Vision, Mission Aims

1. Mission, Vision, Values and Work
Programme

2. Development of the CfWI

3. “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 all
parts 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 Chapman
Director General, Workforce

4. CfWI Values

5. CfWI culture

6. Mission
Vision
The Centre for Workforce Intelligence is working to become
the primary source of workforce intelligence for health and
social care.
The Centre for Workforce Intelligence (CfWI) is the new national
authority on workforce planning and development providing advice
and information to the NHS and social care system.

7. Collaborative
Bringing together
new partners,
technologies,
processes, &
specialists: to
provide evidence-
based information,
models and
recommendations
Collegiate
Bringing “best in
class “
capabilities
working 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 rigorous
workforce
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

8. One team,
values led,
& one brand
Commissioning
led
Best 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 class
organisations 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

9. What is workforce planning?
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

10. Key roles and responsibilities

11. The National Landscape
CfWI

12. Leadership PlanningIntelligence
Areas of Development

13. 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
Intelligence
Robust 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

14. 1. Develop organisational blueprint
2. People transition (WRT and others)
3. Complete due diligence and transition
plan
1. Develop organisational blueprint
2. People transition (WRT and others)
3. Complete due diligence and transition
plan
1. Care pathway – Long-term conditions
2. Establish information architecture – fit for
purpose
3. Identify risks and opportunities and mitigation
plus action
4. Build a brilliant web portal
1. Care pathway – Long-term conditions
2. Establish information architecture – fit for
purpose
3. Identify risks and opportunities and mitigation
plus action
4. Build a brilliant web portal
CfWI Big picture – Year 1
Programme
1. Leadership, capacity, and capability
2. Horizon scanning
3. Data collation, analysis and modelling
4. Marketing and communication
1. Leadership, capacity, and capability
2. Horizon scanning
3. Data collation, analysis and modelling
4. Marketing and communication
1. Establish effective governance –
challenge and scrutiny in place
2. High quality programme management
3. Stakeholder engagement
4. Equality, access and client satisfaction
1. Establish effective governance –
challenge and scrutiny in place
2. High quality programme management
3. Stakeholder engagement
4. Equality, access and client satisfaction
Service AreasService Areas
CfWI
Mission
Vision
Strategy
CfWICfWI
Mission
Vision
Strategy
Enabling activitiesEnabling activities ProjectsProjects
Governance, Learning & GrowthGovernance, Learning & Growth
Emphasis on leadership, delivery, participation, and outcomes
All activity underpinned by quality/productivity challenge

15. 22
11
33
44
55
Centre for Workforce Intelligence (CfWI)
2011
Programme constructed in
consultation with stakeholders
2011
Programme 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 stakeholders
Transforming 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 stakeholders
Transforming community services, QIPP, core datasets, robust
evidence and research on what works, models, tools, thought
leadership
2012
Centre established as an
International hub
2012
Centre established as an
International hub
Long-term and strategic scenario planning, research, evidence and
analysis; wide dissemination and implementation of best practice
Gathering 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 practice
Gathering 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 evaluation
New Strategic Plan for CfWI – preparation for workforce planning in
new 3 year spending round
Developing insights into risks and issues arising from evaluation
New Strategic Plan for CfWI – preparation for workforce planning in
new 3 year spending round
2014
Preparation for CfWI 2015 -19
2014
Preparation for CfWI 2015 -19
Options appraisal for CfWI as a resource across the public sector
Explore self-sustaining aspects of the Centre (Public-Private
Partnership or Social Enterprise)
Options appraisal for CfWI as a resource across the public sector
Explore self-sustaining aspects of the Centre (Public-Private
Partnership or Social Enterprise)
‘Big picture’ year plans 2010 - 2015

16. 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 Kopelman
is 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 Kopelman
is 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 Peter
Kopelman
Professor Peter
Kopelman
Dame Donna
Kinnair
Dame Donna
Kinnair
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 Petros
Board Secretary
Senait Petros
Board Secretary
Chair

17. 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 NicholSir 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

18. Organisational Structure
Regional LeadsRegional Leads
Finance Director *Finance Director * Commissioning Director *Commissioning Director *
Head of *
Leadership
Head of *
Leadership
John DeagleJohn Deagle
Head of *
Communications
Head of *
Communications
Head of *
Analytics
Head of *
Analytics
Data Analyst
and Modelling
Lead
Data Analyst
and Modelling
Lead
Rapid
Response
Lead
Rapid
Response
Lead
Team LeaderTeam Leader
Senior
Info
Analysts
Senior
Info
Analysts
Communication
Consultant
Communication
Consultant
Support provided through
Partners
Support provided through
Partners
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
Info
Analysts
Info
Analysts
Data
Modellers
Data
Modellers
Team LeaderTeam Leader
Senior
Info
Analysts
Senior
Info
Analysts
Info
Analysts
Info
Analysts
Data
Modellers
Data
Modellers
Chief Executive *Chief Executive *
Research
Lead
Research
Lead
Contracts *
Manager
Contracts *
Manager
Professional
Advisors
Professional
Advisors
Andrew Beddow
Andrew Beddow
Jack Turner
Jack Turner Andrew
Woodward
Andrew
WoodwardNazim Khan
Nazim KhanBrygitta
Atraszkiewicz
Brygitta
Atraszkiewicz
Natalia
Leszczynzska
Natalia
Leszczynzska
*Based in London
VacancyVacancy
VacancyVacancy
VacancyVacancy
VacancyVacancy
Irum Ossai
Irum Ossai
Felicity Howdle
Felicity Howdle
Andy KnaptonAndy KnaptonVacancyVacancyMartyn DellMartyn Dell
Senait PetrosSenait Petros
Rav SaundRav Saund
Peter SharpPeter Sharp
Transition - Mark HorncastleTransition - Mark Horncastle
Mark GarveyMark Garvey
VacancyVacancy
Clare McKitrickClare McKitrick Simon PeckSimon Peck
Interim Joanna KennyInterim Joanna Kenny
Laura Dunkley
Laura Dunkley
Adrian Reeves
Adrian Reeves
Dave WaghornDave Waghorn Katie BizzillKatie Bizzill
Trainee
Analyst
Trainee
Analyst
Jess Nandhra
Jess Nandhra
Training ConsultantTraining Consultant
Kath WhitingKath Whiting
Board SecretaryBoard Secretary
Senait PetrosSenait Petros

19. For more information, please contact:
Peter Sharp, Chief Executive
peter.sharp@cfwi.org.uk
07966 310691
Senait Petros, Board Secretary
senait.petros@cfwi.org.uk
07906 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