Doncaster Metripolitan Council
Councillors:
56
Wards:
22
Committees:
25
Meetings (2025):
88
Meetings (2024):
113
Meeting
Overview and Scrutiny Management Committee - Doncaster
Meeting Times
Scheduled Time
Start:
Thursday, 27th March 2025
10:00 AM
Thursday, 27th March 2025
10:00 AM
End:
Thursday, 27th March 2025
2:00 PM
Thursday, 27th March 2025
2:00 PM
Actual Time
Started:
Thursday, 27th March 2025
12:00 AM
Thursday, 27th March 2025
12:00 AM
Finished:
Thursday, 27th March 2025
12:00 AM
Thursday, 27th March 2025
12:00 AM
Meeting Status
Status:
Confirmed
Confirmed
Date:
27 Mar 2025
27 Mar 2025
Location:
Council Chamber, Civic Office, Waterdale, Doncaster DN1 3BU
Council Chamber, Civic Office, Waterdale, Doncaster DN1 3BU
Meeting Attendees
Committee Member
Conservative Group Leader
Co-Optee
Antoinette Drinkhill
Church of England Education representative
Apologies
Co-Optee
Bernadette Nesbit
Diocese of Hallam Roman Catholic Church
Apologies
Council Staff
AHW_PA
Expected
Vice-Chair
Councillor Andrea Robinson
Present, as expected
Committee Member
Councillor Leanne Hempshall
Present, as expected
Committee Member
Councillor Richard A Jones
Apologies
Committee Member
Councillor Glynis Smith
Present, as expected
Agenda
1
Apologies for absence.
Minutes
Apologies for absence were received from Councillor Gemma Cobby, Councillor Majid Khan, Councillor Richard Allen Jones and Co-optees Antoinette Drinkhill and Bernadette Nesbit.
2
To consider the extent, if any, to which the public and press are to be excluded from the meeting.
Minutes
There were no items where the public and press would be excluded from the meeting.
3
Declarations of Interest, if any.
Minutes
RESOLVED that it be noted Councillor Kidd declared that she worked for a disability organisation that provided training.
4
Minutes from the Meeting of the Overview and Scrutiny Management Committee held on 13th December 2024 and the 30th January 2025
Attachments:
- Document Minutes , 13/12/2024 Overview and Scrutiny Management Committee 19 Mar 2025
- Document OSMC Published Draft Mins 300125 19 Mar 2025
Minutes
That the minutes of the meeting held on 13th December 2024 and the 30th January 2025, be agreed as a correct record and signed by the Chair.
5
Public Statements.
[A period not exceeding 20 minutes for statements from up to 5 members of the public on matters within the Committee’s remit, proposing action(s) which may be considered or contribute towards the future development of the Committee’s work programme].
Minutes
There were no public statements made.
6
St. Leger Homes of Doncaster Limited (SLHD) Key Performance Indicators (KPIs) and Tenant Satisfaction Measures (TSMs) update for Quarter 3 ended 31 December 2024 (2024/25) and Value For Money Statement for year ended 31 March 2024 (2023/24)
Attachments:
- Document SLH Q3 Report 19 Mar 2025
- Document SLH APP D Q3 19 Mar 2025
Minutes
The Committee received a report providing performance information for Quarter 3 of the 2024/25 Financial Year and Value for Money (VFM) Statement for Year Ended 31 March 2024 (2023/24). Chris Margrave, Chief Executive of St Leger Homes attended the meeting to respond to questions and queries from Members of the Committee
The Committee asked a number of questions relating to the following areas:
Peer Group VFM Dashboard 2023/24 - Reference was made to the VFM dashboard which showed major repairs in the bottom left quartile titled as ‘relatively poor performance and low cost’. It was questioned what was behind the number one reason for complaints (which was time taken for repairs) and what progress was being made in remediating the issues. Reference was also made to KPI 10: Percentage of Emergency and Non-Emergency Repairs completed within target timescales which showed as red.
It was explained that following the pandemic there had been a backlog and high demand for repairs. It was explained that a decision had been made at an early stage to combine both the split repair service (responsive repairs) and scheduled repair service, into the one repair service. This had resulted in the backlog being removed and that all repairs were now scheduled as part of an improving position so that the customer knew when their repair was going to be undertaken. It was added that the regulators were wanting an understanding of where organisations had work in progress and were now looking at introducing a KPI to measure this. It was stated that the Council would at some point be inspected, and liaising with the regulator would be looked at very favourably as the only work in progress would be in the diaries. It was hoped that performance increases already seen would continue moving forward.
In terms of staffing resources, it was felt that there was enough staff in place, and this had been seen through improvements made in performance and in diary conditions. Members heard that the scheduling team had been moved into the One Repair team and were looking to make further improvements such as to the dynamic scheduling system. Clarification was made that the voids service was separate to the repairs service and did not share resources.
Customer Service Dissatisfaction - It was explained that that there had been a shift towards complaints made under the policy of repairs. As an example, it was explained that when a repair was being undertaken on a kitchen, the tenant had expected a brand-new kitchen and this had led to complaints. It was felt that tenant’s expectations were now higher than they were before the pandemic.
