Council Submission on Council Size to the Local Government Boundary Commission for England

DATA & INFORMATION PACK

Doncaster Council Submission on Council Size to the Local Government Boundary Commission for England

July 2013 Version 1.2

Contents

Section Page

1 Introduction 3

2 Council Governance Structure 4

3 Doncaster Wards & Population 10

4 Electoral Representation 14

5 Council & Committees 16

6 Outside Bodies 37

7 Overview & Scrutiny 47

8 Public Questionnaire 62

1. Introduction

The Local Government Boundary Commission is carrying out an electoral review of Doncaster. This is with a view to determining the number of Councillors needed to deliver “effective and convenient local government”.

The Council size, the number of Councillors, is the starting point for the electoral review. The next stage of the review will be to establish the number and size of Wards.

This document details the data and information the Commission requires to reach a decision on Council size. It has also been used to support the development of an initial submission from Doncaster Councillors.

2. Council Governance Structure

Doncaster Council has a directly elected Mayor and Cabinet governance structure. The table below summarises the Council’s governance arrangements since 2001.

Pre-2001 Traditional Committee system

20.09.01 Mayoral Referendum resulting in an Elected Mayoral system of local government being adopted. Result of vote was: Yes 35,453 No 19,398

01.10.01 Interim Cabinet style decision making structure implemented.

02.05.02 First Mayoral Election, won by Martin Winter (Labour), who took office on 06.05.02. First term of 3 years under transitional arrangements to allow the Mayoral Elections to be brought into line with the normal electoral cycle.

05.05.05 Mayoral Election Martin Winter (Labour) was re-elected. Became an Independent Mayor in 2008.

04.06.09 Mayoral Election won by Peter Davies (English Democrat). Became an Independent Mayor in 2013

03.05.12 Referendum on change in governance arrangements The result was for the Council to continue to be run by a directly elected Mayor.

02.05.13 Mayoral Election won by Ros Jones (Labour)

Doncaster has 63 councillors, representing 21 Wards, plus the directly elected Mayor. Councillors are elected by thirds, with the Mayoral elections held in the fourth, fallow, year. The map at Figure 1 illustrates the current warding scheme and polling districts with the borough.

Figure 1 Current Doncaster Warding Scheme & Polling Districts

Mayor & Cabinet The directly elected Mayor has executive powers and is responsible for the effective implementation of council policy and delivering services. She has appointed 9 other Cabinet members, who are Labour Councillors, each of which has a specific portfolio of responsibility. Each portfolio role is considered to be full time.

NB: Due to ill health, one Cabinet Member has temporarily stood down from Cabinet duties and their portfolio has been redistributed.

Cabinet Member Portfolio

Chair: Mayor of Doncaster Ros Finance & Corporate Services, Community Jones Safety

Deputy Chair: Councillor Glyn Jones, Housing, Equalities and Cohesion Deputy Mayor

Councillor Chris Mills Environment and Waste

Councillor Tony Children's Safeguarding and Services to Corden Families (and support to Lead Member for Children’s Services)

Councillor Nuala Fennelly Education and Skills and Lead Member for Children’s Services

Councillor Bob Johnson Regeneration & Growth, Tourism, Culture, Leisure & Veteran's Champion

Councillor Bill Mordue Highways

Councillor Joe Blackham Neighbourhoods, Enforcement and Trading Services

Councillor Pat Knight Health and Adult Social Care

Figure 2 Cabinet Portfolios

The Mayor is to propose the appointment of, unpaid, Assistant Cabinet Members due to the workload and in depth knowledge required for each portfolio.

Doncaster Council’s Constitution details the Scheme of Delegation and the roles of the Mayor and Cabinet Members (Part 6). Please see Doncaster's Constitution 1 for more information. A new scheme of delegation will be published shortly to reflect the new Cabinet portfolios and Directorate functions.

1 http://www.doncaster.gov.uk/sections/councilanddemocracy/policiesplansandperformance/ourplans/D oncaster_Council_s_Constitution.aspx

Cabinet Meetings The following are invited to attend Cabinet meetings, which are held on a fortnightly basis:  The Mayor  Members of the Cabinet  Directors

The meetings are also open to members of the public.

There are standing agenda items for Cabinet meetings. These include an opportunity for questions from members of the public, the noting of Decision Record Forms from the previous meeting, and Key/Non-Key decisions for Cabinet’s approval.

The table below at, Figure 3, shows the number of decisions taken at Cabinet, and by individual Cabinet Members, between 2008 and 2012.

Cabinet Individual Cabinet

Decisions Member Decisions

2008 59 11

2009 59 9

2010 71 25

2011 87 23

2012 77 10

Figure 3 Decisions

The Role of Council and Non-Executive Councillors It is vital that there is the optimum number of members to ensure that local people are properly represented, and that non-executive functions are carried out as efficiently and effectively as possible.

The number of decisions that must be taken to full council has reduced since the introduction of the Mayor and Cabinet system. However there are a variety of roles within the democratic structure for councillors who do not hold executive roles. For full details see Part 6 of the Constitution (Footnote 1).

Full details of the various roles are given in the Council’s Constitution, see Footnote 1, and a summary is shown below.  Overview and Scrutiny function. It is prohibited by law for executive members to be on any of the committees. This is to ensure that a transparent inspection can be conducted without bias and the Executive can be held to account for the decisions that are made.  Participating in Full Council which sets the broad policy and budgetary framework.  Involvement in non-executive decision making through membership on the Council’s Regulatory Committees, Licensing or Planning Committees.

 In total, members sit on approximately 3.7 committees or bodies within the council, excluding any executive committees, see page 34. For more detail on Overview & Scrutiny meetings, see page 47.  Membership of outside bodies or organisations benefits the effectiveness of the council. Please see page 37 for a list of these outside bodies and representatives.  There are a large number of bodies that members may be involved with. However, by far the most important role of a councillor is that of representational and leadership role in their local community.

Civic Mayor The Chair of Council, also known as the Civic Mayor, holds a ceremonial role and is elected by Full Council, along with a deputy, each year. The Civic Mayor chairs all Full Council meetings which take place throughout the year.

During 2012-13 the Civic Mayor, Councillor Mills, attended 450 engagements and the Deputy Civic Mayor, Councillor Dobbs, attended 48.

Whilst a candidate for the role, the Civic Mayor is advised to ask their Ward colleagues to consider fulfilling their Ward duties as they would be unable to undertake them. This is an added pressure each year on the Civic Mayor’s Ward colleagues.

Training & Development A need based Member Development Framework (MDF) is being developed which will build on existing skills based training, policy briefings and workshops.

There are mandatory courses for Members on Planning and Licensing Committees. It is intended that the new MDF will ensure a wider range of mandatory courses for example on data protection, equalities, corporate parenting and safeguarding.

Attendance by Members at training courses, seminars and workshops is detailed below; o Of the 34 training & development events there were 29 all member events held during 2012/13 municipal year, the average attendance was 17 Members. o Other events held included Induction, Licensing and Planning training which were specific to a group of Councillors. o 34 Councillors attended 17 external training and development events ranging from conferences and regional events to skills training e.g. Chairing Skills for Scrutiny and Social Media.

Time commitment A short survey of Councillors was undertaken which asked them to detail the amount of time they spent on various aspects of their roles. A total of 45 questionnaires were returned which detailed activities for the month of June 2013.

It should be noted that there were some differences in responses in the activities that were included in the assessment, for example some Councillors did not record time

spent preparing for meetings while others did. Approximately five Councillors who provided responses suffered a period of ill health during the survey period.

The average amount of time spent each week on Council duties was 22 hours and 43 minutes. The range of time varied from 42 minutes per week to 44 hours 48 minutes. A number of Councillors carry out their duties in addition to their normal employment.

As Cabinet Member roles are considered to be full time, a further calculation of the average amount of time was carried out which excluded these Councillors. This gave an average of 19 hours and 56 minutes per week.

3. Doncaster Wards & Population The map at Figure 1, page 5, shows the borough of Doncaster and its Wards. Figure 4 gives details of the population of each Ward based on the March 2011 Census, along with the number of social housing properties. These are either St Leger Homes of Doncaster (SLHD) properties or Registered Social Landlords (RSL).

Ward Population SLHD RSL Properties Properties Adwick 15,911 1686 194

Armthorpe 14,457 684 95

Askern Spa 12,968 778 22

Balby 15,332 1309 156

Bentley 14,191 1062 302

Bessacarr and Cantley 14,408 799 197

Central 18,207 1501 469

Conisbrough and Denaby 14,333 1894 173

Edenthorpe, Kirk Sandall and Barnby Dun 13,368 387 30

Edlington and Warmsworth 13,673 814 117

Finningley 15,209 311 170

Great North Road 15,163 963 116

Hatfield 13,380 741 21

Mexborough 15,244 1718 216

Rossington 13,537 1055 27

Sprotbrough 11,881 118 2

Stainforth and Moorends 13,573 1303 154

Thorne 16,180 902 168

Torne Valley 12,209 434 139

Town Moor 14,436 1262 117

Wheatley 14,742 942 229

Figure 4 Ward population & social housing

Deprivation The following information gives details of proportion of Doncaster’s population in receipt of benefits and children in receipt of free school meals.

