City of Salisbury
Regional Public Health Plan February 2015
Regional Public Health Plan
INTRODUCTION “Health is a resource we all need for everyday life. When we are well connected and satisfied with our lives, our ability to work and learn expands, our quality of life improves, our families and communities are stronger and our community is safer”1. The inaugural City of Salisbury Regional Public Health Plan (the Plan) is an important strategic document that will guide Council’s work to improve the health and wellbeing of the Salisbury community into the future. The health and wellbeing of the Salisbury community has always been a high priority of the Council with Salisbury’s commitment and roles reflected within Salisbury’s City Plan 2020 ‘Sustainable Futures’ and Salisbury’s numerous action and business plans. This plan for the first time brings together and recognises the significant contribution Council makes to the health and wellbeing of the community and strategically plans for enhancement into the future.
1
City of Salisbury
Regional Public Health Plan
PUBLIC HEALTH PLANNING Council is responsible for developing and maintaining a Regional Public Health Plan for the purposes of our operations under the SA Health Act 2011. The Act recognises council as the Public Health authority in their area. This is in recognition of the contribution of councils towards their community’s health and wellbeing through their influence on local environments. They are in the best position to lead public health actions in their own community. While councils do not have prime responsibility for every public health issue identified within their community they are able to recognise and understand them within the context of other issues, needs and priorities. The State Government is also required to develop a State Public Health Plan. The State and Regional Public Health Plans are interlinked; the State Plan needs to include issues from the Regional Plans and Regional Public Health Plans needs to be consistent with the State Plan where appropriate.
What is Public Health? The South Australian Public Health Act 2011 defines public health as the following: Public health means the health of individuals in the context of the wider health of the community.
2
City of Salisbury
Public health may involve a combination of policies, programs and safeguards designed: > To protect, maintain or promote the health of the community at large, including where one or more persons may be the focus of any safeguards, action or response; and > To prevent or reduce the incidence of disease, injury or disability within the community.
The Determinants of Health The social determinants of health recognise that health is not just influenced by our genetics, lifestyle or behaviours. It is influenced by the circumstances in which people are born, grow up, live, work, age, and the systems put in place to deal with illness. These circumstances are in turn shaped by a wider set of forces; economics, social policies, and politic. The Social Determinants of Health framework2 identifies that to influence health outcomes we need to change environments that influence health. We cannot continue to simply deal with illness after it appears, or keep exhorting individuals to change their attitudes and lifestyles, when the environment in which they live and work gives them little or no choice or support.
Regional Public Health Plan
The social determinants of health are mostly responsible for health inequities – the unfair and avoidable differences in health status across groups in society – are those that result from the uneven distribution of social determinants. People in lower socio-economic groups are more likely to experience chronic ill-health and die earlier than those who are more advantaged. Health inequalities also exist between different genders and different ethnic groups (see Figure 1).
State of Health and Wellbeing There is a large amount of data available to demonstrate the state of health and wellbeing in the Salisbury community. The following info-graphic provides a summary of a selection of key data for the Salisbury community:
City of Salisbury Regional Public Health Plan Development Council conducted an internal audit, research, population health analysis and internal consultation to form a strong evidence base for the development of the actions contained within the City of Salisbury Regional Public Health Plan. The audit and a Key Challenges and Trends for the City of Salisbury paper are contained in separate documents. FIGURE 1: SOCIAL DETERMINANTS OF HEALTH FRAMEWORK
3
City of Salisbury
Regional Public Health Plan
City of Salisbury
Key
City of Salisbury
%
State of Health and Wellbeing
Greater Adelaide
%
Population Profile
16%
18%
54%
12%
under 11
between 12-24
between 25-65
over 65
14%
17%
53%
15%
+
=
=
31% 28%
households
28%
Top 3 Countries of Birth
25%
born overseas
=
4%
people with severe disability living in community
couple with kids
=
5%
1. United Kingdom
2. Vietnam
8.4%
4%
2.4%
8.3%
3. Philipines
1.3%
1%
0.6%
3% poor English level
Education
+ over 15 yo
City of Salisbury
38%
+
47%
completed year 12
12 James Street, Salisbury, SA, 5108 Telephone: 08 8406 8222 Email: city@salisbury.sa.gov.au
4
=
15 - 19 years
DATA SOURCED FROM THE:
=
75% 81%
earning and learning
Australian Bureau of Statistics, 2011 Census Public Health Information Development Unit (PHIDU) Social Health Atlas of Australia LG A Public Health Act http://www.atlasesaustralia.com.au/LGA_PH_Act.htm
Regional Public Health Plan
Personal Health & Wellbeing 48%
22%
18%
51%
19%
15%
fair/poor self health assessment
smokers
14%
39%
adult daily recommended fruit consumption
12%
35%
physical inactivity
high/very high psychological distress
Median age at death
6%
7% 4%
5% 4 yo girls
Obese
80 83
4 yo boys
19%
75 78
22%
17%
17% Obese adults
AEDI
SEIFA
children developmentally vulnerable
social disadvantage score
31%
937
female
male
Income & Wealth
housing stress mortgage holders 993
23%
12% 8%
Employment housing stress renters engaged in volunteer work
unemployed looking for work
12 James Street, Salisbury, SA, 5108 Telephone: 08 8406 8222 Email: city@salisbury.sa.gov.au
12%
28% 27%
18% median household income per week
7%
$1021 $1106
6%
DATA SOURCED FROM THE:
Australian Bureau of Statistics, 2011 Census Public Health Information Development Unit (PHIDU) Social Health Atlas of Australia LG A Public Health Act http://www.atlasesaustralia.com.au/LGA_PH_Act.htm
5
City of Salisbury
Regional Public Health Plan
Priority Areas and Actions The City of Salisbury undertakes many initiatives that contribute to the health and wellbeing of the community as outlined in the audit. However the Salisbury community continues to face a number of significant health challenges that we need to continue to recognise and consider as a part of our planning and deliverables into the future. Ongoing implementation of Council’s following plans will contribute to the community’s health and wellbeing:
• Ageing Well Priority Actions for an Ageing Population
• Youth Action Plan • Learning Action Plan • Beyond the Ramp Social Inclusion Planning Framework
• The Game Plan - open space and recreation action plan
• Sports Development Framework; • Cultural Strategy • Reconciliation Action Plan • Play Space Action Plan • Safer Salisbury Strategy and Action Plan • City of Salisbury Landscape Plan • Building City Pride Strategy • Drug and Alcohol Framework Responses to the identified key issues and challenges facing the Salisbury community will be responded to during the development of the following plans and discussion papers currently under development or to be developed:
• Social Infrastructure Plan • Growth Action Plan • Integrated Transport Plan • Walking and Cycling Strategy
6
City of Salisbury
• Resilient Salisbury – Environmental Action Plan • Ageing Action Plan – next iteration • New Arrivals and Culturally and Linguistically Diverse Population Discussion Paper
• Learning Action Plan – next iteration • Digital Strategy • Affordable Living Strategy • Families and Children Discussion Paper • Food Security Action Plan The identified key challenges facing the Salisbury community have been or will be addressed in the strategies, action plans and discussion papers outlined above however the following critical areas have been identified as key focusses over the next five years:
• Mental Wellbeing • Healthy Living, Healthy Eating and Being Active • Early Childhood Development • Healthy and Connected Built and Natural Environments
• Building Excellence – Developing Capabilities
Regional Public Health Plan
Key responses for each of these areas are outlined below.
