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A
Hi
good
morning,
everyone
welcome
to
today's
strategy
and
resources
scrutiny
board.
I'm
really
excited
about
the
program
we
have
for
this
municipal
year,
so
hopefully
you'll
be
able
to
feed
into
a
bit
towards
the
end
of
this
agenda
for
any
anything
else
that
you
want
to
discuss
this
year.
A
I'd
also
just
like
to
say,
unfortunately,
neil
evans
can't
attend
he's,
got
a
doctor's
appointment,
so
I'd
like
to
send
him
our
best
wishes
and
we'll
start
with
some
introductions,
I
think,
would
be
quite
helpful,
is
if
we
go
around
the
table.
I'd
like
you
to
introduce
yourself
I'd
like
to
say
if
your
counselor,
what
would
you
represent
and
when
you
first
got
elected,
so
I'm
andrew
scopes,
I'm
a
counselor
for
the
beast
and
holbeck
ward.
I
chair
this
board
and
I
was
first
elected
in
2018.
B
B
D
It's
councillor
mahalia
franz
mia
and
I
was
from
all
town
ward
and
I
was
elected
in
may
2022.
H
I'm
victoria
bradshaw,
I'm
the
chief
financial
officer
for
the
council,
section
151
and
I'm
responsible
for
financial
services.
Thank
you.
D
Morning,
everybody
counselor
deborah
cooper,
I'm
the
executive
board,
member
for
resources
and
community
safety,
and
I
was
first
elected
in
2003.
J
Good
morning,
billy
flynn,
council
vladimir
ward
elected
same
time
as
kevin,
2014
and
feeling
rather
lonely
over
here.
If
somebody
wants
to
come
and
join
me,
no.
A
D
Morning,
all
item
number
one
appeals.
There
are
no
appeals
against
refusals
of
inspection
documents.
Item
number
two
exclusions
of
the
public.
There
are
no
items
excluded
from
the
public
domain
item
three
late
items:
there
are
no
late
items
item
four
declarations
of
interest.
Can
I
ask
members
to
disclose
any
interests
in
accordance
with
lead
city
council's
code
of
conduct?
D
I
will
take
silence
as
none
and
apologies
item
number.
Five
apologies
have
been
received
from
councillor
caroline
gruen
councillor
renshaw
is
substituting
councillor
camilla
mcsood
councillor
lennox
is
substituting
and
councillor
chapman
has
asked
that
it
be
noted
that
unfortunately,
she's
tested
positive
for
covid
and
therefore
can't
attend
today.
In
addition,
councillors
prior
harland
and
lewis
sent
apologies
for
the
item
on
performance
and
aaron.
Linden
has
sent
apologies
for
the
performance
item
also.
In
addition,
council
scopes
has
obviously
already
mentioned
the
eleven
sentence.
Apologies.
A
D
A
number
of
matters
arising
minute
number,
71
and
minute
number
72
just
to
note
that
the
board's
request
for
leeds
2023
to
come
back
in
this
municipal
year
has
been
reflected
in
your
draft
work
programme
minute.
72
again,
the
consideration
of
the
future
of
waste
services
in
leeds
has
been
scheduled
in
your
draft
work
program,
which
will
be
discussed
later
in
the
meeting
and
the
same
for
minute.
74.
D
The
list
of
items
which
the
previous
board
put
forward
as
suggestions
for
this
year
have
all
been
accommodated
and
will
be
discussed
later
in
the
meeting.
A
Okay,
so
move
on
to
item
seven,
so
item
seven
and
eight,
the
sort
of
formal
points
that
we
have
each
year
at
start
the
municipal
year?
So
we
start
with
item
seven,
which
is
the
terms
of
reference.
Okay,
becky.
D
The
terms
of
restaurants
report
puts
out,
puts
forward
the
board's
terms,
as
agreed
by
council
at
the
agm
on
the
26th
of
may
this
year.
Should
there
be
any
changes
to
those
terms
of
reference,
the
board
will
be
advised
during
the
municipal
year.
It's
just
to
note
at
this
stage.
A
I
understand
that
this
there's
one
item
that
could
could
change.
Can
you
just
comment
on
that?
Please.
D
It's
been
suggested
that
civic
enterprise
leads
is
moved
from
the
environment,
housing
communities
board
where
it
currently
sits
to
sit
within
the
remit
of
this
board
for
a
bit
more
consistency
with
the
director's
functions.
A
Thanks
becky,
if
it
does
move
across,
I
don't
know
if
we
need
to
do
something
formal,
but
if
we
do
that
will
happen
and
then
we'll
obviously
also
scrutinize.
That
aspect,
I
think
I'll,
be
quite
interested
in
looking
at
the
enterprise
management,
okay
and
then,
let's
move
on
to
unless
anyone's
got
any
comments
on
this
one.
No
okay
item,
eight!
So
item
eight
is
about
co-operative
members.
I'm
sure
you've
read
the
paper.
A
A
No
okay,
great!
Thank
you!
We'll
move
on
to
agenda
item
nine,
which
is
financial
out
turn
and
so
I'll
hand
over
to
victoria
victoria.
As
usual,
assuming
we've
read
our
papers,
but
if
there's
anything
you
particularly
want
to
highlight,
please
do
mention
that.
Thank
you.
H
Okay,
thank
you
chair.
These
are
two
reports
that
presented
as
one
with
the
financial
and
treasury
management
out
term
reports
they'll
be
considered
by
executive
board
on
wednesday.
The
position
has
been
reported
throughout
the
year
to
executive
board
and
scrutinized
in
this
committee
throughout
the
last
financial
year.
H
The
position
is
that
we've
got
a
net
underspend
of
1.5
million.
However,
that
is
after
we've
had
an
overspend
relating
to
covid
of
27.8
million
and
the
housing
revenue
account
has
gotten
net
overspend
of
2.6
million.
However,
that
will
be
managed
through
reserves.
H
The
report
also
covers
some
new
reserves
that
are
being
asked
of
exact
board
created
from
the
first
of
april
this
year,
and
then
it
also
details
the
capital
programme
and
the
collection
fund
on
the
treasury
management
reports.
H
This
report
goes
into
detail
about
the
treasury
management
functions
about
the
levels
of
debt
and
there
are
no
issues
around
us
staying
within
our
operational
or
authorized
limits.
I
would
say
that
interest
rates
last
week
went
up
again
as
you'll
be
aware,
so
that's
five
consecutive
increases
and
we're
now
at
1.25.
H
We
have
locked
in
all
the
short-term
borrowing
now
and
long-term,
and
we
did
that
before
the
interest
rates
have
started
to
rise,
but
obviously
there
is
a
risk
this
year
that,
as
we
undertake
the
capital
programme
as
interest
rates,
increase,
that
the
cost
of
buying
will
increase
as
well.
But
we
are
looking
for
opportunities,
as
we
have
done
in
the
last
couple
of
years,
around
locking
in
on
those
longer
term
rates
to
obtain
some
some
security
and
make
sure
that
the
budget's
sustainable.
A
Thank
you
victor
and
I'd
just
like
to
say,
thanks
to
you
and
your
team,
I
know
it's
been
a
difficult
year
and
sort
of
vigorous
financial
management's
really
important
to
the
running
of
the
city,
so
she
passed
on
my
thanks.
That'd
be
appreciated.
Councillor
cooper.
Do
you
want
to
comment
before
I
open
for
questions.
D
Thanks
chair,
I
think
that
that
I
wanted
to
say
thank
you
to
victoria
and
her
team
for
the
management
of
what
are
our
accounts,
which
are
in
these
really
difficult
and
challenging
circumstances
with
all
costs
increasing
in
terms
of
energy
and
materials
and
and
so
many
other
things,
and
it's
really
difficult
to
continue
to
forecast
accurately
forward.
But
I
think
to
get
a
budget
of
the
size
of
ours
to
within
one
and
a
half
million
pounds
is
pretty
amazing.
So
I
want
to
thank
you
and
the
team.
D
Please
take
that
back
to
the
team
as
well.
If
you
will
thank
you,
I
don't
have
anything
else
to
say
and
we'll
work
for
questions
chair.
E
Yeah,
thank
you
really
interesting
report
and
a
good
bit
of
work
and
offer
my
time
at
corporate
governance,
the
the
effort
and
what
happened
that
goes
into
producing
the
budget,
so
very
good.
The
question
I've
got
and
I
know
it
kind
of
stretches
into
another
scrutiny,
board's
actual
work,
but
on
page
20,
but
it
does
affect
this
scrutiny
board.
Hence
it's
in
the
report,
the
disrepair
cases
there
was
a
real
and
that's
effect
on
the
budget.
E
A
few
years
a
couple
of
years,
maybe
three
years
ago
about
pre-copied,
there
was
certainly
an
effort
under
simon's
costigan's
leadership
to
get
on
the
front
foot
with
the
disrepair
claim.
