The Health and Wellbeing Board meeting scheduled for 18 March 2026 was set to discuss updates on the draft Joint Health and Wellbeing Strategy and the Better Care Fund Plan for 2026/27. The meeting was also scheduled to review the Integrated Health and Wellbeing Performance Report and receive an update on the Occupational Therapy Service.

Draft Joint Health and Wellbeing Strategy 2026-2031 Update

The Board was scheduled to receive an update on the consultation and engagement process for the draft Joint Health and Wellbeing Strategy 2026-2031. This strategy, developed by Hillingdon Health and Care Partnership (HHCP) on behalf of the Board, aims to set out partner ambitions for supporting the health and wellbeing needs of Hillingdon residents. The strategy is structured around four life-course outcomes: Best Start in Life, Live Well, Age Well, and Healthy Places. It identifies seven high-impact programmes, including neighbourhood proactive care and mental health early intervention, underpinned by Hillingdon's Place Operating Model. The report outlined the approach taken for resident and staff engagement, including online surveys and focus groups, and proposed that the results of this consultation would be reported back to the Board in June 2026, with the final strategy approval at that meeting.

2026/27 Better Care Fund Plan Update

An update on the planning requirements for the 2026/27 Better Care Fund (BCF) was scheduled for discussion. The BCF aims to support Integrated Care Boards (ICBs) and local authorities in delivering more integrated and preventative care. The report detailed the framework for 2026/27, which focuses on improving joint commissioning of integrated neighbourhood teams, ensuring BCF-funded services support those with frailty, and enhancing transparency of BCF scheme outcomes. The minimum value of the BCF for 2026/27 was noted as £43,482,688, an increase from the previous year, with contributions from both the NHS and the Council. The report also outlined the three national metrics for 2026/27, which include reducing emergency admissions for those aged 65+, reducing discharge delays, and reducing care home admissions for older people. The Board was asked to note the content of the report and endorse the plan approval arrangements.

Integrated Health and Wellbeing Performance Report and Service Update

The Board was scheduled to receive an overview of progress against its five strategic priorities: Best Start in Life, Live Well, Age Well, Healthy Places, and Equity & Inclusion. The report highlighted improvements in winter resilience, with reductions in ED attendances and waits, and better flow and discharge performance, including a reduction in No Criteria to Reside (NC2R) cases. Progress in mental health crisis response, with the redesigned Lighthouse model showing reduced length of stay, and the strengthening of community alternatives to hospital were also noted. However, the report indicated that emergency demand and bed days remained above operational targets, and Pathway 2 discharges persisted with delays. Key risks requiring Board oversight included workforce fragility and the scaling of new models. The priorities for the next three months were outlined as consolidating and accelerating progress in areas such as sustaining NC2R, translating frailty into bed-day reduction, and fully mobilising the Reactive Care programme.

Occupational Therapy Service Update

This report was intended to brief the Board on challenges in delivering Occupational Therapy (OT) statutory contacts for children with Special Educational Needs and Disabilities (SEND) as outlined in their Education, Health, and Care Plans (EHCPs). It was noted that approximately 400 children and young people did not receive their full allocation of OT contacts in the academic year 2024/25. The report detailed a recovery plan to address this backlog, including commissioning additional capacity from the independent therapy market and ensuring appropriate therapy is provided by the end of the Spring term.

Board Planner & Future Agenda Items

The Board was scheduled to consider its business for the forthcoming cycle of meetings. This included reviewing the draft Board Planner for 2026/2027, which outlines future reports and standing items, and considering the frequency of regular reports. The planner is flexible and can be updated subject to the Co-Chairs' approval. The report also highlighted the importance of adhering to report deadlines for inclusion on future agendas.