►
From YouTube: Decision Session - Executive Member for Economy and Strategic Planning, 24 November 2020
Description
AGENDA
1. Declarations of Interest 00:00:15
2. Public Participation 00:00:28
3. Sector Roundtable Update - Output and Next Steps 00:03:43
4. York's Approach to Inward Investment 00:19:37
5. Apprenticeship Levy Transfer Strategy (CYC) 00:31:55
6. Infrastructure Funding Statement 00:48:17
For full agenda, attendance details and supporting documents visit:
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=735&MId=12444
A
B
B
I'm
very
concerned
to
see
that
of
the
1800
new
foreign
fdi
foreign
direct
investment
projects,
the
uk
secured
in
the
financial
year
2019-20
the
yorkshire
and
humber
region
attracted
104
projects
and
of
that
york
attracted
only
two
projects
over
the
same
period,
creating
a
meager
18
jobs
for
city
of
york,
stature
transport,
connectivity
and
highly
trained
workforce
base.
This
number
is
well
below
what
should
be
expected.
B
This
area
needs
a
far
more
proactive
approach
and
I'm
dismayed
this
deficit
has
been
allowed
to
fester
for
this
long
with
the
opportunities
brought
to
our
city
by
the
york.
Central
development.
Alongside
the
challenges
facing
us
due
to
brexit
and
coronavirus,
is
essential.
We
bring
investment
into
our
city
without
a
decisive
refocus
on
inward
investment.
B
A
city
will
not
see
the
much
needed
increases
in
average
annual
income
for
our
residents
and
reductions
in
the
level
of
inequality
across
our
city.
We
are
all
acutely
aware
of
agenda
item
five
covers
the
council's
apprenticeship
levy
strategy,
I'm
wholeheartedly
in
agreement
with
the
need
to
transfer
as
much
unused
city
of
york
council
levy
to
local
smes
possible,
but
I
am
eye-wateringly
dismayed
to
see
the
level
of
unused
levy
the
council
holds
in
its
pot
since
its
introduction
in
2017,
the
pots
accumulated
at
approximately
five
hundred
thousand
pounds
per
annum.
B
It
currently
holds
one
million
pounds,
even
after
the
return
of
unspent
funds
to
the
treasury
on
a
rolling
two-year
basis.
That's
a
minimum
of
one
million
pounds
of
public
money
earmarked
for
training
in
skills
development
in
york
that
hasn't
been
used
for
either
young
people
entering
the
workforce
or
existing
council
staff
to
upskill.
B
B
C
As
you
can
imagine,
business
feedback
has
been
very
wide-ranging,
but
there
has
been
some
common
themes
that
have
been
able
to
be
pulled
out
from
the
engagement
that
we've
taken
place
or
taking
part
in
these
include
access
to
finance.
So
many
businesses
were
concerned
about
cash
flow
and
future
pipeline
the
pipeline
of
work.
They
were
also
indicating
that
the
lack
of
finance
was
a
barrier
to
bin's
recovery,
especially
in
terms
of
investing
in
things
like
technology
to
improve
business,
performance
and
productivity.
C
C
Many
businesses
who
traditionally
operated
in
office
environments
did
switch
to
working
remotely
and,
generally
speaking,
they
did
remark
that
working
remotely
suited
them
as
a
business
but
also
suited
their
staff.
But
there
were
cases
identified
where
certain
member
staff
did
find
it
quite
difficult
to
work
from
home
all
the
time
and
I'm
sure
we
all
have
our
own
experiences
as
council
officers
working
from
home
during
the
current
period.
C
C
And
finally,
a
lot
of
businesses
were
talking
about
the
need
to
repurpose
city
center.
Space
talked
about
utilizing,
empty
premises
and
areas
above
shops.
A
very
frequent
subject
of
conversation
in
in
terms
of
economic
growth
and
regeneration,
and
they
also
talked
about
the
need
for
more
flexible
workspaces.
C
So,
as
I
mentioned
before,
we've
used
these
search
remain
table
discussions
and
engagement
to
really
respond
to
the
economic
economic
needs
that
businesses
have
raised
in
these
sessions.
So,
following
following
on
for
some
of
the
intelligence
in
terms
of
cyc
support
and
partner
support,
we've
helped
businesses
reopen
by
issuing
business
packs.
