Document name:
Public Health Strategy
2012-2015
Document type:
Strategy document
Staff group to whom it
applies:
All staff
Distribution:
The whole of the Trust
How to access:
Intranet and Internet
Issue date:
March 2012
Version:
2
Next review:
Annual review
Approved by:
Executive Management Board
Developed by:
Public Health TAG
Director lead:
Director accountable for Public
Health – Medical Director
Contact for advice:
Director accountable for Public
Health – Medical Director
CONTENTS
SECTIONS
Page
1
Introduction & Purpose
3
2
How the strategy was developed
8
3
Duties
8
4
Public health objectives
9
5
Strategy framework
9
6
Strategy implementation and communication
10
7
Equality Impact Assessment
10
8
Process for monitoring implementation of this Strategy
10
9
Process for reviewing and approving this Strategy
10
10
References
11
APPENDICIES
Page
Appendix 1
Scope Of Current Trust Activities with Specific Public Health
Agenda
13
Appendix 2
Public Health TAG Terms of Reference
19
Appendix 3
Equality Impact Assessment
23
Appendix 4
Version Control
27
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1 INTRODUCTION AND PURPOSE
1.1 South West Yorkshire Partnership NHS Foundation Trust
1.1.1 South West Yorkshire Partnership NHS Foundation Trust provides a
wide spectrum of health services predominately for the population of
Barnsley, Calderdale, Kirklees and Wakefield District, a total
population of approximately 1,142,000 from towns and communities
of many different cultural backgrounds. The Trust is also a provider
of regional medium secure forensic services.
1.1.2 The Trust’s services are provided from over 85 sites, with the
inpatient services being predominately delivered from 5 main sites:
Fieldhead Hospital, Wakefield; Calderdale Royal Hospital, Halifax;
Dewsbury and District Hospital, Dewsbury; Kendray Hospital,
Barnsley; and Keresforth Centre, Barnsley. Services are delivered by
approximately 4,800 clinical and non clinical staff.
1.1.3 As a result of Transforming Community Services the Trust services
include Health Improvement in Calderdale, Health & Wellbeing in
Wakefield and Preventative Services in Barnsley. Similar services in
Kirklees are provided by Locala Community Partnership.
1.1.4 The Trust‘s Public Health Strategy is at the heart of the Trust’s
strategic framework of partnership working and underpins the service
offer. The Strategy is also at the heart of the Trust’s mission:
Enabling people with health problems and people with learning
disabilities to live life to the full.
1.1.5 Key drivers of the strategy are local commissioning intent and
national strategic direction for public health focussing on prevention,
early intervention and wellbeing agenda.
1.2 What is public health?
1.2.1 The 2010 White Paper - Healthy Lives, Healthy People: Our Strategy
for Public Health in England uses the Faculty of Public Health
definition of Public Health: “the science and art of promoting and
protecting health and wellbeing, preventing ill health and prolonging
life through the organised efforts of society”. The strategy goes on to
state that there are 3 domains of public health: health improvement
(including people’s lifestyles as well as inequalities in health and the
wider social influences of health), health protection (including
infectious diseases, environmental hazards and emergency
preparedness) and health services (including service planning,
efficiency, audit and evaluation). These being identified in Griffiths,
S., Jewell, T. and Donnelly, P. (2005) Public health in practice: The
three domains of public health. Public Health; 119(10): 907–13.
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1.2.2 The Department of Health states on their website that “Public health
is about helping people to stay healthy and avoid getting ill, so this
includes work on a whole range of policy areas such as
immunisation, nutrition, tobacco and alcohol, drugs recovery, sexual
health, pregnancy and children’s health”.
1.2.3 As part of the Health and Social Care Bill the national structure for
Public Health is currently going through a transitionary process to
ensure localism is at the heart of this system, with responsibilities,
freedoms and funding devolved wherever possible. From April 2012
Public Health England will be part of the Department of Health and
will be responsible for delivery of improvements in public health
outcomes, working closely with local authorities and other partners.
Public Health England and local authorities will jointly appoint
Directors of Public Health who will be ambassadors of health issues
and be responsible for the health of their local populations. Their role
within local government will include ensuring that all decision makers
locally understand public health issues and crucially, they will ensure
that public health is always considered when local authorities, GP
consortia and the NHS make decisions.
1.2.4 The Government’s strategy for public health, set out in the 2010
White Paper - Healthy Lives, Healthy People: Our Strategy for Public
Health in England, also made it clear that improving public health was
the responsibility of everyone, including Government, business, nongovernmental organisations and individuals themselves.
