Evaluation is key to making better decisions in health and care– understanding what works, for whom, and why. But good decisions require robust evidence, and robust evidence starts with effective evaluations. These help us decide what to do next, what to invest in, what to improve. 

This practical guide equips you with the tools to design and deliver effective health and care evaluations, regardless of your resources. From planning your evaluation to presenting impactful results, it’s your step-by-step manual for evidence-based decision-making.

‘SU Insights’ is a series of events hosted by the Strategy Unit, exploring the latest analytical insights with leading experts.

Risk stratification tools are ubiquitous in healthcare. The concept is simple and seductive. By predicting the risk of future adverse events, we should be able to target efforts to avoid/mitigate them. Doing so would save both money and misery.  

The Strategy Unit’s response to the Government’s current consultation on the ‘10 Year Health Plan’ for England.

The Midlands Analyst Network was created to provide a space for analysts to share information, ideas and resources, as well as seek advice and guidance from one another.

In this new report, jointly authored with colleagues from the University of York and The Royal Orthopaedic Hospital NHS Foundation Trust, we set out in detail how an outcomes-based contract for elective knee replacements might be constructed, and the potential implications for commissioners, providers, and policy-makers.

How Does Access to Community Health Services Vary Across the Midlands?

Community health services provide invaluable support for older people with a range of health care needs. These services also keep local health systems working efficiently.
Despite this importance, comparatively little is known about the scale and distribution of community services. The NHS may consequently fall short when it comes to monitoring and planning these services.

There are many challenges in translating the findings from insights into action. These may include poor access to evidence, poorly contextualised insights, low levels of capacity and capability to act upon findings, a lack of supportive structures and processes, variance in the perception of the value of evidence, and knowledge not being shared between practitioners.