% of population Barnsley Doncaster Rotherham Sheffield Yorkshire and Great (aged between 16-64) the Humber Britain claiming benefits as at November 2012 Total claimants 20.3 18.3 18.9 15.6 15.7 14.1 Job seekers 5.0 5.1 5.2 4.6 4.6 3.6 ESA and incapacity 9.6 7.9 7.9 6.5 6.5 6.3 benefits Lone parents 1.6 1.5 1.5 1.3 1.3 1.3 Carers 2.0 1.8 2.1 1.4 1.4 1.3 Others on income 0.5 0.5 0.5 0.4 0.5 0.4 related benefits Disabled 1.5 1.3 1.4 1.1 1.1 1.1 Bereaved 0.2 0.2 0.2 0.1 0.2 0.2 Key out-of-work 16.6 15.0 15.2 12.9 12.9 11.6 benefits† Figure 5 Percentage of Population Claiming Benefits - November 2012 Source NOMIS

† Key out-of-work benefits consist of the groups: job seekers, ESA and incapacity benefits, lone parents and others on income related benefits.

Authority No. Pupils Number of pupils Percentage of pupils on Roll known to be on roll known to be eligible for and eligible for and claiming free claiming free school school meals meals Barnsley 32,282 7,138 22.11% Doncaster 46,815 8,942 19.10% Rotherham 42,916 7,573 17.65% Sheffield 74,330 14,326 19.27% Yorkshire and the Humber 785,285 136,720 17.41% Figure 6 Free School Meals January 2012 Source www.education.gov.uk

Residents in Doncaster are already being affected by the impact of Welfare Reform.  Housing Benefit under occupancy deduction o 3755 St Leger Homes tenants are affected o 2501 of whom were in rent arrears at week 12 this year, compared to 1054 in arrears at week 52 last year  The Benefit Cap was introduced in Doncaster on 15th July 2013. The Department of Work & Pensions, in May 2013, identified o 99 households will be affected, of which o 49 are lone parent families o 74 have children under 5 in the household o The average weekly loss in income is £67.68  The introduction of a local Council Tax Reduction scheme has led to 2200 taxpayers receiving less than they previously received as Council Tax Benefit.

According to the Indices of Multiple Deprivation 2010, Doncaster is the 39th most deprived out of 326 local authority areas in England, and the third most deprived in the Yorkshire & Humber region.

The map at Figure 7 combines the ward boundaries, levels of deprivation and the combined effect of Welfare Reform. It illustrates that certain Wards have pockets of deprivation and a high impact from Welfare Reform.

Toll Bar & Almholme

Askern Bentley Stainforth Moorends

Carcroft

Thorne Woodlands Dunscroft

Clay Lane Highfields Wheatley Park Town Centre Intake

Mexborough Hyde Park

Old Denaby & Denaby Main

Edlington Balby Rossington

Figure 7 Wards & deprivation

Projected Population Figure 8 shows the Census 2011 population figures of the four South Yorkshire local authorities. Projected population growth to 2020 is also shown.

Actual Projected Population Authority Population 2014 2016 2018 2020 % change 2011* 2011-2020 Barnsley 231,900 236,800 240,200 243,600 247,000 +6.5% Doncaster 302,500. 305,600 307,900 310,200 312,500 +3.3% Rotherham 257,700 260,900 263,200 265,600 267,900 +4.0% Sheffield 551,800 565,300 573,000 580,100 586,500 +6.3% Figure 8 *2011 Census

Migration The number of foreign born residents of Doncaster more than doubled between 2001 and 2011.

Foreign born residents of 2001 2011 % change Doncaster Number 8,219 18,669 +127.1% Percentage of total population 2.87% 6.17% +115.5% Figure 9

The largest group are Polish who account for approximately 25% of the total local foreign population.

The increase in foreign born residents is greater in Doncaster than in the other South Yorkshire local authority areas.

Foreign born residents as a percentage of 2001 2011 % change total population Barnsley 1.73% 3.37% +94.5% Doncaster 2.87% 6.17% +115.5% Rotherham 2.61% 5.11% +95.9% Sheffield 6.36% 11.67% +83.4% Figure 10

4. Electoral Representation One of the principles of the electoral review is to ensure equal electoral representation across the borough. This means that each Councillor would represent a similar number of electorate as their colleagues.

Although the Commission will consider councillor: elector ratios during the Warding stage of the review, this information can be used, along with other data such as deprivation levels, to illustrate the level of enquiries and casework that some Councillors may have.

The current population of each Ward shown in Figure 4, page 10, is based on the latest Census of population in 2011. This information can be used to estimate the future population in each area.

The Local Government Boundary Commission asks Councils to use a different method to estimate future electorate, the number of people eligible to vote in an election. These figures are based on the proportion of people on the electoral register and population growth based on the Office for National Statistics growth forecasts from 2010.

This does produce different population and electorate forecasts numbers, however it provides some consistency across Councils which undergo an electoral review at different times.

Figure 11, shows the average electorate per councillor if the Commission were to decide to maintain the number of Councillors in Doncaster at 63. The average electorate per Councillor will change if the number of Councillors reduces.

2013 2019 Number of councillors 63 63 Overall electorate 226,535 228,840 Average electorate per councillor 3,596 3,632 Figure 11

Figure 12 on page 15, illustrates the estimated differences in the councillor: elector ratios if Doncaster Council were to remain with 63 Councillors. For example, a variance of 6% means that Councillors in that Ward represent 6% more electorate then the average for Doncaster; a variance of -3% means Councillors in that Ward represent 3% less than the average for Doncaster.

Name Of Ward Number Estimated Variance Estimated Variance Of Cllrs Electorate 2013 Electorate 2019 Per Ward December December 2013 2019 Balby 3 11,394 6% 11,520 6% Central 3 11,263 4% 11,373 4% Town Moor 3 10,491 -3% 10,593 -3% Wheatley 3 10,225 -5% 10,325 -5% Bessacarr/Cantley 3 11,575 7% 11,684 7% Armthorpe 3 11,126 3% 11,232 3% Conisbrough/Denaby 3 10,589 -2% 10,696 -2% Rossington 3 10,005 -7% 10,106 -7% Hatfield 3 10,364 -4% 10,484 -4% Edlington/Warmsworth 3 10,582 -2% 10,685 -2% Torne Valley 3 10,089 -6% 10,194 -6% Edenthorpe/Kirk 3 10,844 1% 10,961 1% Sandall/ Barnby Dun Finningley 3 12,243 13% 12,395 14% Great North Road 3 12,068 12% 12,198 12% Bentley 3 10,247 -5% 10,340 -5% Adwick 3 11,082 3% 11,192 3% Askern Spa 3 10,060 -7% 10,149 -7% Thorne 3 10,934 1% 11,033 1% Stainforth/Moorends 3 9,918 -8% 10,019 -8% Mexborough 3 11,722 9% 11,842 9% Sprotbrough 3 9,714 -10% 9,819 -10% Figure 12 Electoral variance

5. Council & Committees The graphs below represent the number of members, meetings and average length of each Council Committee. Full information on each Committee’s role is given on the following pages.

Figure 13 Committee meetings

The political makeup of the Council COUNCIL 63 Members plus the Mayor (Labour) Labour Party – 49 Frequency Conservative Party - 8 Liberal Democrat Party – 3 6 meetings per year. Independent/Not affiliated to a party - 2 One vacancy Average length of meeting

2 hours, plus political group pre meetings

Functions of the Full Council

Only the Full Council will exercise the following functions:

(a) adopting and changing the Constitution; (b) election of the Chair and Vice-Chair (c) receiving reports from the Mayor setting out the composition and responsibilities of the Cabinet and the current scheme of delegations. (d) approving or adopting the policy framework, the budget and any application to the Secretary of State in respect of any Housing Land Transfer; (e) making decisions about any Executive function which is covered by the Budget and Policy Framework where the decision is wholly or partly contrary to the Budget or Policy Framework (subject to the Urgency Procedure in Rule 16 of the Access to Information Rules or Rule 5 in the Budget and Policy Framework Procedure Rules in Part 4). (f) agreeing and/or amending the terms of reference for Committees and Sub-Committees and deciding on their composition; (g) appointing representatives to outside bodies unless the appointment is an Executive function; (h) adopting a Members allowances scheme under Article 2.03; (i) changing the name of the area, conferring the title of freedom of the borough; (j) confirming the appointment of the Chief Executive; (k) making, amending, revoking, re-enacting or adopting bylaws and promoting or opposing the making of local legislation or personal Bills; (l) receiving an annual report from Overview and Scrutiny Management Committee (m) adopting or amending a Code of Conduct for Members (n) determining motions of confidence in the Mayor or Members of the Cabinet. (o) all other matters which, by law, must be reserved to the Full Council, including setting the Council Tax (p) conflict resolution under the Budget and Policy Framework Procedure Rules (q) acceptance of delegations from another local authority under Article 8. (r) local choice functions set out in part 3.5 of the Constitution

Membership of 9 CABINET The Mayor (Labour) Vice Chairman (Labour) 7 Labour Group members Frequency Fortnightly.

