►
From YouTube: Basingstoke Gov - Human Resources Committee - 05/07/2023
Description
If there is buffering on the YouTube stream, the webcast can be viewed through the council's website https://www.basingstoke.gov.uk/webcast
A
Yep,
isn't
it
right,
hello,
everybody
and
welcome
to
this
evening's
human
resource
committee?
Meeting
I've
got
a
bit
of
housekeeping
first.
There
are
no
fire
alarms
scheduled
for
this
evening.
Therefore,
if
the
fire
alarm
sounds,
please
evacuate
the
building
immediately.
The
fire
exit
is
located
at
the
side
of
this
room
and
exit
through
the
reception
to
meet
in
the
War
Memorial
Park.
A
A
Okay,
so
Agenda
One,
apologies
for
absence
and
substitutions
haven't
had
everyone
any
apologies
and
the
next
one.
The
appointment
of
Vice
chair
so
I
need
to
have
pointed
out
a
vice
chair,
for
if
we
got
doctor
what
right
you
are,
do
we
have
any
any
other
nominations
nope
right
in
that
second,
okay,
right:
okay,.
A
Right
so
to
confirm:
that's
councilor,
John,
that's
Vice,
chair,
congratulations,
I!
Think.
A
No,
are
there
any
urgent
matters.
A
Number
five:
the
minutes
of
the
meeting
held
on
the
27th
of
February.
For
those
of
you
who
were
here
for
that
one.
Can
you
confirm
that
it
is
an
accurate
record
of
the
meeting
yep
yeah
agreed?
Thank
you
right.
I'll,
sign
that
one
later
so
Agenda
night
item
number
six
appointments
to
the
Joint
consultative
Committee.
Do
we
have
any
volunteers?
Please
I
know
I've
got
one
that
Council
version
and
councilor
tostain.
We
need
a
third
person
for.
A
C
B
B
E
A
E
F
A
F
A
So
item:
seven,
paying
benefits,
review
outcome,
updated
pay
policy
statement
for
2023
to
2024.
and
Sarah
Craig
to
introduce
the
report.
Please
thank
you.
G
Thank
you
chair
good
evening.
Everyone
I'm
Sarah,
Craig
and
I'm,
the
head
of
human
resources
and
organizational
development
at
the
council.
So
I
thought
before
we
discussed
the
pay
policy
statement
itself.
It
would
be
useful
to
provide
a
summary
of
the
pain
benefits
project
and
how
we
got
to
this
point.
I'm
aware
that
a
number
of
members
have
been
on
HR
committee
previously
and
therefore
will
have
heard
some
of
this
before,
but
also
that
we
have
some
members
who
are
new
to
the
committee.
G
So
we
recognized
in
terms
of
our
current
system
that
there
are
a
number
of
areas
which
we
wanted
to
address,
which,
as
per
the
report,
are
around
making
sure
that
we
have
appropriate
pay
and
reward
for
attraction
and
retention
of
staff.
So
there
are
some
specifics
in
terms
of
our
location,
so
both
our
proximity
to
London,
as
well
as
being
within
the
southeast,
and
therefore
an
area
of
historically
very
low
unemployment,
which
always
presents
with
the
challenge
in
terms
of
attracting
and
retaining
staff.
G
In
addition,
we
always
need
to
make
sure
that
any
pain
benefit
system
we
have
is
both
robust
in
terms
of
the
evaluation
system
that
we
use
and
also
it's
something
that's
affordable
for
the
organization
now
and
into
the
future.
G
So
we
are
moving
to
the
corn
Ferry
hay
job
evaluation
system.
You
may
be
familiar
with
this.
It's
used
by
over
12
000
organizations
worldwide,
including
many
local
authorities,
so
we
worked
in
partnership
with
them
to
deliver
the
two
of
those
work
streams,
the
introduction
of
the
system
and
the
review
of
job
roles
against
it.
G
So
the
job
valuation
system
scores
job
roles
against
three
main
factors
and
apologies
within
the
report.
It
should
be
eight
Dimensions,
underneath
not
nine,
so
I
will
amend
that
and
that
information
together
gives
us
that
overall
grade,
so
every
single
role
across
the
authority
was
mapped
and
using
that
job
evaluation
system
and
each
was
thoroughly
evaluated
as
an
individual
role.
