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So has the policy met those aims? Since January 2006, patients requiring a referral to a specialist have been entitled to a choice of four or five providers. And from April 2008 that choice has been extended to any eligible NHS or independent sector provider in England – so-called ‘free choice’. Patient choice: how patients choose and how providers respond considers how choice of provider is operating in practice and its impact on hospital providers. More specifically, the report aims to answer the following questions. How do patients experience choice? What factors are important to patients when choosing between providers? How do GPs support choice? How are providers responding to choice? The study was conducted in four areas in England and included questionnaires sent to patients and interviews with patients, GPs and Providers. The results showed that choice was important to the majority of patients but just under half recalled being offered a choice. There were differences in patient, and GP and provider views on who thought choice was important, who was offered a choice and who chose to travel beyond their local hospital for treatment. Data from choices made in hypothetical and real situations showed that patients valued aspects of quality when choosing a hospital. However in practice, most patients chose to be treated by their local provider and few consulted published performance information on quality to help them choose, instead relying on past experience and their GP’s advice. While the threat of patients choosing a different hospital led some providers to focus more on reputation, there was little evidence of direct competition for patients’ custom and choice has not so far acted as a lever to improve quality. The information about how patient choice is working in practice will be invaluable to those seeking to implement the policy at national and local level."],"date_published_tesim":["2010"],"date_published_ssi":"2010","official_url_tesim":["http://www.kingsfund.org.uk/publications/patient-choice"],"pagination_tesim":["215p."],"place_of_publication_tesim":["London"],"creator_tesim":["Burge, Peter","The King's Fund","Office of Health Economics","Devlin, Nancy","Dixon, Anna","Magee, Helen","Appleby, John","Robertson, Ruth","RAND Europe","Picker Institute Europe"],"date_tesim":["2010"],"date_ssi":"2010","publisher_tesim":["The King's Fund"],"subject_tesim":["patient views","patient choice","health service providers","staff views","competition"],"thumbnail_path_ss":"/downloads/v692t620b?file=thumbnail","suppressed_bsi":false,"actionable_workflow_roles_ssim":["admin_set/default-default-managing","admin_set/default-default-approving","admin_set/default-default-depositing"],"workflow_state_name_ssim":["deposited"],"member_ids_ssim":["v692t620b"],"file_set_ids_ssim":["v692t620b"],"visibility_ssi":"open","admin_set_tesim":["Default Admin Set"],"human_readable_type_tesim":["Published Work"],"read_access_group_ssim":["public"],"edit_access_group_ssim":["admin"],"edit_access_person_ssim":["batchuser@example.com"],"nesting_collection__pathnames_ssim":["000094445"],"nesting_collection__deepest_nested_depth_isi":1,"_version_":1714875511283384320,"timestamp":"2021-10-28T14:52:10.945Z","score":1.0},{"system_create_dtsi":"2021-10-27T20:43:58Z","system_modified_dtsi":"2021-10-28T13:29:11Z","has_model_ssim":["PublishedWork"],"id":"000042531","accessControl_ssim":["12d13dba-459e-448e-a6f2-cb07ce9e4afc"],"hasRelatedMediaFragment_ssim":["7m01bk69s"],"hasRelatedImage_ssim":["7m01bk69s"],"depositor_ssim":["batchuser@example.com"],"depositor_tesim":["batchuser@example.com"],"title_tesim":["NHS workforce planning : limitations and possibilities."],"date_uploaded_dtsi":"2021-10-27T20:43:58Z","date_modified_dtsi":"2021-10-28T13:25:03Z","isPartOf_ssim":["admin_set/default"],"biblionumber_tesim":["42531"],"abstract_tesim":["Workforce planning for the NHS is a large undertaking. The NHS in England employs approximately 1.3 million staff, 70 per cent of recurrent NHS costs relate to staffing, and more than £4 billion is spent annually on staff training. Securing a sufficient number of staff with the appropriate skills and deploying them effectively is a highly complex challenge, and one that is all the more important now that the NHS is about to enter one of the most financially constrained periods in its history. If it is to thrive and survive, productivity will need to make a step-change, and much of the scope for improvement lies in the workforce.  This report considers the degree to which NHS workforce planning in England is likely to support the delivery of a workforce that is fit for the future. To inform this assessment, we examine current developments at national and regional level, highlight relevant international experience, and propose ways in which planning could be made more effective. 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Although there is consensus that the NHS faces a tough financial future, there is no agreement about just how cold the financial climate will be. Starting with a look at historical funding for the NHS, The King's Fund and the Institute for Fiscal Studies set out three plausible future funding scenarios and their consequences. The paper concludes with an assessment of each scenario and the options for funding up to 2017. 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