Stock Conditions Surveys – Members were informed that significant investment had been made as a Council into stock condition surveys. It was outlined that the regulator was looking for high numbers of Stock Conditions Surveys and with around 4,000 undertaken per year, this had been responded positively to. The surveys had generated additional repairs and Category Hazards (Cat 1 and Cat 2), which had been dealt with accordingly. It was clarified that the surveys had not revealed anything new.
It was outlined that there was a dedicated Damp and Mould team within SLHD that had been formed in response to a likelihood of increased demand. It was commented that often the issues were not down to the property condition. Members heard how advice could be provided around insulation and adequate heating for the home to avoid condensation (that would ultimately be creating issues around damp and mould). It was outlined that there had been a number of Keep in Touch (KIT) visits with those tenants who had not engaged with SHLD. It was explained that those visits had also created demands on the repair service but that there was a very small number of properties which had had significant issues with damp, mould, and condensation.
There was a brief discussion around the benefits of installing humidifiers. Members were informed that a trial was being undertaken within SLHD using Positive Input Ventilation (PIV) units and early indications showed that they were effective for respiratory issues and skin conditions and not just with damp and mould.
KPI 3: Average Days to Re-let Standard Properties – It was noted that the average number of days to re-let a property was increasing. Information was sought on whether this was a continuing trend and what was being done to reduce this. Members heard there was a challenging environment around the voids service being 15 plus years away from decent homes. It was explained that there were a number of voids that required industrial cleans and gardens that needed significant work being undertaken. It was explained that the voids team were also undertaking acquisitions, with 120 properties being acquired this year on top of the normal workload of 250 voids. Members were informed that additional contractors had been engaged to help turn voids around (be it an acquisition or void). It was noted that performance was at Quartile 1, was not quite meeting targets and embarking on a void’s excellence programme reviewing key-to-key processes and making sure that the team was adequately resourced. Members were informed that there was a confidence that this indicator would move towards its target and that a positive trajectory had already been seen over the last 2-3 months. It was confirmed that SLHD would engage with incoming tenants to see whether they wanted to keep existing carpets and floor coverings in good condition, and that suitable furniture was taken to the storage facility for future use.
Career Start Activity and Apprenticeships – Members heard that there was an intention to increase the number of apprenticeships within the organisation. It was explained that this relied on including an appropriate mentor and that there were available placements with an offer of employment at the end of it. Members were told that the organisation was now starting to see apprentices having completed the scheme becoming mentors for future apprentices. It was added that SLHD would like to see a variation in how apprenticeships were selected rather than one that just required good grades. It was also noted that SLHD operated the World of Work scheme offering basic skills training and potentially leading to the apprenticeship scheme and onwards.
RESOLVED that the Committee note.
a. The progress of SLHD’s performance and the contribution SLHD makes to supporting City of Doncaster Council’s (CDC) strategic priorities; and
b. The annual VFM Statement for 2023/24.
The Committee asked a number of questions relating to the following areas:
Peer Group VFM Dashboard 2023/24 - Reference was made to the VFM dashboard which showed major repairs in the bottom left quartile titled as ‘relatively poor performance and low cost’. It was questioned what was behind the number one reason for complaints (which was time taken for repairs) and what progress was being made in remediating the issues. Reference was also made to KPI 10: Percentage of Emergency and Non-Emergency Repairs completed within target timescales which showed as red.
It was explained that following the pandemic there had been a backlog and high demand for repairs. It was explained that a decision had been made at an early stage to combine both the split repair service (responsive repairs) and scheduled repair service, into the one repair service. This had resulted in the backlog being removed and that all repairs were now scheduled as part of an improving position so that the customer knew when their repair was going to be undertaken. It was added that the regulators were wanting an understanding of where organisations had work in progress and were now looking at introducing a KPI to measure this. It was stated that the Council would at some point be inspected, and liaising with the regulator would be looked at very favourably as the only work in progress would be in the diaries. It was hoped that performance increases already seen would continue moving forward.
In terms of staffing resources, it was felt that there was enough staff in place, and this had been seen through improvements made in performance and in diary conditions. Members heard that the scheduling team had been moved into the One Repair team and were looking to make further improvements such as to the dynamic scheduling system. Clarification was made that the voids service was separate to the repairs service and did not share resources.
Customer Service Dissatisfaction - It was explained that that there had been a shift towards complaints made under the policy of repairs. As an example, it was explained that when a repair was being undertaken on a kitchen, the tenant had expected a brand-new kitchen and this had led to complaints. It was felt that tenant’s expectations were now higher than they were before the pandemic.
Stock Conditions Surveys – Members were informed that significant investment had been made as a Council into stock condition surveys. It was outlined that the regulator was looking for high numbers of Stock Conditions Surveys and with around 4,000 undertaken per year, this had been responded positively to. The surveys had generated additional repairs and Category Hazards (Cat 1 and Cat 2), which had been dealt with accordingly. It was clarified that the surveys had not revealed anything new.