G
So
all
of
those
evaluations
undertaken
were
also
quality
assured
by
corn
Ferry,
as
part
of
making
sure
that
we
have
a
robust
process
that
was
followed
at
all
times.
Alongside
this
work
to
evaluate
the
roles,
we
also
had
some
paid
benchmarking
data
from
corn
Ferry
and
from
that
developed,
28
pay
and
Grading
structures
which
were
modeled.
So
we
went
through
these
in
huge
amounts
of
detail.
G
What
we
were
trying
to
do
in
doing
that
was
to
balance
and
reach
the
best
possible
option
both
to
fulfill
the
original
objectives
of
the
review,
which
I've
already
outlined,
but
also
to
minimize
the
potential
for
adverse
impacts
for
staff,
but
to
be
affordable
for
the
council
now
and
into
the
future
and
again
making
sure
through
that
that
we
have
value
for
money
for
our
residents
and
communities.
So
from
all
of
that
work,
a
final
option
was
selected
based
on
benchmarking,
information
for
the
public
and
not-for-profit
sector
in
the
southeast.
G
So
this
is
what
we
consulted
with
staff
on
for
seven
weeks,
running
from
mid-april
to
early
June
and
what
we
looked
at
within,
that
is
a
payment
grading
structure
based
on
18
grades,
which
align
with
those
job
evaluation
levels
that
I've
already
talked
about.
So
under
those
original
proposals,
we
would
due
to
have
one
third
of
Staff
with
a
salary
reduction
which
would
have
been
mitigated
by
three
years
pay
protection.
G
In
addition
to
that,
we
made
a
number
of
proposed
changes
to
our
benefits
offer
and
you
can
see
those
detailed
in
the
table
within
the
report
which
included
things
such
as
increasing
our
paid
period
for
Family,
Leave,
say
maternity,
adoption
and
paternity
removal
of
our
car
cash
alternative
allowance.
In
addition
to
some
changes
to
emergency
volunteering
leave
and
annual
leave.
G
So,
during
the
consultation
with
staff,
we
had
over
300
comments,
both
from
individuals
teams
and
also
response
from
Unison,
and
these
were
considered
before
sharing
the
outcome
with
staff.
So
at
a
high
level,
the
key
changes
that
we
made
to
the
original
proposals.
We
moved
from
three
years
paid
protection
to
pay
certainty.
What
that
means.
There's
no
member
of
Staff
would
have
a
reduction
in
salary
as
a
result
of
the
implementation
of
the
proposals
and
their
salary
will
be
protected
indefinitely
until
their
new
salary
Point
passes
their
protected
level.
G
In
future,
we
made
some
tweaks
to
the
salary
scales
as
a
result
of
the
feedback
from
staff
around
the
consultation,
specifically
around
grades,
f
and
g,
and
that
was
to
enable
us
both
to
make
sure
that
we
were
hearing
the
feedback
that
was
shared
around
how
close
those
two
grades
were
originally
in
terms
of
how
we'd
set
up
the
system,
but
also
making
sure
that
again,
we
were
still
left
with
the
system,
which
was
closely
aligned
with
the
benchmarks
and
also
continued
to
be
affordable.
For
us.
G
G
So
that
brought
us
up
to
this
point
and
a
important
part
of
this
process
is
for
us
to
update
our
pay
policy
statement,
which
we've
made
changes
to
as
a
result
of
the
proposals
that
I've
just
referred
to.
So,
as
you
may
be
aware,
it's
a
statutory
requirement
for
every
local
authority
to
produce
a
pay
policy
statement
annually,
which
has
to
be
adopted
by
Council
and
appendix
one
of
the
report.
Has
the
proposed
amended
statement
for
2023-24.
G
So
the
statement
has
to
cover
a
number
of
things,
basically
explaining
the
Authority's
approach
to
pay
and
the
policies
that
we'll
use
in
terms
of
paying
our
staff,
and
that
includes
the
relationship
between
the
pay
of
Chief
officers
and
that
of
what's
termed
the
lowest
paid
employees
and
any
revisions
to
that
have
to
be
approved
by
Council.
But
there
is
delegated
authority
to
the
head
of
HR
and
OD
to
make
amendments
as
a
result
of
the
national
pay
award.
G
So
we
have
already
produced
a
pay
policy
statement
for
this
current
year,
which
was
presented
to
HR
Committee
in
February
and
approved
by
Council
on
the
23rd
of
March.
