Contents
Background..
2
Strategic Context.
3
performance HIGHLIGHTS.. 5
Theme 1. Protect and restore the natural
world..
6
Theme 2. Openness and
accountability..
12
Theme 3. Action on the climate
emergency..
18
Theme 4. Improved economic and community
wellbeing..
25
Theme 5. Homes and infrastructure that
meet local needs..
32
Theme 6. Investment that rebuild our
financial viability..
41
Covid-19 Response and
recovery..
45
Dominating the news this quarter was the devastating invasion of
Ukraine by the Russian government. The war in Ukraine has caused a
humanitarian crisis and by 23 March, there were over six million
internally displaced people and over two million people had sought
refuge in Poland.[1]
In response to the invasion, the Council expressed that it stood
with the people of Ukraine and committed to showing “our
solidarity with those affected through the channels open to us as a
council”. HM Government condemned the Russian
government’s war against Ukraine and put into action a range
of economic, humanitarian and defensive military assistance to
Ukraine. The Government launched a Homes for Ukraine scheme on 14
March for those who do not have family in the UK. This scheme
offers the opportunity for individuals in the UK to sponsor named
guests to come and live with them in their home. In practice the
scheme offers an avenue for fostering community spirit and desire
to help those in need that we see so much of in our district. In
conducting accommodation and safeguarding checks, as well as
providing advice and referrals to support services, the Council is
part of a system-wide response to this scheme. Building on the
recognised and successful partnership working arrangements
developed through the response to the Covid-19 pandemic. This
scheme and the associated response happened at pace over this
quarter and the Council’s support to those affected by the
war will continue as needed, into the next reporting year
2022/23.
In tandem, this quarter has additionally been marked with national
headlines of economic hardship, with the Office for National
Statistics reporting that inflation was at a 30 year high after
rising at an annual rate of 7% in March, up from 5.5% in January.
This surge has been driven by soaring global prices for energy,
petrol, food and durable goods. These issues demonstrate the need
for an adaptive and responsive council approach to support the most
vulnerable in our districts. The Council’s Community Hub
continued to offer practical support and advice to residents this
quarter and distributed grants to residents in need of help with
purchase of essentials, such as food, clothing, and utilities,
following HM Government’s announcement of the Household
Support Fund.
This quarter the Council adopted its Climate Action Plan (CAP)
2022-24, with a commitment to playing our part to ensure our planet
is liveable for future generations. The Council’s plan brings
to the forefront the importance of sourcing alternative, renewable
energy sources and supporting a transition to increased electric
vehicle usage across the district. The CAP also recognises that
climate action brings co-benefits to health and wellbeing and
opportunities for economic growth.
Additionally, March of this quarter saw the release of the
Chancellor’s Spring Statement, which outlined measures
designed to combat the soaring costs of fuel, energy and food.
Among the announcements were a raising of the threshold for paying
National Insurance, a 5p cut to fuel duty and an extension of the
Household Support Fund for councils to provide targeted welfare
support to low-income households. In a letter to the Chancellor
before the Statement, LGA Chairman Cllr James Jamieson warned that
rising inflation and energy prices made the financial settlement
for councils in 2022/23 “more challenging”.
This quarter, the Office for National Statistics realised data
which revealed that UK house price rises surpassed wage growth in
over 90 per cent of England and Wales last year.
Figures showed that a home in England now typically costs an
average of 9.1 times earnings, an increase on 7.9 times earnings in
2020 and up from just 3.5 times in 1997. Figures for South
Oxfordshire show that a home here costs an average of 13.07
times earnings.
Delivering homes and infrastructure that meet local needs is key
priority for the Council. The Council is partly responding to these
challenges through monitoring delivery and build of affordable
properties in the district. The delivery of affordable homes in
South Oxfordshire 2021/22 at 288 surpassed the annual target of
280. At the end of this quarter on 25 March, the Department for
Levelling Up, Housing and Communities announced a Community Housing
Fund programme designed to help community groups build homes in
their local area by covering a range of costs incurred in the
process. The new houses will be part of locally based organisations
such as land trusts or housing co-operatives meaning they stay
under the control of the community and will support delivery of
homes that are affordable for local people. Thame Community Land
Trust delivering ‘Thame Homes for Thame Families’ were
awarded £137,299 of this funding.
The impact of the Covid-19 pandemic continued into this quarter,
following the significant rise the Covid-19 variant Omicron, at the
end of quarter three. In March this year, infections reached the
highest level recorded since the beginning of the pandemic, as
documented by the Office for National Statistics. However, the accelerated winter booster vaccination
programme which started at the end of quarter three, alongside the
opening of the spring booster programme for those most at risk at
the end of this quarter, saw a reduction of risk of serious, life
threatening, illness for those who contracted Covid-19. In
February, the Prime Minister set out HM Government’s plans to
live with and manage the virus and reiterated that vaccines will
remain the first line of defence. All domestic legal restrictions
ended on 24 February and the legal requirement to self-isolate
following a positive test also ended this quarter. Self-isolation
support payments and national funding for practical support ceased
and by the end of the quarter, the general
public were no longer able to access free symptomatic and
asymptomatic testing. This was a milestone HM Government
address and plan for many and is set to change the way in which
residents’ lives are impacted by Covid-19 and the
Council’s response, from the next reporting year,
2022/23.
Strategic
Lead – Suzanne Malcolm – Deputy Chief Executive –
Place
Why?
South Oxfordshire is a largely rural district, including parts of
two Areas of Outstanding Natural Beauty (AONBs) and the Oxford
Green Belt, as well as a long stretch of the River Thames. The
natural world is proven to provide benefits to both mental and
physical health, as well as having its own intrinsic value, and it
needs our protection.
So:
We will respect and protect our natural environment, especially our
Areas of Outstanding Natural Beauty (AONBs) and other nature rich
areas. We will champion the opportunity to restore our natural
world in both biodiverse and bio-depleted areas through nature
recovery networks and other means. We will connect urban
communities to their local green spaces and restore nature to urban
environments.
Key Activity in Q4:
To progress the Council’s aim to celebrate, protect and
enhance our natural assets, officers are coordinating the
Wallingford Moorings Project, in partnership with Wallingford
Accessible Boat Club. It is envisaged that this project will make
mooring readily accessible for all and is line with the
Council’s commitment to inclusivity.
To further the Council’s commitment to promoting our rural
district for tourism, leisure and wellbeing, officers this quarter
have provided economic impact advice to the developers of a farm
within the district, which borders an Area of Outstanding Natural
Beauty and the River Thames. This advice was focused around
diversifying their offering to include eco-friendly holiday
accommodation. Tourism businesses across the district were also
supported this quarter through HM Government’s latest Omicron
Mandatory Grants Programme and the Council’s latest round of
Additional Restriction Grant funding.
We have also progressed the work completed in previous quarters, on
ensuring strong foundations are in place to take forward the work
of the Local Nature Partnership (LNP) for Oxfordshire. This
quarter, progress has been made on appointing a Chair and
recruiting a Lead Officer, to take forward its aims of an ambitious
nature recovery programme.
In line with the Council’s aims to protect and restore our
natural world, two tree planting licences were completed this
quarter, enabling community groups within South Oxfordshire to
plant trees on land owned by the Council. Tree planting brings many
benefits to South Oxfordshire, including supporting wildlife,
increasing community wellbeing and helping tackle the climate
emergency.
Moreover, work has continued on improving access to green spaces in
and around our towns, for example commissioning the Earth Trust to
manage a number of nature sites across the district, in accordance
with countryside stewardship schemes, as part of the
Council’s aim to reinforce access to nature as a priority for
community wellbeing and preserve local green spaces.
Throughout 2021/22 the Council has worked with a number of partner
organisations who are involved in in-depth mapping and surveying of
ecosystems across the district. The data reported to the Council,
including on species and habitat changes year on year, supports the
Council to assess and understand local nature recovery. This year
the Council has continued to contribute to partnership projects to
support the restoration of the natural world. This includes the
Oxfordshire Treescape project, which has created the Oxfordshire
Treescape Opportunity Map, a powerful tool that shows the right
places to establish treescapes, to maximise opportunities to
harness their power to address biodiversity loss, capture carbon,
reduce flooding and contribute to wellbeing.
Performance Measures
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
PRN1
|
With
partners, promote in-depth mapping and surveying of ecosystems
across the district, planning for restoration of the natural world
and working closely with landowners and specialist
agencies
|
Narrative
report to include information on work with partners, and Habitat
and Species data + changes/trends on a 12month basis.
|
Cllr
Sue Cooper
|
Head
of Planning
|
During 2021/22, South Oxfordshire has worked with a number of
different partner organisations who are involved in the surveying,
collecting and mapping of ecosystems.
The Thames Valley Environmental Records Centre (TVERC) undertake a
programme of rolling surveys of Local Wildlife Sites across the
district each year. They use this information to provide the
Council with updates of protected and notable species data, and
updated habitats datasets, three times per year. In addition, we
receive annual data on UK Priority Habitats and Local Wildlife
Sites.
