Decisions

The Consultant will oversee both Safeguarding Children Rapid Reviews and produce the relevant reports. It may also include any subsequent work that arises as a consequence of the Rapid Review, including Child Safeguarding Practice Review

This is a specialised area and skill set and consequently, the pool of talent able to deliver the requirements of the reviewer role is limited in both numbers of qualified individuals and their availability. The reviewer needs to be independent to ensure total objectivity and to avoid any conflict of interest.

Doncaster Council requires a suitably qualified and experienced independent reviewer to carry out 2 Child Safeguarding Rapid Reviews, therefore the decision to appoint David Mellor Consultancy was taken.

See attached Officer Decision Record for full details

To agree with the recommendation from Joint Commissioning Operational Group (JCOG), approved by Joint Commissioning Management Board (JCMB) on 29th October 2020, to provide a further 12 months funding of £260k for a contract extension of the existing Social Prescribing Service.

This is due to commence from 1st April 2021, from the Non Recurrent Better Care Fund (BCF) Earmarked Reserve, subject to a clear exit strategy, which considers future demand and service allocation through the primary care networks statutory provision.

This decision is in accordance with recommendations made in a Cabinet Report dated 27th March 2018 which approved the spending plan for the non-recurring BCF Ear Marked Reserve as set out in the report: and delegated detailed spending decisions for the implementation of the Doncaster Place Plan £3M, other Integrated Functions £0.7m and unallocated balance £0.7m, to the Director of People in consultation with the Chief Finance Officer and relevant Portfolio Holder.

The BCF is a programme spanning both the NHS and local government. Its aim is to improve the lives of some of the most vulnerable people in our society by placing them at the centre of their care and support and providing them with ‘wrap around’ fully integrated health and social care, resulting in an improved experience and better quality of life.

The council carried out a Black and Minority Ethnic Health Needs Assessment that people from Gypsy and Traveller communities face access issues in Doncaster with regards to primary care and dentistry services in particular. The GT Link Worker will facilitate more accessible health and wellbeing services for members of Doncaster’s GT communities with a package of measures designed to contribute to a significant reduction in non-elective hospital admissions.

Following the recommendation from Joint Commissioning Operational Group, approved by Joint Commissioning Management Board on 29 October 2020, this decision is to agree to provide Doncaster Clinical Commissioning Group with a total of £87,862 over a two year period to enable them to directly employ a Gypsy Traveller Link Worker. Funding would be due to commence from 1 April 2021, from the Non Recurrent BCF Earmarked Reserve allocated to the Place Plan.

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.

This seed funding in the form of a grant agreement is vital to allow Expect Youth to deliver their five key objectives. This agreement will be the only contract that Expect Youth hold and without this agreement and seed funding, Expect Youth would cease to trade. The £150k will be used from the mental health trailblazers funding that is held within the Council’s earmarked reserves.

1. To enter into a grant agreement with Expect Youth for a three year period. This grant agreement is for £150,000 to be paid in three installments of £50,000 per year. The grant agreement will commence in October 2020 and end in October 2023. Expect Youth will use this grant over the next three years to support their five key objectives, which are;
I. Support the development of the newly developed Doncaster offer.

II. Lead, support and build capacity across the voluntary and community sector, through a mixture of generating external funding to devolve to voluntary and community organisations as overseen by the Youth Advisory Board and sharing of skills and expertise.

III. Support voluntary and community organisations to achieve the local quality standard.

IV. Generate £150k external funding over the next three-years.

V. Generate £150k through fundraising over the next three-years.
The aim of Expect Youth is to have a sustainable model within three years and the objectives above are the enablers to do this, in particular the generation of external funding. The Council will closely monitor Expect Youth over the three period to ensure that all five key objectives are achieved.

To comply with the Secretary of State’s Academy Order of 27 September 2019.

Further to the academy order of the Regional Schools Commissioner issued on 27 September 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 North Ridge Community School to convert to academy status on 1 January 2020 as a converter academy. It is proposed that North Ridge Community School will join a Multi Academy Trust – Nexus Multi Academy Trust.

See attached Officer Decision Record for full details.

To approve the following applications for grant funding from the Doncaster Community Fund – Ward Member Budget:-
See attached Officer Decision Record for full details.

