The Overview and Scrutiny Committee of West Oxfordshire Council met on Wednesday 03 June 2026 to discuss a range of important council matters. Key decisions included the adoption of a new three-year agreement with Crowdfunder UK to host the council's community funding platform, and a review of the council's financial performance for the 2025-26 financial year, which showed a stronger than budgeted outturn.

Supporting Community Services: Crowdfunder UK Agreement

The committee discussed and approved the move to a new three-year agreement with Crowdfunder UK to host the council's community funding platform, replacing the previous contract with Space Hive. This new agreement, effective from 2026-27, will be hosted by Crowdfunder UK for an annual cost of £15,600. A significant advantage highlighted was the absence of platform fees for project creators, although a 2.4% transaction fee will apply. Projects will need to reach 100% of their fundraising target to receive council funding, with the council's pledge capped at £12,000 or 50% of the campaign target. Revenue and capital projects will be eligible for funding.

During the discussion, concerns were raised about the delegation of decision-making to the Director of Place, with a suggestion that ward member input and scrutiny should be incorporated, similar to practices in other councils. It was clarified that while ward members were not involved in the final award decision, projects were encouraged to contact them for advocacy. The report was amended to reflect that decisions would involve two executive members, Councillor Coleman and Councillor Sumner.

Questions were also raised about how smaller, more deprived, or rural communities would be supported to meet the crowdfunding targets, particularly the requirement for 20 backers or 25% upfront funding. Officers explained that the emphasis is on the number of backers, not just the amount raised, and that the council's support is unlocked once the project reaches this threshold, providing momentum. The role of the community fundraising officer, Lucy, was highlighted as crucial in providing face-to-face and telephone support to project creators, helping them set realistic ambitions and navigate the process.

The committee also discussed the potential for pre-project costs to be funded, acknowledging that some projects stall due to the initial costs of obtaining designs or feasibility studies. While officers noted the administrative capacity required for a separate fund, they agreed to consider this further. Concerns about transparency regarding transaction fees and the possibility of offering fee-free payment options like bank transfers were also raised and taken away for consideration.

A key point of discussion was the clarity around the 100% fundraising target, with clarification that this target includes the council's contribution. Some members felt this needed to be rewritten for greater clarity. The committee also considered how the scheme could better support community service providers with ongoing fundraising needs, rather than just one-off projects.

Finally, the committee recommended that ward members be given the option to provide input on applications within their wards, with officers suggesting an email notification process. There was also a discussion about the potential for a separate budget for pre-project costs.

Quarterly Finance Reports

The committee reviewed the council's financial performance for the 2025-26 financial year, which showed a stronger than budgeted outturn with a surplus of £203,155 in the General Fund. This positive performance was attributed to strong income from trade waste and development management, higher than expected treasury investment returns (£800,000), and cost efficiencies. The council has used this surplus to strengthen its financial position by transferring resources into earmarked reserves to support future priorities and manage risks, including local government reorganisation, the Oxfordshire Waste and Environmental Services Programme (WESP), and investment in council assets.

However, the report also highlighted significant future financial challenges, with a projected funding gap of over £3 million in the next three years, rising to over £10 million in five years, driven by reductions in retained business rates and changes to income streams like the leisure contract.

During the discussion, questions were raised about the income from green waste licences, which was £68,000 behind target. Officers clarified that the focus remains on encouraging recycling, and the licence fee is one of the cheapest in the county. They also stressed the need to generate income to support the £8 million environmental waste contract.

The Waste and Environmental Services Programme (WESP) was explained as a county-wide transformation programme aimed at improving efficiency and economies of scale in waste services. The council's investment in WESP is part of a partnership to rationalise resources and assets across the county.

Concerns were raised about the £200,000 earmarked reserve for the Woodford Way social housing scheme, with a question about how these funds would be spent. Officers explained that earmarked reserves are set aside for specific future costs, and the exact amount needed for Woodford Way will be determined as the project progresses through feasibility and design stages. It was clarified that the £299,000 mentioned in relation to Woodford Way car park funding was a separate figure, and the council had only allocated £200,000 to the Woodford Way project itself.

The committee also discussed the issue of fly-tipping and waste crime, with a recommendation for a feasibility study into offering a free bulky waste collection service, potentially focusing on items commonly found in fly-tipped waste. Officers noted that hazardous waste would be excluded and that financial modelling would be undertaken.

