Decisions

It is widely known that there has been a significant increase in the cost of fuel over recent months and despite the recent government intervention to cut fuel duty, costs of fuel remain significantly higher than in previous years. As the domiciliary care sector rely on staff using vehicles to travel between individuals own homes, the impact on this sector is significantly more than in other Adult Social Care services.
Providers have been contacted individually to ascertain the impact on their services and have provided the following information:
1. Care Workers are saying that traveling is not worth it for them given the current fuel costs.
2. Care Workers are reluctant to travel out of their normal area due to costs.
3. Reluctance to travel is causing issues when covering holidays/sickness and offering on new packages 4. Staff have voiced that they will be better off leaving for other jobs that do not involve travel.
5. Recruitment has slowed again.
Some providers have also indicated that they have already increased mileage payments to their care workers to try and prevent any further impact.
Within the current hourly rate for domiciliary care there are two elements in relation to travel:
Travel time – 62p per hour
Travel costs – 45p per hour
The total travel payment is £1.07 per hour. Providing an additional 20% on these elements would mean an additional 21p per hour. It is recommended that this increase is provided on a temporary basis for three months with a review at the end to consider if any further actions are required.
The investment required to provide this additional amount for three months is expected to be in the region of £37,000. It is recommended that this amount is funded through the budget allocated to support market sustainability.
The 3 month one-off payment is to be based on Feb 2022 hours delivered at 21 pence per hour, for each provider who signs up to confirm that they will pass this additional amount to care workers, with the intention that these funds can be provided shortly after provider acceptance.
Providing as a one-off payment should allow providers to pass on the funds to care workers as early as possible, administratively it is simpler for all parties and we can provide the full 21 pence (contracted provider rates otherwise can only be increased in multiples of 4 pence). The increased one off payments will not be subject to client contributions.

To agree to provide short term financial support to the commissioned domiciliary care market to assist with the impact of the current increases in fuel costs.
The support to be provided will be an additional 20% increase to the fuel element of travel within the current commissioned hourly rate for a period of three months covering April to June 2022 (at a cost of 21p per hour). This additional financial support will be provided on the basis that the commissioned providers confirm that they will pass this additional amount to care workers who are experiencing the impact of the fuel cost increases.
The payment will be provided up front, as opposed to temporarily amending provider rates, to enable providers to pass on the funds to care workers.

Ensuring people who are already in receipt of care and support receive timely support to review those arrangements is essential to supporting people to live in a place they call home and lead their best lives.
Across all Adult Social Care Social Work teams there are a significant number of overdue annual social care reviews.
See attached Officer Decision Record regarding for further details.

A one off financial investment of £447,160 to deliver a targeted initiative in Adult Social Care to reduce the number of people waiting for an adult social care review. This one off transformational funding will be used in a number of ways throughout 2022/2023 to ensure timely access to strength based reviews with people receiving social care support.
Phase one of the project will involve accessing £125,000 of the investment to commission a consultancy project team, which will consist of Social Work Capacity in the form of x4 FTE Social Workers and a Project Manager. This dedicated Social Work capacity will focus on undertaking strength based reviews with individuals who have been waiting for a social care review, to review current support arrangements in place to support people to build better lives and live in a place they call home. Reviews undertaken by the project team will focus on those individuals currently living in residential care or high cost supported living placements. This arrangement will be reviewed after 12 weeks and extended for a further 12 weeks (if successful), utilising in total £250,000 of the financial investment.
Phase two of the project will access the remaining £197,160 of the investment to secure temporary social work capacity in the form of X5 FTE Social Workers (temporary contracts for 6 months), X1 Advanced Practitioner (temporary contract) and a part time temporary contracts officer for a period of six months. This additional resource will prioritise strength-based reviews with individuals currently supported in specialist (high cost) placements. These individuals will be receiving support from one of the specialist social work teams (including Neurological Rehabilitation and Outreach Team (NRO), Mental Health or Community Adult Learning Disability Team (CALDT)).
Reviews will run in parallel with the introduction and use of CareCubed. CareCubed is an online tool. Its purpose is to provide a consistent method of determining care needs and align those needs to an appropriate cost for care based on local market data so that the local authority and care provider can negotiate a fair price for specialist services.
The ultimate aim of the investment is to ensure people receive timely access to support to review current support arrangements in place.
The investment will address the significant concern of the number of people waiting for a social care review, with the target being to clear the current waiting list. The investment (extra capacity and prioritisation of reviews) will lead to financial savings, predicted to be £500,000 in 2022/2023.

