Creative health in the devolved space

As Mayoral and Combined Authorities (MCAs) across England navigate the complex realities of devolution, a shift is underway. Creative health is moving from the seemingly perpetual status of ‘pilot project’ to a seat at the regional policy table.

This is not by chance. It is the result of steady groundwork by a growing number of individuals and organisations who understand that the arts are not just complementary to health systems, but essential to them.

At the heart of this shift is the Mayoral Authorities Creative Health Network – a group of culture and health professionals, working with and within MCAs who are at varying stages of harnessing the potential of creative health to address health inequalities.

Embedding creative health

MCAs are responsible for numerous policy areas – skills, regeneration, housing and economic inclusion – that intersect with the wider determinants of health. While most don’t hold formal health powers, they are nonetheless central in the systems that shape people’s lives.

As devolution expands, so too does the opportunity to embed creative health approaches into regional policy and strategy and for creative health to make significant contributions to addressing health priorities across England.

The network was initially conceived by Greater Manchester Combined Authority and the Greater London Authority in response to the recommendation in the Creative Health Review (2023) that “Metro Mayors consider how their devolved powers can support creative health in their region and work in partnership with ICS [Integrated Care Systems] leaders in their combined authorities to deliver coherent strategies, and develop sustainable creative health infrastructure at scale, making best use of local assets”.

While these two regions, along with West Yorkshire have already made significant progress integrating creative health within NHS and public health there is fragmented and patchy creative health infrastructure, strategy and delivery across England.

Those working in or with combined authorities recognise that sharing practice and learning could maximise investment and progress, but these opportunities have often been missed due to lack of a coordinated approach and a reliance on individuals and ad hoc opportunities.

Tension between ambition and capacity

The network is supported by Arts Council England funding matched by contributions from each member authority for an initial two years. We meet as a group quarterly online to share insights and learning, for peer-to-peer support and to collaborate.

A smaller working group is helping guide the work and regular meetings with wider strategic partners including the National Centre for Creative Health, the Culture Health and Wellbeing Alliance, DCMS and the Mayoral Regions Programme ensure we are plugged in with parallel and overlapping national and regional initiatives.

A recent in-person action planning session in Birmingham affirmed just how timely this work is. Attendees spoke openly about the tensions between ambition and capacity. Some have a mandate for creative health, dedicated resources, formal strategies and political support such as West Yorkshire Combined Authority’s Creative Health System led by Mayor Tracy Brabin.

While others are early on in their journey to embed creative health into available policy areas, largely led by one or two passionate individuals as part of their broader cultural roles. All are navigating the complexities of evolving local structures and a health system in flux.

Continues…

Network action planning at Birmingham Museum & Gallery. Photo: Lucy Taylor at Make Work Play

NHS 10-Year Plan

The NHS 10-Year Plan published earlier this month, presents a range of opportunities for integrating creative health across the three shifts: of hospital to community; analogue to digital; and sickness to prevention. And the redefined role of Mayors and mayoral regions is outlined in the plan.  

Unsurprisingly, there is no specific reference to creative health in the plan, but there is strong consensus in the network that this is a moment to act. Creative health needs to be positioned clearly and confidently as a concrete, workable, cost-effective part of the long-term solution.

The question is no longer whether creative health should be part of policy thinking, but how to make that happen at scale.

No shortage of imagination

The network has co-created a set of four shared priority areas to address in the context of strategic authorities. These are: Advocacy and communications; Policy alignment and cross sector collaboration; Economic evidence; and Sustainable funding.

Over the coming months we’ll be developing detailed work packages around these and working with partners to ensure they result in co-produced, actionable, real-world tools to support creative health to become part of an integrated, funded health and wellbeing solution.

There is no shortage of imagination or resolve in the network. What is emerging is a model of creative health leadership that is place-based, agile and committed to long-term integration. As one of the network’s members put it during our recent workshop: “We want to be part of the system, not outside it.”

That mindset – of constructive disruption from within – and working as a united critical force, is where the potential of the Mayoral Authorities Creative Health Network lies. If regional authorities are serious about tackling inequalities and building healthier futures, then creative health needs to be embedded into how we think, plan, invest and deliver for our cities and regions.