Competency 5 - Using Knowledge Management and needs assessments to understand current and future health needs
This is the key Competency in terms of Knowledge Management. It stipulates that commissioning decisions should be based on sound knowledge and evidence. By identifying current needs and anticipating future trends, PCTs will be able to ensure that current and future commissioned services address and respond to the needs of the whole population, especially those whose needs are the greatest.
The Joint Strategic Needs Assessment (JSNA) will form one part of this assessment but when operated at world class levels will require more and richer data, knowledge and intelligence than the minimum laid out within the proposed duty of a JSNA. Fulfilling this Competency will require a high level of Knowledge Management with associated actuarial and analytical skill.
You can read more about this Competency, including the key information-related inputs and outputs required to meet this Competency here: Competency 5 - Knowledge Management Summary.
For a list of resources relating to this Competency, including a summary of the documents and rating, click here.
There are three areas of this Competency where Knowledge Management has particular relevance:
Below you will find summaries of how Knowledge Management can support your development in each of these areas, along with a choice of resources which we feel may help.
ANALYTICAL SKILLS AND INSIGHTS
The standard stipulates that the PCT must undertake robust and regular needs assessments that establish a full understanding of current and future local health needs and requirements.
It recognises that by identifying current needs and anticipating future trends, PCTs will be able to ensure that current and future commissioned services address and respond to the needs of the whole population, especially those whose needs are the greatest.
Whilst the Joint Strategic Needs Assessment (JSNA) will form one part of this assessment, world class standards of commissioning will require more and richer data, knowledge and intelligence than the minimum laid out within the proposed duty of a JSNA. Having said that, a JSNA in itself should be a fairly rigorous study of the local economy, drawing on data collated from multiple disparate sources, integrating these data and then analysing the information to provide a cohesive summary of the current health situation within the PCT’s area.
Achieving this standard will require a high level of Knowledge Management with associated actuarial and analytical skill.
At a minimum, the PCT will need to be able to prioritise the major health needs within its local population. To do this it will need to conduct regular needs assessments and collect clear outputs and conclusions, using consistent methodologies to identify gaps in care and drivers of performance. A Joint Strategic Needs Assessment will need to have identified future needs, both met and unmet.
To reach Level 4, the PCT must be proactive in identifying particular populations at risk so that thy can intervene at the earliest possible point. They must also use analysis of past interventions, progress and gaps to identify key drivers of variance from expectations, and use this information to drive change to provision.
For a list of resources relating to this area, including a summary of the document and rating, click here.
UNDERSTANDING OF HEALTH NEEDS TRENDS
At a minimum, the PCT must have compiled a list of the major health risks and priorities facing its local population by demographic and disease group, and be able to identify trends in major health and well being issues over time. Its findings will be based on key insights from public, patients and clinicians, alongside its JSNA findings.
To reach Level 4, the PCT must be able to identify the needs of particular sub-groups and ensure that services are constantly monitored and revised to meet the needs of these disadvantaged groups. They will also be able to use predictive modelling and analytical tools to form sophisticated views of likely future trends.
For a list of resources relating to this area, including a summary of the documents and rating, click here.
USE OF HEALTH NEEDS BENCHMARKS
At a minimum, the PCT benchmarks itself against national targets and other PCTs on local health needs status, and has plans to improve performance against each benchmark.
To reach Level 4, the PCT must benchmark itself continuously against similar populations as well as national and international standard, with the aim of achieving dramatic improvements and matching top performers on each benchmark.
For a list of resources relating to this area, including a summary of the documents and rating, click here.
