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Funders and regulators are forcing organisations to change by demanding more clarity about achievements. This is a tough time for senior managers who not only have to change the way that they work but also have to sell the changes to their workforce. That means challenging deep-rooted beliefs about what it means to be doing a 'good job' for clients and being crystal clear about your aims, objectives and outcomes. You can only do that with the confidence of having the most up-to-date knowledge and skills. This half-day seminar for top managers is led by an acknowledged expert who has introduced outcomes to one of the largest and most successful social care organisation in the country. He helps you to clarify your thinking about what your organisation is all about while introducing you to the power of the outcomes approach for getting the best for your clients, funders, regulators, staff and the community around you. Course Contents This ever-changing world in which we live... The senior management dashboard - how do you know how fast and how far are you taking your clients? Up to their necks in muck and bullets - life on the frontline when this approach falls from above? Hitting all the bases at once - how does outcomes management support your other policies Which organisations would benefit from this course? Any organisation that wants to improve its performance - particularly those who want to stay in business through the new wave of government funding reforms Who should attend? Senior managers who want a tool for driving change through their organisation Board members who want to understand how outcomes will help them improve governance and streamline efficiency and effectiveness. Course Duration: One day Delivery methods: Lectures, paired and group exercises, role-play, discussion groups, case studies, written exercise Trainer: Mike Carroll

Funders and regulators are forcing organisations to change by demanding more clarity about achievements. This is a tough time for senior managers who not only have to change the way that they work but also have to sell the changes to their workforce. That means challenging deep-rooted beliefs about what it means to be doing a 'good job' for clients and being crystal clear about your aims,...

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