Health and care leaders across London have set out a bold new vision to improve the way services are delivered in every neighbourhood of the capital, putting people and communities at the heart of care.
A key strength of this work lies in the collective leadership behind it. NHS England (London Region), London’s five integrated care boards, London Councils, the Greater London Authority, the London Health and Care Partnership, and the Office for Health Improvement and Disparities in London – with support from Londonwide Local Medical Committees – have come together with a shared purpose and commitment to shape and endorse this work.
Together, these partners have formally backed the publication of “The London Case for Change” and the “London Target Operating Model and Next Steps for Implementation” for a neighbourhood health service in London. This marks a major milestone in the capital’s journey to transform health and care.
Together, these documents lay the groundwork for a bold transformation in how health and care is designed, delivered, and experienced by people in London, and reflect a collective determination to build healthier communities across the capital. They are informed by months of engagement with clinicians, professionals, system and organisational leaders, patients, carers, voluntary organisations, and local leaders, and reflect a shared ambition to shift away from fragmented, reactive care towards more localised, preventative support rooted in communities.
Why now?
Our approach reflects and reinforces the Government’s ambition for a modernised NHS, centred around three core shifts:
- from hospital-based to community-based care,
- from analogue to digital services, and
- from treating sickness to preventing illness.
Whilst shaped by national policy direction, London’s model also responds to the capital’s unique complexity, challenges, and opportunities – including its diverse population, varied health needs, and inequalities. It aims to improve population outcomes, enhance the sustainability of health and care services, and ensure the system is responsive to the evolving needs of all residents.
Katie Fisher, Chief Executive Officer, NHS South West London said:
“Joining up services isn’t a new concept in the NHS or in south west London, but ‘neighbourhood’ working aims to take our existing partnerships to the next level. With teams and services working on a smaller footprint, we can be more focused and targeted on what’s most important to our communities.
“We have some fantastic examples across south west London – including Sutton where we are making great strides working to improve to health of people with cardiovascular disease, based on data and strong community partnerships.”
The London model shows how integrated neighbourhood teams, including general practice, community services, mental health support, acute and specialist, local authorities (including adults’ and children’s social care and public health) and voluntary services, need to work together to provide coordinated care for people with the most complex needs.
While recognising this is a 10 year journey of transformation, the London plans also set out what needs to happen over the next 12 to 18 months.
Find out more
Learn more about these plans by reading: