Passion for success

Spirit of adventure

Integrity at heart

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Peter SharpBSc PGCE DipEd CertEd Psych MA CPsychol CSciChief Executive, Centre for Workforce Intelligence (CfWI)Director of Learning & Wellbeing, Mouchel

Management Consultancy

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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

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We have a clear vision for the identity of the CfWI with its ownindependent brand, and a focus on establishing the Centre as theprimary source of workforce intelligence for health and social care.

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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.

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The success of CfWI will be secured by engagement and involvement across all stakeholders

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• Strength and depth of the Mouchel team –under our management, the best in class

• Project and programme management track record in managing complex contracts with multiple stakeholders

• Significant experience in working across all aspects of healthcare

• Proven needs-led models and horizon scanning

• Leadership capability and passion for success

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1. CfWI established as the primary resource

2. High levels of client satisfaction

3. Level of engagement and use of the web portal

4. Attendance and evaluation of events hosted by CfWI

5. Use of intelligence in workforce planning

6. Informed decision-making

7. Successful transition of WRT into CfWI

8. Quality and clarity of commissions

9. CfWI provides leadership, capability and capacity

10. Impacting on outcomes for patients and service users

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The Corporate Strategy(SHA, Trusts, LA,

Royal College)

Organisation Improvement Plan

Workforce Plan

Workforce Development Plan

TrainingPlan

Embed the people aspects into the overall corporate plan of all client organisations.

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Pre-planning

Data collection and assessment

Evaluation against initial plans

Future needs and scenario planningStrategies and

Action plansGap analysis

Process evaluation

Develop new plan

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Workforce Workforce Development Development

PlanningPlanning

The Centre for Workforce Intelligence can support clients across all 8 stages

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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

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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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• 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.

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• 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.

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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

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

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