Average length of meeting 1 hour, plus Cabinet pre meetings & Executive Board (Cabinet & Directors)

Cabinet comprises the Elected Mayor and 5 portfolio holders chosen by the Mayor. Cabinet members are delegated a particular area, or several areas, of work to concentrate on and be responsible for. These areas of work are called Portfolios

Membership of 6 STANDARDS COMMITTEE 2 Labour Group members

2 Conservative Group members Frequency 2 Liberal Democrat members One per year.

Average length of meeting 1 hour.

Terms of Reference

This Committee is a Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972.

FOR RECOMMENDATION TO COUNCIL:- (a) The adoption or revision of the Members Code of Conduct. (b) To propose amendments to the Constitution relating to matters of an ethical standards nature. DELEGATED MATTERS:- (a) To promote and maintain high standards of conduct by Members and Officers. (b) To grant dispensations to Councillors and Co-opted Members from requirements relating to interests set out in the Members Code of Conduct, where not delegated to the Monitoring Officer. (c) To hear appeals against decisions of the Monitoring Officer not to grant a dispensation. (d) To monitor and review the Council’s Whistle-blower’s policy. (e) To monitor and review protocols for standards of behaviour for Members and Officers. (f) To monitor and review protocols for Members and Officers on relationships and dealings with outside organisations and individuals. (g) To monitor and review Member and Officer procedures relating to gifts and hospitality and disclosable pecuniary interests and other interests. (h) To monitor and review the mandatory training programme for Members and Officers. (i) To monitor and oversee the response by the Council to complaints to the Ombudsman. (j) Dealing with complaints of alleged Member misconduct referred to the Monitoring Officer under Section 28(6) of the Localism Act 2011. (k) Granting and supervision of exemptions from posts being designated as politically restricted. (l) To arrange for the exercise of all the above functions in relation to Parish Councils wholly or mainly in its area and to the members of those Parish Councils.

STANDARDS (DETERMINATIONS) Composition/Membership to be determined by the Standards SUB-COMMITTEE committee

Frequency

Ad-hoc (only convened for the purposes of holding Standards hearings). None held in previous 12 months.

Average length of meeting

Terms of Reference

This Sub-Committee is a Sub-Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972. 1. To consider complaints referred to it by the Monitoring Officer in consultation with the Independent Person in accordance with Section 28 of the Localism Act 2011.

OVERVIEW AND SCRUTINY Membership of 11 9 Labour Group members MANAGEMENT COMMITTEE 1 Conservative Group member (OSMC) 1 Liberal Democrat Group member

Frequency 8 per year

Average length of meeting 2½ hours Terms of Reference This Committee is a Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972.

1. To be responsible for co-ordinating and undertaking the Council’s scrutiny and overview function in respect of all areas of Council activity including partnership working and particularly the responsibility to: -

(a) review or scrutinise decisions made, or other action taken, in connection with the discharge of any functions which are the responsibility of the Executive; (b) make reports or recommendations to the Authority or the Executive with respect to the discharge of any functions which are the responsibility of the Executive; (c) review or scrutinise decisions made, or other action taken, in connection with the discharge of any functions which are not the responsibility of the Executive; (d) make reports or recommendations to the Authority or the Executive with respect to the discharge of any functions which are not the responsibility of the Executive; (e) review and scrutinise relevant public bodies and partners in the Borough, including the Council’s contribution and relationship with them and, where necessary, request them to address overview and scrutiny and local people about their activities and performance or particular decisions, initiatives or projects; and (f) make reports or recommendations to the Authority or the Executive on matters which affect the Authority’s area or the inhabitants of that area.

2. To carry out functions necessary to operate the call-in procedure set out in the Overview and Scrutiny Procedure Rules. 3. To have authority to establish ad hoc Overview and Scrutiny (Panels) and appoint Chairs to look at specific issues determined by the Overview and Scrutiny Management Committee. Membership of Overview and Scrutiny Panels to be drawn from a pool of all Council Members, excluding the Executive. 4. To be responsible for drafting protocols in respect of the Overview and Scrutiny process.

ADULTS AND COMMUNITIES Membership of 13 10 Labour Group members OVERVIEW AND SCRUTINY 2 Conservative Group member PANEL 1 Liberal Democrat Group member Frequency 4 per year.

Average length of meeting 2½ hours.

Terms of Reference

These Panels are Sub-Committees of the Council constituted under Sections 101 and 102 of the Local Government Act 1972.

1. The Panels will conduct enquiries and investigations, in relation to those functions of the Council (and other matters of local interest), referred to them in the Annual Work Plan and any additional issues referred by the Overview and Scrutiny Management Committee.

2. The work of the Panels will be undertaken in accordance with the requirements of the Council’s Constitution including the Overview and Scrutiny Procedure Rules and any Overview and Scrutiny protocols.

3. The Panels be empowered to establish ad hoc Working Groups from within its membership, to undertake project and policy development work, to meet the objectives and targets of its annual Work Plan.

4. The Panels may review and scrutinise relevant public bodies and partners in the Borough, including the Council’s contribution and relationship with them and, where necessary, request them to address overview and scrutiny and local people about their activities and performance or particular decisions, initiatives or projects.

PANEL/COMMITTEE RESPONSIBLE FOR OVERVIEW AND SCRUTINY OF CRIME AND DISORDER REDUCTION

In addition to the Terms of Reference detailed above at 1-4, or in addition to the Terms of Reference for the Overview and Scrutiny Management Committee where this responsibility becomes the responsibility of OSMC, this Panel/Committee will also include the following Terms of Reference:

5. Review or scrutinise decisions made or other action taken in connection with the discharge by the responsible authorities who comprise the local Crime and Disorder Reduction Partnerships (i.e.; the Police, the Police Authority, Fire and Rescue Authority and PCT).

6. To make reports and recommendations to the responsible authorities with respect to the discharge of those functions.

7. To require the attendance of an officer of the responsible authority.

8. To consider the activities of the CDRP at least once in every 12 month period.

9. To consider any Councillor Calls for Action relating to crime and disorder issues.

PANEL/COMMITTEE RESPONSIBLE FOR HEALTH OVERVIEW & SCRUTINY This Panel or Committee is a Sub-Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972 The generic Terms of Reference for Overview & Scrutiny Standing Panels/OSMC apply to the Overview and Scrutiny Panel/Committee responsible for Health Overview and Scrutiny.

In addition, because of the specific functions of Health Scrutiny detailed within the relevant legislation the following Terms of Reference will also apply to this Panel.

1. To review and scrutinise any matter relating to the planning, commissioning, provision and operation of health services in the local regions.

2. To make reports and recommendations to National Health Service (NHS) bodies, the OSMC, the Executive and the Council on any matter reviewed or scrutinised using the specific powers of Health Scrutiny.

3. To require the attendance of an officer of a relevant NHS body to answer questions and provide explanations about the planning, commissioning, provision and operation of health services in the area.

4. To require a NHS body to provide information about the planning, commissioning, provision and operation of health services in the Local Authority’s area subject to exemptions outlined in the Health and Social Care Act 2001.

5. To consider matters referred by a Local Involvement Network (LINk).

6. To require (under Section 7 of the Health and Social Care Act 2001) NHS bodies to refer service development proposals which involve substantial change or variation of their service to the Health Overview and Scrutiny Panel.

7. To consider the establishment of Joint Committees with other local authorities to undertake Overview and Scrutiny of health services where these services are provided across regions.

8. To consider the delegation of functions of Overview and Scrutiny of health to another Local Authority Overview and Scrutiny Committee.

9. To report to the Secretary of State for Health: (a) Where the Overview and Scrutiny Sub-Committee is concerned that consultation on substantial variation or development of services has been inadequate. (b) Where the Overview and Scrutiny Sub-Committee considers that the proposal is not in the interests of the well-being of local residents.

REGENERATION AND Membership of 13 10 Labour Group members ENVIRONMENT OVERVIEW AND 2 Conservative Group members SCRUTINY PANEL 1 Liberal Democrat member

Frequency 4 per year

Average length of meeting 2½ hours

Terms of Reference These Panels are Sub-Committees of the Council constituted under Sections 101 and 102 of the Local Government Act 1972.

3. The Panels be empowered to establish ad hoc Working Groups from within its membership, to undertake project and policy development work, to meet the objectives and targets of its annual Work Plan.

SCHOOLS CHILDREN & YOUNG Membership of 13 10 Labour Group members PEOPLE OVERVIEW AND 2 Conservative Group members SCRUTINY PANEL 1 Liberal Democrat member Frequency 5 per year

Average length of meeting 2½ hours

Terms of Reference

These Panels are Sub-Committees of the Council constituted under Sections 101 and 102 of the Local Government Act 1972.

3. The Panels be empowered to establish ad hoc Working Groups from within its membership, to undertake project and policy development work, to meet the objectives and targets of its annual Work Plan.

Membership of 7 AWARDS, GRANTS & 6 Labour Group members TRANSPORT (APPEALS) 1 Independent member

COMMITTEE Frequency 4 per year.

Average length of meeting 1 hour.

Terms of Reference

This Committee is a Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972. 1. To consider and determine appeals for grant aid from students who do not meet the approved criteria for assistance, under either local or national award regulations.

2. To consider and determine appeals for the payment of expenses of children attending community, foundation voluntary or special schools to enable them to take part in any school activity or educational facility who do not qualify for assistance under the approved policies of the Authority.

3. To consider and determine appeals for the granting of scholarships, exhibitions, bursaries or other allowances to persons over compulsory school age who do not qualify for assistance under the approved policies of the Authority.

