Graduate Certificate in Managing Health and Social Care ...

Graduate Certificate in Managing Health and Social Care : Programme Specification1. Awarding Institution/Body University of Worcester2. Teaching Institution University of Worcester andBDC (Business Development Consultancy3. Programme Accredited By Recognised for membership of Institute ofHealthcare Management4. Final Award Graduate Certificate5. Programme Title Graduate Certificate in Managing Health &Social Care6. Pathways Available Not Applicable7. Mode and/or site of delivery UW or client, taught modules8. Mode of Attendance Part time over 1 year through monthly oneday workshops supported by blendedlearning (on-line study)9. UCAS Code N/A10. Subject Benchmark Statement General Business and Management(2007)11. Date of Programme Specification Approved Audit and Review CommitteePreparation/ RevisionMay 201212. Educational Aims of the ProgrammeThe Graduate Certificate in Managing Health & Social Care is a programme designed aroundthe needs of first line and middle managers in the health and social care professions.The programme is designed for all managers, irrespective of professional or functionalbackground who are:Moving into management for the first time, or are experienced first-line managers.First line / middle managers wishing to develop or consolidate their management skills.Returning to work after a career break.The twelve month programme is offered on a part-time basis and is designed to enable studentsto develop practical management skills. The programme aims to provide students with thetheories, tools and techniques to manage people and services effectively in the health and socialcare sectors, and to help them to make the most efficient use of financial resources andinformation. It is designed to improve students’ ability to influence others in order to achieveresults. It focuses on applied learning, encouraging students to relate new knowledge and skillsto real workplace situations. In particular, the purpose of the programme is to provide studentswith:1. A stimulating academic environment which is based upon the values of academicopenness, critical appraisal and sensitivity to diversity in terms of people, cultures,leadership, management and (health and social care) sector issues;2. The basis for further professional development, including the ability to takeresponsibility for their own CPD and the CPD of those for whom they are responsible;3. The knowledge, understanding and skills to become more effective in theirleadership and management roles, including maintaining effective working relationships;4. The capacity to develop and apply leadership, management, budgetary andcommunications skills as a basis for meeting quality standards, improving servicedelivery and enhancing client care;5. A multidisciplinary approach to health and social care leadership and management issuestogether with a critical understanding of contemporary issues in the sector and theleadership and management of change;6. The ability to explore their potential, increase their self-awareness and self-Final approved version 20 th June 20121

confidence together with a continuing appetite for reflective, adaptive and collaborativelearning in order to support progression opportunities to other programmes such as theMBA in Executive Leadership & Management (Health and Social Care).13. Intended Learning Outcomes and Learning, Teaching and Assessment MethodsKnowledge and understanding:Examples of teaching, learning andassessment methods used:The knowledge, skills and competencies required for Self-study using learning materialsfirst-line/ middle management positions within health, available via the VLE, supplemented bysocial care and voluntary organisations.e-books and digitised chapters.The application of critical thinking to the successful A programme of one-day or half-daymanagement of health, social care and voluntaryinteractive workshops, comprising grouporganisations.work sessions.The basis of operational decision making, and how Peer-learning sets operating within thethe drivers of change can influence policy making. context of the organisation.The researching and writing of workbasedassignments and subsequent oraland written feedbackAssessment by a variety of meansincluding critically reflective andevaluative pieces, and organisationalevidence research-based tasks resultingin recommendations for improvementand implementationCognitive and intellectual/ skills:Problem solving and dealing with complex issues ofmanagement and leadership.Critical appraisal applied to current areas of themanagement curriculum, and to the context of theirwork within their organisation.The development and application of a rangeof management techniques and toolsappropriate to first-line and middle management inthe areas of people, resources, operations andinformation.Analysis and interpretation of a variety of financialand non-financial data as applied to a range of healthand social care management situations.Exercising judgement and understanding in relation toethical issues.Reflecting critically upon own existing practicePractical skills relevant to employment:Appreciate their own management role within theorganisation and be sensitive to the differingperspectives of others.Identify their personal development needs and deviseappropriate action plans.Develop the necessary skills to work effectively withand to lead others within health and social careorganisations.Plan, manage and make sound judgements inaccordance with the core values of health, social careand voluntary organisations.Understand and apply approaches to resourceFinal approved version 20 th June 2012Examples of teaching, learning andassessment methods used:All modules require learners to engage indiscussion of key issues and theapplication of key conceptsCase study analysis and groupdiscussions, offer students theopportunity to engage in problem solvingand complex issuesBUSM3915 requires analytical skills tobe applied to a variety of dataConsideration of human resourcemanagement and service delivery raisesissues in which judgement needs to beexercisedIntellectual and cognitive skills areassessed by means of a range ofanalytical, evaluative and reflectiveassignments.Examples of teaching, learning andassessment methods used:ILS contact runs session during inductionrelating to information resourcesavailable.Group and individual tasks involvinglibrary and internet-based informationretrieval feature in various modules.Chat-room facilities enabled through aVLE (Blackboard)Personal Development assessmentforms part of the assessment strategy ofthe course.Project-based tasks involving group2