It was outlined that there was a dedicated Damp and Mould team within SLHD that had been formed in response to a likelihood of increased demand. It was commented that often the issues were not down to the property condition. Members heard how advice could be provided around insulation and adequate heating for the home to avoid condensation (that would ultimately be creating issues around damp and mould). It was outlined that there had been a number of Keep in Touch (KIT) visits with those tenants who had not engaged with SHLD. It was explained that those visits had also created demands on the repair service but that there was a very small number of properties which had had significant issues with damp, mould, and condensation.
There was a brief discussion around the benefits of installing humidifiers. Members were informed that a trial was being undertaken within SLHD using Positive Input Ventilation (PIV) units and early indications showed that they were effective for respiratory issues and skin conditions and not just with damp and mould.
KPI 3: Average Days to Re-let Standard Properties – It was noted that the average number of days to re-let a property was increasing. Information was sought on whether this was a continuing trend and what was being done to reduce this. Members heard there was a challenging environment around the voids service being 15 plus years away from decent homes. It was explained that there were a number of voids that required industrial cleans and gardens that needed significant work being undertaken. It was explained that the voids team were also undertaking acquisitions, with 120 properties being acquired this year on top of the normal workload of 250 voids. Members were informed that additional contractors had been engaged to help turn voids around (be it an acquisition or void). It was noted that performance was at Quartile 1, was not quite meeting targets and embarking on a void’s excellence programme reviewing key-to-key processes and making sure that the team was adequately resourced. Members were informed that there was a confidence that this indicator would move towards its target and that a positive trajectory had already been seen over the last 2-3 months. It was confirmed that SLHD would engage with incoming tenants to see whether they wanted to keep existing carpets and floor coverings in good condition, and that suitable furniture was taken to the storage facility for future use.
Career Start Activity and Apprenticeships – Members heard that there was an intention to increase the number of apprenticeships within the organisation. It was explained that this relied on including an appropriate mentor and that there were available placements with an offer of employment at the end of it. Members were told that the organisation was now starting to see apprentices having completed the scheme becoming mentors for future apprentices. It was added that SLHD would like to see a variation in how apprenticeships were selected rather than one that just required good grades. It was also noted that SLHD operated the World of Work scheme offering basic skills training and potentially leading to the apprenticeship scheme and onwards.
RESOLVED that the Committee note.
a. The progress of SLHD’s performance and the contribution SLHD makes to supporting City of Doncaster Council’s (CDC) strategic priorities; and
b. The annual VFM Statement for 2023/24.
7
City of Doncaster Council 2024-25 Quarter 3 Finance and Performance Improvement Report
Attachments:
- Document OSMC F&P Qtr 3 Report App Ver 2 270325 19 Mar 2025
Minutes
The Committee considered a report that provided the 2024-25 Quarter 3 Finance and Performance information, with the following areas highlighted:
· Largely a stable position delivering on service standards within the available resources.
· Projected overspend position of £1.2m with resources having been provided for it.
· 75 service standards with majority on track or on the border but overall, there were fewer service standards in red then at Quarter 2.
The Committee asked a number of questions relating to the following.
areas:
Dedicated Schools Grant – Reference was made to the position that was still increasing and the extent of the growth that was flattening, demonstrating some positives. The Committee was reminded that there had been a number of Members seminars providing information about the overall position. It was continued that discussions had taken place with the Department of Further Education (DFE) around managing the position and they had offered a small amount of money to support arrangements that would reduce the overall impact. It was noted that this had not made great deal of difference and that other local authorities had had their deficit wiped out. It was stated that the estimated deficit for the national position was £5billion and that the statutory override was due to finish March 2026 before something radical needed to happen. This consisted of either changing the parameters on how the deficit arrives or by providing additional resources.
Reference was made to 10 key areas within the annual governance statement outlining how the Council will try and manage the overall pressure down. It was stated that the position was recognised and would be reported on a quarterly basis, and as part of annual governance statements received by the Audit Committee through a number of governance arrangements being undertaken.
Out of Authority (OOA) Placements – Members were reminded that the strategy was about keeping children in Doncaster and as close as possible to mainstream schooling. It was noted that the action plan was largely covered by the Annual Governance Statement which talked about the alternative provision. Members heard that there were some capital resources, and it was being looked at how some sort of enhancement can be provided within schools in order to support that alternative provision. It was noted that a report had been received by Cabinet that outlined the extent of what significant investment was needed to mainstream children that received additional support through this provision (which was not considered affordable within current resources).
It was explained that the Annual Governance Statement talked about how schools had been asked to provide more of their mainstream funding (increasing from 8% to 11%) and therefore by targeting more of their core funding. It was recognised that it was a challenging environment being operated within and was about working together to support the children as local as possible within a community setting. Members were informed that the Annual Governance Statement was being updated for Audit Committee on the 24th of April 2025 and included actions that were reported in the final Annual Governance Statement.
