The Overview and Scrutiny Management Committee is scheduled to meet on Thursday 17 September 2026 to review the City of Doncaster Council's financial and performance data for the first quarter of the 2026-27 financial year. The committee will also receive updates on key performance indicators from St Leger Homes of Doncaster and consider the annual report on complaints and compliments from the previous year. Finally, the committee will review its own work plan and the Council's forward plan of key decisions.

City of Doncaster Council 2026-27 Quarter 1 Finance and Performance Improvement Report

The committee is scheduled to consider the City of Doncaster Council's Finance and Performance Improvement Report for the first quarter of the 2026-27 financial year. This report outlines the council's performance against its Corporate Plan and budget. It highlights that the wider economic outlook remains uncertain, with inflation still above the national target, and that households and businesses are experiencing the effects of the cost of living increases.

The report indicates that Doncaster's economy is performing broadly in line with comparable areas, with employment rates above regional averages, though average earnings remain below benchmark levels. A key priority for the city is supporting residents into good quality employment and training, particularly young people. The report also notes continued improvements in community safety, with overall crime levels reducing.

Financially, service budgets are forecasting a net overspend of £7.0 million, attributed to demand-led overspends and shortfalls against income and savings targets. Significant variances are noted in Adult Social Care (£3.2m overspend), Place (£2.3m overspend), Children, Young People & Families (£0.7m overspend), and Culture & Commercialisation (£0.3m overspend). The council holds £5.6m in contingency funding, which, if fully applied, would reduce the forecast overspend to £1.4m. However, utilising the full contingency at this early stage would significantly reduce the council's flexibility to respond to further in-year pressures. A £2.3m one-off risk reserve also remains available.

A forecast overspend of £30.0m is reported against the Dedicated Schools Grant (DSG) High Needs Block for 2026/27, which is separate from the General Fund revenue position. This deficit is £2.6m higher than previously assumed within the Council's Medium-Term Financial Strategy (MTFS). The report details progress made across the council's four Big Collaborations within the Corporate Plan: Economic & Housing Growth; City Centre; Renewing Doncaster's Neighbourhoods; and Learning & Culture. It also highlights progress in tackling climate change, including securing £4.6 million in Warm Homes funding and preparations for additional electric vehicles in the council fleet.

St Leger Homes of Doncaster Limited (SLHD) Key Performance Indicators (KPIs) and Tenant Satisfaction Measures (TSMs) Update for Quarter 1

The committee is scheduled to review the Key Performance Indicators (KPIs) and Tenant Satisfaction Measures (TSMs) for St Leger Homes of Doncaster Limited (SLHD) for the first quarter of the 2026-27 financial year, ending 30 June 2026. The report details that 41 KPIs, including 22 Regulatory Tenant Satisfaction Measures (TSMs), were agreed with City of Doncaster Council (CDC) for the financial year. Fifteen of these are measured either quarterly or annually.

Following the introduction of Awaab's Law, an additional KPI has been added to report the number of damp and mould inspections completed within target timescales. As of the end of Q1, 28 KPIs were measurable, with 18 of these reported as met or within tolerances of their targets. The report provides detailed commentary on specific KPIs, including:

• Percentage of Current Rent Arrears against Annual Rent Debit: This KPI is performing better than target, with 3.02% arrears against a profiled target of 3.05%.
• Void Rent Loss (lettable voids): This KPI is performing worse than target, at 1.15% against a target of 0.80%. This is attributed to an increase in void properties, particularly those acquired by the council requiring substantial repair.
• Average Days to Re-let Standard Properties: This KPI is performing better than target, at 23.6 days against a target of 25.0 days.
• Average Number of Nights in Hotel Accommodation: This KPI is performing better than target, at 17.6 days against a target of 21.0 days.
• Percentage of Settled Accommodation at Prevention Stage: This new KPI is performing better than target, at 60% against a target of 52%.
• Stage 1 and 2 Complaints relative to the size of the landlord: This KPI is performing worse than target, with Stage 1 complaints at 22.2 per 1,000 properties against a target of 13.0, and Stage 2 complaints at 3.2 per 1,000 properties against a target of 2.0.
• Percentage of repairs completed at first visit: This KPI is performing better than target, at 97.7% against a target of 94.0%.
• Percentage of Emergency and Non-Emergency Repairs completed within target timescales: Emergency repairs are within tolerance at 89.9% against a target of 95%, but non-emergency repairs are worse than target at 62.4% against a target of 85%.
• Gas Servicing: This KPI is performing worse than target at 99.46% against a target of 100%.
• Fire Risk Assessments: This KPI is meeting target at 100%.
• Asbestos Management Surveys: This KPI is performing worse than target at 97.79% against a target of 100%.
• Legionella Risk Assessments: This KPI is meeting target at 100%.
• Electrical Safety Checks: This KPI is performing worse than target at 99.83% against a target of 100%.
• Damp and Mould Inspections: This new KPI is within tolerance at 86.1% against a target of 90%.
• Days Lost to Sickness per FTE: This KPI is performing worse than target at 11.4 days against a target of 10.0 days.
• Percentage of Local Revenue Expenditure: This KPI is performing worse than target at 57% against a target of 70%.
• Number of ASB Cases per 1,000 properties: This KPI is performing better than target at 12.7 against a target of 17.7.
• Number of Tenants or Residents Helped into Training, Education or Employment: This KPI is performing better than target, with 23 individuals assisted against a target of 12.
• Percentage of Homes Not meeting Decent Homes Standard: This KPI is performing better than target at 8.2% against a target of 9.0%.

