The Health and Wellbeing Board of Leicestershire Council met on Thursday, 4 December 2025, to discuss a range of important public health matters. Key decisions included the approval of the revised Joint Local Health and Wellbeing Strategy 2022-2032, and support for ongoing collaborative work on dementia and neighbourhood models of care.

Joint Local Health and Wellbeing Strategy Approved

The Board approved the final version of the Joint Local Health and Wellbeing Strategy 2022-2032, which has been reviewed and revised in 2025. This strategy outlines the vision, priorities, and actions to improve the health and wellbeing of local communities and reduce health inequalities across Leicestershire. The revised strategy maintains a life course approach, focusing on key areas such as Best Start for Life, Staying Healthy, Safe & Well, Living & Supported Well, and Dying Well. Cross-cutting priorities of Improved Mental Health, Reducing Health Inequalities, and Health Protection & Emergency Preparedness are also central to the strategy. The strategy was developed through extensive collaboration and partnership efforts, with a commitment to ongoing monitoring and evaluation to ensure its continued relevance and effectiveness.

Progress on Mental Health Initiatives Noted

The Board noted the progress made by the Mental Health Place-based Sub-group over the past 12 months and supported its ongoing work and priority actions. The group has been instrumental in developing initiatives such as a mental health promotion plan, enhancing support for children and young people, addressing health inequalities for individuals with Serious Mental Illness (SMI), and suicide prevention efforts. Significant progress has been made in supporting people with SMI through improved stop smoking services and breast cancer screening uptake. The Mental Health Friendly Places/Clubs Programme has also seen considerable success, with 77 Mental Health Friendly Places and 43 Mental Health Friendly Clubs established across the county. Challenges remain, particularly concerning data sharing, which can impact the efficient delivery of some priorities.

Leicester, Leicestershire and Rutland Joint Living Well Dementia Strategy Endorsed

The Board acknowledged the progress made since February 2025 in delivering the Leicester, Leicestershire and Rutland (LLR) Joint Living Well Dementia Strategy 2024–2028. The strategy aims to improve outcomes for people affected by dementia through prevention, timely diagnosis, and person-centred support. Key achievements include embedding dementia-specific practices into service specifications, promoting risk reduction through public health campaigns, streamlining referral pathways for diagnosis, and expanding the Dementia Support Service (DSS). Despite ongoing efforts, dementia diagnosis rates in Leicestershire, averaging 64% over the last 12 months, remain below the national target of 66.7%. The Board endorsed continued collaboration to improve diagnosis rates and reduce inequalities, and supported commissioning plans that embed co-production, cultural competence, and carer support.

Neighbourhood Models of Care to be Rolled Out Across the County

The Board supported the work of the implementer neighbourhood site in West Leicestershire, which is focusing on respiratory illness. This initiative is part of a broader commitment to roll out neighbourhood models of care across the entire county. The Fit for the Future: 10-Year Health Plan for England emphasizes shifting care from hospitals to community settings, and Leicestershire is actively participating in the National Neighbourhood Health Implementation Programme (NNHIP). West Leicestershire was selected as one of 43 implementer sites nationally. The programme aims to bring NHS care closer to home, providing better support for individuals with complex health conditions and reducing unnecessary hospital attendances and admissions. The focus on respiratory illness in West Leicestershire aims to address its significant impact on the NHS and individuals, with plans to measure outcomes related to intermediate care, reduced hospital admissions, and residential care needs.

Office of the Police and Crime Commissioner's Health-Related Activities Noted

The Board noted the report from the Office of the Police and Crime Commissioner (OPCC), which outlines health-related activities commissioned and funded by the OPCC. The OPCC contributes to the county's substance use treatment service and funds a Drug Test on Arrest facility. They also contribute to the Leicestershire & Rutland Children & Young Peoples Justice Service and are beginning to address gambling harms within the criminal justice system. The OPCC commissions services for victims and survivors of domestic abuse and sexual violence, with a particular focus on supporting male victims, ethnic minority communities, LGBTQ+ individuals, and those with neurodiversity. The report highlighted that domestic abuse has a significant impact on GP, emergency services, and mental health services. The Board was asked to identify areas where OPCC delivery aligns with Health and Wellbeing Board priorities for potential joint working. The OPCC's commissioning priority for 2026/27 is the recommissioning of Domestic Abuse and Sexual Violence services.

Better Care Fund Quarter 2 Performance Noted

The Board noted the performance against the Better Care Fund (BCF) outcome metrics and the positive progress made in transforming health and care pathways up to Quarter 2 of 2025/26. The report indicated that the four national conditions for the BCF continue to be met. While performance against some metrics, such as the proportion of adult patients discharged on their discharge ready date, was slightly off target, work is underway to address these areas. Expenditure for Quarter 2 was in line with the published plan, with 48% of the overall income spent.

