Nelson Marlborough District Health Board Community Based Services Directorate – Public Health Service
2013- 2014 Annual Plan Operational Period 1st July 2013 to 30th June 2014
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CONTENTS NELSON MARLBOROUGH DISTRICT HEALTH BOARD’S PUBLIC HEALTH UNIT’S PLAN FOR 2013–14 a. b. c. d. e. f. g. 2.
Overview Mission and Vision NMDHB Demographic profile Our Key Priorities A Renewed Focus - Public Health‟s “core business” NMDHB Partnership with Māori towards achieving Improved Māori Health Alignment with National and Regional Strategic Health Priorities Outcomes Framework
3.
3 3 3 5 5 6 6 8 9
a. b.
Health Assessment and Surveillance Strategies Outcomes and Activities table
11 11 11
a. b.
Public Health Capacity Development Strategies Outcomes and Activities table
15 15 15
a. b.
Health Promotion Strategies Outcomes and Activities table
20 20 20
a. b.
Health Protection Strategies Outcomes and Activities table
39 39 39
a. b.
Preventive Interventions Strategies Outcomes and Activities table
52 52 52
Glossary/Definitions
55
Appendices Financial Planning and Reporting Templates
56 56
4.
5.
6.
7.
8. 9. a.
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Nelson Marlborough District Health Board’s Public Health Unit’s Plan for 2013–14 a. Overview Nelson Marlborough District Health Board (NMDHB) is a Crown Entity with ownership of a Public Health Unit which provides a range of health promotion, health protection and Medical Officer of Health services, across Nelson, Tasman and Marlborough. The Public Health Unit is part of the Board‟s Community Based Services Directorate. In fulfilling contractual obligations it is necessary to develop an annual plan. This Annual Plan, for the 2013 - 2014 period, describes the services that the Ministry of Health (MoH) will purchase from NMDHB‟s Public Health Unit (PHU). The development of this plan has been influenced and informed by appropriate health protection/prevention and promotion planning guides, internal and external plans, strategies, and legislative documents. The MoH has directed public health units to shape service delivery in a manner that incorporates services described in service specifications and in this regard the key objectives of the 2013/14 Annual Plan are to support: DHBs to plan and provide Better, Sooner and More Convenient health services for all New Zealanders DHBs and PHUs to focus on regional collaboration, integrated care and value for money services DHBs and PHUs to plan their services together and manage the business Good quality PHU service performance information. Operational implementation plans, where necessary, will be developed to guide the rollout of the annual plan. This annual plan describes details of our service and strategies designed to achieving our long term outcomes. Financial information relevant to this plan is provided in a separate document. This annual plan has been endorsed by the Executive Management Team and Board of the NMDHB. It describes public health services provided or funded by the Ministry of Health and highlights key relationships with other agencies.
b. Mission and Vision NMDHB Mission: "To work with the people of our community to promote, encourage and enable their health, wellbeing and independence" o Improve wellness o Improve long term condition management o Improve participation and independence o Improve health and disability support services o Improve sustainability NMDHB Vision: NMDHB's over-arching vision is 'Leading the Way to Health Conscious Families'. That means both providing a range of health services and also encouraging us all to build and maintain healthy lifestyles.
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Nelson Marlborough District Health Board VALUES: o Respect We care about and will be responsive to the needs of our diverse people, communities and staff. o Innovation We will provide an environment where people can challenge current processes and generate new ways of working and learning. o Teamwork We create an environment where teams flourish and connect across the organisation for the best possible outcome. o Integrity We support an environment which expects openness and honesty in all our dealings and maintains the highest integrity at all times. The New Zealand Public Health and Disability Act 2000 requires every DHB to meet the following statutory objectives: To improve, promote and protect the health of people and communities To seek the optimum arrangement for the most effective and efficient delivery of health services in order to meet local, regional and national needs To reduce health disparities by improving health outcomes for Māori and other population groups. The NMDHB Board is signalling a reshaping/refocusing of the previous alliance between NMDHB and Nelson Bays Primary Health and Kimi Hauora Wairau to improve the health and well-being of all residents in Nelson and Marlborough. All three provider organisations are committed to improving the health and well-being of people and their families across the district. For example, this collaborative approach reinforces health promotion across the spectrum of population well-being and personal health care and recognises the joined-up approach being taken between the NMDHB and both Kimi Hauora Wairau and Nelson Bays Primary Health to achieve a district-wide health promotion plan. NMDHB‟s 2013/ 2014 annual plan captures the South Island Regional approach and the Nelson Marlborough Health Alliance approach to health services which are based on a “Whole of System Approach” where, by example, clinical networks and multidisciplinary alliances will support the delivery of quality health services across the health continuum.
Our Public Health Service Nelson Marlborough is part of the South Island region along with Canterbury, West Coast, South Canterbury and the Southern DHBs. Whilst each District Health Board delivers services individually, regional collaboration across the Public Health Units is occurring. This plan is testament to a collaborative approach to delivering Public Health Services to the South Island‟s Communities. Nelson Marlborough‟s Public Health Unit provides Environmental Health and Communicable Disease and Health Promotion services for the NMDHB. The service is designed to deliver across the top of the South Island – Te Tau Ihu o Te Waka a Maui. The district-wide service delivery model is focused on enhancing health and wellbeing outcomes for the population, improving whänau ora, protecting public health, and identifying and improving the health status of vulnerable and at risk communities.
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Nelson Marlborough Public Health Service provides an integrated multi-disciplinary workforce with the expertise to work across the spectrum of public health, and to respond to emerging and re-emerging public health risks and emergencies. They undertake regulatory functions and health improvement services, and deliver services that enhance the effectiveness of prevention activities in other parts of the health system (e.g. primary or secondary care-initiated services). We provide public health services for a population of around 140,000, which is spread between the three territorial local authorities Nelson City, Marlborough District, and Tasman District Councils. The local government responsibilities of the district are taken care of by these three unitary territorial local authorities. These authorities are cognisant of the links between their work and health outcomes of their residents, and are also developing their role and responsibility in working collaboratively with the NMDHB towards better health outcomes for all. This Public Health Annual Plan is based on a South Island planning template utilising the Core Public Health Functions framework (as agreed in the South Island Public Health Partnership plan) and details primarily the services delivered by Nelson Marlborough‟s Public Health Unit. The work of this annual plan is guided by the following public health principles – a. focusing on the health of communities rather than individuals b. c. d. e. f. g.
influencing health determinants prioritising improvements in Māori health reducing health disparities basing practice on the best available evidence building effective partnerships across the health sector and other sectors Remaining responsive to new and emerging health threats.
c. NMDHB Demographic Profile An overview of the NM population can be found at http://www.health.govt.nz/newzealand-health-system/my-dhb/nelson-marlborough-dhb.
d. Our Key Priorities Public health activity comprises a range of population-based services (Health Promotion and Environmental Health and Communicable Disease) and personal health services (Public Health Nursing/Well Child Service, Cervical Screening Programme, and a Sexual Health Clinic). This plan discusses only the populationbased programmes of our Service as covered in the relevant core services contract. The Public Health Service continues to work in strengthening the interface between our Environmental Health and Communicable Disease, Primary Health Care, and Health Promotion teams to ensure that the experiences and skills of our people are maximised and that the community receives the benefit of an integrated and comprehensive service.
