This week in Worcestershire:

Religious Education Faces National Curriculum Overhaul: What It Means for Worcestershire Schools

The Standing Advisory Council on Religious Education (SACRE) met on Thursday, 4 June 2026, to discuss significant national developments that could reshape Religious Education (RE) in Worcestershire schools. The proposed inclusion of RE within the National Curriculum, alongside concerns about accountability measures, signals a pivotal moment for how religion and belief are taught to our children.

RE's Potential National Curriculum Future

A key discussion point was the Curriculum and Assessment Review's recommendation to integrate RE into the National Curriculum. Draft Programmes of Study are being developed, with a potential implementation date of September 2028. This move could fundamentally alter the landscape of RE teaching, requiring schools to adhere to a standardised curriculum.

The council also considered the impact of the English Baccalaureate (EBacc) and other accountability measures. Concerns were raised that changes to Progress 8 and Attainment 8 could negatively affect GCSE Religious Studies entries. Worcestershire SACRE's response to a consultation highlighted disagreement with classifying science within the 'breadth' category for Progress 8, arguing it would materially damage recovery in GCSE Religious Studies (RS) and a move towards curriculum breadth, opportunities to build social cohesion, and equity of access for all learners. [^1]

Furthermore, a new cross-government publication, Protecting What Matters: Towards a more confident, cohesive and resilient United Kingdom, explicitly links RE to the UK's social cohesion agenda. This publication commits to drive up standards in the teaching of Religious Education and signals that the government will carefully consider including Religious Education in the national curriculum, subject to the sector reaching consensus. [^2] This places RE not just as a subject, but as a tool for fostering community cohesion and understanding.

• The Stakes: The proposed changes could lead to a more standardised, and potentially more robust, approach to RE, but also risk devaluing the subject if not implemented carefully.
• The Impact: For students, this means a potentially more consistent RE education across the country. For teachers and schools, it requires adaptation to new curriculum frameworks.
• The Vulnerable: Ensuring RE is taught inclusively and sensitively is crucial for fostering understanding and respect among all students, particularly in a diverse community like Worcestershire.

Read the full meeting details of the Standing Advisory Council on Religious Education.

Addressing Antisemitism and Promoting Accurate Teaching

Dr Yvonne Stollard raised concerns about the rise in antisemitism and the role of RE in addressing this as a safeguarding issue. She also highlighted instances of inappropriate or inaccurate teaching of Judaism in some schools, recommending the Safe to Learn resource. This underscores the critical need for accurate and sensitive teaching of all religions and beliefs to combat prejudice and promote understanding.

Conferences and Local Initiatives

Plans for primary and secondary RE conferences were discussed, with the Primary Conference scheduled for 3 June 2026 and the Secondary Conference for 30 June 2026. Updates from local groups, including preparations at the Mosque for school visits, demonstrated ongoing efforts to engage students with diverse religious and cultural experiences.

Worcestershire's Volunteers: A Pillar of Community Support

The Corporate and Communities Overview and Scrutiny Panel met on Monday, 1 June 2026, to celebrate and assess the invaluable contribution of volunteers across Worcestershire. The panel heard that approximately 1,800 volunteers directly support council services, with a further 4,100 participating in the Viewpoint Panel and over 1,200 trained as orange button wearers in suicide awareness. The sheer scale of volunteer hours—over 22,000 recorded in 2025/2026—translates into a significant financial equivalent, estimated at over £4.5 million annually across the Voluntary, Community and Social Enterprise (VCSE) sector.

Volunteers: The Backbone of Council Services

Volunteers are integral to the functioning of many council services, from countryside management and libraries to museums and archives. The financial value of their time is substantial, with the archive and archaeology service alone benefiting from an estimated £22,281 in equivalent staff time.

