To receive any apologies for absence.

Apologies were received from Councillor Ange Tyler.

To receive declarations of interests in respect of Schedule 1, Schedule 2 or Other Interests from members of the committee in respect of items on the agenda.

None.

To approve and sign the minutes of the meeting held on 24 October 2019.

Resolved:       That the minutes of the meeting held on 24 October 2019 be approved as a correct record and signed by the Chairman.

To receive questions from members of the public.

Questions received and responses given are attached as appendix 1 to the minutes.

To receive questions from councillors.

Questions received and responses given are attached as appendix 2 to the minutes.

To review performance for quarter 2 2019/20 and the budget outturn.

The cabinet member finance and corporate services introduced the item and highlighted key points of the report.

Cabinet members discussed the report and noted that:

·         The Understanding Herefordshire website was a really good resource;

·         Delays to expenditure of capital resulted in lower levels of debt to service which released funds in the in-year revenue budget, while there were benefits to this it was important that capital projects were progressed to deliver the key investments needed in the county;

·         The overspend in children and families related to costs for Looked After Children and care leavers and work was taking place to minimise costs while continuing to fulfil the council’s responsibilities, examples included exploring the use of alternative ways for children to be cared for, considering how best to deploy experienced social workers, investing in local accommodation to reduce the cost of placements and in work to strengthen families to reduce the numbers of children needing to be taken into care.

Group Leaders were invited to express the views of their group. It was noted that:

·         The projected overspend was a relatively small amount in the context of the overall budget and represented good financial management;

·         Achievement of an underspend in the adults and communities directorate was a significant step, particularly when compared to other councils;

·         Persistent challenges in the children and families directorate such as the high number of Looked After Children and levels of dental decay might need radical approaches;

·         Consistent good management of the high needs block had made the position stronger than it could have been;

·         Cabinet members were urged to take decisions on the future of the various transport packages as soon as possible.

It was resolved that:

Cabinet reviewed performance and financial outturn for quarter 2 2019/20, as set out in appendices A - H, and did not identify any additional actions to be considered to achieve future improvement.

To approve the council’s contribution to the Herefordshire better care fund (BCF) and Integration plan 2019-20 and the section 75 agreement from 1 April 2020 to 31 March 2025.

The cabinet member health and adult wellbeing introduced the item.

The head of partnerships and integration highlighted key points of the report. It was noted that the better care fund was a national mandated programme and many of the services included within the fund were standard activities for the council and its health partners.

In discussing the item cabinet members noted that:

·         The rate of delayed transfers of care had seen a huge improvement and investment was continuing to sustain and further improve this figure;

·         The merger of the Herefordshire and Worcestershire clinical commissioning groups was expected in April 2020, it was hoped that the established relationships with local providers and partners would support continued good practice during this transition;

·         As most of the work included would be seen as ‘business as usual’ the budget would be monitored through the usual directorate processes and reported to cabinet through quarterly budget and performance reports;

·         Allocation of resources within the fund was clearly defined and ring fenced;

·         It was important that the council continued to work with medical services to improve the health and wellbeing of residents and the portfolio holder would be monitoring progress.

Group leaders were invited to express the views of their group. It was noted that:

·         The reduction in rates of delayed transfers of care was encouraging;

·         The impact of the transitional situation with the clinical commissioning group would need to be monitored.

It was resolved that:

(a)   the council’s contribution to the better care fund of £31.5m revenue and £2m capital for 2019/20 be approved;

(b)  approval be given for the council to enter into a section 75 agreement with Herefordshire clinical commissioning group (CCG) for up to 5 years, (1 April 2020 to 31 March 2025); and

(c)   the director for adults and communities and the director for childrens and families be authorised, following consultation with the solicitor to the council and s151 officer, to take all operational decisions necessary to approve the scheme level detail within the budget approved by Cabinet in the s75 agreement on an annual basis to 31 March 2025.

