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, evidence and research which will be provided by the Centre for Workforce Intelligence (CfWI).

This resource will be used by allparts 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 ChapmanDirector General, Workforce

CfWI Values

CfWI culture

Mission

Vision

The Centre for Workforce Intelligence is working to becomethe primary source of workforce intelligence for health andsocial care.

The Centre for Workforce Intelligence (CfWI) is the new nationalauthority on workforce planning and development providing adviceand information to the NHS and social care system.

Collaborative

Bringing together new partners, technologies, processes, & specialists: to provide evidence-based information, models and recommendations

Collegiate

Bringing “best in class “capabilitiesworking 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 rigorousworkforce 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

One team, values led,

& one brandCommissioning

ledBest 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 classorganisations 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

What is workforce planning?

Workforce Planning is the process of ensuring that a business ororganisation 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

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 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

IntelligenceRobust 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

1. Develop organisational blueprint2. People transition (WRT and others)3. Complete due diligence and transition

plan

1. Develop organisational blueprint2. People transition (WRT and others)3. Complete due diligence and transition

plan

1. Care pathway – Long-term conditions2. Establish information architecture – fit for

purpose3. Identify risks and opportunities and mitigation

plus action4. Build a brilliant web portal

1. Care pathway – Long-term conditions2. Establish information architecture – fit for

purpose3. Identify risks and opportunities and mitigation

plus action4. Build a brilliant web portal

CfWI Big picture – Year 1 Programme

1. Leadership, capacity, and capability2. Horizon scanning3. Data collation, analysis and modelling4. Marketing and communication

1. Leadership, capacity, and capability2. Horizon scanning3. Data collation, analysis and modelling4. Marketing and communication

1. Establish effective governance –challenge and scrutiny in place

2. High quality programme management3. Stakeholder engagement4. Equality, access and client satisfaction

1. Establish effective governance –challenge and scrutiny in place

2. High quality programme management3. Stakeholder engagement4. Equality, access and client satisfaction

Service AreasService Areas

CfWIMissionVision

Strategy

CfWICfWIMissionVision

Strategy

Enabling activitiesEnabling activities ProjectsProjects

Governance, Learning & GrowthGovernance, Learning & Growth

Emphasis on leadership, delivery, participation, and outcomes

All activity underpinned by quality/productivity challenge

22

11

33

44

55

Centre for Workforce Intelligence (CfWI)

2011Programme constructed in consultation with stakeholders

2011Programme 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 stakeholdersTransforming 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 stakeholdersTransforming community services, QIPP, core datasets, robust evidence and research on what works, models, tools, thought leadership

2012Centre established as an International hub

2012Centre established as an International hub

Long-term and strategic scenario planning, research, evidence and analysis; wide dissemination and implementation of best practiceGathering 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 practiceGathering 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 evaluationNew Strategic Plan for CfWI – preparation for workforce planning in new 3 year spending round

Developing insights into risks and issues arising from evaluationNew Strategic Plan for CfWI – preparation for workforce planning in new 3 year spending round

2014 Preparation for CfWI 2015 -192014 Preparation for CfWI 2015 -19

Options appraisal for CfWI as a resource across the public sectorExplore self-sustaining aspects of the Centre (Public-Private Partnership or Social Enterprise)

Options appraisal for CfWI as a resource across the public sectorExplore self-sustaining aspects of the Centre (Public-Private Partnership or Social Enterprise)

‘Big picture’ year plans 2010 - 2015

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 Kopelmanis 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 Kopelmanis 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 PeterKopelman

Professor PeterKopelman

Dame DonnaKinnair

Dame DonnaKinnair

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 PetrosBoard SecretarySenait Petros

Board Secretary

Chair

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 Nichol Sir 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

Organisational Structure

Regional LeadsRegional Leads

Finance Director *Finance Director * Commissioning Director *Commissioning Director *

Head of *LeadershipHead of *

Leadership

John DeagleJohn Deagle

Head of *Communications

Head of *Communications

Head of *Analytics

Head of *Analytics

Data Analystand Modelling

Lead

Data Analystand Modelling

Lead

Rapid Response

Lead

Rapid Response

Lead

Team LeaderTeam Leader

SeniorInfo

Analysts

SeniorInfo

Analysts

CommunicationConsultant

CommunicationConsultant

Support provided throughPartners

Support provided throughPartners

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

InfoAnalysts

InfoAnalysts

Data Modellers

Data Modellers

Team LeaderTeam Leader

SeniorInfo

Analysts

SeniorInfo

Analysts Info

Analysts Info

Analysts Data

Modellers Data

Modellers

Chief Executive *Chief Executive *

ResearchLead

ResearchLead

Contracts *Manager

Contracts *Manager

Professional Advisors

Professional Advisors

Andrew BeddowAndrew BeddowJack TurnerJack Turner Andrew

Woodward

Andrew WoodwardNazim KhanNazim KhanBrygitta

Atraszkiewicz

BrygittaAtraszkiewicz

NataliaLeszczynzska

NataliaLeszczynzska

*Based in London

VacancyVacancy

VacancyVacancy

VacancyVacancy

VacancyVacancy

Irum OssaiIrum Ossai

Felicity HowdleFelicity Howdle

Andy KnaptonAndy KnaptonVacancyVacancyMartyn DellMartyn DellSenait PetrosSenait Petros

Rav SaundRav Saund

Peter SharpPeter Sharp

Transition - Mark HorncastleTransition - Mark Horncastle

Mark GarveyMark Garvey

VacancyVacancy

Clare McKitrickClare McKitrick Simon PeckSimon PeckInterim Joanna KennyInterim Joanna Kenny

Laura DunkleyLaura DunkleyAdrian ReevesAdrian Reeves

Dave WaghornDave Waghorn Katie BizzillKatie Bizzill

Trainee Analyst

Trainee Analyst

Jess NandhraJess Nandhra

Training ConsultantTraining Consultant

Kath WhitingKath Whiting

Board SecretaryBoard Secretary

Senait PetrosSenait Petros

For more information, please contact:

Peter Sharp, Chief Executivepeter.sharp@cfwi.org.uk07966 310691

Senait Petros, Board Secretarysenait.petros@cfwi.org.uk07906 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