Mission, Vision, Values and Work
Programme
Development of the CfWI
“Supporting this operating system
are the improvements in the
robustness and availability of
workforce information, eviden...
CfWI Values
CfWI culture
Mission
Vision
The Centre for Workforce Intelligence is working to become
the primary source of workforce intelligence for...
Collaborative
Bringing together
new partners,
technologies,
processes, &
specialists: to
provide evidence-
based informati...
One team,
values led,
& one brand
Commissioning
led
Best in class Innovation ‘No wrong door’
Improving lives –
Striving to...
What is workforce planning?
Workforce Planning is the process of ensuring that a business or
organisation has the right nu...
Key roles and responsibilities
The National Landscape
CfWI
Leadership PlanningIntelligence
Areas of Development
Achieved by
the end of
2014
Senior leaders in
health and social care
are driving workforce
planning that is
integrated wit...
1. Develop organisational blueprint
2. People transition (WRT and others)
3. Complete due diligence and transition
plan
1....
22
11
33
44
55
Centre for Workforce Intelligence (CfWI)
2011
Programme constructed in
consultation with stakeholders
2011
...
Governance Board
Professor Dame Carol BlackProfessor Dame Carol Black
Dr Mary ArmitageDr Mary Armitage
Former Clinical Vic...
Sir Christopher EdwardsSir Christopher Edwards
Sir Christopher Edwards is
the first Chairman of Medical
Education England,...
Organisational Structure
Regional LeadsRegional Leads
Finance Director *Finance Director * Commissioning Director *Commiss...
For more information, please contact:
Peter Sharp, Chief Executive
peter.sharp@cfwi.org.uk
07966 310691
Senait Petros, Boa...
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Centre for Workforce Intelligence CfWI

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Centre for Workforce Intelligence CfWI

  1. 1. Mission, Vision, Values and Work Programme
  2. 2. Development of the CfWI
  3. 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. 4. CfWI Values
  5. 5. CfWI culture
  6. 6. Mission Vision The Centre for Workforce Intelligence is working to become the primary source of workforce intelligence for health and social care. 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. 7. Collaborative Bringing together new partners, technologies, processes, & specialists: to provide evidence- based information, models and recommendations Collegiate Bringing “best in class “ capabilities working to a common purpose for the CfWI to improve wellbeing for patients and service users Flexible Bringing the ability to react quickly to changes in circumstance and feedback provided Partnering Working hand in glove with the DH to provide objective, robust and rigorous workforce intelligence Excellence in Delivery Achieving fantastic results in a well managed and coherent delivery model High quality intelligence informs better workforce planning that improves people’s lives CfWI Culture – Our working principles
  8. 8. One team, values led, & one brand Commissioning led Best in class Innovation ‘No wrong door’ Improving lives – Striving to improve health and wellbeing in England through excellence and professionalism. CfWI works in partnership with DH, SHAs and Regional Offices to define and articulate ‘requirement’ led services that deliver defined outcomes For an excellent CfWI our team combines best in class organisations that provide deep and complementary specialisms We will use innovative methods, processes, engagement tools, research and practice to improve the intelligence available for workforce planning We will actively seek to match the different needs of our target users, going out to find and engage with them wherever they are. CfWI – Ways of Working At the heart of our approach are five key themes The success of CfWI will be secured by engagement and involvement across all stakeholders
  9. 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. 10. Key roles and responsibilities
  11. 11. The National Landscape CfWI
  12. 12. Leadership PlanningIntelligence Areas of Development
  13. 13. Achieved by the end of 2014 Senior leaders in health and social care are driving workforce planning that is integrated with service and financial planning The Centre for Workforce Intelligence Centre is the primary source of workforce intelligence and is cherished by those improving people’s lives in health & social care Leadership Planning Intelligence Leadership Planning Intelligence Robust and timely intelligence Sharing good practice and innovation Promoting long range planning Strengthening leadership in workforce planning Improving skills and resources Long range outcomes driven by strategic themes Organisations have the skills and resources they need to plan and develop their workforce Organisations are taking a longer-term view of workforce planning Workforce planners are accessing, using and contributing to Centre's growing and validated body of knowledge Service delivery has been improved through matching workforce to patient & service users needs and Customers supported in improving health & social care Matching the workforce to patient needs Themes & outcomes
