Integration: levels of maturity
A ‘one stop’ public service delivering customer-centred holistic provision
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Governance of integration is through a single governance structure (Governance)
There is shared accountability for ensuring that Warrington’s communities thrive and for
demonstrating real and sustainable impact (Governance/ attitudes/ culture)
A single pot funding mechanism exists for a broad range of services (Resources)
Joint and multi agency approaches are the cultural norm (Behaviour/attitudes/culture)
Common assessment frameworks are the norm across all multi-access or multi-delivery
services (Systems & processes/ strategies)
Shared systems enable cross-service and cross-agency information sharing based on a single
customer record with tiered level access. (Systems & Processes)
Customer focussed outcomes-based commissioning and ‘one-stop’ service planning and delivery
is realised across a range of policy areas
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Progress
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Major changes to organisational culture have been achieved including all partner organisations rewarding
behaviour towards integration through their performance management systems (Behaviours and attitudes/
systems)
Joint planning, commissioning, procuring and management of people and services is normal corporate behaviour
(Systems/processes, behaviours and resources)
Shared delivery plans, which demonstrate accountability to communities, have been developed within the
integrated strategies across all partners (Strategies and Plans)
Public sector accountability is measured through evidence of closing the gap and communities that are resilient to
unplanned change (Governance)
A whole system approach allows collective finances and aligned resources (Resources)
Cross-agency data systems are aligned or co-ordinated, to ensure information sharing enables a better, and more
efficient, customer experience (Systems and Processes)
Planning towards greater integration is owned and embraced by all
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Strategic partnerships provide clear leadership for integration and governance allows for delegated
authority between partners and clear accountability to each other (Leadership & governance)
Integrated strategies and action plans exist across partners (Strategies and plans)
Systems of common assessment frameworks and integrated pathways are embedded in a range of
services through integrated commissioning (Systems and processes)
There is co-location of access and services across a number of partners with a focus on outputs
(Resources)
Strategic level partnerships enable cross-agency visioning and planning
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Partnership working has developed constructive accountability relationships (Governance)
A shared vision of integration exists with clearly coordinated direction, achieving closer working and joint
and multi agency approaches (Leadership, systems, behaviours)
Money is ring fenced around specific integration initiatives (Resources)
Partnership working is without blame and there is recognition of the need for further culture change and
flexibility across partners (Behaviours and attitudes/ culture)
Joint information protocols enable sharing of information readily across partners (Systems and processes)
Delivery partnerships are a key vehicle for integrated delivery I (Governance/ systems and processes)
Communication between organisations is strong and enables partnership project delivery
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Governance of integration is through a range of partnership committees and groups (Governance)
Partners are committed to working differently but disjointed plans and planning and silo thinking exist across
partner organisations (Strategies and Plans)
There is silo funding within organisations (Resources)
Partnership working is mutually supportive, trust exists across partners and there is openness and honesty
within relationships (Behaviours & Attitudes/ Culture)
Systems allow some shared information across partners (Systems and processes)
Integration is delivered largely through cooperation rather than formal agreements and systems (Systems,
processes and behaviours)
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