Richard Hunt

New Herefordshire weekly food waste collection service

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Herefordshire Council Cabinet approves new weekly food waste collection service for Herefordshire

Herefordshire Council’s Cabinet has approved the introduction of a new weekly food waste collection service from September 2027, helping residents recycle more of their household waste while meeting new national recycling requirements.

The new countywide service will provide households with kitchen caddies, an initial roll of compostable liners and outdoor food waste containers, making it easier for residents to recycle food waste separately from their general rubbish.

Cabinet approved a single countywide rollout after considering a range of delivery options. The approach offers the best value for money, minimises delivery risk and gives the council time to put in place the vehicles, equipment and infrastructure needed to launch the new service successfully.

Preparations over the next year will include procuring new collection vehicles and containers, making improvements at council depots and delivering a comprehensive communications campaign to help residents understand how the service will work before collections begin.

The introduction of separate weekly food waste collections is part of the Government’s Simpler Recycling reforms, which require councils across England to provide the service.

Once fully established, the new service is expected to collect around 6,500 tonnes of food waste each year, helping to increase Herefordshire’s recycling rate and reduce the amount of waste sent for disposal. The programme would also produce electricity as part of the treatment process as well as producing nutrient-rich bio-fertiliser.

The Council has already secured £1.85 million in Government funding towards the vehicles, containers and equipment needed to introduce the new service.

Herefordshire Council’s Deputy Leader and Cabinet Member for Culture and Environment, Councillor Elissa Swinglehurst, said:

“Today’s decision means we can move forward with introducing a food waste collection service that works well for residents, is practical to deliver and provides value for money.

“A single countywide rollout is the most cost-effective and efficient way to introduce the service. It gives us the time we need to put the right infrastructure in place and to work with residents so everyone understands how the new collections will operate before they begin in 2027.

“Recycling food waste separately will help us reduce the amount of waste in general rubbish bins, improve recycling rates and make the most of the Government funding we’ve secured to introduce this new service.”

The Cabinet report and supporting papers are available to read on Herefordshire Council’s website https://councillors.herefordshire.gov.uk/ieListDocuments.aspx?CId=251&MId=9980&Ver=4

Government intervention in Herefordshire children’s services ends

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Herefordshire Council has welcomed the decision by the Department for Education to end government intervention in children’s services and revoke the statutory direction issued to the council.

The decision follows significant improvements across children’s services over recent years and represents a major milestone in the council’s work to deliver better outcomes for children and young people across Herefordshire.

The council has worked closely with staff, partners, elected members and independent advisers to strengthen services and ensure children and families receive the support they need.

The latest decision builds on the progress recognised by Ofsted, which announced Herefordshire’s children’s services to be Good, with Outstanding leadership in January this year.

The ending of government intervention reflects confidence in the council’s ability to sustain improvement and continue delivering high-quality services for children, young people and families.

Cllr Jonathan Lester, Leader of Herefordshire Council, said: “This is a significant moment for Herefordshire and one that everyone involved in our improvement journey should be proud of.

“The decision to end government intervention recognises the hard work, commitment and determination shown by our staff, partners and elected members over a number of years. Most importantly, it reflects the improvements made for children, young people and families across the county.

“We have transformed our children’s services, moving from a position where external intervention was necessary to one where there is confidence in our ability to lead and continue to develop good services ourselves. I could not be more proud.”

Cllr Ivan Powell, Cabinet Member for Children and Young People, said: “The ‘Good’ judgement from Ofsted, alongside its recognition of our ‘Outstanding’ leadership, showed how far we’ve come. This latest decision is further evidence of that progress.

“While we are proud of this achievement, we know our work does not stop here. We remain focused on implementing the new national reforms incusing Families First and the SEND Reforms that are in line with our vision to support vulnerable children and young people and ensure every child in Herefordshire has the opportunity to thrive.”