  14. 14. 1. Develop organisational blueprint 2. People transition (WRT and others) 3. Complete due diligence and transition plan 1. Develop organisational blueprint 2. People transition (WRT and others) 3. Complete due diligence and transition plan 1. Care pathway – Long-term conditions 2. Establish information architecture – fit for purpose 3. Identify risks and opportunities and mitigation plus action 4. Build a brilliant web portal 1. Care pathway – Long-term conditions 2. Establish information architecture – fit for purpose 3. Identify risks and opportunities and mitigation plus action 4. Build a brilliant web portal CfWI Big picture – Year 1 Programme 1. Leadership, capacity, and capability 2. Horizon scanning 3. Data collation, analysis and modelling 4. Marketing and communication 1. Leadership, capacity, and capability 2. Horizon scanning 3. Data collation, analysis and modelling 4. Marketing and communication 1. Establish effective governance – challenge and scrutiny in place 2. High quality programme management 3. Stakeholder engagement 4. Equality, access and client satisfaction 1. Establish effective governance – challenge and scrutiny in place 2. High quality programme management 3. Stakeholder engagement 4. Equality, access and client satisfaction Service AreasService Areas CfWI Mission Vision Strategy CfWICfWI Mission Vision Strategy Enabling activitiesEnabling activities ProjectsProjects Governance, Learning & GrowthGovernance, Learning & Growth Emphasis on leadership, delivery, participation, and outcomes All activity underpinned by quality/productivity challenge
  15. 15. 22 11 33 44 55 Centre for Workforce Intelligence (CfWI) 2011 Programme constructed in consultation with stakeholders 2011 Programme constructed in consultation with stakeholders Leadership and capability - strengthening the system; mapping, interpreting & coordinating the implications of care pathways; Horizon scanning; working closely with SHAs, Trusts and LAs to implement workforce strategy; Leadership and capability - strengthening the system; mapping, interpreting & coordinating the implications of care pathways; Horizon scanning; working closely with SHAs, Trusts and LAs to implement workforce strategy; 2010 Establishing the Centre & Delivering on key areas 2010 Establishing the Centre & Delivering on key areas Partnership with DH, SHAs, MEE, NICE, Royal Colleges, Deaneries, Local Authorities, and other stakeholders Transforming community services, QIPP, core datasets, robust evidence and research on what works, models, tools, thought leadership Partnership with DH, SHAs, MEE, NICE, Royal Colleges, Deaneries, Local Authorities, and other stakeholders Transforming community services, QIPP, core datasets, robust evidence and research on what works, models, tools, thought leadership 2012 Centre established as an International hub 2012 Centre established as an International hub Long-term and strategic scenario planning, research, evidence and analysis; wide dissemination and implementation of best practice Gathering further evidence to provide clear guidelines about workforce models that further support quality and productivity Long-term and strategic scenario planning, research, evidence and analysis; wide dissemination and implementation of best practice Gathering further evidence to provide clear guidelines about workforce models that further support quality and productivity 2013 Independent Evaluation of the Centre 2013 Independent Evaluation of the Centre Developing insights into risks and issues arising from evaluation New Strategic Plan for CfWI – preparation for workforce planning in new 3 year spending round Developing insights into risks and issues arising from evaluation New Strategic Plan for CfWI – preparation for workforce planning in new 3 year spending round 2014 Preparation for CfWI 2015 -19 2014 Preparation for CfWI 2015 -19 Options appraisal for CfWI as a resource across the public sector Explore self-sustaining aspects of the Centre (Public-Private Partnership or Social Enterprise) Options appraisal for CfWI as a resource across the public sector Explore self-sustaining aspects of the Centre (Public-Private Partnership or Social Enterprise) ‘Big picture’ year plans 2010 - 2015
