NHS Lothian Health Promotion Service Strategy 2010-14 Our vision NHS Lothian at the level of Scotland's best and in the top 25 in the world. Our purpose The Health Promotion Service (the Service) leads the implementation of health promotion approaches to address health inequalities and improve health in populations across Lothian. What we do Our strategy We have translated our Service strategy into a strategic logic model (see Appendix 1). The Service s long-term outcomes are: 1. Increased participation in health enhancing behaviours/services in the wider and specific populations 2. Enhanced health and wellbeing for the people of Lothian 3. Reduced health inequalities in Lothian 4. Normative culture that is more health enhancing. How we prioritise We prioritise our work against the Service s long-term outcomes as part of our annual planning cycle. Our priorities are agreed by the Service s senior management team and are in response to: Health Promotion Service long-term outcomes NHS Lothian Corporate Objectives Scottish Government HEAT targets The Chief Medical Officer s Chief Executive Letters (CELs) Scottish Government National Outcomes Our service plan Our service plan sits within a broader Health Promotion Service business plan. The areas of work within the business plan reflect NHSL corporate objectives: 1. Resource utilisation (financial and workforce) 2. Shifting the balance of care 3. Health inequalities and health deprivation 4. Modernisation and innovation 5. Access and treatment 6. Governance and efficiency 7. Quality. 1
Our service plan is an integral part of our business plan and features under the heading of Health inequalities and health deprivation. We progress towards our strategic long-term outcomes through the delivery of the short-term outcomes set out in our service plan. Our service plan has been developed as four life-stage logic models. The four life-stages are: Early Years (age 0-5yrs) Children and Young People (age 5-18yrs) Adult Years (age 18-65yrs) Older People (age 65yrs+). The short-term outcomes within our service plan are: 1. Increased knowledge and use of evidence-based practice amongst professionals 2. Increased confidence, knowledge and skills in target populations 3. Reduced barriers to healthy living 4. Increased health promoting environments 5. Increased opportunities for communities to influence provision 6. Increased evidence-based policy at strategic level 7. Increased opportunities for engagement and participation in lifelong learning, education, training or volunteering 8. Enhanced capacity and capability for health improvement among professionals, agencies, organisations and partnerships. How we do it Our core functions The four core functions of the Service are: 1. Information and knowledge management 2. Programme and project development 3. Organisational and partnership development 4. Capacity and capability building. The Service s core functions are a modern interpretation of the Ottawa Charter (WHO, 1986) and are aligned to public health competencies; information and knowledge management competencies and the functions of the NHS (see Appendix 2 for further detail). 2
Our activities The approach we take is defined by our core functions. We deliver our Service activities through a range of programmes and projects which are identified according to the priorities of the Service in any given planning cycle. This allows for a degree of flexibility in delivering outcomes. How we ve done Performance indicators The Service monitors performance via indicators relating to the eight shortterm outcomes. Performance monitoring includes collation of routine output data and specific samples of the impact and reach of our Service activities. This information is reviewed as part of any given planning cycle. NHS Lothian Health Promotion Service Senior Management Team: Jane Hopton, Assistant General Manager East & Midlothian CHPs Mandy MacKinnon, Health Promotion Manager Moyra Burns, Health Promotion Manager Approved/ Implementation date: 17 th December 2010 Review date: 16 th December 2011 File name and path: z: health promotion\performance management group\strategy docs\health Promotion Service Strategy 2010-14 final 3 Produced by: MMac Date 11/01/11 Version 3 Pages 9 Status Final 3
Appendix 1: NHS Lothian Health Promotion Service strategic logic model CORE FUNCTIONS ACTIVITIES SHORT TERM OUTCOMES LONG-TERM OUTCOMES 1. Information and knowledge management 2. Programme and project development Identify, develop, manage, interpret and disseminate evidence, information, and knowledge Develop, deliver and support specific topic, setting, community or geographical programmes or initiatives Design, resource and manage implementation and/or monitoring of key HIF programmes and SLAs Increased knowledge and use of evidence-based practice amongst professionals Increased confidence, knowledge and skills in target populations Reduced barriers to healthy living Increased health promoting environments Increased opportunities for communities to influence provision Increased participation in health enhancing behaviours/services in the wider and specific populations Enhanced health and wellbeing for the people of Lothian 3. Organisational and partnership development 4. Capacity and capability building Provide specialist expertise, advocacy and influence to national and local policy, programmes and practice Provide awareness raising, mentoring, training and professional support Increased evidence-based policy at strategic level Increased opportunities for engagement and participation in lifelong learning, education, training or volunteering Enhanced capacity and capability for health improvement among professionals, agencies, organisations and partnerships Reduced health inequalities in Lothian Normative culture that is more health enhancing 4
