Publications

A statement from the Barker Commission to the Chancellor ahead of the Spending Review on the state of social care and its funding.

This report look at past experience with NHS workforce planning and the challenges facing workforce planning in the future, in the light of changing health care needs and the need to deliver the future care models outlines in the NHS five year forward view. The report focuses on three areas key to providing integrated care: mental health, primary care and community nursing.

Our report calls for fundamental changes to how health services are commissioned, paid for and regulated to deliver the vision of the NHS five year forward view.

A report from the Nuffield Trust and The King’s Fund finds that CCGs risk becoming unsustainable without changes to the way they attract leaders and adequate funding to help them expand their remit.

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.

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.

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.

This report synthesises evidence from seven integrated care case studies, and identifies lessons for policy-makers and service providers to help with the challenges ahead.

Our report looks at the occurrence of polypharmacy - the concurrent use of multiple medications by one individual - in primary and secondary care and in care homes, and offers recommendations for improving the current system.

Our paper describes a co-ordinated service delivery model – the ‘house of care’ – that aims to deliver proactive, holistic and patient-centred care for people with long-term conditions.

This paper tells the story of the journey made by the District Health Board for Canterbury, New Zealand, towards its goal of providing integrated care for all. It looks at the drivers for change and the leadership values shown by key players.

The King's Fund and the Nuffield Trust are working together to assess the implementation and impact of CCGs. This first report provides an overview of developments through to March 2013.

What can the health and social care system in England learn from the experiences of the other countries of the United Kingdom?

Paying for social care: Beyond Dilnot discusses the history of social care reform and considers the present and future funding pressures on the system. The paper calls for health and social care services to be considered as a single system with a new framework being put in place for planning and cost-sharing.

Our report looks at the important part that volunteers play in improving patient experience, addressing health inequalities, and building a closer relationship between services and communities.

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?

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?