Author: Digital team
No results.
No results.
All programmes are monitored and evaluated with a focus on ensuring that successes can be built into ‘business as usual’ practice.
All programme plans must add value and ensure efficient use of collective resources. Programmes will seek to make the best use of collective resources to better meet the holistic needs of citizens.
Partners are equal members and decisions are made transparently. All partners, including people with lived experience have an equal voice in decision making.
All programmes are developed with a shared set of outcomes which are jointly developed and owned by partners. Partners share accountability for the outcomes of the programmes.
Delivery teams use the best available evidence from population and public health data and information to inform decision making. Programmes are developed based upon Joint Strategic Needs Assessments, population health management data and local intelligence.
People with lived experience are expected to be involved, from the developmental stages, through to the delivery of the programme. ‘I’ or ‘we’ statements are co-produced with people with lived experience to set desired outcomes.
We will use the Public Health Outcomes Framework indicators on income and earnings, employment, education and training and fuel poverty.
We will work with partners on sharing local data and insight on employment, income, and cost of living pressures.
Hearing the voice of our citizens through local services including welfare advice, foodbanks, and community engagement is really important. The Financial Resilience Partnership conduct an annual survey.
We will know if we have made a difference if:
We will use the Public Health Outcomes Framework indicators on the proportion of Reception and Year 6 children who are living with overweight and obesity; and the proportion of adults living with overweight and obesity.
In addition, we will look at change in variables on diet quality such as the proportion of the adult population meeting the recommended ‘5-a-day’ on a ‘usual day’, and proportion of physically active children and young people, and adults.
We will work with partners to share local data and insight including service evaluations. It remains important to capture lived experience and while some changes will take time before they are ‘felt’ by individuals, others may have a more noticeable short-term impact. Open conversations with our residents; community organisations and wider stakeholders will also guide our learning.
In order to be successful in reducing the number of current smokers; stop young people starting smoking; and bring about a change in social norms in Nottingham City, the strategy will need to be jointly owned by multiple stakeholders.
We will use the Public Health Outcomes Framework indicators on the proportion of adults who smoke; the proportion of 15 year olds who are regular smokers; and smoking status at time of delivery. In addition to data collected via the annual population survey, local data on the proportion of adults who smoke is also collected via the Citizen’s survey.
We will also work with partners to share local data on the number of smokers achieving a 4 week quit-rate as a whole and by provider to ensure opportunities to learn from best practice. Local data on enforcement and actions taken to tackle illicit tobacco will also be sought.
through the procurement and provision of services. This means addressing economic, social and environmental considerations at every stage when we are commissioning, procuring and providing services to support the delivery of this Strategy, in line with the Public Services (Social Value) Act 2012. This means taking in to account broader benefits for the local economy and environment when making decisions.
There are some issues that impact across lots of different priorities and so need to be considered. Mental health, oral health and substance misuse will need to be considered in all our plans.
We want to make changes that improve peoples lives. This means that we want to focus on outcomes. Working with our communities, we will be developing an understanding of what matters to them.
Recognising the diversity that exists across Nottingham and working closely with community groups to tailor services to their specific needs
Services are often developed to tackle a physical condition without considering the role that mental health and wellbeing may play. It is really important that we think about mental health and emotional resilience in interventions where we want people to sustain a behaviour changes, such as smoking or weight management.
Recognising that experiences and needs vary across all life stages from starting well (children, young people and families), to living well (adults of working age) and ageing well (older adults). Different risk factors for poor health and inequalities can be important at particular stages of life. Risk factors can also accumulate across the life course, increasing the negative effect on our health and wellbeing. The Delivery Plan for each priority will consider the needs of groups at each stage of the life course to identify areas where we most need to improve health outcomes.
Recognising and supporting the growing contribution of voluntary, community and social enterprise organisations to improving health and wellbeing, and the role of the public, in particular individuals with lived experience in the development of approaches, interventions and services.
Actions will focus on preventing people from becoming unwell or having poor health and wellbeing. The earlier action is taken to prevent or resolve a problem the better the outcome.