Deborah Davidson

Deborah Davidson

Health Services Management Centre
Senior Fellow

Contact details

Address
School of Social Policy, HSMC
Park House
University of Birmingham
Edgbaston
Birmingham
B15 2RT, United Kingdom

Deborah is Director of Evaluation and a Senior Fellow in Organisational Development and Leadership at the Health Services Management Centre.

Her main research interests are concerned with the improvement of both the quality and capacity of public services to realise citizen and service user outcomes including for black and ethnic minority communities. Focussing on research, developmental evaluations and organisation development of public services, Deborah works co-productively with individuals, groups, teams and inter-agency systems to understand and make changes to their contexts at strategic, middle management, front-line and community levels. 

Deborah leads on a range of evaluations within health and care with a particular focus on formative evaluations to support learning and development. She is also involved in the People, Patients and Communities work stream. Deborah specialises in research, evaluation and teaching on:

  • Organisational development and change in the public services
  • Patient/Service User experience
  • Theory of change evaluation methodology
  • Leadership development (clinical and managerial)

Qualifications

  • Currently studying for a PhD (Impact of national Leadership Development programmes in the NHS)
  • MA in Social Research (Cultural Studies and Sociology), University of Birmingham (2011)
  • Diploma in Leadership Mentoring and Executive Coaching, Institute for Leadership and Management (2010)
  • Level A & B in Occupational Testing (BPS Registered) (2002)
  • MA Consultation & the Organisation, University of East London (1997)
  • Advanced Organisational Consultation (AOC), Tavistock Institute (1995)

Biography

Deborah Davidson worked as a director in voluntary sector mental health, social care and housing services before moving to work in higher education, first at King’s College, London as Director of Leadership & Organisational Development Programmes in the Institute for Applied Health and Social Policy and then to the School of Social Policy (SSP) at the University of Birmingham, where she is a Senior Fellow, Organisational Development and Leadership.

Deborah has led the design and delivery of numerous evaluations using theory of change, developmental and realist methodologies, for NHS Trusts, CCGs, Mental Health Trusts, Primary Care Trusts, Social Service Departments and National charities. 

In addition, she has extensive experience in the design and delivery of leadership development programmes e.g. Programme Director of the NHS Leadership Academy’s Elizabeth Garrett Anderson Programme; Cohort Director for the Nye Bevan programme; Leaders UK (Cabinet Office), Social Care Leadership Development Programme (SCIE), Learning for Leadership (DH – Learning Disabilities), Mental Health Leadership Development Programme (National Institute for Mental Health in England).

Commissions and grants

Research

  • A comprehensive profile and comparative analysis, of the characteristics and effectiveness of the ‘classic’ community hospital situated in contrasting contexts and communities in England, HSD&R
  • Managing organisational change in social care: An evidence-based review and web-based resource for social care practitioners and managers: SSCR
  • Understanding and improving transitions of older people: a user and carer centred evaluation: SDO R&D
  • Feasibility Study into the Transfer of Commissioning of Forensic Service Examinations for Sexual Offences from the police to the NHS; Department of Health & the Home Office 

Evaluations 

  • Evolution, Development and Impact: Evaluating Macmillan support to the West Yorkshire & Harrogate Cancer Alliance and the Leeds Integrated Cancer Services
  • Evaluating Community Enterprises & Community Businesses, Community Catalysts Ltd 
  • Evaluating Macmillan support to the West Yorkshire & Harrogate Cancer Alliance and the Leeds Integrated Cancer Services, Macmillan Cancer Support
  • Evaluation of community healthcare services in Birmingham; South Birmingham PCT

  • Evaluating the potential and progress of web-based patient and service user feedback for quality improvement; The Health Foundation

  • Evaluation of the integration of health and social care services in a Care Trust in the West Midlands, Sandwell Mental Health and Social Care Partnership NHS Trust

  • Evaluating the leadership development needs of three key lead policy implementation roles in mental health

  • Evaluation of community healthcare services models in Birmingham

Organisation development support

  • Design, and delivery of research and development partnership programme, to build the infrastructure, skills and capacity to enable Leicestershire County and Rutland Community health Services to become a research and development based organisation
  • Four year organisational development and integration of health, social care, voluntary and private sector services across a Welsh county borough council.

