Publications

Our latest survey of finance directors reveals the highest level of pessimism about the financial position of health organisations since we began surveying in the autumn of 2011.

This paper seeks to identify the skills, knowledge and behaviours required of new system leaders and to learn from AQuA's Integrated Care Discovery Communities, which are attempting to combine strong organisational leadership with collaborative system-level leadership approaches.

We explore the current financial state of the NHS, the approaches used to avert financial failure and how to deal with it once it occurs.

Our twelfth Quarterly Monitoring Report features survey results from finance directors and interactive charts on selected NHS performance data.

Ahead of the Dalton review, which is examining ways to encourage the best providers to support those that are struggling, our paper with the Foundation Trust Network explores some of the organisational models that providers could use to meet their current strategic and financial challenges.

We found no change in overall satisfaction with the NHS since 2011, although there have been changes in the public’s views on specific services.

This report describes how six trusts have been grappling with the productivity challenge. It also suggests ways to divert the NHS and social care from their current trajectory, which is heading towards a major crisis.

Our eleventh Quarterly Monitoring Report features survey results from finance directors and interactive charts on selected NHS performance data.

Our report argues for a new approach that brings together funding for general practice with funding for many other services. This would entail new forms of commissioning, with GPs innovating in how care is delivered.

While our analysis of key performance data in the latest quarterly monitoring report shows that NHS performance is holding up well, the survey findings from finance directors working in the health and social care sectors suggest that financial pressures are increasing.