Agenda and draft minutes

To consider the minutes of the previous meeting of the Overview and Scrutiny Management Board held on Wednesday 8 April 2026 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 8 April 2026 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 the Executive Director of Adult Care, Housing and Public Health.

Recommendations:

That Cabinet:

1.    Notes the Homelessness Prevention and Rough Sleeper Strategy consultation summary report.

2.    Approves the Homelessness Prevention and Rough Sleeper Strategy 2026-31.

3.    Delegates authority to the Executive Director of Adult Care, Housing and Public Health to approve:

a)    Any minor data amendments to the Strategy prior to publication.

b)    The Action Plan, following its development, including any amendments arising from annual reviews.

At the Chair’s invitation, the Cabinet Member for Housing, Councillor Beresford presented the Homelessness Prevention and Rough Sleeper Strategy 2026-2031, outlining a five?year strategic framework to prevent homelessness and rough sleeping in Rotherham. The strategy was aligned with the Government’s national plan (December 2025) and the Council’s duties under the Homelessness Act 2002, and followed a comprehensive review of local trends, which showed rising demand, including a 25% increase in approaches and growing complexity of need.

It was reported that factors included increasing housing costs, the cost-of-living crisis and limited access to affordable housing. Of 4,254 households owed a homelessness duty, a significant proportion had multiple support needs. The strategy therefore prioritised early intervention, prevention and partnership-led approaches.

Extensive consultation had been undertaken over eight weeks with residents, partners and stakeholders, with 46.8% of respondents having lived experience of homelessness. Four key priorities were outlined: preventing homelessness through early intervention; increasing access to suitable affordable homes; ensuring timely, targeted support; and tackling rough sleeping through prevention and rapid response.

It was noted that the strategy set high-level objectives rather than a detailed delivery plan. Subject to approval, a detailed action plan would be developed with partners and published before autumn, supported by regular performance monitoring, annual review and existing scrutiny arrangements. Overall delivery responsibility would sit with the Service Director for Housing.

The Executive Director, Adult Care, Housing and Public Health, Ian Spicer added that the report highlighted key achievements from the previous strategy, which had informed the proposed priorities. It was noted the continued emphasis on a collective council approach to preventing homelessness, reflecting its ongoing importance as a key strategic priority.

The Chair invited members of the Overview and Scrutiny Management Board (OSMB) to raise questions and queries, starting with Councillor Blackham, who expressed support for the priorities, but clarification was sought on two aspects. Queries were raised regarding the process and support in place for individuals already rough sleeping, including how they were assisted into accommodation. Clarification was also requested on the support available for those at risk of becoming homeless, noting the importance of early intervention, and further detail was sought on the processes set out in the strategy.

The response from the Cabinet Member for Housing outlined the approach to supporting rough sleepers and those at risk of homelessness. It was explained that outreach activity identified individuals through referrals and targeted engagement, working in partnership with organisations such as Shiloh and Rush House. Engagement was prioritised to enable access to support, including temporary accommodation such as Queen Street hostel. For individuals with complex needs, a multi-agency “Housing First” approach was used, providing wrap around support to help sustain accommodation and prevent repeat homelessness.

In relation to prevention, it was noted that the strategy focused on early intervention to support those at risk of homelessness. This included identifying underlying causes, such as domestic abuse, relationship breakdown or loss of private rented accommodation, and allocating a named officer to develop solutions. Work with private landlords and  ...  view the full minutes text for item 144.

Report from the Executive Director of Regeneration and Environment.

Recommendations:

That Cabinet:

1.    Note the report and progress to date.

2.    Approve the approach to the community liaison roles and stakeholder panels.

3.    Approve the approach to establishing the capital programme, with stakeholder groups identifying local priorities and delegate agreement for the final governance arrangement to the Executive Director of Regeneration and Environment in consultation with the Cabinet Member for Housing and Service Director for Legal Services.