Appendix 2: Health Promotion Service: Core Functions This core functions document defines the approaches implemented and promoted by the service. Acknowledgements This document was prepared by the Health Promotion Service s Short-life Working Group for Service Development. The group was tasked with defining the service s core functions using 3 reference documents: The Ottawa Charter for Health Promotion, NHS s Knowledge and Skills Framework, Public Health Resource Unit s Public Health Skills and Career Framework. This work was completed between 22 nd July and 25 th September 2009. Health Promotion Service staff were consulted on this document during November 2009 and amendments have been made. The Short-life Working Group for Service Development Gillian Amos Linda Head Colin Lumsdaine Mandy MacKinnon Sue Muir Kerry Murray Further amendments and additions were made to this document during April 2010 to incorporate NHS Education for Scotland s Competency Framework for Library and Knowledge Staff Serving NHS Scotland. Elaine Bird Mandy MacKinnon 5
NHS Lothian Health Promotion Service CORE FUNCTIONS Core Function 1 Information and knowledge management What we do: Generate, share and disseminate knowledge and information in ways that are appropriate and accessible to a wide range of people (for example, public, service users, service-providers, service managers, policy-makers, employers and employees) in a variety of settings and circumstances. How we do this: Provide/manage appropriate information and knowledge resources/sources Provide services to meet information/knowledge needs Facilitate access to information/knowledge Exploit information/knowledge to increase effectiveness Contribute to policy development and implementation locally and nationally to strengthen health promotion activity Provide consultancy, training, resources and advice on a wide range of health promotion theory, subjects and approaches Contribute to the health promotion evidence-base by for example, carrying out needs assessment, literature reviews and monitoring and evaluating projects and interventions Contribute to the development and implementation of health promotion campaigns including social marketing campaigns How this links to The Ottawa Charter for Health Promotion: Strengthen community action - to enable local people to take greater control over their health through community development and community empowerment. This requires full and continuous access to information, learning opportunities and funding support Develop personal skills education for health and enhancing life skills to make choices conducive to health across settings (school, home, work and community) as individuals, communities and populations How this links to KSF dimensions: C1 Communication - develop and maintain communication with people on complex matters, issues and ideas and/or complex situations C4 Service Improvement appraise, interpret and apply suggestions, recommendations and directives to improve services HWB1 Promote health and well-being and prevent adverse effects on health and well-being through contributing to the development, implementation and evaluation of related policies IK3 Develop the acquisition, organization, provision and use of knowledge and information G7 Work in partnership with others to develop and sustain capacity and capability How this links to the Competency Framework for Library and Knowledge Staff Dimension 1 indicators: 1. Identifies appropriate resources/resources 2. Secures access to resources/sources 3. Records accurate descriptions of resources/sources 4. Organises resources/sources as a coherent collection Dimension 2 indicators 1. Deals effectively with a range of requests/enquiries 2. Liaises with external providers 3. Provides additional services to meet information/knowledge needs Dimension 3 indicators 1. Provides induction to resources/services 6
Dimension 4 indicators 1. Understands the information/knowledge context for NHS Scotland 2. Continuously develops services 3. Enables capacity for increased effectiveness How this links to Public Health Skills and Career Framework: Core area 1 Surveillance and assessment of the population's health and wellbeing Level 8.3 Translate findings about health and well-being and needs into appropriate recommendations for action, policy decisions and service commissioning, delivery and provision Level 8.4. Disseminate the findings and implications of data relating to health and wellbeing and needs to various audiences Level 8.5. Contribute to the development of indicators for monitoring the population s health and wellbeing Level 9. 4. Influence policy and priority setting at national, regional or local level through the effective use of surveillance data Level 9. 5. Ensure health and wellbeing surveillance data is presented in a meaningful way to all relevant audiences. Core area 4 Leadership and collaborative working to improve population health and wellbeing Level 5.7. Share knowledge to facilitate the development of others. Defined area 5 Health Improvement Level 6.4. Develop resources to support health improvement and the reduction of inequalities for a range of audiences 7
