pH1 V O L
…far from neutral
1 I S S U E 7 J U L Y 2 0 1 0
In this issue: A Game of Two Halves*—Wilde versus Wakefield
Oscar Wilde famously said that we are all in the gutter, but some of us are looking at the
Out of the Friying stars. Public Health has more than a touch of the star gazing about it. Public Health leaders
Pan 2 are charged with standing on the shoulders of giants and pointing the population in the
direction of survival and development. As Public Health trainees, we spend much of our
TB & HIV Integra-
time learning the “business as usual” part of our careers. Years of training in primary care
tion 3-4 trusts and health protection units, ticking boxes that mean we understand the value of a
Take-Over Bid 4 health needs assessment, the optimal way to manage an outbreak, concisely assimilating
seemingly endless reams of data in order to deliver budgets and services effectively and
What’s in a Label? efficiently to a defined population. All good and valuable skills. However, if we are to truly
5-6 realize our potential, there will be times in our careers when we will move forward with a
A Sunny PHORCaST visionary idea that challenges business as usual. A Public Health workforce that does not
6 challenge inertia and accepts the status quo is in danger of assimilating into the wider NHS
problem that to be excellent at process is sufficient and to achieve tangible and sustainable
Walk this Way 7 outcomes are an optional bonus.
ing no Punches 8 In this edition of pH1, the authors discuss innovative ways of achieving Public Health out-
comes and in some cases, openly challenge the current ways of doing business. These are
‘Foundations’ of inspirational articles: Debs Kay and Susan Elden describe their learning experience as to
Public Health 9 what truly works in the most challenging of environments; Mike Wade challenges us on
that most difficult of definitions – mental health; Sara Godward inspires with an innovative
idea for getting people moving in the run up to 2012; and Kate Charlesworth calls time on
Trainee Social 10
the current passive face of Public Health.
Readers’ Response Slightly less famously than the late great Mr Wilde, the discredited Andrew Wakefield re-
11 cently told a BBC Radio 4 programme: “If you want to compromise your medical responsi-
bility to the individual patient in favour of some greater good argument, you might as well
Casing the Joint: give up medicine…or go into public health.” Needless to say, Mr Wakefield did not state
PH Commissioning the Public Health option as one which was preferable to say, eating slugs for a living. Mr
Network 12 Wakefield’s questionable research methods aside, he unfortunately does sum up a certain
PH Trainee Net- apathy that surrounds our specialty. With the looming changes in the UK health service as
the new coalition Government cranks into gear, it is an ideal time for the newly named De-
partment of Public Health and the Public Health workforce to define its specialty and deter-
Editors: mine its worth – be innovative, be inspirational and ensure that when your population
Rebecca weighs up a public health initiative in the future, their individual choices are informed by
Cooper & your Public Health leadership, not just clever McDonalds’ advertising and newspaper
* This is the only football reference we could bring ourselves to include in the newsletter after
the recent World Cup debacle!
Out of the Frying Pan...
Debs Kay gives an inspirational taste of her Public Health placement in Uganda
Turn up the heat, take away the comfy chairs, slash the budget, and add in a myr-
iad of tropical diseases and you’ll find that life working in the Lira District Health
Office in Northern Uganda is not so dissimilar to life as a registrar in the UK (well
apart from the mango tree outside the office!). I am working here through Volun-
tary Service Overseas as part of the District Health Team, who take on the func-
tions of both the PCT and the HPA with only a dozen staff, a bag full of enthusiasm
and impressive resilience and forgiveness (Joseph Kony’s army only left 4 years
ago, yet most people have returned home from their camps and there is a strong
sense of optimism in the air).
Working here, I find I am often faced with the same public health dilemmas as at home, not least how to shift policies
from the dusty shelves and translate them into action. Before I came to Uganda I read the new Uganda Health Sector
Strategic plan1 which calls for a shift towards health promotion and prevention, with the rhetoric of ‘individuals taking
responsibility for their health’ and had to double check the front cover to make sure I wasn’t reading Choosing Health! 2
Health promotion and prevention seems the obvious priority here, as only 62% of Lango people have access to safe
water and latrines and only 51.9 % of women can read and write (compared to 82% of men). However, in reality the
district health budget is largely predetermined at the centre, and there is a meagre proportion allocated to health pro-
motion or environmental health. The policy says one thing, but the finances say another, and on the ground health
staff are trying to implement policy without the tools and resources to do so.
