This week in Hertfordshire:

Adult Care Services Focus on Independence and Carer Support

Hertfordshire County Council's Adult Care Services Cabinet Panel met on Tuesday, 14 April 2026, to discuss the progress of the Connect and Prevent programme and review the Adult Care Services Local Account. The panel also considered a motion regarding the Hertfordshire Carers Strategy.

• Connect and Prevent Programme Delivers Savings and Independence: The panel received an update on the Connect and Prevent programme, a major transformation initiative in adult care services. Phase one has shown positive results, supporting young people transitioning into adulthood and enabling individuals to achieve greater independence. The programme has already delivered significant financial benefits, with an in-year saving of over £10.6 million against a target of £8 million. A key innovation has been the development of a reablement app, which allows for real-time tracking of individuals' progress towards independence, leading to a reduction in the average length of reablement care. For example, a resident named Peter achieved independence after 24 days, saving valuable days of support. Phase two of the programme is now underway, building on these successes.

  • Why it matters: This programme directly impacts the lives of vulnerable adults by helping them regain skills and confidence, fostering independence, and reducing reliance on long-term care. The financial savings generated can be reinvested into other vital services.
  • Learn more: Adult Care Services Cabinet Panel meeting on 14 April 2026

• Local Account Highlights Strengths and Challenges in Adult Care: The panel reviewed the Adult Care Services Local Account 2025, a public-facing document summarising the department's performance. Hertfordshire's Adult Care Services received a 'Good' rating from the Care Quality Commission (CQC) in eight out of nine areas, with 'Outstanding' for partnership working. The report highlighted personalised care and positive resident experiences. However, it also identified challenges with social contact and loneliness, with 42.1% of adults reporting not having enough social contact. The department's budget for 2025/26 is £518.5 million, representing approximately 42% of the council's total budget.

  • Why it matters: This account provides a transparent overview of how a significant portion of the council's budget is spent and the impact it has on residents. It highlights areas of success and areas needing improvement, such as addressing loneliness, which is crucial for the well-being of older and vulnerable adults.

• Strengthening Support for Unpaid Carers: The panel considered a motion regarding the Hertfordshire Carers Strategy, acknowledging the vital contribution of unpaid carers. The motion requested a report on areas where future support could be strengthened, including identifying hidden carers, improving support at transition points (e.g., young carers moving to adulthood), working with employers and education providers, and exploring national options for recognising carers' skills. The refreshed Hertfordshire Carers Strategy (2026-2028) already addresses many of these points, with actions planned or underway.

  • Why it matters: Unpaid carers provide essential support to family members and friends, often at significant personal cost. Strengthening this strategy ensures these individuals receive the recognition, support, and resources they need to balance their caring responsibilities with their own well-being and lives.

Focus on Sustainable Transport and Road Safety in Hertfordshire

The Environment, Transport & Growth Cabinet Panel met on Thursday, 16 April 2026, to discuss plans for improving cycling and walking infrastructure, advancing the Sustainable Hertfordshire Strategy, and enhancing road safety.

• Dacorum Cycling and Walking Infrastructure Plan (LCWIP) Endorsed: The panel endorsed the Dacorum Local Cycling and Walking Infrastructure Plan (LCWIP), which proposes improvements to walking and cycling routes across Hemel Hempstead, Tring, and Berkhamsted. The plan aims to increase the use of sustainable transport, aligning with targets for new developments like the Hemel Garden Communities.

  • Why it matters: Investing in walking and cycling infrastructure promotes healthier lifestyles, reduces traffic congestion and pollution, and makes communities more accessible and enjoyable for everyone. This plan is crucial for encouraging modal shift away from car dependency, especially in light of government housing targets.
  • Learn more: Environment, Transport & Growth Cabinet Panel meeting on 16 April 2026

• Sustainable Hertfordshire Strategy Work Plan Approved: The panel approved the Sustainable Hertfordshire Strategy Work Plan, outlining priorities for embedding sustainability across the council. Key focus areas include nature-based solutions, tree planting (with an ambition to plant 150,000 trees), and initiatives to improve air quality. The plan also supports pathfinder projects, such as EV infrastructure and solar carports.

  • Why it matters: This strategy is vital for addressing the climate crisis and protecting Hertfordshire's natural environment. By integrating sustainability into all council operations, the aim is to reduce the council's environmental impact and create a healthier, more resilient county for future generations.

• Road Safety Strategy Out for Consultation: The panel reviewed the draft road safety strategy developed by the Hertfordshire Road Safety Partnership. The strategy aims to reduce killed or serious injuries by 70% for children and 65% overall by 2035, using a safe system approach. Key initiatives will focus on safer roads, road users, vehicles, speeds, and post-crash response. The panel agreed to recommend the draft strategy for public consultation.

