In this article we look at how teams across the NHS are managing the transition to Integrated Care Systems (ICSs), from the preparation and implementation to the eventual transition and go live. We also explore the expectations that NHS England and Improvement (NHSEI) have for the ICSs and take a look at the ICS Design Framework, which has been published to help guide teams to transition to this new way of collaborative working.
We explore what integrated care looks like in this new landscape and how Integrated Care Systems (ICSs) can provide joined-up care which will benefit patients. We take a look at the positive impacts that ICSs will bring and what they mean for health and care service users. We also shine a spotlight on how - by strengthening relationships across ICSs - outcomes for patients can be improved.
We dive a bit deeper into the challenges for those leading the new Integrated Care Systems (ICSs) and how these leaders’ evolving roles may provide both challenges and opportunities. We explore the skills that are needed for successful ICS leaders and also take a look at how the new joined up systems can mean more collaborative leadership, in turn leading to a more holistic approach to health and care.
In this piece, we look at the how data and technology can facilitate collaboration in the new Integrated Care Systems (ICSs). We explore how - by making data sharing easier - partnership working between local government, the NHS, public health and social care will be enhanced, leading to more timely and accessible decision making.
In this piece, we look at how improvement is at the heart of the new Integrated Care Systems’ (ICSs) purpose. We see how a joined-up approach is essential for population health in the new landscape. We also delve deeper into the how we need to look beyond the NHS to tackle social determinants of health and how system-wide changes still require small local changes. We explore the importance of understanding the new system, in order to design and test locally, and to share and spread what works.
In this article, we look at how to make improvements across the entire continuum of care. We show how implementing a QI system in the ICS can help connect individuals and organisations with differing backgrounds to facilitate meaningful improvements, track activity and progress aligned with the priorities of the ICS, and facilitate the individuality of the constituent organisations and their local improvements.
We look at Life QI, a proven solution for driving improvement at scale, and across diverse and disparate networks. We show how the flexibility of the platform allows for cross-organisation collaboration on projects, sharing of ideas and results, and coordination of programmes of improvement work in the ICS.
