We've studied the 43 pilot sites, analysed what's working across the programme, and applied the same methodology that's delivered results in aviation, defence, and country-level infrastructure. This is what we've found.
Launched September 2025 under the 10 Year Health Plan. 43 sites from 141 applications. Overseen by a DHSC/NHSE taskforce chaired by Sir John Oldham. The programme provides coaching and peer learning — not funding, not resources, not delivery capacity.
30% acceptance rate. Applications required co-sponsorship from ICB CEOs, local authority chiefs, and key providers. Sites with existing integrated working were prioritised.
Data/Digital, Finance, Estates, Workforce — the four barriers that NNHIP's taskforce has identified as systemic blockers to neighbourhood health delivery.
Each Place was asked to nominate 18 key people: community nurses, hospital doctors, social care workers, pharmacists, VCSE representatives, and local authority staff.
Proactive care, urgent neighbourhood services, population health management, prevention, integrated working, and community engagement — as defined in NHS England's 2025 guidelines.
The strongest performing sites share three characteristics: pre-existing multi-agency relationships, proactive patient identification using risk stratification, and care coordinator roles embedded directly within primary care. Folkestone & Hythe cut A&E visits for at-risk patients from 223 to 33 in six months. East Birmingham's Integrated Neighbourhood Team reduced A&E admissions by 7% and hospital admissions by 10% in year one.
The pattern: success correlates with operational coordination and evidence discipline — not with additional funding or new technology. The sites that are progressing fastest are the ones that defined outcomes, mapped stakeholders, and built governance before they started delivering.
Five months in, the most frequently cited barriers are: governance complexity (who leads the neighbourhood team when no single organisation owns it?), data sharing between providers, workforce capacity in community nursing and social prescribing, and the absence of agreed outcome metrics. Sites without a clear evidence framework struggle to demonstrate progress — and without evidence, the case for continued investment collapses.
The gap NNHIP doesn't fill: the programme provides coaching and peer learning. It does not provide governance templates, evidence frameworks, stakeholder alignment methodology, or implementation capacity. Sites that bring these capabilities themselves — or source them externally — are outperforming those that wait for the programme to deliver them.
The clinical models exist. What's missing is the programme architecture to make them work across organisational boundaries. RiDraw brings the operational transformation methodology we've proven in aviation, defence, and country-level infrastructure into health and care.
The common thread: every one of these environments involves multiple organisations that must deliver shared outcomes without shared governance. That's exactly what neighbourhood health asks of NHS trusts, GPs, councils, community providers, and voluntary organisations. The methodology that works in a live airport or a multi-billion-pound defence programme works here — because the underlying challenge is the same.
Two interlocking frameworks. TIP structures the work. Five Elements structures the analysis. Together they produce the audit-ready evidence chain that NNHIP sites need to demonstrate impact to ICB boards, NHSE, and the national taskforce.
What needs to happen,
who owns it, by when
How tasks group into
deliverable workstreams
Evidence it's working
(or early warning it isn't)
Purpose maps to population health outcomes and the specific cohorts each site is targeting. Place grounds the work in the geography, community characteristics, and existing assets. Habitat addresses the physical estate — GP surgeries, community hubs, hospital interfaces — and directly supports the NNHIP estates enabler group. Environment captures the policy context, funding rules, and regulatory requirements that constrain local action. Organisation maps the governance, decision-making, and accountability structures that determine whether multi-agency working actually works.
The result is a complete picture of the neighbourhood — not just the clinical model, but the conditions that make it succeed or fail. Every element produces auditable evidence through the TIP chain: tasks completed, initiatives delivered, proof verified.
Detailed analysis for individual sites and regions — deprivation data, stakeholder mapping, comparative analysis with adjacent pioneer sites, and practical recommendations.
QEQM Margate catchment. 21% population in bottom 10% deprivation. Adjacent to Folkestone & Hythe pioneer site.
LiveNNHIP Wave 1 pilot. High deprivation, diverse population, strong existing partnership infrastructure.
Coming soonMajor ICB merger + NNHIP pilot. 4.5M combined population across the largest merger in England.
Coming soonINT operational at Washwood Heath. Year one: 7% A&E reduction, 10% hospital admissions down.
Coming soonStrong multi-provider partnership. Guy's, King's, SLaM, two boroughs, and GP federations aligned.
Coming soonHigh deprivation, health inequalities focus. Part of NENC region with strong integrated care history.
Coming soonWe prepare tailored intelligence for clinical and system leaders navigating neighbourhood health — whether you're in a Wave 1 site or building the case for Wave 2.
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