management in dealing with complex issues.Transferable/key skills:Numeracy and quantitative skillsTwo-way communication skills, e.g. negotiation andpersuasionSelf management skills and personal effectiveness,e.g. time managementProfessional developmentEffective use of ICT.activities.Written assignments used to assessanalytical skills.Examples of teaching, learning andassessment methods used:Quantitative skills taught through use ofworked examples, e.g. in relation toevaluating effective budgetary setting inBUSM3915Group exercises involving role-play areused to develop two-way communicationskillsAdvice on time management skills areconveyed as an integral element ofsuccessfully completing assignments.Certain quantitative skills are assessedthrough appropriate formative andsummative assignments eg BUSM3915An audit of programme learning outcomes mapped against constituent modules is included asAppendix A in the Course Handbook.A wide variety of learning and teaching methods embracing blended learning have beendesigned for use in the modules that comprise the Graduate Certificate in Managing Health &Social Care programme.Support for students, in relation to study skills, takes a variety of forms on the programme. Sincestudents will only attend for one day each month, additional support is provided for academicstudy skills and assignment skills. For example, guidance on study skills is provided atinduction, where students are directed to workshops available through the Students Union, andalso to on-line support material from Information and Learning Services. The course materialsthemselves also offer valuable advice around the area of study skills.In developing the programme, consideration has been given to the following strategies: -The use of relevant core texts covering key elements of the programme, supplemented by avariety of e-books, digitised chapters and task-based material via the VLE;Tutorial and learning support provided through half-day and full-day workshops by tutors fromWorcester Business School.Peer Learning Sets, run by the delegates themselves (with initial guidance from tutors), givingthem an opportunity to;- discuss and reflect upon key issues;- apply the learning achieved to the work-place;- learn from each other and provide mutual assistance.Tutor surgeries are available when students need personal support and advice.The materials provide a key vehicle for managers both to acquire and apply new managementskills and knowledge within the context of their own job and workplace. The workshops providetutorial guidance and support to underpin the material and assist in applying learning to practical,work based situations. Each student has an Academic Tutor assigned to them who isresponsible for his/her academic welfare, and for supporting the student as they reflect uponhow their learning informs practice. The students are expected to apply their learning to theworkplace, focus upon changes to their management style and behaviour and apply successcriteria for their personal development plans. Moreover, the learning & teaching strategiesemployed provide an effective link between the consideration of their own personal developmentFinal approved version 20 th June 20123

