Since my last newsletter, we have approved the new Crisis and Resilience Fund, providing over £2.8 million of support for those facing financial hardship, agreed new housing investment programmes, adopted a five-year Homelessness Prevention and Rough Sleeping Strategy, and continued work to ensure people can access the support they need at the right time and in the right place. We have also continued to invest in the next generation.

It would be remiss of me not to mention that Herefordshire Council has received an overall ‘Requires Improvement’ rating following its first Care Quality Commission (CQC) assessment of adult social care under the Care Act 2014. I am pleased that the assessment recognised a number of significant strengths, including strong partnership working, effective safeguarding arrangements, a high-performing care market, innovative use of technology, and a committed workforce.  

On 30th July my cabinet and I will agree and introduce an improvement plan in the areas where it is needed. The improvement plan will focus on seven priority areas identified through both the council’s self-assessment and the CQC review, including strengthening the front door offer, improving reablement services, enhancing support for unpaid carers, developing occupational therapy services, reducing waiting times, driving innovation in market development, and improving the use of data and performance intelligence. Progress is already being made across these areas, with robust governance arrangements in place to oversee delivery and full implementation expected by March 2027. 

As well as introducing Child Friendly Herefordshire, we have made significant investment in school places and educational facilities; providing support for children and young people with Special Educational Needs and Disability (SEND), and our summer activities programme providing free activities and during the school holidays, we are working to ensure that every child has the best possible start in life.  Alongside this, support for carers, community groups and local voluntary organisations, together with the introduction of the new Councillor Ward Grant Scheme, is helping strengthen local communities and support grassroots projects across the county. 

We have maintained momentum on a number of major infrastructure and growth projects. Since my last report, we have launched the Back the Bypass campaign, progressed detailed design and early works for Phase One of the Hereford Bypass, approved the Local Cycling, Walking and Wheeling Infrastructure Plan, continued active travel works at Holme Lacy Road, and good progress of the Hereford Transport Hub, which is now approximately three-quarters complete and remains on course to open later this year. These schemes are critical to improving connectivity, unlocking growth and creating opportunities for future generations.

Equally important has been the successful launch of our new Public Realm Service from 1 June.  This is not simply a change of contractor, but a fundamentally different approach to delivering highways and environmental services. The new operating model has been designed to provide greater accountability, make better use of technology and data, improve responsiveness for communities and enable the council to take a more proactive approach to maintaining and improving the county’s roads, drainage systems, public spaces and environmental assets. It reflects our commitment to improving the condition of our highways network, responding more effectively to local concerns and delivering better outcomes for residents across Herefordshire.

Our commitment to economic growth remains equally strong. Ross-on-Wye Enterprise Park has now been formally launched and will become one of the county’s most significant employment sites, supporting hundreds of jobs and providing opportunities for businesses to grow and invest in Herefordshire. Through Invest Herefordshire we continue to promote the county as a

destination for inward investment, with a particular focus on sectors such as advanced manufacturing, engineering, defence, cyber security and green technologies.

We have also continued to support local businesses through skills and workforce development initiatives, including our partnership with NMITE, helping ensure local people have access to the skills needed to benefit from future economic opportunities.

Protecting and enhancing our environment remains a key priority. I am particularly pleased that Herefordshire Council has played a leading role in bringing together the recently launched River Wye Charter. The Charter represents a shared commitment by organisations across the catchment to work together to restore and protect one of our county’s most important natural
assets. It demonstrates that the future of the River Wye depends upon collective action, shared responsibility and a willingness to work together across traditional boundaries.

Alongside this, we have approved a new Carbon Management Plan, continued work to improve river health and biodiversity, and progressed measures that will help make Herefordshire more resilient to climate change while supporting active travel and sustainability.

Despite continuing pressures facing local government, I am pleased that the council delivered a balanced revenue outturn position for 2025/26 while continuing to invest in services, infrastructure and major projects. We have committed £86M of capital expenditure – the highest level recorded
for this council. This has included:

• £40.3m highways and public spaces
• £3.4m investment in council assets
• £11.1m investment in school improvements, and
•  £12.6m investment in transport and infrastructure

This demonstrates prudent financial management, a clear focus on value for money and a determination to continue investing in Herefordshire’s future.

This period has also marked an important transition for the council. In June, I was delighted to welcome Paul Satoor as our new Chief Executive and Head of Paid Service. Paul brings a wealth of experience, strong values and a proven track record of leadership, and I look forward to working closely with him as we continue to deliver our ambitions for residents, communities and businesses across the county.

At the same time, I would like formally to place on record my gratitude to Paul Walker for his outstanding service to Herefordshire Council over the past five years. Under Paul’s direction the council strengthened its financial position, improved governance and performance, progressed major infrastructure projects and oversaw the transformation of children’s services from an Ofsted
rating of inadequate to good, with outstanding leadership.

