The Overview & Scrutiny Committee was scheduled to discuss the council's forward plan, budget monitoring, service performance indicators and work programme for the year. The committee was also expected to receive updates on key decisions made by the cabinet and to discuss organisational priorities. Additionally, the committee was set to consider a report on the progress of actions to improve the management of empty council properties.

Organisational Priorities and Strategic Issues

The Overview & Scrutiny Committee was scheduled to receive a verbal update and presentation on the organisational priorities for the municipal year and strategic issues facing the council. The Leader and Assistant Chief Executives were expected to provide this update. Following the update, the committee was expected to consider prioritising certain topics in support of the presented priorities.

Overview and Scrutiny Work Programme 2025/26

The Overview & Scrutiny Committee was scheduled to discuss and update its work programme for 2025/26. The work programme is structured to ensure efficient use of the committee's time and officer resources.

The report pack included a summary of scrutiny topics, including:

• Housing Repairs & Estate Management
• Public Waste Bins
• Freedom of Information Requests
• Empty Commercial Properties
• Parks & Open Spaces
• Major Developments
• Sickness Absence
• Crime & Disorder
• Debt Collections

The report pack also included a draft scope and lines of enquiry on sickness absence, in preparation for an evidence session scheduled for 20 January 2026. The committee was asked to consider and provide input on the scope and lines of enquiry.

Scrutiny Topics Action Plan

The report pack contained a scrutiny topics action plan.

Housing Repairs & Estate Management

Following a review of repairs and maintenance, it was noted that it would be appropriate for scrutiny to review progress of the improvement plan at a future date. It was also noted that following a review of tenancy and estates, it would be appropriate for scrutiny to review the benefits of the implemented structure at a future date.

Public Waste Bins

The Head of Neighbourhood Services was scheduled to provide a written update to the committee.

Freedom of Information Requests

The Council's Monitoring Officer noted that the performance indicator target needs to remain at 100%. The responsible officer was scheduled to provide a report to answer the committee's questions with the following additions:

• What area receives the highest number of FOIs?
• How does the indicator accommodate for permissible extensions to deadlines?
• What is BDC doing to improve performance in this area?
  • Regarding any new FOI dashboard
    • What is the purpose of the dashboard?
    • How does it work?
    • Who will have access to it?
  • What other improvements can be made?

Empty Commercial Properties

The Head of Growth and Economic Prosperity was scheduled to provide a report and attend committee to answer questions in March 2026:

• What is the current level of empty commercial properties in: Harworth & Bircotes, Retford, Tuxford and Worksop?
  • How has this changed over time?
  • How does the total number and rate of change compare to other towns?
• What initiatives (such as the High Street Rental Auction) are on-going to support the letting of both council-owned and private commercial town centre property?
  • What impact are these having?
  • What's the progress of the HSRA scheme and how does it fit in?
  • When have things worked well?
  • When have things not worked so well?

The Head of Planning & Place was scheduled to provide information on:

• How is conservation impacted by empty town centre commercial properties?
  • What role does conservation play in the letting of / development for let of empty commercial properties?
  • When has it worked best?
  • When has it not worked so well?

Parks & Open Spaces

The Head of Neighbourhood Services was scheduled to provide a written update and answer questions in the meeting on 9 December 2025.

Major Developments

The Head of Growth and Economic Prosperity was scheduled to provide a presentation on major developments and attend committee to answer questions in March 2026

For each development, in brief:

• What is the progress of the development?
  • How is the council adding value to the development on behalf of residents?
  • How are we ensuring benefit to the community?
  • What timelines are we expecting to see these benefits on?
• How can non-cabinet members get information about these initiatives?
  • What can they share with residents?

Sickness Absence

The committee was scheduled to refer to a draft scope for an evidence session scheduled for January 2026.

Crime & Disorder

The Interim Head of Legal & Governance and Community Safety and Safeguarding Manager were scheduled to attend the Crime and Disorder Committee in January 2026. The meeting was expected to focus on two main areas:

• Rural crime (Quad Bikes, Nuisance Driving)
• Antisocial behaviour in Worksop town centre

It was noted that revisiting previous and on-going work for enhanced monitoring opportunities regarding anti-social behaviour, including a briefing note on the impact of Street Wardens, was required.