1.3 Why is public health important?
1.3.1 The health of people in Barnsley, Calderdale, Kirklees and Wakefield
is generally worse than the England average. Deprivation is higher
than average and the number of children living in poverty ranges from
9,660 children in Calderdale to 20,495 in Kirklees. Life expectancy
for both men and women is lower than the England average.
1.3.2 In the most deprived areas life expectancy ranges from is 7.2 years
lower for women in Wakefield to 10.9 years lower for men in
Calderdale than in the least deprived areas in England (based on the
Slope Index of Inequality published 05.01.11)
1.3.3 Over the last 10 years, all cause mortality rates have fallen. Early
death rates from cancer and from heart disease and stroke have
fallen but in Barnsley and Wakefield remain worse than the England
average. In Calderdale & Kirklees early death from stroke is worse
then the England average.
1.3.4 Estimated levels of adult ‘healthy eating’, smoking and obesity are
worse than the England average. In Barnsley and Calderdale rates
of smoking related deaths and hospital stays for alcohol related harm
are higher than average. In Kirklees and Wakefield rates of smoking
related deaths is higher than average.
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(Source: Department of Health. © Crown Copyright 2011)
% of Adults w ho Sm oke
35.0%
30.0%
25.0%
2008 & 2009
20.0%
2010
15.0%
2011
10.0%
5.0%
0.0%
Barnsley
Calderdale
Kirklees
Wakefield
England
% of Adults w ith increasing & higher risk drinking
35.0%
30.0%
25.0%
2008 & 2009
20.0%
2010
15.0%
2011
10.0%
5.0%
0.0%
Barnsley
Calderdale
Kirklees
Wakef ield
England
% of Adults w ho are classed as Obese
30.0%
25.0%
20.0%
2008 & 2009
15.0%
2010
2011
10.0%
5.0%
0.0%
Barnsley
Calderdale
Kirklees
Wakefield
England
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% of Adults w ho have a Healthy Eating Diet
35.0%
30.0%
25.0%
2008 & 2009
20.0%
2010
15.0%
2011
10.0%
5.0%
0.0%
Barnsley
Calderdale
Kirklees
Wakefield
England
% of Adults w ho are Physically Active
14.0%
12.0%
10.0%
2008
8.0%
2009
6.0%
2010
2011
4.0%
2.0%
0.0%
Barnsley
Calderdale
Kirklees
Wakef ield
England
(Source: Department of Health. © Crown Copyright 2011, 2010, 2009 & 2008)
1.3.5 People with mental illness are often the more vulnerable members of
society with a generally poorer quality of life and a shorter life
expectancy. They tend to have higher smoking and obesity rates and
higher drug misuse and harmful alcohol use. They are also either
more likely to not be in work, lose their job through their illness or
experience mental illness as a result of job loss. These factors have
for a number of years been cited as priority public health areas.
1.3.6 MIND (mental health charity in England and Wales) state that factors
that increase the risk of suicide include mental and physical illness,
substance misuse and social isolation, including unemployment.
1.3.7 1 in 4 British adults experience at least one diagnosable mental
health problem in any one year, and one in six experiences this at
any given time. (The Office of National Statistics Psychiatric Morbidity Report
2001)
1.3.8 Studies have shown that the number of people with mental health
problems who smoke is significantly higher than the numbers for the
general population. People with psychotic disorders have the highest
numbers smoking. It is estimated that smoking rates are as high as
80% among people with schizophrenia. People with psychotic
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disorders who live in institutions are particularly vulnerable: over 70%
of this group smoke including 52% who are heavy smokers. (Rethink;
Smoking and mental illness factsheet)
1.3.9 Research carried out for the Disability Rights Commission in 2006
confirmed that people with severe mental illness are at higher risk of
certain physical health conditions - 33% of people with schizophrenia
and 30% of people with bipolar disorder are clinically obese
(overweight), compared to 21% of rest of the population.