Domestic abuse has been identified as a Council and Partnership priority and we have in place a very thorough and comprehensive Strategy, which is due for renewal next year.

The Covid emergency has led to a large increase in the number of reports we have received in relation to Domestic Abuse, placing increased pressures on our resources, which are operating in a largely virtual way, apart from those cases where personal contact is necessary.

The Covid restrictions have placed increased pressures on households and families and have created an environment where abusers and victims are within the same household for long periods. This in itself is an issue in terms of delivering support and making contact with victims.

During the current situation there is also a recognition that mental health issues are becoming more prominent, as well as increased levels of drinking in the home environment. Both of which are known risk factors to consider within Domestic Abuse cases. As children are also spending more time at home,potentially witnessing abuse, we cannot ignore the impact upon children. There is an expectation that demands upon our services will continue to increase and we have plans in place to ensure we are able to meet this demand. For example recruiting additional staff into the Domestic Abuse Hub and Independent Domestic Violence Advocate (IDVA) capacity.

Reported cases into the Partnership Domestic Abuse hub and Domestic Abuse Caseworker (DAC) referrals have increased by nearly 20% during the COVID emergency and the table below provides an illustration of this change from 2019 to the same period in 2020. The Domestic Abuse Caseworkers deal with medium and standard risk cases.

See attached Officer Decision Record for full details.

To approve Doncaster Council to undertake the following:
To recruit to the temporary post of Domestic Abuse Strategic Lead

To seek approval to use £121,323.00 of section 106 monies ring fenced to the Joint Playing Fields for improvements to the public open space. £69,868 is to be taken from the Station Road development in Blaxton (planning reference 12/01327/EXTM), £51,455 is to be taken from the Old Bawtry Road development (planning reference 13/01520/OUTM). The proposal is to make a grant of £121,323.00 to Blaxton Parish Council under a formal funding agreement.

Background
1. The Blaxton and Finningley playing field is situated in the South of Doncaster, covering an area of 9 acres between the villages of Blaxton and Finningley.
In September 2017 the new pavilion, supported by a Section 106 contribution from Doncaster Council, was completed and formally opened on Sunday October 22nd 2017. Since its opening the building has allowed for more extensive use of the playing fields and tennis courts.

The Public open space now comprises of:

- Junior Soccer organised by Finningley Harriers FC, comprising teams in the Under 6; Under 7; Under 8; Under 9; Under 10; Under 13 and Under 15 age groups.

- Adult Soccer organised by Finningley Athletic FC, 1 team at present.

- Cricket organised by Doncaster Town Cricket Club with their Juniors (Matting Wicket), 3rd and 4th Teams based at Finningley and occasional Ladies Team matches at Finningley.

- The Tennis Courts are in use throughout the summer by families. There was organised tennis coaching throughout the summer of 2018, which has resulted in looking at forming a Tennis Club. The Playing Field Association has appointed a tennis representative to its membership. They are also exploring winter opening.

In order to continue to offer good facilities to present and future users, the Playing Field Association (PFA) believes that it is necessary to improve the playing areas and supporting facilities. To achieve this, a number of things need to be done:

PLAYING AREAS. – THE JOINT PLAYING FIELDS
The number of Soccer teams using the field, all with different pitch size requirements, means that the PFA struggles to accommodate all age groups. Around the perimeter there are unused areas currently covered with bramble and bushes that, if recovered and made good, will allow for better use of the field to plan pitches. In addition, the adult pitch is currently the minimum permissible size for adult league games. A larger area would allow the pitch to be a more suitable size. The PFA are aware that the bramble and bushes do provide a natural habitat for wildlife and would not want to remove it all. They have taken advice from Doncaster Council Tree and Ecology Team and agreed 3 to 5 meters can sensibly be added to the playing areas.

The PFA also want to make the area between the pavilion and the extension of Chapel Lane more usable by levelling it and removing two or possibly all three of the Containers that currently take up space. A fenced off area (Compound) next to the pavilion to provide safe storage of goal posts and larger equipment will reduce the space currently taken up by containers and make this a usable area for training and possibly a small pitch.

