What the pandemic offers us now is the opportunity to finally act on all levels and create the systemic framework and environment necessary for people to thrive on the ground. – all of these elements of an integrated, people-centred system also support and empower the workforce to become true partners in care with people, families and communities.
#Quadruple aim healthcare 2021 professional
The need to change financing and incentives, education and training of the workforce, professional and organisational cultures, leadership and management, governance and accountability, etc. They have been identified in the literature as key barriers to integration and universal health coverage for a long time, and over and over again. As with everything else in integrated care design and implementation, none of the challenges are new or come as a surprise. Too often have we omitted to include the workforce’s perspective in the planning of integrated care initiatives, and ignored the fact that it’s people who need to work differently, act differently and use the new tools and technologies provided. We also need to involve service providers across all professions and sectors to co-design processes and organisations, which enable, motivate and inspire them to deliver people-centred care. When we talk about people-centred, integrated systems, creating the conditions to partner with people with lived experience, families and communities is only one side of the coin. Their needs should also be considered, and they must be empowered to change the system for the better”. “…health practitioners are people, and health care organizations and systems are made up of people. And while the heroism and dedication of the health and care workforce has often been praised over the last months, few steps have yet been taken to ensure that we all come out stronger by addressing the challenges systemically and systematically. And while the reasons are complex, and the shortfall disproportionately hits low- and middle-income countries, the issues around it affect every health and care system in their ability to address population needs and build resilient communities.Īs with so many other issues, long apparent and still overlooked by health and care systems, the pandemic has also put into high relief the plethora of challenges service providers are faced with every day: from the inability of sharing data adequately to the lack of communication across organisations and sectors, the power struggles between different professional groups to budget constraints and counterproductive incentives, to name but a few. They estimate that by 2030, there will be a global shortfall of 18 million health and care workers. The WHO has a long tradition of calling for action on the subject and, in the light of the Sustainable Development Goals (SDGs) and the COVID-19 pandemic, has declared 2021 the Year of the Health and Care Workers. GPs, social workers), by country (migration from South to North and East to West) or region (rural-urban divide). They were not the first to draw attention to the sometimes precarious working conditions of health and care workers and the lack of strategic planning of decision makers to address an increasingly lopsided picture, where workforce migration, burn out and job dissatisfaction lead to an uneven availability in various professions (e.g. In 2014 Bodenheimer and Sinsky proposed to expand the Triple Aim concept, and add a fourth dimension to it: improving the work life of professionals.
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