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This article presents the results of a retrospective case study that critically examined the use of evaluation within a continuing professional development programme for healthcare professionals (SEARCH). The study explored the extent to which a developmental evaluation approach was taken within SEARCH. The results demonstrate that SEARCH was a complex, innovative and evolving programme functioning in a complex and changing healthcare system. Evaluation processes used within SEARCH were developmental in nature and informed substantive programme changes. The extent of the changes went beyond what would be expected following standard formative or summative evaluation and fit with the concepts and use of developmental evaluation as articulated by Patton. This study demonstrates that even though staff and faculty did not call their assessments developmental evaluation, this is in fact what they were doing and the results informed future SEARCH development and evaluation.

This article contributes to Developmental Evaluation practice by highlighting the impact of embedding Developmental Evaluation principles into the learning approach of a capacity building initiative named Evidence for Change. The health and social care teams participating in Evidence for Change were operating within a complex environment requiring radical change to tackle health inequalities and provide modern, cost-effective, evidence-informed, quality of care for all. A gap in the literature around capacity building models for knowledge mobilisation led the authors to explore Developmental Evaluation as a potential approach. Naturally occurring evidence was used to develop Evidence for Change. Questionnaires, focus groups and structured interviews were used to assess the impact. Results demonstrated that Evidence for Change supported evidence-informed practice change and learning for individuals, teams, organisations and local communities. The report concludes that embedding Developmental Evaluation principles into Evidence for Change was instrumental in providing an innovative capacity building model for effective knowledge mobilisation in health and social care.

This article describes The Evidence of Impact Model that was recently developed to support the analysis of short- to medium-term impact arising from Participatory Action Research and Developmental Evaluation approaches that were used within the Evidence for Change initiative. Evidence for Change was a team capacity building initiative that supported rapid, bottom-up, evidence informed change in health and social care environments. To explain the need for The Evidence of Impact Model and outline how it was developed, a variety of similar models are explored and the challenges of capturing impact arising from Evidence for Change are discussed. The resulting new model based on the existing concept of micro, meso and macro levels of impact is outlined in detail with supporting qualitative evidence. The authors conclude that The Evidence of Impact Model provides an effective lens for exploring impact at a variety of levels within an emerging and complex environment.

BACKGROUND: The NHS Health Check Programme is a risk-reduction programme offered to all adults in England aged 40–74 years. Previous studies mainly focused on patient perspectives and programme delivery; however, delivery varies, and costs are substantial. We were therefore working with key stakeholders to develop and co-produce an NHS Health Check Programme modelling tool (workHORSE) for commissioners to quantify local effectiveness, cost-effectiveness, and equity. Here we report on Workshop 1, which specifically aimed to facilitate engagement with stakeholders; develop a shared understanding of current Health Check implementation; identify what is working well, less well, and future hopes; and explore features to include in the tool. METHODS: This qualitative study identified key stakeholders across the UK via networking and snowball techniques. The stakeholders spanned local organisations (NHS commissioners, GPs, and academics), third sector and national organisations (Public Health England and The National Institute for Health and Care Excellence). We used the validated Hovmand "group model building" approach to engage stakeholders in a series of pre-piloted, structured, small group exercises. We then used Framework Analysis to analyse responses. RESULTS: Fifteen stakeholders participated in workshop 1. Stakeholders identified continued financial and political support for the NHS Health Check Programme. However, many stakeholders highlighted issues concerning lack of data on processes and outcomes, variability in quality of delivery, and suboptimal public engagement. Stakeholders' hopes included maximising coverage, uptake, and referrals, and producing additional evidence on population health, equity, and economic impacts. Key model suggestions focused on developing good-practice template scenarios, analysis of broader prevention activities at local level, accessible local data, broader economic perspectives, and fit-for-purpose outputs. CONCLUSIONS: A shared understanding of current implementations of the ...