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Article
Publication date: 10 December 2019

Nigel Edwards

The purpose of this paper is to provide a summary of some of the lessons about implementing different types of integrated care.

190

Abstract

Purpose

The purpose of this paper is to provide a summary of some of the lessons about implementing different types of integrated care.

Design/methodology/approach

The author used evidence from the author’s own evaluations and the findings of other researchers to identify some important lessons for policy makers and practitioners.

Findings

The author identifies eight high-level lessons which may be of interest to policy makers and practitioners working in the field.

Research limitations/implications

The lessons outlined in the paper provide only a starting point for those designing interventions or evaluation.

Practical implications

The changes required to implement integrated care are complex and are embedded in a complex context. Change of this type is difficult and generally takes longer to deliver than expected. The evaluation of these models often requires longer than is often available and needs to focus on the impact on the whole system rather than narrow measures, e.g. hospital utilisation.

Originality/value

This is a viewpoint paper synthesising evidence from the English pilot programmes in integrated care.

Details

Journal of Integrated Care, vol. 28 no. 1
Type: Research Article
ISSN: 1476-9018

Keywords

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Article
Publication date: 4 May 2009

Angus Ramsay, Naomi Fulop and Nigel Edwards

This paper reviews the evidence base for vertical integration in health care. We describe its impact on organisational structures, on how services are provided, and on such…

896

Abstract

This paper reviews the evidence base for vertical integration in health care. We describe its impact on organisational structures, on how services are provided, and on such outcomes as cost, clinical outcomes and patient experience. We also outline conditions that support successful integration.

Details

Journal of Integrated Care, vol. 17 no. 2
Type: Research Article
ISSN: 1476-9018

Keywords

Available. Content available
Article
Publication date: 1 December 2003

Nigel Edwards

638

Abstract

Details

Management Decision, vol. 41 no. 10
Type: Research Article
ISSN: 0025-1747

Available. Content available
Article
Publication date: 22 January 2020

Jon Glasby and Robin Miller

380

Abstract

Details

Journal of Integrated Care, vol. 28 no. 1
Type: Research Article
ISSN: 1476-9018

Available. Content available
Article
Publication date: 17 July 2009

171

Abstract

Details

Leadership in Health Services, vol. 22 no. 3
Type: Research Article
ISSN: 1751-1879

Keywords

Available. Content available
Article
Publication date: 6 February 2009

156

Abstract

Details

Leadership in Health Services, vol. 22 no. 1
Type: Research Article
ISSN: 1751-1879

Keywords

Available. Content available
Article
Publication date: 1 October 2006

2278

Abstract

Details

International Journal of Health Care Quality Assurance, vol. 19 no. 6
Type: Research Article
ISSN: 0952-6862

Keywords

Available. Content available
Article
Publication date: 20 February 2007

99

Abstract

Details

Kybernetes, vol. 36 no. 1
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 21 June 2011

Paul Smith, Libby Hampson, Jonathan Scott and Karen Bower

The aim of this paper is to examine the introduction of innovation as part of a management development programme at a primary care organisation, a legal form known as a Primary…

1899

Abstract

Purpose

The aim of this paper is to examine the introduction of innovation as part of a management development programme at a primary care organisation, a legal form known as a Primary Care Trust (PCT), in the UK.

Design/methodology/approach

The paper draws on experience of managing a successful management development programme for a PCT. The report of the case study analyses the key events that took place between 2008 and 2010, from direct observation, surveys, discussion and documentary evidence.

Findings

The Northern PCT has partnerships with a number of educational providers to deliver their leadership and management development programmes. A close working relationship had developed and the programme is bespoke – hence it is current and of practical use to the UK's National Health Service (NHS). In addition, there are regular meetings, with module leaders gaining a firsthand understanding of the organisation's needs and aspirations. This has resulted in a very focused and personalised offering and a genuine involvement in the programme and individuals concerned.

Research limitations/implications

The research was conducted among a relatively small sample, and there is a lack of previous literature evidence to make significant comparisons.

Practical implications

The paper identifies key implications for practitioners and educators in this area.

Originality/value

This paper is one of few to investigate innovation and improvement in the NHS, and is unique in that it uses the lenses of a management development programme to explore this important, and under‐researched, topic.

Details

Journal of Health Organization and Management, vol. 25 no. 3
Type: Research Article
ISSN: 1477-7266

Keywords

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Article
Publication date: 1 June 2003

Iain Snelling

The publication of performance ratings for NHS Trusts (star ratings) is an important part of NHS policy. There are significant benefits to a Trust in being awarded the top rating…

1941

Abstract

The publication of performance ratings for NHS Trusts (star ratings) is an important part of NHS policy. There are significant benefits to a Trust in being awarded the top rating of three stars. The methodology for awarding stars to acute hospitals is explained. The most significant areas of performance in determining a hospital's star rating are identified. The Department of Health claimed that performance in 2002 was better than in 2001, against standards that are getting tougher. This claim is assessed but no clear evidence is found to substantiate it. An alternative performance rating system using the same data is developed and compared with the official version to illustrate the importance of methodology – this system used only the outcome measures of hospital services included within the star ratings system, and not process measures. Only 41 per cent of hospitals would have received the same number of stars as their official rating. Some implications of the system of performance ratings are discussed.

Details

Journal of Health Organization and Management, vol. 17 no. 3
Type: Research Article
ISSN: 1477-7266

Keywords

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