The TVERC also produce an Annual Monitoring Report of biodiversity
information covering:
• Changes in the area of biodiversity importance
(LWS/LGS).
• Changes in the area of UK S41 priority habitats.
• Changes in the number of water voles.
• Changes in the number of UK S41 priority
species.
• Distribution and status of farmland birds.
This document tracks changes in the area and numbers of habitats
and species respectively between years – therefore, providing
a picture of how they are faring over time.
Between 2020 and 2021:
• The area of Local Wildlife Sites increased by 1.36
ha.
• The area of priority habitats recorded increased by 4.82 ha
– this was largely as a result of increased mapping
activity.
• The number of UK priority species decreased by two (from
154 to 152).
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
PRN1
|
With
partners, promote in-depth mapping and surveying of ecosystems
across the district, planning for restoration of the natural world
and working closely with landowners and specialist
agencies
|
Narrative
report to include information on work with partners, and Habitat
and Species data + changes/trends on a 12month basis.
|
Cllr
Sue Cooper
|
Head
of Planning
|
Between
2020 and 2021:
•
The area of Local Wildlife Sites increased by 1.36 ha.
•
The area of priority habitats recorded increased by 4.82 ha –
this was largely as a result of increased mapping
activity.
•
The number of UK priority species decreased by two (from 154 to
152).
Between
2019 and 2020 – the most recent years for which data is
available:
•
The percentage of positive recordings of water voles reduced by 7%
- this may have been influenced by a reduction in survey effort due
to the pandemic.
•
The density of farmland birds recorded did not change
significantly.
The
Berkshire Buckinghamshire and Oxfordshire Wildlife Trust (BBOWT)
provide advice to farmers and landowners of Local Wildlife Sites.
They also assist those looking to access funding to allow habitat
restoration on their property. This work is a partnership project
funded by all of Oxfordshire’s local authorities.
In
2021, the Oxfordshire Treescape Project – partly funded by
contributions from all of the county’s councils –
completed its mapping work. Their Oxfordshire Treescape Opportunity
map is now available for use.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
PRN2
|
Celebrate,
protect and enhance our natural assets, including the River Thames
and the AONBs and their setting, promoting our rural district for
tourism, leisure and wellbeing
|
Narrative
report to include information on work to manage natural assets and
ANOBs (both internally and with partners)
|
Cllr
Andrea Powell
|
Head
of Development
&
Corporate Landlord
|
Tourism
businesses – including B&Bs, visitor attractions, tour
operators and transport providers – were supported during Q4
2021/22 through HM Government’s latest Omicron Mandatory
Grants Programme and South Oxfordshire’s latest round of
Additional Restriction Grant funding. Between January and March, in
excess of £480,000 has been issued to support companies
operating across this sector.
In
addition, officers from the Economic Development team attended
meetings with Experience Oxfordshire and Tourism South-East. The
key issues highlighted at these events were the difficulties of
recruiting within the sector and the negative impact of the
invasion of Ukraine on overseas bookings. The Council will, during
Q1 and Q2 2022/23, work with OxLEP, Experience Oxfordshire and
Tourism South-East to develop support programmes for the visitor
economy.
Moreover,
economic impact advice has also been offered to the developers of a
farm – bordering an AONB and the River Thames - within the
district who wish to diversify their offering to include
eco-friendly holiday accommodation.
The
Strategic Property team (in liaison with the Wallingford Accessible
Boat Club) has, during Q4 2021/22, coordinated the Wallingford
Moorings Project. This is intended to make moorings readily
accessible for all.
|
|
PRN3
|
Encourage
the use of natural processes to combat risks arising from climate
change, such as meadows and trees to reduce flooding
|
Narrative
report to include direct and indirect information on use of natural
processes to combat risks of climate change. This should include
new policy development and direct activity undertaken by the
Council.
|
Cllr
Sue Cooper
|
Head
of Development
&
Corporate Landlord
|
Two tree planting licences were completed in Q4 2021/22. These
enabled community groups within Wallingford to plant trees on land
owned by the Council.
Further promotion of the scheme to encourage communities to come
forward with tree planting proposals on council owned land was
undertaken.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
PRN4
|
Recognise
and support the vital role of farming in economic and ecosystem
resilience, local food provision and the recovery of soils and
natural processes
|
Narrative
report on activity undertaken with partners to encourage and
support the vital role of farming in economic and ecosystem
resilience (where possible, although this may be implicitly
included in the information above).
|
Cllr
Sue Cooper
|
Head
of Development
&
Corporate Landlord
|
No activity to report Q4 2021/22.
|
|
PRN5
|
Call
for the establishment of a Local Nature Partnership for Oxfordshire
to promote an ambitious nature recovery programme, including tree
and meadow planting, rewilding and providing habitats for wildlife
including wildlife corridors
|
Narrative
report - accepting that much of the activity to support PRN3 will
be relevant here.
|
Cllr
David Rouane
|
Head
of Policy and
Programmes
|
During Q4 2021/22, the process of appointing a Chair for the Local
Nature Partnership started. In addition, efforts also began for the
recruitment of a lead officer.
|
|
PRN6
|
Work
in partnership with the Earth Trust, Chilterns Conservation Board,
North Wessex Downs AONB, the Environment Agency and others to
improve access to green spaces in and around our towns, reinforcing
access to nature as a priority for community wellbeing
|
Narrative
report on activity with partners (including those named, and
others), with a particular focus on work supporting the link
between green spaces and community wellbeing.
|
Cllr
Pieter-Paul Barker
|
Head
of Development
&
Corporate Landlord
|
During Q4 2021/22, the Economic Development team held a
“netwalking” event at the Earth Trust. This was
designed to showcase the facilities that are both in and around the
site to the local business community. The event – delivered
with the aid of experienced walk leaders from the Council’s
Active Communities team – was attended by the representatives
of 28 local organisations and was well received. Another
“netwalking” event is scheduled to take place in early
Autumn.
In addition, the Council’s Strategic Property team
commissioned the Earth Trust – in accordance with countryside
stewardship schemes – to manage several sites within the
district.
|
Strategic
Lead – Adrianna Partridge – Deputy Chief Executive
–
Transformation and Operations
Why?
The
complexity of modern society and local government structures can be
hard to navigate. Many services are delivered as part of external
partnerships, so it can be hard for residents to see what we do and
how we do it. There are some groups within our district with whom
we have little engagement or interaction, so the diversity of our
district is not always recognised and supported.
So:
We
will maintain and improve high levels of satisfaction with the
services we provide and will reach out to all sectors and age
groups to foster a culture of openness, participation, and
representation. We will use our influence to champion inclusion,
diversity and transparency across all elected and unelected bodies
in our region. We will empower and invest in our staff and conduct
our operations with the highest level of integrity and
accountability.
Key
Activity in Q4:
In
order to maintain and improve the services that the Council
provides, South Oxfordshire completed a statement of requirements
for the procurement of a Customer Relationship Management (CRM)
system this quarter. The CRM system will help to build
relationships with the Council’s customers, streamline
processes and improve the services provided to residents. Several
potential suppliers of such a system have already been identified
and work will continue on its implementation during 2022/23. The
Council is also currently preparing the specification for new
integrated communications software and working up the model for a
customer service centre. These will form the foundation and
building blocks of our customer service
transition.
As
part of the Council’s efforts to champion openness and
transparency, it continued to livestream all public meetings this
quarter. This not only helped to ensure a greater degree of
accessibility for residents, but also allowed them an insight into
Council decision-making processes. Officers have also started
working on plans to ensure that all public meetings can continue to
broadcast after the council has vacated the offices at Milton Park
to help ensure continuity for residents.
With
the ambition of increasing the Council’s level of engagement
with residents, especially those from marginalised and
under-represented groups, South Oxfordshire agreed an overarching
Communications and Engagement Strategy during the quarter. This
Strategy incorporates initiatives to increase and improve our
interactions with all of our communities/peoples. Additionally,
work has continued this quarter on the Council’s social media
review. Officers continue to experiment with different styles,
formats and content in order to improve our presence across a
variety of platforms (Facebook, Twitter, Instagram) to increase
reach to residents.
In
furtherance of our commitment to champion diversity and inclusion,
the Council launched its Diversity Calendar this quarter – a
document that reflects both South Oxfordshire’s corporate
priorities and the heterogeneous nature of the district. It has
been publicised to both staff and members. The council also
published its latest gender pay gap and employee data reports - the
gender pay gap report was publicised via social media on
International Women’s Day 2022.
As
part of the Council’s goal of increasing accountability and
improving decision-making, progress continued this quarter on
updating the Council’s Annual Governance Statement. This
remains on track to report in the summer 2022 and will be based
upon the most recent The Chartered Institute of Public Finance and
Accountancy (CIPFA) guidance. Various initiatives are also
currently underway to review certain aspects of South
Oxfordshire’s governance arrangements e.g., our procurement
process and contract procedure rules.