To enter into a Memorandum of Understanding (MOU) to transfer funds to the NHS Trust overseeing children’s speech therapy services to recruit 1 (full time equivalent) non-case holding Band 7 Speech and Language Therapist for 1 year, to lead on the continued delivery of the ‘Doncaster Talking Together Pathway’. The post holder will be matrix managed within the Early Years Inclusion Team.

A maximum cost of £59,000 including on costs.

The creation of 3 (full time equivalent) temporary Grade 6 Advanced Early Years Development Workers for 1 year to support the delivery of the strands across the pathway including ‘Hungry Little Minds’, ‘Growing Talk’, ‘Home Talk’ and any further identified activity needed to support the speech, language and communication element of the COVID recovery programme.

£26,154 per role for 1 year, including on costs, at a total cost of £78,462

Total estimated costs: £137,462

These costs will be met from within the Early Years Inclusion team budget for one year as a result of funding that has been previously secured. However, consideration needs to be made towards developing a dual commissioning arrangement for more long-term sustainability of the pathway.

There is significant pressure on the Early Years sector across Doncaster following the COVID19 pandemic, to support the delay in young children’s speech, language and communication.

This concern is mirrored at a national level in numerous reports including the Ofsted report: ‘Education recovery in early years providers: Spring 2022’ where it states;

‘The pandemic has continued to affect children’s communication and language development, and many providers noticed delays in their speech and language progress. Providers are making more referrals for external help than before the pandemic and are waiting longer for this specialist help.’

Ofsted Spring 22
Research, conducted by Darts and facilitated by the Early Years Inclusion Team in 2022, has identified a strong need for this support to be intensified. 47% of providers stated that children’s vocabulary was below the expected level of development, 48% said that children’s listening skills are not where they should be and 45% felt children’s confidence in speaking was below the expected level for their age.

Since September 2021, 90% of referrals into the panel for support through the Education Inclusion Allowance state Speech and Language as the child’s primary need and the data from the General Development Assessment (GDA) pathway also reflects this trend with an increase from 167 referrals in 2019 (Jan-Sept) to 242 (Jan-Sept) 2021.

In 2018 research showed that too many children in South Yorkshire did not achieve the early learning goals with 4,650 children in the region not achieving the expected level of development in communication, language, and literacy. The South Yorkshire Futures Regional Early Years Group led by Doncaster and Sheffield Hallam University, came together to begin to address this problem by collaborating on a project proposal to improve the local systems involved in delivering speech, language and communication assessments and interventions and to build the capacity and capability of the children’s workforce. This project proposal was successful, and in April 2019, Doncaster was awarded £250,000 by the Department of Education from the Early Years Outcomes Fund.

This project is now known as ‘Doncaster Talking Together’.

Since starting the project in April 2019, the Early Years Inclusion team have developed a regional skills strategy, provided local training opportunities for our children’s workforce, and reviewed local services to ensure that assessments and interventions with young children are robust at identifying and tackling speech, language and communication needs. In line with the Public Health guidance ‘Best Start for speech, language and communication: Guidance to support commissioners and service leads’ (October 2020). The team have ensured the support provided for children’s speech, language and communication needs is organised using a tiered framework based on a continuum of need. Provision is now available at all levels of need:

universal, targeted and specialist. We have developed A new referral pathway has been developed and a website of information for both professionals and parents has been created. www.SY-Talkingtogether.co.uk

The children’s workforce in Doncaster has benefited from the unique opportunity to support speech, language and communication development. Consultation carried out by the South Yorkshire Regional Early Years Group identified a 20% skills gap across the board and highlighted a lack of confidence in our children’s workforce to do this. As part of the project the funding was utilised to buy in a speech and language therapist for 1 day a week across 18 months.

This role was dedicated to support the programme in order to ensure that all elements of the pathway and workforce development were of a high quality and aligned with the work done by our speech therapy services. This post has been instrumental in the success of the Talking Together initiative to date.

The creation of the new pathway has been very positively received by practitioners and was timely in its introduction following the aftermath of the pandemic and the increasing ‘word gap’ across children in Doncaster. It is crucial that Doncaster Council continues to invest in the Pathway in order to continue the current momentum and ensure continued impact on both children’s speech, language and communication skills and the confidence of our workforce to support in this area.