Tina Russell, Corporate Director for Children and Young People, said: “This is a welcomed endorsement of the progress we have made. Improving outcomes for children and young people has been a priority for the organisation and for our partners.

“I would like to thank every member of the Children’s workforce, our colleagues within the council, our wide range of partners and importantly our children and families who have all contributed to this achievement, particularly our frontline staff, whose dedication has helped drive lasting change.”

The Department for Education’s decision was reported to Cabinet on 30 July.

You can read a full copy of the Department for Education’s letter to the Leader of Herefordshire Council online.

 

Herefordshire Council Leader’s Newsletter

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July, 2026

A message from the Leader of Herefordshire Council

I am pleased to present this latest report, covering a period of significant delivery and progress since my last update in May. Since then we have continued to focus on turning the ambitions of the Herefordshire Council Plan into practical action. In April, Cabinet approved the Delivery Plan for 2026/27,providing a clear roadmap for delivering our priorities of People, Place, Growth and Transformation. The decisions set out in this report demonstrate that work is already well underway across all four areas of the Council Plan. Supporting residents remains at the heart of everything we do.

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. 

As always, you can contact me by emailing 

Jonathan.Lester@herefordshire.gov.uk

Best wishes,

Jonathan Lester
Leader of the Council

Leaders Newsletter

Crisis and Resilience Fund – 2026 to 2029

 

In April, the Cabinet Member for adults, health and wellbeing approved the acceptance and delivery of the Department for Work and Pensions’ Crisis and Resilience Fund (CRF). This fund provides £2.817 million in 2026/27 to support households experiencing financial hardship across
Herefordshire.The fund replaces the previous Household Support Fund and introduces a longer term, prevention-focused approach aimed at helping residents build financial resilience, reducing reliance on emergency support and strengthening local community-based services.

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.

 

Allocation of Basic Need Capital Grant for the Expansion of John Masefield High School and Weobley High School

 

In June, the Cabinet Member for Community Services and Assets approved £5.39 million
programme of capital investment to expand John Masefield High School and improve accommodation at Weobley High School.The funding is drawn from the Department for
Education Basic Need Capital Grant funding and Section 106 contributions. The investment will  help the council meet its statutory duty to provide sufficient school places and ensure that educational facilities remain suitable for current and future demand.

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.

 

Strategic Housing – Three-year Capital Programme, 2026/29

 

The Cabinet Member for Economy and Growth recently approved the expenditure of £4.1 million of
capital funding over the next three years to support a range of housing initiatives. The funding is
designed to address homelessness, increase the supply of suitable accommodation and meet the needs of vulnerable residents across Herefordshire.This decision helps to address the significant and growing pressures within the local housing system. Demand for temporary accommodation has increased steadily, with the number of households accommodated rising from 93 in January 2023 to 184 in January 2026. During 2024/25, the council provided temporary accommodation for 326 households.

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.

 

The New Public Realm Services

 

Cabinet recently approved up to £450,000 of capital funding to undertake works at depots and other facilities. This work is required to support the mobilisation and delivery of the Council’s new Public Realm Service contract. Initial works identified included the installation of electric vehicle charging infrastructure at Thorn and Kingsland depots, together with improvements to Council office accommodation at Thorn Depot.

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 New Public Realm Service – Highway Maintenance Plan

 

The Cabinet Member for Local Engagement and Community Resilience in May, approved the adoption of a revised Highway Safety Inspection Manual, coming in to effect from1 June 2026. The new plan replaces the previous Highway Maintenance Plan and sets out the Council’s system for inspecting the highway network, identifying defects and prioritising repairs.

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.

 

Local Cycling, Walking and Wheeling Infrastructure Plan

 

Cabinet approved the adoption of Herefordshire’s updated Local Cycling and Walking Infrastructure Plan (LCWWIP). This plan sets out the council’s long-term strategy for improving walking, wheeling and cycling infrastructure across the county. The plan identifies priority routes and schemes that will help encourage active travel, improve travel choice, support healthier lifestyles and contribute to the council’s carbon reduction objectives.

