bluuebunny/crossref_metadata_2025_split huggingface dataset:
"Citizens in charge. The role of citizens in the development of an inclusive, caring society."
Authors: Van Daele Emilie , Huysmans Eline , Janssens Guy 
Published: January 2024

If we really want to strive for an inclusive, caring society, we have to give a louder voice to citizens. As citizens each of us takes care for others: our partner, children, parents, neighbours, friends,... This voluntary involvement and commitment deserves more attention, recognition and support than it received until now. Because it's the foundation of every integrated care model.
In recent years we tried to include citizens more in the policymaking process around integrated care in Flanders, but BurgersAanZet believes we can do better!
BurgersAanZet is a partnership of 5 volunteer organizations (ArmenTeKort, Eigen Kracht Centrale, Lus, Home-Start Vlaanderen en Magenta) that wants to disseminate their accumulated expertise in setting up caring initiatives from citizens to citizens and letting them in charge of their life, care and assistance.
Citizens, professionals, local policymakers who seek inspiration, want to learn and want to get started, can apply to us.
In this presentation for policymakers, caregivers, health care organizations and citizens we want to present the story of the Citizens' Platform of the Primary Care Zone in the Flemish Ardennes.
In Flanders each Primary Care Zone is governed by a care council. This care council consists of many health care organisations, policymakers, caregivers as well as a few people with care and support needs.
The Primary Care Zone in the Flemisch Ardennes noticed that their voice was not always heard and that the professional services often took over. People's stories did not get the necessary space nor attention, there was a meeting culture, the pace was fast, results had to be achieved immediately...
In their search for doing differently they formed a Citizens' Platform and asked BurgersAanZet to facilitate this platform.
The purpose was to provide time and space for citizens to think about themes that are important to them and to inquire into ways in which the integrated primary care in their region could become more person-centered, bottom-up instead of top-down.

In this presentation we would like to outline the development of this process: How did we get started? Who did we invite and how? What do we do and why do we do it? How do we make sure that citizens are in charge and stay the “owners” of the process and its results. What is the link with the care council and how does the citizens' platform communicate with the care council, the Primary Care Zone, with caregivers and other citizens.…
A fascinating and challenging story of a process of connecting people with each other, with the things that matter in life, and with the care council.
A story brought to you by Emilie Van Daele and with a video-contribution by Guy Janssens - a committed citizen - and Eline Huysmans - a staff member of the Primary Care Zone.

You can find their stories here:
- Interview with Guy Janssens: https://www.youtube.com/watch?v=72zazWoR-HU
- Interview with Eline Huysmans: https://www.youtube.com/watch?v=IDWyKbEYzwc&t=370s
The Health and Social Care Regional Integration Fund in Wales: developing new Models of Integrated Care
Authors: Cohen Rachel 
Published: January 2024

The Health and Social Care Regional Integration Fund (RIF) is a 5-year funding Programme for the period 2022 to March 2027. The aim of the RIF is to establish and mainstream six new national models of integrated care to achieve the vision of A Healthier Wales: the Welsh Government’s long-term plan for Health and Social Care. It is a key lever for change and transformation across the health and social care. The RIF’s priority population groups are:

Older people including people with dementia
Children and Young People with Complex Needs
People with Learning Disabilities and

neurodevelopmental conditions

Unpaid carers
People with emotional and mental health wellbeing needs

The person-centred outcomes framework for the fund was co-productively developed with Wales’s Regional Partnership Boards, who will use their collective resources to support the
delivery of the new models of care. This oral presentation aligns to the Person-Centred Care: focus on integration of goals and needs theme, and to 3 of the 9 pillars of integrated care as follows:

Shared values and vision
People as partners in health and care
Resilient communities and new alliances

The presentation will describe how the Communities of Practice (CoPs) established as part of the RIF have, through shared learning and consideration of good practice examples, been pivotal in identifying the likely core components of the new models of care, such as ‘What Matters’ conversations, which focus on people’s individual goals and the “needs” that they consider most important in their lives. We will also describe how the CoPs have helped to ensure that a person-centred approach drives our reporting and evaluation procedures, as well as the development of projects and the delivery of their services. The challenges of monitoring and comprehensive, robust evaluation in this specific context will be discussed, and we will explore the forthcoming challenges in terms of scaling-up new models of care to an all-Wales national level.
Implementing new teamwork models in primary care – perceptions of professionals
Authors: Ruotsalainen Salla , Hietapakka Laura , Sinervo Timo 
Published: January 2024

