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New Zealand is not alone in facing challenges for the building and sustaining of a future health workforce that can meet the needs of a diverse population. In this article, the author describes how New Zealand has begun to build on models developed from the UK and elsewhere to attend to workforce issues in the child and adolescent mental health and addictions sector. The workforce planning development model being implemented by the Werry Centre for Child and Adolescent Mental Health has a solid pedigree, with a very New Zealand focused process for implementation.

Workforce pressures are the key constraining factor in effective delivery of the CAMHS agenda (Kurtz et al, 2006). The continuing investment and expansion of Child and Adolescent Mental Health Services (CAMHS) has key implications for workforce planning, and improving outcomes for children and young people requires an adequately resourced, trained and motivated workforce. Every Child Matters: Change for children in health services and the National Service Framework for Children, Young People and Maternity Services establishes for the first time, clear standards for promoting the health and well‐being of children and young people, and for providing high quality services that meet their needs. This paper explores the key workforce issues facing child and adolescent mental health services as identified by child and adolescent practitioners. A number of key themes are identified along with the associated challenges.

This article will provide an overview of the national child and adolescent mental health service (CAMHS) workforce planning programme 2006‐7, which used early implementer sites in each of the eight English regions to produce a specialist CAMHS workforce plan and explores the potential transferable learning from the CAMHS experience to workforce planning across a range of other settings.

Targets set in 2005 by the Department of Health in the form of a public service agreement (PSA, 2003‐2006) standard require the development of comprehensive CAMHS, which provide services for children and young people with learning disabilities (LD). This standard presents particular challenges to the existing national CAMHS workforce.This paper reports on a specific project to undertake a northwest regional audit regarding capacity and capability of staff working in CAMHS to care for children and young people with learning disabilities.

This paper focuses on the policy context that led to the development of the New Ways of Working in child and adolescent mental health services (NWW CAMHS) project and the future direction of change that is its legacy. NWW CAMHS represents a merging of policy and practice across what is sometimes a divide between adult and child services. In some aspects, CAMHS had already adopted what became known as a NWW in adult mental health with multidisciplinary teams characterised by dispersed patterns of responsibility and leadership. In other areas, particularly the involvement of service users and carers, CAMHS has been less forward‐thinking. There continues to be a significant workforce challenge for children's services and a risk that innovation and development will not be fully inclusive of the full range of service users' needs. It is important that the lessons learned from the national workforce programme are kept while the usual boundaries to development across services are broken down.

The National Workforce Programme (DoH, 2004a), supported by the National Child and Adolescent Mental Health Service Workforce sub‐group, commissioned a project to look at New Ways of Working (NWW) in Child and Adolescent Mental Health Service (CAMHS). This article provides an overview of the NWW CAMHS project using two of the 10 early implementer sites as examples. General lessons from the project are explored.

Specialist CAMHS provide skilled assessment and interventions for children, young people and their families who have mental health disorders. The training needs of the staff who work in specialist CAMHS are not always clear or prioritised, due to the complexities and differing contexts in which specialist CAMHS are provided. The aim of this paper was to establish stakeholders' experiences of service complexities and challenges that affect training within specialist CAMHS. The project employed interviews to gain wide‐ranging consultation with key stakeholder groups. The sample consisted of 45 participants recruited from policy departments, professional bodies, higher education providers, commissioners, service managers, and practitioners. The participants identified a number of themes that limit training, and put forward solutions on how these could be facilitated in the future. Emerging themes related to leadership and the role of service managers, strategic management of training, commissioning, levels of staff training, resources, impact of training on service users, and availability of training programmes. The findings emphasise the need for the strategic workforce planning of training to meet service delivery goals. Policy, commissioning, workforce training strategies, service needs, and delivery of training should be integrated and closely linked.

Dictionaries of quotations are one of the more personal categories of reference books as evidenced by the diverse responses of their reviewers. The latest edition of The Oxford Dictionary of Quotations was considered “a splendid achievement” by one and “a disaster” by another, while a third introduced his critique with the caution, “It can be said about any such book that its contents will be in‐adequate and its editors presumptuous …”

In 1969, Warren Nutter left the University of Virginia Department of Economics to serve as the Assistant Secretary of Defense for International Security Affairs in the Nixon administration. During his time in the Defense Department, Nutter was deeply involved in laying the groundwork for a military coup against the democratically elected president of Chile, Salvador Allende. Although Nutter left the Pentagon several months before the successful 1973 coup, his role in Chile was far more direct than the better-known cases of Friedrich Hayek, Milton Friedman, James Buchanan, and Arnold Harberger. This chapter describes Nutter’s role in Chile policymaking in the Nixon administration. It shows how Nutter’s criticisms of Henry Kissinger are grounded in his economics, and compares and contrasts Nutter with other economists who have been connected to Pinochet’s dictatorship.