Hillingdon Council Cabinet Member and Officer Decisions
Best Start in Life (BSiL) Strategy 2026-2031
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Democratic Services
Location: Phase II
DDI: 01895 250692
CMD No: 2026/1684
To: COUNCILLOR SUSAN O’BRIEN
CABINET MEMBER FOR CHILDREN, FAMILIES &
EDUCATION
c.c. All Members of the Children, Families & Education
Select Committee
c.c. Julie Kelly – Corporate Director , Children’s
Services
c.c. Tehseen Kauser – Director of Children’s Social
Care
c.c. Antony Madden – Children’s Services
Date: 07 April 2026
Non-Key Decision request Form D
BEST START IN LIFE 2026-2031
Dear Cabinet Members,
Attached is a report requesting that a decision be made by you as an individual Cabinet
Member. Democratic Services confirm that this is not a key decision, as such, the Local
Authorities (Executive Arrangements) (Meetings and Access to Information) (England)
Regulations 2012 notice period does not apply.
You should take a decision on or after Wednesday 15 April 2026 in order to meet
Constitutional requirements about publication of decisions that are to be made. You may
wish to discuss the report with the Corporate Director before it is made. Please indicate your
decision on the duplicate memo supplied and return it to me when you have made your
decision. I will then arrange for the formal notice of decision to be published.
Ryan Dell
Democratic Services
Title of Report: Best Start in Life 2026-2031
Decision made:
Reasons for your decision: (e.g. as stated in report)
Alternatives considered and rejected: (e.g. as stated in report)
Signed ……………………………………………………… Date……………………..
Cabinet Member for Children, Families & Education
Cabinet Member Report – 07 April 2026 Page 1
Part I – Public
BEST START IN LIFE 2026-2031
Cabinet Member &
Portfolio
Councillor Susan O’Brien, Cabinet Member for Children, Families &
Education
Responsible Officer Tehseen Kauser, Director of Children’s Social Care
Report Author &
Directorate
Antony Madden, Children’s Services
Papers with report Best Start in Life Strategy 2026-2031
HEADLINES
Summary
The Best Start in Life Strategy 2026 –2031 sets out a clear,
ambitious and evidence driven plan to ensure every child in
Hillingdon grows up safe, healthy, happy, engaged, valued and
ready to learn. The strategy focuses on four core priorities: better
support for families, healthy beginnings, more accessible early
education, and improving early years quality, supported by strong
partnership working across health, education, social care, and the
voluntary sector.
This report seeks Cabinet Member approval to endorse the Best
Start in Life Strategy so that the accompanying delivery plan can be
fully implemented from 2026, enabling the Council and its partners
to act early, reduce inequalities, strengthen family resilience, and
improve long term outcomes for children across the borough.
Putting our Residents
First
Delivering on the
Council Strategy
2022-2026
This report supports our ambition for residents and the Council to
create:
Thriving, healthy households across the borough, underpinned by
an efficient, well -run, and digitally-enabled C
ouncil that works
collaboratively with partners to deliver services which improve the
lives of all our residents
Financial Cost The Best Start in Life programme presents no new direct financial
pressure to the Council, as delivery for 2025/26 is funded through
the Best Start Family Hubs Development Grant provided by the
Department for Education.
This grant covers early speech and language interventions, Home
Learning Environment programmes, parenting support, workforce
capacity, and development of the Best Start in Life Local Plan.
Future delivery beyond March 2026 will be met through planned
government allocations for 2026– 2029, with no additional Council
funding required based on current planning.
Select Committee Children, Families & Education Select Committee
Cabinet Member Report – 07 April 2026 Page 2
Part I – Public
Ward N/A
RECOMMENDATIONS
That the Cabinet Member:
1. Notes the strategic direction and priorities outlined in the strategy; and
2. Approves the proposed strategy and timelines.
Reasons for recommendations
1. Noting the strategic direction and priorities is sought as the Best Start in Life Strategy
2026–2031 sets out a clear, evidence driven vision for improving early childhood outcomes
across Hillingdon, grounded in local needs, lived experience, and national guidance. The
strategy identifies key challenges including inequalities, rising SEND needs, speech and
language delays, parental wellbeing pressures, and gaps in early development which
require a coordinated and preventative whole system response.
The strategic direction articulates four core priorities:
- Better Support for Families;
- Healthy Beginnings
- More Accessible Early Education;
- Improving Early Years Quality
Each supported by measurable commitments designed to strengthen family resilience,
improve health, enhance early learning, and raise Good Level of Development (GLD)
outcomes across the borough. Noting this direction ensures visibility of the overarching
ambitions and the collective multiagency plan necessary to drive improved long- term
outcomes for children aged 0–5 and their families in preparation for mid and late childhood
as well as young adulthood.
2. Endorsing the strategy and timelines is required to enable the Council and partners to
move to full implementation of the delivery plan from April 2026, ensuring Hillingdon is able
to meet national expectations set through the Best Start Family Hubs programme and the
Government’s target for 75.5% of children to achieve a Good Level of Development by
2028.