needs and the needs of their employers.Participating Trusts and Care organisations may provide work-place mentors for the students,who, amongst other things, provide support, advice and encouragement. These mentors areindividuals who already possess considerable N.H.S. and Social Care-based managerialexperienceThe teaching and learning strategies for individual modules that have been outlined in thisdocument have been undertaken in accordance with the University's Learning, Teaching andAssessment Strategy14. Assessment strategyAs with the Learning and Teaching strategy, outlined above, the Assessment strategy has beendesigned to provide students with a variety of tasks appropriate for undergraduate level work.The range of assessments specified has been developed in order to support the pedagogicalapproaches employed and be appropriate for the nature of the subject disciplines covered.Assessment is constructed in such a way that a student’s knowledge and understanding of eachmodule studied during the course is assessed in a manner most appropriate to allow theachievement of the relevant Intended Learning Outcomes. Further details of assessment typeby module are contained in Appendix B of the Course Handbook.The overall purpose of assessments on this programme is to enable students to:Demonstrate that they have the intellectual rigour commensurate with a course of this natureand have developed the analytical skills expected of study at Level 6 (FHEQ).Demonstrate the ability to synthesise appropriate theories, models and concepts from arange of modules studied on the course and apply them to critically evaluate real worldscenariosGain experience in working individually and as part of a teamMaximise the opportunity to utilise and share their own experience(s) and studies to produceconcise documents of the kind used in the management decision making processReceive continuous, regular and appropriate feedback throughout the courseDevelop the intellectual and practical abilities required of managersIn testing student understanding, great use is made of relevant and up to date case studies thatencourage students to apply management theories, models and concepts to critically evaluatereal-world situations. Evidence-based research, self-reflection and feasibility tasks enable thestudents to undertake assignments that are directly linked and relevant to their organisation androle. In this way students are encouraged to use their studies to critically evaluate and reflectupon their own organisations and their own performance in order to be able to make an effectivecontribution towards continuous organisational improvement as well as their own selfdevelopment.Students are assessed by a combination of course work items, of both a formative andsummative nature. Formative assessment typically requires students to complete tasks andactivities both in and between sessions and to demonstrate completion of these tasks to thetutor to ensure the development of their knowledge of relevant concepts. Students also havethe opportunity to complete a dry-run for the Personal Development Audit completed as part ofmodule BUSM3914, in preparation for final summative assessment.Students are required to submit assessed work on an individual basis. They are required towork with other students and a wide range of stakeholders from their employing organisations togather evidence for their individual submissions (e.g. BUSM3915). Students are also activelyencouraged to discuss their understanding of models, concepts and theories, and moreimportantly their application to a given scenario, with other members of their group. This allowsFinal approved version 20 th June 20124

students to share ideas and experiences, test their understanding, and more critically evaluatethe models under discussion. In this way students learn from each other and developrelationships that will help them through the rest of their studies.In line with UW Assessment Policy, assessments are scheduled so that they can be completedon an ongoing basis throughout the academic year. Detailed assessment briefs are given tostudents at the start of a module. Wherever practicable, coursework will be markedanonymously. Marking of student work is internally and externally verified via a minimum of15% sample of work for every element of assessment. Where there is some doubt as to theauthorship of an assessment, University of Worcester has its own procedures for investigation ofcases of alleged cheating.Student work is graded according to the University’s Generic Undergraduate Grade Descriptors.The minimum pass grade is D- for each module in accordance with the UndergraduateRegulatory Framework. Specific assessment criteria, which reflect the Intended LearningOutcomes are also published for each assessment.15. Programme structures and requirementsThe Graduate Certificate in Managing Health & Social Care programme is designed to deliver abalanced programme of study in which to explore leadership and management issues in thecontext of the effective leadership and management of people and viable resourcing ofcustomer-oriented service delivery. Each module has a value of 30 credits in order toencourage sustained and deep learning. The Programme comprises the following level 6modules:Award Map (Level 6)Module Module Title Credit Value Module StatusCodeBUSM 3914 Managing Self and Team 30 MandatoryBUSM 3915 Managing Services and Resources 30 MandatoryStudents who pass BUSM3914 and BUSM3915, are eligible for the award of the GraduateCertificate in Managing Health & Social Care, worth 60 credits at level 6 (FHEQ).The programme is structured to enable students to complete the Graduate Certificate award inpart time mode over one year.16. QAA Academic InfrastructureThe QAA Subject Benchmark for General Business and Management (2007) specifies keyareas of knowledge and understanding to be covered in undergraduate programmes, and hasinformed the assessment strategy for this undergraduate programme. The mapping exerciseshown in Appendix C of the Course Handbook demonstrates the way in which the two modules(BUSM3914 and BUSM3915) support the key areas of knowledge and understanding.The QAA subject benchmark also provides a skill set for undergraduate programmes and thesehave been mapped in Appendix D of the Course Handbook to show which modules act tosupport the key subject-specific and transferable skills associated with business andmanagement.The programme conforms to the requirements set out for undergraduate qualifications by theFinal approved version 20 th June 20125