We've
extended
foot
streets
we've
also
installed
visible
signage
over
the
summer.
C
Of
course,
across
the
various
sector
groups,
representation
from
business
and
the
quality
of
intelligence
has
varied
and
therefore
moving
forwards.
We
do
propose
that
perhaps
some
of
the
sector
groups
that
we
have
currently
operational
at
the
moment
may
be
should
be
replaced
by
additional
networks
that
meet
on
a
regular
basis
and
perhaps
that's
the
duplication
of
efforts
or
even
we
engage
with
those
businesses
in
a
different
way.
C
So
it
is
important
that
we
that
we
continue
that
approach.
So,
therefore,
I
am
proposing
in
the
report
that
we
are,
we
do
seem
to
be
creative
in
continuing
engagement
in
the
short
term
through
the
approach,
and
that
might
require
us
to
think
about
engaging
with
businesses
in
in
different
manners,
so
maybe
using
email
communication
rather
than
trying
to
pull
together
12
sector
groups
moving
forwards.
C
We
do
want
to
use
that
communication
method,
an
engagement
method
to
engage
with
businesses
on
the
council's
forthcoming
economic
strategy.
Also,
the
skills
work
that
our
colleagues
are
doing
and
as
well
as
all
the
strategic
matters
that
are
important
to
the
council
and
the
city,
and
therefore
this
is
why,
in
the
report,
we
asked
to
kind
of
to
continue
basically
the
sector
maintainable
approach
that
we've
set
out
over
the
last
eight
months
and
there's
clear
benefits
to
be
had
from
that,
as
you
can
see
in
the
report.
C
A
You
having
participated
in
some
of
the
sector
round
tables.
I
can
see
the
importance
of
active
engagement
with
a
wide
range
of
businesses
and
having
different
sectors
at
different
round
tables
has
enabled
a
more
structured
debate
tailored
to
the
companies
who
are
who
are
there,
and
I
think
it's
important
that
there
is
full
engagement
with
the
executive.
A
The
next
report
should
include
the
work
that
is,
that
has
been
done
to
respond
to
these
requests.
I
appreciate
that,
certainly
with
the
city
center.
There
are
a
lot
of
very
quick
decisions
made
in
terms
of
traffic
orders
in
terms
of
licenses
and
in
terms
of
mechanisms
over
the
summer
to
keep
businesses
running
and
utilize
public
space,
but
there's
now
longer
term
issues
that
we
would
be
looking
at
to
facilitate
recovery.
A
D
A
Yeah
as
well
and
and
and
we're
much
closer
working
with
networks
like
the
federation,
small
businesses,
chamber
of
commerce
market,
your
bid,
retail
forum.
So
I
think
that
that's
that's
been
an
advantage
to
the
city
that
information
has
been
shared
and
that
there
has
been
the
opportunity
to
look
at
policy
changes
that
that
could
facilitate
that.
A
So
I
appreciate
that
there's
significant
references
on
the
chamber
of
commerce
website
and
make
it
york's
website
in
terms
of
support,
because
a
lot
of
the
a
lot
of
the
issues
will
be
in
terms
of
form
filling
and
making
sure
that
goods
can
get
in
and
out
of
the
country
alex.
Do
you
have
any
follow-up
work,
that's
being
done
in
relation
to
the
situation?
C
They
have
been
given
funding
from
base
to
employ
one-to-one
advisors
to
work
with
businesses
on
the
various
aspects
that
you
just
highlighted:
council,
wallace,
so
understanding
how
brexit
impacts
their
business,
but
also
helping
with
some
of
the
form-filling
around
getting
goods
in
and
out
of
the
country.
So
I
have
been
told
that
the
lab
have
had
their
budget
doubled
for
eu
exit
and
they're
looking
to
bring
on
stream
five
or
six
advisors,
in
addition
to,
what's
already
provided
by
dit,
to
support
businesses
on
the
grounds
so
hopefully,
moving
forwards.
C
York
should
have
its
fair
share
of
that
of
their
support
on
the
ground
to
help
businesses
deal
with
the
impacts
of
brexit
and
that's
a
lot
more
support
than
we've
ever
had
to
deal
with
eu
exit.
