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The new government has an ambitious ten-year plan to transform the NHS by shifting care closer to home and tackling the UK’s poor record on public health and prevention. But with multiple short-term challenges and little money to spend, ministers will need more than goodwill and good intentions if they’re to turn those ambitions into reality.

A growing army of academics and local leaders say thinking long-term and giving power to local people and staff is the key to saving the NHS and other struggling public services. But are our national politicians listening?

The last party conference season before the general election showed that UK politicians still have to get their heads round what the NHS needs and what it can be expected to deliver.

As the party conference season gets underway this weekend, Sir Chris Ham sets out the challenges facing the UK’s political parties as they draw up their NHS policies, and argues that the multiple crises facing the NHS can be overcome with honesty, realism and political will.

We need to challenge the widely-held belief that all-powerful managers are blocking change in the NHS. It's a lack of empathy for the difficult choices and hard realities that managers face which is holding us back.

Staff shortages, plunging morale and shrinking pay packets are pushing more and more board-level NHS managers towards the door. A fair pay award would help to stabilise NHS leadership – just when the service needs it most

For most NHS managers, unfair criticism is like water off a duck’s back. But the denigration and devaluing of management does real damage to the NHS. Here's how MiP plans to take on the manager-bashers and promote a positive view of the vital work managers do.

By any standards, the NHS lacks management capacity despite clear evidence that managers improve efficiency and service quality. If we can’t have more managers, let’s at least make the most of the ones we have.

MiP chief executive Jon Restell responds to government plans to cut up to 40% of management jobs following the merger of NHS England, NHS Digital and Health Education England

MiP's annual pay survey show that an above-inflation pay rise will help to tackle severe staff shortages and boost the morale of the thousands of managers who are on the brink of leaving the NHS.

Cheryl Samuels and Dean Royles argue that equality, diversity and inclusion in the NHS are part of a wider social movement for change, in which line managers, leaders and trade union reps have a crucial role to play.

Denying the impact of poor workplace culture is the leadership equivalent of denying climate change. It’s time all leaders took the job of developing a positive, inclusive culture seriously.

Managers welcome many proposals in the government’s NHS white paper, but poor timing, confusion over how the new system will work and vague threats of renewed political interference leave plenty of room for scepticism.

NHS National guardian Henrietta Hughes introduces a new e-learning package, and explains how line managers can foster a listening culture that supports staff who want to speak up.

MiP has welcomed new government plans to speed up the devolution of health and care, and put England’s embryonic integrated care systems on a firm statutory footing.

MiP has welcomed new government plans to speed up the devolution of health and care, and put England’s embryonic integrated care systems on a firm statutory footing.

Welcome to our new website. And whilst we’re at it, welcome to Managers in Partnership’s new way of approaching communications.

With ACSs blending into ICSs, and ACOs in hot water, we look at what’s cooking for the NHS in England.

The NHS can find the money it needs by investing in leadership and technology – and trusting staff to root out waste.

The Chancellor's £2.8bn boost for the NHS is nowhere near enough to keep services running and meet the government's own policy priorities, MiP and other experts have warned. Craig Ryan reports.