Download Managing with Plans and Budgets in Health and Social Care by Richard Field PDF

By Richard Field

This ebook presents a advisor for managers engaged in making plans and budgeting inside of future health and social care agencies. Taking a really sensible procedure, the booklet specializes in making plans techniques and instruments that may be utilized in many managerial occasions, as well as price range guidance and regulate as practiced by means of managers, instead of accountants. This booklet is perfect for either scholars venture educational programmes that includes making plans and budgeting, in addition to managers inside well-being and social care settings who desire to refresh and expand their wisdom. it's going to additionally aid managers in different elements of the general public and voluntary area.

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Additional resources for Managing with Plans and Budgets in Health and Social Care (Post-Qualifying Social Work Practice)

Example text

Although by this point the reader should understand the purpose of the service and the primary objectives, they will not how it is intended to achieve these or be reassured that these will actually happen. Normally a considerable number of actions are necessary to maintain and develop a service over the life of a plan. In order to maintain the strategic focus it is important that the planner includes at this stage only those key actions required to achieve the objectives. More detailed actions will appear in the action planning section of the plan and still more in operational plans that flow from this one.

QXD 7/8/07 16:17 Page 32 Chapter 4 Using planning techniques and the actions they contain usually have to be approved by senior managers, trustees and/or politicians, each of which will have their own view as to the purpose of the service and how it should operate. A plan that fails to reflect the requirements and preferences of significant stakeholders is likely to be rejected. In effect a set of restraints exist which can affect many aspects of the service including target service users, purpose, organisational structure, operation, etc.

Two problems exist; firstly, getting one or more suitable organisation to share information can be difficult due to confidentiality, time and cost concerns. The more competitive the relationship, the less likely it is that information sharing will be possible. Secondly, the quality of information can be variable. In practice those planning frequently have to rely on published sources or information gleaned at conferences, from contacts, etc. Whilst alternative provider analysis might be difficult to undertake and there may be concerns regarding information reliability, this is still worthwhile.

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