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From YouTube: Leeds City Council - Executive Board - 16th March 2022
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A
Good
afternoon
everybody
and
welcome
to
the
march
meeting
of
leeds
council
executive
board,
I'd
like
to
welcome
students
from
leeds
back
at
university.
Who've
come
to
see
as
a
journalism,
students
well
make
sure
we
speak
very
slowly,
so
you
can
keep
up
with
your
shorthand
for
our
for
our
deliberations
this
after
deliberations
this
afternoon.
So
welcome
everybody
and
I'll
move
on
to
the
agenda.
So
do
we
have
any
appeals
against
refusal
of
inspection
of
documents?
A
Please,
thanks,
chair
to
confirm,
there's
been
no
appeals
received
for
today's
meeting
item
slipped
on
the
screen
item,
two
any
items
for
exclusion
of
the
press
and
public
no
chat
to
confirm,
there's
no
information
on
the
agenda
which
is
designated
as
being
exempt
from
publication.
Thank
you
any
late
items,
please!
A
Thank
you.
Are
there
any
declarations
of
interest
from
the
board?
I
don't
see
any
move
on
to
item
five
and
the
minutes
of
the
february
meeting.
Are
we
all
happy
with
those
I
take
it?
We
all
are
that's
great,
we'll
move
on
to
the
first
item,
which
is
the
one
that
we
have
the
addendum
for,
which
is
energy
costs
and
purchasing
strategy.
Please
counselor
hayden.
C
Thank
you
very
much
leader,
so
I
think
we're
all
very
aware
of
the
volatile
and
fluctuating
market
when
it
comes
to
energy
prices
at
the
moment,
and
this
paper
asks
seeks
approval
for
amendments
for
the
council's
existing
energy
purchasing
strategy.
In
order
that
we
manage
the
risks
that
are
in
the
market
as
a
most
effectively.
C
I'm
really
proud
of
the
way
that
the
council's
approach
to
to
energy
as
part
of
our
decarbonisation
and
also
and
tackling
fuel
poverty,
as
well
through
the
district
heating
network,
which
means
that
this
building
that
we're
sitting
in
at
the
moment
is
65
cheaper
because
it
is
heated
by
the
the
district
heating
network
from
our
incinerator,
which
is
on
the
edge
of
our
ward,
myself
and
council
cooper's
world.
C
So
it's
also
our
electric
the
decision
taken
a
few
years
ago
for
fleet
of
vans
and
cars
to
go
electric,
which
means
that
petrol
prices
affect
us
much
much
less
as
a
council
and
and
strategies
such
as
led
lighting
and
for
our
street
lights,
which
means
that
they
are,
you
know
it's
reducing
costs,
which
means
that
we
are
not
as
affected
by
the
price
rises.
As
we
otherwise
would
have
been,
that's
not
to
say
that
we
aren't
that
we
are
complacent.
C
We
are
very,
very
concerned
and
wish
to
manage
the
risks
and
the
rising
prices
and
the
fluctuating
prices
as
effectively
as
possible.
So
I'll
leave
it.
There.
D
Yes,
I'm
glad
you
added
the
last
bit
council
hayden,
because
I
wouldn't
like
anyone
to
go
away
believing
that
we're
in
a
bubble
here
and
that
we
won't
be
drastically
affected
and
the
fact
that
electricity
prices
are
likely
to
be
going
up
equally
as
much
as
gas
will
not
save
us
with
our
fleet
of
electric
vehicles
from
the
impact
before
councillor
goldman
mentions
it.
D
I
I
would
like
to
know
about
payback
time
on
led
because
it
seems
to
me
the
payback
time
on
the
conversion
to
led
has
now
gone
down
to
virtually
zero.
It
pays
for
itself
almost
immediately
and
it's
a
good
job.
We
started
when
we
did,
and
some
would
say
we
should
have
started
a
bit
earlier.
D
But
my
main
point
is
this,
and-
and
it's
easy
to
second-guess-
and
you
can't
second-guess-
and
I
wouldn't
be-
I'm
envious
of
any
council
officer
who
has
to
deal
with
the
decisions
on
future
purchasing
of
energy
supplies,
because
it
is
very,
very
difficult
and
some
of
the
best
mines
in
the
country
are
going
to
be
solely
taxed
by
the
decision
on
buying
forward
we're
buying
where
we're
buying
it
from.
D
E
E
D
With
the
fluctuating
prices
outside
and
the
turmoil
in
the
world
situation,
prices
could
drop
like
a
stone
now
they
might
not,
but
they
might.
If
we
forward
bought
until
october,
then
we'll
be
buying
at
above
market
price.
So
what
sort
of
controls
have
we
got
chief
executive,
I
suppose
really
across
the
authority
to
to
to
unify
and
make
sure
we're
not
working
in
silos
when
it
comes
to
purchasing
energy
on
the
floor
on
any
sort
of
basis,
never
mind
forward
or
backward,
but
on
any
sort
of
basis?
A
F
Yeah,
so
polly's
team
buys
the
energy
across
the
piece
for
the
whole
of
the
authorities,
so
there
isn't
any
working
silos
in
that
in
that
regard,
and
also
councilor
carter.
If
you
look
on
table
three
on
the
back
of
the
supplementary
paper
that
you've
been
you've
been
given
today,
there
is
actually
a
chart
there
which,
on
the
on
the
very
back
page
you'll,
see
that
I
think
I'm
just
looking
at
council
golden
he's.
Looking
at
the
wrong
page,
actually,
two
and
one
over
captain
on
the
very
back.
F
That
shows
you
what
proportion
we
bought
in
advance.
So
you
can
see
the
for
this
summer.
We've
bought
that
well
in
advance
before
the
price
hike
price
hike,
so
we're
actually
well
in
for
this
summer,
but
you
can
see
that
in
the
winter
we've
only
purchased
around
about
two-thirds
of
our
energy
in
advance.
So
we
are
more
exposed
to
the
current
prices,
which
is
why
the
paper
is
indicating
a
potential
10
million
increase.
F
Because
of
that,
just
that
that
that
third,
which
we
have
to
purchase
and
then,
if
you
look
further
forward
into
25,
there
is
no
purchasing
at
that
through.
