www.cfwi.org.uk

1. Passion for
success
Spirit of Management Consultancy
adventure
Integrity at
heart
Peter Sharp
BSc PGCE DipEd CertEd Psych MA CPsychol CSci
Chief Executive, Centre for Workforce Intelligence (CfWI)
Director of Learning & Wellbeing, Mouchel

2. 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
1

3. We have a clear vision for the identity of the CfWI with its own
independent brand, and a focus on establishing the Centre as the
primary source of workforce intelligence for health and social
care.
2

4. Improving lives – CfWI works in For an excellent CfWI We will use We will actively seek to
Striving to improve partnership with our team combines innovative match the different
health and wellbeing DH, SHAs and best in class methods, needs of our target
in England through Regional Offices to organisations that processes, users, going out to find
excellence and define and articulate provide deep and engagement tools, and engage with them
professionalism. ‘requirement’ led complementary research and wherever they are.
services that deliver specialisms practice to improve
defined outcomes the intelligence
available for
workforce planning
One team,
values led, Commissioning Best in class Innovation ‘No wrong door’
& one brand led
The success of CfWI will be secured by engagement and involvement across all stakeholders
3

5. !"
1. CfWI established as the primary resource • Strength and depth of the Mouchel team –
2. High levels of client satisfaction under our management, the best in class
3. Level of engagement and use of the web • Project and programme management track
portal record in managing complex contracts with
4. Attendance and evaluation of events hosted multiple stakeholders
by CfWI • Significant experience in working across all
5. Use of intelligence in workforce planning aspects of healthcare
6. Informed decision-making • Proven needs-led models and horizon
scanning
7. Successful transition of WRT into CfWI
• Leadership capability and passion for
8. Quality and clarity of commissions
success
9. CfWI provides leadership, capability and
capacity
10. Impacting on outcomes for patients and
service users
4

6. ! #
Organisation The
Training Workforce Workforce
Improvement Corporate
Plan Development Plan
Plan Strategy
Plan (SHA, Trusts, LA,
Royal College)
Embed the people aspects into the overall corporate plan of all client organisations.
5

7. The Centre for Workforce Intelligence can support clients across all 8 stages
Develop new Pre-planning
plan
Process Data collection
evaluation and assessment
Workforce
Development
Planning
Evaluation Future needs
against initial and scenario
plans Strategies and Gap analysis planning
Action plans
6

8. $ % &
All activity underpinned by quality/productivity challenge
Service Areas
Service Areas
1.
1. Leadership, capacity, and capability
Leadership, capacity, and capability
2.
2. Horizon scanning
Horizon scanning
3.
3. Data collation, analysis and modelling
Data collation, analysis and modelling
4.
4. Marketing and communication
Marketing and communication
Enabling activities
Enabling activities Projects
Projects
CfWI
CfWI 1. Care pathway – Long-term conditions
1.
1. Develop organisational blueprint
Develop organisational blueprint Mission
Mission
1.
2.
2.
Care pathway – Long-term conditions
Establish information architecture – fit for purpose
Establish information architecture – fit for purpose
2.
2. People transition (WRT and others)
People transition (WRT and others) Vision 3. Identify risks and opportunities and mitigation
3. Complete due diligence and transition
Vision 3. Identify risks and opportunities and mitigation
plus action
3. Complete due diligence and transition plus action
plan Strategy
Strategy 4.
4. Build a brilliant web portal
Build a brilliant web portal
plan
Governance, Learning & Growth
Governance, Learning & Growth
1.
1. Establish effective governance –
Establish effective governance –
challenge and scrutiny in place
challenge and scrutiny in place
2.
2. High quality programme management
High quality programme management
3.
3. Stakeholder engagement
Stakeholder engagement
4.
4. Equality, access and client satisfaction
Equality, access and client satisfaction
Emphasis on leadership, delivery, participation, and outcomes
7

9. • Political and policy change: High Quality Care for All, High Quality Workforce,
CPA, e-government, Best Value and Modernisation, legislative amendments – all
have significant HR implications for service delivery and employment practice.
• Productivity and Quality Challenge: responding to the need for ‘more for less’
or ‘same for less’ in times of financial restraint and to meet the savings imperative
– Quality, Innovation, Productivity and Prevention QIPP
• Labour market: Labour market trends have implications for recruitment and
retention of staff, with some departments and disciplines already experiencing
difficulties.
• Demographic and social change: Demographic change such as the ageing
population in the UK affects both the demand for services and workforce supply.
• Technological change: Technological change is leading to changes in service
delivery, and changes in ways of working and the skills needed in the workforce.
• Outcomes focused: the target culture previously focused on activity will shift to
outcomes for patients and service users and their families.
8

10. • Understanding the skills needed for the future.
• Develop rigorous workforce planning models
• Improve the evidence base and intelligence for decision making
• Introduce needs led approaches to workforce intelligence and planning
• Manage employment expenditure by anticipating changes.
• Ensure that sufficient and appropriate training and development is
provided.
• Cope with peaks and troughs in supply and demand for different skills.
• Deliver improved services by linking business strategy to people plans.
• Retain employees and identify longer term workplace requirements.
• Implement diversity policies effectively.
• Manage staff performance and sickness levels.
9

11. #
Throughout our delivery we will foster a sound working relationship in CfWI and with DH,
clients, partners and stakeholders, we will bring innovation and ideas and we will overcome
the challenges in partnership with the DH to make the CfWI a real success.
Collaborative Collegiate Flexible Partnering Excellence in Delivery
Bringing together Bringing “best in Bringing the Working hand in Achieving fantastic results in
new partners, class “ ability to react glove with the DH a well managed and
technologies, capabilities quickly to to provide coherent delivery model
processes, & working to a changes in objective, robust
common purpose circumstance and and rigorous
specialists: to
workforce
provide evidence- for the CfWI to feedback
intelligence
based information, improve provided
models and wellbeing for
recommendations patients and
service users
10

12. !
" $ %& ' " $
#% (%(
!
" # )& * " %
## (%)