Team Doncaster Self Assessment 2014

team doncaster self assessment 2014

think you know doncaster? think again. doncaster.gov.uk1 DONCASTER COUNCIL’S

“PURPOSE IS TO ENSURE

DONCASTER AND ITS PEOPLE THRIVE. WE WILL ENSURE THAT VALUE FOR“ MONEY IS AT THE HEART OF EVERYTHING WE DO.

Our Borough Vision Doncaster is one of the most successful boroughs in England and a gateway to opportunity locally, nationally and worldwide and has: ■ A strong local economy ■ Progressive, healthy, safe and vibrant communities ■ All residents are able to achieve their full potential in employment, education, care and life chances ■ Pride in Doncaster will have increased further.

2 team doncaster self assessment 2014

ContentsContentsContents

Foreword by Mayor, Ros Jones 4

Foreword by Chief Executive, Jo Miller 5

20 facts and figures about Doncaster 6

Overview 8

Theme 1. Understanding of the local context and priority setting 9

Theme 2. Financial planning and viability 12

Theme 3. Political and managerial leadership 14

Theme 4. Governance and decision-making 16

Theme 5. Organisational capacity 19

3 Foreword by Mayor Ros Jones

There is much to be proud of in our town. Doncaster is a great place to live, work in and visit. Whether it’s our proud heritage, our rural borough and market towns, our busy town centre or great local attractions, there is much to admire and enjoy. We also have unparalleled assets which make Doncaster a smart place to invest in. Not many boroughs can boast a prime location on the national road and rail network, its own international airport and North Sea ports within easy reach.

Today our economy is worth £4billion, the second largest in the Sheffield City Region. However, Doncaster’s economic output lags behind the regional average, which itself falls short of the national average. Put bluntly, our economic output is not high enough and it is impacting on the quality of life of local residents.

Historically, Doncaster has been a much stronger contributor to the economic success of the region and the nation. However, much of this success was based on industries which no longer exist, have reduced in size or have significantly changed in nature. Doncaster has struggled to adapt to these changing circumstances and the associated loss of employment. Today, one in four people in Doncaster does not earn the living wage and our unemployment is too high. We need more jobs at all levels, particularly skilled jobs that pay good wages. We also need to achieve better performance in our education results and help our young people to have greater aspirations. Linked to our limited economic success are other social issues including lower life expectancies, a higher incidence of long term health issues and higher than average levels of crime and anti-social behaviour.

Doncaster Council must play a central role in changing the situation. Whether it is delivering or supporting vital services, enabling residents to help themselves or facilitating investment and business growth, a well-run Council can help to achieve the transformational change needed to make our residents’ lives better.

I am fully aware that the Council is an organisation which has had very serious problems and the people of Doncaster have been let down. However, I believe we are changing the situation and that our rate of improvement has accelerated during the last year. We face a significant economic challenge in the face of financial cuts and an increasing demand for services, but for the first time ever we have agreed a three year budget plan ensuring proper forward financial planning. As well as changes to our financial management, we have made progress in relation to, for example, corporate planning, governance arrangements and industrial relations.

In my opinion, we are moving in the right direction. However, this peer review will play an important role in helping to continue delivering the change that is required. I would welcome feedback from our colleagues within local government regarding Doncaster Council’s strengths and the areas where improvements still need to be.

Ros Jones Mayor of Doncaster

4 team doncaster self assessment 2014

Foreword by Chief Executive Jo Miller

Welcome to Doncaster. We have been looking forward to welcoming the Peer Review team here. We want to show you just how far we’ve come since being named the worst Council in England back in 2010. We don’t believe that badge applies any more.

We want you to see the scale of our ambition for our place and people, for you to understand the significant challenges ahead and how we plan to manage that. We believe we are a more open, transparent organisation with a good degree of self-awareness. This is serving us well and will help embed the culture and behaviours necessary to fulfil our purpose.

The challenges that face Doncaster Council now, are not because of dysfunctional political and managerial leadership, a lack of focus on place and people, or ‘toxic’ partnership relationships. Far from it. Our challenge is to transform public services to operate in the new fiscal climate. The scale of the change undertaken so far, and that which lies ahead is unprecedented. Public service transformation will include us ceasing to carry out some activity, changing the nature of delivery of activity and inviting others to do things which the Council might previously have done. Whilst the Council will be operating by 2017 with only half of the amount of government funding in real terms that was available in 2010, there remains a total £1 billion pounds per year spent via wider public services in the borough. The Council’s challenge, alongside all other Team Doncaster partners is to ensure that all of that sum is spent improving outcomes in our place for our people, exploiting new technology, making decisions based on evidence, and reimagining citizens as assets – not just recipients of service.

Alongside service transformation, we must continue to make the very best of Doncaster’s considerable asset base to accelerate and transform economic growth, ensuring that the benefits of growth are enjoyed by local people. New businesses, more homes, new jobs and underpinning growth with greater skills levels are all on our agenda. As is ensuring that Doncaster children achieve at school to the best of their potential – we want all schools, whatever their type, to be good or better.

We believe our ambition is clear and achievable, and know that it will stretch every single one of us. We will need to keep a relentless focus on priorities, performance and delivery, on taking staff and residents with us and making sure that we connect with all of the different communities that make up our borough. The transformation of services, new economic growth and harnessing the power of communities anticipates front-line Councillors as community leaders and advocates, ensuring Team Doncaster delivers in the many different places that comprise our borough.

Peer Review is a significant opportunity for us to reflect on the journey we have been on so far and to be challenged about the scope and deliverability of future plans. The drawbridge mentality has gone here. We want to learn from others, collaborate and compete and share our learning too. We are more than ready to stand on our own two feet to face the future. This Peer Review will challenge us to make sure we are best placed to do that.

Jo Miller Chief Executive

5 20 Facts and Figures about Doncaster

Children, Young People Economy, Enterprise, and Families Investment and Skills

Doncaster has a £4bn economy, the second largest in the Doncaster is home to 92,000 children and young people 1 Sheffield City Region. We’ve got Amazon, BAE Systems, 1 (aged 0 – 24), 30% of our population BT, IKEA and Next here

4,360 young people in Doncaster took part in the 2013 The proposed DN7 Project will create 3,000 new homes, 2 Make Your Mark survey organised by the UK Youth 2 6,000 new jobs, and a new power station and recycling Parliament. Priorities for our young people were better facility – it will be one of the most advanced carbon work experience, funding to youth services and zero capture and storage facilities in Europe tolerance to bullying in schools The Gateway to the SCR project will integrate road, rail, 1 in 10 young people aged 18 – 24 are claiming Job 3 water (via the Humber ports) and air to provide a major 3 Seekers Allowance UK multi-modal logistics offer known as the ‘Port of Doncaster’ There were 5,798 referrals into social care in 2012-2013 4 (equates to roughly 9 per 100 children), younger children We have the UK’s newest international airport in aged under 5 account for 44% of children with a child 4 Doncaster Robin Hood Airport which has served 7.5m protection plan passengers since it opened in 2005

The birth rate remains high – by 2021 there will be almost One of Doncaster’s great success stories, Yorkshire 5 20% more primary school age children than in 2011 5 Wildlife Park, recently welcomed its one millionth visitor and we have more visitors than Bath, Oxford, Cambridge and Stratford upon-Avon

Health and Well-being Stronger and Safer Communities

Our population is ageing. We will have an additional 9,300 Our population is steadily increasing. At the 2011 census it 1 residents over the age of 65 by 2021 1 had grown by 5.4% to 302,400

