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Explore and critically appraise strategies and methods used for the planning and management of change within the NHS, social care, and partner organisations
ASSESSMENT BRIEF
Module Name: Leadership and Change Management in Health and Social CareAcademic Year: 2024-25
Assessment Period: Trimester 1
Module Code
Level
Credit Value
Module Leader
UN3008
6
30
Assessment code and title:
PR1
Assessed Learning Outcomes:
B) Explore and critically appraise strategies and methods used for the planning and management of change within the NHS, social care, and partner organisations
D) Identify and solve complex problems and devising a range of creative solutions that justify a chosen course of action by using appropriate resources
Weighting:
50%
Duration:
10 minutes per student
Submission deadline:
Please refer to the deadline on the VLE (Virtual Learning Environment) (Week 9)
Other key information:
An individual assessment:
Authentic boardroom simulation presentation of a policy implementation meeting (10 minutes per student).
Please read this assessment brief in its entirety before starting work on the assessment task
The Assessment Task:
An NHS Integrated Care Board (ICB), situated in the Midlands, is under new directives to integrate mental health services within primary care settings. This policy, aimed at enhancing both the accessibility and quality of mental health care, requires all ICBs (Integrated Care Board) to develop and implement integration plans by the end of 2025.
In a recent evaluation, it was found that a high proportion of the community is dissatisfied with local services, consistently reporting a lack of support to manage their conditions. There has also been an increase in psychiatric hospital admissions among local communities presenting severe mental health conditions.
The NHS ICB has invited stakeholders to contribute their expertise and services to improve the effectiveness of local community preventative mental support, putting the ‘lived experiences’ of service users at the forefront.
As the Lead Inspector from the Care Quality Commission (CQC), you are tasked with addressing these challenges. You will lead the effort to conduct a comprehensive assessment to identify specific gaps in mental health service provision. This assessment should include analysing existing reports, reviewing service availability, and engaging directly with primary care staff and NHS ICB representatives to gain a thorough understanding of the issues.
With the gaps identified, your focus will shift to developing a targeted training plan for primary care staff. This plan should encompass both initial and ongoing training, addressing critical areas such as mental health assessment and intervention techniques. Enhancing staff competencies in these areas is essential for improving the management of mental health conditions.
Improving coordination between primary care and mental health services is also crucial. You will propose strategies to facilitate better communication and collaboration, such as establishing regular joint meetings or implementing streamlined communication protocols. Effective coordination will ensure that mental health needs are managed more efficiently and integrated seamlessly into primary care.
Engaging with key stakeholders, including primary care providers, mental health professionals, and service users, will be vital for the successful implementation of the integration plan. Consider organizing focus groups or collaborative workshops to gather input and ensure that the plan is both practical and responsive to the needs of all involved.
You will need to deliver an individual 10-minute simulation (PowerPoint presentation) of a ‘boardroom policy implementation meeting,’ which must be uploaded to the VLE no later than week 8. The presentation must demonstrate how you would use different leadership strategies and methods to create organizational change with joint (shared) stakeholder input. This would focus on creating ‘communication spaces’ for stakeholders to collaborate on transforming and strengthening the quality and capacity of mental health services, gaining a competitive edge over other regions implementing similar integrations.
Operationally, the purpose (trigger) of change is to improve the coordination and quality of mental health services in the Midlands. The key stakeholders for the meeting would be a multidisciplinary team of primary care providers, mental health professionals, Independent Mental Capacity Advocates (IMCAs), support workers, and service users accessing support.
References
Department of Health and Social Care. (2022). Integration and innovation: working together to improve health and social care for all [Online]. Available at: https://www.gov.uk/government/publications/integration-and-innovation-working-together-to-improve- health-and-social-care-for-all [Accessed 1 June 2024].
Gilburt, H. (2018). "Mental health and primary care networks: Understanding the opportunities." The King`s Fund [Online]. Available at: https://www.kingsfund.org.uk/publications/mental-health-primary-care- networks [Accessed 1 June 2024].
NHS Digital. (2021). Mental Health Act Statistics Annual Figures 2020-21 [Online]. Available at: https://digital.nhs.uk/data-and-information/publications/statistical/mental-health-act-statistics-annual- figures/2020-21-annual-figures [Accessed 1 June 2024].