Teaching

Currently teaches and supervises dissertations for the Health Care Policy and Management MSc/PGDip programme and is lead for the Introduction to Organisational Development in Health & Social Care module.

She also supervises dissertations for the Elizabeth Garrett Anderson programme.

Research

Analysis of the profile, characteristics, patient experience and community value of community hospitals: a multimethod study 

Understanding and improving transitions of older people: a user and carer centred approach

 

 

Publications

Selected publications

Davidson D, Ellis Paine A, Glasby J, Williams I, Tucker H, Crilly T, et al. (2019) Analysis of the profile, characteristics, patient experience and community value of community hospitals: a multimethod study. Health Serv Deliv Res, 7(1).

Miller, R., Freeman, T., Davidson, D. and Glasby, J. (2015) An adult social care compendium of approaches and tools for organisational change. Health Services Management Centre, April 2015.

Ellins, J, Glasby, J, Tanner, D, McIver, S, Davidson, D, Littlechild, R, Snelling, I, Miller, R, Hall, K, Spence, K and the 'Care Transitions' project co-researchers (2012) Understanding and improving transitions of older people: a user and carer centred approach. Southampton: NIHRSDO.

Crilly, T, Combes, G, Davidson, D, Joyner, O and Doidge, S (2011), Feasibility of Transferring Budget and Commissioning Responsibility for Forensic Sexual Offences Examination. University of Birmingham.

Brown, H, Davidson, D, and Ellins, J (2009) Real-time Patient Feedback. Health Services Management Centre (for NHS West Midlands).

Davidson, D. and Neumann, J. (2009) It Depends: Relative Dependency in Organisational Development and Change Education and Consultancy, Academy of Management Summer Conference, Chicago, 2009

Davidson, D. and Kinneen, L. (2008) Integrating mindsets: a story of a role consultation between peers, in Whittle, S. and Izod, K. (eds) Mindful Consulting, London: Karnac Books

Acolet, D., Jelphs, K., Davidson, D. Peck, E. Clemens, F. Houston, F. Weindling, M. Lavis, J. and Elbourne, D.(2007) The BLISS cluster randomised controlled trial of the effect of 'active dissemination of information' on standards of care for premature babies in England (BEADI) study protocol, in Implementation Science 2007, 2:33

Dickenson, H., Peck, E. And Davidson, D. (2007) Opportunity Missed or Seized? A Case Study of leadership and Organizational Change in the Creation of a Care Trust, Journal of Interprofessional Care, 21 (5): 500-513

Davidson, D. and Peck, E. (2006) Designing and developing healthcare organisations in Smith, J. and Walsh, K. (eds) Healthcare Management, London: Sage

Davidson, D. and Peck, E. (2005) Organisational development and the “repertoire” of healthcare leaders, in Peck, E. (ed) Organisational Development in Healthcare: approaches, innovations, achievements, Oxford, Radcliffe, 43-61

Davidson, D and Peck E (2005) The Organisational Development Cycle: putting the approaches into a process in Peck, E. (2005) (ed) Organisational Development in Healthcare: approaches, innovations, achievements, Oxford, Radcliffe, 63-76

Davidson, D., Newbigging, K. and Peck, E. (2002) Leadership Development: Reflections and Learning on a Two-year Programme, Mental Health Review, Vol. 7, No.4, 10-14., Vol. 7, No.4, 10-14.

Davidson, D. and Vick, N. 2002 Beyond Involvement: Making Choices and Taking Control, Mental Health Review, 7, 2, 25-28.