4. To consider and determine appeals for the provision of free home to school or college transport – including whether a particular walking route(s) is safe, or the payment of reasonable travelling expenses, to persons who do not qualify for either under the approved policies of the Authority.

Membership of 5 AUDIT COMMITTEE 4 Labour Group members Frequency 1 Conservative Group member 5 per year.

Average length of meeting 2 hours.

Terms of Reference

This Committee is a Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972.

DELEGATED MATTERS:- (the Committee may recommend any matter to Full Council when it considers it expedient to do so, after taking advice from the Head of Paid Service) 1. Audit Activity

I. To consider the Head of Internal Audit's annual report and opinion, on the control environment, and reports on internal audit activity (actual and proposed), including for internal audit, the setting of Terms of Reference, for internal Audit, the internal audit strategy, and reviewing of resourcing and considering the level of assurance the annual report and opinion can give, over the council's corporate governance arrangements. II. To consider summaries of specific internal audit reports as requested. III. To consider reports dealing with the management and performance of the internal audit function. IV. To consider a report from internal audit on agreed recommendations not implemented within a reasonable timescale. V. To have the right to call any officers or agencies of the Council as required to offer explanation on progress in the implementation of audit recommendations. VI. To consider arrangements for cooperation between internal audit, external audit and other review agencies. VII. To consider the external auditor's annual letter, relevant reports, and the report to those charged with governance and to monitor the implementation of external audit recommendations. VIII. To consider specific reports as agreed with the external auditor. IX. To comment on the scope and depth of external audit work and to ensure it gives value for money. X. To liaise with the Audit Commission over the appointment of the council's external auditor. XI. To commission work from internal and external audit as resources allow. XII. To have the right to call any Officers or agencies of the Council as required to offer explanation in the management of internal controls and risks. XIII. To, as required, meet privately separately with the external auditor and the Head of Internal Audit.

2. Regulatory Framework

I. To review and where appropriate make recommendations to Council on proposed revisions to the Council’s Constitution in relation to Corporate Governance issues. II. To review any issue referred to it by the Chief Executive or a director or any council body as the Chair considers appropriate within the general Terms of Reference of the Audit Committee. III. To monitor the effective development and operation of risk management and corporate governance in the council particularly in so far as they relate to the adequacy of the internal control environment, effective management of risks, the background to the annual governance statement and production of the financial accounts. IV. To monitor council policies in 'Raising Concerns at Work' and the antifraud and corruption strategy. V. To oversee the production of the authority's Annual Governance Statement and to recommend its adoption.

VI. To consider the council's arrangements for corporate governance and agreeing necessary actions to ensure compliance with best practice. VII. To consider the council's compliance with its own and other published standards and controls. VIII. To report and make recommendations to Cabinet or Council on major issues and contraventions. IX. To have rights of access to other Committees of the Council and to strategic functions as it deems necessary. X. To maintain oversight of any major issues arising from Police or other enquiries into the conduct of the Council in order to minimise disruption to other branches of the Authority. XI. To receive periodic reports from appropriate Directors on probity and corporate governance issues not specifically referred to elsewhere within the Committee’s Terms of Reference. XII. To review the Council’s policy under the Regulation of Investigatory Powers Act 2000 annually and to monitor compliance with the policy on a quarterly basis.

3. Accounts

I. To approve the annual statement of accounts. Specifically, to consider whether appropriate accounting policies have been followed and whether there are concerns arising from the financial statements or from the audit that need to be brought to the attention of the council. II. To consider the external auditor's report to those charged with governance on issues arising from the audit of the accounts.

EMPLOYEE RELATIONS Membership of 8 plus 7 Substitutes

COMMITTEE The main committee is made up of 6 Labour Group members Frequency 1 Conservative Group member 3 per year. 1 Liberal Democrat Group member

The Substitutes are made up as follows Average length of meeting 6 Labour Group members 1 ½ hours. 1 Conservative Group member 1 Liberal Democrat Group member

Terms of Reference

This Committee is a Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972. 1. To discharge full Council functions relating to the establishment of policies that relate to employment and national and local terms and conditions of service for all staff including those functions exclusively relating to Chief Officers. 2. To monitor the implementation of human resources and organisational development, strategies and policies. 3. Determine issues referred from the Doncaster Consultative Group and Joint Safety Committee. 4. Be responsible for employer Health and Safety Issues.

ELECTIONS AND DEMOCRATIC Membership of 11 9 Labour Group members STRUCTURES COMMITTEE 1 Conservative Group member Frequency 1 Independent member 3 per year.

Average length of meeting 1 hour

Terms of Reference This Committee is a Committee of the Council constituted under Sections 101 and 102 of the Local Government Act 1972.

1. TO MAKE RECOMMENDATIONS TO FULL COUNCIL IN RELATION TO:- i. Submission of proposals to the Secretary of State for pilot schemes for local elections. ii. To change the name of a parish. iii. To confer the title of honorary alderman or to admit to be an honorary freeman. iv. The making and revision of Byelaws. v. Promotion of or opposition to local or personal bills. vi. Boundary, structural and electoral reviews. vii. Any proposed revisions to the Council’s Constitution except those in relation to the Code of Conduct, Ethical Governance and Corporate Governance issues. viii. To monitor, review and make recommendations on the operation of the Council’s decision-making structures.

2. TO EXERCISE THE FUNCTIONS OF FULL COUNCIL IN RELATION TO:- i. Electoral Registration and Elections. ii. All other Full Council functions not specifically dealt with by other Committees or reserved to the Council. iii. Health and Safety within the meaning of Part 1 of the Health and Safety at Work Act 1974 other than in the Council’s capacity as an employer.

Membership of 11 PLANNING COMMITTEE 9 Labour Group members Frequency 1 Conservative Group member 13 per year. 1 Liberal Democrat member

Average length of meeting 1 ½ hours. Terms of Reference

This Committee is a Committee of the Council constituted under Sections 101 and 102 of the Local Government Act, 1972. 1. Exercise of the Full Council’s functions under Part 3 of this Constitution including: i. Functions relating to Town and Country Planning and Development Control; ii Miscellaneous functions relating to the creation, diversion, extinguishment stopping up of footpaths and bridleways and the diversion or extinguishment of a rail crossing. iii. Functions relating to complaints about high hedges. 2. Advise and recommend to the Executive on the preparation, content and implementation of the Local Development Framework and supporting planning policy.

Membership of 14 LICENSING COMMITTEE 11 Labour Group members Frequency 2 Conservative Group members 4 per year. 1 Liberal Democrat Group members

Average length of meeting 1 hour.

Terms of Reference

FOR RECOMMENDATION TO COUNCIL:- 1. In respect of the relevant prescribed period to consider the adoption of the Statement of Licensing Policy. 2. During the relevant prescribed period to keep the Statement of Licensing Policy under review, and to recommend any revisions to it.

FOR RECOMMENDATION TO THE EXECUTIVE:- 1. In respect of the relevant prescribed period to advise on the preparation, content and implementation of the Statement of Gambling Policy. 2. During the relevant prescribed period to keep the Statement of Gambling Policy under review, and to recommend any revisions to it.

DELEGATED MATTERS:- 1. To discharge the functions of the Council that are licensing functions within the meaning of the Licensing Act 2003 as amended. 2. To discharge the functions of the Local Authority as set out in the Gambling Act 2005. 3. The appointment of Licensing Sub-Committees under Section 10 of the Licensing Act 2003. 4. To determine Policies that are relevant to the Council’s functions under Part 3 of the Constitution which relate to those licensing and registration functions unless the policy must be determined by Full Council. 5. To exercise the Council’s functions under Part 3 of the Constitution which relate to those licensing and registration functions except where the function has been delegated to Officers of the Council.

Membership of 7 for each of the two Sub- LICENSING SUB COMMITTEE Committees.

Frequency Licensing Sub-Committee A Ad-hoc as and when called for. 5 Labour Group members 1 Liberal Democrat Group member Average length of meeting 1 Conservative Group member 2½ hours. Licensing Sub-Committee B 6 Labour Group members 1 Conservative Group member These Sub-Committees are Sub-Committees of the Licensing Committee appointed by that Committee under Section 10 of the Licensing Act 2003 and constituted: (1) In relation to their functions under the Licensing Act 2003, under Section 6 of that Act. (2) In relation to their functions under the Gambling Act 2005. (3) In relation to their other functions, under Sections 101 and 102 of the Local Government Act 1972.

Terms of Reference 1. To determine applications under the Licensing Act 2003, where relevant representations are received. 2. To determine applications under the Gambling Act 2005, where relevant representations are received. 3. To determine applications in relation to the Council’s functions under Part 3 of the Constitution which relate to those licensing and registration functions, where relevant representations are received.