At the Chair’s invitation the Cabinet Member for Housing, Councillor Beresford updated on the Selective Licensing Scheme, covering progress, investment, and governance.

Six licensing areas had gone live in February 2026 for five years, building on earlier schemes that improved housing standards and neighbourhood stability. Delivery was underway, with systems operational, applications processed, draft licences issued, and local improvement plans agreed. Communications had been launched to increase landlord uptake.

The 2026-27 budget approved £362,000 annual revenue funding for three enforcement officers, two community liaison officers, and a management role. Recruitment had begun, with five posts expected to be in place from 5 May. The focus extended beyond enforcement to visibility, early intervention, service coordination, and use of community intelligence.

A further £500,000 capital funding had been approved for small-scale local improvements (e.g. lighting, gating, waste and environmental works), with priorities set locally.

Local stakeholder panels were to be established to identify priorities and review performance, advising on proposals but not making decisions. Oversight would sit with a Selective Licensing Board, ensuring accountability and reporting to Cabinet and scrutiny. Overall, the scheme had shifted to a coordinated, place-based approach combining enforcement, engagement, and visible improvements.

The Chair invited members of the Overview and Scrutiny Management Board (OSMB) to raise questions and queries and began with Councillor Monk, who asked how stakeholder panels would be supported to enable full participation for those with communication needs, including individuals whose first language is not English, members of the deaf community, and those with disabilities, health conditions, or anxiety affecting communication.

Sam Barstow, the Service Director, Community Safety and Street Sceneresponded that the panels were intended to be inclusive, enabling all who wished to participate to have their voice heard. It was noted that individual communication needs would need to be understood to determine appropriate support, and officers were committed to considering requests and putting reasonable adjustments in place where required. It was further noted that an Equality Impact Assessment would help ensure the panels were transparent, accessible, and fair.

Councillor Monk asked whether a commitment could be made to communicate clearly about the stakeholder groups, including the support available, and to strongly encourage participation and the Service Director for Community Safety and Street Scene confirmed that such a commitment would be made.

Councillor Blackham noted that the report stated neighbourhood improvement plans had already been formed and adopted, while stakeholder group recruitment had only commenced in March 2026. Concern was raised that this could indicate decisions had already been made, potentially limiting the influence of stakeholder groups, and clarification was sought on how confidence would be maintained and appropriate membership encouraged in those circumstances.

The Service Director, Community Safety and Street Scenethanked members and reassured them that concerns about stakeholder panels were unfounded. It was explained that, as part of governance and approval processes, draft neighbourhood development improvement plans had been prepared. Stakeholder panels would review these plans, sense-check proposals, and suggest additions. Local officers would report to panels on progress.

Members  ...  view the full minutes text for item 145.

Report from the Executive Director of Regeneration and Environment.

Recommendations

That Cabinet:

1.    Approves the revised budget of £12.02m for the Wath Library scheme, including an increase of £2.04m to be funded from unallocated Local Regeneration Grant, as set out in Appendix 1.

2.    Approves the revised budget for the Rotherham Markets & Library scheme, increasing the total project budget to £46.84m, representing an additional £5.95m, funded as set out in Appendix 5.

3.    Notes that the revised budgets reflect the completion of the detailed design, resolution of construction stage risks and the establishment of a more robust and deliverable position for both projects.

4.    Notes the intention of the Chief Executive to commission an investigation into the development and delivery of the Rotherham Markets & Library project which has resulted in the cost increase noted in Recommendation 2.

At the Chair’s invitation the Cabinet Member for Transport, Jobs and the Local Economy, Councillor Williams reported that a cabinet report relating to the Wath Library and Town Centre Markets and Library regeneration projects would be presented the following week, setting out revised budgets and additional funding requirements.

Significant concern and frustration were expressed regarding the need for additional funding, particularly for the Town Centre Markets and Library project, which had previously required further funding. It was noted that the Wath Library project required an additional £2 million (bringing the total to just over £12 million), and the Town Centre scheme required an additional £5.95 million (bringing the total to just over £46 million).

