Workforce Planning

Pathology Profiling Project - best staff for the role

Submitted by Hugo_Minney on Thu, 11/13/2008 - 20:53

The differences between practice for the same task performed in different hospital trusts is striking. Healthcare scientists decided to examine this issue in more detail, and my part was to use competences to determine what were the minimum competences required to perform a particular step on a science pathway (in this case, Pathology Laboratories), the minimum level of scientist with these competences, and compare this with actual staff performing the task in different Trusts.

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"The Efficiency Map" - Department of Health May 2005

Submitted by Hugo_Minney on Fri, 09/19/2008 - 22:25

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Department of Health produced a poster designed to show all of the ways of making efficiencies in line with the Gershon reviews.
It never really took off, but none-the-less I contributed the workforce aspects from Changing Workforce Programme

Process Redesign: Reception and Appointments booking for Community Clinics

Submitted by Hugo_Minney on Thu, 09/18/2008 - 21:16

A PCT requested myself and a colleague to run a programme to redesign the process of booking patients in for community services eg long-term conditions management (it covered all services delivered in PCT buildings). Involving staff, stakeholders and service users revealed that the overall community service could be run more cost-effectively, and more appropriately for service users at the same time supporting healthcare staff, by devolving administration to the community buildings rather than centralising. The PCT was extremely pleased with the result.

Baseline Report on New Ways of Working, Warehouse of Roles and Transferable roles

Submitted by Hugo_Minney on Thu, 09/18/2008 - 21:09

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Before planning new projects, the National Governance Group needed to know what was currently happening. Reconfiguration in NHS meant that a lot of corporate memory had moved on or left, but I managed to identify 700+ projects and interview 41 stakeholders to identify both the current state of New Ways of Working and the support which would offer most value.
The baseline report and its conclusions were accepted and the examples, new and existing roles and workforce innovation tools are now being collated for sharing.

Career Framework - Assessment of Role against the Competencies

Submitted by Hugo_Minney on Sun, 02/24/2008 - 16:00

The SfH Career Framework team are building a database of roles and people so that staff and potential recruits can understand
what their local role or title is equivalent to
what they need to do in order to progress to the next career level
what career paths others have followed
what the opportunities are with their skill set
and so that organisations and workforce planners can
understand the different local titles used and how they relate to competence, experience and autonomy

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Initiating joint working - cross sector forum

Submitted by Hugo_Minney on Sun, 01/20/2008 - 16:00

With New Ways of Working I initiated a core planning group to identify cross-sector issues (health, social services, childrens incorporating commissioners and providers from public, independent and voluntary sector) and share knowledge.
We all know that decisions on the funding and types of care in one sector often impact on others; staff and users want seamless care delivery, and of course transferability of skills and qualifications.

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Recent Additions and Updates

The 10 Commandments in Professional Services (1-5)

Submitted by Hugo_Minney on Thu, 02/02/2012 - 21:56

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Two greatest commandsThe Ten Commandments apply just as firmly in each aspect of our daily life as they apply to the whole of our lives.  I'm a management consultant, and on this page I explain how the first five of the Ten Commandments apply to management consulting and professional services.

Getting GPs involved in Clinical Commissioning Groups (CCG)

Submitted by Hugo_Minney on Sun, 01/29/2012 - 23:26

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Life in the YearsMost healthcare providers, in UK the same as everywhere else, get paid for each activity they do.  If someone needs care, they get paid.  If someone is well, they don’t.  So there isn’t much incentive (for the healthcare provider) to keep people well, even though it is much better for the person, much better for the nation, and much lower cost.  Minney.org Ltd is working with one CCG to generate enthusiasm and involvement, and the results are fairly successful….

Clinical Commissioning Groups and the NHS

Submitted by Hugo_Minney on Sun, 01/22/2012 - 16:34

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Commissioning Innovation

As we race forwards into clinical commissioning, there are lessons to be learnt from other people.  The latest book “The Innovator’s Prescription: A Disruptive Solution for Health Care” by Christensen, Grossman and Hwang points to some things we need to take account of. It makes good reading . . .

Getting GPs involved in GP Commissioning

Submitted by Hugo_Minney on Mon, 01/09/2012 - 23:07

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Clinical Commissioning Groups (CCG)GPs know the most about the patients registered with them, and have the biggest incentives to innovate and to commission better services. So why aren't they embracing Clinical Commissioning and using it to improve healthcare right across the country?

It could be any of a number of reasons, and we believe it's about understanding.  What's more, with our experience of doing exactly this (supporting GPs to get engaged), we can demonstrate how we've made a difference, and how it could work for other CCGs.

The Politics of CCGs

Submitted by Hugo_Minney on Tue, 01/03/2012 - 11:43

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Clinical Commissioning

Clinical Commissioning Groups (CCG), the organisations that will commission  healthcare for nearly 60million people across England at a value of around £70billion, are beginning to take shape.

They come in essentially three types, and if you want to supply healthcare to these CCGs, even if you are an established provider of healthcare, you need to understand what you are dealing with

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