Sustainability and legacy has been embedded in all key decisions made in the creation of the ‘Talking Together - Speech, Language and Communication Needs Pathway’ with all key stakeholders engaged and invested. Losing the links with the Doncaster Speech and Language Therapy Service as the move into the continuous improvement, monitoring, appraisal and evaluation stage would be hugely detrimental on the success of the pathway and have a significant impact on the school readiness of our children aged 0-5 across the borough.

Funding is available to continue to facilitate the pathway and to support children and families, through the recruitment of a dedicated team to deliver training and key interventions, during the post COVID-19 recovery phase. This is in line with the identified priorities in the Early Help Strategy 2022-2025.

Be Well Doncaster provides part of Doncaster Council’s Covid-19 response and recovery plans. The programme uses behaviour change techniques such as motivational interviewing, coaching and brief interventions to enhance health, wellbeing and resilience of residents. The approach is delivered in partnership with Primary Care Networks (PCN) in the North, East and South of Doncaster who fund 5 Health and Wellbeing Coaches and the Better Care Fund which funds 4 Health and Wellbeing Coaches and wider programme delivery costs.

Be Well Doncaster aims to reduce the demand on statutory health and social care services throughout the pandemic and beyond by both providing easy to access support to maintain and improve health. Monitoring of the programme enables the identification of gaps in both commissioned and community services. From this we can support the system to understand where needs are not being met and inform the design and development of hyper local solutions through locality commissioning.

The Be Well Doncaster team is part of the Public Health team. The team delivers ‘Well Doncaster’, which uses community centred approaches to address health and wealth inequalities. The Be Well Doncaster Team includes Coaches who work across all localities, offering face-to-face and online support. The Coaches have supported over 250 individuals since March 2021, receiving referrals from across health, social care and VCFS partners. Self-referral is also be available and promoted from October 2021. Coaches work with residents to improve their health and wellbeing, providing ongoing supporting clients to access hyper local community based support.


Coaches currently have weekly ‘clinics’ set up in practices across the borough where practices book appointments with the coaches directly through patient record systems System One and Emis. Coaches have System One and Emis installed on their Doncaster Council laptops and can access the systems remotely to update patient records and work jointly with Primary care as part of One Doncaster.

Be Well Doncaster also runs community based peer groups across each locality supporting a population health approach to supporting residents in managing long term health conditions such as Fibromyalgia, Diabetes, respiratory conditions and general wellbeing. This approach contributes to the reduction in emergency admissions to hospital as residents increase their health literacy, connect to their community and better able to self-manage their health conditions.

The additional capacity of the 5 coaches funded by the Primary Care Networks increase the resources in each locality, allowing Be Well Doncaster to support more residents reach their health and wellbeing goals, reduce demand on primary and secondary care services and support healthy, resilient communities.

The commitment from the Better Care fund is till 2025 and there is a robust evaluation protocol in place to understand the impact of the Be Well Doncaster approach, including the partnership approach with primary care. The evaluation will inform Primary Can Networks in their decision making to extend the contracts and Doncaster Council in continuing Be Well as a way of working post 2025.

To continue to provide management of 5 Health and Wellbeing Coaches on behalf of North, East and South Primary Care Networks as part of Be Well Doncaster. Agreement for one year with options to extend for one year.

Accept the income of £36,428 per coach x5 totalling £182,140 per year.

Mental health problems, whatever their origin, severity or complexity, have an impact on an individual’s personal and social worlds.

Equally, these personal and social worlds can contribute to the development, maintenance and improvement or exacerbation of their problems. The communities in which people live are therefore central to the understanding, care and treatment of people’s mental health problems. This has been recognised since the very beginnings of mental health care and treatment.

Healthy communities are underpinned by better mental and physical health. However, not all aspects of community life are available to all adults and older adults. Social isolation, unemployment, financial problems, housing problems, exposure to crime or violence, prejudice, socioeconomic deprivation and domestic issues can all have a negative impact on a person’s mental (and physical) health. For a person to have the best possible health outcomes, they should
be helped to minimise any inequalities that they may experience. This can be done through community support and engagement.

