Former Mayor Cllr Paul Ainsley Appointed as Oakham’s New Deputy Mayor

Former Mayor Cllr Paul Ainsley Appointed as Oakham’s New Deputy Mayor

Following the recent resignation of Cllr Anna Douthwaite, Oakham Town Council has appointed a familiar face to the role of Deputy Mayor. Cllr Paul Ainsley, who previously served as the town’s Mayor, has stepped into the position to support the current Mayor is absent.

While the title of Deputy Mayor carries significant prestige and a sense of tradition, it is important for residents to understand the specific nature and limitations of the role within the framework of local government.

In a Town Council, power does not reside with any one individual. According to the Good Councillor’s Guide, a Deputy Mayor has no more legal authority than any other member of the council. In fact, individual councillors hold no executive power at all; decisions should be made collectively by the council as a single body.

The strength of Oakham Town Council should be in its ability to operate and make decisions as a cohesive team, ensuring that the interests of the community are represented through democratic debate rather than individual decree.

The Deputy Mayor’s primary function is to support the Mayor. This involves taking on civic, ceremonial, and chairing duties only when the Mayor is unavailable, unwell, or if the office becomes vacant.

The role is strictly non-political, designed to represent the council and the community as a whole. Interestingly, this means that if the Mayor is present and available for all duties, the Deputy’s role . is to serve a ordinary council member, should the Mayor be absent, the Deputy steps in to attend engagements, events, and functions on behalf of the Mayor at their request. Chair Full Council meetings to ensure the business of the town continues smoothly.

It is a common misconception that a Deputy Mayor holds powers similar to those of a "Directly Elected Executive Mayor" found in larger cities. In a Town Council, the Deputy continues to serve primarily as a ward councillor, representing the specific needs and voices of their local constituents.

The Mayor remains the first citizen of Oakham. Residents and local organisations are reminded that the Mayor can be invited to any event within the town. All invitations should be directed to The Mayor at Oakham Town Council to ensure they are processed through the official civic calendar.

Oakham Town Council

ROL House, Long Row, Oakham, Rutland LE15 6LN

Telephone. 01572 723627  

Email. enquiries@oakhamtowncouncil.gov.uk

Editor’s Comment & Town Councillor Martin Brookes:

It always bemuses me how, despite the clear language in the Good Councillor’s Guide and broader local government guidance, certain members lose sight of the facts. A Town Council Mayor or Deputy Mayor possesses no more legal power than any other individual member of the council.

Some people have recently criticised our Mayor, claiming he "does nothing." To that, I say he is doing exactly what a Mayor should do: chairing meetings, signing documents on behalf of the full council, and attending events when invited. No more than that is required. Apart from our 10th December meeting, he does a good difficult job chairing our meetings.

Personally I think the question should be what is the Town Council doing for Oakham?

While these ceremonial roles carry historical prestige, they do not grant executive authority. It is a recurring issue that some individuals mistakenly believe these titles bestow powers similar to those of a directly elected Mayor of the cities a misunderstanding that can hinder the democratic process and undermine the collective responsibility of the council.

Rutland County Council Unveils Budget to Defy Funding Cuts and Invest in the Future, Consultation Have Your Say Online or Oakham and Uppingham Markets

Rutland County Council Unveils Budget to Defy Funding Cuts and Invest in the Future, Consultation Have Your Say Online or Oakham and Uppingham Markets

Rutland County Council Unveils Budget to Defy Funding Cuts and Invest in the Future

Rutland County Council Public 2010-2011 Budget Consultation 

Rutland County Museum January 2010 

Roger Begy Leader, Helen Briggs CEO

Rutland County Council has officially launched a public consultation on its draft annual budget for 2026/27, outlining a bold strategy to invest £28.1 million in community infrastructure despite facing a "pivotal" financial period marked by significant national funding cuts.

The Council, which is legally required to set a balanced budget, is navigating a challenging transition period ahead of the planned Local Government Reorganisation (LGR) in 2028. While early estimates suggested an increase in government support, a recent ‘Fairer Funding’ review has instead resulted in a projected 19.9% loss in government funding by 2028/29.

The "Outrageous" Funding Gap

The latest national settlement has left Rutland with just £640.28 per dwelling—less than half the national average of £1,413.94. Councillor Andrew Johnson, Cabinet Member for Governance and Resources, described the situation as "outrageous," noting that the authority now relies on Council Tax for almost 80% of its funding, compared to a 53% national average.

