6 steps to a public health organization

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This presentation on making Hertfordshire County Council a public health organization is designed for our corporate policy and performance workshops (8th October 2013) and looks at how we build on our success, to mainstream public health mindsets and approaches across the Council

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6 steps to a public health organization

  1. 1. www.hertsdirect.org The 6 Steps Making Herts County Council a Public Health Organization Corporate Policy and Performance Workshop on Public Health October 8th 2013 Jim McManus Director of Public Health
  2. 2. www.hertsdirect.org Our success so far • Our healthy workplace work shows we can a)improve health, b) reduce sickness absence in our workforce and c) save the taxpayer money. ..see end of this slideshow for more • So we have the ability to be a strong public health organization • Here’s how...
  3. 3. www.hertsdirect.org The Six Steps to being a Public Health Organization 1. Leadership commited to Public Health 2. Understand our Public Health Challenges 3. Identify what each area can do 4. Identify what Public Health Tools and Skills we can use 5. Consider every area of the business systematically 6. Make us an example of healthy employer and service provider
  4. 4. www.hertsdirect.org 1.Leadership • Exec Member • Cabinet Panel • HWBB • Partnerships • But what about officers across County?
  5. 5. www.hertsdirect.org 1. Leadership Our Public Health Strategy OUR PURPOSE to work together to improve the health and wellbeing of the people of Hertfordshire, based on best practice and best evidence OUR VISION: A Healthy, Happy Hertfordshire: everyone in Hertfordshire is born healthy, and lives full, healthy and happy lives. We compare well with England and every area in Hertfordshire compares well against Hertfordshire Priority 5: We understand what’s needed and we do what works Priority 6: We make public health everybody’s business and work together HOW WE WILL WORK TOGETHER (our strategic priorities: how we do it for our County) The Public Health Outcomes Framework (the national PHOF will Help us measure Our success) WHAT WE WILL ACHIEVE WORKING FOR AND WITH OUT POPULATION (our strategic priorities: what we achieve for our County) Priority 1: Our Populatio n lives Longer, H ealthier Lives Priority 2: Our Population Starts Life Healthy and Stays Healthy Priority 3: We narrow the gap in life expectancy and health between most and least healthy Priority 4: We protect our communities from harm (chemical, biological, radiological and environmental) Building Blocks For the Public Health Family Strong Leadership Capable, Skilled People Co-production with citizens Effective Partnerships Evidence and Knowledge Driven Plan and Deliver for Localism Whole System Approaches Making better use of behavioural sciences at individual, interpersonal, community and service levels
  6. 6. www.hertsdirect.org 2. UNDERSTAND OUR PUBLIC HEALTH CHALLENGES
  7. 7. www.hertsdirect.org Hertfordshire • 1.1m People in 37 Settlements • 10 Districts • 1 County Council • 2 NHS CCGs • 8 NHS Trusts • 1400+ vol orgs • Urban/Rural mix
  8. 8. www.hertsdirect.org Our Burden of Disease • – Non-Communicable Diseases – Over 60% of deaths due to lifestyle and behaviour – Smoking – Lack of effective primary and secondary prevention across system – Knowing what works – Poorest fare worst (smoking, diabetes, heart disease)
  9. 9. www.hertsdirect.org
  10. 10. www.hertsdirect.org Learning the lessons from the National Audit Office 2010 not on course!
  11. 11. www.hertsdirect.org Interface of PH, health inequalities & social care • NHS gone from infectious disease focus in 1948 to LTCs, cancer and mental health in 21st century • 1 in every 7 GP appointments for LTCs* • 50% of adults with a mental health problem had a MH, behavioural or emotional problem before the age of 14 yrs • MH biggest spend of NHS than any other health condition • Social determinants AND quality and accessibility of health & social care • Old model of health and social care – deliver to, not with…co-production, co-creating health, shared decision-making … • Personal budgets… for social care (and health ??) • Shift from one size fits all
  12. 12. www.hertsdirect.org The Big Strategic Challenges for Hertfordshire Health Improvement Health Protection Service Quality Imms Vaccs TB HCAI Environment •Non Communicable Disease •Public Mental Health •Development •Ageing Health Care Quality Public Service Outcomes
  13. 13. www.hertsdirect.org 3. IDENTIFY WHAT WE EACH CAN DO
  14. 14. www.hertsdirect.org Conceptualising wider determinants Smoking 10% Diet/Exercise 10% Alcohol use 5% Poor sexual health 5% Health Behaviours 30% Education 10% Employment 10% Income 10% Family/Social Support 5% Community Safety 5% Socioeconomic Factors 40% Access to care 10% Quality of care 10% Clinical Care 20% Environmental Quality 5% Built Environment 5% Built Environment 10% Source: Robert Wood Johnson Foundation and University of Wisconsin Population Health Institute. Used in US to rank counties by health status While this is from a US context it does have significant resonance with UK Evidence, though I would want to increase the contribution of housing to health outcomes from a UK perspective. Contributors to overall health outcomes
  15. 15. www.hertsdirect.org Questions for you to answer 1. Where do we touch people where we can build resilience, motivation and opportunity to be healthy? 2. Where do we touch people in a way which mitigates against better health? 3. What do I want to know about evidence-based practice tools which will help me do my core role better?
  16. 16. www.hertsdirect.org Systems thinking on wider determinants A framework for you to use The wider determinants of Health and Local Government functions (Must adopt a Lifecourse approach!) The Lives people lead and whether LA functions help or hinder healthy lifestyles (policy, service quality, access, behavioural economics, behavioural sciences) The services people access such as primary care (high quality, easy access, good follow up, behavioural and lifestyle pathways wrap around)
