Redesigning a health service model through evidence review and policy scanning
When to consider looking outward
When setting out on any service design process, it’s important to recognise that information and insight can come from several sources.
While understanding the needs and opinions of health service users and expert stakeholders through effective engagement is often the first step, sometimes it’s a case of ‘people don’t know what they don’t know’. This can mean looking outward for inspiration and guidance about what might work best in responding to these identified needs.
Program performance data offers a reasonably objective way of seeing what outcomes are being achieved, but it can be difficult to know what you’re comparing that against. Most programs and services are better than no service — but what other models might have an even greater impact?
That’s where evidence review and policy scanning can be an important step in service design, particularly when it’s been some time since a model has been reviewed against what is contemporary ‘best practice’.
A recent example
In 2020, we supported a client partner to undertake a redesign of a longstanding service model to be better aligned with both the evidence base and policy priorities. The aim was to strengthen the delivery of the model and using this to position the service for investment from prospective funders.
An example policy document Beacon Strategies reviewed to redesign a long standing service model.
We used the concept of a funnel to structure our approach. This helped us to look broadly at the start, then work with the organisation to refine our ideas and then dive into the more specific design considerations. These steps included:
Scanning policy documents to pull out the key drivers across different service systems
Comparing these drivers up against the intent and desired outcomes of the organisation to measure ‘mission alignment’
Through desktop research, outlining the potential service components or interventions that can achieve these outcomes as supported by evidence.
We rated the potential components that could make up the service model across three scales—whether it was supported by evidence and industry practice; whether other models existed that can aid replication; and whether the component is identified as a policy priority.
This structured approach allowed us to present our advice back to our client partner to consider and agree on what the service would aim to achieve and how with a level of assurance that this reflects ‘what works’.
By focusing upfront on the principles, components and outcomes of the service model, we were able to identify the important building blocks of an ‘implementation ready’ service model.
Is it time for a redesign of your service model?
Any provider of health and social services should regularly review their service models against the latest evidence, policy priorities and practice guidance.
Many organisations are able to achieve this by looking inward through strong governance, consumer engagement and performance monitoring mechanisms. But don’t forget the importance of looking outward as well.
Consider whether a structured and purposeful service redesign process utilising a desktop research approach might be helpful in ensuring your programs and services are reflective of the latest evidence and policy priorities.
If you’d like to learn more about designing or redesigning health service models, get in touch with our team and let us know how we can help — email info@beaconstrategies.net