The Health and Wellbeing Board of Islington Council met on Tuesday 21 July 2026 to discuss a range of important public health matters. Key topics scheduled for consideration included strategies for embedding resident and community insight into decision-making, an end-of-year report and future plan for the Better Care Fund, and an analysis of wait times for Child and Adolescent Mental Health Services (CAMHS). The Board also reviewed its annual work plan for 2026-27.

Resident and Voluntary, Community, and Social Enterprise (VCSE) Insight on the Health and Wellbeing Board

A significant focus of the meeting was on how to better incorporate the voices of residents and voluntary, community, and social enterprise (VCSE) organisations into the Health and Wellbeing Board's (HWBB) decision-making processes. The report presented proposed that resident and VCSE sector voice should become a core component of these processes. It was recommended that a standardised operating procedure (SOP) be developed, in collaboration with residents, to ensure that agenda items presented to the HWBB include a summary of how community insights have informed the work, a plan for future community insight incorporation, or a clear explanation for why it is not possible or appropriate. The Board was also asked to agree to review the effectiveness of these arrangements after 12 months. This initiative follows recommendations from a Local Government Association (LGA) peer review and addresses the upcoming end of Healthwatch's statutory functions.

Islington's Better Care Fund 2025/26 End of Year Report, 2026/27 Plan and Transformation Approach

The Board was scheduled to review the end-of-year position for Islington's Better Care Fund (BCF) for 2025/26, which included performance data, financial outturn, achievements, and areas for improvement. The report indicated mixed performance against national metrics, with hospital discharge targets being met, but admission avoidance and long-term care admissions not meeting expectations. The 2026/27 BCF Plan was also presented, outlining continued delivery through Section 75 pooled budget arrangements and a strengthened focus on admission avoidance, hospital discharge, and neighbourhood-based integrated care. A proposed transformation approach for the BCF was also put forward, aiming to use 2026/27 as a foundation year to strengthen assurance, performance management, and evidence-building in preparation for more substantive service redesign from 2027/28. The Board was asked to endorse this approach and agree to strengthen oversight of the BCF's delivery, outcomes, and value for money.

Child and Adolescent Mental Health Services (CAMHS) in Islington: An analysis of wait times

An analysis of wait times for Child and Adolescent Mental Health Services (CAMHS) in Islington was scheduled for discussion. The report highlighted significant increases in the number and complexity of children and young people (CYP) with additional needs, mirroring national trends. This has led to increased demand and longer wait times for therapies, neurodevelopmental disorder diagnoses (Autism and ADHD), and community mental health services. The report aimed to present performance data for CAMHS against local and national benchmarks, detail current initiatives to reduce wait times and improve experiences for CYP and their families, and seek endorsement for the continued implementation of these initiatives. The analysis included data on referrals, core CAMHS caseloads and wait times, and neurodevelopmental assessments for under and over 5s, comparing Islington's performance with other North Central London (NCL) boroughs.

Health & Wellbeing Annual Work Plan 2026-27

The Board was presented with an updated draft work programme for the Health and Wellbeing Board for 2026-2027. This programme is informed by the Islington Joint Health and Wellbeing Strategy 2025-2030 and priorities identified following the LGA Peer Review. The work plan outlines the key items scheduled for discussion at future Board meetings, providing a structured approach to addressing priority issues and ensuring effective oversight and decision-making. The Board was asked to approve this work programme, with the understanding that it may be subject to change based on evolving priorities.