Agenda and draft minutes

To consider the minutes of the previous meeting of the Overview and Scrutiny Management Board held on 12 November 2025 and to approve them as a true and correct record of the proceedings and to be signed by the Chair.

Resolved: That the Minutes of the meeting of the Overview and Scrutiny Management Board held on 12 November 2025 be approved as a true record.

To receive declarations of interest from Members in respect of items listed on the agenda.

No declarations of interest were made.

To receive questions relating to items of business on the agenda from members of the public or press who are present at the meeting.

No questions were received.

To consider whether the press and public should be excluded from the meeting during consideration of any part of the agenda.

There were no reasons to exclude the press or public.

Report from Strategic Director for Adult Care, Housing and Public Health

Recommendations

That Cabinet recommends to Council to:

1.             Approve the proposed 2026/27 HRA Business Plan.

2.             Note that the Business Plan will be reviewed annually to provide an updated financial position.

3.             Agree that Council dwelling rents are increased by 4.8% and, dependent upon the Government announcement in January 2026, implement a policy of rent convergence. Allowing rents for social housing properties that are currently below the Government-calculated formula rent to increase by an additional £2 per week in 2026/27. If convergence is capped below £2 that will be the level applied.

4.             Agree that the Council should retain the policy of realigning rents on properties at below formula rent to the formula rent level when the property is re-let to a new tenant.

5.             Agree that affordable rents are calculated at relet, based on an individual property valuation.

6.             Agree that affordable rents are increased by 4.8% in 2026/27.

7.             Agree that shared ownership rents are increased by 5% in 2026/27.

8.             Agree that charges for communal facilities, parking spaces, cooking gas and use of laundry facilities are increased by 3% in 2026/27.

9.             Agree that charges for garages are increased by 10% in 2026/27.

10.          Agree that the District Heating unit charge per kWh remains at 13.09 pence per kWh.

11.          Agree that the decision to reduce the price of District Heating Charges during 2026/27 be delegated to the Assistant Director of Housing in conjunction with the Assistant Director of Financial Services following consultation with the Cabinet Member for Housing. The delegation would only be used to respond to a change in Government policy or a significant change in the Ofgem price cap that has the effect of a lower unit price.

12.          Approve the draft Housing Revenue Account budget for 2026/27 as shown in Appendix 8.

At the Chair’s invitation the Cabinet Member for Housing introduced the report highlighting the starting premise was that everyone deserved a safe, warm home, and the aim was to be the best social housing provider.

The HRA was ring-fenced and self-funding, with no reliance on council tax. It covered all housing-related costs, including repairs, maintenance, property upgrades (e.g., kitchens, bathrooms, roofs), new builds, acquisitions, and housing and neighbourhood support services.

Historically, rents were kept as low as possible, but the service faced increasing challenges and regulatory requirements, alongside ambitions to maintain high standards. Recent and upcoming changes included Awaab's Law (damp and mould management), stock condition surveys (for compliance and quality assurance), and minimum energy efficiency ratings (C), which would be costly. Future changes under the Decent Homes Standard were anticipated but unclear.

The team planned to present proposals on rent, rent convergence, garage rents, and fees. The Chair then handed over to the housing team for the presentation.

The Assistant Director of Housing and the Head of Housing Income and Support Services ran through the presentation. Before presenting proposals, additional background was provided on the Housing Revenue Account (HRA). As noted, the HRA was a self-financing, ring-fenced account funded by rents, used for repairs, maintenance, and investment in housing stock. The HRA business plan was reviewed annually to ensure 30-year viability, which had become increasingly difficult due to significant pressures.

Risks were highlighted: both locally and nationally, the HRA had been under pressure for several years. Key factors included increased regulatory requirements, such as the Social Housing Regulation Act, fire safety changes, and Awaab's Law which were not anticipated when self-financing was introduced in 2012. Self-financing meant no government subsidy; income was limited to rent collected. This created challenges in balancing investment in existing stock (a priority) against new stock. Economic pressures, including inflation and rent increases not keeping pace with costs, further compounding the situation.

Further background was provided on pressures facing the HRA. While compliance with legal and regulatory requirements was clear, upcoming government announcements were expected to add further pressure. Consultation on changes to the Decent Homes Standard was ongoing; costs would remain unclear until details were confirmed.

Locally, investment continued in both existing stock and new builds, supported by borrowing. Internal challenges included securing a new repairs and maintenance contract, expected to cost more, and the completion of stock condition surveys on all 19,000 properties to enable a shift from responsive to planned repairs.

