Decisions

See attached ODR for full details

To increase the level of resource supporting the re- engagement of children and young people who are missing education or whose parents have opted to electively home educate them.

Further details on the posts can be found within the attached ODR.

Funding for these posts would come from the Opportunity Area Programme.

The Doncaster Opportunity Area Funding is time limited and has to be spent by the 31st August 2021.

Reasons for the decision are:
- The council are part of a regional collaborative group across 24 authorities that jointly procure a eTendering system for the benefits associated specifically ease of access for suppliers to contract opportunities across the region and the economies of scale associated with jointly procuring and contract managing a system.

- The current contract with Proactis for the ETendering solution (contract reference: C4713) ends on the 31st December 2021 and there are no available extensions.
- The incumbent provider did not submit a bid for the new contract so a new system will need to be implemented.
- An eTendering solution is a requirement of all public bodies captured by the Public Contracts Regulations 2015, where information relating to tendering activity must be available electronically as per regulation 22.

- In addition to the regulatory requirement in having tender documents electronically available. An eTendering solution
- North Yorkshire County Council have led the procurement on behalf of the 24 Y&H authorities and this has involved all stakeholders, including Doncaster Council, feeding into the specification and other elements of the procurement. The council’s ICT were consulted with on the specification and no technical issues were raised.

- Eight tenders were received and evaluated in line with the evaluation strategy. Four suppliers failed the minimum threshold questions and were disqualified. The tender was evaluated on 60% quality and 40% price.
- The highest scoring bidder is EU Supply (Mercell). This supplier are experienced in working on multi-authority contracts for example they currently deliver the national collaborative portal in Ireland (6,400 buying organisations) and the Blue Light portal (40 buying organisations).
- Leeds City Council will enter into the contract with Mercell UK and Doncaster Council will pay Leeds City Council for their portion through an agreement Memorandum of Understanding (MOU).

To award a replacement contract for the eTendering System used by the Council to EU Supply (Mercell UK) for 3+2+2 years from the 1st January 2022, following the conclusion of a Public Procurement compliant open procurement process conducted on behalf of the member authorities, by North Yorkshire Council. The full cost to Doncaster Council if all extensions are exercised is £92,022 (£13,146 per annum).

DMBC spend approximately £50,000 per annum on cash collection and delivery services. The service current provider is Security Plus + Ltd, who have been providing the services since 1st July 2013. The
current contract is due to expire on 30th June 2021.

Lot 8 of the ESPO Framework Agreement 324F-20 Cash Collection and Cash in Transit Services has been identified as the best route to market. This allows for Direct Award to one of three suppliers who are on the Framework. These are Security Plus + Ltd and G4S Cash Solutions (UK) Ltd and King Armoured Security.

To award a contract for ‘Cash Collection and Cash in Transit from Premises or Buildings of various types and On street and Off street car parks (including pay and display machines)’ from 1st July 2021 to Security Plus Ltd , who are the existing supplier.

This will be done under Lot 8 of the ESPO Framework Agreement 324F Cash Collection and Cash in Transit Services and will be a direct award to Security Plus + Ltd.

The initial period will be for 2 years with an option to extend for 1 further period of 2 years. The total value of the contract will be approximately £200,000.

Ownership of the network was transferred to Doncaster Council Officers shortly after its creation. Since then, the Doncaster Green Space Network (DGSN) has been organised and coordinated by various DMBC Officers, but there is no dedicated Officer support.

Currently, there is no dedicated Officer support for the DGSN. Through consultation both Doncaster Council and the community groups involved in the network have recognised the need for committed support to the DGSN. Additional support would provide the resources, skills, and
attention to facilitate the development of the DGSN. This would increase the capacity and effectiveness of the network, whilst also providing Officers with additional capacity as the network grows in efficiency and sustainability.

Working with an external organisation aligns with our values of collaboration and partnership-building. Stepping away from the current Council-centric approach, we will work collaboratively to embed strength and sustainability within the Green Space Network and Green Space Volunteering.

The strategic aims of the DGSN are to build community capacity and sustainability within its community groups to support the development of, and improve community engagement in, Doncaster’s parks and green spaces. This will also support wider priorities within the Public Health agenda by increasing physical activity and improving health and wellbeing.