The updates below provide some highlights of a council that is ambitious for its communities, prepared to invest in its future and committed to delivering results. While challenges remain, there is clear evidence of progress across all four priorities of the Council Plan. By continuing to focus on delivery, innovation and partnership working, we are building a stronger, more prosperous and
more resilient Herefordshire.

My Cabinet and I remain committed to doing the very best for Herefordshire in everything we do. 

Alongside this decision approval was given to a local eligibility framework that will ensure support is allocated according to financial need and individual circumstances. The programme will operate through a cash-first approach, providing direct financial assistance where appropriate, alongside a “no wrong door” access model that enables residents to access support through a range of council and partner services.

The programme will also support wider preventative measures, including debt advice, income maximisation services, targeted outreach and community resilience initiatives, helping to reduce the risk of residents escalating into crisis. A new digital payment and referral systems will be introduced to improve accessibility, coordination and accountability.

The largest element of the programme is the expansion of John Masefield High School in Ledbury, increasing the school’s capacity from 750 to 900 pupils. The expansion responds to sustained growth in demand for secondary school places arising from population increases and new housing developments in the area. The project will provide additional teaching and specialist  learning spaces to support the increased number of pupils and secure sufficient capacity for the
future.

The programme also includes the relocation of modular accommodation from Peterchurch Primary School to Weobley High School. This will replace temporary accommodation that has reached the end of its operational life and provide improved classroom facilities, additional teaching space and enhanced amenities. The reuse of existing council-owned modular buildings is intended to deliver improved accommodation in a cost-effective manner.

Subject to planning and procurement requirements, the Weobley project is expected to be completed during 2026, with the John Masefield expansion due to be delivered for the 2028/29 academic year.

The costs of providing emergency accommodation continue to rise, with a single room in a local hotel costing the council around £85 per night, equivalent to more than £31,000 per year, while housing benefit payments do not fully cover these costs.  A key element of the programme is the introduction of an Empty Properties Grant Scheme to bring long-term vacant homes back into use.

Herefordshire currently has more than 1,800 empty properties, including over 600 homes that have been vacant for more than a year. Grants of up to
£50,000 per property will be available to support refurbishment, with funding tied to agreements that make homes available at below-market rents. This will enable the council to move families out of temporary accommodation and into more stable housing. The funding will also support the development of accommodation for groups whose housing needs are particularly difficult to meet, including large families, disabled residents and households requiring accessible homes.

The council is currently supporting several larger families in unsuitable or expensive temporary accommodation and maintains an Accessible Homes Register with more than 70 households awaiting suitable housing solutions. The investment is intended to create more sustainable local accommodation options, reducing reliance on costly out-of-area placements and improving outcomes for vulnerable residents.

The council intends to purchase at least four properties for this purpose, creating a stepping stone between supported accommodation and permanent housing. Supported housing placements for looked-after children cost the council on average £61,000 per year. Investment in transitional accommodation has the potential to improve independence while delivering significant long-term savings.

Further requirements may emerge as the new service becomes fully established. The gives delegated authority to the Major Contracts Programme Director to identify, procure and deliver any necessary depot and facility improvements within the approved funding envelope. This enables the council to respond quickly to operational requirements, while ensuring that all necessary legal, property and landlord approvals are obtained before works proceed.

The framework ensures that the Council is able to meet its statutory duty to maintain the public highway and manage related risks. The updated manual has been developed to align with the new Public Realm Services contract that commenced on 1 June 2026. It includes a revised structure focused on highway safety inspections, updated defect categories and response times, an amended risk matrix and revised procedures for dealing with reports from members of the public and other third parties.

These changes are intended to ensure that highway defects are assessed and addressed consistently and appropriately under the new contractual arrangements. The revised manual is intended to support the effective management of Herefordshire’s extensive highway network and provide a clear and proportionate system of inspection and repair. Its aim is to help keep roads, footways and other highway assets safe and serviceable, while ensuring the
Council can demonstrate a reasonable and robust approach to fulfilling its legal responsibilities as the local highway authority.

A key purpose of the LCWWIP is to provide an evidence-based framework for future investment in active travel infrastructure. Adoption of the plan will strengthen the council’s ability to bid for and secure government funding; many national funding programmes now require local authorities to have an approved LCWWIP in place before applications can be considered.

The plan has been shaped through public consultation and stakeholder engagement, which generated significant feedback from residents. Consultees expressed strong support for improvements such as off-road walking and cycling routes, safer junctions, quiet lanes, better routes to schools, improved crossings, additional cycle parking and enhanced accessibility. This feedback received during the consultation has been used to refine the final plan, including the
addition of further routes and connections identified by residents.