The timelines proposed in the strategy reflect local readiness, national funding schedules,
and the need for coordinated multiagency mobilisation, including workforce development,
expanded parenting and Home Learning Environment programmes, strengthened early
identification pathways, and improved access to childcare in high need areas. The strategy
also aligns with the national requirement for local authorities to strengthen their early years
system leadership, develop integrated Family Hubs, and publish a Best Start in Life Local
Plan by March 2026.
Cabinet member endorsement enables the governance, partnership arrangements, and
delivery structures to proceed at pace, ensuring that children and families benefit from
earlier support, more accessible services, and improved early development outcomes.
Cabinet Member Report – 07 April 2026 Page 3
Part I – Public
Alternative options considered/ risk management
• Do nothing/ continue current arrangements
o Rejected - existing provision would not address widening inequalities, rising SEND
need, speech & language delays, or gaps in school readiness.
• Delay the strategy until all national guidance is finalised
o Rejected - The DfE requires implementation of parenting and HLE interventions
from April 2026, and publication of a Best Start in Life Local Plan by March 2026.
• Implement only limited/ thematic initiatives (e.g., SLC only, childcare only)
o Rejected - Early years outcomes depend on multiple interconnected factors, such
as, family help, health, early education access, SEND provision and workforce
development, and a narrow approach would reduce impact.
• Not utilise or partially utilise the DfE Grants
o Rejected - Risks losing the ringfenced grant, reduces local readiness and delays
April 2026 implementation.
Key Risks and Mitigations
• Insufficient capacity to deliver at required pace;
o Risk: Strategy requires significant leadership, coordination and data capability.
o Mitigation: Development Grant funds additional capacity; multi -agency Delivery
Group meets monthly to maintain pace.
• Delay in Cabinet Member approval impacts statutory timelines;
o Risk: Late approval could prevent meeting DfE requirements for March 2026 Local
Plan and April 2026 rollout.
o Mitigation: Readiness work (recruitment, planning, data development) already
underway to enable rapid mobilisation.
• Recruitment delays for key roles (Parenting, HLE, Early Years roles)
o Risk: Slower rollout of evidence-based delivery, especially in priority areas.
o Mitigation: Job descriptions written, interviewing underway, and training pathways
established under grant funding.
• Potential reduction in on site access;
o Risk: Fewer access points could reduce reach for vulnerable families and early
intervention.
o Mitigation: Family Hubs model expands locality based, outreach and faith setting
delivery to maintain or increase access.
• Failure to meet GLD targets or reduce inequalities;
o Risk: GLD target of 75.5% (61.3% FSM) by 2028 could be missed without
coordinated intervention.
o Mitigation: Strategy includes measurable KPIs, termly monitoring, integrated early
help, SEND pathways and strengthened early language/HLE programmes.
• Data integration and information sharing challenges
o Risk: Lack of consistent data across health, education and care could limit early
identification and monitoring.
Cabinet Member Report – 07 April 2026 Page 4
Part I – Public
o Mitigation: Development Grant funds the development of a data dashboard and
integrated datasets under Delivery Group oversight.
Democratic compliance/ previous authority
This proposed strategy will have ongoing oversight by the Corporate Management Team and
annual performance reporting to the relevant select committees and the Department for
Education. The Cabinet Member has the constitutional authority to approve service specific
strategies.
Select Committee comments
None at this stage.
SUPPORTING INFORMATION
1. Introduction and Strategic Context
1.1 The Best Start in Life Strategy 2026–2031 provides a shared boroughwide vision to ensure
every child grows up safe, healthy, happy, engaged, valued and ready to learn. It responds
to clear evidence that early childhood experiences shape long term health, educational
attainment and life chances.
1.2 The strategy is built on strong research foundations including the Marmot Review,
national early years evidence, and local analysis showing widening developmental
inequalities, rising SEND need, and significant speech, language and communication delays
across Hillingdon.
1.3 National policy drivers including the Government’s Giving Every Child the Best Start in
Life programme require Local Authorities to publish a local Best Start Plan and begin delivery
of evidence-based parenting and Home Learning Environment (HLE) interventions from April
2026.
2. Case for Change
2.1 Local data shows one in five children in Hillingdon live in low -income households,
developmental gaps emerge before age five, and SEND/ complex needs are increasing. Early
years settings report sharp rises in speech, language and communication needs (SLCN) and
greater complexity of developmental needs.
2.2 Access barriers persist for families experiencing deprivation, language barriers,
homelessness or low parental confidence, requiring expansion of accessible Family Hub
delivery and locality-based support.
2.3 Without strengthened early intervention, children are at greater risk of poorer health,
reduced school readiness, and long term social and economic disadvantage reinforcing the
need for a whole system and preventative approach.
3. Summary of Strategic Priorities
3.1
Better Support for Families
Cabinet Member Report – 07 April 2026 Page 5
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• Strengthen early identification and timely family help through Family Hubs and
integrated pathways.
• Expand evidence-based parenting and Home Learning Environment programmes.