  17. 17. www.hertsdirect.org An example from housing • Warm, decent homes is a public health strategy
  18. 18. www.hertsdirect.org 4. IDENTIFY WHAT TOOLS AND SKILLS WE CAN USE
  19. 19. www.hertsdirect.org Some Tools • Needs Assessment • Evidence Based Practice • Evaluation • Whole Systems Thinking on Public Health • The 3 Domains Model
  20. 20. www.hertsdirect.org 5. CONSIDER EVERY AREA OF THE BUSINESS SYSTEMATICALLY
  21. 21. www.hertsdirect.org Making Herts County Council a Public Health Organisation • Every service understands and owns a public health role • We skill and motivate people to self-manage their health and wellbeing • We focus on the person and co-ordinate around them • Physical, Social, Psychological and Spiritual are all part of the dynamics of health • Mindset of staff,volunteers, carers and users
  22. 22. www.hertsdirect.org Healthier Herts: A Public Health Strategy for Hertfordshire OUR PURPOSE to work together to improve the health and wellbeing of the people of Hertfordshire, based on best practice and best evidence OUR VISION: A Healthy, Happy Hertfordshire: everyone in Hertfordshire is born healthy, and lives full, healthy and happy lives. We compare well with England and every area in Hertfordshire compares well against Hertfordshire Priority 5: We understand what’s needed and we do what works Priority 6: We make public health everybody’s business and work together HOW WE WILL WORK TOGETHER (our strategic priorities: how we do it for our County) The Public Health Outcomes Framework (the national PHOF will Help us measure Our success) WHAT WE WILL ACHIEVE WORKING FOR AND WITH OUT POPULATION (our strategic priorities: what we achieve for our County) Priority 1: Our Populatio n lives Longer, H ealthier Lives Priority 2: Our Population Starts Life Healthy and Stays Healthy Priority 3: We narrow the gap in life expectancy and health between most and least healthy Priority 4: We protect our communities from harm (chemical, biological, radiological and environmental) Building Blocks For the Public Health Family Strong Leadership Capable, Skilled People Co-production with citizens Effective Partnerships Evidence and Knowledge Driven Plan and Deliver for Localism Whole System Approaches Making better use of behavioural sciences at individual, interpersonal, community and service levels
  23. 23. www.hertsdirect.org The Strategy Pyramid 2 Missio nVision: Where we want to get to Strategy: How we want to get to the vision Implementation Plans : What we need to do in each area of the business and for each topic Individual Plans: My personal objectives and must dos Mission: Why ? Where/What do we want to be? Why do we Exist ? How we want to get there? What we need to do! What I need to do! Values, what’s important to us ? {
  24. 24. www.hertsdirect.org County of Opportunity- Questions to ask • The conditions for everyone to be healthy, from conception to end of life • The conditions for the poorest and worst off to be healthier • Intervene early • Public services which put this at the core of their business • People thriving and prosperous • Healthy workforce, prosperous County
  25. 25. www.hertsdirect.org Health Improvement Health Protection Commissioning priorities, Evidence, acting when evidence is silent, making it work, supporting implementation Ensuring we have the right frameworks in place Long term, medium term, short term impacts Let’s assume you run a day centre..... FALLS PREVENTION? Service Quality and Improvement
  26. 26. www.hertsdirect.org What Outcomes can I contribute to?
  27. 27. www.hertsdirect.org The public health mindset means working across different dimensions of time and responsibility •Think through what we can do short term •Start work on the medium term •Set the policy framework for the long term •Build this understanding among partners •Get started and realise •County, District, Parish, NHS, Business and Community Sector working together
  28. 28. www.hertsdirect.org HERTFORDSHIRE LOCAL PUBLIC HEALTH MODEL (For Place or for People Settings) Development of a local plan for each area and agency between partners with use of existing community networks 2. WORK ON THE COMMON RISK FACTORS FOR BIG KILLERS Neighbourhood interventions for Diet, Physical Activity, Smoking, Alcohol, 3a. IMPROVE LOCAL NEIGHBOURHOOD QUALITY Physical Environment, Green Space, Crime/ASB. INCREASE SOCIAL CONTACT BETWEEN NEIGHBOURS 4. INCREASE UPTAKE OF PREVENTIVE HEALTH PROGRAMMES Immunisation, Screening, This may differ from area to area depending on issues 1. Complete a Basic health profile – identification of health issues salient for the neighbourhood or service user group by checking the basic basic profile from JSNA or other source 5. Skilling people for their own health– develop and deliver basic personal health skills training. (Physical and mental health) So…towards a model explicitly designed to be as easy as possible for non-health specialists can implement it 3b. IMPROVE SALIENT HEALTH OUTCOMES Address issues specific to your population e.g. Coping and resilience for carers
  29. 29. www.hertsdirect.org 6. Make us an example of a healthy employer • Smokefree policy • Healthy Herts – employee wellbeing programe • Show Leadership across County • StepJockey • CREATE A MOVEMENT
  30. 30. www.hertsdirect.org Healthy Employer - what we’re doing 1. Smokefree policy – already in place for employees, moving to next stage 2. Healthy Herts –nominated for two awards, saved money, reduced sickness absence 1. Next stage is sorting the food culture! 3. Counselling and wellbeing offer 4. Leadership – setting up workplace health offer and seminars with employers 5. Stepjockey – took part in the trial, now rolling it out across candidate buildings. Increased stair use by 29% from baseline
  31. 31. www.hertsdirect.org The Six Steps...what are you going to do? 1. Leadership commited to Public Health 2. Understand our Public Health Challenges 3. Identify what each area can do 4. Identify what Public Health Tools and Skills we can use 5. Consider every area of the business systematically 6. Make us an example of healthy employer and service provider

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