£121,323.00 is ring-fenced to the site for a number of improvements:
FIELD ENLARGEMENT (Approximate costs £33,565 excluding VAT)
Enlargement of the field by removal of banks, bramble and self-set trees to allow more space for pitch areas; some fencing and pathway improvement; creation of a new compound to release containers and removal of 2 containers; creation of 1 metre inset from boundary wall on Lower Pasture to facilitate easier mowing and a hard-base path around the tennis courts.

See attached Officer Decision Record for full details.

1. To approve the allocation of £121,323.00 of Section 106 monies for joint playing fields improvement projects.
2. To include the scheme in the Council’s Capital Programme
3. To approve scheme implementation.

In 2019, Doncaster commissioned Imogen Blood Associates (IBA) to undertake an independent review of homelessness and rough sleeping. The review identified that those accessing the Home Options Service have a high level of additional support needs:

• 72% of those presenting as homeless had additional support needs (compared to half of those presenting nationally/regionally) and 37% of these featured physical and mental health.
• Mental health is the most frequently noted, in line with the national picture.
• Those presenting as homeless in Doncaster have higher levels of multiple needs than the national/regional average.
• Support providers and other professionals working with those experiencing homelessness confirmed high levels of complexity, including poly-drug (including Spice) use, alongside mental health problems (often linked to past trauma) and ‘revolving doors’ through homelessness, prison and housing instability.

The IBA review recognised the health aspects of Doncaster’s response to tackling homelessness and rough sleeping such as the provision of the Wound Care Clinic and GP at the Complex Lives Drop In. Groups have been set up around mental health, breast cancer awareness as well as a Hepatitis C awareness. More recently, Doncaster is exploring opportunities with Public Health England (PHE) regarding:

• health needs of rough sleepers including interventions already in place, good practice examples and where/how PHE can assist going forward as part of a Yorkshire and Humber regional initiative
• dental provision and the feasibility of some targeted work for homeless people in conjunction with NHS England

The NHS Long Term Plan notes the increase in numbers of people rough sleeping in recent years and that people affected by homelessness die, on average, around 30 years earlier than the general population. Outside London, where people are more likely to sleep rough for longer, support needs may be higher. 31% of people affected by homelessness have complex needs, and additional financial, interpersonal and emotional needs that make engagement with mainstream services difficult. Consequently the Plan sets out specific action to provide outreach services to people experiencing homelessness.

The above reinforces the importance of Complex Lives as a key component of the borough’s efforts to tackle homelessness and rough sleeping.

Complex Lives is one of the original areas of opportunity in the Place Plan, established to develop the integration of health and social care services in response to a major homelessness challenge in the borough. The programme is a whole system with an integrated delivery team at the core providing wrap-around support for people who have become locked in a cycle of homelessness, rough sleeping, addiction, offending behaviour, poor physical and mental health - often underpinned by deep trauma.

Currently, there are 111 cases on the Complex Lives cohort and rough sleeper numbers are in the region of 20, mostly in the town centre.
Capacity within the Complex Lives Team has developed during the previous period of funding, which has enabled operational management of more complex cases. This has proved an important resource as existing services are not set up to deal with the complexity of issues involved. Over time the team has become more integrated and effective through:-
• Co-location with Complex Lives team of the Single Point of Access function;
• Doncaster Council Housing Benefits Officer seconded to team
• 2 x Riverside outreach workers seconded to the team
• Dedicated Drug & Alcohol worker
• Department for Work and Pensions (DWP) worker
• Housing Options worker
• Doncaster Rape and Sexual Abuse Counselling Service (DRASACS) trauma worker commissioned for 2 days per week
• Amber workers (sex outreach service) aligned with team
• Changing Lives Link Worker seconded into team
• Doncaster Minster Pathways worker to be seconded to the team

This is in addition to a core team of a Team Manager, a senior caseworker, 4 MEAM (Making Every Adult Matter) workers and 6 Navigators alongside business admin support. Complex Lives now operates out of a multi-agency community hub in partnership with changing lives, this has allowed the provision of groups and drop-ins such as:
• Pathways (multi-agency drop-in for support)
• DWP drop-in for support around benefits work and training
• Healthy eating, arts and crafts and various other activities for health and wellbeing

This outline business case presents a request for continuation of Better Care Fund (BCF) support for the next phase of delivery leading to the mainstreaming of the Complex Lives service. This will also support delivery of the Homelessness and Rough Sleeping Strategy 2019-2024 (developed and informed by the findings of the IBA review) and the emerging delivery plans, which contain priority areas relevant to Complex Lives. This is also reflected in the Joint Commissioning Strategy delivery plans (Living Well) of which homelessness is a priority population. These include supporting rough sleepers to a life away from the streets as well as providing the wraparound support within Doncaster’s Housing First project, which is a developing initiative in the borough providing accommodation and support for people with multiple disadvantages where they are less suitable for mainstream offers of accommodation and support.