1.3.10 Most antipsychotic medications can increase the risk of obesity
unless service users receive adequate monitoring and interventions
1.3.11 People with mental illness are also at higher risk of developing high
blood pressure, stroke, diabetes, respiratory problems and bowel and
breast cancer. The reasons for these higher risks are complex –
possibly resulting from genetic factors, lifestyle and side effects of
medications. The consequence is that people with severe mental
illness die 10-15 years earlier than the remaining population. (Rethink;
Physical health & nutrition factsheet)
1.3.12 Severe mental illness and social exclusion are connected. Mental
health problems have been recognised as both a cause and an
outcome of social exclusion, which affects aspects of life such as
employment, income, housing and access to services. (Rethink; Social
exclusion and severe mental illness)
1.3.13 People with learning disabilities are 58 times more likely to die
prematurely than the general population. Obesity is more common
amongst people with learning disabilities than the general population,
as is the likelihood of being underweight. Those at the mild to
moderate end of the spectrum are more at risk of being affected by
social determinants such as poverty, unemployment, poor housing
and social isolation. (NHS Wakefield District Annual Report of the Director of
Public Health 2011)
1.3.14 The national suicide prevention strategy in England was launched in
2002 with the aim of supporting the target to reduce the death rate
from suicide and undetermined injury by at least a fifth by the year
2010. There are many reasons why a person may have an increased
likelihood of committing suicide such as physically disabling illnesses,
alcohol & drug misuse and stressful life events. For many people it is
a combination of issues rather than any one single factor. However
people with a mental illness are at greater risk of committing suicide
and suicide prevention is a critical element across all Trust strategy
and service interventions. Suicide Prevention is not the exclusive
responsibility of any one sector of society or of health services alone
and there is a need to ensure convergence between mental health
promotion, public health direction and service provision. The clear
relationship between public health and suicide prevention is reflected
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by identifying suicide prevention as a specific subject within this
Public Health Strategy.
1.3.15 The NHS is one of the world’s largest employers and the health and
well-being of its workforce, which accounts for a significant proportion
of the UK working population, is crucial to the delivery of the
improvements in patient care envisaged in the NHS Constitution. In
November 2009, the Boorman review was published, an independent
report into the health and well-being of NHS staff. The report was
commissioned by the Department of Health and led by Dr Steve
Boorman. The recommendations in the report, if implemented, could
help the NHS save up to £555 million and 3.4 million working days equivalent to 14,900 extra staff.
2 HOW THE STRATEGY WAS DEVELOPED
2.1 This strategy was initially developed by the Public Health Trust Action Group
(TAG) a trustwide multi-disciplinary and multi-agency, group in March 2010.
As a result of the Transforming Community Services early 2011, in October
2011 the strategy was further developed by the Public Health TAG (see
Appendix 2).
2.2 The development has been informed by the Director of Public Health annual
reports / joint strategic needs assessments of:
ƒ
NHS Barnsley
ƒ
NHS Calderdale
ƒ
NHS Kirklees
ƒ
NHS Wakefield
2.3 In addition this strategy has been informed by the following:
ƒ
Healthy Lives, Healthy People: Update and way forward. 2011
ƒ
Health and Social Care Bill 2011
ƒ
Healthy Lives, Healthy People: Our strategy for public health in
England. 2010
ƒ
Equality Act 2010
ƒ
NHS Health & Wellbeing – the Boorman Review 2009
ƒ
Relevant NICE Public Health and Clinical Guidelines
3 TRUST’S STRATEGIC PUBLIC HEALTH OBJECTIVES
3.1 In keeping with the Trust’s mission to enable service users and the
communities it serves to live life to the full, public health underpins all
existing services and any new service developments.
3.2 It is Trust policy to contribute directly and indirectly to the public health of the
communities served. This includes influencing lifestyle and self directed
care and systematically working to reduce health inequalities and embed
health and wellbeing in all its policies.
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3.3 It is the Trust’s role as a partner of other health and social care providers
and commissioner organisations, to ensure the delivery of a cohesive public
health agenda and in keeping with the emerging direction of Public Health
England.
3.4 As a direct provider of public health services, the Trust provides accessible,
evidence based services, that make a positive difference to the communities
served and ensures it is fully compliant with national, regional and local
standards and guidelines.
3.5 To proactively seek, develop and expand public health opportunities. Taking
advantage of anticipated major changes in Public Health England and NHS
commissioning.
3.6 To further develop access to public health related facilities and services for
all Trust staff.
4 DUTIES
4.1 The Director with accountability for public health within the Trust will ensure
the strategy is reviewed and approved. They will also closely monitor
national strategies to ensure the Trust’s public health strategy remains in
keeping with the national strategy.
4.2 The Executive Management Board will provide strategy approval and fully
support the implementation of the strategy
4.3 All Directors will ensure that a Public Health Action Plan is developed within
their areas. These should be part of their annual planning process, that are
submitted to the Executive Management Board, and should include the
implementation and monitoring of them.
