Speaker session 1 (key note)
• Speaker 1: Professor David Hunter, Director of the Centre for Public Policy and Health, Durham University
Title ‘Making a Reality of the Wider Public Health in Local Government’
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Making a reality of wider ph in lg 7th march (david hunter)
1. Centre for Public, Policy & Health
Making a Reality of the Wider
Public Health in Local
Government
Presented by David Hunter
Professor of Health Policy & Management
Tuesday 7th March 2017
2. ∂
Centre for Public Policy & Health
Welcome Return of Public Health
to Local Government
Context conducive to wider conception of
heath – not just about health care
Marmot City – all relevant organisations
commit to work together
3. ∂
Centre for Public Policy & Health
Focus on Embedding Marmot Six
Giving every child the best start in life
Enabling all children, young people
and adults to maximise their capabilities
and have control over their lives
Creating fair employment and good work for all
Ensuring a healthy standard of living for all
Creating and developing healthy
places and communities
Strengthening the role and impact of preventing
ill health
4. ∂
Centre for Public Policy & Health
New World of Health and Wellbeing:
People and Place-shaping
Health in All Policies (HiAP)
Influencing the wider determinants of health
Whole-of-government and whole-of-society
approaches
Importance of whole system leadership and
‘soft power’
6. ∂
Centre for Public Policy & Health
What is HiAP?
About governance/policy ideas based on
collaboration, partnership, structured
interaction and ongoing relationships
Needs to be integrated with other cross-
cutting policy interests such as equity,
sustainability and demography
About creating places (physical and social
environment) which support and generate
good health
8. ∂
Centre for Public Policy & Health
Why is HiAP Needed?
To meet challenge of ‘wicked problems’
To break down ‘siloed’ nature of government,
nationally and locally
To promote intersectoral collaboration
To share resources and reduce
duplication at a time of austerity
9. ∂
Centre for Public Policy & Health
Why is HiAP Difficult to Implement?
Lack of institutional support
Ineffective leadership
Poorly planned or unclear objectives and
responsibilities
Hostile stakeholders
Weak enforcement
Limited resources and capacity
Unrealistic time frames
11. ∂
Centre for Public Policy & Health
Examples of Fire Service's Wider
Public Health Role under MECC
Helping support people with dementia
Firefighters to be 'health champions'
Tackling child obesity
Reaching out to the most vulnerable
Looking out for babies and toddlers
Getting people active
Working with others to save lives
Reducing falls in the home
12. ∂
Centre for Public Policy & Health
Lessons from Research on
Partnerships
Policies and procedures need to be more streamlined –
focus on outcomes not process and structure
Partnerships in practice can be rather messy constructs
Tendency to over-engineer partnerships, often to the
exclusion of being clear about purpose and
achievement
Structures are less important than relational factors
such as trust and goodwill
Importance of leadership styles – collaborative,
integrative and adaptive
13. ∂
Centre for Public Policy & Health
The Challenge of System
Leadership
Limits of top-down, command and control
leadership
Leadership is shared,
distributed, engaged,
adaptive
Core characteristics:
building alliances, persuasion,
influence, political astuteness
Different set of skills and behaviours required
14. ∂
Centre for Public Policy & Health
Rethinking Leadership
Old notions of leadership as dynamic, decisive, authoritarian and
competitive are not well suited to complex environments
System leadership requires well-developed skills of negotiation and
consultation to enable collaborative direction-setting and decision-
making with other stakeholders
Good leadership is not only about the individual qualities of the leader
but also about enabling the whole system to be supportive of
innovation, an awareness and understanding of complexity and an
appreciation of the perspectives of different stakeholders
Successful leaders
understand complex
adaptive systems
and culture
15. ∂
Centre for Public Policy & Health
Jazz as a Metaphor for System
Leadership