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Agenda item

Developing Integrated Neighbourhood Teams in Lewisham

Decision:

RESOLVED:

·         That the report be noted.

 

Minutes:

Laura Jenner (Director of Systems Transformation) introduced the report. The following key points were noted:

 

3.1. Lewisham was divided into four neighbourhood areas based on geography. Over the past couple of years, health and social care services had aligned themselves with these neighbourhoods. In the last 18 months, various approaches had been piloted to foster collaboration between health and social care services, voluntary organisations, and community groups. These pilots aimed to support individuals’ health and care needs holistically. The neighbourhood model was designed to build on the lessons learned from these pilots and further develop this approach.

3.2. The programme had been co-designed with a strong emphasis on community engagement. Ensuring the voices of community members and voluntary sector representatives were central to the programme’s development was considered essential.

3.3. In September 2024, an Integrated Neighbourhood Marketplace event was held with stakeholders, including community and voluntary groups who had been involved in similar pilots before. This event aimed to identify what had worked well, what challenges remained, and what priorities needed to be taken forward.

3.4. The aim of the neighbourhood working model was to integrate support within each neighbourhood across primary care, community services, adult social care, and the voluntary sector. This integration sought to create cohesive teams of professionals who could address residents’ mental health, physical health, and social care needs effectively.

3.5. The neighbourhood working model categorised residents into three groups-

·         Low complexity- Residents managing relatively well in the community but requiring occasional support. Community hubs, such as those at Waldron Centre, Lewisham Shopping Centre in Lewisham and Sevenfields, were established to provide this assistance.

·         Medium complexity- Residents with several long-term conditions, such as depression, who were not yet accessing the statutory services but were at risk of requiring them if left unsupported. This group was a key focus for preventative interventions.

·         Most complex- Residents already engaged with health and care services but whose support was fragmented. The aim here was to create a more coordinated and integrated care approach.

3.6. Lewisham’s Population Health team consolidated data from various parts of the health and care system. This team played a crucial role in identifying individuals who could benefit from the neighbourhood model. The data helped neighbourhood teams proactively address issues related to lifestyle, medication management, social concerns, and housing, shifting from reactive crisis management to proactive support.

The Committee members were invited to ask questions. The following key points were noted-

 

3.7. It was enquired whether formal mechanisms existed for sharing learning between neighbourhoods. Officers acknowledged the importance of such processes and committed to exploring this further.

3.8. A detailed communications and engagement plan had been developed, exploring multiple avenues for resident involvement. An upcoming public event aimed to inform residents about the neighbourhood model and offer opportunities for co-designing initiatives.

3.9. A Committee member raised concerns about IT system integration, noting that differing systems across neighbourhoods hindered seamless data sharing and contributed to inequalities. Officers explained that all neighbourhood teams, including voluntary sector partners, would be part of a data-sharing agreement to address these issues. While existing IT disparities posed a significant challenge, there was a long-term goal to connect these systems. Nationally, the ‘London Connections’ initiative was expected to support this effort.

3.10. A Committee member enquired about the project’s budget and its sustainability. Officers noted that the business case and budget were still being developed. The aim was to integrate existing services and, eventually, establish an integrated budget for each area. However, it was difficult to comment on the sustainability of funding due to resources constraints across services. The full business case would provide further clarity on the budget position.

3.11. Addressing systemic barriers to care, including cultural challenges, was a key aim of the neighbourhood model. Officers explained that community and voluntary groups would play a role not only in outreach but also in delivering services. Contracts with these groups were expected to include learning opportunities for health interventions. Co-designing health and lifestyle initiatives with residents and voluntary groups was highlighted as essential, though significant work remained.

3.12. The Chair of Overview and Scrutiny attended a North Deptford PCN (Primary Care Network) workshop on language-informed healthcare. The workshop’s clinical lead was contributing insights to the neighbourhood programme, ensuring these approaches informed wider healthcare practices and addressed power dynamics to support agency and service users.

3.13. The neighbourhood working model was described as a system-wide programme, not just a health initiative.

3.14. Officers acknowledged risks in planning and costing the programme simultaneously but anticipated finalising costs by January 2025.

RESOLVED:

·         That the report be noted.

 

Supporting documents: