Marjanovic Sonja, Cochrane Gavin, Manville Catriona, Harte Emma, Chataway Joanna, Jones Molly Morgan
Rand Health Q. 2016 Jan 29;5(3):1.
In early 2012, the National Institute for Health Research (NIHR) leadership programme was re-commissioned for a further three years following an evaluation by RAND Europe. During this new phase of the programme, we conducted a real-time evaluation, the aim of which was to allow for reflection on and adjustment of the programme on an on-going basis as events unfold. This approach also allowed for participants on the programme to contribute to and positively engage in the evaluation. The study aimed to understand the outputs and impacts from the programme, and to test the underlying assumptions behind the NIHR Leadership Programme as a science policy intervention. Evidence on outputs and impacts of the programme were collected around the motivations and expectations of participants, programme design and individual-, institutional- and system-level impacts.
2012年初,在欧洲兰德公司(RAND Europe)进行评估之后,英国国家卫生研究院(NIHR)领导力项目被再次委托开展,为期三年。在该项目的这一新阶段,我们进行了实时评估,其目的是随着事件的发展,对项目进行持续反思和调整。这种方法还使项目参与者能够为评估做出贡献并积极参与其中。该研究旨在了解该项目的成果和影响,并检验NIHR领导力项目作为一项科学政策干预措施背后的潜在假设。围绕参与者的动机和期望、项目设计以及个人、机构和系统层面的影响,收集了有关该项目成果和影响的证据。