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Centre for Workforce Intelligence CfWI

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Vision, Mission Aims

Vision, Mission Aims

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  • 1. Mission, Vision, Values and Work Programme
  • 2. Development of the CfWI
  • 3. “Supporting this operating system are the improvements in the robustness and availability of workforce information, evidence and research which will be provided by the Centre for Workforce Intelligence (CfWI). This resource will be used by all parts of the NHS to improve the quality of workforce development plans at national, regional and local level. Education commissioning needs will be derived from those workforce plans.” Clare Chapman Director General, Workforce
  • 4. CfWI Values
  • 5. CfWI culture
  • 6. Mission The Centre for Workforce Intelligence is working to become the primary source of workforce intelligence for health and social care. Vision The Centre for Workforce Intelligence (CfWI) is the new national authority on workforce planning and development providing advice and information to the NHS and social care system.
  • 7. CfWI Culture – Our working principles Collaborative Collegiate Flexible Partnering Excellence in Delivery Bringing together Bringing “best in Bringing the Working hand in Achieving fantastic results in new partners, class “ ability to react glove with the DH a well managed and technologies, capabilities quickly to to provide coherent delivery model processes, & working to a changes in objective, robust common purpose circumstance and and rigorous specialists: to workforce provide evidence- for the CfWI to feedback intelligence based information, improve provided models and wellbeing for recommendations patients and service users High quality intelligence informs better workforce planning that improves people’s lives
  • 8. CfWI – Ways of Working At the heart of our approach are five key themes Improving lives – CfWI works in For an excellent CfWI We will use We will actively seek to Striving to improve partnership with our team combines innovative match the different health and wellbeing DH, SHAs and best in class methods, needs of our target in England through Regional Offices to organisations that processes, users, going out to find excellence and define and articulate provide deep and engagement tools, and engage with them professionalism. ‘requirement’ led complementary research and wherever they are. services that deliver specialisms practice to improve defined outcomes the intelligence available for workforce planning One team, values led, Commissioning Best in class Innovation ‘No wrong door’ & one brand led The success of CfWI will be secured by engagement and involvement across all stakeholders
  • 9. What is workforce planning? Workforce Planning is the process of ensuring that a business or organisation has the right number of employees; with the right knowledge, skills and behaviours in the right place, at the right time. IRS Employment Review 790
  • 10. Key roles and responsibilities
  • 11. The National Landscape CfWI
  • 12. Areas of Development Intelligence Leadership Planning
  • 13. Themes & outcomes Long range outcomes driven by strategic themes Senior leaders in health and social care Strengthening Organisations are are driving workforce leadership in taking a longer-term planning that is workforce Promoting long view of workforce integrated with planning range planning planning service and financial planning Leadership Leadership Service delivery has Organisations have the been improved through skills and resources they need to plan and Planning The Centre Planning matching workforce to patient & service users for Workforce Matching the develop their Improving needs and Customers skills and Intelligence workforce to supported in improving workforce resources patient needs health & social care Centre is the primary Intelligence Intelligence Robust and Sharing good Workforce planners source of workforce timely practice and are accessing, using intelligence and is intelligence innovation and contributing to cherished by those Centre's growing and improving people’s Achieved by validated body of lives in health & social the end of knowledge care 2014