So, if work here is similar to that in the UK, what am I adding to my portfolio of skills? Well firstly, there is a huge glut in
manpower here, and consequently it’s a lot easier to take on responsibility for programmes. I arrived at the time of
budget preparation for all health centres, and worked with clinical staff to try and link the chains in the somewhat U-
shaped evaluation cycle, so that evaluation of last year’s performance actually influences decisions about next year’s
activities. A good opportunity to work on the softer public health skills of managing change, team working and leader-
ship. However, the majority of the population here will never step foot into a health centre (only 36.8 % of people in
Lira District within 5 miles of a health service) and so my remaining time here is focused on developing community
based health promotion programmes. I am working with the District Health Educator to deliver a training programme
to village health teams, and to set up the structure for on-going training, supervision, monitoring and evaluation.
I am keeping a log of my work and my reflections so that I can demonstrate these on my re-
turn, and fingers crossed sign off some competencies in retrospect. Frustratingly, the Faculty
of Public Health have no registered consultants living in Uganda, so doing this through an Out
Of Placement Experience (OOPE) was my only option. I’m confident that the NHS will benefit
from this overseas post, and that’s why I feel as public health registrars we need to unite to
push for increased opportunities for overseas training, inclusive to, and supported by, the
Deanery training programme. Why not become a member of the international health group
and help us advocate for change?
To follow Debs on her blog visit: http://debsinuganda.blogspot.com or contact her directly at: email@example.com.
You can also make a donation to Voluntary Service Overseas (VSO) at http://original.justgiving.com/debsinuganda. Donations
go towards VSO projects all over the world in the field of health, education, sustainable livelihoods and disability.
To join the PH trainee international health group e-mail firstname.lastname@example.org or email@example.com.
1. Health Sector Strategic Plan III. Kampala: Ministry of Health, 2010 P AGE 2
2. Choosing health: Making healthier choices easier. London: Department of Health, 2004.
TB and HIV Integration
Susan Elden finds innovation in everday practice in Swaziland
An article in last week’s Lancet made me think about success in TB and HIV integration. The author described the
burden of TB/HIV co-infection as a “unique opportunity” for innovation and collaboration. I had to read it twice.
How could this leading cause of global mortality be described as anything other than a disaster? Like most public
health problems, TB and HIV cause unnecessary morbidity and mortality and disproportionately afflict the poor
and vulnerable. However, TB/HIV also creates opportunities for us to do things differently and better. In my ex-
perience, innovation rarely comes suddenly or from a new discovery. More often, it comes in small doses and
from our everyday work environment. Often, we don’t even recognise it at the time it occurs.
Swaziland has the world’s highest HIV prevalence and 85% of TB patients are co-infected with HIV. I spent a place-
ment year in Swaziland and my remit was to integrate these separate TB and HIV services at a district regional
hospital. New ideas were plentiful but staff and resources were few. I felt that keeping our basic services afloat
was as much innovation as I could manage. The TB service couldn’t cope with the additional workload and moni-
toring of HIV patients. The HIV service had no time for TB screening or the extra paperwork. With over 250 pa-
tients per day, our 2 doctors and 5 nurses were completely overstretched.
On reflection, I found there were more examples of innovation than I expected. Swaziland had grown weary of
failed promises of new equipment, money, and more staff and it was time to realise the potential of the workable
solution. For example, our adherence officers said they could follow up patients with a mobile phone more easily
and cheaply than making individual home visits. We bought mobile top-up cards for the nurses and adherence
officers so they could track down patients that had defaulted treatment. It was certainly cheaper than the petrol,
continual vehicle repair, or installing a landline. After a few months our records showed that it was actually work-
ing. We could follow more patients with the same results as a home visit. We expanded the mobile phone service
and contacted patients who had missed appointments or to report laboratory results. What started out as a small,
common sense idea, grew into something that made work easier for an overburdened team.
Many times, innovative approaches worked better when they came naturally and from within the existing struc-
tures and systems. If I pushed change too fast or didn’t fully listen to the team’s concerns, my ideas tended to fail.
Early on in my placement, I devised a plan for the TB team to provide HIV patient care. We developed a recording
system, held training sessions, created pathways and colourful laminated reminders and placed them around the
department. After several weeks, I discovered this was not working. The nurses found my new “tools” to be com-
plicated and time-consuming. My approach was wrong. They agreed that more work was needed for HIV patients;
but not by creating extra documentation and patient pathways. The head nurse told me that he would meet with
the staff and relay their ideas.
