I am extremely fortunate to be part of several local and national VCFS Forums including Digital Inclusion, Health and Wellbeing and Addiction services. What always strikes me is just how much the Voluntary, Community and Faith Sector (VCFS) have always been at the heart of neighbourhood working, bringing with them a profound and nuanced understanding of the communities they serve, shaped by years—often decades—of close engagement and trusted relationships. If we are really serious about developing truly Integrated Neighbourhoods, it is essential that our VCFS partners are

not merely present during discussions but actively involved in governance, leadership, modelling, data and population management, resource and workforce and decision-making at every level.

Understanding Community Needs

No one understands the lived experiences, challenges, barriers and aspirations of local communities better than the VCFS. Their grassroots presence allows them to respond quickly and appropriately to local needs, whether that involves supporting vulnerable individuals, championing social inclusion, or addressing complex issues such as health inequalities, unemployment or housing insecurity. The data held that both support their service delivery and evidence success as well as Their insight is invaluable when shaping services that are relevant, inclusive and effective.

Trusted Relationships and Community Engagement

The strength of the VCFS lies in the trust they have built within their communities. These organisations are often the first point of contact for individuals seeking help and advice. Their reputation is founded upon years of reliable service delivery, empathy and authentic engagement. By leveraging these trusted relationships, the VCFS can facilitate meaningful involvement from community members, ensuring that their voices are heard and respected in the design and delivery of local services.

Governance, Leadership and Decision-Making

It is not enough for the VCFS to have a seat at the table; their expertise must be embedded in the very fabric of neighbourhood governance. This means involving the sector in leadership roles, strategic planning and resource allocation. By doing so, we ensure that decisions are informed by real-world experience and that planning, strategy and delivery models reflect the diverse needs of our communities. Collaborative governance leads to more sustainable, equitable and impactful outcomes for all.

Delivering Value and Impact

The VCFS consistently demonstrates how to make every pound stretch further, maximising value for money through innovation, partnership and community-driven approaches. Their services achieve outcomes that matter—whether it’s improving mental health, reducing isolation, or increasing opportunities for young people. These achievements are a testament to the resourcefulness, dedication and depth of knowledge within the sector.

Rising to the Challenge

Time and again, the VCFS has risen to meet the evolving challenges faced by communities, adapting to new circumstances and overcoming obstacles with resilience and creativity. As we build Integrated Neighbourhoods for the future, their role will only become more vital. We must ensure we take the time to understand this sectors business models, success criteria, funding streams, workforce and importantly the pace and governance required to incorporate the significant shift Integrated Neighbourhoods will require, together.

Let us all agree: the Voluntary, Community and Faith Sector is not just an asset to neighbourhood working, but a driving force behind it. Let’s do with and not do it to.

#Integratedhealth #VCFS #change