  • Why it matters: Road safety is a fundamental concern for all residents. This strategy aims to make Hertfordshire's roads safer for everyone, particularly vulnerable road users like children and older people, by addressing the fatal four causes of collisions: alcohol/drug impairment, speed, distraction, and seatbelt use.

• Bus Reform and Franchising Pilot Moves Forward: The panel supported the council progressing to a statutory franchising assessment for bus services in North and East Hertfordshire, including Stevenage. This move, part of a Department for Transport pilot programme, could lead to the council specifying routes, fares, and service levels, aiming to improve reliability, punctuality, and public trust in bus services.

  • Why it matters: Reliable and accessible public transport is essential for connecting communities, supporting economic activity, and reducing reliance on private vehicles. Franchising offers a potential solution to persistent challenges with service viability and frequency, particularly in rural and less commercially viable areas.

Council Asset Management and Financial Prudence Under Scrutiny

The Resources and Performance Cabinet Panel met on Wednesday, 15 April 2026, to discuss the council's asset management plan, financial performance, and the future of council-owned properties.

• Strategic Asset Management Plan (SAMP) Approved: The panel recommended the approval of the new Strategic Asset Management Plan (SAMP) for 2025-2029. This plan outlines how Hertfordshire County Council will manage its £3.2 billion property estate to support service delivery, financial sustainability, and climate ambitions. The SAMP aims to optimise the use of assets and generate capital receipts.

  • Why it matters: A well-managed property estate is crucial for efficient service delivery and financial stability. This plan ensures the council's assets are fit for purpose, contribute to strategic goals, and generate income where possible, ultimately benefiting taxpayers.

• New School Places for Gilston Development Approved: The panel recommended the approval of capital budgets totalling £37.06 million for two new primary schools in the Gilston Garden Community. These schools are essential to support the planned 10,000 new homes and will ensure families moving into the area have access to local education from the outset.

  • Why it matters: Providing timely access to local schools is vital for the well-being of families and the successful integration of new communities. This investment demonstrates a commitment to supporting growth responsibly and sustainably.

• Council-Owned Sites Declared Surplus: Several council-owned sites, including Highfield Farm in Tyttenhanger and the former Bill Everett Centre in Watford, were declared surplus and approved for disposal. This move aims to generate capital receipts and support housing delivery. The terms for the sale of land at Chequersfield in Welwyn Garden City, a contaminated former landfill site, were also noted, with a specialist developer taking on remediation responsibilities.

  • Why it matters: Disposing of underutilised or surplus assets can generate much-needed capital for reinvestment in essential services and infrastructure. It also ensures that land is used productively, potentially for much-needed housing.

• Performance and Financial Oversight: The panel reviewed the Hertfordshire County Council Performance Monitor for Quarter 3 2025-26, noting progress across corporate priorities, though challenges remain in SEND services. Sickness levels in Resources were noted as the lowest, but agency spend remains a focus in hard-to-recruit areas like legal and technology. Response times for Freedom of Information requests have fallen below target due to increased volume and complexity.

  • Why it matters: Regular monitoring of performance and financial health is essential for good governance. It ensures the council is delivering services effectively, managing its budget responsibly, and identifying areas that require attention or improvement.

• Council Tax Collection and Support Schemes: The panel received information on council tax collection performance and support schemes, clarifying that responsibility lies with District and Borough Councils. Work is ongoing within the Local Government Reorganisation programme to consolidate collection practices and Council Tax Support (CTS) schemes.

  • Why it matters: Efficient council tax collection is vital for funding local services. Understanding the different responsibilities and the impact of schemes like CTS is important for ensuring fairness and financial stability across the county.

You can find more details on these discussions in the minutes of the Resources and Performance Cabinet Panel meeting: Resources and Performance Cabinet Panel meeting on 15 April 2026.

Overview and Scrutiny Committee Reviews Budget Process and Sets Future Work Programme

The Overview and Scrutiny Committee met on Friday, 17 April 2026, to reflect on the 2026 budget scrutiny process and shape its work programme for the upcoming year.

• Budget Scrutiny Feedback: The committee received largely positive feedback on the 2026 budget scrutiny process, with participants adapting well to virtual sessions. Key suggestions for improvement included earlier confirmation of committee membership and chairs, longer session times for fuller debate, and clearer key lines of inquiry developed with more time and shared earlier. The committee recommended these points be incorporated into the 2027 budget scrutiny process.