Complex Lives has been a key component of the COVID19 response in Doncaster through supporting local efforts under the national ‘Everyone In’ initiative whereby government required local authorities to provide emergency accommodation with the aim of reducing rough sleeper numbers in recognition of the particular health risks posed by COVID19 to this vulnerable population.

COVID19 has had an impact on the development and implementation of the Homelessness and Rough Sleeping Strategy delivery plans. In addition, the identification of a sustainable funding model for Complex Lives going forward has also been put on hold.

A future delivery model should be considered and an exit strategy should be identified. Both the Council and CCG shall be nominating its representatives for the sustainable funding steering
group. It is intended that the Task and Finish Board will be cited in the newly convened Homelessness Board.

To agree with the recommendation from Joint Commissioning Operational Group (JCOG), approved by Joint Commissioning Management Board (JCMB) on 29th October 2020, to contribute £281k to the funding of the Phase 2 developments of the Complex Lives Alliance model for 12 months. This is commencing from 1st April 2021 from the Better Care Fund, Non-Recurrent Earmarked reserve, subject to the Clinical Commissioning Group (CCG), Council and other partners coming together to assess existing funding streams and connect existing activity.

This decision is in accordance with recommendations made in a Cabinet Report dated 27th March 2018 which approved the spending plan for the non-recurring BCF Ear Marked Reserve as set out in the report: and delegated detailed spending decisions for the implementation of the Doncaster Place Plan £3M, other Integrated Functions £0.7m and unallocated balance £0.7m, to the Director of People in consultation with the Chief Finance Officer and relevant Portfolio Holder.

This seed funding in the form of a grant agreement is vital to allow Expect Youth to deliver their five key objectives. This agreement will be the only contract that Expect Youth hold and without this agreement and seed funding, Expect Youth would cease to trade. The £150k will be used from the mental health trailblazers funding that is held within the Council’s earmarked reserves.

1. To enter into a grant agreement with Expect Youth for a three year period. This grant agreement is for £150,000 to be paid in three instalments of £50,000 per year. The grant agreement will commence in October 2020 and end in October 2023. Expect Youth will use this grant over the next three years to support their five key objectives, which are;
I. Support the development of the newly developed Doncaster offer.
II. Lead, support and build capacity across the voluntary and community sector, through a mixture of generating external funding to devolve to voluntary and community organisations as overseen by the Youth Advisory Board and sharing of skills and expertise.
III. Support voluntary and community organisations to achieve the local quality standard.
IV. Generate £150k external funding over the next three-years.
V. Generate £150k through fundraising over the next three-years.
The aim of Expect Youth is to have a sustainable model within three years and the objectives above are the enablers to do this, in particular the generation of external funding. The Council will closely monitor Expect Youth over the three period to ensure that all five key objectives are achieved.

We have been notified by the Violence Reduction Unit that monies will be made available alongside the Office of the Police and Crime Commissioner (OPCC) Community Safety Grant, to the value of £30k for the 2020/21 financial year. Whilst grant monitoring will be the responsibility of the Violence Reduction Unit, the monies will be received and processed through Doncaster Council financial systems in the same way as the current OPCC Community Safety Fund Grant.

A Project Proposal Application has been submitted detailing the activity below, which has been agreed by the Chair of the Safer Stronger Doncaster Partnership (SSDP).

• £5,000 – contribution towards development of a systematic action enquiry process to inform and action service development in relation to Children and Parental Alcohol Misuse. (note this is part funded by Doncaster Council’s Public Health team )

• £3,000 – towards Domestic Abuse campaigns focusing on three separate
strands – violence against young women and girls, seasonal violence
(Christmas / New Year) and Post Covid-19 recovery / support and advice.