HEALTH & WELLBEING Membership The core membership of the Board is set out in BOARD statute and is shown below:

 Director of Adults and Communities  Director of Children and Young Peoples

Services

 Director of Public Health Average length of meeting  Chief Executive of Rotherham, Doncaster and South Humber NHS Foundation Trust (RDaSH) 2 hours.  Chair of Healthwatch  Director of Commissioning Development (NHS South Yorkshire and Bassetlaw)  Chief Operating Officer, Doncaster Clinical Commissioning Group  Chair of Doncaster Clinical Commissioning Group  Chief Executive of Doncaster and Bassetlaw Hospital NHS Foundation Trust  Chair - Portfolio Holder for Health and Adult Social Care  Vice-Chair - Portfolio Holder for Children’s Safeguarding and Services to Families (support to lead member for Children’s Services)  Conservative Group representative – Cllr Barbara Hoyle

In addition, each political group is represented on the Board (if not already on the Board by virtue of statute), together with Rotherham, Doncaster and South Humber NHS Trust (RDASH), Doncaster and Bassetlaw Hospital Foundation NHS Trust (DBHT), South Yorkshire and Bassetlaw NHSCB Local Area Team and the Chief Operating Officer of the Clinical Commissioning Group. The Board is chaired by the Portfolio Holder for Public Health. Terms of Reference

1. Purpose

1.1 The purpose of the Board is to improve the health and wellbeing for the residents of the Doncaster Metropolitan Borough and to reduce inequalities in outcomes. The Health and Social Care Act assigns specific new functions to the Health and Wellbeing Board including leading on the Joint Strategic Needs Assessment (JNSA) together with leading on the development of a Joint Health and Wellbeing Strategy (JHWS).

The Health and Wellbeing Board is not a commissioning body. The accountability for commissioning decisions remains with the Commissioners.

2. Aims

2.1 The primary aim of the Board is to promote integration and partnership working between the local authority, NHS and other local services and improve the local democratic accountability of

health.

3 Role and Functions

3.1 In accordance with the requirements of the Health and Social Care Act 2012, the Doncaster Health and Wellbeing Board is a formally constituted Committee of the Council in accordance with the requirements of the Local Government Act 1972, as amended.

For recommendation to Council.

Adoption of the Health and Wellbeing Strategy.

3.2 Key Responsibilities  Provide strategic leadership to promote health and wellbeing in and ensure that statutory duties are complied with;  Assess the needs of the local population by leading the development of and monitoring the impact of the JSNA;  To oversee the development of and monitoring the implementation of a joint Health and Wellbeing Strategy ensuring that issues highlighted in the strategy are taken forward by commissioners;  To involve third parties and have regard to the NHS Commissioning Board mandate and statutory guidance in the preparation of the JSNA and JHWS.  Promote integrated working and partnership working between health and social care, through joined up commissioning plans.  Work effectively with and through partnership bodies, with clear lines of accountability and communication;  Build effective relationships with supra-local structures e.g. NHS Commissioning Board, Public Health England;  Take a strategic approach and promote integration across health and adult social care, children’s services, including safeguarding and the wider determinants of health;  Building partnership for service changes and priorities.

3.3 Duties In discharging the role above, the specific duties of the Health and Wellbeing Board are as follows:

 Ensure joint arrangements are in place to agree priority areas for investment to support health and social care.  Focus on driving up whole system quality and ensure that opportunities for gains in both productivity and efficiency that are available across the local economy are maximised.  Consider options to promote the use of freedoms and flexibilities to deliver the core purpose of the board e.g. pooled budgets, joint commissioning, place based budgets;  Ensure that Commissioning Plans produced by all parties are joined up and that in relation to productivity and efficiency there is a high level of transparency between the NHS and Local Authority.  Ensure that Commissioning Plans are consistent and in accordance with the Health and Wellbeing Strategy.  Conduct an open and equal dialogue with the NHS Commissioning Board highlighting views on the relationship and effectiveness of national decision-making to the needs of the local population as defined in the Health and Wellbeing Strategy.  Review how well commissioning plans have contributed to the delivery of the Health and Wellbeing Strategy.  Consider the contributions that the Clinical Commissioning Group has made to the

successful delivery of the Joint Health and Wellbeing Strategy when conducting its annual performance assessment of the CCG.

4. Arrangements for the Conduct of Business

4.1 Conduct of Meetings Meetings are conducted in accordance with the Council’s Procedure Rules.

4.2 Chairing the Meetings The Chair is the Cabinet Member responsible for public health.

4.3 Quorum The quorum will be no less than four members of the Board.

Other Committees Elected Members are also involved in other Committees. These include:  Parish Council Joint Consultative Committee - 8 Elected Members  Joint Safety Committee – 4 Elected Members, plus 4 substitutes.

Committee Membership

Councillor Number of Committees appointed to Chair - Councillor Eddie Dobbs 2 Vice Chair - Councillor David Nevett 4 Mayor of Doncaster – Ros Jones 2 Deputy Mayor – Councillor Glyn Jones 4 Councillor Patricia Bartlett 4 Councillor Joseph Blackham 4 Councillor Susan Bolton 3 Councillor Andrew Bosmans 4 Councillor Elsie Butler 4 Councillor Paul Coddington 5 Councillor Phil Cole 2 Councillor Richard Cooper-Holmes 4 Councillor Tony Corden 5 Councillor Linda Curran 4 Councillor Monty Cuthbert 4 Councillor Nuala Fennelly 3 Councillor Bob Ford 6 Councillor Pat Haith 4 Councillor Pat Hall 5 Councillor Stuart Hardy 4 Councillor Barbara Hedley 3 Councillor Rachel Hodson 2 Councillor Charlie Hogarth 5 Councillor David Holland 3 Councillor Sandra Holland 4 Councillor Moira Hood 4

Councillor Barbara Hoyle 6 Councillor Eva Hughes 3 Councillor Deborah Hutchinson 3 Councillor Mick Jameson 5 Councillor Barry Johnson, J.P. 2 Councillor Bob Johnson 3 Councillor Alan Jones 3 Councillor R. Allan Jones 3 Councillor Ken Keegan 4 Councillor Jane Kidd 2 Councillor Ted Kitchen 4 Councillor Pat Knight 4 Councillor Sue Knowles 3 Councillor Tracey Leyland-Jepson 4 Councillor Chris McGuinness 4 Councillor Sue McGuinness 4 Councillor John McHale 3 Councillor Hilary McNamee 3 Councillor Christine Mills 4 Councillor Bill Mordue 2 Councillor John Mounsey 3 Councillor David Nevett 5 Councillor Jane Nightingale 4 Councillor Susan Phillips 5 Councillor Cynthia Ransome 2 Councillor Tony Revill 4 Councillor Kevin Rodgers 3 Councillor Craig Sahman 2 Councillor Patricia Schofield 3

Councillor John Sheppard 4 Councillor Eric Tatton-Kelly 4 Councillor Austen White 5 Councillor Sue Wilkinson 4 Councillor Martin Williams 3 Councillor Jonathan Wood 3 Councillor Yvonne Woodcock 4 Councillor Doreen Woodhouse 3 Councillor Paul Wray 5 233 Average number of Committees each 233 ÷ 63 Councillors Councillor sits on. = Average of 3.7 Committees

36 6. Outside Bodies

EXECUTIVE APPOINTMENTS 2013/14

*Denotes where an individual’s current appointment goes beyond 2013/14

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations

Air Transport Forum 1 Year Term of Office 1 Cllr P. Schofield Cllr P. Schofield Observer

Local Wards covering Robin Hood Doncaster Sheffield Airport No Liability Insurance Provided

Barnsley, Doncaster and Rotherham Waste 1 Year Term of Office 1 Cllr C. Ransome Cllr C. Mills Partnership (Joint Waste Board) Voting Member Relevant Portfolio Member Liability Insurance Provided

DARTS (Doncaster Community Arts) 3 Year Term of Office 2 Cllr Y. Woodcock Cllr Y. Woodcock Voting Members Cllr C. McGuinness Cllr S. Knowles *Cllr Woodcock Term Ends 2015 Cllr McGuiness Term Ends 2013 No specific requirements Liability Insurance Provided

Doncaster Chamber of Commerce 1 Year Term of Office 1 Lee Tillman Cllr B. Johnson Voting Member No specific requirements

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations Liability Insurance Provided

Doncaster Culture & Leisure Trust (formerly Doncaster 1 Year Term of Office 1 Cllr Y. Woodcock Cllr B. Johnson Dome & Leisure Trust) Trustee No specific requirements No Liability Insurance Provided

Doncaster Performance Venue Trust 1 Year Term of Office 1 Cllr E. Tatton-Kelly Cllr B. Johnson Voting Member

No specific requirements Liability Insurance Provided

Doncaster Racecourse Management Company Ltd 1 Year Term of Office 3 P. Davies, Mayor Cllr B. Johnson (Observer) 1 Voting Member – 2 Trustees Colin Wedd (Voting) J. Ennis (Voting) No specific requirements A. Maddox A. Maddox No Liability Insurance Provided

Doncaster Relief in Sickness Fund 4 Year Term of Office 2 Cllr E. Hughes Cllr E. Hughes Cllr E. Hughes term ends 2013 Cllr G. Jones Cllr G. Jones *Cllr G. Jones term ends 2015 Voting Members Representatives from either Balby, Central, Town Moor or Wheatley Wards No Liability Insurance Provided

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations

Don Valley Music Festival 3 Year Term of Office ends 2013 1 Cllr D. Holland Cllr D. Holland Voting Member

Mexborough/Conisbrough/Denaby Councillor Liability Insurance Provided

English Heritage 1 Year Term of Office 1 Cllr Y. Woodcock Cllr C. McGuinness Advisory No specific requirements No Liability Insurance Provided

Joint Committee for South Yorkshire Archaeology 1 Year Term of Office 2 Cllr C. Ransome Cllr M. Jameson Cllr J. Wood Voting Members Cllr R. Cooper-Holmes Liability Insurance Provided

Local Government Association 1 Year Term of Office 1 P. Davies, Mayor R. Jones, Mayor Voting Member No Liability Insurance Provided

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations

Local Government Association – Rural Commission 1 year term of office. 2 This is a new body Cllr J. Blackham Either two elected members or one Pat Hagan elected member and one officer. One elected member will be allocated the authority’s vote on the commission and his/her political affiliation will be used to calculate the political balance of the Rural Policy Review Group. No liability Insurance provided.