• The provision of services and programs that
provide opportunities for community members to learn, interact, contribute to their community and keep their minds active.
MENTAL WELLBEING Good mental health is a sense of wellbeing, confidence and self-esteem. It enables us to fully enjoy and appreciate other people, day-to-day life and our environment. When we are mentally healthy we can form positive relationships; use our abilities to reach our potential; and deal with life’s challenges3. Australia like most modern societies is facing serious mental health challenges:
•
One in five people will experience a mental health problem or illness each year,
• 45% of people will experience a mental health
problem or illness at some point during their lifetime and more than 75% of these people will have their first episode before 25 years of age; and
•
Mental illness can affect men, women and children of all ages and cultural backgrounds4.
Mental illness has significant impacts on individuals, carers, families and the wider community as well as significant social and economic costs. Social isolation is one of the most serious mental and physical health risks facing our community. Risk factors that have been identified which contribute to social isolation include health and disabilities, loss of a spouse, living alone, unemployment, ageing, transportation issues and societal adversity5. For example, studies of elderly people and social isolation concluded that those without adequate social interaction were twice as likely to die prematurely6. Local government plays a role in the mental wellbeing of their communities. Roles include:
• The provision of attractive and well-designed open space and urban environments that support active living, physical activity and opportunities for social interaction which have been shown to reduce mental fatigue and stress; and
STATE OF MENTAL WELLBEING IN SALISBURY Data
• 13.8% of the Salisbury population reported that
they had high or very high levels of psychological distress which is above metropolitan average
• 11.1% of males and 12.6% of females
are estimated to have mental and behavioural conditions as a long-term condition which is above the metropolitan average
• There are notably more deaths from suicide before 75 years age compared to the metropolitan average
• Higher level of clients aged 18 years and over
who were clients of government funded community mental health services which is 5% more clients than the metropolitan average
• Nine out of 10 people in Salisbury (90.5%) were
estimated to be able to get support in times of a crisis which is consistent with the metropolitan average
Consultation Findings
• Mental illness was identified through
the consultation as a key issue for the Salisbury community
• Increasing numbers of community members
with mental health issues are being referred or self-referring to community centres to become actively involved in programs or volunteering
• Social isolation is identified as a significant
factor facing many residents. The importance of Council’s community development programs and service delivery in reducing this isolation were highlighted during consultation
City of Salisbury
7
Regional Public Health Plan
• Squalor and hoarding were identified as
emerging issues that require a cross agency response in the northern region
• Adult protection – the lack of awareness and ability to respond to this emerging issue was raised during consultation
STRATEGIC CONTEXT State Public Health Plan: SA: A Better Place to Live
• Strategic Priority 1: Stronger and healthier communities and neighbourhoods for all generations
• Strategic Priority 2: Increasing opportunities for
healthy living, healthy eating and physical activity
City of Salisbury: Key Direction 3 - The Living City
• Objective 1: To have a community that embraces healthy and active lifestyles
• Objective 2: To have an engaged community with a strong sense of vitality, pride and belonging
• Objective 3: To have a city where quality of life is •
• The proportion of residents who are involved in community activities,
• The level of satisfaction with the quality of life in the Salisbury Council area; and
• The level of satisfaction and dissatisfaction with particular aspects of quality of life.
POPULATION HEALTH AND WELLBEING INDICATORS The following indicators are long-term population indicators measured by the Australian Bureau of Statistics National Health Survey approximately every five years. These indicators will continue to be monitored however the results need to be taken with caution as they are influenced by a number of factors outside the City of Salisbury’s control. The indicators include:
achievable
• Proportion of the population who had high or very
Objective 4: To have a community that aspires to and embraces learning as a lifelong goal
• Percent of males and females estimated to have
POTENTIAL PARTNERS State Public Health Plan: SA: A Better Place to Live
• Northern Community Mental Health • nc-21 (Northern Connections) • SAHMRI Wellbeing and Resilience Centre • Centacare, Anglicare and other non-government organisations
• University of Adelaide/University of South Australia PERFORMANCE MEASURES The actions outlined in the following pages will be evaluated individually to determine if successful outcomes are achieved.
8
The biennial Community Perceptions survey measures changing community views over a set period. The questions that are broadly related to the mental health of the community are:
City of Salisbury
high levels of psychological distress,
long-term mental or behavioural conditions,
• Number of deaths from suicide before 75 years age,
• Levels of clients aged 18 years and over who were clients of government funded community mental health services; and
• Community connectedness and the ability to get support in times of crisis.
Regional Public Health Plan
Objective 1: To deliver initiatives that will enhance the mental wellbeing of the Salisbury community Action
Council Roles
Responsibility Resource
Timeframe
NEW RESPONSES 1. Improve the capacity of City of Salisbury’s service delivery to appropriately refer and support the increasing number of people with mental health issues accessing Council’s services
Advocate
Community
Response
December
Facilitate
Development:
development -
2015
•
Build and foster relationships with other organisations and networks to share knowledge and build partnerships
•
Advocate for an increase in appropriate responses by other agencies and government departments
2. Build and measure the wellbeing of the Salisbury community to reduce mental illness, increase resilience and enable citizens to flourish. This is in response to the recommendations by Thinker in Residence Professor Martin Seligman as outlined in “Building the State of Wellbeing: A Strategy for South Australia” •
Collaborate with northern regional stakeholders and the SAHMRI Wellbeing and Resilience Centre to develop and deliver a community wide Northern Adelaide Resilience Program
•
Develop a City of Salisbury response to deliver positive psychology initiatives to the community
3. Build the capacity of the City of Salisbury to respond to squalor and hoarding issues within the community •
Support the development of a cross agency northern squalor and hoarding taskforce
•
Develop City of Salisbury and cross agency protocols
4. Raise awareness and advocate for Adult Protection
•
Community Health and
Delivery of staff and volunteer training to increase knowledge of mental health issues, referral pathways and appropriate responses within the parameters of their role
•
•
Service Delivery
Wellbeing Libraries and Community
existing operating budgets Response implementation – to be determined
Centres
Facilitator
Community
Existing operating
2014/2015 &
Leader
Development:
budgets
ongoing
Service Delivery
Community Health and Wellbeing
New Initiative 2015/2016
Facilitator
Community
Existing operating
December
Advocate
Development:
budgets
2014
2014/2015
Community Health and Wellbeing Division Facilitator
Community
Existing operating
Advocate
Development
budgets
Support the establishment of community networks for adult protection to promote education and awareness of abuse and the framework for responding to abuse
Community
Support the development of a policy and legislative framework on adult protection at State Government level
Division
Health and Wellbeing
9
City of Salisbury
Regional Public Health Plan
Objective 1: To deliver initiatives that will enhance the mental wellbeing of the Salisbury community Action
Council Roles
Responsibility Resource
Timeframe
EXISTING RESPONSES 5. Comorbidity Action in the North (CAN) research project in partnership with the University of Adelaide
Partner
Community
Existing operating
2014/2015
Development:
budgets
•
Community Planning and
Support the University to study barriers to accessing effective comorbidity care by both mental health and alcohol and other drug services in the northern region of South Australia
Vitality
6. Building City Pride Strategy
Facilitator
Community
Existing operating
•
Advocate
Development
budgets
Service Provider
Community
Existing operating
Leader
Development
budgets and
Delivery of the critical actions identified in the City Pride Strategy as outlined in the objectives to improve the amenity and visual appearance of the City; strengthen social networks and community cohesion and promote the merits of the City as a great place to live, work and play
7. Continue to deliver the following City of Salisbury programs and services that support positive mental health: •
Home and Community Care (HACC) social programs that operate from 3 Seniors Centres in Salisbury: Jack Young Centre located in Salisbury, the Para Hills Centre and Pine Lakes House at Parafield Gardens
•
Delivery of the Cultural HACC Social Program. This program works with nine culturally and linguistically diverse (CaLD) communities to support their older members to receive appropriate community aged care services and meet in social settings
•
City of Salisbury Volunteer Program engages approximately 575 volunteers to support the delivery of 25 programs across the City of Salisbury
•
Provision of the City of Salisbury’s six community centres, Mawson Centre and Twelve25. All play a vital role in supporting and developing social and educational life within the City. They do this by delivering lifelong learning opportunities that support social wellbeing, foster intellectual and personal growth, and provide pathways into further education, training and employment
•
Provision of the City of Salisbury’s five libraries. Libraries provide places where people of all ages and nationalities meet, read, learn and access information
10
City of Salisbury
Facilitator
external funding
ongoing
Ongoing
Regional Public Health Plan
Objective 1: To deliver initiatives that will enhance the mental wellbeing of the Salisbury community Action •
•
Early childhood development programs Partner including Books R4 Babies; Giggle Time; Family Literacy; ABC 30+3 and Story Time and the provision of Family Reading Centres. These programs have multiple outcomes for families and children including reduction in social isolation, development of cognitive skills (language, literacy, numeracy and cognition) and the development of strong relationships between parents and child. Studies have shown reading to children increases academic and life skills outcomes; demonstrating this early-life intervention is beneficial for the rest of the child’s life
Responsibility Resource
Timeframe
Community
Existing operating
2014/2015
Development:
budgets
Community Planning and Vitality
Provision of recreation services through the City of Salisbury’s three recreation centres. The centres provide health and fitness benefits and the opportunity for the development of community connections
8. The provision of quality and usable open space and recreation grounds •
Council Roles
Attractive well designed open space is restorative and reduces mental fatigue and stress and promotes opportunities for active living and opportunities for social interaction
Owner
Community
Existing operating
Development,
budgets
Ongoing
City Development & City Infrastructure
11
City of Salisbury
Regional Public Health Plan
HEALTHY LIVING, HEALTHY EATING AND BEING ACTIVE Over the past two decades the number of people in the community who are overweight, obese and with insufficient levels of physical exercise has significantly increased. Being overweight, obese or physically inactive are major risk factors for many non-communicable conditions (such as type 2 diabetes, stroke, ischaemic heart disease and certain forms of cancer) as well as contributing to overall mortality. Chronic diseases are among the most prevalent, costly and preventable of all health problems and remain the major cause of death and disability among South Australian adults. This threatens our individual health and the productivity, vitality and eventually the prosperity of our community. Excessive weight and sedentariness can be reduced by even small changes in how active we are and in what we eat. These changes may be a matter of personal choice but the choices can be greatly influenced by the opportunities available to us. Planning for healthier communities and neighbourhoods can boost opportunities for more physical activity as well as improving access to and availability of fresh, nutritious and safe food.
