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Healing Systems, Not Just People: Healing Health Inequalities
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This month, we spoke with Moyo Adigun‑Harris, SIG’s Group Clinical Lead, about her journey, the principles guiding her work, and her vision for strengthening clinical practice across our services.
What drew you to Social Interest Group, and how do you see SIG’s clinical model improving outcomes for people with complex needs?
I was drawn to SIG because of its strong commitment to social justice and its belief in working alongside people who are often excluded from traditional services. In the current political climate, where social pressures, inequality and service gaps are increasingly visible, organisations that champion inclusion and community support stand out.
SIG’s clinical approach recognises that mental health doesn’t exist in isolation. Housing, relationships, financial stability, and social opportunity all play a part in a person’s wellbeing. When people feel safe, respected, and supported across these areas, they’re more likely to engage, and that’s when we see outcomes improve.
Can you tell us about your professional background and how it has shaped your approach to clinical leadership?
I’m a Registered Mental Health Nurse with more than 20 years’ experience across psychiatric inpatient care, A&E, crisis teams, and forensic services. Much of my work has involved supporting people during their most challenging and complex moments, often at the intersection of mental health and justice systems.
These experiences have powerfully shaped my leadership style. I value reflection, transparency about challenges, and creating environments where staff feel supported to deliver compassionate care. When teams feel grounded and confident, the quality of support naturally strengthens.
From your experience, what approaches are most effective for improving engagement and reducing harm among people involved in both mental health and criminal justice pathways?
It starts with relationships, being genuinely curious about people’s stories and experiences. Many individuals in these pathways have been shaped not just by personal trauma but also by challenging encounters with services, so building trust takes time. I’ve found that proactive risk management works best when we understand a person’s triggers, strengths, and life context, rather than responding only when risk escalates at moments of crisis. Practical stability, secure housing, consistent healthcare, and dependable support also make a significant difference. When people feel understood and steadier in their daily lives, engagement increases and harm is reduced more sustainably.
Given the current challenges facing integrated and community-based care, where do you see opportunities for innovation within SIG?
There’s a real opportunity in strengthening partnerships across health, social care, housing, and justice services. Complex needs require a collaborative approach – no single organisation can meet them alone.
Innovation sometimes comes from simple changes: sharing learning more effectively across teams, valuing lived experience more visibly, and being open to new community-based approaches rather than sticking rigidly to traditional service models.
What is your vision for developing clinical practice across SIG, and how will it benefit the people we support?
My focus is on strengthening shared learning across services, building consistency, equipping staff to handle a wide range of complex situations, and creating reflective spaces where teams can connect and refine what works to develop practical approaches that feel logical and sustainable.
When staff feel prepared, supported, and connected, services become calmer, relationships with residents strengthen, and outcomes improve, particularly around stability, wellbeing, and social inclusion.
