module specification

This module provides learners with an understanding of the organisational
infrastructure of public sector organisations. Context is provided through relevant local,
regional and national social and administrative policy for both employment as well as
for the provision of healthcare and social services. Management structures relevant to
the dietetic professions are explored. The module aims to develop learning and
practical tools to support experiences encountered during employment. It complements
theory of government policies relevant to healthcare covered in modules such as
Clinical Dietetics 1 and 2 and Applied Public Health and Nutrition.
The module aims to provide learners with an understanding of the management and
organisation of public sector organisations. In addition learners will learn about
commissioning, business planning, financial management and marketing as well as the
management of governance and risk within healthcare. Learners will also further
develop their knowledge and understanding of continuous professional development ,
career pathways and management and leadership styles.
Spring Semester
Assessment: Business Case (2000 words) (50%) Oral Presentation (15 minutes) (
50%)
This module forms an essential part of preparation for employment. Learners must
obtain at least 40% to pass this module. In addition learners must normally obtain at
least 35% in each component of assessment within this module. A mark of between
35%  and 39% may be compensated by other components

The specified learning outcomes will be developed around a framework based on the following subject matter:
Organisational structures and management relating to health systems, social care the private sector and dietetic service provision. Models and practice in e-health.
Governance of health care including risk management, clinical governance, financial governance, tendering and contracting, audit and service improvement. Business innovation as applied to health and social care. Involvement of service user in service development, improvement and decision making.
Human resource management, industrial relations, management and leadership styles.
Continuous Professional Development, Requirements of the Health and Care Professions Council, Practice Supervision and Dietetic Career Pathway.
Accountability of oneself and others.
Change management
Commissioning Services
The evolving role of the health professional
Core NHS values including advocacy, compassion
Participation in training, supervision, and mentoring
Raising concerns about the safety and well being of service users including whistleblowing and current related health regulatory policy.

The syllabus will be developed through lectures, tutorials and case studies. A significant amount of material will be made available through the University VLE including process models and learning materials
Knowledge of the subject matter of this module will be acquired via interactive
lectures  (20 hours), group tutorials (20 hours) and in class oral presentations (8 hours) which are mandatory.  In addition learners will be required to spend up to 102 hours in private study, preparation and self-directed reading.  Learners will be instructed in the
appropriate use of learning resources and assisted with suitable directed reading
material. The learners will learn about public sector organisations as employers as well as providers of healthcare. This module forms an important part of developing skills in
employability as it prepares learners for the expectations of the NHS as an employer
and of the Health and Care Professions Council

On successful completion of the module the learner will be able to:
1. Appraise current health, education and social services systems in the provision of
healthcare at local, regional and national levels.
2. Devise a business plan for a given case scenario illustrating knowledge of the
principles of human resource management and service improvement .
3. Demonstrate understanding of the methods used to evaluate self performance as an
individual, as part of a team and as an organisation.
4. Examine governance and quality systems used within health and social care.

Business Case (2000 words) (50%)
Learners will be presented with a scenario for which they will be required to develop a
business case to attract resources to undertake a suitable dietetic intervention.
Learners will be required to rationalise their request for finance using relevant poli
cy documents and NHS strategies, as well as present a financial plan and show how the resource requested will be managed.  This will assess learning outcomes 1, 2 3 and 4
Oral Presentation (15 minutes) (50%)
Learners will be presented with a complex case study, requiring input from many
different agencies in health and social care. They will be required to map the journey
through public sector organisations taken by their given case study, highlighting which
healthcare professionals, organisations and institutions the case has interacted with to
identify roles, diagnose problems and identify areas for improvement. Learners will be
required to present the patient journey to develop an understanding of effective
healthcare, the need for governance and service improvement. This will assess
learning outcomes 1,2 , 3 and 4
This module forms an essential part of preparation for employment. Learners must
obtain at least 40% to pass this module. In addition learners must normally obtain at
least 35% in each component of assessment within this module. A mark of between
35% and 39% may be compensated by other components.
Component
The criteria for assessment will include the following:
• An awareness of current provision of healthcare and clinical guidelines .
• An awareness of financial management within the public sector .
• Demonstrate in the production of a business case and the presentation of the
• patients journey, an ability to practise within the ethical and legal boundaries of
the dietetic profession. 
• Illustrate understanding of the requirements by the Health and Care Professions
Council.

Current NHS policy and strategy such as Health and Social Care Act (2012); NHS 5 Year Forward View (2014) and relevant successor documents; Freedom to speak up: whistleblowing policy for the NHS (2016) and other key and current policy documents.
BDA Code of Professional Conduct and HCPC Standards of Proficiency, Standards of conduct, ethics and performance. (CORE)
The Kings Fund: https://www.kingsfund.org.uk/
NHS Confederation: http://www.nhsconfed.org/
Gopee N and Galloway J (2017) Leadership and Management in Healthcare 3rd edition
SAGE publications
Gottwald M and Lansdown M (2014) Clinical Governance: Improving The Quality Of Healthcare For Patients And Service Users. Open University Press