44 Suffolk and North East Essex ICS | ‘Our Journey Together’ Advice to Policy Makers on System Leadership Approach taken in Suffolk & North East Essex ICS Foster a systems mindset Reject heroic top-down leadership Embrace collaboration to produce and deliver a collective vision Focus on the big picture and be comfortable with systemic uncertainty and ambiguity Facilitate dialogue, consider multiple perspectives and learn from others ‘Can Do’ Health and Care ethos Collaborative leadership approach with equal partners engaged as a ‘coalition of the willing’ Use of outcome-based approaches and explicit focus on the need to ‘start with why’ ICS ‘Thinking Differently Together’ events Iterative development and widespread articulation of the ICS ‘Future Shift’ vision Interrogate wicked problems and navigate policymaking complexity Collaborate to generate a collective understanding of wicked problems Share responsibility for a concerted response Anticipate the dynamics of complex policymaking systems Seek opportunities to work with many others to facilitate systems change Shared leadership of ICP by ICB and UTLAs ICS System learning projects leaning into wicked problems e.g. ‘Uncomfortable Truths’ Surfacing conflict and enabling a balance of powers approach for community partners Development of local Alliances with delegated budgets and integrated leadership roles Integrated Neighbourhood Teams developed through One Team Programme at the ICA Boost systems leadership capacity A distributed and collaborative approach requires a large and well-trained profession Systems leaders are able to communicate key values and principles, fulfil essential roles and competencies, and practice and reward relational approaches Essential skills include meaningful delegation and enabling, facilitation to foster creative tension and conflict, and to work effectively in competitive political systems. Training delivered across sectors in outcome-based approaches, health equity, system working, managing relationships, culture and leadership, evidence-based practice, population health management etc. Investment in the Integrated Care Academy. Break the Mould programme Explicit commitment to a compassionate leadership style by ICS leaders ICS programmes making shared values and principles explicit across the system Maintain a supportive architecture Systems leadership does not come naturally. It needs high level and sustained political support. Maintain a culture of collaboration, development and reflection. Reward innovation Maintain collective support for a common vision. The ICS Central Team / ICP Secretariat provided independent facilitation to develop the ICS throughout the decade ICS events with a reflective, learning style Iterative development of ICS strategy over time – each version building on the last Annual ICS Awards – with written case studies published and disseminated widely ICS focus on innovation Embed innovation and learning to provide evidence of progress Shared stories of facing barriers and having some success are essential to the morale and understanding of actors performing systems leadership Substantive evidence is essential to more sceptical audiences and the policymakers required to provide political, financial and organisational support for system leadership approaches. An approach that enables transformation to evolve rather than expecting dramatic, forced system change Maintaining an ecosystem of multiple opportunities that enable everyone to engage in the ICS Producing written reports of all events and making ICS materials accessible to all online Regular discussion of system dashboards monitoring collective impact across the four purposes of an ICS
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