redesigning joint strategic needs assessments: an assets based approach patrick tobi, gail findlay,...

Redesigning Joint Strategic Needs Assessments: an assets based approach

Patrick Tobi, Gail Findlay, Kevin Sheridan, Faye Adams-Eaton

Institute for Health and Human Development

JSNA

Statutory duty since 2007

Health & Social Care Act 2012

NHS - Local Authority - LSP/CVO partners

Public involvement

JSNA and JHWSFrom evidence to service planning

Needs and Assets

Assets approach

• Values skills, knowledge, connections, capacity & potential of communities

• Positive, aspirational• What works well• Active participation in

solutions• Co-production in health

& wellbeing

Deficit approach

• Focus on needs and deficiencies

• Understand communities by their problems

• Services commissioned to fill gaps/fix problems

• Dependency on professionals

• Individuals/communities disempowered and passive recipients

A glass half full

Across the UK• National pilots

– NHS North West – Stockport, Liverpool, South Cumbria, Central and West Lancashire

– NHS Wakefield

• NESTA• The Kings Fund• I&DeA• Marmot

Reformatting the JSNA

In relation to the JSNA, it is recognised that the routine intelligence provided needs to be expanded to include ‘both intelligence about assets and the evidence of what has worked elsewhere in meeting the needs or enabling the assets identified’ and to ‘embed assets in strategic processes’ (NHS North West)

Greenwich JSNA

• From 2013-14 will begin to incorporate an assets assessment into its JSNA/ commissioning process.

• UEL brief: develop a local JSNAA model

Approach

ScopingDevelop and apply a systematic framework to scope existing assets based work locallyCase

studiesIn-depth exploration of selected exemplars

InterviewsDiscussions with local informants and assets experts

Concept frameworkDevelop a conceptual assets model that maps unto commissioning cycle

ToolkitCo-produce operational model/toolkit with the Greenwich JSNAA Assets Working Group

Challenge

An assets based approach challenges how services are designed and delivered and requires a fundamental realignment of the

relationship between commissioners, providers, service users and communities

Emerging issues• Language

• Mindset

• Organisational culture

• Political buy in

• Power shift

Thank you