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Introduction to the CfWI and the role of the regional lead

Introduction to the CfWI and the role of the regional lead. Content. Mission and aim Key areas of focus Who’s who and role of the regional lead Year 1 achievements Year 2 priorities Getting involved and working together. Mission and aim.

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Introduction to the CfWI and the role of the regional lead

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  1. Introduction to the CfWI and the role of the regional lead

  2. Content • Mission and aim • Key areas of focus • Who’s who and role of the regional lead • Year 1 achievements • Year 2 priorities • Getting involved and working together

  3. Mission and aim • A new national authority on workforce planning and development (launched July 2010) • Mission - to become the primary source of workforce intelligence for health and social care • Aim - to provide information and advice to the health and social care system to improve decision making • Provide easily accessible intelligence • Support long term and strategic scenario planning based on research, evidence and analysis

  4. Key areas of focus • Leadership • help senior leaders drive workforce planning • strengthen influence of workforce planners • connect different parts of the system • Intelligence • Workforce intelligence to inform decisions • Spanning ‘here and now’ to issues in 10 to 20 years’ time • Planning • Support, resources and best practice • Improving effectiveness at local, regional and national levels

  5. Role of the Regional Lead • provide regional leadership and representation • engage and maintain close relationships with key stakeholders in health and social care during transition • ensure clear channels of feedback and communication to and from the Centre • provide guidance and knowledge on best practice and learning outcomes/outputs from key areas of work • advise on Centre support and services both locally and nationally

  6. Year 1 achievements • Establishing : • Governance board • Advisory panel • Leadership team • Regional lead team • Engagement with the health and social care system

  7. Year 1 achievements care pathways information architecture workforce risks and opportunities models and data sources leadership capability workforce planning competency framework medical workforce analysis supply and demand for social workers workforce planning in other countries Workstreams and projects include

  8. Priorities for 2011 to 2012 • Work with new skills networks, employers and commissioners to build planning capability. • Contribute to the development of effective information architecture. • Respond to priority needs of the new healthcare system as it emerges. To support a safe transition to the new healthcare system To develop and improve social care and public health workforce planning • Develop an improved social care workforce planning system. • Work with health and wellbeing boards to support public health workforce planning To improve models for workforce planning • Support the implementation of government workforce policy (e.g. nursing and maternity supply and demand modelling). • Shift the emphasis from supply-led modelling to demand-led To support the development of more integrated approaches to workforce planning • Develop an integrated whole-system approach to scenario modelling and planning driven by the needs of patients and service users. • Ensure safety and safeguarding issues are a key consideration of our work • Develop tools and resources to support development of cost-effective workforce and service models for employers and commissioners. To support new models of service delivery

  9. Priority outputs for 2011-2012 • Publish map of the new information architecture • Produce report on the key elements of effective workforce planning. • Facilitated workshops, produce checklists and share innovative ideas on what good looks like for developing skills networks. • Education commissioning recommendations for the healthcare professional workforce. • Develop a workforce planning training strategy to meet the needs of the new system To support a safe transition to the new healthcare system • Short paper that sets out the key workforce planning challenges and opportunities and the role of workforce planners in the system. • Action research to identify the challenges of developing integrated workforce strategies including integrated workforce planning within health and wellbeing boards. • Develop supply and demand modelling in social care. To develop and improve social care and public health workforce planning • Produce a report on medical training numbers. • Develop a supply and demand model for use across health and social care. • Develop an integrated supply and demand workforce planning model for nursing and maternity services. • Provide quarterly reports on the health visiting workforce and share good practice To improve models for workforce planning To support the development of more integrated approaches to workforce planning • Evidence-based report and guidance on the key parameters affecting career choices. • Validate the later age workforce planning toolkit focusing on effective discharge planning. • Commission a review of literature on patient safety, patient experience, new roles and skill mix to support Quality, Innovation, Productivity and Prevention (QIPP) programme • Develop foresight techniques and the CfWI approach to horizon scanning. • Review and disseminate good workforce planning case studies • Report on the implications of integrated pathway commissioning. • Develop benchmark criteria to measure data quality, coverage and accessibility, measured and updated through the year to track improvement process. • Improve the ways we present data through use of information visualisation and geographic information system (GIS) tools. To support new models of service delivery

  10. Getting involved and working together Newsletter & project updates Project advisory groups Action research sites Seminars & webinars Online forums CfWI Engagement Leadership events & conference Learning circles Interviews & surveys Regional workshops and events Case studies

  11. www.cfwi.org.uk

  12. Annual conference • Better workforce planning: • Improving people’s lives • 10th October London 12th October Leeds • • Peter Hay – President of the Association of Directors of Adult Social Services • • Martin Barkley – Education and Training Transition Lead Provider Chief Executive for Skills Networks • • Miles Scott – Chief Executive of Bradford Teaching Hospitals NHS Foundation Trust • • Professor Dame Carol Black – Chair of the CfWI Governance Board

  13. Poster competition • 1. How your area has overcome a specific dilemma that it has faced when dealing with workforce planning • 2. Good practice in workforce planning in your area. • Deadline for submission : 19 September 2011

  14. Contact details • Dianne Mardell • Regional Lead • dianne.mardell@cfwi.org.uk • Tel: +44(0)7831 804490 • www.cfwi.org.uk

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