Evaluation of Partnership Working in Cities in Phase IV of the WHO Healthy Cities Network

Abstract

An intersectoral partnership for health improvement is a requirement of the WHO European Healthy Cities Network of municipalities. A review was undertaken in 59 cities based on responses to a structured questionnaire covering phase IV of the network (2003)(2004)(2005)(2006)(2007)(2008). Cities usually combined formal and informal working partnerships in a pattern seen in previous phases. However, these encompassed more sectors than previously and achieved greater degrees of collaborative planning and implementation. Additional WHO technical support and networking in phase IV significantly enhanced collaboration with the urban planning sector. Critical success factors were high-level political commitment and a well-organized Healthy City office. Partnerships remain a successful component of Healthy City working. The core principles, purpose and intellectual rationale for intersectoral partnerships remain valid and fit for purpose. This applied to long-established phase III cities as well as newcomers to phase IV. The network, and in particular the WHO brand, is well regarded and encourages political and organizational engagement and is a source of support and technical expertise. A key challenge is to apply a more rigorous analytical framework and theory-informed approach to reviewing partnership and collaboration parameters.

The imperative for health promotion in universal health coverage

“…The focus of this collaborative action often includes bike lanes and safe public space for walking and other physical exercise, better public transport, smoke-free public spaces and other pollution reduction, and healthy and affordable housing. Evaluations of the Healthy Cities project in Europe found that an appropriate mix of distal interventions for health provides a broad and sustainable effect on population health, whereas proximal interventions (for example, health and patient education, health care) yield focused health gains (often disease, gender, and age-group specific) at relatively high cost 51 , 52 …”

“…Evaluations of the Healthy Cities project in Europe found that an appropriate mix of distal interventions for health provides a broad and sustainable effect on population health, whereas proximal interventions (for example, health and patient education, health care) yield focused health gains (often disease, gender, and age-group specific) at relatively high cost. 51 , 52 …”

Evaluating WHO Healthy Cities in Europe: Issues and Perspectives

“…7,36 Second, the actors most likely to effectively impact on those complex arrays of determinants of health are municipalities, communities and other local partners that all have a legitimate institutional role in protecting and promoting health. This assumption is implicit in most analyses in the contributions in this volume, but very explicitly addressed by Lipp et al 37 and Whitfield et al 35 Third, an integral part of the conceptual perspective adopted by all authors is that Healthy Cities projects have a key role in generating the critical success components for city health development as outlined by Tsouros and by De Leeuw. 7 Interventions and Impact As soon as the complex and volatile field of determinants of urban health is acknowledged, combined with the strong value base of European Healthy Cities (including principles of equity, sustainability and participation), it would be clear that research design in this field is a quagmire of methodological challenges.…”

City Leadership for Health and Well-being: Back to the Future

“…21 " According to city representatives, a key success factor "is a strategically located office and a well-organized team with good management and communication skills. 22 " Most healthy cities have both formal political structures and informal working relationships with statutory, voluntary, private, and public agencies. An enduring commitment of Healthy cities to community participation and empowerment is now a core principle of Health 2020.…”

“…Cities have generally moved beyond the planning stage to implement collaborative projects and programs. 26 …”