Camden Integrated Care Partnership

Camden Integrated Care Partnership Community Connectedness aims to improve population health by coordinating services around individual needs. It brings together NHS organizations, local authorities, and partners to provide more person-centered and coordinated care, focusing on primary care networks and broader services in local areas such as mental health support and faster cancer diagnosis.

• Integrated Care
• Population Health
• NHS Organizations
• Coordination
• Community Partnership

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Uploaded on Feb 21, 2025 | 1 Views

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1. Camden Integrated Care Partnership Community Connectedness

2. Integrated Care NHS organisations, Local Authorities and their partners are joining forces to coordinate services around the whole needs of each person. Integrated care aims to improve population health by tackling the causes of illness and the wider determinants of health. ICSs are the NHS s chosen vehicle to redesign services to make it easier for individuals to access health and social care at the right time, in the right place. They bring NHS providers, commissioners, local authorities, and other health and care services together to propose how they can improve the way that health and care is planned and delivered in a more person-centred and coordinated way. This may include simpler access to GPs, faster cancer diagnosis and offer better help to people with mental health problems. ICSs will have a key role in working with Local Authorities at place level stronger partnerships in local places between the NHS, local government and others with a more central role for primary care in providing joined-up care.

3. The 3 levels of our new system PCNs/Neighbourhoods (circa 30-50k people) Served by groups of GP practices working with NHS community services, social care and other providers to deliver more coordinated and proactive services, including through primary care networks. Places / Partnerships (circa 250-500k people) Served by a set of health and care providers in a town or district, connecting primary care networks to broader services including those provided by local councils, community hospitals or voluntary organisations. Systems (circa 1M-3M people) The whole area s health and care partners in different sectors come together to set strategic direction and to develop economies of scale. 3

4. Integrated Care System in North Central London System leadership, strategy and planning Defining accountabilities across the system Managing performance (quality, activity, finance) Camden ICP Transitional Structure Camden Integrated Care Partnership Local partnership working across whole Camden population Deliver person-centred, community focused care Includes Council, Primary Care, Community, Voluntary Sector, Mental Health & Acute. 7 Primary Care Networks (evolving from 5 existing GP neighbourhoods ) Practices (& partners) working together 30,000-50,0000 population coverage Transitional Structure 32 General Practices Primary care core contracts Camden Health and Wellbeing Board Camden Integrated Care Executive Camden Local Care Partnership Board Camden Programme Delivery Group 4

5. Camden Integrated Care Partnership The Camden Integrated Care Partnership brings together health and care partners across Camden with a shared vision: We will make Camden the best place to start, live and age well We will support people to live a long and healthy life We will improve people s experience of care We will ensure residents and patients are at the heart of what we do and offer We will mobilise the skills and knowledge of local people, communities, and organisations to improve health and well-being

6. Camden Integrated Care Partnership Partners Central and North West London Healthwatch Camden Royal Free London Camden Council Camden & Islington Foundation Trust CHE GP Federation NCL CCG MiHomecare Ltd Tavistock & Portman Voluntary Action Camden Mind in Camden Shaw Healthcare Camden Patient and Public Engagement Group Haverstock GP Federation Camden Primary Care Network UCLH

7. Camden ICP focus areas To meet our vision, we have agreed on 5 focus areas to make Camden a place where all its patients and residents can thrive. These areas of work will tackle the main issues facing the Camden health and care system: inconsistent care approaches, difficulty in navigation, and duplication of services and activities. Urgent Community Response Neighbourhood Working Community Connectedness Mental Health, Learning Disabilities and Autism Children and Young People These focus areas will be supported by enabler work including co-production with citizens, communications and engagement, data and population health management, estates, digital, and workforce development.

8. Community Connectedness This focus area aims to: Expand our commitment to strengths based and early help approaches across sectors; Find ways to localise and integrate services ensuring multi-agency and multi-disciplinary care; Connect communities to reduce social isolation and ensure that community assets are accessible to all residents; Use data systems and sharing to support residents, improve services and share best practice; Ensure wrap around support during national or localised lockdowns.

9. 1. Neighbourhood VCS partnerships / networks 2. Borough wide approaches to prevention Aim: Empower the community by developing more flexible neighbourhood arrangements based around the needs and assets of communities. Aim: Having a coherent early help offer that supports the prevention of health and care issues with the tools in place to support residents. Developing and network / area based response VCS as leads Understanding broad support offer inc. role of mutual aid groups Data systems and sharing to support this way of working Determinants that lead to support How information is shared across partners Embedding referral routes Simplifying front doors Preventative approaches and tools 3. Support the clinically vulnerable and socially vulnerable population 4. Social Prescribing (including Mental Health social prescribing) Aim: Understanding the needs of these population cohorts and ensure there is support in place. Aim: Having the most effective and responsive service in place to meet the changing community demand. Lessons learned from first wave Utilising community level support Using data to continue to identify people who may need help Using digital to reduce social isolation Review of Covid response Ensure referral processes are embedded in health and social care pathways / processes Improve alignment with mental health 9

10. Key challenges Slow start but gaining momentum Scope of the priority Identifying leads and capacity to deliver work Numerous interdependencies Governance Work to date Agreed initial plan and measures of success Leads majority identified Outcomes within existing frameworks First meeting of working group Discussions at VCS Leaders meetings Attendance at first VCS network Covid Priorities Neighbourhood networks continue Sharing support offer and any data insights Ensuring capacity in referral pathways People who were shielding understand guidance 10

11. Community Connectedness: Next steps Continuous response to changing demands during Covid Visit remaining neighbourhood networks Identify lead VCS organisations Design and deliver a VAC / VCS forum Continue strategic updates at VCS Leaders meetings Update plan based on feedback Engage further with health leads Look for ways to link neighbourhood health / social care networks with VCS networks Mapping neighbourhood contacts Continue to build risk register Longer term refocus on areas within prevention priority stepped down during lockdown For more information about Community Connectedness please contact Jamie Spencer - Jamie.Spencer@Camden.gov.uk or Jessica Lawson Jessica.Lawson@Camden.gov.uk 11 11 Local Care Partnership Board