Resources

The UK charity is a member of a global alliance of Christian charities seeking to serve practically across the globe. Their prior strategic plan had served them well, but the challenging and changing context meant they knew they needed to undertake a systematic strategic review.

In April 2021, Tricordant was commissioned by NHS England and Improvement East of England to undertake a rapid Review of the Integrated Care System (ICS) boundaries across the East of England, focusing on 4 ICSs which were not coterminous with upper-tier local authorities.

The Southend, Essex, and Thurrock (SET) system’s mental health strategy required a refresh. Additionally, they recognised that their current strategy had not been fully implemented for a range of reasons, including the COVID-19 pandemic.

In the final 1 minute read on the topic of new Integrated Care Systems developing across health and care in England, I want to focus on one of the key opportunities: enhancing place-based working.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July, with many challenges facing them common to many large and complex systems, whatever the sector. In the last 1-minute read, I explored how leadership in complex systems needs to and can develop a shared sense of belonging, particularly drawing from learning from working with the Suffolk and North East Essex Integrated Care System. Today, I am thinking about one of the other challenges: how to do things effectively at scale.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July. The challenges facing them are common to many large and complex systems, whatever the sector. In the last two 1 Minute reads, I explored what sort of leadership such large, complex and messy systems need. I introduced the idea of holding tensions illustrated by Peter Kestenbaum’s Leadership Diamond and the concept of collective leadership.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July. The challenges facing them are common to many complex ‘eco-systems’ whatever the sector.

The new Integrated Care Systems are developing across health and care in England following their statutory go-live on 1st July. Of course, Wales and Scotland have long had more integrated statutory planning and delivery arrangements.

This summer saw the go-live of new statutory ‘Integrated Care Systems’ (ICSs) from 1st July 2022 – arguably the third great revolution following the 1948 launch of the NHS, the introduction of general management and the internal market in the 1990s.

Do you face a real challenge in knowing how to truly engage with your staff; build retention and attract new recruits?