I
just
wondered
if
that's
still
in
process
and
how
we're
getting
on
with
that
really
because,
obviously,
that's
quite
a
significant
spend-
and
I
know
through
case
work
that
there
may
have
been
some
slippage.
So
that's
that's.
If
you
want
all
my
questions
together
got
about
three.
I
think.
E
I
just
wondered
why
there's
a
predicted
increase
in
borrowing
for
22
23,
it
seems
to
be
a
bit
of
a
jump
from
151
and
then
it
drops
down
again.
E
So
if
you
know
about
that
and
then
finally,
I
think
it'll
help
all
members
on
page
65,
the
award-based
initiative
funding
table
just
wondering
if
it's
possible,
it
may
need
to
come
in
a
paper
separately,
how
how
that's
distributed
because
there's
a
big
variation
in
the
allocations
across
the
world,
and
I
I
can't
don't
know
exactly
why
and
I'm
sure
new
members
would
welcome
that
information
as
well.
So
that's
it
from
me.
Thank
you.
H
Thank
you
chair.
Sorry,
I'm
just
looking
at
the
pages
because
it's
different
in
my
pack
just
on
the
hra
and
the
district
repairs.
It
is
a
priority,
but
there
has
been
delays
due
to
the
covered
and
staffing
etc.
But
I
do
understand
that
that
work
is
still
ongoing
and
is
a
priority
and
with
the
increase
in
borrowing,
can
you
just
tell
them
on
the
page?
Was
it
on
page
26?
You
were.
You
were
staying
on.
H
This
is
this
is
to
do
with
the
future
out
out
in
positions
in
the
forecast
levels
of
borrowing
and
going
forward.
A
new
question
was
around
why
the
borrowing
good
dropped
in
23
24.
H
So
that
reflects
the
level
of
the
program,
so
detailed
in
the
appendix
is
the
the
program
that's
been
undertaken.
I
think
it's
an
appendix
5.
H
and
that
will
show
that
if
the
different
elements
of
the
capital
programme
and
as
that
was
inc,
the
program
was
larger
in
2223.
That
would
show
the
increase
in
borrowing
and
then
in
future
years,
as
you
can
see,
it's
it's
up
and
down
and
that's
on
that
basis.
So
it's
how
we
fund
the
capital
program
I
can.
H
H
E
D
Yes,
if
I
can
just
add
to
what
victoria
said
about
the
disrepair
costs
and
how
things
are
going
on
at
the
moment,
as
you
mentioned,
they
are
under
another
scrutiny,
they're
also
under
another
exec
board
member
now,
but
it
it
did
used
to
be
me.
D
So
I
know
some
some
things
about
it,
and
also
I
was
up
at
sea
up
at
lbs
on
last
thursday
for
a
visit,
and
they
were
telling
me
the
work
that
they
were
that
were
undertaking
to
try
and
mitigate
some
of
the
issues
around
disrepair.
D
They
have
had
issues
through
working,
undercover
conditions,
as
you
can
imagine
over
a
couple
of
years,
and
now
that
we've
come
out
of
all
of
those
restrictions,
they
are
playing
catch
up
a
little
bit
with
a
number
of
repairs
that
they've
got
an
action
plan
in
place
and
I'm
sure
they'll
be
reporting
it
to
the
other
scrutineer.
I
would
imagine
that
you'd
be
able
to
get
copies
of
that
action
plan
for
this
scrutiny.
D
Members,
if
they're
interested
in
that
as
well,
but
that
that
the
priority
of
bringing
the
amount
of
disrepair
claims
down
that
quite
rightly
you
mentioned
that
simon
started
is
still
in
place
and
action
is
still
being
taken
on
that.
So
I'm
sure
that
can
be
reported
as
well.
But
I
just
thought
I'd
add
that,
because
a
visit
to
them
last
week.
A
Thanks
councillor
cooper,
one
note
we'll
ask
the
becky
to
find
the
action
plan
and
send
it
around
board
members.
I
think
that'll
be
helpful.
Thanks
for
that
question.
Council
richie,
okay,
I'm
gonna
move
to
councillor
flynn.
Please.
J
Thank
you,
a
quick
word
of
thanks
again
victoria
for
for
the
work
over
the
last
couple
of
years
and
and
every
year
of
course,
but
in
particular
the
eve
roothouse
and
and
phil
cole
and
their
crowd
with
the
code
related
grants.
They've
been,
I
think,
go
over
above
the
last
couple
of
years
to
sort
of
get
everything
out
on
time.
Pretty
much
spent
every
penny.
J
I
would
think
you
know
so
very
grateful
indeed
just
a
couple
of
things:
the,
although
we
had
a
balanced
budget
this
year
and
we're
looking
to
achieve
a
balanced
budget
next
year.
J
The
picture
isn't
quite
so
rosy
within
the
individual
directorates,
which
is
not
an
issue
for
for
victoria
or
even
debbie,
but
the
one
in
particular
I
was
looking
at
is
children
and
families
where
there
was
a
considerable
overspend
for
very
understandable
reasons
related
to
children,
looked
after
both
inside
the
city
and
outside,
and
also
associated
costs
for
children
who
aren't
actually
looked
after
or
just
over
the
over
the
age
of
being
looked
after,
but
still
have
a
considerable
impact
on
the
council
sort
of
resources.
J
It's
just
something.
I
think
we
need
to
look
at
for
the
next
couple
of
years,
because
I
know
there
are
plans
in
place
to
address
the
overspend
but
they're,
not
in
the
same
happy
position.
I
think,
as
the
other
two
fairly
largely
overspent
once
city
development
and
communities
where
the
lost
income,
I
think
for
the
last
year
or
two
is
likely
to
recover.
So
it's
just
something
I
think
we
need
to
to
watch
and
in
addition
to
that
you'll
know.
J
I've
mentioned
the
strategic
views
and
business
as
usual
budget
plans
over
the
last
couple
of
years,
or
so
strategic
reviews
do
come
for
scrutiny.
The
baus
do
not,
and
I
just
think
it's
an
area.
We
need
to
look
very
very
closely
out
or
keep
an
eye
on
over
the
next
sort
of
12
months
or
so
because,
although
we're
likely
to
budget
balance
the
budget
next
year,
the
third
year
I
think
is,
is
going
to
be
rather
more
interesting.
So
thanks
very
much
victoria.
A
Thanks
councilman
in
terms
of
children,
family
stuff,
I
think
I'll
ask
becky
just
to
check
out
what
exactly
the
children
family
scrutiny
board
is
looking
at,
because
what
we,
I
know
you
don't
like
a
replication
of
works.
We
just
make
sure
that
we
are
doing
our
bit,
but
I
take
your
point
in
terms
of
the
budget.
Does
need
to
be
to
be
watched
really
closely
victoria.
Did
you
want
to
comment
on
councillor
flynn's
point
around
business
as
usual
items.
H
Yes,
thank
you
chair.
The
businesses
usual
items
are
those
that
the
services
and
directorates
and
would
do
as
part
of
normal
business
decisions
and
therefore
they
take
those
decisions
and
throughout
the
year
and
that's
why
they
don't
come
for
scrutiny.
It's
part
of
running
a
service
and
the
service
proposals
that
have
their
savings
proposals
that
have
an
impact
on
service
delivery
from
a
point
of
view
of
staffing
implications
or
implications
on
the
communities.
H
Those
are
the
ones
where
we
go
to
executive
board
and
then
to
full
council
for
approval
on
those
and
that's
why
they
come
to
scrutiny
and
that-
and
that
is
the
difference
between
the
two.
Thank
you.
J
Thanks
thanks
victoria,
this
this
is
named
at
victoria,
but
I
I
sometimes
find
it
quite
difficult
to
draw
the
distinction
between
strategic
views
and
business
as
usual.
Simple
question
is:
if
business
as
usual,
why
are
we
doing
in
the
first
place
if
we
don't
have
to
sort
of
do
it
now?
It's
just
really.
I
think
that
the
scrutiny
boards
need
to
have
a
much
closer
look
than
perhaps
we've
done
in
the
past
at
bau
savings
to
and,
of
course,
they're
not
coming
to
us.
H
Papers,
you
know
the
the
business
as
usual
is
answer
an
executive
board
decision
because,
as
I
said,
they're
delegated
down
to
the
budget
holders
as
part
of
their
normal
delivery
of
a
service
and
and
the
things
the
things
around
where
they
might
be
able
to
make
inflationary
reductions,
they
might
be
able
to
look
at
the
demand
of
those
services
that
the
the
resources
aren't
required.
So
it's
part
of
the
day-to-day.
H
A
Just
in
terms
of
the
business
issues,
when
we're
doing
financial
monitoring
your
progress
against
your
business
as
usual
work,
that's
that
would
be
highlighted
if
you
weren't
achieving
those
targets.
Wouldn't
it.
H
If
on
in
the
action
plans
that
supplement
the
financial
health
report,
we
do
we
do
monitor
where
we
are
on
the
savings
proposals,
but
the
business
as
usual
ones
are
already
taken
through
the
decisions
of
the
of
officers.