Over £24m will be made available through Doncaster’s The last census also revealed that 6.2% of Doncaster 2 Better Care Fund to help patients and people with care 2 residents were not born in the UK and support needs The burglary of people’s homes is at its lowest level since There are over 140 play areas in Doncaster, 18 Skate 3 1983 3 Parks, 18 public parks and 5 country parks Vehicle crime is at its lowest level since 1990 and criminal Doncaster has been chosen to be part of a major 4 damage is at its lowest level since 1992 4 Department of Health pilot scheme to create dementia- friendly care environments, including acute hospital wards, We’re the largest metropolitan borough in the UK covering ‘extra care’ housing schemes and new garden areas on 5 227 square miles hospital sites

Doncaster’s Health and Well-being Board has been 5 selected under the Think Local Act Personal (TLAP) programme to co-produce a community capacity building framework for national use to develop stronger communities to boost health and well-being

6 team doncaster self assessment 2014

Key Facts about Doncaster Council

Sickness OUT OF ONLY Levels Number of days lost per F.T.E

ONE FIFTEEN 2009/10 2013/14 COUNCILS 13.97 9.66 IN THE COUNTRY OUTSTANDING TO HAVE AN ELECTED EXTERNAL AUDIT RECOMMENDATIONS Political make-up Dec 2011 Nov 2013 of the Council MAYOR 32 2 (Not including The Mayor of London) Party Jan 2010 | May 2014

Labour 26 48 Customer Contact Conservatives 9 9 During the last 5 years we... Liberal Democrats 12 0 Alliance of 9 0 Answered over independent 3,000,000 members BUDGET SAVINGS OVER phone calls Independent 4 5 THE NEXT 3 YEARS (Not affiliated to any political group) Provided information Community Group 4 0 2014/15 £38m for approximately UKIP 0 1 8,000 freedom of 2015/16 £37m information requests Vacancy 0 1 - 2016/17 £34m Total 64* 64* Responded

HAVE to over 4,000 YOUR SAY *63 Councillors + The Directly Elected Mayor £109,000,000 complaints

How central government ASSETS Staff funding to the Council is RATIONALISATION Numbers reducing (in millions) - A DN17 PROJECT 2010/11 £269.8m Feb 2010 | 5792.91 FTE 461 PROPERTIES 2011/12 £217.0m that costs £12m per annum Feb 2014 | 4292.70 FTE 2012/13 £202.8m Number of PDRs completed 2013/14 £191.5m We must save a minimum of 2013/14 90.9% 2014/15 £171.6m £5.6 MILLION 2015/16 £146.8m of revenue costs by 2017 2016/17 £132.5m

7 Overview Over the past four years we have made great strides ■ Implementing recommendations from All Service forward and transformed our corporate governance. Reviews ■ Developing a new model for library services. We know where we have come from and where our journey has taken us. We know where we need to be and what we Robust financial stewardship is in place. We have have achieved in the last four years since the Corporate proved that we can deliver sizeable efficiency projects Governance Inspection (CGI). In 2010 we were told that that contribute significantly to controlling spend within we were not delivering for local people or providing value budgetary constraints. The Council delivered £93 million for money. Priorities were not clear and there were serious in savings and efficiencies between 2011 and 2014. inadequacies in political and managerial leadership, budget Plans for the remaining £16 million are being developed setting and decision-making. for agreement this autumn. This is the first time in over a decade that we have properly developed and agreed a During 2010-13 we laid a lot of the key ‘building blocks’ medium term finacial plan. to improve governance such as improving working relationships between officers and members, developing We have a more transparent and collegiate approach to financial stewardship, and fundamentally overhauling the our work, reflecting a level of collaboration and maturity decision-making framework. between officers and members not seen for some time.

At the same time, we continued to deliver for residents, The role of the Council continues to evolve. We know businesses and visitors. we need to change and that also means changing how we deliver services. We are increasingly an enabler and The past year in particular has seen a step-change in the commissioner of services – locally and cross-boundary. We Council’s capacity and pace to deliver better outcomes are developing new models of service delivery. for residents, with the election of a new Mayor and the appointment of a new Cabinet. Our culture continues to improve. We are more outward looking and more open to the views of others to improve Leadership from the Mayor, members and officers is more services. We are proactive in seeking external support, for visible and effective – locally, regionally and nationally. example by inviting peer reviews (e.g. for Adult Social Care and Health and Well-being). We are a more credible organisation. Businesses want to work with us to create jobs and growth and we are We know there are considerable challenges that still need punching above our weight in the Sheffield City Region to be addressed, as reflected in the Mayor’s priorities. (SCR). The new Team Doncaster strategic partnership is Doncaster is still one of the most deprived boroughs in the developing well, with the active involvement of the Mayor, UK. Cabinet and Chief Executive. At the same time, Doncaster has the potential to be the The Mayor’s priorities are clear and reflect an acute fastest growing economy in the Sheffield City Region, with awareness of the challenges that still need to be addressed significant increases in inward investment, jobs, housing - unemployment, housing, safeguarding individuals and and overall quality of life. communities, educational attainment, skills and meeting the needs of an ageing population. Internally, we need to ensure that the governance improvements already made are better integrated These priorities are already driving change, for example: and more consistently applied - to ensure that all staff ■ We’ve increased apprenticeships currently ahead of and members are able to contribute fully to improving targets and youth unemployment has reduced. outcomes for residents. ■ 4 out 15 of the prioritised infrastructure projects of the SCR Growth Plan are in Doncaster Over the next three years and beyond, our ability and ■ More new homes are being built capacity to improve the quality of life for residents through ■ We’ve got better relationships with teachers and school effective leadership, decision-making, partnership working governors and we are working together to improve and financial stewardship will be tested to the full. education outcomes. We welcome the Peer Review team to Doncaster. We look Our capacity to deliver has also improved through more forward to a candid assessment of our strengths and effective performance management and staff development. improvements that need to be made to our corporate governance.This will help us to create jobs, boost There is a commitment to change and decision-making has economic growth and improve the quality of life for been transformed. We are tackling the difficult issues, and residents. are making tough choices. For example: ■ Rationalising our buildings and assets to save money 8 team doncaster self assessment 2014

Theme 1. Understanding of the local context and priority setting Does the Council understand its local context and has it established a clear set of priorities?