This is an opportunity to improve our ways of working with the DGSN. It is important to ensure that Get Doncaster Moving’s key strategic values are incorporated in the decision-making process.
We also wish to involve members of the GSN within the subsequent recruitment or tendering process. We will continue to seek the views of members of the GSN in the future and incorporate these perspectives into future development of the network and its governance.

Appoint to the post of the Doncaster Green Space Network Co-ordinator through by an external organisation via a procurement exercise.

A suitable partner will be sourced to support and facilitate the running of the Doncaster Green Space Network over the course of the Future Parks Programme. The purpose of the network is to provide a space for community groups to collaborate, share learning, and develop their volunteering capacity.

The funding for this role is in place through Get Doncaster Moving - Doncaster Future Parks.

GDM has £165,150 funded from Sport England over 5 years, to provide a Coordinator.

Local Authorities were directed to join a Regional Adoption Agency through the Education and Adoption Act 2016 by 2020.
The key principle behind the regionalisation of adoption services is that, on a national level, children are waiting far too long to be matched and placed with their adoptive families. By pooling resources, adoption agencies are more likely to increase the choice of prospective adopters and therefore identify matches more quickly and thus reduce the time that these children remained looked after in the care of the local authority.

As a result, the driving force for the initiative was very much to improve the outcomes for looked after children with a permanence plan of adoption. It has taken 2 years to reach a position where the four local authorities are supportive of the business case (as approved by the Key Decision Report) and are fully committed to the setup of the SYRAA, satisfied that the specification will meet the following 3 criteria:

- No reduced performance
- No increased costs
- No negative impact on the Terms and Conditions of staff.

The financial implications were covered in depth within the July 2020 Key Decision report and outline that the cost of the SYRAA will be funded by the pooled budgets of the four local authorities, and any underspend or overspend allocated equally.

The impact on staff will be minimal as none of the adoption teams will move from their current location and they will remain employees of each of the local authorities.

Formal governance of the SYRAA will be provided through the South Yorkshire Regional Adoption Agency Governance Board that will be responsible for providing oversight and challenge to the regional arrangements.

It is understood that Cabinet approvals from all Local Authorities are in place.

to approve the completion of the South Yorkshire Regional Adoption Agency (“SYRAA”) Agreement enabling the implementation of a Regional Adoption Service hosted by the Doncaster Children’s Services Trust for Doncaster, Barnsley, Sheffield and Rotherham local authorities. The Service to be known as One Adoption South Yorkshire or “OASY”.
This decision is in accordance with a Key Decision on the 21st July 2020 for the Cabinet Member for Young People, Children and Schools to:
a) Agree that Doncaster adoption services should join the South Yorkshire Regional Adoption Agency (SYRAA) with Barnsley, Sheffield and Rotherham Local Authorities;
b) Agree that Doncaster Children’s Services Trust can act as lead organisation and host of the South Yorkshire Regional Adoption Agency;
c) Mandate to proceed to the detailed implementation phase for the South Yorkshire Regional Adoption Agency over the next 6 months with an anticipated ‘go live’ date of 01/01/2021; and
d) Delegate authority to the Director of Children’s Services and the Director of Social Work (DCST) in consultation with the Cabinet Member for Children, Young People and Schools, to take strategic decisions in relation to the implementation of the SYRAA.