• Improve coordination of SEND support, early intervention, and parent carer
involvement.
• Enhance safeguarding, trauma informed practice, and family resilience.
3.2 Healthy Beginnings
• Improve early health outcomes from pregnancy to age five, focusing on oral health,
healthy weight, immunisations, and maternal wellbeing.
• Boost uptake of key health interventions, including Healthy Start vouchers and health
visiting contacts.
• Strengthen parent infant relationships and emotional wellbeing through joined up
perinatal and early years mental health support.
3.3 More Accessible Early Education
• Increase the take up of funded childcare, particularly for disadvantaged two year olds.
• Expand childcare availability in high need areas and support inclusive provision for
children with SEND.
• Improve pathways into childcare through Family Hubs, early years providers and the
Family Information Service.
3.4 Improving Early Years Quality
• Strengthen early communication, language, and mathematical development so more
children reach a Good Level of Development.
• Improve workforce skills and leadership through professional development,
communication rich practice, and collaboration with Stronger Practice Hubs.
• Ensure high quality, inclusive provision that prepares all children for a successful
transition into school.
4. Evidence Based Approaches Within the Delivery Plan
4.1 The proposed delivery plan embeds evidence- based interventions such as WellComm
speech and language screening, Early Words Together, and structured parenting pathways
(e.g., Nurturing Programme, Solihull/Togetherness, SEND specific approaches). These are
nationally recognised for improving early communication, parental engagement and school
readiness.
4.2 A whole system approach will enable earlier identification of developmental and health
needs, improving long term outcomes and reducing pressure on specialist and statutory
services.
4.3 Family Hub delivery, informed by parent voice and community insight, ensures services
are non-judgmental, culturally responsive and accessible, features consistently highlighted by
Hillingdon families as critical.
5. Governance and Accountability
5.1 Implementation will be overseen by the Best Start in Life Delivery Group, with
multiagency leadership across health, education, early years, social care, and the voluntary
sector.
Cabinet Member Report – 07 April 2026 Page 6
Part I – Public
5.2 The Delivery Group reports into the Children’s Health and Care Partnership and the
Health and Wellbeing Board, providing system accountability and enabling strategic oversight,
risk management and performance monitoring.
5.3 Progress will be monitored using a dedicated performance framework, aligned to early
years KPIs and GLD targets, with regular review cycles and data-informed decision making.
Financial Implications
The recommendations in this report create no new unfunded financial pressures for the Council.
Delivery for 2025/26 is fully supported by the £166,583 Best Start Family Hubs Development
Grant, which is ringfenced for preparatory activity, must be spent within the current financial year
and has detailed actual and committed spends at time of writing.
Grant funding covers key readiness activities including early speech and language intervention
(WellComm), Home Learning Environment coordination and training, parenting programme
delivery, data development and capacity to implement the Best Start in Life Local Plan.
From April 2026, implementation of the strategy will be funded through provisional multiyear
national allocations (2026 –2029) under the Best Start Family Hubs and Best Start in Life
programme, supporting revenue and capital costs for Family Hubs, HLE progr ammes, parenting
interventions, leadership capacity, and integrated neighbourhood services. The provisional
allocation for financial years 2026-29 of the programme is £2,575,600.
The strategy is expected to deliver long term cost avoidance across education, SEND, health,
and social care through improved early identification, higher school readiness, reduced escalation
of needs, and strengthened preventative pathways.
Delivery risks, such as grant compliance and meeting DfE timelines are mitigated through monthly
multiagency delivery oversight, active recruitment and training, and mandatory financial reporting
requirements including the Statement of Grant Usage due by April 2026.
RESIDENT BENEFIT & CONSULTATION
The proposed recommendations will have a significant and positive impact on Hillingdon
residents, particularly families with young children, by improving access to early help,
strengthening family resilience, and ensuring children receive the support they need at the earliest
stage.
Improved outcomes for children aged 0–5
The strategy is designed to ensure children grow up safe, healthy, happy, engaged, valued and
ready to learn, supporting early brain development, communication, emotional wellbeing and
school readiness. Families will benefit from earlier identification of need and timely intervention,
reducing developmental gaps and future disadvantage.
More accessible and joined up support through Family Hubs
Residents will experience improved access to services across health, early years, SEND and
family support via Family Hubs, outreach, libraries, toddler groups and faith based settings. This
reflects parents’ feedback requesting accessible, non-judgmental support close to home.
Cabinet Member Report – 07 April 2026 Page 7
Part I – Public
Strengthened support for families experiencing disadvantage
The strategy directly targets inequalities including poverty, homelessness, language barriers and
parental wellbeing challenges by improving access to high quality childcare, parenting support,
early language interventions and targeted help in areas of highest deprivation.
Enhanced support for children with SEND
Families of children with SEND will benefit from strengthened early identification pathways,
improved coordination between professionals, and greater access to evidence based
interventions and inclusive early education. This is a key local priority due to rising levels of
complex needs.
