Transcript Document

Joint Strategic Needs Assessments (JSNA)
Joint Health and Wellbeing Strategies (JHWS)
Mark Browne
Local Government Policy Manager
People, Communities & Local Government
1
Introduction
Joint Strategic Needs Assessment (JSNA)
• An assessment of the current and future health and social care needs of
the local community
• Produced by health and wellbeing boards and unique to each local area
• Covering the whole population – across the lifecourse, including
vulnerable groups and those facing health inequalities.
Joint Health and Wellbeing Strategy (JHWS)
• Strategies for meeting the needs identified in JSNAs - setting out the
priorities the health and wellbeing board has set
• Translate JSNA findings into clear outcomes
• Informing local commissioning to address these outcomes and needs
2
Joint Strategic Needs Assessment s& Joint Health and Wellbeing Strategies
JSNAs & JHWSs: explicit link from evidence to service planning
What does our
population and
place look like?
We need to collect
evidence and share
Insights.
We can use our
achievements against
outcomes to feed into
our analysis of the
area’s needs.
Then we can identify
what people need,
now and in the future
and what assets
are available locally.
HEALTH & WELLBEING BOARD
We can match these
outcomes against
Outcomes
Framework
and local measures.
So what have we
achieved? What
differences have we
made to people’s
lives?
PATIENTS
3
What are we
Doing now? –
How well is it working
and how efficient is it?
We need to
analyse our
progress against
local needs.
What are our key
priorities for
collective action?
We need to review
commissioning plans,
including evidence of
effective and VfM
interventions
PUBLIC
What services do
we need to
commission
or de-commission;
provide and shape both
separately and jointly?
EXPERTS PROVIDERS
We also need to
agree how we can
achieve these
priorities
together.
STAKEHOLDERS
We need to
prioritise
action that
will make an
impact across
health and care.
Health &
care staff
Background and policy trends
•
•
•
•
•
•
•
•
4
Focus on promoting good health behaviours and the prevention of illness
Considering mental health as an equal priority with physical health.
Importance of integrating services across boundaries – from the
perspective of the service user.
Greater emphasis on listening to the voice of service users.
Personalisation and choice have become more important.
A greater emphasis on tackling health inequalities.
Increasing focus on quality of care and outcomes.
More focus on diversity of provision and developing the provider market.
Joint Strategic Needs Assessment s& Joint Health and Wellbeing Strategies
Key points from the guidance
•
•
•
•
•
•
•
•
5
A continuous and iterative strategic process. An integral part of the
commissioning cycle – not and end in itself
Based on a broad range of evidence and intelligence on current and future
needs and assets
Covering the whole population and life course – including vulnerable
groups and those who experience health inequalities.
Transparency and accountability – both in the inclusivity of the process,
and the content and outputs.
Unique to the local area – both in the process by which they are
developed, and in the content and outputs
Responsibility of the whole health and wellbeing board – success depends
on all members contributing leadership and expertise.
Involving the community – patients, users, carers, voluntary & community
groups
Promoting integration between services – identifying ways in which to
influence wider commissioning and tackle wider determinants of health
Joint Strategic Needs Assessment s& Joint Health and Wellbeing Strategies
Potential sources of data and intelligence
•
•
•
•
•
•
•
•
•
6
Balance of quantitative and qualitative sources of data and intelligence
Wide range of quantitative data sets is available.
Views and experiences of patients, users and carers.
Local healthwatch, voluntary and community groups.
Understanding of local assets, resources and expertise.
Evidence of service outcomes from providers, commissioners and users.
Consider developing dialogues with partners (e.g., local healthwatch) over
time to plan how to meet data and intelligence needs.
Consider identifying where there appears to be a lack of available data
and intelligence; consider how to develop the evidence base where
necessary.
National and regional partners (PHE)
Joint Strategic Needs Assessment s& Joint Health and Wellbeing Strategies
Some points to consider . . .
•
What will be most important to health and wellbeing boards?
•
What will be most important for the local community?
•
What will be most important to the various partners?
•
Where can analysts add most value?
•
How can analysts strengthen the use of data and intelligence at all stages
throughout the JSNA process?
7
Joint Strategic Needs Assessment s& Joint Health and Wellbeing Strategies
Resources and support
•
•
•
•
•
•
8
Wider resources to support health and wellbeing boards on the LGA’s
knowledge hub:
https://knowledgehub.local.gov.uk/group/hwbs_resources
Includes reports, briefings, practical tools and case studies to support
health and wellbeing boards to develop JSNAs and JHWSs
Developed in response to views heard through engagement with emerging
health and wellbeing boards, and public consultation on the statutory
guidance
The resources cover five areas:
– Cross cutting good practice
– Assessing needs and assets
– Engagement and involving specific groups
– Process and product development
– Commission and integration
New tool specifically focused on JSNA development
Statutory Guidance on JSNA & JHWS
Joint Strategic Needs Assessment s& Joint Health and Wellbeing Strategies