  • Why it matters: Effective budget scrutiny ensures that council spending is aligned with priorities, delivers value for money, and is transparent to residents. Feedback helps refine the process for greater impact.

• Future Scrutiny Topics Identified: The committee considered proposals for its 2026-27 work programme.

  • Secondary School Admissions: A proposal regarding the clarity, fairness, and consistency of the secondary transfer admissions process was discussed. The committee agreed this matter would be best handled by the Education Committee initially, with a formal letter to be sent.
  • Highways Performance and Utility Company Works: A proposal concerning highways performance, including cancelled meetings, repair quality, funding cuts, and utility company works, was also considered. The committee agreed to a scrutiny review focusing on utility companies and their impact on the network. A separate internal review of Hertfordshire County Council's own highways performance was also proposed.
  • Why it matters: The scrutiny work programme ensures that the council is held accountable for its performance in key areas. By focusing on issues like school admissions and highways, the committee can drive improvements that directly affect residents' daily lives.

You can find more details in the minutes of the Overview and Scrutiny Committee meeting: Overview & Scrutiny Committee meeting on 17 April 2026.

This week in Hertfordshire:

Village Green Status for Singlers Marsh Deferred Amidst Legal Complexities and Local Government Reform Uncertainty

The Development Control Committee met on Thursday, 26 March 2026, to consider two applications to register Singlers Marsh, Welwyn, as a village green. The decision was ultimately deferred due to the intricate legal arguments, the potential impact of local government reorganisation, and the desire for further clarification on key points.

• The Stakes: The designation of Singlers Marsh as a village green would grant local inhabitants the right to use the land for lawful sports and pastimes, offering a significant level of protection against future development. For the local community, this is about preserving a cherished green space that has been used for generations. For the council, it involves navigating complex legal precedents and the potential implications for other green spaces across the county.
• The Core Conflict: The primary obstacle to registration, as highlighted by an independent inspector and supported by council officers, is the statutory incompatibility between the land's designation as a Local Nature Reserve (LNR) and its potential registration as a village green. The LNR designation, made in 2009, prioritises conservation over recreation, allowing for byelaws that could restrict public access – a direct conflict with the unfettered access rights of a village green.
• Permissive Use vs. As of Right : A second key argument against registration is that public use of Singlers Marsh has been permissive since its acquisition by Welwyn Hatfield Borough Council (WHBC) in 1967, rather than as of right. Evidence suggested the land was acquired and managed as public open space, with amenities like benches and dog bins provided, indicating permission rather than the assertion of village green rights.
• Community Support and Developer Opposition: The applications were supported by over 1,000 user evidence forms, representing a significant portion of the local population. However, WHBC, the landowner, and Bayard Developments Ltd (BDL), a local developer, objected. BDL has indicated a need for a small portion of the marsh for road widening to facilitate a nearby housing development.
• The Debate for Deferral: During the meeting, a motion to defer the decision was passed by a vote of five to three. The reasons for deferral included:
  • Complexity and Further Opinion: The intricate legal arguments, particularly concerning statutory incompatibility and the inspector's finding of implied permission, led some members to believe a third legal opinion was warranted to ensure a thorough understanding. The brevity of a previously obtained second opinion was also noted.
  • Local Government Reorganisation: The impending reorganisation of local government in Hertfordshire, with the potential creation of unitary authorities, introduced an element of uncertainty. Some members felt it was prudent to allow future, potentially unified, authorities to consider the matter.
  • Potential for Compromise: Councillor Ken Crofton proposed deferring to allow WHBC to reconsider excluding the land required for road widening from the village green proposal, suggesting this could resolve the objection.
  • Neighbourhood Plan Referendum: A speculative point was raised about an upcoming referendum on the Welwyn neighbourhood plan, which includes registering Singlers Marsh as a village green. While acknowledged as not directly relevant to the current legal process, it underscored the community's strong desire for village green status.
• The Inspector's Stance: The independent inspector, Noémi Byrd, concluded that statutory incompatibility and permissive use were knockout blows to the applications, recommending refusal. She noted that even if the incompatibility was hypothetical, it legally precluded registration.
• Potential Outcomes: If the applications are ultimately refused, the land's status as an LNR would remain, and WHBC would continue to manage it as public open space. If registered as a village green, it would gain stronger protection against development. The deferral means this decision is postponed, allowing for further consideration of the complex legal and political landscape.

You can find more details about the discussions in the agenda for the Development Control Committee meeting: Development Control Committee meeting on 26 March 2026.

Pension Fund Strategy and Fit for the Future Reforms Take Centre Stage

The Local Government Pension Scheme Pension Board met on Wednesday, 25 March 2026, to review the Pension Fund's Treasury Management Strategy, discuss the draft Investment Strategy Statement, and address the implementation of significant reforms to the Local Government Pension Scheme (LGPS).