Healthier communities
Residents will benefit from improved oral health programmes, increased immunisation uptake,
Healthy Start access, support for healthy weight, and stronger maternal and perinatal mental
health services. These improvements will contribute to healthier childr en and reduced demand
for acute services.
Expanded childcare access supporting working families
Increased availability and take up of funded childcare, particularly for disadvantaged two year
olds – will support parental employment, financial stability, and improved child development
outcomes.
Stronger community resilience and collaboration
Feedback from the multiagency stakeholder event involving over 130 professionals, where 92%
reported improved understanding and 96% stronger collaboration, demonstrates that the strategy
strengthens community cohesion and joint working across services supporting residents.
Putting residents first
The recommendations fully align with the Council’s vision of putting residents first by:
o Ensuring families have access to timely, high quality support
o Prioritising improved outcomes for the most vulnerable
o Strengthening local services based on resident feedback and lived experience
o Reducing inequalities and improving life chances from the earliest stage
By endorsing the strategy and enabling the delivery plan to proceed, the Council will create a
more equitable, preventative, and resident centred early years system that improves outcomes
for children and strengthens communities across Hillingdon.
EQUALITIES IMPLICATIONS:
The Equality Impact Assessment of the Best Start in Life Strategy demonstrates that the proposal
is strongly aligned with the Council’s duty under the Equality Act 2010 to eliminate discrimination,
advance equality of opportunity, and foster good relations . The strategy is built on a substantial
evidence base, including child development and health data, parental consultation, multi-agency
engagement, SEND intelligence, and national research. These insights highlight persistent
inequalities affecting specific groups, particularly children with SEND, families in poverty, minority
Cabinet Member Report – 07 April 2026 Page 8
Part I – Public
ethnic communities, multilingual households, parents with perinatal mental health needs, and
those experiencing unstable housing.
Overall, the strategy is expected to have significant positive impacts, especially for groups facing
entrenched disadvantage. These positive impacts include: earlier identification of developmental
needs, expanded Family Hubs in deprived areas, enhanced SEND pathways, improved maternal
and child health interventions, better access to childcare, and strengthened multi -agency
coordination.
In conclusion, the assessment finds that the BSiL Strategy is likely to reduce inequalities and
improve outcomes for families across Hillingdon, provided the identified mitigation actions are
embedded and monitored. The strategy uses evidence- based, target ed approaches that
disproportionately benefit those experiencing the greatest disadvantage, supporting a fairer start
for all children.
Consultation & Engagement carried out (or required)
The Best Start in Life Strategy has been shaped through extensive coproduction with residents,
parents, professionals, and partners across Hillingdon. Families played a central role, including
498 parents who responded to the Family Hub user survey in October 2025, all of whom
recommended the service, providing clear feedback on accessibility, support needs and service
improvements. The Family Hub Parent Group, including parents of children with SEND,
contributed directly to service design, improvements to the online offer, and the chair is a member
of the Best Start in Life Delivery Group to ensure ongoing parent voice in governance.
A major stakeholder event with over 130 participants from health, education, early years settings,
community and voluntary organisations strengthened the strategy, with 92% reporting improved
understanding of local support and 96% reporting deeper collaboration. Themes from this event
shaped the strategy’s priorities on early help, SEND pathways, parental wellbeing and speech
and language development.
Development of the strategy has been further informed by multiagency input through the Best
Start in Life Delivery Group, bringing together health, early years, social care, education and
voluntary sector partners. This group meets monthly to shape priorities, review data, and oversee
systemwide delivery planning.
Co-production is embedded throughout the delivery plan, ensuring the strategy reflects lived
experience, professional expertise and robust evidence. This positions Hillingdon to deliver an
integrated, accessible and responsive early years system shaped by those who use and deliver
it.
CORPORATE CONSIDERATIONS
Corporate Finance
There are no additional finance considerations beyond those highlighted in the financial
implications section of this report.
Legal
Use of funds under the grant must comply with the relevant grant conditions. There are no legal
impediments to the recommendation set out within the report.
Cabinet Member Report – 07 April 2026 Page 9
Part I – Public
BACKGROUND PAPERS
NIL.
APPENDIX
Best Start in Life Strategy (2026–2031)
1www.hillingdon.gov.uk
Best Start
In Life Strategy
2026 - 2031
32
“Giving every child the best start in life is crucial to reducing health inequalities across the life
course. The foundations for virtually every aspect of human development – physical, intellectual,
and emotional – are laid in early childhood. What happens during these early years (starting in the
womb) has lifelong effects on many aspects of health and well-being – from obesity, heart disease and
mental health to educational achievement and economic status.”
Marmot Review, Institute of Health Equity
“As Chair of the Hillingdon Family Hub Parent Group and a
parent carer of two children, one of whom is autistic, I deeply
value the early years for all children, particularly those
needing extra support. Family Hubs and Children’s Centres
have shown me the importance of accessible, non-judgmental
services that support the whole family and ensure parents feel
heard and supported at the right time.