It was explained that complexities with certain children meant that they would not be able to go to a local alternative provision. It was acknowledged that although there was a local good stock, it was hoped that this would increase, and regular market engagements were taking place. It was explained that alternative provision was a part the new Sufficiency Strategy for children with additional needs. It was noted that forecasting what the needs of children and young people would be over the next 3-5 years, would allow us to shape the market better than we have done before.
It was later clarified that although there wasn’t a waiting list for alternative providers and a Panel could take 10 days to make a decision.
Tackling Climate Change
Solar Panels – It was explained that solar panels were already taking place with 800 installed on SLHD stock. It was viewed as a pivotal part of the next stage council house build programme, although one of the challenges was around cost. It was noted that new council houses were being built, with seven sites in phase 1 and 2 and would all have solar panels installed on them. Members heard that SYMCA was looking to draw down money for retrofit to make the houses more thermal efficient (include cladding). It was considered that thermal efficiency should be a key consideration going forward and a move away from a more traditional wet build system to something higher density and modular based.
Members were told that there would be an opportunity to look at the future of existing and new council housing to consider more sustainable methods in line with Government Policy. It was viewed that this could present a challenge with 22,000 existing council properties (30 to 40 years old) as well as new ones being built. It was acknowledged that council house stock cost more than private developments as the longer-term gain would be to save on maintenance.
In terms of non-residential stock, it was recognised that there were challenges faced from the work undertaken around community lettings. It was recognised that although considered valuable to the community, those buildings were part of an ageing stock. It was felt that there was a need to make sure that any investment was targeted well to achieve better facilities for the community rather than have a number of different facilities that could not be maintained to a better standard.
Safer, Stronger, Cleaner Greener Communities
Fly-Tipping - Members were informed that going towards the end of the 2024/25 municipal year, there had been 12 prosecutions with 25 cases pending (totalling a potential number of 47 over a 12-month period). The Committee was told that the outcome of the case (including prosecutions) often proved to be the deterrent and could send out a clear message. Members were informed that 4 years ago there was a 3000-case backlog of fly-tipping reports that could not be dealt with within a 7-day turnover. It was explained that following a review of how resources were deployed and how the approach to fly tipping was managed, 99.5% of fly tipping was now being collected within a 7-day period (subject to certain restrictions).
Healthier, Happier and Longer Lives
CQC - It was explained that in terms of CQC registration, there was a number of elements involved. It was outlined that whenever there was a change to a registration, the old CQC registration would be closed as part of an archived record and a new CQC registration entered into, meaning that the provider would show as “not rated”. Members were informed that there were 2 older people care homes in the area showing as “not rated” but have had CQC registrations in the past. Reference was made to the CQC issuing information about timings around inspections and shortening the time it took to complete an inspection. Members were informed that where concerns were received then steps would be taken to engage with the provider to help them improve their service whilst ensuring that the Council maintained some oversight.
Adaptations – It was explained that the adaptations service covered both children and adult’s adaptations and that all agreed adaptations went through the Occupational Therapy team (consisting of both adults and children’s Occupational Therapists). It was stated that the Occupational Therapist would have undertaken work with the individual on how to best meet their need with the adaptation now and going forward. It was viewed that this way of working would not be changing in the future.
Promote Borough / Sports / Culture
Library Running Costs - An explanation was sought around the saving of £120K by reducing running costs of libraries. It was explained that in 2023/24, a number of savings were identified through making operational savings in relation to the running of our assets as part of the budget. It was advised that the greatest opportunity that could be delivered on the programme was about developing greater multi-use in community settings with the biggest driver to address the backlog of maintenance within the asset base. It was explained that there would be a choice of either significantly investing in those assets which would have a revenue consequence of paying for the debt or by looking at consolidating services together and achieving a better utilisation in a community setting. It was outlined that the Council was 2 years into the Asset Rationalisation Programme, and it was taking more time to reach the right outcome due to taking s multi-disciplinary approach with a number of stakeholders. Concern was raised by a Member, that when a building was closed the service was not necessarily being replaced within that community. A further question was asked about a school roof in Auckley that had been put back to Spring.
ACTION: For a response to be provided outside of the meeting.
It was noted that delivery against performance targets wasn’t happening quick enough. Members were informed that the External Auditor (as part of their Value for Money Assessment) had indicated that greater transparency and reporting were required in terms of delivering the savings. It was also explained that the Asset Rationalisation Programme also involved coordinating the resources within communities (as well as the Council’s) which required a great deal of engagement.
Members complimented the work and approach taken around assets within their own communities.
It was explained that there had been a slippage of £480K in Quarter 3 because of the approach taken as part of the budget setting process. Members heard that when the budget was set, the Council had incorporated a pressure of £838K for 2025/26 recognising what savings had been put in place and what was forecast to be delivered.
A Member referred to the new facility in Stainforth and asked what happened to vacant buildings and money received from them. It was explained that capital monies had been received as part of the Town Fund deal and was not revenue. It was explained that consideration of the revenue of those assets combined had been taken whilst looking at the closeness and proximity of all the other assets in Stainforth. It was outlined that more could be achieved from a new facility within the existing budget based on square footage. It was explained that the money received would contribute towards the running costs of the new facility, which was a better operational unit.
