Accountability

, 101–102

Activation

, 47

Activity-based payments

, 24–26

Actors

, 82–83, 90

Adaptation

, 3

Adaptive approaches to leadership

, 53–54

Additional payment

, 19–20

Adoption

, 116–117, 120

Ageing Well in Digital World AAL programme

, 119

Agency

, 141

Alternative funding

, 23, 26, 29, 31

Alternative payment

, 19–20

Asset-based approaches

, 4

Base funding

, 20, 23–25

Base models

, 29–30

Base payment

, 19–20

Behaviour

, 44

prosocial

, 83–84

Beta test

, 121–122

Better Evaluation collaboration

, 176

Boundaries

, 78

Brainstorming

, 63–64, 68

Brainwriting

, 86

Budgets

, 19

capitated budgets

, 25

pooled budgets

, 28

Bundled payments. See Episode-based payments

Capitated budgets

, 25

Care

community care

, 13

hospital care

, 31, 168

nursing care

, 26

primary care

, 25, 65

social care

, 15, 18–19

Care integration

, 4, 13, 75

practice example

, 76, 80–81, 84, 87, 89

social dimension

, 76

Care organizations

, 79

Case management

, 95–96

Case rates

, 24–25

Centres of Excellence

, 30

Change

, 71

non-linear change

, 139

organisational change

, 138

Change programmes in health care organizations

, 139

Clinical nature of change

, 144

Co-design models

, 120

Co-ordination

, 99

Co-production

, 99

Collaboration

, 3, 45, 100, 105

Collaborative values session

, 107–109

Combined commissioning

, 31

Commissioner or payer model

, 18–19, 30, 33–34

Commissioning

, 15

Communication

, 150–151

Competence framework

, 78

Competencies

, 40, 42–43

Competitors

, 82

Complex adaptive systems

, 177

Complex intervention

, 161, 163

Complexity

, 177

emergence

, 69

feedback loop

, 152

Comprehensiveness

, 100

Conditional cash transfers

, 20–23

Context

, 95–96

Context and Capabilities for Integrating Care (CCIC)

, 165–166

Contingency

, 142

Continuity

, 99

of care

, 8

Convenor model

, 28–29

Coordinated networks

, 8

Core problems

, 63

Core values underpinning integrated care

, 98–101

Cost

and benefits across organizations

, 144

of care

, 174

savings

, 28

COVID-19

crisis

, 6–7

pandemics

, 3

Craft

, 138–139

skills

, 41–42

Critical thinking

, 89–90

Culture

, 50–52

Data capture

, 175

Decision making

, 79–80

shared decision making

, 7

Delphi methodology

, 98–99

Design thinking

, 59, 62–63, 70

example of using design thinking to involving patients in integrated care

, 64–69

in health care

, 62–64

Developmental evaluations

, 162–163

Developmental Model of Integrated Care

, 165–166

Diagnosis Related Groups-based payments (DRGs-based payments)

, 24–25

Difference

, 54

Digital assets

, 120

Digital health

implementation challenges

, 123

in integrated care

, 116–118

solutions

, 115

technologies

, 117

technology

, 119–123

tools

, 116

‘users’ of

, 118–119

Diversity

, 54

‘Doing for’ patients

, 60

Dutch care organization

, 97

Effectiveness

, 101

Efficiency

, 100

Emergence. See Complexity

Empathy

, 63

mapping

, 67

Empowerment

, 100

Enablers and inhibitors of change

, 71–72

Episode-based payments

, 27

EuroQOL EQ-5D-5L scale

, 173

Evaluation

, 162–163

developmental

, 162–163

dynamic

, 162–163

formative

, 162–163

realist

, 163

summative

, 162–163

Evaluation design

, 163

Evidence

, 11–12

evidence based practice

, 39

Fee-for-service

, 24–25

Feedback loop. See Complexity

Financial incentives

, 18, 27

Fixed payments

, 24

Flexibility

, 99–100

Follow through

, 54

Formative evaluations

, 162–163

Framing

, 47

Full integration

, 8–9

Functional integration

, 7

Fund holding

, 28

Funding

, 15–16

models

, 17–18

Gainsharing

, 28

General practitioner

, 25, 98

Gold Coast Health

, 64–65

Gold Coast Primary Health Network

, 64–65

Governance

, 10, 101–102

shared governance

, 101–102

Health

impact bonds

, 31

plans

, 23

savings accounts

, 23

systems

, 2

Health care

organization

, 3

provider

, 17–18, 32–33

services

, 97–98

workers

, 3

Health maintenance organization (HMO)

