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Cf Wi Vision


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Cf Wi Vision

  1. 1. Passion for success Spirit of Management Consultancy adventure Integrity at heart Peter Sharp BSc PGCE DipEd CertEd Psych MA CPsychol CSci Chief Executive, Centre for Workforce Intelligence (CfWI) Director of Learning & Wellbeing, Mouchel
  2. 2. 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 1
  3. 3. We have a clear vision for the identity of the CfWI with its own independent brand, and a focus on establishing the Centre as the primary source of workforce intelligence for health and social care. 2
  4. 4. 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 3
  5. 5. !" 1. CfWI established as the primary resource • Strength and depth of the Mouchel team – 2. High levels of client satisfaction under our management, the best in class 3. Level of engagement and use of the web • Project and programme management track portal record in managing complex contracts with 4. Attendance and evaluation of events hosted multiple stakeholders by CfWI • Significant experience in working across all 5. Use of intelligence in workforce planning aspects of healthcare 6. Informed decision-making • Proven needs-led models and horizon scanning 7. Successful transition of WRT into CfWI • Leadership capability and passion for 8. Quality and clarity of commissions success 9. CfWI provides leadership, capability and capacity 10. Impacting on outcomes for patients and service users 4
  6. 6. ! # Organisation The Training Workforce Workforce Improvement Corporate Plan Development Plan Plan Strategy Plan (SHA, Trusts, LA, Royal College) Embed the people aspects into the overall corporate plan of all client organisations. 5
  7. 7. The Centre for Workforce Intelligence can support clients across all 8 stages Develop new Pre-planning plan Process Data collection evaluation and assessment Workforce Development Planning Evaluation Future needs against initial and scenario plans Strategies and Gap analysis planning Action plans 6
  8. 8. $ % & 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. Care pathway – Long-term conditions 1. 1. Develop organisational blueprint Develop organisational blueprint Mission Mission 1. 2. 2. Care pathway – Long-term conditions Establish information architecture – fit for purpose Establish information architecture – fit for purpose 2. 2. People transition (WRT and others) People transition (WRT and others) Vision 3. Identify risks and opportunities and mitigation 3. Complete due diligence and transition Vision 3. Identify risks and opportunities and mitigation plus action 3. Complete due diligence and transition plus action plan Strategy Strategy 4. 4. Build a brilliant web portal Build a brilliant web portal plan 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 7
  9. 9. • Political and policy change: High Quality Care for All, High Quality Workforce, CPA, e-government, Best Value and Modernisation, legislative amendments – all have significant HR implications for service delivery and employment practice. • Productivity and Quality Challenge: responding to the need for ‘more for less’ or ‘same for less’ in times of financial restraint and to meet the savings imperative – Quality, Innovation, Productivity and Prevention QIPP • Labour market: Labour market trends have implications for recruitment and retention of staff, with some departments and disciplines already experiencing difficulties. • Demographic and social change: Demographic change such as the ageing population in the UK affects both the demand for services and workforce supply. • Technological change: Technological change is leading to changes in service delivery, and changes in ways of working and the skills needed in the workforce. • Outcomes focused: the target culture previously focused on activity will shift to outcomes for patients and service users and their families. 8
  10. 10. • Understanding the skills needed for the future. • Develop rigorous workforce planning models • Improve the evidence base and intelligence for decision making • Introduce needs led approaches to workforce intelligence and planning • Manage employment expenditure by anticipating changes. • Ensure that sufficient and appropriate training and development is provided. • Cope with peaks and troughs in supply and demand for different skills. • Deliver improved services by linking business strategy to people plans. • Retain employees and identify longer term workplace requirements. • Implement diversity policies effectively. • Manage staff performance and sickness levels. 9
  11. 11. # Throughout our delivery we will foster a sound working relationship in CfWI and with DH, clients, partners and stakeholders, we will bring innovation and ideas and we will overcome the challenges in partnership with the DH to make the CfWI a real success. 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 10
  12. 12. ! " $ %& ' " $ #% (%( ! " # )& * " % ## (%)