Moving from the margins: the challenges of building integrated local services – a discussion paper by Collaborate and Turning Point

Moving from the margins is a discussion paper produced by Collaborate and Turning Point that presents seven key insights for building integrated public services.

The overriding message for Moving from the Margins: The challenges of building integrated local services is simple: local integrated services should be at the heart of strategies for social renewal and public service reform. The fundamental change that this approach implies – shifting power away from ‘producers’ and towards communities – is incredibly hard to make happen. But there are people and places that have started to do things differently and their approaches can be learned from and built on.

The report’s seven insights range from the need to shift the narrative from austerity to one of social challenges in a place, to the value of building system infrastructure that enables collaboration. The combination of the current political, economic, and social context coupled with the presentation of ...

Longing for Integrated Care: The Importance of Effective Governance

"Integrated care is not about creating a multidisciplinary offer/supply, but it is about creating an integrative answerd to the most important issues of people in need. A holistic approach seems logical, but it means a lot of for how we organise our health care and welfare systems, and the needed connections with other domains in life"- Mirella M.N. Minkman

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Moving from the margins: the challenges of building integrated local services – a discussion paper by Collaborate and Turning Point

Moving from the margins is a discussion paper produced by Collaborate and Turning Point that presents seven key insights for building integrated public services.

The overriding message for Moving from the Margins: The challenges of building integrated local services is simple: local integrated services should be at the heart of strategies for social renewal and public service reform. The fundamental change that this approach implies – shifting power away from ‘producers’ and towards communities – is incredibly hard to make happen. But there are people and places that have started to do things differently and their approaches can be learned from and built on.

The report’s seven insights range from the need to shift the narrative from austerity to one of social challenges in a place, to the value of building system infrastructure that enables collaboration. The combination of the current political, economic, and social context coupled with the presentation of ...

Integrated care systems need to be different - but how exactly?

ICSs are intended to be a fundamental departure from previous NHS structures with a different type of leadership based on partnership, in which local partner organisations hold collective responsibility for resource use and outcomes. However, as ICSs take on statutory responsibilities for the first time later this year (assuming the Heath and Care Bill gains parliamentary approval) there is a risk of recreating established ways of working within the new structures. To live up to their promise, what are the things that should be ‘different’ about ICSs?

First, the concept of equal partnership between the NHS, local government, voluntary sector and others needs to be at the core of how these reforms are implemented. ICSs started their lives as informal partnerships operating through soft power and influence. The Health and Care Bill changes this by putting ICSs on a statutory footing, but partnership-working and collective responsibility need to remain at ...