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It’s called ‘public’ health

In times of trauma, we look to family, friends and neighbours for solace and strength. But the nature of the COVID-19 threat, a virus transmitted through close contact with others, tested this instinct. Despite that, people emerged as one of the main tools in the response to COVID-19.

Communities rallied to deliver food parcels and medical supplies, we wore face coverings to protect others and adapted our behaviour as part of a common cause to limit illness and death. One innovative approach to building and sustaining community power was the COVID-19 Community Champions Scheme.

As rapidly developed vaccines offered hope, attention turned to delivering messages to diverse and disadvantaged communities that made them feel comfortable about stepping up and receiving a vaccination. The messenger was key, especially in poorer areas and particular ethic minority groups. They had to be trusted by people and rooted in their area.

The idea behind Community Champions was to encourage and enable residents to deliver public health messages and promote vaccination uptake to those around them. Central government funding was made available and councils, working in partnership with the voluntary sector, provided training and support to those who volunteered.

What were the results of this approach?

Newham Council commissioned an external evaluation of its COVID-19 Champions programme. It wanted to learn from the programme so that it could continue to improve and utilise the concept as part of a wider health and wellbeing agenda. In Newham, Community Champions made a critical contribution to sharing advice and increasing vaccination rates.

The COVID-19 Community Champions Scheme was far from an isolated example of how local activism, spearheaded by those with knowledge of people and place could offer solutions. Councils like Calderdale progressively took more responsibility for contact tracing those with symptoms because a local face and a local voice proved more effective when it came to understanding the needs of, and barriers for, individuals needing to self-isolate, such as finances.

The public health system is in a state of flux. Public Health England has been replaced by two new agencies: the Office for Health Improvement and Disparities (with responsibility for health improvement) and the UK Health Security Agency (with responsibility for health protection). As they take shape, there is an opportunity to embed bolder ideas about engaging and involving communities in their health and wellbeing. This can only happen with, and through, local government.

No health challenge can be solved without people, whether that be reducing smoking rates and levels of obesity or promoting active travel and levelling up health. The pandemic has demonstrated the potential and efficacy of putting the public at the heart of public health.

 

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