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Three strategic health outcomes have been identified by South Island DHBs, including Outcome One: „People are healthier and take greater responsibility for their own health: The development of services that better protect people from harm and support people to reduce risk factors, make healthier choices and maintain their own health and wellbeing.‟ This outcome is supported by PHU activities. The South Island Public Health Partnership is a specific workstream under the South Island Alliance with the purpose of “supporting population health approaches and planning and coordinating public health services for the South Island population”. Areas within this work stream include workforce development and capacity building, population health information, communicable disease response and alcohol related public health work. By working together in this way the South Island Public Health Services can be more effective in improving population health outcomes. At a local level collaborative opportunities exist with the two Nelson Marlborough Primary Health Organisations and a joint Health Promotion plan is being developed as a Nelson Marlborough Alliance Project. e. A Renewed Focus - Public Health’s “core business” The five core public health functions agreed by the Public Health Clinical Network and included in the draft revised Ministry of Health Tier One Public Health Service Specifications are: 1. Health assessment and surveillance 2. Public health capacity development 3. Health promotion 4. Health protection 5. Preventive interventions. This plan groups public health initiatives according to their primary public health function. However, the core public health functions are interconnected; core functions are rarely delivered individually. Effective public health service delivery generally combines strategies from several core functions to achieve public health outcomes in one or more public health issue or setting.
f. NMDHB Partnership with Māori towards achieving Improved Māori Health NMDHB has a stated commitment to a partnership relationship with Māori and to assisting the Crown in fulfilling its obligations under the Treaty of Waitangi. To this end it is guided by the NZ Public Health and Disability Act 2000 and other policy directions from the Crown. Specifically, NMDHB and its Public Health unit are committed to the Treaty of Waitangi principles of: Partnership (includes obligation on both parties to act reasonably, honourably and in good faith; for both parties to recognise and respect each other‟s ‟ culture; each party to be accountable to one another and have an emphasis on sharing and mutual benefit). Protection (duty to protect Māori as a people and as individuals). Participation (involvement and influence at all levels of planning, designing, decision making and delivery of services in the organisation. (NMDHB DAP 2012 2013).
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Nelson Marlborough‟s Māori Directorate has a vision to improve Māori health that is embraced by the Public Health Service, which reads: “Kia korowaitia aku mokopuna, ki te korowaitanga hauora.” ‘Healthy As! Healthy Whanau are wealthy whanau – achieving our full potential and determining our future.’
The Public Health Service works with the Māori Health Directorate to build on past endeavours focussing on immunisation coverage, smoking rates, diabetes prevalence, poor oral health, infectious disease, cervical screening and cardio vascular disease. In planning and delivering our services a number of principles are utilised to ensure Māori health gain and the reduction of inequities. As a service we understand Māori health as a holistic concept, embracing a Māori model of wellbeing where good health is recognised as being dependent on a balance of factors: wairua, hinengaro, tinana, te reo rangatira, and whānau elements, all interacting to produce wellbeing in the people and te ao turoa (the environment). This approach requires that Māori health be understood in the context of the social, economic, and cultural position of Māori. Our approach to service delivery is guided through the active recognition of the Tiriti o Waitangi and taking cognisance of the direction provided through the Whänau Ora Tool, the ministries guidance and expectations and aligning our plans with the organisations Māori Health Action Plan. Our staff incorporate appropriate cultural process to effectively engage and support local Iwi, Māori providers, and Māori community groups, consistent with the Nelson Marlborough District Health Board Māori Health and Wellness Strategic Framework. It is the intent of the PHU to build on relationships that we have with local Iwi through the promotion of the environmental health service and ensure there are appropriate networks in place to relay any issues, building on the foundation of the NMDHB‟s Memorandum of Understanding with Manawhenua o Te Tau Ihu o Te Waka a Maui. The Service will continue to support health and advocacy services to become more responsive to the cultural needs and context of Māori consumers. We utilise the experience and knowledge of our colleagues in the Māori health Directorate of NMDHB in planning our generic and Māori -specific programmes. As in the past, operational plans will show an approach that infuses whanau ora across all work streams. As in the past, public health services to Māori will be delivered utilising a wide range of skills vested in a multi-disciplinary workforce that has the expertise to work across the spectrum of public health. Importantly the service utilises staff who are employed in Māori -specific positions. Delivery of these services is integrated into the following programme plans: Environmental Health and Communicable Disease Health Promoting Schools Auahi Kore Injury Prevention Early Child Health
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Population Profile for Māori across Te Tau Ihu Table 1 – Māori Projected population by regional council areas *2006 Census baseline data. Table acquired from the Māori Health Action Plan. Regional Council Tasman District Nelson City Marlborough District Nelson Marlborough Total‟s
2006* 3300 3900 4600 11800
2011 3600 4500 5500 13600
2016 3800 5000 5900 14700
Nelson Marlborough‟s Māori Health Action Plan 2012/13 summarises the population profile as follows: There is an expected increase in the Māori population to 9.5% based on population projections. This still remains less than the national average of 15%. Maataa Waka represents the largest portion of Māori living in Te Tau Ihu at about 92%. Based on the adjusted population projections a higher portion of Māori live in Tasman and Nelson districts (60%) than Wairau (40%). The data shows that Marlborough had a greater increase in their Māori population. Māori still have a relatively younger population than non-Māori (29 years or less).
g. Alignment with National and Regional Strategic Health Priorities This plan aligns with national and regional priorities and includes activities that support strategic health initiatives. The plan is aligned with and sits alongside the; Nelson Marlborough‟s DHB‟s Annual Plan and Statement of Intent 2012-13 NMDHB Māori Health Action Plan 2012-13 South Island Public Health Partnership and SI Alliance Regional Plan Public Health Service specifications Ministry of Health priority guiding documents New Zealand‟s Public Health and Disability Act extrapolates the responsibilities that DHBs have in ensuring Māori health gain as well as Māori participation in health services and decision making. NMDHB works collaboratively and in partnership with local Iwi to reduce inequalities and improve the health status of Māori. Nelson Marlborough Public Health Service is part of the South Island Alliance‟s South Island Public Health Partnership, which is a collaboration of the three South Island Public Health Units. In addition this plan outlines how NMDHB Public Health Unit and its statutory officers plan to fulfil the statutory responsibilities embedded in legislation.
