The CfWI produces quality intelligence to inform better workforce planning that improves people’s lives

The Centre for Workforce IntelligenceIHWC Plenary 1: Update on health workforce agenciesMay 2013

Meena Mahil

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The new healthcare system in England

Our Mission To become the

primary source of workforce

intelligence for health and social

care

We produce quality intelligence to inform better workforce planning that improves people’s lives

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Our vision To be the national authority on workforce planning and development, providing advice and information to the NHS and social care system.

Our values Everyone working

together Quality counts Respect Improving lives Dignity Compassion Care

The care and health workforce in England is significant…...because of its size

...over 1.4 million people in the NHS ...1.63 million adult social care workers

...and also because of the work itself

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CfWI Strategy 2013-14 overview

Leadership

Intelligence

Planning

n Department of Health, NHS Commissioning Board, Health Education England, Local education and training boards

n CEOs (health and social care)

Policy

Decisionmaking

Delivery

n Directors of workforcen HRn Managers and finance

n Plannersn Service managersn Team leaders

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CfWI priorities 2013-14

Leadership

Intelligence

Planning

n Shape of the healthcare workforcen Horizon scanning Approach to integrated healthcare Supporting the new organisations – HEE,

LETBs etc

n Medical and dentaln Nursing and midwiferyn Social caren Pathway approaches

n Securing the future workforce supply (SFWS)

n Toolsn Templatesn Good practice vignettes

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Demands on the healthcare sector...... will evolve with changing demographics and societal shifts. How can we plan for and develop the healthcare workforce to meet these demands?

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Example of our work...Medical and Dental Student Intakes

http://www.cfwi.org.uk/publications/medical-and-dental-scenario-workshops-2012

http://www.dh.gov.uk/health/2012/12/medical-school-intakes/

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Example of our work...Our Robust Workforce Planning Framework:

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INSIDE – OUT

Aspirational futures and policies to achieve them

System dynamics model

Supply and demand without policy action

Policy levers to investigate

Time

DS

A B

C D

OUTSIDE – IN Challenging but plausible futures outside our control

Narrative scenarios

Parameters that are intrinsically uncertain

Delphi workshop to quantify scenarios for modelling

X Y Z

ROBUST WORKFORCE MODELLING

Assess impact of each policy on supply and

demandA B C

Y

ZX

High

Low

Area ofinterest

Supp

ly

and

dem

and

gap

Robust workforce modelling

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Example of our work...Big picture challenges:

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Our workforce briefingsTopics: How can we recruit and retain sufficient domiciliary

care workers to meet future demand? How can the workforce be used to address the

challenges facing emergency departments? What role will informal carers have in meeting

future demand? How can band 1-4 staff be utilised to improve

workforce productivity and meet demand? What does 24/7 working mean for the workforce? How can we promote diffusion and adoption of

technology and innovation across the workforce? What leaders will we need to address the big

picture challenges? How do we achieve effective safeguarding across

health and social care? How could the community workforce alleviate

some of the pressure on general practitioners and improve joint –working across primary and community care?

What does a flexible workforce look like?

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Example of our proposed future workA snapshot... Overall approach diagram

(right) visualises the relationship between big picture challenges, driving forces, clusters and scenarios to allow a high level view of the workforce

Proposal is to link information from individual reviews and to also engage stakeholders to address gaps

Aim is to support the DH’s 20-year strategic vision for the health and social care workforce

Centre for Workforce Intelligence209 – 215 Blackfriars Road, London SE1 8NL T +44 (0)20 7803 2707General enquiries E enquiries@cfwi.org.uk www.cfwi.org.uk

www.cfwi.org.uk

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