It’s not the external party coming to do the three year evaluation that’s get reported at the end, that’s not where learning happens. We need to Engage the City and I mean that in a very deep way and I’ll talk a little bit more what I mean by that, and we have to Learn. To do those initiatives we have to totally rethink the workforce who’s in it, what skills they have, how they relate to each other. They are Explode the Work or Explode the Workforce.
By public health I mean what also informed the initiatives were looking across the population who is affected, where are our key risk opportunities to intervene, but there are three other things I just want to briefly mention that we learned as cross-cutting ways of implementing this stuff. So what I just described to you is sort of where we started with the commitment for a principle-driven, public health approach to mental health. We’ve created a mental health planning council that brings multiple city agencies together, so you have parks department, probation, police, child welfare, economic development all talking about how they are all working toward shared aims around mental health. In the skill sets it has, and the structures it has and the data it has, in the way it engages with the communities that it oversees, that it governs. Created a whole new thing called the Milhove Innovation Lab in our health department to come with new sources of data and we’re exploring crowd sourcing and learning about gaps and needs through push surveys and pooling data sets that never talk to each other and then finally position government to lead.įor government to do these 54 new initiatives and to do this approach, it has to change. Partnering with communities, doing pace based work for this ensemble of stuff to really work and to really be sustained and permanent and to see their impact, use data better.
#Nyc thrive meaning how to#
There was the diligence to with widespread community input to decide what were our North Stars? What were our guiding principles? Change the culture included everything from training a quarter of million New Yorkers mental health first aid, to training half the New York Police Department in how to manage behavioural emergencies on the street.Īct early, with whole new investments in social emotion learning of course are public pre K and day care centres that touch 100,000 kids every year and social emotion learning skills, close treatment gaps and we identified some key gaps we wanted to close such as universalising, screening and treatment for pre and postpartum depression. The mismatch between the size of the problem and the approach, and the mismatch between our reliance on a treatment system that just wasn’t reaching people and living up to the challenge. So there are two realities we wanted to take on.
Maybe one out of five Americans who have major depression will get evidence based care for it. You can’t solidify the workplace, secure neighbourhoods, figure out your prison problems, graduate everyone you want to graduate, reduce your healthcare burden if you’re not taking on mental health in its fullness. Now we have 54 initiatives up and running, a first four year of course of about a billion dollars.
So this is where we launched what we call Thrive NYC.
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