NHS England. (2020). Advancing mental health equality: Steps towards equitable and inclusive services [Online]. Available at: https://www.england.nhs.uk/publication/advancing-mental-health-equality/ [Accessed 1 June 2024].
Public Health England. (2017). Prevention concordat for better mental health: Prevention planning resource for local areas [Online]. Available at: https://www.gov.uk/government/publications/prevention-concordat- for-better-mental-health-planning-resource [Accessed 1 June 2024].
Royal College of General Practitioners. (2018). Mental health services in primary care: A guide for practitioners [Online]. Available at: https://www.rcgp.org.uk/clinical-and-research/resources/a-to-z- clinical-resources/mental-health.aspx [Accessed 1 June 2024].
Samaritans. (2022). Developing an integrated approach to mental health and wellbeing: Learning from local areas [Online]. Available at: https://www.samaritans.org/about-samaritans/research-policy/integrated- approach-mental-health/ [Accessed 1 June 2024].
The King`s Fund. (2021). "Integrating mental health services into primary care: Learning from experience." [Online]. Available at: https://www.kingsfund.org.uk/publications/integrating-mental-health-services- primary-care [Accessed 1 June 2024].
Assessment Guidance:
The policy implementation meeting presentation submission schedule will be put on the VLE. You should structure the presentation in the following way:
Student number, module title and code, assessment code and title Title
‘CQC Policy Implementation Meeting on Mental Health Integration’
1. Introduction:
Briefly introduce yourself.
State the purpose of the meeting, simulating a boardroom discussion on the plan for integrating mental health services into primary care as mandated by the new UK government policy.
Policy Overview
2. Key points to discuss:
Provide a concise overview of the new government policy.
Importance of Integration:
Discuss the importance of integrating mental health services within primary care, using relevant statistics or findings.
Present a significant gap identified in the NHS ICB in the Midlands.
Example: You might consider areas such as coordination between primary care and mental health services.
Propose a solution to address the identified gap.
Example: Think about strategies such as regular joint meetings or improved communication protocols.
3. Stakeholder Engagement:
Explain who you will engage with and why their input is critical.
Example: Consider engaging primary care providers, mental health professionals, and NHS ICB representatives.
Suggest methods of engagement, like focus groups or workshops.
Summarize the main points discussed.
Reinforce the importance of integrating mental health services within primary care.
Outline the next steps for implementing the plan.
4. Conclusion:
Please note that, although the leadership concepts you present must be related to the taught content, you should be creative and apply a range of strategies and methods to this health and social care context.
References
Include a list of recent academic literature and reports in support of your presentation. Ensure all references are formatted in Harvard referencing style.
***As with all assessments, you will need to include citations to support the ideas that you are presenting with the Harvard referencing system.
Learning Outcomes
On successful completion of this assessment, you will be able to:
Explore and critically appraise strategies and methods used for the planning and management of change within the NHS, social care, and partner organisations (b)
Identify and solve complex problems and devising a range of creative solutions that justify a chosen course of action by using appropriate resources (d)
Academic Integrity and Misconduct
Unless this is a group assessment, the work you produce must be your own, with work taken from any other source properly referenced and attributed. For the avoidance of doubt this means that it is an infringement of academic integrity and, therefore, academic misconduct to ask someone else to carry out all or some of the work for you, whether paid or unpaid, or to use the work of another student whether current or previously submitted.
For further guidance on what constitutes plagiarism, contract cheating or collusion, or any other infringement of academic integrity, please read the University’s Academic Integrity and Misconduct Policy. You will also find useful resources on the VLE: Referencing and Academic Integrity page.
N.B. The penalties for academic misconduct are severe and can include failing the assessment, failing the module and expulsion from the university.
Extensions
No extensions are available for this assessment.
For full details please refer to the Extensions Policy. Extensions are only available for first sits – they are not available for resits.
Mitigating Circumstances
For guidance on mitigating circumstances please go to Mitigating Circumstances where you will find detailed guidance on the policy as well as guidance and the form for making an application.
Please note, however, that an application to defer an assessment on the grounds of mitigating circumstances should normally be made in advance of the submission deadline or examination date
Marking Rubric
This is what you will be marked against. You need to check it regularly against your work to ensure you are on the right track.
