The Tower Hamlets Health and Wellbeing Board met on Tuesday 10 February 2026 to discuss key strategies and updates impacting the borough's residents. The board reviewed progress on the Connection Coalition's efforts to combat loneliness, adopted the new Safeguarding Adults Board (SAB) Strategy for 2025-2030, received an update on the Better Care Fund, and discussed the direction of the Mental Health Strategy.

Connection Coalition Priorities and Achievements

The board received an update on the Connection Coalition's work to tackle loneliness, a Mayoral priority and a key ambition within the Tower Hamlets Vision to 2035. The coalition, comprising over 100 partners from the council, NHS, and voluntary sector, focuses on reducing loneliness and social isolation, particularly among older and disabled residents living alone or in poverty. Key achievements in the 2025/2026 financial year included training 78 staff in spotting the signs of loneliness and making appropriate referrals, and a Just Say Hello campaign aimed at raising awareness of services for residents aged 50 and over. The campaign reached an estimated 22,000 residents through various channels, including bus stop advertisements, digital billboards, and newsletters. The coalition also hosted three multi-agency events, bringing together over 200 staff to foster collaboration and share expertise. Looking ahead, the coalition's priorities for 2025-2027 include system-wide integration, raising awareness of social connection services, building the capacity of the voluntary and community sector, improving impact measurement, and collaborating with the Tackling Poverty Team.

Safeguarding Adults Board (SAB) Strategy 2025-2030

The board adopted the new Safeguarding Adults Board (SAB) Strategy for 2025-2030. This strategy outlines the board's plans to improve adult safeguarding in Tower Hamlets over the next five years, with a particular focus on five key priority areas: homelessness, safety from domestic abuse, transitional safeguarding, tackling inequalities, and strengthening partnership working. The strategy acknowledges the borough's diverse population and the need for a tailored approach to safeguarding, recognising that certain communities may face higher risks or experience barriers to accessing support. The SAB will work to ensure that learning from reviews and audits is embedded across partner organisations, and that data collection on equalities is strengthened to better understand and address disparities in safeguarding experiences. The strategy also highlights the importance of co-production and involving individuals with lived experience in shaping safeguarding practices.

Better Care Fund Update 2025/26

An update was provided on the Better Care Fund (BCF), highlighting its role in integrating health, housing, and social care services to support residents in remaining well at home and receiving timely support. The report noted that while Tower Hamlets is on track to meet core BCF metrics, particularly concerning discharge delays, there is a need to review discharge pathways alongside intermediate and community care. The BCF is undergoing national reform, with a shift towards neighbourhood-based models of care expected from 2026/27. Tower Hamlets has been successful in securing tailored national programme support to help integrate BCF planning into emerging Neighbourhood Health Plans. A deep dive into BCF schemes, focusing initially on discharge-related services, is underway to inform planning for the upcoming year and prepare for the national reforms. The board was asked to note the current performance and financial position of the BCF and endorse the direction of travel towards aligning it with neighbourhood health initiatives.

Mental Health Strategy Update and Project Initiation

The board discussed the development of the Adults Mental Health Strategy, acknowledging the high and rising mental health needs within the borough, which are outpacing current service capacity. The recent needs assessments for both adults and children have highlighted significant inequalities, a fragmented and complex system, and the need for a joined-up, partnership approach. The previous Adults Mental Health Strategy expired in 2024, and the development of a new strategy was delayed to incorporate the latest data. Proposals for the scope and governance of the new strategy were presented, including the potential adoption of the THRIVE framework to align with the children's approach. A key point of discussion was the impact of the Integrated Care Board (ICB) restructure on system leadership and governance for mental health services. The board was asked to consider these proposals and make a decision on the approach for the Adults Mental Health Strategy, with a particular focus on ensuring effective leadership and oversight in light of ongoing organisational changes. The importance of co-production, involving individuals with lived experience, and reflecting the role of the voluntary and community sector in the strategy were also emphasised.