Where we were Similarly our Adult Services have continued to improve. Our recent Peer Review of Adult Social Care concluded that the service has good leadership and is in a strong position to The Corporate Governance Inspection (CGI) in 2010 found: modernise further. ■ We were not delivering outcomes or value for money for local people. This was because the purpose and the We are working better in neighbourhoods and we outcomes we were working towards were confused and have seen public health and well-being becoming fully key decisions were delayed integrated in our services - see Theme 5 for more details We were not talking or listening enough – key decision ■ on this. makers had entrenched attitudes to the need for, and benefits of engagement with staff, partners, and the We have also worked positively with our school community. public So much so that over the last two years the number of The Mayor and Cabinet were not discussing the Council’s ■ exclusions of pupils has reduced, although still above the priorities with the rest of the Council and weren’t seen to national average for secondary schools. Our Governor respond to feedback. service has recently won a national award. This direction of travel is heading the right way. Progress to date 2013 – a strong focus We had key plans and priorities agreed in challenging circumstances in 2010-13. The election of a new Mayor and appointment of her Cabinet in May 2013 has marked a step change in the Through officer leadership, the commitment and co- Council’s awareness of its key challenges and priority operation of key strategic partners and overview and setting. scrutiny members, key documents were agreed such as the Borough Strategy in 2010, the Corporate Plan in 2011 The Mayor’s priorities are clear for the next three years: and the Local Development Framework Core Strategy two Creating jobs and housing – creating apprenticeships, years ago. ■ new homes and the environment for inward investment opportunities We had to demonstrate that we were still capable of Protecting Doncaster’s vital services - children and delivering quality and transformational services to residents ■ families are a top priority and businesses. During this time, we either completed Safeguarding communities – zero tolerance approach to or progressed some of the landmark, skyline changing ■ anti-social behaviour and crime; supporting more social projects we see in Doncaster today such as White Rose housing availability Way re-configuration, the Civic and Cultural Quarter Bringing down the cost of living – providing value for (including our own offices and Cast, the UK’s newest ■ money services and pushing for the cheapest possible theatre), Finningley and Rossington Regeneration Route energy in a switching scheme Scheme (FARRRS) to unlock land, build homes and create Being a strong voice for our veterans - help those leaving jobs – to name a few. You can read more in the case study ■ the military and returning to Doncaster to find jobs and on regeneration. housing. A veterans group to help provide additional support has been set up. Changing skyline, transforming services These priorities reflect the long-standing challenges that we need to tackle: While Doncaster’s skyline was taking a new shape, our ■ Increasing the employment rate and narrowing the gap service delivery was changing too. We turned around our with regional averages planning service. We are shortlisted for Planning Authority ■ Reducing youth unemployment – the rate is down 31% in of the Year, quite a turnaround from the 2010 CGI when the a year, but is still too high Local Development Framework (LDF) was highlighted as a ■ Increasing the number and quality of homes to meet concern. housing needs ■ Meeting the needs of an ageing population by further A Housing Improvement Board was established in modernising service provision September 2010 and was disbanded less than two years ■ Improving life chances for children, for example by later in June 2012 due to the significant progress made. significantly improving pupils’ attainment and progress in both primary and secondary schools. 9 ■ Continuing to reduce the proportion of young people not Three year financial plan in education employment or training (NEET) – which is now similar to the regional average. Our realistic and robust three year financial plan will support the delivery of priorities whilst achieving further The Mayor’s well-defined priorities have meant a clear significant savings (£109m). direction for staff and services. This has led to some early wins and achievements in just over a year. A new Corporate Plan with six Council prorities is being finalised and will provide the basis for service planning and In education, we have stronger relationships with schools the cascade of priorities through to individual Performance and are working together better to boost opportunities and Development Reviews (see Theme 5 for more on this). for young people to make the most out of their Improving Corporate Governance features prominently in education potential. Eleven standards and effectiveness the Corporate Plan. partners (StEPs) have been set up to support schools. Apprenticeships are on track to achieve the Mayor’s pledge With our partners we are revising the Borough Strategy and of 750 apprentices over three years. we have a more evidence based approach to developing priorities, reflecting the diverse nature of communities. The setting up of an independent children’s services trust We assess and identify current and future health and to deliver children’s social care is a national first and will social care needs of our communities and special interest help Doncaster provide better services to children, young groups with our partners on the health and well-being people and families. board, strategically shape priorities, identify key issues and hotspots for demand in services such as in primary school places.

We also look at local economic assessments to inform our approach to economic strategy and growth opportunities.

We’re revising our Borough Strategy Engaging and talking

and we have a more evidence How we engage and talk to people has changed based approach to developing“ significantly. We have done more over the last 12 months to actually engage with our communities: priorities, reflecting the diverse ■ Developed a community engagement toolkit nature of communities. ■ Consulted on how our library service can be shaped ■ Outlined our budget challenges and what was proposed “ to meet them in The Budget Conversation Doncaster 2017 – see Theme 2 for more on this ■ Lead a partnership stock-take event At the other end of the scale our care for adults and ■ Engagement around changes to adult services safeguarding are central to strategic plans to do what we ■ Spoke to over 2,500 people in schools and colleges can to support the most vulnerable where we can. about current opportunities and future prospects.

Doncaster is the ancestral home of innovation in the rail Our leaders value equality and diversity and we recognise industry. We want to create a centre of excellence for rail that we have more to do. We have a new Equality and engineering in the north by hosting the national HS2 rail Inclusion Plan and the importance of equality and diversity academy in our borough. is being embedded in a variety of ways,some examples include: As we’ve said we want our skyline to change with ■ The Deputy Mayor holds the portfolio for Equalities and regeneration projects that will set us up for a positive and Cohesion and is working in partnership with relevant more prosperous future. Our part in the Sheffield City Government agencies to confirm fair and equitable Region is crucial. We know that with the region’s support policies (see Theme 4) we can help our borough flourish. After all ■ Our Due Regard Assessment Process ensures that we we have the UK’s newest Enterprise Zone at the Airport consider the three aims of the public sector equality duty Business Park. when we plan, deliver our work and make decisions ■ Guidance for commissioning staff is currently being With those projects comes the potential for job growth and developed that in turn means we need to look at housing. More homes ■ There is a comprehensive engagement and consultation are being built and that includes affordable housing with plan for the Adult Social Care Modernisation Strategy 102 already built and 172 more during this financial year. ■ Through the expansion of the safer communities partnership we have strengthened our approach to equalities and diversity 10 team doncaster self assessment 2014

■ We have agreed to implement a new shadow fairness forum. Sharing and embedding good practice: We are working more effectively with partners, so our ■ Ensuring that examples of good practice within the priorities complement each other. We’ve taken this Council (e.g. staff engagement) are adopted throughout approach in working with, for example, the SCR Local the Council. Enterprise Partnership (LEP) on the Growth Plan, area teams working with South Yorkshire Police, Barnsley Meeting expectations: Doncaster Rotherham (BDR) Waste Partnership, St Leger ■ Ensuring we continue to change to reflect the rising, and Homes and a joint health and social care commissioning changing expectations of residents and businesses. forum – see Theme 5 for more on this. Building capacity in communities: ■ To enable them to do things for themselves to help us meet our budget challenges, but also from a governance perspective.

Making better use of information: ■ Improving the performance data available to monitor and challenge schools.

Keeping up the pace of change: ■ Continuing to improve in a climate of extremely tight and reducing resources ■ Continuing to develop new, innovative models of service delivery ■ Working effectively at the SCR level to deliver jobs and economic growth.

Ongoing and future challenges

We are concentrating on: Awareness of priorities and integration: ■ Ensuring our priorities are fully communicated and integrated into service and resource planning, performance management, decision making and Personal Development Reviews (PDRs) ■ Improving the alignment of our plans and priorities with those of our partners.

11 Theme 2. Financial planning and viability Does the Council have a financial plan in place to ensure long term viability and is there evidence that it is being implemented successfully?

Where we were arrangements proved effective in managing the budget process and were agreed at Full Council. Finances The CGI found that: were well managed and the final outturn result was an ■ Our budget setting process was inadequate underspend of £1.5 million. ■ The scrutiny process was used to undermine the Mayor rather than hold him to account and assist with the External auditor KPMG concluded that we had put proper development of policies.The external auditor concluded arrangements in place to deliver value for money and that we didn’t have adequate arrangements to secure made continued progress in relation to the costs, efficiency value for money. and/or productivity of the majority of our activities. We were operating effectively, implementing budget reductions and Progress to date managing our financial position. However, it was increasingly clear that the national We know that the difficult financial conditions have led to economy and the Government’s deficit reduction plans challenging budgets and ensured that we look carefully at were going to have a much greater impact on our finances. finding efficiency initiatives. This, coupled with challenging We were aware that further difficult budget reductions yet productive political negotiations on the development of would be required to balance the 2013/14 budget, but budgets, has seen us face difficult financial times. the situation was worse than expected, particularly in the longer term up to 2016/17. We believe we have made considerable progress in both the development and delivery of savings in 2011/12 to 2013/14, and more recently in the setting of the three year financial plan. We are confident we are ahead of the pack in the development and delivery of savings. We have robust proposals and are getting reserves in a decent place. The theme of the three year budget

