20 credits at level HE7
A key issue for public service organisations is how services are shaped and delivered over the long term. Care services have had, historically, an overtly rational, centralised, policy driven strategic context, but that is seen to have failed. They are now moving to a more ‘market driven’, locally sensitive approach, where ‘choice’ may determine the future of services, and will drive improvements in standards and efficiency: a managed market.
One of the vehicles for driving this ‘choice’ is the separation of provision and commissioning of services. This module is based on the idea that provision and commissioning are two sides of the same coin, and both activities should be underpinned by robust models of strategic planning and marketing.
This module has a ‘companion’ module, Managing Performance in Services provided through Commissioning, which addresses how management of systems, standards and risk can support the implementation of strategic change. The module assumes some prior understandin of the care servuce context, and basic imanagement theory such as that covered in the module Leading and Managing in Context.
Learners on this module will use their own service as a ‘case study’ for developing a strategic plan for development of service provision and/or commissioning.
The nature and limitations of classical ‘strategy’ in organisations, and alternative approaches.
‘Markets’, and marketing as strategy: Economics, competition (contestability), knowledge and relationships in strategy.
Strategic Analysis of a service context: ‘supply’ in the market, and evidence-based ‘needs analysis’. Using population based data.
Cost benefit analysis: impact of technological innovation, technology assessment.
Notions and Models of commissioning /procurement and provision.
Joint commissioning: constraints and resource dependencies
Generating and evaluating strategic options for service delivery/ commissioning. Communicating and implementing service change.
The modules will be delivered using a combination of lectures, case studies, group discussions, group exercises, structured reading, and associate lecturers/guest speakers, using a participative approach to learning. Learners will be encouraged to draw on and share their own knowledge, and to relate their learning to their own workplace situation.
when you have successfully completed this module you will:
to demonstrate that you have achieved the learning outcome you will:
|1.||Be able to understand and critically evaluate varying perspectives on strategy,
Be able to identify and critique the assumptions that underpin relevant national and local strategies
|2.||Understand the notions of ‘service needs’, and the principles of analysing a service’s strategic environment
||Be able to construct an evidence based appraisal of your own service environment, and identify priorities for provision|
|3.||Understand the principles behind evidence-based evaluation of options for service delivery
||Be able to generate/identify options for service provision, and appraise their relative value|
|4.||Be able to understand a variety of models of the commissioning process, and the necessary functions within that process
||Be able to critically evaluate a local commissioning process|
|5.||Understand the potential impact on, and roles, of partners in associated services and agencies
||Be able to communicate and engage with partners appropriately in the process of formulating strategy|
|6.||Synthesis the analysis of the service and its context
Produce a strategic plan for an aspect of a service that will lead to improved health / wellbeing in the local community.
Your achievement of the learning outcomes for this module will be tested as follows:
|Description||A business case for development / improvement in either the provision or commissioning of a service||a critical evaluation of the evidence and theoretical ideas underpinning the business case|
There are no prerequisites for this module.
No restrictions apply.
Johnson, G. & Scholes K. 2000. Exploring Public Sector Strategy. Prentice Hall
Whittington R (2001) 2nd ed. What is Strategy and does it Matter? Routledge
Stacey R. D. (2000) Strategic Management and Organisational Dynamics. Prentice Hall
Mintzberg H. (1994), The Rise and Fall of Strategic Planning. Free Press, New York.
http://www.strategy.gov.uk/su/survivalguide/index.htm (as at April 2004)
Prahalad C, Ramaswamy V(2004)The Future of Competition: Co-Creating Unique Value with Customers
Meads G. and Ashcroft J.(2000), Relationships in the NHS. RSM Press, London.
Porter M (1980) Competitive Strategy: Techniques for analysing Industries and Competitors, New York: The Free Press.
Newman, J. 2001. Modernising Governance: New Labour, Policy & Strategy. Sage: London.
Walshe K and Smith J 2006 Healthcare Management. Open University Press
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