So
I'm
optimistic
there
in
terms
of
support
being
available
to
businesses
in
the
city.
Beyond
just
information
on
websites.
A
It
is
utterly
vital
that
businesses
are
not
impeded
with
the
changes
that
will
be
happening
after
the
31st
of
december,
so
if
that
could
be
included,
I'd
like
regular
updates
and
if
that
could
be
included
in
the
quarterly
economic
updates,
that's
important
and
and
to
demonstrate
that
we're
getting
our
fair
share.
So
with
those
additions
to
the
recommendations
happy
to
approve,
brings
us
on
to
item
four.
D
Thank
you
councilor.
So
this
is
our
paper
on
york's
approach
to
inward
investment,
which
does
a
number
of
things
it.
It's
a
general
paper
around
inward
investment,
what
it
is
and
what
it
isn't.
It
talks
specifically
about
the
work
that
we
are
beginning
with
partners
around
the
city
to
develop
our
both
our
approach
in
terms
of
our
partnership
working,
but
also
our
prospectus
as
a
city
and
the
way
that
we
reach
out
to
the
world.
D
D
It's
not
the
only
tool
and
working
with
businesses
that
want
to
come
to
york
is
as
important
as
it
is
to
work
with
businesses
that
are
here
already
and
want
to
expand
our
speaker
at
the
start
of
the
meeting
highlighted
one
of
the
statistics
in
the
report
about
the
low
level
of
foreign
direct
investment
into
york
in
the
same
year
that
that
we
got
18
new
jobs
from
foreign
direct
investment.
There
are
about
a
thousand
jobs
added
to
the
economy
in
new
york,
so
it
just.
D
D
We
need,
however,
new
employment
at
all
levels
in
europe,
both
for
people
with
high
skills
and
qualifications,
but
also
for
those
who
who
haven't,
got
those
qualifications
but
have
got
a
great
talents
and
skills
to
bring
to
work,
and
we
need
jobs
across
the
economy.
We
also
need
to
be
very
mindful
of
the
need
to
grow
more
green
jobs
in
our
city
to
match
our
aspirations
more.
D
Thinking
about
inward
investment,
it's
it's
useful
to
think
at
least
in
two
ways
around
it
I'll
say:
one
is
around
foreign
direct
investment.
So
that's
some
overseas
companies
either
coming
to
invest
new
in
the
uk
or
coming
to
buy
businesses
over
here
and
begin
their
begin.
Their
approach
to
to
working
in
the
uk
economy,
we've
highlighted
I'll,
say
some
of
the
statistics
and
shown.
D
Actually
it's
been
quite
difficult
for
a
city
of
the
size
of
europe
to
really
get
its
voice
heard
in
a
what
is
typically
a
reactive
response
to
foreign
direct
investment.
It
tends
to
filter
down
to
us
through
government,
through
our
regional
local
enterprise
partnership
to
us
that
somebody
is
looking
for
a
site
and
we
respond
to
that
and
we
hope
that
york
is
successful
in
in
such
a
pitch.
D
D
If
you,
if
you
keep
your
approach,
simply
reactive,
we're
talking
about
in
the
paper
about
how
we
want
to
be
more
proactive
in
our
approach
and
we
want
to
reach
out
us
actually
was
outlined
in
our
master
brief
briefed
to
the
master
developers
of
york
central
over
a
year
ago.
In
terms
of
the
approach,
what
we
should
take
in
terms
of
the
kind
of
sectors
and
also
the
kind
of
scale
of
businesses
that
we
are
looking
for.
D
Some
of
the
what
we
talked
around
about
a
year
ago
has
moved
on
in
terms
of
how
we
are
all
working
differently
now
in
in
the
pandemic,
and
a
lot
of
thinking
going
on
at
the
moment
around
how
important
are
large
offices
in
cities
and
how
can
more
remote,
working
and
indeed
more
satellite
offices
support
businesses.
Those
are
all
great
opportunities
for
york
and
ones
that
we
would
really
like
to
capitalise
on
of
the
point.
Key
things.
D
I'd
like
to
highlight
in
this
report
is
the
list
at
paragraph
24,
which
comes
from
ey's
uk
attractiveness
survey.
