This review of followership in the NHS begins with a brief review of the clamour for leadership in the recent past as a way of transcending the apparent failure of the prior governance and targets approach. It suggests that to focus upon leadership, and a particular form of leadership, is ...
This paper aims to help those planning and implementing major clinical service reconfigurations ensure that change is as evidence-based as possible. It investigates the five key drivers – quality, workforce, cost, access and technology – across 13 clinical service areas, and summarises the research evidence and professional guidance available in ...
The King’s Fund’s Time to Think Differently programme of work aims to stimulate debate about the changes needed for health and social care to meet the challenges of the future. It aims to generate new thinking about how to address these challenges and deliver a transformation in services for patients. ...
This paper aims to probe what it sees as a woefully under-explored area: the differences between the United Kingdom's four separate health systems. These systems, it argues, are diverging in terms of structures, management approaches, and the way social care relates to health.
NHS and voluntary sector providers have a key role to play in delivering the priorities set out in the NHS Mandate, alongside commissioners and others in the wider health and care system. This report, commissioned by the Foundation Trust Network (FTN) and the Association of Chief Executives of Voluntary Organisations ...
The NHS workforce is the primary driver of future health costs. Given the substantial changes in population demographics and health care needs, the workforce needs to be fit for purpose. That means responding to immediate needs and financial pressures while adapting to deliver the future care models outlined in the ...
Marcus Powell joined The King’s Fund in 2016 as Director of Leadership and Organisational Development, having spent his whole career outside the NHS in the private sector. This paper contains his initial observations about leadership in the NHS.
This paper explores the coalition government’s record on NHS reform by describing the situation it inherited when it came to power in 2010, the policies it has pursued, and (where available) evidence of their impact. It takes the stated aims of the reforms
as the starting point and reviews progress ...
This report, the second part of 'The NHS under the coalition government', looks at how well the NHS has performed under the coalition government. The report acknowledges that assessing the performance of any health service is an inexact science for many reasons, but using routinely available data, the report creates ...
The unprecedented slowdown in the growth of NHS funding in England since 2010 has meant that the NHS has had to pursue the most ambitious programme of productivity improvement since its foundation in order to close the gap between need and available funding.
This report describes how six trusts have been ...