As we move into the second half of the Policy Research Unit (PRU) contract, Health and Social Care Workforce PRU Director Professor Annette Boaz sets out our new work programme.

This blog outlines the priorities we have developed and the core projects we propose to take forward. (1047 words)

Reflecting on the First Half of the Contract (2024-26)

The first half of the PRU contract has been both productive and wide‑ranging. We have:

• Completed the seven core projects agreed with the Department of Health and Social Care (DHSC) Oversight Group
• Delivered five responsive projects, addressing current and emerging policy needs
• Concluded the final phase of work on the International Recruitment Fund for Social Care
• Established a Workforce Panel, strengthening our engagement with people working across the health and social care sectors

Over the past six months, we have been consulting widely with stakeholders, including our Public Contributor Involvement and Engagement Advisory Group and the Workforce Panel, to identify priorities for the next phase. These discussions were shared with the Oversight Group in October 2025 and followed by meetings with DHSC policy and analytical teams. The final programme was agreed by the Oversight Group in February 2026.

A More Responsive Programme for 2026–2028

We anticipate an even greater emphasis on responsive research in Policy Research Units going forwards. To ensure we have the flexibility to meet this need, we are proposing a smaller set of four core projects.

These projects reflect:

• Priorities identified by DHSC’s Research and Development Committee
• Two of the three major shifts in the NHS Plan — moving care from hospital to community and shifting from treatment to prevention
• Key issues raised by stakeholders across the sector

The proposed core programme includes:

• Delegated healthcare activities in social care
• Evaluation of the Social Work Bursary and Education Support Grant
• Widening participation in the NHS
• The impact of reforms to initial education and training standards for pharmacists

We will have scope to take one further core project related to the future NHS Workforce Plan, as well as additional responsive projects.

Spotlight on the Proposed Core Projects

1. Delegated Healthcare Activities in Social Care

Delegation, defined as the transfer of healthcare tasks from registered professionals to social care workers, is becoming increasingly central to community based care. It offers potential benefits for people using services, the workforce, and the wider system. However, there remain challenges with inconsistent current practice, and uneven and fragmented national and organisational governance.

This two‑year study (May 2026–May 2028) will explore:

• The scale and nature of delegation
• Governance, regulation, and training
• Commissioning and funding barriers
• Experiences of staff and other stakeholders

Using literature reviews, expert interviews, a national provider survey, and six case studies, the project will generate evidence to inform future policy, including regulatory frameworks, workforce development, and links to the future Fair Pay Agreement in social care.

2. Social Work Bursary and Education Support Grant Evaluation

Social workers are essential across adult social care, children’s services, and the NHS — yet enrolments in higher education are declining, suggesting the need for a stronger evidence base on whether, how and with what effect the bursary and grant are being used (and evidence on the impact of bursaries is limited).

This mixed‑methods evaluation (April 2026–April 2027) will examine:

• How Social Work Bursaries and the Education Support Fund influence access to training
• Student progression and workforce supply
• Higher Education Institutions and employer capacity
• Regional variation in implementation

The findings will support DHSC’s 2026 consultation and inform funding decisions for 2027/28 and the 2029 Spending Review.

3. Widening Participation in Health and Social Care

Widening participation in the NHS remains a major policy priority, from improving social mobility to supporting economically inactive and marginalised groups into work. It also aligns with the 10‑Year Health Plan’s ambition for the NHS to recruit from and reflect the communities it serves.

Building on our previous work in this area, this project will combine quantitative and qualitative methods to explore:

• Access to medical careers and the impact of new medical schools
• Apprentice based and other career pathways into and across medicine, nursing, and Allied Health Professions
• Entry roles and progression
• Opportunities to extend widening participation into social care

The project will also demonstrate the value of linked administrative datasets for future workforce planning.

4. The impact of reforms to the Initial Education and Training standards for Pharmacists in England: Evaluating the First Cohort Trained Under the New GPhC Education Standards

2021 reforms to pharmacist education and training in England included the introduction of a new curriculum and foundation training year to prepare pharmacists for expanded clinical roles, including independent prescribing. With the first cohort qualifying in 2026, the study will assess:

• The readiness of newly qualified pharmacists to practise, including whether and how they use their prescribing skills
• How the new role is experienced across community, general practice and hospital settings
• Whether the reforms support wider NHS goals on prevention and community‑based care

Running from May 2026 to October 2027, the mixed‑methods study will generate evidence to inform future improvements in pharmacist training, workforce planning and patient care.

Looking Ahead

The second half of the PRU contract offers an exciting opportunity to deepen our evaluation of and contribution to workforce policy at a time of significant change in health and social care services. By focusing on a smaller set of core projects, we will retain capacity for responsive work. This will allow the Unit to provide timely, high‑quality evidence that supports both immediate policy needs, policy implementation and long‑term planning.

Prof Annette Boaz, Director, Policy Research Unit in Health and Social Care Workforce, June 2026

Acknowledgment and disclaimer

This research unit is core funded by the National Institute for Health and Care Research (NIHR) Policy Research Programme (NIHR206121 – NIHR Policy Research Unit in Health and Social Care Workforce). The views expressed in this blog post are those of the author and not necessarily those of the NIHR or the Department of Health and Social Care.