A further query was made about what happened with the money brought in from buildings that had been disposed of to date. It was explained that if the building and land was owned by Council, then there was a schedule of capital receipts which would be placed into the Capital Programme.
Child and Family Friendly Borough
Referrals and Repeat Referrals - In terms of referrals and repeat referrals remaining high and higher than comparators, it was asked how long the appreciative enquiry model had been in place and how soon would a reduction in the numbers for both measures be expected. It was explained that it had launched on the 27th of January 2025 and had taken longer in term of preparing organisations that predominantly put referrals through. Members were informed that there had been a slight reduction in the contacts to the front door although it was considered early for data to be reviewed. It was hoped that the Council would be in a position to see its impact in approximately 6 months.
Saving in social care through vacancies - Members were informed that £282K was the whole directorates vacancy management target, which was managed routinely as part of its financial management. It was explained that the reference to enhancing social care was in relation to bringing in policies and processes around children’s social care that had been managed externally by the Council and the Trust, in line with what had done corporately. It was added that there was a robust process in place whereby a vacancy was reviewed on its own merit. It was noted that monthly monitoring would take place around each portfolio’s vacancies, retention, and recruitment rates through the Directorate Leadership Team.
Foster Carers Recruitment – In terms of Foster Carers recruitment, Members were informed that this had been quite successful and had been supported by bringing the Doncaster Children’s Trust back into the Council. It was explained that the Fostering Service had been relaunched and rebranded at the end of April 2023 with an upward trend in the number of enquiries (23% increase from 2023/24 and 118% increase on the previous year). It was explained that the issue was about converting those enquiries into the passing of assessments to become Foster Carers. Members heard that there had been seven fostering households approved in this academic year with another pending. These households would offer a capacity of up to 12 children although this had been offset with a potential loss of 3 prospective households fostering out care because of the assessment process or because the fosterers had reached a certain age due. Members heard that the priorities for families and children in the Sufficiency Plan included increasing the number of foster carers (particularly in-house ones) and reducing the number of agency carers (with 75% of children in care in some sort of family or kinship placement).
Concern was raised regarding the proportion of foster carers who were reaching a certain age. It was noted that this had not been raised as a particular issue although it was recognised that there were benefits from having different demographics in place. Members were assured that there were networks of Foster Carers peer support in place.
Action: To provide a breakdown of Foster Carer ages.
Regarding agency staff, it was outlined that from 18 months ago this had reduced from 46 to around 19 within children’s social care. It was acknowledged that certain agency staff were in long-term positions. It was noted that although agency staff sometimes convert to become employees of the Council, many preferred the terms of the agency.
ACTION: Breakdown of of agency staff numbers to be provided.
Developing the Skills to Thrive in Life and Work
Trailblazer Funding (Pathways to Work) - The Committee were updated on the £10 million Trailblazer Funding (Pathways to Work) to support inactive people into work. Members were reminded of the purpose of the Trailblazer project and provided with an overview of the current system (with 55 programmes available in South Yorkshire) as well as what was available within the Council. It was outlined that the aim was to work with what was already in place and build on our strengths, particularly with voluntary and community organisations. The Committee was told that conversations were taking place around how local employment support could be connected with all other health support that was in the community. It was hoped that the initial 1-year commitment became a 4-year commitment which needed to be determined through the spending review. Members expressed that they were pleased to hear that it was about the journey rather than work being the destination. It was explained that although there was an overall figure to help into work (400 for Doncaster over the next year), it was about bringing system changes, about learning and doing things differently.
NEETS - In terms of what could be done to increase the study programmes for children with NEETS, it was explained that the default position was to try and get NEETS children back into education. The Committee was informed of what was taking place and examples included Oracle Learning, health and beauty, motor trade, army preparation, YMCA training and a number of local providers that provided local study programmes. It was continued that future work involved working with Pathways to Work and South Yorkshire raising participation group. This involved South Yorkshire Local Authorities coming together to seek and explore opportunities around how we can bolster market to provide more study programmes. It was outlined that there was support for schools and colleges for apprentices which was funded by the DFE and delivered in Doncaster by the Council, working with pupils aged 14 years to A-level age increasing their knowledge of apprenticeships and other technical qualities. It was acknowledged that more could be done in this area.
SEMH Hubs in Schools – In relation to SEMH hubs in schools, it was stated that reports had been positive to date. Members heard that there were Quality Assurance teams who checked the quality of these provisions with one inspection and feedback from Children’s and Families being really positive. It was noted that there would be future external inspections taking place monitoring these provisions.