Framework for Higher Education Qualifications (FHEQ). Assessments have been selected thatwill provide students with an opportunity to engage in a critical review and application oftheoretical tools, techniques and ideas relevant to the various aspects of health and social caremanagement, and applied to an area relevant to a health or social care organisational setting.The design of the programme has also been informed by and, where appropriate, aligned with:The National Occupational Standards for Management and Leadership. These outlinethe performance criteria, related skills, knowledge and understanding required toeffectively carry out various management and leadership functions. Appendix E of theCourse Handbook refers.The NHS Leadership Framework. This provides a consistent approach to leadershipdevelopment for staff in health and care irrespective of discipline, role or function, andrepresents the foundation of leadership behaviour throughout the NHS. Appendix F ofthe Course Handbook refers.The Institute of Healthcare Management’s Eleven Behaviours of Quality Management atmiddle manager level (Level 6). The Eleven Behaviours have been mapped against arange of published standards, and are intended to demonstrate a manager’s individualcompetence and fitness for purpose within the ever changing context of health and socialcare. Appendix G of the Course Handbook refers.17. Support for studentsThroughout the course students will be allocated an Academic Tutor who will:Support academic development and progress. This will include guidance in relation toPersonal Development PlanningAct as the first point of call for any issues or problems arising whilst at UniversityProvide an official University reference.The following resources will also support learning during the course:Bespoke induction programmeCourse handbook and modules outlines which include details of the weekly learningschedule, reading list, assignments etcA dedicated Academic Liaison LibrarianA bespoke VLE (Blackboard) to provide access to learning materials, exercises anddiscussionsEmail (via student email address) to access Course Leaders, Module Tutors, LibrarianetcStudent representation on Staff Student Consultative Committee (sub-committee ofCourse Management Committee) to address course-wide issues.Students will also have access to support from the University’s central student service andresource facilities including:Information and Learning Services (ILS) including the Student Information Desk andStudy Skills sheetsStudent Enquiry Desk which acts as a point of contact for enquiries concerning StudentServices including welfare and financial adviceRegistry Services which provides student-specific information, including module results,on the SOLE page of the University websiteThe Disability & Dyslexia Service which implements codes of practice in relation toFinal approved version 20 th June 20126

disability and racial and other forms of discriminationStudents’ Union18. Admissions policy, criteria and proceduresAdmissions Policy for the courseThe Graduate Certificate in Managing Health & Social Care is a programme designed aroundthe needs of first line and middle managers in the health and social care professions.The programme is designed for all managers, irrespective of professional, functional specialism,gender or ethnic background who are:1. Moving into management for the first time, or are experienced first-line managers.2. First line / middle managers wishing to develop or consolidate their management skills.3. Returning to work after a career break.Entry requirementsGeneral admissions requirements of the programme are as follows:An HNC, HND, Foundation Degree or equivalent and work experience,orRelevant management experience at the appropriate level for the award. Typically, thisshould include experience of supervising a team or working regularly as part of a formalteam structureInternational students holding an undergraduate qualification recognised by theUniversityStudents whose first language is not English should normally be able to demonstrateproficiency to a minimum level of 6.0 IELTSAdmissions proceduresEntry to the Programme will require all applicants to complete an application form which gives avariety of information about their work experience, qualifications and motivation. These will bechecked by the Programme Manager.Admissions/selection criteriaThe Programme Manager must be satisfied that the applicants are at the appropriate stage intheir management development to benefit from the Programme and be capable of undertaking aprogramme of academic work or offer evidence of academic ability, experience, qualificationsand motivation.19. Methods for evaluating and improving the quality and standards of teaching andlearningMechanisms for review and evaluation of teaching, learning, assessment, the curriculum andoutcome standards, include:Module feedbackAnnual Evaluation Report completed by Programme ManagerPeriodic review (quinquennial) including external scrutinyFinal approved version 20 th June 20127