When I returned from holiday two weeks later I found that they had
created their own recording system, created space to store drugs and
even enlisted the help of the HIV doctor to treat TB patients. Their sys-
tem wasn’t perfect, but it worked much better than mine. It allowed us
to experiment with a different model which we could improve gradu-
ally over time. Most importantly, the patients were satisfied. I learned
that listening to others, supporting their ideas and helping them to
solve problems was much more successful than disseminating my
ideas. P AGE 3
Responding to complex public health challenges such as TB and HIV can take many different approaches. Finding
success in the face of high staff turnover, limited skills, and an endless onslaught of new initiatives does not come
easily- whether we work in a Primary Care Trust or in a low income country. There are often more barriers than
facilitators of change.
When I look back on my experience, I, too, felt this strong urge to find solutions through innovation. I was frus-
trated by the slow pace of change, and surprised that drug stock-outs, staff shortages and failing laboratory sys-
tems were simply accepted as the status quo. There had to be a solution to this. Over time, I came to see these
challenges quite differently. I learned to listen more and learn from past mistakes. If I achieved anything it was to
help people develop their own solutions rather than impose mine.
Susan Elden (S-Elden@dfid.gov.uk) is a Public Health Trainee currently working at the Nuffield Centre for International
Health and Development, University of Leeds.
Dear pH1 Community,
The South West trainees have offered to co-ordinate the September edition of pH1 —
an offer wholeheartedly accepted by the current editorial team (Yes! A lovely long sum-
mer holiday!! – Eds). After a rigorous and exciting voting process I can reveal that the
winning theme for the next edition is (imagine the irritating 2 minute pause of excite-
ment...) Coastal Public Health. We are keen to present a broad range of articles and
viewpoints on this theme which might include:
Climate change and its impact on coastal communities
The beach as a setting for health-promoting activities
Challenges to coastal town regeneration
All contributions to the usual pH1 address (firstname.lastname@example.org) by 9 August 2010
will be gratefully received.
Enjoy the rest of the summer!
Mike Wade (on behalf of your South West colleagues)
Thanks to the South West Deanery for this initiative. If your Deanery would like
to co-ordinate the November edition of pH1, please send an email to
email@example.com by September 20th 2010.
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What’s in a Label?
Mike Wade discusses some innovative thinking around the branding of mental health
The terms ‘mental health,’ ‘mental well-being,’ ‘mental capital’ ‘mental health
problem,’ ‘mental illness,’ and other variations are at times used interchangeably
and without due consideration of the intended meaning and the context in which
they are being used. Terms including the word ‘mental’ are problematic because alt l
of the stigma associated with a clinical diagnosis (Jenkins et al. 2008) Further- h
more, the word mental has powerful connotations influenced by differing per-
spectives on the world we live in.
For example, it has been argued that the term ‘mental health problem’ is historically rooted in psychiatry’s attempts to
highlight differences between men and women, reinforcing the belief that women are unequal to men. The qualities
traditionally associated with masculinity including ‘rationality’ and ‘competitiveness’ were aligned to good mental
health, whereas those associated with femininity: ‘passivity,’ ‘conformity’ and ‘lower motivation for achievement’ were
associated with poor mental health. This supported a convenient justification as to why women should remain subordi-
nate to men (Scambler 2008). Although this perspective might seem far removed from today’s society, it might go
some way to explain why for some men, it still seems to be more difficult to actively address mental health problems
compared to women and why organisations like MIND are tackling the issue in campaigns such as ‘Get it Off Your
The idea that ‘mental illness’ has been used by the medical profession as a means of social control has been well de-
bated over time, where those considered as ‘deviant’ and not fitting into the values of the population, can be con-
trolled. If an individual is sectioned they have to demonstrate compliance with a particular regime and the values of
the day before they can regain their lives (Scambler 2008). Both examples demonstrate the history that ripples under-
neath the term ‘mental’ and how its use reflects the cultural beliefs of the day. As new strategies in this area are devel-
oped, are they daring to challenge the values and beliefs of today and are they considering the values and beliefs of
tomorrow? Clearly use of the word ‘mental’ carries a health warning.
