dickson, NHS Confederation chief executive, weighs up the prospects of progress for integrated care systems.
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CommentThe best laid plans: Making a reality of the NHS long-term plan
Hugh Alderwick, of the Health Foundation, discusses lessons from the past for a fresh round of system-wide planning in the NHS
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CommentCancer waiting times: We need to break the cycle
Dr Fran Woodard on how waiting standards continue to decline as cancer services buckle under pressure
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CommentWhen is a saving not a saving?
NHS bodies and management consultancies often resort to false accounting and use misleading language to describe finances in order to keep the show running, notes Nadeem Moghal
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CommentThe Bedpan: Get your finance director talking about culture
This week: David R Williams, professor of public health and of African and African American Studies at Harvard University
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CommentWe need more social enterprises to deliver the long-term plan
New research has highlighted how social enterprises are in many ways outperforming traditional providers, arguably offering a blueprint of a better way of doing things, notes Alison Reid
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CommentThe Bedpan: ‘Healthcare is cultural’
This week: Ryoji Noritake, chief executive of the Tokyo-based Health and Global Policy Institute.
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CommentThe Welsh NHS has embarked on a fundamental change to culture and services
Nesta Lloyd-Jones writes about the long-term vision for Wales, enabling an integrated health and social care system
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CommentWhy mental health services need to become more “man-friendly”
By creating a more representative and better trained workforce and providing a greater choice of treatments and treatment contexts, we will increase the chance of engaging men in mental health services, writes Professor Sarah Niblock
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CommentTurning leadership on its head
To build a workforce and culture fit for the future, the NHS needs to let go of its “looking upwards” tendency and build its leadership culture ground-up from the frontline, says Halima Khan
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CommentPatient safety is not a priority to be traded against others
A new report highlights that people working in healthcare see patient safety as a genuine priority and this is part of the problem as strategic priorities are traded off against each other, notes Helen Hughes
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CommentHow to survive as an NHS chief executive
An ongoing research study seeks to identify how CEOs in the NHS develop and maintain personal resilience, and the attitudes and behaviours that lead to professional longevity, say Professor Naomi Chambers and Professor Mark Exworthy
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CommentThe Bedpan: Policy makers must be ‘confident and humble’
This week: Sir Chris Wormald, permanent secretary at the Department of Health and Social Care
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CommentShould pilot sites ‘go dark’ while testing new A&E measures?
The arguments for ‘going dark’ look weak, compared with the damage to official statistics and public confidence in them, writes Rob Findlay
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Comment18 weeks “no longer important”?
English waiting times will continue to grow, indefinitely, until the NHS gets closer to keeping up with demand. By Rob Findlay
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CommentWe need to foster a different approach to leadership
A new report highlights that the NHS needs a new approach to leadership in which a more enabling environment supports and empowers leaders who can move beyond working as leaders of single organisations to take a key role in their health economy, by Niall Dickson