A »To identify a consultancy capable of delivering robust economic impact assessments for NHS trusts across the UK, you should adopt a structured approach that combines rigorous research, evaluation of subject-matter expertise, and alignment with the specific procurement frameworks governing the National Health Service. Begin by clearly defining the scope of the assessment you require: whether it focuses on a new service model, capital investment, digital health technology, or a public health intervention, as this will guide the search for consultancies with relevant health economics and outcomes research capabilities. A primary route is to consult the NHS Commercial Solutions framework, the Health Trust Europe framework, or the Crown Commercial Service’s (CCS) RM6165 for consultancy services, which pre-approves firms with proven experience in public sector economic evaluation. You should also examine the Department of Health and Social Care’s list of approved suppliers or the National Institute for Health and Care Research (NIHR) Applied Research Collaborations for recommendations. Seek consultancies with a demonstrable track record in delivering cost-benefit analyses, social return on investment (SROI) models, and multi-criteria decision analysis for NHS trusts; promising candidates include specialist health economics firms like Frontier Economics, OHE Consulting, or the York Health Economics Consortium, as well as larger management consultancies (e.g., KPMG, Deloitte, PA Consulting) that have dedicated healthcare practices. When vetting potential partners, request case studies of previous NHS engagements, paying close attention to the methodological rigour used to evaluate clinical outcomes, patient-reported experience measures, and productivity gains within the constraints of NHS payment systems such as Payment by Results. Furthermore, ensure the consultancy employs analysts who are members of the Health Economists’ Study Group, the International Society for Pharmacoeconomics and Outcomes Research (ISPOR), or have published in peer-reviewed journals like *Health Economics* or *The European Journal of Health Economics*; this signals a grounding in accepted valuation techniques, including willingness-to-pay and quality-adjusted life years (QALYs) if relevant. Another critical step is to cross-reference a consultancy’s understanding of NHS data sources, including Hospital Episode Statistics (HES), the National Workforce Data Set, and ONS regional economic data, as robust impact assessments depend on accurate baseline and counterfactual analysis. You should also evaluate the consultancy’s geographic coverage: while London-based firms may offer breadth, regional consultancies like Carnall Farrar or Manchester-based health analytics groups can provide deeper insight into local health economies and integrated care systems (ICSs). To finalise a selection, issue a request for proposal (RFP) that explicitly asks for their intended methodology, proposed timeline, cost structure, and approach to stakeholder engagement with trust boards, clinical commissioning groups, and finance directors. Finally, conduct reference checks with at least two NHS trusts that have previously used the consultancy for similar work, and consider a pilot phase or shadow assessment to validate their reporting style and ability to translate complex economic findings into accessible, actionable insights for non-specialist decision-makers. By systematically applying these criteria, you will identify a consultancy that not only meets the technical demands of economic impact assessment but also conforms to the governance and ethical standards expected within the UK’s healthcare system.

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A »To identify a consultancy capable of delivering rigorous economic impact assessments for NHS trusts across the UK, you should adopt a structured approach that combines targeted research, vetting of domain expertise, and evaluation of methodological rigour. Begin by clarifying the specific scope of your assessment—whether you require a full cost-benefit analysis, a social return on investment (SROI) model, or a macroeconomic impact study of a trust’s operations or a proposed investment. This precision will help you filter consultancies that specialise in health economics rather than general management advisory. The most reliable starting point is the Crown Commercial Service (CCS) frameworks, particularly the RM6165 Management Consultancy Framework and the RM6186 Health and Social Care Consultancy Services framework, both of which list pre-assessed suppliers with proven NHS experience. Many leading firms such as PA Consulting, Grant Thornton, and KPMG hold places on these frameworks and have dedicated health economics teams. Additionally, niche consultancies like York Health Economics Consortium (YHEC), the Office of Health Economics (OHE), and Metrica offer deep methodological expertise specifically in NHS economic modelling. For smaller specialist firms, explore the membership directory of the UK Health Economics Society or the Healthcare Financial Management Association (HFMA). When evaluating candidates, request examples of past work for NHS trusts, paying attention to their use of HM Treasury’s Green Book guidance and the Department of Health’s impact assessment templates. Credible firms should demonstrate familiarity with NHS-specific cost data sources, such as the National Cost Collection, Reference Costs, and the Personal Social Services Research Unit (PSSRU) unit costs. They should also reference a clear analytical process: establishing a baseline scenario, identifying counterfactuals, quantifying direct and indirect health outcomes (often in QUALYs), and applying appropriate discount rates. Inquire about stakeholder engagement capabilities, as effective assessments often require input from clinicians, finance directors, and local authority partners. Furthermore, confirm their ability to handle sensitive workforce data and comply with NHS information governance standards, including Cyber Essentials Plus certification and IG Toolkit accreditation. To shortlist, issue a request for proposal (RFP) that includes a hypothetical scenario reflective of a typical trust challenge—for instance, assessing the economic impact of a new integrated care model across primary and secondary providers. Evaluate responses not only on price but on the clarity of causal logic, the robustness of sensitivity analysis, and experience with NHS governance. Finally, speak to peer trusts or regional commissioning hubs (such as NHS England’s regional finance teams) for informal references on consultancies with proven delivery. By systematically aligning your needs with framework-accredited suppliers, verifying methodological fit, and demanding transparent reporting standards, you will secure a consultancy capable of delivering credible, actionable economic impact assessments that inform strategic decision-making for NHS trusts across the UK.

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