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. 2013;5(2):74–77.
Dry Liquid
  • Healthcare quality data

  • Routinely collected healthcare and public health data

  • Population, community and subgroup health data

  • Publicly reported data

  • Amalgamated data from varied sources

  • General practitioners

  • Practice nurses

  • Practice managers and administrative teams

  • Community matrons, dietetics, other healthcare professionals

  • Public health professionals

  • Local social service professionals

  • Voluntary groups

  • Clinical commissioning groups and councils

  • Healthcare practices

  • Public health agencies

  • Social agencies

  • University partners

  • Patient and public interest groups

  • Innovation fund

  • Regular reports

  • Quality improvement initiatives

  • Community health programmes

  • Social service programmes

  • Self-help programmes

  • Patient self-management programmes

  • Disease-specific programmes

  • Health promotion programmes

  • Initiatives on the social and environmental determinants of health

  • Shared geographic space

  • Networks small enough to produce a sense of belonging and large enough to have political influence

  • Information on contextual influences

  • Consideration of, and building on, motivations

  • Strategic needs assessment

  • Assessment of assets

  • Numbers and narratives on clusters of interest

  • Regular transdisciplinary meetings

  • Shared interpretation of data

  • Facilitation

  • Regular forums for sharing information

  • Mobilisation of capacities and collaboration

  • Boundary spanning initiatives, teams and culture

  • Health and Wellbeing Boards

  • Clusters of 10–20 practices serving ∼ 50 000 people

  • Shared space for collaboration between public health and primary care

  • Role modelling, ground rules and repeated reminders to use data in developmental and empowering ways

  • Community empowerment

  • Long-term partnerships

  • Monthly workshops that build trust and span boundaries

  • Mix of ‘top down’ and ‘bottom up’

  • Balance of vertical and horizontal integration

  • Linking planning and action to the annual commissioning (and other) cycle(s)

  • Multidisciplinary shared leadership teams

  • Experience-based co-design

  • Whole system events

  • Political space to bring together multiple perspectives to draw implications and plans from data

  • Multimethod, participatory action research

  • Learning organisations