In
addition, the Monitoring Officer has been providing training to
officers on local government law and process – with a
particular focus on governance, delegation of powers, report
writing/content and decision making.
Performance Measures
|
Corporate Plan
ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
OA1
|
Enhance trust and
accountability in democratic decision-making, including
live-streaming and recording of meetings, ensuring full
accessibility of facilities and monitoring progress in an open and
transparent way
|
Narrative update
to include information on the performance management framework,
communications update on Cabinet/Council decisions, IAG around the
operations/activity of the Council
% of Public Council meetings within 12 months available
online
|
Cllr
Andrea Powell
|
Head
of Legal and Democratic
|
All
meetings continue to be livestreamed. Officers are currently
working on plans to ensure that this continues when the Council
vacates the offices at Milton Park.
During Q4
2021/22, 100% of public meetings were broadcast.
|
|
OA2
|
Ensure that
Council departments work collaboratively to deliver best outcomes
for residents
|
Narrative report
detailing significant, non-recurring examples of inter-departmental
working which have secured concrete outcomes for
residents
|
Cllr
Andrea Powell
|
Deputy Chief
Executive – Transformation and Operations
|
Following the
approval – in Q3 2021/22 – of the Customer Services
Strategy, work has now been completed on a statement of
requirements for the procurement of a Customer Relationship
Management (CRM) system. Several suppliers of local
government-based solutions have been identified and we are awaiting
their responses on our specification. The first service to be
migrated to the new CRM will be garden waste with 29,265 customer
records to be transferred.
The
Council is also preparing the requirements specification for new
integrated communications software, in addition to working up the
model for a customer service centre – these will form the
building blocks of our customer service transition.
During the latter
stages of Q4 2021/22, officers from across the Council have been
working together on the Homes for Ukraine scheme. This has involved
establishing contact with existing and prospective sponsor
households, arranging accommodation checks and working with
partners on community integration.
Various teams
have also been collaborating throughout the quarter on preparing
for South Oxfordshire’s departure from the offices at Milton
Park.
|
|
Corporate Plan
ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
OA3
|
Embed
an organisational culture that celebrates diversity, inclusion, and
respect
|
Narrative report
on work undertaken to celebrate diversity, inclusion, and respect.
Should include standard recurring activity, one off supporting
activity. This should be a joint report primarily from HR/Comms but
include comments from others
|
Cllr
Maggie Filipova-Rivers
|
Deputy Chief
Executive – Transformation and Operations
|
An
engagement plan to support the draft Diversity and Inclusion
Strategy planned in March. The Strategy will now be subject to a
six-month engagement period. Feedback during this period will
inform any necessary changes to the document, with the revised
Strategy scheduled to be returned for consideration by the Scrutiny
Committee and Cabinet in Q3 2022/23.
During Q4
2021/22, South Oxfordshire launched its Diversity Calendar. This
has been promoted to both staff and members.
The
Council also published its latest gender pay gap and employee data
reports in Q4 – the gender pay gap report was publicised via
social media on International Women’s Day.
In
addition, the Council agreed a new Communications and Engagement
Strategy that will set the standards for all our activities in this
area – it includes measures to ensure that we are open and
inclusive to all of our residents.
Towards the end
of the quarter, South Oxfordshire began communicating with
stakeholders in relation to the situation in Ukraine. This included
information on our role and responsibilities.
|
|
OA4
|
Apply
good governance and transparency in all our working and
decision-making, exploring optimal structures and mechanisms for
best practice in local government
|
Narrative report
on significant change initiatives which have resulted in
restructures/new processes to deliver local govt
services.
|
Cllr
Pieter Paul Barker
|
Head
of Legal and
Democratic
|
Various
initiatives are currently underway to review South’s
governance arrangements – for example our procurement
process/contract procedure rules.
During Q4, the
work on updating the Council’s Annual Governance Statement
continued. This remains on track to report in the summer and will
be based upon the most recent CIPFA guidance.
In
addition, the Monitoring Officer has been providing training to
officers on local government law and process – with a
particular focus on governance, delegation of powers, report
writing/content and decision making.
|
|
Corporate Plan
ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
OA5
|
Engage
effectively with residents, Parish and Town Councils and other
community organisations, using plain English in our communications
and using appropriate methods and technologies to ensure equal and
fair access for all
|
Narrative report
on activities communications/engagement specific
activities
|
Cllr
Andrea Powell
|
Deputy Chief
Executive – Transformation and Operations
|
During Q4
2021/22, South Oxfordshire agreed an overarching Communications and
Engagement Strategy. This Strategy will incorporate initiatives to
increase and improve the Council’s interactions with all of
its residents.
Between January
and March 2022, South Oxfordshire issued 35 press releases,
produced three town and parish newsletters and disseminated five
InFocus newsletters to share important stories and information with
our communities.
In
Q4, the Council, in conjunction with several community groups,
launched their Policy for Planting Trees on Council
Land.
South
Oxfordshire saw a 20.0% increase in Facebook reach during Q4
2021/22. This was mainly due to a very strong presence in March
driven by posts on car parking changes and help with the cost of
living. It is the Council’s hope that this increase will
result in future posts being more visible in our followers’
feeds – this would help to grow both our audience and our
ability to spread messaging.
Facebook reach
140,948
Twitter
impressions, however, were down on the previous quarter (just over
25.0%). The reasons behind this are unclear and, therefore, the
Council is unsure whether this is merely a temporary blip or
something more endemic. Consequently, officers are looking into the
possible explanations and will rectify any that are within our
control.
Twitter
impressions 78,500
There
was a large increase in South’s Instagram reach in Q4. This
was due to a successful promoted post.
Instagram reach
3,868
The
Council, nevertheless, expects there to be some fluctuations in
performance across platforms between quarters – especially as
we continue to experiment with different styles of content as part
of our ongoing social media review.
|
Individual Cabinet Member Decisions - 01 January – 31 March
2022
|
Date
|
Description
|
|
05/01/2022
|
Car
Parks Contractor Performance 2021/22
|
|
01/02/2022
|
Additional
Restriction Grant Defrayal – Omicron Update
|
|
16/03/2022
|
Henley-on-Thames
Conservation Area Appraisal
|
|
18/03/2022
|
Practical
Support Payment Funding
|
|
29/03/2022
|
Community
Infrastructure Levy Funding to Oxfordshire County
Council
|
|
30/03/2022
|
Revenue
Grants
|
|
30/03/2022
|
You
Move Project Funding
|
|
31/03/2022
|
Mobile
Home Park Pitch Fees
|
|
TOTAL:
8
|
Strategic Lead – Suzanne Malcolm – Deputy Chief
Executive – Place
Why?
The
greatest challenge we face as a society is the Climate Emergency
and our ability to adapt our lives and our behaviours to ensure a
safe and resilient future. While statements and targets are
welcome, the challenge for our district is to take action,
transform our operations and inspire our residents and businesses
to do the same. Aspects of our lives will need to change, but we
have a duty to make this transition fair for all parts of
society.
So:
We
will show leadership by developing and implementing a climate
change programme to make the Council net carbon neutral by 2025. We
will help our communities to plan a fair transition to a future
that will be defined by climate change.
Key
Activity in Q4:
This quarter the Council adopted its Climate Action Plan 2022-24
(CAP) which will play a pivotal role in steering the programme of
work to achieve the Council’s objective of becoming carbon
neutral in our own operations by 2025 and in supporting local
efforts to tackle the climate emergency. Progress against the
measures within the CAP will be reported to the Climate and
Ecological Emergencies Advisory Committee (CEEAC) each quarter,
beginning in quarter one of 2022/23.
Reducing emissions from our leisure centres is vital in achieving
targets around our own operations. A decarbonisation report was
completed for Thame Leisure Centre during this quarter, the
findings of which are currently being evaluated by officers.
Further surveys have also been commissioned for other leisure
facilities in the district, as well as for Cornerstone arts centre.
In addition, the Council is upgrading lighting to LEDs at the Abbey
Sports and Henley Leisure Centres to reduce carbon
emissions.
Additionally, with a view to further cutting emissions from our own
operations, the Council’s waste contractor has been trialling
an electric waste collection vehicle to assess how well it works
within our district in both rural and urban settings. Performance
feedback is anticipated in 2022/23.
The role of the Council as a planning authority is key in our work
to tackling the climate emergency and is vital in our aspiration to
be a carbon neutral district by 2030. Scoping of new policies for
the Joint Local Plan with the Vale of White Horse District Council
continued throughout this quarter. An all councillor round table
session was held, to explore how the Plan could best address
climate change. The event focused on how Council policy might help
reduce carbon emissions resulting from the construction and
operation of buildings. Attention was also given to how to generate
more renewable energy. The first public consultation on the plan is
scheduled to take place during quarter one 2022/23.
