To receive apologies for absence.

Apologies for absence were received from Councillors WU Attfield and Councillor RJ Phillips (Leader of the Council).

To receive any declarations of interest by Members in respect of items on the Agenda.

GUIDANCE ON DECLARING PERSONAL AND PREJUDICIAL INTERESTS AT MEETINGS

The Council’s Members’ Code of Conduct requires Councillors to declare against an Agenda item(s) the nature of an interest and whether the interest is personal or prejudicial.  Councillors have to decide first whether or not they have a personal interest in the matter under discussion.  They will then have to decide whether that personal interest is also prejudicial.

A personal interest is an interest that affects the Councillor more than most other people in the area.  People in the area include those who live, work or have property in the area of the Council.  Councillors will also have a personal interest if their partner, relative or a close friend, or an organisation that they or the member works for, is affected more than other people in the area.  If they do have a personal interest, they must declare it but can stay and take part and vote in the meeting. 

Whether an interest is prejudicial is a matter of judgement for each Councillor.  What Councillors have to do is ask themselves whether a member of the public – if he or she knew all the facts – would think that the Councillor’s interest was so important that their decision would be affected by it.  If a Councillor has a prejudicial interest then they must declare what that interest is and leave the meeting room.

There were no declarations of interest made.

To approve and sign the Minutes of the meeting held on 13 June 2008.

RESOLVED: That the Minutes of the meeting held on 13 June 2008 be approved as a correct record and signed by the Chairman.

To consider suggestions from members of the public on issues the Committee could scrutinise in the future.

There were no suggestions from members of the public.

To outline the key elements of the Resources portfolio and the future direction that has been agreed with the Director.

The Committee questioned the Cabinet Member (Resources) on his area of responsibility.

A report, to which the Directorate’s Annual Report 2007/08 was appended, and which included key priorities for 2008/09 had been circulated with the agenda papers.

The Cabinet Member (Resources) highlighted the Directorate’s key priorities for the year.  He also reported briefly on all four sections of the Resources Directorate, highlighting some particular achievements and reporting that all the sections were performing well.

In the ensuing discussion the following principal points were made:

·         It was asked whether the internal audit function had sufficient resources given its growing remit, including links with the Primary Care Trust, and noting also the demands of the special investigation it had had to carry out in 2007/08.   The Head of Financial Services said the internal audit team was a small team.  An audit plan was agreed for the year which was capable of being delivered by the resources available.  Adjustments had to be made to the Plan if a special investigation was required.  The audit plan was on track.  Closer working with the PCT continued to develop.  He noted that it was difficult to recruit experienced audit staff.

·         It was asked if the year on year target for capital receipts from the smallholdings estate was achievable.  The Cabinet Member (Resources) said that he considered the target was achievable through rationalisation. 

·         A question was asked about the approach to issuing Notices to Quit which it was suggested had generated some concern amongst some smallholding tenants.  The Cabinet Member (Resources) explained the approach and said that it was his understanding that the Notices to Quit had been issued correctly.  Some tenants had subsequently been offered new tenancies others had not.  He agreed that if evidence was provided that the approach had not been correct this would be investigated.

·         It was asked whether a full time team had been identified to support the development of the accommodation strategy.  The Cabinet Member (Resources) said that a firm of Consultants had been employed who would report back in September to the in-house team.

·         A further question was asked about the timescale for developing  new back office accommodation and whether this could be achieved by December 2010, when the current lease of the Plough Lane offices ended.  The Cabinet Member (Resources) said that this depended on the Consultants’ findings.  However, if a site on the Council’s own land were selected he believed the office accommodation could be provided by December 2010.

·         In response to a question the Chief Executive said that efforts were continuing to agree a meeting date with the new owners of Plough Lane to discuss their position on the building’s future use.

·         The Service Delivery Review of Amey Wye Valley was discussed, with concern being expressed about the contract’s value for money.  It was noted that the outcome of the Review was to be reported to the Committee for comment prior to consideration by Cabinet.

The Chairman thanked the Cabinet Member.

RESOLVED:   That the Committee’s concern about  ...  view the full minutes text for item 16.

To receive presentations from both the Cabinet Members for Corporate & Customer Services and Human Resources and ICT, Education & Achievement.

The Committee received presentations from the Cabinet Member (Corporate and Customer Services and Human Resources (CCSHR) and Cabinet Member (ICT, Education and Achievement (ICTEA).

A report commenting on performance in 2007/08 and challenges for 2008 in the various service areas was appended to the report.

The Cabinet Member (CCSHR) highlighted the change which staff could expect to experience in the coming months, referring to the relationship between the accommodation strategy, Herefordshire Connects programme, and flexible working. She said that the changes would deliver savings.  In the main it was hoped that these would be achieved through natural turnover.  However, if this were not possible, compulsory change would be necessary.  It was intended to support staff through these changes and help them to acquire new skills. 