Elected Home Education (EHE) - Reference was made to the work being undertaken around Elective Home Education and that families were asked to provide evidence annually of suitable education provided for children. Members were informed of the previous DFE guidance which meant that although the Local Authority could have undertaken great work, there was no legal recourse. It was reported that the Children’s Wellbeing at Schools Bill second reading had passed through Parliament on the 8th of January 2025. It was outlined that schools and the Local Authority would need a register of electively home educated children. It was explained that if the child was deemed as vulnerable (child in need or child of protection) then there was evidence that the Local Authority could oppose Elective Home Education and insist that the child was educated in a school setting. It was continued that this would also strengthen Section 437 (referred to as the School Attendance Order under the Education Act) and suitability, when the Local Authority would assess how suitable the child or young person’s education was. Members were informed that of 1162 children (who were known to be electively home educated) who had been contacted, that 709 (approx. 60%) had been deemed to have a suitable education. A further 20-30% of children were in the process of having information gathered on them as part of a phased approach. It was thought that there were about 104 children not receiving a suitable education for which there were certain courses and support that an Education Welfare Officer could offer. Concern was raised as it was felt schools not only offered an education but an opportunity to also learn social skills, including those with learning disabilities. It was responded that for any child with a Social Worker or that was deemed to be a child in need, that if approved, the new Bill would strengthen what could be done. It was added that efforts would be made to proactively get them involved in social activities. In terms of school absence, it was noted that this was a parental, school and Local Authority responsibility and reference was made to what action could be undertaken. Comments were raised regarding whether there were links with SEND, EHE and persistent absenteeism.
RESOLVED that the Committee note and comment on the quarter 3 performance and financial information.
· Largely a stable position delivering on service standards within the available resources.
· Projected overspend position of £1.2m with resources having been provided for it.
· 75 service standards with majority on track or on the border but overall, there were fewer service standards in red then at Quarter 2.
The Committee asked a number of questions relating to the following.
areas:
Dedicated Schools Grant – Reference was made to the position that was still increasing and the extent of the growth that was flattening, demonstrating some positives. The Committee was reminded that there had been a number of Members seminars providing information about the overall position. It was continued that discussions had taken place with the Department of Further Education (DFE) around managing the position and they had offered a small amount of money to support arrangements that would reduce the overall impact. It was noted that this had not made great deal of difference and that other local authorities had had their deficit wiped out. It was stated that the estimated deficit for the national position was £5billion and that the statutory override was due to finish March 2026 before something radical needed to happen. This consisted of either changing the parameters on how the deficit arrives or by providing additional resources.
Reference was made to 10 key areas within the annual governance statement outlining how the Council will try and manage the overall pressure down. It was stated that the position was recognised and would be reported on a quarterly basis, and as part of annual governance statements received by the Audit Committee through a number of governance arrangements being undertaken.
Out of Authority (OOA) Placements – Members were reminded that the strategy was about keeping children in Doncaster and as close as possible to mainstream schooling. It was noted that the action plan was largely covered by the Annual Governance Statement which talked about the alternative provision. Members heard that there were some capital resources, and it was being looked at how some sort of enhancement can be provided within schools in order to support that alternative provision. It was noted that a report had been received by Cabinet that outlined the extent of what significant investment was needed to mainstream children that received additional support through this provision (which was not considered affordable within current resources).
It was explained that the Annual Governance Statement talked about how schools had been asked to provide more of their mainstream funding (increasing from 8% to 11%) and therefore by targeting more of their core funding. It was recognised that it was a challenging environment being operated within and was about working together to support the children as local as possible within a community setting. Members were informed that the Annual Governance Statement was being updated for Audit Committee on the 24th of April 2025 and included actions that were reported in the final Annual Governance Statement.
It was explained that complexities with certain children meant that they would not be able to go to a local alternative provision. It was acknowledged that although there was a local good stock, it was hoped that this would increase, and regular market engagements were taking place. It was explained that alternative provision was a part the new Sufficiency Strategy for children with additional needs. It was noted that forecasting what the needs of children and young people would be over the next 3-5 years, would allow us to shape the market better than we have done before.
It was later clarified that although there wasn’t a waiting list for alternative providers and a Panel could take 10 days to make a decision.
Tackling Climate Change
Solar Panels – It was explained that solar panels were already taking place with 800 installed on SLHD stock. It was viewed as a pivotal part of the next stage council house build programme, although one of the challenges was around cost. It was noted that new council houses were being built, with seven sites in phase 1 and 2 and would all have solar panels installed on them. Members heard that SYMCA was looking to draw down money for retrofit to make the houses more thermal efficient (include cladding). It was considered that thermal efficiency should be a key consideration going forward and a move away from a more traditional wet build system to something higher density and modular based.
Members were told that there would be an opportunity to look at the future of existing and new council housing to consider more sustainable methods in line with Government Policy. It was viewed that this could present a challenge with 22,000 existing council properties (30 to 40 years old) as well as new ones being built. It was acknowledged that council house stock cost more than private developments as the longer-term gain would be to save on maintenance.
In terms of non-residential stock, it was recognised that there were challenges faced from the work undertaken around community lettings. It was recognised that although considered valuable to the community, those buildings were part of an ageing stock. It was felt that there was a need to make sure that any investment was targeted well to achieve better facilities for the community rather than have a number of different facilities that could not be maintained to a better standard.