Alongside work on the Joint Local Plan, the Council also provided
feedback on the climate change evidence needed to support the
Oxfordshire Plan 2050 and on the information being prepared by the
Local Energy Oxfordshire Project. The Council also provided
additional guidance for the draft Joint Design Guide, on the siting
and design of renewable energy schemes, demonstrating the
Council’s understanding of the power in collaborative,
partnership working to advance common goals to address the climate
emergency.
Working with Oxfordshire County Council to build on our commitment
to active travel is a key measure within the Corporate Plan,
recognising that our ability to adapt our lives and our behaviours
to address the climate emergency is the greatest challenge we face.
In line with this, the Council have worked with consultants to
evaluate all the proposed infrastructure schemes in the Oxfordshire
Infrastructure Strategy to assess them against our priorities. The
results of this appraisal, published this quarter, sees 14 active
travel schemes prioritised for funding.
Businesses in the district also have an important part to play in
the response to the climate emergency and as a Council we offer
support and guidance to businesses on taking climate action. During
this quarter, work commenced on renewing the terms of our
membership of Oxfordshire Greentech (a low carbon business
network).
Communications has continued to be an active and important strand
in our work to encourage everyone to play their part in tackling
the climate and biodiversity emergencies. For example, this winter,
we promoted our Christmas tree-cycling service and ideas for
reducing waste in the New Year and this spring, we promoted Food
Waste Action Week and the Keep Britain Tidy: Great British Spring
Clean, to promote and encourage climate action behavioural
change.
Performance Measures
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
ACE1
|
Achieve
our own zero carbon target by 2025 and support others to achieve
the district target of zero carbon by 2030
|
Narrative
report on strategic projects which will help to deliver net zero
carbon for 2025/2030. This should be split between Council specific
and District specific activities.
|
Cllr
Sue Cooper
|
Head
of Development
&
Corporate Landlord
|
A
decarbonisation report has been completed for Thame Leisure Centre.
It is currently being evaluated by officers. Further surveys have
also been commissioned for other leisure facilities in South
Oxfordshire. The Council is also using capital to upgrade lighting
to LEDs at the Abbey and Henley Leisure Centres.
The
Council is awaiting further updates regarding HM Government grant
schemes that would help to support our work to reduce emissions
from the district’s leisure centres.
In
addition, South Oxfordshire have commissioned a decarbonisation
report for Cornerstone – the findings of which are currently
being assessed.
|
|
ACE2
|
Develop
an annually approved climate emergency programme and adequately
finance it
|
Quantitative
measure - delivery of an annual CEP Y/N
|
Cllr
Sue Cooper
|
Head
of Policy and
Programmes
|
South
Oxfordshire’s Climate Action Plan (CAP) was adopted during Q4
2021/22. It will be a key document in helping the Council to
achieve its Climate Emergency targets. Progress against the
measures within the CAP will be reported to the CEEAC each quarter
– starting in Q1 2022/23 – as part of our corporate
performance management framework.
|
|
ACE3
|
Deliver
Council-owned net-zero homes and use grants, planning policy and
advocacy to ensure the same standards throughout the
district
|
Narrative
Update on the current activities which will result in the delivery
of Council owned homes (and details of those homes where
possible)
|
Cllr
Robin Bennett
|
Head
of Development
&
Corporate Landlord
|
An
Invitation to Tender for a project manager, cost consultant and
clerk of works was published on 22 March for the redevelopment of
116 -120 Broadway. The aim of the project is to deliver a
development that is sustainable and resilient to climate change
– and will comply/exceed Local Plan Policy DES10.
A
consultant has been appointed to develop a new joint Housing
Strategy that will support the delivery of more affordable and net
zero homes for the district.
|
|
ACE4
|
Promote
and encourage behavioural change with informational campaigns and
leading by example
|
Narrative
update to include the number of communications campaigns undertaken
which promote/encourage behavioural change (with
examples).
|
Cllr
Andrea Powell
|
Deputy Chief
Executive – Transformation and Operations
|
During
Q4 2021/22, South Oxfordshire ran 48 campaigns. 26 of these
encouraged behavioural change, fourteen highlighted council
services and eight promoted diversity/inclusion. The behavioural
change campaigns included publicising Christmas tree recycling,
informing individuals about how they could reduce their waste
(including Food Waste Action Week) and encouraging people to report
fly-tipping.
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
ACE5
|
Take
positive action on single-use plastics, air quality improvement
measures and sustainable transport
|
Suggested
combined narrative update on Comms relating to single use
plastics/comms relating to AQ initiatives and metrics relating to
AQ (with an appreciation that this data will be skewed in 2020 due
to lockdown(s)
|
Cllr
Sue Cooper
|
Head
of Housing &
Environment
|
South
Oxfordshire continues to use communications channels to highlight
the need to reduce plastic waste and encourage behavioural change
in this area. We are also looking at the opportunities for reducing
plastic pollution as part of the Council’s programme of work
regarding our future waste services – a confidential paper on
this broader theme went to Joint Scrutiny in January. It was
considered by South Cabinet on 3 February, where its
recommendations were agreed too.
During
Q4, Biffa have been trialling and electric waste collection vehicle
with the aim of assessing how well it works within the district.
Once they have evaluated its performance, they will provide
feedback to the Council.
|
|
ACE6
|
Mitigate
climate change through planning and land use, enhancing
biodiversity on our own land and strengthening the planning system
to enforce environmental standards
|
Narrative
update to focus on planning initiatives which support the potential
deliverables where possible (primarily the development of the joint
2041 Local Plan, the joint Design Guide and carbon reduction in
planning
(DES8/10)
|
Cllr
Anne-Marie Simpson
|
Head
of Planning
|
During
Q4 2021/22, an all councillor round table session was held to
explore how the Joint Local Plan could address climate change. A
specific focus of this event was on how South Oxfordshire can help
reduce the carbon emissions resulting from the construction and
operation of buildings – attention was also given to how to
generate more renewable energy. The Planning Policy team also
continued to work on the actual development of the Joint Local
Plan. Preparations are currently underway for launching –
during Q1 2022/23 – the first major consultation on this
document. This engagement exercise will include text and questions
relating to addressing the issue of climate change.
In
Q4, the Council published on its website the Sustainable
Construction Checklist. This was produced to help applicants
demonstrate that they are meeting the sustainable design
requirements of South Oxfordshire’s Local Plan. Updates were
also made to the Plan’s carbon reduction policy’s
advice note in order to help officers implement it more
effectively.
In
addition, officers began working on a carbon offsetting paper. This
is a stated measure within South Oxfordshire’s Climate Action
Plan.
During
Q4, South Oxfordshire provided feedback on the climate change
evidence needed to support the Oxfordshire Plan 2050 and on the
information being prepared by the Local Energy Oxfordshire (LEO)
Project. Additional guidance was also provided for the draft Joint
Design Guid on the siting and design of renewable energy
schemes.
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
ACE7
|
Promote
the circular economy (reduce, re-use and recycle), including in our
waste management contracts
|
Narrative
measure on comms activity relating to waste/recycling
Quantitative information on recycling rate, contamination rates, %
of residual waste to landfill
|
Cllr
Sue Cooper
|
Head
of Housing &
Environment
|
The
January 2022 recycling rate was 63.33% compared to the previous
January rate of 64.63%. The contamination rate was 8.0%.
The
February 2022 recycling rate was 63.00% compared to the previous
February rate of 64.47%. The contamination rate was
10.0%.
The
figures for March have yet to be finalised.
The
percentage of waste to landfill in January was 0.53%. In February,
it was 0.55%. (The figures for March have yet to be
finalised).
During
Q4 2021/22, South Oxfordshire’s Waste Team ran several comms
campaigns. These included:
•
advertising the Council’s tree-cycling service.
•
highlighting Food Waste Action Week.
•
a new year’s promotion on ideas for reducing
waste.
•
publishing the waste collections calendar.
•
publicising Global Recycling Day.
•
highlighting the electric waste vehicle trial.
•
promoting the Keep Britain Tidy Great British Spring
Clean.
•
encouraging people to report fly tipping.
•
promoting the Council’s litter patrols.
|
|
ACE8
|
Support
and encourage local businesses to respond to climate change and
nature recovery
|
Narrative
update on the influencing work undertaken to support and encourage
local businesses relating to climate change and nature
recovery
|
Cllr
Robin Bennett
|
Head
of Development
&
Corporate Landlord
|
During
Q4 2021/22, the Economic Development team began working with Legal
to renew the terms of our membership of Oxfordshire Greentech (the
low carbon business network). The Council also have several events
in the pipeline intended to support and encourage local businesses
in their response to the climate emergency – this includes
our ‘Make a Difference’ interactive networking
workshop.
|
|
|
|
|
|
|
|
|
|
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
ACE9
|
Promote
waste minimisation initiatives such as Repair Cafés
|
Unless
specific activity relating to Repair Café's and Freecycle can
be reported on, suggest that this is covered in previous
narratives
|
Cllr
Sue Cooper
|
Head
of Housing &
Environment
|
Comms
campaigns to promote waste minimisation during Q4 2021/22
included:
•
highlighting Food Waste Action Week.