• The Stakes: These decisions directly impact the long-term financial health of Hertfordshire's Pension Fund, affecting the pensions of thousands of current and former council employees. The strategy ensures the fund can meet its liabilities, while investment decisions aim to maximise returns responsibly. The Fit for the Future reforms are reshaping the entire LGPS landscape.
• Treasury Management Strategy 2026-27: The board noted the strategy, which includes an increase in the cap on cash held by the pension fund from £59 million to £64 million. This adjustment is based on the fund's asset value and anticipates a potential fall in employer contributions and an increase in pension payments. The fund is prepared for potential cash flow negativity by having access to funds from its custodian.
• Investment Strategy Statement (ISS): A draft ISS was reviewed, proposing the adoption of the Border to Coast Responsible Investment (RI) policy. This aligns with member and committee feedback and strengthens the fund's commitment to areas like nature and biodiversity, and exclusions on controversial weapons and high-emitting carbon sources. The ISS will be revised to meet new requirements from the Pensions Bill, with consultation planned for July 2026.
• Fit for the Future Reforms: The board received a comprehensive report on the implementation of changes arising from the Pension Schemes Bill and draft 2026 LGPS Regulations. These reforms introduce new roles, redefine committee remits towards strategic decisions, and necessitate an Investment Management Agreement (IMA) between Border to Coast Pension Partnership (BCPP) and its partner funds. The implementation timetable indicates that BCPP will provide strategic advice from April 2026, with full implementation of partner fund investment strategies expected by January 2027.
• Investment Performance: The board noted that the Pension Fund's overall investment performance for the quarter ending 31 December 2025 was 2.6%, underperforming its benchmark of 3.1%. Over longer periods, the fund has outperformed its benchmark, but underperformed over one and three years. Market volatility due to geopolitical events and inflation concerns was highlighted as a factor. The board requested that future reports include the discount rate as a comparator for better context.

You can find more details on these crucial financial and governance matters in the minutes of the Local Government Pension Scheme Pension Board meeting: Local Government Pension Scheme Local Pension Board meeting on 25 March 2026.

Audit Committee Tackles Local Government Reorganisation Risks and Anti-Fraud Measures

The Audit Committee met on Friday, 27 March 2026, to address significant governance, risk, and financial matters, with a particular focus on the profound implications of Local Government Reorganisation (LGR) in Hertfordshire.

• The Stakes: The committee's oversight is vital for ensuring the council's financial integrity, robust risk management, and effective internal controls. The looming LGR presents a substantial risk to service delivery, workforce stability, and financial management, demanding vigilant scrutiny. The committee's work also underpins public trust by ensuring anti-fraud measures are effective.
• LGR: A Red/Severe Risk: The committee dedicated significant time to discussing the corporate risk associated with Local Government Reorganisation (CORP0004), currently rated as Red/Severe. The report detailed government plans for two-tier areas like Hertfordshire to submit proposals for unitary councils by November 2025, with a decision expected in summer 2026 for implementation by April 2028. Mitigations include lobbying, stakeholder communication, and establishing a dedicated programme structure. Councillors expressed deep concern about the potential for disruption, increased costs, and the impact on service delivery, with some arguing for the risk to be rated even higher due to the uncertainty and tight timescales.
• Anti-Fraud Plan and Delivery: The committee reviewed and approved the Council's Anti-Fraud Plan for 2026/27, developed in partnership with the Shared Anti-Fraud Service (SAFS). The plan focuses on prevention, deterrence, and investigation, adhering to the Fighting Fraud and Corruption Locally strategy. A progress report on the 2025/26 plan highlighted a high volume of fraud allegations and ongoing investigations, with an estimated loss of £1.3 million. Proactive measures like the National Fraud Initiative have identified significant potential savings. The committee also noted the new Failing to Prevent Fraud offence under the Economic Crime and Corporate Transparency Act 2023.
• Internal Audit Plan: The proposed Internal Audit Plan for 2026/27, including 1219 audit days, was presented. A provision of 20 days is allocated to assess preparations for LGR. The plan also includes audits on Artificial Intelligence, agency staffing, and systems for gifts and hospitality. The committee stressed the need for this risk to be a standing item on future agendas.
• Risk Management Update: The committee noted an increase in corporate risks from 11 to 14, with specific attention given to the impact of the Integrated Care Board (ICB) changes and the ongoing geopolitical situation affecting financial stability. The committee requested a future report on financial instability, specifically addressing the impact of the current geopolitical situation and contingency planning.
• Re-appointment of Independent Member: Richard Harbord was re-appointed as an independent audit committee member for a further two years, ensuring continuity and expertise, particularly during the LGR period.