Stephanie Read Service Manager: Public Health and Oral Health
Date: 23/05/2013
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2. OUTCOMES FRAMEWORK The outcomes sought by public health services are: A healthier population Reduction of health disparities Improvement in Māori health Increased safeguards for the public‟s health A reduced burden of acute and chronic disease (Public Health Core functions report, 2012.) Effective public health services combine strategies from several “core functions” to improve health outcomes. The core public health functions are interconnected; core functions are rarely delivered individually. Effective public health service delivery generally combines strategies from several core functions to achieve public health outcomes in one or more public health issue or setting (see Figure 1). Public health services are not static, but evolve in response to changing needs, priorities, evidence and organisational structures. Public Health Outcomes Framework leads to enhanced community health status through Improving the wider determinants of health Enhanced Health protection /prevention outcomes Enhanced Health Promotion outcomes
Goal Outcomes Sought
Ministry of Health intermediate outcomes
Govt
Figure 2 - Core Functions, Services and Outcomes. New Zealanders lead longer, healthier and more independent lives Good health and independence are protected and promoted
A more unified and improved health and disability system
People receive better health and disability services
The health and disability system and services are trusted and can be used with confidence
Public Health Service Outcomes A healthier and more productive population
Reducing health disparities
Improving Māori health
Increased safeguards for the public’s health
A reduced burden of acute and chronic disease
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Core
Functions
Seven principles underpinning public health service delivery
Health assessment and surveillance
Focusing on the health of communities rather than individuals
Public health capacity development
Influencing health determinants
Prioritising improvements in MÄ ori health
Health promotion
Reducing health inequalities
Health protection
Basing practice on the best possible evidence
Preventative interventions
Building effective partnerships across the health sector and other sectors
Remaining responsive to new and emerging health threats
.
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3. HEALTH ASSESSMENT AND SURVEILLANCE “understanding health status, health determinants and disease distribution” a. Strategies Monitoring, analysing and reporting on population health status, health determinants, disease distribution, and threats to health, with a particular focus on health disparities and the health of Māori. Detecting and investigating disease clusters and outbreaks (both communicable and non-communicable). b. Outcomes and Activities table
Health assessment
Short Term Outcomes (the results that we‟re working towards) Robust population health information available for planning health and community services
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Availability of information for planning
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Develop/update health status reports and health needs analyses for specific populations (eg child/youth, refugee health).
PHU Public Health Analyst/Medical Officers of Health, NMDHB Strategy and Planning (where appropriate)
Develop disease-specific PHU Public Health reports for conditions of Analyst/ Medical Officers concern, eg Pertussis. of Health
Performance measures (key measures of quantity or quality of activities) Number and accessibility of reports. Formal/informal feedback.
Number and accessibility of reports. Formal/informal feedback.
PHU Public Health
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Develop reports predicting the likely impact of public events on health services that may require an emergency response.
Analyst/ Medical Officers of Health /Health Protection
Provide analytical support and develop reports for multidisciplinary planning groups, eg Public Health Clinical Group, Oral health Advisory Group, Youth Health Network, Sexual and Reproductive Health Planning Group. Contribute to development of shared South Island public health indicators.
PHU Public Health Analyst
PHU Public Health Analyst, Medical Officers of Health, SI Partnership (Population health Information).
Performance measures (key measures of quantity or quality of activities) Number and accessibility of reports and presentations. Formal/informal feedback. Number and accessibility of reports. Formal/informal feedback.
Progress, formal/informal feedback.
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Surveillance
Short Term Outcomes (the results that we‟re working towards) Improved public understanding of health determinants
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Availability of information to public
Prompt identification and analysis of emerging disease trends, clusters and outbreaks
Timeliness and effectiveness of reports for identifying trends and outbreaks of concern
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Supply population health indicator data for inclusion in TLA Community Indicator reports Review, analyse and report on communicable diseases data, including regular reports on notifiable diseases and influenza/gastroenteritis when appropriate, including illness amongst NMDHB staff
PHU Public Health Analyst/ Medical Officers of Health.
Produce diseasespecific reports for communicable diseases of concern, eg pertussis, tuberculosis and other diseases causing outbreak.
Performance measures (key measures of quantity or quality of activities) Number of data reports
PHU Public Health Analyst/ Medical Officers of Health/Health Protection team
Number and accessibility of reports Formal/informal feedback
PHU Public Health Analyst/ Medical Officers of Health
Number and accessibility of report. Formal/informal feedback
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Review, analyse and report on other disease data (eg alcohol-related harm, sexually transmitted infections, injuries).
PHU Public Health Analyst/ Medical Officers of Health.
Performance measures (key measures of quantity or quality of activities) Number and accessibility of reports and presentations Formal/informal feedback.
