Published Work

The King’s Fund’s response to the Department of Health’s consultation on Liberating the NHS: Developing the Healthcare Workforce.

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  • London
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  • The King's Fund
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  • 2011
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  • 8p.
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  • Health care workforce planning is highly complex and multi-layered and involves different timelines for different professions and occupations. It is made particularly difficult by the long timelines associated with medical workforce planning. Our previous work suggested that these complexities make it is impossible to get workforce planning ‘right’, not least because depending on where you sit in the system you may have different views of what ‘right’ is. A key challenge for any workforce planning system is to reconcile these different interests to produce outcomes that are in the best interests of the patient and the tax payer. Our 2009 review of the current workforce planning architecture in this country reached the following conclusions. The different dimensions of service, workforce and financial planning are not adequately co-ordinated. The divide between medical and non-medical planning is still to be bridged. The workforce plans of different strategic health authorities vary in approach and scope. Some strategic health authorities (SHAs) have supported the development of leadership and improvement skills in the current workforce that will be critical to addressing the productivity challenge. It was clear that a larger critical mass in terms of funding base gives more opportunity for a broader and more inclusive approach.
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