An Evolving JSNA
Wakefield’s JSNA is continuing its journey from a baseline report developed in 2008 to the first website for the area in 2011, onto a refreshed website in 2017.
The changes in the Health and Social Care act in 2012, have induced a change in emphasis for the JSNA. The move to increase localism and encourage individuals and society to take greater responsibility in the planning and delivering of services, means that the JSNA now needs to be aimed at a wider audience and presented in a way which will allow all our partners to understand the needs of the district.
Health and Social Care integration locally is further transforming the JSNA, providing new insights and needs identification for the Wakefield district population.
Overview
This page documents the recommendations for Wakefield district’s new JSNA process. It draws closely on a series of joint development and engagement events run over the course of late 2011 and early 2012, with consistent representation from NHS and Clinical Commissioners, Local Authority Officers, Elected Members and representatives from the Voluntary and Community Sector.
This process has been written to reflect the views, values and priorities of Wakefield captured in feedback and suggestions from the workshops.
This is not a comprehensive specification on the JSNA, detailing all roles, responsibilities, products and timelines – further details of these will need to be worked out locally. Rather, it outlines key aspects for a revised JSNA process that is designed to play a much stronger role in driving Wakefield’s aspiration for health and wellbeing. It includes an agreed mission statement for the JSNA and recommended delivery mechanisms that will help realise this vision.
Wakefield district’s JSNA process must recognise that whilst all partners have their own core business, the JSNA should drive decision-making where there is clear overlap and synergy between health, public health and social care services.
The JSNA will have priority audiences, however there is clear appetite for JSNA intelligence to be used by all partners in Wakefield – to inform business planning or to identify opportunities for further joint working or service development.
Our considerable thanks and acknowledgements to all colleagues in Wakefield who took part.
Agreed Mission Statement
We know that the issues for health and wellbeing in Wakefield are many and complex, and often lie outside of traditional health and care services. We recognise the influence of social and environmental determinants and their interdependency with the health and wellbeing of our communities. Through the Wakefield district JSNA we are committed to working together to break down the barriers that often impede partnership to help us deliver better outcomes for the communities we serve.
Wakefield district JSNA is an exercise in solving problems together for the benefit of individuals and our local communities. Our JSNA frames and sets the tone of our strategic partnerships and provides a shared and robust evidence base to help guide local commissioning and decommissioning decisions, as well as resource allocation, for all partners.”
Governance
Wakefield’s Health and Wellbeing Board provide strategic leadership for the JSNA process, in conjunction with the JHWS. The board should delegate strategic and operational functions to different groups, each with clear roles and responsibilities, whilst retaining overall executive control of the process. Wakefield has existing groups which would lend themselves to fulfilling the roles of different parts of the JSNA process. The existing Joint Strategic Commissioning Group for Adults and Children could be brought together to form a new JSNA Strategic Commissioning Group and the Partnership Intelligence and Information Group (PIIG) could act as delivery group, providing task and finish for JSNA intelligence and analysis.
A Dynamic Population
The JSNA is a process of identifying needs, it tries to set these needs in context of the local area reflecting the changing needs that the population face. The population is aging and growing. for the fist time in many decades the area is seeing a stall in growth in life expectancy. These factors continue to add additional burdens onto our health and care system. In the face of significant budget cuts to social acre and flat funding for the NHS fresh pressures on effective health and care system are increasing burden in the population .
The New Models of Care program and Sustainability Transformation Programs aim to put prevention in to greater use, building on existing good practice and industrialising it. People need to be supported to make sensible lifestyle choices which will protect their long term health.
In 2010 Wakefield Together partners agreed to work together to try and tackle some of the challenging inequalities across the district by focusing on our 12 priority neighbourhoods, and by focusing service delivery across the whole district into 7 geographical areas. In this way we are committed to working more closely together and more closely with residents to help them to identify and co-deliver solutions which are appropriate, practical and sustainable at local levels. This agreement is well established in the district and continues to be the mode of practice in 2017.