Decisions

To create a changing area in Stainforth Youth and SMILE building for people who have personal care needs living in Stainforth and surrounding areas:-

Stainforth and surrounding areas do not have facilities to provide specialist care needs. A changing area with equipment would support people with complex needs in the East area to access facilities in their local community.

Estimated cost of £40k to install a fire escape in order to be compliant with fire and safety regulations at Eden Lodge in order for Doncaster people who have a Learning Disability and/or physical disabilities to attend 24/7 short stay service at the provision:-

Eden Lodge
A lift has been agreed to be installed supporting the 24/7 short stay service to meet the needs of people who have learning/physical disabilities. Fire regulations are insisting a fire escape is installed to ensure the delivery of safe services. Presently there are 144 Doncaster people accessing the 24/7 short stay services. People’s support needs are increasing, requiring facilities for people with a learning/physical disability to stay so their families can have a break. There are limited options in Doncaster, resulting in people having to seek out services out of the area, which are often more expensive.

To agree Capital funding as follows:-
1). Estimated cost of £16k to provide a changing area at Stainforth youth building for people who have complex personal care needs in the East area of Doncaster.
2). Estimated cost of £40k to install a fire escape in order to be compliant with fire and safety regulations at Eden Lodge in order for Doncaster people who have Learning Disability and/or physical disabilities to attend 24/7 short stay service at the provision.
Actual costs for both capital works will be determined on completion.
Stainforth Youth and SMILE building a Doncaster Council asset is wheelchair accessible, has one disabled toilet but lacks an area to support people who have personal care needs requiring equipment. The building comprises of a number of rooms a large main hall, a gym area, which is used by individuals who attend SMILE, youth services and community groups including a youth boxing club, community children’s drama group. SMILE facilitate a number of community events per year to support the community to come together with the main aim to engage with people who may feel isolated.
The building lays itself to have a changing room built adjacent to the disabled toilet.
A one off cost of Approx £16k to build a changing room within the existing building. SMILE services would monitor the area and ensure daily cleaning takes place. Community fund raising will be encouraged to secure funds to replace equipment and decorate when required.
Capital Bid Application approx. Eden Lodge Fire escape £40k costings to be confirmed
Eden Lodge 24/7 short stay for people who have learning & physical disabilities requires a fire escape to meet fire and safety regulations. The fire escape will allow people who have physical disabilities to be supported in the building.

To enable the MHCLG to fund as many projects nationally as possible some of the funding has been awarded in this financial year but will need to be carried forward into the next financial year to deliver the domestic abuse projects outlined in the bid.

1) To receive MCHLG grant after budget has been set as per financial procedure rule E10.
The bid to the Ministry for Housing, Communities and Local Government was approved prior to submission by Chief Executive of Doncaster Council, the Police and Crime Commissioner and the Chair of the Safer Stronger Doncaster Partnership. The Portfolio Holder was also consulted and gave permission for the submission of the bid.
Funding received in 2018-2019 (carried forward) £29,462
Funding to be received in 2019-2020 £69,449
Total Grant £98,911
To be carried forward to 2020-2021 (project ends 31st July 2020) £32,512
The funding will be used to recruit a temporary domestic abuse advisor to triage and coordinate allocation of cases to the most appropriate domestic abuse services. The funding will also be used to work with minority and ethnic communities/groups to break down barriers to reporting and accessing support in relation to domestic abuse. This will be called the Inclusion Worker Project which will be delivered by a separate specialist domestic abuse provider following an Invitation to Quote process. The total amount for the inclusion project is £67,535 which will pay for 2 FTE workers plus some on-costs for a 15 month period. The remaining amount of £31,376 will stay with DMBC for the temporary (15 month) Domestic Abuse Advisor post at a Grade 6 – to include on-costs. The Domestic Abuse Advisor to be in post from May 2019 – 31st July 2020.
It is therefore proposed to spend the grant as follows:
18/19 - No money spent due to the delay in confirmation of the award by MHCLG £29,462 received from MHCLG and rolled forward (MHCLG aware of this)
19/20 – Amount to the provider of the Inclusion Worker Project = £45,023. Amount to be spent in house = £21,376 (Total = £66,399)
20/21 - Amount to the provider of the Inclusion Worker Project = £22,512. Amount to be spent in house = £10,000 (Total = £32,512)
Total spend = £98,911

To enable the implementation of the Support, Engagement and Education Project across targeted locations within the Communities Central area.