They
they
talk
to
inward
investors
and
and
talk
to
them
about
the
kind
of
things
that
are
really
important
in
the
places
that
they
choose
to
invest
in,
and
it
highlights
the
importance
of
transport
and
digital
infrastructure,
of
skills,
of
the
availability
of
other
business
partners
and
suppliers.
D
Local
labor
costs
such
like
there's
a
list
of
10
things
there
and
what
stands
out
to
me
really
strongly
from
that
list
is
just
how
many
of
those
things
that
are
important
to
investors
are
actually
things
that
are
things
that
the
council
does
things
that
we
are
involved
in.
But
perhaps
we
haven't
been
thinking
as
clearly
as
we
might
be
about
how
we
might
align
all
of
those
things
to
attracting
businesses
and
attracting
business
growth.
D
It's
really
important
happen
within
the
council,
a
and
as
quickly
as
possible.
So
we
recognize
we
need
to
increase
the
scope
of
what
we're
doing
inside
the
council
to
add
to
the
work
that
they
make.
Europe
have
been
doing
around
promoting
the
city
and
in
terms
of
how
we
promote
the
city,
we
are
also
suggesting
we
need
to
develop
something
which
is
much
closer
to
an
inward
investment
prospectus
for
businesses
that
want
to
come
here
and
expand
that
can
begin
to
set
out
some
of
those.
D
You
know
the
80
of
anyone's
proposal,
which
are
going
to
be
in
common
across
the
way
they
do
things.
So
we
want
to
develop
that
prospectus.
We
want
to
continue
to
develop
the
partnerships
that
we've
talked
about
in
in
the
paper,
and
that
involves
working
yes
with
national
and
regional
government,
but
also
with
other
partners
in
new
york,
such
as
ferrous
science,
such
as
the
universities,
our
colleagues
that
make
it
york,
and
indeed
the
business
community
and
the
developer
community.
D
We
see
a
model
which
basically
has
making
your
promoting
the
city
and
dealing
doing
a
lot
of
the
the
the
the
more
visible
work
around
inward
investment
ourselves.
Supporting
that,
in
terms
of
the
background
work
that
needs
doing,
the
education
system
has
a
really
strong
part
to
play
in
terms
of
developing
the
talent
and
supporting
lifelong.
A
Recovery
of
of
the
city,
I
think
in
in
response
to
some
of
the
comments
that
were
made
clearly
a
hard
brexit
or
the
threat
of
it
has
been
a
significant
cooling
effect
on
foreign
investment
within
the
uk.
Why
would
you,
as
a
foreign
company,
invest
in
a
nation
where
you
do
not
know
the
trade
agreements
going
forward
and
therefore
having
certainty
has
been
absent
in
respect
to
what
an
organization
could
do
after
the
31st
of
december
and
equally
uncertainty
over
york?
A
A
I
see
that
there
has
been
a
piggy
backing
of
the
canadian
eu
trade
agreements
for
some
time
to
buy
a
bit
of
time
for
negotiations,
recognizing
that
that
trade
agreement
had
taken
seven
years
to
implement
and
one
can't
help
but
feel
there's
been
a
dose
of
reality
following
the
change
of
administration
in
the
united
states,
which
even
the
white
house
has
had
to
concede
overnight,
that
donald
trump
lost
the
election.
Therefore,
there
is
a
reality
check
being
implemented
there.
A
So
I
think
it's
important
that
this
this
work
is
implemented
and
that
there
are
regular
updates
contained
within
the
quarterly
economic
report
to
show
what
is
being
done,
and
there
are
lots
of
links
that
I'm
following
up
to
encourage
people
to
see
york
as
an
area
for
investment.
We
want
long-term
investment,
we
don't
want
those
foreign
investors
that
dip
in
and
out
of
of
cities
trying
to
get
in
enhancements
just
to
run
off
to
another
location
when
the
time
suits.
A
We
need
consistent
investment
and,
as
I
said
earlier,
that
fits
with
the
strengths
of
the
city
and
recognizes
that
we
have
particular
specialisms
that
we
want
to
be
known
internationally
for
for
having.
So.
Thank
you
very
much
for
that
report
and
I
agree
the
recommendations
with
the
additions
that
I've
detailed.
F
G
I'll
hand
over
to
alison
in
a
few
minutes
just
to
give
the
context
of
this
paper.
