Transcript Slide 1
Locality JSNAs: A tool to support
commissioning at local level
JSNA National Dataset Project Final
Workshop, London
26th November 2009
Neil Bendel
Manchester Joint Health Unit
Contents
Local context
Why produce Locality JSNAs?
Project structure and governance
Locality JSNA working groups
Project timeline and action plan
Project outputs
Review of success/failure factors and recommendations
Progress status and future plans
Local Context
Adult Social Care
Children’s Services
6 Districts, sub-divided into 2 Localities
District commissioning currently being established
6 lead commissioners each with district-wide responsibilities
6 Districts, sub-divided into 2 Localities
District commissioning since 2007
Led by multi-agency District Wide Leadership Teams
Primary Care Trust
3 Practice Based Commissioning (PBC) Hubs
Formed in June 2006
Led by an Ass. Director of Commissioning and management team
Districts, localities and PbC Hubs
Why produce Locality JSNAs?
Commissioning decisions are increasingly being devolved
to locality/district level.
These decisions need to be based on a good
understanding of local needs, drawn from both a sound
analysis of statistical data and from an awareness of the
views of local residents and service users, as well as
comprehensive review of the relevant evidence base.
At present, commissioners at locality level may not have
the information, skills or capacity needed to understand
the population in this way or the ability to use this
information to drive commissioning decisions
Aims and objectives
Increase level of engagement with JSNA process among
commissioners working at locality level
Build up local skills around needs assessment, data
analysis and community engagement
Stimulate joint working between commissioners in NHS,
Adult Social Care and Children’s Services
Improve extent of community and user involvement in
identifying local priorities via JSNA
Greater synergy between commissioning intentions and
delivery of services at neighbourhood, locality and
citywide levels
Governance and project responsibilities
Who
Role
Manchester Public Service
Board (PSB)
Overall project sponsorship
Manchester JSNA Working
Group
Ensure consistency between
Locality and citywide JSNAs
Locality JSNA Working
Groups
Production of the Locality
JSNA and ownership of the
final outputs
Specialist technical and
analytical support
Health Intelligence Team
Locality JSNA Working Groups:
Membership
Lead Commissioners and Policy Officers from Adult Social
Care (x2)
Children’s Services District Partnership Coordinators (x2)
PBC Hub commissioning leads and Service Improvement
Managers
Public Health leads for each locality
NHS Engagement Managers
Programme management plus specialist project and
administrative support from the Joint Health Unit
Locality JSNA Working Groups: Terms of
Reference (1)
To provide overall guidance and direction for the
development of the JSNA within the locality
To coordinate the Locality JSNA programme within
organisations and facilitate the use of the Locality JSNA
as the common vehicle for needs assessment
To oversee the prioritisation of topics within the Locality
JSNA and coordinate the development of local
intelligence on the chosen topics
To take responsibility for making links with local
communities and service users
Locality JSNA Working Groups: Terms of
Reference (2)
To provide editorial advice and oversight of the Locality
JSNA document
To embed the Locality JSNA recommendations within
local commissioning activities and service delivery
To advise on the technical and managerial input needed
to support the development of the Locality JSNA
To liaise with other Locality JSNA Working Groups to
develop an appropriate support infrastructure
To oversee the future updates to the content of the
Locality JSNA and ensure effective version control
Project Timeline
Phase 1: Project set up
June 2009 - October 2009
Phase 2: Identifying Priority Need
October 2009 – December 2009
Phase 3: Identifying Commissioning Need
December 2009 – March 2010
Briefings
Identify key strategic priorities
Start “writing” the document
Setting up Locality
Working Groups
Identify data and evidence to
support key priorities
Review working group membership
Identification of Leads
Populate prioritisation matrix
Identify commissioning priorities
Priority Setting
Narrative to support key priorities
Finalise documents
Finalise a brief for commissioning
a “writer”
Project Action Plan
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Identify up to 5 strategic priorities per agency
Identify data to support the strategic priorities
Populate strategic prioritisation matrix and identify gaps
Report to boards
Identify leads/take on writer/start to speak to printers
Agencies to provide narrative around priorities
Review membership of working groups
Identify commissioning needs
Finalise writing
Printing
Output 1 – Core dataset
70+ indicators grouped within 11 topic areas
Data drawn from existing national and local datasets and
information products (e.g. Paycheck)
Consistent with Manchester Partnership “State of the
Wards” Report
Supplemented with data supplied by partner agencies
Ward level cross-referenced with districts, PBC hubs and
Strategic Regeneration Framework (SRF) areas
In-built charting functionality
Central
Number of wards in locality
11
Ward Value Manchester
22,860.4
29,967.4
25,693.8
29,967.4
25,552.6
29,967.4
30,625.8
29,967.4
22,284.0
29,967.4
#N/A
29,967.4
41,246.5
29,967.4
27,601.2
29,967.4
30,049.0
29,967.4
23,051.6
29,967.4
25,191.6
29,967.4
31,462.3
29,967.4
England
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
35,408.3
Mean Income (£)
District
Central East
Central East
Central East
Central East
Central East
12
Ardwick
Gorton North
Gorton South
Levenshulme
Longsight
---------Chorlton
Fallowfield
Hulme
Moss Side
Rusholme
Whalley Range
Central West
Central West
Central West
Central West
Central West
Central West
Mean Income (£): Values for wards
title in Central Manchester locality
45,000.0
40,000.0
35,000.0
30,000.0
25,000.0
20,000.0
15,000.0
10,000.0
5,000.0
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Ward Value
Manchester
England
Output 2 – Strategic Prioritisation Matrix
District
North West
North East
Central West
Central East
South
Wythenshawe
Children’s
Services
Adult Social PBC Hub
Care
NHS
Manchester
Success/failure factors
What’s worked well?
Gaining high-level buy-in
to the Locality JSNA
Process at both strategic
and operational levels
Engaging local officers via
the Locality JSNA Working
Groups
Construction of Locality
JSNA Core Data Set
What’s worked less well?
Lack of real engagement
with local residents and
service users
Time and resource
constraints of local
partners
Sustainability of the
Locality JSNA process
beyond the timelines of
the project
Lessons learnt
Enthusiasm for work but it takes longer than you think !
Not starting from scratch – partners already have
existing strategic priorities that they are working to
Data is available but not always held in one place
Difficult to build and maintain consistent buy-in from
partners over a long period of time
Good coordination and project management essential
Recommendations
Local Partners should:
Address lack of analytical and intelligence capacity at both
a locality and corporate level.
Embed community engagement as a core component of
the JSNA process at both citywide and locality level.
Ensure that resources are in place to sustain the JSNA
process beyond the production of an initial document.
Consider from the outset the capacity to conduct a
process and outcomes evaluation of the JSNA and take
steps to address gaps in capacity where necessary.
Progress status and future plans
Work to identify and collate existing strategic priorities is
underway
Further develop Core Dataset using service data from
Adult Social Care and PCT
Plan to recruit writer to edit local contributions to JSNAs
and coordinate production of final documents (Jan 2010)
Proposal to make some of the data held in Core Dataset
available online using Instant Atlas software (work funded
by Manchester Partnership)