Chris Ham

Chief Executive

Professor Chris Ham CBE, PhD, MPhil, FRCP (Hon)

Chris Ham took up his post as Chief Executive of The King's Fund in April 2010.

He was Professor of Health Policy and Management at the University of Birmingham between 1992 and 2014 and Director of the Health Services Management Centre at the university between 1993 and 2000.

From 2000 to 2004 he was seconded to the Department of Health, where he was Director of the Strategy Unit, working with ministers on NHS reform.

Chris has advised the World Health Organization (WHO) and the World Bank and has served as a consultant on health care reform to governments in a number of countries.

He is an honorary fellow of the Royal College of Physicians of London and of the Royal College of General Practitioners, and a companion of the Institute of Healthcare Management. He is a founder fellow of the Academy of Medical Sciences.

Chris was a governor and then a non-executive director of the Heart of England NHS Foundation Trust between 2007 and 2010. He has also served as a governor of the Canadian Health Services Research Foundation and the Health Foundation, and as a member of the advisory board of the Institute of Health Services and Policy Research of the Canadian Institutes of Health Research

Chris is the author of 20 books and numerous articles in academic and professional journals about health policy and management.

He is currently Emeritus Professor at the University of Birmingham and an honorary professor at the London School of Hygiene & Tropical Medicine. He was awarded a CBE in 2004 and an honorary doctorate by the University of Kent in 2012. He was appointed Deputy Lieutenant of the West Midlands in 2013.

Chris recently led a workforce engagement review for the Department of Health that concluded that more NHS organisations should be encouraged to become staff-led mutuals. In response, the Department of Health and Cabinet Office launched a Pathfinder Programme to support a small number of pioneering trusts, either individually or in partnership.

Selected work

Strategies for local integration
8 Jul 2015 | Article
Investment and reform should be at the heart of the new government’s programme
12 May 2015 | Article
Going beyond integrated care
23 Feb 2015 | Publication
Aligning policies with the plan
18 Feb 2015 | Publication
10 Feb 2015 | Article
10 Feb 2015 | Article
Part one: NHS reform
6 Feb 2015 | Publication
8 Jan 2015 | Article
Perspectives for the Dalton review
1 Jul 2014 | Publication
11 Jun 2014 | Article
Beyond hierarchy, inspection and markets
11 Jun 2014 | Publication
Beyond hierarchy, inspection and markets
11 Jun 2014 | Publication
Testing, evaluating and learning what works
27 Mar 2014 | Publication
20 Feb 2014 | Article
Making the case for family care networks
19 Feb 2014 | Publication
A case study in Canterbury, New Zealand
12 Sep 2013 | Publication
Lessons for England
16 Jul 2013 | Publication
Time for a radical response
26 Jun 2013 | Publication
Lessons from experience
21 Mar 2013 | Publication
11 Mar 2013 | Article
2 Jan 2013 | Article
A mid-term assessment
28 Nov 2012 | Publication
The case for fundamental change
6 Sep 2012 | Publication
The case for fundamental change
6 Sep 2012 | Publication
6 Sep 2012 | Article
24 May 2012 | Blog
26 Apr 2012 | Multimedia
26 Apr 2012 | Multimedia
26 Apr 2012 | Multimedia
A report to the Department of Health and the NHS Future Forum
5 Jan 2012 | Publication
21 Dec 2011 | Article
Who will take the lead?
13 Dec 2011 | Publication
12 Jul 2011 | Multimedia
15 Feb 2011 | Article
The route to improved outcomes
22 Nov 2010 | Publication
This is the wrong time for radical reform of the NHS. It risks poorer care and financial chaos
7 Oct 2010 | Article
7 Oct 2010 | Multimedia
8 Sep 2010 | Multimedia
More with the same not more of the same
21 Jul 2010 | Publication
Priority Setting in the NHS
1 Sep 2000 | Publication