Abstract
Understanding of what promotes mental health and wellbeing and its importance for educational attainment, productivity, reducing crime, positive health behaviours and quality of life is improving (Foresight, 2008; HM Government, 2010a). Individuals can act on their own account (Aked et al, 2008), but public sector organisations could take more advantage of the ‘feel good – do well’ dynamic, not only as employers but as policy makers, commissioners and service providers. Building on the capabilities and resources of individuals and communities also offers institutions an opportunity to mitigate financial and policy constraints. This paper describes an approach to public mental health in an inner London borough and the opportunities for, and barriers to, strategic change. Results are encouraging but emphasise the importance of taking a long view, senior leadership, dedicated capacity for cross-sector coordination, evidence and measurement, dogged persistence, and a balance of vision and opportunism.
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