You can find more details on these critical governance and risk management discussions in the minutes of the Audit Committee meeting: Audit Committee meeting on 27 March 2026.

Recruitment for Key Adult Care Role Underway

The Employment Committee met on Tuesday, 24 March 2026, in a private session to discuss a recruitment update. The committee reviewed the appointment of the Executive Director of Adult Care Services (DAS).

• The Stakes: The Executive Director of Adult Care Services plays a pivotal role in shaping and delivering essential support for some of Hertfordshire's most vulnerable residents. Ensuring the right leadership is in place is critical for the effectiveness and quality of these vital services.
• Confidential Discussions: Due to the sensitive nature of recruitment processes, which involve personal information and commercial considerations, the meeting was held in private. This exclusion of the press and public was made under Section 100(A)(4) of the Local Government Act 1972, as the public interest in maintaining confidentiality outweighed the public interest in disclosure.

Details of the recruitment process and any decisions made are not publicly available due to the confidential nature of the discussions. You can note that the Employment Committee meeting took place here: Employment Committee meeting on 24 March 2026.

This week in Hertfordshire:

• The Health Scrutiny Committee discussed patient experience, the reconfiguration of the Integrated Care Board, and the committee's work programme.
• The Pensions Committee approved the treasury management strategy, a revised investment strategy statement, and delegated authority for an investment management agreement.
• The Cabinet endorsed the scope of a street lighting policy review, approved the Adult Care Services Plan 2026-2028, and agreed to a refreshed Hertfordshire Carers Strategy.
• The Children's Social Care Cabinet Panel reviewed the Quarter 3 performance report, discussed the refresh of the Hertfordshire Carers Strategy, and received updates on the Family Support Service and the Holiday Activity & Food Programme.

Health Scrutiny Committee - Friday 20 March 2026

The Health Scrutiny Committee met on Friday 20 March 2026 to discuss patient experience, the reconfiguration of the Hertfordshire and West Essex Integrated Care Board (ICB), and the committee's work programme.

A key concern raised during the meeting was digital exclusion in accessing GP services. Councillors highlighted that digital-first approaches were disadvantaging older and less digitally-savvy residents, potentially leading to them being unable to access essential care. It was noted that this could be a breach of the Equality Act 2010. Officers acknowledged these concerns and committed to monitoring digital exclusion and ensuring non-digital access routes remain available.

The committee also discussed patient records and interoperability. Concerns were raised about the confidence in hospital-to-hospital record sharing, particularly for maternity services. Officers explained the My Care Record system, which facilitates data sharing across the East of England, and assured members that data is only surfaced where a patient has had an interaction with a provider, operating on a need to know basis. Data transfer typically occurs within a 6-12 hour period.

The reconfiguration of the Hertfordshire and West Essex ICB into a new, larger Central East ICB was a significant topic. This change, driven by a national directive to reduce ICB running costs by 50%, will cover Cambridgeshire and Peterborough, Bedfordshire, Luton and Milton Keynes, and Hertfordshire, serving approximately 3.5 million people. The focus of the new organisation will be on strategic commissioning, population health management, and improving outcomes for residents. Concerns were raised about how this reconfiguration would affect patient experience and referrals, and how scrutiny would adapt to a larger, more dispersed organisation.

The committee reviewed its work programme for 2025-26, agreeing to include items such as palliative and end-of-life care, changes to community care provision, CAMHS, public health in relation to gambling harms, and GP facilities in new housing developments. Phlebotomy waiting times in Broxbourne were also agreed to be pursued as an urgent matter.

Pensions Committee - Tuesday 17 March 2026

The Pensions Committee convened on Tuesday 17 March 2026 to discuss the Hertfordshire Pension Fund's treasury management strategy, investment strategy, and the implementation of Fit for the Future reforms.

A key decision was the approval of the Treasury Management Strategy (TMS) for 2026-27. This strategy outlines how the fund's operational cash will be managed to ensure sufficient funds are available to meet statutory liabilities, including monthly pension payments. The cap on cash held by the Pension Fund was increased from £59.0 million to £64.0 million for the 2026-27 period to assist officers in managing cash flow, particularly in light of anticipated reductions in employer contributions and an increase in pension payments. The strategy prioritises the security of invested capital, followed by liquidity, and then yield, adhering to the Chartered Institute of Public Finance and Accountancy (CIPFA) Treasury Management Code of Practice.