F
In
those
periods,
which
is
why
the
paper
is
bringing
forward
a
strategy
which
enables
us
to
buy
further
forward
you're
right
to
say,
we
can't
predict,
we
do
try
to
take
the
best
advice,
obviously
from
energy
specialists,
but
in
the
circumstances,
what
you
would
try
to
achieve
is
a
bit
of
a
balance
between
forward
bought
and
in
and
and
on
the
day
purchasing,
so
to
kind
of
spread
your
risk
so
that
if
we,
if
we
are
to
get
it
wrong,
then
what
what
at
least
one
element
actually
cushions
you
the
effect
of
another.
F
F
H
Yeah,
it's
a
question
around
energy
security
chair.
As
you
know,
our
group
has
been
a
little
bit
fundamentalist
when
it
comes
to
looking
at
anaerobic
digestion
as
an
opportunity
for
generating
our
own
power
and
therefore
having
some
control
of
costs.
But
we
do
appreciate
that's
at
quite
a
small
scale
compared
to
the
level
of
energy
that
the
council
needs
to
secure.
H
But
what
is
the
longer
term
plan
for
the
council
to
generate
a
greater
degree
of
its
own
energy
and
I'm
wondering
if,
if
there
is
any
incentive
at
all,
because
we're
looking
to
the
prime
minister
and
government
to
to
lead
on
our
future
energy
security-
and
I
know
he's
gone
to
saudi
arabia
today
and
that's
very
controversial
and
it'll-
be
good
to
know
that
local
authorities
are
being
empowered
to
power
themselves.
H
And
I
just
wonder
if,
if
there's
any
lack
of
incentive,
because
I
I
saw
a
domestic
producer
of
energy
comment-
that
their
the
cost
of
the
electricity
they
purchased
from
their
supplier
has
gone
up
by
a
significant
percentage,
but
the
fee
that
that
same
supplier
pays
them
for
their
excess
energy
that
they
pursue,
that
they
produce
through
their
photovoltaics,
hasn't
gone
up
at
all.
And
I
just
wonder
if
if
we
could
have
a
greater
incentive
to
produce
our
own
energy,
that
would
be
really
helpful
for
us.
A
Thank
you,
council
god.
I
don't
know
if
it
was
when
you
were
coming
in
late,
but
council
hayden
was
explaining
this
building's
now
heated
by
our
own
by
energy,
from
our
own
generation
source.
So
and
obviously
the
hot
air
created
by
the
lib
dem
group
does
add
to
that
as
well.
So
we,
I
remember,
putting
out
leaflets
saying
so
councillor
hayden.
Would
you
like
to
come
back
in
please.
C
I
think
the
greatest
incentive
into
producing
our
own
is
the
climate
emergency
and
I
don't
think
we
need
any
greater
incentive
to
producing
our
own
and
we're
very,
I
know,
polly
and
our
team
are
looking
at
all
kinds
of
ways
of
utilizing
whatever
we
can
in
order
to
make
our
own
energy
and
energy
security,
and
the
cost
of
it
is
a
much
needed
and
added
incentive.
But
we
have
a
climate
emergency
as
well
which
which
drives
us
in
terms
of
energy
production.
C
I'd
also
like
to
say
that
we
are
very
lucky
in
leads
that
we
have
one
of
the
best
minds
in
the
country
looking
after
our
energy,
and
that
is
polly
cook.
She
frightens
me
quite
a
lot,
but
she
is
one
of
the
best
minds
in
the
country.
E
Think
they're
all
really
personal
points
that
have
been
raised,
and
I
I
is
that
it
is
a
heck
of
a
challenge
to
make
these
judgments,
and
you
know
in
a
year's
time
we'll
look
back
and
you
know
some
of
it
will
have
been
below
the
line
and
some
of
it
will
be
above
the
line
and
it'll
be
you
know.
I
think
that
risk-based
approach
is
the
right
thing
to
do.
I
also
think
the
the
question
about
avoiding
silos
is
important,
we're
not
the
only
ones
with
silos,
of
course
and
whitehall.
E
If
you
think
about
the
impact
of
this
on
on
the
city,
you
know
on
people
generally.
This
is
a
this
is
a
comment
about
whoever
was
in
government
nationally,
because
this
is
the
way
the
white
hole
organizes
itself.
You
know,
there's
the
treasury.
Looking
at
the
tax
incentive
system,
you've
got
dec
the
energy
department.
Looking
at
this
issue,
particularly
about
supply,
you've
got
bays
with
the
potential.
E
You
know,
job
opportunities
and
the
local
developments,
and
then
you've
got
dl
uhc
in
terms
of
our
parent
department
and
some
of
the
some
of
the
waste
issues
as
well.
There's
probably
actually
is
death
for
a
waste
yeah,
so
there's
even
five.
I
I
think
other
councils
may
well
be
hit
harder
than
us,
because
some
may
not
be
having
this
approach
of
forward
by
and
some
may
not
have.
E
You
know
the
the
whole
council
approach,
so
I
I
think
we
we
have
some
common
cause
here
and
I
think
there
is
a
conversation.
That's
going
to
be
needed
with
government
about
just
how
we
deal
with
these
these
increases,
because,
if
you
think
about
the
numbers
we're
talking
about,
it
could
be
as
significant
as
you
know,
double
figures
well
into
double
figures
for
us
going
into
the
future
and
and
and
when
you
add
that
up
for
the
sector
as
a
whole,
it's
very
significant.
E
So
I
think
we
need
to
have
dialogue
at
a
national
level
and
we've
started
that
with
the
civil
service
and
we'll
keep
you
know,
we
can
keep
members
updated
about
how
that
goes.
F
Yeah,
just
a
couple
of
things
just
on
ken
scott's,
the
point
about
security,
there's,
probably
three
things
which
we
can
do.
One
is
actually
reducing
our
reliance
on
energy,
and
you
know
the
investment
we
make
which
council
hayden
has
already
referred
to,
but
as
carter
was
indicating
some
of
the
metrics
around
that
will
also
change
so
things
which
might
have
been
unaffordable
a
couple
of
years
ago
may
now
be
affordable.