J
Yeah
I
did
put
unfortunate
victoria
because
they're
always
in
your
papers,
but
they're
really
anywhere
else,
and
that
was
the
point
I
was
making,
I
suppose,
they're
front
and
center
when
we
get
the
financial
monitoring
ports
every
month,
which
is
where
I
picked
them
up,
but
other
than
that
you've
really
got
to
dig
deep
to
sort
of
find
out
where
they
are.
So
it's
just
a,
I
suppose,
a
marker
for
us.
That's
all
thanks.
A
I
just
I'm
really
conscious
that
the
current
inflation
environment
is
quite
material
to
the
budget
this
year,
because
it's
so
high,
but
also
over
them,
particularly
more
so
even
more
so
over
the
medium
term,
and
so
I've
asked
victoria
and
she's
agreed
to
give
us
a
training
session
on
inflation
and
the
impact
of
inflation,
and
that's
been
put
in
the
diaries
for
the
4th
of
july,
and
I
think
it's
really
important
for
us
to
if
we
can
attend
that
training,
because
as
we're
monitoring
the
budget,
understanding
how
serious
the
inflation
impact
is,
is
really
important
and
and
sometimes
in
impact,
won't
be
necessarily
when
you
expect
say,
for
example,
on
the
energy
prices.
A
Victoria's
team
had
very
smoothly
locked
us
in
until
the
end
of
september,
which
I
think
is
as
far
as
she
could
so.
The
inflationary
impact
of
fuel,
for
example,
or
heating
our
buildings.
Well,
it
won't
hit
until
september,
even
though
for
us,
as
certainly
for
me
as
a
household-
it's
it's
already
hitting
me.
So
I
think
that
sort
of
that
training's
gonna
be
really
valuable
and
that's
gonna
help
us
challenge
the
budget.
A
K
Thank
you
chair
and
apologize
to
all
of
the
committees
for
being
late.
This
morning,
councillor
fir
for
the
harewood
ward.
The
reason
I
come
in
was
to
that
same
issue.
Obviously,
interest
rates
are
currently
at
1.25
and
it's
indicated
by
the
bank
of
england
that
they're
very
very
likely
to
rise
going
forward.
K
Obviously,
at
the
moment
there
is
an
underspend
of
about
1.5
million
on
the
revenue
budget.
Would
it
not
be
financially
wise
to
potentially
allocate
that
to
the
general
reserve
to
use
should
we
have
to
then
be
having
to
use
further
funds
in
the
future
to
stabilize
and
mitigate
the
impact
of
inflation
going
forward.
A
Given
it's
a
public
meeting
and
everyone
might
have
heard
councillor
flynn's
response
to
councillor,
can
you
just
state?
That's
fine,
council
flynn.
Thank
you.
Yes,
please,
victoria.
H
Thank
you
chair.
The
the
the
underspend
will
go
into
general
fund
balances
as
part
of
the
accounting
closure.
Thank
you.
A
Thank
you
very
much.
I
think,
there's
always
the
risk
that
inflation
is
going
to
be.
We've
got
a
big
budget,
one
and
a
half
million.
It
sounds
like
a
lot
of
money,
but
one
half
a
billion.
It's
maybe
not
such
a
big
percentage.
Okay,
I'm
going
to
move
on
to
item
10.
Thank
you
very
much
victoria
for
that
just
so
item
10,
I'm
going
to
pass
over
to
tim
to
present
the
paper.
A
G
Right,
thank
you
chair.
So
this
is
our
twice.
You
leave
performance
reports
we
go
in
june
and
january,
usually,
and
the
results
have
been
through
the
respective
directorate
management
teams
for
check
and
challenge,
and
then
they
will
flow
into
what
we
call
the
annual
performance
report,
which
goes
to
executive
board
at
the
end
of
next
month.
G
These
are
the
high-level
results
with
a
bit
of
analysis
and
I've
got
colleagues
from
finance
procurement
hr
to
assist
with
any
technical
queries.
G
Should
there
be
any,
but
the
results
also
act
as
a
signpost
for
any
further
work
that
members
of
the
board
might
wish
to
undertake,
and
I
know
we've
got
culture
on
the
agenda
for
a
future
board
meeting,
which
obviously
is
covered
by
a
couple
of
the
performance
indicators.
Here.
G
We
will
be
meeting
with
the
chairs
of
the
scrutiny
boards
to
discuss
what
we're
planning
on
reporting
going
forwards
and
also
the
sort
of
format
and
depth
of
of
that
information.
G
So
next
time
you
see
the
report
in
january,
there
might
be
some
slightly
different
performance
indicators
there.
So
the
only
other
thing
that
I
I've
got
to
add
is
that
performance
indicators
for
statutory
requests
for
information
management
are
currently
showing
an
ongoing
concern
and
aaron
linden
who's,
given
his
apologies
has
provided
me
with
a
bit
more
further
information
around
some
of
the
work.
That's
going
on
to
address
those
concerns,
so
they've
broken
the
process
down
into
two
sides.
G
The
first
side
being
from
the
receipt
of
the
information
request
from
a
member
of
the
public
sending
out
to
the
director
and
collecting
it
back
and
then
a
second
phase,
which
is
from
the
receipting
ids
of
the
the
response
from
the
service
to
getting
that
out
to
the
members
of
the
public
and
then
dealing
with
any
follow-up
queries.
G
So
there's
a
number
of
changes
that
going
on
there
around
those
two
phases-
and
I
gather
aaron-
is
due
to
meet
with
councillor
scopes
later
this
week
for
a
more
in-depth
discussion
on
that.
So,
although
results
aren't
particularly
great
in
that
area,
I
understand
there's
a
lot
of
ongoing
work
around
that.
C
Thank
you
and
I've
got
a
few
points
I'll
just
look
at.
They
may
be
ones
that
require
additional
information
later
on,
and
so
just
a
few
little
bits
that
that
hit
me
off
the
report.
First,
as
a
former
director
in
one
of
the
creative
industries
in
leeds
the
figures
for
the
decrease
in
the
number
of
employees
in
the
creative
industry
in
leeds
is,
is
well
it's
tragic
on
the
report.
Really.
We
know
why.
C
That
is
because,
obviously
the
report
is
from
the
latest
reporting
figures
from
2020,
but
I
wondered
two
questions
on
that
one.
C
Obviously,
we
haven't
got
the
figures
for
2021
yet
on
that,
but
are
we
aware
of
how
much
of
that
we
believe
may
be
temporary,
so
maybe
people
that
were
unable
to
work
in
the
creative
industries
in
2020.
C
However,
now
there
has
been
a
re-recruiting
to
those
posts,
and
the
second
was
obviously
I
noted
leads-
is
a
hub
for
creative
industries
in
the
in
the
country
and
it
it's
a
great
pride
that
we
have
in
our
city.
But
birmingham
was
the
only
one
that
seemed
to
book
that
trend,
and
I
just
wondered
if
we
knew
what
they'd
done
differently.
I
noticed
they're
similar
across
many
comparable
authorities,
but
birmingham
seemed
to
have
booked
that
trend
and
whether
we
had
an
idea.
C
So
that's
my
first
point
on
that
I'll
I'll
then
go
to
the
other
figures
to
figure
out
the
gender
pagra
gender
pay
gap
is
is
promising
because
we've
achieved
the
target
as
of
the
latest
figures
of
march
2021.
So
that's
really
positive
and
we've
also
got
the
the
percentages
for
the
amount
of
women
employed
in
in
the
council
as
a
whole,
which
there's
been
some
progress
on,
but
there's
still
some
some
challenges
there.
C
One
of
the
questions
I
think
I'd
raised
previously
was
I'm
very
sure
that
will
change
among
different
directorates
and
will
be
very
different,
and
I
think,
when
we're
looking
at
the
general
figures
here,
for
how
many
women
employed
in
different
services
that
that
gives
us
an
overall
but
I'm
sure,
across
directorates,
we
will
see
huge
changes
and
I'm
more
interested
in
what
we're
doing
there,
because
I
think
it's
it's
making
sure
that
we
have
a
workforce
that
represents
the
city
in
every
single
directorate
and
service
that
the
why
we
have
the
figure
there.
C
So
I
wondered
whether
we
could
look
at
breaking
that
down
by
director
or
by
type
of
employment
or
something
that
would
give
us
that
that
relevance
and
I
think
that's
it
for
now.
I
think.
G
Thank
you
councillor.
Yes,
those
are
very
good
points
and
in
terms
of
the
the
cultural
ones,
I'll
have
to
find
out
whether
there's
any
more
detailed
analysis
about
the
temporary
and
permanent
nature
of
that,
and
why
birmingham
have
been
booking
that
trend.
A
A
Okay,
yes,
it
definitely
was
a
drill.
Okay,
back
to
you,
tim.
G
That's
right
so
in
terms
of
the
cultural
queries
I'll
find
those
out
and
obviously
we're
aware,
there's
a
cultural
report
coming
to
this
committee.
