How pathetic that you cannot buy hot food in Hereford after 1.30am!
This stupid idea of Hereford Council I assume is designed to prevent a build up of people coming out of nightclubs...well guess what? It does not work! Because now people que at the sandwich bar in Commercial Road or in the 24 hour garage.
So why can we not buy hot food? It's no wonder many people think the nightlife and everything else is so poor and choose to avoid Hereford altogether! This Council needs to have a rethink and get into the 21st Century!
Hereford is becoming like a ghost town both during the day and night!
I have written to the Hereford Times expressing my opinion and quite a lot of other locals too
12,494 Views · 224 Replies ( Last reply by Colin James )
I am sure that a couple of posters will give good and valued reason why there are no Uniform Police Officers in High Town area but I will refer back to the last line of the previous paragraph.
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150 Views · 6 Replies ( Last reply by twowheelsgood )
I was parked in the Welsh Club car park for no more than about 10 minutes early this morning, while I dropped off my son to play football on the meadows, when I got back there was a guy putting a ticket on my car. I have been told by a friend now that I should not pay it because it is not a penalty, can anyone else through any light on this please?
8,979 Views · 47 Replies ( Last reply by Colin James )
When is a Director of Law not a Director of Law? When he's on a suspension...
833 Views · 19 Replies ( Last reply by bobby47 )
This situation has been referred to in other threads but it seems to be reaching the end game. I am not party to all the details and facts but I do know some - and I do know some that I shouldn't know.
A council Assistant Director called Kathy Roberts left her post in 2011 with a large pay-off : the Hereford Times reported it as over £70k. When she left the building she was under investigation for wrongdoing.
She took up the post of deputy head of Barrs Court a month later. The head of Barrs court was known to be nearing retirement
In September 2013 she became head of Barrs Court.
In January 2014 she was suspended for alleged wrongdoing.
She has now "resigned".
- On how many occasions during her 2 years in the council were there serious grievances and/or compensation paid to those working under her?
- Was Barrs Court aware of any of the above either in 2011 or 2013?
- Has the alleged wrongdoing at Barrs Court been the subject of a completed investigation - ?
-Has she been allowed to resign before being held accountable?
-Has a compromise agreement been signed?
-Has money been paid to her in relation to her resignation?
-If so, who has paid it?
- What role did the council (who wanted to keep the whole situation top secret) play in the last 6 months?
-Why is the Hereford Times joining the council in keeping it all secret?
- Would anyone at all, from the school, the council or the governors like to explain and justify this whole sorry saga of failure and wrongdoing being rewarded and hidden, and vulnerable children being shortchanged - I suspect not.
Whilst not comparable in detail to this situation, the principle of allowing people suspected of wrongdoing to quietly move on rather than being held accountable has led to some dreadful situations in this country. Yet it still, seemingly, goes on. And no amount of temporary social workers can cure a mindset that safeguards managers as a top priority.
462 Views · 15 Replies ( Last reply by Ubique )
Jim asked me if I would post the responses to his questions.
these are some answers to my questions I asked of the council contract managers of the Belfour Beatty contract.Cheers Jim
Cllr Kenyon Contract Management queries
1.Strategic partnering board "who sits on it"? No cllrs
This detail is in the contract data
Director EEC (Geoff Hughes)
Assistant Director PBC (Richard Ball)
The Service Manager (Clive Hall)
No Cllrs sit on the board, as the management of the contract is not a political function.
2.Need site of the annual plan for this year
A presentation to members is planned, also a report to Cabinet member / director re internal governance
There is no annual plan for this year (2013-14); due to the contract starting part-way through the year. The plan is being developed for the future in accordance with the contract.
3.Clause 31 ten year extension seems stacked in Balfour Beatty favour who sets the performance acceptability and can that be adjusted during the length of the contract.
These clauses allow for a ‘rolling extension’ to be awarded in return for continued acceptable performance. They are designed to keep the provider incentivised throughout the contract term, as opposed to ‘winning all extension in one chunk’. The term can be reduced in performance not maintained. The Employer also has options to reward more, and might do so to:
- Give time to re-procure;
- In return for an investment (fleet, roads);
- Some other reason that is not foreseen at this time.
4.So far have there been any dispute's with Balfour Beatty and if so how many and what cost.
No disputes, but early warning and compensation events have/are being processed.
To date 16 Early Warnings and 22 Compensation Events have been raised by both parties.
Of these, 11 Early Warnings have been closed, or are in the process of closure at a value of £40,163, which is made up of increased costs for commissioned design and build works, and 5 remain live.
Of the 22 Compensation Events, 3 have been cancelled, 10 have been accepted and closed, at a valuie of £182,480 and 9 remain live.
5.Direct fee % is 9.83% Sub-contracted fee is 9.83% unless open book 25% less or less £10,000 or less spent in one year net of vat (my info) Management agent fee 2.60% (my info)
The fee is 9.83% the application of this through the various payment mechanisms should be understood. The payment mechanisms are, lump sum (a tendered price, adjusted for the following years, in each year’s annual plan), target cost (pain/gain share, this incentivises improvement), Cost reimbursable (the cost +fee). With Lump sum the risk transfers to the Provider, but the Employer will pay for the risk in the lump sum. With target cost the risk is shared, this is a healthy partnership approach. In cost reimbursable the risk is retained by the Employer, this works well for ‘events’ that are difficult to quantify prior to them happening, such as the response to severe weather.
6.What is enhanced third party margin 0% up to £25,000 then 50%
A way of HC benefiting in enhanced third party work (work for other clients) and the way that this will spread their business overheads.
7."Good industry practice" how do we bench mark against who?
There are various benchmarks, nationally, regionally and locally. Some to be developed further, for example with other BBLP contracts.
