The Health and Wellbeing Board of Sutton Council met on 8 June 2026 to discuss the evolving roles and responsibilities of the board in light of national policy changes, and to review progress on health and care integration. Key actions included noting the update on health and care integration, agreeing Sutton's 2026/27 Better Care Fund plan, and noting the submission of the 2025/26 Better Care Fund end-of-year return.

Health and Wellbeing Board Roles and Responsibilities

The board reviewed its roles and responsibilities in the context of significant national policy changes within the NHS, including the shift towards strategic commissioning by Integrated Care Boards (ICBs) and the move towards neighbourhood working. Imran Choudhury, Strategic Director for Public Health and Wellbeing, explained that the board's statutory role is to provide strategic leadership to improve the health and wellbeing of the local population and reduce health inequalities. This involves bringing together leaders from the council, NHS, and the voluntary sector to agree priorities and align plans. Chris Elliott, Independent Chair of Sutton Alliance Board, noted that Sutton is seen as a forerunner in integrated working, with a history dating back to a document signed by Paul Burstow MP. Michelle Rahman, Director of Transformation for Sutton Place, highlighted the long history of integration in Sutton and the commitment of the Sutton Alliance to meeting residents' needs. Simon Breeze from Community Action Sutton emphasised the challenges faced by the charity sector amidst NHS changes, likening them to shifting tectonic plates. The board noted the report on its roles and responsibilities.

Health and Care Integration in Sutton

The board received an update on the current state of health and care integration in Sutton, acknowledging the significant national policy changes and their implications for partnership working. Imran Choudhury outlined the challenges of integrating services around residents' needs rather than organisational structures, particularly in light of increasing complex health conditions and the need for a more preventative approach. Helen Bailey, Chief Executive of the London Borough of Sutton, stressed the importance of mature partnerships in navigating these challenges, especially given current resource constraints. The board noted the update on health and care integration.

Update on the Better Care Fund

The board discussed the Better Care Fund (BCF), a pooled fund designed to support integration and transformation, focusing on hospital discharge, community support, and ensuring residents receive necessary support in the community. Anna Saunders, Director of Commissioning for People Services, and Michelle Rahman co-chair the BCF oversight meetings. Michelle Rahman presented the 2025/26 end-of-year performance, noting an increase in non-elective admissions overall but highlighting Sutton's strong performance compared to London averages. Reductions in falls and improvements in same-day emergency care and virtual wards were noted. Vicky Kent, Health Integration Programme Lead, outlined the 2026/27 plan, which focuses on prevention, bringing care closer to home, and aligning NHS and local authority services. The plan aims to support immediate delivery and future transformation, with a continued focus on measurable outcomes such as non-elective admissions for those aged 65 and over, delayed discharges, and care home admissions. Councillor Dr Jenna Hartley-Smith raised questions about the involvement of carers in discharge planning and data sharing. The board agreed to approve Sutton's 2026/27 Better Care Fund plan and noted the submission of the 2025/26 end-of-year return.

Neighbourhood Working in Health and Care

The board received a briefing on neighbourhood working in health and care, a key component of the national Neighbourhood Health Framework. Imran Choudhury explained that neighbourhood health involves professionals from various sectors collaborating to understand local assets and serve the population. Michelle Rahman expressed excitement about the challenge, noting the alignment between the 10-year plan and the national framework. The framework's three key shifts – hospital to community, sickness to prevention, and analogue to digital – were reiterated. Sutton's response focuses on accelerating existing arrangements through four neighbourhoods: Central Sutton, Carshalton, Wallington, and Cheam and South Sutton. The board noted the Sutton Alliance's response to the Neighbourhood Health Framework and the development of neighbourhood working in health and care in Sutton.

The meeting concluded at 20:09.