4.4 All services are to consider the Public Health Strategy within all current
practices and future developments
4.5 All Trust policies, procedures etc will, where appropriate, make
consideration of the Public Health agenda within them
4.6 All staff are to consider the public health framework within their areas of
work and also with regards to their own working life
5 STRATEGY FRAMEWORK
5.1 The Trust considered the priorities identified in the national strategy,
together with the issues highlighted in other local and national guidelines
and reports which informed the strategy development and agreed to focus
on the following Public Health framework for the Trust during 2011-2014:
5.1.1 Suicide prevention
5.1.2 Smoking cessation
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5.1.3 Reducing substance misuse including alcohol
5.1.4 Reducing falls
5.1.5 Improving mental health and wellbeing
5.1.5.1 Reducing obesity
5.1.5.2 Encouraging healthy eating
5.1.5.3 Increasing physical activity
5.1.6 Supporting volunteering, training and employment opportunities
5.1.7 Encouraging social inclusion
5.1.8 Public health in the workplace
5.2 The strategy will be reviewed annually by the Director accountable for Public
Health, to reflect the fast developing public health agenda, to ensure the
framework is still appropriate for local, regional and national priorities.
5.3 Each Directorate will develop and implement a public health annual action
plan that reflects the Trust’s public health strategy issues that relate to their
service area.
5.4 Partnership working is key to the delivery of the Trust’s public health
agenda. This is discharged through:
5.4.1 Direct links between the Trust’s Director accountable for Public
Health and/or their delegated representative and the four local
Directors of Public Health (Barnsley, Calderdale, Kirklees and
Wakefield).
5.4.2 Joint forums and representation between the Trust and partners.
6 STRATEGY IMPLEMENTATION & COMMUNICATION
6.1 Disseminated throughout the organisation immediately following approval by
Executive Management Board and Trust Board
6.2 District Business Delivery Units to communicate throughout their service
lines
6.3 Support Service Directors to communicate throughout their Directorates
6.4 Published on the Trust’s intranet site
6.5 Published on the Trust’s internet site
6.6 Staff will be alerted to changes to the strategy through the Trust’s
management briefing process
7 EQUALITY IMPACT ASSESSMENT
The Trust aims to design and implement services, policies and measures that
meet the diverse needs of the service, population and workforce, ensuring that
none are placed at a disadvantage over others. The Equality Impact assessment
tool has been utilised to ensure equality has been assessed within this strategy.
See Appendix 3.
8 PROCESS FOR MONITORING IMPLEMENTATION OF THE STRATEGY
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Annual reviews of the Directorate public health action plans will be lead by the
individual Directors in order to chart their progress against their action plan and
take remedial actions where appropriate.
9 PROCESS FOR REVIEWING AND APPROVING THIS STRATEGY
The strategy covers a 3 year period but will be reviewed annually by a Task and
Finish Group convened by the Director with accountability for Public Health.
Approval and ratification of the strategy and action plan will be undertaken by the
Executive Management Board.
10 REFERENCES
i.
Suicide rates, risks and prevention strategies. (MIND 2007)
http://www.mind.org.uk/Information/Factsheets/Suicide/#Introduction
ii.
Psychiatric Morbidity Report (Office of National Statistics 2001)
iii.
Smoking and mental illness (Rethink 2005)
http://www.mentalhealthshop.org/products/rethink_publications/smoking_a
nd_mental_i.html
iv.
Equal treatment: Closing the gap. A formal investigation into physical
health inequalities experienced by people with learning disabilities and/or
mental health problems (Disability Rights Commission 2006)
v.
Physical health and nutrition (Rethink 2007)
http://www.mentalhealthshop.org/products/rethink_publications/physical_h
ealth_and.html
vi.
Labour market experiences of people with disabilities (Smith A & Twomey
B, Office of National Statistics 2002)
vii.
Mental health and social exclusion. Social Exclusion Unit report (Office of
the Deputy Prime Minister 2004)
viii.
Health Profiles 2008, 2009, 2010 &2011 (Association of Public
Observatories & Department of Health 2008, 2009, 2010 & 2011)
http://www.apho.org.uk/default.aspx?QN=HP_FINDSEARCH
ix.
NHS Wakefield District Annual Report of the Director of Public Health
2011
x.
NHS Calderdale Director of Public Health Annual Health Report for
Calderdale 2011
xi.
Joint Strategic Needs Assessment for Kirklees 2010
xii.
Joint Strategic Needs Assessment for Barnsley 2010
xiii.
National Suicide Prevention Strategy for England (Department of Health
2002)
xiv.
National Suicide Prevention Strategy for England: Annual report on
progress 2007 (Care Services Improvement Partnership & National
Institute for Mental Health in England 2008)
xv.
Consultation on preventing suicide in England: A cross-government
outcome strategy to save lives. 2011
xvi.
Public Health and Clinical Guidelines (NICE)
xvii. National Service Framework for Mental Health (Department of Health
1999)
xviii. National Service Framework for Older People (Department of Health 2001)
xix.
NHS Health & Wellbeing – the Boorman Review 2009
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xx.
xxi.
xxii.
xxiii.
xxiv.
xxv.
xxvi.