Investment vs. Cuts

Despite these pressures, the Council plans a £28.1 million capital investment over the next three years. Key projects include:

Health & Wellbeing (£8.6m): Improvements to Rutland Memorial Hospital and a new integrated health and social care "front door".

The proposed £8.6 million investment in Health & Wellbeing is a central pillar of Rutland County Council’s "Operation Legacy," aimed at strengthening community foundations before the planned local government reorganisation in 2028. The plans focus on shifting from reactive care to early intervention and prevention through the following specific initiatives:

1. Integrated Health and Social Care "Front Door" (Local Link)

The Council is establishing Local Link, a multidisciplinary "front door" model. This initiative integrates adult social care prevention services with health and statutory partners to provide residents with one cohesive access point for support.

To launch this hub, the Council is funding a new, full-time qualified Social Worker.

By intervening earlier and reducing service duplication, this model is designed to improve outcomes for residents while reducing the long-term demand for high-cost care services starting in 2028/29.

2. Rutland Memorial Hospital Upgrades

A portion of the funding is dedicated to diagnostic upgrades at the hospital to improve local healthcare capabilities.

The Council is planning a pipeline development for a Meditech facility at the Oakham Enterprise Park. This specialised facility will include "clean rooms" to support medical technology innovation and local healthcare services.

3. CQC Improvement and Innovation

To meet the requirements of the Care Quality Commission (CQC) Improvement Plan, the Council is creating an Advanced Practice Social Worker post.

Risk Mitigation: This role is intended to strengthen adult social care practice and reduce the operational risks associated with having a single Principal Social Worker

4. Community-Based Infrastructure

The Local Link services will be delivered at Jules House, a community asset identified as important for supporting vulnerable residents. A contractor has already been appointed, with project delivery scheduled for 2026.

Economic Growth (£7.7m): Development of a new Cultural Centre and upgrades to the public realm.

In its latest budget and Medium-Term Financial Strategy (MTFS), Rutland County Council has earmarked £7.7 million for Economic Growth, a priority aimed at building a productive rural economy and diverse business base.

This investment is part of "Operation Legacy," a strategy to strengthen Rutland’s infrastructure before the transition to a new unitary authority in 2028. The details of the economic growth plans are as follows:

1. Cultural Centre Development

The Council is planning to transform and reconfigure existing assets to create a multi-functional space for the community and visitors:

The project involves exploring the creation of a facility that can accommodate the Chamber, Arts, Music, and Cinema.

The plans include reconfiguring the current Museum site to support the Levelling Up Fund (LUF) objectives, which will incorporate digitised displays.

There is a proposal to expand the Registrars service onto the first floor of the "Cottage" asset to accommodate the space required by the broader Museum project.

The budget allocates short-term investment from the Process Improvement Fund to deliver the Cultural Centre Investment.

2. Public Realm Upgrades

These upgrades are designed to enhance the physical environment and attractiveness of Rutland’s town centres to support local businesses and tourism:

The capital investment is specifically targeted at enhancing Oakham and Uppingham town centres.

By improving the public realm, the Council aims to create a more vibrant environment that supports a sustainable business base and provides opportunities for everyone.

3. Strategic Planning for Growth

Beyond physical assets, the economic growth budget supports long-term strategic planning:

Funding is allocated for the development of a new Local Plan, which will guide future development across the county.

The Council is investing in a masterplan for the Woolfox area to manage future growth and infrastructure.

A masterplan review is proposed for Oakham Enterprise Park to address site risks, retain tenants, and guide future redevelopment decisions. This includes supporting the relocation of Highways and Transport services to the site.

Climate Action (£4.0m): Rollout of food waste collections and active travel infrastructure.

Rutland County Council’s £4.0 million Climate Action proposal is a core part of its "Operation Legacy" strategy, focusing on statutory environmental requirements and sustainable infrastructure before the 2028 local government reorganisation.

The two primary initiatives within this investment are:

1. Weekly Food Waste Collection Rollout

As part of its ambition to reduce waste and increase recycling, the Council is preparing for a significant change in waste management:

A separate, weekly food waste collection service is scheduled to launch by March 2026.