Beyond direct council support, organisations commissioned by the council rely heavily on volunteers. Citizens Advice Worcester and Herefordshire, for example, saw 117 volunteers contribute 30,921 hours in 2024/25, a contribution valued at £580,000. This highlights how volunteer efforts amplify the reach and impact of vital support services.

• The Impact: Volunteers are essential for delivering services that might otherwise be unaffordable or unavailable, directly benefiting residents across the county.
• The Vulnerable: Many volunteer roles directly support vulnerable individuals, providing companionship, assistance, and access to essential services.
• The Recognition: The council is enhancing volunteer support by offering an employee assistance programme and exploring shopping rewards and discounts.

Read the full meeting details of the Corporate and Communities Overview and Scrutiny Panel.

The 'Love Volunteering' Portal and VCSE Sector Support

The launch of the 'Love Volunteering' portal in early 2026, funded by the Department of Health and Social Care Accelerating Reform Fund, marks a significant step in connecting volunteers with opportunities. This countywide platform has already seen 205 residents and 105 organisations register. The council's support for local charities, such as WeCAN, in setting up branded sub-sites on the portal, further strengthens the VCSE sector.

Research by the Worcestershire VCSE Alliance has identified 2,717 VCSE organisations in Worcestershire, with volunteers contributing a median of 50 hours per week per organisation. This research is informing a detailed action plan to strengthen and sustain the sector, recognising its crucial role in community well-being.

Work Programme for Scrutiny

The panel reviewed its work programme for 2026, which includes ongoing monitoring of performance and budget, as well as specific reviews. Future scrutiny topics will include the Local Government Reorganisation (LGR) Transformation Programme and Artificial Intelligence (AI). Other potential areas for examination include the Council's Procurement Register of Contracts, a revised Workforce Strategy, and the implementation of the Archives and Archaeology Strategy.

This week in Worcestershire:

Council Grapples with External Audit Plans and Financial Support for 2026/27

Worcestershire County Council's Audit and Governance Committee met on Friday, 29 May 2026, to address critical financial oversight matters, including the upcoming external audit and the provision of Exceptional Financial Support (EFS). The committee's discussions underscored the council's ongoing efforts to ensure financial stability and robust governance, particularly in light of significant financial pressures.

External Audit: Scrutinising Council and Pension Fund Finances

The committee was set to receive an update on the external audit plans for both the council and the Worcestershire Pension Fund for the year ending 31 March 2026. Grant Thornton, the appointed external auditor, was expected to outline their approach, highlighting key risks. These include the valuation of land and buildings, particularly the Energy from Waste Plant, and the complex valuation of the defined benefit pension liability.

The audit plan also addresses value for money arrangements, with identified risks such as the increasing deficit in the Dedicated Schools Grant (DSG), reliance on Exceptional Financial Support (EFS), and the implementation of savings and transformation plans. The committee was to be informed of the planned audit procedures and the proposed audit fee.

• The Stakes: A thorough external audit is crucial for public trust, ensuring that council funds are managed responsibly and that financial reporting is accurate.
• The Impact: For residents, this means confidence in the council's financial management, which underpins the delivery of essential services. For the Pension Fund, it ensures the long-term security of pensions for former employees.
• The Context: The council, like many local authorities, faces significant financial challenges, making robust financial scrutiny more important than ever.

Read the full meeting details of the Audit and Governance Committee.

Exceptional Financial Support: A Lifeline with Conditions

A significant point of discussion was Worcestershire County Council's indicative approval for Exceptional Financial Support (EFS) of up to £59.933m for 2026/27. This crucial funding is conditional on the council undergoing an external assurance review led by the Chartered Institute of Public Finance and Accountancy (CIPFA). This review will scrutinise the council's financial management, sustainability, service delivery, and governance.

The report emphasised that EFS is a temporary measure and does not resolve underlying financial issues. It referenced findings from previous CIPFA reviews of other councils, which often point to deep-rooted organisational, governance, and capacity weaknesses as drivers of financial failure. The committee's role is vital in providing independent oversight of this process.