The committee also approved the draft Investment Strategy Statement (ISS) for consultation. This triennial review ensures the strategic asset allocation remains suitable for meeting the fund's primary objective of paying benefits. The revised ISS incorporates a strengthened Responsible Investment (RI) policy, aligning with member survey results and adopting the Border to Coast Responsible Investment Policy. This new policy includes areas such as nature and biodiversity, and exclusions for controversial weapons and high-emitting carbon industries. The committee noted that the ISS will need further revision to comply with the upcoming Pensions Bill, which will introduce a new statutory template for strategic asset allocations.

The committee agreed to delegate authority to the Head of Pensions, or the Director of Finance in consultation with the Chair of the Pensions Committee, to enter negotiations and settle an Investment Management Agreement (IMA) with Border to Coast Pensions Partnership (BCPP). This IMA is crucial for the fund to comply with the anticipated LGPS (Pooling, Management and Investment of Funds) Regulations 2026.

The committee noted the Investment Performance Report as at 31 December 2025. The Hertfordshire Pension Fund's investments underperformed against their benchmark by 0.4% for the quarter, returning 2.6% compared to the benchmark's 3.1%. The fund also underperformed its benchmark over one-year and three-year periods, but outperformed over five and ten-year periods.

Cabinet - Wednesday 18 March 2026

The Cabinet of Hertfordshire Council met on Wednesday 18 March 2026, approving several key strategies and plans.

The Cabinet agreed to endorse the scope of a review into the council's street lighting policy. This review will examine the implications of potential changes to the current part-night lighting policy, which has been in place since 2012. The review will consider financial implications, the effect on carbon emissions, and any local changes since the policy's introduction.

The Cabinet approved the overarching Adult Care Services Plan for 2026-2028. This plan sets out the strategy for adult care services, encompassing a wide range of existing strategies. Key themes include promoting independence, preventing the need for higher levels of social care, tackling loneliness, and improving accommodation strategies for supported living and nursing homes.

The refreshed Hertfordshire Carers Strategy was approved. This all-age strategy, developed through co-production with carers and carers' organisations, emphasises supporting carers' well-being, identifying those who may not self-identify as carers, and providing early support. The strategy also highlights the importance of collaboration with children's services and the NHS.

The Cabinet approved the allocation plan for the Crisis Resilience Fund, which replaces the Household Support Fund. While offering three years of funding, it represents a 26% reduction compared to previous support. The fund aims to support individuals and households in crisis and build resilience. Concerns were raised about the removal of blanket holiday food vouchers, with members expressing worry about the impact on families facing increasing hardship.

The Cabinet approved the new SEND Strategy 2026-2029 and associated capital funding of £5.494 million for building adaptations to establish new special educational needs and disabilities (SEND) units and expand existing provision. These include new units at Morgan School in Hertford, Sheppard School in Rickmansworth, Westfield Primary School and Nursery in Berkhamsted, and an expansion of Wattling View Special School through a satellite provision at Oakmere Primary School in Potters Bar.

Children's Social Care Cabinet Panel - Monday 16 March 2026

The Children's Social Care Cabinet Panel met on Monday 16 March 2026. The panel reviewed the Quarter 3 performance report for Children's Services, which indicated strong performance in many areas, including referrals, child protection, children looked after, and care leavers in education, employment, and training (EET). However, concerns were raised about the timeliness of initial child protection conferences, which had dropped to 75.4% within the 15-day target. Actions are underway to address this, with February's performance already showing improvement.

The panel endorsed the refreshed Hertfordshire Carers Strategy, an all-age strategy developed through co-production with carers and professionals. The strategy includes a new objective: Being Safe, alongside existing objectives focusing on information, life beyond caring, health and well-being, and consistent services.

An update on the Family Centre contract was provided, highlighting the introduction of a cost recovery element for universal sessions. While income generated has been over £33,000, concerns were raised about the low uptake of concessionary cards in some areas and the potential for charges to deter families.

The panel noted the delivery plan for the Crisis and Resilience Fund, which replaces the Household Support Fund. While the funding is for three years, it represents a 26% reduction. The fund aims to support vulnerable households facing immediate financial crisis and strengthen longer-term resilience. Restrictions on blanket provision of vouchers for those on free school meals were noted.

An update on the Holiday Activity & Food Programme (HAPpy) was presented, highlighting strong performance in supporting children during school holidays. The programme works with local community-based providers and has seen a high booking rate. The government has announced a three-year extension to the HAPpy programme.

