The Overview and Scrutiny Committee met to discuss the council's performance monitoring processes, review the scrutiny work programme for 2026-27, and consider key priorities, risks, and challenges facing the council's directorates. Key discussions included the effectiveness of performance reporting, the inclusion of new items in the work programme such as Local Government Reorganisation and climate change impacts, and detailed updates from executive directors on the challenges and progress within Adult Care Services, Children's Services, Resources, Community Protection, and Growth and Environment.

Hertfordshire County Council Resources & Performance Monitor

The committee received a presentation on the council's corporate performance monitoring process, which aligns with the 'On Your Side' Corporate Plan 2025-28. This process involves quarterly reporting to the Resources and Cabinet Panel, supported by a Snapshots PowerPoint pack and Strategic Business-as-Usual metrics. The current reporting format was agreed by a Task and Finish Group and has received positive feedback. The council is exploring the use of Power BI to provide a more intuitive dashboard for accessing performance data.

During the discussion, members raised points about the clarity of reporting, the need for more context on how different services connect, and the importance of understanding the nuts and bolts of how staff are equipped to deliver services, particularly in light of pressures like Local Government Reorganisation (LGR) and capacity constraints. The council highlighted its commitment to a performance-cultured organisation, using data to drive better decisions and predict potential issues. Specific examples, such as pothole management and the use of AI in social care, were discussed to illustrate how different services are monitored and how performance data is used to inform decision-making. The committee noted that while the reporting process is robust, there are opportunities to delve deeper into specific areas, particularly concerning staffing, productivity, and the impact of LGR. The committee unanimously agreed to consider and comment on the performance reporting process and its reports, noting that further information on staffing productivity and performance could be incorporated into future discussions.

Scrutiny Work Programme 2026-27

The committee reviewed its work programme for 2026-27, agreeing to several additions and prioritising existing items. Key discussions included:

• Executive Director Update Session: Scheduled for October, this session will allow executive directors to present their priorities, which will help the committee identify areas for deeper scrutiny and inform budget scrutiny.
• Budget Scrutiny Planning: Planning for the February budget scrutiny programme was discussed, with an emphasis on ensuring sufficient time for thorough examination.
• Crime and Disorder Scrutiny: A review focusing on youth offending was confirmed, with Councillor Chris Alley agreeing to chair the review group.
• Highways Review: The committee agreed to prioritise a review of highways, including performance updates on road mender trials and engagement with utility companies regarding disruption and communication.
• Infrastructure Delivery: This item, which has been on the work programme for some time, was highlighted as needing prioritisation, particularly in light of large housing developments and concerns about the delivery of transport and infrastructure changes.
• Local Government Reorganisation (LGR): This was a significant point of discussion, with members agreeing it should be a standing item. Concerns were raised about the timeline for LGR and the potential for gaps in responsibility. The committee noted that LGR would likely be discussed across all committees and that joint committees would be established to address disaggregation. The committee also agreed to await further reports on the structure of LGR before finalising its approach.
• AI and Staffing Capacity: Following discussions on performance monitoring, members requested that executive directors include updates on staffing capacity and the use of AI in their October session.
• School Admissions: A proposal regarding the three-tier and two-tier school system and admissions arrangements was added to the work programme for further investigation, following initial consideration by the Education, SEND and Inclusion Cabinet Panel.
• Utility Company Works on Highways: While specific concerns raised by Councillor Matt Cowley were to be progressed through a dedicated meeting with utility companies, the broader issue of highways-related scrutiny remained on the work programme.
• Climate Change and Infrastructure: The impact of climate change on the highway network, including the use of gritters in June due to road surface melting, was highlighted as a timely and significant issue for scrutiny. The committee agreed to explore how infrastructure and enforcement are adapting to climate change.
• Flood Risk and Fair Funding Review: These items were confirmed to remain on the work programme.

The committee unanimously approved the scrutiny work programme for 2026-27, with amendments and additions as agreed.

Key Priorities, Risks and Challenges Facing the Council's Directorates

The committee received presentations from executive directors outlining the key issues facing their respective services.

