The JSNA Process


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

[quote align=”center” color=”#999999″]”Our Wakefield district JSNA is a shared process that brings challenge and innovation to commissioning and decision-making for health and wellbeing.

We know that to understand the challenges of the future we have to be mindful of the past. Our heritage and industrial history continues to impact on our communities today but that whilst some issues are longstanding, others have evolved as our communities and neighbourhood have.

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.”[/quote]


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.