Access to Healthy Food The accessibility and availability of healthy local food impacts on the choices that community members make. Factors that influence choices are the type and location of food outlets, affordability, knowledge of how to use healthy food and the availability of healthy choices. Healthy choices become easy choices because of the way people use good food products in their local community.
Urban Planning & Development Our lifelong health and wellbeing and chronic disease rates are affected by the design of the built environment.
12
City of Salisbury
The way cities, towns and neighbourhoods are planned and designed impacts on people’s opportunity to walk, cycle and use public transport, to access healthy food and to participate in community life.
STATE OF HEALTHY LIVING, HEALTHY EATING AND BEING ACTIVE IN SALISBURY Data
• Fruit and vegetable consumption – Less than half of the adult population and just over half of the children between five and 17 years in Salisbury met the daily recommended fruit consumption
• Physically inactive – population health data
has identified that a greater proportion of the Salisbury community are physically inactive than the metropolitan Adelaide area
• Salisbury has significantly higher levels of children
and adults who are either obese or overweight than greater Adelaide. There is a high proportion of Salisbury community members who: > Report their health as fair or poor, > Have types 2 diabetes; and > Have high levels of potentially avoidable hospital admissions.
Consultation Findings
• The City of Salisbury currently takes into
consideration health implications in its planning and design of the built environment. However improvements could be made to develop a systematic approach to considering health implications in decision making, to seek synergies and to evaluate the outcomes and impacts of our decision making.
• Being active and healthy eating have been
identified as critical preventative measures that provide significant health and wellbeing outcomes for the Salisbury community.
Regional Public Health Plan
• Federal and State Government funding for
preventative program delivery will be a critical for the ongoing delivery or development of programs into the future.
STRATEGIC CONTEXT State Public Health Plan: SA: A Better Place to Live
• Strategic Priority 1: Stronger and healthier communities and neighbourhoods for all generations
• Strategic Priority 2: Increasing opportunities for
healthy living, healthy eating and physical activity
City of Salisbury: Key Direction 3 – The Living City
• Objective 1: To have a community that embraces healthy and active lifestyles
• Objective 2: To have an engaged community with a strong sense of vitality, pride and belonging
• Objective 3: To have a city where quality of life is achievable
POTENTIAL PARTNERS
• Satisfaction with access to streets and walkways, • Satisfaction with provision of recreation and community facilities,
• Satisfaction with recreational areas; and • Satisfaction levels with parks and reserves, walkways or trails.
The City of Salisbury undertakes an open space survey approximately every two years. The question that is related to the level of physical activity is:
• Frequency of visits to open space within the City of Salisbury.
POPULATION HEALTH AND WELLBEING INDICATORS The following indicators are long-term population indicators measured by the Australian Bureau of Statistics National Health Survey approximately every five years. These indicators will continue to be monitored however the results need to be taken with caution as they are influenced by a number of factors outside the City of Salisbury’s control. The indicators include:
• SA Health • Centacare, Anglicare and other non-government
• Physical inactivity – estimated number of people
• University of Adelaide/University of South Australia
• Obese and overweight – estimated number of
organisations
PERFORMANCE MEASURES
aged 15 years and over who reported being physically inactive,
males/females aged 18 years and over reporting their height and weight at levels assessed as being overweight or obese,
The actions outlined in the following table will be evaluated individually to determine if successful outcomes are achieved.
• Self-assessed health as fair or poor – estimated
The biennial Community Perceptions survey measures longitudinal changes. The questions that are related to the community’s accessibility of opportunities to be physically active are:
• Fruit consumption
• Satisfaction with the range of community groups and sports clubs,
• Satisfaction with access to parks and reserves,
population aged 15 years and over reporting their health as ‘fair or poor’; and > Estimated number of children aged five to 17 years with a usual daily intake of two serves of fruit > Estimate number of people aged 18 years and over with a usual daily intake of two serves of fruit
13
City of Salisbury
Regional Public Health Plan
Objective 2: To provide and increase opportunities to live healthy lifestyles, have access to healthy food and be physically active Action
Council Roles
Responsibility Resource
Timeframe
NEW RESPONSES 1. Food Security Action Plan
Leader
Community
Existing
Endorsement
Facilitator
Health and
Operating
June 2016
Wellbeing
budgets
Implementation
•
Endorsement and implementation of a City of Salisbury Food Security Action Plan to improve access to quality healthy food that is affordable and appealing to the Salisbury Community
2. Healthy Catering Policy •
ongoing
Leader
Develop and implement the draft City of Salisbury healthy catering policy. This policy will improve access to and availability of healthy food and drink choices for Council staff, Elected Members, volunteers, and communities
Business
Existing operating Endorsement
Excellence:
budgets
June 2016
People and
Implementation
Culture;
ongoing
Community Health and Wellbeing
3. Walking and Cycling Strategy •
Facilitator Endorsement and implementation of a Walking and Cycling Strategy to guide future planning, development and programs for inclusion in the Integrated Transport Strategy that recognises the importance of walking and cycling for health benefits (either for leisure or as a mode of travel)
4. Continuation of successful key initiatives following the completion of the Healthy Communities Initiative a) Prioritise the behaviour change actions outlined in the Cycling and Walking Strategy. Including: i. Promotion of Greenways Trails Network via printed and digital media ii. Investigate the opportunity of a free bike hire scheme iii. Education – raising awareness of shared path etiquette for cyclists and walkers b) Investigate the possibility of opening a volunteer based “Bike Kitchen” in the Salisbury area to provide an opportunity for people to learn and share skills in bike maintenance in a supportive community environment c) Facilitate and support the establishment of a local Bicycle User Group (BUG)
14
Leader
City of Salisbury
Service delivery
City
Existing operating December 2014
Development:
budgets
Urban
New initiative
Planning and
bids for identified
Development
actions
Community
Existing
Development:
Operating
Community Health and Wellbeing
December 2015
Regional Public Health Plan
Objective 2: To provide and increase opportunities to live healthy lifestyles, have access to healthy food and be physically active Action
Council Roles
Responsibility Resource
Timeframe
d) Develop a Community Garden information guide and policy framework to establish and define Council’s position on Community Gardens in the City.