How Local Government Works in Hertfordshire:

Hertfordshire County Council is structured into various committees and panels, each with specific responsibilities. The Cabinet is the executive body responsible for making key decisions, while Cabinet Panels scrutinise the work of the Cabinet in specific portfolio areas. The Health Scrutiny Committee and Children's Social Care Cabinet Panel are examples of these panels, focusing on specific service areas. The Pensions Committee oversees the management and investment of the Hertfordshire Pension Fund. Understanding these structures helps to see how decisions are made and services are delivered across the county.

Key Committees and Their Roles:

• Health Scrutiny Committee: This committee scrutinises health services across Hertfordshire, examining issues such as patient experience, NHS reconfigurations, and the effectiveness of local health provisions.
• Pensions Committee: Responsible for the governance and investment strategy of the Hertfordshire Pension Fund, ensuring the long-term financial security of pensions for council employees.
• Cabinet: The executive decision-making body of the council, responsible for setting strategic direction and approving major policies and budgets.
• Cabinet Panels: These panels, like the Children's Social Care Cabinet Panel, provide focused scrutiny and oversight of specific service areas, reviewing performance and making recommendations.

Your Local Neighbourhood:

Decisions made by these committees have a direct impact on the services available in your local area. For instance, the Health Scrutiny Committee's work on integrated care boards affects how healthcare is delivered, while the Children's Social Care Cabinet Panel's decisions shape the support available for vulnerable children and families. The Pensions Committee's work ensures the financial stability of pensions for many local residents.

Did You Know?

• The Health Scrutiny Committee is examining the impact of digital exclusion on access to GP services, highlighting concerns for older residents.
• The Hertfordshire Pension Fund has approved a revised investment strategy that includes a strengthened Responsible Investment policy, incorporating areas like nature and biodiversity.
• Hertfordshire County Council's Adult Care Services Plan 2026-2028 prioritises promoting independence and tackling loneliness.
• The refreshed Hertfordshire Carers Strategy acknowledges the significant national value of unpaid care, estimated at £184 billion annually.
• The Crisis Resilience Fund, replacing the Household Support Fund, will provide £9.1 million annually for three years, with a focus on targeted support and building resilience.
• Hertfordshire is investing £5.494 million in new SEND units across several schools to improve provision for children with special educational needs and disabilities.
• The Children's Social Care Quarter 3 performance report shows strong results in many areas, though timeliness of initial child protection conferences remains a focus for improvement.
• The Holiday Activity & Food Programme (HAPpy) continues to be popular, with over 9,600 children supported in 2025.
• The council is working to improve the identification and support of young carers, with schools playing a key role in this initiative.
• The new SEND Strategy 2026-2029 has been developed through extensive consultation, aiming to improve outcomes for children and young people with SEND.

This week in Hertfordshire:

Pothole Repairs and Road Maintenance: A Balancing Act for Hertfordshire's Highways

The Highways Cabinet Panel met on Thursday, 12 March 2026, to discuss the performance of Hertfordshire's highways infrastructure. The panel reviewed the Highways Infrastructure Asset Management Plan Performance Report for 2024-25, received an update on the Department for Transport (DFT) RAG ratings, and heard about an ongoing pothole trial.

• The Stakes: The condition of our roads directly impacts daily life for all residents, affecting commute times, vehicle wear and tear, and road safety. Decisions made about maintenance and repairs have a tangible effect on everyone who travels across the county, from daily commuters to emergency services. The panel's discussions highlighted the challenge of balancing limited resources with the vast needs of Hertfordshire's road network, particularly in light of recent severe weather.
• Road Condition and Maintenance: The panel reviewed the Highways Infrastructure Asset Management Plan Performance Report for 2024-25. While the report detailed efforts in maintaining roads, footways, and cycleways, concerns were raised about the deterioration of unclassified roads (U-roads). Councillor Steven Watson noted a perceived lack of proactive maintenance strategies for drainage, footway, and cycleway assets compared to roads. Chris Allen Smith, Head of Asset Management and Maintenance Service, acknowledged that drainage remains a more reactive service due to the complexity and cost of surveying buried assets.
• DFT RAG Ratings: Hertfordshire received an Amber rating from the Department for Transport (DFT) for its highway management, narrowly missing a Green rating. Chris Allen Smith explained that this rating was influenced by the balance between reactive maintenance (pothole filling) and preventative maintenance. He suggested that a broader interpretation of preventative maintenance could have resulted in a higher rating. Councillor Matt Cowley questioned whether the issue lay with data interpretation or the assessment methodology itself.
• Pothole Trial Update: A verbal update was provided on the ongoing pothole trial, focusing on Phase Three, which uses the Roadmender process. This method involves pouring hot liquid asphalt, which has shown durability and the ability to cover larger areas. To date, 28 roads have been treated, with 437 potholes filled and 6,600 square metres repaired. Councillor Alistair Willoughby questioned the efficiency of Roadmender for small, scattered defects, but Chris Allen Smith explained that its efficiency is maximised when used at scale. The trial aims to test its effectiveness in various conditions and optimise productivity to reduce unit costs.
• Public Reaction: While the meeting focused on technical reports, the discussions reflected the public's concern about road conditions. Councillor Michael Blissett praised the significant improvement in pothole repairs, particularly given the challenging weather conditions, and thanked the crews for their hard work. Councillor Simon Rhodes echoed these sentiments, emphasising the importance of clear communication with residents about resource limitations.