So
we
can
look
at
that
through
capital,
but
the
other
two.
F
There
are
clearly
schemes
which
we
already
pursue
around
energy
generation,
so
many
of
our
buildings
are
getting
getting
solar
as
part
of
their
their
reverb,
and
we
are
looking
at
potential
schemes
around
solar
farms
within
district
and
then
the
third
area
is
actually
then
maybe
what
we
can
do
to
actually
invest
in
renewables
nationally,
so
not
necessarily
with
us,
but
one
of
the
things
which
was
brought
to
the
executive
board
as
part
of
the
climate
change
work
was
our
investment
in
in
companies
from
whom
we
would
then
buy
electricity,
so
that
that
helps
stimulate
the
the
market
actually
improves
renewables
within
this
country,
which
helps
us
on
the
climate
change
carbon
front,
but
also
actually
increases
resilience
and
reliability
as
well.
A
Thank
you,
neil.
I
will
draw
that
to
a
close
and
go
to
the
recommendations
on
page
26.
Is
everybody
on
the
board
happy
with
those
recommendations?
A
Thank
you.
Those
are
approved
and
we
move
on
to
the
item
in
my
portfolio,
which
is
the
covered
19
update.
A
A
This
report
covers
a
large
number
of
areas.
The
ones
are
particularly
pick
up.
Is
we
have
drawn
down
a
lot
of
our
covered
responses,
so
the
strategic
gold
group
is
no
longer
meeting
and
we
are
seeing
services
return
to
business
as
usual.
I
think
it's
important
saying
that's
reflect,
there's
still
huge
pressure
on
the
health
and
social
care
sectors
as
well
as,
although
the
restrictions
on
day-to-day
life
have
been
withdrawn,
we
know
there's
still
huge
pressures
on
on
on
health
and
social
care
in
the
city.
A
The
report
sets
out
again
the
update
on
the
response
and
recovery
plan
and
we'll
be
looking
at
bringing
reducing
even
more
the
frequency
of
these
reports,
but
likely
to
come
back
in
september
october
to
look
at
winter
planning
in
health
and
and
social
care
and
see
what
the
position
is
there.
So
I'll
leave
it
there
and
see.
If
there's
any
questions
or
comments,
please.
D
All
right
could
someone
update
me
please
on
getting
staff
back
to
work,
particularly
younger
members
of
staff,
who
managed
to
have
been
with
us
for
hugely
long
period
of
time
back
into
working
in
the
office
where
they
are
with
other
members
of
staff
and
can
engage
face
to
face
and
I'd
like
an
update
on
that?
Please.
F
Yes,
so
the
the
the
strategy
which
we're
taking
is
to
now
be
actively
encouraging
staff
back
to
the
office
using
sort
of
patterns
which
we
were
had
established
pre-omicron
so
that
that
that
is
taking
place
at
the
moment.
But
I
think
we
we're
also
recognizing
that
things
have
changed.
We
won't
be
going
back
to
2019,
so
we
will
be
using
the
period
between
now
and
the
end
of
may
as
a
period
where
we
consult
with
staff
about
what
is
working
for
them.
F
What's
worked
at
home,
what's
worked
in
the
office,
but
we
also
look
at
all
the
evidence,
qualitative
evidence
what
members
opinions
are.
What
members
of
public
opinions
are,
what
what
the
evidence
is
telling
us
in
terms
of
productivity,
to
kind
of
come
up
with
what
we've
then
considered
to
be
the
best
blend
going
going
forward,
and
we
would
envisage
in
most
cases
that
being
some
form
of
hybrid
solution
and
then
the
intention,
then,
is
from
from
june
onwards
to
actually
implement
that
that
model.
F
I
think
we
do
actually
have
to
recognize,
and
I
think
a
number
of
companies
have
fallen
foul
of
this-
that
we
do
need
to
take
staff
with
us.
There's
been
a
lot
of
good
will
through
through
this
period
and
setting
you
know
short
ultimatums
when
people
have
actually
got
into
very
different
arrangements
over
the
last
couple
of
years
can
be
counterproductive,
but
I
think
we
can.
F
I've
almost
always
found
the
benefit
of
coming
back
into
the
office
and
actually
enjoyed
working
with
staff,
and-
and
I
agree
with
you-
cascart
one
of
the
things
which
I
think
we
do
have
to
be
mindful
of
is
younger
staff
and
their
career
development,
and
clearly
we
need
to
make
sure
that
they
are
getting
the
exposure
and
support
that
they
need
to
develop.
D
I
I'm
more
perturbed.
I
accept
entirely
that
there
are
a
number
of
office
jobs
which
com
can
be
quite
adequately
done
remotely,
but
there
are
a
number
of
particularly
visits
to
constituents,
a
whole
range
of
things
that
can
be
undertaken
and
should
be
undertaken
and
the
needs,
I
think,
to
be
some
fairly
critical
focus
given
to
that
to
make
sure
that
the
services
we
provide
to
our
constituents,
which
might
even
which
involve
a
visit
to
a
particular
establishment,
starts
to
be
properly
put
back
together
again.
F
The
the
certain
the
the
signal
which
we've
sent
consistently
for
for
quite
some
time
really
since
start
2021,
is
that
services
should
not
be
compromised
by
any
coveted
restrictions
and,
as
as
we
all
know,
thousands
of
staff
have
worked
day
in
day
out
on
the
front
line
throughout
the
period.
But
but
it's
certainly
true
that
if
any
task
needs
to
be
done
in
person,
it
should
be
being
done
in
person.
F
I
think
where
there's
a
more
nuanced
issue
in
a
way
is
sometimes
the
tasks
can
be
done
at
home,
but
what
you're
missing
is
teamwork
and
development
and
those
sorts
of
things,
and
it's
actually
working
out
what
sort
of
exposure
people
need
to
each
other
to
actually
form
a
good
team
which,
which
is
probably
the
biggest
kind
of
thing
to
consider
in
terms
of
how
much
time
people
need
to
spend
in
the
office.