• The Stakes: EFS is a critical lifeline to prevent immediate financial collapse, but it comes with stringent conditions for improvement.
• The Impact: For residents, this means continued service provision, but it also signals the need for significant internal reform to ensure long-term financial health. Failure to meet the conditions could jeopardise future funding.
• The Vulnerable: The council's financial stability directly impacts the services provided to vulnerable groups, including adults with care needs and children's services. Ensuring sound financial management is paramount to protecting these vital services.
• The Context: The reliance on EFS highlights the severe financial pressures Worcestershire County Council is under, a situation mirrored in many local authorities across the country.

Read the full meeting details of the Audit and Governance Committee.

Performance and Risk Management: Navigating Pressures

The committee was also scheduled to receive a Q4 summary of the council's corporate performance and risk status. The report indicated a generally stable performance, with most Key Performance Indicators (KPIs) on track. However, demand-led services, particularly in Children's Social Care and Adult Social Care, continue to face pressures.

The risk management update highlighted a stable but pressured overall risk position, with no unmanaged Red corporate risks identified. However, several Amber risks require ongoing oversight, particularly concerning financial sustainability and service demand pressures. New corporate risks were also added to the register, including those related to the CQC registration of Green Hill Lodge, potential fuel shortages, and business continuity preparedness for Local Government Reorganisation (LGR).

• The Impact: The performance and risk reports provide a snapshot of the council's operational health. Pressures in demand-led services can translate to longer waiting times or reduced capacity for those needing support.
• The Vulnerable: Children's Social Care and Adult Social Care are critical services for vulnerable residents. Ongoing pressures in these areas require careful management to ensure needs are met effectively.
• The Context: The council is actively managing a complex risk landscape, balancing service delivery with financial constraints and external uncertainties.

Read the full meeting details of the Audit and Governance Committee.

Other Matters

The Audit and Governance Committee also had on its agenda a self-assessment of its own effectiveness, designed to evaluate its performance against professional guidance. Additionally, an update was planned on the council's Counter Fraud Action Plan, developed in response to the Economic Crime and Corporate Transparency Act 2023, which introduced the offence of failure to prevent fraud.

This week in Worcestershire:

Council Faces Critical Budget Decisions and Transformation Challenges

Worcestershire County Council's Cabinet met on Thursday, 21 May 2026, grappling with the urgent need to set a budget for 2027/28 while simultaneously driving a significant transformation programme. The stakes are high, with the council facing a substantial budget gap and the imperative to deliver services efficiently and effectively, particularly for vulnerable residents.

Budget Setting Framework for 2027/28: A Tightening Fiscal Ship

The Cabinet approved the framework for setting the 2027/28 budget, with a clear objective to keep council tax increases below five percent. Councillor Rob Wharton, Deputy Leader and Cabinet Member for Finance and Corporate Services, highlighted the necessity for significant savings, estimated between £35-£40 million in the coming year. The process is being compressed to ensure savings are realised as early as possible, a move aimed at avoiding the precarious situations that have arisen in previous years due to late financial settlements from the government. The council is also preparing for a potential local government reorganisation, striving to be in a robust financial position regardless of the outcome. The Cabinet noted the dates for the 2026/27 budget monitoring reports, underscoring the ongoing need for financial vigilance.

• The Stakes: A council tax increase below five percent is a key commitment, but achieving this requires substantial savings. Failure to manage the budget effectively could impact essential services.
• The Impact: For residents, this means a careful balance between maintaining services and managing the cost of local government. For vulnerable groups, it underscores the need for efficient service delivery to meet growing demands.
• The Context: The council is navigating national financial pressures and preparing for potential structural changes through local government reorganisation.

Read the full meeting details of the Cabinet meeting.