The Council’s Revenue budget was approved at the Full Council meeting on 1st March 2021. The Council’s MTFS included £2,975,000 for additional Social Care Support grant, which was announced in the Spending Review. This funding will be allocated in 2021/22 only, to provide for additional Children Social Care pressures that are not
provided in the MTFS. The service demand pressures include over 60% more referrals in July and September compared to the previous year leading to higher numbers of Children In Need, on average 18% higher for the period September to November, greater numbers of Children with a Child Protection Plan, circa. 28% increase for the same period, and Children in Care. Although the estimated impact on the majority of the budget areas in 2021/22 is detailed in Appendix B of the Council’s Revenue Budget report, there are further areas which will be met from the £2,975,000 funding allocation, which is delegated to the Director of Learning, Opportunities and Skills and Assistant Director of Finance (Section 151) in consultation with the Portfolio Holder for Children, Young People and Skills.
The funding of £2,975,000 will be allocated as follows:
- £1,200,000 to Doncaster Children’s Services Trust (DCST) to offset the ending of funding from the Department of Education (DfE) following the revocation of the Statutory Direction for Doncaster on 31st January 2021. This will be paid to DCST as part of the normal contract payment commencing in April 2021.
- £54,000 to Doncaster Children’s Services Trust (DCST) for additional budget required to implement new Social Worker pay grades to help appoint new staff and retain existing staff as current pay grades were below neighbouring authorities, therefore the new grades make Doncaster more competitive. The additional budget required for the new Social Worker pay grades totals £198,000 but DCST will fund £144,000 of this from savings to be delivered from reducing the number of agency workers that will be required as more Social Workers are appointed and retained due to the new pay grades. This will be paid to DCST as part of the normal contract payment commencing in April 2021. Monitoring the delivery of the workforce strategy will include targets for reducing agency workers in accordance with the assumptions included in the budget. This will be monitored via the contract management meetings with DCST.
- £286,000 to Doncaster Children’s Services Trust (DCST) to invest in a Social Worker Academy. DCST are implementing plans to grow their own experienced Social Workers; two initial cohorts (6 from April 2021 for step up students and either May or June 2021 for an additional 6), and a further cohort of 12 in August 2021. The academy should deliver future year savings as the number of agency Social Workers required will reduce as the newly qualified workers caseloads increase as their experience grows. Please see appendix A Social Work Academy business case for further detail. The Director of Learning,
Opportunities and Skills will approve the release and payment of funds to DCST as required based on the information provided regarding the number of appointments made. This will be monitored via the contract management meetings with DCST.
- Up to £795,000 to Doncaster Children’s Services Trust (DCST) for additional Social Workers during 2021/22. The caseloads are monitored closely for average/maximum values and the majority of workers were carrying high caseloads due to the increased demand. Based on the estimated caseloads for 2021/22 and the recommended level per worker, it is estimated that an additional 18 Social Workers will be required to maintain caseloads at a maximum level per worker. The strategic aim is to achieve an average caseload not exceeding a range of 18 - 20 children or young people across Children’s Social Care to enable Social Workers and other practitioners to provide a high standard of practice to the children and families they work with. Please see Appendix B DSCT Case Loads Policy for further detail. This funding
will be released and paid to DCST, following agreement on the planned
recruitment to reduce the caseloads based on the latest caseload information available, taking into account the availability of social workers. The Director of Learning, Opportunities and Skills will approve the release and payment of funds as required based on the information provided. This will be monitored via the contract management meetings with DCST.
- £640,000 to be used as in year Social Care costs contingency for service reviews and any in year demand pressures on the Care Ladder. The service reviews and Care Ladder will be monitored through the contract management meetings with DCST, and the use of the Social Care costs contingency will be approved and monitored in the Council’s quarterly Finance

To approve the 2021/22 planned spend of £2,975,000 Social Care Support Grant delegated to the Director of Learning, Opportunities and Skills and Assistant Director of Finance (Section 151) in consultation with the Portfolio Holder for Children, Young People and Skills.

The music service had an audit of instruments in 2010 with findings that there were £15488 of instruments unaccounted for, no arrangements were made to write off the instruments at that time, a subsequent audit was made in March 2019 and the amount of stock that was unaccounted for was £63999 (included the previous amount of £15488). With depreciation the figure was finalised as £38399 and agreement was given to write this figure off together with a final improvement plan
to be completed with audit (all recommendations have been completed).

The service relied on a technical business support officer to support with the audit requirements of instruments, however overtime it has become apparent that the instruments require a technician to ensure that they are accounted for, they are maintained to full working order and to ensure delivery is completed as and when needed to schools/pupils. Together with other duties to support the development of the service of preparing, recording and editing video and audio of events and online content to support teaching and learning.

The technical business support officer (30 hours) left their post in April 2021 and has not been recruited too as yet due to the request of this post. Consideration was given to continue to rely on a technical business officer to support the audit requirements, however, it was felt that this required a specialist technician as workload of business support did not allow sufficient time to support the audit and maintenance of instruments to be completed to an adequate standard and following covid the requirement to produce digitally recorded resources.

If this post is approved the requirement for a technical business support officer will be reduced to a transactional business support role and hours will be reduced to 18.5 hours and savings will be approx. £9K
Pre covid the Music Service had a surplus income of approx. £20K, this would support the finances of the new role together with savings from the business support role.