£93 million in savings and efficiencies 2011- was to develop robust proposals to

2014 deliver savings on the base budget“ The Recovery Board placed development, agreement and build up one off funds to deal and implementation of the budget high on the list of our priorities. At the end of the first full year of intervention they with implementation issues. described our progress as “impressive, with members “ and officers responding to very challenging decisions and processes with maturity and care for the borough”. 2013/14

Working groups including Informal Cabinet, the Labour We had another round of tough budget reductions to Budget Group and joint political groups helped to work out make of £26 million. We again produced plans to meet any differences over budgetary priorities during this period. the savings and a balanced budget was agreed at Full Council. 2011/12 We are currently working on closing the 2013/14 accounts The Medium Term Financial Strategy (MTFS) and the and expect to achieve an ongoing underspend of £1.2 annual budgets were developed through discussion million and continue with the strategy to improve our across the political system and agreed with all party reserves by adding a one-off sum of £4.8 million. support. Savings of more than £30 million were made and a £4.5 million underspend delivered. At that point we were All Service Reviews considered as one of the local authorities showing the most convincing responses to budget challenges. These In November 2012, we embarked on an All Service Review achievements demonstrated our ability to show strong exercise to investigate all areas of material spend. By May governance and make decisions on difficult issues. 2013, the reviews had been completed and conclusions on the anticipated financial position for the next three years 2012/13 were ready to be discussed with the newly elected Mayor and Cabinet. A series of interactive budget meetings were Savings of around £30 million were required to balance held between June and December 2013, where 22 new the budget in 2012/13. Once again the governance savings programmes were developed with the Mayor and

12 team doncaster self assessment 2014

Cabinet to deliver the bulk of the identified savings. Implementation Boards

We have already had a successful consultation and delivery Four Implementation Boards have been established to of the £1 million libraries, museums and archives saving oversee the implementation of the three year budget and the consultation process will be used as an exemplar savings. for our other projects. More recently, resources have been put in place to help 2014/15 to 2016/17 support and monitor the delivery of programmes. Within the responsible departments, senior managers are leading The financial pressure is unrelenting and we need to each project and given guidance and support on project find further reductions of £109 million until 2017. The management and delivery by a team of five Improvement Government’s austerity measures represent cuts of £58 Managers. million with the remaining £51 million needed to meet pay and price inflation, contracted costs, the cost of supporting Another example of our more informed use of resources the growing numbers of older people and costs in is the involvement of the Mayor in reviewing earmarked Children’s Services. reserves, which enabled movement of £5 million into our reserves. The Mayor was determined to produce a viable three year budget which delivered the £109 million reduction and still Effective performance management allowed plans to go ahead that reflect her priorities and those of the Council. In February 2014, the 2014 to 2017 We have built a strong performance management culture budget was approved by Full Council. It contains firm which includes the Mayor and Chief Executive at Executive proposals for savings of about £93 million and lists ideas to Board, at Directors/Portfolio Holders performance review cover the remaining £16 million. and through our quarterly performance framework. Work is underway to address this. Officer/member Quarterly monitoring and accountability checks whether we meetings started this month to produce saving options achieved what we set out to and whether adequate steps which would be acceptable and deliverable, some of which are being taken to deliver the savings in future quarters. have been identified by working with other Councils. These Better planning increases our ability to make the required options will be considered at Full Council meetings in the changes and our flexible arrangements facilitate further autumn. improvement.

The theme of the three year budget was to develop robust proposals to deliver savings on the base budget and build Ongoing and future challenges up one off funds to deal with implementation issues such as transformation of our services and redundancy costs. Delivering the planned savings and reducing overspends ■ Ensuring councillors and officers are focused to deliver The Intervention Commissioners were reassured by the the planned savings on time and identify remaining Mayor and Cabinet’s determined response to the budget savings gaps will be key situation and their planned approach to tackling long term ■ Some of the projects are difficult politically, technically issues. They were also encouraged by discussions with the or operationally and it will be a challenge for us to make leaders of the Conservative and Liberal Democrat Groups necessary decisions and ultimately deliver them. Our who were determined to work as a team to address the consultation plans for these projects will enable us to challenges. Their report to the Secretary of State in January monitor decision making and take any corrective action 2014 stated that “the Council deserves credit for the way where necessary that it has managed finances over the past year”. ■ Regular meetings are being held with Trade Unions, Cabinet Members and the Deputy Mayor on budget A key factor in our positive position has been the way matters. This will help create the relationships essential in Cabinet and the Overview and Scrutiny Management dealing with industrial relations challenges Committee (OSMC) have worked together on budget ■ There is some slippage in delivering the savings planned proposals. Cabinet Members have taken the lead in for 2014/15, but this is being carefully monitored and presenting to OSMC and they reciprocated with helpful we have set aside one off funds to help manage this recommendations and comments rather than alternative expected scenario proposals. ■ There will be quarterly reporting back to directors and Executive Board and more regular reporting to directors This is a level of collaboration and maturity we have not involved as lead sponsors seen before. ■ This issue is a significant cause for concern in 2014/15 and the limited time to change spending patterns before the Children’s Trust commences. However, the overspend for 2013/14 is down to £1.8 million, the lowest it has been for many years. 13 Theme 3. Political and managerial leadership Does the Council have effective political and managerial leadership and is it a constructive partnership? Where we were

Leadership, both political and managerial, received the biggest criticism in the 2010 CGI report. There were three inter-related issues which meant we were failing to govern and lead ourselves properly. These issues included how there was a lack of effective leadership shown by the Mayor and Cabinet; there was a lack of leadership displayed by some chief officers who were also unable to work together effectively to improve services; and some members’ behaviour obstructed what the Mayor and Cabinet sought to do.

To add to these problems, the overview and scrutiny process was operating as a separate source of executive policy making, and furthermore, we were not working effectively with external partners to improve the prospects for the people of Doncaster.

The Mayor in 2010 was Peter Davies, an English Democrat who was not an existing member and the only English Democrat to hold any political office in the Council. A new partnership group lays the foundations for improved strategic In early 2010, the then chief executive resigned and the ensuing appointment of a successor was one of the collaboration reasons why the CGI was carried out. Although temporary A new Chief Officer Group was formed which included arrangements were made by the Secretary of State chief officers from our main partnership organisations, following the outcome of the CGI which culminated in a but excluded any political involvement. This immediately new and very experienced chief executive being appointed improved our relationships with partners and the first ever in July 2010, we effectively had four chief executives in six Partnership Stock Take event took place in late 2011. months. A realistic summary of the first 12 months was that much Progress to date progress was made but there was still a very long way to go. The temporary appointment of a chief executive followed by the permanent chief executive was able to provide us In 2012 Jo Miller was appointed chief executive and with a degree of stability and a sense of direction. The improvements continued to be made including our Mayor had a chief executive he was able to work with, decision-making process and focusing on priorities. Key providing a sound basis for moving forward. objectives included approving the 2012/13 budget and Corporate Plan; the handling of the Mayoral referendum During 2011 the focus was firmly on creating a confident and the step change in our ability and willingness to and skilled leadership in the organisation. In particular this engage with others. involved a restructure of the Leadership Team at Director and Assistant Director level. By this time the Senior Leadership Team was well established and functioning well which created more The Mayor and Cabinet took a more strategic approach in confidence in future improvement. Relationships and decision making and political leaders across the Council behaviours between officers and members, which had began to engage more constructively on major issues, been a serious leadership weakness, had improved which particularly the budget. However, Labour held a two- led to better decision making and increased focus on thirds majority of the Council which created a real tension achieving our priorities. between the authority of the Mayor and his Cabinet and the powers of Full Council and its committees. Despite The presence of the Intervention Commissioners was the tensions, business was conducted appropriately very much appreciated during 2012/13. It was felt by throughout this time. many that we would not have made the improvements we did without them. Commissioners themselves were not yet confident that progress could be maintained post 14 team doncaster self assessment 2014