This strategy reflects the importance of prevention, early
intervention and co-production, and recognises that lived
experience must sit alongside professional expertise in
shaping effective services. I welcome the commitment to
reducing inequalities, strengthening family resilience and
improving outcomes for all children, and look forward to continued collaboration to ensure the
strategy delivers meaningful, inclusive support for families across Hillingdon.”
Mohini Khalon - Chair of the Family Hub Parent Group
Foreword Contents
1. Introduction and our Vision 4
2. Why This, Why Now? The Need for Change 6
3. Our Principles as a Partnership 8
4. Growing up in Hillingdon - Where we are in 2026 10
5. Best Start in Life Road Map 13
6. Priorities 16
7. Accountability, Progress and Review 32
8. Moving Forward Together 35
I am extremely pleased to introduce Hillingdon’s Best Start in Life
Strategy - a shared vision rooted in a simple but profound belief;
when we give every child the strongest possible start, we shape not
just individual futures but the future of our entire community.
The early years are extraordinary. They are the foundation upon which
every child builds their health, learning, wellbeing and life chances.
They influence how children grow, how they relate to others, and
how they navigate the world. In these first months and years, the
opportunities we create and the challenges we prevent have an impact
that lasts a lifetime. Here in Hillingdon, our ambition is clear and
unwavering: every child will have the best possible start in life.
To grow up safe, healthy, happy, engaged, valued and ready to learn.
This vision belongs to all of us as a community as well as our services, our partners, and our families.
Families today face complex pressures,
and we recognise that achieving this vision
demands both honesty and determination.
We continue to see inequalities surrounding
gaps in early development, challenges in
speech and language, increasing demands
on parental wellbeing, and a rising need for
support. These pressures, both local and
national, shape the daily reality for many of
our residents.
And yet, the opportunities ahead of us are
greater than the challenges we face. Together ,
we have the chance to act early, prevent
need from escalating, and strengthen the
environments in which children grow. We
seek to reduce inequalities, improve life
chances, and ensure support is accessible
where and when families need it most. We
look to build communities that nurture
resilience, confidence, and aspiration, as well
as, communities where every child is able to
thrive, not only in their early years
but throughout their entire lives.
To deliver on this shared ambition, Hillingdon
has set out clear strategic priorities:
• Better Support for Families
• Healthy Beginnings
• More Accessible Early Education
• Improving Quality in the Early Years.
These priorities reflect our collective
commitment to work differently, think boldly,
and focus relentlessly on what matters most.
This strategy is a commitment that every partner
across Hillingdon stands together , united in
purpose and driven by the belief that every
child deserves the very best start in life.
As we move forward, let us continue
to collaborate with ambition, act with
compassion, and lead with the conviction
that the work we do today will transform
the lives of children tomorrow.
Together , we will ensure that every child in
Hillingdon not only has the chance to thrive
but truly does thrive.
Susan O’Brien
Cabinet Member for Children, Families and Education
54
1. Introduction and our Vision
The Government’s Giving Every Child the Best
Start in Life strategy, sets out an ambitious
goal to ensure that all children, regardless of
their circumstances, have the opportunity to
reach their full potential, with a national target
for 75 per cent of five‑year‑olds to achieve a
Good Level of Development (GLD) by 2028.
We place babies, children and families at the
heart of our work, using a strengths‑based,
trauma‑responsive and relationship‑focused
approach that supports the entire family
during the crucial early years. Working
together across health, education, and
community services to improve development,
health and wellbeing from pregnancy through
early childhood, ensuring parents and carers
receive the highest quality guidance and
services to strengthen family resilience,
and create nurturing environments where
children can thrive.
Achieving this vision requires a clear
focus on what matters most. Guided by
local data, family feedback, and national
evidence, we have identified key priorities
and commitments that will drive change and
deliver impact. These commitments reflect
the challenges and opportunities unique to
Hillingdon and ensure resources are targeted
where they will make the greatest difference.
In order to attain this Good Level of Development by 2027/28, we will strive to achieve the
following targets:
GLD overtime target 25/26 26/27 27/28
Overall 72.6% 74.1% 75.5%
FSM 59.2% 60.2% 61.3%
In Hillingdon, we understand children’s learning and development starts before birth and
are influenced by many factors, including health, home environment, parenting, financial
security, and additional needs. These components combine to build a strong foundation
for learning, helping children to flourish and achieve positive outcomes as they grow
older . This plan seeks to incorporate all these considerations.