Assurance was provided that the additional funding would not require new borrowing but would be met through existing regeneration budgets and unallocated funds, including the capital programme contingency established to address cost pressures such as inflation.

It was acknowledged that the report set out, in a transparent manner, the issues contributing to cost increases. For Wath Library, a significant proportion of the additional cost was attributed to the discovery of asbestos. For the Town Centre project, a range of issues relating to design, cost management, and governance were identified.

It was confirmed that a review would be commissioned to examine the Town Centre project in detail, with a view to understanding what had gone wrong. It was also emphasised that lessons learned would inform future capital projects to prevent similar issues. Finally, it was indicated that a further report on the outcomes of the review and lessons learned would be brought back to the committee.

The Chair invited members of the Overview and Scrutiny Management Board (OSMB) to raise questions and queries and began by asking whether an asbestos register had been in place for the Wath building and whether this should have identified the extent of asbestos and the associated removal costs.

In response, Simon Moss, the Service Director, Planning, Regeneration and Transport explained that assumptions had been made based on surveys undertaken to estimate the level of asbestos. However, it was noted that the full extent often only became apparent once intrusive works and more detailed surveys were carried out, which had been the case in this instance.

In the supplementary question the Chair sought assurance on health and safety grounds, stating that an asbestos register should have been in place to identify the presence of asbestos in the building and inform any required works. The Service Director, Property and Facilities Services, Kevin Fisher, confirmed that asbestos management requirements were in place, noting that all buildings should have an asbestos survey and a health and safety file containing an asbestos management plan. It was explained that buildings constructed before 2001 were generally assumed to contain asbestos, and management approaches were based on this assumption.

It was further clarified that fully invasive surveys were not normally undertaken unless necessary, with asbestos instead managed based on available information. In this case, while asbestos had been anticipated,  ...  view the full minutes text for item 146.

This report provides members with an update on progress, early outcomes, and next steps following the redesign of the Rothercare telecare and assistive technology service. The service was reviewed in 2024 in response to demographic pressures and the UK?wide analogue to digital switchover, with a new model implemented from April 2025 and digital migration progressing ahead of national timescales.

At the Chair’s invitation the Cabinet Member for Adult Social Care and Health, Councillor Baker-Rogers introduced the report, providing an update on the first year of the reconfigured service and outlining progress and future development plans. It was noted that, since implementation in April 2025, the service had operated within its financial envelope while supporting over 8,000 individuals across more than 6,000 households. Activity levels were highlighted, including over 2,000 new referrals, significant volumes of alarm alerts, and associated responses. The successful transition from analogue to digital systems ahead of the national deadline was also noted, with no disruption to service users. Members were asked to receive the report, note progress, and support ongoing periodic reviews to ensure the service remains effective and customer focused.

The Executive Director, Adult Care, Housing and Public Health, Ian Spicer, noted that, following earlier concerns when the hybrid delivery model was introduced, the update provided assurance on service performance and future demand. Since implementation, the service had seen an increase of approximately 600 households, reflecting both demand and the positive impact of the new approach. The hybrid model was reported to be operating effectively, with partnership arrangements supporting both technical provision and response services. Reassurance was given that the service was functioning well under the revised model.

Councillor Yasseen expressed positive feedback on the strengths of the service and its impact on residents, noting the high level of activity delivered by a relatively small team. They also raised a query regarding the recent price increase and whether this had led to any service users discontinuing the service due to affordability. In response the Executive Director acknowledged that concerns had existed regarding pricing changes and the decoupling of the service from tenancy arrangements. It was reported that only a very small number of individuals had chosen to discontinue the service, and no significant drop-off in usage had been observed. On the contrary, usage had increased. It was confirmed that no individuals had been unable to access the service due to financial constraints, as support mechanisms were in place to ensure continued access where needed.

Jayne Metcalfe, Head of Service Access & Prevention reported that the service had continued to see growth in new users and that the increase in charges had not significantly deterred uptake. While growth had been modest, it had remained positive, and the service continued to be well received by users despite pricing changes.