Nationally, Rotherham participated in lobbying for greater HRA support and flexibility. Government responses included a longer-term rent settlement, changes to Right to Buy eligibility, and funding announcements, £39 million nationally for new homes over 10 years, with £700 million allocated to the South Yorkshire Mayoral Combined Authority area. However, clarity was still awaited on self-financing, energy efficiency, low-carbon requirements, and Decent Homes 2 standards.

Significant risks and costs were highlighted for the HRA due to the upcoming regulations. Funding these pressures would rely solely on rental income, as the HRA was  ...  view the full minutes text for item 71.

Report from the Strategic Director of Regeneration and Environment.

Recommendations:

That Cabinet:

1. Note the review of performance against the 2021–2026 Library Strategy, including key achievements and challenges identified during the Strategy period.

2. Approve the undertaking of a period of consultation with the public, partners, stakeholders and interested parties on the development of a new Library Strategy for the period 2027–2032 and a future service delivery model for the Libraries and Neighbourhood Hubs Service.

3. Agree that a further report be brought to Cabinet following the consultation to present a draft Library Strategy 2027–2032, which will identify potential service improvements and efficiencies.

4. Authorise the Assistant Director of Culture, Sport and Tourism to notify the Department for Digital, Culture, Media and Sport (DCMS) of the intention to consult on the Library Strategy and any potential changes to service provision.

At the Chairman’s invitation Councillor Marshall, the Cabinet Member for Street Scene and Green Spaces introduced the report noting it reviewed progress against the 2021-2026 Library Strategy and outlined proposals for next steps.

Over the past five years, libraries had evolved into neighbourhood hubs offering books, digital services, cultural activities, and health and wellbeing support. They also hosted job clubs, health sessions, and community events.

The report highlighted the achievements, areas for improvement, and sought approval to consult on a new 2027-2032 strategy to keep libraries inclusive, modern, and sustainable. Most objectives from the 2021-2026 strategy were delivered, including cultural hubs, digital inclusion, and health initiatives.

It was noted that reading for pleasure among young people had increased by 156%. Investments included a £1.5m refurbishment, £540k IT upgrade, and a new town centre library scheduled for autumn 2026. Customer satisfaction remained above 95%.

Borrowing was below target, along with declining volunteer hours post-pandemic, and limited engagement with underrepresented groups (men, young people, lower-income residents).

The Cabinet Member for Street Scene and Green Spaces noted the next steps: public consultation (Feb-July 2026), analysis and draft development (Aug-Oct 2026), draft strategy to Cabinet (Nov 2026), final strategy to Cabinet (Mar 2027), then Full Council adoption. The committee were asked to note performance, approve consultation, and agree to receive the draft strategy post-consultation.

Polly Hamilton, Assistant Director, Culture, Sport & Tourism noted the key focus of the strategy was on addressing identified performance issues, some of which were expected to improve immediately due to the new central library development in Rotherham town centre and the redevelopment of Wath library in the north of the borough.

The Chair invited members of the Overview and Scrutiny Management Board (OSMB) to raise questions and queries on the points raised.

Councillor Keenan noted her strong support for libraries and their importance to communities. She highlighted their personal significance and acknowledged learning new information from the report. Councillor Keenan sought clarification on the booklink service, how it operated, whether it was bookable, and how it could be promoted to reach vulnerable and harder-to-access communities. Councillor Keenan was also interested in understanding whether there were plans to expand community group use of libraries, similar to the Ukrainian group mentioned in the report. The response confirmed that Booklink was a targeted service supporting vulnerable groups and was highly valued. Further information was offered for members. It was noted that work with the Ukrainian community formed part of wider engagement with communities, particularly those for whom English was a second language. Opportunities were identified to expand this work through the new central library, celebrating cultural links and encouraging greater use of library resources and the wider town centre offer.

Councillor Brent asked whether borrowing figures included online borrowing. It was confirmed that they did, while visitor numbers only counted physical visits.
Councillor Brent then noted his extensive use of online libraries and highlighted the benefits of services such as PressReader for accessing newspapers and magazines. He suggested greater promotion of online  ...  view the full minutes text for item 72.

Report from the Strategic Director of Regeneration and Environment.

Recommendations:

That Cabinet:

1. Endorses the formal adoption of the Rotherham Employment and Skills Strategy 2026-31.

2. Notes that the Rotherham Employment and Skills Board is tasked with overseeing the delivery and monitoring of the Strategy and with reporting on progress to Cabinet and the Rotherham Together Partnership (RTP) on an annual basis.

