![]() ![]() ![]() Organisational culture is also broadly defined as patterns of shared assumptions learned in a group, which are subsequently taught to new members these are maintained by the stories and myths told and retold both by members of the organisations and outsiders. ![]() Ĭulture, in this context, refers to “habitual ways of being and acting that stem from the distinct professional, organisational, and national cultures to which they belong”. Differing organisational and professional cultures are factors often raised as barriers to successful integrated care. However, many collaborations fail and result in collaborative inertia instead of advantages due to barriers such as organisational differences, lack of agreement of responsibilities, and different communication and information systems. In order to achieve integrated care, inter-organisational collaboration can generate collaborative advantages through the amalgamation of different partners’ resources and expertise. Inter-organisational collaboration is crucial due to a division in the care sector in Sweden, where the counties govern healthcare and the municipalities are responsible for social care. In Sweden, many local programmes and projects aim to advance collaboration and integrated care in the health and social care of older people. ![]() Many factors have been emphasised as beneficial for the success of joint working and integration, for instance co-location, team building events and pooled budgets. There is a wide variety of strategies and initiatives to improve care continuity and coordination for people with chronic diseases, not least for older people with complex care needs who require care from multiple providers. The two case studies from Indonesia are also available in Bahasa here and here.The call for integrated care has been induced by demographic change, increased fragmentation of the welfare sector and increased demand for technically and more expensive care solutions. These experiences show that a strong preparedness for response mechanism is crucial and will continue to become even more important as we face the global consequences of climate change, the continued impacts of COVID-19 and future global health threats.Įxplore case studies below (available in English, French and Spanish) from around the world that highlight how National Society preparedness has contributed to the COVID-19 response. In many cases, such consequences have increased and compounded local vulnerabilities caused by climate-related hazards and other crises. Since the beginning of the outbreak, Red Cross and Red Crescent National Societies have quickly adapted their way of working, building on local solutions, leveraging their auxiliary role, and striving to meet the growing health needs and demands of local communities facing social and economic consequences of the pandemic. The International Federation of Red Cross and Red Crescent Societies (IFRC) has demonstrated amazing resilience and adaptability as an organization and a network during the response to the COVID-19 pandemic. ![]()
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