But
as
I
say,
we
have
amended
that
as
a
result
of
the
proposed
changes
to
our
pay
and
benefits
system.
So
a
quick
summary
of
the
changes
we've
made
we've
as
you
would
have
expected,
updated
job
titles
where
these
no
longer
reflect
those
of
offices.
Within
the
statement,
we've
also
updated
the
salary
figures,
as
well
as
the
grading
to
reflect
the
new
proposed
system.
G
G
The
national
pay
award
for
this
year
has
not
been
fully
determined,
so
a
3.5
award
has
been
agreed
for
those
under
jnc
terms
and
conditions,
which
is
our
current
grade,
11
and
above
which
has
been
implemented
and
the
pay
award
for
those
under
njc
terms
and
conditions,
which
is
our
current
grades.
One
to
ten
has
yet
to
be
nationally
agreed.
But
again,
the
committee
are
asked
to
know
the
delegated
authority
to
the
head
of
HR
and
OD
role
to
make
that
change
as
and
when
that
National
award
is
agreed.
G
So,
in
summary,
the
report
provides
a
summary
of
both
our
review,
including
the
background
process
undertaken
and
the
proposed
changes.
We
want
to
make
off
the
back
of
the
feedback
that
we
received
during
the
consultation
period.
It
also
proposes
an
amended
pay
policy
statement
as
a
result
of
those
changes.
Thank
you
happy
to
take
any
questions.
A
Thank
you,
Sarah.
Well,
questions
to
officer
yeah.
B
Thank
you,
chair
I,
just
like
to
say
it's
a
really
good
document
to
see
and
I'm
glad
it's
finally
being
finished,
because
I
know
that
you've
put
a
lot
of
work
into
it
and
also
just
like
to
make
the
committee
where
I
think
it
was
about.
A
year
ago
the
unions
came
to
a
meeting
and
they
they
positively
about
the
process.
B
So
I
appreciate
you've
had
a
lot
of
difficult
conversations
around
this
and
I.
Remember
when
you
first
introduced
that
I
think,
oh,
my
god,
so
there's
12
of
P
of
members
of
Staff,
who
won't
get
an
increase.
Is
that
absolutely
nothing
at
all
it'll
say:
there's
a
2.5
increase
they'll
get
a
cash
summary,
but
it's
not
pensionable.
How
would
that
work.
G
So
all
members
of
Staff
will
receive
the
national
pay
award
for
this
year
because
obviously
that's
back
dated
to
April,
so
that
will
be
taken
into
account
when
we
consider
that
that
pay
certainty
figure
from
then
on,
where
there
are
National
pay
Awards.
Anyone
in
Pace,
cert
and
T
wouldn't
receive
those.
Obviously,
the
point
of
pay
protection
is
to
kind
of
mitigate
any
potential
salary
reduction.
But
what
will
happen
in
terms
of
the
salary
that
an
individual
is
proposed
to
go
on
to
within
the
new
structure?
G
The
pay
Awards
will
get
added
to
those
new
salary
scales.
So
as
soon
as
the
new
salary
scale
that
they're
due
to
go
on
goes
past
their
protected
salary,
they
will
then
move
across
to
that
and
then
we'll
continue
to
get
National
pay
award
increases.
So
we
will
envisage
that
a
reasonable,
well,
a
reasonable
majority
of
those
staff
will
come
out
fairly
quickly
in
terms
of
that
pay
certainty,
but
what
it
does
for
those
small
number
of
Staff
who
would
have
been
in
paid
protection
for
longer?
G
B
Sorry,
I
have
two
other
questions:
the
removal
of
the
car
allowance
to
say
if
they
had
a
4,
000
pound
reduction
on
their
total
package,
would
that
be
made
up
in
their
salary
and
also.
My
next
question
is
on
the
apprentices
and
they
used
to
have
quite
a
low
holiday
allowance.
Are
they
now
in
grade
A?
Are
they
separate
and
what
is
their
new
allowance.
G
So,
in
terms
of
the
car
allowance,
The
View
very
strongly
was
that
with
smarter
ways
of
working
and
obviously
the
changes
that
have
been
made.
Postcovid
for
us
to
retain
a
car
of
allowance
really
wasn't
appropriate
for
those
grades.
