The JSNA should be the basis for any initiative. If it’s not on
the JSNA, it’s likely you’re doing the wrong thing
access to the same things. This provides a baseline from which to build and helps providers develop interventions that have been proven to be effective in addressing specific issues among specific population groups. As an example, a large gym complex might work effectively with a cardiac rehab population in one part of a city, yet in another part of the city this population might not be able to access the same service and might have worse health outcomes as a result. A comparative case can be developed to extend the reach of that service based on this comparative need knowledge.
Understanding local needs The key is to understand all of the numerous and varied needs in evidence within any given community, to ensure your offering ticks all the boxes for every population group.
April 2014 © Cybertrek 2014
Fortunately for operators, local needs
are clearly identified in publicly available Joint Strategic Needs Assessments (JSNAs). These are locally informed sets of indicators in which the local authority and their partner organisations – including the Clinical Commissioning Groups, the NHS, as well as voluntary and education organisations – are investing resources to improve. These ought to act as the basis for any
initiative or intervention launched by an operator: in my view, if it’s not in the JSNA, it’s likely you’re doing the wrong thing. Recently, another layer of priorities
was introduced. These are specific public health priorities that can be found in your local Public Health Outcome Framework (PHOF) – for more information, see
http://lei.sr?a=n4y0c And it’s just as important for the private sector to understand these
frameworks as it is the public sector. Understanding local priorities – and therefore understanding the needs of different populations – responds to core business principles. However, I find many private sector
organisations have set programming: they fail to engage new customers because they develop programming based on wants instead of needs. As a public health commissioner myself, I’m often approached by the private sector and asked for money to invest in their interventions, but most of these interventions are based on what they already do. They assume they can somehow bring in new people by doing the same thing they’ve done before, rather than developing new initiatives to specifically appeal to the inactive populations for whom I’m tasked with developing effective interventions.
Read Health Club Management online at
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