Transformation Programme: A Radical Overhaul for Financial Sustainability

Councillor Nik Price, Cabinet Member for Strategic Delivery, Operations, Governance and Efficiency, presented a critical update on the council's Transformation Programme. This ambitious initiative is designed to address the council's significant financial and operational challenges, driven by increased demand in Adult and Children's Services and the need to reduce reliance on Exceptional Financial Support (EFS). The report detailed a budget gap of £84.5 million in 2027/28, necessitating savings of £35-£40 million in that year alone.

The first phase of the programme focuses on three key areas:

• Creating a new Corporate Services Directorate: This will consolidate enabling services like Finance, HR, IT, and Strategy, aiming to reduce duplication and improve efficiency.
• Accelerating technology adoption: This includes leveraging Artificial Intelligence (AI) and digital tools to enhance efficiency and staff capabilities.
• Strengthening spend control: Measures will be implemented to manage tail and shadow spend —low-value, high-volume purchases and expenditure outside formal controls—to improve financial oversight and generate savings.

These initiatives are projected to deliver annual savings of £6.6m–£8.6m, including up to £4.3m from a reduction of approximately 100 roles. The Cabinet endorsed the Transformation Plan and Programme, recognising its necessity for the council's long-term sustainability.

• The Stakes: The transformation programme is essential for the council's financial survival. Without it, the council faces an unsustainable future.
• The Impact: This could mean changes to how council services are delivered and potentially a reduction in the workforce. The aim is to protect frontline services, but the scale of change is significant.
• The Context: The council is facing a £84.5 million budget gap in 2027/28, a stark indicator of the financial pressures it is under.

Read the full meeting details of the Cabinet meeting.

Crisis and Resilience Fund: Supporting Vulnerable Households

Councillor Ian Cresswell, Cabinet Member for Environment and Communities, outlined the proposed approach for the new three-year Crisis and Resilience Fund (CRF), which replaces the Household Support Fund. With an annual budget of £6.078 million, the CRF aims to provide immediate crisis payments alongside investments in resilience services to prevent future hardship and improve financial stability for residents.

Key aspects of the fund include:

• Crisis Payments: Direct financial support for households facing sudden financial shocks or to prevent them from entering a crisis.
• Resilience Services: Funding for advice services and programmes focused on improving financial resilience, such as energy advice and money management support.
• Community Coordination: Investment in activities to enhance the local welfare landscape, including training for frontline workers and promoting the use of referral platforms.

The proposed allocation includes £1.95 million for crisis payments and £3.526 million for resilience services. A significant portion (£1.2 million) will be distributed to district councils based on the Index of Multiple Deprivation[^1], ensuring support reaches the most disadvantaged communities. The council will collaborate with schools, Family Hubs, and Holidays Activities and Food (HAF) providers to ensure a coordinated approach to supporting families. An out-of-hours service is also planned to provide crucial financial support when needed.

• The Impact: This fund is critical for residents facing immediate financial hardship, providing a safety net for food, energy, and other essential costs. The focus on resilience aims to prevent future crises, offering longer-term support.
• The Vulnerable: The CRF directly targets households experiencing financial shocks, including low-income families, the elderly, and those with disabilities, ensuring they have access to vital support.
• The Approach: A blend of immediate crisis intervention and preventative measures, working through established community networks.

Read the full meeting details of the Cabinet meeting.

Health and Wellbeing Board Focuses on Early Years and Community Health Initiatives

The Health and Wellbeing Board met on Tuesday, 19 May 2026, to discuss strategies for improving the health and well-being of Worcestershire residents, with a particular emphasis on early years development and integrated community health services.

Best Start in Life Strategy and Expanding Family Hubs

The Board reviewed Worcestershire's Best Start in Life Strategic Plan, which aligns with the national ambition to ensure every child has the best possible start. The plan aims to improve outcomes for children from pregnancy through to age five, with a specific target of increasing the proportion of children achieving a Good Level of Development (GLD) by the time they start school. A key concern highlighted is the widening gap in GLD for disadvantaged children, where Worcestershire's figures lag behind the national average. To address this, a three-tiered support system for schools and early years settings is being implemented.

The expansion of Best Start Family Hubs was a central theme. These hubs act as a crucial community access point for a wide range of services, including health visitor appointments, midwifery services, speech and language support, and access to essential resources like food vouchers and vitamins. Worcestershire currently operates ten core family hub locations, supplemented by outreach services that are reaching nearly 4,500 families in harder-to-reach communities. The introduction of Best Start Inclusion Practitioners (BSIPs) is planned to enhance support for children with Special Educational Needs and Disabilities (SEND).

• The Goal: To give every child the best start in life, focusing on early intervention and support for families.
• The Impact: Improved developmental outcomes for children, particularly those from disadvantaged backgrounds, leading to better educational attainment and long-term well-being.
• The Vulnerable: Children from disadvantaged backgrounds and those with SEND are a key focus, aiming to close the attainment gap and ensure equitable access to support.

Read the full meeting details of the Health and Wellbeing Board.

Neighbourhood Health: Integrating Services for Better Outcomes

The Board discussed the ongoing development of Neighbourhood Health initiatives, a strategy designed to deliver health and care services closer to communities. This approach is guided by national goals focused on improving health outcomes, enhancing access to general practice, improving planned care experiences, strengthening urgent and emergency care, and boosting patient and staff satisfaction. Worcestershire is well-positioned for this due to existing collaborations between Primary Care Networks (PCNs), public health, local authorities, and the voluntary sector.

Examples of successful partnerships between PCNs and the Worcestershire Public Health team were presented. These collaborations recognise that non-clinical factors, such as housing, employment, and social connections, significantly influence health outcomes. Neighbourhood profiles have been developed to identify priority neighbourhoods with the highest unmet needs, informing integrated approaches to health improvement and prevention. Initiatives in Evesham and Redditch showcase multi-agency plans addressing addiction, complex needs, and community engagement.

• The Strategy: Delivering health and care services within communities, focusing on prevention and addressing the wider determinants of health.
• The Impact: Improved health outcomes, reduced health inequalities, and more accessible and integrated care for residents.
• The Collaboration: Strong partnerships between PCNs, public health, local authorities, and the voluntary sector are essential for success.

Read the full meeting details of the Health and Wellbeing Board.

Addressing Gambling-Related Harm: A Growing Public Health Concern

The Board addressed the significant public health issue of gambling-related harm. It was noted that approximately 5% of adults are at risk of problem gambling, with many more affected indirectly through family stress, debt, and mental health issues. Gambling-related harm disproportionately impacts individuals in more deprived areas and is often linked with substance misuse and mental health challenges.

Concerns were raised about the increasing exposure of young people to gambling, with a rise in children classified as having a gambling problem and increased engagement with regulated gambling products. The pervasive nature of gambling advertising, particularly in sports, was highlighted as a major concern. Worcestershire plans to undertake a needs assessment using statutory gambling levy funding to understand the local scale of the problem. The aim is to establish a strategic network of partners, including local authorities, the NHS, voluntary sector organisations, and individuals with lived experience, to co-produce a strategy for prevention, early identification, and support.

• The Threat: Gambling-related harm affects individuals, families, and communities, leading to debt, mental health issues, and social problems. Young people are increasingly exposed to gambling advertising and products.
• The Response: A needs assessment and the development of a co-produced strategy involving a wide range of partners, including those with lived experience.
• The Vulnerable: Individuals in deprived areas, young people, and those with existing mental health or substance misuse issues are particularly at risk.

Read the full meeting details of the Health and Wellbeing Board.