Supporting this vision is the Department for Education’s objective for Hillingdon to
improve the overall Good Level of Development (GLD) in alignment with national
standards. The specific targets set for Hillingdon are shown below:
Overall GLD 24/25
FSM GLD 24/25
71.2%
58.1%
71.2% 75.5%+4.3%
+3.2%
Overall GLD 27/28
FSM GLD 27/28
75.5%
61.3%
+2.9% vs National
+6.9% vs National (FSM)
Giving every child the best start in life:
A loving, secure
and reliable
relationship with
a parent or carer
to support a child
Emotional
wellbeing
Brain
development
Language
development
and ability to
learn
Capacity to
form and
maintain positive
relationships
with others
Hillingdon’s Best Start in Life Strategy sets out a shared vision that:
Every child in Hillingdon will have the best possible start in
life: safe, healthy, happy, engaged, valued and ready to learn
Hillingdon’s targets
Current GLD in Hillingdon Improvement needed Target GLD in Hillingdon
76
2. Why This, Why Now? The Need for Change
It is widely evidenced that children who get the
support needed in their earliest years are more
likely to thrive at school, develop strong social
and emotional skills, enjoy better health, and
go on to lead fulfilling, productive lives. While
genetics play a role, it is the quality of early
relationships and environments that most
powerfully shape a child’s trajectory. Providing
caring and stable support helps children’s
brains develop well and makes them stronger ,
while social problems like neglect or an
unstable environment can cause lasting harm.
Ensuring every child in Hillingdon has the best
start in life is one of the most effective ways
to improve long‑term health, educational
achievement, and social outcomes across our
borough for each child.
• Persistent inequalities: Challenges
such as poverty, insecure housing,
health inequalities, having English as an
additional language, adverse childhood
experiences, social disadvantages and
limited access to services are especially
significant for groups such as children
with Special Educational Need and
Disabilities (SEND), those from global
majorities, and Cared for Children,
increasing their risk of poorer outcomes
without timely intervention.
• School readiness gaps: Data consistently
shows that children from disadvantaged
backgrounds are less likely to meet early
learning goals, widening the gap before
formal education begins.
• Speech, language, and communication
delay – In Hillingdon, the most common
primary need among pupils identified with
SEND for the 2024/25 academic year was
Speech, language, and communication
needs, affecting 9,253 pupils (32 per
cent). Research by Speech and Language
UK shows that children who struggle to
talk and understand words are six times
more likely to be behind in English at age
11, 11 times more likely to be behind in
Maths at age 11, more likely to have poor
mental health, and twice as likely to be
unemployed as an adult.
• Parental wellbeing: Parental wellbeing is
identified as “the single biggest factor for a
child’s wellbeing”, with research showing
that up to 20 per cent of new and expectant
mothers experience perinatal mental
illness.
• Rising demand for support: Increasing
numbers of families need help with mental
health, emotional wellbeing, SEND and
early intervention services.
• National and local pressures: The cost‑
of‑living crisis, workforce pressures, and
evolving demographics mean services
must adapt to meet ever changing and
complex support needs
The challenges
The opportunities
Why now?
We know timely and early intervention works. Investing in children’s early years reduces
long-term costs, improves health and education outcomes, increases life chances and
strengthens communities through stronger families.
By acting now, we can:
• Prevent problems before they escalate:
Access to the Family Hub Service can
improve school readiness, reduce
hospitalisations, and lessen the need for
support from Youth Justice Services. For
example, children living near a Sure Start
Centre performed better in their GCSEs
and had lower rates of criminal convictions.
(Institute for Fiscal Studies, 2025).
• Reduce inequalities and improve life
chances: “The period from pregnancy to
age three is the most crucial, when the
brain grows faster than at any other time;
80 per cent of a person’s brain is formed by
this age. This is a window of opportunity to
lay the foundation of health and wellbeing
whose benefits last a lifetime and carry
into the next generation.” (World Health
Organisation, 2018).
• Assist home learning and parenting:
Everyday interactions between children
and caregivers are one of the strongest
predictors of early language and literacy.
Effective parental engagement can add
three plus months of learning progress in a
year (Education empowerment fund).
• Build resilience in families and
communities: “Caregivers do not exist
in a vacuum; we need family‑friendly
communities that create non‑judgmental
environments, encourage help‑seeking and
ensure that early childhood is prioritised
locally”. (The Royal Foundation Centre for
Early Childhood’, 2021).
• Deliver better value for public services:
There are strong economic benefits,
improved academic outcomes and better
long‑term life outcomes. For every £1
invested in quality early years care and
education, saves the taxpayer £7 in later
interventions across the education system
and other public services (Early Education
and Childcare Coalition, 2024). The
Heckman Curve shows that the highest rate
of economic returns comes from the earliest
investments in children.
(The Heckman Curve)
• Continue to put our residents first: By
strengthening Hillingdon’s safe, resilient,
and connected communities. Enhancing
access to quality services supports children
and families, encourages independence, and
creates opportunities for everyone to thrive.
• Evidence is clear: The earlier we
act together , the greater the impact.
Securing a successful start for children,
particularly those from disadvantaged
backgrounds can mean the difference in
achieving good GCSE grades and higher
earning potential as an adult (DfE, 2025).
• Local data highlights urgency: In
Hillingdon, one in five children live
in a low‑income household, and
developmental gaps consistently appear
before age five.
• National policy alignment: Government
priorities emphasise Family Hubs, early
years’ investment, and integrated services.
Also, Children’s Social Care in Hillingdon
continues on its transformation journey
to help ensure we deliver more coherent,
accessible, and joined‑up early years and
family support services. This is to further
strengthen the effectiveness of support,
modernise practices, and ensure services
remain responsive to the needs of children
and families across the borough.
