Joint Strategic Needs Assessment. At this time there is the necessity, the motivation and momentum to transform the entire organisation and delivery of health and care services to the extent that has not existed throughout the existence of the NHS. The Joint Assessment and Discharge service is part of the transformation agenda providing a single point of access. Its creation was underpinned by the JSNA. The JSNA recommends that this need encompasses primary, community, hospital and social care services and is driven by the need to ensure that meeting the needs of the population goes hand in hand with services that are of high quality, sustainable and affordable.
Joint Strategic Needs Assessment. The purpose of the Health and Wellbeing Board is to promote the health and wellbeing of the residents of Barking and Dagenham. This is achieved by focusing on integration of health and social care, delivery of improved health outcomes and efficiently reduce inequalities for those residents who live in the Borough, including those identified in the 2016 JSNA. The JSNA set out a number of areas for improvement in the management of long- term conditions, avoiding hospital admission, and keeping people well in the community. The BCF plan that has been submitted sets ambitious plans for improving the hospital discharge process, avoiding admissions, and improving targeted support to individuals in the community, particularly frail older people and those with long-term conditions. The plan exceeds the JSNA’s identified needs around delayed transfers of care.
Joint Strategic Needs Assessment. The priorities for consideration in this report align well with the strategic recommendations of the Joint Strategic Needs Assessment. It should be noted, however, that there are areas where further investigation and analysis have been recommended as a result of this year’s JSNA. The purpose of the ongoing JSNA process is to continually improve our understanding of local need, and identify areas to be addressed in future strategies for the borough.
Joint Strategic Needs Assessment. The Designated Body will be responsible for ensuring that the mental health and wellbeing needs assessment be refreshed annually to inform regular commissioning cycles. The assessment should be specified jointly and should at a minimum identify across health, social care and integrated services: • unmet needs • views on the service from staff, users, carers and other stakeholders • data on access, care and treatment • ideas for how mental health services could be improved.
Joint Strategic Needs Assessment. Surrey-i Priority setting To help identify the overarching community safety priorities for Surrey that will sit within the Health and Wellbeing Strategy, a wide variety of data and information was gathered and reviewed by a Task and Finish Group. The Task and Finish Group agreed that the county priorities should reflect both those chosen by the Disticts’ and Boroughs’ Community Safety Partnerships (CSPs) and the high risk issues emerging from the county MoRiLE assessment balanced with professional judgement. There was also an acceptance that CSPs’ and the county’s priorities should reflect local demographic and geographical differences and an understanding that some issues were better dealt with at the county level. What is MoRiLE? MoRiLE stands for Management of Risk in Law Enforcement and is a means of assessing and comparing risk, adopting a holistic approach to questions of community safety. This is the first time Surrey has developed the process for partnership priority setting. Key Themes Vulnerability A person is vulnerable if, as a result of their situation or circumstances, they are unable to take care of or protect themselves or others from harm or exploitation. Addressing vulnerability is a golden thread throughout this Agreement. Over the last few years, the concept of ‘vulnerability’ has emerged as a key theme within discussions around community safety priorities and resource allocation. The police in particular have shifted their approach to one which looks beyond the crime or incident itself and focuses on the wider, root causes of why that crime or incident has been instigated and/or experienced by individuals or groups in the first place. The belief is that by addressing the needs of vulnerable individuals and families from the outset, we can prevent further harm and reduce demand and costs to the public services in the long term. This approach was verbalised in the Policing, Health and Social Care consensus in 2018 (Appendix B) which provided a focus for the police service, health and social care services and voluntary and community sector to work together to improve people’s health and wellbeing, prevent crime and protect the most vulnerable people in England. Taking this forward in 2020 the National Vulnerability Action Plan 2020-22 was announced by the Vulnerability and Violent Crime Programme of the College of Policing. This document, shows how to take a holistic evidence based approach to a threat which can then make a real differenc...