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4. PUBLIC HEALTH CAPACITY DEVELOPMENT “enhancing our system‟s capacity to improve population health” a. Strategies Developing and maintaining public health information systems. Developing partnerships with Iwi, hapü, whānau and Māori to improve Māori health. Developing partnerships with Pacific leaders and communities to improve Pacific health Developing human resources to ensure public health staff with the necessary competencies are available to carry out core public health functions. Conducting research, evaluation and economic analysis to support public health innovation and to evaluate the effectiveness of public health policies and programmes. Planning, managing, and providing expert advice on public health programmes across the full range of providers, including PHOs, Planning and Funding, Councils and NGOs. Quality management for public health, including monitoring and performance assessment. b. Outcomes and Activities table Short Term Outcomes (the results that we‟re working towards) Public health information systems
Public health information accessible to public health, partner organisations and
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Availability and accessibility of public health information
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Review and update public health information in a range of systems e.g. common file structure, databases,
Protection & PHN and MOH‟s
Performance measures (key measures of quantity or quality of activities) Completeness and currency of information
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
the public
Partnerships with iwi, hapü, whānau and Māori
Effective partnerships with iwi, hapü, whānau and Māori
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Protection and PHN management, MOsH (includes participation in Sth Island Public Health Information Group) All Public Health staff
Record of contributions
intranet, extranet and public websites, including SIPHAN, Health Pathways , HIIRC, NIR, SBVS and Episurv Contribute to development and implementation of national, regional and local public health information systems Joint processes and initiatives
Work with IwI, Whanau and hapu within Te Tau Ihu around health information and analysis with health implications related to health determinants and outcomes for Māori Address and implement, where appropriate, the Māori Health Action Plan Utilise the He Taura
Number of initiatives supported Act on formal and informal feedback
Progress against plan
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Tieke audit tool to assess service delivery
Partnerships with Pacific and other ethnic leaders and communities
Effective partnerships with Pacific and other ethnic communities
Joint processes and initiatives
Human resources
A highly skilled public health workforce
Workforce Development Plans Record of training
Continue to contribute to the development of shared South Island whanau ora initiatives Work with local Pacific and other ethnic leaders and communities: including consulting on all proposals and policies with health implications related to health determinants and outcomes for pacific and other ethnic groups continue, where appropriate, to contribute to the overall local Pacific plan and guidelines Develop and implement NMDHB PHU and South Island public health workforce development
Number of shared initiatives implemented
All Public Health staff
Record activity and impact of participation Progress the plan and guidelines
Public Health Service
Maintaining core statutory officer complement (HPO and MOH‟s) Training
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Short Term Outcomes (the results that we‟re working towards)
Research, evaluation, economic analysis
Information available on priority public health issues and effectiveness of public health interventions
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities) participation and feedback for public health staff Number and nature of shared opportunities across SI PHUs Number and accessibility of reports and presentations Formal/informal feedback
opportunities (Training calendar)
plans, including health in all policies and Whanau Ora approaches, for all public health staff
Research / evaluation reports and publications
Review literature for evidence-based public health practice and support public health research and evaluation
PHU Public Health Analyst, Medical Officers of Health
Where appropriate conduct research on communicable disease outbreaks and incidents
PHU Public Health Analyst/ Medical Officers of Health
Pursue conference presentations and peerreviewed publication where appropriate
PHU (all teams, Medical Officers of Health and Public Health Analyst)
Number and accessibility of reports Formal/informal feedback
Number of research projects and publications
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Short Term Outcomes (the results that we‟re working towards) Planning and advising on public health programmes Quality management
Population health interventions are based on best available evidence and advice A continuous improvement culture and robust quality systems for all public health work Effective regional delivery of public health core functions
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
Planning advice / reports
Review literature for evidence-based public health practice
PHU Public Health Analyst/ Medical Officers of Health
(key measures of quantity or quality of activities) Number and accessibility of reports Formal/informal feedback
Quality improvement plan and reports Accreditation results
Review quality plans.
Public Health Clinical Group
Number of plans reviewed Formal/informal feedback
Reports of South Island Public Health Partnership
NMDHB PHU to contribute to management and work groups as per South Island Public Health Partnership Plan 201215: Population health information Population health capacity building Issues-specific work groups Management group.
Public Health Service
Progress against plans Partnership evaluation
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5. HEALTH PROMOTION “enabling people to increase control over and improve their health” a. Strategies Developing public and private sector policies beyond the health sector that will improve health, improve Māori health and reduce disparities. Creating physical, social and cultural environments supportive of health. Strengthening communities’ capacity to address health issues of importance to them, and to mutually support their members in improving their health. Supporting people to develop skills that enable them to make healthy life choices and manage minor and chronic conditions for themselves and their families. Working in partnership with other parts of the health sector to support health promotion, prevention of disease, disability, injury, and rational use of health resources b. Outcomes and Activities table Short Term Outcomes (the results that we‟re working towards) Policy
Policies beyond the health sector that will improve health, improve Māori health, and reduce disparities
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) New policies reflect health priorities
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Support and coordinate development of NMDHB and regional position statements and submissions on public health issues
PHU (All teams, Medical Officers of Health and Public Health Analyst) HU (all teams, Medical Officers of Health and Public Health Analyst)
Performance measures (key measures of quantity or quality of activities) Number and impact of position statements and submissions
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Support NMDHB and other sector organisations to undertake Health Impact Assessments Coordinate NMDHB submissions on local council plans and policies Work with Nelson City Council on a Health Impact Assessment on lowering speed limits in Inner Nelson Work with Nelson City Council to ensure health outcomes are incorporated into its Sustainability Strategy Work with councils, government agencies and NGOs to develop a Top of the South Social Housing Strategy
Health Promotion/HPO
Performance measures (key measures of quantity or quality of activities) Record of contributions and their impact
Narrative report documenting changes in practice and their impact Results of review processes enable assessment and enhancement of the impact of our advice on decision making by community agencies and groups Health Promotion Formal/informal feedback Record of
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Healthy outdoor spaces - work with local councils to advance smoke free and alcohol advertising free parks, playgrounds and sports grounds Develop and make available resources to support health impact assessment (HIA) Support health and non-health sector staff with appropriate tools to enable a HiAP approach. Ensure these tools are available to all partner agencies Support settings (workplaces, sports clubs, schools) to develop policies which support health Impact assessments of supplied information to local and national
Performance measures (key measures of quantity or quality of activities) contributions. Formal/informal feedback
Number and impact of position statements and submissions
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Performance measures (key measures of quantity or quality of activities)
community decision makers are recorded and embedded into the ongoing evaluation process Copies of all written information, Submissions and Health Impact Assessments are available Support and coordinate development of regional position statements and submissions on public health issues Development of the NMDHB Alcohol Strategy
Priority areas of safety concern within Te Tau Ihu are identified and
The following outcomes for both the Nelson/Tasman and
Injury Prevention: Co-facilitation of International World
Health Promotion
Support for planned and community agreed timeline for
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Short Term Outcomes (the results that we‟re working towards) supported, including those in which Nelson/Tasman and Marlborough District will take a lead role Local Government is involved in creating well-connected, inclusive and accessible communities
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Marlborough projects are as follows: Activities in the district, which are addressing community safety issues, are identified and mapped; Information, data and high level plans are shared between key stakeholders; Community activities are supported and sustained to deliver improved safety; The two projects are sustainable and meet the obligations under the International Safer Communities framework
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Health Organisation Safe Community Initiative within Te Tau Ihu community. To enable and support collaborative actions that improve safety of people living, working and visiting the Nelson, Tasman and Marlborough districts Nelson Tasman Project: Safe At The Top (Accredited): Staff actively support this project on three levels of commitment: 1. Governance: oversight of this project and receive reports from the Coalition Group. 2. Coalition Group: Coordination and implementation of strategic plans. An
Performance measures (key measures of quantity or quality of activities) progression of accreditation and beyond sustainability
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Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Performance measures (key measures of quantity or quality of activities)
action group with specified roles and tasks. These include Annual Planning, reviewing priority community safety issues, developing and ongoing communication plan, supporting project funding and delivery 3. Task Group leaders and members: Responsible for frontline delivery of projects. Task group leaders act as a conduit to the Coalition group, report on progress, identify gaps and needs, develop and implement projects
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Short Term Outcomes (the results that we‟re working towards)
Social Communities educated environments, and aware of health media issues and healthy choices and behaviours
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Results of review processes enable us to assess and enhance the impact of our advice on decision making by community
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Marlborough Project: Safe and Sound at the Top (applying for accreditation). Staff response to MoH Annual Plan May 2013 actively supports this project on a number of levels of commitment: 1. Project administration 2. Project comanagement and consultation 3. Task group leadership and involvement in additional task groups Deliver relevant and timely public health information and support campaigns including‟ Mental Wellbeing Campaign, World Smokefree Day, Mental
Health Promotion
Performance measures (key measures of quantity or quality of activities)
Progress against plan. Status of all information supplied is recorded and updated in real time.