• Community expectation: Families have
told us that they need accessible, joined‑up
support that makes a real difference.
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3. Our Principles as a Partnership
Who are ‘we’ and who is the strategy for?
Supporting children to have the best start
is not just the responsibility of parents and
carers; it’s a shared responsibility across
our whole community. In Hillingdon, this
includes everyone involved in a child’s
life, particularly during their early years,
including health professionals, early
education and childcare settings, social
care, voluntary, faith and community
organisations, and, most importantly,
children and families themselves.
When we say ‘we’, we mean all partners
involved in a child’s early years working
together to break down barriers, reduce
inequalities, and ensure every child in
Hillingdon has the strongest possible
foundations for their future alongside their
parents and carer .
The Best Start in Life initiative is coordinated
by the Family Hub Service within the local
authority, which maintains strong links with
multiagency work.
The Best Start in Life Strategy is based on
what families in Hillingdon have told us,
what our local data shows, evidenced based
practice and national guidance. It focuses
on what matters most to families and sets
out clear , practical steps to help every
child thrive. By reviewing the government’s
‘Giving Every Child the Best Start in Life’
framework, we identified the key needs in
our borough and created a joined‑up plan
that brings services together across health,
education, social care and the voluntary
sector . This plan turns our shared vision
into real actions, making sure children and
families get the right support at the right
time while staying in line with national best
practice. We will continue to review and
develop this plan so that we consistently
enhance outcomes for children.
This strategy is our commitment to ensure every child in Hillingdon has
the best possible start in life and is based on the following:
• Putting children and families first:
We will ensure the needs of children and
families are at the heart of everything
we do. Driven by data, services will be
designed around what matters most to
families, making support accessible,
inclusive, and responsive.
• Tackling inequalities:
We are committed to reducing gaps in
outcomes by focusing on those who face
the greatest challenges in a timely manner .
By targeting resources where they are
needed most, we will help every child
reach their potential and increase their life
chances.
• Investing in timely family help:
We will act early before problems become
entrenched or escalate, by providing timely,
evidence‑based support during pregnancy
and the early years. This approach will
prevent long‑term difficulties and improve
life chances.
• Valuing the early years:
The earliest years shape lifelong health,
learning and wellbeing. Therefore, we
will value this crucial period of life to
reduce inequalities, strengthen family
foundations, and give every child the best
chance to thrive.
• Working together:
No single person or organisation can
achieve this alone. We will strengthen
partnerships across health, education,
social care, and the voluntary sector to
deliver joined‑up, family‑centred services.
• Listening and learning:
We will listen to families, involve them in
shaping services, and continuously learn
from the views of children, parents and
carers’ feedback as well as reliable data.
Our approach will be flexible, dynamic and
responsive to changing needs.
• Measuring impact:
We will track progress against clear
outcomes, ensuring accountability and
transparency. Success will be measured
not just by improved statistics, but by the
real difference we make in children’s lives.
• Scaling innovation:
We will broaden and embed new
practices by collaborating with a range
of diverse partners. By sharing expertise
and supporting pilot projects, we aim to
create sustainable, adaptable models
that extend our impact across the
borough. This will help us deliver wider
support, drive ongoing improvement, and
ensure lasting results.
These principles are drawn from a
strong evidence base, including national
guidance such as the Best Start for Life
Review, local population and health data,
and the voices of Hillingdon families
and practitioners. They reflect what we
know works in the earliest years and
what families have told us they value
most. As a partnership, we will use
these to shape commissioning, service
design, workforce development and
practice across health, education, social
care and the voluntary sector . They
provide a common set of principles that
will guide all our early years work and
ensure consistency, accountability and
shared focus on improving outcomes for
children and families.
1110
4. Growing up in Hillingdon - Where we are in 2026
The borough has a high turnover of
families, largely due to its proximity
to Heathrow Airport, London’s main
international gateway. This transient
population presents challenges for
continuity of care and early years support.
Hillingdon is also one of the most
linguistically diverse boroughs in London,
with 107 languages spoken and 22.1%
of families using a language other than
English at home. This diversity enriches
the community and requires culturally
responsive, accessible services.
Poverty is a major risk for children’s
development, health and wellbeing in
Hillingdon, which ranks among the top 36
per cent most deprived areas nationally.
About one in five children live in low‑income
households, with the cost‑of‑living crisis
increasing financial strain. In 2025, 32.4 per
cent of homeless households (440) include
dependent children, demonstrating the
scale of homelessness affecting families.
The earlyyears sector is seeing an increase
in both the number and complexity of
children with SEND, as well as higher
levels and a broader range of needs. From
September 2024 to August 2025, Early
Help Notification (EHN) and Ruislip Garden
Assessment Centre referrals rose compared
to the previous year . More children are
presenting with complex medical or
developmental conditions, including
Down syndrome, global developmental
delay, epilepsy, and sensory impairments.
Throughout the year , Speech, Language and
Communication Needs (SLCN) and Autism
Spectrum Disorder (ASD) remain the most
common primary needs.
