The Performance & Corporate Services Overview & Scrutiny Committee of Oxfordshire Council met on Friday 17 April 2026 to discuss several key areas, including an update on the Customer Service Centre, the progress of devolution talks, and the proposed Community Asset Transfer and Community Leasing policies. The committee also reviewed the Business Management and Monitoring Report with a focus on Adult Social Care.

Customer Service Centre Update

Councillor Dan Levy, Cabinet Member for Finance, Property and Transformation, presented an update on the Customer Service Centre, highlighting recent redesigns and the implementation of digital and AI tools. The new structure, which went live on 1 February 2026, aims to improve customer access, manage demand, and increase efficiency. Early evidence suggests these changes are enhancing customer journeys and reducing the burden on frontline staff.

The committee heard that AI functionality within the new Zoom platform is surfacing relevant information to advisors, speeding up response times. Virtual agent technology has also been used to support intent-based routing and reduce switchboard demand. While staff wellbeing was a concern, officers reported that the peak period had strengthened teamwork and morale. Service level targets (SLTs) were explained as being tailored by service, reflecting call complexity, with adult social care calls being significantly longer.

The committee agreed to recommend to Cabinet that there is full transparency over whether a caller to the Council is interacting with an AI bot or a human. They also requested further information on performance statistics broken down by Customer Service Centre teams, an estimate of time saved for residents due to reduced waiting times, details of the sustainability impacts of AI bots, and a breakdown of the reasons people physically visit County Hall for support.

Devolution Update

Councillor Liz Leffman provided an update on the Devolution Programme, noting limited progress since the last committee meeting due to ongoing central government consideration. Thames Valley leaders have submitted an expression of interest for a Foundation Strategic Authority (FSA), with the ultimate aim of establishing a Mayoral Strategic Authority (MSA). Legislation is expected in May, with a clearer picture anticipated by June.

Members sought clarification on the potential inclusion of Swindon in the Thames Valley Strategic Authority and the possibility of proceeding directly to an MSA without first establishing an FSA. Councillor Leffman confirmed that ministers had indicated an FSA is the required initial step. Discussions also covered proposed governance arrangements for the FSA, with an initial suggestion of a joint committee and representation based on population. Concerns were raised about the rationale for a devolution geography that does not align with existing public-sector footprints, such as the Thames Valley Integrated Care Board.

The committee agreed to recommend to Cabinet that they adopt and promote the position that there is immense value in having the future strategic authority share coterminous borders with existing public sector geographies and that the Cabinet works with partners to ensure that the Thames Valley Strategic Authority becomes a Mayoral Strategic Authority as early as is possible.

Community Asset Transfer Policy

Councillor Dan Levy, alongside Vic Kurzeja, Director of Property and Assets, and James Cater, National Management Trainee, presented the draft Community Asset Transfer (CAT) Policy. The policy aims to formalise the process for community groups wishing to use, lease, or take on council property, offering more favourable terms than commercial tenants. The policy has been split into two parts: asset transfer (including transfer at less than best consideration) and community leasing.

The committee discussed the potential resourcing of the Community Asset Transfer Working Group, suggesting the inclusion of public health, finance, and legal expertise, and a more flexible meeting schedule. Clarification was sought on the consistency of treatment for different tenants, especially post-local government reorganisation. It was confirmed that non-VCS community projects could apply, but VCS organisations would be prioritised. The distinction between a full ownership transfer and a long lease was discussed, with suggestions for clearer wording in the policy. Concerns were raised about the long-term survival of organisations being dependent on the council, and officers explained that leases and agreements would be subject to ongoing review.

The committee agreed to recommend to Cabinet that they amend the CAT policy to explicitly reference the sale of land, provide a fuller explanation of the approach to dilapidated buildings, and offer greater detail on the legal framework and process for ownership transfers. They also recommended reviewing the operation of the CAT and Community Leasing Working Group to increase resourcing, broaden membership, and make meeting regularity more flexible. Furthermore, recommendations included ensuring common definitions of 'social value', clarifying social value priorities, aligning with district council approaches, and ensuring consistency for leases and transfers.

Business Management and Monitoring Report (Adult Social Care Focus)

Councillor Tim Bearder, Cabinet Member for Adults, presented the Business Management and Monitoring Report with a focus on Adult Social Care. He noted that the service had a forecast overspend of £7.5 million against a budget of £259.9 million, which had reduced from £8 million due to mitigation work. Pressures were attributed to the demand-led nature of the service, including more complex presentations and hospital discharge costs, as well as additional costs from the collapse of NRS, the council's equipment provider.

Officers explained that the report reflected the January monitoring position, with a revised outturn position to be reported in June. Key adult services capital schemes were highlighted, including the residential accommodation programme and supported homes investment. The increased discharge numbers were attributed to a shift towards supporting people to return home, with additional home-care capacity.

Members questioned the early £3.5 million cost pressure and why it had not been included in the council's budget, with officers explaining it was based on the January position and subject to change. The number of people in residential care was noted as continuing to reduce, albeit at a slower rate, due to increasing complexity and intensity of need. Discussion also covered the implications of Local Government Reorganisation (LGR) and the potential fragmentation of adult social care functions.

The committee made no recommendations to Cabinet regarding this item.

Committee Action and Recommendation Tracker

The committee noted the action and recommendation tracker.

Committee Forward Work Plan

The committee agreed the proposed work programme, with the inclusion of the Social Value policy within a year and the Public Health equality report returning in December 2026. Members were encouraged to submit additional suggestions to the Scrutiny Manager. The committee also expressed a desire for an Integrated Care Board (ICB) representative to attend the Adult Social Care focused Business Management and Monitoring Report item in April.

Responses to Scrutiny Recommendations

The committee noted the Cabinet responses to reports on BMMR CEF Focus and Budget Proposals for 2026/27 to 2030/31. They also noted the draft responses from Cabinet relating to BMMR Public Health Focus, Parking Permits, and Social Value.