Report to follow.

ChildrenCHTHE MEMBER the The member for transport and infrastructure introduced the report.   It was noted that Balfour Beatty Living Places (the current provider) utilise WSP for top up professional services such as engineering design work and advising on specialist areas such as bridge maintenance or on landslip repairs.  It was confirmed that the council’s new operating model for public realm services would be moving away from a mostly outsourced model and will commence in June 2026.  It was confirmed that the council were looking to procure a single professional services partner in a long-term contract to assist with the delivery of highways, transport and infrastructure work. The partnership would be with a multi disciplined professional services provider, which had the capabilities to deliver a wide range of highways, transport, economy and environmental professional advice and to supplement and support Herefordshire’s in-house teams.

The procurement would be completed and the professional services partner would be mobilised ahead of the new public realm contract start.

The benefits of a long-term professional services partner were highlighted which included having a provider which knew Herefordshire and the long-term relationship would mean that the provider would become very efficient in providing services to the council through knowledge of systems and processes, consistency of management and staff and early involvement in the development projects.  This would help avoid additional fee costs creating a 3% to 5% saving over time.

A partnership relationship would also mean that the council could respond to bidding opportunities and changes in government approach quickly.  It would also mean that the council had specialist support staff available quickly to help deal with emergencies.

It was confirmed that the expectation of the professional services provider would be to work with council officers to provide regular continuing professional development (CPD), training, seminars and other staff development opportunities. This would likely include a joint graduate development programme.

It was confirmed that the expectation would be for the provider to actively engage with employing local people, and would get involved with local charities, supporting local schools and consider supporting care leavers with work experience and apprenticeship opportunities.  

Comments from cabinet members.  This was supported and noted that having this process and framework in place would mean relevant expertise could be called upon when needed.  It would provide best efficiency and best value for money alongside enriching the knowledge base.  Also, it linked well across two cabinet members portfolios with the work being carried out on growth, education and training. 

Group leaders gave the views of their groups.  This was supported by all group leaders present.  It was noted that being an intelligent customer and the move to providing in-house services, would only aid the new contract being successful.  Caution was expressed regarding outsourcing all the services identified in the report (at paragraph 3) and a flexible approach was requested regarding how the council partners with the provider, a mixed model may provide the better outcome.

The advantages of a long-term relationship were recognised, and the social  ...  view the full minutes text for item 93