  • 14. CfWI Big picture – Year 1 Programme All activity underpinned by quality/productivity challenge Service Areas Service Areas 1. 1. Leadership, capacity, and capability Leadership, capacity, and capability 2. 2. Horizon scanning Horizon scanning 3. 3. Data collation, analysis and modelling Data collation, analysis and modelling 4. 4. Marketing and communication Marketing and communication Enabling activities Enabling activities Projects Projects CfWI CfWI 1. 1. Care pathway – Long-term conditions Care pathway – Long-term conditions 1. 1. Develop organisational blueprint Develop organisational blueprint Mission Mission 2. 2. Establish information architecture – fit for Establish information architecture – fit for 2. People transition (WRT and others) purpose 2. People transition (WRT and others) Vision Vision 3. 3. purpose Identify risks and opportunities and mitigation Identify risks and opportunities and mitigation 3. 3. Complete due diligence and transition Complete due diligence and transition plan Strategy Strategy 4. plus action plus action Build a brilliant web portal plan 4. Build a brilliant web portal Governance, Learning & Growth Governance, Learning & Growth 1. 1. Establish effective governance – Establish effective governance – challenge and scrutiny in place challenge and scrutiny in place 2. 2. High quality programme management High quality programme management 3. 3. Stakeholder engagement Stakeholder engagement 4. 4. Equality, access and client satisfaction Equality, access and client satisfaction Emphasis on leadership, delivery, participation, and outcomes
  • 15. Centre for Workforce Intelligence (CfWI) ‘Big picture’ year plans 2010 - 2015 Partnership with DH, SHAs, MEE, NICE, Royal Colleges, Deaneries, Partnership with DH, SHAs, MEE, NICE, Royal Colleges, Deaneries, 2010 2010 Local Authorities, and other stakeholders Local Authorities, and other stakeholders Establishing the Centre & Establishing the Centre & 1 1 Transforming community services, QIPP, core datasets, robust Transforming community services, QIPP, core datasets, robust evidence and research on what works, models, tools, thought evidence and research on what works, models, tools, thought leadership Delivering on key areas Delivering on key areas leadership Leadership and capability --strengthening the system; mapping, 2011 2011 Leadership and capability strengthening the system; mapping, interpreting & coordinating the implications of care pathways; Programme constructed in Programme constructed in 2 2 interpreting & coordinating the implications of care pathways; Horizon scanning; working closely with SHAs, Trusts and LAs to Horizon scanning; working closely with SHAs, Trusts and LAs to consultation with stakeholders consultation with stakeholders implement workforce strategy; implement workforce strategy; Long-term and strategic scenario planning, research, evidence and 2012 2012 Long-term and strategic scenario planning, research, evidence and analysis; wide dissemination and implementation of best practice Centre established as an Centre established as an 3 3 analysis; wide dissemination and implementation of best practice Gathering further evidence to provide clear guidelines about Gathering further evidence to provide clear guidelines about International hub workforce models that further support quality and productivity workforce models that further support quality and productivity International hub 2013 2013 Developing insights into risks and issues arising from evaluation Developing insights into risks and issues arising from evaluation Independent Evaluation of the Independent Evaluation of the 4 4 New Strategic Plan for CfWI – preparation for workforce planning in New Strategic Plan for CfWI – preparation for workforce planning in new 3 year spending round new 3 year spending round Centre Centre Options appraisal for CfWI as a resource across the public sector 2014 2014 Options appraisal for CfWI as a resource across the public sector Preparation for CfWI 2015 -19 Preparation for CfWI 2015 -19 5 5 Explore self-sustaining aspects of the Centre (Public-Private Explore self-sustaining aspects of the Centre (Public-Private Partnership or Social Enterprise) Partnership or Social Enterprise)
  • 16. Governance Board Chair Professor Dame Carol Black Professor Dame Carol Black Senait Petros Senait Petros Board Secretary Board Secretary Dame Carol is the first National Director for Health and Work, Pro-Chancellor University of Bristol and Chair of the Nuffield Trust. Professor Peter Professor Peter Dame Donna Dame Donna Professor Professor Dr Mary Armitage Dr Mary Armitage Sir Neil McKay Sir Neil McKay Roy Taylor Roy Taylor Candace Imison Candace Imison Kopelman Kopelman Kinnair Kinnair Andrew Stephens Andrew Stephens Former Clinical Vice Former Clinical Vice Roy retired as Roy retired as President of the President of the Peter Kopelman Peter Kopelman Director of Nursing Director of Nursing Neil has spent his Neil has spent his England’s longest England’s longest Candace joined Candace joined Professor of Public Professor of Public Royal College of Royal College of is the Principal of is the Principal of and Head of and Head of entire career in the entire career in the serving Director of serving Director of The King’s Fund The King’s Fund Health at Health at Physicians, and Physicians, and St George's, St George's, Integrated Integrated National Health National Health