Pre covid the Music Service management and business support staff were based in the Point with charges of approx. £7.5K for office space. Once restrictions are lifted further the Music Service will move the office to Bentley My Place with agreement from Dawn Hall – Local Office of the Children’s Commissioner Manager which will save the service £5 this year, £7.5K in future years.

To create a Music Technician post (Grade 7) to assist with audit requirements of instruments and to ensure that instruments are fit for purpose and that the Music Service meet the requirements of the Arts Council’s funding agreement. To also support the service in developing content to support teaching and learning.

See attached Officer Decision Record for full details

To utilise the team’s assessment budget in an alternative way; to procure fewer Best Interest Assessor (‘BIA’) assessments via Reed agency (pursuant to the current DoLS team order against the overarching framework) and instead use the available budget to employ more BIA staff in the team on fixed term contracts.

An ODR2 has been completed as the value of the change equates to approximately £74,000 of the budget that will be used to employ members of staff within the team, and will not be used to pay for BIA assessments procured via Reed.

By appointing a suitable partner via a procurement exercise, we will be able to take suitable learning through the course of the project. A partner will provide an objective view of the project's pathway and opportunity for reflection and amendment to ensure key targets are met. The insight and metrics of evaluation are defined; however, this is not exclusive and if through the learning process other identifiers are highlighted which support a sustainable evolution of our approaches they can be incorporated.

Within Get Doncaster Moving (GDM) and the Local Delivery Pilot, the process learning is invaluable in ensuring the step changes taken are understood and lessons learnt along the way. Doncaster Future parks is looking at parks provision in its entirety and wishes to emulate GDM’s successes. By appointing a partner organisation to carry out monitoring and evaluation specifically for the Future parks the evaluation and learning will complement wider evaluation across Get Doncaster Moving, mirroring a techniques allowing comparison of outputs.

To carry out a tendering exercise to appoint a partner organisation to provide monitoring and evaluation of the entire Doncaster Future Parks (DFP) project. Until March 31st 2025.

Sport England funding is secured for this element of the project to take place as part of the DFP programme. The value of the procurement exercise is for £170,000.00; This is for the Support of the monitor and evaluator (50k), the development of a forward plan (10k) and opportunity to share our learning (10k) provide reports on parks usage data (£100k).

The contract will be engaged using the Local Funding Agreement delivery partner Terms and Conditions provided by Sport England currently used on existing partner contracts.

To comply with the Secretary of States Academy Order of 11 March 2021.

Further to the academy order of the Regional Schools Commissioner issued on 11 March, 2021 the Council is required to execute all formal documentation to complete the conversion to Academy Status.

The decision record approves the appropriate instruction to the Councils Legal Department to complete and seal the documentation in order to convert New Pastures to academy status from 1 September 2021 and will join the Venn Academy Trust.

The Travel assistance service is undergoing a review and the number of children requiring assistance is increasing year on year and the current team cannot cope on a day to day basis as it is not at full capacity.

There is very little scope for additional projects which require completion in the next 12 months.

To create an additional Grade 8 Team Manager post within the Travel Assistance Service for a period of 12 months. This is to provide capacity within the existing team to undertake a number of projects and service improvements over the next 12 months. The post holder will assist existing team managers with daily management of office staff, drivers and escorts including all HR duties such as Managing Attendance, disciplinary etc.

See attached Officer Decision Record for full details

To agree to extend the temporary positions for HMP & YOI Hatfield Lakes and HMP Moorland, facilities which Doncaster Council’s library service is contracted to manage and deliver on behalf of the prison service.

The ongoing impact of the COVID-19 pandemic has necessitated the establishment of a Children’s Resilience and Recovery Programme, which in turn has impacted on
resources, in particular, front line staff to work directly with children, young people and their families.

The current pandemic has simultaneously increased the strain on families and reduced school capacity to manage early help cases, in particular step-downs from social care.
This places a risk in the system for vulnerable children and young people, especially any not in an educational setting. These often end up in a re-referral into Social Care,
placing greater pressure on an already stretched front door. Therefore, providing extra Early Help Officers in the form of Family Lead Practitioners means that educational settings will be better supported. In effect, the officers can catch the step-downs and ensure support is provided in a timely and appropriate manner.

Due to the above, this ODR seeks to establish the following posts:
? 7 FTE Family Lead Practitioners (Grade 7) temporary for 12 months
? 1 FTE Technical Business Support (Grade 6) temporary for 12 months
The Family Lead Practitioners will be managed within the Early Intervention and Localities Service.