Debt Collections

The responsible officer was scheduled to provide a written update to the committee to answer the following in brief:

• What is BDC's approach to debt collection and how are decisions made?
• How does this link to existing BDC strategies, policies and other organisations (e.g. Citizens Advice Bureau) regarding the cost of living and poverty?
• Have we responded to the government consultation on council tax debt collection and if so, what was our response?

Requests for Information and Briefing notes

The report pack noted that ahead of the meeting, a briefing note on the Car Parking Strategy (Key Decision No. 1131) had been supplied.

Cabinet Response - Report and Recommendations of the Scrutiny Review of Voids

The Cabinet's response to the report and recommendations of the Scrutiny Review of Voids was included in the report pack. Cabinet was noted to support all 17 recommendations made by Overview and Scrutiny.

The recommendations are contained within the Housing Service Delivery Plan which is held in the Council's Performance Management System (Ideagen).

In relation to the request for a written update every 6 months, the Head of Housing provided the first progress update, which was also included in the report pack.

Progress Update on Recommendations from the Scrutiny Review of Voids

The Head of Housing provided an update on the actions taken to implement the recommendations set out in the Overview and Scrutiny Report.

• Recommendation 1: Bassetlaw rejoins the Housemark Voids Club, reports on benchmarked results and considers solutions to reduce voids and void times proposed by Housemark.

  • The Housing Service are already members of Housemark and have now rejoined its Void Benchmarking Club as part of this membership. The Housing Solutions Manager is attending the next Voids Club meeting on 14 October 2025, where the following will be discussed:
    • Lettable Standards and recent legislative changes
    • Voids Allocations balancing efficiency, adaptation and tenancy sustainment
    • Optimising relet times through effective energy management

• Recommendation 2: The Head of Housing and Cabinet Member for Housing and Estates attend and update O&S at least once a year and a written update be provided to O&S every 6 months until the target of 100 has been reached.

  • The following revised performance measures for voids for 2025/26 have now been introduced:
    • Average time to re-let standard voids - the Council is aiming to reduce the number of voids. A void is any property that is untenanted for a period of time. This indicator monitors the average time to re- let standard voids currently within the social housing stock including General Needs and accommodation for older people.
    • Total Number of Current Standard Voids - the Council is aiming to reduce the number of voids. A void is any property that is untenanted for a period of time. This indicator monitors the total number of standard voids currently within the social housing stock including General Needs and accommodation for older people.
    • Total Number of All Current Voids - the Council is aiming to reduce the number of voids. A void is any property that is untenanted for a period of time. This indicator monitors the total number of all voids currently within the social housing stock including General Needs and accommodation for older people.
  • It is anticipated that the Head of Housing and Cabinet Member for Housing and Estates will either attend or present a written report to the December 2025 Overview and Scrutiny Committee, and future meetings until the target of 100 voids is reached.

• Recommendation 3: Introduce a Voids Policy Statement to provide a consistent and bought in framework for the management of voids.

  • The Housing Solutions Manager will develop a Voids Policy Statement

• Recommendation 4: The Voids Team supported by the Transformation Team undertake a project to optimise the voids process by creating an end-to-end map of current and optimal states. The Voids process be rewritten and communicated to take account of these findings.

  • The Corporate Leadership Team have given approval to appoint an additional Transformation Officer for the Housing Service, to sit in the Transformation Team who will lead on this piece of work. This post is now being recruited to, to enable this process to commence.

• Recommendation 5: Progress on Voids be reported at each Council Plan update to allow Cabinet to effectively monitor and challenge voids performance.

  • All of the recommendations contained within the Overview and Scrutiny Committee Review have been included in the Housing Service Delivery Plan for 2025/26 with timescales for implementation. These actions will be further included in relevant Team Plans and individual officers' appraisals. Monitoring of the implementation of these actions will therefore be through Quarterly Performance reports to Cabinet and Overview and Scrutiny Committee.

• Recommendation 6: Briefing notes, reports and presentations provided to Overview and Scrutiny on performance issues should summarise wherever possible:

  • a) Bassetlaw's comparative position
  • b) Current and projected financial impacts
  • c) Management action to improve performance

• Recommendation 7: Use the Housing Asset Management Strategy and associated action plan to identify options for properties no longer fit for purpose.

