Publications

This report highlights the particular challenges that health care organisations in London face and suggests ways to facilitate appropriate service change.

This paper looks at the core components of a successful case management programme and considers how it can be used to deliver high-quality integrated care.

This paper, the third in a series of WSDAN briefing papers, examines the experiences of the network's 12 member sites in implementing telehealth and telecare.

Written by the Social Care Institute for Excellence (SCIE) in conjunction with The King's Fund, this short briefing asks how can clinical commissioners secure best use of social care to maximise outcomes and improve patient experience, while ensuring efficient, affordable care into the future?

Chris Ham summarises the different forms of integrated care and their impact so far on the NHS. Based on our 2010 review (Ham and Curry), it has been prepared in the light of the increased interest in integrated care arising out of the work of the NHS Future Forum and the government's response.

The government is committed to the development of social enterprises to deliver health and social care. But will these new organisations and their leaders have the necessary skills to manage the risks and establish themselves as viable organisations in an increasingly competitive market?

The NHS system needs to develop and integrate to respond to the growing burden of chronic illness. This paper addresses the fundamental question of whether competition and integration can co-exist in the NHS and considers the role that different bodies, especially the NHS Commissioning Board and Monitor, will play.

How can the health and social care system rise to the current political and financial challenges? This paper is based on the Routes project, a simulation exercise created by Loop2, which set up a number of routes to managing change.

What role will the voluntary and community sector play in health and social care if the government's proposed reforms go ahead? This report discusses the opportunities for the sector, but also addresses the risks it may face.

Written as a contribution to the government's current listening exercise, this paper sets out the challenges facing the NHS and identifies the reforms we believe are needed to meet these challenges.

What sort of leaders does the NHS need? Does the 'hero' chief executive still hold sway? This report concludes the findings of the Commission into leadership and management in the NHS.

This supporting paper reviews recent developments in leadership, using the Warwick 6 C Leadership Framework to organise the evidence.

This paper reviews five health care systems that are viewed as 'high-performing', using cross-case methods to identify key factors linked to their success, examining leadership strategies, organisational processes and investments in care improvements.

What outcomes could current health and social care reforms have on the future of the health system? This simulation exercise exposed GPs to the situations they might face in 2013/14.

In the autumn of 2010, The King's Fund held two seminars, bringing together senior policy experts and NHS and social care leaders to discuss the barriers and aids to integration at national and local levels and the financial challenges facing all services. This paper draws on the discussions that took place at both seminars.

This paper sets out how one particular area, Torbay, created an integrated care system that aimed to improve care for 'Mrs Smith', a fictitious user of health and social care services.

This report, conducted by an independent panel of experts, aims to support the work of general practice and to provide a guide to ensure that quality is at the heart of the service.

We outline the key findings for professionals in general practice and describe the central role that general practice must now play to improve the quality of health care.

Social care funding has increased in real terms for the past decade, but this paper examines the trends in spending and the potential funding gap of £1billion by 2014 unless councils can achieve unprecedented efficiency savings.

Reconfiguring hospital services offers a timely and sobering contribution to the emerging debate on how service and organisational change should be taken forward across the NHS in England.