This
paper
outlines
a
strategy
to
ensure
that
there's
a
way
of
transferring
unallocated
levy
funding
from
city
of
york
council
to
support
apprenticeship
activity
in
the
sma
public
sector
and
voluntary
and
community
sector
in
the
city.
G
This
would
be
a
proposal
that
we
transferred
a
maxima
up
to
a
maximum
of
20
percent
of
unallocated
city
of
york,
council
apprenticeship
levy
to
ensure
that
it's
supporting
apprenticeship
activity
in
in
the
city
that
that
means
that
the
unallocated
levy
is
not
lost
and
that
it's
actually
encouraging
smes
and
the
community
involuntary
sector
to
consider
the
use
of
apprenticeships
as
part
of
their
staffing.
Compliments
by
helping
them
to
cover
the
five
percent
training
costs.
G
One
of
the
things
that
we
have
seen
over
time
is
a
gradual
growth
in
the
internal
use
of
the
apprenticeship
levy
by
teams
within
city
of
york
council
that,
unfortunately,
was
impacted
by
the
response
to
kovid
19
and
our
internal
city
of
york.
Council
apprenticeship
task
group
continues
to
work
with
managers
internally
to
both
encourage
the
benefits
of
taking
on
new
apprenticeships
apprentices,
but
also
using
it
to
train
existing
workforce.
F
Yes,
thank
you
and
I
think,
really
just
to
say
that
what
we're
talking
about
here
is
unallocated,
so
levy
becomes
unused
at
that
two-year
point
when
it
goes
back
to
government.
So
we're
trying
to
be
proactive
here,
forecasting
that
we're
not
you
know
we're
not
going
to
spend
and
utilize
all
that
we
can,
not
least
because
of
covert
and
the
reasons
that
maxine's
outlined.
F
But
actually
we
can
try
and
actively
promote
that
to
smes
in
the
right
space
at
this
moment
in
time
as
apprenticeships
in
the
city,
starting
to
pick
up
in
some
sectors,
low
volume.
But
we
can
help
to
support
that,
particularly
in
line
with
kind
of
the
national
and
government-funded
initiatives
that
are
coming
on
stream.
F
Equally,
I
won't
go
into
all
the
technicalities,
but
it
does
open
up
the
provider
market
for
those
smes
as
well,
and
it
helps
to
support
the
providers
that
may
or
may
not
have
had
an
impact
of
coved
recently.
So
we've
got
those
networks
and
what
we
can
actually
do
is
is
through
that.
There
is
then
potential
that,
through
the
council's
own
delivery
in
terms
of
apprenticeship
strategy
working
with
other
businesses
in
the
city,
we
can
then
work
with
those
providers
that
potentially
we
can
help
to
influence
some
of
that
provision
on
the
ground.
F
H
A
I
Well,
just
when
you
you're
ready
counselor,
I
mean
I
just
would
like
alison
and
potentially
maxine
just
to
talk
the
through
through
the
actual
restrictions
on
the
spend,
because
it's
not
actually
just
general
spend
on
skills
and
training,
which
I
think
the
assertion
was
right.
Money
has
had
to
go
back
and
we've
not
spent
it
on
skills
and
training.
It's
been
okay,
just
to
explain
how
it
was
very
restricted
at
the
start,
whilst
there's
been
on
on
an
unfettering,
it
still
continues
to
be
very
restrictive.
G
G
G
You
still
have
to
take
to
have
sufficient
funding
to
be
able
to
engage
new
apprentices
and
to
support
them
throughout
their
apprenticeship
program.
So
you
have
the
full
salary
costs
which
you
can't
take
from
the
levy,
and
you
also
obviously
have
to
have
the
opportunities
through
the
the
various
apprenticeship
standards
and
frameworks
available
to
be
able
to
access
things
which
are
valid
for
the
existing
workforce.
G
Some
local
authorities
have
attempted
to
address
that
by
putting
people
through
expensive
masters
level
courses,
so
there
some
local
authorities
have
a
a
blanket
training
program
around
all
managements
accessing,
for
example,
masters
level
level.
Seven
apprentices,
apprenticeship
programs
that
is
now
being
discouraged
by
central
government
that
approach,
and
so
what
we've
been
doing
very
carefully
is
publicizing
genuine
opportunities
within
city
of
york,
council
for
managers
to
provide
opportunities
to
upskill,
staff,
around
priorities
linked
to
the
development
of
teams.