Safer, Stronger, Cleaner Greener Communities
Fly-Tipping - Members were informed that going towards the end of the 2024/25 municipal year, there had been 12 prosecutions with 25 cases pending (totalling a potential number of 47 over a 12-month period). The Committee was told that the outcome of the case (including prosecutions) often proved to be the deterrent and could send out a clear message. Members were informed that 4 years ago there was a 3000-case backlog of fly-tipping reports that could not be dealt with within a 7-day turnover. It was explained that following a review of how resources were deployed and how the approach to fly tipping was managed, 99.5% of fly tipping was now being collected within a 7-day period (subject to certain restrictions).
Healthier, Happier and Longer Lives
CQC - It was explained that in terms of CQC registration, there was a number of elements involved. It was outlined that whenever there was a change to a registration, the old CQC registration would be closed as part of an archived record and a new CQC registration entered into, meaning that the provider would show as “not rated”. Members were informed that there were 2 older people care homes in the area showing as “not rated” but have had CQC registrations in the past. Reference was made to the CQC issuing information about timings around inspections and shortening the time it took to complete an inspection. Members were informed that where concerns were received then steps would be taken to engage with the provider to help them improve their service whilst ensuring that the Council maintained some oversight.
Adaptations – It was explained that the adaptations service covered both children and adult’s adaptations and that all agreed adaptations went through the Occupational Therapy team (consisting of both adults and children’s Occupational Therapists). It was stated that the Occupational Therapist would have undertaken work with the individual on how to best meet their need with the adaptation now and going forward. It was viewed that this way of working would not be changing in the future.
Promote Borough / Sports / Culture
Library Running Costs - An explanation was sought around the saving of £120K by reducing running costs of libraries. It was explained that in 2023/24, a number of savings were identified through making operational savings in relation to the running of our assets as part of the budget. It was advised that the greatest opportunity that could be delivered on the programme was about developing greater multi-use in community settings with the biggest driver to address the backlog of maintenance within the asset base. It was explained that there would be a choice of either significantly investing in those assets which would have a revenue consequence of paying for the debt or by looking at consolidating services together and achieving a better utilisation in a community setting. It was outlined that the Council was 2 years into the Asset Rationalisation Programme, and it was taking more time to reach the right outcome due to taking s multi-disciplinary approach with a number of stakeholders. Concern was raised by a Member, that when a building was closed the service was not necessarily being replaced within that community. A further question was asked about a school roof in Auckley that had been put back to Spring.
ACTION: For a response to be provided outside of the meeting.
It was noted that delivery against performance targets wasn’t happening quick enough. Members were informed that the External Auditor (as part of their Value for Money Assessment) had indicated that greater transparency and reporting were required in terms of delivering the savings. It was also explained that the Asset Rationalisation Programme also involved coordinating the resources within communities (as well as the Council’s) which required a great deal of engagement.
Members complimented the work and approach taken around assets within their own communities.
It was explained that there had been a slippage of £480K in Quarter 3 because of the approach taken as part of the budget setting process. Members heard that when the budget was set, the Council had incorporated a pressure of £838K for 2025/26 recognising what savings had been put in place and what was forecast to be delivered.
A Member referred to the new facility in Stainforth and asked what happened to vacant buildings and money received from them. It was explained that capital monies had been received as part of the Town Fund deal and was not revenue. It was explained that consideration of the revenue of those assets combined had been taken whilst looking at the closeness and proximity of all the other assets in Stainforth. It was outlined that more could be achieved from a new facility within the existing budget based on square footage. It was explained that the money received would contribute towards the running costs of the new facility, which was a better operational unit.
A further query was made about what happened with the money brought in from buildings that had been disposed of to date. It was explained that if the building and land was owned by Council, then there was a schedule of capital receipts which would be placed into the Capital Programme.
Child and Family Friendly Borough
Referrals and Repeat Referrals - In terms of referrals and repeat referrals remaining high and higher than comparators, it was asked how long the appreciative enquiry model had been in place and how soon would a reduction in the numbers for both measures be expected. It was explained that it had launched on the 27th of January 2025 and had taken longer in term of preparing organisations that predominantly put referrals through. Members were informed that there had been a slight reduction in the contacts to the front door although it was considered early for data to be reviewed. It was hoped that the Council would be in a position to see its impact in approximately 6 months.
Saving in social care through vacancies - Members were informed that £282K was the whole directorates vacancy management target, which was managed routinely as part of its financial management. It was explained that the reference to enhancing social care was in relation to bringing in policies and processes around children’s social care that had been managed externally by the Council and the Trust, in line with what had done corporately. It was added that there was a robust process in place whereby a vacancy was reviewed on its own merit. It was noted that monthly monitoring would take place around each portfolio’s vacancies, retention, and recruitment rates through the Directorate Leadership Team.
Foster Carers Recruitment – In terms of Foster Carers recruitment, Members were informed that this had been quite successful and had been supported by bringing the Doncaster Children’s Trust back into the Council. It was explained that the Fostering Service had been relaunched and rebranded at the end of April 2023 with an upward trend in the number of enquiries (23% increase from 2023/24 and 118% increase on the previous year). It was explained that the issue was about converting those enquiries into the passing of assessments to become Foster Carers. Members heard that there had been seven fostering households approved in this academic year with another pending. These households would offer a capacity of up to 12 children although this had been offset with a potential loss of 3 prospective households fostering out care because of the assessment process or because the fosterers had reached a certain age due. Members heard that the priorities for families and children in the Sufficiency Plan included increasing the number of foster carers (particularly in-house ones) and reducing the number of agency carers (with 75% of children in care in some sort of family or kinship placement).
