Abstract
There are multiple complex challenges that the population health sector faces to improve the health of the community, and the sector must work efficiently and effectively to make the most of the committed funds, sometimes in contexts of uncertainty. This article explores, through the case study of the South Australian COVID-19 Vaccine Hesitancy Project, the application of pillars from the Lean Start-up model of setting a clear vision, and creation of a series of minimum viable products to enable work with the community to commence as quickly as possible. This article draws parallels between this corporate model and the notion of evaluative thinking as well as adaptive evaluation approaches, demonstrates the interest from population health program and policy actors in adaptive practices and proposes a continuing opportunity for the evaluation profession in this space.
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