NHS ISLINGTON JSNA UPDATE

JSNA Workshop 30th September

Presented by Rachel Maan

ISLINGTON STRATEGIC PARTNERSHIP

The ISP strives to improve the quality of life of local people and to create a community where people from very diverse backgrounds, comprising extremes of advantage and disadvantage all have a chance to fulfil their potential.

Established February 2002

Good integration between LA, PCT and partners

LA and PCT boundaries co-terminus

See ISP structure diagram

ISLINGTON STRATEGIC PARTNERSHIP

The Islington Strategic Partnership (ISP) consists of:• ISP Board • ISP Executive • Five Thematic Partnerships

The board consists of:

• Fire Brigade Islington Council • Islington Primary Care Trust • Police • Islington Community Network • Job Centre Plus • City and Islington College

• London Metropolitan University • Homes for Islington • Islington Housing Group • Islington Chamber of Commerce

ISLINGTON STRATEGIC PARTNERSHIP

The ISP has five thematic partnerships. These groups deliver the priorities set out in Islington's SCS and LAA

- Children’s Board - Environment and Sustainability Partnership - Health and Wellbeing Partnership - Safer Islington Partnership - Social and Economic Wellbeing Partnership

• Two tier governance structures

• Social determinants approach to JSNA – correlates well with the ISP structure

• JSNA structure reads directly across to the themes identified in the SCS

ISLINGTON COMMUNITY NETWORK

• Islington Community Network aims to provide a forum for Voluntary and Community networks across Islington. Twenty five voluntary and community networks are members including:

- Islington Disability Network - Islington Advice Alliance - Islington Tenants’ and Residents’ Association - Islington Refugee Forum - Islington Bangladesh Association

• ICN was created to promote the interests of voluntary and community organisations in Islington, to build relationships with the public and private sector, often through the ISP.

PROJECT OVERVIEW

• Aim: to improve community and voluntary sector engagement

Community and voluntary sector

engagement

Engagement across the whole

process

Utilise existing consultation data

Active dialogue with the

community

Capture the complexity of the local population

Engaging with local networks,

groups and forums

Communicating the outcomes of the

JSNA

Social marketing and the NHSI

brand

GOALS AND OUTCOMES

The goals…•To empower local people to voice their needs•To engage with and listen to the third sector•To foster greater local ownership of the JSNA process and outcomes•To maintain on-going local engagement in the JSNA cycle

The outcomes…•Priorities that reflect the needs of the local population•Increased relevance of services for local people•Improved uptake, quality and sustainability of services•Stronger relationships with the local community and the third sector

PROJECT APPROACH

Assimilation of existing

engagement activity

Third sector call for

evidence

Citizens panel questionnaire

on health

Voluntary sector / LINk

input

Used to inform chapter on

engagement

Consultation on the final JSNA

PROGRESS TO DATE

• JSNA currently being updated; aiming for a first draft by December

• Timescales had to be extended owing to pandemic flu

• Citizens panel questionnaire designed with LBI and about to be launched

• Third sector call – analysis to commence shortly.

• Existing engagement activity information – collated and currently identifying capacity for analysis

• Channels of communication with key stakeholders in voluntary sector and with LINk opened up

WHAT HAS WORKED WELL?

• Shift from a quantitative to a qualitative approach embraced

• New Head of Communications and Engagement – opportunity to raise the profile of engagement and role of JSNA at board level and to better engage with commissioning

• Opportunity to bring together engagement activities across LBI and PCT and analyse

• Engagement from LA colleagues – partnership approach

WHAT DIDN’T WORK WELL?

• Response to third sector call for information

• Project group delayed

• Engagement chapter written in parallel to the rest of the document – difficult to pull the quantitative and qualitative aspects together.

• Evidence base for chapters a challenge to produce

• Better integration between work streams may have been possible e.g. programme budgeting

•Timing with commissioning processes

WHAT WOULD BE DONE DIFFERENTLY?

• Project group in place earlier

• Workshop early on to brief chapter leads on developing evidence bases

• Integrate related work streams into one bundle

• Workshop type event for voluntary / community sector

• Better alignment with commissioning timescales

• Perception that the JSNA was a one off and criticism of the 2008 process

• Competing priorities and lack of capacity

• Managing expectations of different stakeholders

• Voluntary sector and community understanding of the JSNA

• Rapidly changing environment – acute sector changes

WHAT BARRIERS HAD TO BE OVERCOME?

• Quality, Innovation, Productivity and Prevention and Total Place:

- JSNA has offered a start but is just one part of the process

- Whole systems approach is required

• We need to do further work to bench mark and evaluate services

• Raises a number of questions / concerns…

- How do you balance community perception of need with organisational

perceptions of how to rationalise?

- How do we ensure the JSNA is fit for purpose in a rapidly changing environment?

- How do we triangulate the JSNA, Dazi and the restructure the acute sector?

LOOKING AHEAD…