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X-WR-CALDESC:Events for Avon LMC
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DTSTART;TZID=Europe/London:20270202T090000
DTEND;TZID=Europe/London:20270202T120000
DTSTAMP:20260911T102217Z
CREATED:20260910T124807Z
LAST-MODIFIED:20260911T102217Z
UID:59060-1801558800-1801569600@avonlmc.co.uk
SUMMARY:Project Management - Stakeholder Engagement and Communication (Virtual)
DESCRIPTION:  \nMaximum Capacity: 20 \n  \nSummary: \nProjects within General Practice frequently involve individuals and organisations over whom the project manager has limited formal authority. Effective stakeholder engagement is therefore central to successful project delivery.  \nThis module develops delegates’ ability to identify and understand stakeholders\, assess influence\, interest and potential resistance\, and develop proportionate engagement and communication strategies.  \nDelegates consider the different approaches required when working with Partners\, employees\, clinical teams\, patients\, PCNs and wider system stakeholders and explore how project communication can be adapted to different audiences and circumstances.  \n  \nCourse content: \n\nIdentify internal and external stakeholders and explore why stakeholder relationships can significantly influence project success within General Practice\nAssess stakeholders according to influence\, interest\, impact\, position and potential contribution to determine appropriate engagement approaches\nExplore how to build support\, develop effective sponsor relationships\, influence without formal authority and respond constructively to challenge or resistance\nDevelop communication plans that identify what different stakeholders need to know\, when they need to know it and the most appropriate method of communication\nApply stakeholder and communication approaches to situations involving conflicting priorities\, difficult messages\, resistance and competing organisational interests\n\n  \nOn completion of this course delegates will be able to (expected outcome): \n\nIdentify and analyse the stakeholders who can influence\, support or be affected by a General Practice project\nDevelop targeted stakeholder engagement and communication strategies appropriate to different levels of influence\, interest and project impact\nAdapt their approach to build support\, manage resistance and communicate project information effectively across practice\, PCN and wider system environments
URL:https://avonlmc.co.uk/event/project-management-stakeholder-engagement-and-communication-virtual/
LOCATION:Bristol
CATEGORIES:Manager Training
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BEGIN:VEVENT
DTSTART;TZID=Europe/London:20270209T090000
DTEND;TZID=Europe/London:20270209T123000
DTSTAMP:20261012T105116Z
CREATED:20260910T100416Z
LAST-MODIFIED:20261012T105116Z
UID:59066-1802163600-1802176200@avonlmc.co.uk
SUMMARY:PCN Management - Influencing\, Negotiation & Managing Across Organisations (F2F)
DESCRIPTION:  \nMaximum Capacity: 15 \n  \nSummary: \nThis practical module develops the influencing and negotiation skills required by PCN Managers working across practices\, partnerships and wider health and care organisations.  \nPCN Managers frequently carry responsibility for achieving outcomes without holding direct authority over all those involved. The course therefore explores how influence is built through credibility\, relationships\, understanding stakeholder interests and selecting an appropriate approach to different individuals and organisational contexts.  \nDelegates examine stakeholder power and influence\, influencing without authority\, negotiation preparation\, managing disagreement and constructive challenge. The session also considers how PCN Managers can work effectively with Clinical Directors\, GP Partners\, Practice Managers\, providers and system partners where priorities or organisational interests may differ.  \nA practical PCN negotiation scenario enables delegates to apply the techniques introduced during the session.  \n  \nCourse content: \n\nExplore formal and informal sources of influence and consider how authority\, expertise\, relationships\, information\, credibility and organisational position affect decision-making within a PCN\nIdentify key PCN stakeholders and assess their level of power\, interest\, influence\, alignment and potential resistance in relation to PCN priorities\nDevelop practical approaches for influencing member practices\, Clinical Directors\, partners\, providers and wider system stakeholders when direct managerial authority is limited or absent\nProduce structured negotiation techniques including identifying positions and interests\, understanding alternatives\, establishing tradeables\, preparing concessions and working towards sustainable agreeements\nExplore approaches to challenging decisions professionally\, presenting alternative recommendations\, raising concerns and maintaining effective working relationships during disagreement\nApply influencing and negotiation techniques within a realistic multi-stakeholder PCN scenario  and reflect on the approaches that support effective system working\n\n  \nOn completion of this course delegates will be able to (expected outcome): \n\nAnalyse stakeholder power\, interests and influence and select appropriate approaches for different PCN relationships\nUse structured influencing and negotiation techniques to manage competing organisational priorities and achieve collaborative outcomes\nApply constructive challenge and managing-upwards techniques confidently while maintaining effective personal relationships