But
so
when
people
need
to
be
doing
things
effectively
in
person,
they
should
be
doing
those
things
in
person
now.
A
Thank
you.
No
more
questions
on
the
report,
I'll
turn
to
the
recommendations
on
page
40
and
take
it.
Everybody
is
happy
with
those
so
we'll
move
on
to
item
8,
please,
council,
cooper.
I
We
are
forecasting
a
balanced
budget
at
the
end
of
the
year,
although
we're
still
dealing
with
a
number
of
covered
related
pressures
within
that
year,
I
think
we've
discussed
the
energy
prices
and
and
that
situation,
but
currently
that's
not
being
factored
into
this.
This
financial
report
and
just
to
alert
exec
board
members
that
the
council,
tax
and
business
rates
collection
is
behind
what
we'd
expect
it
to
have
been
before
the
pandemic.
I
D
Just
on
the
the
heating
costs
at
what
stage
will
you
start
factoring
them
in
and
can
we
make
sure
we
have
a
timely
report
on
what
we've
already
said
is
a
very
volatile
situation.
There
must
be
beginning
to
be
an
impact
on
the
council's
budget
for
this
coming
financial
year.
There
must
be
some
sort
of
impact,
and
I
think
executive
board
needs
to
all
executive
board
needs
to
know
exactly
what
that
impact
is
when
we
know
it.
So
some
reassurance.
A
Thank
you,
council,
carson
again.
The
purpose
of
the
monthly
update
on
our
budget
position
is
to
do
is
to
do
just
that
is
it
neil
ritter
would
like
to
come
in.
Please
kneel
please.
A
First
night,
I
did
okay,
richard
please,
I'm
just
going
to
say
chair
is
beginning
towards
the
end
of
the
financial
year
in
any
way,
it's
mid-march.
So
to
be
honest
in
the
next
four
weeks,
we've
got
a
pretty
good
idea.
What
the
what
the
implication
is
for
that,
and
obviously,
we've
also
got
as
referenced
in
the
report.
We
have
got
a
reserve
to
apply
as
well,
but
there's
potentially
a
pressure
pressure
there,
but
that
will
criticize
very
soon.
F
Sorry
on
the
broad
point
so
which
is
covered
off
this
year,
but
for
next
year
april
we
do
have
some
exposure,
so
we
can
report
that,
but
actually
through
the
summer
we're
actually
over
provided
for
actually
pre-board,
because
and
because
of
reductions
in
energy
use,
which
cash
hayden
referred
to,
we've
actually
got
some
servers.
I
And
absolutely
give
reassurance
that
I'm
sure
we'll
keep
discussing
this
at
every
executive
board
going
forward
not
just
under
the
financial
health
monitoring,
but
the
volatile
situation
in
terms
of
energy
supply
and
energy
prices
and
how
that
might
impact
on
us
as
well.
So
I'm
happy
to
give
that
reassurance.
Council
carter.
H
We've
got
some
really
useful
reporting
tools
in
in
this
report,
and
I
do
like
this,
although
I
have
to
say
it
shows
the
rag
rating
and
and
and
shows
the
amber
and
the
reds.
B
Initially,
I
mean,
I
think
yesterday,
that
on
many
of
the
lines
that
are
there
in
in
this
budget
action
plan,
the
savings
have
been
being
made
as
we've
gone
on
through
the
year,
but
we
we'll
be
we're
pulling
that
together
in
order
to
see
that
change
happen.
So
I'm
confident
on
a
lot
of
those
lines
that
are
in
this
particular
plan.
B
We
are
still
in
discussion
with
health
partners
on
contributions
around
placements.
But
again
those
conversations
have
been
progressing
positively
and
we're
in
live
discussions
with
us.
So
I'm
hopeful
for
some
more
positive
news
on
that
and
we
have
been
looking
at
consolidating
the
work
that
we've
been
doing
with
other
authorities
through
the
strengthening
families
program.
In
order
to
see
how
much
additional
income
we
can
bring
in
and
that's
looking
positive
as
well.
I
Yeah,
can
I
just
add
to
what
sal
said
and
and
like
mentioned,
when
I
introduced
report
it's
month,
10
of
of
the
years
reporting,
so
we've
still
got
two
months
to
go
and
there
are
there
is
always,
you
know,
a
a
a
a
a
time,
a
period
when
you're
coming
up
to
the
end
of
the
year
that
you
need
to
realize
the
the
changes
within
that
forecast
and
the
actual
position.
I
So
all
that
work
will
be
ongoing
in
the
next
two
months
as
well,
so
we'll,
but
hopefully
we'll
get
to
the
position
that
sal's
outlined.
A
J
Thank
you
chair,
so
this
report
provides
an
update
and
on
and
proposes
the
city's
new
locality
working
model
just
to
to
let
you
know
it
has
been
through
councillor
anderson's
scrutiny
board,
which
has
had
a
watching
brief
on
this
from
and
been
very
supportive
supportive.
I've
got
to
say
this
project
since
its
inception,
back
in
2017.,
all
community
committee
chairs
have
been
briefed
in
support
the
way
part
forward,
as
proposed
in
the
paper,
we're
very
proud
of
all
the
work.
J
There's
also
an
update
in
the
report
to
the
locality,
working
governance
with
the
neighborhood
improvement
board,
taking
strategic
accountability
and
a
new
citywide
local
working
development
group
delivery.
Group.
Sorry
focusing
on
operational
delivery
and
I'd
like
to
restart
our
commitment
to
work
with
members
across
the
council
to
deliver
what
is
best
for
their
own
neighborhoods
through
community
committees,
and
I'm
glad
that
the
report
includes
a
recommendation
on
this.
J
I
look
forward
to
working
with
any
of
the
other
scrutiny
boards,
where
appropriate,
as
I
think
they
can
and
do
add
real
value
and
I'll
leave
it
there.
Thank
you,
chair.
A
D
D
But
there's
no
mentioning
here
of
measurements
of
success
and
how
we
are
going
to
actually
keep
an
eye
on
where
there
is
success
in
the
expense,
expanded
number
of
the
wards
with
the
highest
area
of
deprivation,
and
neither
is
there
any
mention
of
cost
anywhere,
and
so
I
suppose,
from
an
area
committee,
a
community
committee
point
of
view.
