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The Salford Integrated Care Programme had more rapid success in establishing new integrated structures than in delivering integrated mechanisms or in having a large impact on patient outcomes.

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Peter Bower 1,*, David Reeves 1, Matt Sutton 2, Karina Lovell 3, Amy Blakemore 3, Mark Hann 1, Kelly Howells 1, Rachel Meacock 2, Luke Munford 2, Maria Panagioti 1, Beth Parkinson 2, Lisa Riste 1, Mark Sidaway 4, Yiu-Shing Lau 2, Lynsey Warwick-Giles 5, John Ainsworth 6, Thomas Blakeman 1, Ruth Boaden 7, Iain Buchan 6, Stephen Campbell 8, Peter Coventry 9, Siobhan Reilly 10, Caroline Sanders 1, Suzanne Skevington 11, Waquas Waheed 1, Katherine Checkland 5

1 National Institute for Health Research School for Primary Care Research, Centre for Primary Care, University of Manchester, Manchester, UK
2 Manchester Centre for Health Economics, University of Manchester, Manchester, UK
3 Division of Nursing, Midwifery and Social Work, University of Manchester, Manchester, UK
4 Salford Royal Foundation Trust, Salford, UK
5 Policy Research Unit in Commissioning and the Healthcare System, Centre for Primary Care, University of Manchester, Manchester, UK
6 Centre for Health Informatics, University of Manchester, Manchester, UK
7 National Institute for Health Research Collaborations for Leadership in Applied Health Research and Care for Greater Manchester, Alliance Business School Manchester, University of Manchester, Manchester, UK
8 National Institute for Health Research Greater Manchester Primary Care Patient Safety Translational Research Centre, Centre for Primary Care, University of Manchester, Manchester, UK
9 Health Sciences, University of York, York, UK
10 Health Research, University of Lancaster, Lancaster, UK
11 Manchester Centre for Health Psychology, University of Manchester, Manchester, UK
* Corresponding author Email: peter.bower@manchester.ac.uk

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