Minney.org limited specialises in key deliverables for public services, especially health and care commissioning and health and care providers (public sector, independent and third sector). We’re enthusiastic about: Each of these core specialties benefits from an understanding of each other, for example:
  1. Benefits development, management and realisation requires the engagement and involvement of front-line staff (professional clinical, professional carers and social workers, administration and support workers and other stakeholders) to ensure the benefits they design, select and approve mean something, contribute to strategic objectives for both provider and commissioner, and above all are pragmatic and easy to implement
  2. Taking a benefits-driven approach will result in change, and change needs to be managed and facilitated so it is benefits-directed service change, not change for change’s sake
  3. Change usually involves workforce development especially amongst care professionals who are rightly highly educated/ experienced and highly regulated; planning and design are needed to ensure the right competences and authority are available at the time they are needed, without losing staff on training when they are needed. Yes we have been there before, in UK NHS (National Health Service) and social care as well as third sector/ independent sector/ charities/ social enterprise providers of health and social care services.
You can read more about each of these areas and some of the projects we’ve done by clicking on the links below.

Involving front-line staff aka Clinical Engagement in Service Improvement

Mon, 01/19/2009 - 22:40 — Hugo_Minney

Many grand plans for service improvement have been brought to a stuttering halt because the right staff, the staff who have to implement the proposed change, weren't involved at the right time.
Hugo_presenting(IMG1959).jpg

Performance Improvement and Outcomes Realisation

Sat, 06/30/2007 - 17:00 — HugoM

Successful delivery of service improvement depends on knowing what is actually happening, and making decisions using evidence (often termed Performance Management or Performance Improvement). All too often decisions are taken based on assumptions or suppositions, and audits measure things that nobody thinks are important.
My rapid assessment process has been used early in a number of service transformation projects, both to motivate and engage staff, and to assess the direction and progress of a project and any changes needed, early enough to make decisions which make a difference. Rapid Assessment leads to Rapid Decisions

Resource and Workforce Planning

Sat, 06/30/2007 - 17:00 — HugoM

When making a change in a system as complex as UK health service (whether a single department, or a whole region), getting the resources right both in terms of investment and in workforce can be quite a challenge. Moreover there can be more than one solution, for example more lower cost staff or fewer higher-cost.

Benefits and Case for Investment

Sat, 06/30/2007 - 17:00 — HugoM

Benefits Cycle for Patients/Service Users, Staff & OrganisationsKnowing what you want to achieve and how to get there is vital to any project: but most people already do that. So how come so many projects fail to improve service, or worse, fail altogether?

Learning from the Past

Sat, 06/30/2007 - 17:00 — HugoM

Many public service changes have little basis in evidence. Their success (or otherwise) does not appear to depend on how 'good' the policy itself is, but rather on how it has been implemented. This relies on staff attitudes and relationships.
My research falls into a number of broad categories: finding out what is currently happening; what people think about it; and what people think it will mean.

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