You
think.
Well,
if
we
aren't
going
to
be
have
one
of
these
12
areas,
we're
going
to
have
some.
Yes,
more
money
taken
off
us,
whilst
they
top
something
else
up.
D
Bearing
in
mind
that
some
community
committees
don't
get
any
preferential
treatment,
not
necessarily
that
they
should
have,
but
they
don't
and
other
areas
do
and
I'm
not
opposed
to
expanding
the
number
of
areas
to
12.
But
I'd
would
like
to
know
where
the
money's
coming
from.
J
Well,
I
think
we
all
agree
that
as
an
authority,
we
believe
that
money
should
be
spent
in
the
areas
that
it
needs
spending
in,
and
some
of
these
benefits
of
this
are
immeasurable
and
I
think,
as
I
said
earlier,
I
think
the
some
of
the
work-
that's
in
the
appendices
here
speak
volumes
for
where
we've
come
from
since
2015
2017
and
a
lot
of
the
data
that
we're
using,
of
course,
is
2015
2019
and
not
up-to-date
data
and
also,
I
think,
if
there's
a
perception
out
there
now
in
some
of
these
neighborhoods,
that
there
has
been
a
real
improvement
and
they
feel
more
confident
that
they've
got
a
voice
within
their
the
communities
and
I
think,
covering
19's
helped
with
that.
B
Yeah
yeah,
I
think,
since
paul
monae
chief
officer
for
the
surface,
stronger
communities
team.
I
I
think
this
is
as
much
about
evolving
a
way
of
working
as
it
is
anything
else,
and
it's
about
you
know
working
as
collegiately
as
we
can
in
particular
areas.
So
in
terms
of
in
terms
of
that,
it's
really
about
developing
that
you
know
that
that
that
way
of
working
on
the
key
issues
in
in,
in
particular,
neighborhoods
that
we've
talked
about
in
terms
of
the
evaluation
of
the
the
work
that's
been
done.
B
There
was
some
evaluation
done
subject
of
a
previous
exit
board
report
around
the
pilot,
but
we've
recognized
I've
been
working
with
with
councillor
harland
and
indeed
others,
including
scrutiny
about
developing
that
approach
to
the
evaluation
of
this
approach.
B
One
of
the
significant
developments
in
this
in
this
revised
way
of
working
or
this
evolving
way
of
working
is
the
development
of
the
local
area
plans,
local
area
development
plans
and
it's
through
work
on
those
plans
that
we
intend
to
identify
what
the
key
issues
are,
that
we
need
to
do
in
particular,
neighborhoods
to
essentially
lift
them
out
of
that
bottom.
H
Chair
I've
had
considerable
time
with
the
officers
discussing
this
because,
as
you
know,
the
global
democrat
group
are
very
keen
on
internal
devolution
within
the
council,
so
that
more
decision
making
is
taken
in
communities,
and
this
paper's
title
sounded
quite
exciting.
H
But
once
once
you
get
into
the
content,
you
realize
what
the
limited
focus
is,
and
I
think
this
is
part
of
my
frustration.
So
the
term
locality
working
should
be
a
general
terminology
which
talks
about
how
local
areas
in
the
city
are
being
empowered
and
enabled
to
build
capacity
in
their
neighborhoods.
H
But
what
it's
actually
used
for
in
the
council
is
to
talk
about
specific,
focused
partnership
interventions
in
our
most
deprived
neighborhoods,
and
this
is
a
really
good
paper
talking
about
what
happens
in
those
really
deprived
neighborhoods
and
there's
a
lot
to
commend
it.
H
But
I
think
the
key
term
that
poor
money
just
used
was
critical
success
and,
as
councillor
carter
mentioned
earlier,
there
doesn't
seem
to
be
a
critique
of
what
has
worked
alongside
what
hasn't,
so
that
we
can
better
invest
in
those
areas
where
we
have
got
some
results,
because
a
lot
of
these
neighborhoods
that
were
in
the
bottom
have
actually
gone
backwards
in
terms
of
their
national
league
table
position,
despite
having
quite
a
bit
of
investment
and
it'd,
be
really
good
to
know
that
what
we're
doing
is
the
right
stuff
that
that
works
and
the
the
other
bit
that
frustrates
me
is
there
is
nine
tenths.
H
But
there's
no
appendix
here,
which
shows
what
one
of
these
plans
might
look
like
or
what
is
expected
of
the
general
area
committees
to
deliver,
and
it
just
feels
a
little
unfinished,
and
I
just
wonder
if
there's
a
sister
paper
that
needs
to
follow
this,
so
that
the
rest
of
the
city
can
be
enabled
to
deliver
what
it
can
in
their
own
neighborhoods
at
a
lesser
level
of
intervention
and
a
lesser
level
of
resource.
A
J
J
We
are
looking
at
the
whole
community
committee
function
and
especially
the
role
of
community
committee
champions
within
that
and
with
these
local
area
plans.
We
do
want
that
to
be
developed
in
every
community
committee,
not
just
in
those
deprived,
so
that
these
community
champions
are
prioritizing
and
driving
forward.
What
those
priorities
are
in
the
community
committees.
We
know
that
one
size
does
not
fit
all
so,
there's
no
point
in
us
having
a
blanket.
J
This
is
what
you'll
do,
but
I
assure
you
that
it
is
on
my
radar
to
make
community
committees
have
a
better,
not
more
listened
to,
but
a
better
heard
voice
within
the
city
across
the
city,
and
that
is
a
work
in
progress
and
we
will
bring
that
forward.
I
Yeah
thanks
chad
just
wanted
to
comment,
as
this
was
an
area
that
I
was
responsible
for
for
a
number
of
years,
and
and
I'm
really
pleased
to
see
that
this
work
is
now
expanding
to
to
12
12
areas,
because
without
doubt,
the
success
that
we've
that
we've
had
within
the
six
priority
neighborhoods
has
been
immense
and
we
have
had
various
papers
at
executive
board
over
time
that
have
demonstrated
and
shown
that
various
success
that
we've
had
in
those
areas
around
tackling
inequality
and
and
those
disadvantaged
communities.
