This case study was developed as part of the SLC’s work on the GM Active Pivot to Active Wellbeing strategy aiming to address health inequalities through the transformation of public leisure services.
The aim of the Public Health Outcomes Framework is to maximise the contribution that Salford Community Leisure (SCL) makes towards the delivery of public health outcomes in Salford against the priorities of the Locality Plan.
The work has been steered by a small group of officers from SCL and Salford City Council’s public health team, who jointly agreed the priorities and workstreams.
A whole organisation approach has been taken to maximise the opportunities for SCL to make an impact at a strategic level.
The specific focus for SCL was in the support for cancer, cardiovascular disease, smoking, vaccines and immunisations, mental wellbeing, suicide prevention, risky behaviours and the wider determinants of health such as poverty and welfare.
This could range from advice as part of Making Every Contact Count (MECC) to offering specific services, support or screening programmes.
All this was in addition to the contribution SCL was already making in raising physical activity levels through its sport, leisure and fitness and community services.
The work has been managed through a work programme which sets out how SCL will contribute towards each of the key themes. Practical and tangible examples includes:
This programme is likely to heavily influence the public health-related outcomes, measures and social value KPIs that will be agreed as part of the SCC/SCL contract post 2025, as well as the emerging 10-year Sport, Leisure and Libraries strategy led by SCC Place Directorate colleagues.
As part of this, the public health portfolio lead for physical activity is meeting with other local authorities to learn how they have collaborated with leisure trusts to ensure an equitable, fit for purpose and holistic offer.
In the immediate future, SCL are gathering stories to evidence the impact related to the thematic workstreams.
This is a long-term strategic programme of work and so far, successful outcomes have been achieved by all parties being honest and transparent and developing good working relationships.
Most importantly, SCL and the council’s public health team have been willing to work together to achieve council priorities and deliver value for service users, communities and their organisations.
But the change process has not been without challenges. Like any transformational piece of work, there are entrenched ‘ways of doing things’ that need to be altered, sometimes quite significantly, so sufficient time needs to be allowed for change to take place.
The council’s advice to other organisations looking to achieve something similar is twofold:
Firstly, ensure there is alignment with other relevant strategies and programmes of work locally and regionally in order to maximise buy-in at all levels and ensure that the implementation happens at pace.
Secondly, learn from similar programmes that are happening now or have already been delivered.
A more detailed report on Salford’s Public Health Outcomes Framework is available from peter.locke@salford.gov.uk