Service delivery
Community
Existing
December 2015
Development:
Operating
Community Health and
e) Incorporate the role of Heart Foundation Walking Local Coordinator and Cycle Salisbury Coordinator into an existing council role 5. Healthy Living, Healthy Eating and Physical Activity programs •
Facilitator
Community
Existing
Advocate
Development:
Operating
Community
Budgets
Explore opportunities and advocate for the delivery of accessible and sustainable community based healthy living, healthy eating and being active programs. The majority of City of Salisbury’s current program delivery is externally funded (OPAL and HCI). This action will consider the external environment including the State and Federal Government policies, funding opportunities and opportunities for partnership development
EXISTING RESPONSES 1. Provision of quality and usable open space and recreation grounds •
Wellbeing
Ongoing
Health and Wellbeing
Leader
Community
Existing
Service Provider
Development:
Operating
Community
Budgets
Attractive well designed open space promotes opportunities for active living
Ongoing
Planning and Vitality, City Infrastructure and City Development
2. Continue to consider the health implications of Leader the design of the built environment Service Provider • The way cities, towns and neighbourhoods are planned and designed impacts on people’s opportunities to walk, cycle and use public transport; to access healthy food; recreate and to participate in community life.
Community
Existing
Development:
Operating
Community
Budgets
3. Ongoing delivery of the Sports Development framework action.
Leader
Community
Existing
Service Provider
Development:
Operating
Community
Budgets
Ongoing
Planning and Vitality
Ongoing
Planning and Vitality
15
City of Salisbury
Regional Public Health Plan
Objective 2: To provide and increase opportunities to live healthy lifestyles, have access to healthy food and be physically active Action
Council Roles
Responsibility Resource
Timeframe
4. Ongoing Delivery of recreation opportunities from the City of Salisbury’s recreation centres
Leader Service
Community
Existing
Ongoing
Provider
Development:
Operating
Recreation
Budgets
Services 5. Continue to provide City of Salisbury’s volunteer program and deliver on the actions outlined in the Volunteer Strategic Management Framework
Leader
Community
Existing
Service Provider
Development:
Operating
Community
Budgets
Ongoing
Health and Wellbeing 6. Continue to deliver positive ageing programs Leader from the Community Health & Wellbeing division Service Provider
Community
Existing
Development:
Operating
Community
Budgets
Ongoing
Health and Wellbeing 7. Implementation of Council’s declaration of Leader smoking bans where junior sport is played under Service Provider the Recreation Grounds (Regulations) Act 1931
Community
Existing
Development:
Operating
Community
Budgets
Planning and Vitality
16
City of Salisbury
Ongoing
Regional Public Health Plan
EARLY CHILDHOOD DEVELOPMENT Research clearly links outcomes in adulthood to the support and opportunities provided in early childhood experiences. Relationships and attachments children make in the early years provides the context for all learning. “When we invest wisely in children and families, the next generation will pay that back through a lifetime of productivity and responsible citizenship. When we fail to provide children with what they need to build a strong foundation for health and productive lives, we put our future prosperity and security at risk”9.
STATE OF HEALTH AND WELLBEING
• Significantly higher rates of women smoking during their pregnancy (18.2%) compared to metropolitan average (13%); and
• Higher level of children (0-19 years of age) with
a mental health issue who are clients of Child and Adolescent Mental Health Service (CAMHS) 18% higher than metropolitan average.
Consultation Findings Consultation identified that the City of Salisbury currently does not have an overarching strategic direction that outlines councils’ role in service and infrastructure provision, planning, advocacy and community development for children.
STRATEGIC CONTEXT
Data Salisbury has a higher population of families with young children than Greater Adelaide (16% compared to 14%). Key challenges that have been identified in the population health data for Salisbury’s families and children are10:
• Comparatively high levels of early
childhood vulnerability in one or more domains of the Australian Early Childhood Development Index compared to the metropolitan average;
State Public Health Plan: SA: A Better Place to Live
• Strategic Priority 1: Stronger and healthier communities and neighbourhoods for all generations
• Strategic Priority 2: Increasing opportunities for
healthy living, healthy eating and physical activity
City of Salisbury: Key Direction 3 - The Living City
• Objective 1: To have a community that embraces healthy and active lifestyles
• Low levels of literacy and numeracy skills
• Objective 2: To have an engaged community with
• Obesity in four year old girls and boys is markedly
• Objective 3: To have a city where a quality of life is
• Just over half of children between the age
• Objective 4: To have a community that aspires to
compared to the metropolitan average; above the metropolitan average;
of five and 17 years were estimated to meet the recommended daily requirement for fruit consumption;
• The infant death rate in Salisbury (4.1 per 1000 live births) is markedly above (19%) the metropolitan average (3.4 per 1000 live births);
a strong sense of vitality, pride and belonging
achievable
and embraces learning a as a lifelong goal
POTENTIAL PARTNERS
• SA Health • Salvation Army, Centacare, Anglicare and other Non-Government organisations
• University of Adelaide/University of South Australia
17
City of Salisbury
Regional Public Health Plan
PERFORMANCE MEASURES The actions outlined in the following table will be evaluated individually to determine if successful outcomes are achieved.
POPULATION HEALTH AND WELLBEING INDICATORS The following indicators are long-term population indicators measured by the Australian Bureau of Statistics. These indicators will continue to be monitored however the results need to be taken with caution as they are influenced by a number of factors outside the City of Salisbury’s control.