Social Services in Social Services in from the NHS from the NHS Birmingham Birmingham current Medical current Medical University of University of Children's Children's Service, entering Service, entering 2009, having been 2009, having been where she was where she was University. University. Director of the Royal Director of the Royal London. He has a London. He has a Commissioning at Commissioning at as a young Trainee as a young Trainee a President of the a President of the Director of Strategy Director of Strategy Academic interests Academic interests Bournemouth Bournemouth long-standing long-standing Southwark Health Southwark Health Administrator in Administrator in Association of Association of in a large acute in a large acute are health are health Hospital, where she Hospital, where she interest in interest in and Social Care. and Social Care. 1970. Since then 1970. Since then Directors and led Directors and led trust. Candace trust. Candace technology technology is a Consultant is a Consultant diabetes care and diabetes care and Previously, Previously, Neil has operated Neil has operated work on direct work on direct joined the NHS in joined the NHS in assessment, assessment, Physician and Physician and initiated a district- initiated a district- Strategic Strategic at senior levels at senior levels payments, payments, 1987 and held a 1987 and held a horizon scanning in horizon scanning in Endocrinologist. Endocrinologist. wide scheme for wide scheme for Commissioner for Commissioner for across the NHS across the NHS mentoring of black mentoring of black number of senior number of senior health care, and health care, and Honorary Clinical Honorary Clinical integrated care in integrated care in Children's Services Children's Services around the country around the country and minority ethnic and minority ethnic management and management and health care needs health care needs Senior Lecturer at Senior Lecturer at East London. His East London. His for Lambeth, for Lambeth, including Chief including Chief managers, and on managers, and on board level roles board level roles assessment. Vice- assessment. Vice- Southampton Southampton major research major research Southwark and Southwark and Operating Officer Operating Officer civil contingency. civil contingency. within NHS within NHS Chair of Appraisal Chair of Appraisal University, and on University, and on interest is in the interest is in the Lewisham Health Lewisham Health and Deputy Chief and Deputy Chief He was also He was also providers and providers and Committee of the Committee of the part time part time field of obesity, in field of obesity, in Authority. She was Authority. She was Executive of the Executive of the National Director National Director commissioners, commissioners, National Institute of National Institute of secondment to the secondment to the particular particular also child also child entire NHS. Over entire NHS. Over for Pandemic Flu for Pandemic Flu and on strategy at and on strategy at Clinical Excellence. Clinical Excellence. Department of Department of endocrine endocrine protection advisor protection advisor the last three years the last three years and Social Care and Social Care the Department of the Department of Co-founder and Co-founder and Health as senior Health as senior aspects and aspects and with Community with Community Neil has been CE Neil has been CE and was awarded a and was awarded a Health between Health between vice-chair of vice-chair of Clinical Advisor and Clinical Advisor and possible genetic possible genetic Health South Health South of NHS East of of NHS East of CBE for his CBE for his 2000 and 2006 2000 and 2006 "Euroscan" "Euroscan" Deputy Director of Deputy Director of determinants.. determinants.. London London England England contribution to contribution to Medical Education Medical Education social services. social services.
  • 17. Advisory Panel Professor Professor Professor Professor Sir Christopher Edwards Sir Christopher Edwards Dr Moira Livingston Dr Moira Livingston Dean Royles Dean Royles Sir Neil Douglas Sir Neil Douglas Christine Norton Christine Norton Sir Christopher Edwards is Sir Christopher Edwards is Sir Neil Douglas is Professor Sir Neil Douglas is Professor Moira is Director of Workforce Moira is Director of Workforce Dean Royles joined NHS Dean Royles joined NHS the first Chairman of Medical the first Chairman of Medical of Respiratory & Sleep of Respiratory & Sleep Christine Norton is Professor of Christine Norton is Professor of and Deputy Medical Director and Deputy Medical Director North West in December North West in December Education England, Education England, Medicine at the University of Medicine at the University of Clinical Nursing Innovation at Clinical Nursing Innovation at at the North East Strategic at the North East Strategic 2007 