The Principles of Business and Resource Management for Leaders of Adult Social assignment NVQ Level 5 Assignment UK
This unit will develop your knowledge of business and resource management. You will look at national and local strategies on resource planning and integrated approaches in health and social care. You will look at the importance of continuity planning and your role within resource management. You will look at human resources including recruitment and retention and approaches to improve these in the care sector. You will also look at market provision and how your services fits in the wider market as well as ways it will need to evolve to meet changing demand.
Analyse: to study or examine something in detail (looking at all the component parts of the whole) to discover more about it, i.e., what works well, what does not, how is it beneficial.
A conclusion could follow – what possible changes can be made as an improvement.
Evaluate– to judge or calculate the quality, importance, or value of something: i.e., why this is used, what purpose or value does it have, does it fulfil its purpose.
A conclusion could follow – to continue with the item, discontinue it, or suggest possible changes
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| Number | Question |
|---|---|
| 1.1 | Analyse the impact of national and local strategies and priorities on resource planning and management in relation to: Financial resources, Physical resources, Human resources |
| 1.2 | Explain the importance of accurate forecasting for resource requirements |
| 1.3 | Evaluate the value of using assets and resources outside traditional services and in the community |
| 1.4 | Explain the role of technology as a resource in service delivery and service management |
| 1.5 | Explain the meaning of sustainability in terms of resource management in adult social care |
| 1.6 | Outline your roles, responsibilities, and accountabilities for resource management within your organisation |
| 1.7 | Explain the importance of business continuity planning and the processes available within your organisation |
| 2.1 | Outline legislation, policies, and practices underpinning safe and fair recruitment (see below guidance) |
| 2.2 – 2.4 | Explain the recruitment, selection, induction, and retention processes in your organisation and your role in each of these |
| 2.3 | Evaluate the approaches known to improve recruitment and retention of adult social care staff (see below guidance) |
| 2.5 | Explain the importance of ensuring employment practices are free from discrimination and harassment |
| 2.6 | Explain how to identify the numbers and patterns of staffing required to provide a person-centred, outcomes-based service |
| 2.7 – 2.8 | Describe factors that could influence staffing requirements and patterns and explain how you manage staffing patterns and adjust them to meet changing circumstances |
| 2.9 | Explain the importance of succession and contingency planning in relation to the workforce |
| 2.10 – 2.11 | Explain your organisation’s performance management procedures and your role within these (see below guidance) |
| 2.12 – 2.13 | Explain your organisation’s conduct, discipline, and grievance procedures and your role within these |
| 3.1 | Explain how services are commissioned, procured, and funded |
| 3.2 | Discuss the current drivers shaping adult social care (see below guidance) |
| 3.3 | Explain how your service relates to the wider market and needs of the local population now and in the future |
| 3.4 | Assess how your service will need to evolve to meet the demand for social care services now and in the future |
| 3.5 | Outline the barriers to evolving, adapting, and meeting the demand for social care services now and in the future |
| 4.1 | Explain what is meant by an integrated health and social care system (see below guidance) |
| 4.2 | Analyse the rationale and legislative context for integrated approaches to service provision (see below guidance) |
| 4.3 | Assess local and national initiatives to better integrate health and social care systems and services (see below guidance) |
| 4.4 | Evaluate the impact of greater integration of systems and processes on working practices and relationships (see below guidance) |
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Guidance
Legislation, regulations, and guidance: may include, but is not limited to:
- Equality Act 2010
- Working Time Regulations 1998
- CQC regulations
- Disclosure and Barring Service checks
- Confirming identify and seeking references
Approaches may include, but are not limited to:
- Recruiting people with the right values and behaviours
- Understanding the local area to inform business planning
- Innovative strategies to attract candidates in the local community e.g. referral programmes
- Offering a supportive induction, quality training, career progression routes, good working
- Conditions, rewards, recognition, flexibility, and competitive pay rates.
Factors could include, but are not limited to:
- changing care and support needs of individuals
- increases/decreases in demand for support services
- holiday/festive periods
- sickness
- weather conditions
Performance management procedures are the policies and procedures used within the service to plan, monitor, develop and improve employees’ performance
Drivers must include funding mechanisms and related service gaps in current market provision. Drivers may include, but are not limited to, national policy or local initiatives and which may impact planned and expected outcomes or activities
Integrated health and social care system ensures better outcomes for people through a seamless experience. Systems work together in a coordinated way. Builds support around the individual.
Rationale can include
- Providing person-centred, compassionate care and support in a way that makes sense to the individual accessing services to reflect their lives, needs and wishes
- The changing patterns of population needs e.g. ageing population, complex care and health needs, financial pressures, widening health inequalities, stalling improvements in life expectancy
- Prevention and early intervention
- Move to more community-based practices that break down traditional barriers
Local and national initiatives may include, but are not limited to:
- Integrated Care Systems
- Sustainability and Transformation Partnerships
- Primary Care Networks
- Enhanced Health in Care Homes Framework
- Ageing Well programme
Working practices and relationships may include, but are not limited to
- Discharge arrangements
- Integrated assessment and care planning
- Multi-disciplinary working arrangements
- Data governance
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