At the Chair’s invitation Andrew Bramidge, Strategic Director of Regeneration and Environment introduced the report explain that a new Employment Skills Strategy was produced for the Rotherham Together Partnership. It was a partnership strategy, not solely the Council’s, setting out the vision and framework for employment skills delivery over the next five years. The previous strategy dated from 2019, and significant changes in the employment skills landscape, along with recent regional and national strategies, made an update necessary.

The strategy was informed by data analysis, stakeholder consultation, and alignment with local, regional, and national priorities. It was built around three missions:

1. Supporting people into work - creating more opportunities for employment and increasing labour market participation, including a system-change approach through Pathways to Work.
2. Improving core skills for employment - enabling lifelong learning and career progression by equipping residents with essential knowledge and skills.
3. Delivering a workforce for sustainable economic growth - working with businesses and partners to attract and develop a skilled workforce to support competitiveness and growth.

Successful delivery relied on collaboration across businesses, education and training providers, the voluntary sector, and residents. Key interventions included targeted support for young people at risk of becoming ‘Not in Education, Employment, or Training’ (NEET), a borough-wide workforce development plan, and employer-led sector-specific training linked to work placements.

Progress would be monitored through KPIs reported via a data dashboard updated twice yearly. Cabinet was asked to endorse the strategy for 2026-2031, note that the Employment Skills Board would oversee delivery and monitoring, and report annually to Cabinet and the Rotherham Together Partnership.

Councillor Brent noted that careers education should begin early, even in primary school, by building confidence in children to talk about themselves and their interests. In secondary school, emphasis was placed on core subjects, particularly English and Maths, as these are essential for employment. Councillor Brent shared experience from Kent, where the Skills Employability Service worked closely with schools and a national careers company to deliver proper careers education. This included employer engagement, mentoring, and talks in schools. It was suggested that similar initiatives be considered in Rotherham, involving local employers and council staff to support young people in understanding workplace expectations and developing confidence.

The Strategic Director of Regeneration and Environment noted that there was a strong track record in delivering careers education, with good progress across the region. The service had undertaken significant work with schools to support this. The Assistant Director, Planning, Regeneration and Transport explained it was reported that RIDO worked extensively with secondary schools in Rotherham to deliver careers education, information, and guidance. Schools were connected with enterprise advisors from local employers to raise aspirations and improve engagement. Efforts also focused on enhancing schools’ careers provision and improving Gatsby benchmarks, which measure the quality of careers education. Behind the scenes, a careers impact system supported continuous improvement. Gatsby benchmarks were highlighted as key milestones, starting in Year 7 and revisited throughout school, helping staff plan and deliver effective careers education.

A question was raised  ...  view the full minutes text for item 73.

To consider the Board’s Work Programme.

The Board considered the published work programme. An update was provided on the spotlight review for life-saving equipment and related by-laws: the outstanding information had been received and would be circulated to review group members. Availability would be sought to convene a meeting to continue the review.

Resolved: That the Work Programme be approved.

To receive updates from the Chairs of the Select Commission on work undertaken and planned for the future:

·       Health Select Commission

·       Improving Lives Select Commission

·       Improving Places Select Commission

At its meeting on 20 November 2025, the Health Select Commission scrutinised the draft Adult Social Care Mental Health Strategy 2026–29. Members discussed issues including rising depression rates in Rotherham, transition pathways, integration with housing and health partners, support for minority groups, loneliness, male suicide rates, and success measures. The Commission supported recommending Cabinet approval of the strategy and requested a delivery plan with measurable targets and KPIs, a mid-point update in 2027, early involvement in future strategy development, and provision of detailed data on loneliness and male suicide rates. Contact between Rotherham Speak Up and Autism services was also requested.

The Commission also considered the Rotherham Place Partners Winter Plan 2025–26, reviewing preparedness for winter pressures. Discussions covered GP contract changes, industrial action, ambulance response times, flu peaks, escalation processes, and discharge delays. Members requested improvements to the accessibility of the plan and agreed to share research on reducing slips and trips in care settings with the ICB.

Updates were provided on the work programme. The Access to Contraception Review had completed evidence gathering in October and was drafting recommendations. A joint workshop with the Improving Lives Select Commission on 28 November examined the draft All Age Carers Strategy 2026–31, focusing on challenges for young carers, systemic barriers, financial support, and KPIs. Members supported recommending Cabinet approval with amendments to include local data and strengthen early identification of young carers. Actions included reviewing the associated action plan in 2026/27, receiving a mid-point update in 2028/29, and early involvement in future strategy refresh. Arrangements were also underway for a site visit to the Same Day Emergency Care Centre at TRFT in early 2026 ahead of a performance update in March.

