This chapter provides outline information for multi-agency practitioners about Joint Strategic Needs Assessments and Joint Health and Wellbeing Strategies, with links to local information that outline priority areas.


Statutory Guidance on Joint Strategic Needs Assessments and Joint Health and Wellbeing Strategies, Department of Health and Social Care


South Tyneside Joint Strategic Needs and Assets Assessment

This chapter was added to the APPP in July 2018.

1. Introduction

Local authorities and clinical commissioning groups (CCGs) have equal and joint duties to prepare JSNAs and JHWSs, through the Health and Wellbeing Board.

The purpose of the JSNA and JHWS is to identify local needs to inform strategies and services to improve the health and wellbeing of the local community and reduce inequalities for all ages.

2. Joint Strategic Needs Assessment

A JSNA is an assessment of the current and future health and social care needs of the local community. These are needs that could be met by the local system and its partners, for example the local authority, CCGs, voluntary sector or the NHS.

The JSNA is produced by the local health and wellbeing board, and is unique to the local area. The intention is for health and wellbeing boards to also consider wider factors that impact on their communities’ health and wellbeing, and local assets that can help to improve outcomes and reduce inequalities. JSNA’s should include information and outcomes for adult safeguarding. Each local area is free to undertake the JSNA in a way best suited to its local circumstances; there is no template or format that must be used and no mandatory data set to be included.

Within South Tyneside the approach taken includes asset within any assessment carried out and is therefore referred to as the JSNAA. The process of developing the key documents has also changed to focus on specific themes or topics rather than providing one overall need’s assessment for South Tyneside. This approach allows individuals to access the relevant information more easily, allowing the documents to be updated more frequently as well as hosted on the website with a range of links to other supporting documents.

A range of quantitative and qualitative evidence should be used in the JSNA. There are a number of data sources and tools that the health and wellbeing board may find useful for obtaining quantitative data. Qualitative information can be gained via a number of avenues, including but not limited to views collected by the local Healthwatch organisation or by local voluntary sector organisations, feedback given to local providers by service users, and views fed in as part of community participation within the JSNA and JHWS process.

3. Joint Health and Wellbeing Strategy

The JHWS should translate JSNA findings into clear outcomes that the board wants to achieve, which will inform local commissioning, leading to locally led initiatives that meet those outcomes and address the needs.

The JHWS is the strategy for meeting the needs identified in the JSNA. As with JSNAs, it is produced by the health and wellbeing board, is unique to each local area, and there is no mandated format.

In preparing the JHWS, the health and wellbeing board must have regard to government priorities for the NHS.

The JHWS should explain what priorities the health and wellbeing board has set in order to tackle the needs identified in the JSNA. Again, it would not be appropriate to specify or dictate issues which should be prioritised. This is not about taking action on everything at once, but about setting a small number of key strategic priorities for action, that will make a real impact on people’s lives, including keeping people safe.