International Journal of Health Policy and Management

International Journal of Health Policy and Management

New Ways of Working to Manage and Improve Quality in Integrated Care Systems in England

Document Type : Original Article

Authors
Mirza Lalani 1
Michele Peters 2
Thavapriya Sugavanam 2
Helen Crocker 2
James Caiels 3
Harriet Hay 4
Sarah Gunn 4
Helen Hogan 1
Bethan Page 5, 6
Ray Fitzpatrick 7
1 Department of Health Services Research and Policy, London School of Hygiene and Tropical Medicine, London, UK
2 Nuffield Department of Population Health, University of Oxford, Oxford, UK
3 Personal Social Service Research Unit, University of Kent, Canterbury, UK
4 Picker Institute Europe, Oxford, UK
5 Department of Experimental Psychology, University of Oxford, Oxford, UK
6 Cicely Saunders Institute, King’s College London, London, UK
7 Nuffield College, University of Oxford, Oxford, UK
10.34172/ijhpm.8424
Abstract
Background
Integrated care systems (ICSs) in England were formally established in July 2022 to coordinate the planning and delivery of health and care services. A key responsibility was to address the quality of these services. Our study aimed to examine how ICSs approach this responsibility and to identify opportunities and barriers experienced in their early establishment and development.

Methods
A sample of four ICSs were recruited to participate. Interviews and meeting observations were undertaken in two phases (before and after the inception of ICSs) around 12 months apart. A total of 112 interviews were carried out with senior figures in the four ICSs supplemented by observation of relevant meetings and analysis of relevant documents.

Results
Regarding quality, ICSs demonstrated several new ways of working. They set-up new structures for quality governance and created whole-system strategies for quality centred on major responsibilities regarding population health and health inequalities. These strategies required new and relevant metrics to assess quality and outcomes and a greater focus upon co-production in the development of services. They aimed to strike a fine balance between longstanding requirements for quality assurance and new responsibilities for quality improvement (QI). New approaches were underpinned by new collaborations between system partners extending beyond healthcare to include Local Authorities (responsible for social care and public health) and local communities.

Conclusion
To address the many challenges of quality, ICSs have created new ways of working cultivating different kinds of collaborative relationships compared to established hierarchical, siloed and top-down ways of working prior to their formation. A focus on improving population health and reducing inequalities has required a shift from “here and now” urgent problem-solving to working with longer timelines. Such changes require patience in the context of political pressure to devote efforts to more salient problems such as waiting lists.

Highlights

Commentary Published on this Paper

 

  • Collaboration and Governance in Integrated Care Systems: A Moroccan Perspective on Lessons From England’s ICS; Comment on “New Ways of Working to Manage and Improve Quality in Integrated Care Systems in England”

        Abstract | PDF

 

Authors' Response to the Commentary

 

  • Integrated Care in an Era of Continual Reform: England’s ICS Experience; A Response to Recent Commentary

        Abstract | PDF

 

Keywords
Integrated Care
Care Quality
Collaboration
England
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International Journal of Health Policy and Management
Volume 14, Issue 1
2025
Pages 1-10

  • Received Date 15 January 2024
  • Revised Date 20 August 2024
  • Accepted Date 09 December 2024
  • First Published Date 11 December 2024
  • Published Date 01 December 2025