Recruit seven temporary Family Lead Practitioners to support schools to manage children and young people who are stepped down from social care, in particular into educational settings, many of whom have Social, Emotional and Mental Health needs, with direct early help support.

Recruit one temporary Business Support Officer (Technical) to support the on-going development of the service.

Allocate funding of £216k from the Children’s Partnership Recovery and Resilience Programme approved by Cabinet on 26th January 2021.

The Council and Team Doncaster Partnership have embarked upon an ambitious programme to ensure that all individuals, communities and places feel the impact of the Doncaster Growing Together Strategy – the Partnerships guiding plan of action.
This commitment includes an agreement to develop a specific local focus of partnership working, including a major joint effort on prevention – spotting and stemming the flow of issues and concerns before they become acute. This joint local focus will be ever more important in the post Covid-19 period, and a localised, community driven approach has been agreed as a key mean to deliver the Mayor’s published Recovery and Renewal Plan.

To formally establish a temporary Localities Team to design, develop and implement the locality working model and request funding of £604,490 from the Council’s Service
Transformation Fund. Details of the roles is outlined below and a proposed structure chart attached

Section 25 of the Children and Young Persons Act requires local authorities to provide Short Breaks for families with disabled children. This is set out in the Breaks for Carers of Disabled Children Regulations 2011 (or Short Breaks Regulations 2011), which require local authorities to
do three things:
? To ensure that, when making short break provision, they have regard to the needs of
different types of carers, not just those who would be unable to continue to provide care
without a break;
? To provide a range of short breaks, as appropriate, during the day, night, at weekends
and during the school holidays; and
? To provide parents with a short breaks services statement detailing the range of available breaks and any eligibility criteria attached to them.

Following part of the Short Breaks Service Review, and through recent market engagement research. It was found that there is a limited amount of providers offering Short Break activities regularly, leaving less choice for SEND young people. The need for the Capital Grant to support new providers to register as a provider on the DPS will add extra value and sustainability to deliver additional activities for this cohort.

Following the original approved decision to proceed with the 50K Short Breaks Capital Grantfund, which supported the Local Offer and statutory duty to provide Short Breaks, and to
improve range, capacity and availability of activities across the borough. Funds were awarded as agreed by panel for successful bids. Totalling £36718.60, with an underspend of £13,281.40. (Original ODR 1718171).

This is to support the Local Offer and statutory duty to provide Short Breaks, and to improve range, capacity and availability of activities across the borough. (Original
ODR 1718171).

Following evaluation of bids by a multi-agency panel, 8 providers have been successful in securing Short Breaks Capital Grant Funding.

Following the approved decision to proceed with the Short Breaks Capital Grant fund, award the funds as agreed by panel on the 23/10/19 for successful bids is to be
actioned.

To comply with the Secretary of State’s Academy Order of 17 October 2019

Further to the academy order of the Regional Schools Commissioner issued on 17 October 2019 the Council is now required to execute all formal documentation necessary to complete the conversion to academy status.

This decision record approves the appropriate instruction to the Council’s Legal section to complete and seal the appropriate documentation in order for Hawthorn Primary to convert to academy status on 1 March 2020 as a converter academy. It is proposed that Hawthorn Primary will join a Multi Academy Trust – Empowering Minds Academy Trust.

See attached Officer Decision Record for full details

Option 2 which provides increased capacity of DANs whilst providing the extended reach of the Service to standard and
medium risk DVA referrals whilst linking with communities and localities and tackling both the stigma and acceptance of DVA in local communities.

See attached Officer Decision Record for full details

To fund via grant money, under Local Authority Test and Trace support Grant Conditions, the continuation of the IPC specialist nursing service in the community (care homes) from 1.4.2021 to 31 March 2022. The service is currently provided by contribution of IPC nursing capacity from Doncaster Bassetlaw Teaching Hospital (DBTH), which consists of 2 nurses from DBTH (1 wte Band 8A; and 0.4 wte Band 6) at a total cost of £98,115.

See attached Officer Decision Record for full details

To Grant Supplier Relief as detailed in the attached Officer Decision Record.

This decision is based on documentary evidence provided by the providers and assessed by Financial Management and the Schools Transport Team

See attached ODR for full details

To grant supplier relied as outlined in the attached Officer Decision Record

This decision was based on documentary evidence supplied by the providers and assessed by Financial Management and the Schools Transport Team.