To approve and support the contents of the Herefordshire and Worcestershire Living Well with Dementia Strategy (HWLWD) and approve the high level actions set out for 2019-2024.

The cabinet member health and adult wellbeing introduced the item.

The assistant director all ages commissioning highlighted some key points in the report and by way of example of the work being carried out talked about a tea dance held in September for people with dementia and their families which had been supported by donations from businesses and the community. The work of the Leominster Meeting Centre in supporting people with dementia was praised as an example of good practice which the council would like to see replicated elsewhere in the county.

In discussion of the report, cabinet members noted that:

·         Herefordshire’s rate of diagnosis was lower than the national aspiration and improving this figure was one of the core aims of the strategy;

·         The council was working with partners to promote the use of the ReSPECT tool to encourage residents to actively set out their wishes for their care and treatment in the event that they become infirm, this would include promoting lasting power of attorney for health and wellbeing as well as for finances;

·         The strategy sought to improve knowledge and awareness of dementia as an illness and to combat common myths, for example that a diagnosis of dementia would automatically result in the person’s driving licence being removed;

·         The strategy had a simple monitoring tool to judge its effectiveness.

Group leaders supported the strategy and noted the challenges of disseminating information to and raising awareness of the wider public, particularly in a rural county.

It was resolved that:

Cabinet reviewed and approved the Herefordshire and Worcestershire Living Well with Dementia Strategy 2019-2024 (at appendix 1) the content and recommendations of which were supported by the Health and Wellbeing Board on 14 October 2019.

To approve a revised business case and budget for the expansion of Marlbrook Primary School within the approved capital allocation, to accommodate the additional pupils admitted from 2014 in response to rising numbers in South Hereford and to meet parental preference.

The cabinet member commissioning, procurement and assets introduced the item. She highlighted that Marlbrook Primary School had been rated as Outstanding by Ofsted and was also a teaching school. The need to invest in schools was recognised.

The assistant director education development and skills and the interim education and capital manager attended to provide technical advice on the report.

The assistant director education development and skills spoke on the need to provide additional school places in this part of Hereford in response to demographic growth. The school were currently using temporary accommodation and it was proposed that this would be replaced as part of the scheme to deliver 6 new classrooms and ancillary space. The council had previously approved an allocation in the capital programme. The total cost of the project was still within that allocation but as changes had been made to the specification, the item had been brought back to the cabinet for review and approval to draw down the full amount allocated.

In discussion of the item cabinet members noted that:

·         The school had a travel plan in place and the proposed revisions to the access arrangements would further encourage walking and cycling;

·         The school offered extensive opportunities for adult learning and a breakfast club, both of which would continue in the expanded accommodation;

·         This important project had been in development for some time and would build on a highly valued school which served an area of deprivation;

·         Audit recommendations from past capital projects were being followed and this was part of the reason why the project had been brought back for further approval following changes to the specification and costs, even though the overall cost was still within the sum allocated in the capital programme;

·         The cost plan had been scrutinised by external independent cost consultants and their report had been included as an appendix to the report;

·         The costs included some contingency funds which might not be required;

·         Moving forward there would be an emphasis on controlling costs and ensuring the project delivered on time and to a standard of design and construction that met the reasonable expectations set out in Department for Education guidelines;

·         The project board had representation from various teams across the council, including the Section 151 officer as required, to provide technical advice and oversight;

·         It was unlikely that there would be further expansion on this site due to lack of space, population forecasts suggested that the primary school population was levelling off with higher numbers now moving into secondary schools.

Group leaders expressed support for the project and in investing in good schools generally.

It was resolved that:

a)    the revised business case for the expansion of Marlbrook Primary School at Appendix 1 be approved;

b)    a revised scheme cost of up to £6,141m be approved (being an additional £1.006m to the previously approved cost); and

c)    the director for children and families be authorised to take all operational decision necessary to implement the above recommendations within the agreed budget.  ...  view the full minutes text for item 109.