To approve the successful funding bid and agree the project as set out to enable the implementation of the Support, Engagement and Education project across targeted locations within Communities Central area.

The post of Assistant Museums Officer (Military History) (AMO(MH)) superseded the post of Curatorial Support Assistant in October 2017. Since coming into post in January 2018, the Assistant Museums Officer has identified additional opportunities to increase collections engagement and potential income generation opportunities through digitisation which require better cataloguing of the King’s Own Yorkshire Light Infantry (K.O.Y.L.I.) Regimental collection.
The Assistant Museums Officer (Military History) is currently working on the new build museum and library project. The addition of the Curatorial Assistant role will be key in preparing the K.O.Y.L.I. museum for future digitisation and income generation opportunities, better managing the collection for the benefit of the public who access it, and assist with the new build project through an increase in service capacity.
The key responsibilities of this post will be:
• Reorganisation, sorting and cataloguing the Regimental Museum’s photographic collection, including identification of material for digitisation.
• Inventorying our store against current CMS records and making changes, as well as identification of material for digitisation
• Assist with object level cataloguing of previously bulk accessioned ephemera collections, to include identification of material for digitisation
• Assist with creation of catalogues of material for use with family history researchers and to promote material in the collection
• Other duties, where necessary, to include assistance with new build museum project
External funding of £60,479.92 over two years has been committed from the Army Museums Ogilby Trust to fund both the Curatorial Assistant post for 2 years, and the uplift in salary of the Assistant Museums Officer (Military History) to become their line manager for the length of the contract.

To employ an additional post of Curatorial Assistant to work on the collection of the King’s Own Yorkshire Light Infantry (K.O.Y.L.I.) regimental museum for the period of 2 years, externally funded by the Army Museums Ogilby Trust.

Following Fire Safety Inspections and in light of strict requirements for fire safety duties in public buildings post-Grenfell disaster, the building is no longer considered safe on the first floor in terms of occupancy levels and distances to fire exits. Some fire doors on the route to fire exist are no longer deemed appropriate. A new fire exit is required from the rear of the first floor, improvements to fire safety systems and fire exit routes, and separately, repairs are required to the public lift, which has a motor which has burnt out.

To allocate £100k already within the new build library and museum budget for building improvements for the currently-used Museum on Chequer Road, and a further £150k applied for in the 2019-20 capital finance programme, for improvements which will ensure that the building is fit for future purpose in meeting statutory fire safety obligations and the service’s equality duty. £250k is required for the scope of works, which this capital allocation will cover. It ensures the ongoing use of the Museum for service and business use in a safe and equitable way.
The scope of works is:
? The creation of a new fire exit from the galleries on the first floor, with fire exit door and steps to the exterior.
? Improvements to the internal fire exit routes.
? Repairs to the public / goods lift.
The Museum on Chequer Road will be re-purposed in 2019-20 and 2020-21 as 50% Archives Research facility (first floor), and 50% creative industry incubator for micro-business working in the creative and digital sector (ground floor).

In September 2018 a decision was taken to recruit two agency analysts to undertake historic case reviews to extrapolate data and evidence to make claims from closed cases were they met SF criteria. This was to be for a three month period up to end of Dec. Due to the success of this process it was agreed to extend the agency staff up to the end of the financial year.
The use of agency staff is fraught with issues such as fragmentation and turnover of staff. This has already been experienced with these posts and so the decision was taken to appoint to two temporary posts to the end of the programme to provide more stability and continuity, thus maximising the effectiveness of the posts. However to support the service transformation and legacy elements of the programme it was agreed that appointing a number of Apprentices would be of more benefit.
These posts will continue the work started by the agency staff and then assist with other case cohorts where necessary and support partner agencies with the complicated claims evidencing process to ensure we maximise the income from the Payment by Results process whilst supporting transformation of services. To ensure these individuals also have a broader learning experience they will be aligned to the Communities Area teams and spend some time delivering wider stronger families and communities work out in localities.
As Apprentice posts last a minimum of 12 months and up to 15 months these posts will need to be funded beyond March 2020 from Stronger Families budget. Again this will provide much needed capacity and some continuity beyond the life of the Stronger Families programme as well as providing learning and work opportunities for 4 people in Doncaster.
The posts will be managed by the Head of Stronger Families but will have a named contact in the Communities Area Teams to provide support out in localities. After the programme ends these posts will be line managed through the Communities Area Team structure (TBC).
The proposal is to appoint the following apprentice level posts:
2 x Level 3 Apprentices – (minimum 15 months) £16k pa (max) = £ 40,000
2 x Level 3 Apprentices – (minimum 12 months) £16k pa (max) = £ 32,000
Cost to programme to fund 4 MA’s = £72,000 (max)

To create and then appoint up to four apprentices to support the delivery of the programme with a focus on the Payment by Results process to increase the income into Doncaster.