2013 elections without intervention. For the preceding two years the significance of the 2013 Mayoral election had “We have been impressed with Mayor Jones on each been stressed internally and externally, in particular by the occasion that we have met her. It is evident that she has Recovery Board and Intervention Commissioners. a clear understanding of what is required during her term in office and she has assembled a strong Cabinet to help A new political landscape her to achieve it. Whilst some decisions that will need to be made will doubtless be unpalatable, there is acceptance The most significant development of 2013 was the election that they will nevertheless need to be made. It is clear to us of the new Labour Mayor Ros Jones. This resulted in a that the political leadership understands that the Council complete change to the Council’s political leadership. cannot become isolated and that external help will be A Labour Cabinet team of eight was appointed with an sought and used to best advantage” allocation of specific portfolio areas, linked to the Mayor’s key priorities. And

The severity of the budget situation was immediately “Senior management has reacted well to the political grasped by the new Mayor and Cabinet resulting in the changes and is working closely with portfolio holders to three year financial strategy. improve services through transformation. There is also a healthier regard for partnership working and the advantages Strong leadership was having an impact and the Mayor and it can bring, particularly to children’s services and in dealing Cabinet and the majority of non-executive Councillors were with the pressures resulting from reduced resources.” all pulling in the same direction.

A new director of children’s services was immediately appointed. In answer to the Secretary of State’s threat to remove Children’s functions the Council put forward a better proposal which won the support of the wider local government sector.

This, along with an improvement partnership and a change in the children’s services leadership structure ensured our services will be transferred to the trust in the best possible state in October 2014.

To add to this a new Children and Families Board was put in place together with major strengthening of the Safeguarding Children Board. All this was undertaken in the environment of engagement and collaboration across Doncaster using a partnership health check and specific engagement events. The 2013 Partnership Stock Take event was particularly successful with the highest attendance to date.

The new-found confidence, enhanced by the political situation, provided a sound basis for a full revision of Doncaster’s partnership arrangements. The Team Doncaster partnership board now provides a much greater strategic involvement of the Mayor and Cabinet in partnership activities.

Ongoing and future challenges

All in all 2013/14 was a successful year, despite the scale of the challenges that we faced. We know that there are further challenges ahead but we are optimistic and confident that we can and will negotiate them.

The Intervention Commissioners who have kept close involvement with us have commented: 15 Theme 4. Governance and decision making Are effective governance and decision making arrangements in place to respond to key challenges and manage change, transformation and disinvestment?

Where we were Political leaders have engaged constructively over major issues, including reaching agreement on the budget The CGI found that we did not have effective governance strategy. This was a major step for us in overcoming arrangements in place, which meant our decision making previous tensions and is testament to the new process was difficult. In particular the report highlighted arrangements and recognition of the importance of being that: able to make decisions. ■ decision making was not rigorous or transparent and key decisions had been delayed We produced our first bespoke Governance Plan in ■ good quality information and advice was not consistently 2012 which is regularly updated and reported to Audit used to make decisions Committee. ■ risk management was inconsistent ■ OSMC was seen to be an ‘alternative Executive’ Changes to the constitution and call-in process Progress to date Full Council agreed a series of changes to the constitution The need to overhaul our governance framework, effectively to reflect up to date legislation and help improve working the nuts and bolts of the organisation, required a swift arrangements. response. During 2010/11 we revamped the decision making framework, addressed the issues, reformed the Changes brought about included reducing the period of constitution and updated financial procedural rules to make time for consultation between the Mayor and OSMC on the them clearer. We also updated the scheme of delegation, budget. Later autumn announcements from the Chancellor including those elements that were defined by the Mayor. could be reflected upon as well as allowing Councillors proposed budget amendments to be presented earlier. Under the new framework we have responded well to the Call-in arrangements were also amended to allow a tests given to us by the Recovery Board and intervention collection of members from one political group to trigger a commissioners. We have positively faced new challenges call-in, allowing a greater balance of political power. as well as delivered on old ones, where previously we were getting stuck. Every single governance test set has been Since these changes have been made, the call-in process met or surpassed. has been used more appropriately. The process has since been used to highlight real concerns about robustness Improved relationship between OSMC and the of decisions and has identified where they could be Executive strengthened e.g. the cessation of maintenance to CISWO grounds maintenance (July 2011), the Libraries Review Interactive training sessions were facilitated by the IDeA (February and November 2011) and Doncaster Culture and during 2010/11 in which the Mayor, Cabinet and OSMC Leisure Trust Prudential Borrowing (December 2013). examined their relationships and expectations of each other. Redefining these roles and bringing these groups We have managed national legislative changes well, together helped to address some of the divide that had including those brought about through the introduction of become a catalyst in not being able to move forward with the Localism Act. For example, our Public Health transition decisions. was acknowledged locally and nationally as best practice for others to learn from. Formation of a new governance group A successful joint decision on the Boundary We launched a governance group in early 2011 to Review strengthen the focus on our basic governance standards and arrangements. The group, made up of all the key A new test of our governance and decision making officers within the Council who have an interest in, and arrangements emerged during 2012/13 in the form of a a responsibility for good governance, has been vital in boundary review by the Boundary Commission. championing standards. Initial proposals on the potential reduction in the number The group has implemented improvements in processes as of Councillors were well supported. More importantly the well as behaviours and as a result, relationships between process demonstrated effective cross party working. The members and officers have further improved. ultimate outcome on Council size was a reduction from 63 to 54 Councillors which required changes to ward boundaries. The process of submitting proposals for new 16 team doncaster self assessment 2014

that effective controls and processes were in operation. ward boundaries resulted in our Councillors submitting well We received this well and worked to achieve the 34 founded models supported across all parties by a Council recommendations made. When the ICO completed their officer team. follow-up review in November 2013, they upgraded their opinion to ‘Reasonable Assurance’. Intervention commissioners described the process as “a positive step forward in collaborative working, not seen for many years at the Council.” The strength of the case Introduction of ICT Governance put forward by councillors was sufficient to convince the commissioners to review their original recommendations of In 2010, with no ICT governance in place, our technology 44 - 48 Councillors in view of supporting a case for 54. was purchased to meet individual needs, resulting in inefficiencies. A new ICT Governance Board was created in 2012 which ensures strategic procurement and Improvements in key policies and compliance implementation of technology, resulting in significantly increased value for money. We engaged with managers across the organisation and they raised concerns over the compliance of some of our An improved external audit opinion on the own policies. Since then we have taken steps to ensure good governance is embedded in carrying out our policies annual statement of accounts and key policies and procedures are kept together in one place and that senior officers provide evidence of Our external auditors have reported a much improved compliance. Our key policies are regularly reviewed and view of performance in producing our annual statement produced together with OSMC and the audit committee of accounts. In 2010/11 working papers were not of the and agreed with Cabinet and this process is helped by the required standard, whereas in 2012/13 the external auditor governance group. reported that quality is improved and working papers do now meet specified standards. We recognise that further improvements can be made and are working towards this.

Using quality information to inform decision Intervention commissioners making

described the process as “a We’re now working to a new model in which our data and

intelligence information is produced in partnership through positive step forward“ in collaborative revised ‘Data Observatory arrangements’. This approach working, not seen for many years at was commissioned by the Team Doncaster strategic partnership and has had a significant impact on the the Council. evidence-based approach to priority setting, for example in “ Doncaster’s first Joint Health and Well-being Strategy. See Theme 1 for more information.

