Abstract
This article aims to analytically review the Plan-Do-Study-Act (PDSA) model used in the Pacesetters national programme evaluation. The evaluation team's two-fold role is outlined: supporting project teams to develop PDSA plans and collect evaluation data. Four case studies are used to show the PDSA model's application and effect in a participatory action learning approach. Despite limitations, it is clear that all four case studies illustrate the PDSA model's potential benefits in a participatory evaluation approach, which involves public and patients. The model's effectiveness is premised on several enabling factors such as: teams appreciating the model; a climate that values all learning and open to re-planning; engaging any external evaluators whose role is clearly communicated to all project stakeholders in a timely fashion. There are clear intentions to promote evidence-based commissioning in the UK that values patient and public involvement. The PDSA model has the potential to test and implement changes in real work-place settings and to involve the public in evaluation. Case study analysis identifies new reflections on the PDSA model's use to support innovative NHS practice development with public involvement in a participatory approach.
Highlights
The United Kingdom (UK) coalition government’s recent response to the National Health Service (NHS) Future Forum (Department of Health (DH), 2011), makes clear an intention to promote research as an evidence-base for service commissioning and emphasizes the importance of patient and public involvement
Despite the limited cases we’ve presented, it is clear that all four studies illustrate the potential benefits of using the projects to develop an initial (Plan) Do Study Act (PDSA) model and participatory evaluation approach involving public and patients
Our analysis suggests the PDSA model offers an evaluation approach that supports innovative practice in the NHS and facilitates public involvement
Summary
The United Kingdom (UK) coalition government’s recent response to the National Health Service (NHS) Future Forum (Department of Health (DH), 2011), makes clear an intention to promote research as an evidence-base for service commissioning and emphasizes the importance of patient and public involvement. This implies NHS commissioning will foster a research and innovation culture, with an increased interest in methods and tools that have the potential to test and implement changes in real work-place settings, and which ideally embrace patient and public involvement. The model accepts that not all change will work as planned and that it is crucial to create a learning culture that allows participants to observe and reflect on what is and is not working, and plans and tests out new actions to overcome challenges
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