Integrated Care Strategy: Delivering Better Health Outcomes

The Board received an update on the progress of the Herefordshire and Worcestershire Integrated Care Strategy. Approved in April 2023, the strategy sets out shared priorities to improve population health, well-being, and reduce inequalities. Progress has been noted across key areas, including:

• Best Start in Life: Publication of Worcestershire's Best Start in Life Strategic Plan 2026-29, expansion of Best Start Family Hubs, and enhanced Health Visiting Services.
• Living, Ageing and Dying Well: Expansion of Healthy Worcestershire initiatives and improvements in the timeliness of urgent and emergency care.
• Reducing Ill Health and Premature Deaths: Significant progress in drug and alcohol treatment, with preventable deaths falling by over 7% in one year, a rate significantly better than regional and national averages.

The strategy emphasises partnership working, prevention, equity, and integrated, person-centred care.

• The Progress: Measurable improvements in key health indicators, including reduced preventable deaths and enhanced early years support.
• The Vision: A system that prioritises prevention, equity, and integrated care to improve the health and well-being of all residents.
• The Partnership: Success relies on collaboration between health services, local authorities, and community organisations.

Read the full meeting details of the Health and Wellbeing Board.

This week in Worcestershire:

Council Leadership Changes and Key Service Decisions

Worcestershire County Council held its full Council meeting on Thursday, 14 May 2026, marking a significant shift in leadership and addressing crucial decisions impacting residents' lives. Councillor Paul Bennett was elected as the new Chair of the Council, and Councillor Matt Jenkins took on the role of Leader of the Council. The meeting also saw important decisions made regarding residential care provision and flood risk management.

New Leadership Takes the Helm

The council meeting began with the election of new leadership. Councillor Paul Bennett was elected as the new Chair of the Council, with Councillor Tony Miller becoming Vice Chair. Following the resignation of Councillor Jo Monk, Councillor Matt Jenkins was elected as the new Leader of the Council. This change in leadership comes at a critical time for the council, which is facing significant financial challenges and the need to deliver essential services effectively.

The appointment of Councillor Jenkins as Leader was supported by a cross-party alliance, aiming to bring stability and a fresh approach to the council's governance. Councillor Adam Kent, Leader of the Conservative Group, stated, Worcestershire deserves stability, competence, honesty and mature leadership. This new administration faces the immediate task of addressing the council's financial position and ensuring continued service delivery for residents.

Read the full meeting details of the Council meeting.

Green Hill Lodge Refurbishment Approved for Adults with Learning Disabilities

A significant decision was made to approve the use of £831,000 of existing capital grant and £250,000 from the Capital Maintenance budget to fund the refurbishment of Green Hill Lodge. This vital project will facilitate the relocation of residential replacement care services for adults with learning disabilities. Currently, these services are spread across Worth Crescent, Pershore Short Breaks, and Worcester Resource Centre.

The consolidation into a single, modernised facility at Green Hill Lodge is expected to provide a better environment and improved care for vulnerable adults. The total project cost is estimated at £1,575,000. This decision directly impacts individuals with learning disabilities, aiming to enhance their quality of life and independence by providing a more suitable and resource-rich living environment.

Read the full meeting details of the Council meeting.

Severn Stoke Flood Risk Management Scheme Secures Funding

Funding from the Environment Agency has been added to the Capital Programme for the Severn Stoke Flood Risk Management Scheme. This crucial scheme will involve the construction of a flood bank to protect the village of Severn Stoke. While the Environment Agency will cover the majority of the costs, the council's contribution is capped at £250,000. This investment is vital for safeguarding the community from the devastating impact of flooding, protecting homes and livelihoods.

Read the full meeting details of the Council meeting.

Call for Civility in Councillor Behaviour

A motion concerning councillor behaviour was unanimously passed, urging for increased civility and a reduction in abuse within politics. The motion highlighted findings from a Local Government Association survey, indicating that a significant percentage of councillors experience abuse or intimidation. Councillor Natalie McVeigh, who moved the motion, stated, Abuse and intimidation should have no place in our politics. The motion resolves to support efforts to increase civility and reduce abuse, including backing the Local Government Association's Debate Not Hate campaign. This initiative is crucial for fostering a respectful and productive environment for local government, ensuring that councillors can effectively serve their communities without fear of harassment.

