Integrated Care in Aotearoa New Zealand 2008–2020

Cumming, Jacqueline; Middleton, Lesley; Silwal, Pushkar Raj; Tenbensel, Tim

doi:10.5334/ijic.5679

Cited by 10 publications

(16 citation statements)

References 21 publications

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“… 1 2 A pressing challenge is the need for better integration and coordination of services. 1–6 Reducing fragmentation and achieving integration is a key response and, in NZ, a goal of recent health policy and system reforms. 1 4 7 …”

Section: Introductionmentioning

confidence: 99%

“… 1–6 Reducing fragmentation and achieving integration is a key response and, in NZ, a goal of recent health policy and system reforms. 1 4 7 …”

Section: Introductionmentioning

confidence: 99%

“…1 2 A pressing challenge is the need for better integration and coordination of services. [1][2][3][4][5][6] Reducing fragmentation and achieving integration is a key response and, in NZ, a goal of recent health policy and system reforms. 1 4 7 An approach used in NZ at the local health system level from 2013 to 2021 to promote the integration of healthcare across primary and secondary care was that of alliancing.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Health systems worldwide and in New Zealand (NZ) are facing a number of challenges, which are likely to intensify in the future 1 2. A pressing challenge is the need for better integration and coordination of services 1–6. Reducing fragmentation and achieving integration is a key response and, in NZ, a goal of recent health policy and system reforms 1 4 7…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Lessons learnt from the implementation of new models of care delivery through alliance governance in the Southern health region of New Zealand: a qualitative study

et al. 2022

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ObjectivesTo explore the process of implementation of the primary and community care strategy (new models of care delivery) through alliance governance in the Southern health region of New Zealand (NZ).DesignQualitative semistructured interviews were undertaken. A framework-guided rapid analysis was conducted, informed by implementation science theory—the Consolidated Framework for Implementation Research.SettingSouthern health region of NZ (Otago and Southland).ParticipantsEleven key informants (Alliance Leadership Team members and senior health professionals) who were involved in the development and/or implementation of the strategy.ResultsThe large number of strategy action plans and interdependencies of activities made implementation of the strategy complex. In the inner setting, communication and relationships between individuals and organisations were identified as an important factor for joint and integrated working. Key elements of a positive implementation climate were not adequately addressed to better align the interests of health providers, and there were multiple competing priorities for the project leaders. A perceived low level of commitment from the leadership of both organisations to joint working and resourcing indicated poor organisational readiness. Gaps in the implementation process included no detailed implementation plan (reflected in poor execution), ambitious targets, the lack of a clear performance measurement framework and an inadequate feedback mechanism.ConclusionsThis study identified factors for the successful implementation of the PCSS using an alliancing approach in Southern NZ. A key enabler is the presence of a stable and committed senior leadership team working through high trust relationships and open communication across all partner organisations. With alliances, partnerships and networks increasingly held up as models for integration, this evaluation identifies important lessons for policy makers, managers and services providers both in NZ and internationally.

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Section: Introductionmentioning

confidence: 99%

“… 1–6 Reducing fragmentation and achieving integration is a key response and, in NZ, a goal of recent health policy and system reforms. 1 4 7 …”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Lessons learnt from the implementation of new models of care delivery through alliance governance in the Southern health region of New Zealand: a qualitative study

et al. 2022

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Mapping the concept of health care integration: A lexicographic analysis of scientific literature

Urionagüena,

Piquer-Martinez,

Benrimoj

et al. 2024

Research in Social and Administrative Pharmacy

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Implementing new forms of collaboration and participation in primary health care: leveraging past learnings to inform future initiatives

Middleton,

O’Loughlin,

Tenbensel

et al. 2024

J. Prim. Health Care

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Introduction. Within primary health care policy, there is an increasing focus on enhancing involvement with secondary health care, social care services and communities. Yet, translating these expectations into tangible changes frequently encounters significant obstacles. As part of an investigation into the progress made in achieving primary health care reform in Aotearoa New Zealand, realist research was undertaken with those charged with responsibility for national and local policies. The specific analysis in this paper probes primary health care leaders' assessments of progress towards more collaboration with other health and non-health agencies, and communities. Aim. This study aimed to investigate how ideas for more integration and joinedup care have found their way into the practice of primary health care in Aotearoa New Zealand. Methods. Applying a realist logic of inquiry, data from semi-structured interviews with primary health care leaders were analysed to identify key contextual characteristics and mechanisms. Explanations were developed of what influenced leaders to invest energy in joined-up and integrated care activities. Results. Our findings highlight three explanatory mechanisms and their associated contexts: a willingness to share power, build trusting relationships and manage task complexity. These underpin leaders' accounts of the success (or otherwise) of collaborative arrangements. Discussion. Such insights have import in the context of the current health reforms for stakeholders charged with developing local approaches to the planning and delivery of health services.

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Integrated Care in Aotearoa New Zealand 2008–2020

Cited by 10 publications

References 21 publications

Lessons learnt from the implementation of new models of care delivery through alliance governance in the Southern health region of New Zealand: a qualitative study

Lessons learnt from the implementation of new models of care delivery through alliance governance in the Southern health region of New Zealand: a qualitative study

Mapping the concept of health care integration: A lexicographic analysis of scientific literature

Implementing new forms of collaboration and participation in primary health care: leveraging past learnings to inform future initiatives

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