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Making sense of failure demand in the NHS
I must be an unpleasant creature to share a room with. I snore. I smell. And I’m seemingly addicted to my way of doing things.
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The decline in care continuity is not inevitable
Relational continuity of care, the extent to which patients have an ongoing relationship with a specific clinician in their GP practice, is perhaps
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Expectations: The hidden driver of healthcare demand
How well do we understand changing expectations and implications for the NHS?
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Strategy Unit demand model wins prestigious Florence Nightingale Award
Our open-source demand model, developed in collaboration with the New Hospital Programme, has been named the 2025 winner of the Florence Nightingale Award for Excellence in Health and Care Analytics.
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Virtual wards: Patient and unpaid carer experiences of ‘hospital at home’ care
Our evaluation of patient and carer experiences of virtual wards found widespread benefits and highlights areas for improvements parti
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Things can only get better (?)
Introducing a new online tool to help local health and care service planners think differently about healthy ageing.
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Transforming Hospital Planning with an Open-Source Demand and Capacity Model
We are proud to announce the open-sourcing of a demand and capacity model, developed with the New Hospitals Programme, to transform NHS hospital planning with transparency, collaboration, and efficiency.
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Our role in the New Hospital Programme
Learn how the Strategy Unit’s innovative model is transforming hospital planning by providing a consistent, data-driven approach to forecast future demand and evidence-based decision making.
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‘Internal Consultancy’: INSIGHTS from evidence and experience
In this blog, our Head of Policy, Fraser Battye, shares his reflections on a recent ‘SU INSIGHTS’ event on the ‘Internal Consultancy’
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Are ‘Internal Consultancies’ a good option for the NHS?
Ahead of a SU INSIGHTS event on the topic, Fraser Battye, our Head of Policy suggests ways the NHS could make better use of consultancy support.
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From ‘right drift’ to ‘left shift’?
Our Head of Policy, Fraser Battye, looks at the challenges facing the intention to shift care ‘from hospital to community’. He suggests that we have missed a critical part of the explanation for why this ‘left shift’ hasn’t taken place following previous initiatives.
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Our collective responsibility to share evaluation findings
The Strategy Unit is increasingly being commissioned to undertake evaluations on the pre
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Why can’t I prove my programme is effective?
Evaluation blog series continues with Impact Evaluation Lead Mike Woodall looking at how programme designers can maximise the chances of success.
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The merry-go-round of evaluation recommendations
A blog series and short reports sharing how to design projects to best support evaluation.
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Evaluating NHS England’s national approach to tackling healthcare inequalities
NHS England have commissioned the Strategy Unit to evaluate the national Core20PLUS5 approach for reducing healthcare inequalities.
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Ara Darzi, Wes Streeting and English health policy. Part 2: cutting the knot
Following on from part one, Fraser continues exploring the Gordian Knot of English health policy.
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Ara Darzi, Wes Streeting and English health policy. Part 1: the Gordian Knot
Health policy is not at a crossroads, it is in a bind. Strands so entangled, so complex they resemble a Gordian knot. Can this knot be untied?
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The risks of risk stratification
Medical history is full of bizarre and gruesome procedures.
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Want to ease pressure in urgent care? Simply cut community services!?!
What should decision makers do with analysis that challenges deeply held assumptions? In this blog, Fraser Battye reflects on a surprising recent finding about community services.