•
a new year’s promotion on ideas for reducing
waste.
•
publicising Global Recycling Day.
South
Oxfordshire also continued to promote the use of Repair
Café’s through our website and on social media
platforms.
|
|
ACE10
|
Work
with Oxfordshire County Council to build on our commitment to
active travel including walking, public transport and cycling
infrastructure
|
Narrative
update on work with Oxfordshire County Council
Optional Quantitative metrics on the amount of new footpaths/cycle
paths
|
Cllr
Pieter-Paul Barker
|
Head
of Development
&
Corporate Landlord
|
South
Oxfordshire has collaborated with the County Council on the
Oxfordshire Infrastructure Strategy review. As part of this work,
we engaged with consultants from City Science to carry out an
evaluation of all the proposed infrastructure schemes to assess
them against our priorities. The full results of this appraisal
were published during Q4 2021/22 – the active travel schemes
within the district that have been prioritised for funding
are:
•
Pedestrian and cycle bridge over the A40 Oxford northern
bypass.
•
Culham railway station enhancements
•
Didcot Parkway interchange cycling improvements
•
Premium cycle route between Didcot, Crowmarsh Gifford and
Wallingford
•
Future phases of the Science Vale cycle network linking Culham to
Abingdon and Didcot
•
Thame greenway cycling and walking connection to Thame-Haddenham
rail station
•
Gateway scheme including cycle and bus priority for Grenoble Road
development
•
Cycle connection Berinsfield – Oxford via the Roman Road with
Culham spur
•
Didcot Garden Town cycling network
•
Improvement to cycle routes to stations in South Oxon
•
Benson to Wallingford cycle route improvements
•
Didcot Garden Line leisure cycle route
•
Third rail line north of Didcot North junction
•
Cowley branch line new passenger stations at Business Park and
Science Park
|
Strategic Leads – Suzanne Malcolm - Deputy Chief Executive
– Place
Adrianna Partridge – Deputy Chief Executive Transformation
and Operations
Why?
South Oxfordshire has a large number of small and micro businesses
and is well placed to adapt to changes in the economy, but support
will be needed for it to remain a healthy and vibrant place to live
and work. The Coronavirus pandemic has shown the strength of the
community but there are areas of isolation and deprivation in our
district, and the benefits of access to culture, leisure, and
community for all has been made clear.
So:
We will reimagine our high streets, helping independent small
businesses to thrive and to encourage cultural well-being for all.
We will encourage clean local economic development and support our
business hubs, centres of scientific excellence and our educational
establishments to become leaders in sustainable technology,
innovation, and enterprise. We will help our community groups
to strengthen cohesion, reduce social isolation and tackle areas of
deprivation.
Key Activity in Q4:
This
quarter, to progress the Council’s aim
to improve economic and community wellbeing, civil parking
enforcement has now been introduced across the district as a
Council responsibility. All towns and villages
where
there are traffic regulation orders in place are now patrolled.
Enforcement, undertaken by Oxfordshire County Council contractors,
focuses upon those areas where illegal parking is having the
greatest impact on road safety and congestion. Civil parking
enforcement can take a more targeted approach to dealing with the
parking issues and addresses areas concerning residents.
To make sure that Community Infrastructure Levy (CIL) funds are
maximised and achieve the best possible outcomes for the community,
£2,419,500 has been allocated to
projects in the 2022/23 capital programme as part of the
Council’s budget setting process this quarter. Additionally,
approvals have been made for CIL spending in communities, for
example the Oak Tree Health Centre in Didcot applied to the CIL
health care allowance for just under £40,000, to reconfigure
the facility to create more consulting space.
Work
to provide advice to local businesses and support their agility and
resilience continued this quarter, through communication mediums
such as a regular newsletter. By the end of this quarter, there
were 2,449 subscribers to South and Vale’s economic
development newsletter. 16,708 newsletters were sent to recipients
between January and March, with the current open rate sitting at
60.20%, which compares favourably to the average for a business
services newsletter of 8.01%. Additionally, during this quarter a
series of eight Digital Skills workshop events covering a range of
key skills designed to both help businesses develop a digital
presence and attract new customers across social media were
launched, with 197 businesses from South Oxfordshire
registering.
As
part of the Council’s commitment to taking enforcement action
on fly tipping, several communication campaigns were run during
this quarter. These included messages to encourage fly tipping
reporting, promote our litter patrols and highlight police
crackdowns on unauthorised waste carriers; all recognising the
negative impact of fly-tipping on the environment and to resident
health and wellbeing. There was a slight decrease in recorded fly
tips this quarter, at 226, compared to the same period last year
2020/21, at 282.
To
further the Council’s aspiration to use planning powers to
preserve green spaces in South Oxfordshire for the benefit of local
communities, in 2021/22 the Council have encouraged and overseen
the adoption of 8 neighbourhood plans. Six of these designate a
combined total of 25 Local Green Spaces, which are granted the
highest level of protection possible by planning policy. The
Council are also supporting the preparation of 12 new Neighbourhood
Plans and five Neighbourhood Plan reviews. All are considering the
preservation of important green spaces. Access to green spaces will
continue to support resident’s health and mental
wellbeing.
Moreover,
work on Phase 1 of the Science Vale Active Travel Network was
finished this quarter. The five completed routes contribute 10km of
improved provision for both cyclists and pedestrians, contributing
to the Council’s vision to connect communities and places
with fit for purpose walking and cycling networks. Plans are now
being made for the creation and development of wayfinding
opportunities for this part of the Active Travel
Network.
Performance
Measures
Performance Measures
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
ECW1
|
Partner
with regional agencies to ensure economic recovery, quality
employment, thriving businesses and vibrant communities, avoiding
the blight of “dormitory towns
|
Narrative
report on work with partners in this area
Quantitative metrics relating to employment rates (trends, actuals)
- unemployment rate, trajectory/trend, earnings
information
|
Cllr
Pieter-Paul Barker
|
Head
of Development
&
Corporate Landlord
|
In Q4
2021/22, the Economic Development team continued to work with OxLEP
on progressing several Community Employment Plans (these will
provide employment and skills opportunities across major
developments such as Valley Park and Didcot A).
The
February 2022 figures for unemployment claimants in the region
showed a year-on-year reduction in the numbers for South
Oxfordshire (from 3,030 to 1,810). The overall unemployment rate in
the district was 2.5% (in February 2021 it was 4.3%) and is the
lowest in the county.
|
|
ECW2
|
Provide
advice on access to grants, training and diversification
programmes, helping local businesses to build agility and
resilience
|
Quantitative
measures - number of businesses we engage with, social media hits,
newsletter subscribers, clickthrough rate, numbers of business
grants awarded
|
Cllr
Robin Bennett
|
Head
of Development
&
Corporate Landlord
|
During
Q4 2021/22, the priority for the Economic Development team was the
administration of the Additional Restrictions Grant top-up funding
announced by HM Government late in Quarter 3. This top-up funding
of £350,175 was combined with £1,239,551 retained from
previous rounds of funding. Before the scheme's deadline of 31
March, South Oxfordshire issued £1,583,844 of grants to 293
businesses.
By
the end of Q4 2021/22, there were 2,449 subscribers to South and
Vale’s economic development newsletter. A grand total of
16,708 newsletters were sent between January and March, resulting
in 10,024 opens and 3,826 clickthroughs – our open rate sits
at 60.20% which compares favourably to the average for a business
services newsletter of 8.01%.
The
Council’s Business Support website was visited 41,696 times
in Q4 2021/22. On Twitter, we had 15,000 impressions, 74 link
clicks, 80 retweets, 101 likes, 9 replies and gained 13 new
followers between January and March. On Facebook we had 9,753
impressions, 154 page visits and 8 new page likes.
During
February, the Economic Development team launched a series of eight
Digital Skills workshop events (funded by the Contain Outbreak
Management Fund). These covered a range of key skills designed to
both help businesses develop a digital presence and attract new
customers across social media. South and Vale received 336 workshop
registrations in total (172 of which were from businesses based in
South, 85 from businesses in the Vale, 25 from businesses in both
and 54 who were based in neither).
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
ECW3
|
Plan
for communities connected by walking & cycling networks, with
sustainable, accessible and affordable public transport and
reliable Broadband, learning the lessons from the Covid-19
experience and enabling more home-working.
|
Narrative
update on work to support reliable broadband (where possible)
Narrative update on transport initiatives
Quantitative - new footpath/cycle paths delivered
|
Cllr
Anne-Marie Simpson
|
Head
of Development
&
Corporate Landlord
|
Council
charges related to the establishment of wayleaves has been
highlighted by providers as a potential barrier to the rollout of
superfast broadband within the district. To address this issue,
work has begun on investigating whether it is possible for South
Oxfordshire to reduce these costs.
