Participants then moved on from discussing different areas of action – or ‘what’ we need to do –to ‘how’ we need to work to bring that about.

     

    Participants worked with a list of factors critical to success in improving wellbeing and health at a city-level.  The list has been generated from the work of the World Health Organisation European Healthy City Network who recommend that cities identify the ones that are most important to them – in accordance with their stage of development.

     

    Eight critical success factors identified by World Health Organisation European Healthy City Network

    • A thorough and shared understanding of key concepts – such as equity in health; social determinants of health; proportionate universalism; and, working across the social gradient.

     

    • An awareness of the need to act – across all sectors

     

    • A strong, shared information and knowledge base – in order to:
    - understand the population, define and measure inequities and their causes, identify community and city-wide assets; and
    - track change on an ongoing basis both to monitor and evaluate particular interventions and to assess impact as a whole

     

    • High political commitment – across all political parties and amongst both “front and back benchers”.

     

    • Partnership working which includes all sectors and the community – this is not just about formal Partnership committees, it is about a way of working that always continually draws together a range of different perspectives, insights, expertise, resources and assets to take social action on health and wellbeing.

     

    • Use of health impact assessments – defined as “a combination of procedures, methods and tools by which a policy, program or project may be judged as to its potential effects on the health of the population and the distribution of those effects within the population” (WHO Gothenburg Consensus Paper on health impact assessment)

     

    • Capacity and capability to deliver in new ways – such as applying asset-based approach; and, leading and working in productive inter-sectoral partnerships

     

    • A clear shared map of the way forward – that results in concerted action and aligned use of resources and assets.

     

     

     

    Participants discussed the factors and together considered where they felt we are in Newcastle.  They collectively agreed a score of 1 to 10 for each of the factors – with 1 being “Poor – we have little in place at the moment” and 10 being “Excellent – we just have to maintain this position”.  They noted their agreed scores on a radar diagram and then circled the two factors that they agreed we need to make most progress on in the next 18 months.

     

    The resulting aggregated radar diagram reveals the current position perceived by participants and will be used to inform future developments in Newcastle.

     

     

    What happened next? - Putting Newcastle on the front cover