LLR SEND and Inclusion Alliance Progress Supported

The Board noted the progress of Phase 2 of the LLR SEND and Inclusion Alliance (SIA) and endorsed continued partnership working with the SIA. The Alliance is the East Midlands representative for the national SEND and Alternative Provision Change Programme Partnership (CPP). Phase 2 has focused on embedding a three-tier alternative provision model, supporting children with speech and language needs, and working with primary schools to bridge gaps between schools and parents regarding neurodivergence. The Alliance's primary role in 2025 and 2026 will be to coordinate the delivery of the national SEND and Alternative Provision Change Programme Partnership, the LLR SEND Joint Commissioning Strategy, and the LLR community inclusion programme.

Pandemic Planning Status and Next Steps Endorsed

The Board noted the current status of pandemic planning across Leicester, Leicestershire and Rutland (LLR), including governance, plans, capabilities, and risks. The report highlighted the participation in major exercises such as Tangra, Solaris, and Pegasus, which have improved coordination and refined protocols. Key developments since COVID-19 include strengthened data sharing, community engagement, and flexible leadership structures. The Board endorsed the proposed next steps to strengthen multi-agency coordination and preparedness, including enhancing data-sharing agreements, community resilience, and command and control structures. Support was also given for the continued integration of pandemic planning with broader health protection, Local Resilience Forum (LRF), and Emergency Preparedness, Resilience and Response (EPRR) frameworks.

Joint Local Health and Wellbeing Strategy Review Approved

The Board approved the final version of the Joint Local Health and Wellbeing Strategy 2022-2032, which has been reviewed and revised in 2025. This strategy sets out the vision, priorities, and actions to improve the health, care, and wellbeing of local communities and reduce health inequalities. The review focused on streamlining commitments within each strategic life course priority to enhance clarity and effectiveness. The strategy emphasizes a life course approach, with priorities covering Best Start for Life, Staying Healthy, Safe & Well, Living & Supported Well, and Dying Well, alongside cross-cutting priorities of Improved Mental Health, Reducing Health Inequalities, and Health Protection & Emergency Preparedness. The Board also approved the easy-read version of the strategy and noted the first iteration of the delivery plan. Regular progress reports will be provided to the Board.

Better Care Fund Quarter 3 Update Noted

The Board noted the Quarter 3, 2025/26 update on the Better Care Fund (BCF). The report indicated that performance against BCF outcome metrics and the transformation of health and care pathways up to Quarter 3 were progressing positively. While the average length of discharge delay for acute adult patients was slightly off target, work is underway to improve decision-making timeliness and communication with families. The UEC Ops Group, involving multiple partners, is monitoring the situation and identifying any gaps between health and social care. Expenditure for Quarter 3 was in line with the published plan.

Integrated Care Board 5 Year Strategic Commissioning Strategy Noted

The Board noted the contents of the Integrated Care Board's (ICB) 5 Year Strategic Commissioning Strategy. The strategy prioritizes areas where the greatest difference can be made, focusing on prevention to ensure financial sustainability. While mental health is not a primary priority, it remains a core commissioning requirement, and work will continue with providers to address mental health needs. The ICB has conducted a Health Needs Assessment to inform commissioning decisions. The Board acknowledged that public engagement could have been more extensive due to short timescales and expressed a desire to incorporate the public voice more effectively in future commissioning decisions. Discussions are needed regarding the expectations placed on the Voluntary, Community and Social Enterprise (VCSE) sector and potential funding for these organisations.

Joint Strategic Needs Assessment Programme of Work Approved

The Board approved the establishment of a Joint Strategic Needs Assessment (JSNA) Steering Group to prioritize and sequence JSNA topics, guiding the ongoing development of the JSNA programme of work. The Board will retain oversight, and the steering group will report to them. The new demography dashboard was welcomed as a useful tool for commissioning decisions, and discussions are ongoing regarding data sharing with Leicester City Council to ensure comprehensive data availability.

University Hospitals of Leicester NHS Trust Clinical Strategy Noted

The Board noted the University Hospitals of Leicester (UHL) Group Clinical Strategy (2025-35), acknowledging that its implementation will require significant partnership working across various sectors, including Primary Care, Social Care, and the voluntary sector. The strategy's focus on Delivering care in communities and neighbourhoods will necessitate input from housing and community support teams and will link with existing neighbourhood health work. Concerns were raised about ongoing structural changes within local authorities and partner organisations, emphasizing the need for conversations to ensure decisions on community and neighbourhood work consider these changes. UHL expressed a desire to be involved in the proposed County Place Based Team.

NHS Transformation and Transition Update Noted

The Board noted the update on NHS transformation and transition for Integrated Care Boards (ICBs). It was emphasized that current health provision levels are insufficient for future demand, necessitating changes in working methods and prioritization of high-impact areas. The Board acknowledged the risks associated with ICB staffing reductions and the potential impact on partner services. A report on new NHS England and regional health commissioning structures was requested, and a development session on new health arena developments is being planned.

Health and Wellbeing Board Terms of Reference Reviewed and Revised

The Board approved revised Terms of Reference for the Health and Wellbeing Board, subject to the removal of the Chief Executive of Leicestershire County Council from the membership list. The revised Terms of Reference will include representatives from District Councils on the proposed County Place Based Team. Additionally, the list of Operational Delivery Groups was updated to include the CYP Place Based Group instead of the Children and Families Partnership, and a new Operational Delivery Group, the County Place Based Team, was created.