The
Economic Development team also continue to work with the County
Council to support rollout in the district. This includes
collaborating with their colleagues to improve lines of
communication to help minimise disruption in areas where
improvements are being made. Officers and members continue to play
an active role in the Oxfordshire Digital Partnership
Board.
Work
on Phase 1 of the Science Vale Active Travel Network was finished
during Q4 2021/22 and will help to support the placemaking agenda
for Didcot Garden Town. The five completed routes – which are
currently undergoing a naming exercise involving local partners
– contribute 10km of improved provision for both cyclists and
pedestrians. Plans are now being made for the creation and
development of wayfinding opportunities for this part of the Active
Travel Network.
In
addition, the Didcot Garden Town team completed Stage 1 of the
Department for Transport’s guidance on the preparation of
Local Cycling and Walking Investment Plans. This work was informed
by the key priorities raised through the sounding boards and a
report on the local area from HarBUG (Harwell Campus Bicycle Users
Group).
|
|
ECW4
|
Launch
a new community wellbeing strategy to encourage and support
culture, leisure and the arts
|
Approval/Launch
of 'Community Wellbeing Strategy' Y/N (document should encompass
large parts of information above)
|
Cllr
Maggie Fillipova-Rivers
|
Head
of Policy and
Programmes
|
During
Q4 2021/22, officers continued to collect data to inform the
development of the new Community Wellbeing Strategy. In addition,
an initial programme timetable was prepared.
|
|
ECW5
|
Use
our planning powers to preserve our valuable green spaces,
particularly in urban areas
|
Number
of Neighbourhood Plans implemented/green spaces secured
|
Cllr
Anne-Marie Simpson
|
Head
of Planning
|
South
Oxfordshire adopted eight Neighbourhood Plans during 2021/22. Six
of these designated a combined total of 25 Local Green Spaces
(which offer the highest level of protection possible in planning
policy). In addition, three of these Plans included policies to
protect 13 public open green spaces (sites which do not meet the
tests to be designated as Local Green Spaces but are still
considered worthy of protection from harmful
development).
The
Council currently has six more emerging Neighbourhood Plans at
examination. These contain proposals to protect 23 green spaces
through Local Green Space designations. They also contain measures
to protect a further 13 green spaces through other forms of policy
protection.
South
Oxfordshire are also supporting the preparation of 12 new
Neighbourhood Plans and five Neighbourhood Plan reviews. All are
considering the preservation of important green spaces.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
ECW6
|
Work
with our communities to maximise Community Infrastructure Levy
funds and to allocate these to achieve best outcomes for residents
in the District
|
Narrative
update about work in this area to include detail of new CIL
spending strategy, communication with parishes
Quantitative elements - CIL Spend broken down by type, by
parish
|
Cllr
Robin Bennett
|
Head
of
Finance
|
As
part of South Oxfordshire’s budget setting process,
£2,419,500 was allocated to district council projects in the
2022/23 capital programme.
During
Quarter 4, Oxfordshire County Council submitted a request to draw
down their 2020/21 CIL allocation of £6,485,821.49. This was
approved. In addition, the Oak Tree Health Centre in Didcot
successfully applied for £39,015.45 from the CIL health care
allowance to reconfigure the facility to create more consulting
space.
The
next parish council CIL allocation payments will be paid in April
2022. These will be reported in the next quarter.
|
|
ECW7
|
Take
enforcement action on fly-tipping and dog fouling
|
Small
narrative on Fly Tipping/dog fouling activity (with Comms input on
any campaigns)
Qualitative data on fly tipping - what we collect, where from, how
much, nature of enforcement action undertaken, hotspot
map.
|
Cllr
Sue Cooper
|
Head
of Housing &
Environment
|
In Q4
2021/22, there were 226 fly tips in South Oxfordshire. This was a
decrease on the same period last year (282).
During
the quarter, the Council issued eight Fixed Penalty Notices for
waste crimes, three for littering and one for abandoning a vehicle.
There was also one waste crime prosecution (there are, however, six
prosecutions pending).
In
addition, officers carried out 93 abandoned vehicle inspections
between January and March. Of these, 40 vehicles were not on site,
37 were identified as not abandoned, five were duplicate cases,
three were removed and eight remain open.
South
Oxfordshire also ran the following comms campaigns during Q4
2021/22:
•
highlighting a crackdown by the police on unauthorised waste
carriers.
•
encouraging people to report fly tipping.
•
promoting the Council’s litter patrols.
•
publicising the county’s fly tipping
campaign.
|
|
ECW8
|
Work
with local partners to introduce civil parking enforcement as a
district responsibility
|
Narrative
update on progress
|
Cllr
David Rouane
|
Head
of Development & Corporate Landlord
|
Civil
parking enforcement – undertaken by Oxfordshire County
Council contractors – has now been introduced in the
district. All towns and villages where there are traffic regulation
orders in place are now patrolled.
Enforcement
is focused upon those areas where illegal parking is having the
greatest impact on road safety and congestion. Fines are being
issued to those who are in contravention of existing parking
restrictions – challenges and appeals are dealt with by the
County Council’s existing inhouse team.
|
Strategic Lead – Suzanne Malcolm – Deputy Chief
Executive – Place
Why?
The average price of a home is many times higher than the average
salary, particularly for the young, and renting is also expensive.
The pressure to build new homes in our district sometimes outweighs
local wishes. Infrastructure like roads, schools and GP surgeries
have not kept up with housing development. Too many houses being
built today are not fit for a low carbon future.
So:
We will strive to ensure that new homes and infrastructure in South
Oxfordshire meet local needs, are sustainable, zero carbon in their
build and operation, and high quality in design. We will provide
homes that people can afford to live in. New developments will be
accessible with walking, cycling and public transport a priority.
Neighbourhood plans and local participation will sit at the heart
of our planning process. We will work with partners to ensure that
development is appropriate for our communities.
Key Activity in Q4:
This quarter, the Council has continued to deliver a range of work
to eliminate homelessness and rough sleeping across South
Oxfordshire.
For the second consecutive quarter, on a rough sleeping count date
(31 March 2022), South Oxfordshire recordedzero rough
sleepers. Additionally, the homeless prevention rate for 2021/22
was 94.0%, which is above the target of 80.0%. The very low
levels of rough sleeping seen within the district reflects the
success of the Council’s preventative approach.
A
key challenge for South Oxfordshire in terms of housing, is
providing new homes that people can afford to live in.
During this quarter, a further 46 affordable properties have been
delivered, bringing the yearly total for 2021/22 to 288 affordable
homes,
which is above the target of 280 for the year.
Major sites currently under construction include Great Western Park
(Didcot), Benson, Henley, Rotherfield Greys and land west of
Wallingford.
Moreover,
during quarter four a consultant was appointed to develop a new
Joint Housing Strategy that will include consideration of how the
councils can help deliver more affordable and sustainable housing
for the district. The Council is also working with external
partners to bring empty properties back to use for community
benefit, in Didcot and Cholsey, in line with our aims.
Work
has also continued on the development of the new Joint Design Guide
(JDG) Supplementary Planning Document, which incorporates new
guidance on zero and low carbon construction, through the holding
of the public consultation this quarter. Feedback received included
a specific request for more guidance on the siting and design of
renewable energy schemes. The completed
document will help to support our aim that new homes and infrastructure in South Oxfordshire meets
local needs, is sustainable, zero carbon in their build and
operation and high quality in design. A
Sustainable Construction Checklist was also produced this quarter
to help applicants demonstrate they are meeting the requirements of
Policy DES8: Sustainable Design of the South Oxfordshire Local Plan
2035.
To
support
the delivery of new council-owned
homes with a focus on quality of design, affordability and local
requirements,this quarter an
offer
was accepted (subject to contract) for the purchase of a house in
Didcot to provide temporary accommodation. In addition, progress
was made on the Broadway project to deliver further housing stock
options.
Work
continues on the transformation of Berinsfield into a thriving
Garden Village with improved facilities, developed in line with the
community’s needs and aspirations. In addition, work to
identify all of the existing land assets and landownerships was
completed. This will not only allow for the creation of an asset
map, but also provide insight into the potential options for
co-locating community organisations and facilities in Berinsfield.
Work to develop the Berinsfield Grants Scheme also continued this
quarter, ready for its scheduled launch next quarter 2022/23. A
webinar was held to support applicants with understanding the
scheme and how to complete the application, with follow-up meetings
being held to support the community groups, in order to provide
opportunity for local community organisations to bid for funding to
support services in the area.
Additionally,
progress continues to be made to increase sustainable transport
solutions, through enhancing Electric Vehicle capacity in order to
help reduce car dependency and air pollution. This quarter, work
commenced to install 62 electric
vehicle (EV) charging points in 5 car parks in South Oxfordshire,
as part of the Oxfordshire wide “Park and Charge”
project. It is envisaged that the Park and Charge project will
unlock the possibility of EV ownership for residents across
Oxfordshire, by providing a convenient, affordable and
user-friendly EV charging solutions.