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Short Term Outcomes (the results that weâ€&#x;re working towards)
Relationships are strengthened and health influences and potential impact on health outcomes are considered by policy makers/planners/practi tioners
Short Term Outcome Indicators (how weâ€&#x;ll monitor progress towards the results) agencies and groups
Activities
Responsibilities
(what weâ€&#x;ll do to get the result)
(who will do it and when)
Health Awareness Week, alcohol harm awareness/ minimisation initiatives
Respond to requests for information and advice from community groups and agencies
Performance measures (key measures of quantity or quality of activities) Impact assessments of supplied information to local and national community decision makers are recorded and embedded into the ongoing evaluation process
Copies of all written information is available Changes in practice by health and social service agencies Number and type of public health messaging distributed Evaluation of reach and impact of individual campaigns
27
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Performance measures (key measures of quantity or quality of activities) Partnership and consultation processes are reviewed and improved where applicable (narrative report documenting the process) Preparation of presentation material completed Evaluations of presentations completed
Education settings
Education, schools and tertiary settings that support healthy choices and behaviours .
Results of review processes enable assessment and enhancement of the impact of our advice on decision making by
Develop and support health promoting schools initiatives Form school action plans Engage schools to
Health Promotion
Report on recommendations Number of schools engaged Number of Action Plans completed
28
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) community agencies and groups.
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
identify their Māori, Pasifikā or vulnerable communities wellbeing/hauora needs Support schools to implement links for Māori, Pasifikā or vulnerable communities towards addressing wellbeing/hauora needs Schools have embedded HPS criteria to support Māori, Pasifikā or vulnerable communities Support schools to link with agencies and Nutrition Physical Activity that enhances the wellbeing/hauora of Māori, Pasifikā or vulnerable communities HPS Forum meets once a term to reorientate health services to achieve
Performance measures (key measures of quantity or quality of activities) Narrative report documenting changes in practice
Evaluation findings
Number of hubs supported
Formal/ informal feedback
29
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
greater coordination, collaboration and delivery of services to schools Status of all information supplied is recorded and updated in real time
Number of Youth forums supported
Number of schools engaged in Auahi Kore activities and community smoking cessation initiatives
Support community youth forums Support smoking cessation initiatives Develop and support health promoting schools initiatives
Performance measures (key measures of quantity or quality of activities)
Health Promotion
Form school action plans Engage schools to identify their Māori, Pasifikā or vulnerable
30
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Performance measures (key measures of quantity or quality of activities)
communities wellbeing/hauora needs Support schools to implement links for Māori, Pasifikā or vulnerable communities towards addressing wellbeing/hauora needs Schools have embedded HPS criteria to support Māori, Pasifikā or vulnerable communities Support schools to link with agencies and Nutrition Physical Activity that enhances the wellbeing/hauora of Māori, Pasifikā or vulnerable communities HPS Forum meets once a term to reorientate health services to achieve greater coordination, collaboration and
31
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Performance measures (key measures of quantity or quality of activities)
delivery of services to schools Status of all information supplied is recorded and updated in real time Support community youth forums Support smoking cessation initiatives Health Promoting Schools: It is our intention to utilise the new HPS planning tool to introduce relevant schools to the new HPS framework, to the new HPS cycle of inquiry, to identify changes in practice and to collect and enter information about each school‟s
32
Short Term Outcomes (the results that we‟re working towards)
Workplaces
Workplaces that support healthy choices and behaviours
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Ensure health needs of Māori are addressed in proposed policies and practices
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
HPS pathway and progress, including the impact and outcomes achieved into the new HPS database from 1 July 2013 to 30 June 2014 It is our intention to align with the new Process for Database Entry and identify and HPS Data Coordinator to access the new HPS database and enter data in one sitting from 1 July 2013 to 30 June 2014. (HPS Data Coordinator must check that the school name / MoE code is correct on the HPS planning template) Work with priority workplaces and partners/networks to develop health
Health Promotion
Performance measures (key measures of quantity or quality of activities)
Report initiatives undertaken to meet needs of Māori Number of
33
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
promoting workplaces
Marae and other Māori settings
Marae and other Māori settings that support healthy choices and behaviours
Help to establish an active and sustainable network of support for parents and young people progressing healthy outcomes for the younger community
Work with narae and other Māori settings (eg Kohanga Reo, Tane Ora, community hubs) to support healthy choices and behaviours
Health Promotion
Other community settings
Other community settings that support healthy choices and behaviours
Impact assessments of our submissions to local and national community decision makers are recorded and embedded in
Support communities to address priority issues, including community engagement initiatives and development of health promotion settings eg active
Health Promotion
Performance measures (key measures of quantity or quality of activities) workplaces engaged
Number of strategic workplace networks engaged. Outcomes of workplaces initiatives Number of Māori settings worked with Number of initiatives supported eg Auahi Kore, alcohol Number of Tane Ora initiatives Formal/informal feedback –including evaluation findings Number of groups/settings engaged with Number of initiatives supported and
34
Short Term Outcomes (the results that we‟re working towards)
Community capacity
Communities able to address health issues of importance to them Knowledge on how to best deliver home safety interventions in the householder‟s home will be improved
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) community programmes
Changes achieved by community partnerships Report on the contributions made to improving housing issues for Māori , Pacific Island, Asian, Former refugee, and those living in areas of high deprivation Feedback from older householders will be increased to inform local and regional planning processes Extension of
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
transport, food security, wellbeing, breastfeeding, smokefree
Co-ordinate collaborative projects including Goodhomes for healthy living. Continue to contribute to the collaborative groups promoting good homes tools, particularly with councils and appropriate community representatives Provide information about community engagement initiatives, community resilience activities
Health Promotion
Performance measures (key measures of quantity or quality of activities) evaluated. Evaluation of finding. Copies of all written submissions and Health Impact Assessments are available Number of collaborative projects Number of regional collaborative projects Formal and informal feedback –including evaluation findings A narrative report describing participation in the project and the process used to direct householder feedback into planning processes
35