So, what makes a good definition of mental health and well-being? Firstly, all people need to relate to it because every-
body has mental health which is dynamic and changes as people experience different situations and life events. Sec-
ondly it is important to discriminate between mental health and well-being and mental illness. There are people with
mental illness who would describe themselves as mentally healthy and there are people with no diagnosis of mental
illness who would describe themselves as being in poor mental health.
Thirdly, good definitions should acknowledge the fact that mental health is affected by external factors which individu-
als might not have direct control over. If definitions don’t do this it becomes too easy to put the responsibility of good
mental health wholly on the individual without acknowledging the external conditions which also need to be addressed
such as inequity in access to public services or area-level deprivation. Finally, definitions should be inclusive. Several
definitions lean towards western capitalist values relating good mental health to being economically productive
through work. Although evidence suggests that employment is an important element in sustaining good mental health,
some people in our communities cannot be productive in this way and run the risk of being further stigmatised. How-
ever, they will contribute in many other ways within their own families and communities which should be equally val-
The following description cited in ‘Promoting Mental Health: Concepts, Emerging Evidence, Practice’ (WHO 2004) en-
capsulates the components of a good definition:
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‘Mental health for each person is affected by individual factors and experiences, social
interaction, societal structures and resources and cultural values. It is experienced in eve-
ryday life, in families and schools, and at work. The mental health of each person in turn
affects life in each of these domains and hence the health of a community or population.’
This definition also leans towards a ‘public mental health’ perspective which considers how mental health and well-
being can be improved for the whole population. It is not simply about reducing the severity of mental illness but pro-
motes the view that enabling positive mental health and well-being universally should reduce the incidence of common
disorders. The justification for making the distinction between ‘health’ and ‘mental health’ at present is to raise the
awareness of the idea that looking after mental health and well-being is as important as managing physical health and
that this should be free of the fear of being labelled and stigmatised. If at present we talk about ‘health’ inclusively,
there is a risk that this important shift will be masked or diluted.
In conclusion, terms involving the word ‘mental’ need to be used carefully and defined clearly because they have pow-
erful connotations which if misused can exacerbate labelling, stigma and discrimination. This needs to be the starting
point of any future coherent mental health and well-being strategy.
Mike Wade (firstname.lastname@example.org) is a Specialty Registrar in the South West Deanery.
Jenkins, R., Meltzer, H., Jones, P.B., Brugha, T., Bebbington, P., Farrell, M., Crepaz-Keay, D., Knapp, M. 2008. Foresight Mental Capital and Well
-being Project. Mental health: Future challenges. The Government Office for Science, London
Scambler, G. 2008. Sociology as Applied to Medicine. Saunders. Elsevier
WHO. 2004. Promoting Mental Health: Concepts, Emerging Evidence, Practice. WHO (Geneva)
A Sunny PHORCaST
Jenny Wright, PHORCaST project lead and Director of Solutions for Public
Health, introduces this innovative online tool
The Public Health On-line Resource for Careers, Skills and Training (www.phorcast.org.uk) is a free website,
developed with funding from the four UK Departments of Health. For the first time, it captures, in one place,
the breadth and depth of public health roles and careers and tells you what you need to do to attain them.
Attached to each role descriptor are a number of inspirational career stories of those delivering these roles
across the UK. The website is intended not only for those already working within public health who may
wish to develop their careers further or change direction, but, for the first time, actively aims to attract young
people to think about public health careers, what the opportunities and routes might be.
Previously, many of those who enter the public health workforce have “drifted in” by happenstance or had a
“light-bulb moment” mid another career and decided to change tack. We have an ageing workforce and a
smaller pool of younger people in the population to compete for. If the public health workforce is to continue
to by a dynamic force for health improvement, health protection and the reduction of inequalities, it needs to
do much more to entice into the field both school leavers and new graduates in a more proactive way and
open up roles and routes for them. Young people care about the world they live in; they want to make it a
better place for themselves and their children; they are interested in health and the environment. Let‟s really
capitalise on this and get the next public health generation inspired to take up the challenge!
Thanks to PHORCaST, pH1 is now available online! Visit http://www.phorcast.org.uk/page.php?page_id=205 to
access and download all issues to date.
