The Health and Wellbeing Board of Merton Council met on Tuesday 23 June 2026 to discuss progress on the Health and Wellbeing Strategy, the Better Care Fund, and winter planning. Key decisions included noting the progress and plans for the Better Care Fund. The Board also received updates on joined-up services and winter preparedness.

Health and Wellbeing Strategy Year 2 Action Plan

The Board noted the report on the proposed Year 2 action plan for the Merton Health and Wellbeing Strategy 2025-2030. This plan builds on the first year's activities, continuing, enhancing, or stopping actions as appropriate, and introducing new ones to address evolving priorities. The strategy is structured around five key themes: Start Strong, Focus on Prevention, Strong Communities, Healthy Places, and Joined-up Services.

Under the Start Strong theme, actions will continue to implement the Children and Young People (CYP) Plan, focusing on system-wide support for Being Healthy and Staying Safe. The integrated strategy for child poverty will be finalised, aiming to tackle root causes and support families. Work will continue to sustain the Family Hubs approach and implement the Best Start in Life Hub model within Integrated Neighbourhood Teams (INTs). A model for healthy weight in education settings will be developed, balancing food and activity environments. Emotional and mental health pathways for CYP with Special Educational Needs and Disabilities (SEND) will be reviewed and communicated, with a focus on equity. Year 3-5 considerations include developing actions in response to SEND pathway reviews, exploring the impact of social media on online harms, and supporting those Not in Education, Employment or Training (NEET).

The Focus on Prevention theme will see the delivery of a prevention exemplar for Cardiovascular Disease (CVD) prevention, linking to the pan-London Million Hearts and Minds Programme. The Eat Well, Be Active (EWBA) strategy and action plan will be implemented, incorporating recommendations to tackle physical inactivity. Vaccination awareness will be raised across Integrated Neighbourhood Teams (INTs), focusing on vulnerable groups. The Making Every Contact Count initiative will be embedded to tackle public health risk factors, and gambling-related harms will be addressed. New actions will also focus on implementing the sexual and reproductive health strategy.

For Strong Communities, the Board will maximise collaboration with Merton Connected to develop a new vision for 2027, ensuring the insights of underrepresented groups inform system-wide decision-making. Support will be provided to the Voluntary and Community Sector (VCS) to contribute to evaluation and develop a robust evidence base. The Civic Pride Grant review programme will ensure alignment with strategic priorities and focus on reducing health inequalities. Community-led initiatives will be supported to build skills, social connections, and take positive climate action. Community safety work programmes will be strengthened to positively impact health and wellbeing.

The Healthy Places theme will focus on implementing the Walking, Wheeling and Cycling strategy and embedding health and wellbeing, including mental health, in planning policies and developments. Recruitment and career opportunities will be enhanced through Employ Merton, with a focus on priority groups. Plans to reduce carbon emissions and strengthen resilience to climate-related health risks will be implemented. Housing quality will be improved, with a focus on damp, mould, indoor air quality, and overcrowding. The impact of poverty will be reduced through the implementation of Cost-of-Living strategies.

The Joined-up Services theme will see the establishment of the One Merton Estates Group to maximise estate use. Training will be rolled out to ensure cultural competencies within organisations. New pathways for crisis and severe mental illness, including for children and young people, are in development. The Merton Alliance partnership will focus on aligning dementia action plan services and supporting carers.

Better Care Fund 2026/2027 Plan

The Board noted the Better Care Fund (BCF) plan for 2026/2027. The BCF is crucial for supporting Merton's transition to an integrated, prevention-focused model of neighbourhood health and social care. The plan outlines goals for reducing emergency admissions for those aged 65 and over, decreasing the average length of discharge delay, and preventing avoidable long-term care home admissions. The BCF funding will be pooled to support neighbourhood health and care services, intermediate care, and adult social care services that promote integration and independence. Expenditure will be spread across these three areas, with a growing emphasis on neighbourhood health and care services. The plan details how the BCF will enable proactive care, strengthen rapid response and intermediate care capacity, expand community-based alternatives through virtual wards, and embed a home first approach to support safe and timely discharge. Robust joint governance is in place, with the BCF plan jointly developed and agreed by NHS South West London ICB, Merton Council, and wider partners.

Joined-Up Services Progress Report

An update was provided on joined-up services, highlighting the establishment of the One Merton Estates Group to maximise estate use. Training across the SWL St Georges Mental Health Trust was rolled out to staff to ensure cultural competencies. New pathways for mental health, including for children and young people, are in development. The Merton Alliance was described as an active and supportive partnership facing service and financial challenges. The Board agreed that the report be noted, with a commitment to bring forward targeted communications to residents and to ensure patient voices are included in the construction of neighbourhoods.

Winter Planning

The Board received an update on winter planning, with the aim of reducing emergency department attendances and hospital admissions by ensuring residents receive appropriate services close to home. Winter funding has been released to key partners, and there is a drive for vaccination uptake, including staff vaccinations. Investment has been made in additional primary care capacity, an urgent community response service, and in Trusts to address 'corridor care' and frailty pathways. Integrated Care Coordination now includes consultant cover for ambulances. A discharge credit card has been introduced to facilitate quicker discharges by covering small essential costs for patients.

Look Ahead to Start Strong

The Executive Director of Children, Lifelong Learning & Families provided an overview of the Start Strong priorities. The Children's Trust Board will be used to identify improvements, and the partnership's work is being evaluated for alignment with other transformations. The Being Healthy and Staying Safe action status is green and in progress. A proposal for a local pilot to review the effectiveness of the Independent Office for Police Conduct and youth advocacy approaches was discussed. The integrated strategy for child poverty in Merton will be finalised, with active pilots underway. Work on family hubs and the Best Start in Life approach will be sustained. A model balancing food and activity in educational settings has been agreed, with nutrition featuring heavily in discussions. A rise in the need for social, emotional, and mental health support for adolescents, as well as for neurodiverse children and those with autism, was highlighted as a priority. Waiting list times for services like ADHD support vary, with a focus on early intervention, prevention, and needs-led services. The Eat and Be Active Plan, covering nine key areas, will be published soon.