Transforming Community Services “Enabling new patterns of provision”
(Department of Health 2009)
Strategic Review of Health Inequalities in England Post-2010 (The Marmot
Review)
White Paper (Liberating the NHS) 2010
Equality Act 2010
Healthy Lives, Healthy People: Our strategy for public health in England.
2010
Health and Social Care Bill 2011
Healthy Lives, Healthy People: Update and way forward. 2011
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APPENDIX 1
SCOPE OF CURRENT TRUST ACTIVITIES WITH SPECIFIC PUBLIC HEALTH AGENDA
(initiatives, services, key policies etc)
SUICIDE PREVENTION
Trust’s annual undetermined deaths audit
NPSA SUI prevention toolkit annual audit (incorporated in Undetermined Death Audit) and quarterly Ward Managers audit
Trust’s suicide prevention strategy in draft
Ad hoc Southern West Yorkshire Suicide Prevention workshops held to share audit findings and good practice
SMOKING CESSATION
Barnsley stop smoking service
http://www.southwestyorkshire.nhs.uk/your-wellbeing/smoke-free/barnsley/
Barnsley also provide Sheffield Stop Smoking Service
Calderdale stop smoking service
http://www.southwestyorkshire.nhs.uk/your-wellbeing/smoke-free/calderdale/
Wakefield stop smoking service
http://www.southwestyorkshire.nhs.uk/your-wellbeing/smoke-free/wakefield/
Policies and procedures including:
•
CPA documentation;
•
Nicotine Replacement Therapy policy;
•
Nursing physical health assessment
•
Physical examination of service users policy;
•
Smokefree policy
REDUCING SUBSTANCE MISUSE INCLUDING ALCOHOL
Barnsley Substance Misuse Services
Calderdale Substance Misuse Services
Wakefield Integrated Substance Misuse Service
Calderdale links to sexual health work, and initiatives such as C-card (condom distribution service for young people) include discussions around alcohol and substance misuse
with young people to increase awareness of alcohol use on decision making in regard to sexual health. Training currently includes section on substance misuse delivered by
local substance misuse agency for young people
National Drug Treatment Monitoring System data provision for Wakefield, Kirklees and Calderdale
Practical guidance on the management of illicit substances for South West Yorkshire Trust updated in the light of NICE guidance
REDUCING FALLS
CALDERDALE/KIRKLEES/WAKEFIELD
BARNSLEY
Falls training package for in-patient Mental Health areas
Participation in the Royal College of Physicians national Falls & Bone Density Audit
Monthly reviews of high risk in- patients from the compulsory falls screening done on
admission.
Monthly reviews of in-patients who have fallen
Falls Integrated Services
Health Promotion
Falls Awareness Day
Osteoporosis education and advice – half day session run in association with the
National Osteoporosis Society
2 formal half day trainings for Care Home and Domiciliary providers of care for
older people
Ad hoc training as requested by care homes or through safeguarding for specific
care homes.
Audit
Participation in the Royal College of Physicians National Falls & Bone Health
Audit
Local audit of Falls and Bone Health standards of assessment/intervention re
NICE Guidelines
Patient satisfaction surveys
IMPROVING MENTAL HEALTH & WELLBEING
BARNSLEY
CALDERDALE
Barnsley Change4Life Integrated Weight Management Service
Healthy Lifestyles Team
Barnsley Change4Life works in partnership with Activ Barnsley and Barnsley Premier
Leisure (exercise on referral/prescription provider) to encourage the uptake of physical
Healthy Weight Service offers clients one-to-one or group support to achieve and
sustain weight loss and wider lifestyle change.
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activity as part of weight management
Barnsley and Sheffield Stop Smoking Services offer free leisure passes for local leisure
centres as an incentive to stopping smoking and developing a healthier lifestyle.
School action plans are being established in 18 primary schools across Calderdale to
support schools identify health needs priorities for pupils, staff, and wider family and
community
The Walk-It programme offers individuals to engage in organised led walks across
Calderdale and become trained volunteer walk leaders
KIRKLEES
WAKEFIELD
Walking groups at Pathways and Enfield down
New ‘Shape your Weight’ service run by Health Trainers
Community Food and Health Team work includes:
• Community Cook and eat sessions
• Working with families
• Healthy eating in Schools
• 5 A DAY allotment and growing projects
• Lifestyle and weight management groups
• Staff training
• Healthy workplaces
• Health Fairs
• Target events
• eatwell Award
Pathways Access group using Dewsbury Sports centre
Get active, active lifestyles in Normanton
MULTIPLE DISTRICT COVERAGE
Nutrition screening of all inpatients on admission and discharge to identify BMI>30. If BMI>30 they are referred to a community weight management programme.