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Walk this Way
Sara Godward and the Signpost for Health Team propose an innovative approach to get the UK moving
The need to increase population exercise levels is well established:
Only three out of 10 people in the UK do enough exercise
37% of heart disease deaths are related to inactivity, compared
with 19% related to smoking
Walking is an excellent form of exercise and transport. Authorities across
the country are already engaged in encouraging walking through providing
demarcated routes and by promoting greater walking in daily life e.g. by
supporting ‘Walking Works’, one of a series of campaigns by Living Streets. In January 2010, all the major
authorities in public health, including the Faculty of Public Health and the Association of Directors of Public
Health, called for government action to increase walking and cycling through ‘Take action on active travel’.
London 2012 is providing momentum.
The Signpost for Health Team proposes that signposts are modified to include additional information that en-
couraging people to step out. These signs can indicate an alternative route that saves time, let people know
there is time to walk to the next bus stop before the bus arrives, or highlight a place of interest within walking
The recent Walk to Work Week campaign by Walkingworks asked participants to re-
cord walking to and from the workplace and during the working day. The website dis-
played distance travelled in miles (and circuits of Wembley stadium), calories burnt
(and equivalent number of muffins), carbon savings in kilograms of carbon dioxide
(and expressed in terms of light bulbs replaced by their energy efficient counterparts
for a week).
There are a number of metrics to express the benefits of walking further. A country
park in Wales includes calories on sign posts, and there have been several studies
showing signage has been successful in encouraging people to use the stairs rather
than the escalator or lift.,, London 2012 will mean both greater attention on fitness
and a need for more signage and if we are quick, we can feed into existing plans.
We would like to canvass your views on what might work best on signposts or notices at transport stops.
We have developed some prototypes (see images) and are in the process of drawing up a formal proposal.
We would be very interested to hear about your experiences of anything similar, and your thoughts on
which metrics might be most effective. Please contact us at: email@example.com.
1. Signpost for Health team: Oscar Franco, Sara Godward, Catherine Goodall, Sue Odams, Amir Shroufi, Sarah Stevens
9. http://www.ncbi.nlm.nih.gov/pubmed/17658143 P AGE 7
Pulling No Punches:
Kate Charlesworth argues that Public Health needs to punch above its weight
At the UK Public Health Association Annual Forum in March, Martin McKee, my old boss and someone who
could never be accused of being a shrinking violet, declared that public health has an ‘image problem’. In his
view, we are seen as boring, passive and not delivering clear and consistent messages. I’ve been running ses-
sions on sustainability with hundreds of public health trainees throughout the UK, and something else that
trainees have raised is that we are often seen as ‘crying wolf’ (with the influenza pandemic cited as a recent
In my sessions, one of the questions we asked was, what were trainees’ earliest motivations for entering public
health? Some common themes emerged: interest in the ‘bigger picture’ view of health including the wider de-
terminants of health; and belief in upstream interventions and policy changes. Certainly, key public health
skills include raising awareness, behaviour change, advocacy skills and engaging with policy makers.
So, most of us are interested in effecting large-scale change and, further, it is our job… and yet, I agree with
Martin that there is a surprising amount of passivity amongst many public health professionals. My current
boss – David Pencheon – is similarly of the opinion that, whilst we are pretty good at assessing evidence,
we’re not so good at acting on it: that is, we have a delivery problem. So what can we do about it?
In my view, we should be much more media-savvy, improve our advocacy skills, practice
presenting and arguing a case and engaging at higher levels. Perhaps we also need to be
more ‘political’. David Pencheon suggests that we need to get better at recognising and
using all supporting mechanisms, from regulation to the media. In his view there are two
ways to get things done: the soft side (facilitation) and the hard side (measurement and
performance regulation), and we need to improve our skills in both. Leadership, he says,
is about inciting change, and helping others to reap the rewards, whilst in many cases
remaining in the background yourself.
Public health as a profession has so much to offer. Collectively we have a tremendous
diversity of skills and experience, and a greater understanding of the wider determinants
of health. We are geographically dispersed and so form a UK-wide network, in many
cases being well-positioned at the interface of health and other community organisa-
tions. At the moment, as a group of health professionals, I think that we are punching
below our weight. We need to become fitter, faster and smarter boxers!
Kate Charlesworth (Kate.Charlesworth@lshtm.ac.uk) is a Public Health Trainee currently based at
the Sustainable Development Unit.
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The ‘Foundations’ of Public Health
After a particularly underwhelming placement at a Primary Care Trust, Lauren Green
(firstname.lastname@example.org) challenges us all to do more to inspire our clinical colleagues.
