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Why choose the School of Applied Social Sciences


Over 95% of our Health and Social Care graduates are in employment or further study 15 months after graduating (HESA Graduate Outcomes, 2023)

Our Health and Social Care courses rank 1st in their subject table for graduation prospects – outcomes (CUG, 2024)

With our Change Maker programme we ask you to take an active role in bringing about change and working towards social justice

About the course

This course is designed for students with a background (clinical or non-clinical) in health and social care and/or relevant experience who aspire to support lead and manage transformative healthcare provision in the UK and abroad.

The course advances your understanding of the opportunities and strategies for integrating hospital and community services including local services GP partnerships local authorities and other healthcare and voluntary sector bodies.

You are encouraged to adopt a critical lens when exploring the role of digital care records and single-assessment care plans as well as the challenges of planning cost-effective funding and joined-up care when aiming to improve health outcomes.

Why choose this course?

  • Get hands-on experience through field trips visits and other work-related learning opportunities with our place-based partnerships in Bedfordshire
  • Teaching led by research-active experts in the field of health services research partnership development and informatics
  • Develop your transferable skills in presentations bid-writing evaluation and conducting action-based research
  • The course offers you the opportunity to progress to complete a Master’s degree

What will you study?


The Principles And Application Of Health Economics

Globally, there has been an exponential increase of ageing populations and unhealthy lifestyles and environments, which have invariably led to greater disease burden and health and social care supply and demand, alongside higher expenditure. 

Health and social care is a mature and rapidly expanding sector, which needs economic evaluation to produce financially sustainable systems to meet increased service user demand and inform policy on the most effective strategies to address their ‘emerging health issues’. This has resulted in a steadily increasing demand for people in leadership or senior healthcare roles to have economic expertise.

The principles and understanding of health economics exert an influence on decision making at all levels of care. Consequently, health and social leaders must make calculated and cost-effective choices about the interventions and treatments which their organisations offer with only finite resources though health economic evaluations, which may come into conflict with the ethos of universal health coverage and fairness in the system.   

The aim of this unit is to provide students from non-economic backgrounds with the foundations of cost-effectiveness analysis and knowledge of how economic models can influence and aid their leadership decision-making processes when allocating resources in their current or future health and social care organisation. 

Health Informatics

Improved health outcomes depend on effectively integrating health data sources and various Information and communications technology (ICT) solutions and the field of health informatics is of paramount interest for the workforce in any integrated healthcare setting.  In any well-functioning integrated health care system, a well-managed and robust health information system ensures the capturing, collection, production, analysis, dissemination and use of timely and reliable information to help improve health outcomes and improve the overall efficiency and performance of a system. Capable health information systems are also of vital use when using available data to allocates resources effectively and pool risks from different aspects of a system. With the growing role of digital solutions to health and social care issues, in the form of eHealth, telehealth and artificial intelligence approaches, the unit will aim to equip those who work in integrated care settings with the knowledge and skills to deal with the nature and challenges of collating, managing and sharing data with community and national health bodies and ensuring that such the procurement and contracting of systems are fit for the purpose. Specific attention will explore the role of information systems in undertaking robust surveillance, providing details about vital registration, auditing quality in the workforce information regarding financing as well as overall health outcomes for population and groups etc. As many users are also tasked with managing their health digitally, the unit will also explore how data managers are to effectively incorporate the views of services users as stakeholders in the implementation of such systems. 

Implementing Sustainable Lifestyle Redesigns In Allied Health Professionals Care

This inter-professional unit examines skills, knowledge and strategies to promote and develop effective leadership qualities to work in partnership within diverse teams/agencies across professional and organisational boundaries. 

This unit will develop critical insight and evaluation of individual professional development needs as a preparation for continuing professional development and future employment opportunities, both national and international. 

This unit reflects the requirement for the modern AHP to be equipped with the knowledge and skills to work within NHS environments, in social and community care settings, social enterprises or charities and in private or commercial practice to implement a sustainable Lifestyle redesign.

Leadership and renewal in a post-COVID 19 world: reshaping the relationship between services and communities to tackle health inequalities and help the workforce and communities (citizens) to thrive in the pandemic and beyond 

Health And Social Care Inequalities

This unit aims to develop your critical understanding of health and social care inequalities. Using local, national and international examples, you will:

  • Explore theories, concepts and methods used to understand, explain and influence policy and research on reducing inequalities in health and social care. 
  • Take an in-depth look at the determinants of health approach social categories (socio-economic, class, ethnicity, gender and age) that are used to understand health and social care inequalities.
  • Explore the intersections between these social categories and how they influence the way in which health and social care is experienced by different groups in society such as women, men, older people, ethnic groups, lesbians, gay men those with disability and mental health problems.

Collaborative Leadership In Integrated Health And Care Systems

This unit is part of the CMI Level 7 Strategic Management and Leadership Practice qualification, which leads to CMI recognition with a pathway to accreditation. 