, 30

Holism

, 99

Housing

, 98

Human service organizations

, 17–18

Humility, approach with

, 53–54

ICT

, 140–141

Impact

, 10, 59

Implementation

, 137–138, 140

characteristics

, 138

frameworks of change

, 145, 157

integrated care

, 142–144

key domains of implementing change

, 140–141

Kotter' framework for change

, 145–157

Incremental payment

, 19–20

Individual interviews

, 68

Informal care

, 7

Informal caregivers

, 173–174

Innovation

, 155–156

Institute of Medicine model (IOM model)

, 17

Insurance

, 18–19

health insurance

, 30

Integrated care (IC)

, 1, 4, 39, 95–96

analysis, feedback and reporting

, 175–176

approaches to evaluation

, 162–163, 168

approaches to summative evaluation

, 178–179

challenges and enablers in leading and managing in

, 40–42

comparative effectiveness

, 179–180

consortium

, 104–105

data capture

, 175

dealing with complexity

, 177

digital health in

, 116–118

dynamic evaluation

, 177

framework for

, 5

leadership competencies

, 44

logic model development

, 169–172

measurement

, 172–176

mechanisms

, 47–54

nuts and bolts of

, 8–9

person-oriented outcome measurement

, 173–175

personal characteristics of IC leaders

, 46

practice

, 6–7

programs

, 161

qualitative approaches to evaluation

, 177–178

settings

, 40

solutions

, 142

theory

, 165–166

Integrated Care Alliance (ICA)

, 64–65

Integration

, 105

framework

, 19

horizontal

, 4–5

model

, 105

theory

, 165

vertical

, 4–5

Integrators of care

, 17–19

base payment vs. alternative payment

, 19–20

commissioner or payer model

, 18–19

health care provider

, 17–18

patient

, 17

Joint decision-making

, 78

Kotter’s model

, 138, 145, 156–157

change

, 155–156

communicating vision

, 150–152

creating urgency

, 146–147

empowering action

, 152–154

frameworks of change

, 145–157

powerful coalition

, 147–149

quick wins

, 154–155

vision for change

, 149–150

Leadership

, 39–40, 101–102

competency frameworks

, 42–47

IC leadership competencies

, 44

shared

, 107

Learning

, 53

shared learning

, 156

Line-item budget

, 24

Linkage

, 8

Listening

, 53

Local authorities

, 95–96

Logic model

constituting

, 169–170

development

, 169–172

importance for evaluating integrated care

, 167–168

program activities/processes

, 171–172

program inputs and resources

, 172

program outcomes

, 170–171

program outputs

, 171

Lump-sum

or global budget

, 24

payment for professionals

, 24

Macro-Level mechanisms

, 5–6, 50

Management

, 39–40

competency frameworks

, 42–47

Managers

, 62

Maturation

, 179–180

Measurement

, 172–176

Measures

, 172–173

Medical Leadership Competency Framework

, 42–43

Meso-Level mechanisms

, 5–6, 50, 52

mHealth

, 118

Micro-Level mechanisms

, 5–6, 53–54

Mission statement of organizations

, 97

Mobilizing

, 47

Model of effect. See Logic model

Monetary cash transfers

, 20–23

Motivation, prosocial

, 79–80, 83–84

Multiagency interventions

, 1

Multidisciplinary teams

, 69–70

Multiprofessional

character of integrated care

, 143

episode-based payment

, 27

service

, 102–104

Municipalities

, 88

Needs assessment

, 17–18

Networks

, 29–30

Non-adoption, Abandonment, Scale-up, Spread and Sustainability framework (NASSS framework)