Concern was raised regarding the proportion of foster carers who were reaching a certain age. It was noted that this had not been raised as a particular issue although it was recognised that there were benefits from having different demographics in place. Members were assured that there were networks of Foster Carers peer support in place.
Action: To provide a breakdown of Foster Carer ages.
Regarding agency staff, it was outlined that from 18 months ago this had reduced from 46 to around 19 within children’s social care. It was acknowledged that certain agency staff were in long-term positions. It was noted that although agency staff sometimes convert to become employees of the Council, many preferred the terms of the agency.
ACTION: Breakdown of of agency staff numbers to be provided.
Developing the Skills to Thrive in Life and Work
Trailblazer Funding (Pathways to Work) - The Committee were updated on the £10 million Trailblazer Funding (Pathways to Work) to support inactive people into work. Members were reminded of the purpose of the Trailblazer project and provided with an overview of the current system (with 55 programmes available in South Yorkshire) as well as what was available within the Council. It was outlined that the aim was to work with what was already in place and build on our strengths, particularly with voluntary and community organisations. The Committee was told that conversations were taking place around how local employment support could be connected with all other health support that was in the community. It was hoped that the initial 1-year commitment became a 4-year commitment which needed to be determined through the spending review. Members expressed that they were pleased to hear that it was about the journey rather than work being the destination. It was explained that although there was an overall figure to help into work (400 for Doncaster over the next year), it was about bringing system changes, about learning and doing things differently.
NEETS - In terms of what could be done to increase the study programmes for children with NEETS, it was explained that the default position was to try and get NEETS children back into education. The Committee was informed of what was taking place and examples included Oracle Learning, health and beauty, motor trade, army preparation, YMCA training and a number of local providers that provided local study programmes. It was continued that future work involved working with Pathways to Work and South Yorkshire raising participation group. This involved South Yorkshire Local Authorities coming together to seek and explore opportunities around how we can bolster market to provide more study programmes. It was outlined that there was support for schools and colleges for apprentices which was funded by the DFE and delivered in Doncaster by the Council, working with pupils aged 14 years to A-level age increasing their knowledge of apprenticeships and other technical qualities. It was acknowledged that more could be done in this area.
SEMH Hubs in Schools – In relation to SEMH hubs in schools, it was stated that reports had been positive to date. Members heard that there were Quality Assurance teams who checked the quality of these provisions with one inspection and feedback from Children’s and Families being really positive. It was noted that there would be future external inspections taking place monitoring these provisions.
Elected Home Education (EHE) - Reference was made to the work being undertaken around Elective Home Education and that families were asked to provide evidence annually of suitable education provided for children. Members were informed of the previous DFE guidance which meant that although the Local Authority could have undertaken great work, there was no legal recourse. It was reported that the Children’s Wellbeing at Schools Bill second reading had passed through Parliament on the 8th of January 2025. It was outlined that schools and the Local Authority would need a register of electively home educated children. It was explained that if the child was deemed as vulnerable (child in need or child of protection) then there was evidence that the Local Authority could oppose Elective Home Education and insist that the child was educated in a school setting. It was continued that this would also strengthen Section 437 (referred to as the School Attendance Order under the Education Act) and suitability, when the Local Authority would assess how suitable the child or young person’s education was. Members were informed that of 1162 children (who were known to be electively home educated) who had been contacted, that 709 (approx. 60%) had been deemed to have a suitable education. A further 20-30% of children were in the process of having information gathered on them as part of a phased approach. It was thought that there were about 104 children not receiving a suitable education for which there were certain courses and support that an Education Welfare Officer could offer. Concern was raised as it was felt schools not only offered an education but an opportunity to also learn social skills, including those with learning disabilities. It was responded that for any child with a Social Worker or that was deemed to be a child in need, that if approved, the new Bill would strengthen what could be done. It was added that efforts would be made to proactively get them involved in social activities. In terms of school absence, it was noted that this was a parental, school and Local Authority responsibility and reference was made to what action could be undertaken. Comments were raised regarding whether there were links with SEND, EHE and persistent absenteeism.
RESOLVED that the Committee note and comment on the quarter 3 performance and financial information.
8
Overview and Scrutiny Work Plan 2024-25 and Councils Forward Plan of Key Decisions
Attachments:
- Document MASTER WORK PLAN FINAL 202425 19 Mar 2025
- Document Forward Plan for the Period 1st April to 31st July 2025 Cabinet 19 Mar 2025
Minutes
The Committee gave consideration to the Overview and Scrutiny Work Plan and the Council’s Forward Plan of key decisions.
RESOLVED that the report be noted.
RESOLVED that the report be noted.
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