Alison Alsbury
Board-level advisor and strategic leader with two decades at the top of health and social care.
Alison is Chief Executive of Health Dynamics. She works directly with boards and executive teams to provide independent challenge, strategic clarity and delivery-focused solutions - combining workforce modelling, scenario planning and organisational development to translate strategy into sustainable operational outcomes.
Over 15 years operating at executive and board level across health, social care and the voluntary sector, following an earlier career in European strategic consulting and utilities regulation.
Senior assignments with NHS England and the Department of Health include Workforce Modelling Lead for NHS England's New Care Models programme and, since 2019, sustained work with NHS England and Health Education England supporting integrated care systems in population health and workforce planning.
During COVID-19, led rapid workforce redeployment strategies for critical care and vaccination programmes, strengthening system resilience under extreme pressure.
Recent and notable work
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North East London Cancer AllianceLed the development of a cancer workforce and service model to address health inequalities, workforce constraints and rising demand - enabling system leaders to prioritise investment and redesign pathways.
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Thames Valley Cancer Alliance & BOB ICBDesigned a future workforce model for cancer services, supporting long-term strategic planning and capacity alignment across a large multi-provider footprint.
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BOB ICB - ENT servicesDeveloped a revised workforce and service model to tackle elective backlog recovery, addressing productivity, workforce shortages and pathway inefficiencies.
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Royal Berkshire, Oxford University Hospitals, Buckinghamshire HealthcareLed a cross-system response to critical shortages in Radiology and Pathology, enabling collaborative workforce solutions across organisational boundaries.
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Frimley ICBAdvised on workforce and service responses to health inequalities and escalating pressures in community and social care services, supporting system-wide prioritisation and resource allocation.
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Surrey Heartlands ICBDeveloped a workforce plan for neurodevelopmental services to address Autism and ADHD diagnostic backlogs, balancing clinical demand, workforce supply and service redesign.
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NHS EnglandLed national strategic workforce planning and ICS simulation workshops, enabling system leaders to test scenarios and respond to population health challenges. Designed the national workforce model for junior doctors supporting the MTAS recruitment system.
Roles held
- Chief Executive, Health Dynamics
- Interim Chief Executive - Hospice
- Chief Operating Officer - Community Services
- Turnaround Director & Director of Commissioning - commissioning organisations
- Board Non-Executive - Clinical Commissioning Groups and major provider trusts
- Senior advisory roles - NHS England & Department of Health
- Regeneration & public-private partnerships - senior public-sector leadership
- European strategic consulting & utilities regulation - early career
- MA (Hons) - St Hilda's College, Oxford (1981)
- BA (Hons) - St Hilda's College, Oxford (1977)
Author or editor of eight titles on corporate governance, executive training, small business and marketing, including Maw on Corporate Governance (Dartmouth, 1994) and the Quick Answers business series (Prentice Hall/Pearson, 2001).
Want to brief Alison on a problem?
Alison takes exploratory conversations with boards and executives directly. There is no charge for an initial call and no obligation to engage.