Integrated working report- The Revolution will be Improvised

This is a insightful report on integrated working.

You can download it below. Key points are listed below. The Revolution will be Improvised – Stories and insights about transforming systems – A report by Richard Vize for the Systems Leadership Steering Group

Revolution will be improvised publication v3

A number of key messages have emerged repeatedly from the Local Vision programme about what makes collaboration a success:

  • Service users, not organisations and services, must be at the This is constantly claimed and rarely delivered – but when it is the case, the results are transformational
  • Systems need to recognise that co-producing services with users is It is a different way of working, and needs skills and strategy to make it happen
  • Leaders need to see themselves as part of the collective leadership of the system, as well as a leader of their own Organisational success must not come at the expense of the system as a whole
  • Collaborative skills are now essential for success in the public Organisations should make the ability to collaborate a key requirement for employment, development and promotion at every level. The skills include: working across organisational boundaries; operating in networks without clear rules; instinctively making connections; building shared values and trust; drawing on a wide range of perspectives and resources across systems; and building coalitions of support
  • Systems leaders – notably NHS England, Monitor, Public Health England and the Local Government Association – need to live the values of collaboration, not pay lip service this means, for example, developing shared goals around the Better Care Fund
  • Leaders must hold themselves to account via their organisations and each other for modelling the behaviours they expect of others, and for the organisational and systems outcomes to which they aspire
  • Decision-makers must be comfortable working outside formal structures – getting things done depends on relationships, trust and commitment, not boards and minutes
  • Organisations and staff need to think and act strategically – the squeeze on resources makes long term thinking The greater the short term pressures, more important strategic thinking becomes
  • Leaders must identify and remove organisational, cultural and bureaucratic barriers which stop their staff collaborating
  • Talk of service transformation and integration needs to be rooted in honesty about what organisations and systems need to do to make collaborative, citizen-focussed services a reality.