Having
said
that,
any
individuals
within
those
grades
who
do
continue
to
do
regular
business
mileage
and
they're
absolutely
awesome
will
be
eligible
to
apply
under
our
essential
user
schemes.
G
We
do
already
have
a
scheme
for
members
of
Staff
who
do
regular,
consistent
and
high
levels
of
business
mileage,
so
that
wasn't
previously
open
to
people
at
grades,
nine
and
above
or
the
equivalent
letter
grades,
but
that
will
now
be
open
to
everyone.
So
anyone
who
does
that
business
mileage
that
will
be
within
that
in
terms
of
the
salary
that
is
built
into
the
level
of
salary
that
they're
protected
at
so
the
protection
level,
will
include
any
existing
Market
supplements
the
car
allowance
and
also
their
basic
salary.
G
And
in
terms
of
the
apprenticeships,
we
are
going
to
be
doing
a
phase
two
of
this
review,
which
needs
to
look
at
mileage
because,
obviously
that's
that's
quite
a
challenging
area
and
allowances
within
that
I'm.
Also
very
keen
to
look
at
the
apprenticeship
offer
separately,
both
in
terms
of
the
pay
that
they
receive,
which
is
outside
of
this
grading
structure
and
also
their
annual
leave.
So
at
the
moment,
those
haven't
changed.
E
Thank
you,
chair
I,
have
a
few
questions
and
that's
just
the
apprenticeship
questions
just
brought
everyone
to
my
mind.
Thank
you.
You
can
do
not
just
Junior
first
career
apprentices,
but
they're
postgraduate
apprenticeships
available
now.
G
So
currently
we
have
both
new
members
of
Staff,
but
also
existing
members
of
Staff
undertaking
apprenticeships.
So
we
do
have
people
doing
apprenticeships
at
all
sorts
of
levels
and
we're
very
conscious
of
the
fact
that
they
go
right
the
way
through
to
Masters
level.
Now
so
we're
continuing
to
look
at
our
apprenticeship
offer.
But
yes,
we
don't
just.
E
Thank
you,
I'll
go
a
couple,
other
questions
if
I
may,
if
no
one
else
has
got
any
immediately
assuming
we
recommend
this
to
council
tonight
and
Council
pass
it
in
July
to
July.
G
So
at
this
stage
it's
intended
that
we
will
probably
be
able
to
make
the
changes
to
the
system
in
September,
as
you
can
imagine,
with
a
new
Full
grading
system
change.
There
are
some
quite
substantial
changes
that
we
need
to
make
to
to
the
HR
Finance
system
that
sits
behind
it.
So
the
intention
is.
We
also
want
to
do
that
as
soon
as
possible,
but
it's
likely
to
be
in
September.
G
So
the
intention
at
this
stage,
as
I,
say,
subject
to
going
through
the
system
changes,
is
that
we
would
back
date
to
the
beginning
of
August.
So
that
was
our
intended
initial
implementation
date,
which
was
provisional,
but
obviously
we
recognize.
E
So
elsewhere
in
the
paper
where
it
says
that
the
cost
of
this
is
covered
in
this
year's
budget,
but
the
cost
is
not
assessed
for
the
future
multi-term
Financial
strategy,
we're
only
covering
eight
months
of
this
cost
increase.
Is
that
correct
in
the
budget.
H
In
the
mtfs
that
went
to
Council
in
February,
it
included
the
costs
for
four
years,
but
that
was
on
the
basis
of
the
proposals
that
we
consulted
on
the
the
changes
we
made
post
consultation,
add
I,
don't
have
the
exactly.
It
was
approximately
another
190
000
a
year
which
we
can
pay
for
this
year,
because
we've
got
the
money
for
that.
But
we
need
to
be
built
into
budget,
but
the
rest
of
the
costs
were
in
the
mtfs
that
went
in
February,
which
is
approximately
5
million
over
four
years.
E
So
I,
just
I,
just
wanna
get
a
better
understanding,
because
I
pulled
out
the
paper
that
went
to
Council
in
March
and
God
was
approved
by
full
Council
and
I
took
a
look,
and
obviously
this
is
quite
difficult
to
read
across
the
two,
because
all
the
gradings
have
changed.
So
it's
very
hard
to
compare
what
has
changed
so
so
there's
lots
of
information
in
this
paper.
Thank
you
from
my
perspective,
there's
very
little
analysis,
which
makes
it
hard
for
me
to
to
get
more
comfortable
with
it.