• Adult Care Services: Discussions covered the robust triage process for urgent cases, efforts to increase capacity through apprenticeships and AI, challenges in recruiting and retaining staff due to pay, and the strategic focus on enabling people to live independently at home. The complexity of self-funders and charging arrangements was noted, as was the success of the Connect and Prevent programme in improving wellbeing and independence. Recruitment for roles like Occupational Therapy was focused on competitive conditions and a positive working environment. The emerging role of the Integrated Care Board (ICB) and its impact on service delivery was also discussed.
• Children's Services: The committee heard about the factors driving the increase in demand for Education, Health and Care Plans (EHCPs), including rising needs, legislative changes, and pressure on other support services. A SEND Reform Plan is underway to improve sustainability, with a focus on inclusive mainstream provision and collaboration. Tribunal appeals have increased, but many are resolved before hearings. Efforts are being made to strengthen early intervention and demand management. Recruitment and retention in fostering were highlighted as key areas of focus. Exclusion figures for children with SEND, particularly during transition periods, were noted as a concern, with additional support being provided to schools. The reduction in voluntary organisations offering support was acknowledged as a potential risk to youth justice and preventative services.
• Resources: The council is using secure AI tools, including Microsoft Copilot, to improve efficiency in areas such as identifying carers and supporting predictive approaches to care. The legal duty to obtain best consideration when disposing of assets was reiterated, with proceeds reinvested into future projects. A strategic asset management plan is in place, and proposals are being developed in consultation with district and borough councils. Uncertainty around Local Government Reorganisation has slowed progress in some areas, but the council is adapting its programme. Recruitment and retention of lawyers remain a challenge, with pay levels identified as a key factor.
• Community Protection: Multi-agency work with the Police and County Community Safety Unit is ongoing to support affected communities, ensure housing compliance, and reduce community tensions. The dispersal of individuals and families into the wider community has increased the complexity of providing support for those arriving in the county with significant health and wellbeing needs. Concerns were raised about Public Health Grant funding not keeping pace with demand, although officers advised that the current level of risk was considered low due to strong budget management and existing reserves. Recruitment of full-time firefighters has been successful, but retention of on-call firefighters remains a national challenge.
• Growth and Environment: The committee discussed how the council is responding to the impacts of climate change on the highway network, including flood prevention and mitigation measures. Fuel cost increases have affected operational budgets, with efficiencies being sought through technology and reduced site visits. Relationships with developers regarding Section 106 agreements were described as generally positive, although tensions can arise where priorities compete. Members were encouraged to report specific concerns regarding damaged highway equipment. The committee unanimously agreed that this item should be an annual agenda item.

The committee unanimously agreed that they had drawn on the insights provided by the executive directors to inform their work programme and would use this information to inform its future scrutiny work when conducting the budget scrutiny in January and February 2027.

Budget Scrutiny Proposals for 2027/28

The committee received proposals for the forthcoming budget scrutiny process. Members welcomed the proposals and emphasised the importance of challenging and scrutinising budget proposals. They supported the use of themes provided to directorates rather than pre-planned questions to encourage discussion. The committee agreed that group membership for evidence gathering sessions would remain subject to political proportionality, and that additional training and briefing sessions would be beneficial. The number of sessions would be reduced from eight to five to prevent duplication. Members and officers agreed that briefing sessions for all County Councillors would be beneficial, and finance graduate trainees would also be invited. Clearer guidance on the purpose and format of recommendations was deemed necessary, and it was agreed that evidence gathering sessions should ideally be chaired by an OSC member. Dates would be circulated well in advance to assist attendance and planning. Some members expressed concern that Cabinet Panel budget discussions were taking place before evidence gathering sessions, but officers explained that it would be made clear to Executive Members that those attending evidence gathering sessions would not be aware of prior Cabinet Panel discussions. Members expressed disappointment that most Executive Members had not attended a recent meeting to discuss progress on recommendations made since the last budget was set. The committee commented on the proposals and agreed the programme for 2027.