Local Government Yorkshire & Humber a) LGYH 1 Year Term of Office 1 P. Davies, Mayor R. Jones, Mayor Voting Member Leader of the constituent authority or Deputy Liability Insurance Provided b) Employers’ Committee 1 Year Term of Office 1 Cllr P. Coddington R. Jones, Mayor Voting Member No specific requirements Liability Insurance Provided

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations c) Yorkshire & Humber Member Improvement and 1 Year Term of Office 1 Cllr. P. Coddington R. Jones. Mayor European Board Voting Member No specific requirements Liability Insurance Provided

National Coal Mining Museum for England – Liaison 1 Year Term of Office 1 Cllr E. Dobbs Cllr J. Mounsey Group Advisory Member No specific requirements No Liability Insurance Provided

PATROLAJC (Parking and Traffic Regulation Outside 1 Year Term of Office 1 Cllr A. Bosmans Cllr A. Bosmans of London Adjudication Joint Committee) Voting Member No specific requirements No Liability Insurance Provided

Rural Action Yorkshire 1 Year Term of Office 1 Cllr H. McNamee Cllr H. McNamee Voting Member No specific requirements No Liability Insurance Provided

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations

South Yorkshire Integrated Transport Authority – 1 Year Term of Office 2 P. Davies, Mayor Cllr M. Jameson Planning and Transportation Steering Group Voting Members Cllr. C. McGuinness Cllr C. McGuinness No specific requirements No Liability Insurance Provided

South Yorkshire Joint Committee on Archives I Year Term of Office 2 Cllr C. Ransome Cllr R. Cooper-Holmes Voting Members Cllr R. Cooper-Holmes Cllr S. Knowles Liability Insurance Provided

South Yorkshire Joint Trading Standards Committee 1 Year Term of Office 2 Cllr C. Ransome Cllr P. Knight Voting Member Cllr P. Coddington Cllr J. Blackham Political Proportion No Liability Insurance Provided

South Yorkshire Safer Roads Partnership 1 Year Term of Office 1 P. Davies, Mayor Cllr B. Mordue Voting Member Portfolio Member No Liability Insurance Provided

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations

Special Interest Group of Municipal Authorities 1 Year Term of Office 3 Chief Executive Chief Executive Voting Members (SIGOMA) Cllr P. Coddington R. Jones, Mayor 1 member & 2 officers Mr. S. Mawson or Mr. S. Mawson or (officers expected to be MD/CEx and S. Wiles S. Wiles Finance Officer) No Liability Insurance Provided

St Leger Homes of Doncaster (ALMO) Board 1 Year Term of Office 3 Cllr C. Mills Cllr C. Mills Voting Members Cllr D. Woodhouse Cllr D. Woodhouse Political proportionality Cllr P. Wray Cllr P. Wray No Liability Insurance Provided

Strategic Aviation Special Interest Group (SASIG) 1 Year Term of Office 1 Cllr A. Bosmans Cllr A. Bosmans Voting Member No specific requirements No Liability Insurance Provided

Trans Pennine Trail 1 Year Term of Office 2 Cllr P. Knight Cllr N. Fennelly Voting Members Cllr B. Mordue Cllr B. Mordue No specific requirements No Liability Insurance Provided

Organisation Notes No of 2012/13 2013/14 Reps Representatives Nominations

Yorkshire & Humber Region Home Safety Council 1 Year Term of Office 1 Cllr S. Knowles Cllr S. Knowles Voting / Observer Portfolio Holder No Liability Insurance Provided

Yorkshire & Humber Strategic Migration Group (to 1 year term 1 This is a new Cllr G. Jones represent South Yorkshire on this Group) 2 representatives are required from requirement the sub region, one name to be put forward. Elected Member or senior officer. This nomination is subject to approval will be made by the South Yorkshire Leaders.

Yorkshire Libraries & Information Services 1 Year Term of Office 1 Cllr C. Ransome Cllr G. Jones Voting Member No specific requirements No Liability Insurance Provided

Yorkshire Purchasing Organisation 1 Year Term of Office 2 Cllr P. Coddington Cllr M. Williams 1 Voting Member Cllr R. Cooper-Holmes Cllr R. Cooper-Holmes (Voting member) No specific requirements (Note- Cllr Coddington to No Liability Insurance Provided be voting member)

APPENDIX B

EXECUTIVE APPOINTMENTS WHERE PREVIOUS APPOINTMENTS/TERM OF OFFICE GO BEYOND 2013/14

Organisation Notes No of 2012/13 Reps Representatives

Doncaster & Bassetlaw Hospitals NHS Foundation 3 Year Term of Office 2 Cllr J. Mounsey Cllr J. Mounsey Trust Cllr Mounsey term ends 2015 Joan Beck Joan Beck Joan Beck Term ends 16 June 2014

Voting Members No specific requirements No Liability Insurance

Groundwork Dearne Valley 3 year Term of Office 1 Cllr Bob Johnson Cllr B. Johnson Cllr Bob Johnson term ends 2015 Voting Member No specific requirements Liability Insurance Provided

Midlands (Trent) Regional Flood & Coastal Committee 3 Year Term of Office ends 2015 1 Cllr C. Ransome Cllr C. Mills Voting Member No specific requirements No Liability Insurance Provided

Organisation Notes No of 2012/13 Representatives Reps

Reserve Forces & Cadets Association for Yorkshire & 5 Year Term of Office ends 2017 1 Cllr M. Jameson Cllr M. Jameson Humber Voting Member No specific requirements No Liability Insurance Provided

Yorkshire Regional Flood and Coastal Committee 3 Year Term of Office which ends 1 Cllr C. Ransome Cllr C. Mills 2015 Voting Member No specific requirements No Liability Insurance Provided

Sheffield City Region Local Enterprise Partnership 1 P. Davies R. Jones

7. Overview & Scrutiny

Structure

There are currently 4 scrutiny bodies; 3 thematic standing Panels aligned to the Council’s Directorate structure and an overarching management Committee.

i. Overview & Scrutiny Management Committee (OSMC) – Aligns to Finance & Corporate Services – also considers issues that cut across all Panels e.g. Stronger Families, issues around major organisational change – e.g. transfer of public Health to the Council. Monitors the work of the Panels and considers any called in decisions. ii. Adults and Communities (A&C) (also incorporates Health Scrutiny). iii. Schools Children & Young People Panel (SCYP) iv. Regeneration & Environment. (R&E)

Overview & Scrutiny Activity

The number of Panels and membership of the Panels has changed over recent years as indicated below:

Table 1

Year No. of No. of No of Panel Total No Committees Councillors Meetings of Involved Meetings Formal Informal

2008/09 5 57 55 * 55

2009/10 5 11x5=55 48 * 48

2010/11 5 11 x 5 = 55 43 30 73

2011/12 5 11x4 = 44 35 23 58

2012/13 4 11x1, 13x3 = 27 17 44 50

*No Information available.

 Prior to June 2009 all non-Executive Councillors were offered a place on the standing Scrutiny Panels. Committee’s varied in size but were able to accommodate Member’s preferences.  With effect from June 2009 Council agreed that places would be allocated on a politically balanced basis with 11 members per Panel.  With effect from June 2011 the number of Panels was reduced to reflect the new Directorate structure and reduced resources in Overview & Scrutiny Team.  From June 2012 the size of the Panels was increased to 13 (OSMC remained at 11 Members) to ensure more Members could participate in Overview & Scrutiny as a consequence some Councillors in minority groups are

appointed to more than one Scrutiny Panel, with one Lib/Dem Councillor currently appointed to all three Panels.  The average length of a Scrutiny meeting is 2.5hours. Informal meetings may include, information sessions, evidence gathering sessions, work planning etc.  Table 2 at Appendix A contains details of other meetings attended by O&S Members outside of the regular Panel meeting cycle.

Overview & Scrutiny Activities

In addition to attending Overview and Scrutiny Meetings the following table details some of the key activities undertaken by Overview and Scrutiny Members to undertake their role.

Work Who is involved

Reading agenda All Scrutiny Councillors papers/preparing questions for formal/informal meetings

Attending Meetings All Scrutiny Councillors.

Evidence Can be the whole Scrutiny committee or individual Councillors gathering/research specifically appointed by committees to undertake investigative work. Examples include site visits, internet research, topic overview work.

Review Briefing notes and All Scrutiny Councillors. Chairs and Vice Chairs may also other information receive additional information/briefings e.g. around urgent decisions or to follow up on topics and issues.

Training E.g. Chairing skills, questioning skills, work planning, changing role of Scrutiny.