Learning Outcome (LO)
Distinction (A)
Merit (B)
Commended (C)
Pass (D)
Fail (F)
UONL Learning Outcomes
–
Level 6
Work that is distinguished is of very high quality, with a broad knowledge base and demonstrates a sustained ability to analyse key aspects of the assessment tasks.
Work of commendable quality demonstrating a strong conceptual grasp of assessment tasks in relation to learning outcomes.
Work that is of sound quality, demonstrating a good understanding of learning outcomes which is sufficient and appropriate to the task or activity.
Work of a broadly satisfactory quality demonstrates evidence of achieving the requirements of the learning outcomes.
Work falls short of the threshold standards. Work addresses the assessment task to some extent but overall is limited in its approach and is outweighed by major deficiencies in the work
Explore and critically appraise strategies and methods used for the planning and management of change within the NHS, social care and partner organisations (B)
An excellent critical knowledge and appraisal of leadership and change management was logically and comprehensively demonstrated in the simulated change planning meeting to increase the health technology capacity and outcome of the ICS
(Integrated Care Systems) through global partnership. The meeting was also fully aligned to a full range of leadership strategies and methods that could be potentially used to improve a community mental health provision through stakeholder involvement and collaboration.
A critical knowledge and appraisal of leadership and change management was logically a demonstrated in the simulated change planning meeting to increase the health technology capacity and outcome of the ICS through global partnership. The meeting was also linked to a range of leadership strategies and methods that could be potentially used to improve a community mental health provision through stakeholder involvement and collaboration. However, a few of the leadership working concepts would have benefited from fuller and/or clearer explanations.
A good critical knowledge and evaluation of leadership and change management was chiefly shown in simulated change planning meeting to increase the health technology capacity and outcome of the ICS through global partnership. The meeting was also linked to a some of the key leadership strategies and methods that could be potentially used to improve a community mental health provision through stakeholder involvement and collaboration.
However, some errors were evident in either the sequencing or appropriateness of leadership and change management ideas.
A chiefly competent knowledge and evaluation of leadership and change management was illustrated in simulated change planning meeting to increase the health technology capacity and outcome of the ICS through global partnership. The meeting was also connected to a few key leadership strategies and methods that could be potentially used to improve a community mental health provision through stakeholder involvement and collaboration. However, certain segments of the meeting content was not appropriately sequenced and/or applied to the health and social care context.
Although some parts of the simulated change planning meeting may have considered leadership and changed management, it did not adequately examine and appraise the leadership strategies and methods used for the planning and management of change in the context of care to increase the health technology capacity and outcome of the ICS. As such, the work falls short of the LO threshold expectations, that is, despite it addressing the assessment task to some extent, it is overall limited in scope and outweighed by major deficiencies in the work.
Identify and solve complex problems and devising a range of creative solutions that justify a chosen course of action by using appropriate resources (D)
There was an innovative strategy presented which incorporated the different ways that leadership encouraged stakeholders to co-produce a novel integration mission and vision and service improvement plan that will evidence the CQC quality thresholds. Careful consideration of how they linked to organisational strategy objectives and quality indicators was also highlighted in the simulated policy meeting. The meeting was supported with a wide range of recent appropriate academic literature (i.e., 2020 or newer) that exceeded the module reading.
In the main, there was an innovative strategy presented, which incorporated the different ways that leadership encouraged stakeholders to coproduce a novel organisational mission and vision. Careful consideration of how they linked to organisational strategy objectives and quality indicators was also highlighted in the simulated board meeting. Meeting was supported with a range of recent academic literature (i.e., 2020 or newer).
Some key elements of an innovative strategy were presented, which incorporated the different ways that leadership encouraged stakeholders to coproduce a novel organisational mission and vision. Consideration of how they linked to organisational strategy objectives and quality indicators was also highlighted in large parts of the simulated board meeting. Meeting was supported with recent and appropriate academic literature (i.e., 2020 or newer).
A certain degree of consideration of how leadership strategies could enhance stakeholder involvement to improve service provision was highlighted.
Meeting was mainly supported with appropriate academic literature (i.e., 2020 or newer).
There were some aspects of leadership and change management considered.
However, there was little or no consideration of how they improve the health service provision in the simulated board meeting. There was also a lack of appropriate sources used. Consequently, the work does over the LO threshold expectations.
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