Phase One of the scheme will provide a new road link between the A49/B4399 junction and the A465, improving access to the Hereford Enterprise Zone and reducing traffic on key routes including Belmont Road, Walnut Tree Avenue and Holme Lacy Road. The project forms part of the wider plans to complete the Hereford Western Bypass in full; this first stage being an important component of the county’s transport strategy and future growth plans.

A Full Business Case has been prepared and will be presented to Cabinet before any decision is taken on construction. The business case will be assessed against criteria based on the Government’s Five Case Model, covering the strategic, economic, commercial, financial and management aspects of the scheme. These criteria will be evaluated to assess value for money, transport benefits, affordability, environmental impacts, deliverability and overall investment value.

The criteria will confirm the key requirements that must be in place before construction can begin, providing assurance that necessary preparatory work has been completed. The adopted criteria and requirements will enable Cabinet to undertake a structured and transparent assessment before deciding whether to release the approved construction budget and authorise the start of construction

To date, the council’s carbon management plans have delivered significant reductions in carbon emissions reducing by 63.5% compared with the 2008/09 baseline by 2024/25. The new plan builds on this achievement by identifying further measures that will reduce emissions, improve energy performance and support the council’s target of no longer being a net source of carbon
emissions after 2030/31.  In addition to environmental benefits, the plan is intended to deliver wider organisational benefits through lower energy costs, increased energy security, greater use of locally generated renewable energy and improved air quality.

The strategy places particular emphasis on prevention, early intervention and recovery.

Our own local analysis demonstrates that Herefordshire has made progress in preventing homelessness; however, ongoing challenges remain. These include increasing pressures from private rented sector evictions, family breakdowns, domestic abuse, and the growing complexity of support needs, particularly relating to poor mental and physical health among those at risk. The presence
of families in temporary accommodation, including the use of bed and breakfast provision, further highlights the need for strengthened responses.

The development of the strategy has been informed by a comprehensive evidence base, including stakeholder engagement, service user input, data analysis, and benchmarking against national best practice. A detailed action plan has been designed to increase accommodation capacity, improve support pathways, and build long-term resilience across services..

The funding has been provided to cover – typically – 40–50% of property costs with the council and its partners contributing match funding. The grant includes additional contributions toward associated costs such as refurbishment and furnishing, alongside a small revenue allocation to support delivery. The council has determined that this will enable the acquisition of 20 homes, with a combination of council-owned and Registered Provider-managed properties, maximising overall benefit without requiring additional unplanned resources.

Financial considerations were also central to the decision. The council has become increasingly reliant on Bed & Breakfast and hotel accommodation, which is both expensive and limited in supply. The high nightly costs of such placements creates significant and ongoing financial pressure, with housing benefit only partially offsetting these costs. Purchasing and managing
council-owned accommodation is as a more cost-effective and sustainable solution over the longer term.

At the Housing Summit the following actions were identified as priorities:

1. Bringing forward council-owned land for housing – constructive discussions have taken place with two Registered Providers (RPs) following the first summit; bringing forward the first sites on Merton Meadow will be an area of continuing focus.

2. Homes England grants – Homes England would like us to submit a portfolio of sites that require grant funding. They will consider and constructively explore whether they can approve an overarching allocation to enable the council to bring sites forward more
rapidly.

3. Duchy landholdings – the Duchy of Cornwall is looking to sell 20% of their landholdings to enable the development of affordable housing on remaining land. It was agreed that the council would follow up with the Duchy estate as to what opportunities there may be in
Herefordshire.

4. Empty Properties – There are 186 empty properties owned by the RPs across the county. It was agreed that we will proactively work together to bring these properties back in to use as soon as possible.

5. A joint work programme – to focus and drive forward priority areas for future joint working.

The pilot will initially introduces a number of routes – these will be closely monitored and evaluated. The council aims to assess whether greater control over route planning, vehicle utilisation, driver recruitment and staff training can improve efficiency and resilience, while providing a positive experience for children, young people and their families. The model is also intended to reduce reliance on external transport providers and create a more sustainable long
term approach to delivering school transport.

The scheme is intended to increase councillors’ ability to respond directly to local needs and support  activities that contribute to the priorities set out in the Council Plan. Under the scheme, local community groups will be able to apply for funding through a simple application process. Councillors will have delegated authority to decide how their allocation is
spent, funding projects that deliver local benefits and support community wellbeing. Councillors will also be able to combine their allocations to support projects that span more than one ward area.

The scheme aims to encourage greater local participation in community-led initiatives and strengthen the link between councillors and the communities they represent. By providing members with a small discretionary budget, the council hopes to support grassroots projects that might otherwise struggle to access funding. To ensure accountability and transparency, all grant decisions will be recorded and linked to the council’s agreed priorities and policies.

You can find your local ward councillor by following this link:

https://councillors.herefordshire.gov.uk/mgMemberIndex.aspx

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