The report also includes benchmarking data from Housemark for May 2026, comparing SLHD's performance against other housing providers.

Annual Complaint and Compliment Report 2025/26

The committee is scheduled to review the Annual Complaint and Compliment Report for the City of Doncaster Council and its partners, St Leger Homes of Doncaster (SLHD) and Doncaster Culture and Leisure Trust (DCLT), for the 2025/26 period. The report indicates an overall increase in the number of complaints received across all organisations, with a cumulative rise of 412, bringing the total to 2,853 compared to 2,441 in the previous year. This represents a 17% increase.

The report notes that CDC and SLHD experienced increases in complaint volumes, with CDC seeing a 14% rise and SLHD an 18% rise. This is partly attributed to the adoption of the Local Government and Social Care Ombudsman (LGSCO) Complaint Handling Code, which has led to more complaints being formally recorded and investigated at Stage 2. The report also highlights a national trend of rising demands on Ombudsman services.

Key themes and lessons learned are detailed for each organisation, with specific service improvements identified. For the City of Doncaster Council, improvements include the implementation of a new call management system in Customer Services, enhanced support for children in care with immigration actions, strengthened capacity within the Special Education Needs and Disabilities (SEND) service, and improved access for people with hearing impairments through the SignVideo service. The Place Directorate has made permanent four additional cleansing posts in the city centre and invested in solar-powered compacting litter bins. Corporate Resources has updated its process to ensure staff respond to all customer contact, even if a revised bill is due.

St Leger Homes of Doncaster (SLHD) has introduced a Repairs Delivery Charter, reviewed its repair processes, improved record-keeping, and changed its repair delivery model to trade-based teams. They have also enhanced customer communications and embedded the Respect Standard. Doncaster Culture and Leisure Trust (DCLT) has made improvements to cleanliness at leisure centres and enhanced its customer service delivery by recruiting a new Customer Experience team.

The report also details the number of escalated (Stage 2) complaints and the outcomes of investigations by the Local Government and Social Care Ombudsman (LGSCO) and the Housing Ombudsman. It notes that for CDC, 12 investigations were carried out by the LGSCO, with 5 upheld for fault and injustice, 2 upheld for fault with no injustice, 1 upheld with no further action, 2 not upheld, and 2 remaining open. For SLHD, 12 investigations by the Housing Ombudsman resulted in a mix of outcomes, including maladministration, service failure, and no maladministration.

The report concludes with examples of compliments received across all organisations, highlighting positive feedback on staff performance and service delivery.

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

The committee is scheduled to review the Overview and Scrutiny Work Plan for 2026/27 and the Council's Forward Plan of Key Decisions. The Work Plan outlines scheduled meetings and topics for various scrutiny panels throughout the year, including reviews of the City of Doncaster Council's quarterly performance reports, the Youth Justice Plan, and specific service areas such as Highways Maintenance and SEND Transformation.

The Council's Forward Plan for the period 1st October 2026 to 31st January 2027 details key decisions expected to be taken by the Cabinet, Mayor, Portfolio Holders, or Officers. These decisions are defined as those likely to result in significant expenditure or savings, or have a significant impact on communities across two or more wards. Upcoming key decisions include the adoption of a refreshed Get Doncaster Moving Strategy, the reprocurement of Doncaster's Integrated Community Equipment Loan Service, and the approval of the 2026-2029 Corporate Parenting Strategy. Other planned decisions relate to the Medium-term Financial Strategy (MTFS) update, a refreshed Youth Strategy, the Doncaster Market Enhancement and Investment Strategy, and the renewal of the Alleygate Public Spaces Protection Order. The committee will also consider the Quarter 2 Finance and Performance Report and the St Leger Homes Performance Report.

The Forward Plan also highlights potential future scrutiny reviews, including topics such as Doncaster Sheffield Airport, Leaving hospital in a timely way, SEND Transformation, Homelessness and rough sleeping, and the Kerbside Waste Collection.

The committee will also receive information regarding the Community and Environment Scrutiny Panel's response to the Doncaster City Centre Public Spaces Protection Order (PSPO) Review, which was considered prior to its presentation to Cabinet. The panel welcomed the renewal of the PSPO to address anti-social behaviour and noted feedback on the seven prohibitions within the order. They also acknowledged the importance of continued partnership working and understood the mechanisms for fine collection and intervention support for repeat offenders. The panel also noted Mr Steve Butler's statement from Doncaster Pubwatch, suggesting an amendment to the Drinking in public places clause within the PSPO to allow for lawful consumption in specific areas like the market square and Regent Square Park under certain conditions. Councillor Gemma Cobby, Cabinet Member for Regulation and Enforcement, Planning and Safer Communities, acknowledged these points and stated they would be considered as part of the ongoing PSPO review.

Additionally, the committee will receive correspondence from Councillor Karl Hughes, Chair of the Overview and Scrutiny Management Committee, to Mayor Ros Jones regarding the Youth Justice Plan 2026/27. The committee supported the plan and recommended further emphasis on early intervention and the arrangement of an event for all relevant support and service providers. Mayor Ros Jones responded, confirming that the importance of early intervention has been actioned within the plan and that the suggestion for a multi-agency event will be considered corporately. She also outlined existing multi-agency collaboration within the Youth Justice Service.