Publications

Jo Maybin looks the essential elements of the Operating Framework, including adjustments to the three tiers of 'vital signs' introduced last year.

How can chief executives seize the new freedoms offered by David Nicholson and the Operating Framework? The King's Fund Director of Leadership Development, Karen Lynas offers some advice.

As PCTs up and down the country face formal judgement of their commissioning skills for the first time, The King's Fund's Leadership Director Karen Lynas offers her views on the new world class commissioning assurance system.

Deciding who does what will be vital if we’re to get a quality service from the regulators. Niall Dickson reflects on the new role of the CQC and its chair, Lady Young.

Are you ready to step up to board level? Karen Lynas, Director of Leadership at The King’s Fund, looks at the personal challenges.

Simon Bird argues that we may need to look at talent management in the NHS differently in this article from Talent Management Review.

Simon Bird discusses whether clinicians are alwas the best leaders in this 2008 article for the Health Service Journal.

The NHS Next Stage Review outlines a sensible set of measures to transform patient care, but The King's Fund's chief executive Niall Dickson argues that real cultural change will be needed in the health service if the vision is to be translated into reality.

The King's Fund has scrutinised the dream of polyclinics and urges planners to be cautious.

Ruth Thorlby and Richard Lewis discuss the public accountability of primary care trusts.

Ruth Robertson, Anna Dixon and Julian Le Grand consider the factors that explain patient satisfaction with general practice physicians and how this may drive patients' choice of practice.

This article looks at the challenges surrounding decommissioning. Government is stepping away from setting central targets and relinquishing direct control over delivery. Locally identified needs and priorities will take their place.

Building relationships within your own organisation can be as important as developing partnerships outside it. Simon Bird, special projects programme director at The King's Fund, offers some thoughts on alliances and divisions.

The case for change in the health service is irrefutable, argues Niall Dickson, but strong managerial and clinical leadership, astute financial planning and significant changes in working practices will be needed to ensure Lord Darzi's review is truly a 'once in a generation opportunity'.

Richard Lewis argues that the Healthcare Commission's review offers something for both proponents and detractors.

John Appleby explores the extent to which poor performance by individual clinicians could be reflected in data available from routine NHS statistics.