from United 2007 from United Chairman of the Chelsea and Chairman of the Chelsea and Edinburgh, an Honorary Edinburgh, an Honorary Imperial College Healthcare Imperial College Healthcare Health Authority. In 2008 Health Authority. In 2008 Lincolnshire Hospitals NHS Lincolnshire Hospitals NHS Westminster NHS Foundation Westminster NHS Foundation Consultant Physician at the Consultant Physician at the NHS Trust & Bucks New NHS Trust & Bucks New Moira was the named editor Moira was the named editor Trust (ULH), where he was Trust (ULH), where he was Trust and of the Council of Trust and of the Council of Royal Infirmary of Edinburgh Royal Infirmary of Edinburgh University and Nurse University and Nurse in chief (England) for Lord in chief (England) for Lord Director of Human Resources Director of Human Resources the British Heart Foundation. the British Heart Foundation. and Chairman of the UK and Chairman of the UK Consultant (Bowel Control), St Consultant (Bowel Control), St Darzi’s ‘A High Quality Darzi’s ‘A High Quality (HR) and Communications. (HR) and Communications. He was also Professor of He was also Professor of Academy of Medical Royal Academy of Medical Royal Mark’s Hospital, Harrow. Her Mark’s Hospital, Harrow. Her Workforce’. Moira’s current Workforce’. Moira’s current He has an MSc in Human He has an MSc in Human Clinical Medicine in Clinical Medicine in Colleges (AoMRC). His Colleges (AoMRC). His current teaching and research current teaching and research national commitments national commitments Resources and is also aa Resources and is also Edinburgh, Dean of the Edinburgh, Dean of the previous roles include previous roles include practice focuses on the needs practice focuses on the needs include; chair of the include; chair of the visiting fellow at the visiting fellow at the Faculty of Medicine, Provost Faculty of Medicine, Provost President of the British Sleep President of the British Sleep and experience of people with and experience of people with Education and Training Education and Training University of Northumbria, University of Northumbria, of the Faculty Group of of the Faculty Group of Society and Secretary of the Society and Secretary of the faecal incontinence and faecal incontinence and Working Group for Health Working Group for Health Chair of the Board of the Chair of the Board of the Medicine and Veterinary Medicine and Veterinary British Thoracic Society. He British Thoracic Society. He constipation. Responsible for constipation. Responsible for Care Science Careers and Care Science Careers and Chartered Institute of Chartered Institute of Medicine before becoming Medicine before becoming was also President of the was also President of the nursing research at Imperial nursing research at Imperial membership of aanumber of membership of number of Personnel and Development Personnel and Development the first Principal of the the first Principal of the Royal College of Physicians of Royal College of Physicians of College Healthcare NHS Trust College Healthcare NHS Trust national bodies such as the national bodies such as the and aachartered fellow for the and chartered fellow for the Imperial College School of Imperial College School of Edinburgh and Education and Edinburgh and Education and Medical Programme Board, Medical Programme Board, same organisation. same organisation. Medicine. Medicine. Training Lead of the AoMRC Training Lead of the AoMRC Moira Gibb CBE Moira Gibb CBE Sir Duncan Nichol Sir Duncan Nichol Jane Rook Jane Rook Wendy Reid Wendy Reid Moira joined Camden as Chief Moira joined Camden as Chief Sir Duncan Nichol CBE. was Chief Sir Duncan Nichol CBE. was Chief Wendy is the Consultant Wendy is the Consultant Executive in July 2003. Previously Executive in July 2003. Previously Executive of the NHS Executive of the NHS Jane is Head of Workforce Jane is Head of Workforce Gynaecologist at the Royal Free Gynaecologist at the Royal Free she was Executive Director, she was Executive Director, Management Executive from 1989 Management Executive from 1989 Innovation at NHS West Innovation at NHS West Hospital in London and Postgraduate Hospital in London and Postgraduate Housing and Social Services in Housing and Social Services in -1994. He later became aa -1994. He later became Midlands. As an AHP, Jane has Midlands. As an AHP, Jane has Dean for the London Deanery. Her Dean for the London Deanery. Her the Royal Borough of Kensington the Royal Borough of Kensington Professional Fellow at the Professional Fellow at the undertaken roles throughout the undertaken roles throughout the other roles include National Clinical other roles include National Clinical and Chelsea. She was President and Chelsea. She was President Manchester Centre for Healthcare Manchester Centre for Healthcare NHS. After experiencing roles NHS. After experiencing roles Lead for