NHS Lothian Health Promotion Service CORE FUNCTIONS Core Function 2 - Programme and project development What we do: Design, develop, implement, monitor, evaluate and support the health promotion programmes and projects to improve health and reduce health inequalities across Lothian. How we do this: Relate and align health promotion projects and programmes to the local and national strategic and policy context Through leadership, consultancy, financial governance and performance management implement, support and influence resource allocation/prioritisation of existing resources for health promotion projects and programmes Use a project management approach to develop outcomes and objectives that aim to improve health, reduce health inequalities, build sustainability and respond to identified need Work collaboratively to maximize information/knowledge impact Work in partnership with stakeholders and partner organisations Work in line with corporate policies and legislation e.g. equality and diversity How this links to The Ottawa Charter for Health Promotion: Create supportive environments Health cannot be separated from other goals. The systematic assessment if health impact is essential to ensure positive health benefit. There are inextricable links between people and their environment- changing patterns of life, work and leisure have a significant impact on health. The way society organizes work should help create a healthy society. Reorient health services in the direction of health promotion and beyond clinical and curative services. Open channels between the health sector and broader social, political, economic and physical environmental components. Build healthy public policy co-ordinated and joint action is required across all sectors and all levels due to the health consequences of decisions and actions. This includes organizational change as an approach to removing barriers to the adoption of healthy public policies in non-health sectors. The healthier choice must be the easier choice for policymakers. Strengthen community action - to enable local people to take greater control over their health through community development and community empowerment. This requires full and continuous access to information, learning opportunities and funding support Develop personal skills education for health and enhancing life skills to make choices conducive to health across settings (school, home, work and community) as individuals, communities and populations How this links to KSF dimensions: C4 Service Improvement - Work in partnership with others to develop, take forward and evaluate direction, policies and strategies C5- Quality Develop a culture that improves quality G5 Services and project management - Plan, coordinate, monitor the delivery of service and/or projects G4 Financial management plan, implement, monitor and review the acquisition, allocation and management of financial resources HWB1 Promotion of health and wellbeing and prevention of adverse effects on health and wellbeing - Plan, develop, implement and evaluate programmes to promote health and wellbeing and prevent adverse effects on health and wellbeing Promote health and wellbeing and prevent adverse effects on health and wellbeing through 8
contributing to the development, implementation and evaluation of related policies How this links to the Competency Framework for Library and Knowledge Staff Dimension 3 Indicator 2. Trains/supports users to develop information literacy and to manage knowledge How this links to Public Health Skills and Career Framework: Core Area 2 Assessing the evidence of effectiveness of interventions, programmes and services to improve population health and wellbeing Level 8.1 Make and influence decisions based on evidence of effectiveness; Level 8.2 Challenge the decisions that others make when evidence has not been taken into account Core Area 3 Policy and strategy development and implementation to improve population health and wellbeing Level 7.2 Work with a range of people and agencies to implement policies and strategies in interventions, programmes and services. Level 7.6 Provide specialist input to policies and strategies that are under development. Level 8.1 Interpret and apply local, regional and national policies and strategies Level 8.2 Influence the development of policies and strategies at other levels and/or within own are of work Level 8.3 develop and implement policies and strategies in own are of work Level 8.4 Identify opportunities for policy development that will improve health and wellbeing and reduce health inequalities Core Area 4 Leadership and collaborative working Level 7.1 Manage programmes or projects to improve population health and wellbeing Level 7.2 Engage and influence others in and beyond own organisation to improve population health and wellbeing Level 7.3 Lead others across projects or programmes to improve population health Level 7.5 Advocate for health and wellbeing and reducing health inequalities Defined Area 5 Health Improvement Level 7.2 Manage health improvement programmes across agencies, partnerships and communities Level 8.2 Lead the development, implementation and evaluation of health improvement programmes across agencies, partnerships and communities. Level 8.3 Build sustainable capacity and resources for health improvement and the reduction of inequalities 9
NHS Lothian Health Promotion Service CORE FUNCTIONS Core Function 3 Organisational and partnership development What we do: Lead and facilitate the development of existing, and new, organisations and partnerships to maximise the health promotion contribution to reducing health inequalities and improving health in Lothian. How we do this: Work collaboratively across and within partnerships and organisational structures; disciplines and sectors to develop and contribute to shared outcomes and objectives to promote health and reduce health inequalities. Advocate for an ethos and culture which promotes health and wellbeing and reduces health inequalities Provide leadership and advocate for the development of healthy public policy, legislation and practice. Provide consultancy and support on the development of needs assessment, plans, policies and strategies which maximise and maintain health and address health inequalities Advocate for adoption of best-practice approaches to promoting health How this links to The Ottawa Charter for Health Promotion: Reorient health services in the direction of health promotion and beyond clinical and curative services. Open channels between the health sector and broader social, political, economic and physical environmental components. Build healthy public policy co-ordinated and joint