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.
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.
‘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’
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.
Charisma
In this long read, which first appeared in the HSJ, Fraser Battye - our Head of Policy – looks at the role of charisma and innovation in the way that NHS resources are allocated.
‘To risk stratify or not risk stratify, that is the question’ (At least, it should be)
Risk stratification tools are ubiquitous in healthcare. The concept is simple and seductive.
‘NHS 10 Year Plan’: Strategy Unit consultation response
The Strategy Unit’s response to the Government’s current consultation on the ‘10 Year Health Plan’ for England.
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.
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?
The risks of risk stratification
Medical history is full of bizarre and gruesome procedures.
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.
Ghosted by an old friend
“…personal contact was a vital element in general practice from the beginning. By 1959 50% of people in England regarded their GP as a personal friend.”
How will we know if Integrated Care Systems reduce demand for urgent care?
The implications of a blended payment system are far reaching: Decisions about planned activity levels will determine the total funding envelope for urgent care within a system and will influence the behaviour of healthcare providers and the services they deliver to patients.
Risk and Reward Sharing for NHS Integrated Care Systems
Risk and reward sharing is a simple and attractive concept, offering a commissioner the opportunity to co-opt and incentivise a provid
Do you like to integrate horizontally or vertically? NHS positions examined
Our latest research paper explores the impact of the different options for integration implemented as a result of the Transforming Community Services policy in 2010. This accompanying commentary reflects on potential implications for the current policy drive towards Integrated Care Systems.