Transcript Document

JSNA in the South East –
Review of Practice
Dr Rachel Gill, SpR
Dr Imogen Stephens, CPHM
Department of Health South East
[email protected]
Outline
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Introduction and background
Current context – NHS White Paper, Vision
for Social Care, PH White Paper
Key findings
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Leadership and governance
JSNA process
Engagement and ownership
Strategic planning and commissioning
Recommendations
Joint Strategic Needs
Assessment
‘a systematic method for reviewing the
health and wellbeing needs of a population,
leading to agreed commissioning priorities that
will improve health and wellbeing outcomes
and reduce inequalities’
South East region
JSNA review –
aims and objectives
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Aim to provide an overview of JSNA across
the SE to support development of the
process
Four main objectives
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Identify and outline how JSNAs are undertaken
Identify how the JSNA findings have been utilised
Identify barriers to JSNA and summarise local
successes
Provide recommendations to strengthen JSNA in
the future
Current context
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Role of JSNA set out in NHS White Paper
and ‘Vision for Social Care’
LA
will lead JSNA through the health and wellbeing
board
GP consortia expected to contribute to the JSNA
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Will the current JSNA process support
delivery of the proposals for health and
social care reform?
Methods
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Semi-structured questionnaire
Invited all JSNA leads in LAs and PCTs to
participate in interview
Spoke to JSNA representatives in 8 LAs
(42%) and 17 PCTs (100%)
Four LA and PCT were jointly interviewed
Leadership and governance
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All areas had some form of leadership and
governance structures in place
JSNA process often led by ‘health’
Challenge to gain shared ownership
JSNA process
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Process still evolving
Two thirds of JSNA areas (67%) working
towards ‘live’ core data set
Six JSNA areas include a programme of
specific needs assessments under umbrella
of JSNA
No formal process used to monitor or
evaluate
Engagement and ownership
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LSP seemed to have relatively passive
involvement, through regular governance
updates
LINks, ULO and third sector agencies were
mainly engaged during the dissemination
stage
Two thirds of all JSNA areas (67%, n=15)
undertook some form of consultation
specifically for the JSNA, mainly via existing
channels
Strategic planning
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80% of JSNAs were reported to inform
Sustainable Community Strategies and LAA
discussions
Harder for JSNA to inform district level
decisions
Strategic commissioning
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All JSNAs had informed strategic
commissioning decisions
Only six JSNA areas reported undertaking
joint commissioning as a consequence of
JSNA
Practice of joint commissioning still becoming
established
Joint learning - challenges
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Lack of engagement with wider partners,
such as third sector agencies and GP
consortia
Issues with data sharing and data sources
Limited resources, particularly analytical
expertise
Barriers to joint commissioning, such as
timescales for commissioning cycles and
competing priorities
Joint learning - successes
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JSNA vehicle to break down cultural barriers
and use of different language across health
and social care
Single source of data reduces duplication and
conflict around validity of data
Sharing of resources
Identification of gaps in intelligence
Recommendations
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Need strong leadership and clear governance
structures
Evaluate the current JSNA process – is it
delivering what you want it to?
Be inclusive - involve health and social care
commissioners, third sector agencies, ULO
and GP consortia throughout JSNA process
Establish joint processes across health and
social care, such as alignment of
commissioning cycles
JSNA umbrella model
Joint Strategic Needs Assessment
High level strategic
JSNA Core Data Set Analysis
Comprehensive Need
Assessment
Specific Needs
Assessment
Low volume /
High cost
Strategic
Priorities
Evidence to support
commissioning
decisions by GPs, LAs,
social care and third
sector agencies