There was a detailed discussion about the green waste licence fee, with questions about its fixed 12-month period and the administrative burden of offering pro-rata refunds or flexible start dates. Officers explained that the annual billing process is highly efficient and that introducing flexibility would create a significant administrative burden, making it unfeasible.

The council's treasury management activity, which generated nearly £900,000 in income, was praised. Concerns were raised about potential future falls in interest rates, but officers indicated that even in a worst-case scenario, the council's returns would likely remain above budget for the next financial year due to a combination of short-term and pooled fund investments.

The committee also discussed the Marriot's investment property, with confirmation that occupancy is at 96% and negotiations are underway for the last vacant unit. Concerns about shops displaying closing down signs were addressed, with officers explaining that these are often marketing ploys.

Procurement and Contract Management Strategy

The committee reviewed the draft West Oxfordshire District Council Procurement and Contract Management Strategy. This strategy has been revised in response to an external audit recommendation and the introduction of the Procurement Act 2023. It aims to ensure that procurement activities deliver value for money, support council priorities, and mitigate risk. The strategy incorporates updated contract procedure rules aligned with the new Act, and includes provisions for sustainable procurement, supporting local SMEs, addressing modern slavery, and ensuring social value.

A key discussion point was the strategy's approach to supporting local suppliers, with the ability to reserve contracts below a certain threshold for companies within the Oxfordshire region. The question was raised whether this would extend to neighbouring counties like Gloucestershire. Officers confirmed that while the option exists to restrict contracts to Oxfordshire, it is not mandatory, and a fully open approach is also possible.

The committee also noted a typo in the document, changing gits to gifts .

Annual Investment Property Portfolio

The committee received the annual report on the investment property portfolio for 2025-26. The total value of the investment portfolio is £42.44 million, a reduction from the previous year due to the sale of Knights Court. The council's assets are currently valued at 67% property to 35% financial assets. The report highlighted the importance of letting vacant properties and renewing leases, noting that tenants are increasingly seeking more flexible lease terms, which can impact rental income over the longer term. Officers were commended for their professionalism and skill in managing the portfolio in a volatile market.

Committee Work Programme

The committee discussed its work programme for the upcoming year. Suggestions were made for new working groups focusing on licensing processes and the use of Section 106 funding, including the possibility of deed of variance to allow for alternative community projects. The committee also agreed to email questions in advance for upcoming meetings on leisure contracts and quarterly finance reviews to ensure smoother discussions. There was a discussion about the Woodford Way social housing development, with a request for officers to present an objective report focusing on facts and maximising the number of social housing units on the site. The committee also agreed to add a discussion on the timing of committee meetings to the agenda for the next meeting.

Other Discussions

• Salt Cross Garden Village: Reached a milestone with the adoption of the AEP agreement on outline planning application updates.
• West Hive Round Six: Completed, with 14 community projects receiving council and community pledges.
• Leisure Participation: Increased by 40% over the year.
• Council Tax Collections: Met target.
• Planning Performance: Excellent, with 100% of major applications determined within target.
• Affordable Housing Delivery: Exceeded expectations, with 352 homes delivered against a target of 274.
• Missed Bins: An impressive performance of 48.58 per 100,000 against a target of 110.
• Housing Benefit and Council Tax Support Processing Times: Remained above target due to case complexity and demand.
• Land Charges Performance: Impacted by staffing capacity, with recovery actions underway.
• Recycling Rates: A project is being developed to increase rates, including communications on food waste and separating glass.
• Fly-tipping Enforcement Action: The percentage of fixed penalty notices per fly-tip was noted as low, with officers explaining this is due to a focus on preventative work and improved recording methods.
• Disability Facility Grants: Reporting on this area has been reinstated, with a focus on customer satisfaction with the application process.
• Reception Desk Staffing: Options are being explored to improve the customer experience at the council's reception.
• Youth Support Innovation: A question was raised about publishing an annual youth voice report.
• Community Engagement in Orchard and Nature Programmes: Concerns were raised about the long-term funding for these programmes, particularly in light of local government reorganisation.
• Nature Recovery Growth Bid: The council was successful in securing this bid, and officers will investigate the reasons for this success.
• Sill Implementation: Off target, with mitigation measures being put in place.
• Windrush Whitney Funding Project: This item remains on the agenda, with questions about its progress.