  16. 16. Governance Board Professor Dame Carol BlackProfessor Dame Carol Black Dr Mary ArmitageDr Mary Armitage Former Clinical Vice President of the Royal College of Physicians, and current Medical Director of the Royal Bournemouth Hospital, where she is a Consultant Physician and Endocrinologist. Honorary Clinical Senior Lecturer at Southampton University, and on part time secondment to the Department of Health as senior Clinical Advisor and Deputy Director of Medical Education Former Clinical Vice President of the Royal College of Physicians, and current Medical Director of the Royal Bournemouth Hospital, where she is a Consultant Physician and Endocrinologist. Honorary Clinical Senior Lecturer at Southampton University, and on part time secondment to the Department of Health as senior Clinical Advisor and Deputy Director of Medical Education Peter Kopelman is the Principal of St George's, University of London. He has a long-standing interest in diabetes care and initiated a district- wide scheme for integrated care in East London. His major research interest is in the field of obesity, in particular endocrine aspects and possible genetic determinants.. Peter Kopelman is the Principal of St George's, University of London. He has a long-standing interest in diabetes care and initiated a district- wide scheme for integrated care in East London. His major research interest is in the field of obesity, in particular endocrine aspects and possible genetic determinants.. Professor Peter Kopelman Professor Peter Kopelman Dame Donna Kinnair Dame Donna Kinnair Director of Nursing and Head of Integrated Children's Commissioning at Southwark Health and Social Care. Previously, Strategic Commissioner for Children's Services for Lambeth, Southwark and Lewisham Health Authority. She was also child protection advisor with Community Health South London Director of Nursing and Head of Integrated Children's Commissioning at Southwark Health and Social Care. Previously, Strategic Commissioner for Children's Services for Lambeth, Southwark and Lewisham Health Authority. She was also child protection advisor with Community Health South London Dame Carol is the first National Director for Health and Work, Pro-Chancellor University of Bristol and Chair of the Nuffield Trust. Professor of Public Health at Birmingham University. Academic interests are health technology assessment, horizon scanning in health care, and health care needs assessment. Vice- Chair of Appraisal Committee of the National Institute of Clinical Excellence. Co-founder and vice-chair of "Euroscan" Professor of Public Health at Birmingham University. Academic interests are health technology assessment, horizon scanning in health care, and health care needs assessment. Vice- Chair of Appraisal Committee of the National Institute of Clinical Excellence. Co-founder and vice-chair of "Euroscan" Professor Andrew Stephens Professor Andrew Stephens Roy retired as England’s longest serving Director of Social Services in 2009, having been a President of the Association of Directors and led work on direct payments, mentoring of black and minority ethnic managers, and on civil contingency. He was also National Director for Pandemic Flu and Social Care and was awarded a CBE for his contribution to social services. Roy retired as England’s longest serving Director of Social Services in 2009, having been a President of the Association of Directors and led work on direct payments, mentoring of black and minority ethnic managers, and on civil contingency. He was also National Director for Pandemic Flu and Social Care and was awarded a CBE for his contribution to social services. Roy TaylorRoy Taylor Candace joined The King’s Fund from the NHS where she was Director of Strategy in a large acute trust. Candace joined the NHS in 1987 and held a number of senior management and board level roles within NHS providers and commissioners, and on strategy at the Department of Health between 2000 and 2006 Candace joined The King’s Fund from the NHS where she was Director of Strategy in a large acute trust. Candace joined the NHS in 1987 and held a number of senior management and board level roles within NHS providers and commissioners, and on strategy at the Department of Health between 2000 and 2006 Candace ImisonCandace Imison Neil has spent his entire career in the National Health Service, entering as a young Trainee Administrator in 1970. Since then Neil has operated at senior levels across the NHS around the country including Chief Operating Officer and Deputy Chief Executive of the entire NHS. Over the last three years Neil has been CE of NHS East of England Neil has spent his entire career in the National Health Service, entering as a young Trainee Administrator in 1970. Since then Neil has operated at senior levels across the NHS around the country including Chief Operating Officer and Deputy Chief Executive of the entire NHS. Over the last three years Neil has been CE of NHS East of England Sir Neil McKaySir Neil McKay Senait Petros Board Secretary Senait Petros Board Secretary Chair