She also highlighted the intention to focus on data quality and security, areas of which inspectors were regularly critical.  The improvements in ICT would be part of the solution to this problem.

The Cabinet Member (ICTEA) commented on the importance of taking decisions to invest in ICT promptly given the risk to the sustainability of a number of current systems.  He considered that considerable savings would be achieved as a result of the proposed investment.

In the course of discussion the following principal points were made:

·         With reference to the trialling of e-consultation facilities the Cabinet Member (CCSHR) acknowledged the wish that this should complement standard consultation methods.

·         Referring to projects identified for 2008/09 in the Corporate ICT Strategy Programme, concern was expressed at the absence of costings.  Assurance was also desired that the projects would proceed and the projected benefits would be delivered. 

·         A question was asked about expectations in respect of the Council’s future overall Comprehensive Performance Assessment rating, it having dropped from 3* to 2* in the 2007 assessment.  The Corporate Policy and Research Manager reported that the current expectation was that the 2008 assessment, to be published in 2009 and which would be mainly  based on performance on 2007/08, would show the Council retaining its 2* rating.  The overall trend in performance was upwards, however. The score for housing was expected to be higher than in the 2007 assessment but getting a 3* overall rating would require improvements in the scores for use of resources, children’s services and adult social care.

·         In response to a question the Cabinet Member (CCSHR)confirmed that it was intended to seek to achieve the investor in people standard corporately.

·         Questioned about performance overall and the decline in the Council’s public satisfaction rating the Cabinet Member (CCSHR)said that there had been a decline nationally in satisfaction ratings.  Where people directly experienced services they rated them highly.  She suggested there was a role for Members in promoting what was good as well as challenging what was not good.

·         The reference in the Cabinet Member (CCSHR) report to the need to improve scrutiny and the role of frontline members was discussed.  It was noted that improvement would be achieved through the Committee’s own improvement plan and  ...  view the full minutes text for item 17.

To advise on the outcome of an options appraisal carried out to inform future implementation of the Herefordshire Connects programme, and to seek the views of the Committee on recommendations arising from the options appraisal prior to consideration by Cabinet on 31^st July.

The Committee considered a report on the outcome of an options appraisal carried out to inform future implementation of the Herefordshire Connects programme and to seek the Committee’s views on recommendations arising from the options appraisal, prior to consideration by Cabinet on 31 July 2008.

The options appraisal:  Herefordshire Connects – The Way Forward prepared by Deloitte had been circulated as a separate document.

The Interim Deputy Chief Executive presented the report and gave a presentation.  This commented on how services could be improved through the use of technology.  It set out the background to the strategic pause in the Connects programme and emphasised that the high risks of failure to major systems meant that the status quo was not an option.  It outlined the arrangements for risk managing the project noting the role of Deloitte in providing strategic advice and implementation expertise and the intention to procure market proven solutions. 

Mr D Harker of Deloitte said that, having discussed the project with a range of people from the Primary Care Trust (PCT) and the Council, the consistent view was that the vision of Herefordshire Connects was valid, probably even more so to deliver integrated services to the customer.  However, the project needed to be repositioned and restarted.  Priorities had changed.  It was clear that to do nothing was not an option with a significant danger of various systems failing.  It was a credit to ICT services that they had managed to support these systems to date.

The aim in terms of technology was to minimise the number of systems and data sources, ending up with a small number of integrated systems joined together better.  Other Councils across the Country were taking this path.  Deloitte had reviewed the technological options and four proven products to deliver the integrated back office project had been identified for consideration and evaluation.  The three key projects: integrated customer services, integrated support services and performance management remained a valid way of structuring the project.

A very prudent approach had been taken in reviewing the projected costs and cashable benefits of the project to produce the revised benefits case set out in the report.  He added that it was important not to overlook the non-cashable customer service benefits which the programme would deliver.

In the ensuing discussion the following principal points were made:

·         An explanation was requested for the further downward revision to the estimated savings to be delivered by the project.  The Interim Deputy Chief Executive said that the original case produced by Axon had been a high level feasibility study including elements not part of the Connects project, such as accommodation savings and making assumptions based on the experience of larger councils.  This had led to a high estimate of the savings.  The Head of Financial Services reinforced this point and added that the disciplines and efficiencies that underpinned the Connects project had delivered savings of £1.7 million to date.  He pointed to benefits to be derived from improved procurement in particular.   He considered  ...  view the full minutes text for item 18.

To report performance for the whole of the operating year 2007-08 against the Annual Operating Plan 2007-08, Best Value Performance Indicators, and the Direction of Travel indicators used previously by the Audit Commission.

The Committee considered performance for the whole of the operating year 2007-08 against the Annual Operating Plan 2007-08, Best Value Performance Indicators, and the Direction of Travel indicators used previously by the Audit Commission.