Nutrition and Dietetic Service information leaflet developed and present on all wards to encourage service users to access the dietetic service.
Healthy eating displays on wards
Rolling training programme in nutrition delivered by dietitians for all clinical staff
Service user menu group (look at menus offered to service users ensuring that there are healthy choices)
Nutrition specification for catering contract (defines the standards of food provision to service users including healthy eating choices)
Nutrition Forum – to ensure adequate nutrition for service users
Development of an LD cookbook – easy read + pictures
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Good mood football league
Training for Day Centre and Leisure Centre staff to run rebound therapy sessions
PLD football competition
Inclusion team taking lead on planning of Trustwide and locality events to mark the Olympics in June/July 2012
SUPPORTING VOLUNTEERING, TRAINING AND EMPLOYMENT OPPORTUNITIES
New Volunteers at Folly Hall and in the Inclusion team
Food hygiene certificate training for PLD service users (in conjunction with facilities trainer)
3 supported employee posts in PLD services for people with learning disabilities
Service user/carer led training e.g. CPA, Induction
ENCOURAGING SOCIAL INCLUSION
Barnsley Health Integration Team (TB service plus Asylum Seekers, Migrant workers and Gypsy Traveller populations)
Altogether Better is a 3 year BIG Lottery funded project which aims to recruit, train and support volunteer Community Health Champions within North and Central Halifax. A
range of health related training courses and development opportunities are offered to raise awareness and understanding around the promotion of healthy lifestyles including
nutrition and healthy eating, diabetes awareness, motivational interviewing and community development to give a couple of examples. Community Health Champions use the
knowledge and skills acquired to influence and support their peers to improve their health and well being
Allotment links with Newhaven Unit, fortnightly sessions at the 5 A DAY Community Allotment
Developed and delivered healthy eating sessions for Wakefield Deaf society
Supporting development of community cafes in Wakefield area
Service user involvement in staff interview panels
Hidden Impairments Project
Creative Minds Strategy
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Support for a number of awareness events across the year including Disability Awareness day, Dementia Awareness Week, Carers Week, World Mental health Day
PUBLIC HEALTH IN THE WORKPLACE
Brief intervention training offered for all staff needing to update their knowledge and skills regarding discussing smoking with clients and carers, and where to refer to
Workplace smoking cessation groups available, depending on demand
Woodland walk at Fieldhead
Nordic walking
Cycle to work scheme
Cycle storage facilities
Promotion of health issues using the Trust intranet, Staff Focus etc.
Wellbeing at work project in collaboration with Robertson Cooper Ltd
Investors in People
Wellbeing at work group
Staff annual health checks
Physiotherapist in Occupational Health team
OT in Occupational Health team – pilot
Occupational Health CBT initiative
Staff consultancy and counseling service
Staff retreats
Pastoral care
HR policies and procedures including:
•
Alcohol Policy and Guidance on Alcohol and Drug Related Problems;
•
Equal Opportunities in Employment Policy;
•
Flexible Working Time Guidelines;
•
Harassment and Bullying policy;
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•
•
Smokefree Policy;
Work Related Stress Policy
Trust wellbeing at work intranet pages
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APPENDIX 2
Terms of Reference - PUBLIC HEALTH TAG
1. Aim of the group
1.1 To develop a Public Health Strategy for the Trust within the national agenda
and the local health economy and supporting compliance adherence with
national guidance, for example NICE, Care Quality Commission, NHS
Litigation Authority and Investors in People and regional and local CQUIN.
1.2 To coordinate and collate information and monitor public health related
activities within the Trust and report to the Executive Management Board to
provide assurance on the Trusts duties and compliance with the ongoing
and emerging Public Health national, regional and local agenda.
1.3 To review the Trust’s Public Health Strategy and the action on an annual
basis and ensure it is still fit for purpose and produce an annual report for
presentation at Clinical Governance and Clinical Safety Committee.
1.4 To link internally with other directorates, e.g. Human Resources and
workforce development, and corporate development to ensure the
integration of the Trust’s Public Health agenda.
1.5 To work with Business Development Units to implement the Public Health
action plan.
1.6 To link externally with partner organisations including PCT’s and Local
Authorities, 3rd sector organisations to ensure the Trust’s public health
strategy is linked with local partner strategies. This will enable care planning
to extend to partner’s community public health services and facilities.
1.7 To ensure the Trust’s service strategy and planning, including estates takes
into account the Public Health agenda, national, regional and local.
