In October 2024, Josep Pomar joined the Catalan Health Institute (ICS) as its new Managing Director. Born in Palma in 1956, Pomar has developed his professional career in healthcare management across various institutions throughout Spain. He holds a degree in Medicine and Surgery from the UAB, a diploma in Statistical Methods Applied to Health Sciences, and a master’s degree in health economics and healthcare management. He has been General Director of the Balearic Health Service, Managing Director of Son Espases University Hospital in Palma, Manager of Primary Care in the Balearic Islands, and Manager of the Málaga Healthcare Complex and the Purísima Concepción Foundation in Granada, among other positions. He has also been President of the Signo Foundation, a non-profit organization that promotes innovation in the health sector.

In this interview, he reflects on his first months leading the largest healthcare provider in Catalonia, the challenges facing the institution, the situation of Primary Care and the research conducted within it, and the role of IDIAPJGol as a reference entity for Primary Care research in Catalonia.

How would you assess these first few months in the position?

When I joined, I realized that the ICS is not the same when seen from the outside as from the inside. From the outside, it still has an image of being a bureaucratic, conservative, traditional entity, but once inside you find very active, innovative, and creative professionals, and you realize that the ICS is a fundamental driving force of our healthcare system. It’s an instrument serving the Catalan Ministry of Health and CatSalut, enabling many of the projects that the system wants to implement. It’s also true that it’s a large and complex organization, with some things that need to change.

What changes are needed?

One, which must come from the outside, is the definitive recognition of ICS as a public company. The ICS Law from 2007, which established the entity as a public company, still needs to be fully developed. We are working with the Department of Health and CatSalut so that the ICS can operate like any other healthcare provider in Catalonia, with its corresponding program contract. This will help make the institution more transparent and allow us to play by the same rules as other providers. In this regard, from 2026 we will make the effort to adopt a service agreement model like the others.

The other change is internal. We need to transform the ICS Headquarters and strengthen its service role, shifting from the idea that it is a controlling body to one that emphasizes its role in coordination, service, and support. We want to highlight the strength that comes from the ICS being an entity made up of many diverse centres present throughout the Catalan territory, and to find a balance between the decentralization demanded by the centres and greater cohesion. We also need to work to avoid duplications. One of the flaws in our healthcare system is that everyone wants to do everything. We will launch this internal transformation now with the new 2026-2028 Strategic Plan.

What’s new in this Plan?

We want it to be participatory. So far, we have defined five major areas assigned to us by the Board of Directors: professionals and leadership; quality and networked services; results incorporating the patient perspective; innovation; and economic and environmental sustainability. We will link these areas with those included in CAIROS [Committee for Assessment, Innovation, Operational Reform and Sustainability of the Health System], all inspired by the value-based healthcare model.

One of the challenges we have set ourselves, particularly for Primary Care, is finding the right balance between the need for internal organization and accessibility. Centres are always open, but many citizens perceive that it’s difficult to contact the health centre or some professionals. Another aspect we need to emphasize and work on is coordination with other levels of care to improve continuity of care for people by sharing processes.

How is the relationship between the ICS, the Department of Health, and CatSalut?

The relationship with the Minister is excellent, as it should be, and we also have very good relations with CatSalut. We must remember that the ICS is an instrument of the Catalan healthcare system and the Ministry. We must be whatever the system needs us to be. To do that, we must be more transparent and closer to the other providers in the system. We are now meeting with employers in the concerted sector, with consortiums, and other public companies, and these contacts are very positive.

What role does Primary Care play in the model?

It may sound like a cliché, but Primary Care is the most important element of the system, and this role will continue to be strengthened in the future through taking on more responsibilities, greater problem-solving capacity, and the consolidation of teams. Primary Care must act as the linchpin; it’s the care level that is closest to the territory, municipalities, and the social sphere. We face the challenge of consolidating partnerships and integrating the social component with the healthcare component, and to achieve this, the role of Primary Care is fundamental.

How is the current relationship with professionals?

The decentralization we are implementing is helping Primary Care management teams to be closer to professionals. Since I’ve been here, relationships with the organizations that represent professionals –unions, professional associations, scientific societies, and other associations– have been very good. Nevertheless, we cannot let our guard down and must always keep our finger on the pulse to know how professionals are feeling, because their well-being is also fundamental.

What is the state of research in Primary Care in Catalonia?

Primary Care research in Catalonia is at a very high level, and this is largely thanks to IDIAPJGol. One thing the Foundation has done very well is strengthening its technical team, because researchers need a lot of support. There are very few places in the world with such a large and solid team as IDIAP must support Primary Care research. The Jordi Gol Institute has shown it can attract competitive funding, form stable and strong research groups, and participate in major projects.

What are the main challenges in translating research into clinical practice?

Not only into clinical practice but also into management. We struggle with this. We are not in an ideal situation. We do a lot of research, and we are also starting to do a lot of innovation, but we need to improve the translation of results to clinical practice. It’s possible that we need to reserve a budget line specifically for this.

Research is mostly a voluntary activity for professionals. Many IDIAPJGol researchers warn about the lack of generational replacement. How can we spark research vocations among professionals, especially younger ones?

Partly by developing research leaders, giving them prestige and visibility so they can be role models. On the other hand, by making things easier for professionals within institutions, with the support calls for research intensification made by the ICS and IDIAPJGol, and by launching initiatives such as time banks that allow professionals to be partially freed up to do research. In any case, research always requires personal effort. There is an element of institutional support –which must be there– but also a personal commitment that is stimulated through leadership.

How do you see the future of IDIAPJGol?

I believe it will continue to grow and strengthen and will focus on research lines with the greatest social return and translation. Those related to ageing, quality of life, chronic conditions, the most prevalent diseases, and dependency will be very important. It will also improve its presence in international projects and have a greater reach across all areas of Primary Care. I am optimistic because there is strong leadership at the Institute.