Year 2 of the Creative Health Connector Role

Over the past year, the Creative Health Connector (CHC) role has continued to evolve across Doncaster’s cultural, health and voluntary sectors. Building on early insights from Year 1, our second year of evaluation offers a clear picture of what this role can achieve in practice – alongside the challenges that need to be addressed if it is to be sustained and scaled.

At its core, the Creative Health Connector acts as a bridge between systems. Participants consistently described the role as a ‘conduit’ or ‘glue’ – someone able to bring together organisations that might otherwise struggle to connect. This includes linking NHS services, local authorities, and voluntary and cultural organisations, while also supporting individuals to access creative health opportunities.  The value of the role lies not only in what it does, but in how it operates across these different levels.

Creating connections that lead to change

Year 2 evaluation highlights the extent to which the role has enabled new relationships and collaborations whilst managing existing ones. Participants described connections being established between healthcare providers, commissioners, cultural organisations and community groups – many of which simply did not exist before. These relationships are not symbolic; they are leading to tangible outcomes for an example of a new creative health programme called Feel and Flourish.

Importantly, the role has also increased capacity across the system. Many voluntary and cultural organisations operate with limited resources, and without dedicated time to build relationships with health partners. The Creative Health Connector provides that capacity – taking on the work of outreach, coordination and follow-up that is essential but not always possible.

Shifting perceptions of creative health

There is also evidence of a more subtle but equally significant shift: changing attitudes towards creative health. Year 2 findings suggest growing awareness and legitimacy of creative health within the health system in Doncaster.  In some organisations, this has translated into practical changes – such as including creative health in patient newsletters, as well as training programmes (including GP training).

The Creative Health Connector has played a key role in raising the profile of Creative Health, contributing to discussions within the Integrated Care System, and supporting its inclusion in broader programmes such as the Health Growth Accelerator. While this work is ongoing, it represents an important step towards positioning creative health as part of the system, rather than an ‘add-on’.

The importance of the individual role

This evaluation also highlights the importance of the individual in delivering this work. Participants highlighted the Creative Health Connector’s communication skills, persistence, and ability to engage across different sectors as key to the role’s success. Their ability to translate between organisational cultures and maintain relationships has been central to building trust and momentum.

Challenges to embedding the role

Despite positive progress, Year 2 findings also highlight ongoing challenges. Many of these reflect wider system pressures rather than issues with the role itself.

Funding and long-term sustainability remain key concerns. Without a clear pathway for continued investment, there is a risk that the progress made to date could be lost. Participants expressed strong concerns about the potential for the role to end at the close of the current programme, particularly given the time it has taken to build relationships across the system.

Looking ahead

Year 2 reinforces the value of the Creative Health Connector role within a complex system. It demonstrates how relatively small-scale investment in coordination and relationship-building can unlock wider opportunities, strengthen partnerships, and improve access to creative health.

The findings point to the need for strategic decisions about the future of the role. This includes exploring sustainable funding models (potentially through cross-sector investment?) clarifying its remit and considering how capacity might be expanded to reduce reliance on a single individual.

There is also a clear opportunity to align the role with emerging priorities, particularly the shift towards neighbourhood-based health approaches. As systems continue to evolve, the Creative Health Connector role offers a practical way to bring together the creative, voluntary and health sectors in ways that respond to local needs.

Year 2 evaluation shows that creative health requires time, relationships, and dedicated roles to make it happen. The learning from this work offers valuable insights for others looking to develop similar approaches.

Note: this is version one of the report. Version two will include Ripple effect mapping which is currently on-going work.