A follow-up query was raised regarding whether the decoupling of the service from tenancy arrangements had been fully implemented, with specific reference to whether this applied to locations such as Shaftesbury House. It was confirmed that the service had been fully decoupled from tenancy agreements across all settings. This was welcomed by Councillor Yasseen as a significant outcome, recognising the importance of personal choice in accessing the service, while noting that appropriate advice would still be provided where the service was considered beneficial.

In a further question Councillor Yasseen provided positive feedback on the service, recognising its strong reputation  ...  view the full minutes text for item 147.

To consider the Board’s Work Programme.

The Governance Manager provided an update on the work programme.

Following the Council meeting at which the motion on lighting columns was agreed, a joint scrutiny review had been established, chaired by Councillor Steele and involving members from OSMB and the Improving Places Select Commission. An initial scoping meeting had taken place, identifying key lines of enquiry and information requirements from officers. It was noted that a survey of parish councils would be undertaken to gather their views. The next meeting was scheduled for 3 June, and the initial meeting was reported to have been positive.

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

Update from Health Select Commission:

This update was noted as presented within the agenda pack.

Update from Improving Lives Select Commission:

Members were advised that updates from the Corporate Parenting Partnership Board had been received and welcomed, including positive feedback. The annual report was considered in detail, with clarification sought on a range of issues, resulting in additional recommendations relating to placement data and national work to address stigma surrounding children in care and care leavers.

The Child Exploitation Strategy update was also scrutinised, with assurance sought on delivery of its priorities. Further recommendations were made regarding work in primary education, information sharing on risks linked to unlicensed premises, and support for non-traditional partners to identify and respond to exploitation.

Members also attended a Children and Young People’s Partnership Board session to scrutinise the Children’s Strategy, where young people presented their priorities. The session was positively received, and suggestions were made to strengthen the strategy ahead of Cabinet consideration.

An update was also provided on the Children’s Capital of Culture Impact and Legacy workshop, where members reviewed interim evaluation findings and participated in discussions to inform future delivery. Overall, it was noted to have been a productive period of activity.

Update from Improving Places Select Commission:

It was confirmed that the report accurately reflected activity. It was further noted that the Local Nature Recovery Strategy had been successfully brought forward for scrutiny, with satisfaction expressed at its progress and inclusion despite earlier challenges.

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

A list of items scheduled for Cabinet consideration in June was outlined, including property transactions, the financial update, health and safety policy, the Local Nature Recovery Strategy, Renters’ Rights Act fees and charges, draft street trading policy, the Care Quality Commission assessment outcome, responses to scrutiny recommendations, business rates relief applications, and appointments to outside bodies.

It was suggested that the financial update, Renters’ Rights Act fees and charges, and the draft street trading policy may warrant scrutiny, with members invited to provide their views.

It was clarified that the items listed were those scheduled to be presented to Cabinet, rather than those currently included on the work programme. It was explained that the existing work programme covered the 2025–26 municipal year and concluded at the current meeting. Following the Annual General Meeting, a new work programme for 2026–27 would be developed and published, with no items currently scheduled for June. It was agreed that the three identified items would be included on the agenda.

Resolved: That the Overview and Scrutiny Management Board:

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

·       Finance Update June 2026

·       Renters Rights Act Fees and Charges

·       Draft Street Trading Policy

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 noted that no meetings had taken place since the last update. However, further meetings had been scheduled for early June and July, including joint sessions for newly appointed members.

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 however the Chair placed his thanks on record to outgoing members for their contributions, with particular appreciation expressed for their work over recent years. It was noted that there would be a new committee membership for the forthcoming municipal year, and best wishes were extended to future members.

Members were reminded that meetings were scheduled for three hours to allow thorough scrutiny. The date and time of the next meeting were confirmed as Wednesday 3 June 2026 at 10:00am. The meeting was then closed.