Publications

Our research with the HSJ Future of NHS Leadership inquiry highlights the difficulty NHS organisations face in recruiting and retaining people for executive positions.

What are the key drivers of clinical service reconfiguration and what is the evidence to underpin it?

The CQC’s inspections focus on five key lines of enquiry as part of its ‘well-led’ domain. This paper sets out what boards can do in these five areas and draws on examples of good practice in leadership and culture in health care.

This report describes how CCGs in England are innovating with alternative approaches to commissioning and contracting as a way of driving integrated care.

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.

We visited six services where consultants are delivering or facilitating care outside hospital. This report presents the findings from those visits as case studies and identifies some of the key characteristics and challenges to this way of working.

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.

With the general election coming at a pivotal time for health and social care, we set out our view of the key challenges and priorities for the next government.

The final report from the Commission on the Future of Health and Social Care in England.

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

Our report is based on case studies of four NHS trusts with acknowledged high levels of medical engagement. It aims to help other organisations that are seeking to create cultures in which doctors want to engage more in the management, leadership and improvement of services.

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.

Our paper argues for a fundamental shift in how the NHS is reformed, learning from what has worked (and what has not) in England and elsewhere.

Our paper argues that collective leadership, as opposed to command-and-control structures , provides the optimum basis for caring cultures.

The King's Fund's second leadership survey revealed a mixed picture of leadership, culture and the working environment across the NHS.

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.

The interim report from the independent Commission on the Future of Health and Social Care in England explains why England needs a single health and social care system, with a ring-fenced, singly commissioned budget, and more closely aligned entitlements.

This briefing describes the different types of accountable care organisations emerging in the United States and discusses the implication of these developments for integrated care initiatives in England.