Reduction in complaints against Councillors We have acknowledged that in the past we haven’t fully taken on board recommendations from audits and During the past two years there has been a reduction in the inspections. However, better performance management number of complaints the Monitoring Officer has received arrangements and progress reporting to the audit about councillors. Complaints received have largely related committee now mean that recommendations are properly to minor issues that have been dealt with informally. The addressed. As a result, we have significantly increased Monitoring Officer has commented that he is pleased and the number of audit recommendations that have been fully encouraged by the support received from political groups dealt with. in dealing with complaints against Councillors.

Improvements in data protection, records Modern Councillors management and data sharing Our new Member Development Framework focuses on We took part in an audit by the Information Commissioner’s best practice principles to help give Councillors the skills Office (ICO) in December 2012 as part of improving our they need to become ‘modern Councillors’. A cross-party governance of data protection, records management working group is now in place to carry this out, including and data sharing. This resulted in ‘Limited Assurance’ 17 giving all Councillors access to mandatory training on Embedding processes and procedures - our policies, subjects such as safeguarding, data protection and processes and procedures have never been better, but equalities. there are still parts of the Council where they are not fully embedded. We are addressing this. Scrutiny Project management – we are working towards better We know we need to develop the OSMC function further to project management which is essential if we are to achieve take account of the changes to Council size and deal with our goals. the financial and policy challenges we face. Timely decision making - some decisions have taken too We plan to do this with the following changes: long to make and even longer to deliver upon. We are ■ Introducing new scrutiny panels for Health and Adult making a conscious effort to speed things up by reducing Social Care blockages and bureaucracy, whilst maintaining governance ■ Changing the way in which OSMC panels operate to standards. become more like select committees, identifying key issues to consider in detail and then putting forward Developing the role of the modern Councillor - Doncaster recommendations for improvement to the Executive. councillors want and will be modern members, at the There have been some good examples of this kind of forefront of their communities, particularly as the Council work over recent years (e.g. review of grants to voluntary embraces a more commissioning approach. This new organisations) way of working will be testing and maintaining good ■ OSMC will now take on a more co-ordinating role, governance and decision making is essential. directing and agreeing work programmes for the panels ■ OSMC will regularly review performance and finance and Overview and Scrutiny - OSMC needs to continue to add provide a strong role in holding Directors and Cabinet real value to decision making through its review work. Members to account for the delivery of services.

Decisions mean real changes are happening

Decisions we have made have had a major influence on our organisation. This includes our move to the new Civic Office which has changed the way we work and affected culture in a positive way.

When taking decisions, councillors are recognising that difficult and challenging financial times require solutions that will impact on the public and the services we provide in ways that were almost unimaginable only three or four years ago.

Our governance framework is now a positive tool that supports good decision making. Relationships have improved as a result of the work we have put in and the involvement of those who are part of the process. The resounding result is that difficult decisions have been made on key Doncaster issues and more importantly, we have implemented these and we’re now seeing results.

Ongoing and future challenges

Boundary Review - the final stages of this process will provide a stiff test of our governance and decision making.

Budget - difficult decisions will need to be made.

18 team doncaster self assessment 2014

Theme 5. Organisational capacity Are organisational capacity and resources focused in the right areas in order to deliver the agreed priorities? Where we were relationships and collective ownership of immediate priorities. The capacity and capability within the Council was insufficient to deal with the problems largely because Following on from this, regular Leadership team behaviours were entrenched, key services were not meetings have provided a clear focus on both business improving rapidly enough and senior officers did not work and developmental issues and Directors and Assistant together to make services better. Directors have made a conscious effort to be more visible in the organisation, for example through more participation Progress to date in meetings and going ‘back to the floor’ with front line staff. We knew that we had to develop leadership capacity across the organisation and create an environment that A corporate Peer Challenge Panel was established made could deal with the level of change required. This has up of Assistant Directors to provide clear leadership and involved reviewing our industrial relations framework, consistency in decision making relating to structures. The developing leadership skills and strengthening new panel, which uses an innovative spans and layers performance management. We have also improved staff model, ensures skills are maintained when reducing staff engagement and provide support for staff through periods and monitors progress with corporate service review of uncertainty. models.

Improving industrial relations We now have a new Leadership Academy which is open to application from all senior level managers, timed In 2011, a revised Employment Framework, Constitution to coincide with the implementation of organisational and Scheme of Delegation was agreed by Full Council. changes. Significant progress was made by the candidates The changes simplified roles and responsibilities between and they demonstrated real results that impacted positively members and officers, including the allocation of on service delivery. The academy will shortly take in its third recruitment responsibilities between the Council and its cohort and is achieving Level 7 management accreditation. committees, the executive, and the Chief Executive. A Heads of Service Network was also formed to provide a The Employment Relations Committee began to play a forum for senior managers outside of the Leadership team more significant role in taking key decisions, in particular, to develop, interact and share experiences and expertise. changes to terms and conditions of staff. With tensions heightened following the implementation of these changes, The Leadership Academy and Heads of Service Network industrial relations became even more important. It was now form key parts of the Leadership and Management clear that we needed a more effective framework and Development Framework which also encompasses a range employee based policies and procedures to help the use of support for people and project managers. transform by 2017. We have also introduced a three year People Strategy A revised Industrial Relations Framework has been focussing on shaping and supporting service reform, developed to provide a clear process, for resolving matters repositioning the organisation and managing the timely, allowing collaboration with Trade Unions and the transition. The strategy outlines how the Council, working workforce. The Commissioners’ assessment in January with partners where appropriate, plans to manage and states that the leadership is working hard with the relevant develop the workforce and culture to deliver its priorities. Trade Unions, relationships are good and there is open Running parallel to this we have introduced an Equality and communication about the scale of change required. Inclusion plan which is a significant breakthrough for the authority. Developing confident and skilled leadership in the organisation Strengthening performance management

The Council’s Change Programme could not be successful We know that we have to be realistic about what needs without a strong corporate team ethic so the initial to be done and where we need to be – a self-awareness programme was revised to provide a stronger focus on championed by the Mayor and Chief Executive. leadership, organisational change and cultural change. Access to useful information for members and officers is At senior management level there has been a managed much improved as trust and confidence increases. Factual process to create confident and skilled leadership starting information is more readily accepted even if it paints an with guiding the newly formed Leadership Team through uncomfortable picture, whereas in the past the validity of development days aimed at building more cohesive information would have been challenged. 19 engagement within directorates and bespoke action plans Our engagement with inspections and reviews has in response to the specific concerns in service areas. completely changed, we recognise that they are an opportunity to learn and identify actions to improve. The move to the new Civic Office had a tremendous effect on the way the Council worked and consequently on the However, we recognise that there are areas where morale of the staff, who were given a major opportunity performance management need to improve significantly, to influence and change their ways of working through notably: the Worksmart scheme. This also achieved increased ■ Improving arrangements for supporting school performance and productivity benefits as well as assisting improvement - for example by ensuring that robust and the required channel shift towards self-sufficient processes effective challenge is a consistent feature of our work and systems. with schools, and by improving monitoring procedures to include a clear judgement on the quality of governance Improving service delivery for maintained schools ■ Improving children’s social care through the independent In 2010, the Council agreed its first Customer Service trust - the Council is actively working to ensure a smooth Strategy ‘Putting Our Customers First’. Implementation of transfer, clear commissioning arrangements and in the strategy is well underway. It gives our customers the the meantime is progressing with improvements to the ability to self-serve for a range of Council services 24/7. service. Further developments include a new fully transactional Staff performance website and a single customer record across the organisation. Strengthening the Performance and Development Review (PDR) Scheme: We now have an ICT Strategy. Key achievements include the implementation of Customer Access technology, The PDR scheme was strengthened with more emphasis connectivity to a modern cloud based ICT network and on clear targets aligned to corporate priorities, and implementation of a new Enterprise Resource Planning compliance was reinforced. For the first time the rate of System. This is major progress for an organisation that had completed PDRs was recorded and this has continued previously not seen the value of technology and had not with the monitoring of quality. The completion rate in March invested in it. 2014 was 90%. Implementing effective business continuity Tackling staff sickness and emergency planning

Staff sickness has been a long-standing problem and Our response arrangements for emergencies and business at its worst sickness levels reached 16 days lost per continuity are recognised as good practice along with the employee per annum. The Chief Executive immediately multi-agency control centre. set challenging reduction targets, both at a corporate and directorate level and the Managing Attendance policy was Doncaster is a key partner in a major European ‘We Sense- revised and rigorously applied, monitored and challenged. It Project’ - citizen driven flood risk awareness through By the end of 2013/14 the number of days lost per trialling the use of new and emerging technology and employee had reduced to 9.66, representing a significant social media. reduction of 6 days per employee – more than 40%. Our business continuity planning has recently been put to Improving staff engagement and supporting the test when the Civic Office had a power surge requiring staff through uncertainty evacuation but there were no customer complaints.