, 122–123

Normative integration

, 6–7

Norms

, 6–7, 97

Nuka System of Care

, 60–61

Nursing

, 65

community

, 137–138

district

, 88

Off-the-shelf technology, adopting and adapting

, 122–123

One sided risk model

, 28

‘One-size-fits-all’ model

, 2

Organizational

changes

, 138, 144

level

, 5

Outcome accountability

, 90–91

‘Outside the box’ approach

, 72

Parallel governance

, 143–144

Partial capitation

, 25

Partners

, 82

Partnership

, 86–87

Patient

, 17, 31–32

patient engagement

, 59, 62

patient involvement

, 10

patient participation

, 60

workshops

, 68

Patient engagement

, 59, 62

design thinking in health care

, 62–64

enablers and inhibitors of change

, 71–72

example of using design thinking to involving patients in integrated care

, 64–69

existing models and approaches to

, 61

findings and reflections

, 70–71

with lived experiences in service design

, 60–61

outcomes

, 69–70

value of

, 59

Pay for performance

, 27

Payer

, 18–19, 33–34

Payment models

, 16, 20

activity base payment

, 20

actor specific limitations to integrating care

, 31–34

alternative payment

, 19–20

base payment

, 19–20

with commissioner or payer as integrator

, 29–31

incremental payment

, 19–20

key elements of framework

, 16–20

with patient as integrator

, 20–23

pay for performance

, 27

with provider as integrator

, 24–29

top up payment

, 19–20

value based payment

, 27

Person-centred care

, 4

Person-centredness

, 100

person centred services

, 3

Person-oriented outcome measurement

, 173–175

Personal budgets

, 20–23

Personal or clinical level

, 4–5

Personal values session

, 109–111

Personal vouchers

, 20–23

Plan-Do-Study-Act framework (Deming)

, 138

Planned implementation

, 139

Planning

, 12

Pooled commissioning

, 31

Population-based payments

, 25–26

Post-Study System Usability Questionnaire

, 121–122

Power imbalances

, 86–87

Prerequisites

, 78–79, 83–84, 87

Prevention

, 100

Primary care budget

, 25

Prime contractor model

, 28–29

Principal agent problem

, 18

Principles

, 10

Private funding of care

, 20–23

Problem solving behaviour

, 81

Process accountability

, 90–91

Professional level

, 5

Program

activities/processes

, 171–172

inputs and resources

, 172

outcomes

, 170–171

outputs

, 171

theory

, 165–166

Programme theory

, 153

Proself motivation

, 79–80

Prosocial motivation

, 79–80, 83–84

increasing actors

, 81–84

Protocols

, 6

assessment protocols

, 7

care protocols

, 7

Prototyping

, 64, 68

Provider

, 15, 17–18

‘Quadruple-Aim’ set of outcomes

, 170–171, 174–175

Qualitative approaches to evaluation

, 177–178

Quality of care

, 17

Rainbow Model of Integrated Care (RMIC)

, 60, 98, 105, 109, 133, 166

Readiness

, 140

readiness for change

, 153

Realistic evaluations

, 163

Reciprocity

, 100–101

Regional stakeholders

, 107–108

Resilience

, 3–4

Respect

, 100

Retainer fee

, 25

Risk

, 18–19

pooling of risk

, 18–19

Roles

, 3

Scale

, 122

Self-management

, 3–4, 169

Service commissioning

, 16

Service design

, 60–61

Shared governance

, 101–102

Shared responsibility and accountability

, 99

Shared risk

, 28

Shared savings

, 28

Short window of opportunity

, 144

Skills

, 7

Social dimension of care

, 76

Social motivation

, 79

Social motives

, 81

Social services

, 4

Social stakeholder alignment

, 76–78

Specific, measurable, assignable, realistic and time-related measurement approach (SMART measurement approach)

, 172–173

Staff

development

, 152–153

training

, 154

Stakeholders

, 97–98

Standards

, 6

standards of behaviour

, 96

Status

, 2

Strategy

, 102

Structural elements

, 75–76

Summative evaluations

, 162–163, 178–179

Supervision

, 101–102

Sustainability

, 138

Sustaining

, 48

SWOT analysis

, 141, 146–147

Synthesizing

, 47–48

System level

, 5

System Usability Questionnaire

, 121–122

Technology

, 11

Testing phase

, 64

Theory of change

, 169

Third-party funding

, 31

‘Tick the box’ method

, 173–174

Tokenism

, 60–61

Tool

, 7

tool development

, 121

Top up payment

, 19–20

Transformation

, 12

Transparency

, 101

‘Triple-Aim’ set of outcomes

, 170–171

Trust

, 99

Two-sided model

, 28

Usability testing

, 121–122

User

service user

, 13

user-centred co-design approach

, 120

Validation

, 65

Value-based payment

, 27

Values

, 96–98

core values underpinning integrated care

, 98–101

dealing with value conflict as manager

, 105–111

in integrated care governance

, 101–105

mapping exercise

, 106–107

Variation

, 24–25

Veterans Rand VR-12 scale

, 173

Vision

programme vision

, 152

statement of organizations

, 97

Voice behaviour, engaging in

, 84

Voucher

, 20

WHO-QOL-BREF scale

, 173

Whole-systems thinking

, 100

Willingness

and ability to speaking

, 85–87

increasing actors

, 85–87

to understanding

, 89–91

‘Win-win’ agreements

, 81