• Percentage of children developmentally vulnerably in one of more domains of the Australian Early Childhood Development Index;
• Literacy and numeracy levels; • Obesity rates in four year old girls and boys; • Estimated number of children aged between five
and 17 years recommended daily requirement for fruit consumption;
• The infant death rates; and • Level of children (0-19 years of age) with a
mental health issue who are clients of Child and Adolescent Mental Health Service (CAMHS).
18
City of Salisbury
Regional Public Health Plan
Objective 3: To contribute to the healthy development of Salisbury to children to give them a healthy start to life Action
Council Roles
Responsibility Resource
Timeframe
NEW RESPONSES 1. Develop Families and Children discussion paper to explore possibility of becoming a UNICEF recognised Child Friendly City
Leader
Community
Existing Operating
2015/2016
Service Provider
Development:
Budget
Community Health and Wellbeing
2. Explore the opportunities of developing a partnership with UniSA for the development of Healthy Kids research projects
Partner
Community
Existing operating
Facilitate
Development:
budgets
2014/2015
Community Health and Wellbeing
EXISTING RESPONSES 3. Early intervention and engagement programs through libraries including: •
Service Provider
Family Reading Centres based in Len Beadell Library
•
Learning to Read programs at Community Centres
•
Library comes to your Community/ Neighbourhood outreach programs
4. Deliver library comes to your Community/ Neighbourhood outreach programs
Existing operating
Development:
budgets
Ongoing
Libraries and
Books R4 Babies; Giggle Time; Family Literacy; ABC 30+3 and Story Time
•
Community
Community Centres
Service Provider
Community
Existing operating
Development:
budgets
Ongoing
Libraries and Community Centres 5. Ongoing delivery of a variety of Recreation Centre programs targeting young people
Service Provider
Community
Existing operating
Development:
budgets
Ongoing
Libraries and Community Centres 6. Ongoing delivery of Salisbury North Early Years Program based at Bagster Road Community Centre
Service Provider
Community
Federal
Development:
Government
Libraries and
Funding
Community Centres
19
City of Salisbury
Regional Public Health Plan
Objective 3: To contribute to the healthy development of Salisbury to children to give them a healthy start to life Action
Council Roles
Responsibility Resource
Timeframe
7. Continue to deliver City of Salisbury’s immunisation program
Service Provider
City
Existing Operating
Ongoing
Development:
Budget
Environmental Health and Safety 8. Ensure the provision of quality Playgrounds and Open Space across the City of Salisbury
Owner
Community
Existing operating
Development:
budgets
Ongoing
Community Planning & Vitality, City Infrastructure & City Development 9. Continue to deliver actions within the Sports Development Program
Owner
Community
Existing operating
Development:
budgets
Community Planning and Vitality, City Infrastructure & City Development
20
City of Salisbury
Ongoing
Regional Public Health Plan
HEALTHY AND CONNECTED BUILT AND NATURAL ENVIRONMENTS Our lifelong health and wellbeing and chronic disease rates are all affected by the design of the built environment. The way cities, towns and neighbourhoods are planned and designed impacts on people’s opportunity to walk, cycle and use public transport; to access healthy food; recreate; and to participate in community life. Some ways to make our communities more liveable, walkable and inclusive are by;
• Improving access to parks and playgrounds; • Improving footpaths and street lighting; • Increasing cycle ways; • Improving transport plans; • Increasing opportunities for social connectedness, volunteering and other forms of community participation;
• Developing and implementing community safety strategies; and
• Improving resilience and amenity of our urban environment to a changing climate.
Future planning and designing of our communities need to consider the impact of extreme weather events including heatwaves, bushfires and flooding. Ways to achieve this include:
• Better provision for shade and other cooling green infrastructure elements;
• Provision of social infrastructure to support the
community in extreme heat events such as “cool refuges”; and
• Ensuring that our hard infrastructure such as roads, stormwater systems, rail lines and essential services (electricity, water supply) are designed to cater for the changing environmental conditions.
A key consideration for a healthy community is the affordability of living.
The costs associated with housing, living expenses including resource and transport costs and the affordability of activities are placing significant pressures on the community. A need has also been identified for adaptable (universal) housing design to ensure a diverse housing stock to cater for changes in people needs and requirements throughout their life as well as having sustainable housing design to ensure internal living conditions have high amenity for habitants.
STATE OF HEALTHY AND CONNECTED BUILT AND NATURAL ENVIRONMENTS The City of Salisbury currently takes into consideration health implications in its planning and design of the built environment. However improvements could be made to develop a systematic approach to considering health implications in decision making, to seek synergies and to evaluate the outcomes and impacts of our decision making. Affordable living is increasingly becoming an issue for the Salisbury community. The costs associated with housing, living expenses including resource and transport costs and the affordability of activities are placing significant pressures on the community. Housing has become increasingly unaffordable in Salisbury over the years, with prices escalating faster than the average income. Approximately 12% of mortgage holders and 28% of renters report that they live in housing stress – paying more on rent or mortgage than they can afford. This is higher than the greater Adelaide average.
STRATEGIC CONTEXT State Public Health Plan: SA: A Better Place to Live
• Strategic Priority 1: Stronger and healthier communities and neighbourhoods for all generations
• Strategic Priority 2: Increasing opportunities for
healthy living, healthy eating and physical activity
21
City of Salisbury
Regional Public Health Plan
POPULATION HEALTH AND WELLBEING • Strategic Priority 3: Preparing for climate change • Strategic Priority 4: Sustaining and Improving Public INDICATORS and Environmental Health Protection
City of Salisbury: Sustainable Futures Salisbury City Plan 2020
• Key Direction 1: The Prosperous City - supporting the future prosperity of our city
• Key Direction 2: The Sustainable City - providing
built and natural environments that are sustainable and resilient
• Key Direction 3: The Living City encouraging and supporting a thriving and connected community
POTENTIAL PARTNERS
• Department of Planning Infrastructure and Planning • Department of Environment, Water and Natural Resources
PERFORMANCE MEASURES The actions outlined ahead will be evaluated individually to determine if successful outcomes are achieved. The biennial Community Perceptions Survey measures longitudinal changes. The questions that are related to healthy and connected built and natural environments are the level of satisfaction and dissatisfaction with particular aspects of quality of life. The City of Salisbury undertakes an open space survey approximately every two years. Questions that provide an insight into open space usage include;
• Frequency of visits to open space within the City of Salisbury;
• What people do when they visit a park or open space?; and
• How did people get to the open space?
