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Phe sally warren 17 09-13

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  • 1. Strategic Partner’s Working Day 17 September 2013 Sally Warren PHE Director of Programmes
  • 2. Aimsforthissession 1. verybriefupdate,followingyourinput,onPHE’spatientand publicinvolvementandVCSstrategies 2.testveryearlythinkingaboutourproposalsforaHealth Framework 2
  • 3. PPIandVCSStrategiesforPHE: 3 • We have been developing these strategies for PHE over the last 6 months • Based on feedback from VCSE partners • SPs contributed to the development of these May – July via meetings, a survey monkey and directly to Lorraine and Iain on the PPI Strategy at the Working Day in June • I want to share some principles from these Strategies…
  • 4. PPIStrategy-principles • Workwiththepublicaspartnersboth directly and through advocates in the VCS to protect and improve the public’s health and well-being. • When necessary, coordinatepublicconsultationsand share good practice across PHE and with our health and care system partners. • Listentoandvaluethecontributionof the public, patients, service users, as well as other partners • Bringclaritytothepurposeofinvolvementincluding how we will take forward suggestions and explaining when we cannot do as public participants ask • Ensure PHE involvespeoplefromdisempoweredandmarginalisedcommunities • Gotowherepeopleareinstead of expecting them to come to us. • Incorporateevaluationinto the way PHE plans and executes its participation activity. • Reportandprovideevidencewhich demonstrates how public involvement contributes to service improvement and development. 4
  • 5. VCSEStrategy–principlesbasedonwhatwehave heard fromVCSEpartners • anopenandhonestrelationshipwith regular communication • earlyinvolvementwithafocusonaction– be clear and practical about purpose, use ‘task and finish’ groups • avoidasingleapproach to the Sector; adapt to organisations and purpose • regularone to one contacts or forums for organisations across the Sector • avoidsiloedengagementwith the Sector - create purposeful, dynamic engagement across Sectors • useexisting forums,e.g. Strategic Partner Programme, Active Communities Development Group where possible and align engagement with other system leaders • collaborateandshareinformation and resources with the VCS e.g. in health promotion materials and campaigns 5
  • 6. Thankyou! Thankyouforyourinputtoourworksofar,includingthemanyprojects identifiedinyourworkplanswhichcontributetoimprovingthepublic’s healthandaddressinghealthinequalities. Inowwanttotalktoyouabout….. Health,notsickness: AHealthandwellbeingframeworkforEngland 6
  • 7. The Burden of Disease – what ails us
  • 8. The Risks Factors underlying the burden of disease
  • 9. Social determinants are key
  • 10. Wanless 10
  • 11. OverallconceptforaHealthandWellBeingFrameworkfor England -Aims To bring together a credible description of the nation’s health, the drivers of health, the evidence based interventions to improve health and the likely future scenarios and forecasts of what could be achieved. In order to: 11 A. Build the case for health • Establish the case for improving health rather than tackling illness, securing support from the political and managerial leadership • Integrate Global Burden of Disease, Marmot, Wanless, with bottom up understanding of local need through JSNAs • Provide a forecast of health need and possible scenarios • Build confidence that improvements can be made – the evidence exists B. Promote action • Provide a compelling narrative and case for investing in health • Provide credible planning scenarios and modelling for DH/NHSE/OGDs • Provide baseline and forecast to track progress year on year • Wow goals/ambitions to promote action and commitment
  • 12. Could include: • A narrative about health and wellbeing. The value of good health and wellbeing and the credible things we can all do to improve health • The evidence on the nation’s health and the drivers of poor health building on • the Global Burdens of Disease (maps what kills us, makes us sick, lifestyle risks underlying them), • the Marmot Review (the social determinants of health) • the existing knowledge and expertise across PHE, academia and VCS • a bottom up view of health need from local areas through aggregation of JSNAs • A forecast for the future health of the nation – an OBR style report but for health rather than economics. To demonstrate what would be possible if we applied the available evidence based approaches and to help national and local decisions on policies and priorities • A framework of evidence based, prioritised, approaches to improving health and wellbeing which could be adopted nationally, locally or indeed by individuals, families and communities. The key will be evidence that the interventions work and to draw on a bottom up view of what local areas are already doing through aggregation of local health and well being strategies • Ambitions for the future (wow goals) could be included as a way of building support and commitment from the diverse range of partners who can together improve health 12 OverallconceptforaHealthandWellBeingFrameworkfor England
  • 13. Questionsfordiscussion • How do create the case for change? • How do we create a framework of evidenced based interventions? How could you help us co-produce that framework? • There have been lots of public health white papers before, but not as much sustained action as we would like to see. How do we ensure lasting impact this time? 13 Reducingconfidenceinourcapability todeliver

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