G
Existing
teams
within
city
of
york,
council
and
we've
been
trying
to
maximize
those
opportunities
at
a
time.
Obviously,
when
the
size
of
the
workforce
internally
has
been
declining,
so
we've
still
been
seeing
a
growth
in
apprenticeship
activity
in
cyc
when
the
number's
actually
working
for
cyc
have
been
declining
over
time.
So
we
we,
you
could
say,
we've
been
using
every
opportunity
to
maximize
our
use
of
the
levy.
G
What
we
are
recognising,
though,
is,
I
think,
we've
got
a
social
responsibility
as
a
council
to
also
look
at
the
way
in
which
we
can
use
an
allocated
levy
to
promote
the
apprenticeship
routes
across
the
city,
particularly
for
those
smaller
businesses
that
actually
find
apprenticeships
quite
a
difficult
route.
There
are
complexities.
You
know,
you've
got
to
be
able
to
have
sufficient
of
infrastructure
to
be
able
to
support
apprenticeships
apprentices
within
your
organization,
so
there
does
have
to
be
someone
who
can
be
a
mentor
for
the
apprentice.
G
E
Yeah,
I
think
that
the
the
word
navigate.
There
is
quite
an
important
one
that
maxine
just
used,
because
it
you
do
need
a
mapper
compass
and
a
gis
system
to
be
able
to
navigate
your
way
through
this
one,
and
we
are
not
the
only
city
partner
who
has
really
struggled
to
make
the
use
of
their
of
their
own
allocations.
Even
for
educational
institutions
across
the
city,
they
themselves
have
struggled
to
be
able
to
spend
their
allocated
levy.
A
Right,
okay.
So
from
that
information
and
from
the
the
report-
and
I
thought
paragraph
9
detailing
the
different
new
funding
streams,
which
was
discussed
during
business
week
on
the
tuesday
morning,
where
we
had
an
entire
morning
dedicated
to
skills
and
apprenticeship
and
training,
there
was
a
lot
of
information
there
and
it
was
helpful
to
talk
to
businesses
about
how
they
some
of
the
businesses
how
they
were
approaching
this.
A
So
I
think
what
would
be
helpful,
because
I'm
very
content
with
the
recommendations
there
is
to
include
an
additional
one
to
report
on
the
outcomes.
I
appreciate
that
you're
doing
everything
that
you
can
to
fully
utilize
that
as
city
of
york
council,
clearly,
we've
got
a
budget
process
to
go
through
and
therefore
there
are
some
key
decisions
about
staffing
levels.
A
So
I
think,
as
an
additional
recommendation,
five
that
there
are
regular
reports
on
the
outcomes
from
the
experience
of
the
apprenticeship
team,
so
that
we
can
identify
hurdles
that,
just
as
we
have
done
in
previous
items
today
in
pointing
out
where
businesses
were
not
getting
the
support
in
grants.
Equally,
there's
a
there's
a
need
to
to
point
out
where,
even
with
learning
about
a
an
individual
situation
of
a
company,
there's
there's
just
a
a
barrier.
A
G
A
H
Obviously
many
authorities
are
like
ourselves
that
we
have
section
106
obligations,
but
quite
a
lot
also
have
community
infrastructure
levies
where
monies
can
be
spent
on
a
whole
range
of
different
infrastructure
projects
and
for
those
authorities
the
reporting
arrangements
a
little
bit
more
complicated
than
they're
going
to
be
for
for
us,
so
we
don't
have
still.
We
just
have
section
106
planning
obligations,
which
are
obviously
reported
publicly
on
the
planning
committee
reports
go
before
planning
committee
and
the
subcommittee.
H
Obviously
each
of
those
documents
sets
out
what
the
obligations
are.
We
then,
during
the
course
of
the
year
capture
that
information
through
our
internal
audit
processes,
what
this
report
this
new
piece
of
legislation
requires
is
that
we
publish
an
annual
report
which
sets
out
the
overall
position
in
terms
of
section
106
obligations
where
we've
received
money
where
we've
spent
money
and
it
puts
it
in
the
public
arena,
it
would
be
subject
to
your
approval.
