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This paper aims to present a case study of the early “formulation” activities that laid the foundation for the Edinburgh Wellbeing Pact, developed during and after the COVID-19 pandemic. The Pact aimed to foster partnership between service providers and citizens to prevent crises, empower individuals to manage their health and independence at home and strengthen the health and social care network in Edinburgh.

The study involved a retrospective review of documentary data, including reports, meeting notes, reflections and strategy documents. The analysis was led by the programme lead, who played a central role in the design and implementation of the Pact.

The formulation phase focused on building the Pact’s foundation through dialogues with citizens, staff, communities and stakeholders. It emphasised the development of the Pact’s vision and the establishment of key partnerships. This process was crucial for ensuring collaboration and guiding the transition from ideas to implementation. It led to the creation of key messages for staff, citizens and community partners. The formulation phase also facilitated the transfer of power and resources to citizens and enabled the creation of new funded initiatives, which introduced new service delivery models and strengthened collaboration between public and third sectors.

This case study contributes to understanding innovation in intersectoral practices, co-creation and co-production as strategies for addressing complex health and social care challenges. It provides insights for others engaged in similar initiatives.

The purpose of this paper is to present a case study of an intersectoral partnership that has taken place in Scotland (United Kingdom) entitled Gamechanger. The main idea of Gamechanger was for statutory, commercial and voluntary organisations to work in partnership to harness the power of football (soccer), to tackle health inequalities and social exclusion. The paper will detail how Gamechanger has been developed, with reference to the newly developed “Incite” model for effective intersectoral partnership working.

This paper draws on the authors’ experiences of leading and evaluating intersectoral partnerships from 2015 to 2019. The report draws on the work which took place during that period, and the achievements in relation to Gamechanger.

Gamechanger has led to significant innovations. It has encouraged sectors to work together, and develop new ways of responding to difficult societal problems.

Gamechanger is believed to be the first initiative of its kind developed with a football club in Scotland.

This work has been developed through robust community-informed efforts. The scope and scale of the projects to deliver community benefits is significant. Gamechanger has provided a means for football to take a different approach to how it works to benefit communities.