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Introduction: Collaboration was legislated in the delivery of integrated care in the early 2000s in the UK. This research explored how the reality of practice met the rhetoric of collaboration. Theory: The paper is situated against a theoretical framework of structure, agency, identity and empowerment. Collectively and contextually these concepts inform the proposed model of 'collaborative agency' to sustain integrated care. The paper brings sociological theory on structure and agency to the dilemma of collaboration. Methods: Participative action research was carried out in collaborative teams that aspired to achieve integrated care for children, young people and families between 2009 and 2013. It was a part time, PhD study in collaborative practice. Results: The research established that people needed to be able to be jointly aware of their context, to make joint decisions, and jointly act in order to deliver integrated services, and proposes a model of collaborative agency derived from practitioner's experiences and integrated action research and literature on agency. The model reflects the effects of a range of structures in shaping professional identity, empowerment, and agency in a dynamic. The author proposes that the collaborative agency model will support integrated care, although this is, as yet, an untested hypothesis. [ABSTRACT FROM AUTHOR]

Purpose: To explore the integration of health and social care in the UK through policy and clinical guidelines and to examine how partnership working and case management enables policy to be embedded into local practice. Context: The UK Department of Health policy document (White Paper 2006) Our Health, Our Care, Our Say: a new Direction for Community Services [1] focused on a new direction for the whole health and social care system. Description: The paper and subsequent action plans targeted the way services are provided, placing greater choice and control in the hands of people who use them. Health and Social Care services were tasked with becoming better integrated to meet the needs and wishes of individuals with chronic illness and long-term needs. The UK's National Service Frameworks and NICE guidelines are being implemented at local level to achieve management of chronic illness through effective case management and roles are being evaluated to show the effect of interventions [2]. The Government report Our NHS, Our Future [3] encourages a response to the , needs of local communities through integrating care to ensure that services are shaped around the user not the organisation. Discussion: We know that people with chronic illness are intensive users of services; that repeat admissions to hospital cause untold distress and that this vulnerable group is increasing as our population ages. We also know that inappropriate and increased use of services causes a financial burden in both primary and secondary care. Managed care through effective case management, if adopted flexibly, presents an opportunity to focus on reducing costs whilst appropriately managing the health needs of the target population. [ABSTRACT FROM AUTHOR]