The Doncaster Urgent and Emergency Care (UEC) Area of Opportunity was identified by the Integrated Care Partnership as one of the 7 priority areas of focus within the Doncaster Place Plan.
The programme of work has been defined, with responsibility to oversee the following workstreams:
1. Intelligence: Understanding the UEC System
2. Development of Doncaster UEC Strategy
3. Prevention and Self Care
4. Doncaster UEC Model 2020
5. Integrated Urgent Care (IUC 111)
6. Ambulance Response and Conveyance
7. Discharge home from hospital
8. Clinical: Respiratory Pathways
redaction
Significant progress has been made in all areas, however, two of the key milestones within the programme are:
- April 2019 (111 Clinical Advice Service implementation)
- October 2019 (to inform the re-procurement of the Doncaster Urgent Care model.
It is therefore requested that the secondment period of the Project Manager is extended for a further 6 months to support the programme manager in both planning and delivery of the outlined work.

To agree the recommendation from Joint Commissioning Operational Group on 29 January 2019, to extend the secondment of the Project Manager supporting the Urgent and Emergency Care Area of Opportunity in the Place Plan for 6 months, funded from the Non-Recurrent Better Care Fund Earmarked Reserve Plan allocated to the Place Plan. Financial cost: for 1 FTE Project Manager, NHS Band 7 for 6 months is £20,893

1. The Directorate Leadership Team approved a briefing paper submitted on 14th March 2018 to progress the timely implementation of Strategic Lead Providers (SLP’s) co-designing/developing a process to enable them to undertake assessment reviews.
2. The rationale for this is due to the on-going regular input and contact SLP’s have with the individual receiving care, they have greater knowledge of the individual’s needs rather than the Social Worker who conducted the original Assessment.
3. A Project Team of Commissioners (Council and Clinical Commissioning Group), Commissioned Care and Support at Home (CCaSH) SLP’s, Finance and Social Work representatives has been meeting since August 2018 to progress an Action Plan to ‘test’ this concept.
4. The Job Description and Person Specification of a Trusted Reviewer has been co-produced and SLP’s have submitted a cost for a temporary worker to undertake this work. The salary agreed by the Project Group is £25,000 per annum including on-cost equating to an annual salary of £20,000. The budget for this will be financed via the Commissioned Care and Support at Home budget.
5. It is anticipated that this temporary Trusted Reviewer will be an internal secondment from the SLP who agrees to ‘test’ this concept.
6. It has been agreed via the Project Meetings that the Trusted Reviewer will concentrate on:
• 3 months after the initial 6 week review and at 12 months
• Unplanned Reviews where there is a change in need
7. The Pathway and Process between the Trusted Reviewer and the Social Work Team is to be agreed in the next 2 months.
8. It is anticipated that the start date of the Trusted Reviewer is Monday 1st April 2019.

To request the financial support to test the concept of a Strategic Lead Provider (SLP) employing a Trusted Reviewer.