  • An updated Housing Asset Management Plan for the Housing Service is currently being prepared and is scheduled to be brought to Cabinet in November 2025. This plan will identify options for properties that are no longer fit for purpose.

• Recommendation 8: Tenant Services continue to increase visits and interactions with tenants and closely monitor condition of properties with a view to decreasing instances of garden and house clearance and repair work occurring at the end of a tenancy.

  • Cabinet approved consultation with staff and the trade unions in respect of a review of Tenant Services on 3 June 2025. This review recommended the introduction of an Estates Management Team, including additional staffing resources which will carry out regular checks of communal blocks of flats and shared spaces within estates and dealing with some ASB issues and untidy gardens. This additional resource will free up the Housing Officers to spend more time on tenancy enforcement matters.
  • The Independent Living Officers are carrying out annual home visits to all older person's accommodation which equates to circa 50% of the housing stock. 83% of all occupancy visits are now complete.

• Recommendation 9: Key actions to reduce voids and void times should be clearly embedded into Housing Service Delivery Plans, operational meetings, and where appropriate, officer appraisals to allow a co-ordinated and concerted effort to tackle voids.

  • Key actions are included in the Housing Service Delivery Plan and are monitored through monthly meetings with the Portfolio Holder for Housing and Estates and quarterly to Cabinet. In addition, the performance indicators are monitored by the Housing Management Team on a fortnightly basis. Actions have been included in relevant officers appraisals.

• Recommendation 10: Where capacity exists, direct void property rewires to the Voids Contractor.

  • 2 additional electrical contractors to supplement the rewire of void properties have been appointed, where the wiring is in excess of 29 years and 1 month and is therefore reaching the end of its recommended age for replacement (30 years). This is in addition to the voids contractor Equans, where capacity allows and United Living.

• Recommendation 11: The Service adopts a risk management approach to the scheduling of rewires for void properties.

  • A risk-based approach to rewires whilst a property is empty has been agreed to take account of the Council's statutory responsibilities as landlord in respect of electrical safety balanced against the expectation of minimising the length of time a property is empty and the extent of disruption a rewire causes for a tenant, whilst in situ.
  • The outcome of the risk review is that where a property has wiring that is in excess of 29 years and 1 month, the property will be re-wired whilst void. The reason for this is because, whilst there will be an EICR conducted and the wiring may be classed as 'safe' at the time of the test, the older the wiring, the greater the risk associated with deterioration and an electrical fire, prior to any re-wire being scheduled.
  • Cabinet are supportive of this approach.

• Recommendation 12: Consider the use of Ipad/Tablet devices for voids inspections.

  • This is currently being looked into and the most suitable hardware identified, for void inspectors and other relevant visiting staff.

• Recommendation 13: The Housing Solutions Manager with support from the Transformation Team undertakes an evidence-led review of the Lettable Standard which seeks to maximise tenancy success rates and minimise requests for service.

  • The Housing Service has recently reviewed its opportunities for Tenants to engage with the Housing Service, one of these opportunities is the creation of Tenant Void Inspectors. These active tenants will undertake a sample of pre and post inspections of voids to determine whether the property meets the Lettable Standard. They will also be involved in reviewing the Lettable Standard during 2025/26.

• Recommendation 14: If evidence corroborates poor state of decoration as barrier to acceptance, consider decorating hard to let properties before viewings take place.

  • The Service will decorate properties or certain rooms (depending on the condition) where it is likely to be a barrier e.g. heavily smoke stained. The Policy and Service Development Officers have been asked to consider options around decoration / welcome packs and this will be considered as part of a review of the Lettable Standard.

• Recommendation 15: Employees helping the service to reduce voids and void times are given support and recognition by management.

  • Quarterly all staff briefings are held in the Housing Service during which staff are thanked and praised for their work, commitment and performance. On a monthly basis the Housing Service awards a 'Hug in a Mug' to recognise individual and/or team who have gone above and beyond, dealt with challenging circumstances, recent winners included the Voids team as a whole, who had been nominated by the Head of Housing and one of the Housing Assistants who had been nominated by a colleague.
  • One officer within the team is being supported in their personal development by the Council funding and resourcing an NVQ Level 5 in Management
  • Any additional financial recognition is outside the scope of the Housing Service and would need to be part of a Corporate response.