I
believe
next
time,
so
we
can
get
those
answers
in
time
for
that,
if
not
before,
and
then
just
before
I
pass
over
to
andy
dogman
who's,
the
chief
officer
from
hr
on
the
gender
pay
gap
queries.
G
We
are
looking
at
the
the
format
of
the
performance
report
that
we
bring
to
the
scrutiny
board.
So
if
we
can
get
that
further
detailed
breakdown
across
the
directorates
next
time
would
be
the
ideal
time
to
introduce
that.
So
it's
quite
quite
a
timely
query,
but
I'll
I'll
just
hand
over
to
andy.
If
he's
got
anything
else
to
add.
L
Thank
you,
tim
yeah
good
morning,
everybody
I'm
andy
from
the
hr
team.
Your
point
is
absolutely
right
about
the
gender
pay
gap,
so
it
is
good
news
that
it's
going
down
and
it's
hit
the
target,
but
you're
also
right.
That's
obviously
an
aggregated
council-wide
figure
and
obviously,
when
you
drill
down
by
service
by
role
by
demographic,
the
figures
obviously
do
vary
quite
significantly.
L
C
F
Thank
you
chair,
excuse
me.
Can
I
ask
about
the
couple
questions
really
for
me:
the
appointment
of
the
head
of
hr
projects
and
with
particular
focus
on
diversity.
F
Can
I
ask
what
the
freedom
to
speak
up
guardian,
because
it's
a
a
lovely
term?
Isn't
it,
but
could
you
put
some
meat
onto
the
bones?
What
that
will
actually
do
that
rule
and
what
the
plans
are,
because
we've
got
the
five
headings,
recruitment,
progression,
training,
data
and
monitoring,
obviously
don't
require
an
answer,
but
I
just
wondered
what
depth
there
would
be
around
the
other
things.
F
My
other
questions,
nothing
to
do
with
that.
Accidentally,
it's
about
the
levy
payments
and
the
reduced
starts
around
apprenticeships,
so
obviously,
with
you
can
only
roll
over
within
that
12-month
period.
So
I
assume
that
there's
been
a
loss
and
I've
got
that
innovative
commerce
cost
to
just
take
it
away.
Don't
the
government,
I
wonder
if
we
knew
what
impact
that
would
have,
how
much
that
would
be
the
actual
loss
of
funding
and
what
what
strategies
are
in
place
to
make
sure
that
we
don't
lose
any
more
levy
payments
needlessly
and
around
staff
sickness.
F
Again,
you
have
a
new
new
post,
that's
going
to
look
at
that
and
monitor
it,
and
I
know
that
mental
health
people
reporting
that
they
have
a
mental
health
difficulty
is
by
way
far
the
highest
reason
for
staff
sickness.
So
what
will
that
post
actually
do
because
it
doesn't
go
into
detail?
Does
it
it
mentions?
That's
the
post,
that's
going
to
look
at
sickness
across
the
board,
but
I
just
wondered:
that's:
that's
incredibly
high,
isn't
it
35
incredibly
high?
Thank
you.
L
Thank
you,
so
lots
of
questions
there.
So
I'll
start
with
the
diversity
question
you
asked.
So
you
are
right
that
we
have
appointed
a
new
freedom
to
speak
up
guardian,
that
individual's
not
in
post
yet,
but
hopefully
we'll
start
over
the
next
month,
or
so
it's
a
fairly
well
established
post
in
the
nhs,
and
we
spent
a
bit
of
time
with
our
local
nhs
trust
to
understand
how
their
role
has
operated.
L
L
Rather
than
having
to
go
through,
say
the
same
line.
Management
process
or
equally
to
the
hr
team
or
to
a
trade
union
colleague.
So
was
the
opportunity
to
go
somewhere
else,
and
the
idea
with
the
guardian
is
that
they
would
have
very
strong
relationships
with
the
most
senior
leadership
in
the
organization.
L
L
Really
so
part
of
the
work
that
that
individual,
myself
and
the
wide
team
are
doing
is
focusing
on
those
five
pillars
that
you've
rightly
mentioned,
because
when
we
spent
a
lot
of
time
talking
about
diversity,
there's
so
much
on
that
agenda
and
there's
a
lot
of
particular
actions
and
our
issues
to
deal
with
what
we've
really
tried
to
do
with
our
staff
networks.
Our
trade
unions
and
our
staff
is
focus
on
those
five
things
and
just
land
them
and
and
deliver
them
quickly.
L
So
there
is
an
action
plan
that
sits
below
those
five
issues,
which,
of
course
you
can
see,
and
we
can
share
with
you
and-
and
it
does
drill
down
into
fair
bit
of
detail
with
time
scale.
So
we're
very
happy
to
share
that,
and
hopefully
that
will
answer
that
issue.
You
already
mentioned
about
apprenticeships.
You
are
right
that,
because
of
the
short
fall
in
the
number,
then
there
is
an
issue
with
some
of
the
levy
being
returned
and
we
can
share
those
figures
with
you.
L
I
don't
have
them
to
hand,
but
we'll
certainly
will
provide
those
with
you.
What
we're
trying
to
do
at
the
moment
is
the
number
two
things
we
need
to
remedy,
so
the
first
thing
is,
rather
than
give
the
money
back
we're
trying
to
share
that
levy
with
other
employers
in
the
city,
so
they
can
take
advantage
of
that
because
it's
better
they
can
use
that
to
create
apprenticeships
in
other
neighboring
partner
organizations
or
other
employers,
rather
than
them
return
it.
L
But
obviously
the
second
thing
is
obvious
to
make
sure
that
we
are
spending
that
levy
appropriately.
I
think
because
of
covid-
and
I
think,
because
of
other
initiatives
that
have
come
on
at
the
same
time
like
the
kickstart
or
the
t
levels.
Obviously,
our
focus
has
been
spread
quite
thinly,
so
we
will
get
back
onto
that
apprenticeships
and
and
really
focus
very
much
on
broadening
the
apprenticeship
route
over
the
next
year
or
so
final
thing.
You
mentioned
about
sickness
absence.
L
L
So,
as
you
say,
what
we
are
doing
is
sort
of
focusing
our
own
hr
resource
very
much
in
terms
of
supporting
and
targeting
intervention,
because
it's
similar
to
the
gender
pay
gap.
When
you
drill
down
to
the
details,
the
figures
are
very
sporadic,
so
mental
health,
ill
health
or
sick
substance
is
very
low
in
some
areas
and
what
we've
always
done
is
had
a
fairly
generic
and
constant
support.
So
we've
now
changed
that
so
we
can
focus
and
redirect
our
resource
in
those
areas
where
it's
highest
and
more
problematic.
L
So
we're
now
beginning
to
co-locate
some
of
our
hr
support,
whether
that's
occupational
health
counseling
support,
as
well
as
more
direct
hr
support
in
those
areas
where
we
think
it's
it's
more
potent
where
those
figures
are
higher
a
fairly
early
day.
So
we've
only
launched
that
about
four
five
six
months
ago,
but
we
are
seeing
that
targeted
intervention
really
helping.
F
Thank
you.
I
think
it'd
be
really
useful
for
us
to
have
a
look
at
that
action
plan
if
that's,
okay,
around
recruitment
progression
and
the
rest
of
it
again
around
the
the
levy
payments.
F
I
think
it
would
be
interesting
again
if
with
chairs
blessing,
because
to
have
a
look,
how
that
levy
sharing,
because
I
think
that's
exactly
the
right
thing
to
do
and
because
there's
some
smaller
organizations
who
could
perhaps
benefit
and
we
could
move
people
into
employment,
so
I
think
that's
great
and
around
the
mental
health
as
well.
I'd
be
interested
to
have
a
look
if
it's
possible
how
it's
affecting
different
groups
by
gender
and
and
all
the
other
categories.
I
don't
know
if
that's
possible,
but
I'd
welcome
that.
Thank
you.
A
E
Thanks,
chair
mine's,
just
a
simple
question-
I
hope
just
on
the
summary
of
the
council's
workforce
profile
and
that
ambition
that
we
reflect
our
communities.
E
I
wondered
if
there
was
any
city-wide
workforce
population
to
compare
so
we
employ,
for
example,
six
percent
of
disabled
people
as
the
context
in
this
2011
census,
which
is
helpful
in
terms
of
75
of
residents,
have
a
condition
which
leads
them
to
be
economically
inactive.
But
how
does
that
compare
with
the
city-wide
workforce?
And
you
know
that
throughout
the
categories
I'd
be
interested
to
have
that
date?
I
don't
mean
an
extra
column
on
your
table,
but
if
the
data
is
available.
L
I
think,
probably
in
part
it
is,
I
I
think
it's
gathering
the
comparable
data
with
other
employers
in
the
city,
so
there
are
a
number
of
routes
that
we
can
do
so.