The Place Plan is one of the major transformational change programmes that make up the Doncaster Growing Together portfolio. Its purpose is to deliver an accountable care system for Doncaster, integrating health and social care operational delivery and commissioning. Significant progress has been made in defining and scoping the programme, and establishing the governance including a legal Joint Commissioning Agreement and a Provider Collaborative Agreement.
Work is focussed around seven ‘areas of opportunity’ as the starting point for creating and testing new models of care. Two prototype areas (Complex Lives and Intermediate Care) are now mature programmes and have commenced delivery. Other areas are less mature and are at various stages of maturity.
The development of integrated neighbourhood delivery is a major plank of the Place Plan ambitions, however there is significant work to do to define what is to be achieved and the programme to deliver it. Experience from the Vanguard sites indicates that significant resources will be required to support delivery, in particular in leadership, staff engagement and organisational development. This should not be underestimated.
A number of strategic enablers – estates, workforce, communications and engagement, finance and contracting - are at an early stage, with significant work required to define their deliverables and associated work plans.
Substantial staff resources are already aligned to the programme from across the partnership and this has been mapped across the Areas of Opportunity; this has been discussed at Joint Commissioning Management Board (JCMB). The resource gaps are now clear as a result of this exercise and are addressed in the funding proposal.
Existing capacity is also coming into play from across the partnership and BCF to deliver the Place Plan:
- Council Project Management Office (PMO) and Strategy and Performance Unit, including implementation of Pentana
- Commissioning capacity from the Clinical Commissioning Group (CCG) and Council, with joint commissioning teams emerging aligned to the life stages
- Communications capacity
- Innovation partner procurement
In terms of resourcing transformation capacity, the non-recurrent Better Care Fund has been largely pointed toward the delivery of the ambitions of the Place Plan, with an overarching commitment of £8.5m for the period 2017/18 to 2019/20. However the detailed spending plans associated with the committed funding are still to be determined – this paper starts to clarify this.
Delivery plans are now being developed for each major area within the Place Plan setting out:
- Deliverables (actual, tangible changes anticipated)
- The route map including major milestones and decision points
- Associated risks and mitigations
- The expected impact (quantified benefits including performance and quality indicators, and financial impact)
Future calls on the non-recurrent BCF are likely to include funding for the double running of services covering the period between current and future business as usual, allowing new services to be ‘switched on’ before old services can be ‘switched off’. Robust business plans will be required, providing adequate assurance that non-recurrent investments do not become long-term additional costs. Pump priming or seed funding may also be required, to enable new approaches to service delivery to be tested.
Attention must now turn to delivery of the Place Plan ambitions and resourcing it appropriately. This paper set out the priority funding proposals and areas subject to further capacity review. As the delivery plan matures and expands, including further areas of opportunity, additional resource requirements will also be identified.
The Accountable Care Partnership (ACP) Leadership Team has agreed a framework for funding the programme, this has been further refined and is detailed in Appendix A. This has identified £401,754 (2018/19 £228,748 and 2019/20 £173,006) funding for the priority areas and £309,656 (2018/19 £160,323 and 2019/20 £149,334) areas subject to further capacity review following agreement of ACPLT strategic priorities.
The £401,754 will be funded from the £3.0m set aside in the non-recurrent BCF for the Doncaster Place Plan. Cabinet approved to delegate 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, on the 27th March 2018. Link to the report below:
https://doncasterintranet.moderngov.co.uk/documents/s15855/Better%20Care%20Fund%20-%20Use%20of%20Earmarked%20Reserve%20Cabinet.pdf

To agree to use £401,754 of the non-recurrent Better Care Fund (BCF) to fund priority areas including delivery capacity, Director of Transformation support, HR and Organisational Development and co-production capacity/resources as detailed in Appendix A.

Doncaster Council have previously agreed in principle to act as accountable body to receive the grant (via letter), which was a requirement of the funding application which the Town Council previously submitted to the Ministry of Housing, Communities and Local Government.
Due to the tight deadline for submission, this was considered an appropriate course of action; otherwise, it is unlikely the application would have been accepted/successful.

Doncaster Council to act as the accountable body for the sum of £25,274.78 of Pocket Park Plus S31 Grant funding from the Ministry of Housing, Communities and Local Government.
The funding will be paid to the grant-funding applicant (Thorne

On the 27th March 2018, cabinet delegated to the director of People, in consultation with the chief finance officer and the relevant portfolio detailed spending decisions for implementation of the Doncaster Place Plan £3m, other integrated function £0.7m and unallocated balance £0.7m.
Complex Lives is one of the areas of opportunity in the Place Plan, established to develop integration of health and social care services. It aims to provide 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.
BCF will support the next phase of the development of the Complex Lives Alliance new delivery model. These seek to establish a number of enhancements and new features which the prototyping and full operation of the model have identified as key requirements to tackle the scale and nature of the challenge. This includes:
- Single Point of Access capacity and preventive work
- Complex Lives Team Senior Case Worker
- Extension of daytime assertive outreach
- Dedicated Drug and Alcohol Support Worker
- Trauma Worker
- Workforce Development Training
- Transport
- Creation of a soft-threshold multi-agency support hub
- Bespoke consolidated support for Vulnerable Women
This investment delivers impact in reducing demand pressures elsewhere in the system

To agree to contribute £281,000 to the funding of the Phase 2 developments of the Complex Lives Alliance model for 12 months for 2019/20 to support the project for 2 years, underwritten from the Non-Recurrent Better Care Fund (BCF) Earmarked Reserve, however alternative funding needs to be sought for 2020/21.
£281,000 to be funded from the Non-Recurrent Better Care Fund Earmarked Reserve allocation to the Place Plan.