Seminars The seminar programme is useful in proving updates to all Members. Often the seminar programme can be influenced by issues raised at Scrutiny. Seminars often provide an introduction to a topic and allow O&S to include on their work programme and investigate in more detail.

Regional Scrutiny Forums Usually the Chairs/Vice Chair of OSMC/Panels includes joint Health Overview & Scrutiny Committee (JHOSC).

Feedback from bodies Chairs, Vice-Chairs and councillors appointed by Scrutiny appointed to through committees feedback - for example, the Safer Doncaster Scrutiny. Partnership, JHOSC, Corporate Parenting Panel, Children’s Trust Board etc.

Accountability to Council Overview & Scrutiny Committees are accountable to full Council and present an Annual Report and a 6 monthly

update report to Council. The Chair of OSMC may also respond to questions without notice at Council meetings.

Table 2 attached contains further activities that Scrutiny Members may be involved in.

Looking Forward - Future Areas of Work

1. Changes to Legislation, policy, local landscape that may impact on future delivery of Overview and Scrutiny.

Legislation/change Impact in policy etc.

Health and Social New regulations establishing Health & Well Being Boards, Care Act 2012 Healthwatch, Clinical commissioning Groups, transfer of Public Health to Local authority etc.

O&S will need to incorporate these within its work programme. In particular it will need to review value for money across the services such as Public Health and how effectively commissioning across the health service is being delivered. O&S work could be influenced by referrals from Health Watch to undertake more Scrutiny.

There are many aspects to this including move to Universal Credit, changes to Housing Benefit, Local Assistance Scheme (replacing Social Fund). Likely to create areas for further

consideration by Overview and Scrutiny. Welfare Reform

New Role of Scrutiny As a result of the Localism Act there is a greater emphasis on – i.Strengthened Council’s delivering shared services, the external Accountability commissioning of services and the role of the council as an enabler rather than deliverer of services. This will undoubtedly require Scrutiny to further hold external organisations and partners to account and ensure value for money is delivered. This is also important in improving transparency, community confidence and accountability.

The appetite for Overview and Scrutiny is strong among Councillors. Resources for Scrutiny have been reduced over recent years – there is a need to increase the capacity of Members to undertake more of the Scrutiny Role themselves ii. Self Supporting e.g. analysis of evidence etc.

Budget & Priorities The OSMC responds to the Mayor’s budget proposals and when doing so holds a number of workshops and formal

meetings. As the Council seeks to meet significant savings targets over the next three years there will be a significant role for OSMC & Scrutiny to review proposals and provide advice and comments to the Mayor.

Children’s Services The outcome of the recent Carlile and Ofsted Report in respect of Safeguarding has highlighted a need for Overview and Scrutiny Members to strengthen their knowledge and skills of safeguarding. and strengthen Overview & Scrutiny of Children’s Services.

Sheffield City Region Plans are in place to establish a City Region Authority with a Authority joint Scrutiny arrangement. Depending on the number of sub committee’s that may be established, there may well be a further draw on Member’s time to undertake this role effectively.

2. Measuring Impact - How Effectively Does Overview and Scrutiny Operate The Scrutiny structure reflects the Council Structure with direct links to Directorates, ensuring there is clarity over the way this operates. This also provides clarity with partnership working that takes place with the relevant Directorates.

There are no national indicators to measure the effectiveness of Overview and Scrutiny as clearly identifying how it has improved decision making, strengthened governance arrangements and improved services to the public is difficult and often subjective. However, we can look at a range of issues relating to meetings, types of issues considered, attendees and recommendations (included in the tables at Appendix A) that may help draw some conclusions to support the effectiveness of Overview & Scrutiny in Doncaster.

Review Work – The Scrutiny process has over the last couple of years started to introduce more review work including issues such as Budget Review, Tackling Deprivation through People and Place, the impact of the Health and Social care Act and Inclusion. Councillors are spending more time researching issues, undertaking site visits, meeting with partners and public and gathering evidence to enable them to look at an issue in depth before developing recommendations based on their evidence. These reviews can be “spotlight reviews” undertaken over one or two sessions or in depth reviews taken over a period of time through informal meetings. They are supported by Directorates and Scrutiny officers and generally the outcomes and recommendations are well received. During 2012/13 the Committees have begun to request update reports following acceptance of the recommendations from the previous year to identify whether they have impacted on the delivery of services.

O&S Work Plans – These tables record the types of issues considered at Scrutiny meetings over the last 3years. Whilst this does not measure the quality of the Scrutiny it clearly indicates that each Committee covers all aspects of Overview and Scrutiny e.g. reviews, performance monitoring pre decision scrutiny rather than just focusing on one specific area.

i. Budget and Policy Framework: - This sets the strategic direction for the Council and the Constitution makes provision for proposals around the budget and policy framework to be considered by Scrutiny prior to final decision by Full Council. This ensures Scrutiny Councillors have an input in to the budget and policy development. A significant amount of work is undertaken by O&S to consider the Mayor’s budget proposals and this has helped in shaping proposals and contributing to the robustness of the budget.

Recommendations - One of the success measures of Scrutiny can be the number of recommendations accepted by the Executive, this does not always give an indication of the quality of the recommendation. Recommendations arising from reviews are subject to robust discussion with officers and Members before they are formally agreed by the Scrutiny Committee. Further monitoring then takes place to identify whether the recommendations accepted have resulted in improved services for residents. As an example recommendations accepted following the Review of Grants to Voluntary Organisations have resulted in substantial financial savings which have contributed to the Council’s Procurement savings. The transparency and governance arrangements have also improved following the review as there is greater clarity over what the financial support aims to achieve, what are the monitoring arrangements and identifying whether outcomes have been delivered.

Accountability Through Call In- One of the measures of effective Scrutiny is the extent to which it holds decision makers to account by calling them to meetings, asking them to publicly explain their decisions or enquiring how they may be addressing future performance issues. We can record attendances by the Executive and Chief officers to give an indication of engagement but again this does not measure how effectively decision makers have been held to account. Our information shows there is regular attendance by Cabinet Members and Chief Officers at Overview & Scrutiny meetings which shows the importance placed on the role within the organisation

In addition one of the key mechanisms for holding decision makers to account is through the Call In process. There have been 10 called in decisions between 2008 to 2013. This averages approximately 2 per year. This process has been used appropriately and there are robust mechanisms in place to ensure this is used to seek to improve the delivery of services and an opportunity for issues of concern to be discussed publicly. Some of the key outcomes resulting from Call Ins are detailed below.

 The Call In of Appointments to Outside Bodies (2008) lead to a review of how these appointments should be made in future. This provided clarity to Members on which bodies the Council/Executive should continue to appoint to and who should make the appointment. Where there was discretion in the appointments process some of these were changed from Executive to Council appointments where this was considered appropriate.  The Call In of the Library Service (2011) lead to a halt in the proposed programme to allow for further evidence, research and equality Impact Assessments to be undertaken before the programme of closures and revised service delivery went ahead.  The Call In of the cessation of Free Maintenance to Miners Welfare Grounds CISWO (2011) led to the decision being stopped. The meeting encouraged a debate and raised greater awareness around the complexities of the

contractual arrangements, the wider impact on communities and the need for further dialogue.

Attendances – By recording attendances by Scrutiny Members, Partners and public we can give indications about the level of interest and engagement with O&S.

The information at Appendix A shows that Overview and Scrutiny engages Members in the process. Partners regularly attend Overview and Scrutiny meetings to give evidence for example, South Yorkshire Police, NHS, Doncaster Chamber, Doncaster College, St Leger Homes, Voluntary Sector groups, education establishments and the Youth Council. There is however, more work to be done to engage the public within the process of Overview and Scrutiny. Public engagement appears to be most successful when the Committee goes to the public e.g. visiting young people in their communities, or visiting elderly residents in nursing homes.

Partnership working – Scrutiny has a representative appointed to partnership groups, for example, the Safer Doncaster partnership, Enterprising Doncaster, Corporate Parenting Panel, Children’s Trust Board, with regular updates provided to the Panel’s through minutes and updates from Members.

CONCLUSION

The information demonstrates that Overview and Scrutiny is a valued Service among elected Members. The majority of Members not on the Executive are keen to engage with the Scrutiny Process. Executive Members, partners and Chief Officers regularly engage with the Scrutiny process. More work needs to be undertaken to encourage public engagement in Overview and Scrutiny.

The function undertakes a range of activities including pre decision Scrutiny, reviews and investigations it provides an opportunity for openness and transparency. The Council’s Budget and Performance monitoring is regularly considered by Overview and Scrutiny to help drive value for money. There will undoubtedly be an important role for Scrutiny Members as the Council continues to respond to the financial pressures facing the Council over the next three years of austerity and Members will be involved in making difficult choices over future service delivery. Councillors devote significant time into participating in the Overview and Scrutiny process.

There are some clear examples, particularly through the review work where recommendations are making a difference and helping improve the delivery of services.

Additional Scrutiny Meetings Outside Formal and Informal Meetings

Type of Meeting No. of Formal or Membership of Approx. Duration of Comment Panels/ Informal Scrutiny Total for Meeting Members/ Groups (2010/2011, (Hours) Involved Representatives 11/2,12/13)

Chairs/V Briefing 4 Informal 2 x 4 1.5hrs Briefing with officers prior to O&S meeting.