There is extensive evidence that connected and empowered communities are healthy communities. Communities that are involved in decision-making about their area and the services within it, that are well networked and supportive and where neighbours look out for each other, all have a positive impact on people’s health and wellbeing. There is a diverse range of community interventions, models and methods which can be used to improve health and wellbeing or address the social determinants of health. Below are the key elements of community centred approaches:
- Recognise and seek to mobilise assets within communities. These include the skills, knowledge and time of individuals, and the resources of community organisations and groups

- Focus on promoting health and wellbeing in community settings, rather than service settings using non-clinical methods
- Promote equity in health and healthcare by working in partnership with individuals and groups that face barriers to good health
- Seek to increase people’s control over their health and lives
- Use participatory methods to facilitate the active involvement of members of the public.

Community centred approaches involve building on community capacities to take action together on health and the social determinants of health. It includes community development, asset based approaches, social action and social network. These approaches work by connecting people to community resources, practical help, group activities and volunteering opportunities to meet health needs and increase social participation.

The Community Mental Health Framework for Adults and Older Adults (2019) focusses on ‘putting community at the centre of community mental health services’ with local areas being ‘supported to redesign and reorganise core community mental health teams to move towards a new placebased, multi-disciplinary service across health and social care aligned with primary care networks’. This will ensure that people with mental health problems will be enabled to:

- Access mental health care where and when they need it
- Manage their condition or move towards individualised recovery on their own terms
- Contribute to and be participants in their communities

Building and sustaining social networks is a key way in which the best can be made of community resources, including supporting people to access community-based social, educational or employment services, or engaging in leisure activities. Building capacity in communities and supporting people to use community assets is therefore central to the effective delivery of mental health care, and a fundamental component of the framework introduced in this guide.

Community assets can play a role in promoting health and maintaining wellness within the community, so may also provide a preventive function as well as providing support. Everyone involved in a person’s care has a potential role to play in facilitating their connection with community resources and supporting them to develop connections using their own resources and strengths.

This approach has been working in Doncaster with a network of 10 Community Connectors in place in 2021 supporting support hard to reach groups around barriers to Covid Vaccinations. This approach will continue into 2022 with a focus on support residents to access local support and inform locality commissioning. Get Doncaster Moving also using the Community Connector model with a network of 5 Connectors removing barriers to physical activity through a place based approach.

Mental Health Community Connectors
Below outlines the model to provide community based support around mental health transformation all of which are grounded in evidenced based community centred approaches.

Host Organisation
A Voluntary Community and Faith Sector (VCFS) organisation(s) with the field of mental health to recruit and manage the roles outlined below. The host organisation will provide all HR and line management. The Host organisation will ensure the Co-ordinators feed into the wider Community Mental Health Transformation plans.

Organisations must be either a UK registered charity, community interest company, social enterprise organisation, credit union or a not-for-profit company limited by guarantee. Community interest companies and social enterprise organisations must have a governing document, which shows the name, aim/purpose, objects of the group, including a dissolution clause.

Mental Health Community Connector Roles:
1x full time VCFS Co-ordinator working across the borough for one year-£30,679.03 plus on costs for 12 months
4x 20hper week VCFS Co-ordinator focusing in each locality-£56,000 total plus on costs for 12 months

Job Role Outline
The VCFS Co-ordinator will build on and enhance the Community Connectors model by drawing on their own lived experience to ensure that co-production with people with lived experience and their families is at the heart of delivering the mental health transformation programme across the borough. The VCFS Co-ordinator will work with communities to support and address their priorities in relation to mental health in a strengths-based methodology and aid the delivery of targeted interventions in areas of most need. It will be a key role within the wider metal health transformation agenda.

Key characteristics of a VCFS Co-ordinator:
- Know their community – the people and place,
- Trusted by people in their community,
- Passionate about positive change
- Want to help people
- Have the ability to influence people – leader and activist (but might not describe themselves as one)

An Internal management fee of £13,320.97 will be allocated to fund the time of a Doncaster Councils Officer within Public Health to contract manage the approach.

To receive £100,000 from the Community Mental Health Transformation Programme managed by Rotherham Doncaster and South Humber NHS Foundation Trust (RDaSH) to fund and contract manage host organisations from the Voluntary Community and Faith Sector to recruit and manage 5 Mental Health Community Connectors.

To award grants to the successful host/s for the Community Connectors to the total value of £86,679.03 inc. on costs

Internal Management fee £13,320.97 is income to the Council

See attached Officer Decision Record for full details

In 2019, Doncaster Public Health undertook a Public Health England evaluation of our alcohol strategic direction and found we were lacking a specific alcohol campaign to reduce the harms of alcohol here in Doncaster.