Academic peer learning through observationExternal Examiners’ reportsAcademic staff annual appraisalFeedback from workplace mentors (where applicable)Committees with responsibility for monitoring and evaluating quality and standardsBusiness School Departmental Quality Assurance CommitteeBusiness School Post Results Moderation GroupCourse Management Committee and Staff Student Consultative sub-committee chairedby the Programme Manager, and including staff and student membership to overseeoperation of the course, and to meet mid-way through the course and at the course-endas part of a programme evaluationUniversity Academic Standards and Quality Enhancement CommitteeUniversity Ethics CommitteeUniversity Learning, Teaching and Student Experience CommitteeMechanisms for gaining student feedback on the quality of teaching and their learningexperienceModule feedback questionnairesCourse Management Committee and Staff Student Consultative sub-committeeMeetings with Academic TutorMeetings with mentors/ training managers (at sponsoring organisations, and whereapplicable). It should be noted that organisation-based mentors, whilst stronglyencouraged and desirable, are not mandatory for the programme. Guidance sessions formentors and mentees are integrated within the programme. Students who are unable tomake arrangements for mentor support will be notified that they must make at least twoappointments with their Academic Tutor during the course of the programme.The Business School has a number of Teaching Fellows with the responsibility of developingand enhancing the learning experience of all students within the School.20. Regulation of assessmentRequirements to pass modulesModules are assessed using a variety of assessment activities which are detailedin the module specifications.The minimum pass mark is D- for each module.Students are required to submit all items of assessment in order to pass a module,and in some modules, a pass mark in each item of assessment may be required.Full details of the assessment requirements for a module, including theassessment criteria, are published in the module outlineSubmission of assessment itemsStudents who submit course work late but within 5 days of the due date will havework marked, but the grade will be capped at D- unless an application formitigating circumstances is accepted.Students who submit work later than 5 days but within 14 days of the due date willnot have work marked unless they have submitted a valid claim of mitigatingcircumstancesStudents who fail to submit an item of assessment lose their right to reassessmentin that module, and will be required to retake the module.For full details of submission regulations see Undergraduate RegulatoryFramework.Final approved version 20 th June 20128

Retrieval of failureStudents are entitled to resit failed assessment items for any module that isawarded a fail grade, unless the failure was due to non-attendance or nonsubmission.Reassessment items that are passed are graded at D-.If a student is unsuccessful in the reassessment, they have the right to retake themodule (or, in some circumstances, take an alternative module).Requirements for AwardsThe following award will be available to students who meet the following requirements:AwardGraduate Certificate in ManagingHealth & Social CareRequirement60 credits at Level 6 (FHEQ)Institute-level Assessment Boards review and confirm results for modules, and the Board ofExaminers considers students’ mark profiles to make decisions about progression andawards as appropriate.21. Indicators of QualityThe University of Worcester underwent a QAA Institutional Audit in March 2011. Theaudit confirmed that confidence can be placed in the soundness of the institution’scurrent and likely future management of the academic standards of its awards and thequality of the learning opportunities available to students. The audit team highlightedseveral aspects of good practice, including the student academic representative (StARs)initiative, the proactive approach which supports the student experience for disabledstudents, the comprehensiveness of the student online environment (SOLE), the widerange of opportunities afforded to students to enhance their employability, theinstitution’s commitment to enhancement, and the inclusive approach to working with itscollaborative partners.Course satisfaction - The annual National Student Survey 2011 indicated a mean total of3.9 (out of a total of 5) and 81% of students agreed that overall they were satisfied withthe Business Management course.Module satisfaction - Student evaluation of Business Management individual modulesduring 2010-11 indicated an average satisfaction rating of 88%Many members of staff engaged in developing the programme are actively engaged inrelevant research and consultancy in the disciplines of management in a health andsocial care contextThe Annual External Examiners Report (2011) for the GCMHSC programme particularlycommended the detailed and supportive feedback provided to studentsUniversity of Worcester holds the Investors in People kitemark which was renewed in2011.22. Employability and graduate destinationsGraduate DestinationsStudents who successfully complete the Graduate Certificate in Managing Health & Social Care(GCMHSC) may apply to progress to the MBA in Executive Leadership & Management (HealthFinal approved version 20 th June 20129