Introduction: Finland is facing a large-scale health and social services reform in 2023. The aims of the reform are among others to improve access to care, equity of services and care continuity. In our study, we had one region, with three different organizations, that had implemented new teamwork models. These models aimed to improve multiprofessional co-operation and patients’ care continuity within the primary care services. In this study, we aimed to investigate how the new teamwork models are perceived by the professionals in health and social services (HSS) centers.
Methods: In total, we are aiming to conduct approximately 20 semi-structured interviews with professionals working in primary care HSS centers (the interviews are still ongoing). There were 8 semi-structured, pair or individual, interviews that were included in this study. The participants were from four different HSS centers, and they represented professionals from different occupational groups (nurses, specialized nurses, physicians, social workers). The interviews will be analyzed using Grounded Theory.
Results: Preliminary analyses showed that employees felt that their co-operation with other professionals had improved and working in the same building or hallway enhanced co-operation. However, a lot of the co-operation level was dependent on the familiarity with other professionals. Regarding the teamwork model, the professionals thought for instance, that the model was ‘a half-way’ model, the wheel was re-invented with the model and that it was just crammed into the HSS center. On the other hand, the professionals described that they were fairly satisfied with their co-operation with other professionals in their own health and social services center. Nurses and physicians were closely co-operating on a daily basis, whereas other professionals, such as social workers were not that integrated into the teams. Strain and time pressure emerged from the interviews since new tasks had been given to the participants, especially for nurses. Turnover of employees and lack of physicians was further perceived burdening.
Conclusions: There were positive and negative sides of the new teamwork models. The models had been implemented fairly recently and therefore they were seen as not reached their full potential yet. In addition, professionals perceived that patient’s care continuity was smooth across actors. However, in some organizations the professionals feared that the reform will worsen the situation.
Dementia Meeting Centres: People Affected by Dementia Take the Lead
Authors: Galloway Graham , Evans Shirley , Coleman Ronald 
Published: January 2024

Meeting Centres (MC) are a flexible, hyper-local model for dementia post-diagnostic support, which create engaging, enabling, and empowering spaces for families affected by dementia.
MCs offer ongoing warm and friendly expert assistance, including peer support, for people and families affected by dementia. The model originated in the Netherlands, led by Professor Rose-Marie Dröes at the Amsterdam University Medical Centers. Meeting Centres UK was established in 2018 and led by the Association for Dementia Studies (ADS), University of Worcester. In 2019 Kirrie Connections set up the first Scottish MC.
Prior to the COVID-19 pandemic, there were 13 MCs in the UK. Despite the pandemic, there are now 32 funded MCs in England and Wales and 14 in Scotland with the likelihood of another 10 being funded before the end of 2023.
Significant national and regional developments have taken place over the last three years. This has been driven by different policy decisions and funding opportunities across the three nations and has involved a variety of partnership working between academic, local authority, third sector, government and lived experience partners. The Scottish Government is supporting the development of a national MC network because of the recognition that capacity can be built, best practice shared, and communities empowered. In addition, the involvement of people affected by dementia is of paramount importance. In Scotland, this is being driven forward with a strategy board made up of a third people living with dementia, a third family carers and a third dementia professionals. This is being replicated in the new UK National MC Consortium.
In the presentation, the different contexts and approaches to MCs will be described and compared. The audience will gain an understanding of the flexibility of the MC model in meeting the needs of people affected by dementia in different communities; the MC grassroots community development approach; and the impact of the involvement of people affected by dementia in the meaningful ongoing coproduction of MCs.
Brooker, D., Evans, S., Dröes, R. M., (2016), Framing outcomes of post-diagnostic psychosocial interventions in dementia: The Adaptation-Coping Model and Adjusting to Change. Working with Older People. Vol 21: Issue 1
Evans, S., Bray, J. and Brooker, D. (2021), ""How Meeting Centres continue to support people affected by dementia: report on UK COVID-19 impact"", Working with Older People, Vol. 25 No. 4, pp. 283-293. https://doi.org/10.1108/WWOP-12-2020-0060
Evans, S., Bray, J., Brooker, D. and Stephens, N. (2022), ""The essential features of Meeting Centres: development of the UK criteria for community support for people affected by dementia"", Working with Older People, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/WWOP-03-2022-0009
Development of the Centering-Based Group Care Adaptation Framework, a supporting tool when implementing Centering-Based Group Care
Authors: Van Damme Astrid , Beeckman Katrien , Talrich Florence 
Published: January 2024

