The Health and Wellbeing Board met on Thursday 26 February 2026 and approved changes to the Joint Local Health and Wellbeing Strategy, including an Easy Read version and a revised 'healthy homes' commitment. The Board also approved revised Terms of Reference for itself, establishing new operational delivery groups and making changes to its membership.

Joint Local Health and Wellbeing Strategy Amendment, Easy Read and Delivery Plans

The Board approved amendments to the Joint Local Health and Wellbeing Strategy (JLHWS) 2022-2032 (Reviewed and revised 2025). This included a change to the wording of the 'healthy homes' commitment within the 'Staying Healthy, Safe & Well' life course priority. The word 'affordable' was removed from the commitment, reflecting that the partnership cannot directly influence housing market prices, with the updated wording stating: We will work together to make sure homes are safe, warm and of suitable quality and type, to support lifelong health and wellbeing.

An Easy Read version of the JLHWS was also approved, aiming to make the strategy more accessible to a wider audience. The Board noted the first iteration of the JLHWS Delivery Plan, which has been collaboratively developed by subgroups and outlines actions aligned to revised commitments, links to other strategies, and how success will be measured.

Health and Wellbeing Board Governance

The Board approved revised Terms of Reference for itself. Key changes included the removal of clinical representatives from the Integrated Care Board (ICB) membership, reducing their non-clinical representation to two, and reducing Healthwatch Leicester and Leicestershire representation from two to one. The proposed removal of representatives from Regional NHSEI and the Office of Health Improvement and Disparities was also approved.

Additionally, the Board approved the creation of two new Operational Delivery Groups: the CYP Place Based Group and the County Place Based Team. The CYP Place Based Group will oversee 'Best Start for Life' commitments, with the Children and Families Partnership becoming independent of the Health and Wellbeing Board. The County Place Based Team will be responsible for overseeing Health and Wellbeing Board activity and integrating neighbourhood models of care work, chaired jointly by representatives from Leicestershire County Council and the ICB. The revised Terms of Reference also include provisions for the election of a Vice Chairman.

Joint Local Health and Wellbeing Strategy Update - Best Start for Life

The Board noted the progress being made in delivering the 'Best Start for Life' priority of the Joint Health and Wellbeing Strategy. This included updates on initiatives such as the 'First 1001 Critical Days' programme, the 'Integrated Early Years Pathway', and 'Childhood Immunisation' coverage, which continues to exceed the national average. The report highlighted the awarding of £3,919,300 by the Department for Education to deliver 'Best Start Family Hubs', supporting the government's 'Giving Every Child the Best Start in Life' strategy. Progress was also noted in relation to 'School Readiness', including efforts to narrow the development gap affecting disadvantaged children, and 'Preparing for Life', with updates on HPV vaccination uptake and efforts to reduce the number of children in care.

Joint Strategic Needs Assessment Programme of Work

The Board approved the establishment of a Joint Strategic Needs Assessment (JSNA) steering group. This group will be responsible for prioritising and sequencing future JSNA work, guiding the ongoing development of the JSNA programme. The Board also noted and provided feedback on the new demography dashboard, which includes demographic breakdowns for Leicestershire and data visualisations.

Better Care Fund - Quarter 3 Update

The Board noted the performance against the Better Care Fund (BCF) outcome metrics and the progress made in transforming health and care pathways up to Quarter 3. The report indicated that the indirect standardised rate of admissions per 100,000 population was performing better than planned, and that Leicestershire was performing better than the England and East Midlands averages for discharge delays. Expenditure for Quarter 3 was in line with the published plan, equating to 73% of the overall income.

University Hospitals of Leicester NHS Trust Clinical Strategy

The Board noted the Clinical Strategy of University Hospitals of Leicester NHS Trust (UHL) and University Hospitals of Northamptonshire NHS Group (UHN) for 2025-30. The strategy outlines how the Group will address shared challenges such as rising demand, workforce shortages, and financial pressures. It focuses on six key areas: Safe and Sustainable Services, Frailty and Long-term Conditions, Neighbourhoods, Maternity, Neonatal and Children and Young People, Strengthening Cancer Services, and Improving Access. The Board also noted the strategy's alignment with the Joint Health and Wellbeing Strategy and opportunities for partnership working.

Integrated Care Board 5 Year Commissioning Strategy

The Board noted the contents of the 5 Year Strategic Commissioning Strategy developed by NHS Leicester, Leicestershire and Rutland ICB and NHS Northamptonshire ICB. The strategy sets out long-term priorities to improve population health and reduce inequalities by integrating services, aligning resources and workforce, and providing a sustainable framework. Key priorities include addressing preventable mortality (cancer, cardiovascular disease, respiratory disease), frailty, and children and young people's mental health and neurodiversity. The strategy emphasizes a shift towards proactive, preventative, and integrated support delivered closer to home, with neighbourhoods becoming the core delivery unit.

NHS Transformation and Transition

The Board received an update on the NHS transformation and transition agenda for Integrated Care Boards (ICBs). This included information on the approved 'cluster' arrangement for Leicester, Leicestershire and Rutland ICB and Northamptonshire ICB, aiming to reduce running costs and align with the 'Model ICB Blueprint'. The report detailed the ongoing staff consultation regarding a unified staffing structure and anticipated workforce reductions.

Election of Vice Chairman

Matt Gaunt (Integrated Care Board) was elected Vice Chairman of the Health and Wellbeing Board for a period of two years.