See attached ODR for full details

To extend the current contract until 1 October 2021

There is a statutory requirement to publish a Post 16 Transport Policy Statement by 31st May each year in accordance with the Home to School Statutory Travel and Transport Guidance published by the Government in 2014.

There is a statutory requirement to publish a Post 16 Transport Policy Statement by 31st May each year. Following legal advice a consultation on the proposed policy for the 2021/2022 Academic year was approved and undertaken in January 2021.

There were no changes proposed within the consultation for 2021/22 and only one response was received from South Yorkshire Passenger Transport Executive (SYPTE) this contained suggested wording in relation to the bus passes and tickets which they currently offer. These updates have been made to the draft policy and a copy is attached for information.

Approval is now required to publish the policy in May 2021 in accordance with the guidance.

See attached Officer Decision Record for full details

To retrospectively agree to de-register the Big Picture School with the Department for Education and convert into an Alternative Provision site offering short term interventions.

To vary the contract held with Big Issues Invest Limited to reflect the change from a school to an
Alternative Provision Site.

See attached Officer Decision Record for full details

Following the approved decision to proceed with the Short Breaks Capital Grant fund, award the funds as agreed by panel on the 23/10/19 for successful bids is to be actioned.

See attached Officer Decision Record for full details

1.To transfer 19 members of staff from the line management of North Ridge school to the Travel Assistance Service department of the Council to take effect prior to the transfer of the School to academy status
2. To enter into an agreement for the provision by the Nexus Multi Academy Trust of a bus parking facility and the occasional use by the Trust of the buses parked there to take the children on field trips and other outings connected to their education.
3. To enter into a grant agreement to assist with the co-ordination and administration requirements connected to the provision by the Council of bus transport to and from North Ridge School for the children and parents.

See attached Officer Decision Record for full details

To approve the award of grant funding to successful providers for the provision of short breaks activities as agreed by the short breaks multi agency panel on the 23.10.19 following the approved decision to proceed with the Short Breaks Capital Grant Fund Scheme on the 22/8/2017 (Original ODR 1718171)

Only one of the interested schools meets the national rate for the achievement of grade 5 or above in English; and only two of them meet the national rate for the achievement of grade 4 or above.

The range for grade 5 or above is from 2.7% to -32.3%; the range for grade 4 or above is from 6.6% to -34.4%. In the four interested schools, the difference between the progress of disadvantaged students and the national rate for non-disadvantaged students is in a range from -0.06 to -1.41.

The interested schools cover a range of contexts and the priority for project leaders will be their voluntary engagement.

Metacognition and working memory are key components of the new Ofsted framework which will come into being in 2020/21.

To grant New College Doncaster £45,000 to deliver a project which will bring together 6 volunteer secondary schools to test the effectiveness of a Metacognition intervention with year 9 students.

The focus of the project will be retrieval practice, a key skill which links to a wider range of qualities including resilience and self-regulation. New College Doncaster are uniquely placed to deliver this as they have the materials and
expertise available to carry out the trial, given they use metacognition strategies within their current environment.

This project will test assumptions locally, building on research undertaken by the Education Endowment Foundation. If proven to be an effective method for Doncaster, individual schools may choose to adopt the approaches.

There are four key objectives:
to trial, test and evaluate strategies for developing memory and retrieval skills with a group of year 9 students in order to prepare them for the demands of GCSE assessment;

to establish ways of learning which will not only improve long-term memory but develop students’ ability to tackle challenging problems and difficulties within and between
subjects;

to engage English teachers of year 9 students in the development of their skills in disciplined inquiry, subsequently extending this to teachers of other subjects and across
a wider range of schools;

to support schools in establishing and sustaining a culture of student independence and resilience, leading to sustainable change and improved outcomes.

The government has advised public bodies via the PPN 02/20 and PPN 4/20 Supplier Relief due to COVID19, to help ensure supplier sustainability through the COVID19 pandemic and through its recovery phase.

To grant supplier relief under the SRS for the three months period from 1st April to the 30th June 2020.

This decision based on documentary evidence provided by the providers and assessed by the SRS Panel consisting of Procurement, Financial Management and the Schools Transport Team

The government has advised public bodies via the PPN 02_2020 Supplier Relief due to COVID19, to help ensure supplier sustainability through the COVID19 pandemic.

