Midlands DSC Guide to Evaluation Design, Principles and Practice

Guide to Evaluation Design, Principles and Practice
NHS Midlands Decision Support Centre (DSC) December 2020

• This Guide is aimed at people at all levels with an interest in evaluation – whether thinking about commissioning an external evaluation or conducting your own evaluation in-house. The guide goes through all aspects of designing and conducting evaluation and presenting the results.

Guide to evaluation design: principles and practice.

Guide to Evaluation Design, Principles and Practice
Midlands Decision Support Centre [December 2020]

• This guide has been produced to take you through the evaluation process, and considerations, in designing and delivering a high quality service evaluation. It begins with an introduction to evaluation and how it should be used, followed by sections on: who to involve in developing the evaluation design; governance and ethics; resourcing; the main qualitative and quantitative approaches; and how to report your findings.

Understanding and sustaining the health care service shifts accelerated by COVID-19

Understanding and sustaining the health care service shifts accelerated by COVID-19
Health Foundation 15 September 2020

• The pandemic has provided a new context that allowed previously long-held assumptions and norms about how care should be delivered to be urgently reexamined and, if necessary, changed.
• This gives rise to two questions. First, what has enabled the health and care system to respond so quickly to these new demands and overcome prior barriers to implementing change? Second, what will it take to ensure that beneficial changes are sustained as this context continues to change?

Changing health care with, for, or against the public

Changing health care with, for, or against the public: an empirical investigation into the place of the public in health service reconfiguration
Journal of Health Services Research and Policy, 19 July 2020 https://doi.org/10.1177/1355819620935148

• Through analysis of policy documents and interviews the researchers examine different approaches taken to involving the public in service reconfiguration in the UK. They identify three frames: an adversarial approach (change against the public); a communications approach (change for the public); and a collaborative approach (change with the public). 
• These three framings involved different levels of managerial time, energy, and resources and called on different skill sets, most notably marketing and communications for the communications approach and community engagement for the collaborative approach.

Abstract