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Vision, Mission Aims
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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
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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 [email protected] 310691
Senait Petros, Board [email protected] 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