Leadership for Health Innovation: Public Health Education and Entrepreneurship

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Leadership for Health InnovationPublic Health
Education and Entrepreneurship

• Professor Richard Parish
• Chief Executive
• Royal Society for Public Health

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Todays Presentation

• Focus on us the public health community
• Consider why public health is so often at the
  margins of political commitment
• Why have we not made more progress?
• The role of public health leaders and how we make
  the best use of the knowledge resource
• Challenging and provocative stimulate a debate

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The Royal Society for Public Health www.rsph.org.u
k
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The Royal Society for Public Health
The Royal Society for Public Health is an
independent, multi-disciplinary organisation,
dedicated to the promotion and protection of
collective human health and well-being. Through
advocacy, mediation, empowerment, knowledge and
practice, we advise on policy development
provide education and training services
encourage scientific research disseminate
information and certify products, training
centres and processes
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Royal Society for Public Health

• Newest and the oldest PH body
• National Awarding Body
• 100,000 students
• 1,450 education centres
• ISO Certification
• NGO Forum
• National health promotion support
• IUPHE, APHA, WFPHA
• John Snow Society

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Future Health Challenges

• Modern day NCDs and so called lifestyle issues
• Re-emerging communicable diseases
• Multi-resistant hospital acquired infections
• Emergency and disaster responses
• Impact of climate change
• Emerging communicable diseases

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Health in the Future

• Economic growth and
• sustainable development

2. Health care provision versus action on the
fundamental determinants of health
3. Potential adverse effects of the media and
IT and the obvious advantages of better
communication
4. Energy demand versus environmental impact
5. Improvements for the affluent at the expense
of the worst-off
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Unresolved Dilemmas and Challenges

• Growing inequalities
• Social injustice
• Governance and public accountability
• Ethics
• Multisectorality partners and unethical
  enemies

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If we dont succeed this, we run the risk of
failure
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Ottawa and Beyond 22 years of success?

• Five action areas progress?
• Three functional responsibilities competent?
• Pilots projects and demonstration areas

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Successes and Failures

• Successes Yes!
• But too often a failure in
• Political commitment
• Programme implementation
• Replication

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Implementation and replication?

• Limited capacity/Not enough staff?
• Inadequate resources?
• Lack of skills?
• Unsupportive policy climate?
• Wrong policy instruments?

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REASONS FOR FAILURE International Standards
Organisation

• inappropriate standard
• low level of resources
• inadequately trained personnel
• organisational constraints
• unclear objectives
• poor communication
• inaccurate audit methodology

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Real progress depends upon

• Using the full range of policy instruments
  (fiscal, legislation, regulation, organisational
  development, funding, accountability, human
  resource deployment, pooled resources)
• Capacity, capability and infrastructure
• Communication and co-ordination
• New research and evaluation paradigms

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Why are the policy-makers not begging public
health to help?

• Better health benefits
• Education
• Economic prosperity and wealth
• Social welfare
• Environment

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ASPHEREuropean Public Health Core Competencies
Programme

• Flexible competencies
• Populations change
• Different countries different needs
• Infrastructure
• Labour market
• Social norms
• Economic and environmental circumstances

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ASPHEREuropean Public Health Core Competencies
ProgrammeMethods in Public Health
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ASPHEREuropean Public Health Core Competencies
Programme
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ASPHEREuropean Public Health Core Competencies
Programme
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Public Health Training?

• Problem definition and evaluation
• V
• Change agents and implementation management

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Key Questions

• Should we better differentiate between public
  health scientists and implementation
  managers?
• Is the current curriculum too crowded?

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Implementing the Ottawa Charter

• Enable
• Mediate
• Advocate

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Quality Management for Quality Public Health

• What can we learn from other sectors and services?

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What should we measure?

• INPUTS PROCESSES OUTPUTS OUTCOMES

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• We tend to value the things we measure
• rather than
• Measure the things we value

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Is something missing in the DNA of
Public Health Practitioners?
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The art as well as the scienceof public health
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Replication and Mainstreaming
Impact and Evaluation
Implementation
Programme Planning
Intervention Strategy
Priorities
Problem Definition
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We learn from what we document But Do we
document everything we know?
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The Art not just the Science!

• Public health in Wales
• Tesco
• Wanless Review
• Child and Adolescent Health and Development
  Strategy

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The Assessment Tool

• Identify current policies and strategies that
  contribute to child and adolescent health
• Clarify the goals and objectives for which these
  policies and strategies have been formulated.
• Map the existing policy provision
• Assess the extent to which these are based on
  evidence.
• Identify any gaps in policy provision.
• Enable policy-makers to determine whether they
  have utilised the full range of policy
  possibilities

Professor Richard Parish, Chief Executive, Royal
Society of Health, United Kingdom
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The Assessment Tool

• Identify whether the necessary information
  systems are in place to assist in policy
  formulation, implementation management, and
  outcome evaluation.
• Identify the sectors and key players involved in
  planning, implementation, evaluation and
  accountability.
• Assess the extent to which national policies and
  strategies have been implemented in practice.
• Determine the adequacy of the existing
  infrastructure required for the successful
  implementation of national policies and
  strategies, and identify any additional measures
  that might be required

Professor Richard Parish, Chief Executive, Royal
Society of Health, United Kingdom
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Policy Options
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Professor Richard Parish, Chief Executive, Royal
Society of Health, United Kingdom
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The Assessment Exercise

• What?
• Why?
• Where?
• How?
• When?
• Which?

Professor Richard Parish, Chief Executive, Royal
Society of Health, United Kingdom
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Human Resources

• Skills
• Location and deployment
• Recruitment and training
• Is there a Plan?

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Map the Communitys Assets
Half empty

• facilities
• networks
• community organisations
• communication structures
• local identity
• media

Half full
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I have a vision for the future as well as the
past!
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Supporting Practitioners
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You must learn from the mistakes of others you
will never live long enough to make them all
yourself
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Most of the pieces, but we dont yet have the
jigsaw!
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• Competencies
• Science
• Differentiation and
• specialisation?
• Art of public health?

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The Missing Links

• Leadership development
• Mentorship
• Better use of existing leaders and those who have
  recently retired
• Draw on other disciplines
• Learn the language and culture of others
  recruitment, secondment, etc
• International Journal of Public Health Failures

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If you always do what you have always done, you
will always get what you have always had
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One ship sails east and another sails west With
the self same wind that blows Tis the set of the
sails and not the gales That determines the way
we go Like the winds of the sea are the winds of
fate As we journey along through life Tis the
set of the soul that determines the goal And not
the calm or the strife Ella Wheller Wilcox
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