  17. 17. Sir Christopher EdwardsSir Christopher Edwards Sir Christopher Edwards is the first Chairman of Medical Education England, Chairman of the Chelsea and Westminster NHS Foundation Trust and of the Council of the British Heart Foundation. He was also Professor of Clinical Medicine in Edinburgh, Dean of the Faculty of Medicine, Provost of the Faculty Group of Medicine and Veterinary Medicine before becoming the first Principal of the Imperial College School of Medicine. Sir Christopher Edwards is the first Chairman of Medical Education England, Chairman of the Chelsea and Westminster NHS Foundation Trust and of the Council of the British Heart Foundation. He was also Professor of Clinical Medicine in Edinburgh, Dean of the Faculty of Medicine, Provost of the Faculty Group of Medicine and Veterinary Medicine before becoming the first Principal of the Imperial College School of Medicine. Moira joined Camden as Chief Executive in July 2003. Previously she was Executive Director, Housing and Social Services in the Royal Borough of Kensington and Chelsea. She was President of the Association of Directors of Social Services in 2000/01 and was appointed CBE for Services to Social Services in the 2002 New Years Honours. In 2009 she chaired the Government’s Social Work Task Force and is now chairing the Social Work Reform Board. Moira joined Camden as Chief Executive in July 2003. Previously she was Executive Director, Housing and Social Services in the Royal Borough of Kensington and Chelsea. She was President of the Association of Directors of Social Services in 2000/01 and was appointed CBE for Services to Social Services in the 2002 New Years Honours. In 2009 she chaired the Government’s Social Work Task Force and is now chairing the Social Work Reform Board. Moira Gibb CBEMoira Gibb CBE Dean Royles joined NHS North West in December 2007 from United Lincolnshire Hospitals NHS Trust (ULH), where he was Director of Human Resources (HR) and Communications. He has an MSc in Human Resources and is also a visiting fellow at the University of Northumbria, Chair of the Board of the Chartered Institute of Personnel and Development and a chartered fellow for the same organisation. Dean Royles joined NHS North West in December 2007 from United Lincolnshire Hospitals NHS Trust (ULH), where he was Director of Human Resources (HR) and Communications. He has an MSc in Human Resources and is also a visiting fellow at the University of Northumbria, Chair of the Board of the Chartered Institute of Personnel and Development and a chartered fellow for the same organisation. Dean RoylesDean Royles Moira is Director of Workforce and Deputy Medical Director at the North East Strategic Health Authority. In 2008 Moira was the named editor in chief (England) for Lord Darzi’s ‘A High Quality Workforce’. Moira’s current national commitments include; chair of the Education and Training Working Group for Health Care Science Careers and membership of a number of national bodies such as the Medical Programme Board, Moira is Director of Workforce and Deputy Medical Director at the North East Strategic Health Authority. In 2008 Moira was the named editor in chief (England) for Lord Darzi’s ‘A High Quality Workforce’. Moira’s current national commitments include; chair of the Education and Training Working Group for Health Care Science Careers and membership of a number of national bodies such as the Medical Programme Board, Sir Duncan NicholSir Duncan Nichol Wendy is the Consultant Gynaecologist at the Royal Free Hospital in London and Postgraduate Dean for the London Deanery. Her other roles include National Clinical Lead for Hospital at Night, Clinical Advisor to DH on Working Time Directive, Council member of the RCOG and Lead Dean for Paediatrics, General Surgery and Plastic Surgery. Wendy was also selected to be part of the first Chief Executive Succession Planning Leadership Training Programme for the NHS Wendy is the Consultant Gynaecologist at the Royal Free Hospital in London and Postgraduate Dean for the London Deanery. Her other roles include National Clinical Lead for Hospital at Night, Clinical Advisor to DH on Working Time Directive, Council member of the RCOG and Lead Dean for Paediatrics, General Surgery and Plastic Surgery. Wendy was also selected to be part of the first Chief Executive Succession Planning Leadership Training Programme for the NHS Dr Moira LivingstonDr Moira Livingston Sir Duncan Nichol CBE. was Chief Executive of the NHS Management Executive from 1989 -1994. He later became a Professional Fellow at the Manchester Centre for Healthcare Management at the University of Manchester. Sir Duncan served as a Non-Executive Director of BUPA between 1994 and 2002. Since the start of 2010, Sir Duncan has been leading the workforce planning workstream of MEE’s Healthcare Scientist Programme Board. Sir Duncan Nichol CBE. was Chief Executive of the NHS Management Executive from 1989 -1994. He later became a Professional Fellow at the Manchester Centre for Healthcare Management at the University of Manchester. Sir Duncan served as a Non-Executive Director of BUPA between 1994 and 2002. Since the start of 2010, Sir Duncan has been leading the workforce planning workstream of MEE’s Healthcare Scientist Programme Board. Jane is Head of Workforce Innovation at NHS West Midlands. As an AHP, Jane has undertaken roles throughout the