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35,847 claims
The King's Fund aims to establish itself as the sector leader in translating policy into leadership practice.
We establish ourselves as the sector leader in translating policy into leadership practice, and bringing practice into policy.
Strategic · Commitment statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 16
The King's Fund plans to expand its policy analysis into emerging areas such as the relationship between life sciences and health care services.
In 2025 we also expanded our policy analysis into areas that have become early government priorities. This included publishing widely read explainers on the relationship between the life sciences sector and health and care services, access to medicines, and the state of children’s health in England.
Commissioning · Commitment statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 14
The King's Fund published an analysis of the British Social Attitudes survey, showing public satisfaction with the NHS at a 40-year low.
Our analysis of the British Social Attitudes survey, published annually with the Nuffield Trust, showed that public satisfaction with the NHS had fallen to its lowest level in more than 40 years.
Service · Observational claim · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 13
The King's Fund produced analysis on shifting care from hospitals to community settings.
Our work on the government’s ambition to shift care from hospitals to community settings built on research we published before the 2024 general election on moving care closer to home.
Policy · Procedural statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 13
The King's Fund supported a national Task and Finish Group responsible for shaping the government’s Cardiovascular Disease Modern Service Framework.
has led to our direct involvement in the national T ask and Finish Group responsible for shaping the government’s Cardiovascular Disease Modern Service Framework
Commissioning · Commitment statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 8
The King's Fund produced a long-read on prevention in health, outlining the responsibilities of each part of the system and challenges to overcome.
a long-read – ‘What is prevention in health?’ – which outlined the responsibilities of each part of the system in relation to prevention, and the challenges that need to be overcome
Research · Funding statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 8
The King's Fund produced a research report on place-based partnerships, describing the current picture and making recommendations for future partnership working.
in April 2025 we published a research report, Place-based partnerships: challenges and opportunities , describing the current picture across England and making recommendations for the future of partnership working at this level
Research · Funding statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 8
The King's Fund argued that understanding factors hindering or enabling partnership working is crucial for a successful neighbourhood health service.
The King’s Fund has argued that to make a success of this ambition, a clear understanding is needed of the factors that can hinder or enable partnership working across organisational boundaries in local places and neighbourhoods.
Policy · Policy statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 8
The King's Fund aims to deepen its role as a trusted partner to national leaders and local systems in 2026.
Our work in 2026 will be shaped by our four strategic priorities... allowing us to deepen our role as a trusted partner to national leaders and local systems.
Commissioning · Commitment statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 4
The King's Fund will focus on operationalising its new strategy in 2026.
If 2025 was the year of strategic renewal, 2026 will be the year of operationalising that ambition.
Strategic · Commitment statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 4
The King's Fund undertook research on NHS administration, finding that 64% of people had experienced administrative issues in the past year.
One of the most influential pieces of work we published this year was our major research on NHS administration... The findings – that 64% of people had experienced at least one administrative issue in the past year, leading to lost confidence and wasted time – brought national attention to an often-overlooked but essential part of people’s interaction with the health service.
Research · Observational claim · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 4
The King's Fund launched a new organisational strategy in 2025.
Within this environment, 2025 was also the year in which we launched our new organisational strategy and brand.
Strategic · Policy statement · From The King's Fund — annual report and accounts, year ending 31 December 2025, page 3
CYSTERS' expenditure for the year ended December 2025 included £416.19 on insurance.
Insurance 416.19
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15
CYSTERS' expenditure for the year ended December 2025 included £2,341.30 on freelance and subscription fees.
Freelance and Subscription fees 2,341.30
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15
CYSTERS' expenditure for the year ended December 2025 included £25.50 on bank charges and interest expenses.
Bank Charges & Interest Expenses 25.50
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15
CYSTERS' expenditure for the year ended December 2025 included £1,468.00 on accountancy, bookkeeping and other services.
Accountancy, Bookkeeping & Other Services 1,468.00
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15
CYSTERS' expenditure for the year ended December 2025 included £152.05 on printing and stationery.
Printing & Stationery 152.05
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15
CYSTERS' expenditure for the year ended December 2025 included £322.89 on administrative expenses.
Administrative Expenses 322.89
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15
CYSTERS' expenditure for the year ended December 2025 included £192.71 on internet and telephone expenses.
Internet & Telephone Expenses 192.71
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15
CYSTERS' expenditure for the year ended December 2025 included £191.24 on travel expenses.
Travel Expenses 191.24
Financial · Observational claim · From Cysters — annual report and accounts, year ending 31 December 2025, page 15