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.

 

Hereford Western Bypass Phase One – Assessment Criteria

 

Cabinet has approved a set of assessment criteria and pre-construction requirements that will be used by Cabinet when considering whether to proceed with the construction of Phase One of the Hereford Western Bypass. It does not approve the release of construction funding or the award of the construction contract at this stage. Instead, it establishes the framework against which the forthcoming Full Business Case will be assessed.

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

 

Phosphate Income: Housing delivery update

 

As at the point of drafting, £2,190,490 (up by £754,239 since my last report in March) in
phosphate income has been received. To date these actions have released planning permissions
for 980 dwellings (an increase of 94 dwellings).

 

 

Carbon Management Plan 2026 to 2031

In May, cabinet approved Herefordshire Council’s Carbon Management Plan which sets out the
council’s approach to reducing carbon emissions from its own operations over the next five years.
The plan is a key element of the Council Plan 2024–2028 and provides a framework for delivering
continued improvements in energy efficiency, reducing environmental impact and supporting the council’s longer-term objective of becoming carbon neutral.The Carbon Management Plan identifies the council’s main sources of carbon emissions and establishes a programme of actions to reduce energy consumption across its estate and operations. This includes improving the energy efficiency of buildings, increasing the use of renewable energy technologies and reducing reliance on fossil fuels. The plan is intended not
only to reduce emissions but also to strengthen the council’s resilience to future energy cost increases.

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.

 

Herefordshire Homeless Prevention and Rough Sleeping Strategy 2026 – 2031

 

The decision gave approval for the Homelessness Prevention and Rough Sleeping Strategy 2026–2031 and its associated Delivery Action Plan. This aligns with statutory requirements set out by the Ministry of Housing, Communities and Local Government (MHCLG), which mandates all local authorities to maintain up-to-date homelessness strategies and publish annual action plans. In adopting this strategy, the council remains compliant with our legislative requirements under the Homelessness Act 2002. It also ensures the council’s compliance with the Homelessness Reduction Act 2017 and the National Plan to End Homelessness (2025).

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..

 

Local Authority Housing Fund Round 4 – Grant Acceptance

 

The decision had been taken because of the importance of the Local Authority Housing Fund
(LAHF4) as an established government initiative to support councils to acquire good quality
temporary accommodation. The type of accommodation that the council will be looking to provide will assist vulnerable families, including those resettled through national schemes.Previous rounds of the fund had already demonstrated success in Herefordshire through partnership working with Registered Providers, resulting in the delivery of additional homes. Round 4 is specifically focused on enabling the council to build its own stock, thereby reducing reliance on costly and unsuitable temporary accommodation such as bed and breakfast provision.

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.

 

Purchase of flats for temporary accommodation

 

Also in May, the Cabinet member for Adult Health and Wellbeing to the decision to approve the
purchase of four one-bedroom flats in Hereford City along with a small allowance for associated
costs such as legal fees and surveys. The properties are intended to be used as temporary
accommodation.This decision ensures the council’s can carry out its statutory obligations to prevent and relieve homelessness, whilst also alleviating some of the pressures arising from increasing demands, more generally, for temporary accommodation. The number of households requiring support has risen significantly over recent years, both locally and nationally, driven by factors including a shortage of social housing, high private rents, and wider cost-of-living pressures. This in turn placing growing strain on Hereford City’s existing temporary accommodation provision.

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.

 

Housing Delivery Update

 

Cabinet continues to develop a programme to deliver an ambitious number of units of social housing, market-rent lifetime tenancies, affordable home ownership and market sale properties, funded through the prudent use of borrowing, capital receipts and the management of council assets.   365 new affordable homes have been delivered since 1 April 2025, with 95 of these provided as general needs accommodation during the current financial year to date.Since my last newsletter, in May, we have held a second housing summit. It was a positive discussion where we considered how we can continue to work together to meet the county’s critical need for social and affordable housing. The challenges remain the same with over 2,000 people registered on HomePoint and rough sleeping increasing following the closure of the winter shelter. There has also been a decrease in the supply of private rental properties, following the introduction of the Renters Rights Act, as previous landlords have decided to no longer rent out properties given the changing requirements/ restrictions.