The Corporate Policy and Research Manager (CPRM) presented the report.  He said that whilst there had been clear improvement overall there were a number of areas that needed to be addressed. 

Targets had not been achieved for 36% of the performance indicators where the Council was the lead.  However, although the targets had been missed, performance had improved for 45% of these indicators compared with the previous year. 

Whilst performance against the majority of indicators continued to improve, performance against the targets in the Annual Operating Plan was more mixed.  He noted that in terms of two of the Council’s top priorities: Older People and Healthier Communities, 88% of indicators used in the Direction of Travel assessment had improved but only 1 of 8 indicators in the AOP achieved target.  In the case of Children and Young People 81% of indicators had improved over the year but only one-third of AOP indicators had achieved target.  He suggested there was particular scope for the Committee to challenge the failure to hit targets that were set locally.

He highlighted that the main risk to improvement was that the key points to emerge from the report would not be addressed, and that this would be reflected in adverse judgements under the Comprehensive Area Assessment in 2009.  This would be avoided if Directors ensured that the issues were picked up and addressed within their respective areas, updating service improvement plans accordingly.  

In the course of discussion the following principal points were made:

·         It was observed that performance against the Best Value Performance Indicators for planning showed a deterioration in performance compared with the previous year.  The CPRM said this was an example of a situation where statutory targets were still being met but the Service had made a trade off between performance and investment. 

·         Questions were asked about how the Council might be expected to fare under the new Comprehensive Area Assessment (CAA) regime, which would come into effect from April 2009, with the first published assessments in the autumn of that year.  The CPRM said that at the heart of this, although by no means the only factor, would be the Council’s performance, with its partners, in achieving the priorities and targets in the new Local Area Agreement. Although not yet officially confirmed, it seemed likely that there would be two complementary assessments under CAA: a scored assessment of the Council in its own right; and an area assessment of Herefordshire’s prospects for improvement, which would identify strengths and weaknesses but not give a numerical score.  This would simplify matters in one sense but would make some regional and national comparisons more difficult. The most important thing was for the Council and its partners to work together effectively to deliver the improvement in the areas they had  identified as  ...  view the full minutes text for item 19.

To report progress against the Comprehensive Area Assessment Preparation Programme.

The Committee considered progress against the Comprehensive Area Assessment Preparation Programme.

The report identified at paragraph 5 a number of actions marked Amber where remedial action was needed to ensure that the targets were achieved.  A number of seminars were programmed at which the focus would be on what the Council and its partners could do to ensure improved performance.

RESOLVED:

That    (a)     progress made in delivering the Comprehensive Area Assessment Preparation Programme over the first 6 months of 2008 be noted; and

            (b)    the need for effective remedial action for the items marked Amber, as listed in paragraph 5 of the report be agreed.

To update the Committee on progress to date around the requested review of the use of consultants in the council during 2007/08 and to invite the Committee to agree a proposed definition of the term “consultancy” for the purpose of this exercise

The Committee considered progress on its requested review of the Council’s use of consultants during 2007/08 and was asked to agree a proposed definition of the term “consultancy”.

The report noted that work since the Committee’s request in February had found a lack of consistency across the Council in the use of the term “consultancy.  A definition was proposed upon which a report to the Committee would then be based.

Members discussed the proposed definition of consultants.  The view was that the report should focus on task based activities where the Council had purchased external support.  It was also requested that the report should examine the value for money of the use of consultants based on that definition.

RESOLVED:   That a report be presented to the Committee in Autumn 2008 focusing on task based activities where the Council had purchased external support and examining the value for money of the use of consultants based on that definition.

To consider the work being undertaken by the Scrutiny Committees.

The Committee noted work being undertaken by the Scrutiny Committees.

This included a proposal by the Children’s’ Services Scrutiny Committee regarding the appointment of Councillors on the Committee as champions for one of each of the outcome areas of the Every Child Matters agenda.  It was noted that this would be considered as part of a future report on the future structure of scrutiny arrangements.

Attention was also drawn to the Health Scrutiny Committee’s request that an additional two meetings for the Committee be scheduled when the 2009/10 diary was being prepared and that the Strategic Monitoring Committee give consideration to requesting the same provision for the other Scrutiny Committees.  The Assistant Chief Executive - Legal and Democratic said that consideration needed to be given to the implications of this change.   It was agreed that a report would be made to the Committee.

RESOLVED:

That       (a)     a report on a proposal by the Children’s’ Services Scrutiny Committee regarding the appointment of Councillors on the Committee as champions for one of each of the outcome areas of the Every Child Matters agenda be considered as part of a future report on the future structure of scrutiny arrangements; and

(b)      a report on the programming of additional Scrutiny Committee meetings be prepared.

To consider the Scrutiny Committees’ current and future work programmes.

The Committee considered the Scrutiny Committees’ work programmes.

RESOLVED: That the current work programmes serve as a basis for further development.