A large multi-site NHS provider commissioned an independent review of its radiology consultant workforce in response to sustained diagnostic demand, workforce vacancies and increasing reliance on temporary and outsourced reporting. Senior leaders required a clear, objective understanding of whether service pressures were driven by productivity, staffing levels or the structure of the existing delivery model, in order to support informed workforce and financial planning.
The review demonstrated that consultant radiologists were delivering strong levels of reporting activity consistent with national standards, with no evidence that productivity was a primary driver of pressure. Instead, the analysis showed a material shortfall in substantive consultant capacity, which was being managed through additional sessions worked by substantive staff alongside extensive use of locum, agency and outsourced reporting. While these approaches had enabled service continuity, they carried higher cost and increased operational risk when compared with a more sustainable workforce model.
A high-level financial assessment identified a potential recurrent saving opportunity, across the sites, of approximately £3–4 million per annum. This comprised around £1.9 million associated with improved alignment of the substantive workforce model, alongside a further £1.5–2 million opportunity linked to reducing the volume of outsourced reporting over time. Although outsourced costs were broadly in line with market norms, the scale of outsourcing was high, and targeted investment in substantive capacity was shown to offer a more sustainable and cost-effective solution. The work provided leaders with a quantified view of financial risk and opportunity, supporting clearer decisions about the future shape and affordability of the service.