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.

 

School Transport Operating Model

 

Earlier this year, the Cabinet Member for Transport and Infrastructure approved a pilot programme to
deliver some school transport routes through Hoople, Herefordshire Council’s arms-length trading
company. The pilot forms part of the council’s wider school transport transformation programme and is intended to test whether transport can be provided more efficiently and at a lower cost to meet the needs of eligible children and young people.The programme has been developed in response to increasing demand and rising costs associated with home-to-school transport, particularly for pupils with Special Educational Needs and Disabilities (SEND). Analysis undertaken by the council indicates that some of the most expensive transport routes could be delivered more cost-effectively through Hoople, potentially reducing costs while maintaining service quality, safeguarding standards and reliability.

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.

 

Introducing a Herefordshire Councillor Ward Fund Grants Scheme

 

I thought I would round of this edition of my newsletter by noting the decision full Council took in May to approve the introduction of a new Herefordshire Councillor Ward Grant Scheme, giving each ward councillor an annual budget of £1,000 to support community groups, local projects and initiatives within their ward.

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

 

 

The Council’s latest upcoming key decisions are available on our Forward Plan

Visit the newsroom for all the latest council news and information

New Herefordshire Council Chief Executive

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New Herefordshire Council Chief Executive takes up role

Herefordshire Council’s new Chief Executive and Head of Paid Service, Paul Satoor, will formally take up the role on Friday 26 June. Mr Satoor takes over from incumbent Chief Executive Paul Walker, who steps down on Thursday after five years in the role. Mr Satoor’s appointment was confirmed on 1 May by full council following a comprehensive recruitment process.

 

Cllr Jonathan Lester, Leader of Herefordshire Council, said: “I am delighted to welcome Paul as he formally takes up the role of Chief Executive of Herefordshire Council. Through a rigorous recruitment process, we sought an exceptional candidate with the experience, skills and values needed at this important time for the council. The employment panel, made up of members from across political groups, recognised Paul’s outstanding track record and is confident he will be a real asset as we continue to modernise services and provide excellent and efficient public services. I look forward to working with Paul as he drives delivery of the Council Plan for the benefit of residents and businesses across the county.”

 

Paul Satoor said: “I am proud to be taking up the role of Chief Executive at Herefordshire Council and to be joining the organisation at such an important time. It is clear that the Council and county have much to be proud of, alongside significant opportunities for the future. I am keen to build on the strong progress already made and help lead the next phase of improvement. I look forward to working with the Leader, Cabinet, members, staff and partners to deliver excellent public services, support our most vulnerable residents and make a positive difference for communities across Herefordshire.”

 

The transition follows Mr Walker’s announcement last September that he would be stepping down, having joined the council in 2021. During his tenure, he oversaw a period of significant progress and improvement, including strengthening the council’s financial position and delivering major investment in infrastructure and key services. This was most notable in the transformation of children’s services, which went from “inadequate” in 2022 to being rated ‘good’, with ‘outstanding’ leadership by Ofsted.

 

The council’s progress was also independently recognised through the Local Government Association’s Corporate Peer Challenge, which described Herefordshire as a ‘good council’ with strong leadership and a clear ambition to improve further. Since that assessment, the council has continued to deliver, including balancing its budget despite reductions in central government funding, investing in roads, transport and housing, and progressing major projects such as the Hereford Transport Hub, Ross Enterprise Park, a new public realm service and the Hereford Bypass.