I
guess.
E
I've
done
one
of
these
exercises
in
organization.
I
know
what's
involved,
and
so
well
done
it's
it's
not
an
insignificant
task
with
lots
of
opinions
and
lots
of
different
opinions.
So
I
really
don't
want
to
undermine
what
you've
done
so
bear
with
me
on
on
the
holidays
allowances
it
it
can
you.
E
It
looks
to
me
like
we've
moved
and
again,
I
said:
I
had
trouble
with
the
gradings
and
stuff,
but
it
looks
to
me,
like
we've,
moved
from
sort
of
24
25
days,
which
I
presume
is
plus
bank
holidays,
so
33
day,
allowances
really
at
sort
of
lowering
the
scale
and
then,
in
the
new
paper
that
we
have
the
whole
day
allowance
seems
to
have
increased
by
three.
Sometimes
four
or
more
days
now.
I
know
one
and
a
half
of
the
days
relates
to
additional
holiday
at
Christmas,
which
has
now
been
involved
in
the
main
allowance.
E
G
But
we're
sort
of
annually
decided
but
had
been
for
for
many
many
years,
so
we
were
giving
them
anyway.
They
just
weren't
formally
included
within
the
entitlement.
The
other
thing
to
bear
in
mind
that,
as
part
of
the
national
pay
settlement
last
year,
there
was
an
agreement
for
those
under
njc
terms
and
conditions
that
they
would
be
given
an
additional
day's
annual
leave.
So
because
the
pay
agreement
was
settled
part
way
through
the
year,
as
tends
to
be
the
case
for
these
things
that
didn't
come
into
Force
until
April.
G
E
Thank
you
Sarah.
If
I
can
move
to
volunteering,
if
I
may
it's
great
to
see
a
business,
that's
offering
volunteering
days,
the
move
from
two
to
three
days
was
that
born
out
of
experience
that
people
were
using
up
to
two
days
or
was
that
just
from
the
feedback
from
the
staff
survey.
G
So
I
think
partly
it's
it's
both.
What
I
would
say
is
I,
don't
think
the
take-up
for
volunteering
leave
has
been
as
extensive
amongst
staff
as
it
could
have
been.
I
think
those
who
have
been
using
it
have
tended
to
use
the
two
days,
but
we
have
many
staff
who
haven't
used
it.
So
part
of
this
is
very
much
us
almost
relaunching
that
as
part
of
the
offer
still
very
committed
to
that
being
volunteering
leave
within
the
borough
and
doesn't
necessarily
have
to
be
within
the
organization.
G
Although
we
have
had
a
number
of
teams,
who've
done
work,
for
example,
with
our
Ranger
biodiversity
teams.
Who've
done
volunteering
leave
with
them,
but
we
also
have
individuals.
Who've
looked
at
volunteering
opportunities
through
bva
and
other
arrangements,
so
I
think
those
who
were
using
it
and
the
feedback
was
that
the
three
days
would
be
really
beneficial
for
them.
G
But
we
are
very
keen,
as
I
say,
to
relaunch
that
as
part
of
the
offer
to
really
encourage
both
individuals
and
also
as
teams
to
take
it
up,
because
those
who
have
done
have
found
it
very
beneficial.
E
G
So
yes,
we
do.
Our
agenda.
Pay.
Gap,
however,
is
in
favor
of
women,
not
in
favor
of
men
and
has
been
the
case
for
a
number
of
years
and
so
Inc,
it's
seen
as
a
as
a
positive
Gap.
If
I
can
put
it
in
that
way,
it's
something
that
we
continue
to
monitor.
But
yes
for
the
duration
of
time
I've
been
in
the
organization
our
gender
pay.
Gap
has
been
in
favor
of
women.
F
I
just
wanted
to
answer
misunderstood
this,
but
with
the
cards
have
you
sort
of
looked
at
possibilities,
especially
at
the
top
end,
losing
talent
to
private
sectors
or
other
sectors,
because
they
could
get
paid
more
I,
don't
know
if
I'm.
G
So
I
think
I
guess
coming
back
to
what
we
outlined
originally
in
terms
of
the
aims
of
the
program.
Obviously
one
of
those
is
making
sure
that
it's
sustainable
for
the
organization
financially
moving
forward,
so
actually
for
most
of
our
grades.