It is estimated that Doncaster has approx. 4313 dependent drinkers and 3848 hospital admissions caused by alcohol each year. The cost to the NHS here in Doncaster due to alcohol is £17.2 million per year. Nationally alcohol specific deaths have increased by 20% between 2019 and 2020.Doncaster is also estimated to have over 12,000 people drinking at higher risk - Men who regularly drink more than 50 units a week and women more than 35 units.

Over the past two years, the number of referrals into Aspire has increased by over 200% –officially the highest increase in all of England confirmed by Public Health England.

Over the past two year’s Public Health has commissioned Rdash to deliver an alcohol campaign on a year on year basis here in Doncaster entitled RethinkYourDrink.

Rupert Suckling the Director of Public Health would now like a 3 year contract for a dedicated alcohol campaign hence going to market as over 25K over the 3 year period.

See attached Officer Decision Record for full details

A decision has been taken by the Director of Public Health to award a grant to the Club Doncaster Foundation for £60k for 2022/23 to support the implementation and delivery of the ‘Home Goals’ wellbeing programme and will be paid in quarterly instalments on the receipt of satisfactory quarterly reports/monitoring and outcomes
data from the provider. Payments will be made to the sum of £15k per quarter commencing with £15k in Q1 and the recurring payments of £15k in Quarters 2,3 and 4 respectfully .

See attached Officer Decision Record for full details

To provide ‘capital allocation’ to Doncaster Culture & Leisure Trust (DCLT) to the value of £718,200 over financial years 2022/23 and 2023/24.

To include in the Council’s Capital programme

See attached Officer Decision Record

To award the contract for Public Health Services for 5 to 19 year olds to Rotherham Doncaster and South Humber NHS Foundation Trust commencing August 1st 2022.

See attached Officer Decision Record for details

To extend the contract with RDaSH for the provision of the IPC Service for one month from the 1st to the 30th April 2022 to cover for current commissioned service that had limited scope.

To enter into the Section 76 contract with Doncaster CCG for the provision of enhanced Doncaster wide IPC services for 11 months from the 1st May 2022 to the 31st March 2023.

REASON FOR THE DECISION
Revocation of existing SPDs
Following Local Plan adoption, the Planning Policy
•Development and Flood Risk;
•Residential Backland and Infill Development
•South Yorkshire Residential Design Guidance; and
•Carr Lodge Design Code.
These are now out of date. Some refer to old Unitary Development Plan and Core Strategy policies and some provide policy which has been superseded or is contrary to the new Local Plan. Using these as formal SPD is no longer appropriate or indeed legal and so they need to be formally revoked in line with Regulation 15 of the Town and Country Planning (Local Planning) (England) Regulations 2012. This can be done at any time subject to following certain publicity requirements.
Publication of Transitional Developer Guidance
The Planning Policy
•Development and Flood Risk; and,
•Residential Backland and Infill Development.
The South Yorkshire Residential Design Guide and Carr Lodge SPDs will be re-issued as guidance but have not been edited as a transitional measure.
All of the above should be treated as informal guidance only. They can be treated as a material consideration in decision-making but with only ‘limited’ weight. More nuanced arguments over actual weight could be made depending on case specifics. The Council will publish a Statement online alongside the documents to make all of this clear.
Publication of First Homes Interim Position Statement
The Government introduced its First Homes policy, in May 2021, late in the preparation of Doncaster’s Local Plan, when the Plan was already under its examination.
In introducing First Homes, the Written Statement included transitional arrangements which meant that Doncaster’s Local Plan did not need to reflect the Government’s First Homes policy requirement. There is therefore no such policy in the Local Plan.
The transitional arrangements also mean that the First Homes requirements will not need to be applied when considering planning applications in Doncaster until such time as the requirements are introduced through a subsequent update to the Local Plan.
As with all Local Plans, it is a legal requirement that all policies in Doncaster’s Local Plan should be reviewed to assess whether they need updating at least once every five years, and should then be updated as necessary. The Council will therefore need to keep its position on First Homes under review as part of this duty.
The Council may begin to see applications from developers seeking to deliver First Homes sites.
However, it is clear from the Ministerial Statement that its transitional arrangements means that First Homes did not need to be reflected in the Local Plan and also do not need to be applied when considering planning applications in Doncaster.
For the avoidance of doubt it is therefore proposed that an Interim Position Statement (see ‘Background Papers’) be published on the Council’s website and publicised to potential planning applicants and their agents.