Performance Measures
|
Corporate Plan ID
|
Stated Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
HILN1
|
Didcot
Garden Town priority projects as identified by the Advisory Board,
specifically a sustainable plan to redevelop the Didcot Gateway
site, a public transport and active walking and cycling network,
community facilities and accessible green spaces for Didcot
residents
|
Narrative
update against the stated aim, to include as many of the potential
deliverables as possible, but not limited in scope to
this.
|
Cllr
Robin Bennett
|
Head
of Policy and
Programmes
|
After the Didcot Garden Town Advisory Board members brought forward
their priorities (including a retail strategy, active travel
infrastructure improvements and a public transport strategy) on 3
March, a mapping exercise took place to facilitate the development
of a refocused delivery plan. This updated plan will be considered
by the Cabinet during Q1 2022/23.
In addition, the Didcot Garden Town team completed Stage 1 of the
Department for Transport’s guidance on the preparation of
Local Cycling and Walking Investment Plans during this quarter.
This work was informed by the key priorities raised through the
sounding boards and a report on the local area from HarBUG (Harwell
Campus Bicycle Users Group).
Phase 1 of the Science Vale Active Travel Network was also finished
during Q4 2021/22 and will help to support the placemaking agenda
for Didcot Garden Town. The five completed routes – which are
currently undergoing a naming exercise involving local partners
– contribute 10km of improved provision for both cyclists and
pedestrians. Plans are now being made for the creation and
development of wayfinding opportunities for this part of the Active
Travel Network.
|
|
HILN2
|
The
transformation of Berinsfield into a thriving Garden Village with
improved facilities that are developed in line with the
community’s needs and aspirations
|
Narrative
update against the stated aim, to include as many of the potential
deliverables as possible, but not limited in scope to
this.
|
Cllr
Robin Bennett
|
Head
of Policy and
Programmes
|
During Q4 2021/22, negotiations continued between South Oxfordshire
and the landowner’s agent on reaching an accord regarding a
land value for the Council’s assets and progressing a land
development agreement.
In addition, work to identify all of the existing land assets and
landownerships was completed by the Garden Communities team. This
will not only allow for the creation of an asset map but also
provide insight into the potential options for co-locating
community facilities in Berinsfield.
The launch of the Berinsfield Grants Scheme has also been scheduled
for early in Q1 2022/23. This scheme will provide an opportunity
for local community organisations to bid for funding to support the
provision of services in the area.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
HILN3
|
New
Council-owned homes with a focus on quality of design,
affordability and local requirements
|
Narrative
Update on the current activities which WILL result in the delivery
of Council owned homes (and details of those homes where possible).
Also reporting on progress of Design Guide.
|
Cllr
Robin Bennett
|
Head
of Development
&
Corporate Landlord
|
During Q4, an offer was accepted (on a subject to contract basis)
for the purchase of a house in Didcot, for provision of temporary
accommodation and work is ongoing to complete the purchase.
Progress was made on the Broadway project to help us to deliver
further housing stock options.
A public consultation was held on the Joint Design Guide. Feedback
received included a request for more guidance on the design of
renewable energy.
|
|
HILN4
|
Support
and encouragement for the retrofit of our existing housing stock
for low-carbon performance and to eliminate fuel poverty
|
Narrative
update on current/completed activities and influencing
activity.
|
Cllr
Sue Cooper
|
Head
of Policy and
Programmes
|
During
Q4 2021/22 South Oxfordshire optimised its ability to influence
though membership of the Future Oxfordshire Partnership,
Environment Advisory Group. The group met on 24 March and discussed
a county-wide climate communications project which will see a
resident survey and website for climate change in Oxfordshire
launched in Q1 of 22/23. The group also received an update the
Pathway to Zero Carbon Oxfordshire work and a presentation from
OxTrees.
During
the Quarter there was also a social media campaign around HM
Governments Green Homes Grant Scheme to signpost and encourage
residents to funding that may support them with retrofitting at low
cost.
|
|
HILN5
|
Elimination
of homelessness in our District
|
Narrative
update on progress in this area
Quantitative information on homelessness rates, homeless cases and
TA numbers, length of stay in TA and effectiveness of interventions
(avoided homelessness)
|
Cllr
Maggie Fillipova- Rivers
|
Head
of Housing &
Environment
|
South Oxfordshire recorded zero rough sleepers at the end of Q4
2021/22. The very low levels of rough sleeping seen within the
district reflects the success of the Council’s preventative
approach.
The number of homeless households in temporary accommodation (TA)
in March 2022 was 11. The average length of stay in emergency
accommodation TA was 37 nights which is below the ceiling target of
42. Phase 2 of Housing First was successfully completed during Q4
2021/22. All six residents have now been successfully accommodated
and are maintaining their tenancies.
For 2021/22, the rate of successful homelessness prevention was
94.0%. This was above the target of 80.0%. South Oxfordshire also
continues to actively participate in the countywide Homelessness
& Rough Sleeping Strategy. It is also helping to deliver the
county’s innovative alliance approach to single homelessness
services.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
HILN6
|
Bringing
empty properties back into use
|
Narrative
update on any relevant initiatives to reduce the number of empty
properties and any data on empty property levels in South
Oxfordshire
|
Cllr
Robin Bennett
|
Head
of Development
&
Corporate Landlord
|
In March, officers from the Economic Development Officers team
attended the bi-monthly board meeting of the Oxfordshire-wide
Meanwhile project. They also received an update from Makespace
Oxford who are delivering the project. The funding for Meanwhile in
Oxfordshire ends on 30 June 2022, this means that Economic
Development’s current priority is to complete existing
projects.
• The total leases signed in Oxfordshire as part of Meanwhile
– 22.
• The locations in South Oxfordshire are as
follows:
- SOHA offices in Didcot
- Cholsey Chapel - Makespace are progressing with this project but
due to time constraints it will not fall into the current
Oxfordshire Makespace project.
The anticipated investment in bringing these properties back to use
as follows (funded through Meanwhile and external partners - no
council investment included):
- SOHA offices - £70k
- Cholsey Chapel circa £500k
From Q1 2022/23, Economic Development will monitor the occupation
of rated premises in the district on a quarterly basis.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
HILN7
|
Ensuring
that our teams are ready to access or signpost to any Government
schemes or funding that is made available
|
Narrative
update on signposting activity and if possible, update on
take-up.
|
Cllr
Robin Bennett
|
Head
of Policy and
Programmes
|
Insight and Policy currently support service teams by highlighting
external funding opportunities. To further increase capacity in
this area, during Q4 2021/22, South Oxfordshire ran a successful
recruitment campaign for an External Funding Lead. This post will
significantly enhance the Council’s ability to identify third
party income. A service induction has been prepared for the role,
with their initial focus being on creating a compelling story
around a potential bid for the Cornerstone into the next round of
the Public Sector Decarbonisation Scheme – this will build
upon the technical work completed by Concept Energy.
HM Government, as part of the Spring Statement, also published the
prospectus for round 2 of the Levelling Up Fund. If appropriate,
the External Funding Lead will explore any potential opportunities
arising from this with partners.
|
|
HILN8
|
New
homes are future-proofed, meeting the highest environmental
standards and enhancing nature through sensitive, high-quality
design
|
Narrative
update around refresh of the design guide, local plan, and
information around DES10
|
Cllr
Anne-Marie Simpson
|
Head
of Planning
|
In Q4 2021/22, a public consultation was held on the Joint Design
Guide. Feedback included specifically a request for more guidance
on the siting and design of renewable energy schemes. The
Sustainable Construction Checklist, produced to help applicants
demonstrate they are meeting the requirements of Policy DES8:
Sustainable Design of the South Oxfordshire Local Plan 2035, was
published on our website. Updates were made to the Policy DES10
Advice Note to help DM officers implement the policy more
effectively.
|
|
HILN9
|
Spatial
planning embeds public health, wellbeing and
sustainability
|
Narrative
update on work around planning reinforcing wellbeing and
sustainability. This should include 'health-based planning data'
where possible - information on public gym equipment - footpaths,
cycle paths etc.
|
Cllr
Anne-Marie Simpson
|
Head
of Policy and
Programmes
|
During Q4 2021/22, a report summarising the responses to the
Oxfordshire Plan Regulation 18 (2) consultation was drafted and
published for review. This consultation set out a range of policy
options in relation to health, wellbeing and sustainability.