As
you
know,
we
work
very
closely
with
our
anchor
institutions
across
the
city
and
we've
done
a
lot
of
work
over
the
last
six
months
of
trying
to
standardize
the
way
that
we
report
on
things
like
representation,
diversity,
sickness
we've
already
talked
about
well-being.
Those
are
metrics,
so
we're
largely
there.
L
So
we
can
now
do
that
comparison
to
our
anchors,
which
is
a
good
60,
70
000
staff
that
we
employ
across
the
city.
When
you
add
up
all
of
those
different
anchors,
we're
building
relationships
with
other
sectors
to
the
commercial
sector,
professional
services,
but
that's
just
harder
to
get
to,
but
it
doesn't
mean
that
we
can't
try
and
then
you'll
have
a
a
stronger
comparison
between
ourselves
and
other
big
employers
in
the
city.
K
Thank
you
very
much
chair.
I
wanted
to
ask
further
to
the
discussion
about
the
freedom
to
speak
up
guardian.
K
The
one
concern
I
do
have
is
obviously
the
significant
drop
in
the
response
time
in
relation
to
foi
requests
over
the
previous
12
months,
whereby,
despite
the
fact
that
the
number
has
dropped
in
the
amount
that
the
council
is
receiving,
our
actual
response
has
still
dropped
further.
Can
you
please
confirm
what
we're
doing
as
a
council
to
make
sure
that
we
emphasize
across
the
board
that
we
are
a
transparent
organization
to
members
of
the
public
just
as
much
as
our
own
organization?
Thank
you,
chair.
G
Thanks
councillor,
hearth,
that's
that's
a
a
good
point
there
and
this
is
the
the
work
that
the
ids
and
aaron
and
his
team
are
partly
underway
with
and
and,
like
I
say,
there's
a
more
detailed
response
coming
to
councillor
scopes
later
this
week,
aaron
has
provided
me
some
information
around
the
work
that
they're
doing
on
this.
G
It's
been
split
into
two
phases,
so
phase
one
is,
as
I
mentioned
earlier,
on
about
the
request
from
the
information
or
the
request
being
received
in
the
council
to
going
out
to
the
director
and
then
making
its
way
back
to
to
ids
and
from
a
brief
update
that
aaron
has
given
me,
he's
been
looking
at
efficient
how
to
make
efficiencies
in
the
process
and
streamline
it.
So
there's
not
too
many
people
getting
involved
and
to
make
that
more
effective.
G
A
Thanks
tim,
just
as
you
know,
my
my
bent
on
this
is
around
automation,
which
obviously
can
make
things
quicker
just
to
reassure
council
of
birth.
It's
already
in
the
work
program
in
february,
but
if
you've
got
a
follow-up
question,
you
want
to
ask.
K
Thank
you
chair,
and
I'm
very
glad
to
hear
that
it's
been
scheduled
in,
although
february
is
a
long
time
away,
and
I
hope
there
would
be
some
progress
by
then
because
obviously,
at
the
time,
with
the
target
of
90
to
drop
from
86
percent
to
75,
despite
the
fact,
the
number
has
dropped
in
terms
of
eirs
and
also
fois.
That's
certainly
something
that
I
think
we
need
to
emphasize
across
the
board
in
terms
of
transparency.
K
Just
moving
on
to
a
separate
issue
in
terms
of
performance
about
procurement
also
knows.
Obviously
I
appreciate
the
council
and
is
competing
in
a
very
competitive
market
at
the
moment,
and
also
trying
to
get
value
for
money
for
taxpayers,
but
the
maximizing
the
local
supplier
spend
has
dropped
by
two
percent,
so
it's
dropped
even
further
to
52
percent,
whereas
at
the
same
time
the
amount
of
smes
that
are
procured
for
work
has
increased
by
six
percent.
K
G
Thanks
so
in
terms
of
the
just
just
to
sort
of
finish
off
on
the
the
previous
question
around
the
information
management,
I
also
noticed
that
there's
a
new
it
system
being
introduced
which
should
make
the
process
more
effective
as
well.
So
that's
part
way
through
implementation.
G
I
No,
I
don't
think
it
will
be.
I
think
he'll
be
a
separate
point
in
the
next
item,
so
in
terms
of
the
information
that
we've
got
with
regard
to
to
spend
the
system
that
we
use
in
order
to
be
able
to
together
information
the
financial
management
system
and
the
invoicing
system,
it
takes
a
lot
of
manual
processes
to
to
get
the
information
from
it.
We
work
each
year
to
try
and
improve
access
to
more
accurate
information.
I
So
the
sense
that
my
colleagues
get,
who
are
responsible
for
data
analytics
in
the
team,
is
that
in
terms
of
that
drop
well,
it's
a
percentage
drop
as
opposed
to
an
actual
drop
in
the
in
the
hard
numbers
so
spend
with
local
businesses
has
actually
gone
up,
albeit
in
comparison
to
the
overall
spend
as
a
proportion
it's
it's
marginally
down,
but
the
sense
they
get
is
that
the
more
accurate
data
that
they're
able
to
pull
out
of
the
systems
at
the
moment
is
part
of
the
explanation
for
that
I
think
there'll
be
other
things
as
well.
I
We've
we've
had
a
lot
of
sort
of
large
capital
programs
over
the
last
12
months,
24
months,
and
we
mentioned
earlier
about
spend
from
children
and
families
that
sort
of
spend
with
providers
have
looked
at
care
for
looked
after
children
outside
leeds,
which
is,
I
think,
also
gone
up.
So
I
think
there
are
specific
large
areas
of
spend
that
have
probably
had
some
impact
on
that
as
well.
I
But
in
terms
of
what
we're
doing
we
will-
and
we
always
do
look
for
opportunities
to
support
local
businesses
to
be
able
to
to
tender
for
council
contracts,
we're
currently
in
the
process
of
looking
to
call
off
from
a
crown
commercial
services.
So
that's
the
government
commercial
frameworks
that
are
available
for
what's
described
as
tail
spend.
I
So
these
are
the
sort
of
large
volume
in
terms
of
numbers,
but
but
relatively
low
value
in
terms
of
the
actual
overall
spend
they've
got
some
frameworks
in
place
where
you
can
actually
make
sure
that
local
suppliers
are
contracting
with
the
the
the
the
overall
framework
provider
and
and
they
essentially
provide
an
app
almost
like
a
an
amazon
marketplace,
or
something
like
that.
But
you
can
make
sure
that
local
suppliers
are
on
there
so
that
those
low
value
areas
of
spend
are
being
targeted
at
those
local
supplies.
K
I
just
want
to
ask
a
particular
point,
which
is
that
when
we
next
have
the
procurement
item
come
up
to
us
in
particular
that
we're
able
to
analyze
in
detail?
Is
there
any
way
of
actually
getting
more
figures
in
terms
of
the
applications
coming
from
local
suppliers
and
tenders
to
actually
make
sure
that,
even
if
potentially
we
are
not
taking
them
up?
Are
we
actually
receiving
that
interest
in
the
first
place,
and
is
there
something
that
this
council
could
do
to
improve
that
going
forward?
K
But
I
think
the
the
only
other
comment
I
had
was
on
a
slightly
separate
note
was
very
quickly.
I
know
you
asked
me
before
was
that
a
previous
issue
that's
been
raised
by
this
board
in
the
previous
financial
year
was
in
relation
to
the
core
wait
times
with
the
amount
of
customers
trying
to
come
through
to
us
now.
K
I
appreciate
the
number
of
complaints
has
significantly
decreased
by
about
150,
but
more
than
that,
but
the
problem
is
is
that
we
actually
have
a
wait
time
potentially
of
over
10
minutes,
for
anyone
still
to
get
through
to
the
customer
contact
center.
So
is
there
any
way
of
which
we
can?
We
can
confirm
how
those
complaints
are
sourced
and
whether
that
is
potentially
having
an
impact
on
the
amount
of
complaints
we
receive.
K
A
I
just
also
comment
that
that's
on
our
the
the
customer,
the
procurement,
the
the
figures
you
asked
for
the
next
procurement
item.
Obviously
it's
the
next
item
in
this
agenda,
so
he
probably
doesn't
it
probably
isn't
going
to
happen
to
get
them
for
the
next
procurement
item.
But
next
time
we
speak.
A
I'm
sure
he's
made
a
note
of
that
and
just
to
confirm
the
contact
center
is
on
the
agenda
for
a
future
meeting
and
it's
something
that
is
is
really
important
to
get
our
heads
around
and
improve
the
waiting
time,
as
neil
evans
has
come
and
said
to
us.
But
if
you
just
want
to
comment
him,
that's
okay,.
G
That's
right
just
just
to
add
to
that.
We
mentioned
that
we're
looking
at
the
a
new
refresh
deck
key
performance
indicators
and
obviously
that
general
wait
time
will
be
one
of
the
ones
that
we've
we've
picked
out,
as
would
be
useful
to
compile
and
report
back
to
this
board.
So
that
will
be
in
the
report
next
time
that
we
come
thanks
very
much.