• £10,000 – towards the salaries and associated costs of two trainers within the Domestic Abuse Navigator service to develop and deliver ‘One of a Kind’ training, working with children aged 7-11 within primary schools and focusing on healthy relationships and domestic abuse.

• £10,000 – towards the development of the dedicated Night-time Economy task and finish group/meeting, which will link to the newly formed South Yorkshire Wide Night-time economy group and work towards achieving Purple Flag status for Doncaster.

• £2,000 – linking with the Youth Parliament and working along the lines of the Knife Crime initiative they set up recently, support them in developing a campaign around young people and gangs / serious organised crime / County Lines etc.

All of the above can clearly be linked to VRU recommendations and the actions within the Doncaster Action plan.

To approve the receipt of £30k grant funding from the Violence Reduction Unit, which will enable the Community Safety Team to administer this fund on behalf of the Safer Stronger Doncaster Partnership (SSDP) and Violence Reduction Unit.

Background.
Edlington Community Organisation’s successful application to the Community Investment Programme 2019 secured revenue funding and capital funding of £5,000 towards a building extension at Yorkshire Main Community Centre, to expand the community cupboard scheme. The charity have a long term lease and support from the board of Trustees of Yorkshire Main Community Centre supporting this work to be progressed. However the charity had not secured the total amount of funding from a number of sources for the extension work. Once the total amount required for the build was secured then the Council would pay the charity the £5,000.

Since securing this amount, the charity have had some damage caused to the roof, resulting in considerable internal damage to the hall and kitchen, which now requires immediate attention. The charity have managed to secure £40,000 from Sport England for a new roof and internal works to the centre but require the £5,000 to support a new kitchen and not as planned the first floor construction as this is now their priority.

Without a kitchen, the services within the community centre will be greatly affected, causing a further impact on the charity over and above the COVID-19 impact.

Reason for Decision.
Edlington Community Organisation’s application to the Community Investment Programme 2019 was successful and they had already have received the revenue funding of £11,000. However, due to the capital funding of £5,000 contributing towards the first floor extension, the funding and to follow formal ODR were not progressed until there was assurance the total amount of funding for the works was secured.

Unfortunately, as referenced above, the charity are asking for the £5,000 funding to be used for more pressing priority work, to enable them to deliver their core work which is much valued and needed in Edlington.

To formally award £5,000 to Edlington Community Organisation from the Community Investment Programme 2019.

Background.
The Health and Social Care Act 2012 established a new consumer champion for users of health and social care services, called Healthwatch. Local Authorities with responsibility for social care were required to commission an independent organisation in order to deliver the vision. Doncaster Council implemented its statutory duty to establish a Local Healthwatch from the 1st April 2013. The current contractual arrangements with Doncaster Healthwatch CIC is in place until 31st July 2022.

Separately, Doncaster Clinical Commissioning Group (CCG) have had a funding agreement and reporting mechanisms in place with the provider.

Reason for Decision.

Doncaster Council and CCG have for some considerable time moved to a more integrated approach as reflected in, for example, The Joint Health and Social Care Commissioning Strategy that sets out how our collective action can achieve our vision for the future of health and social care in Doncaster.

Formalising the CCG involvement via the Council’s Contract with Doncaster Healthwatch CIC clearly demonstrates the willingness to work in a joined up manner that is mutually beneficial to all parties. Doncaster Healthwatch CIC have been involved as appropriate in the conversations to move this forward. They welcome having one performance reporting mechanism that will capture the key performance indicators, but importantly the outcomes for people accessing health and social care.

A section 256 funding agreement under the NHS Act 2006 will be put in place between the Doncaster CCG and the Council. Thereby enabling the Council to recharge Doncaster CCG. Although Doncaster Council will manage the contract, Doncaster CCG will be have active representatives at contract meetings.

The Service Specification will be revised to reflect the requirements of Doncaster CCG and a variation to the contract will be put in place reflecting the changes.

To approve a Direct Award of £40,000 (£20,000 per year) for a two year period to Doncaster Healthwatch CIC.