I
I
think
that
you
said
yourself,
council
goal,
and
you
know
about
locality,
work
that
it's
about
bringing
together
partnerships
in
a
locality
to
look
at.
You
know
the
issues
within
that
locality
and
to
to
deal
with
them
on
on
an
individual
level.
According
to
that
area,
and
that's
what's
been
the
success
of
this
work
and
you
know,
and
all
credit
to
the
teams
that
work
on
the
priority
neighborhoods
and
tackling
inequality
in
the
city.
I
Because
from
where
we
came
from
a
number
of
years
ago,
to
where
we
are
now
is
a
completely
different
world
away
from
how
we
deal
with
things
and
take
them
forward,
and
I
do
think
actually
that
there
is
some
centralized
function
to
it
through
the
neighbourhood
improvement
board
that
councillor
harlan
shares
bringing
about
every
single
director
and
service
agency
and
partner
in
the
city
to
talk
about
intensely
about
those
areas
that
need
specific
focus
and
help,
and
I
do
think
that
there
is
a
lot
of
learning
that
we've
taken
forward
and
shared
with
other
areas.
I
So,
for
instance,
you
know
the
area
I
represent,
not
a
priority,
neighborhood
and
but
actually
we've
taken
some
learning
from
the
work.
That's
happened
there
and
and
carried
that
type
of
work
out
with
you
know
not
many
resources
and
not
not
much
else
to
help
us,
but
actually
the
ideas
that
have
worked.
We've
transferred
to
other
areas
as
well-
and
that's
that's
been
one
of
the
other
successes
of
this
this.
This
approach
that
we've
used
in
the
city.
I
So
you
know
I'll,
just
leave
it
there
chair,
but
I
just
wanted
to
say
you
know.
Thank
you
for
the
team
of
what
they've
done,
how
they've
expanded
it
and
to
councillor
harland,
for
you
know
taking
this
work
forward.
That
is
so
much
needed
in
the
city,
especially
when
you
think
about
the
situation
that
people
are
in
at
the
minute.
With
the
concern
about
you
know
how
they're
gonna
refer
to
how
they're
gonna
eat.
Are
they
gonna
heat
the
houses
that
they
live
in.
E
Wanted
to
add
one
point
about
just
to
commend
the
paper
as
well
and
the
work
and
every
you
know
what's
been
said
in
terms
of
updating
this.
I
think
it's
a
you
know
it.
This
is
one
of
the
most
challenging
things
for
us.
E
In
terms
of
you
know,
the
city
has
a
very
big
geography,
and-
and
we,
if
we
tried
to
you,
know,
do
everything
from
here
in
the
civic
hall,
it
just
won't
work,
so
I
think
the
default
mode
increasingly
for
the
council
in
service
provision
is
to
try
and
recognize
that
difference,
but
the
there
are
other
partners
in
the
city
as
well
and
the
I
just
wanted
to
flag
up
the
importance
of
the
work
with
close
skill
clusters
and
the
new
local
care
partnerships
on
the
health
side.
E
Where
that's
another
area,
where
you
know
the
influence
that
we
can
have
there
and
the
impact
we
could
have
on
some
of
these
issues
is
potentially
as
significant
or
as
a
pro
as
big
a
problem.
If
we
don't
get
it
right
in
those
areas,
so
it's
we.
We
have
a
bit
of
common
cause
on
that
stuff
across
all
parties
to
get
that
right
and
to
get
that
influence
right.
So
I
just
wanted
to
flag
that
as
an
ongoing
important
one
as
well,
which
which
certainly
isn't
there
yet.
A
Thank
you
tom.
I'm
going
to
turn
now
to
the
recommendations
on
page
114
and
take
it
everybody's
happy
with
those.
So
we'll
move
on
to
thank
you,
council
harlan,
we'll
move
on
to
councillor
rafiq's
portfolio.
Please.
K
Thank
you.
Thank
you
leader.
This
is
a
good
news
item.
The
paper
provides
the
board
with
an
update
on
the
improvement
work
being
undertaken
and
planned
for
delivery
to
improve
the
quality
of
council
stock
across
the
city
housing
stock
stock
across
the
city.
The
council
invests
over
80
million
annually
to
maintain
improve
the
quality
of
around
54
000
council
homes,
and
this
comprises
a
mixture
of
archetypes,
including
some
high
rise,
medium
low,
riser
flaps
and
some
traditional
brick-built
housing,
including
semi-dust
and
back-to-back
houses.
K
Its
investment
is
targeted
based
on
the
following
criteria,
which
is
addressing
urgent
health
and
safety
issues
and
improving
fire
safety,
replacing
obsolete
and
outdated
systems
that
are
expensive
to
run
and
maintain
and
improving
homes
in
private
neighborhoods.
The
project
the
program
includes
several
carbon
reduction
projects
designed
to
improve
fabric
of
housing
through
a
variety
of
retrofit
measures.
I
think
the
report
is
quite
self-explanatory.
H
Thanks
chair,
I
was
expecting
some
supplementary
information
after
my
briefing,
so
I'm
just
wondering
if
I've
missed
it,
one
was
to
do
with
an
estate
in
bogot
hill,
where
there
was
160
system-built,
livit,
cartwright
properties
that
were
going
to
get
some
significant
insulation
investment
in
at
a
cost
of
around
four
million
pounds.
That
was
in
the
fall
plan
of
key
decisions,
but
it
wasn't
incorporated
in
this
report
which
was
an
emission
really
because
it's
a
obviously
you
want
to
celebrate
success.
H
Don't
you
and
there
was
another
one
which
was
a
question
around
there's
some
really
significant
and
ambitious
investment
plans
for
high
rises
in
this
paper,
using
things
like
ground
source
heat
pumps,
which
is
really
commendable,
and
there's
such
a
lot
being
done.
But
I
asked
the
question
specifically
around
people
who
might
have
bought
their
homes
and
what
they
would
be
subjected
to
in
terms
of
charges
for
such
improvements
or
whether
they
would
get
them
for
free.
