Journal on Policy & Complex Systems Volume 4, Number 1, Spring 2018 | Page 79

Journal on Policy and Complex Systems

public administration percolate consistently into HiAP ?”

1 . Little government input for interministerial actions favors a sectorial mindset in ministries .

2 . A sectorial mindset favors having the Ministry of Health call for an advisory position instead of a co-developer .

3 . Having the ministry call for an advisory position favors a lack of positive experience with interministerial actions and combined non-health and health-related interministerial actions .

This loop is the engine for health actors to take into consideration wider governmental concerns . The burden of mutual influence rests upon scarce human resources inside ministries ( e . g . relatively unstable , limited funds to develop knowledge of horizontal issues including public health ). While some ministries

naturally call the Ministry of Health for advice , others are still distant players , calling only when difficulties emerge or when there is public outcry . The absence of widespread , repetitive , co-developed government projects across ministries leaves a vacuum for a change of mindset ( e . g . during interministerial interventions , the co-actions look more like pieces of a puzzle retroactively put together ). The loop for parts in whole is summarized below and answers the question “ How does public health percolate consistently into the wider public administration ?”

1 . Limited support and leadership for public health actions inside the Ministry of Health and other ministries favors few structural and informal means to carry out the public health voice .

2 . Few structural and informal means encourage public health commitment largely on an individual basis .

3 . Public health dedication favors limited dedication of leaders , professionals , and managers to give visibility to public health .

Support for public health is quite constrained ( e . g . relative budget of the ministry , few representatives of the ministry ). Reaching out to other sectors can rely on scheduled compulsory exchanges ( e . g . agreements for scheduled meetings signed with a few other ministries ), but also benefits from spontaneous cross-sector exchanges by dedicated leaders ( e . g . phone calls and corridor chats ). In one rare example , the Ministry of Health started a brainstorming process with the central ministry to propose an integrated procedure between several ministries ( e . g . an integrated impact assessment ). In the end , few leaders make occasional decisions to act on discretionary power .

Hologrammatic relative weights : Both hologrammatic loops were effective in HiAP as of 2012 . The few documented slow changes in the consideration of public health in sectorial actions and wider public administration remain at a relatively narrow scale ( considering the amount of human resources involved in

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