URL:https://avonlmc.co.uk/event/pcn-management-influencing-negotiation-managing-across-organisations-f2f-venue-tbc/
LOCATION:Avon LMC\, 14A High Street\, Staple Hill\, Bristol\, Bristol\, BS16 5HP\, United Kingdom
CATEGORIES:Manager Training
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/London:20270210T090000
DTEND;TZID=Europe/London:20270210T123000
DTSTAMP:20261012T105040Z
CREATED:20260910T083535Z
LAST-MODIFIED:20261012T105040Z
UID:59068-1802250000-1802262600@avonlmc.co.uk
SUMMARY:Leadership - Strategic Leadership (F2F)
DESCRIPTION:Maximum Capacity: 15 \n  \nSummary: \nLeadership within healthcare increasingly requires influence beyond traditional organisational and hierarchical boundaries. This module develops delegates’ ability to understand the wider system in which they operate and to build the relationships\, networks and influence required to achieve outcomes where formal authority may be limited.  \nDelegates explore political awareness\, organisational power\, networks and social connectivity before applying practical stakeholder mapping and engagement approaches.  \nThe module develops influencing\, persuasion and collaborative leadership skills\, enabling delegates to navigate competing interests and build support for ideas and improvement initiatives across professional and organisational boundaries.  \nCourse content: \n\nUnderstand organisational dynamics\, competing interests\, priorities and perspectives while maintaining integrity and professional purpose\nExplore the importance of formal and informal networks and relationship capital in achieving leadership outcomes\nIdentify different organisational power bases and examine the distinction between authority\, power and influence\nIdentify and analyse stakeholders according to influence\, interest\, position and relationships and develop appropriate engagement strategies\nDevelop practical approaches for building coalitions\, presenting compelling arguments\, negotiating competing priorities and creating collaborative solutions\n\nOn completion of this course delegates will be able to (expected outcome): \n\nAnalyse the political\, relational and organisational context surrounding a leadership challenge\nMap key stakeholders\, networks and sources of power and develop targeted engagement strategies\nUse influencing\, persuasion and collaborative leadership approaches to progress objectives across organisational and professional boundaries
URL:https://avonlmc.co.uk/event/leadership-strategic-leadership-f2f-tbc/
LOCATION:Avon LMC\, 14A High Street\, Staple Hill\, Bristol\, Bristol\, BS16 5HP\, United Kingdom
CATEGORIES:Manager Training
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/London:20270210T130000
DTEND;TZID=Europe/London:20270210T163000
DTSTAMP:20261012T104932Z
CREATED:20260910T085514Z
LAST-MODIFIED:20261012T104932Z
UID:59070-1802264400-1802277000@avonlmc.co.uk
SUMMARY:Leadership - Leading Change (F2F)
DESCRIPTION:  \nMaximum Capacity: 15 \n  \nSummary: \nThe final taught module develops delegates capability to lead people and services through change within complex healthcare environments. \nDelegates explore established change-management approaches including Lewin’s Three-Step Model\, Kotter’s Eight-Step Process and ADKAR\, considering the strengths and limitations of different approaches rather than treating change as a simple linear process. \nParticular emphasis is placed on understanding the psychological experience of change\, responding constructively to resistance and recognising complex or ‘wicked’ problems where conventional solutions may be insufficient \nDelegates also use creative-thinking approaches to explore alternative responses to complex service challenges and apply their learning to their Service Improvement Project \n  \nCourse content: \n\nExplore why change succeeds or fails and the leadership role in creating direction\, engagement and momentum\nCompare and apply Lewin’s Three-Step Model\, Kotters Eight-Step Process and ADKAR to different change scenarios\nUnderstand how uncertainty loss\, identity and perceived control can affect people’s responses to organisational change\nFrame resistance as potentially valuable information and distinguish complicated problems from complex or wicked challenges\nApply creative-thinking and problem-solving approaches to generate alternatives\, engage stakeholders and develop sustainable responses to change\n\nOn completion of this course delegates will be able to (expected outcome): \n\nSelect and apply appropriate change-management frameworks to workplace change initiatives\nRecognise and respond constructively to the psychological and behavioural responses associated with organisational change\nApply systems and creative-thinking approaches to complex change challenges and develop practical strategies for progressing change
URL:https://avonlmc.co.uk/event/leadership-leading-change-f2f-venue-tbc/
LOCATION:Avon LMC\, 14A High Street\, Staple Hill\, Bristol\, Bristol\, BS16 5HP\, United Kingdom
CATEGORIES:Manager Training
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/London:20270223T090000