Background: Centering-Based Group Care (CBGC) is an alternative way of delivering antenatal and/or postnatal care, and includes three core components: (1) health assessment, (2) interactive learning, and (3) community building. Despite the increasing interest in CBGC worldwide, implementation can be challenging and adaptations are required for sustainable implementation while maintaining the core components. Examples of site-specific adaptations for implementation are documented but are scattered and a hands-on tool for practice has not been created. This study aims to develop a CBGC adaptation framework that supports sustainable implementation within and across different contexts.
Methods: We conducted a context-analysis using a Rapid Qualitative Inquiry (RQI) approach in 26 sites in seven participating countries (Belgium, Ghana, Kosovo, South Africa, Suriname, The Netherlands, and United Kingdom) during the pre-implementation phase. We conducted 335 semi-structured interviews with service users (n=150) and with key stakeholders such as politicians, health care managers, health care providers, religious leaders (n=185). 10 focus group discussions with service users and 56 review meetings with the local research teams were included. In addition, national guidelines and documents were analysed for their CBGC-relevant content. RQI included data triangulation and investigator triangulation. We incorporated data from the RQI into the iteratively evolving adaptation framework and systematically discussed preliminary versions with country-specific research teams. Insights and feedback from these teams were incorporated to create the final version of the CBGC adaptation framework.
Results: We identified six universal surface adaptations categories (content, materials, timing, location, group composition, facilitators), and five universal deep structure adaptations categories (self-assessment/medical check-up, scheduling CBGC into regular care, enrolment, (possible) partner organisations, financials). The CBGC Adaptation Framework provides an overview of the site’s adaptation needs, expected barriers and facilitators, and encourages the development of an action plan to apply these adaptations in practice.
Conclusion: The Adaptation Framework is a useful tool to identify surface and deep structure adaptation categories. In this way, it serves as a useful tool to provide the necessary support during the complex implementation of CBGC. Completing the framework raises awareness of multiple levels of adaptations that must be considered if sustainable implementation of CBGC is to be achieved.
Once upon a time homelessness: a comparative case study of two initiatives of multilevel intersectoral governance in Quebec
Authors: Maillet Lara , Neff Maïa , Goudet Anna , Godbout Isabelle , Fotso Aurelle Carole Jouego , Jacques Marie-Claude , Touati Nassera , Blain Samuel , Hyppolite Shelley-Rose , Landry Marjolaine 
Published: January 2024

This communication focus on an analysis of the contextual factors that facilitate or constrain collaborative processes in intersectoral multilevel governance. How is this collaboration built? What are the brakes and the levers for?
To answer these questions, we will rely on comparative research conducted between 2019 and 2021 of two initiatives in two regions of Quebec (Canada): a local care team set up in 2013 and a day-center opened in 2021. This case study between two initiatives invites us to take a look at distinct and local systems, both based on collaboration between health and social services, institutional and community services in the homelessness. To carry out this research, we conducted 18 semi-directed interviews and 85 hours of participant observations.
Within this communication, we will compare the intersectoral collaboration of the two initiatives by the initial conditions driven the emergence, the characteristics of the organization (internal complexity), and the characteristics of the environments (external complexity) to the organization. Finally, and directly related to these initial conditions of implementation and the context, governance structures and collaboration processes (formal and informal) will be analyzed to understand the current modalities and forms of collaboration within the team (Bryson, Crosby and Stone framework). In this way, we will therefore present the articulation between clinical, strategic and tactical levels that allows (or not) organized governance.
This communication is part of an extensive research program since December 2016 to develop a systemic understanding of integrated collaborative processes and local intersectoral initiatives with people experiencing homelessness.
Core Governance Competencies for Successful Operational Leadership: Implications for Integrating Care for Older People
Authors: Burke Eileen 
Published: January 2024