The Council has already procured new food waste caddies for households, along with smaller black (residual waste) bins to encourage residents to recycle more.

The Council anticipates that the savings generated from reduced disposal costs for residual waste will pay for the new food waste service, meaning it can be introduced without requiring cuts to other services.

Fleet Investment: Improvements in service reliability and fewer missed collections have already been supported by an investment in new vehicles in 2024.

2. Active Travel and Energy Infrastructure

The proposal also targets carbon reduction through transportation and energy planning:

Funding is allocated for "active travel" projects, which typically include infrastructure for walking and cycling to reduce reliance on cars.

The Council has commissioned an Local Area Energy Plan  to identify specific actions to reduce emissions and energy usage across the county. This plan will provide a visualisation tool to help guide future energy-related decisions.

The Council plans to use its Premises Team to monitor energy usage and conduct a carbon audit to establish a baseline for further reducing the Council's own energy consumption.

Environmental Impact and Strategy

The Council has formally acknowledged a climate emergency since January 2021 and has implemented a Carbon Impact Assessment for all budget proposals. While some projects are in early development, the overall aim is to improve biodiversity—such as reducing the frequency of grass cuts—and implement a broader Sustainability Strategy Framework.

To fund these ambitions and cover rising costs, the Council has identified £4.4 million in Cuts for the coming year.

Rutland County Council’s £4.4 million Climate Action proposal is a core part of its "Operation Legacy" strategy, focusing on statutory environmental requirements and sustainable infrastructure before the 2028 local government reorganisation.

The two primary initiatives within this investment are:

1. Weekly Food Waste Collection Rollout

As part of its ambition to reduce waste and increase recycling, the Council is preparing for a significant change in waste management: 

A separate, weekly food waste collection service is scheduled to launch by March 2026.

The Council has already procured new food waste caddies for households, along with smaller black (residual waste) bins to encourage residents to recycle more.

The Council anticipates that the savings generated from reduced disposal costs for residual waste will pay for the new food waste service, meaning it can be introduced without requiring cuts to other services.

Fleet Investment: Improvements in service reliability and fewer missed collections have already been supported by an investment in new vehicles in 2024.

2. Active Travel and Energy Infrastructure

The proposal also targets carbon reduction through transportation and energy planning:

Active Travel Infrastructure: Funding is allocated for "active travel" projects, which typically include infrastructure for walking and cycling to reduce reliance on cars.

Local Area Energy Plan (LAEP): The Council has commissioned an LAEP to identify specific actions to reduce emissions and energy usage across the county. This plan will provide a visualization tool to help guide future energy-related decisions.

Carbon Auditing: The Council plans to use its Premises Team to monitor energy usage and conduct a carbon audit to establish a baseline for further reducing the Council's own energy consumption. 

Environmental Impact and Strategy

The Council has formally acknowledged a climate emergency since January 2021 and has implemented a Carbon Impact Assessment for all budget proposals. While some projects are in early development, the overall aim is to improve biodiversity such as reducing the frequency of grass cuts and implement a broader Sustainability Strategy Framework.

Council Tax and Precept Demands

The draft budget proposes a total Council Tax increase of 3.9%. This consists of:

• 1.9% General Precept: To fund daily operations and services.

• 2.0% Adult Social Care Precept: Specifically earmarked to manage the £1.4 million rise in demand-led pressures for adult care packages.

If approved, the average Band D property will see an increase of approximately £7.21 per month.

Budget Highs and Lows:

Major Budget Increases:

£4.1m loss in retained business rates funding

£2.5m in additional inflationary pressures

£1.4m increase for adult social care packages

£0.3m increase in children's care placement costs

Major Cuts & Savings

4.4m in cuts and savings for 2026/27

£0.3m reduction in previously planned savings for public transport

Reduced reliance on Revenue Support Grant (RSG) as it becomes a "balancing figure"

Streamlined governance and use of AI to increase efficiency.

Have Your Say

The public consultation is open until 5:00 pm on Tuesday, 3 February 2026. Residents are encouraged to share their views through a survey at www.rutland.gov.uk/budget or by attending pop-up events at:

• Oakham Market: Wednesday, 21 January (9 am – 2 pm)

• Uppingham Market: Friday, 23 January (9 am – 2 pm)

The final budget will be debated and decided by Full Council in late February.