DTEND;TZID=Europe/London:20270223T123000
DTSTAMP:20261012T104900Z
CREATED:20260910T094740Z
LAST-MODIFIED:20261012T104900Z
UID:59072-1803373200-1803385800@avonlmc.co.uk
SUMMARY:PCN Strategy\, Business Planning & Finance (F2F)
DESCRIPTION:  \nMaximum Capacity: 15 \n  \nSummary: \nThis module develops the strategic\, business planning and financial skills required to translate PCN priorities into credible and sustainable plans.  \nDelegates explore how PCNs can move beyond short-term operational delivery towards clearer medium-term strategic planning. The course considers how population need\, workforce\, finance\, service priorities\, organisational capacity and wider system expectations can be brought together to establish realistic PCN priorities.  \nThe session introduces a practical approach to developing business plans and business cases and considers how financial information should inform strategic decisions. Delegates will also explore the principles of commissioning and contract management where PCNs are delivering or purchasing services.  \nThe emphasis throughout is on enabling PCN Managers to move confidently from identifying a need through to presenting a structured\, evidence-based recommendation for decision.  \n  \nCourse content: \n\nExplore the distinction between operational activity and strategic management and consider how PCNs can establish clear priorities within a changing primary care environment\nConsider population need\, workforce\, finance\, service demand\, estates\, digital capability\, member practice priorities and wider system expectations when determining future PCN priorities\nProduce a structured approach to translating strategic priorities into a practical 12-36 month business plan incorporating objectives\, resources\, risks\, measures and delivery requirements\nExplore the components of an effective PCN business care including problem definition\, evidence\, options\, costs\, benefits\, risks\, recommendation and implementation considerations\nDevelop understanding of budgets\, forecasting\, variance\, financial commitments\, workforce and service costs\, sustainability and the financial implications of strategic decisions\nProduce the principles of service specifications\, deliverables\, outcomes\, KPIs\, mobilisations\, performance monitoring and managing contractual risk within a PCN context\n\n  \nOn completion of this course delegates will be able to (expected outcome): \n\nTranslate population\, organisational and system needs into clear and achievable PCN strategic priorities\nDevelop structured business plans and business cases that integrate evidence\, finance\, benefits\, risks and implementation requirements\nFinancial and contractual information more confidently to support sustainable PCN decision-making
URL:https://avonlmc.co.uk/event/pcn-strategy-business-planning-finance-f2f-venue-tbc/
LOCATION:Avon LMC\, 14A High Street\, Staple Hill\, Bristol\, Bristol\, BS16 5HP\, United Kingdom
CATEGORIES:Manager Training
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/London:20270224T090000
DTEND;TZID=Europe/London:20270224T120000
DTSTAMP:20260911T102012Z
CREATED:20260910T110449Z
LAST-MODIFIED:20260911T102012Z
UID:59074-1803459600-1803470400@avonlmc.co.uk
SUMMARY:Project Management - Business Cases and Benefits Realisation (Virtual)
DESCRIPTION:  \nMaximum Capacity: 20 \n  \nSummary: \nThis module develops delegates’ ability to demonstrate why a proposed project or investment should proceed and how its intended benefits will be identified\, measured and sustained.  \nUsing a proportionate approach suitable for General Practice\, delegates explore the essential components of a credible business case\, including the case for change\, options appraisal\, financial and non-financial considerations\, risk and expected benefits.  \nThe session also considers what happens beyond project implementation\, helping delegates distinguish between project outputs and genuine organisational benefits and establish measures through which improvement can be demonstrated.  \n  \nCourse content: \n\nDefine the problem\, opportunity or strategic requirement and establish why organisational investment\, capacity or change may be required\nCompare credible options including do-nothing\, do-minimum and change approaches using proportionate financial\, operational\, workforce\, quality and risk criteria\nBring together strategic rationale\, options\, resource requirements\, risks\, implementation considerations and recommendations within a clear decision-making document\nDistinguish project activities\, outputs\, outcomes and benefits and explore how poorly defined benefits can undermine evaluation of project success\n\n  \nOn completion of this course delegates will be able to (expected outcome): \n\nDevelop a proportionate and evidence-informed business case for investment or change within General Practice\nEvaluate alternative options using appropriate financial\, operational\, workforce\, quality\, risk and benefit considerations\nDefine measurable project benefits and establish arrangements for monitoring and demonstrating benefits realisation following implementation
URL:https://avonlmc.co.uk/event/project-management-business-cases-and-benefits-realisation-virtual/
LOCATION:Bristol
CATEGORIES:Manager Training
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