L
Thanks
I'll
I'll
pick
up
the
delete,
all
the
comment,
and
then
I
can
pick
up
the
other
issue
about
the
estate
that
you
referred
to.
There
is
some
work
that
we
do
for
leaseholders,
that
we
don't
actually
charge
for
councillors.
It's
focusing
more
on
the
health
and
safety
side
of
the
box,
so
sprinklers,
for
example,
won't
necessarily
charge
leaseholders
for
installing
those
in
high-rise
blocks,
but
there
is
other
charges
for
other
pieces
of
work
that
we're
doing
there
that
we
do
have
to
charge
them.
L
For
I
know
you
asked
for
a
breakdown
of
those
costs.
We
haven't
been
able
to
get
them
for
today,
but
that's
something
that
we're
working
on
and
we
will
be
able
to
share
with
you
shortly,
but
there
is
a
number
of
options
for
leaseholders
as
well,
where
they
are
faced
with
the
charge
for
working
the
properties.
We
can
create
payment
plans
for
them.
We
could
potentially
put
a
charge
on
the
property,
we'll
obviously
help
them
and
not
necessarily
expect
leaseholders
to
pay
that
bill
in
one
go.
L
I
don't
know
if
that
answers.
The
question
comes
from
leaseholders.
L
There's
details
in
the
report.
That's
been
shared,
highlighting
what
a
number
of
the
residents
felt
about
the
work
that
we've
done,
which
was
extremely
positive
in
terms
of
the
actual
financial
savings
that
they've
achieved
through
the
retrofit
work
that
we've
done,
we
haven't
had
a
chance
to
actually
sit
down
and
work
that
out
in
terms
of
the
pounds
and
pens
figure.
L
Yet
we
did
make
reference
to
the
fact
that,
while
we're
confident
that
a
lot
of
the
work
that
we've
done
will
reduce
energy
costs
for
people,
we
we
have
to
focus
on
the
fact
that
energy
prices
are
still
rising,
as
we've
all
heard
earlier,
so
that
those
customers
are
still
likely
to
pay
more.
But
had
we
not
done
this
work,
they
would
potentially
pay
even
more.
M
Yes,
I'm
happy
to
take
that
one.
The
scheme
that
you
referred
to-
council
galton,
wasn't
included
in
the
paper.
It
wasn't
an
omission,
it
was
deliberate
and
that
was
because
it
was
still
being
scoped
and
it
felt
we
were
still
working
with
bayers
in
order
to
make
sure
that
the
properties
we
were
putting
forward
were
compliant
with
the
criteria.
M
And
so
we
now
have
more
details
on
that
and
a
full
report
will
be
produced
for
sign
off,
but
not
here
for
executive
board,
but
as
part
of
the
authority
to
spend
and
procure.
A
N
Thank
you
leader,
so
my
first
report
is
the
outcome
of
the
consultation
on
a
proposal
to
decommission
at
the
resource
provision
at
glendale
primary
school.
So
the
nhs
speech
and
language
therapy
service
now
allows
children
to
access
direct
support
while
being
on
their
role
in
their
mainstream
school
rather
than
traveling
across
the
city.
This
has
led
to
a
reduction
in
the
demand
for
specialist
places.
At
claddal
there
were
18
survey
responses
and
the
majority
supported
the
proposal
happy
to
take
any.
A
N
Thank
you.
So
this
is
the
future
talent
leads
report
layout.
The
report
outlines
the
work.
That's
been
undertaken
to
develop
a
new
talent
plan
for
leads
and
details,
the
joint
action
plan
and
delivery
approach.
It
references
the
impact
of
covid
on
the
local
labor
market.
It's
probably
worth
noting
that
they
were
just
shy
of
11
000
workers
still
on
furlough
in
leeds
when
the
government's
coronavirus
job
retention
scheme
came
to
an
end.
N
Job
vacancies
in
the
in
the
uk
reached
record
highs
last
autumn,
meaning
that,
while
mass
employment
isn't
considered
unlikely,
there
are
still
approximately
half
a
million
fewer
jobs
than
before
the
pandemic.
Job
postings
tend
to
relate
to
lower
paid
rather
than
mid
to
high
paid
jobs.
N
Employment
gaps
are
growing
and
remaining
wide
for
disabled
people,
ethnic
minorities,
people
over
the
age
of
50
and
young
people
outside
of
education.
All
of
this
adding
to
the
cost
of
living
crisis
that
we're
all
very
aware
of
across
the
country.
There
are
about
1.1
million
fewer
people
in
the
labor
force
than
we
would
have
expected,
based
on
pre-covert
trends,
with
inactivity
being
driven
by
higher
worklessness
due
to
ill
health.
N
Young
people
outside
of
full-time
education
and
by
older
people
choosing
to
leave
the
labor
market
covid,
has
accelerated
a
lot
of
underlying
trends
in
the
economy,
for
example
the
adoption
of
digital
technology
and
the
need
for
digital
skills,
leaving
people
without
those
digital
skills
being
locked
out
of
the
labor
market
at
quite
a
rapid
rate.
So
the
council's
existing
talents
and
skills
plan
was
published
last
published
in
2017,
so,
given
the
fundamental
shift
in
both
the
national
policy
landscape
and
the
lush
and
the
local
labor
market
refresh
was
needed.
N
So
that's
what
that's
why
this
report
is
coming
forward.
This
paper
gives
detailed
reasons
behind
the
development
of
the
new
plan,
including
the
impact
of
both
covid
as
I've
detailed
but
also
brexit,
and
the
recognition
of
new
trends
in
the
economy.
N
The
report
also
notes
the
need
to
identify
and
maximize
employment
and
skills
opportunities
relating
to
climate
change,
the
west,
yorkshire
devolution
deal
and
changes
to
national
skills
and
training
policy,
and
the
report
also
details
how
the
plan
dovetails
with
the
work
that
the
council
is
already
undertaking
around
the
great
jobs
agenda
actually
leave
it.
There.
N
Delighted
here
to
you're
struggling
to
disagree
with
the
paper.
I
think
there
are
a
number
of
measures.
It's
I've
only
just
started.
I
mean
there
are
a
number
of
measures.
