The Health and Wellbeing Board of Worcestershire Council met on Tuesday 22 September 2026 to discuss the role of the voluntary sector in neighbourhood health, the integration of community pharmacies, and updates on the Work and Health Strategy. The Board received an update on the vital role of the Voluntary, Community and Social Enterprise (VCSE) sector in Worcestershire, highlighting its contribution to neighbourhood health priorities. Chris Roberts, CEO of Citizens Advice Bromsgrove and Redditch, and Sarah Dugan, Independent Chair of the Worcestershire VCSE Alliance, presented how the sector's trusted relationships, local insight, and practical community support are essential for prevention, reducing inequalities, and delivering care closer to home. With 2,717 VCSE organisations and approximately 68,000 volunteers in Worcestershire, the sector plays a crucial role in community well-being. The Worcestershire VCSE Alliance works to connect these organisations, facilitate engagement with statutory partners, and ensure community voices influence decision-making. The report emphasised that the VCSE sector's agility, innovation, focus on reducing inequalities, and deep community trust are key strengths that complement statutory services, leading to earlier preventative support, more resilient communities, and reduced demand on NHS and council services. The Board was asked to consider how to maximise the VCSE sector's contribution, ensure its sustainability, and capture its impact effectively.

Unlocking the Potential of Community Pharmacy in Neighbourhood Health

The Board was asked to endorse community pharmacy as a core delivery partner in Worcestershire's neighbourhood health model. Lisa McNally, Director of Public Health, and Conor Price, Chief Officer of Community Pharmacy Herefordshire & Worcestershire, presented the significant, yet often underutilised, potential of community pharmacies. With 88 community pharmacies serving over 614,000 residents, they offer accessible clinical advice, Pharmacy First services, hypertension case finding, vaccinations, and medicines support. The proposal aimed to better connect these existing services to neighbourhood pathways, focusing on prevention, early identification, medicines optimisation, and navigation. However, it was noted that current capacity is limited, and no additional financial resource has been identified. The Board was invited to define specific priorities for community pharmacy's contribution, identify an accountable system lead, and agree on a feasible first phase of work, contingent on securing necessary resources and governance.

Work and Health Strategy Update

Judy Gibbs, Joint Programme Director for Work and Health, and Amelia Ringer, Head of Work and Health for the Integrated Care Board, provided an update on the Work and Health Strategy. The strategy aligns local action with national government initiatives such as Get Britain Working and Keep Britain Working, recognising good work as a driver of health and economic growth. Key successes include stronger governance, increased employer engagement, the Inclusive Worcestershire Leaders scheme, and the delivery of the WorkWell and Connect to Work programmes. Between January and May 2026, WorkWell received 942 referrals, accepted 96%, and supported 588 participants, with 155 returning to or securing new jobs. Priorities for the upcoming year include strengthening employer engagement, improving resident pathways, learning from the Wyre Forest fit note pilot, aligning programmes, and utilising evidence and case studies. The Board was asked to consider how it could support the implementation and delivery of the Work and Health Worcestershire Operations Group.

Worcestershire Integrated Commissioning Executive Officers Group (ICEOG) Update

David Mehaffey, Executive Director: Strategy, Digital, PHM and Partnerships, introduced the annual update from the Worcestershire Integrated Commissioning Executive Officers Group (ICEOG). ICEOG's core purpose is to integrate health, social care, and public health initiatives for the benefit of local residents. The report detailed activity for the financial year ending March 2026, covering adult services, children's services, the community equipment service, public health initiatives, and the Section 75 Agreement. Challenges were noted in patient flow from acute hospitals and long waiting times for SEND assessments. However, progress was highlighted in co-production with young people with SEND and investment in inclusive provision. The Section 75 Agreement, worth £153.9 million in 2025/26, experienced an overspend of £3 million, primarily due to continuing healthcare packages and Section 117 placements. The Board was asked to note the contents of the report.

Better Care Fund

Mark Fitton, Strategic Director for Adults and Communities, presented an update on the Better Care Fund (BCF). The BCF is a national vehicle for driving health and social care integration. The Board was asked to sign off the 2025/26 End of Year Template and budget outturn, and to note the 2026/27 Narrative and Numerical Plans and the agreed budget. The BCF for 2026/27 totals £87.4 million, jointly agreed between the Integrated Care Board and the local authority. The report detailed performance against key metrics, including non-elective admissions, delayed discharges, and residential care admissions. Challenges remain in meeting targets for residential and nursing care placements, attributed to an ageing population and increasing numbers of people requiring local authority support. The BCF continues to support home-based recovery, intermediate care, and safe hospital discharge, with a growing emphasis on neighbourhood-level integration and preventative care. The Board was asked to formally sign off the BCF plans and note the budget.