For example there is on-going benchmarking using the National Highways and Transportation annual survey (approx. 75 LAs) and participating in their CQC (cost, quality, customers) pilot.
Aligning performance measures with other BBLP contracts will enable us to compare.
8.Performance Indicators "Need to See" agreed list (seen)
Note strategic and operational indicators, purpose of each and the fact that these are not the only measures used in the delivery of service.
Strategic measures are used to help determine future contract extension. First measurement period 2014/15 – 2015/16.
Operational measures are used to determine payment of 25% of their fee percentage each month.
Other performance measures are being developed by BBLP using their asset management system (Confirm) which is accessible to the Contract Management Team.
9.Recognised sub-contractors where is the list and how do local business's get on that list.
Sub-contractors used by the previous provider formed the basis of the BBLP list; further suppliers have been added to the list since the 1st September. BBLP have consulted the Hereford and Worcestershire Chamber of Commerce on the potential of the local supply chain and will also be holding a supplier open day in March.
Subcontractors are required to go through a stringent vetting process before they can be engaged on the Herefordshire Contract and BBLP are actively providing assistance to some of the smaller subcontractors to get through this process. The Councils Contract management have full visibility of BBLP approved sub-contractor list.
10.With new and existing staff what responsibility would Herefordshire council have regarding pensions etc
TUPE applies to transferring employees, see schedule 7 for detail . This is a complex area. BBLP have admitted body status, but broadly comparable pension schemes can be provided. Note pension fund shortfalls on termination fall to the Employer; this is equitable way of dealing with this risk.
2,306 Views · 35 Replies ( Last reply by Ubique )
474 Views · 19 Replies ( Last reply by dippyhippy )
I have been asked by several people if I would create a petition about the lack of grass/verge cutting in the County due to severe cut backs in Herefordshire Councils budget.
We the undersigned want Herefordshire Council to REVERSE it's decision to reduce grass cutting frequencies from 7 times a year to just 3 times a year in this years budget. This is a massive reduction of almost 60%!! Yet Herefordshire Council has increased the Council Tax by almost 2%.The Old Market shopping centre has recently opened at a cost of over £90 million, which will hopefully attract more people to Hereford and grow our local economy, however, Hereford looks a mess, all the grass and verges are overgrown and this will lead to treble the amount of work required when they eventually get around to it, which is false economy.This online petition has been launched in a bid to persuade Herefordshire Council to reverse the decision and restore Hereford back to a more attractive standard.Why is this important?We believe that this is a necessary course of action in order to attract investment and economic benefit back to Hereford.The state of our Herefordshire also discourages potential investors and tourism alike from visiting the County, this is potentially an economic disaster for Hereford.
12,420 Views · 331 Replies ( Last reply by Denise Lloyd )
96 Views · 3 Replies ( Last reply by Paul Jones )
HEREFORDSHIRE Council has created a new £90,000 a year role and extended the interim contracts of two top bosses – one of which is worth £147,000 a year.That new role revises the grading and job title of solicitor to the council to Assistant Director, Governance.The council says the post and its £90,000 salary reflects changes in the role and its responsibilities.Chief finance officer Peter Robinson and Director of Adults Well-Being Helen Coombes have had their interim contracts with the council extended to September next year. All three changes have been backed by the council’s employment panel.The panel was told that the changes were necessary to “ensure continuing effective leadership” of a large proportion of the council’s key services undergoing significant change.In 12 -15 months’ time the council expects to be on “firmer foundations” with many of the ongoing changes delivered, the panel heard.This, the panel heard, was likely to “clarify” the roles in future and ensure that the posts are attractive – with greater stability – to “high calibre” internal and external candidates in future.The council’s former finance boss left in September last to be replaced, as an interim appointment, by Peter Robinson, formerly director of finance for Bristol City Council.The budget situation Mr Robinson inherited was described as “difficult and challenging” with the council having overspent in its previous financial year and forecasting a £4.5m overspend in 2013/14.External auditor, Grant Thornton had rated the authority as “red” over its reserves.Subsequently, the council has agreed a three year financial plan to deliver significant savings and replenish its reserves. It has also spent within its budget for 2013/14.Mr Robinson has also led on negotiations with Defra in securing agreement for the Waste PFI contract with Worcestershire, re-structured the council’s finance and re-procured the internal audit contract.Recently, he took on responsibility for ICT strategy and the management and client role for the ICT element of the council’s contract with Hoople.Mr Robinson is contracted through a management service provider called NEPRO. The contract for these services equates to £147,000 a year including on costs such as employers national insurance contributions and pension - on costs for council employees are in the region of 30%.The contract does not cover sickness or leave. NEPRO charge 1% of the contract cost, which is approximately £1,500 per year.Helen Coombes was appointed to her interim role in July last year to stay in post until mid 2014. She stays on to see Adults Well-Being through major social care service changes. Her total remuneration is £108k compared to a full time equivalent of £120k.The role of solicitor to the council, currently held by Bill Norman, has, over the past six months, taken on a range of additional responsibilities, most recently HR and organisation development management.Re-grading to Assistant Director level is said by the council to recognise the additional responsibilities.Additional costs for the Chief Financial Officer, approximately £30k - £15k in both 2014/15 and 2015/16 - include ongoing payments to the managed service provider, although a significant discount has been agreed for these and for a four day A week consultancy element of the contract with NEPRO.The council says the additional cost can be managed from additional savings achieved in the 2014/15 budget.The costs of continuing the current arrangements for the Director of Adults Well-Being are within the approved budget of a permanent Director post.Additional costs associated with the re-grading of the Assistant Director, Governance - including on-costs - is £13k a year with these costs met by deleting the Head of Governance post.In July last year, the council confirmed changes to its senior management structure that were expected to save nearly £200k.
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