The next HSC meeting on 22 January 2026 was scheduled to consider the Rotherham Safeguarding Adults Board Annual Report and Strategic Plan 2025–28 and the Adult Social Care CQC Inspection.

At its meeting on 2 December 2025, the Improving Lives Select Commission reviewed the Fostering Transformation Programme, considering changing sufficiency needs for children and young people in care and the Council’s response to the tragic death of Marcia Grant, including the formal Prevention of Future Deaths report following the July 2025 inquest. Members also received the Rotherham Safeguarding Children’s Partnership Annual Assurance Report for 2024–25, which outlined key partnership activity, impact against strategic priorities, Child Safeguarding Practice Reviews, and the effectiveness of safeguarding arrangements.

Updates were provided on the work programme. A dual workshop session was being arranged on the Threshold of Need, including a visit to the Rotherham Parent Carers Forum, to review vision and plans and strengthen community voice. A workshop on the PAUSE Project, which supports women who have had children removed, was planned for late February or early March, and a Children’s Capital of Culture workshop on impact and legacy for young people was scheduled for late March or early April. The Safeguarding Adults Board Strategic Plan and Annual Report would be considered by the Health Select Commission on 22 January 2026, with an invitation extended  ...  view the full minutes text for item 75.

To review and identify items for pre-decision scrutiny from the Forward Plan of Key Decisions.

Link to: Browse plans - Forward Plan of Key Decisions, 2025 - Rotherham Council

The Forward Plan of Key Decisions was reviewed, noting that the Council Plan and Year Ahead Delivery Plan progress update was scheduled for pre-decision scrutiny, with an invitation to the Leader for a question-and-answer session. Confirmation was awaited on whether a Medium-Term Financial Strategy presentation would also be included on the January 2026 agenda.

The forward plan for January was outlined, including reports on the Council Homes Housing Delivery Programme, November Financial Monitoring, property transactions, Strategic Community Infrastructure Levy update, tenant satisfaction measures and housing regulatory compliance, the Council Plan, Family Hub progress update, and an extension and new application for business rates relief for Rotherham Families First.

Members agreed to add the Strategic Community Infrastructure Levy and November’s financial monitoring to the agenda. It was confirmed that the Leader would attend the January meeting, and the Mayor of South Yorkshire Mayoral Combined Authority (SYMCA) had been invited to the February meeting for a Q&A session, with confirmation awaited.

Members noted that the Mayor of SYMCA may gain additional powers in future, including responsibility for fire authorities from 2027, and raised concerns about potential changes to licensing and planning powers. It was reported that Rotherham had written to the Secretary of State to express concerns. A comment was made regarding limited scrutiny time at South Yorkshire Overview and Scrutiny Committee meetings with the Mayor, and a request was noted to increase both the duration and frequency of these sessions.

Resolved: That the Overview and Scrutiny Management Board:

1. Agreed that the following items would be added to the December agenda as part of OSMB’s pre-decision scrutiny work:

·       Council Plan and Year Ahead Delivery Plan Progress Update – Pre-decision scrutiny.

·       November 2025-26 Financial Monitoring Report – Pre-decision scrutiny.

·       Strategic Community Infrastructure Levy (CIL) Update – Pre-decision scrutiny.

·       Leader Q&A - to be scheduled after Council plan on the agenda.

·       MTFS Presentation (TBC).

As part of their role the Chair and Vice Chair of OSMB are appointed to the South Yorkshire Mayoral Combined Authority (MCA) Overview and Scrutiny Committee. The Chair of OSMB is the Vice Chair on this committee.  

This committee holds the MCA to account and ensure that all aspects of the decision-making process are transparent, inclusive and fair.   The Committee are responsible for checking that the MCA is delivering its objectives and that the decisions made in policies, strategies and plans have been made in the best interests of the residents and workers of South Yorkshire.

The published agenda packs and minutes can be accessed via: South Yorkshire MCA.

Members who have comments and queries regarding any item on any agenda should refer this to the Chair of OSMB and the Governance Manager at the earliest opportunity to ensure they’re reflected in debate during the relevant public meeting.

The Chair reported that there was nothing to update from the South Yorkshire Mayoral Combined Authority.

To consider any issues referred for call-in from recent Cabinet meetings.

There were no call-in issues.

To determine any item which the Chair is of the opinion should be considered as a matter of urgency.

There were no urgent items.