Hospital at Night, Clinical Lead for Hospital at Night, Clinical of the Association of Directors of of the Association of Directors of Management at the University of Management at the University of involving organisational change involving organisational change Advisor to DH on Working Time Advisor to DH on Working Time Social Services in 2000/01 and Social Services in 2000/01 and Manchester. Sir Duncan served as Manchester. Sir Duncan served as she developed skills in change she developed skills in change Directive, Council member of the Directive, Council member of the was appointed CBE for Services was appointed CBE for Services aaNon-Executive Director of BUPA Non-Executive Director of BUPA management and service management and service RCOG and Lead Dean for Paediatrics, RCOG and Lead Dean for Paediatrics, to Social Services in the 2002 to Social Services in the 2002 between 1994 and 2002. Since between 1994 and 2002. Since transformation through her role as transformation through her role as General Surgery and Plastic Surgery. General Surgery and Plastic Surgery. New Years Honours. In 2009 she New Years Honours. In 2009 she the start of 2010, Sir Duncan has the start of 2010, Sir Duncan has National change agent for Wales. National change agent for Wales. Wendy was also selected to be part of Wendy was also selected to be part of chaired the Government’s Social chaired the Government’s Social been leading the workforce been leading the workforce She has also undertaken an MSc She has also undertaken an MSc the first Chief Executive Succession the first Chief Executive Succession Work Task Force and is now Work Task Force and is now planning workstream of MEE’s planning workstream of MEE’s in HRM through Manchester in HRM through Manchester Planning Leadership Training Planning Leadership Training chairing the Social Work Reform chairing the Social Work Reform Healthcare Scientist Programme Healthcare Scientist Programme Business School Business School Programme for the NHS Programme for the NHS Board. Board. Board. Board.
  • 18. Organisational Structure Chief Executive ** Chief Executive Board Secretary Board Secretary Peter Sharp Peter Sharp Senait Petros Senait Petros Operations ** Operations Finance Director ** Finance Director Commissioning Director ** Commissioning Director Support Support Rav Saund Vacancy Vacancy Transition - -Mark Horncastle Transition Mark Horncastle Rav Saund Contracts ** Contracts Manager Head of ** Head of ** Head of Training Consultant Training Consultant Head of ** Head of Manager Head of Communications Analytics Analytics Leadership Leadership Communications Kath Whiting Kath Whiting Mark Garvey Mark Garvey Simon Peck Simon Peck Interim Joanna Kenny Clare McKitrick Clare McKitrick Interim Joanna Kenny Leadership Team Support provided through Support provided through Data Analyst Data Analyst Rapid Rapid Regional Leads Regional Leads Communication Communication Research Research Partners Partners and Modelling and Modelling Response Response John Deagle Consultant Consultant Lead Lead John Deagle Lead Lead Lead Lead Vacancy Vacancy ••Engine Public Engine Public Senait Petros Martyn Dell Vacancy Andy Knapton Senait Petros Martyn Dell Vacancy Andy Knapton ••University of Manchester Vacancy Vacancy University of Manchester ••Skills for Health Skills for Health Vacancy Vacancy ••Solutions for Public Health Solutions for Public Health Vacancy Vacancy ••Skills for Care Skills for Care Professional Professional ••Institute of Public Care Advisors Advisors Institute of Public Care ••Other Partners Other Partners Team Leader Team Leader Team Leader Team Leader (as and when required) (as and when required) Dave Waghorn Dave Waghorn Katie Bizzill Katie Bizzill Support Provided Support Provided through Group charge through Group charge Senior Senior Senior Senior Info Info Data Data Info Info Data Data Trainee Trainee Info Info Info Info ••ICT ICT Analysts Analysts Modellers Modellers Analysts Analysts Modellers Modellers Analyst Analyst Analysts Analysts Analysts Analysts ••HR HR Andrew Brygitta Natalia Andrew Andrew Beddow Brygitta Nazim Khan Jack Turner Natalia Jess Nandhra ••Finance Finance Andrew Beddow Atraszkiewicz Atraszkiewicz Nazim Khan Jack Turner Leszczynzska Leszczynzska Woodward Woodward Jess Nandhra ••Admin Admin Irum Ossai Irum Ossai Adrian Reeves Laura Dunkley Laura Dunkley Adrian Reeves Felicity Howdle Felicity Howdle *Based in London
  • 19. For more information, please contact: Peter Sharp, Chief Executive peter.sharp@cfwi.org.uk 07966 310691 Senait Petros, Board Secretary senait.petros@cfwi.org.uk 07906 599311 We are keen to establish close links with all those interested in improving the wellbeing of patients and service users in health and social care. We are currently working to build the website for the Centre that will become www.cfwi.org.uk