Rutland Residents Urged to Shape Decade-Long Plan to Tackle Rising Flood Risks. Consultation

Rutland Residents Urged to Shape Decade-Long Plan to Tackle Rising Flood Risks. Consultation

Rutland Residents Urged to Shape Decade-Long Plan to Tackle Rising Flood Risks

By Local Democracy Reporter

Rutland County Council has launched a major public consultation on its blueprint for tackling flooding over the next ten years, following a series of devastating storms that have battered the county in recent years.

The draft Local Flood Risk Management Strategy (LFRMS) sets out how the council, in its role as the Lead Local Flood Authority, intends to manage risks from surface water, groundwater, and ordinary watercourses through to 2036.

The updated strategy arrives at a critical time for the county. While the previous plan covered 2018 to 2025, council leaders say this new version is heavily informed by "lessons learned" from a string of severe weather events, including: 

Storm Babet (October 2023)

Storm Henk (January 2024)

The January 2025 rainfall event

The document also incorporates findings from the Rutland Flooding Evidence Panel and various "Section 19" investigations—the formal reports triggered when a flood reaches a certain threshold of severity.

Under the Flood and Water Management Act 2010, the council has a legal obligation to maintain and apply a management strategy. While the council admits it is "not possible to prevent flooding entirely," the new strategy aims to bridge the gap between emergency response and long-term resilience for homes, businesses, and infrastructure.

The draft strategy focuses on local sources of flooding rather than main rivers (which fall under the Environment Agency), specifically targeting how the county handles intense rainfall and rising water tables.

How to Have Your Say

The consultation is now live and will remain open for eight weeks, giving residents, business owners, and parish councils the opportunity to influence the final action plan.

"Your views will help shape how Rutland County Council and its partners work together to understand, reduce and manage flood risk in the years ahead," a council spokesperson said.

Key Dates:

Consultation Closes: 5:00 PM, Monday, 9 February 2026

Residents are encouraged to read the full Draft Local Flood Risk Management Strategy on the Rutland County Council website before completing the online survey. Hard copies are typically available at local libraries and the Council offices at Catmose.

www.rutland.gov.uk/have-your-say/live-consultations/local-flood-risk-management-strategy-lfrms-consultation

"Every Family Matters": Rutland Parents Asked to reply to Consultation Survey Local Family Hub Services

"Every Family Matters": Rutland Parents Asked to reply to Consultation Survey Local Family Hub Services

By Local Democracy Reporter

Rutland County Council has issued a call-to-action to parents and carers across the county, asking them to help "shape the future" of the Rutland Family Hub.

The council is seeking views from everyone whether they are regular faces at the Catmos Street hub in Oakham, or families who have never stepped through the door. The goal is to ensure that the services provided meet the actual needs of modern families in Britain’s smallest county.

The Rutland Family Hub is designed as a "one-stop shop" for families with children aged 0 to 19 (or up to 25 for those with Special Educational Needs and Disabilities). It brings together health, education, and social care services under one roof—and via outreach across the county to provide a seamless support network.

Currently, the hub offers:

Sessions like 'Mini Explorers' and 'The Social Child'.

Access to health visitors, breastfeeding support, and mental health guidance.

Courses on behavior, relationships, and "Best Start for Life" initiatives.

Support for military families and those with SEND.

Why the Survey Now?

As the council moves further into its 2026 budget cycle, there is a renewed focus on making services more accessible. The council wants to know if the current "hub and spoke" model which includes the main site in Oakham and outreach in Uppingham and Kendrew Barracks is actually reaching the people who need it most.

"We aim to give children and families what they need. So, we change our sessions sometimes," a spokesperson said. "Your feedback tells us if we're getting the balance right or if there are gaps we haven't seen yet."

The council has promised that the survey results won't just sit on a shelf. Following a previous consultation on nursery provision, the authority adopted a "You Said, We Did" approach, leading to tangible changes in how travel budgets and specialist sessions were handled.

Officials are now hoping for a similar level of engagement to decide which groups should run in 2026, what times sessions should be held, and whether more digital or virtual services are required for rural families.

How to Take Part

The survey is open to all parents, carers, and even young people who use the services.

CLICK HERE FOR SURVEY

For those who prefer to speak to someone directly or need help accessing the survey, the Family Hub team can be reached at 01572 758 383 or via email at familyhub@rutland.gov.uk.