Index
How to Deliver Integrated Care
ISBN: 978-1-83867-530-1, eISBN: 978-1-83867-527-1
Publication date: 11 January 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Kaehne, A. and Nies, H. (Ed.) How to Deliver Integrated Care (European Health Management in Transition), Emerald Publishing Limited, Leeds, pp. 183-192. https://doi.org/10.1108/978-1-83867-527-120211017
Publisher
:Emerald Publishing Limited
Copyright © 2021 Axel Kaehne and Henk Nies. Published under exclusive licence by Emerald Publishing Limited.
INDEX
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
- Prelims
- 1 Integrated Care – An Introduction
- 2 Financing Care Integration: A Conceptual Framework of Payment Models That Support Integrated Care
- 3 Leadership in Integrated Care
- 4 Engaging Patients for Integrating Care
- 5 Social Dimensions of Care Integration
- 6 Values in Integrated Care
- 7 Digital Health Enabling Integrated Care
- 8 Implementing Integrated Care
- 9 Evaluating Integrated Care
- Index