We
have
benchmarked
and
use
the
top
end
data
in
terms
of
what
was
available
for
our
most
senior
officers
that
wouldn't
have
been
affordable
for
the
organization
in
the
longer
term.
G
So
we
did
have
to
use
lower
benchmarks
for
those
roles
and
we
still
believe
that
they
are
marketable
and
therefore
that
we
will
be
able
to
retract
and
retain
the
people
that
we
need
to
in
those
most
senior
roles.
But
absolutely
we
have
to
recognize
that
for
a
number
of
our
offices,
but
especially
our
senior
officers,
they
could
command
greater
salaries
in
the
private
sector.
G
That
has
ever
been
the
case,
but
I
think
it's
really
important
for
us
to
make
the
case
for
the
other
things
that
we
can
offer
as
an
organization
in
terms
of
our
flexibility
in
terms
of
support
for
things
outside
of
work.
Things
like
our
volunteering
leave
and
actually
the
cultural
offer
that
we
can
give
as
an
organization
in
terms
of
it
being
a
really
positive
place
to
work.
So
we're
really
Keen
as
part
of
the
benefits
to
really
make
that
case
or
what
else
we
can
offer
Beyond
basic
salary.
A
You
is
there
no
debate,
nope,
okay,
then
everyone
happy,
then
we're
asking
to
recommend
the
pay
policy
statement
to
the
council
and
to
note
the
existing
delegation
of
the
head
of
human
resources
and
organization
and
all
development
to
update
the
pay
policy
statement.
As
a
result
of
any
pay
Awards,
which
the
council
is
contractually
bound
to
agree,
has
everybody
agreed
agreed
brilliant?
D
Think
I'm,
conscious
of
the
fact
that
we
as
a
counselors,
get
to
see
this
and
get
to
approve
this
in
July.
But
it's
also
important
that
we
give
that
confidence
to
our
staff,
that
we
understand
the
journey
that
they've
been
on
in
this
process
and
that
we
have
which
we
value
them
and
how
much
we
do
have
a
quality
organization
now,
which
we
want
it
to
be.
That.
So,
thank
you
for
your
debate
and
your
own
questions
this
evening,
because
they
are
important.
A
G
Thank
you
so,
in
terms
of
what
scheduled
to
come
to
our
next
Committee
in
September
again,
we
tend
to
have
a
sort
of
a
standard
rotation
of
reports
that
come
forward.
So
we've
got
a
number
of
our
annual
reports
coming
forward
because
of
the
timing
of
the
other
committee
at
the
end
of
February
early
March.
We're
not
able
to
do
the
year-end
position
so
we're
going
to
have
our
annual
report
on
health
and
safety
activity
within
the
council
and
lots
of
important,
hopefully
useful
information
in
there.
G
So
that's
for
the
the
committee
to
note
but
contains
lots
of
information
in
terms
of
everything
that
we're
doing
with
staff
at
the
moment.
We'll
then
have
our
annual
policies
report,
in
addition
to
policies
coming
forward
and
so
I
believe.
We've
actually
got
two
on
the
agenda
for
next
time
and
then
our
last
annual
review,
which
is
of
early
retirements
redundancies
and
settlement
agreements.
Again,
all
of
those
are
standard
reports
that
do
come
to
our
September
committee.
C
Thank
you,
chair
I'm,
just
looking
at
this,
the
second
column,
where
it
says
little
pizza
thing,
I
think
there's
been
a
mistake.
Is
that
supposed
to
actually
have
the
policies
that
we're
getting
reviewed,
because
it's
the
same
as
the
bot
sector
you're
looking
at
the
second
column
through
and
for
the
descriptions
both
the
same?
G
G
Yes,
we
can
do
so.
That's
within
a
previous
report
would
have
been
I
think
it
was
the
one
that
went
last
time
but
I'm
happy
to
circulate
that,
and
there
is
also
a
list
within
the
Constitution
as
well.
So
everything
that's
listed
in
there
for
HR
committee
does
come
forward
to
the
committee
and
we've
got
them
on
a
sort
of
two-year
rotation
so
that
we
don't
have
too
many
policies
coming
to
each
individual
committee,
but
I'm
more
than
happy
to
share
that
with
members.
If
that's
helpful,.
A
Thank
you.
Is
everybody
happy
with
item
number
eight
okay,
agree.