1.8 National Public Health Agenda areas to be covered:
ƒ Suicide prevention
ƒ Smoking cessation
ƒ Substance misuse
ƒ Improving mental health and wellbeing (reducing obesity, encouraging
healthy eating, increasing physical exercise and employment & social
inclusion)
ƒ Public health in the workplace (smoking cessation, physical activity,
healthy eating and improving mental health)
ƒ Any emerging areas
2. Constitution of the group
The group will consist of the following core people:
• Medical Director
•
•
•
•
•
•
•
•
•
•
•
•
•
Medic representative
Head of Nursing
Physiotherapy representative
Clinical Governance representative
Human resources representative
Dual Diagnosis / Substance Misuse representative
Forensic representative
Dietetics representative
Employment and social inclusion representative
Patient safety representative
Compliance representative
BDU representatives
Other member’s maybe co-opted to the group as and when required e.g.
finance, estates, external organisation links
3. Frequency and time of meeting
Meetings will be held at quarterly intervals, the months being January, April, July
and October.
The October meeting will be the annual away day . This meeting will be utilised
to review the Terms of Reference for the TAG including membership and
developing the annual action plan. This will last a full day. All other meetings will
last approximately 2 hours.
4. Agenda Items
Notes will be taken of the meetings. All members of the meeting will be able
to place items on the agenda.
5. Non attendance
Members will forward a brief update for their area if they are unable to attend
a meeting or send a representative.
6. Outputs from the meeting
The meetings will produce the following outputs:
• Notes from each meeting
• Trust’s Public Health Strategy
• Annual Report
7. Current group members
NAME
Dr N H Booya
ROLE
Medical Director
Dr Ivor Hodgson
Consultant Psychiatrist,
Wakefield Inpatient
Service
Business Manager, Medical
Directorate
Assistant Director of
Nursing & Clinical Risk
Julie Hickling
Ann Hargate
REPRESENTATION
Accountable Director /
Chair
Co-Chair / Medical
Representative
Support
Nursing
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Hazel Baxter
Ben Wood
Ashley Hambling
Dave Rigby
Phil Walters
Alex Feather
Dr Anne Hoyle
Simon Plummer
Dave Ramsey
Rachel Foster
Graham Peace
Andrea Cadwell
Denise Donnelly
Deborah Hodgson
Dr Rajiv Khushu
Ben Garside
Helen Morgan
Margaret Freeburn
Therese Manship
Sandra Wilson
Sean McDaid
Vicky Sykes
Clinical Governance
Support Team
Portfolio Manager –
Compliance
Human Resources
Business Manager
Members Council
representative
Head of Involvement and
Inclusion
Inclusion Development Coordinator
Clinical Lead Dietetics and
AHP Professional Lead
Clinical Lead Learning
Disabilities
Deputy Director of
Operations (general
inpatient
services, primary care and
preventative services),
Barnsley
Business Manager –
Primary and Preventive
Services
WAA Service Manager,
Calderdale
Manager, Calderdale
specialist stop smoking
service
Head of Calderdale Health
Improvement
Service
Head of Calderdale
Substance Misuse
Service
Staff Grade Psychiatrist,
Kirklees Inpatient
Service
Kirklees Community
Service Manager
Advanced Dietitian Kirklees
Older Peoples
Principal Physiotherapist,
Wakefield WAA
Service Line
Health & Wellbeing
Coordinator, Wakefield
Wakefield Stop Smoking
Team Lead
Nurse Consultant – Dual
Diagnosis
Ward Manager, Appleton
Clinical Governance
Compliance
Human Resources
Members
Employment and social
inclusion
Social inclusion
AHPs / Dietetics
Learning disabilities /
Physiotherapy
Barnsley BDU
Barnsley BDU
Calderdale BDU
Calderdale Stop smoking
Calderdale Health
Improvement
Calderdale Substance
Misuse
Calderdale BDU / Medical
Representative
Kirklees BDU
Kirklees BDU / Dietetics
Service
Wakefield BDU
Wakefield Health &
Wellbeing
Wakefield Stop Smoking
Wakefield Dual Diagnosis
Forensics BDU
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Praxedes Musegedi
Ward, Newton Lodge
Staff Nurse, Thornhill Ward,
Bretton Centre
Forensics BDU
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APPENDIX 3
Equality Impact Assessment
Equality Impact
Assessment Questions:
Evidence based Answers & Actions:
1
Name of the policy that you
are Equality Impact Assessing
Public Health Strategy 2012-15
2
Describe the overall aim of
your policy and context?
The Strategy provides overall direction for
public health initiatives within the Trust and
as such will ultimately benefit all service
users, carers and staff members.
Who will benefit from this
policy?