To: formally revoke the existing suite of Supplementary Planning Documents; publish Transitional Developer Guidance; and, publish First Homes Interim Position Statement.

REASON FOR THE DECISION
To provide events for communities to celebrate the Jubilee. The events approved by Executive Leadership Team and Executive Board are as follows:-

1. The Beacon
Traditionally the lighting of beacons is performed at Jubilees celebrations to announce the ceremony. The beacons enable local communities, individuals, and organisations to pay tribute to Her Majesty the Queen.

On the 2nd June 2022 more than 1500 beacons across the United Kingdom, Channel Islands, Isle of Man,

UK Overseas Territories and Commonwealth countries will be lit to celebrate this unique Jubilee.

The Council will establish two main beacons both at the Mansion House and Sir Nigel Gresley Square to represent the Council and our Civic role in honouring the Jubilee. The Mansion House beacon lighting will be hosted by the Civic Mayor and the Sir Nigel Gresley Square beacon will be hosted by The Elected Mayor and the CEO. Sir Nigel Gresley Square will host Jubilee Live with entertainment throughout the Square and a large screen to show television coverage of national events. At the official coordinated lighting of the beacons, a piper will play ‘Diu Regnare’ in celebration to the Queen and her service.

2. The Queen’s Green Canopy
The Queen’s Green Canopy (QGC) is a unique tree planting initiative created to mark her majesty’s Platinum Jubilee, which invites people from across the United Kingdom to plant a tree for the jubilee.
Councils have a valuable role to play in championing the QGC in their area. Including supporting schools, community groups and other facilities, such as care homes and leisure centres, to plant trees; by
coordinating activity with town and parish councils to ensure a good spread of new trees and by working with partners to raise funds to support the local programme.

All schools will be actively encouraged to engage with the QGC. Schools can get involved with tree planting through the Woodland Trust’s Free Trees for Schools and Communities Scheme. Across 2021/22 they have over 3 million saplings available. Additionally the QGC will make contact with schools in the UK to make free trees available through partner organisations.

The QGC have asked that all trees planted are photographed and added to the QGC map. Commemorative plaques are available to mark the occasion and it is recommended that a plaque is attached to one of the trees in Elmfield Park which were planted to commemorate a previous jubilee.

3. Delicious Doncaster – The Platinum Edition – 2nd to 5th June
Delicious Doncaster will be extended this year to include Jubilee events. The cookery theatre will return with appearances from celebrity chefs. There will also be over 30 food traders in addition to our established market traders.

There will be entertainment throughout the weekend and throughout the town centre from the market to Gresley Square where there will be live music, food and drink on offer.

The Big Jubilee Lunch will take place on 5th June with a street party theme in the town. Traders will be encouraged to provide Jubilee themed lunch boxes. Children’s commemorative gift bags will be on offer.

4. Young people’s Music and Arts Festival
Doncaster Music Education Hub and Doncaster Cultural Education Partnership are working together to create a music and arts festival. This will take place on 27th and 28th May in Sir Nigel Gresley Square and also at CAST, The Point and Danum Gallery, Library and Museum. Schools will be engaged in a number of creative initiatives covering a wide range of art forms and musical performances and experiences.

5. Utilisation of Heritage buildings
Heritage buildings will host a number of exhibitions and events. The plans for this to be confirmed at a later date. The Moving Museum represents an opportunity to engage communities who have memories of the Coronation and subsequent Jubilees.

6. The Jubilee Year
The Jubilee year will be celebrated not only during the June weekend but throughout the year. This includes Armed Forces Day, Remembrance Sunday and a parade of the Coldstream Guards (date to be confirmed).

7. Celebration of Children
The Mayor has asked that we explore the potential of a gift for the Children of Doncaster. The suggestions made by the Executive Board, we a direct commemorative gift, a tree for every child, a tree planted on behalf of every child, a tree planted in each school with a commemorative plaque. These options are all being explored for the viability regarding cost and logistics.

8. Security and Town Centre Staff
Security and additional staffing will be required during the Jubilee event for the purposes of marshalling and intervention.

To provide a series of events in Doncaster in order to celebrate the Platinum Jubilee. Total cost proposed is £179,300.

It is proposed that the budget will be funded from corporately held contingency budget and therefore this decision will also need to be signed off by the Chief Financial Officer under the Council’s Financial
Procedure Rules for budget virements between directorate