Greg Allen, CfWI COO, Westminster Health Forum - July 2013

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Greg Allen, CfWI COO, Westminster Health Forum - July 2013

  1. 1. The CfWI produces quality intelligence to inform better workforce planning that improves people’s lives Developing the health and care workforce: Leadership, management and regulation Westminster Health Forum Greg Allen, Chief Operating Officer, Centre for Workforce Intelligence
  2. 2. Introduction What is the CfWI and what does it do?  The Centre for Workforce Intelligence (CfWI) is the national authority on workforce planning, development and intelligence for health and social care. All our work is driven by the needs of patients, service users, and citizens – and the whole health and social care system. The CfWI provides:  easily accessible tools and resources for workforce planners in health and social care;  long-term strategic scenario planning for workforce, based on research and evidence with careful analysis and measured comment;  application of this thinking to real life situations. The CfWI specifically aims to:  Deliver commissions for DH/HEE and drive impact for employers;  Help and support HEE deliver its mandate.
  3. 3. The care and health workforce in England is significant… ...because of its size ...over 1.36 million people in the NHS ...1.85 million adult social care workers ...and also because of the work itself
  4. 4. CfWI Strategy 2013-14 Overview Leadership Intelligence Planning n Department of Health, NHS Commissioning Board, Health Education England, LETBs, PHE n CEOs (health and social care) Policy Decision making Delivery n Directors of workforce n HR n Managers and finance n Planners n Service managers n Team leaders
  5. 5. CfWI Priorities 2013-14 Leadership Intelligence Planning n Shape of the health and social care workforce n Horizon scanning n Approach to integrated healthcare n Supporting the new organisations – PHE, HEE, LETBs etc n Medical and dental n Nursing and maternity n Social care n Pathway approaches n Securing the future workforce supply (SFWS) n Tools n Templates n Good practice vignettes
  6. 6. Our big picture challenges
  7. 7. CfWI approach Stage 1 – Horizon scanning  Research, desktop review, consultation  Workshop to identify key drivers Stage 2 – Scenario generation  Qualitative narratives with impact and uncertainty relativity  Delphi groups  Quantitative analysis Stage 3 – Workforce modelling  Define assumptions  Build supply/demand metric  Identify policy levers Stage 4 – Policy analysis  Describe impact of different policy drivers  Identify components of workforce plans  Options appraisal when commissioned.
  8. 8. Centre for Workforce Intelligence

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