The Overview and Scrutiny Management Committee of Doncaster Council was scheduled to review the council's financial performance and key performance indicators for the second quarter of the 2025-26 financial year. The committee was also set to examine the performance of St Leger Homes of Doncaster Limited and review the council's work plan and forward plan of key decisions.

2025-26 Quarter 2 Finance and Performance Improvement Report

The committee was scheduled to consider the 2025-26 Quarter 2 Finance and Performance Improvement Report. This report detailed the council's financial position and performance against its Corporate Plan priorities for the second quarter of the financial year. It highlighted an uncertain economic outlook with inflation at 3.8% and rising national debt costs, while noting that Doncaster's economy was performing close to regional benchmarks.

A projected council-wide overspend of £5.2 million was identified, with significant shortfalls in Adults Social Care (£6.3m), Culture & Commercialisation (£1.0m), Place (£1.5m, including £1.1m on Waste), and Children, Young People & Families (£1.5m, including £1.1m on Children's Social Care). These were partially offset by the deferral of the Neighbourhood Renewal Fund (£1.5m) and the pay award for 2025/26, which cost an additional £2.6m but was offset against Council Wide budgets. The report indicated that focused meetings were arranged to address the overspend, with proposals for the release of £5.2m from earmarked reserves.

The report also detailed the Dedicated Schools Grant (DSG) position, which had deteriorated further, projecting a £19.1m in-year deficit, with a focused meeting planned on the High Needs block of the DSG.

Key areas of discussion within the report included:

• Tackling Climate Change: The council was administering five separate domestic energy efficiency schemes and awaiting an increase in housing retrofit allocation. Work was underway to reduce costs through externally funded solar and battery works, increase electric vehicle charging infrastructure, and prepare for environmental works at Thorne and Moorends Pig Hill Allotment. Natural Flood Management works were planned for Conisbrough and Bentley.
• Making Doncaster the Best Place to Do Business & Create Good Jobs: The council was working with partners, including the South Yorkshire Mayoral Combined Authority (SYMCA), to stimulate economic growth. Doncaster had been allocated over £61 million from the government's national Pride in Place Programme. The report noted a projected overspend in Planning applications, with Major Applications processing at 85.71% against a target of 94.00%. Local spend by Children's Services had reduced slightly since the integration of Doncaster Children's Service Trust (DCST).
• Building Opportunities for Healthier, Happier & Longer Lives for All: Doncaster's adult social care services had received a 'Good' rating from the Care Quality Commission (CQC). Doncaster had also been selected as a Wave One site for the National Neighbourhood Health Implementation Programme. The report highlighted a reduction in admissions to residential and nursing care homes for people aged 65+, and a significant improvement in the timeliness of carers' assessments. However, there was a notable rise in admissions of working-age adults into permanent residential care.
• Creating Safer, Stronger, Greener & Cleaner Communities Where Everyone Belongs: Delivery of the City Centre Locality Plan had accelerated, focusing on safety, environmental quality, and community engagement. Work was ongoing to refresh the Community Safety Strategy for 2026–2029, informed by a Community Safety Survey. A week of action had taken place in Hexthorpe to tackle key issues raised by residents. The council had been recognised as an exemplar authority for its commitment to the Armed Forces community. The report noted an increase in the number of rough sleepers in Doncaster.
• Nurturing a Child & Family-Friendly Borough: Preparations for the Families First Partnership Programme were progressing well, aiming for earlier multi-agency intervention. A training programme for front-line staff had been developed to improve practice around understanding and recording children's identity. Doncaster had been selected for the Local Youth Transformation Pilot, bringing additional funding to boost leadership capability. The report indicated a significant increase in children moving to permanence in a family setting. However, external residential placements remained a challenge.
• Building Transport & Digital Connections Fit for the Future: Significant progress was being made towards reopening Doncaster Sheffield Airport (DSA), with SYMCA approving up to £160 million in gainshare funding. Works had commenced to deliver improvements to the public realm within Moorends. Doncaster had also been successful in the Safer Roads Fund bid, allocating £2.96 million for safety measures along the A19. The city welcomed tech leaders for the groundbreaking of Gateway One, its new digital tech hub.
• Promoting the Borough & Its Cultural, Sporting & Heritage Opportunities: A varied programme of events took place in quarter 2, including Doncaster's Balloon Festival and the Doncaster St Leger Festival. Culture Services' UKRI-funded creative health work was progressing. The council was on track to reach one million visitors by the end of quarter 4. The Danum Volunteers programme continued to deliver above target levels.
• Fit for Purpose Council: The Customer Experience Strategy's Accessibility Workstream had been implementing the Sign Video App. Performance for processing Housing Benefit and Council Tax Support applications was on target. The report noted a slight dip in Council Tax collection compared to the previous year, but expected it to return to target. Work was ongoing to review support for candidates on the council's website to make the recruitment process more inclusive. Sickness absence rate for quarter 2 was 10.70 days per full-time equivalent employee, against a target of 10 days.