3
Who is the overall lead for this
assessment?
Dr N H Booya (Medical Director)
4
Who else was involved in
conducting this assessment?
Julie Hickling (Business Manager, Medical
Directorate)
Kashif Ahmed (Equality & Diversity
Compliance Manager),
Phil Walters (Head of Involvement &
Inclusion)
5
Have you involved and
consulted service users,
carers, and staff in developing
this policy?
The Public Health Trustwide Action Group
has developed the strategy, all of whom are
trust members of staff and a public member
of the Members Council. Wider involvement
has not been sought as it was felt the Public
What did you find out and how Health TAG representation was adequate.
have you used this
Service users and Carers involvement was
information?
not sought.
ACTION: Do future strategies need service
user/carer involvement and/or a service
user/carer to be invited to sit on the Public
Health TAG? Should staff side be involved
in future. To take to Public Health TAG.
OUTCOME: A publicly elected member of
the Members Council is now PH TAG
member and has contributed to updating of
Strategy.
6
What equality data have you
Section 2 of the Strategy explains how the
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used to inform this equality
impact assessment?
7
What does this data say?
Strategy was developed. This included
being informed by the PCT’s Director’s of
Public Health Annual Reports and/or Joint
Strategic Needs Assessments. Also
Department of Health papers on Public
Health.
Detailed data broken down to gender,
disability, ethnicity etc was not pursued as it
was felt a strategic overview only was
needed within this document. This may need
to be revisited in the future as equality law
says that we should promote equality of
opportunity and eliminate discrimination and
the main means of doing this is by
understanding the health needs of the
different equality groups. For instances there
will be common health needs where generic
actions will be sufficient, however, some
disadvantage equality groups will have
specific health needs and therefore should
the strategy and the action plan reflect this?
ACTION: Do future strategies require details
of equality data? To take to Public Health
TAG.
OUTCOME: Not felt necessary as it is stated
in the Strategy that open access to all. Also
all services undertake an Equality Impact
Assessment.
8
Taking into account the Where Negative impact
information gathered above.
has been identified
Does this policy affect any of
the following equality groups
unfavourably:
Evidence based
Answers &
Actions
please explain what
action you will take to
remove or mitigate this
impact.
If no action is to be
taken please explain
your reasoning.
9a
Race
NO
9b
Disability
NO
9c
Gender
NO
9d
Age
NO
9e
Sexual Orientation
NO
It is recognised
that different races,
disabilities etc do
have different
needs due to their
higher risk of
certain conditions,
e.g. those with
learning disabilities
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9f
Religion or Belief
NO
9g
Transgender
NO
9h
Carers
NO
have a higher
prevalence for
obesity and males
from certain ethnic
backgrounds have
a higher smoking
rate than the
general population.
The Strategy has
been developed
following national,
regional and local
policies and
guidelines.
10
11
What monitoring
arrangements are you
implementing or already have
in place to ensure that this
policy:
• promotes equality of
opportunity who share
the above protected
characteristics
• eliminates
discrimination,
harassment and
bullying for people who
share the above
protected
characteristics
• promotes good
relations between
different equality
groups,
Have you developed an Action
Plan arising from this
assessment?
Who will approve this
assessment?
ACTION: Explore means of ensuring the
Strategy is, where appropriate, promoting
equality of opportunities, good relations
between different quality groups and
assisting in eliminating harassment and
discrimination. Example of which could be
inclusion of public health related questions
within existing audit/surveys - staff annual
survey, service user opinion survey and CPA
audit and the staff wellbeing work currently
being undertaken. To take to Public Health
TAG.
OUTCOME: The Strategy provides a
strategic overview only. Surveys, audits etc
already cover area, for example:
Staff survey
Wellbeing survey
Service user survey – food
CQUIN
Care Programme Approach audit
Exit questionnaires – discharge for IP
services
Mutual Respect work
Essence of care – food
Nutrition screening tools
Exercise screening tool
Nutrition audit
An action plan was developed for 2010-2013
strategy. Outcomes have been indicated
above.
Dr NH Booya as accountable director for
Public Health and EMB as the approving
body within the Trust will approve the
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assessment.
12
Once approved, please
forward a copy of this
assessment to the Equality &
Inclusion Team:
[email protected]
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APPENDIX 4
Version Control Sheet
Version
2010-2013
(2010)
Date
2010
2010-2013
(2011)
2012-2015
2012
Author
Status
Comment / changes
Public Health TAG
Superseded
Public health TAG
Superseded
Updated charts, 2010 action plan
and terms of reference. Included
2011 action plan
Public health TAG
Active
Updated to take account of TCS and
changes in PH structures/policies
nationally
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