 

Paul Walker said: “It has been an honour to serve as Chief Executive of Herefordshire Council and a real privilege to work alongside councillors, staff and partners across the county. I am proud of what we have achieved together over the past five years. We have strengthened the council’s finances, improved key services and helped create the conditions for growth and investment in Herefordshire. Significant progress has been made on major infrastructure and regeneration projects that will support jobs, homes and opportunities for residents for years to come, while at the same time improving services for those who rely on us most. Herefordshire is a county with enormous opportunity, and I leave confident that the Council is in a strong position to build on this momentum, deliver its ambitions and help create an even brighter future for communities and businesses across the county.”

 

Cllr Lester added: “As we welcome Paul Satoor to Herefordshire, I also want to place on record my sincere thanks to Paul Walker for his outstanding service over the past five years. As Chief Executive, Paul steered the council through a period of significant challenge and transformation, leaving the organisation in a far stronger position than when he first arrived. Under his tenure, we have strengthened our financial resilience, delivered major investment in infrastructure and services, and achieved real progress in key areas such as children’s services. On behalf of the administration, I would like to thank Paul for his dedication, professionalism and commitment to the county, and to wish him every success for the future.”

 

Herefordshire Council Highways and Public Realm Services

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New era for Herefordshire Highways and Public Realm Services

Herefordshire Council is today (June 1, 2026) marking the start of a new chapter for highways and public realm services, with a new model designed to give greater local control and improved outcomes for residents.

Highways and public realm services include the maintenance of roads, drainage, street lighting, street cleansing, green spaces and winter gritting, services essential to keeping the county moving.

Services have today moved back under council control, with day-to-day oversight delivered in-house, and works carried out by new delivery partner M Group and a range of approved local contractors through a new framework.

Councillor Dan Hurcomb, Cabinet Member for Local Engagement and Community Resilience, said: “This is an important step forward for how we deliver highways and public realm services in Herefordshire.

“By bringing control back in-house, we can focus on what matters most to residents, better roads, well-maintained spaces and a service that responds more quickly to local needs.

“Most importantly, it puts us in a stronger position to deliver the high-quality, value-for-money services that people across Herefordshire expect and deserve.”

The new service has been mobilised carefully to ensure no disruption to essential services as the council brings its current contract with Balfour Beatty Living Places to an end.

The new delivery partnership with M Group places a strong emphasis on collaboration, safety and efficiency, with a shared commitment to delivering reliable, high-quality services for communities across Herefordshire.

M Group has also committed to delivering social value through the contract, supporting local employment, skills development and community initiatives as part of its work in the county.

Councillor Dan Hurcomb, Cabinet Member for Local Engagement and Community Resilience, said: “This isn’t about overnight change, but about putting the right foundations in place to improve how services are delivered over time.

“We are looking forward to creating a strong partnership with M Group that focusses on delivering safe, reliable, and high-quality services that make a real difference for local communities.

“The framework also enables the council to appoint a range of local contractors to deliver schemes of different sizes, ensuring value for money while supporting local employment and skills development.”

Kevin Cotterell, Contract Director, M Group, said: “We’re looking forward to working in partnership with the council and delivering safer, greener highways for the people of Herefordshire, bringing the best of M Group to our service delivery.

“We’ve spent months preparing to ensure a smooth transition and are investing in plant and fleet and adopting innovative ways to improve the quality of highway maintenance”

