Agenda item

The Joint Strategic Needs Assessment (JSNA) needed to be refreshed following publication of the new Joint Health and Wellbeing Strategy (JHWS) in 2019. The JSNA is a core part of the intelligence system capability.

Liz Uliasz arrived at 1.14pm

Helen Griffiths arrived at 1.14pm

Rod Brown arrived at 1.20pm

Frances Rutter arrived at 1.20pm

Witnesses:

Lucy Lynch - Public Health Registrar (SCC)

Key points raised in the discussion:

1. The Public Health Registrar introduced the report and noted that:

·         it was a statutory requirement to maintain the Joint Strategic Needs Assessment (JSNA), so a refresh following the publication of the new Joint Health and Wellbeing Strategy (JHWS) in 2019 was needed.

·         the refresh proposed using the 12 focus areas identified in the JHWS to frame the JSNA and support detailed action plans that address local needs.

·         central to renewing the governance of the JSNA was the avoidance of duplication - to be achieved by ensuring ownership of specific chapters by the relevant JHWS governance group with a coordinating operational oversight group - to meet in April 2020. That group would include representatives from the Council and other key organisations.

2. The Chief Constable of Surrey Police stated that the force were happy to engage with the project particularly from a mental health aspect which formed a significant part of the force’s duty.
3. Board members urged caution in the approach to prevent the formation of blind spots if the focus areas were too narrow, noting that it was important to recognise potential gaps in commissioning as issues change over time. The Public Health Registrar commented that while each chapter would include a horizon-scanning section within their focus area, the operational oversight group would also have a role in identifying new and emerging issues.
4. A Member of the Board was concerned that vulnerable groups such as Looked After Children (LAC) and Care Leavers were scattered across various JSNA chapters which did not support the partnership in meeting their responsibilities for Corporate Parenting. In response, the Public Health Registrar explained that the four target population groups included one of ‘deprived and vulnerable communities’ but this was broad and not yet delineated. She added that a list of such groups was being developed and would be shared with population group champions for discussion. The developing list included LAC and care leavers. The intention was to develop infographic summaries of each population group/sub-group as required.
5. A Member of the Board raised a concern regarding the difficulty in cross-system data collection on vulnerability and health inequality as many organisations held pockets of information and were not good at sharing it centrally. In response, the Public Health Registrar replied that in light of the Chairman’s earlier comment that the Health and Wellbeing Board would reaffirm itself as a ‘doing’ board, there were opportunities to improve the collation of data, across partners.
6. In response to the Deputy Chairman’s query, the Public Health Registrar commented that the public health team were considering how the intelligence within the JSNA refresh would align with and complement the NHS England’s Population Health Management (PHM) system across Surrey Heartlands.
7. Responding to a Member of the Board’s question, the Public Health Registrar explained that veterans were currently included one of the ‘deprived and vulnerable communities’ target population and she would extend this to include the families of military personnel.

RESOLVED:

The Health and Wellbeing Board agreed:

1. The 5 core principles to underpin the JSNA, namely that the JSNA is:

a. Current – a rolling programme of review will ensure the JSNA remains up to date through an iterative process of maintenance and development.

b. Embedded – linked into Council and NHS organisational processes to spend money, shape services and respond to need.

c. Relevant – to our professional audience, supporting the JHWS, working through partnerships to fill knowledge gaps or undertake calls for evidence.

d. Partner-driven – working together, informed by residents, to develop the evidence base required to drive improvements in outcomes.

e. Transparent – both in how we develop chapters, by involving residents, patients and partners, and in publications, which will be available online.

2. For the relevant teams to develop:

a. New chapters underpinning each of the 12 focus areas of the JHWS.

b. Target population group summaries identifying key health inequalities.

3. To renew governance for the JSNA with:

a. An operational oversight group with representatives from Surrey County Council public health, adult and children’s services, the Insight & Analytics team, the CCGs, HealthWatch and Districts & Boroughs. Others may be coopted as appropriate.

b. Ownership of specific chapters by the relevant governance group within the JHWS governance structure, reporting to priority area boards as appropriate, or task and finish groups where these are required.

4. In 2020, for the new operational oversight group to oversee delivery of:

a. An action plan for refreshing the entire JSNA.

b. Target population group summaries for 4 groups.

c. New chapters for up to 3 topics requiring in-depth analysis.

d. Refreshed chapters for up to 3 topics requiring minor updates.

Actions/further information to be provided:

None.