The document discusses the transition of public health responsibilities to local governments in the UK. It outlines several key challenges, including establishing governance and accountability structures, defining the role of the Director of Public Health, and ensuring alignment of outcomes across stakeholders. The author advocates taking a strategic, system-wide approach focused on prevention to improve population health and reduce health inequalities through local authority activities and partnerships.
The 2nd part of the presentations from the ground-breaking Reducing Suicide Summit 2011, hosted by CALM and focusing on the Cheshire & Merseyside regions of the UK. More info at http://www.thecalmzone.net
eESI would like to thank the San Antonio North Chamber for being a part of the How 2 Series on May 30th, 2011. We hope our dialogue in regards to Healthcare Reform was beneficial to all.
Dave Sweeney - Health, wellbeing and the environmentInnovation Agency
Presentation by Dave Sweeney, Executive Implementation Lead, Cheshire & Merseyside Health & Care Partnership: Maximising place and environment at the Health, wellbeing and the environment event on Monday 28 January 2019 at The Isla Gladstone Conservatory, Liverpool
This document will explain how a comprehensive wellness program works and how much money you should budget in order to have one. If you are ready to kick start health in your organization this is the right place to start.
This provides a summary overview of some of the areas of work we are leading in Hertfordshire to build a complex systems approach to mental health of children and young people
A health and wellbeing board for LeicestershireThe King's Fund
Cllr Ernie White and Cheryl Davenport, Leicestershire County Council, explain their approach to setting up a health and wellbeing board for Leicestershire and outline some of the issues they encountered.
A presentation at an invited colloquium on getting local policymakers and commissioners to work with academics in social science and public health. Covered issues in working together
Slideshare for the older peoples workshop for voluntary and community sector agencies in Hertfordshire, organised by Hertfordshire Public Health Service. There is also a word data pack
The 2nd part of the presentations from the ground-breaking Reducing Suicide Summit 2011, hosted by CALM and focusing on the Cheshire & Merseyside regions of the UK. More info at http://www.thecalmzone.net
eESI would like to thank the San Antonio North Chamber for being a part of the How 2 Series on May 30th, 2011. We hope our dialogue in regards to Healthcare Reform was beneficial to all.
Dave Sweeney - Health, wellbeing and the environmentInnovation Agency
Presentation by Dave Sweeney, Executive Implementation Lead, Cheshire & Merseyside Health & Care Partnership: Maximising place and environment at the Health, wellbeing and the environment event on Monday 28 January 2019 at The Isla Gladstone Conservatory, Liverpool
This document will explain how a comprehensive wellness program works and how much money you should budget in order to have one. If you are ready to kick start health in your organization this is the right place to start.
This provides a summary overview of some of the areas of work we are leading in Hertfordshire to build a complex systems approach to mental health of children and young people
A health and wellbeing board for LeicestershireThe King's Fund
Cllr Ernie White and Cheryl Davenport, Leicestershire County Council, explain their approach to setting up a health and wellbeing board for Leicestershire and outline some of the issues they encountered.
A presentation at an invited colloquium on getting local policymakers and commissioners to work with academics in social science and public health. Covered issues in working together
Slideshare for the older peoples workshop for voluntary and community sector agencies in Hertfordshire, organised by Hertfordshire Public Health Service. There is also a word data pack
These slides contain the background and initial actions from the multi agency workshop on developing self management in chronic disease and long term conditions
Question of Quality Conference 2016 - Patient Experience - Innovation in pati...HCA Healthcare UK
The South Somerset Symphony Programme is one of nine Primary and Acute Care systems (PACs) Vanguards born out of Simon Stevens’ Five Year Forward View. To address the problems of an ageing population and an increased burden of long-term conditions, it is essential to have a coordinated response across sectors, putting the patient at the centre of care. The session will look at a joint venture that will hold a single budget for the population and how this enables them to target resources to parts of the system where they can make the most difference to patients.
Outcomes Based Contracting resource - logic model and Results Based Accountability framework. Taken from the draft Partnering in Procurement Document developed by the Western Australian Council of Social Service and WA Health
'Wicked' Policy Challenges: Tools, Strategies and Directions for Driving Ment...Wellesley Institute
This presentation provides critical insights on how to drive mental health and health equity strategy into action.
