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Success factors
Dimensions of connected care in a MH context
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Workforce design and capability
Lived experience centred, intersectional view is essential
Digital and data infrastructure
Partnerships and networks
Person centered model of care
System thinking: Consider where you fit, and where you need to connect to
Building on and not new
Stewardship, (Governance, risk and funding)
Culture and leadership
across care, improved quality of life, and systems that are safe, inclusive and responsive to diverse sociocultural identities. Lived experience and intersectionality: Connected care must be grounded in lived experience. This means embedding lived experience at all levels – from leadership down to peer and lived experience workforces, designing trauma informed and responsive services, ensuring services are designed to be sensitive to the needs of different cultures and people’s individual identity and intersecting needs. Embedding systems thinking in organisational mindsets: Connected care goes beyond the four walls of an organisation. It is founded in an understanding of the connections and pathways that people can and should take, and designing these to be as effortless as possible. This is a systems thinking approach – considering where each organisation, service or support fits into the broader system, and
the needs of the people they support by listening closely to lived experiences and allowing these insights to shape their strategies. It is important to review your maturity within the framework, carefully considering how your organisation is addressing each domain and identifying the areas where the greatest gaps exist. From there, the next step is to prioritise and seek out partnerships, developing a connected care strategy that clearly sets out who you need to work with, at what level, and in what capacity. What is the role of system stewards? Governments and system leaders hold the levers for change. Key questions include: Policy Are outcomes person-centred and aligned across all policies? Regulation Do our standards and governance
how funding models, data flows, referral pathways, governance structures and workforce capabilities either enable or hinder a seamless experience for people accessing mental health care. Building on what exists: In many nations there are emerging and established national platforms, standards, and governance mechanisms. Providers should adopt these rather than create new solutions that risk worsening fragmentation. The goal is not endless innovation for its own sake but developing and extending existing infrastructure in smarter ways. The table on the following page sets out the domains of the maturity framework. Organisations that deliver mental health services (including large NGOs, community health organisations, independent primary and specialists care, psychologists, psychiatrists, counsellors and coaches, hospitals universities, EAP services, and large businesses) should define
actively enable integration and a seamless experience?
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