The report also included detailed financial implications, with a projected year-end overspend of £5.2m, and a breakdown of variances by directorate. The Capital Programme showed a reduction of £11m in the quarter, with significant slippage noted in several schemes, including Edlington Leisure Centre and Net Zero Carbon projects. The Treasury Management Update indicated a projected overspend of £0.3m for interest payable and receivable due to temporary borrowing at higher interest rates.

St Leger Homes of Doncaster Limited Key Performance Indicators and Tenant Satisfaction Measures Update

The committee was scheduled to receive an update on St Leger Homes of Doncaster Limited's (SLHD) Key Performance Indicators (KPIs) and Tenant Satisfaction Measures (TSMs) for Quarter 2, ending 30 September 2025. The report indicated that 17 out of 28 KPIs being measured at quarter end were met or within agreed tolerances.

Key performance areas discussed included:

• Percentage of Current Rent Arrears: Arrears were at 2.88% at the end of September, remaining under the Q2 profiled target of 3.20%. The report noted an increase in Court of Protection cases holding significant arrears.
• Void Rent Loss (Lectable Voids): The KPI of 0.80% was not met, with a YTD performance of 1.11%. This was attributed to an increase in voids requiring major works, particularly kitchens and garden repairs to meet HHSRS requirements.
• Average Days to Re-let Standard Properties: The YTD performance was 25.6 days, within the target tolerance of 25.0 days. Performance was trending positively due to ongoing monitoring and strengthened collaborative working.
• Average Number of Nights in Hotel Accommodation: The cumulative KPI was 22.9 nights, slightly worse than the target of 21.0 days. However, overall use of temporary accommodation was lower than the previous month, end of Q1, and the same period last year.
• Percentage of Settled Accommodation at Prevention Stage: The YTD performance was 51.0%, exceeding the target of 50.0%. The report highlighted a significant increase in successful preventions compared to previous years.
• Complaints: Stage 1 and 2 complaints per 1,000 properties were higher than the target, with an increasing trend in the number of complaints received. However, response times for both Stage 1 and Stage 2 complaints were better than the target.
• Repairs Performance: The percentage of repairs completed at first visit was 96.6%, exceeding the target of 94.0%. However, emergency and non-emergency repairs completed within target timescales were below target, with non-emergency repairs stabilising and remaining below target.
• Gas Servicing: The percentage of properties with a valid gas safety certificate was 99.23%, worse than the target of 100%.
• Asbestos, Legionella, and Lifts: Performance for Asbestos, Legionella, and Lifts safety checks was at 100%, meeting the target.
• Electrical: The percentage of domestic properties with a satisfactory EICR up to five years old was 98.50%, worse than the target of 100%.
• Sickness Absence: The KPI for days lost to sickness per FTE was 11.1, just outside tolerance levels, with Musculoskeletal issues and stress, anxiety, and depression being the main causes.
• Percentage of Local Revenue Expenditure: This was significantly below target at 56%, with the KPI being influenced by a small number of large suppliers outside of Doncaster.
• Anti-Social Behaviour (ASB): Cases per 1,000 properties were below target, and cases involving hate incidents were also significantly lower than the target.
• Tenants into Training, Education or Employment: The number of residents helped into training, education, or employment exceeded the target.
• Percentage of Homes Not Meeting Decent Homes Standard: This had significantly increased to 11.9%, primarily due to the identification of a large number of non-decent chimneys following stock condition surveys.

Overview and Scrutiny Work Plan and Council's Forward Plan of Key Decisions

The committee was scheduled to review the Overview and Scrutiny Work Plan for 2025/26 and the Council's Forward Plan of Key Decisions for the period January to April 2026. The work plan outlined scheduled scrutiny activities across various committees, including the Overview and Scrutiny Management Committee, Health and Adult Social Care, Children and Young People, Regeneration and Housing, and Community and Environment.

The Forward Plan detailed upcoming key decisions to be taken by the Cabinet, Mayor, or Full Council. These included the sign-off of the 'Your Care and Support: Doncaster's Adult Social Care Local Account 2026' and 'Doncaster's Carers' Journey 2026', approval of admission arrangements for community schools, nurseries, and academies, and the approval of the Council Tax Base for 2026/27. Other key decisions included the acceptance of grant funding for Mexborough Market, the approval of a managed programme of disposals to support the Capital Programme, and the procurement of a developer for the Waterdale and Colonnades regeneration scheme. The plan also listed the approval of the Borough Strategy mid-point refresh, the acceptance of High Needs Capital grant funding, and the approval of the Capital Strategy, Capital Budget, Treasury Management Strategy Statement, Revenue Budget, Housing Revenue Account Budget, and the Council's Corporate Plan for 2026/27.