As a Foundation Year 2 doctor, I was looking forward to a summer in Public Health prior to em-
barking on specialty training. In hindsight, this perspective was through rose-tinted spectacles. In
truth, Public Health was a tag along to my preferred Foundation placements, a happy opportunity
to escape the wards and drink tea.
On my first day at the PCT I was asked what I understood about Public Health. I managed to pro-
duce some waffle about population health interspersed with lots of umms and errs. I hadn‟t really
given it much thought. Not to worry: a sprawling office with ample desk space and well stocked
stationery cupboard was at my disposal (joy!), tea and coffee at my convenience and a 2 year out of
date „induction pack‟ for my perusal. This took an hour or so to acclimatise to. I wasn‟t entirely sure
what I was supposed to be doing, and was reassured that I should take a few „reading days‟ to begin
with and enjoy my lunch break. Culture shock. Where was the bleep? What was with the emails sent
from nameless colleagues sat less than 3 feet away? What was my purpose?
As the placement progressed, I battled with different project briefs that had loose, woolly edges and
expansive time lines. I challenged vague ideas about the ethics of non-clinical audit and pestered
commissioners to provide some figures so I could adequately plagiarise an existing service specifica-
tion. As encouraged: „why reinvent the wheel?‟ My time, I learnt to understand, was not at a pre-
I have attended multitudinous meetings, consumed copious amounts of caffeine and refreshed my
email countless times hoping for something to occupy my time. I have received a dearth of construc-
tive criticism, supervision or encouragement. My sole source of inspiration has been provided by a
forward thinking registrar, and for this reason I will not relegate Public Health entirely to the side-
My challenge would be that we could be put to better use. We are malleable, you can leave an im-
print of what Public Health is, what it should be, what it could be. We offer potential, not because of
who we are but because of what we are. We are your clinical colleagues of the future. Take advan-
tage of your „Foundations‟, strengthen them, invest in them. It may be a long term investment, but
isn‟t that what Public Health is all about?
Do you have Foundation Doctors training in your
Public Health placements? It would be great to
hear how their experiences are similar or different
from this one. Email responses and reviews to
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Come and meet the Future of Public Health:
Yourself and All Other Public Health Trainees!
You’re invited to the Trainee Get-Together before the Faculty Conference
There’ll be food, wine, soft drinks, a quiz with valuable prizes,
and, of course, the best of company!!!
Tuesday 6th July at 7pm
The Upstairs Room, The Yorkshire Grey
29-33 Grays Inn Road, Holborn London WC1X 8PN
Nearest tube is Chancery Lane on Central Line - use www.tfl.gov.uk for all London public
transport options and cycling and walking routes - just use the postcode for destination.
RSVP to Darrell.email@example.com or text to 07876 347368.
In the March 2010 edition of pH1, we published an article on unequal pay scales between public health trainees
of medical and non-medical backgrounds. We asked for your views and thoughts, and here is a response we re-
ceived from the North East Specialty Registrars Group:
We would love to hear more from you. Do you think the differences in pay are fair? Are there other issues relat-
ing to working conditions or contracts that differ between trainees? Send your thoughts to:
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Casing the Joint
The Public Health Commissioning Network (PHCN) is looking for trainees wishing to
share interesting work they have been leading on in the form of a ‘Casebook’ entry.
The PHCN Casebook is open to anyone involved in public health and is basically an
informal journal - encouraging the public health community to share pieces of work
and, more importantly, lessons which have been learned during the work. The Case-
book is published monthly online and is sent electronically to over 400 PHCN mem-
bers throughout England. Articles need only be brief (usually less than 1 side of A4)
and can contribute to your Learning Portfolio (e.g., learning outcomes 2.10, 8.9 and
8.13). To read the latest Casebook and submit your own entry visit www.phcn.nhs.uk/
casebook or email Tom Porter at firstname.lastname@example.org if you have any questions.
Tom Porter is a Public Health Consultant at Oxfordshire PCT.
Calling all Specialty Registrars!
The NEW Public Health Trainee Network is a National Yahoo Group that
is now available to all Public Health trainees. It will be used for:
- updates on events and Public Health news of interest
- sharing pieces of work that are of interest to group members
- general communication between trainees in different Deaneries
Issues of pH1 are also available to all group members: open the pH1
folder to access all issues to date.
To subscribe, please e-mail
For any queries, please contact Michael Edelstein
(email@example.com) or Beccy Cooper
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