& Social Care) award provided they have at least 2 years business/management experience, atan appropriate senior level within the health and social care or related sector. Typically thisshould include responsibility for human, financial and physical resources and implementation ofpolicy/strategy.The GCMHSC qualification can also lead to further development opportunities with universitiesand professional management associations. For example GCMHSC graduates with 2 yearshealthcare management experience will be eligible to join the Institute of HealthcareManagement as full members.Student EmployabilityIn line with the Framework for Higher Education Qualifications (August 2008), the GCMHSCprovides students with the following qualities and transferable skills necessary foremployment:the exercise of initiative and personal responsibilitydecision-making in complex and unpredictable contextsthe learning ability needed to undertake appropriate further training of a professional orequivalent nature.In addition to the above, Worcester Business School has developed a set of EmployabilityStandards in consultation with employers. Details of how the course provides opportunities fordevelopment in each of the relevant Employability Standards are included in both the ModuleSpecification details and the Course Handbook.The Careers Destination Survey 2011 indicated that 95% of the GCMHSC graduates were inemployment six months after graduating.Links with EmployersThis course has been designed based on experience of working closely with health and socialcare practitioners and providers. Assignments are based around ‘live’ tasks linked to thestudent’s own workplace and role, thus replicating the tasks and skills which will be encounteredin employment. Additional contact with employers will be maintained by, for example, invitingguest speakers to address students and possibly with workplace mentors.Additionally:Worcester Business School has a Director of Business Development, BusinessDevelopment Manager, a Work Placement Co-ordinator, and dedicated administrativestaff to promote closer links with employers. These, together with the ProgrammeManager for the Graduate Certificate in Managing Health & Social Care will beresponsible for external liaison.The School has strong working relationships with a variety of Health and Social Careorganisations, including, Worcestershire Acute Hospitals NHS Trust, Birmingham andSolihull Mental Health Trust, Sandwell Authority, Herefordshire Council andWorcestershire County Council. Through the University’s Institute of Health and Society,the University has strong links with a number of private organisations e.g. BUPASouthbank Hospital, Worcester. These organisations have members drawn from the IHMwhich recognises the award presented here.The Business School’s specialist research centre, the Centre for People @ Work, has awide range of projects and opportunities to provide links with employers.University of Worcester Careers Advisory Service provides on-going support for studentsPeriodic Career Fairs are organised by Student Services.Final approved version 20 th June 201210

Please note: This specification provides a concise summary of the main features of theprogramme and the learning outcomes that a typical student might reasonably be expected toachieve and demonstrate if she/he takes full advantage of the learning opportunities that areprovided. More detailed information can be found in the Course Handbook and module guides.The accuracy of the information contained in this document is reviewed by the University ofWorcester and may be checked by the Quality Assurance Agency for Higher Education or otherappropriate bodies.Key sources of information about this course can be found in:Student Course HandbookUndergraduate Regulatory FrameworkUniversity of Worcester UG Student HandbookFurther information can be found on the University's website at: www.worcester.ac.ukFinal approved version 20 th June 201211