22
City of Salisbury
The following indicators are long-term population indicators measured by the Australian Bureau of Statistics Census of Population and Housing every five years. These indicators will be monitored however the results should to be taken with caution as they are influenced by a number of factors outside the City of Salisbury’s control.
• Housing stress – a family or individual is considered to be in mortgage or rental stress if they are in a low income bracket and pay more than 30% of their income on mortgage repayment or on rent.
Regional Public Health Plan
Objective 4: To develop healthy built and natural environments that meet the needs of Salisbury’s community today and into the future Action
Council Roles
Responsibility Resource
Timeframe
NEW RESPONSES 1. Embed Healthy by Design SA and Streets for People Compendium principles into relevant policies, plans and procedures to ensure public realm environments are designed to support active and connected living
Leader
City
Existing Operating
Ongoing
Facilitator
Development:
Budget
2. Parks and Places Research
Leader
•
Urban Planning and Development
Development of an implementation plan to Facilitator ensure the outcomes of the Parks and Places research are incorporated into ongoing actions
Community
Existing operating
Development:
budgets
Ongoing
Community Planning and Vitality
3. Integrated Transport Plan
Leader
City
Existing operating
December
•
Facilitator
Development:
budgets
2014
Develop a plan to provide for the future planning of infrastructure and initiatives to facilitate the movement of people and goods in a way that sustains economic growth, is environmentally sustainable and enhances the quality of community life
4. Natural Disaster and Extreme Weather Event Planning •
Develop a plan which considers how we need to redesign our communities for warmer conditions and extreme weather events. This includes:
•
Provision of better shade and other cooling green infrastructure elements in urban development; and
•
Ensuring our stormwater infrastructure systems and Bushfire Management Plans are able to cater for future weather events.
5. Affordable Living Strategy •
Urban Planning and Development
Leader
City Infrastructure Existing operating
Facilitator
& City
Ongoing
budgets
Development
Leader
Facilitator Develop an Affordable Living Strategy that identifies the actions needed to make the City of Salisbury a more affordable and sustainable place to live. Affordable living incorporates the size and type of our housing, the resources we use, how we move around and our relationship with the environment. The strategy will aim to facilitate a society that is inclusive, improves wellbeing and sustainability and provides opportunities to all residents
City
Existing operating
Development:
budgets
July 2015
Urban Planning & Development
23
City of Salisbury
Regional Public Health Plan
Objective 4: To develop healthy built and natural environments that meet the needs of Salisbury’s community today and into the future Action
Responsibility Resource
Timeframe
EXISTING RESPONSES Leader 6. Continue to deliver the Play Space Action Plan. Facilitator
Community
Existing Operating
Ongoing
Development:
Budget
•
Community
The aim of this plan is to stimulate thinking about the importance of play and provides direction for the future provision and renewal of play spaces across the City for all ages
7. Game Plan - open space and recreation action plan. •
Council Roles
Planning and Vitality
Leader
Community
Existing operating
Facilitator
Development:
budgets
Ongoing
Community
Continue to implement the principles outlined within the Game Plan for open space and recreation provision and management across the City for the enjoyment and guardianship of future generations
Planning and Vitality
8. City Landscape Plan
Leader
City
Existing operating
December
•
Facilitator
Infrastructure:
budgets
2014
24
Ongoing incorporation of the principles outlined in the City Landscape Plan to strengthen the unique characteristics of the City of Salisbury and ensure that Biodiversity, Water Sensitive Urban Design, Crime Prevention Through Environmental Design and Landscape Design principles are addressed in all public open space within the City
City of Salisbury
Technical Services
Regional Public Health Plan
BUILDING EXCELLENCE - DEVELOPING CITY OF SALISBURY’S CAPABILITY The City of Salisbury makes a significant contribution to the health and wellbeing of the Salisbury community and reaches across many of council’s day-to-day functions. However, to ensure what Council delivers has the best possible health and wellbeing outcomes for the community a number of improvements could be made to enhance our organisation’s capabilities. This includes the development of a systematic approach to considering health implications in decision-making, to seek synergies and to evaluate the outcomes and impacts of our decision-making.