It
will
be
published
on
an
annual
basis.
H
H
Paragraph
17
on
page
54,
sets
out
the
the
details
of
what
it
is
that
it
covers
it's
the
things
you
would
expect,
really
where
there
are
monetary
contributions
required
from
developers
to
to
mitigate
against
the
adverse
impacts
that
their
developments
may
have,
and
in
some
cases
there
are
non-monetary
requirements.
So
things
like
children's
play,
areas
or
recreation
provision,
the
monetary
ones
are
quite
specific
generally
and
that's
unlike
sill,
so
we
have
very
specific
requirements
and
those
are
usually
set
out
in
the
planning
committee
reports.
H
The
report
that
we
will
produce,
I
think,
will
will
hopefully
be
fairly
easy
to
to
read
and
mark.
My
colleague
can
come
in.
I
think
in
some
cases
you
know
simple
spreadsheets
could
be
provided,
but
we
feel
we
probably
need
to
to
give
a
little
bit
more
information
for
the
for
the
reader
to
to
understand
what
it
is.
But
I
think
the
highlights
here
are
that
it
is
just
about
section
106
obligations
and
it
does
give
public
visibility
and
transparency
to
that
process.
For
anyone
and
everyone
who
is
is
interested
mark.
J
Of
the
report,
I
think
in
the
first
instance
within
the
sort
of
national
guidance.
That's
that's
been
produced
as
part
of
the
national
planning
practice
guidance.
There
is
a.
There
is
an
option
to
to
produce
this
information
in
in
three
sort
of
spreadsheets.
Now
one
advantage
to
that
is
the
fact
that
that
can
be
sort
of
then
interrogated
by
by
sort
of
spreadsheet
software
such
as
excel.
J
But
when
you
sort
of
look
at
them
in
it
for
the
purposes
of
reading
them
that
they're
not
very
reader
friendly
now
moving
forward
as
we
develop
sort
of
internal
monitoring
processes
and
things
we
might
get,
we
potentially
get
to
a
point
where
there's
more
flexibility
and
more
options
to
to
to
do
both.
But
our
our
intention
with
this
first
one
is
to
provide
a
a
sort
of
a
reader
friendly
report.
H
A
It
was
just
really
my
it's
just
really
in
relation
to
the
response
that
we
made
to
government
on
the
proposed
changes
to
planning
law,
and
you
know
we,
we
may
not
see
section
106
for
very
much
longer
if
government
changes.
So
it's
really
wondering
how
getting
people
used
to
a
visible
system
that
that
visibility
can
be
maintained
through
whatever
changes
happen
with
the
planning.
I.
H
Think
castle
wallace
was
probably
the
intention
of
this.
These
regulations
to
to
give
visibility,
particularly
to
community
infrastructure
levy,
where
authorities
have
greater
scope
to
spend
money
on
a
whole
range
of
infrastructure
projects.
Clearly
with
section
106
obligations,
they
are
generally
very
specific.
H
So
the
audit
trail
is
quite
easy
to
understand,
and
people
can
see
from
planning
committee
reports
through
to
things
that
happen
on
the
ground.
What
hap,
where
the
money
has
gone,
there's
been
no
no
indication
in
the
planning
reforms
that
the
visibility
on
these
things
would
change,
but
clearly
the
future
for
seal
on
106,
perhaps
he's
a
little
uncertain.
A
I
think
that's
something
to
keep
our
eye
on,
but
I
think
this
is
a
positive
step
forward.
I'm
conscious
that
it
has
been
raised
the
number
of
committee
meetings
over
the
years
and
that
it
will
answer
a
lot
of
of
questions
that
people
raise
and
therefore
it
then
enables
us
to
focus
on
what
do
we
do
with
that
resource
in
that
to
enhance
provision
in
the
local
communities
across
the
city.
H
You're,
quite
right
and
and
in
my
introduction
and
becky,
I
think
possibly
missed
that.
I
said
that
you
know
the
section.
106
obligations
are
required
for
planning
purpose
to
mitigate
the
otherwise
adverse
impacts
that
developments
can
have,
so
they
have
they're
very
important
in
the
whole
sort
of
planning
system
and
and
sit
with
not
only
the
details
of
the
schemes
which
are
considered
by
by
members
and
committees.