Senior Executives

Caroline Clarke, chief exec of the Royal Free NHS trust – which has been at the forefront of the battle against infectious disease for nearly 200 years – tells Matt Ross how staff across the trust and the capital have mobilised to tackle coronavirus, and considers the thorny challenges ahead

I spent 40 years building health services for elderly people living at home – then my mum fell ill, and those services let her down. In the post COVID-19 world, we must plug the gaps between primary, community and social care provision

Having overseen the merger that created Birmingham and Solihull Clinical Commissioning Group, chief exec Paul Jennings spent two years managing a shift from a contracting to a collaborative culture. Then COVID-19 arrived – giving the city’s health and care managers just weeks to transform services. Matt Ross reports

The NHS needs top-class leaders, but our approach to performance management and promotion filters out good managers in favour of brow-beaters and manipulators.

To make sure your voice is heard, MiP has joined an independent commission looking at how the devolution of health and care services to city regions might work.

The creation of Liverpool’s new ‘mega-trust’ is an important part of the city’s regeneration, and central to moves to get public services working together. Matt Ross spoke to the trust’s new boss, Steve Warburton

Whoever forms the next government, MiP will be unafraid to speak up for the core principles of the NHS and public service.

Scotland’s ambitious plans for public service partnerships will be music to many managers’ ears. But the hard work is just beginning, Malcolm Wright tells MiP.

We speak to two MiP national officers about how threats of dismissal for unspecified "substantial” reasons are increasingly being used to get rid of NHS managers whose faces don’t fit.

With the English NHS in a hurry to integrate health and social care, we examine the lessons from the well-established partnerships in Scotland and Wales.