Abstract
Setting
This article is based on the experience of the Public Health Agency of Canada Innovation Strategy (PHAC-IS) federal funding program in building Canadian population health partnerships.
Intervention
The PHAC-IS addressed complex public health issues by funding evidence-based population health interventions in communities across Canada. These interventions were multifaceted and required the development of diverse “vested” partners to sustain systemic impact. This article explores the key elements of a vested partnership that affect systems change, and how to monitor the effects and achievements of vested partnerships as greater than what individual partners can achieve on their own.
Outcomes
Vested health partnerships have diverse partners that fit the system they are trying to change, a clear, public sectoral agenda, partner alignment, and pooling of both human and financial assets. A vested health partnership assumes strength in the diversity and governance of the partnership as well as in how it demonstrates collaborative systems change. It is important to monitor and measure both the partners and the synergy and collective impact of the partnership.
Implications
Short-term reach may need to be compromised for the brokering required to establish broad vested partners. Alignment, vestedness, and outcome measurement seem linked since strong partners that grow and adapt together change the way each sees and monitors the solution. Sophisticated partnerships, like a murmuration of starlings, act in concert to push learning and change practices, policies and societal norms. Capturing the movement of the flock is as important as counting the birds.
Résumé
Mise en situation
Le présent article se fonde sur l’expérience du programme de financement fédéral de la Stratégie d’innovation de l’Agence de la santé publique du Canada (SI de l’ASPC) en matière d’établissement de partenariats canadiens en santé de la population.
Intervention
La SI de l’ASPC s’attaque à des problèmes de santé publique complexes en finançant des interventions en santé de la population fondées sur des données probantes qui sont mises en œuvre dans les collectivités canadiennes. Ces interventions à multiples facettes ont demandé l’établissement de divers partenariats « acquis » pour assurer une incidence systémique. Le présent article aborde les éléments clés d’un partenariat acquis favorisant les changements systémiques et explique comment évaluer les effets et les réalisations des partenariats acquis, qui sont supérieurs à ce que peut réaliser de façon individuelle un partenaire.
Résultats
Les partenariats de santé acquis réunissent divers partenaires qui font partie du système qu’ils s’emploient à changer et demandent l’établissement d’un programme sectoriel public clair, l’harmonisation des partenaires et la mise en commun des ressources humaines et financières. Un partenariat de santé acquis tire profit de sa diversité et sa structure de gouvernance ainsi que de la façon dont il peut favoriser un changement systémique collaboratif. Il est important de surveiller et de mesurer autant les partenaires que la synergie et l’incidence générale du partenariat.
Incidence
Une portée immédiate peut devoir être compromise pour négocier l’établissement de vastes partenariats acquis. L’harmonisation l’engagement et la mesure des résultats semblent être liés puisque de solides partenaires qui grandissent et s’adaptent ensemble changent la façon dont chacun perçoit la solution et la surveille. Les partenariats sophistiqués, comme une nuée d’étourneaux en vol, font un mouvement commun favorisant l’apprentissage et la modification des pratiques, des politiques et des normes sociales. Comprendre le mouvement collectif est tout aussi important que le dénombrement des oiseaux.
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Data Availability
All data, reports, and materials were made available from the PHAC-IS funding program and project-level completed reports.
Notes
Now renamed the Mental Health Promotion Innovation Fund (MHPIF).
Maintenant appelé le Fonds d’innovation pour la promotion de la santé mentale (FIPSM).
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The Special Issue on the Public Health Agency of Canada – Innovation Strategy was funded by the Public Health Agency of Canada.
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All authors contributed to the study conception and design. Material preparation, data collection, and analysis were performed by Nanci Lee. The manuscript was written by Nanci Lee with editing and writing support from Kelly Kavanagh Salmond. Both authors reviewed and approved the final paper.
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Publication of this article has been confirmed by the Director of the Division of Mental Health and Wellbeing at PHAC.
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The first author is a paid consultant contracted to complete this work, and the second author is a Government of Canada employee.
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Lee, N., Salmond, K.K. Monitoring vested health partnerships. Can J Public Health 112 (Suppl 2), 231–245 (2021). https://doi.org/10.17269/s41997-021-00515-6
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DOI: https://doi.org/10.17269/s41997-021-00515-6
Keywords
- Population health
- Innovation
- Population health intervention research
- Health promotion
- Partnerships
- Vested partnerships
- Public health
- Social determinants of health