We have acted on feedback from staff surveys to improve All Service Reviews have been undertaken to ensure the morale. Following the 2012 staff survey, we started to Council provide modern, value for money services and tackle the issues staff raised. Various methods were used delivers the savings required. Examples include: to improve matters led by the Chief Executive, including personal staff visits, collective staff briefings, weekly ■ Assets Review - reducing buildings we own and manage updates through the website and the opening up and by up to 70%. encouragement of using of previously restricted social ■ LED Street Lighting – an invest to save approach to media channels. replace all residential street lights with LED and introduce a centralised management System. In 2013, there were still risks relating to the cultural climate ■ HR Transactional Services – a shared service model and the morale of the workforce, as the Council was going ■ Transfer of several housing functions to St Leger through major change including budgetary. So this was Homes (homelessness, empty properties and housing minimised following up the earlier staff survey with broader regeneration). 20 team doncaster self assessment 2014

We are increasingly an enabler and commissioner of Ongoing and future challenges services – locally and cross-boundary. This is exemplified by a new BDR PFI contract with other Councils. Implementing the Digital Assumed initiative ■ This will enable the Council to be as digital as possible Working effectively with other organisations by 2016. Key deliverables include getting all services online and increasing self-service by residents. Leadership is now significantly more outward looking (see Theme 3) and this has permeated throughout the Embedding key procedures and requirements organisation. For example, officers and members now take ■ Further embedding of the Team Doncaster Charter advantage of working with outside organisations, the Local ■ Delivery and ownership of the Equality and Inclusion Government Association and Local Government Employers plan. across the region. The Council is also helping others where it has expertise most notably in public health, finance and Staff and member development Mayoral governance issues. ■ Strengthening our Leadership and Management Development Framework We are more proactive in seeking external support to ■ Embedding the member development framework. bolster our organisational capacity, for example we have ■ Continuing to develop a modern, flexible and productive recently established a Strategic Partnership with Sheffield workforce University which is improving the Council’s understanding ■ Developing skills, relationships, behaviours and decision of its key socio-economic challenges, for example through making processes four bespoke PhD studentships. ■ Ensuring that our HR resources systems and practices are fit for purpose, including the implementation of the Using peer challenge to improve our three year People Strategy. performance is now the norm Staff engagement The Recent Health and Wellbeing Review and the Adult ■ Further improving the effectiveness of staff engagement. Social Care Peer Reviews have both made positive comments about leadership and partnership working. Further clarifying roles and responsibilities Intervention Commissioners have welcomed this saying: “It ■ Defining, embedding and managing what officers and is clear to us that the political leadership understands that members expect of each other. the Council cannot become isolated and that external help will be sought and used to best advantage.” Employee and industrial relations ■ Further restructures required as a result of ongoing Improving commissioning and procurement financial constraints. ■ Implementing a new Industrial Relations framework. The Council’s Corporate Commissioning and Procurement Strategy sets out how we are changing Performance improvement and rewards commissioning and procurement within the Council to ■ Further improvements to the performance management become a ‘Commissioning Authority’. Each Directorate framework is producing a specific Commissioning Strategy to set ■ Introducing a reward and recognition framework. out their own specific actions to improve their approach to commissioning and procurement, consistent with the overall corporate approach.

Integration of Public Health

The integration of Public Health into the Council has been identified by the LGA and Department of Health as an example of good practice. A focus on successful outcomes has enabled the identification and shaping of opportunities to protect and improve the well-being of local communities. This is being delivered through a series of programmes, and the integration of objectives and commissioning arrangements with other Council functions.

Introducing a Team Doncaster Charter

A Team Doncaster Charter was developed to explain and clarify the Council’s values, standards and behaviours. What we can expect of each other and ourselves. Staff were involved in shaping the charter. 21 Doncaster Council Civic Office Waterdale Doncaster DN1 3BU doncaster.gov.uk Key Facts about CaseDonc Studiesaste 2014r Council

Sickness OUT OF ONLY Levels Number of days lost per F.T.E

HAVE to over 4,000 YOUR SAY *63 Councillors + The Directly Elected Mayor £109,000,000 complaints

Doncaster Communities Doing it for Themselves Challenge

As a Council we were more often than not doing things ‘for’ people rather than ‘with’ them. We did this through our neighbourhood management model which was people and money intensive and did not work in the best possible way.

We asked local communities what they wanted and they told us what we currently had did not work. There needed to be a new relationship with communities. We needed to change! Action

Setting a clear vision based on community needs and Council priorities was the starting point. Providing strong leadership alongside bringing together disparate teams, giving people more generic roles and merging teams has meant we can work better with communities and individuals. The new communities teams were born.

We are empowering communities, enhancing volunteering, building social networks and community capacity. They have gained new skills, attended training, worked with new partners and created new solutions to tackling the real underlying issues for individuals and communities. We shared knowledge, pooled resources, focussed on early intervention and prevention and had a ‘can do’ attitude and truly person centred approach. Outcomes Join the club

The Well-being Club in Askern offers walks around the local area, gentle exercise and interactive games, as well as accessing computers for educational purposes.

Bridging the Gap: Bringing generations together We have supported a number of community galas, community celebrations and community environmental groups.

Reducing social isolation

Spotting vulnerability early has been one of our main goals.

Looking forward: the future is bright

A recent LGA Peer Challenge Review in January 2014, highly commended the Communities Team: “Well Being officers exemplify person- centred delivery, community development, joined up working and front line empowerment. Work to make every contact by frontline workers count is in hand.”

The service has also won a range of awards locally. Case Studies 2014

Regeneration Projects

Challenge

Doncaster is an area that like many towns within the north of England has sought to address economic challenges born out of a comparatively weak private sector business base, the over ‘reliance’ on ‘large’ public sector employers and decline of historic industries. Doncaster residents earn on average 3.5% less than the Yorkshire and Humber and 11% less than the UK average with a £562m Gross Value Added (GVA) output gap with the Sheffield city region average.

The challenge facing Doncaster is how to rebalance the economy, create Jobs and stimulate investment. This is to be done against the back drop of further job losses within the public sector.

Action

Doncaster Council has recognised the challenges that face the area and has chosen to prioritise projects to have a game changing effect on the area, bringing jobs and investment to the town as well as improved cultural and social offer. In partnership with private sector development partners, we are delivering seven major transformational projects. These range from the Iport creating over 5,000 4. Civic and cultural Quarter CCQ jobs to the award-winning Civic and Cultural Quarter (CCQ) which is home to the Council’s Civic Offices and Cast Theatre.

