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1. Shared values and vision

This is a system-wide responsibility that is heavily influenced by what our societies and organisations value and the extent to which we are prepared to work together to achieve our shared vision.
Harnessing the power of multi-sectoral, interdisciplinary, collective action, begins through co-creating shared values, societal goals and vision amongst all partners.

Papers may consider (but are not limited to):

  • Building a guiding coalition
  • Developing collaborative capacity
    • Ethics and moral
    • Values

2. Population health needs and local context

In most places, attempts to achieve better population health and well being fall short because efforts tend not to focus on addressing the root causes – the  determinants of health and the reduction of health disparities.

The current appetite for more radical options to transform public services to ensure that public funds and institutions are adequately resourced and that they are shaped by the people who need them.

Papers may consider (but are not limited to):

  • Addressing health determinants
  • Improving population health
  • Reducing health inequities
  • The role of the 3rd sector

3. People as partners in health and care

In tackling COVID-19 we – citizens, patients, carers and professionals together – need to recognise that our actions will only be effective if people are engaged, informed, and supported to look after their own health and well being, reducing demand on services, whilst at the same time ensuring they understand when they should seek help.

Papers may consider (but not limited to):

  • Care co-ordination around people’s needs
  • Empowerment and engagement
  • People-centred care

4. Resilient communities and new alliances

The current pandemic has heightened our sense of solidarity on the one hand, but increased protectionism on the other and illustrates that we cannot overcome a crisis of this scale on our own.

One example is the spread of compassionate communities, including asset-based approaches to create a vibrant global movement that recognises that caring for one another is everyone’s business.

Papers may consider (but are not limited to):

  •  Community awareness
  • Community delivered care
  • Community participation

5. Workforce capacity and capability

The current pandemic has stretched our workforce beyond what we could have imagined. They have stepped up by extending scope of practice, blurring roles to support each other, and rapidly acquiring new caring and remote consultation skills to offer the best possible care and support in extremely difficult circumstance – this augurs well for workforce reform.

We have a unique opportunity to test integrated workforce solutions that will strengthen our systems and lead to better health, better care and better value.

Papers may consider (but are not limited to):

  • Human resources strategies
  • Skill mix
  • Teams and teamwork
  • Capacity building
  • The role of the 3rd sector

6. System wide governance and leadership

Network governance models can be used to rethink the way cross-organisational services and joint actions are contracted and funded, coordinated, inspected and regulated, and on how outcomes and benefits are assessed for the care recipient, care teams and the system.

Far from command and control leadership, the current crisis is teaching us that successful leaders are those leading in a compassionate, inclusive and dynamic manner.

Papers may consider (but not limited to):

  • Organisation of care delivery
  • Leadership and change management
  • Policy and policy-making

7. Digital solutions

Since the outbreak of COVID-19, countries have seen a rapid citizen-led proliferation of digital solutions being used for remote working, socialisation between family, friends and communities, and education, to name but a few. This rapid pace of change has been mirrored by national and local government and public health through the use of social media and other communication channels to effectively reach individuals to provide guidance, care, support, collect well-being and COVID infection data, and undertake tracing through Apps.

Papers may consider (but are not limited to):

  • E-health records
  • Risk stratification
  • Telehealth and telecare / mHealth

8. Aligned payment systems

The impact of COVID-19 again tells us that “where there’s a will, there’s a way” to solving problems, including to long-established policies and fragmentation’s in financing.

Papers may consider (but are not limited to):

  • Contracting and contract currencies
  • Financial flows
  • Provider incentives

Perhaps the most significant legacy of COVID-19 might be the recognition that financial flows need to be significantly streamlined and changed to support effective supply chains of equipment and drugs.

9. Transparency of progress, results & impact

Just as there is no ‘one size fits all’ model of integrated care that suits all ambitions, situations and contexts, there is no one single tool or approach that can be used to measure the progress and results.

Continuing to base our integrated care evaluations and assessments primarily on available health data and information will go nowhere near capturing the unprecedented responses and scenarios that are emerging around the world from COVID-19.

Papers may consider (but are not limited to):

  • Business case development / economic evaluation
  • Current or previous research studies
  • Economic evaluation
  • Evaluation methods
  • Indicators for integrated care
  • Research calls
  • Quality improvement