Applications of Public Health Intelligence Session 1: Introduction and Context

Today Some applications of public health intelligence and the principles and methods used in each type of application –Surveillance –HNA/JSNA –Performance monitoring –HEA knowledge/understanding rather than practical skills.. but with case studies identify the similarities and differences between the different processes

This session scene setting – context for different applications your organisation’s PHI&I needs and drivers methods and processes which can be applied to meet different needs.

What have the drivers of your work been this year? e.g. QIPP LOPs JSNA LAAs WCC DPH Annual Report Regional/national support team visits CQC inspection

Applications of PHI: Supporting Planning Issues for the Board... 1.what should our priorities be? 2.what should our strategy be for...? 3.what changes do we need to make to local services? 4.where and how should we target our resources?

Applications of PHI: Supporting Planning... translate to Qs for the Public Health Analysts what are the current and future health problems in our area? how do we compare with other areas? within our area where are the health problems worst? what services are currently available and what is their uptake? where is there unmet need? what’s the quality of local services? what’s the likely impact of a proposed initiative?

Applications of PHI: Performance Monitoring and Evaluation Issues for the Executives... are we achieving our objectives? are we meeting our targets? are our initiatives and service changes having the intended effect?... translate to Qs for analysts same as above

Answering these Qs is the core work of PHI what are the current and future health problems in our area? how do we compare with other areas? within our area where are the health problems worst? what services are currently available and what is their uptake? where is there unmet need? what’s the quality of local services? what’s the likely impact of a proposed initiative? are we achieving our objectives? are we meeting our targets? are our initiatives and service changes having the intended effect?

Partnership working for health Dahlgren and Whitehead’s diagram showing the wider determinants of health illustrates why partnership working in public health is inevitable and necessary - many different organisations and agencies at national, regional and local level can have an impact on the health of a local population. The job of public health is to make this complex system work for health improvement. The job of public health intelligence is to inform that effort.

Partnership working for health Local authorities have a specific legal power to promote well-being (Local Government Act 2001) –Direct provision of social care services for children, people with disabilities and older people –Influence over key determinants of health (housing, education, leisure, local and built environment) –Scrutiny of health services in local area Increasing moves towards greater integration of health, social care and well-being –Local Strategic Partnerships (LSP) –Joint appointments of DsPH –Joint commissioning & service provision (e.g. Children’s Services) –Joint inspection & review (e.g. Comprehensive Area Assessment)

Partnership working in intelligence Do the partnerships between organisations in your area translate into local partnership working in intelligence in your area? If so, what is the focus? ?JSNA ?LAAs ?shared resources, e.g. local shared information systems If not, what do you think are the missed opportunities?

The case for partnership working in public health intelligence who with? –between departments –between local partner organisations –between local areas –cross-regional collaboration (the regional PHI network) –with commercial partners –with academic partners –with your PHO why? –improve communication and coordination –make best use of scarce resources –learn from each other but... –different types of skills required –encouragement and support from management helps

HIA Slide 1 The HIA Gateway site is at

Case-study: redevelopment of social housing Devonport in Plymouth c5000 people temporary ‘decanting’ of residents rebuilding 448 dwellings What are the... Key issues for residents? Potential adverse health impacts? Potential mitigating actions? HIA Slide 2

Applications of HIA new urban housing scheme proposed waste incinerator new casino in Manchester hospital vending machines policy third runway at Heathrow motorway widening leisure centre charging policy home energy efficiency scheme HIA Slide 3

What can you evaluate in public health? services - new or well-established one-off interventions policy changes screening programmes media campaigns surveillance systems outbreak investigations communication methods – newsletters, websites, etc IT systems and other tools a training course!... pretty much anything Evaluation Slide 1

Types of questions that evaluations can answer What impact is the intervention/service having on the community? Have service users/local community benefited? Are we meeting their needs? Are we reaching the right people? Who are we reaching? Who are we not reaching? Why? Are our services of a high standard? Do they provide good value for money? Which services are well regarded/not so well regarded? How well are we working with partners? Evaluation Slide 2

Why evaluate? If you don’t measure results, you can’t tell success from failure If you can’t recognise failure, you can’t correct it If you can’t see success, you (and others) can’t learn from it If you can demonstrate results, you can win support and funding Evaluation Slide 3

Brings together representatives of public services, local businesses, community groups and residents Responsible for developing the Sustainable Community Strategy and Local Area Agreement (LAA) Provides a single overarching local co-ordination framework within which other partnerships can operate Often made up of thematic partnerships responsible for delivering particular aspects of the Community Strategy (e.g. Crime and Disorder Reduction Partnerships). Local Strategic Partnerships (LSPs)

about what sort of place you want to live in about focusing on what will make your town, city or community a better place to be three-year agreements with priorities agreed between all the main public sector agencies working in the area and with central Government not just decided between public sector agencies - everyone should have a say bottom-up - around 35 performance targets (from a list of around 200) + 18 statutory education and early years targets a means for pooling or aligning funding LAAs are...

Where to find out more JSNA LOPs LAAs Performance management, standards and inspection WCC QIPP