Following several planned amendments – resulting from
feedback from Scrutiny Committees across the county – the
report will carry forward into Q1 2022/23.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
HILN10
|
Changes
over time in our stock of homes meet local needs
|
Narrative
update based on information available from 3rd parties and the
impact this has on the local area
Bedroom mix in new developments breakdown every 6 months
|
Cllr
Anne-Marie Simpson
|
Head
of Planning
|
46 affordable properties have been reported as delivered, bringing
the yearly total (Apr-Mar) for 2021/22 to 288 affordable homes. The
type and size of the 46 units delivered in Q4 is as
follows:
- 5 x 1 bed flats
- 12 x 2 bed flats
- 17 x 2 bed houses
- 12 x 3 bed houses
It should be noted that over the life of a development, different
dwelling and tenure types will be delivered at varying rates,
depending upon the developer’s build programme.
|
|
HILN11
|
Sustainable
transport solutions prioritise walking, cycling and public
transport to reduce car dependency and air pollution
|
Narrative
update on overall progress relating to sustainable transport
solutions - particularly EV elements.
|
Cllr
Pieter-Paul Barker
|
Head
of Development
and
Corporate Landlord
|
Electric Vehicle (EV) charging points are being installed in five
car parks in South as part of the Oxfordshire wide “Park and
Charge” project. They are due to be operational by 1 May
2022.
|
Strategic Lead – Simon Hewings – Head of
Finance
Why?
Coronavirus has cost, and lost, the Council money. Many years of
austerity before that, as well as a failure to increase Council tax
in line with growing costs, makes it hard to balance the books. The
future funding picture for Councils from Government remains
unclear. In order to deliver a progressive and ambitious agenda, we
need to reduce the gap between income and expenditure in our
Medium-Term Financial Plan.
So:
We will invest to save and act responsibly and ethically with our
financial resources. We will work with other Councils for fair
funding and will investigate new viable sources of revenue in order
to maintain and improve vital services. We will ensure all
financial operations and reporting support effective decision
making and strong, ethical governance.
Key Activity in Q4:
In
order to invest, save and act responsibly with our financial
resources, this quarter the Council agreed the transformation
delivery programmes and priorities for the next 12 to 18 months,
which had been identified through the budget challenge process
undertaken last quarter. Progress has also been made in
establishing the team that will undertake this work.
Moreover,
following South’s approval of the Strategic Property Review
last quarter, the Council’s focus during this quarter has
been on potential housing sites and their promotion via the Housing
and Economic Land Availability Assessment (HELAA).
An
assessment of land availability identifies a future supply of land
which is suitable, available and achievable for housing and
economic development uses over a plan period. Additionally, the
second meeting of South Oxfordshire’s Asset Management Group
was held this quarter. The aim of the Group is to assess the
Council’s land ownerships in a holistic manner and consider
opportunities for their development, usage or disposal.
With
the ambition of improving its effectiveness as an organisation, the
Council completed the baselining of its services against the six
principles set out in the Council’s Customer Services
Strategy this quarter. Significant work has also been undertaken in
relation to the Customer Relationship Management (CRM) project with
the award of a contract for the successful solution expected
quarter one 2022/23.
In
order to maximise external funding opportunities to support
services and to enrich the district’s leisure, sporting and
community activities, the Council ran a successful recruitment
campaign for an External Funding Lead this quarter. This post will
significantly enhance the Council’s ability to identify third
party income, with their initial focus being on creating a
compelling story around a potential bid for the Cornerstone into
the next round of the Public Sector Decarbonisation Scheme. This
post will look to support teams across the organisation in the
preparation of new bids whilst also horizon scanning for new
funding opportunities and grant schemes as they appear, such as, if
appropriate, exploring any potential opportunities arising from
round 2 of the Levelling Up Fund, as announced by HM Government at
the Spring Statement.
Performance Measures
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance
Update
|
|
IRFV1
|
Develop
and implement an innovative Transformation Strategy to diversify
our revenue streams, improve our effectiveness and secure our
on-going viability
|
Narrative
measure relating to the development of an overarching
Transformation Strategy and any overall narrative linking to
potential deliverables
Quantitative data - Income relative to Net expenditure (in
context), this could be broken down by service.
|
Cllr
Leigh Rawlins
|
Deputy
Chief Executive - Transformation and Operations
|
The
transformation delivery programmes and priorities for the next 12
to 18 months (which were identified through the budget challenge
process) were agreed at Full Council in February. Progress has also
been made in establishing the team that will undertake this
work.
During
Q4, South Oxfordshire completed the baselining of its services
against the six principles set out in the Council’s Customer
Strategy. In addition, the Customer Relationship Management (CRM)
project was mobilised with the award of a contact for the
successful solution expected in Q1 2022/23.
Good
progress on the roadmap for the Technology Strategy was also made
in Q4. Contracts are now in place or nearing completion for the
Council’s IT solutions for:
•
Housing and Homelessness.
•
Licensing.
•
Property and Asset Management.
•
Geographic Information Systems (GIS).
|
|
IRFV2
|
“Invest
to save” for the District, including the delivery of
sustainable new Council offices – on time and within budget
– to realise future operational efficiencies
|
Narrative
on progress of the Corporate Office project, including data on
current spend on office accommodation which will no longer be spent
once project completed. Further narrative to discuss impact of new
building finances.
|
Cllr
Leigh Rawlins
|
Deputy
Chief Executive - Transformation and Operations
|
Design work on the detailed design of the delivery of the new
council offices continued during Q4 2021/22. Assessments of the
scheme’s viability and financing arrangements have also
progressed. In addition, masterplanning is now in the final stages
of sign-off.
|
|
Corporate
Plan ID
|
Stated
Aim/Project description
|
Measure
|
Cabinet
Lead
|
Officer
Lead
|
Performance Update
|
|
IRFV3
|
Exercise
strong Stewardship of all Council assets including property and
financial investments, optimising their performance for the benefit
of our residents
|
Narrative
update on the progress of the SPR, in the initial period detailing
the scope and scape, then once SPR has been delivered, the outcomes
and future measures (quant element)
|
Cllr
Leigh Rawlins
|
Head
of Development
and
Corporate Landlord
|
The second meeting of the Asset Management Group (AMG) was held
during Q4 2021/22. The AMG will assess South’s land
ownerships and consider opportunities for their development, usage
and disposal.
The Strategic Property Review is designed to be an ongoing process.
The Council’s focus during this quarter has been on potential
housing sites and their promotion via the Housing and Economic Land
Availability Assessment (HELAA).
|
|
IRFV4
|
Maximise
external funding opportunities to support our services and to
enrich our leisure, sporting and community activities
|
Narrative
update relating to external funding utilisation, both funding
received direct to the Council, and projects which have received
part external funding or are in progress if not already
delivered.
Specific elements which should be included - Proportion of spend on
leisure/community facilities vs amount funded by Council.
CIL/106 spend broken down by type/parish
Externally funded Capital schemes
Total external funding received figure - narrative should be clear
that this is not the total figure.
|
Cllr
Maggie-Fillipova Rivers
|
Head
of Policy and
Programmes
|
During
Q4 2021/22, South Oxfordshire ran a successful recruitment campaign
for an External Funding Lead. This post will significantly enhance
the Council’s ability to identify third party income. A
service induction has been prepared for the role, with their
initial focus being on creating a compelling story around a
potential bid for the Cornerstone into the next round of the Public
Sector Decarbonisation Scheme – this will build upon the
technical work completed by Concept Energy.
HM
Government, as part of the Spring Statement, also published the
prospectus for round 2 of the Levelling Up Fund. If appropriate,
the External Funding Lead will explore any potential opportunities
arising from this with partners.
CIL/Section
106 broken down by parish is available to view in full on our
website -
https://www.southoxon.gov.uk/south-oxfordshire-district-council/community-support/infrastructure-to-support-communities/community-infrastructure-levy-or-cil-header-page/community-infrastructure-levy-or-cil/
|
|
|
IRFV5
|
Invest
responsibly and ethically with the Climate Emergency at the heart
of what we do
|
Narrative
update detailing changes which have included climate elements into
regularised decision making.
|
Cllr
Leigh Rawlins
|
Head
of
Finance
|
No activity to report in Q4 2021/22.
|
|
Covid-19 has been an unprecedented challenge which required the
Council to react quickly to changing circumstances in order to
support local businesses, the economy, the voluntary and community
sector and local residents. We have worked hard to maintain
essential services whilst redeploying staff to new areas of work to
help deal with the crisis. The Council developed a Community Hub
team during the pandemic to work effectively with voluntary sector
partners and volunteers, the work of the Hub is
ongoing.
The team also continue to collaborate with our partners at a
County-wide level. More specifically, facilitating coordination and
good communication between the County, City and District Councils,
with the NHS and OxLEP, to support vulnerable people, implement the
required programmes to do so and encourage Covid-19 vaccination
uptake in the district.
From 24 February 2022 people were no longer legally required to
self-isolate
following a positive Covid-19 test and this meant that Test and
Trace Support Payments also came to an end. During 2021/22, a total
of 668 test and trace support payments were made to residents in
South Oxfordshire. Chart G shows the quarterly breakdown of
the number of people who received a £500 Test and Trace
support payments, either from the main scheme or the discretionary
scheme.
COVID-19
Community Hub Support distributed between 01 January – 31
March 2022:
Chart
G: Test and Trace Support Payments