D
Please,
if
I'm
a
chair,
thank
you
just
to
add
to
what
officers
have
responded
to
councillor
firth
on
and
that
you've
mentioned
that
it's
coming
to
scrutiny,
but
there
is
improvement,
work
being
undertaken
by
officers
at
the
moment
to
ensure
that
the
contact
centre
is
as
efficient
as
it
possibly
can
be
to
respond
to
our
residents
and
lots
of
work
has
been
ongoing.
Many
improvements
have
already
been
made,
but
we
know
we
can
make
further
improvements
and
and
that
work's
going
to
be
ongoing
throughout
the
year
chair.
D
So
if
you
need
updates
on
that,
your
agenda
items,
you
know
ensure
that
we
ask
officers
to
bring
you
the
updates
on
the
improvement
work.
J
Thanks
andrew
probably
comments
rather
than
questions.
If
that's
okay,
all
right
will
anyone
from
ids
be
here
next
month.
E
A
J
Okay,
they're,
usually
invisible
these
scrutiny
boards.
It
just
a
couple
of
things
about
the
the
figures
that
they're,
quoting
for
the
you
know
fixed
first
point
of
contact
and
all
the
rest
of
it
I'll
leave
that
until
until
next
month,
but
my
heart
sinks.
When
I
hear
new
systems
they're
going
to
be
introduced,
I've
been
using
computers.
J
I
think
for
25
years
and
I'd
like
to
think
that
I'm
not
a
lot
of
ice,
but
I
am,
and
when
people
talk
about
robots
and
algorithms,
I've
said
it
before
and
I'll
say
it
again.
You
know
when
you're
the
other
end
of
the
phone,
and
you
cannot
get
an
answer,
I'm
afraid
it
doesn't
matter
how
efficient
your
service
is
or
what
your
complaints
up
and
down
and
all
the
rest
of
it
are.
J
It
just
drives
me
up
the
wall
and
I
have
a
fight
with
my
laptop
almost
every
day
and
I'm
not
joking
over
microsoft
365,
but
the
security
issues
that
they've
introduced.
But
I'm
told
oh
it's
nothing
to
do
with
us.
It's
three
six,
five!
Well,
of
course,
who
introduced
three
six,
five
plus,
so
it's
you
just
go
round
and
round
and
round
and
round
in
a
circle,
and
you
lose
an
enormous
amount
of
time
anyway,
that's
for
next
month
and
the
other
one
just
on
contact
centers.
Similarly,
I'm
not
going
to
go
on.
J
We
did
talk
about
kpis,
which
well
from
my
perspective
anyway,
don't
actually
reflect
the
customer
experience.
If
that's
the
right
word
nowadays,
it
doesn't
sort
of
reflect
the
number
of
people
who
don't
get
through.
I
mean
I've
referred
something
to
jonathan
pryor.
Yesterday,
there's
been
relatively
simple
inquiry
about
a
a
refuse
wagon,
knocking
somebody's
wing,
mirror
off.
They're.
Quite
honest:
they
left
a
note
on
the
windscreen
there's,
not
a
problem
with
it.
J
Six
months
later,
you
try
and
get
anybody
in
the
council
to
understand
what
it's
all
about
or
to
acknowledge
that
there's
been
an
issue
even
when
they
got
the
signature
of
the
man
who
actually
that
did
the
actions
in
the
first
place.
So
I'm
not
really
interested
in
kpis,
I'm
more
interested
in
in
how
people
out
there
feel
that
they're
being
dealt
with
rather
than
us
being
produced.
J
A
Yeah,
I
think
that's
really
interesting
question
about
how
we
so
key
performance
indicators
are
only
any
good
if
they
give
us
actual
feeling
for
what
what's
happening
and
given
tim's.
A
Looking
at
what
indicators
we
get,
I
think
it's
a
relevant
comment
and
obviously
I'll
do
my
utmost
to
ensure
that
it
team
are
here
next
next
month.
Well
I'll
do
I'll
do
my
best.
Thank
you.
Okay,
I
think
everyone
who
wants
to
comment
has
commented.
A
I
think
that's
that's
really
interesting
and
we've
got
plenty
of
items
to
take
forwards,
but
let
counselor
cooper.
Do
you
want
to
comment.
D
Well,
unfortunately,
I'll
have
to
leave
for
an
eleven
o'clock
meeting
chair,
so
I'm
going
to
withdraw
at
this
point,
but
can
I
just
thank
scrutiny,
members
for
all
their
comments,
views
and
and
questions,
because
it
really
does
inform
us
going
forward
to
ensure
that
we
get
the
right
reports
to
you.
So
it's
good
to
see
you
all
this
morning.
A
I
I
The
report
includes
some
background
about
the
various
procurement
processes
that
are
in
place
and
that
need
to
be
followed,
depending
on
the
actual
sort
of
value
and
complexity
of
contracts,
in
terms
of
the
terms
and
conditions
that
we
are
used
just
to
note
that
the
contract
procedure
rules
require
that
the
council's
standard
terms
and
conditions
are
used
and
we've
got
different
versions
of
terms
and
conditions
for
goods
and
services.
I
We
also
have
a
standard
agreement
for
contracts
above
100
000
pounds
and
then
more
simple
agreements
for
for
for
contracts
below
that
value
for
works
contracts.
We
use
an
industry
standard,
nec
contract
that
we
amend
with
a
suite
of
lead
city
council,
specific
amendments,
but
there
are
circumstances
where
we
use
other
contracts
so,
for
example,
we're
procuring
off
a
framework
agreement
we'll
have
to
use
their
terms
and
conditions
and
exceptionally,
we
might
draft
a
bespoke
contract
or
use
another
providers.
I
I
I
Just
to
note
the
current
well,
the
the
current
position
of
the
position
that
will
continue
is
that
chief
officers
are
responsible
for
having
contract
management
arrangements
in
place
that
are
appropriate
for
the
contracts
within
the
service
areas,
and
good
contract
management
obviously
has
a
number
of
benefits
in
terms
of
delivering
the
outputs
that
that
we're
expecting
from
the
contract.
It
also
encourages
continuing
innovation
under
the
contract,
helps
identify
savings,
avoids
unnecessary
costs,
and
you
know
active
contract
management
can
help
avoid
or
deal
with
issues
that
that
might
arise
more
promptly.
I
There
is
research
that
says:
poor
contract
management
can
essentially
cost
nine
percent
of
the
contract
value,
so
that's
things
like
lost
opportunities
under
the
contracts
or
value
that
you've
paid
for,
but
outputs
not
received.
So
what
we've
been
trying
to
do
over
the
last
probably
the
last
12
months
really
and
is,
is
a
work
in
progress
is
develop
a
best
practice
approach
to
contract
management
across
the
council.
So
that's
helping
services
to
improve
their
contract
management
arrangements.
I
At
the
end
of
this
month,
we
will
be
rolling
out
a
module
on
the
council's
e-tendering
system
that
will
help
with
those
contract
management.
It
will
make
sure
that
contract
management
arrangements
are
considered
during
the
procurement
process
rather
than
as
an
afterthought
or
after
the
contract
has
been
awarded.
I
It
will
act
as
a
as
a
contract
management
plan
for
a
relatively
sort
of
simple
and
high
level,
but
it
will
act
as
a
contract
management
plan
and
it
will
also
allow
access
to
information
that
will
be
useful
for
contract
management
reporting
within
within
the
authority
and
then,
alongside
with
that,
we
are
expressly
including
in
the
constitution,
that
the
director
of
resources
is
responsible
for
setting
and
supporting
policy
with
regard
to
contract
management.
I
So
the
responsibility
for
day-to-day
contract
management
will
still
be
with
the
services,
but
the
constitution
currently
doesn't
deal
with
contract
management,
and
it
will
do
in
terms
of
neil
evans
being
responsible
for
for
setting
that
policy.
I
We'll
also
provide
training
and
guidance
to
help
services
and
help
them
develop
skills
within
the
services
to
be
more
commercial
and
better
able
to
manage
their
contracts.
So
that
was
that
was
all
I
wanted
to
pick
up
in
terms
of
the
report,
but
any
questions
happy
to
receive
them.
A
Yeah,
thank
you
very
much.
I
think
why
what
I
get
from
the
reporters
is:
there's
lots
to
do
still
to
get
where
we
want
to
to
be
in
terms
of
managing
contracts.
I
guess
there's
there's
a
question
about
in
my
mind.
Anyway,
how
do
we
review
the
asks
in
procured,
contracts
which,
I
don't
think
is
is
explained
clearly
in
report
or
how
we're
going
to
audit
at
it
that
contract
management
is
happening
going
forwards
once
this
new
module
comes
out.
I
So
in
terms
of
the
new
module
and
how
we
will
monitor
that,
because
it's
on
the
our
reprocurement
system
we're
able
to
make
sure
that,
for
each
new
contract,
that's
we're
going
out
to
tender
that
is
needs
to
go
on
the
system.
