. If governments are to take forward the policies and practices that worked, they should know the following. 1. Sectors cooperated to really good effect during the pandemic because top-level leadership insisted on the finance, economy, education and health sectors working together. Only the and this means: –. putting in place a strong legal and political mandate for intersectoral measures; –. institutionalizing routine and consistent inclusion of HCWF issues in planning and decision-making in all relevant sectors; –. securing proper funding for intersectoral action. It is important that high-level political commitment is sustained across electoral cycles. A clear government policy prioritizing long-term human capital development in the health and care economy will signal to all involved that the HCWF matters. 2. Health sector leaders, ministries of education and finance reached new understandings during the pandemic and created new networks. Sustaining effectively both in normal times and in emergency. The health sector needs to demonstrate to its counterparts that it is a partner that can be trusted to plan effectively, articulate evidence-based demands and deliver efficiently. Health champions who understand the perspective of other sectors and look for win-wins are best placed to build long-term relationships that work. 3. Cross-government committees, specially convened multi-sector working groups and ad hoc tools enabled rapid and innovative responses to COVID-19. There is a need to and this means: –. revisiting the tools at both administrative and political levels; –. linking funding to HCWF development, mobilization and retention; –. political engagement to ensure health is not crowded out. The lessons of the pandemic suggest there should be particular investment in: –. mobilizing cabinet and parliament; –. extending the scope of existing intersectoral committees, working groups and commissions. Engaging to diverse stakeholders, including communities and civil society. International support mechanisms can also be exploited to boost effective work across sectors. 4. The complexity and scale of HCWF needs in terms of supply, demand and distribution has become abundantly clear. to responding and requires: –. stronger data collection, analysis and reporting to the public domain; –. improved forecasting and scenario planning for health and care services and all public health functions, including emergency preparedness and response; –. linking data to models of care and explicit reform goals; –. breaking down needs in terms of competencies, practice activities, distribution and aims. Quantifying HCWF needs will strengthen credibility with other sectors and help make the case for investment. 5. The pandemic demonstrated how much the health system and the HCWF does to support populations, keep individuals healthy and enable economic activity. Analysing and Transparency on co-benefits can also help convince other sectors of the value to them of working with health in terms of: –. the education, employment and gender dividends arising from a deliberate expansion of human capital for the health and care economy. –. the creation of counter-cyclical employment and jobs in areas of underemployment. –. the health, safety and productivity of all workers; and –. postponement of early retirement on health grounds.