Ward Councillor Report Spring/Early Summer 2026

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Penyard Ward Report – Spring /Early Summer 2026
I would now like to update you on key developments in delivery, investment and engagement since Council last met in March, alongside progress against our strategic priorities and the ongoing challenges facing the organisation.
As many of you will know – Paul Walker – Chief Executive of the Council is soon to retire and Council has approved the appointment of Paul Satoor as Herefordshire’s new Chief Executive and Head of Paid Service, following a comprehensive national recruitment process. Paul is expected to take up the role at the end of June, bringing significant experience from both local and central government. He will play a key role in driving delivery of the Council Plan and supporting residents and businesses across the county.
You will see that we have delivered a balanced budget for 2025/26, despite significant financial and demand pressures. The final outturn report, presented to Cabinet on 21 May, shows the council ended the year with income and expenditure matched, reflecting strong financial management and the hard work of services to control spending. As a result, we have delivered £13.2 million in savings while actively managing cost pressures, particularly in adult social care, special educational needs and disabilities (SEND), home-to-school transport and temporary accommodation.
Turning to capital expenditure, the council delivered £86.0 million of investment in key priorities during 2025/26. This includes significant programmes such as highways and local transport grants, which were fully utilised, ensuring maximum benefit for residents.
The council continues to deliver a broad programme of economic development and regeneration. The Ross-on-Wye Enterprise Park has been formally launched, creating new opportunities for business growth, inward investment and job creation.
We have also launched grant funding for SEND activities, enabling local organisations to offer inclusive opportunities for children and young people with additional needs. Alongside this, we have celebrated the achievements of care-experienced children and young people through special awards recognising resilience and success. The continued development of Child Friendly Herefordshire, formally launched in March, reinforces our commitment to placing children and young people at the heart of decision-making and ensuring the county is a place where they can thrive.
The council continues to strengthen support for adults and communities. A new community activities consultation has been launched to shape future provision for adults with care and support needs, ensuring services reflect the preferences and lived experience of residents. We have also introduced a five-year plan to reduce homelessness, supported by investment in new accommodation and innovative services to tackle rough sleeping and improve housing stability.
This work continues against a backdrop of sustained financial pressure, particularly for rural authorities, and demonstrates how the council is prioritising services while responding to growing demand.
Significant progress is also being made in infrastructure investment to unlock growth and keep Herefordshire moving. This includes more than £37 million for road improvements and £1 million to enhance public rights of way and footbridges. We are also progressing a multi-million-pound programme to improve transport, expand active travel and deliver safer routes to schools. Works to enhance Great Western Way have recently been completed, and you may have seen the Hereford Transport Hub taking shape, alongside wider ambitions to improve walking, cycling and wheeling across the county.
Delivery of the Hereford Bypass continues to progress. The council has appointed a contractor to begin Phase One, marking a significant milestone in this priority project. Alongside this, the “Back the Bypass” campaign has been launched, bringing together residents, businesses and partners to build support and communicate the scheme’s economic, environmental and connectivity benefits.
To support residents, seasonal garden waste collections have resumed, and we have introduced free 30-minute “pop and shop” parking across our car parks to support local high streets and improve access to services.
Additional support is being promoted for residents, including financial assistance for low-income households reliant on oil and LPG heating, helping to address cost of living pressures in rural communities amid ongoing global energy pressures.
I was pleased to see NMITE successfully hold its second graduation ceremony this month, building on the momentum of last year’s inaugural event. As NMITE continues to establish itself as a key partner in skills and economic growth, the ceremony provided an important opportunity to celebrate student success and reaffirm the council’s commitment to opportunity and world-class education in Herefordshire.
We were also honoured to receive a gold award under the Defence Employer Recognition Scheme—the highest accolade for supporting the Armed Forces community. This reflects our long-standing commitment to supporting service personnel and encouraging employers across the county to do the same.
The public consultation on the Local Government Boundary Commission for England’s draft recommendations for future electoral arrangements is now open. Members and residents are encouraged to share their views on proposals, including the retention of 53 councillors across 53 single-member wards and changes to 22 ward boundaries, before final recommendations are confirmed later this year.
In summary, since my last report we have made continued progress across a wide range of priorities, including infrastructure investment, strengthened support for vulnerable residents, and advances in economic development. This has been achieved in a challenging financial and national context
Local government is not always easy. The decisions taken in this chamber matter deeply to our communities, and I recognise the time, effort and personal commitment necessary.
Please feel free to contact me on 07900 918384, or by email on harry.bramer2@herefordshire.gov.uk.

Regards,

Cllr Harry Bramer Penyard Ward Member – Cabinet Member for Community Services and Assets.