Short Term Outcomes (the results that we‟re working towards)
Individual skills
People with skills to enable healthy choices and behaviours
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Goodhomes to working age, age groups will be considered Smoking quit rates Evaluation of other initiatives
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Performance measures (key measures of quantity or quality of activities) Formal/informal feedback
Support ABC delivery in primary and secondary care Deliver Aukati Kai Paipa and other cessation support Develop and deliver other lifestyle intervention support (eg Appetite for Life, Green Prescription, nutrition/cooking and/or physical activity programmes for Māori and Pacific people, seniors, children and young people, and new migrants fall prevention programmes,
Health Promotion
Progress against Health Target 5: Better support for smokers to quit Progress against AKP contract specifications Record of interventions Formal/informal feedback, including evaluation findings
Number of resources distributed
36
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
breastfeeding support) Deliver safe sexual health education and resources to priority groups
Performance measures (key measures of quantity or quality of activities) Number of education sessions delivered Formal and informal feedback
Sexual and Reproductive Health Sexual and reproductive health promoter intends to work alongside other health promotions or activities being carried out in the community to promote Sexual and Reproductive Health
Healthcare settings
Hospitals and community healthcare settings that support healthy choices and behaviours
Healthcare initiatives and evaluation reports
Work with hospital and community healthcare providers to develop health promoting setting Advocate for NMDHB
NMDHB(Communities), Number of initiatives Primary Care Evaluation findings
37
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Performance measures (key measures of quantity or quality of activities)
to adopt and implement health promoting policy
38
6. HEALTH PROTECTION “protecting communities against public health hazards” a. Strategies Developing and reviewing public health laws and regulations1. Supporting, monitoring and enforcing compliance with legislation. Identifying, assessing, and reducing communicable disease risks, including management of people with communicable diseases and their contacts. Identifying, assessing and reducing environmental health risks, including biosecurity, air, food and water quality, sewage and waste disposal, and hazardous substances. Preparing for and responding to public health emergencies, including natural disasters, hazardous substances emergencies, bioterrorism, disease outbreaks and pandemics. b. Outcomes and Activities table Short Term Outcomes
Communicable disease control
(the results that we‟re working towards) Reduced incidence of notifiable
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Notifiable diseases and influenza rates
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities) Disease rates (as compared with previous
Investigate cases and contacts as per protocols /
(HPO‟s / PHN‟s /MOH)
1
Public health legislation covers a wide variety of issues, including communicable disease control, border health protection, food quality and safety, occupational health, air and drinking water quality, sewerage, drainage, waste disposal, hazardous substances control, control of alcohol, tobacco and other drugs, injury prevention, health information, screening programmes, and control of medicines, vaccines and health practitioners.
39
Short Term Outcomes (the results that we‟re working towards) diseases Reduced incidence of influenza
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) and trends
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Communicable Disease Control Manual 2012 Quality data entry in EpiSurv in a timely manner
(HPO‟s / PHNs/MOH)
Investigate outbreaks as outlined in the Outbreak Response Procedure and ESR Guidelines
Contribute to the development of shared South Island communicable disease protocols Provide public information and advice, including promoting
Performance measures (key measures of quantity or quality of activities) years).
Data quality as outlined in the ESR Annual Data Quality Report (HPO‟s / PHNs/ MOH)
Statistics as outlined in the ESR Annual Data Quality Report and Annual Outbreak Report Progress against outbreak debrief report action points
(HPO‟s /PHN/MOH) Number and impact of shared protocols
Public Health Service Immunisation
Number of media releases and promotional
40
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
immunisation and hand hygiene
Work with priority settings and communities to increase immunisation and improve infection control
Work with the refugee and migrant community to facilitate health screening and first introductory visits (FIV‟s)
committees, including Immunisation Partnership Group, Influenza Technical Advisory Group (ITAG) and Infection Control Public Health Service Immunisation committees, including Immunisation Partnership Group, Influenza Technical Advisory Group (ITAG) and Infection Control
PHN / MOH
Performance measures (key measures of quantity or quality of activities) opportunities
Numbers of network groups, liaison and interagency meetings attended Advocacy for public health outcomes in above forums as evidenced by meeting minutes Number of FIV‟s facilitated
41
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Routinely offer Communicable Disease Information to Culturally and Linguistically Diverse (CALD) Communities
PHNs
Performance measures (key measures of quantity or quality of activities) Number of network groups, liaison and interagency meetings attended Impact of contribution as evidenced by meeting minutes
MOH Provide vaccinator and programme authorisations as per Medicines Regulations Border health protection
Reduced international spread of infectious disease
Evidence of imported or exported disease Port and airport compliance with International Health Regulations and Health Act quarantine requirements
Grant pratique. Issue ship sanitation certificates
(HPO‟s)
Assess Nelson and Picton port compliance with IHR and Health Act requirements
(HPO‟s)
Routine monitoring for
(HPO‟s)
Documented numbers of authorised vaccinator & local programme applications and approvals Number of pratiques granted Number of ship sanitation certificates granted IHR reports completed
Record of response to
42
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
exotic mosquitoes at port and airport Investigate suspect exotic mosquito interceptions as per protocols Provide assistance with incursions as requested by MoH Drinking water quality
Improved water quality and protection measures in community drinking water supplies Increased public awareness of the importance of drinking water quality
% of community supplies complying with DWS % of community supplies with approved PHRMP
(HPO‟s)
Performance measures (key measures of quantity or quality of activities) border health incidents Record of results on the National Mosquito Surveillance Database Record of interception actions Record of assistance provided Record of interactions with suppliers concerning their legislative obligations (in SIDWAU filing system)
Review and prioritise all community supplies and work with prioritised communities and TLAs and regional bodies to improve water quality
(HPO‟s)
Carry out functions and duties of a DWA as defined under the Health Act
(HPO‟s)
DWA activities completed within legislative timeframes
(HPO‟s)
Annual Survey data provided by required date
Undertake annual survey
43
Short Term Outcomes (the results that we‟re working towards)
Sewage
Less disease caused by human contact with sewage
Recreational water
Less disease caused by contamination of beach, river and pool water
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Oral health initiatives including fluoridation of drinking water supplies are promoted Sewage-related outbreaks Environmental contamination events Waterborne disease outbreaks Beach and river water, warnings and closures
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Participate in the DHB Oral Health Advisory Group and support health promotion initiatives.
