To receive any apologies for absence.

There were apologies from Cllr Bramer, Powell

Other councillors:

There were apologies from Councillor Toynbee, Cllr James

To receive declarations of interests in respect of Table A, Table B 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 25 September 2025. 

Resolved:       That the minutes of the meeting held on 25 September 2025 be approved as a correct record and signed by the Chairperson.

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.

There were no questions from councillors. 

To receive reports from the Council’s scrutiny committees on any recommendations to the Cabinet arising from recent scrutiny committee meetings.

There were no reports from scrutiny committees for consideration at this meeting.

To review performance for Quarter 2 (Q2) 2025/26 and to report the performance position across all Directorates for this period

The member for finance and corporate services introduced the report. It was noted that Appendix A provided a full breakdown of the Quarter 2 updates on the Delivery Plan milestones, with 206 out of 240 milestones (85.8%) being completed or on track to be delivered by the end of the financial year.  The quarter 2 highlights were noted at paragraph 3 which included the Hereford Transport Hub, Holme Lacy Road Active Travel Improvements, Hereford By-Pass, Phosphate Mitigation Integrated Wetlands, Employment Land in Herefordshire, Peterchurch Primary School New Build, Aylestone School, Schools Capital Maintenance Programme and Hampton Dene Primary School. 

For the first of the Council Plan themes of People it was confirmed that out of 87 milestones, 39 were on track, 22 were completed, 15 were at risk of missing their deadline, 10 had not yet started and 1 was discontinued.  Regarding children and young people, it was noted that a new alternative provision was being developed to support children who requited additional assistance to remain or return to mainstream education.  Work with Talk Community was progressing to implement a targeted support offer for children and families.  Work was also progressing in establishing a framework of commissioned providers to deliver alternative curriculum provision for children unable to attend school or requiring additional support.  Also, new approaches were being developed regarding commissioning and managing daytime, community based short breaks for children and families. 

Regarding Adult Services, it was noted that the development of a new care facility for adults with complex needs was being investigated.  A review of all Supported Living services was also being carried out. 

Regarding Economy and Environment, it was noted that five businesses at the Hereford Enterprise Zone were being supported to develop employer travel plans, which furthered the council’s commitment to support residents lead healthy lives. 

For the second Council Plan theme of Place, it was confirmed that out of 89 milestones, 60 were on target, 10 were at risk of missing a deadline, 12 had been completed, 4 had not yet started and 3 were paused.  It was noted that delays within the Environment Agency had led to the Nutrient Management Plan delivery being delayed. A review of the Herefordshire Cultural Partnership was underway and consultation findings of the new service vision for the new Herefordshire Library Strategy was being shared with staff and stakeholders.  The final strategy document was progressing in parallel. 

For the third Council Plan theme of Growth, it was confirmed that out of the 39 miles tones, 31 were on target, 1 was at risk of missing a deadline, 6 had been completed and 1 had not started.  The viability of a new railway station was being explored with partners at the Golden Valley Parkway Task Force.  It was noted that a range of measures was being used to help prevent homelessness which included the provision of transitional accommodation. 

For the last Council Plan theme of Transformation, it was confirmed out of the 40 milestones, 28 were on target, 3 were  ...  view the full minutes text for item 7.

To report the forecast position for 2025/26 at Quarter 2 (September 2025), including explanation and analysis of the drivers for the material budget variances, and to outline current and planned recovery activity to reduce the forecast overspend.

The member for finance and corporate services introduced the report. It was noted Quarter 2 was being presented in a different external environment compared to three months ago.  Following preparatory steps for the 26/27 budget setting the council’s initial assessment of the Government’s fair funding review indicated there was a potential gap between the council’s income and expenditure of £27.3m.

The Quarter 2 revenue outturn position showed a net overspend of £7m, with planned management action this would reduce to £3.7m. The forecast outturn position for 25/26 by directorate was set out at Table 1 of the report.    The report highlighted the continuing budget pressures to support increase in demand across social care budgets, temporary accommodation and Special Educational Needs and Disabilities (SEND) transport services.  

Recovery actions expected to reduce the forecast overspend in Quarter 4 included; £2.8 million allocation of the Budget Resilience Reserve to mitigate the impact of cost pressures and volatility in demand in Directorate Budgets; continued review of the council’s contract arrangements and shareholding in Hoople Ltd; additional cost pressures in the Community Wellbeing Directorate emerging in Quarter 2 will be subject to further review and challenge in Quarter 3 before additional allocation from the budget resilience reserve is approved; and challenge of forecast expenditure over the remainder of the financial year through Directorate expenditure control panels.

In the financial year ended 2024/25, £4m of the Budget Resilience Reserve was applied to cost pressures in the Community Wellbeing Budget which reduced the balance carried forward to the current financial year to £7m. 

It was noted that Expenditure controls remained in place to support recovery activity and robust control over expenditure in 2025/26. Directorate panels would continue to review expenditure on goods and services as well as changes in staffing arrangements to maintain the increased level of rigour and challenge over expenditure for the remainder of the financial year.

Table 2 sets out the updated financial position for 25/26 and the projected overspend of £3.7m. 

Council approved £3.9 million of savings for 2025/26 Children & Young People Directorate.  A review of the delivery and status of the approved savings had been undertaken and confirmed that £1.6m (40%) of the total approved savings target for the year had been delivered at Quarter 2. A further £2.3m (60%) had been assessed as ‘on target/in progress’ for the year. No savings were currently assessed as ‘at risk’.

It was noted that in June 2025 a focused review of the original proposals and planned activity was undertaken during Quarter 1 and revised savings plans were developed. The revised savings of £11.9m were in Table 4.  As at 30 September 2025 (Quarter 2), £6.4m (54%) of the £11.9m brought forward savings had been delivered with a further £4.1m (34%) forecast to be delivered in year; £1.4m (12%) remained at risk, with focused activity underway to resolve or mitigate in year.

