Annual Report 2025 to 2026

This year our achievements can be grouped into four areas, reflecting what matters most to residents: reliable services, good value for money, skilled people, and strong local democracy.

• Improved customer service performance through the CRM migration programme:
  • Reduced progress-chasing calls from 15% to 7%
  • Increased First Call Resolution to 90%
  • Made digital services clearer, simpler and more accessible
• Produced and released instructional website videos to help residents complete tasks independently and improve digital confidence:
  • 3 new videos released in 2025
  • 2 more currently in production
• Designed and delivered large-scale customer service training, equipping over 800 staff with new skills and tools
• Updated customer service standards to reflect modern expectations and create clearer commitments across customer-facing teams
• Delivered the Rights of Way integration in FixMyStreet, improving visibility of reports, reducing duplicate enquiries and increasing accuracy through map-based assets
• Expanded the 8x8 telephony platform to more than 20 teams, improving communications, analytics and responsiveness
• Created and deployed hundreds of tailored feedback forms in Abavus, strengthening insight collection and service improvements
• Procured an improved AI-powered customer chat capability, planned for deployment in Q1 2026
• Migrated all online payment forms from Shop2Support to Abavus, consolidating platforms and improving user experience
• Implemented new online processes for Road Space Booking, improving customer and staff experience
• Blue Badge service:
  • Issued 10,147 badges
  • Refused 659 applications
  • Seized 31 badges from fraudulent use
  • Issued 95% of badges within 12 weeks
• Processed 6,945 housing benefit claims
• Distributed £723,616 in Discretionary Housing Payments
• Distributed £35.6 million to 23,344 households through the local council tax support scheme
• Managed financial affairs for 278 vulnerable clients as their financial deputy

• On track to over deliver in 2025/26 against the £70.5m savings target, with a further £48.3m to be delivered in 2026/27
• On track to deliver the £1.2bn gross budget for the fourth consecutive year, supported by strong financial insight and risk management
• Improved capital programme monitoring, improving accuracy of capital programme data
• Reached 44,451 e-billing accounts by the end of 2025/26
• Adapted to the new Procurement Act 2023 and delivered procurements worth £19.7m, including:
  • Electoral Print (£4m)
  • Skills Bootcamp (£10m)
  • Extra Care (£2m)
• Since launch on 30 June 2025, the corporate e-tendering system has delivered over 1,300 procurement processes and manages nearly 900 active contracts
• Delivered an award-winning legal training programme, reducing reliance on external lawyers
• Insourced complex legal work to build expertise and deliver cost efficiencies
• Delivered a successful Traded Services event showcasing council capabilities and increasing visibility across schools and academies

• Established the Infrastructure and Major Projects service bringing HS2, East West Rail and potential Heathrow expansion work into a single specialist team
• Achieved strong staff survey results:
  • 88% reporting positive relationships with managers
  • 83% feeling trusted and enabled in their roles
• 126 colleagues redeployed through the Talent Register
• Recruited:
  • 26 Residential Support Workers into new homes
  • 56 Residential Support Workers into existing homes
  • 5 Assistant Head of Homes into new homes
  • 3 into existing homes
  • 4 Head of Homes into new homes
• 505 managers participated in the management essentials programme
• Supported 15 staff with leadership potential on a bespoke aspiring managers apprenticeship
• Trained over 520 school staff in health and safety
• Launched the Innovation Hub to support idea-sharing, digital learning and improved ways of working
• Achieved the Silver standard mark from the Employers Network for Equality and Inclusion / Onvero TIDE scheme for 2025
• Developed and adopted an internal Carers Passport and policy for paid Emergency Carers Leave

• Successfully held the first local election as a Unitary authority
• Delivered a Councillor Induction and Development Programme for all 97 councillors following the May 2025 elections
• Introduced revised councillor decision-making arrangements following the election and electoral review
• Supported commemorative events for the 80th anniversary of VE Day and VJ Day and celebrations for the Armed Forces
• Delivered a monthly newsletter to keep town and parish councils informed and connected
• Published 264 press releases and statements informing residents about council priorities, services and decisions
• Provided 553 responses to press queries helping inform residents about local and council issues
• Issued 15 newsletters to residents since May 2025 elections:
  • Sent to approximately 76,000 recipients
  • Average open rate of 56%
• Expanded targeted fostering campaigns to recruit more carers and strengthen placement pipelines
• Held 25 formal committee meetings and one additional TECCC meeting on HS2 only
• Undertook:
  • 1 Inquiry — Finance & Resources SC Budget Scrutiny
  • 1 Rapid Review — Health and Adult Social Care Access to Emergency Care
• Responded to 3 consultations including:
  • GIH and HASC SCs — Local Plan
  • TECCC — LTP5 and HASC
  • Oxford Health’s refreshed strategy
• Held Member briefings on key issues including Children’s Mental Health Services