So
that's
anything
about
ten
thousand
pounds
that
the
contract
management
management
module
has
been
completed.
So
all
that
information
about
how
the
contract
is
going
to
be
managed.
I
What
those
key
requirements
of
the
contracts
are,
who
the
contract
manager
will
be
all
the
information
about
who
the
important
contacts
are
from
the
supplier.
I
We
will
be
able
to
report
on
that,
and
so
what
I'd
anticipate
doing
is
certainly
for
the
first,
maybe
six
or
twelve
months
reporting
monthly
to
directorates
as
to
which
contract,
because
I
think
there'll
be
a
bit
of
time
for
them
to
get
used
to
it
and
to
be
making
sure
that
they
are
doing
it
and
what
I
don't
want
to
do
is
sort
of
put
a
blocker
on
awarding
the
contract
in
the
first
instance
because,
like
I
said
it
will
take
a
bit
of
time
to
to
get
used
to
it.
I
I
Of
reviewing
the
asks,
the
contracts
typically
we'd
have
contracts
between,
say
three
and
five
years
they're
in
place,
and
obviously,
if
you,
if
you
sort
of
look
back
three
years,
the
world's
a
bit
of
a
different
place
than
it
was
then
so
things
do
change.
Within
procurement,
commercial
services.
I
We
are
looking
to
provide
support
to
services
to
review
their
contracts,
we're
starting
with
the
top
20
contracts
in
terms
of
value,
to
make
sure
that
they've
got
appropriate
contract
management
arrangements
in
place
and
to
make
sure
that
they're
doing
at
least
an
annual
review
of
those
contract
requirements,
and
that's
something
that
is
also
picked
up
in
the
contract
management
module
that
they
need
to
register
each
year
that
they,
the
service,
has
undertaken
that
annual
review
of
their
contracts
and
their
requirements
under
the
contract.
B
Thank
you.
I
know
that
this
is
something
that
might
cross
across
the
different
streams
of
boards,
but
something
that
I
know
that
the
inclusive
growth
work
has
looked
at
is
making
contracts
that
do
go
out
to
tender
more
accessible
to
smaller
local
providers,
and
there
was
some
discussion
about
whether
that
comes
or
whether
that's
in
the
form
of
some
sort
of
pack
to
assist
people
who
are
obviously
smaller
organizations
to
apply
for
those
contracts.
B
And
it's
just
something
I
wanted
to
flag
up
here
that
if
this
is
going
to
you
know
as
this
moves
forward
some
sort
of
consideration
of
how
of
how
we
can
potentially
give
those
contracts
or
encourage
those
contracts
to
go
to
smaller,
leeds-based
organ
or
yorkshire-based
organizations,
rather
than
necessarily
the
great
big
national
organizations
who
have
people
specifically
employed
to
write
these.
You
know
these
bids
for
these
these
tenders
and
stuff,
like
that,
it's
just
a
really
important
point
of.
A
K
Thank
you
very
much
chair
and
echoing
the
point
that
castle
hadn't
explained,
I
think,
is
absolutely
critical
because
of
the
fact
that,
obviously,
although
our
overall
spend
is
increasing,
the
fact
is
that,
as
I
mentioned
before,
the
number
of
local
suppliers
unfortunately
has
decreased
at
the
same
time,
but
I
appreciate
there
are
a
number
of
factors
in
relation
to
the
wider
leads
picture.
I
just
want
to
ask
one
particular
thing
in
terms
of
looking
at
emphasizing
the
role
of
an
importance
of
good
contract
management
within
each
department.
K
Obviously,
we've
got
a
module
now
to
make
it
more
robust
to
make
sure
that
we've
got
that
situation
it
can
you
give
us
a
bit
more
meat
on
the
bone
about
how
we've
arrived
at
that
point
because
of
the
fact
that
we
obviously
want
to
emphasize:
what's
happened
in
the
past
to
make
sure
we
don't
miss
those
opportunities
because
we're
not
starting
at
year
zero?
K
I
Yeah,
I
think
it's
important
to
say
that
there
are
some
really
really
good
examples
of
contract
management
across
the
council,
but
we
had
well,
I
suppose,
from
a
personal
perspective,
I've
been
aware
that
you
know
there
are.
I
There
are
areas
that
that
will
get
reported
through
to
pacs
where
issues
have
arisen
and
they've
arisen
because
of
poor
contract
management
in
in
certain
circumstances,
and
then
last
year
we
invited
the
lga
to
facilitate
a
review
of
procurement,
a
peer
review
of
procurement
and
one
of
the
recommendations
from
that
was
that
again
they
identified
that
there
are
examples
of
really
good
contract
management.
But
what
we
didn't
have
was
consistent,
best
practice,
contract
management
across
the
council,
so
one
of
the
recommendations
was
that
we
had
to
develop
that.
I
So,
that's
really
why
there's
been
the
the
big
focus
and
also,
I
guess
in
the
context
of
the
council's
financial
challenge-
we've
worked,
I
think,
hard
over
the
years
to
try
and
reduce
sort
of
the
unit
prices
that
we
get
through
procurement,
but
where
I
think
there
is
still
scope
to
it
to
improve
things
is
to
review
how
contracts
are
actually
used
and
in
in
the
context
of
that
percentage
that
I
was
talking
about
earlier
in
in
terms
of
what
poor
contract
management
can
cost
in
the
context
of
the
council's
overall
external
spend.
A
F
Let's
check
can
I
ask
the
report,
obviously,
is
focused
on
contract
management
and
councillor
lennox.
His
comments
about
inclusive
growth,
I
think,
are
particularly
relevant,
because
what
I
was
going
to
the
obvious
emission
from
this,
for
me,
is
the
pre-contracting
due
diligence,
because
obviously
one
area
feeds
into
the
other.
Doesn't
it
so
if
robust
due
diligence
is
done
prior
to
because
I
know
when
I'm
looking
at
the
indemnities
and
the
types
of
things.
F
Hopefully,
nobody
will
ever
have
to
pay
them
because
quite
shocking,
but
due
diligence
that
would
prevent
it
almost
reduces
the
need
to
contract
manage,
and
I've
got
that
in
inverted
commerce
for
obvious
reasons,
but
it
would
actually,
if
it's
done
properly,
encourage
smaller
organizations
to
to
compete.
F
They
may
not
have
you
know
bank
balance
of
five
million
pounds,
but
it
doesn't
mention
or
apologize
if
I've
missed
it
don't
think
I
have
the
actual
pre-procurement
and
contracting
due
diligence
that
should
look
at
organizations
rather
than
prior
business
and
and
the
core
outputs,
perhaps
in
terms
of
employing
disabled
people
apprentices
and
how
it
ties
into
other
council
strategies.
I
Yes,
certainly
in
terms
of
tenders
that
we
receive,
we
do
undertake
sort
of
due
diligence
with
regard
to
those
contracts.
Sorry,
the
the
the
bids
that
are
coming
in
and
the
evaluation
of
those
we
brought
a
report.
I
think
it
was
back
in
february
about
trying
to
use
sort
of
evaluation
as
as
an
opportunity
to
leave
a
more
social
value
in
and
part
of,
that
includes
providing
opportunities
for
people
with
disabilities
or
or
from
relatively
you
know,
deprived
socioeconomic
backgrounds.
I
Things
like
that,
so
so
that
does
that
that
does
get
factored
into
to
the
overall
evaluation.
As
I
say,
it's
trying
to
encourage
increase
those
types
of
opportunities,
and
we
can
refer
back
to
the
report
from
february-
that's
helpful
and
and
provide
that
again.
F
Yes,
thank
you,
and
I
I
did
re-read
the
report
from
february
before
today,
but
I
think
as
part
of
the
contract
management.
It's
two
sides
isn't
it
and
the
actual
contract
awardings
the
bit
in
the
middle.
So
it's
a
very
robust
taking
the
things
that
february's
report
mentioned
it's
the
big
before
and
then
the
evaluation
after,
which
is
equally
as
important.
Isn't
it
so
perhaps
that
valuation-
and
I
know
you're,
saying
you're
going
to
be
part
and
feedback,
but
it's
robust
evaluation.
F
But
this
report
doesn't
actually
dig
down
into
that
even
taking
into
account
the
the
contracting
sorry
they're
apart
from
february.
I
Okay
yeah,
so
I
mean
the
report
is
focused
on
the
terms
and
conditions
that
we
put
in
place
and
and
then
how
we
manage
those
so
yeah.
It
doesn't
deal
with
that
that
the
phase
beforehand
in
terms
of
how
we
actually
go
out
and
procure
it
does
have
the
background
information
about
the
processes
that
are
needed
to
be
followed.
But
if
you,
if
you
want
some,
you
want
me
to
focus
that
on
that
in
a
future
report,
then
I'd
be
happy
to
do
that.
A
H
Can
I
have
to
say,
we've
had
an
lga
peer
review
of
procurement
and
the
actual
contract
award
inside,
etc
was
held
up
as
best
practice.