Bob Gardner, Director of Policy
Nimira Lalani
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Community Benefit vs. Organizational BenefitPerhaps you have b.docxmonicafrancis71118
Community Benefit vs. Organizational Benefit
Perhaps you have been to a health fair sponsored by a local hospital in your community. Who benefits from such an effort? When you or your neighbors are screened for signs of illness (hypertension, for instance) or learn about available services, clearly the promotion benefits you, but what about the hospital? Having its name associated with "community service" benefits the institution. Any patients and/or clients the institution attracts may also result in some financial benefit, even if the organization is ostensibly "non-profit."
In this Discussion, you will identify examples of promotion for social change in your community and analyze whether the promotion benefits the community, the organization, or both.
To prepare for this Discussion:
· Review this week's Learning Resources.
· Identify two local health care providers and identify an example of each organization's effort in promoting a service or services as a form of positive social change. One of the organizations should be for-profit, the other, not-for-profit.
Post a brief description of how each organization's promotion fosters social change. Then, evaluate how each organization's marketing promotion benefits the community and how it benefits the organization. Finally, for each example of marketing promotion you have identified, analyze whether the interest of the community and the interest of the organization are in conflict. Briefly comment on how the promotions of the for-profit and non-profit organizations differ and how they are similar.
Support your work with specific citations from this week's Learning Resources and/or additional sources as appropriate.
Fortenberry, J. L., Jr., Elrod, J. K., & McGoldrick, P. J. (2010). Is billboard advertising beneficial for healthcare organizations? An investigation of efficacy and acceptability to patients. Journal of Healthcare Management, 55(2), 81–9 5.
STRATEGY CHALLENGE
Alan M. Zuckerman
What Would You Do?
does the strategic plan require updating because
of healthcare reform?
Metro Health System (MHS) is a successfiil integrated
delivery system (IDS) and the second largest health-
care organization operating in its metropolitan area.
With the passage of healthcare reform into law, how-
ever, MHS s leaders see a need to review and possibly
revise the organization's strategic plan. Although
MHS's relatively recent full plan update still should
be valid, over the past nine months, board members
and executives have raised important questions about
the strategy. The question is, does MHS need to fine-
tune its plan or is a more significant change in strate-
gic direction required?
The Situation
MHS is a $1.3 billion (annual operating revenue),
multifaceted IDS in a medium to large city. Its
performance has been consistently strong for the
past seven years as measured by margin, share,
and other indicators. The organization comprises
two large hospitals, about 300 emplo.
An invited presentation to the AFSA (Asian Fire Service Association) Summer conference on the need to find leadership models which work better for diverse communities and enable people to bring assets an understandings from their cultures to organisational leadership
A presentation to the SABRE Cymru conference (Social and Behavioural Science Rapid Response Network) on lessons for social and behavioural sciences in public health beyond Covid-19. https://sabrecymru.uk/
My presentation to the 175th anniversary conference of the Association of Directors of Public Health on lessons from the past and pointers for the future
A presentation to the National Immunisation Conference on lessons learned for the future of public health response to Monkeypox and other novel infections
This is part 2 of a two part session deliver for a Common Awards (Theology, Ministry and Mission, University of Durham) course on health and the Church. The first part focuses on a theological perspective and the second part focuses on public health perspectives
This is part 1 of a two part session deliver for a Common Awards (Theology, Ministry and Mission, University of Durham) course on health and the Church. The first part focuses on a theological perspective and the second part focuses on public health perspectives
This presentation was given to a webinar on addressing poverty and also contains some suggested waymarkers for response. It is based on local experience and the lessons in the LGA/ADPH Annual Public Health Report 2023
An invited keynote to the St Vincent de Paul Society Conference 2022 on emerging from the Pandemic and tasks for the Church and associated organisations
This was an invited keynote to the Social and Behavioural Sciences Rapid Response Network for Infectious Diseases (SABRE Cymru) symposium on Covid-19 and beyond.
Pastoral care is "that aspect of the ministry of the Church which is concerned with the well-being of
the individual and of the community in general." 2 It is clear that the impact of multiple traumas from
the COVID-19 pandemic creates a major challenge for pastoral care. The purpose of this publication
is to enable faith leaders to get some rapid and concise orientation on the issues of population and
community trauma, resilience, self-care and coping during and beyond the pandemic, so they can
consider strategies both for their congregations and the wider community.