Outcomes

■ Immediate economic benefit to the businesses in the town, creating jobs ■ Long term foundations to promote inward investment, business growth and jobs Route ■ An improved public realm regenerated urban centre and landmark theatre with improved social and cultural offering. ■ The first phase in the redevelopment of the urban centre to attract a different demographic on an evening to create a café culture. ■ A proud forward facing Council that delivers services in a modern, professional environment.

The developments will have a transformational impact on Doncaster as a place to live, work and do business. Case Studies 2014

Library Service Change Programme 2012 – 2014

Challenge

In 2010, our libraries were not as well used as they should be. The service was not modern enough and did not match up on value for money with other comparable library services elsewhere. We asked ourselves through an external assessment whether we should continue to deliver services from the buildings we have to an acceptable standard or from fewer buildings but could provide a range of more modern services.

Action

Our success in moving to a community managed model in 2012 meant that we, and our partners have a large geographic network. We were able to offer standard services working with the community.

We are now planning to extend the number of community- managed libraries by a further eight following successful public consultation last February.

We worked together across the Council’s services from HR through to finance and customer services.

Outcomes

We now have a library network for the future, making it more efficient than in previous years and with far more community involvement than before.

Residents could gain further skills, contributed to their sense of pride in their community and meeting people who share their interest in the library service.

We have listened to Doncaster residents and worked with them. The next step will be to develop a service which has a professional core at its centre and works seamlessly and cohesively between communities and the Council, with a greater focus on volunteering opportunities for young people and a greater movement of volunteers between libraries. Case Studies 2014

Energy Efficiency and Fuel Poverty

Challenge

Wholesale energy costs are having the greatest impact on energy bills, resulting in a massive challenge to keep Doncaster residents out of and preventing residents falling into fuel poverty. This combined with a housing stock in need of varying levels of energy efficiency improvements.

Action

■ The ‘Big Power Switch’ (2014) - collective energy switching campaign working with the LGA and other local authorities nationally to secure lower gas and electricity prices for local residents ■ Energy Innovation in Deprived Communities (2011 – 2014) - the first ever EU funded housing energy efficiency programme - six local authorities, five social housing organisations, University of Sheffield and a Community Interest Company (CIC) working together to reduce fuel poverty and carbon emissions, create and safeguard jobs and stimulate the home energy efficiency supply chain ■ Community Energy Saving Programme (2012 – 2014 including Energy Company Obligation) - working with local contractors and energy companies to improve the energy efficiency of privately owned housing.

Outcomes

■ A large number of households now have cheaper energy and the scheme has saved Doncaster residents £80,500 in total.

■ 544 Council properties improved, five low income communities regenerated, 16 new jobs created, 43 jobs safeguarded, £1.6m of grant funding £2.9m of energy company funding

■ Over 2,000 homes receiving fully funded external wall insulation, local Doncaster contractor installing the majority of the works (over 1,500 properties), attracting around £15m of external income into the local economy, around £700,000 savings per year on heating costs for Doncaster residents, whole street, whole community approach to installations. Case Studies 2014

Governance Group

Challenge

The Corporate Governance Inspection rightly highlighted weak corporate governance arrangements, which had failed to prevent ineffective and sometimes unsound decision making. The Audit Committee at the time was not regarded as strong.

Action

A ‘Governance Group’ made up of all the key officers within the Council who have an interest in and a responsibility for good governance was set up. It has championed standards and driven changes in processes, behaviour and culture. An original 20 point action plan was agreed by the Governance Group and this has now been substantially completed, including:

■ Establishing a clear focus on implementing governance related recommendations ■ Reflecting responsibilities for applying good governance within Council documentation (e.g. Doncaster Charter, Managers’ Guide, job descriptions) ■ Improving induction material to include more details about governance arrangements ■ Developing an automated compliance tool to enable the acknowledgement of core policies and procedures to be completed easily by officers and, where relevant, Members ■ Identifying training available to support all officers and Members.

Outcomes

■ Inspection recommendations that needed action reduced from 55 – 18 in five months ■ Stronger Audit Committee, with better skills and effective scrutiny of crucial issues. Better focus on key corporate risks ■ Substantially improved procurement performance Case Studies 2014

Transactional HR Shared Service

Challenge

We needed to find an alternative method of paying staff as the IT system was being changed. We had a challenging timeframe within which to do this and more importantly not to cause any disruption.

As part of the work to identify potential options and solutions other transactional functions within the recruitment and training functions were highlighted as being suitable to be included and considered within any solution. There was also the need to consider all inter- dependencies, e.g. financial systems and processes.

Action

Transactional HR functions are now delivered through a shared service with Rotherham Council. Fifty staff were transferred, training given on using the self-service system. The project has resulted in shared good practice, further system developments and more performance management functions and information to users.

Outcomes

The shared service agreement is in place until 2020. There are plans to continue to develop and improve the system and its functionality. We are also setting up a user forum to encourage regular feedback which can inform future developments to meet customer needs and exploring possibilities to procure a joint advertising contract which is anticipated to reduce costs. Case Studies 2014

Customer Access Programme

Challenge

This programme of work was established to deliver the Council’s Customer Service Strategy – ‘Putting Our Customers First’ developed and agreed as a result of the following: ■ Our residents were often confused about who they needed to contact or visit and were often passed around. ■ The channels for residents to contact us were under- developed and had evolved historically in silos and did not meet the needs of residents or represent value for money. ■ Processes used had evolved over time informed by legislation and to suit services with not enough thought of the resident experience and cost. ■ Many staff were not recruited with customer service skills therefore the quality of service was not always high or consistent.

Action

Doncaster Council The key actions being taken within the programme are: online ■ The business process redesign of all customer contact processes with the aim of removing duplication, waste, unnecessary checking and enhancing the experience of residents.

Implementation of key technology such as a Customer Relationship Management System, enhancing the current website and developing a new one

■ A Doncaster Council mobile app, a work scheduling tool, mobile working solution, a single customer record and joining up of systems. ■ Reorganisation of staff to form one skilled integrated front office providing an excellent customer experience with work routed to service specialists only when required with full performance management and business intelligence

Outcomes

■ Residents can now visit a one-stop-shop in Doncaster centre rather than five separate receptions and for an increased number of services with a drastically improved response. ■ Speeder delivery of services with officers receiving requests direct from residents on their mobile devices across the borough ■ £1 million revenue savings so far.

Customer feedback includes:

Speedier ‘prompt and polite customer ‘A lot easier to apply now’ services’ ‘Happy with service, ‘Very efficient easy visit’ more organised’ Case Studies 2014

Barnsley Doncaster Rotherham Private Finance Initiative (BDR PFI) Waste Partnership

Challenge

The UK has to find alternative ways of dealing with waste. Councils can no longer keep on burying waste in landfill sites. All local authorities face Government targets to increase recycling and reduce waste going to landfill and they may suffer hefty fines if they do not.

Action

BDR is a partnership of Barnsley, Doncaster and Rotherham Councils set up more than 10 years ago to jointly manage waste generated in the three boroughs. With Government Private Finance Initiative (PFI) funding, a new waste disposal facility, currently being built, will treat residual waste. The £750m facility will revolutionise how we deal with waste in the region, increase recycling and reduce the amount of waste sent to landfill.

The partnership team are currently working on a waste related education project with Magna Science Adventure Centre in Rotherham and have secured grant funding from the Royal Academy of Engineering’s ‘Ingenious’ scheme, which aims to get people, particularly young people interested in engineering.

The project is working towards accreditation under the Considerate Constructors’ Scheme, which recognises best practice in construction.

Outcomes

Construction of the facility continues to develop ahead of schedule. Approximately 65 new jobs will be created.

The project was shortlisted for the Chartered Institution of Wastes Management Awards for excellence Best Energy November 2013 and the Partnership Awards Best Water/ Waste/Energy project May 2013.