It was confirmed that the Dedicated Schools Grant (DSG) was accounted for as an unusable reserve on the council’s Balance Sheet, permitted by  ...  view the full minutes text for item 8.

To provide an update on the status of corporate risks at the end of Quarter 2 2025/26 (September 2025) and provide assurance that risks are being managed effectively across the council.

ChildrenCHTHE MEMBER the The member for finance and corporate services introduced the report. The revised Corporate Risk Register were approved by Cabinet in June September [correction] 2025 and included 9 corporate risks. At Quarter 2, no additional risks had been identified for inclusion in the Corporate Risk Register.  Changes to risk scores were summarised.

Risk 4 - Failure to deliver capital and major projects within identified resources and planned timeframes resulting in significant overspend and reduced project outcomes. The risk score was updated to 12 at Quarter 2.

Risk 5 - Failure to deliver a sustainable financial strategy that supported delivery of the Council Plan priorities (Including delivery of savings, commercial income, capital receipts and ensuring resources are available to deliver statutory obligations and fund organisational development and transformation). The risk score was updated to 12 at Quarter 2. This recognised the impact of risks to the council’s financial sustainability as a result of the Fair Funding Review and increasing demand and cost pressures.

The council’s 2025/26 Internal Audit Plan was reviewed to ensure it was aligned to the refreshed Risk Strategy and risks identified in the Corporate Risk Register. The revised Plan was approved by Audit & Governance Committee in September 2025.

Attention was drawn to corporate Risk 3, ‘lack of local Special Educational Needs and Disabilities, SEND placement provision to meet current and future demands’.  This had a very high status and mitigating actions showed how the council was dealing with this challenging issue. 

Comments from cabinet members.  It was clarified that given recent weather ‘risk of weather’ would be kept under an open review.   

Group leaders gave the views of their groups.  Congratulations were extended to the section 151 officer for sharpening up this process.  Noted there was a spilt responsibility between process (Audit and Governance) and scrutinising the content (scrutiny committees and cabinet members to review the risks in their areas). Assurance was sought that cabinet members were actively involved in the management and mitigation of the risks below the top-level corporate risks on a service level.  Assurances were also sought that the directorate and service level risks were being shared with the scrutiny committees. 

It was noted that Risk 3 sat across DSG and SEND transport but there was only one overall scoring, it was raised whether these should be separated.   

Also, assurance was sought that risks at service level were being shared with scrutiny committees. 

In response to group leaders, it was confirmed that cabinet members were briefed as relevant regarding risks in their areas. 

Noted there were 9 risks, as these were the risks that could threaten the delivery of the Council Plan priorities. Regarding the DSG risk, it was confirmed that more detail can be added regarding the controls in place.

The operational and risk registers could be made available to any scrutiny panel member which could, in turn, inform their work programme. 

Councillor Stoddart proposed the recommendations, and it was unanimously resolved that:

That Cabinet:

a)    Approves the updates to the  ...  view the full minutes text for item 9.

The purpose of this report is to seek Cabinet approval for the Local Transport Plan (LTP) 2025-2041.

ChildrenCHTHE MEMBER the The member for transport and infrastructure introduced the report.  It was highlighted that the council was required to adopt a Local Transport Plan under section 108 to 113 of the Transport Act 2003.  The policies within the plan must promote safe, integrated efficient and economic transport.  The Act required consultation and on adoption must be provided to the Secretary of State. 

The key points that the document considered were set out.  Notably, it unlocked eligibility for competitive strategic DfT funding e.g. Active Travel, Bus Service Improvement Plan (BSIP) funding and provided a strong business case for major infrastructure projects e.g. the Western Bypass. Additionally, the government have been progressing with a new incentivized element to the highways maintenance block with a proposed 25% funding uplift given, if councils meet certain criteria such as best practice in sustainable transport and long-term planning and asset management.  It ensures infrastructure investment was targeted and evidence based. It improved the reliability and quality of bus services and reducing chronic road network delays. Provided a clear measurable framework for reducing transport emissions by 40%. It promoted public health benefits by encouraging active travel measures with engagement of Active Travel England.

It was highlighted that the adoption of the LTP5 was central to delivering the council's environmental policy commitments and achieving key success measures outlined in the County Plan. The environmental impact of all future projects within the LTP5 would be a key consideration in their respective business cases, ensuring appropriate measures were taken to minimize negative effects and maximize environmental benefit. 

Financial implications, it was noted that the LTP5 was a strategic planning document

and did not in itself commit the council to any immediate capital expenditure. The purpose was to provide a clear framework for future investment. Funding to support the development and initial implementation of these policies was already included within the council's Medium-Term Financial Strategy. All future infrastructure projects and major schemes identified in the LTP5 would be subject to a separate review and would require future funding bids including capital, program allocations and external grant opportunities.

The Council Plan 2024 to 2028 committed Herefordshire Council to develop Herefordshire as a place for growth, prosperity and communities to thrive. This year, the Delivery Plan committed the council to deliver the Local Transport Plan to ensure places can prosper and thrive with the right integrated transport networks and to seek cabinet approval to recommend the adoption of the LTP5 to council for agreement. 

Risk management was laid out at paragraph 16, page 102 and clearly laid out the impacts of not adopting the LTP5. The consultation process for the Local Transport Plan 5 2025 to 2041 was highly inclusive integrating extensive public feedback to shape the final strategic documents.

Detailed information on the consultation undertaken can be found at appendix A. An 8-week consultation on the draft LTP5 took place over the summer 2025. The consultation utilized both in-person and online forums to maximize its reach and engage with a  ...  view the full minutes text for item 10.