To approve a section 256 funding agreement under the NHS Act 2006 to be put in place between the Doncaster Clinical Commissioning Group (CCG) and Doncaster Council to support the transfer of funding (£40,000).

Since 2017 a successful county wide perpetrator programme has operated throughout South Yorkshire, delivered by the South Yorkshire Community Rehabilitation Company (CRC).

Recently the Government announced that they were ending the contract arrangements with CRC, which means that from June 2021 they will no longer be able to provide the perpetrator programme in South Yorkshire.

We have been anticipating the outcome of Government plans
for some time and therefore all four local authorities and the Office of the Police and Crime Commissioner have met and held discussions over the last few months and agreed to recommission our contract with an alternative provider.

The South Yorkshire Partnership seeks to procure a perpetrator programme which achieves evidence based outcomes for individuals seeking to change their behaviour, which supports a multi-agency approach for an integrated response to the whole family affected by domestic abuse and where all services work together to the same agreed objectives. A key aim of the newly commissioned programme will be to challenge abusive behaviour at all risk levels. Also key will be to offer a flexible programme of individual and group interventions in order to support perpetrators to change their behaviour.

During the past two years of the Inspire to Change voluntary perpetrator contract, 1106 referrals have been made with 190 people successfully completing the programme. These completion figures are in line with similar programmes across the country and recognise the difficulties in engaging with perpetrators on a voluntary basis and working with them to complete the programme.

Interestingly, during the COVID emergency, referrals and engagements have significantly increased by around 60%, with sessions taking place using electronic media as CRC adapted their business processes to continue working with clients. The success of this approach has been incorporated into our new specification, where we are asking providers to consider this as part of service delivery for clients, unable to attend group sessions and a recognised barrier to successful completion.

It is recognised that many victims of domestic abuse do not report to the police and the true incidence of domestic abuse is estimated to be far higher than the reported figure.

Whilst in most domestic abuse reports, the perpetrators are male; we recognise that women may also be abusive. This programme will be accessible to abusers of both genders and people in same sex relationships and other under-represented groups. This recognises that interventions need to be tailored to specific needs and again our specification for the new contract takes account of this.

It was agreed that Doncaster would continue to take the lead on the development, as we hold the expertise in procurement, commissioning, professional knowledge and operational management of the existing programme.

A joint development group has been established consisting of a representative from Legal, Procurement, Commissioners, the Office of the Police and Crime Commissioner and specialist Domestic Abuse Managers from collaborating authorities.

Subject to approval, below is an outline of the timescales we are working towards:

• Anticipated that the contract will commence at the end of February 2021 following an open tender process, at which time the full service must be ready to commence delivery.
• The contract will be for 2 years initially (Feb 2021 – Feb 2023) with the option to extend for a further 2x 12 month periods, subject to continued funding and performance.

Over the last three years we have learnt a great deal from operating a service across South Yorkshire and the collaboration between all partners has been an excellent example of how all local authorities and the Office of the Police and Crime Commissioner have jointly commissioned a successful programme. Whilst it is unfortunate that national changes to the Probation Service have resulted in us going down the route of re-commissioning, everyone is agreed that this has given us an opportunity to strengthen our requirements and include the most up to date learning from other programmes throughout the UK. This means that the new
programme will be innovative and ‘cutting edge’ to maintain our profile as a successful provider with a key outcome of breaking the cycle of abuse that unfortunately exists in so many households across South Yorkshire.

To approve Doncaster Council to undertake the following:

1. Act as Lead Authority in the procurement of a new contract for a county wide voluntary domestic abuse perpetrator programme.

2. Act as the sole Authority entering into the contract with the selected provider for the benefit of itself and the other authorities and organisations (namely Sheffield City Council, Barnsley Council, Rotherham Council and the Office of the Police and Crime Commissioner).

3. Continue an inter-authority agreement with the other 3x named authorities and the Office of the Police and Crime Commissioner.


4. Utilise funding on the following basis:
(a) Doncaster contributing Public Health funding of £52k per annum for a period of two years.
(b) Receiving on an annual basis £60k from Sheffield Council, £50k from Barnsley Council, £50k from Rotherham Council and £50k from the Office of the Police and Crime Commissioner as a contribution towards the programme for a period of two years, plus the possibility of 2x 12 month extension periods.