• Recommendation 16: The Council should direct sufficient resources and expertise into the voids team to create capacity and resilience to manage voids effectively, efficiently, and driven by data. This will include appropriate cover arrangements, identifying capacity and capability within Housing Services, the wider organisation, or externally.

  • The Voids team is currently fully staffed, and a new Void Co-ordinator has just been offered the position following an external recruitment, they will commence their employment with the Council on 29 September 2025. The Voids Contract has been extended to January 2027, in accordance with the original contractor. An open tender for the contract will take place during 2026.

• Recommendation 17: Consideration be given to creating a fully integrated Voids Team which includes Project / Contract Management, Technical Inspector and Occupational Therapy expertise.

  • Discussions are progressing well with Notts County Council about OT provision, and this is likely to be a shared resource with Newark and Sherwood District Council where an OT will be based within the Housing Service to
    • Carry out Housing Needs Assessments on housing applicants/tenants
    • To assist in carrying out assessments of properties in terms of suitability for adaptations
    • Assisting with the Bassetlaw Medical Panel
    • Provide referrals for property adaptions
    • Work with Housing Needs team to assist with hospital discharges into temporary accommodation that is suitable
    • Work with homeless individuals to re-settle them into long term accommodation, ensuring it is suitable
    • Working with adaptations team (P&D) to carry out feasibility visits to properties

Forward Plan

The committee was scheduled to consider the forward plan, which lists forthcoming key decisions and decisions to be taken in private.

The forward plan included the following key decisions:

• Carlton Forest Depot, Infrastructure Improvement (Key Decision No. 1120) This report details the physical changes and the associated costs, required for the depot to be able to support the changes in waste management brought about by Simpler Recycling legislation. This includes the kerbside collection of glass from 2026 and the weekly collection of household food waste from 2027.
• Supplementary Planning Documents: Approval for Consultation (Key Decision No. 1117) To seek Cabinet approval for consultation of Supplementary Planning Documents.
• Bassetlaw Self Build Register (Key Decision No.1123) To seek Cabinet approval for the introduction of a fee for users of the Self Build Register to cover the Council's management costs.
• Article 4 Direction - Houses in Multiple Occupation (Key Decision No.1124) To commence consideration of the creation of a District wide Article 4 direction in relation to the change of use to a House in Multiple Occupation.
• Budget Monitoring & Capital Programme Update Q1 2025-26 (Key Decision No.1125) To receive the first quarter budget monitoring update including capital programme progress for 2025-26.
• Houses in Multiple Occupation (HMO) Supplementary Planning Documents: Approval for Consultation (Key Decision No.1127) To seek Cabinet approval for consultation of the Supplementary Planning Document.
• Key Performance Indicator Report and Council Plan Update Q1 2025-26 (Key Decision No.1130) To present a quarterly update on Key Performance Indicators and outline progress against the Council Plan.
• Multiverse - AI & Data Upskilling (Key Decision No.1132) To seek approval to support the upskilling of the Council's workforce through the delivery of data and AI apprenticeships which reinforces the organisations commitment to strengthening internal digital capability.
• Food Safety Enforcement Delivery Plan (Key Decision No.1133) To propose the Food Service Plan for 2025/26 is approved and adopted by the Council in accordance with Chapter 1, paragraph 10 and Chapter 2, paragraph 3.1 of the Food Standards Agency (FSA) framework agreement on local authority food law enforcement .
• Lease Renewal – Kilton Forest Golf Course (Key Decision No.1135) To seek approval to enter into a new lease in respect of Kilton Forest Golf Course.
• Thriving Neighbourhoods Strategy (Key Decision No.976) To provide an update on the Thriving Neighbourhoods Strategy and to determine whether Members would prefer to continue with a Thriving Neighbourhoods approach to improving housing standards in communities and/or consider an alternative approach e.g. selective licensing.
• Climate Change Strategy (Key Decision. 1045) Update to Climate Change Strategy to reflect on-going progress of the Council's carbon reduction projects and funding availability.
• Nature Recovery Strategy - Final Draft (Key Decision No.1080) To determine whether or not to endorse the final draft of the Nottinghamshire Local Nature Recovery Strategy.
• Medium Term Financial Plan Update 2026-27 to 2030-31 (Key Decision No.1126) To provide an overview of the financial issues facing the Council arising from the Council's Medium Term Financial Plan (MTFP) over the next financial year 2026-27 and the long-term outlook for the following four years to 2030-31.
• Bassetlaw Infrastructure Funding Statement 2024-25 (Key Decision No.1129) To seek Cabinet approval for the Bassetlaw Infrastructure Funding Statement 2024-25.
• Car Parking Strategy (Key Decision No.1131) To review the Council's Car Parking Strategy and the approach to managing, investing and developing the council's parking assets to ensure that they are sustainable, accessible and aligned with local priorities. The report provides this review and recommends revised car parking charges to be implemented from April 2026.
• Review of Tenant Services (Key Decision No.1114) To report back on the proposals for the review of Tenant Services approved for consultation by Cabinet on the 03rd June 2025, in respect of the Tenancy and Estates Management, Tenancy Sustainment, and Rents Teams in Housing Services.
• Management of land at Arundel Walk and Snipe Park Woods, Harworth (Key Decision No.1134) To consider a proposal for the management, maintenance and improvement of open space at Arundel Walk and Snipe Park Wood, Harworth.
• Housing Services Asset Management Plan 2025-30 (Key Decision No. 1111) To seek approval for the Housing Services Asset Management Plan 2025-30, which sets out the Council's priorities for the maintenance and investment needs of the Council's Housing Stock.

