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The Public’s Health - Greater Manchester Opportunities

Growth and Reform The Public’s Health in Greater Manchester Lesley Jones Director of Public Health for Bury Council. The Public’s Health - Greater Manchester Opportunities.

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The Public’s Health - Greater Manchester Opportunities

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  1. Growth and ReformThe Public’s Health in Greater ManchesterLesley JonesDirector of Public Health for Bury Council

  2. The Public’s Health - Greater Manchester Opportunities • Directors of Public Health want to use the opportunities presented by transition to work together and rethink improving the public’s health, to focus on the outcomes most important to Greater Manchester • New opportunities for system change, building on longstanding tradition of collaborative working in Greater Manchester • Establish a credible Sector-Led Improvement approach to secure improved Public Health outcomes. • Review of GM public health activities post transition - alignment with Greater Manchester Strategy and Public Service Reform (PSR) • Leadership of the Public Health system by Directors of Public Health with Public Health England. • Recognition that commissioning responsibilities sit across the health system – so partnerships are key.

  3. Public Health Commissioning from 1st April 2013

  4. Public Service Reform – Greater Manchester Opportunities Public Service Reform Sector-Led Improvement Strategic Framework for the Public’s Health GM knowledge used to change policy and influence: Government PHE Dept. for Work and Pensions Dept. of Health Protecting the Public’s Health Improved outcomes Better use of resources System change

  5. Growth and Reform Public Health • Ambition is sustainable economic growth, where all residents contribute to and benefit from sustained prosperity. This is set out in the GMS and our Growth and Reform Plan. • GM PSR Programme is central to the delivery of this vision. Generating growth and jobs will not be sufficient to close the gap between tax and public spending. • Increasing independence and enabling people and their families to take advantage of economic growth across the wider city region. • The Autumn Statement has re-affirmed GM ambition: Multi-year budgets, Growth and Reform Deals. Propositions about sharing risk and reward, and new models of accountability • Work for Health • New Early Years model – Public Health nursing / health visitors/ Family Nurse Partnership • Risk stratification • - older people at risk of entering residential care • - Individuals falling out of work due to ill health • Direct support to Working Well (WPL) • GM IGMA Chapter and Mental Health and Wellbeing Baseline Data • Developing community assets and individual resilience • Strategic Framework for the Public’s Health • Risk and reward – conversations with PHE & Treasury on FNP PATHFINDERS UPSCALING EVIDENCE-BASED INTERVENTION PROTECTING THE PUBLIC’S HEALTH INNOVATION

  6. Public Service Reform - Work for Health • A programme to enable system change within health services to integrate work as part of a treatment plan • Piloted in 3 pathfinder sites: Stanley Road in Oldham, Farnworth in Bolton and Worsley Mesnes in Wigan • Insight into the factors that influence health professionals and individuals attitudes about working with a health condition • Social marketing activity - conversation between health professionals and communities around work and health

  7. Public Service Reform - Alcohol recovery from employment • Individuals with alcohol dependency have difficulty sustaining employment • Innovative use of technology / text messaging to maintain support and prevent relapse • Data sharing protocol with the Working Well programme to allow monitoring of referrals including substance misuse treatment starts, waiting times and treatment outcomes

  8. Public Service Reform - Greater Manchester Alcohol Strategy • Alcohol identified as key issue through Troubled Families PSR workstream • Councils now have considerable power to influence decisions made on alcohol licensing, but the process can be difficult and resource intensive • Evidence suggests that limiting availability through times of sale and outlet density can have a positive impact on levels of harm particularly violence and disorder • Public Health England is working with partners across GM to produce a toolkit to support councils in being more active in their action on alcohol control through licensing, through improved intelligence, promoting a more consistent approach that leads to better enforcement

  9. The Public's Health - A Greater Manchester Strategic Framework • GM ambitions to keep people in good health and reduce the impact of health conditions on their ability to fully participate in creating economic and social wellbeing • 60% of early deaths can be prevented by thinking beyond traditional healthcare activities? Source: McGinnis JM, Williams-Russo P, Knickman JR. The case for more active policy attention to health promotion. Health Aff(Millwood) 2002;21(2):78-93 cited We Can Do Better — Improving the Health of the American People Steven A. Schroeder, M.D.

  10. The Public's Health - A Greater Manchester Strategic Framework • Strategic approach working across all sectors. • The public’s health is the responsibility of all agencies and not solely the remit of one. • Changing everyday practice to embed actions across the public sector needed to sustain and improve the public’s health.

  11. Priority areas identified for action • Children and young people • Environment • Work, skills and income • Primary care • Mental wellbeing • Resilience – community and individual

  12. The Public's Health - A Greater Manchester Strategic Framework • Areas of activity where potential to minimise risks to health and secure health improvement is the greatest for each priority area. • Identification of areas where the scale of change requires reprioritising of current resources or changes to the way that services are commissioned. • Demonstrate how lower cost early intervention activities are a serious alternative to expensive, sometimes ineffective later interventions and how this will reduce current and future cost pressures.

  13. Strategic Priorities The high level changes required at Greater Manchester level to achieve the outcomes High Level Outcomes What we will seek to achieve by working together and how we will measure success Collaborative Actions A small number of actions that (a) Have evidence on impact on the strategic outcomes (b) can be delivered at scale

  14. Next steps for the Public’s Health • Publication of the Greater Manchester Strategic Framework for the Public’s Health – November 2014 • Transition of 0-5 years Public Health services – October 2015 • Development of Greater Manchester Alcohol Strategy • Ongoing review of alignment with Greater Manchester Strategy and PSR

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