Hillingdon is one of
London’s largest and most
diverse boroughs. Children
aged 0-5 years number
24,371, accounting for
8 per cent of the population
(2021 census).
Developments as part of the Family Hub Strategy (2023-2025)
• From April 2024 to March 2025,
Family Hub Services supported more
than 13,000 families through 80,000
attendances. Almost half of these
families face factors like low income or
children with additional learning needs.
• Our Care and Support Directory for
children, young people and families was
launched as the single digital point of
access for all services in Hillingdon,
listing more than 600 organisations and
support sources for residents.
• Increased access to services for children
aged five to 19yrs within the Family Hubs
and some Children’s Centres.
• Expanded outreach to seldom‑heard
families, with weekly sessions in
Northwood and Heathrow Villages and
termly drop‑ins in approximately 26
locations including toddler groups, place
of worship and libraries.
Increased access – Ensuring families can easily access help and support:
Hillingdon uses a locality‑based model
to ensure families receive support close
to home. Hillingdon Family Hub Service
presently consists of Family Hubs as well
as Children’s Centres with a focus on
decreasing children’s centres and increasing
Family Hubs. A wide range of professionals
are available at these centres and work
together to promote child development,
learning, health and family wellbeing.
Services include midwifery, health visiting,
support for children with special educational
needs, youth services, and community
resources. Presently, there are two Family
Hubs in Uxbridge and Hayes, and ten other
sites across Hillingdon, with more Family
Hubs on the way in 2026 and beyond.
Services are tailored to what each community
has told us they need evidenced with relevant
data and are delivered in locations such as
parks, libraries, toddler groups, and pop‑up
events, as well as online so that parents can
access support easily.
Although Hillingdon, was not included in
the original government funding, we have
progressed a family‑centred, child first
approach to delivering the Best Start in
Life. This included the implementation
of the Family Hub Strategy (2023–2025), which
provides integrated services for families and
children aged 0–19 years (up to 25 for those
with SEND). The strategy supports the delivery
of accessible and coordinated services across
the borough, ensuring continuity of provision
through Family Hub locations.
CHILDREN, YOUNG PEOPLE
AND FAMILIES
Explore our
online care and
support directory
Giving you access to
thousands of services,
events and organisations.
careandsupport.hillingdon.gov.uk/families
1312
• Launched Family Hub Network Training
in January 2025 for all professionals
working with children and young people
(0–19 years), delivering 37 courses to 353
workforce members in one year . One‑
third of participants were from external
sectors such as health, education, and
the community.
• Hosted a partnership event in
September 2024 for 130 people across
various sectors. 92% gained a better
understanding of available support, and
96% strengthened their networks.
• Facilitated effective collaboration among
multiple agencies and partners to
provide coordinated support for families,
so that families experienced more
seamless support.
• Conducted service mapping to identify
gaps and streamline referrals, with input
from partners and alignment with the
Thrive Framework.
• Developed the Family Hub Parent Group,
which is made up of parents including
those with children with SEND, which
meets monthly and plays an active role in
shaping services. Their contributions led
to improvements in the online parenting
offer , feedback processes and the Care
and Support Directory, with the Chair
also representing parent voice on the
Family Hub Strategic Board.
• Coordinated the Five to Thrive activity
across the borough and led training
initiatives to integrate the Five to Thrive
principles into daily practice, ensuring
staff use attachment‑focused practice to
strengthen bonds and support healthy
parent–child relationships.
2. Connection – Professionals working together through a shared approach
3. Relationship - Services prioritise strengthening relationships, building on family strengths
What do families say about Hillingdon’s Family Hub Service?
In October 2025, 498 parents and carers took part in the Family Hub Service user survey.
The feedback was overwhelmingly positive, with every respondent (100%) recommending the
service to others.
Parents and carers consistently praise the welcoming staff, diverse range of engaging activities,
and safe, supportive environment. Many highlight the positive impact these services have on
their families and appreciate the dedication shown by staff. Feedback also included a request
for more sessions and improving the booking system to make it easier to book sessions.
5. Hillingdon’s Best Start in Life Road Map
The roadmap below highlights key services supporting families from pregnancy through a child’s
first five years in Hillingdon, illustrating the local network for children ages 0 to five. This is not a
comprehensive list of every service in Hillingdon, and each family’s journey may look different.
• Neonatal follow up programme
• Postnatal midwifery appointments
• Healthy Start vitamins for children
from birth to four years
• Health visitor contacts, 10-14 days and
six to eight week review
• Immunisations (eight, 12 and 16 weeks)
• Dads Matters
• Register your baby
• GP postnatal check
• Baby massage for babies three to six months
• Child health clinics
• Breastfeeding support
and specialist clinic
• Book Start Packs
• Support available from Postnatal
Depression Groups
• Library story and rhyme sessions
• Home Start- peer support in the home
• New parents’ groups for babies
aged 0 to four months
• Stop smoking
• Eat healthily
• Be more physically
active
• Avoid substance use
• Improved mental