PERFORMANCE MEASURES Achievement of the performance indicators in the following:
• Report to the State Government as a biennial
reporting requirement of the SA Health Act 2011. The reporting framework is currently being developed by SA Health, the LGA and other councils; and
• Strategic Priority 4: Sustaining and Improving Public and Environmental Health Protection
City of Salisbury: Key Direction 3 - The Living City
• Objective 1: To have a community that embraces healthy and active lifestyles
• Objective 2: To have an engaged community with a strong sense of vitality, pride and belonging
• Objective 3: To have a city where quality of life is achievable
• Objective 4: To have a community that aspires to and embraces learning a as a lifelong goal
City of Salisbury: Key Direction 4 - Achieving Excellence
• Objective 3: To deliver sustainable, creative and innovative solutions that enable excellent operations and service delivery
• Objective 5: To apply business and resource
management that enables excellent service delivery and financial sustainability
• Objective 6: To provide our customers with excellent service that meets their needs
• Health and Wellbeing toolkit evaluation framework to be developed as outlined in the table below
POTENTIAL PARTNERS
• Heart Foundation • City of Playford • City of Port Adelaide Enfield • City of Tea Tree Gully STRATEGIC CONTEXT State Public Health Plan: SA: A Better Place to Live
• Strategic Priority 1: Stronger and healthier communities and neighbourhoods for all generations
• Strategic Priority 2: Increasing opportunities for
healthy living, healthy eating and physical activity
25
City of Salisbury
Regional Public Health Plan
Objective 5: To improve the City of Salisbury’s capacity to deliver the best possible positive health and wellbeing outcomes to the community Action
Council Roles
Responsibility Resource
Timeframe
NEW RESPONSES 1. Integration of Health In All Policies
Leader
Community
Existing Operating
Ongoing
Facilitator
Development:
Budget
•
2. Health and Wellbeing Toolkit and Evaluation Framework •
26
Wellbeing
Leader
Community
Existing operating
Facilitator
Development:
budgets
Health and Wellbeing
Service Provider
Community
Existing operating
First survey
Development:
budgets
August 2015
Community
Existing operating
Ongoing
Development:
budgets
Community Health and Wellbeing
Leader
Facilitator Incorporate the existing Healthy Communities Initiative and OPAL advisory groups into a Health and Wellbeing Advisory Group to guide the delivery of public health across the community and organisation
City of Salisbury
Ongoing
Community
Investigate the possibility of undertaking a community Health and Wellbeing survey to measure the success of the Regional Public Health actions. To be delivered biennially in alternate years from the Community Perceptions Survey
4. Advisory Group •
Health and
Develop a Health and Wellbeing toolkit to enable staff to consider ways of having a positive impact on the health and wellbeing of the community. The toolkit will guide the development and implementation of strategies, plans and policies and the development and delivery of programs and services across the organisation. An evaluation framework will be developed and implemented to review the outcomes of the toolkit implementation. Include usage of existing toolkits such as the Heart Foundations - Healthy by Design guidelines and Streets for People Compendium - South Australia
3. Community Health and Wellbeing Survey •
Community
Adopt a health in all policies approach to the development of all council policies, strategies and plans. A health in all approach is to systematically take into account the health implications of decisions, seeks synergies, and avoids harmful health impacts, in order to improve population health and health equity
Community Health and Wellbeing
Regional Public Health Plan
Objective 5: To improve the City of Salisbury’s capacity to deliver the best possible positive health and wellbeing outcomes to the community Action
Council Roles
Responsibility Resource
Timeframe
5. Strategic Partnerships
Leader
Community
Existing Operating
Ongoing
•
Facilitator
Development:
Budget
Development of strategic partnerships to achieve health outcomes for the Salisbury community based on identified needs through the population health profile, stakeholder and community engagement and plan development
Community Health and Wellbeing
6. Regional Approach
Leader
City
Existing operating
December
•
Facilitator
Development:
budgets
2015
Partner
Environmental
City
New Initiative Bid
December
Development:
2015/2016
2015
Community
Existing operating
Ongoing
Development:
budgets
•
Develop a business case for the implementation of a regional mosquito control program with the City of Port Adelaide Enfield, City of Playford and the State Government
Environmental Health and Safety Advocate
Advocate to the Federal and State Governments to maintain appropriate service levels of early intervention, community development and health prevention programs. This is in response to decreasing levels of service provision from both the State and Federal Governments, the lack of continuous funding for pilot ‘oneoff’ or ‘short term programs’ which have been successfully implemented and the community expectation is that other bodies, local government, NGO’S and community bodies will fill the gaps
9. Evaluation Framework •
Leader
Develop a plan as an annex to the Council’s emergency management. The plan will include potential development of partnerships with adjoining councils
8. Advocate •
Safety
Develop a business case for the implementation of a regional immunisation program with the City of Port Adelaide Enfield, the City of Playford and the City of Tea Tree Gully
7. Environmental Health Emergency Management Plan •
Health and
Develop a reporting framework in conjunction with SA Health, the LGA and other councils. Council is required to report on how it has succeeded in implementing its Regional Public Health Plan biennially as per the SA Health Act 2011
Community Health and Wellbeing
Facilitator
Community
Existing operating
December
Development:
budgets
2014 &
Community
Ongoing
Health and Wellbeing
27
City of Salisbury
Regional Public Health Plan
REFERENCES Adelaide Statement on Health in All Policies, World Health Organisation, Government of South Australia, Adelaide, 2010. Available: http://www.who.int/social_ determinants/hiap_statement_who_sa_final.pdf
1
Dalgren, G and Whitehead, M (1991), Policies and Strategies to Promote Social Equity in Health, Stockholm Institute for Futures Studies.
2
Environments for Health: Promoting Health and Wellbeing through Built, Social, Economic and Natural Environments: Municipal Public Health Planning Framework, State Government Victoria, Department of Human Services, 2001
3
The Government of Western Australia Mental Health Commission; http://www.mentalhealth.wa.gov.au/ mental_illness_and_health/mh_whatis.aspx
4
South Australia’s Mental Health and Wellbeing Policy 2010-2015; http://www.sahealth.sa.gov.au/
5
Cacioppo, John T.; Hawkley, Louise C. (2003). “Social Isolation and Health, with an Emphasis on Underlying Mechanisms”. Perspectives in Biology and Medicine 46 (3): S39–52
6
Social Isolation Among Seniors: An Emerging Issue. British Columbia Ministry of Health. 2004
7
Public Health Information Development Unit (PHIDU). Social Health Atlas of Australia: LGA Public Health Act (online). At: http://www.atlasesaustralia.com.au/LGA_ PH_Act.htm
8
Public Health Information Development Unit (PHIDU). Social Health Atlas of Australia: LGA Public Health Act (online). At: http://www.atlasesaustralia.com.au/LGA_ PH_Act.htm
9
28
City of Salisbury
Centre on the Developing Child, Harvard University
10
Public Health Information Development Unit (PHIDU). Social Health Atlas of Australia: LGA Public Health Act (online). At: http://www.atlasesaustralia.com.au/LGA_ PH_Act.htm 11
12 James Street, Salisbury, South Australia 5108 Telephone: 08 8406 8222 TTY: 08 8406 8596 (for people with a hearing impairment) Email: city@salisbury.sa.gov.au www.salisbury.sa.gov.au