director of public health – south tyneside annual report 2014 healthy people, healthy places –...

Director of Public Health – South TynesideAnnual Report 2014Healthy People, Healthy Places – The Role of Public HealthLocal Engagement Board

Joint Strategic Needs Assessment

Healthy People, Healthy Places - the role of Public Health

• Planning and environmental health

• Economic regeneration

• Housing• Sustainable local

communities

Hot food take away outlets

• Evidence document• Increase in number of

HFTA’s• Levels of excess

weight• Clustering in certain

areas• Planning policy to be

developed

Use of Health Impact Assessment

• Welfare reform• South Shields 365• Urgent Care Hub• Recommendations

for decision makers

High rise health

• Evaluation of decent homes

• High level of resident engagement pre and post decent homes

• Measurable changes to health and wellbeing

• “The heating, we hardly put it on…it’s since the insulation, you know.”

• “Saving money…ah yes, I can eat better, I can buy clothing.”

• “I haven’t got to worry about getting out of the bath bit which is the tricky bit…I used to struggle to get out the bath because me arthritis was terrible…so having the shower for me, and it’s also given me peace of mind in the future when I’m going to be worse…”

• “I’ve changed what I eat, you know. Like yesterday I did a big chow mein from scratch, but before I wouldn’t do that, you know.”

• “We used to smoke in the sitting room and that but, I stopped because…it cost is too much for paper.”

Public health and sustainable communities

• Every Contact a Health Improvement Contact

• 70% of workforce live locally

• 1200 staff and 200 voluntary sector

• Champions• School cooks, refuse

collectors

Review of 2014

Health Improvement

• Children's Conference

• Healthy Schools• Smoking During

Pregnancy• Change 4 Life• Drugs and alcohol

Health Protection

• Sexual health• Vaccination• Ebola• Environmental

hazards• Emergency planning

Healthcare Quality

• Cancer• Tobacco and

secondary care• Health impact

assessment• Health and social

care integration

Recommendations

• Wider group of stakeholders in JSNA/assets• Better use of Health Impact Assessments• Increased focus on housing• Community development strategy• Embed parks and green space within C4L• Extend Every Contact to residents and volunteers• Extend Pioneer for self care• Increase focus on ‘Best Start in Life’• Implement Change 4 Life• Maintain focus on health protection• Review cancer strategy for impact

2015 Director of Public Health Annual Report

Joint Strategic Needs Assessment •Traditionally the Joint Strategic Needs

Assessment (JSNA) have been developed focusing on problems, needs or deficiencies in communities meaning that services are often designed to fill the gaps and fix the problems

•There has been an increasing emphasis on the need to deliver rich and vibrant JSNAs which contain both quantitative and qualitative data (community voice) offering a strong picture of needs and strengths of communities.

Why we are doing this?

What is it?

•Community settings rather than ‘service settings’•Mobilising assets in communities•Fairness in health and healthcare•Increasing control over peoples health and their lives•Using participatory methods to facilitate the active involvement of people

Does it work?

• Social relationships are as important as some of the lifestyle factors

• Participation in volunteering is associated with better health, life satisfaction and decrease in depression

• Inequalities within support• Marmot review• Kings Fund – strong communities, wellbeing,

resilience as one of nine key areas where Government could take action

• Community engagement activities are effective in improving health behaviours, participant self-efficacy

Family of community centres approaches

• Strengthening communities• Volunteering and peer roles• Collaboration and partnership• Access to community resources

DPH Report

• Agree a local ‘framework’ and highlight what works• Local examples shared in the report• Enablers and barriers• Recommendations

Asset based approach

A report by the Improvement & Development Agency ‘A Glass Half Full’ identified a number of asset based approaches, these include:Asset Mapping

Asset Based Community Development (ABCD)

Appreciative Inquiry

Participatory Appraisal

Open Space Technology

These approaches share a common set of values of ‘discovering and mobilising what people have to offer’. They are not mutually exclusive and will often be used in combination with each other in asset based work.

154 organisations contacted, 113 (73%) agreed to take part

11 street survey’s with 361 people responding

Analysis

•A total of 408 community assets and active groups were identified

•This work has unearthed a wealth of information, including:– the knowledge, talents and enthusiasm of local people– importance of family, friends and networks to increase community spirit – the value of community groups, organisations and faith groups providing

support and a variety of physical and social opportunities – an appreciation of green space / natural environments within communities

as health assets – the power of local people coming together to conserve areas, bidding for

and securing funding to restore local parks– the value of residents participation to develop activities, services and

identifying ways to improve the area

Timescale

• Initial draft – end September• Examples – end October• Final draft – end November• Publication – January 2016• Dissemination and adoption of the ‘framework’ –

February onwards

• Questions