(HPO‟s & MOH)
Record of participation/assistance provided
Work with councils to promote and ensure safe sewage disposal
(HPO‟s)
Agree recreational water protocols with councils annually
(HPO‟s)
Record of external meetings attended and agreed actions Record of formal advice given Agreed protocol in place
Work with councils to provide public information and advice, including health warnings and media releases
(HPO‟s)
Number of media releases in relation to RW including micro quality and algal bloom events. Record of external meetings attended and agreed actions
44
Short Term Outcomes
Housing
Resource management
(the results that we‟re working towards) Less disease caused by inadequate housing
Regional and local council resource management practices and decisions reflect health priorities
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Housing quality improvements
Evaluation of council decisions, implementation and enforcement
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Work with relevant national, local and community organisations to ensure that population, especially vulnerable groups, has warm, dry and affordable housing (including identification and referral of vulnerable households). – see section in “Community Capacity” relating to housing improvement initiatives. Work with councils to ensure health issues are identified and considered in RMA processes Assess and submit on relevant consent applications
(Promotion /HPO‟s)
(HPO‟s)
(HPO‟s)
Performance measures (key measures of quantity or quality of activities) Actions and/or outcomes from key housing stakeholder meetings reflect public health input
Record of external meetings attended and agreed actions Record of formal advice given Number of applications reviewed Number of submissions made
45
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
Review council decisions in terms of uptake of health submission(s) Hazardous substances
Public protected from exposure to hazardous substances
Reports of public exposure
Carry out requirements under the HASNO Act in alignment with MoH action plan Work with councils and other agencies to reduce public exposure to hazardous substances, including responding to hazardous substance emergencies and complaints Conduct investigations where required
(HPO‟s)
Performance measures (key measures of quantity or quality of activities) Number of hearings where evidence presented Number of decisions reviewed
(HPO‟s)
(HPO‟s)
(HPO‟s)
Record of external (including HSTLC) meetings attended and agreed actions Record of formal advice given
Number and outcome of investigations
46
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Provide public information and advice (eg regarding asbestos) Process applications for vertebrate toxic agents under HSNO legislation and audit operations Early childhood education centres
Emergency preparedness
Health hazards reduced in ECECs
Nelson Marlborough district prepared for emergencies impacting on public health
Compliance with ECC Regulations, including infection control and lead exposure
Effective emergency responses as required
On request, visit, assess and provide advice to ECECs
Work with councils to ensure appropriate placement of new ECECs Develop and maintain emergency plans. Staff complete the new on-line MoH CIMS Health Emergency Management training
(HPO‟s)
(HPO‟s)
Record of advice given
Number of VTA applications processed and audited
(HPO‟s)
Number of ECECs assessed in terms of meeting requirements of ECC 1998/ 2008 Regulations
(HPO‟s)
Number of meetings held with MoE and TAs
(HPO‟s)
Emergency Plans are current.
(HPO‟s and identified Promotion and PHN staff)
Record of training.
47
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
package Participate in Public Health exercise with Public Health South and Chch Public Health Contribute to the development of an integrated South Island Public Health Service Continuity Plan Maintain relationships with Councils, and Civil Defence Emergency Management Groups Tobacco
Reduced tobacco sales, especially to minors Reduced exposure to second-hand smoke
Retailer display compliance at inspection Retailer compliance during controlled purchase operations Number and nature of workplace complaints
Respond to public complaints Complete education visit/compliance check prior to CPO/complaint
Conduct controlled
(HPO‟s )
(HPO‟s )
(HPO‟s)
(HPO‟s)
Performance against exercise performance measures Progress towards plan completion, implementation
Record of meetings attended, including impact of contribution
(HPO‟s & Promotion)
90 % complaints responded to within 5 days (target 100%) 80 % of retailers inspected
(HPO‟s)
Number of CPOs conducted – planned at 4 events
48
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
purchase operations
Alcohol
Less alcohol-related harm
ED presentations Police data (violence, road traffic crashes)
Retailer compliance during controlled purchase operations
Provide public and retailer information and advice Monitor licensed premises
(HPO‟s) Record of advice, information given
(Promotion)
Number of licensed premises monitored
Provide Medical Officer of Health reports for on, club, off and specials applications to DLA
(Promotion)/MOH
Risk rate premises
(Promotion)
Number of on, club off and specials applications processed and percentage processed within 15 working days All applications premises risk ranked
Conduct Controlled Purchase Operations
(Promotion) Number of Controlled Purchase Operations conducted Number of premises visited during Controlled Purchase Operation
49
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
(what we‟ll do to get the result)
(who will do it and when)
When required contribute to training of Duty Managers
Other
Public protected from other health hazards e.g. air pollution
Evidence of harm to public
Work with Police and DLA to support community alcohol initiatives, eg alcohol accords, input to offlicence applications Support councils‟ development of Local Alcohol Policies Undertake other regulatory health protection work using a risk-based approach
Performance measures (key measures of quantity or quality of activities) CPO compliance
(Promotion)
(Promotion)
On demand when required record of contribution Record of tri-agency meetings attended and agreed actions
(Promotion)
Local Alcohol Policies reflect health input.