It's
whether
people
are
in
better
jobs,
if
they're
in
jobs,
where
they
have
career
paths
ahead
of
them.
If
people
are
in
jobs
where
they
are
actually
using
the
skills
they've
trained
to
do
rather
than
be
in
lower
wage
jobs
that
there's
a
huge
number
of
measures.
H
H
But
there's
also
issues
around
green
jobs
and
that's
yet
to
be
curated
as
part
of
this
process.
And
I
think
there
also
needs
to
be
another
emphasis
as
well
on
people,
my
age
where,
in
the
old
days
you
used
to
have
one
career,
didn't
you
and
it
lasted
your
entire
lifetime.
But
now
the
economy
is
developing
at
such
a
pace
that
you
need
to
make
sure
that
you're
ready
for
different
careers
as
time
goes
by.
So
it
isn't
just
about
catching
them.
When
they're
young,
like
digital
jesuits.
G
G
Events
like
the
apprenticeship,
fair,
will
always
have
outcomes
that
we
can
describe
in
terms
of
attendance
employers,
engagement
and
breadth.
So
we
do
measure
carefully
our
own
services,
where
we
sponsor
others
on
programs
like
where
we
might
work
with
the
ahead
partnership,
where
we
always
make
part
of
the
terms
of
giving
them
a
grant
that
we
get
outcome
measurements
from
anything
that
they
do
so,
where
there's
council
money
being
spent
or
where
we're
spending
money
that
we
have
acquired
through
grants
and
other
routes,
we
always
make
sure
we're
measuring
those
outcomes.
G
Clearly
we're
also,
of
course,
at
a
sort
of
broader
level
working
towards
adopting
the
social
progress
index,
which
we
had
a
really
deep
discussion
with
scrutiny
about
recently
and
are
working
with
ward
members
at
the
moment
to
test
that
out.
So
that
will
also
help
us
measure
our
our
progress
and
as
part
of
the
work
we
did.
We
also
had
a
session
with
open
innovations
which
used
to
be
called
odi
leads
around
labor
market
data,
so
there
is
a
whole
range
of
data
we
can
get
through
dwp,
around
unemployment
and
so
on.
G
The
numbers,
of
course,
were
published
this
week,
but
we
would
like
to
do
more
to
try
and
understand
how
the
labour
market
is
developing
and
help
us
to
anticipate
some
of
that
and
how
things
are
changing
and
so
we'll
continue
that
work
with
them
and
with
leeds
university
as
part
of
this
and
then
just
commenting
on
the
digital
work.
It
is,
of
course
not
just
about
graduate
talent
and
young
people.
There
are
some
private
sector
operators
in
the
city.
G
They
cannot
run
enough
courses
at
the
moment
to
get
people
through
and
into
the
digital
sector,
and
they
take
people
who
have
had
a
previous
career
or
in
a
different
sector
and
support
them
through
12-week
boot
camp
into
employers
in
the
city.
So
there
are
some
private
sector
and
responses
already
in
the
city
and
we're
working
with
them
increasingly
as
well
to
to
broaden
some
of
that
out.
G
So
absolutely
councilor
galton
we're
not
we're
not
just
about
the
young
p,
the
young
people
into
digital,
and
in
fact,
if
we
did
just
focus
on
young
people,
we
won't
be
able
to
satisfy
the
demand.
We
know
that
there
are
literally
thousands
of
jobs
in
the
pipelining
leads
in
the
digital
sector
and
we
need
to
make
sure
that
people
that
live
in
leeds
get
access
to
those
jobs.
So
I
hope
that
kind
of
gives
you
a
bit
of
a
flavor
for
some
of
the
details.
A
I
don't
see
any
so
I'm
going
to
turn
to
the
recommendations
to
adopt
the
future
talent
plan
and
given
the
warm
welcome,
it's
hard
to
see
if
everybody's
happy
with
the
proposal
I'll
take
it
everybody
here
so
we're
on
to
until
the
last
paper
please
councillor
prior.
N
The
strategy
is
built
on
six
key
outcomes
with
six
objectives
per
outcome,
all
of
which
detailed
in
the
report.
The
paper
explains
that
the
service
managers
ninetales
throughout
leeds
housing,
a
collection
of
1.3
million
objects,
making
it
the
largest
local
authority,
run
collection
outside
of
london
and
details
the
24
million
pounds
per
year.
It
brings
the
local
economy
so
pre-covered.
The
nine
venues
welcomed
over
1.7
million
visitors
a
year
and
over
49
000
school
children
and
the
websites
attract
over
3.5
million
page
views
per
annum.
The
strategy
focus
on
how
we
best
use
these
sites.
N
How
to
widen
the
impact
of
service
across
all
leads
as
communities
as
well
as
how
we
reach
out
regionally
and
nationally
the
service.
The
strategy
will
ensure
that
lmg
is
well
placed
to
retain
its
national
portfolio
organization
status
from
arts
council
england,
which
brings
in
1.6
million
a
year
when
we
reapply
next
month.
We
also
continue
to
explore
opportunities
to
generate
funds
through
enterprises
such
as
shops,
cafes,
commercial
events,
as
well
as
looking
at
fundraising
potential
of
the
service
in
the
future.
D
It's
the
first
and
the
last
report
on
this
agenda
of
both
enabled
us
to
read
them
understand
them
know
what
we're
doing
know
how
we're
going
to
quantify
if
we're
successful,
unlike
the
rest
of
the
reports
which
anyway,
yes,
so
I
absolutely
welcome
it,
tick,
the
right
boxes
or
mr
hope's
house,
and
we
can
see
if
it
actually
works,
which
is
what
we
need
to
see.
So,
yes,
I
welcome
it
and,
as
I
said,
the
first
report
and
the
last
report
as
regards
the
middle,
get
your
act
together.
A
Council,
galton
arbiter
sport
chair
it's
great.
Thank
you.
I
will
turn
to
the
recommendations
on
page
208.
Maybe
we
should
frame
these
and
hang
them
in
the
gallery.
Given
the
given
the
recommendation,
we've
had
from
council
card.
Is
everybody
happy
with
those
recommendations?