Agenda item

The Board considered a report of the Strategic Director - Health and Community and the Strategic Director - Children and Young People, which provided an overview of the requirement to produce a Joint Strategic Needs Assessment (JSNA) in Iine with Department of Health guidance. The process and subsequent JSNA documentation was to be managed jointly by the Local Authority and the Primary Care Trust (PCT) and would describe the future health, care and well-being needs of local populations, and the strategic direction of service delivery to meet those needs, over 3 – 5 years.

 

A strong and effective JSNA would:-

 

• show the health status of the local community;
• define what inequalities existed;
• contain social and healthcare data that was well analysed and presented effectively;
• define improvements and equality for the community;
• send signals to current or potential providers, who could have other relevant information or proposals for meeting needs;
• support better health and well-being outcomes; and
• aid decision-making and stages of the commissioning cycle, especially to use resources to maximise outcomes at minimum cost.

 

            The process of producing and subsequently utilising the JSNA was a systematic one and was outlined in the report. A three phase process was proposed with Phase 1 – Information Gathering; Phase 2 – Secondary Analysis and JSNA Production; and Phase 3 – Outputs and Commissioning Improvement.

 

            The guidance from the Department of Health stipulated that the Director of Adult Social Services, Director of Children and Young People Services, Director of Public Health and Director of Commissioning from the PCT had a responsibility for co-ordinating the production of the document. Discussions had already commenced with a range of key stakeholders and the timetable and process for completion was outlined in the report.

 

            In addition, the Department of Health had stressed the importance of the direct links with Elected Members, Local Strategic Partnerships and key people including Local Authority Chief Executives, Environmental Health staff and staff involved in Research and Intelligence. Consequently, the Local Strategic Partnership had already received a similar report to own and understand the requirement to produce a JSNA. The Health Specialist Strategic Partnership (SSP) would thereafter be the responsible and accountable group to ensure that the JSNA was produced. As the Health SSP already had key people on its membership, it was suggested that a small working group would be tasked with producing a draft JSNA in the timescales identified.

 

            Regular update reports to the Executive Board, Local Strategic Partnership, PCT Board and Healthy Halton Policy and Performance Board  (PPB) would be produced which appraised individuals and groups of progress. The Healthy Halton PPB would scrutinise the process and ensure that effective community consultation was undertaken. However, a similar report to every PPB would be presented to ensure that they were aware of this matter and to provide them with an opportunity to be engaged.

 

            It was noted that some financial costs to cover public consultation may be required and these would be determined at a later date.

 

The following comments arose from the discussion:-

·        It was noted that it was anticipated that the initial document would go out for consultation in January in order that the Plan could be in place in April 2008. The Board requested that an update report on the Plan be presented to a future meeting.

 

·        It was noted that the JSNA would enable the Local Authority and the PCT to establish improved commissioning relationships and provide the economy with progressive unity on commissioning and contracting priorities.

 

·        In relation to Phase 1 of the Assessment – Information Gathering – it was suggested that this exercise had already been undertaken by Lancaster University on behalf of Halton at a significant cost. The Board was advised that a lot of positive work had already been undertaken by the Authority and the Council was already working closely with the PCT.  However, this was now an ongoing duty and it would need to be reviewed annually.

 

·        It was noted that the Health Strategic Partnership would oversee the process.

 

·        It was noted that the development of the JSNA would improve outputs and create an opportunity for improved regional commissioning of services. It was also noted that, as there was no additional funding available for the new duty and with improved commissioning services, there would be a likelihood of a re-direction of existing resources.

 

·        Concern was raised at the possible implications of commissioned services and the impact this could have on employees within Halton Borough Council and the Primary Care Trust. The Board requested that they be informed at the earliest opportunity of any re-deployment/unemployment arising from the process.

 

·        The Board requested that priority be given to addressing the shortage of General Practitioners and dentistry provision in the Borough.

 

RESOLVED: That

 

(1)               the Board support the process as outlined in the proposed co-ordination section of the report;

 

(2)               the Board receive a draft JSNA in 2008;

 

(3)               Halton Borough Council has already made great strides to meet the Health Improvement Agenda, as identified by the Lancaster University Report and would ask that on completion of the JSNA that additional funds be made available to address the outstanding priorities identified in the assessment;

 

(4)               the Board be informed at the earliest opportunity of any potential re-deployment or unemployment arising from the JSNA process; and

 

(5)               the document should be user friendly and enable members of the public to clearly identify the targets and performance of services in their community.