action is required across all sectors and all levels due to the health consequences of decisions and actions. This includes organizational change as an approach to removing barriers to the adoption of healthy public policies in non-health sectors. The healthier choice must be the easier choice for policymakers. Create supportive environments Health cannot be separated from other goals. The systematic assessment if health impact is essential to ensure positive health benefit. There are inextricable links between people and their environment- changing patterns of life, work and leisure have a significant impact on health. The way society organizes work should help create a healthy society. How this links to KSF dimensions: C4 Service Improvement Appraise interpret and apply suggestions, recommendations and directives to improve services C5 Quality contribute to improving quality G4 Financial management plan, coordinate, monitor the delivery of services and/or projects G5 Services and Project Management - Plan, implement, monitor/support and review the delivery of service and /or projects G7 Capacity and Capability- Work in partnership with others to develop and sustain capacity and capability How this links to the Competency Framework for Library and Knowledge Staff Dimension 5 Indicator 1 works with a wide variety of teams and partners How this links to Public Health competencies: 10
Core Area 1 Surveillance and assessment of the population s health and wellbeing. Level 8.3 Translate findings about health and wellbeing and needs into appropriate recommendations for action, policy decisions and service commissioning, delivery & provision Core Area 2 Assessing the evidence of effectiveness of interventions, programmes and services to improve population health and wellbeing. Level 7.1 Critically appraise and summarise evidence from a range of sources Level 7.4 Advise a range of audiences about evidence Core Area 3 Policy and strategy development and implementation to improve population health and wellbeing Level 7.2 Work with a range of people and agencies to implement policies and strategies in interventions, programmes and services. Level 7.6 Provide specialist input to policies and strategies that are under development. Level 8.1 Interpret and apply local, regional and national policies and strategies Level 8.2 Influence the development of policies and strategies at other levels and/or within own are of work Level 8.3 develop and implement policies and strategies in own are of work Level 8.4 Identify opportunities for policy development that will improve health and wellbeing and reduce health inequalities Core Area 4 Leadership and collaborative working. Level 8.2 Engage and lead a group to influence positively the populations health and wellbeing Level 8.7 Build and sustain capacity and capability through individual, team, organizational and partnership development 11
NHS Lothian Health Promotion Service CORE FUNCTIONS Core Function 4 - Capacity and capability building What we do: Develop skills, knowledge, confidence and influence attitudes of individuals and professional communities at both operational and strategic levels using formal and informal; structured and opportunistic approaches in order to progress the ethos of the Health Promotion Service (HPS) How we do this: Provide a structured programme of targeted training courses based on identified need, HPS priorities and in the context of other relevant training provision for the health improvement workforce Provide tailored training; seminars; awareness raising sessions as appropriate to aid the progression of health promotion activity Provide leadership, expertise and consultancy to support the implementation of best-practice (based on the above) Act as facilitators, enablers and advocates with and for communities to promote health, reduce health inequalities and build sustainability Promote and facilitate the development of networks to enhance shared learning and peer support Empower individuals and communities to improve their health through promotion and implementation of community development approaches How this links to The Ottawa Charter for Health Promotion: Strengthen community action - to enable local people to take greater control over their health through community development and community empowerment. This requires full and continuous access to information, learning opportunities and funding support Develop personal skills education for health and enhancing life skills to make choices conducive to health across settings (school, home, work and community) as individuals, communities and populations How this links to KSF dimensions: C1 Communication- develop and maintain communication with people on complex matters, issues and ideas and/or complex situations G7 Capacity and Capability Developing and sustaining capacity and capability. Work in partnership with others to develop and sustain capacity and capability How this links to the Competency Framework for Library and Knowledge Staff Dimension 4 Indicator 3. Enables capacity for increased effectiveness How this links to Public Health Skills and Career Framework Core Area 4 Leadership and collaborative working to improve population health and well-being Level 7.2 Engage and influence others in and beyond own organization to improve population 12
health and wellbeing. Level 8.7 Build and sustain capacity and capability through individual, team, organizational and partnership development Defined Area 5 Health Improvement Improving the health and wellbeing of populations and reducing health inequalities by using health promotion, prevention and community development approaches to influence the lifestyle, socioeconomic, physical and cultural environment of populations, communities and individuals. Includes: Level 6.3 Plan, implement and review health improvement programmes and projects in various settings 13