Planning and public health
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A case study from planning law and some principles of public health in local government
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Plus de Professor Jim McManus AFBPsS,FFPH,CSci, FRSB, CPsychol
Plus de Professor Jim McManus AFBPsS,FFPH,CSci, FRSB, CPsychol (20)
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Planning and public health
- 1. 16th May 2011 WM Learning for Public Health Event Jim McManus Joint Director of Public Health Partnership Working for health improvement in Planning : from core strategy to public health SPD
- 2. Coverage • Issues in partnership working and local government policy making • Understanding complex roles and duties and building partnerships within them – Elected Members – Officers – NHS and other stakeholders – Community stakeholders • Understanding and taking forward the role of planning in public health
- 3. Working with local government 1. Don’t adopt a deficit approach 2. Don’t lecture them on planning law unless you know it better 3. Do know some local government law 4. Do understand their priorities, strategies and constraints 5. Understand the officer-member relationship 6. Understand political restriction
- 4. Problems • Culture • Understanding • Previous Experience
- 5. Current State 1. Input into the Core Strategy 2. Review by DH NST 3. Joint Planning and HAOSC Process overseen by members 4. Member sponsored seminar 5. Options appraisal
- 6. An integrated obesity strategy (truncated due to space) Primary Prevention Secondar y Prevention Tertiary Prevention Current Performanc e Area of Work and timescale to deliver visible results Planning Timescale 2-15 years • Planning restrictions on hot food takeaways to ensure vibrant town centres and diverse food choice • This is not really a role for planning Poorly performing Leisure and Sport Timescale 1-5 years • Getting people more active as a routine part of their week • Integrated care pathway covering all agencies Be Active and Be Active + offered. Sports Partnership also engaged.
- 7. Planning, Development and Environment • Core Strategy • Strengthen Supplementary Planning Document on local centres • Public Health Supplementary Planning Document • Local Transport Plan 3 • New supermarket etc developments
- 8. Everything other than Be Active Planning, Development and Regeneration Planning Interventions Infrastructure Interventions Development Interventions •Core Strategy •Transport Plan 3 •Decent Homes Plan •New supermarket developments •Public health responsibility deals with business •Supplementary Planning document on local centres •Public Health Supplementary Planning Document Local Authority Expertise already NHS PH Lead Joint
- 9. Everything other than Be Active Education, Social Care, Housing Social Care Education Housing •Nutrition standards in day, residential and domicillary care •Prevention guide •Specific health gain service (Bourneville Trust) •29 schools programme •Healthy Schools programme •Healthy Tums •School Catering Awards •Decency standards •Green infrastructure Local Authority Expertise already NHS PH Lead Joint
- 10. Timeframes of impact/yield Years0 1 5 10 15 Planning Frameworks and Core Strategies Education Vitamin Supplements Decent Homes Air Pollution Primary Care Air Pollution Decent Homes Reducing Worklessness Primary Care
Notes de l'éditeur
- I am going to talk about our experience of trying to address issues as they arose In most emergencies issues arise you do not plan for In this flu pandemic, we had neither a slow rising tide nor a flash flood experience but a mix of different issues in different parts of the country and the city I think what comes out of this is the need to seek to predict what systems of the City’s life will be most affected given what we now know, and then seek to make those resilient My guesses are most cities will see schools, nurseries and social care very affected In delivering this I am focusing on Local Authority services because this is a local authority seminar. I will, inevitably, do injustice to NHS family colleagues because of this. Setting up out of hours flu centres, for example, was a valuable experience for us. And the work of BADGER in developing clinical good practice in assessment and response is just one important piece of work from Birmingham I won;’t be able to do justice to. I will also inecvitably underestimate the role of the Birmingham Resilience Team and the multi-agency Birmingham Resilience Group. These have been hugely important and positive experiences.