What we do

The Centre for Workforce Intelligence (CfWI) produces quality intelligence to inform better workforce planning, in order to improve people's lives.

The decisions we make today about skill mix, training places and operational models will all impact on whether the workforce of the future is able to manage the key challenges of our changing society, particularly the rapidly ageing population with multiple long-term conditions.

Strategic workforce planning is central to ensuring the system can meet these needs, by reconfiguring the workforce to deliver better health and social care outcomes in the future.

The CfWI has now entered its fourth year, building on the formative work in years 1 and the development of baseline data, approaches and tools developed during years 2 and 3.

An important part of the CfWI's remit is to model analyse and make recommendations on medical training numbers as well as advice the system on changes to future workforce requirements such as the work it is currently doing through the strategic review of medical and dental student intakes. .

The CfWI modelling and analysis work uses data and intelligence which already exists elsewhere in the health and social care system and adds value through synthesis and analysis of that data.

The CfWI is not a data repository but works closely with the many organisations that hold data relating to the health and social care workforce, such as:

  • the NHS Information Centre
  • the Medical Royal Colleges
  • regulatory bodies.

These relationships are essential to the production of quality intelligence; to provide quality intelligence and to make accurate recommendations the CfWI needs access to the highest quality, accurate and timely data available.

The CfWI provides:

  • easily accessible 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
  • useful tools and models for workforce planning.

The challenges faced by senior leaders and practitioners are acute, particularly in the current financial climate. We support the health and social care system in a practical way by providing insight and evidence to help inform better decision making.

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Our vision

To be the national authority on workforce planning and development, providing advice and information to the health and social care system.

Our mission

Our mission is to become the primary source of workforce intelligence for health and social care.

Our values

Everyone working together, Quality counts, Respect, Improving lives, Dignity, Compassion and care.

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)

3 key strategic areas »

Providing leadership within the system, helping senior leaders to drive workforce planning, strengthening the influence of workforce planners, and connecting different parts of the system.

Providing workforce intelligence to the health and social care system to inform decisions. This intelligence spans the ‘here and now’ through thought leadership, to planning the workforce in 10 to 20 years’ time through the use of foresight techniques.

Providing the support, resources and best practice to improve the effectiveness of workforce planning at local, regional and national levels.