NHS. After experiencing roles involving organisational change she developed skills in change management and service transformation through her role as National change agent for Wales. She has also undertaken an MSc in HRM through Manchester Business School Jane is Head of Workforce Innovation at NHS West Midlands. As an AHP, Jane has undertaken roles throughout the NHS. After experiencing roles involving organisational change she developed skills in change management and service transformation through her role as National change agent for Wales. She has also undertaken an MSc in HRM through Manchester Business School Wendy ReidWendy ReidJane RookJane Rook Advisory Panel Sir Neil Douglas is Professor of Respiratory & Sleep Medicine at the University of Edinburgh, an Honorary Consultant Physician at the Royal Infirmary of Edinburgh and Chairman of the UK Academy of Medical Royal Colleges (AoMRC). His previous roles include President of the British Sleep Society and Secretary of the British Thoracic Society. He was also President of the Royal College of Physicians of Edinburgh and Education and Training Lead of the AoMRC Sir Neil Douglas is Professor of Respiratory & Sleep Medicine at the University of Edinburgh, an Honorary Consultant Physician at the Royal Infirmary of Edinburgh and Chairman of the UK Academy of Medical Royal Colleges (AoMRC). His previous roles include President of the British Sleep Society and Secretary of the British Thoracic Society. He was also President of the Royal College of Physicians of Edinburgh and Education and Training Lead of the AoMRC Professor Sir Neil Douglas Professor Sir Neil Douglas Christine Norton is Professor of Clinical Nursing Innovation at Imperial College Healthcare NHS Trust & Bucks New University and Nurse Consultant (Bowel Control), St Mark’s Hospital, Harrow. Her current teaching and research practice focuses on the needs and experience of people with faecal incontinence and constipation. Responsible for nursing research at Imperial College Healthcare NHS Trust Christine Norton is Professor of Clinical Nursing Innovation at Imperial College Healthcare NHS Trust & Bucks New University and Nurse Consultant (Bowel Control), St Mark’s Hospital, Harrow. Her current teaching and research practice focuses on the needs and experience of people with faecal incontinence and constipation. Responsible for nursing research at Imperial College Healthcare NHS Trust Professor Christine Norton Professor Christine Norton
  18. 18. Organisational Structure Regional LeadsRegional Leads Finance Director *Finance Director * Commissioning Director *Commissioning Director * Head of * Leadership Head of * Leadership John DeagleJohn Deagle Head of * Communications Head of * Communications Head of * Analytics Head of * Analytics Data Analyst and Modelling Lead Data Analyst and Modelling Lead Rapid Response Lead Rapid Response Lead Team LeaderTeam Leader Senior Info Analysts Senior Info Analysts Communication Consultant Communication Consultant Support provided through Partners Support provided through Partners Support Provided through Group charge Support Provided through Group charge • Engine Public • University of Manchester • Skills for Health • Solutions for Public Health • Skills for Care • Institute of Public Care • Other Partners (as and when required) • Engine Public • University of Manchester • Skills for Health • Solutions for Public Health • Skills for Care • Institute of Public Care • Other Partners (as and when required) • ICT • HR • Finance • Admin • ICT • HR • Finance • Admin Leadership Team Operations * Support Operations * Support Info Analysts Info Analysts Data Modellers Data Modellers Team LeaderTeam Leader Senior Info Analysts Senior Info Analysts Info Analysts Info Analysts Data Modellers Data Modellers Chief Executive *Chief Executive * Research Lead Research Lead Contracts * Manager Contracts * Manager Professional Advisors Professional Advisors Andrew Beddow Andrew Beddow Jack Turner Jack Turner Andrew Woodward Andrew WoodwardNazim Khan Nazim KhanBrygitta Atraszkiewicz Brygitta Atraszkiewicz Natalia Leszczynzska Natalia Leszczynzska *Based in London VacancyVacancy VacancyVacancy VacancyVacancy VacancyVacancy Irum Ossai Irum Ossai Felicity Howdle Felicity Howdle Andy KnaptonAndy KnaptonVacancyVacancyMartyn DellMartyn Dell Senait PetrosSenait Petros Rav SaundRav Saund Peter SharpPeter Sharp Transition - Mark HorncastleTransition - Mark Horncastle Mark GarveyMark Garvey VacancyVacancy Clare McKitrickClare McKitrick Simon PeckSimon Peck Interim Joanna KennyInterim Joanna Kenny Laura Dunkley Laura Dunkley Adrian Reeves Adrian Reeves Dave WaghornDave Waghorn Katie BizzillKatie Bizzill Trainee Analyst Trainee Analyst Jess Nandhra Jess Nandhra Training ConsultantTraining Consultant Kath WhitingKath Whiting Board SecretaryBoard Secretary Senait PetrosSenait Petros
  19. 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

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