Dr Renu Bindra

Joint Strategic Needs Assessment

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Policy background

January 2006

“Strategic Needs Assessment”

October 2006

“Joint Strategic Needs Assessment”

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Commissioning Framework for Health and Wellbeing: Understanding the needs of populations and individuals

Wide support for JSNA

Partnership working welcomed

Potential for JSNA to underpin wider strategies

Supporting guidance

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Section 116 of the LGPIH Act

Local Government and Public Involvement in Health Act 2007

Chapter 28

It is for:

(a) the responsible local authority and

(b) each of its partner PCTs

to prepare any assessment of relevant needs under this section in relation to the area of the responsible local authority.

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What is 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.

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How is Joint Strategic Needs Assessment used?

JSNA findings

LAA priority targets

(35/198)

Other commissioning

Sustainable Communities

Strategy

World Class Commissioning

LA, PCT and PBC commissioning strategies and

plans

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The new performance framework

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World Class Commissioning and JSNA

A statement of intent, aimed at delivering outstandingperformance in the way health and care services arecommissioned, leading to:

• better health and wellbeing for all• better care for all• better value for all

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World class commissioning: competenciesPCTs:• Are recognised as the local leader of the NHS • Work collaboratively with community partners to commission services that optimise

health gains and reductions in health inequalities • Proactively seek and build continuous and meaningful engagement with the public and

patients, to shape services and improve health • Lead continuous and meaningful engagement with clinicians to inform strategy, and

drive quality, service design and resource utilisation• Manage knowledge and undertake robust and regular needs assessments that establish

a full understanding of current and future local health needs and requirements • Prioritise investment according to local needs, service requirements and the values of

the NHS • Effectively stimulate the market to meet demand and secure required clinical, and health

and well-being outcomes • Promote and specify continuous improvements in quality and outcomes through clinical

and provider innovation and configuration • Secure procurement skills that ensure robust and viable contracts • Effectively manage systems and work in partnership with providers to ensure contract

compliance and continuous improvements in quality and outcomes • Make sound financial investments to ensure sustainable development and value for

money

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What does Joint Strategic Needs Assessment look like?

“Each JSNA will be unique and will reflect local circumstances, leading to more detailed

analyses of the issues identified”

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Undertaking JSNA

• Directors of Public Health, Adult Social Services and Children’s Services working with Directors of Commissioning

• Stakeholder involvement and community engagement: communities, patients, service users, carers and providers, with a particular focus on the views of vulnerable groups

• Identifying relevant best practice, innovation and research to inform how needs will best be met

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Content of the JSNA

• Do the data tell a story about the local area?

• What analyses were done to give a more detailed picture of the area?

• Are the ambitions and aspirations of the population for the short and longer-term future understood?

• Collect quantitative and qualitative data on local need

• Translate these data into information

• Incorporate information into needs assessment

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How often should JSNA be undertaken?

• That depends…….• JSNA is a process• JSNA assesses current and future need:

– 3 to 5 years to inform LAAs

– 5 to 10 years to inform strategic planning

• At minimum, JSNA should align with three-yearly LAA planning cycles