Site Visits 4 Informal 3 3, 6, 7 5hrs Generally less Members but longer duration.

A&C Ch/VCh Meet 1 Informal 2 12 1 Meets with, Chief Operating Officer to discuss O&S/NHS with CCG ( NHS) Issues and Consultations

Panel Ch/VC Meet 3/4 Informal 2 36 1 hour per To build and maintain positive relations/communications. with Exec meeting p.a. Chairs/Vice & relevant Cabinet members.

Scrutiny Ch/VCh 3/4 Informal 2 57 1 To build and maintain positive relationships and good Meeting With communications. CE/Directors

Scrutiny Chairs & 1 Informal 5 12 1 Build effective Scrutiny/Exec relations. Mayor

JHOSC (Children’s 1 Forma & 1 7, 9, 2 Ave 5 (inc travel Established in 2011.Undertaking formal and informal Cardiac Review) Informal to Leeds) meetings re national Children’s Cardiac Review

Safer Doncaster 1 Formal 1 21 2 Attended by the Chair of A&C O&S Partnership

Children’s Trust 1 Formal 1 24 2 Attended by representative from SC&YP O&S

Corporate Parenting 1 Formal 1 21 2 Attended by representative from SC&YP O&S

Enterprising 1 Formal 1 16 2 Attended by the Chair of R&E O&S Doncaster

Reviews Undertaken by Overview and Scrutiny

Panel 2012/2013 2011/12 2010/2011

OSMC 2 5 1

R&E 2 2 0

A&C 1 0 -

SC&YP 2 3 1*

HCVP** - - 1

SSSC** - - 1

Joint Meetings 1 - 0

Total 8 10 4

NB: *The time and resources to undertake reviews may vary. The Inclusion review consisted of 5 different elements: disabilities, outcomes- curriculum, neighbourhoods, schools and education, children in care and was completed over 18months. The Health & Social care Review was completed over 2 meetings.

** The HCVP & SSSC Panel were merged in 2011/12.

Panel Workplan Items (Issues Considered at Meetings)

2012/2013 - Workplan

No. of Key Total No of No. of Other Issues Quarterly Decisions Total Number O&S Meetings Statutory Considered Panel Performance of Items (Formal and Considered Plans (Excl. Work Reports Considered Informal) (Pre-Decision) Considered Plan Report)

OSMC 15 4 4 4 14 26

R&E 10 4 6 3 11 24

A&C 10 4 0 0 20 24

SC&YP 9 4 1 1 11 17

Joint O&S 2 0 0 0 1 1

Total 46 16 11 8 57 92

2011/2012 - Workplan Total No of No. of Key No. of Other Issues Quarterly Decisions Total Number O&S Meetings Statutory Considered Panel Performance of Items (Formal and Considered Plans (Excl. Work Reports Considered Informal) Considered Plans) (Pre-Decision)

OSMC 16 4 5 2 13 24

R&E 14 4 3 0 17 24

A&C 10 4 0 1 14 19

SC&YP 13 4 0 1 8 13

Total 53 16 8 4 52 80

2010/2011 - Workplan Total No of No. of Key No. of Other Issues Quarterly Total Number O&S Meetings Decisions Statutory Considered Panel Performance of Items (Formal and Considered Plans (Excl. Work Reports Considered Informal) (Pre-Decision) Considered Plans)

OSMC 19 4 7 6 22 39

SSSC 14 4 2 2 17 25

E&E 10 4 4 3 12 23

SC&YP 17 4 1 3 24 32

HC&VP 13 4 0 0 22 26

Joint O&S 2 0 2 0 0 2

Total 75 20 16 14 97 147

Percentage (%) of Recommendations Made/Accepted.

2012/2013

Total No. Panel No. Accepted Other * No. Rejected Recommends Outstanding

OSMC 21 5 15 1 15

R&E 31 22 0 3 6

A&C 17 0 17 0 17

SC&YP 6 5 0 1 0

Joint Working 8 0 0 0 8

Total 83 32 32 5 46

 OSMC – of 10 outstanding – 1 Health & Wellbeing lobbying government not responded to (13/12/12), 6 Budget (24/01/13) to be looked at during the course of 2013/14, 1 – Sheffield City Region (02/13), 8 welfare reform (21/03/18) yet to be submitted  R&E – of 6, 5 are for housing (access to finance) and 1 for Doncaster Assets Plan (18/03/13) to be responded to.  A&C – Awaiting response from the Executive including 14 for Dementia (not yet submitted to the Exec).  Joint Working (R&E & SCYP O&S) – of 8, 8 are recommendations for the Careers Advice & Guidance Review.  Generally other* may mean part accepted/rejected

2011/2012

Total No. Panel No. Accepted Other * No. Rejected Recommends Outstanding

OSMC 89 62 17 10 0

R&E 40 28 11 1 0

A&C 4 4 0 0 0

SC&YP 17 17 0 0 0

Total 150 111 28 11 0

2010/2011

Total No. Panel No. Accepted Other * No. Rejected Recommends Outstanding

OSMC 56 48 5 3 0

SSSC 31 21 9 1 0

E&E 17 15 1 1 0

SC&YP 38 30 8 0 0

HC&VP 21 21 0 0 0

Joint O&S 2 2 0 0 0

Total 165 137 23 5 0

Attendance

2012/2013 No. of No. of No. of Partners/ No. of Panel Elected Invitees/ Other Cllrs Exec Cllrs Public Stakeholder Directors) Members Co-Optees s

OSMC 98 17 3 24 4 24 7

R&E 72 8 8 16 5 8 13

A&C 75 12 27 1 9 5 40

SC&YP 57 5 11 10 3 7 0

Joint O&S 18 0 6 1 0 0 19

Total 320 42 55 51 21 44 79

2011/2012

No. of No. of No. of Partners/ No. of Panel Elected Invitees/ Other Cllrs Exec Cllrs Public Stakeholder Directors Members Co-Optees s

OSMC 109 18 8 38 13 33 66

OSMC 45 1 31 1 1 3 0 Reviews

R&E 95 12 29 13 8 8 12

A&C 60 9 8 3 4 5 2

Reg Health 9 0 0 0 0 0 0

SC&YP 73 10 2 0 2 2 31

Total 391 50 78 55 28 51 111

2010/2011

No. of No. of No. of Partners/ No. of Panel Elected Invitees/ Other Cllrs Exec Cllrs Public Stakeholder Directors &) Members Co-Optees s

OSMC 141 27 4 39 16 34 17

SSSC 134 0 15 31 13 12 3

E&E 87 7 24 7 6 7 2

SC&YP 75 22 32 12 5 6 27

HC&VP 58 14 10 11 4 6 6

Joint O&S 24 0 0 1 2 1 0

Total 519 70 85 101 46 66 55

8. Public Questionnaire

An e-form was published on the Council website which asked a series of questions about the number and role of Councillors. The table below gives a summary of responses to date. Please note, repeated entries are not included.

Have you taken into account local Is there the councillors’ right number of responsibility Does the Councillors to to represent council have represent the all of the right council on Doncaster’s number of local bodies diverse Councillors and communities? to take Number partnerships Are there any decisions of Please explain as well as Please explain trends in the Please explain Please explain efficiently councillor having enough way and s Councillors to councillors effectively hold the represent on behalf of council’s local people Doncaster executive that might now and in decision affect the the future? makers to total number account? of councillors needed to represent the area? We need to Have one councillor per Councillors concentrate on ward. Make them more It has more than it should rubber looking after the No Yes Yes 21 professional, required stamp things, majority, no knowledgeable and not make policy pandering to the accountable minority No Too many No Too many Yes 42 Two for each ward

two representatives per ward is more than enough. There are too There are too There are too many They can share the No No many Yes many 42 Councillors. responsibility between Councillors. Councillors. holding surgeries and committee work. With the current arrangement of 21 wards, each with 3 councillors, there is no definitive answer to the question "Who is my elected ward representative?" By (having the same number of wards Please see my but) each ward having just Please see my comments in the one elected councillor, this No comments in the last No Yes 21 last section question will always have a section below. below. single elected representative as an answer. This would lead to a clear accountability between the citizen and the council chamber: via a single ward-wide councillor and a single borough-wide mayor. it has too many who by treating all become involved in people fair and issues when not not becoming required. it allows them involved in if you split the total area into too much power in again far more people personal No No Yes 4 4 and one cllr for each part decision makings and than required matters and of the borough times officers may feel favouring intimidated and bullied people when into making the wrong decision making decision for Doncaster due to whom

they might vote for

Possibly this number as there seem to be some ought to be No ought to be fewer No Yes 50 councillors who become fewer complacent in their role and are carried by colleagues.

There are far too many in this day and age. Three Councillors for such a Again, I think small area is ridiculous. there are too Too many are cut the number of wards Larger wards and fewer many. Quite a stuck in their and have 1 councillor councillors are needed. number are ways and elected every 3/4 years. No The few that remain No incredibly Yes 15 fighting battles Having fewer elections like could then work biased and don't from 30 years other authorities would also FULLTIME and possibly listen to ago. save money. receive a small wage everyone’s increase. Younger more argument! proactive people are needed.

Yes Yes Yes 63