To grant supplier relief under the SRS for the three months period from 1 April to the 30 June 2020.

This decision based on documentary evidence provided by the providers and assessed by the SRS Panel consisting of Strategic Procurement, Financial Management and the Schools Transport Team.

The government has advised public bodies via the PPN 02_2020 Supplier Relief due to COVID19, to help ensure supplier sustainability through the COVID19 pandemic.

To grant supplier relief under the SRS for the three months period from 1 April to the 30 June 2020.

This decision based on documentary evidence provided by the providers and assessed by the SRS Panel consisting of Strategic Procurement, Financial Management and the Schools Transport Team.

The government has advised public bodies via the PPN 20_2020 Supplier Relief due to COVID19, to help ensure supplier sustainability through the COVID19 pandemic.

To grant supplier relief under the SRS for the three months period from 1 April to the 30 June 2020.

This decision based on documentary evidence provided by the providers and assessed by the SRS Panel 18.05.20 consisting of Strategic Procurement, Financial Management and the Schools Transport Team.

See attached Officer Decision Record for full details

To approve the following application for grant funding from the Doncaster Community Fund – Ward Member Budget
a. Dunscroft Warriors Junior Football Club
Reference No: 44/DCF/MWB/Hat
Supported by: Councillor Curran
Cost £2,000
b. Community Reaching You
Reference No: 47/DCF/MWB/N&Ask
Supported by: Councillor White, Councillor Beech, Councillor Gilliver
Cost £3,000 (£1,000 x 3 Councillors)
c. Scouting involvement in improvements to the natural environment
Reference No: 49/DCF/MWB/EdKS&BD
Supported by: Councillor Robinson, Councillor Keegan, Councillor
Nevett
Cost £450.00 (£150 x 3 Councillors)

See attached Officer Decision Record for full details

To approve the following application for grant funding from the Doncaster Community
Fund – Ward Member Budget
a. Activity Bags
Reference No: 50/DCF/MWB/Ros&B
Supported by: Councillor Blake, Councillor Cooke and Councillor
Cooper
Cost £397.42 (132.47 x 3 Councillors)
b. Bawtry Action for Recreation and Sport (BARS)
Reference No: 51/DCF/MWB/Ros&B
Supported by: Councillor Blake, Councillor Cooke and Councillor
Cooper
Cost £600.00 (£200.00 x 3 Councillors)

To ensure that the Council’s interests are sufficiently represented through its appointments to these bodies.

Such appointments help to ensure that the Council’s views are represented to local and national groups and, where the representative has voting rights, that the Council is involved in any decisions that may affect the people of the Borough.

To approve the following change to the schedule of Executive appointments to outside bodies for the period 2020/21 with immediate effect:

St Leger Homes of Doncaster Board – to remove Councillor Jane Nightingale from the Board and appoint Councillor Paul Wray.

See attached Officer Decision Record for full details

To approve the following application for grant funding from the Doncaster Community Fund – Ward Member Budget
a. Wildlings and Wellbeing CIC
Reference No: 76/DCF/MWB/HexBN&BS
Supported by: Councillor John Healy
Cost £1,000
b. Brighter Days Wellbeing CIC
Reference No: 77/DCF/MWB/Con&Den
Supported by: Councillor Lani Mae Ball
Cost £600
c. Conisbrough & Denaby Positive Activities Group
Reference No: 78/DCF/MWB/Con&Den
Supported by: Councillor Ian Pearson
Cost £494.26
d. Entour
Reference No: 79/DCF/MWB/Con&Den
Supported by: Councillor Nigel Ball
Cost £1,000
e. Conisbrough Community Events
Reference No: 80/DCF/MWB/Con&Den
Supported by: Councillor Nigel Ball
Cost £200
f. Kool Kayakers Canoe Club
Reference No: 81/DCF/MWB/Nor&Ask
Supported by: Councillor White, Beech and Gilliver
Cost £1,000 x 3 Councillors
g. SERV (Stainforth Environmental Regeneration Volunteers)
Reference No: 71/DCF/MWB/St
Supported by: Councillor George Derx
Cost £1,000

The government has advised public bodies via the PPN 20_2020 Supplier Relief due to COVID19, to help ensure supplier sustainability through the COVID19 pandemic.

To grant supplier relief under the SRS totalling for the three months period from 1 April to the 30 June 2020.