You can find more details about these discussions in the minutes of the Highways Cabinet Panel meeting: Highways Cabinet Panel meeting on 12 March 2026.

Expanding Support for Children with Special Educational Needs and Disabilities (SEND)

The Cabinet met on Wednesday, 18 March 2026, to discuss crucial proposals for expanding provision for children with Special Educational Needs and Disabilities (SEND) across Hertfordshire. These plans aim to ensure that more local children can receive the support they need within their communities.

• The Stakes: For families of children with SEND, access to appropriate educational settings is paramount. These decisions directly impact the well-being, development, and future opportunities of these young people. The expansion of local provision can reduce the need for children to travel long distances for specialist support, easing burdens on families and strengthening local communities.
• Proposed Expansions: The Cabinet considered proposals to:
  • Establish a SEND unit at Morgans Primary School & Nursery in Hertford, catering for up to 12 pupils with Cognition and Learning needs.
  • Create a SEND unit at Shepherd Primary School in Rickmansworth, for up to 24 pupils with Cognition and Learning needs.
  • Introduce a SEND unit at Westfield Primary School and Nursery in Berkhamsted, for up to 12 pupils with Social, Emotional and Mental Health (SEMH) needs.
  • Enlarge Watling View Special School by establishing a 32-place satellite provision at Oakmere Primary School in Potters Bar.
• Capital Funding: Approval for the necessary capital funding for these schemes was also sought, indicating a significant investment in SEND infrastructure.
• Confidentiality: These proposals were discussed in a private session, as they contain information relating to the financial and business affairs of the Council and/or other persons. The public interest in maintaining confidentiality was deemed to outweigh the public interest in disclosure.

You can find more details in the Public reports pack for the Cabinet meeting on 18 March 2026.

Mount Vernon Cancer Centre Consultation Continues Amidst Transport Concerns

The Joint Health Overview & Scrutiny Committee met on Friday, 13 March 2026, to receive updates on the consultation for the reprovision of the Mount Vernon Cancer Centre. The discussions highlighted the importance of public engagement and the specific challenges related to transport and access for patients.

• The Stakes: The proposed relocation of the Mount Vernon Cancer Centre from Northwood to Watford General Hospital site, alongside plans to increase care closer to home, has significant implications for cancer patients across Hertfordshire and surrounding areas. Ensuring equitable access to treatment, particularly for those with mobility or transport challenges, is a critical concern.
• Consultation Progress: The consultation, running from 19 January to 29 March 2026, aims to gather views on the relocation and potential new radiotherapy sites. As of 23 February 2026, 1,163 survey responses had been received. However, participation was noted as unevenly distributed geographically and demographically, prompting targeted outreach efforts.
• Transport and Access Dominant Concerns: Early findings indicate that travel and access are the primary concerns for those opposing the relocation. Issues raised include the need for adequate and affordable parking, road access to Watford, and the availability of public transport across Hertfordshire. The committee was asked to consider writing to local authorities to urge partnership in improving access to the new centre.
• Adherence to Gunning Principles: The consultation is being conducted in line with the Gunning principles, ensuring proposals are genuinely considered, information is clear, sufficient time is allowed for responses, and feedback is conscientiously taken into account. This framework is crucial for ensuring a fair and transparent process for all stakeholders.

More information on the consultation and transport considerations can be found in the agenda for the Joint Health Overview & Scrutiny Committee meeting: Joint Health Overview & Scrutiny Committee meeting on 13 March 2026.

Other Matters

The Education, SEND & Inclusion Cabinet Panel met on Wednesday, 11 March 2026. While a summary of the discussions is not yet available, the panel's remit includes overseeing policies and strategies related to education, special educational needs and disabilities, and inclusion across the county. Education, SEND & Inclusion Cabinet Panel meeting on 11 March 2026.

The Local Government Pension Scheme Local Pension Board met on Friday, 13 March 2026. The board is responsible for overseeing the effective and efficient governance of the Local Government Pension Scheme. Local Government Pension Scheme Local Pension Board meeting on 13 March 2026.