1. The CfWI produces quality intelligence to inform better workforce
planning that improves people’s lives
Developing the health and care
workforce: Leadership, management
and regulation
Westminster Health Forum
Greg Allen, Chief Operating Officer, Centre for Workforce Intelligence

2. Introduction
What is the CfWI and what does it do?
 The Centre for Workforce Intelligence (CfWI) is the national authority on
workforce planning, development and intelligence for health and social care.
All our work is driven by the needs of patients, service users, and citizens –
and the whole health and social care system.
The CfWI provides:
 easily accessible tools and resources for workforce planners in health and
social care;
 long-term strategic scenario planning for workforce, based on research and
evidence with careful analysis and measured comment;
 application of this thinking to real life situations.
The CfWI specifically aims to:
 Deliver commissions for DH/HEE and drive impact for employers;
 Help and support HEE deliver its mandate.

3. The care and health workforce in
England is significant…
...because of its size
...over 1.36 million people in the NHS
...1.85 million adult social care workers
...and also because of the work itself

4. CfWI Strategy 2013-14 Overview
Leadership
Intelligence
Planning
n Department of Health, NHS
Commissioning Board, Health
Education England, LETBs,
PHE
n CEOs (health and social care)
Policy
Decision
making
Delivery
n Directors of workforce
n HR
n Managers and finance
n Planners
n Service managers
n Team leaders

5. CfWI Priorities 2013-14
Leadership
Intelligence
Planning
n Shape of the health and social care workforce
n Horizon scanning
n Approach to integrated healthcare
n Supporting the new organisations – PHE, HEE,
LETBs etc
n Medical and dental
n Nursing and maternity
n Social care
n Pathway approaches
n Securing the future workforce supply
(SFWS)
n Tools
n Templates
n Good practice vignettes

6. Our big picture challenges

7. CfWI approach
Stage 1 – Horizon scanning
 Research, desktop review, consultation
 Workshop to identify key drivers
Stage 2 – Scenario generation
 Qualitative narratives with
impact and uncertainty relativity
 Delphi groups
 Quantitative analysis
Stage 3 – Workforce modelling
 Define assumptions
 Build supply/demand metric
 Identify policy levers
Stage 4 – Policy analysis
 Describe impact of different
policy drivers
 Identify components of workforce plans
 Options appraisal when commissioned.

8. Centre for Workforce
Intelligence