Rationale: Although, there has been significant academic focus on organisational leadership development, limited attention given to the pragmatic application of governance competencies to support sustainable quality healthcare within an ever-evolving governance framework.
Context: The current restructuring, of the Irish community healthcare system, lacks clear strategic direction, operational engagement, and collective commitment, from clinical and operational managers. This suggests an opportunity to consider pragmatic strategic leadership development opportunities with a priority focus on governance. Although, governance structures have been established in some integrated care areas for older people areas e.g., integrated discharge planning structures, broader more inclusive processes are required to build on existing informal professional and managerial networks, to fulfil the required core functions.
Aims: The study aimed to identify a governance competence framework to support operational-based governance leadership of integrated care for older persons (ICPOP) in Dublin South Kildare West Wicklow Community Healthcare area (DSKWW-CH). It also aimed to generate practical pathways to accelerate the adoption of a governance competence framework, relating to operational leadership that can be utilised to navigate the evolving integrated care funding and legislative environment.
Methodology: Two data collection tools were utilised: an online survey of individuals employed as operational leaders (n=30) of an integrated care team for older person countrywide and a focus group with senior managers within older person services (n=15), with either local or national engagement with integrated care work. A mixed methodology approach adopted utilising both qualitative and quantitative processes, including a comparative analysis of the survey and focus group findings. This provided rich descriptive context based on a pragmatic paradigm, underpinning the validity of the governance competence framework applied as locally applicable.
Results: The sampled population evidenced knowledge-based competence, self-awareness of competence gaps, and transformational leadership behaviours aligned with the proposed governance competence framework. Five key themes emerged: 1. the importance of a clear strategic intent; 2. governance competence gap analysis to underpin team development activities; 3. structure redesign to reduce organisational barriers and challenges; 4. establishment of a safe accountability working culture and; 4. the use of systems for performance evaluation.
Conclusion: The adoption of the proposed six-factor governance competency framework can successfully support operational leadership of an integrated care teams for older persons. This framework promotes self-awareness of competence gaps and the application of transformation leadership behaviours.
Hospital transformation into regional health care
Authors: Hildebrandt Helmut 
Published: January 2024

Hospitals in Germany are under enormous pressure. Legal reforms and shortages of nurses and doctors are forcing hospitals to review inpatient services to assess whether they can be provided on an outpatient basis. Legislation is now promoting such transformation processes through changes in hospital planning and financ-ing. Hospitals, thus, have become attractive partners and designers of regional integrated care solutions.
OptiMedis is currently supporting various hospitals in the planning and conceptualization of regional, inte-grated health care with more centralized inpatient services and increased outpatient care options Smaller hospitals, which are no longer needed for inpatient care after the centralization of inpatient services, can be transitioned towards regional outpatient care. Here, outpatient practices, rehabilitative facilities, therapists, CHN, social workers, case and care managers, among others, can then work together intersectorally under one roof. There are already some concepts and German words describing this: Intersectoral Health Center, Primary Care Center, and Extended Outpatient Care. It is important to determine what needs exist in each region.
This presentation will describe the different concepts pertaining to the transformation of smaller hospitals into regional outpatient intersectoral health care centers and discuss the implications for further development of integrated healthcare in Germany.
Workforce Capacity Building: Strategies for Interprofessional Education in Integrated Care
Authors: Bookey-Bassett Sue , Espin Sherry 
Published: January 2024

Introduction: Integrated health services are recommended as an approach to manage and deliver person-centred care across different sectors throughout a person's lifespan (WHO, 2015). Training future and current health care professionals to work in integrated care systems requires additional knowledge, skills, and competencies. Interprofessional education (IPE) is recommended as a critical strategy in preparing the healthcare workforce for more integrated service delivery models (Bookey-Bassett et al., 2022). However, it is unclear what strategies are being used to implement IPE to support the development of the current workforce for integrated care, in Ontario hospital to home programs.
Methods: This study explored the perceptions and experiences of key informants regarding how IPE is utilized in training current healthcare professionals to work in hospital to home integrated care programs in Ontario, Canada. A qualitative descriptive design was utilized. Key informants included 15 leaders from 13 integrated care programs representing varied healthcare settings across the province. Individual interviews were conducted, audio-recorded, and transcribed. Data analysis followed a thematic analysis approach (Braun & Clarke, 2006). Findings were elucidated through the lens of the interprofessional learning continuum model (Institute of Medicine, 2015) and current competencies for integrated care (Langins and Borgermans, 2015).
Key Findings: Thematic analysis revealed key themes reflecting participants’ understanding and experiences of IPE within their specific hospital to home integrated care programs; participants’ perceptions of informal and formal strategies to implement IPE within integrated care programs; current barriers and facilitators to implementing IPE in hospital to home integrated care programs; and recommendations for interprofessional and intersectoral collaboration to support workforce capacity and capability related to clinical and professional integration.
Conclusions: As new models of hospital to home integrated care are rolled out, IPE should be incorporated as part of the implementation process. Further, IPE should be context specific and adapted to meet the changing needs of patient populations, changing roles of health care providers, and integrated care frameworks.
Implications and next steps: Study findings provide important implications for health professions’ education including formal and informal continuing education. Findings are also relevant for leaders implementing integrated care programs across various practice settings. Next steps include consultation with practice partners and patient partners to co-design and pilot test an IPE intervention within a hospital to home integrated care program for surgical patients.