This briefing seeks to provide some frameworks for response to the needs of:
1. Populations and local communities, because there will be multiple and differential impacts
on various sub-populations both by life course stage and by identity, as well as
socioeconomic status. Impacts are multiple, from losing loved, to losing jobs, to having
essential treatment delayed. All of these can be traumatic.
2. Faith communities, because as the pandemic goes on, and we are now beyond 18 months of
response, the risks of compassion fatigue, burnout and traumatic stress to congregations
increase. Psychological injury to those who are involved in 'frontline' ministry, both as
ministers or as medical and care workers, may be worse than in other parts of the
population because the combination of enduring stress and their own motivation to keep
serving their populations may result in their feeling unwilling or unable to seek help.
This briefing is set within the context of public mental health, which means it intentionally seeks to
consider what can be done at population level (e.g. whole church or workplace), and group level, not
just individual level. The right kind of action aimed at populations is just as important as action
aimed at individuals and should be seen as
complementary. This is especially so where there
are resources and capabilities which churches can
bring to bear for their whole membership, and
which can help them respond to trauma and
become resilient. In this sense, a populationhealth approach sits well with the idea of the Church as a community where healing can occur
A briefing for Public Health teams on a public mental health approach resilience, trauma and coping beyond the pandemic, and addressing the needs of communities and workplaces
A publication for government on pandemic flu and faith communities. Prepared as a sister document to Key Communities, Key Resources, a report for government on faith communities and pandemic preparedness
More from Professor Jim McManus AFBPsS,FFPH,CSci, FRSB, CPsychol (20)
1. A New Approach to Public Health Monday 28 th February 2011 Jim McManus Joint Director of Public Health, Birmingham City Council The Local Authority as Strategic Driver on Health and Wellbeing Boards
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4. Domains of Public Health Health Improvement Health Protection Service Quality and Improvement Commissioning priorities, Evidence, making it work, supporting implementation Ensuring we have the right frameworks in place Long term, medium term, short term, matrix
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11. You might have got it wrong if… Elected Members HWBB SoS / CMO / DH / A-Z LA CMT NPHS Staff Team ? GP Consortia PROVIDERS DPH
12. Vision, but what about outcomes? Health minded and health-seeking people Both workers and citizens (Self care, and self management reduces reliance on services) Adapted with thanks from Newcastle Model SHARED OUTCOMES JSNA Shared Data Sets Commissioning Priorities H & WB Strategy High Quality Strategy SHARED OUTCOMES Governance, Leadership and Organisation High Quality Partnership Structure HWBB Others Citizen Engagement & Co-Production Delivery Areas Provide Integrated Services Deliver shared outcomes Citizen Engagement & Co-Production
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21. Our Burdens of Disease Primary Secondary Tertiary Role for corporate and roles for core here
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27. Some approaches to a Board Loose, Strategic, Agree Priorities Task Group Other Agency or Partnership (CDRP) What is more important for the Board? Governance or Agreement?
28. Outcomes and monitoring them Health minded and health-seeking people Both workers and citizens (Self care, and self management reduces reliance on services) Adapted with thanks from Newcastle Model SHARED OUTCOMES JSNA Shared Data Sets Commissioning Priorities H & WB Strategy High Quality Strategy SHARED OUTCOMES Governance, Leadership and Organisation High Quality Partnership Structure HWBB Others Citizen Engagement & Co-Production Delivery Areas Provide Integrated Services Deliver shared outcomes Citizen Engagement & Co-Production
30. Thank you! A copy of a supporting paper “some thoughts on the DPH transition” should be in your pack [email_address] Or [email_address] Email – a lesson in joint working???
Editor's Notes
I am going to talk about our experience of trying to address issues as they arose In most emergencies issues arise you do not plan for In this flu pandemic, we had neither a slow rising tide nor a flash flood experience but a mix of different issues in different parts of the country and the city I think what comes out of this is the need to seek to predict what systems of the City’s life will be most affected given what we now know, and then seek to make those resilient My guesses are most cities will see schools, nurseries and social care very affected In delivering this I am focusing on Local Authority services because this is a local authority seminar. I will, inevitably, do injustice to NHS family colleagues because of this. Setting up out of hours flu centres, for example, was a valuable experience for us. And the work of BADGER in developing clinical good practice in assessment and response is just one important piece of work from Birmingham I won;’t be able to do justice to. I will also inecvitably underestimate the role of the Birmingham Resilience Team and the multi-agency Birmingham Resilience Group. These have been hugely important and positive experiences.