Unit 3 Improvement and Innovation in Health and Social Care (D/650/9478) Assignment Brief 2026

Unit 3 Improvement and Innovation in Health and Social Care Assignment Brief

Learning Outcome and Assessment Criteria

Indicative Content

1. Understand how to create an entrepreneurial and innovative culture in health and social care

• Market for health and social care: commissioning, procurement and funding of services; influencing factors e.g. policies, legislation, demographics; structure of wider health and social care market; gaps in provision; competition.
• Organisational culture: elements of a culture supporting entrepreneurship and innovation; entrepreneurial skills (innovation, risk-taking, service user relations, creativity, change); importance of valuing initiative; identifying opportunities; identifying redundant services; partnership working; responsiveness to feedback.
• Organisational vision: identifying key influences; engaging key stakeholders; using evidence-based research and core values; in line with organisational objectives; monitoring and review of vision to check continued validity.

2. Understand quality management and improvement in health and social care

• Quality frameworks: legislative and regulatory frameworks (e.g. in UK, Care Quality Commission, NICE guidelines, Adult Social Care Outcomes etc.); organisational quality standards.
• Concepts, theory and models of quality: quality control, quality assurance; total quality management; continuous improvement; 360 degree reviews.
• Strategies to manage quality and continuous improvement: quality controls (person-centred approaches, quality monitoring, audits, policies and procedures); methods to measure achievement of standards (service user feedback, hospital admissions, quality of life, performance measurement etc); systems and processes (record keeping, feedback and review, audits, inspection reports); review and monitoring (stakeholder engagement); staff consultation; continuous improvement.

3. Understand the nature and management of change in organisations

• Models and theories: e.g. Kotter’s 8-step model, Lewin’s unfreeze/refreeze model, Fisher’s process of transition, Kübler-Ross 5-stage model, the change curve.
• Nature of change: change as a continuous process; drivers of change (external and internal drivers); impact of change (resistance to change, benefits of change, resource implications, staff competence, costs, risks).
• Management: tools to support change (engaging stakeholders, shared understanding, consultation, communication); change planning (setting objectives/criteria for success, approval for change, gaining support).

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