Budget Monitoring & Capital Programme Update Q1 2025-26

The Overview & Scrutiny Committee was scheduled to consider a report that provided an overview of the council's spending between 1 April and 30 June 2025. The report included the spending position for the general fund and the housing revenue account (HRA). It also included updates on the use of reserves, variations to the capital programme, and treasury activity.

General Fund Revenue

The forecast outturn position on the general fund at Q1 was a deficit of £239k.

Table 1 – Forecast GF outturn for 2025/26:

Housing Revenue Account (HRA)

The projected 2025/26 outturn for the HRA as at Q1 is a deficit of £561k.

General Fund Reserves

Earmarked reserves are forecast to be £9.76m as of 31st March 2026 (£8.61m as of 1 st April 2025), an increase in-year of £1.15m. General Fund balances are projected to increase to £5.14m which includes the transfer of New Homes Bonus to revenue reserves, as per the Budget approved by Council in February 2025. The total general fund reserves balance increases from £15.10m at the start of the year to a projected £17.26mof 31st March 2026.

Savings Proposals

As of 30th June 2025 £254k (24%) of savings for the year have already been achieved, with a further £388k (36%) of savings on track to be delivered by the end of the financial year. It has been identified that a £10k saving relating to the dog warden contract will be undeliverable, and this overspend has been built into the expected outturn position at Table 2. There are a further £421k (39%) of savings where further work is required to enable these to be achieved or mitigation plans developed.

Capital Programme Expenditure

The Council's Capital Programme was approved by Full Council on 27th February 2025.

Table 5 – Capital Programme 2025/26

Live Programme as of 30th June 2025

Members were asked to approve the budget movements set out in appendix 3, including the key variations below:

Table 7 below provides a summary of the capital programme position as of 30th June 2025, which shows a forecast overspend of £1.327m for the year, predominantly in relation to the LUF Phase 2 budget, which will be addressed through the addition allocation of CIL monies set out previously:

Treasury Management – Borrowing

As of 30th June 2025 the Council held £90.163m in loans.

Treasury Management - Investments

As of 30th June 2025 the Council had a total of £19.905m invested.

Q1 2025/26 Report of Service Performance Indicators

The Overview and Scrutiny Committee was scheduled to receive a scorecard of Service Performance Indicators (SPIs) for Quarter One 2025/26, in line with the Performance Management Framework.

The report pack included:

• A strategic scorecard of SPIs.
• A full list of annual and quarterly SPIs with a description of each indicator.
• A report by exception, and data trend only, showing a full narrative report and time series charts of SPIs to enable analysis of trends and direction of travel.
• Tenant Satisfaction Measures.
• Sickness PIs by service.

Service Performance Indicators with Targets

Data Trend Indicators