Early in the Covid pandemic, it became clear that people’s mental health would suffer. Whether through bereavement, unemployment, social isolation, not being able to access support services – or a host of other routes – an alarming picture began to emerge and attract attention.
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Working with the national collaboration to coordinate covid-related analysis, and the NHSE/I Midlands region, the Strategy Unit has produced a ‘systems dynamics’ model of waiting lists for planned care. The model is freely available for non-commercial use across the NHS. Here, Steven Wyatt and Mike Woodall explain what we did and how we did it.
Building the Right Support is a national plan to provide better support to people with a learning disability or autism.
It says what services and supports are needed to help people whose behaviour challenges services or who have mental health problems.
This is because too many people are living in hospitals and assessment and treatment centres. Many have been living in such places for a very long time. Often they are a long way from their home, family and friends.
Innovation & evaluation – a proposition for change and an offer of support
In this interactive PDF, we set out our thinking on innovation and evaluation, as well as our overall offer of support at individual, organisation and system level for each stage of the innovation process.
Evaluating innovations – why, what and how? A menu of potential options…
In this document, we set out the core principles underlying high quality evaluation. We also describe some of the methods that can be used, highlighting potential pros and cons and our advice on when they should be used in the innovation process.
Logic models have become a standard tool for planning and evaluation. This short presentation offers a step-by-step guide to assembling logic models for complex programmes.
The Strategy Unit is well known for its use of logic models. We use them to help programmes and organisations – including Vanguard sites and Sustainability and Transformation Partnerships – to set out the thinking behind their work. Logic models clarify thought at the outset. This brings two main benefits: better design and increased ability to evaluate.
Commissioned by NHS England, this report describes the status and context of palliative and end of life care services in the six Sustainability and Transformation Partnerships in the West Midlands. The report contains data on trends and forecast numbers of deaths, place of death, palliative care registers, acute healthcare use prior to death, availability of specialist-level palliative care and summarises the results of recent palliative care reviews and audits.
Promoting whole-system action on the wider determinants of healthy life expectancy in the shadow of the COVID-19 pandemic
Health and care services get just one opportunity to support people at the end of their life. When this support is compassionate and appropriate, unnecessary suffering can be avoided and grieving can be eased. When this is not the case, harm and distress can result. The difference in these experiences can be profound.
During the COVID-19 pandemic we have seen rapid changes in ways of working. We have seen an increase in collaboration, particularly through digital platforms, the sharing of data, and people describing ‘true system working’.
So how do we capture innovations and changes in practice? How do we learn from them? How to we identify what should be continued and what should not? How do we sort promising, effective changes from those that are ineffective – or even potentially harmful?