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E-grāmata: Planning and Budgeting Skills for Health and Social Work Managers

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Planning and Budgeting Skills for Health and Social Work ManagersPalielināt
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This book will help managers to develop their budgeting and planning skills

At a time of increasing government austerity, it is vital that managers and leaders within health and social care organisations have a critical understanding of good planning and budgeting skills. This handbook will guide managers through the complex area of the planning process and includes sections on organisational aspects of planning, completing evaluation forms and analysis and strategic goal-setting. The Author then looks at effective budgeting skills including year-end forecasting, profiling and efficiency.

Provides managers and leaders within Health and Social Care organisations with essential planning and budgeting skills.
List of figures
vii
List of tables
viii
List of activities
ix
Foreword x
About the author xi
Acknowledgements xii
1 Introduction
1(1)
2 Planning - an introduction
2(11)
What is planning?
2(1)
Personal aspects of planning
2(1)
Organisational aspects of planning
3(1)
Planning context
4(1)
Plans and budgets
5(1)
Why plan?
6(1)
Types of plan
7(2)
Plan format
9(1)
What constitutes a good quality plan?
10(3)
3 The planning process
13(3)
Planning stages
13(1)
Planning to plan questions
14(2)
4 Using planning techniques
16(27)
Introduction
16(1)
Completing the analysis
17(17)
Setting direction
34(5)
Action planning
39(1)
Summary
40(3)
5 Budgeting and financial management
43(10)
An introduction to financial management
43(2)
The importance of financial management
45(1)
Main elements and evolution
46(1)
Appropriate frameworks
47(4)
Effective systems
51(1)
Competent staff
51(1)
Financial leadership
52(1)
6 The budget manager role
53(5)
Decentralisation, devolution and delegation
53(2)
Financial responsibilities
55(1)
Financial competencies - managers
55(3)
7 Budget management - preparation
58(14)
Definitions
58(2)
The budget cycle
60(1)
Budget preparation
61(2)
Budget calculating
63(1)
Rational budgeting
63(2)
Historic budgeting
65(2)
Price bases
67(2)
Employee budgets
69(3)
8 Budgetary control
72(11)
Budgetary control
72(1)
Reporting process
72(1)
Three key questions
73(1)
Profiling
74(1)
Commitments
75(1)
Understanding budget reports
76(1)
Forecasting the year end
77(1)
Control actions
78(1)
Undertaking budgetary control
79(4)
9 Managing budgets in an economic downturn
83(3)
Economy, efficiency and effectiveness
83(1)
Three responses
84(2)
Conclusion 86(1)
References 87(1)
Index 88
Richard Field is a qualified accountant, executive coach and a visiting fellow at Bournemouth University. Richard has worked for the Office for Public Management on a number of highly successful leadership programmes and for Bournemouth University he teaches strategic management and commissioning. Currently Richard is a freelance development specialist working with individual leaders, leadership teams, Clinical Commissioning Groups and Health and Wellbeing Boards.
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