It has been mapped against the Professional Standard 703 Collaborations and Partnerships. 

Collaboration and partnerships can have a huge impact on their organisational successes in meeting the current and emerging needs of different communities, leading to stronger and more resilient health and care systems, which can better respond and adapt to the challenges and opportunities during the COVID-19 pandemic and beyond.

The aim of the unit is for current or aspiring leaders to understand how collaborative and partnership arrangements are established through a leadership culture which instils compassion and high-quality performance and works within policy and legal frameworks.at every level of health and care.     

It will equip students with the critical leadership knowledge and capabilities to strengthen partnership and collaborative working arrangements in the public, private, third sector and cross-sectors, considering how they provide opportunities for their staff to develop higher performance and collaborative work practices

Students will also appraise the importance of recognising and responding to the challenges and conflict of different agencies/professionals in promoting a shared vision and purpose in care, providing a strategic direction of communication, trust, and engagement amongst them to overcome these barriers duly.  

Students will also examine the ‘value’ that their strategic direction has in protecting and improving the health and social well-being of the families, carers, communities that they serve, which forms part of the ‘levelling-up’ agenda. 

Strategic Management And Leadership Of Organisational Mental Health And Wellbeing

This unit is mapped to the CMI Level 7 Strategic Management and Leadership Practice qualification, which leads to CMI recognition with a pathway to accreditation.  
 
It is recognised that in view of the changing nature of work in post-pandemic era and multiple layers of work-related stress, strategies for mental health and wellbeing must be a priority for all organisations seeking to improve their productivity, capability, reputation and quality of outcomes. 
 
Thus, prioritising mental health and wellbeing in the workplace is rapidly gaining traction through political and social campaigning. People are challenging the ‘always-on’ 24/7 culture, and the term ‘work-life’ balance is emerging as a requirement, rather than an aspiration. There is also the need to be more conscious of diversity and inclusion as workforces become more diverse.  
 
The aim of the unit is for leaders to understand the impact of mental health and wellbeing on organisational performance. Leaders will critically assess the complexities of managing wellbeing and will appraise contemporary approaches for the creation of healthy work systems. The unit culminates in leaders being given the opportunity to propose a series of recommendations to create and sustain a positive culture of mental health and wellbeing within an organisational context.  

The aim of the unit is for leaders to understand the impact of mental health and wellbeing on organisational performance. Leaders will critically assess the complexities of managing wellbeing and will appraise contemporary approaches for the creation of healthy work systems. The unit culminates in leaders being given the opportunity to propose a series of recommendations to create and sustain a positive culture of mental health and wellbeing within an organisational context. 

 

Research Methods 1 : Setting Deep Foundations

The core aim of this unit is to enable students to combine existing policy and data with research evidence to develop a critical appreciation of their chosen topic. Students will be able to critically appraise and evaluate the existing evidence base and summarise this learning in the form of a scoping report.

These skills are increasingly considered essential for practitioners in the human services, particularly those in leadership roles where service outcomes need to be evidenced and approaches to practice justified. This unit will enable students to inform decision making with a wide range of evidence, evaluate and thus prioritise organisational objectives, and influence the development, and evaluate the impact, of organisational strategy.

Research Methods 2 : Design, Data Collection And Ethics

The core aim of this unit is to enable student to propose research which is grounded in the existing evidence, robustly designed, makes appropriate use of data collection methods and is ethically sound. Students will be able to design robust and appropriate research which, when undertaken, would provide a valuable contribution to the existing evidence base.

The ability to design research which influences the development of policy and practice is a valuable skill in the human services. This unit offers students the opportunity to become familiar with the tools and practice of social research.

How will you be assessed?


The assessment strategy is one that draws on applied principles in addressing challenges faced in the context of integrated healthcare pathways. Consequently a wide range of assessment that are informed by the wealth of practice information the workforce will face are incorporated into the assessment on this course; including but not limited to work-based learning portfolios e-learning modules essays and posters.

Careers


Career opportunities include health services evaluation and research manager; health informatics/data analyst; health economist; health policy adviser; mental health liaison practitioner; health-related project business manager/coordinator; client-care manager; data quality and assurance leads; digital health/primary care transformation project leads; health/quality improvement/implementation officer; HR; workforce development lead. Progressing on to the Master’s opens up the opportunity for further postgraduate and research studies.

Entry Requirements

2.2 honours degree or equivalent in related area

Entry Requirements

2.2 honours degree or equivalent in related area2.2 honours degree or equivalent in related area

Entry Requirements

2.2 honours degree or equivalent in related area

Entry Requirements

2.2 honours degree or equivalent in related area2.2 honours degree or equivalent in related area

Entry Requirements

2.2 honours degree or equivalent in related area

Entry Requirements

2.2 honours degree or equivalent in related area2.2 honours degree or equivalent in related area

Entry Requirements

2.2 honours degree or equivalent in related area

Entry Requirements

2.2 honours degree or equivalent in related area2.2 honours degree or equivalent in related area

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