Read the full meeting details of the Council meeting.

Educational Outcomes and Transport Costs Highlighted

The Children and Families Overview and Scrutiny Panel met on Monday, 11 May 2026, to review educational outcomes and the significant challenges surrounding home-to-school transport. The discussions revealed a persistent attainment gap for disadvantaged pupils and children looked after, alongside a dramatic increase in the costs and demand for home-to-school transport, particularly for pupils with Special Educational Needs and Disabilities (SEND).

Persistent Attainment Gaps in Education

The panel received an update on educational outcomes for the academic year 2024-2025. While early years and phonics results were in line with national averages, Key Stage 2 and Key Stage 4 results lagged behind national figures. A key concern is the persistent attainment gap for disadvantaged pupils and children looked after (CLA). This gap means that these vulnerable groups are not achieving their full potential, impacting their future life chances. The Worcestershire Virtual School (WVS) is actively working to support CLA through trauma-informed approaches, but the scale of the challenge requires ongoing attention and targeted interventions.

Soaring Costs of Home-to-School Transport

The meeting highlighted a stark increase in demand and costs for home-to-school transport (HTST), especially for SEND pupils. The number of SEND pupils transported has nearly doubled since 2018-19, leading to a substantial rise in expenditure from £15.8 million in 2019-20 to a forecast of £36.8 million for 2025-26. This surge is driven by an increase in Education, Health, and Care Plans (EHCPs), greater reliance on independent and out-of-county settings, and longer journey lengths. This escalating cost places a significant strain on the council's budget, potentially impacting other essential services. The panel recommended considering spend-to-save initiatives in home-to-school transport, balanced against current budgetary pressures.

• The Impact: The rising costs of home-to-school transport could lead to difficult budget decisions, potentially affecting other council services. For SEND pupils, reliable transport is essential for accessing education, and any disruption could have a profound impact on their learning and development.
• The Concern: The council is facing a significant financial challenge in meeting the growing demand for SEND transport, raising questions about long-term sustainability.

Read the full meeting details of the Children and Families Overview and Scrutiny Panel.

Environment Panel Reviews Highways Infrastructure and Flood Risk Management

The Environment Overview and Scrutiny Panel met on Friday, 15 May 2026, to review progress on developer-funded highways infrastructure and receive an update on the Bromsgrove Route Enhancement Programme (BREP) Phase 3. The panel also discussed the council's work programme.

Progress on Developer-Funded Highways

The panel received an update on the implementation of recommendations from the Developer-Funded Highways Infrastructure Scrutiny Task Group. Significant progress has been made, including the adoption of an updated Streetscape Design Guide and the implementation of the MasterGov IT system for managing applications and tracking progress. These measures aim to improve efficiency and transparency in delivering road improvements funded by developers, ensuring that infrastructure projects are completed effectively and benefit local communities.

Bromsgrove Route Enhancement Programme (BREP) Phase 3 Update

An update was provided on the Bromsgrove Route Enhancement Programme (BREP) Phase 3, a major project aimed at improving the highway network in Bromsgrove to support housing and economic growth. The programme includes junction improvements and active travel schemes. Funding for Phase 3 comes from the Department for Transport, the Worcestershire Local Enterprise Partnership, and developer contributions. Lessons learned from challenges encountered, such as uncharted utility infrastructure, highlight the importance of robust planning and communication to minimise disruption to residents.

• The Goal: To improve the highway network in Bromsgrove, supporting growth and promoting sustainable travel.
• The Impact: Reduced traffic congestion, improved journey times, and enhanced active travel options for residents.
• The Challenges: Unforeseen utility issues and the need for effective communication with the public during construction.

Read the full meeting details of the Environment Overview and Scrutiny Panel.