Simple tools for improving healthcare - Tool 2: A clear theory of change
Not set
9th November 2018

At heart, the Strategy Unit has a very simple belief. We believe that the application of critical thinking and evidence improves services – and that this improves outcomes. At a headline level, this is our account of the way we add value. It is our theory of change.

Every service, every innovation, every policy, every organisation (every individual!) should have a similar account. Yet clarity about what is to be achieved, why and how is all too often:

Simple tools for improving healthcare - Tool 2: A clear theory of change
Not set
9th November 2018

At heart, the Strategy Unit has a very simple belief. We believe that the application of critical thinking and evidence improves services – and that this improves outcomes. At a headline level, this is our account of the way we add value. It is our theory of change.

Every service, every innovation, every policy, every organisation (every individual!) should have a similar account. Yet clarity about what is to be achieved, why and how is all too often:

New Perspectives on the Perennial Problem of Urgent Care
Not set
28th September 2018

Waiting times in A&E are never far from the headlines.   It threatens to become the defining healthcare performance issue of our time, much like elective waiting times and hospital acquired infections have been in the past.  Performance has deteriorated over the last few years so that most NHS organisations now miss the target most of the time.  The problem has become so entrenched that it can be difficult to see a way back and the future of the A&E target is now being openly debated.  Within the service, concern extends beyond this narrow performance target