(HPO‟s)
Record of external meetings attended and agreed actions Record of formal advice given Number of documents reviewed Number of decisions reviewed
50
Short Term Outcomes (the results that we‟re working towards) Solaria A reduced number of non complying premises offering sunbed tanning services
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Increased compliance with the national agreed best practice, regulatory regimes implemented overseas and the NRL‟s guidelines for Operators of Ultraviolet (UV) Tanning Lamps
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Carry out an investigation and awareness campaign on commercial solaria/sunbed operators
(HPO‟s)
All known (currently 6 known) commercial solaria/sunbed operators in the region visited/audited at least every six months Information provided to the operators on best practice to reduce the public health risks from using solaria Report to Ministry every 6 mths on the results of premise audits
51
7. PREVENTIVE INTERVENTIONS “population programmes delivered to individuals” a. Strategies Developing, implementing and managing primary prevention programmes (targeting whole populations or groups of well people at risk of disease: eg immunisation programmes). Developing, implementing and managing population-based secondary prevention programmes (screening and early detection of disease: e.g. cancer screening). b. Outcomes and Activities table Short Term Outcomes (the results that we‟re working towards) Immunisation Increased immunisation coverage, especially for priority groups
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Immunisation rates
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Immunisation coordination eg Participate in Immunisation Partnership Group implementation of the immunisation promotion plan Contribute to ITAG to increase uptake of influenza vaccine
MOH, NMDHB PHS Management
Progress against the immunisation health targets
Record of promotion initiatives Formal/informal feedback Public Health Nursing, Health Promotion
52
Short Term Outcomes (the results that we‟re working towards)
Short Term Outcome Indicators (how we‟ll monitor progress towards the results)
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Other immunisation promotion eg Pertussis vaccination among frontline health care workers
Lifestyle interventions
Systematic identification of and response to risk factors
Completeness of practice and hospital information on smoking, alcohol intake, and physical activity
Immunisation delivery through school-based vaccination programme, neonatal BCG vaccination programme and Outreach Immunisation Programme
PHNs
Record of delivery activities / initiatives Formal/informal feedback
ABC Smoking Cessation and smoke free health promotion
Smoke Free team /Health Promotion (not part of core contract)
Number of practices provided with ABC training
Develop an analytical tool for alcohol monitoring using routinely collected hospital data
Progress towards development/implementation of strategy
53
Short Term Outcomes
Screening and early detection
(the results that we‟re working towards) Early detection of cancer
Short Term Outcome Indicators (how we‟ll monitor progress towards the results) Coverage rates for cervical screening
Activities
Responsibilities
Performance measures
(what we‟ll do to get the result)
(who will do it and when)
(key measures of quantity or quality of activities)
Participate in Cervical Screening Working Group to develop and support district strategies to increase uptake
NMDHB Public Health Service Management
Record of strategies and outcomes
54
8. GLOSSARY/DEFINITIONS CBSD – Community Based Services Directorate CIMS – Co-ordinated Incident Management Systems CPO – Controlled Purchase Operations DWA – Drinking Water Assessor HPSTED – Health Promotion and Sustainability through Environmental Design MoU – Memorandum of Understanding NMDHB – Nelson Marlborough District Health Board PHO – Public Health Organisation PHRMP – Public Health Risk Management Plan
The Public Health Association also provide a useful summary of definitions: http://www.pha.org.nz/documents/PHANZDefinitionsinPublicHealth.pdf
55
9. APPENDICES
a. Financial Planning and Reporting Templates
Source of funding
Service line
MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core MoH-core
Communicable Diseases Physical Environments Social Environments (excluding HPS) Health Promoting Schools Injury Prevention Alcohol and Drugs Tobacco Nutrition and Physical Activity Sexual Health Refugee and Migrant Health Mental Health Well Child Infrastructure / Health Information Infrastructure / Workforce Development Infrastructure - Governance / Admin Support added as an overhead to each service line Infrastructure - Facilities refurbishment
MoH-core Grand Totals
Service grouping 1 Health Protection $ $
$ $
FTE Per Programme Group 1 Health Protection 418,713 3.10 618,179 5.02
29,987 35,524
0.11 0.33
Service grouping 2 Health Promotion
FTE Per Programme Group 2 Health Promotion
$ $ $ $ $ $ $
122,832 146,180 65,984 98,469 149,226 98,469 105,574
1.33 1.59 0.72 1.07 1.62 1.07 1.14
$ $
53,802 135,013
0.58 1.46
Service grouping 3 Infrastructure
$ $
56,243
0.50
$
42,635
50,027
FTE Per Programme Group 3 Infrastructure
1.00
0.42
Budgeted Total $
$ $ $ $ $ $ $ $ $
418,713 618,179 122,832 146,180 65,984 128,456 184,750 98,469 105,574
$ $ $ $
53,802 135,013 50,027 98,878
1.60
$ 1,158,646
9.05
$
1,018,184
11.00
$ $
53,000 103,027
2.60
$ 53,000 $ 2,279,857
Budgeted FTE
3.10 5.02 1.33 1.59 0.72 1.18 1.94 1.07 1.14 0.00 0.58 1.46 1.00 0.92 1.60 0.00 22.65
Utilising undespent revenue from 2012/13 to re-invest into Public Health for 2013/14 $53,000 Physical Environments - Drinking Water to clear the backload $53,000 Infrastructure Facilities refurbishment to rectify facilities that are due for refurbishment and repair (OSH requirements) Source of funding
Service line
MoH-Core MoH-Core MoH-Core
MoH revenue for Public Health Services Revenue carried Forward from 1012/13 Revenue from fees & charges against core public health services only NMDHB - Pay Jolt Adjuster (all service lines) contributes to DHB Corporate Overheads @ 20% total revenue Food Safety and Sustainability Drinking Water Facilitation
Other funder MafQual MoH-Non Core
Service Service Service grouping 1 grouping 2 grouping 3 50,027 $ 1,105,646 $ 1,018,184 $ $ 33,000 $ 73,000 $ 5,000 $
128,144
$ $ $
Total $ 2,173,857 106,000 5,000
164,764
$
292,908
$ 1,255,948
$ $ $ $
54,120 125,775 2,757,660
$
$ 54,120 $ 125,775 $ 1,451,685
$
50,027
56