H
The
contract
management
side
was
where
we
needed
to
do
a
bit
more
work,
and
that's
why
those
reports
are
coming
to
you
and
because
we
know
that
we've
got
really
good
around
where
how
we
award
the
contracts,
the
compliance
around
that
and
making
sure
that
we
adhere
to
the
the
become
rules,
contract
procurement
rules
that
we
have
to
comply
with.
H
So
I
think
that
side
of
it
when
we've
had
that
peer
review,
really
emphasized
that
that
that
we
were
optical
practice
on
that
it
was
this
area
on
the
contract
management
that
we
needed
to
improve,
and
that's
why
that
papers
come
today.
Okay,
thank
you.
F
I
just
want
to
stress:
I
wasn't
suggesting
that
it
didn't
take
place,
so
there
is
anything
on
the
world.
It's
just
that
it's
not
detailed
for
us
as
a
scrutiny
board
and
the
other
reason
I
think
it's
important,
because
quite
often
in
communities
there
is
a
level
of
distrust,
a
level
of
suspicion
about
why
certain
organizations
and
are
awarded
certain
contracts
and
it's
important
that
we
can
lay
that
those
suspicions
isn't
it
and
it's
only
by
being
able
to
say
well.
A
J
Thanks
andrew
just
a
couple
of
things:
kieran,
could
you
bring
us
up
to
date
on
where
we
are
on
the
peer
review
to
recommendations
from
last
year,
you've
touched
on
the
social
value
fund,
which
is
on
the
next
exec
board
agenda.
What
if
he
could
also
just
expand
on
what
that's
going
to
mean
for
procurement?
J
For
us,
if
it's
passed
of
course,
comment
on
the.
What
I
think
is
a
relatively
low
savings
in
percentage
terms
over
the
last
next
two
or
three
years
for
a
fairly
large
spend
and
the
last
one,
if
you're
not
entirely
up
to
date,
not
sort
of
too
concerned.
It's
the
it's
a
key
decision
regarding
transformation
project
and
looking,
I
think,
at
the
it
systems
for
procurement.
I
I
Could
I
share
that
with
board
so
that
you
can
see
an
update
on
that?
Okay
in
terms
of
the
social
value
fund?
The
idea
behind
this
fund
is
to
use
the
council's
procurement
and
the
value
of
the
council's
procurement
spend
as
a
lever
to
generate
income
for
the
for
the
council
that
will
be
used
towards
supporting
community
initiatives,
another
social
value
in
order
to
bid
for
account.
I
Well,
I
suppose,
in
terms
of
what
what
the
social
value
fund
is,
it's
asking
for
a
contribution
from
well
anybody,
basically,
but
but
really
potential
suppliers
or
suppliers
to
the
council,
and
that
contribution
will
be
based
on
the
so
the
size
of
the
organization,
but
also
the
the
type
of
organization
it
is
so
and
also
the
location
so
for
voluntary
sector
organizations
or
micro
organizations
in
leeds
they
wouldn't
have
to
make
a
contribution,
but
they'd
still
be
certified
under
the
under
the
social
value
fund
for
smes
in
leeds
there's
a
relatively
minor
contribution.
I
I
think
it's
around
about
250
pounds,
something
like
that.
But
then
you
get
to
large
businesses
outside
leads
and
they
would
have
to
pay
a
large
amount.
I
think
it's
about
a
thousand
pounds
is:
is
the
suggestion
into
the
into
the
social
value
fund
for
making
that
contribution?
I
The
organization
will
be
certified
and
then,
when
they
come
to
bid
for
a
council
contract,
they
would
get
an
evaluation
benefit
so
around
one
or
two
percent
would
not
quite
settle
on
precisely
what
the
number
is
towards
the
overall
evaluation
to
try
and
encourage
them
to
make
that
contribution
and
be
certified,
and
then
for
any
council
contracts.
I
Continuing
and
maintaining
that
certification,
so
continuing
to
pay
into
the
social
value
fund
each
year
will
also
be
a
requirement,
but
those
sort
of
levels
reflecting
the
type
of
organization
and
the
size
of
the
organization
in
terms
of
benefits
to
those
businesses
as
well
that
are
making
those
contributions.
They
will
get
a
listing
on
the
council's
website.
I
So
there
is
some
value
there,
because
there's
about,
I
think,
in
terms
of
traffic,
about
a
million
people
access
the
council's
website
each
month,
and
so
the
businesses
that
make
contributions
will
get
a
back
link
to
their
website.
So
there
is
like
I
said
there
is
some
benefit
in
in
that
regard,
and
they
probably
spend
more
on
on
that
kind
of
access
to
to
that
number
of
people
than
you
know.
I
The
the
contribution
or
or
perhaps
broadly
equivalent,
so
there
are
some
benefits
there,
so
we
think
it
would
actually
be
quite
an
attractive
thing
for
businesses
and,
as
I
say,
it's
scaled
so
that
it
you
know
it
should
encourage
actually
and
be
more
beneficial
to
smaller,
leads
based
businesses.
Coming
back
to
some
of
the
points
that
were
made
earlier
about
trying
to
encourage
them
to
tender
for
contracts,
was
there
anything
else
on
the
social
value
fund.
J
Only
in
the
sense
that
is
there
a
danger,
it
will
just
inflate
the
you
know
the
the
bids
that
come
in
or
does
it
not
make
any
difference
in
the
grand
scheme
of
things.
I
I
think
in
the
grand
scheme
of
things
it
probably
doesn't
make
much
difference.
Like
I
say
in
terms
of
the
sort
of
local
suppliers,
it's
a
relatively
nominal
amount
in
terms
of
those
larger
external
suppliers.
They'll
be
tendering
for
contracts,
a
value.
That
means
all
a
thousand
a
thousand
pounds
is,
you
know,
not
a
nominal
amount
in
the
context
of
the
overall
contracts
that
they're
pitching
for
it's
not
huge.
I
So
we
think
that
it's
something
that
shouldn't
increase
the
costs,
but
we
can
certainly
keep
an
eye
on
that
and
and
make
sure
that
if
there
is
any
any
problems
that
we're
reviewing
the
those
values
in
terms
of
how
much
the
contribution
should
be
with
regard
to
savings,
we
did
set
savings
targets
and
I
think
the
savings
targets
that
you're
talking
about
are
sort
of
corporate
targets.
Each
of
the
directorates
will
also
have
their
own
targets,
and
some
of
those
will
be
achieved
through
procurement
savings.
I
So
it's
probably
worthwhile
noting
that
I
mentioned
earlier
as
well
in
in
terms
of
unit
prices.
You
know
we
have
worked
hard
over
the
last
few
years
to
try
and
get
the
unit
price
for
you
know
for
what
we're
buying
down
as
low
as
possible
under
all
our
contracts,
we're
seeing
inflationary
pressures
have
an
impact
on
suppliers
and
sort
of
coming
back
and
asking
us
to
review
those
prices.
I
So
in
terms
of
making
savings
through
the
actual
procurement
itself,
I
think
that's
going
to
become
more
and
more
difficult,
but
I
think
the
the
opportunity
is
looking
at
how
we
use
those
contracts
and
I
think
that's
why
contract
management
is
a
really
important
thing
for
us
to
to
to
get
better
at
over
the
next
year
or
two,
and
then
you
mentioned
about
transformation
as
well.
I
I
mean
I
talked
earlier
about
having
the
the
the
amount
of
manual
work
that
has
to
go
into
getting
the
information
with
regards
to
things
like
local
spend
and
spend
with
smes,
and
you
know
the
systems
that
we've
got
in
place
with
regards
to
financial
management.
Are
you
know,
old
and
and
a
bit
creaky
so
in
terms
of
the
core
business
transformation
pro
program
to
to
to
have
integrated
systems
where
you
can,
where
you
can
pull
off
the
data
that
will
help
management
reporting
so
much.
J
Yeah,
really
on
the
point
you
were
making
about
savings
being
made
by
individual
directors,
aren't
really
shown
in
the
figures
that
you
actually
produce.
J
I'm
not
suggesting
you
should
do
this,
but
it
would
be
handy
to
know
overall
how
much
savings
we're
making
in
procurement
because
against
a
budget
of
a
billion
pounds
or
they're
about,
I
know
it's
capital
and
revenue
and
all
the
rest
of
it.
The
savings
you
actually
project
in
the
financial
monitoring,
don't
look
particularly
ambitious,
but
that's
just
a
comment.
Yeah.
B
Thank
you
chair.
I
think
most
of
my
things
have
been
covered,
but
I'll
expand
on
it
slightly.
I
just
wonder
if
there
were
going
to
be
any
flexibility
and
changes
incorporated
within
the
contracts
that
could
be
addressed
and
the
impact
specifically
with
the
cost
of
living
crisis
and
inflation
and
what
impact
that
would
have
on
the
service
as
a
whole
and
obviously
to
the
council.
B
I
know
in
my
world
there's
been
areas
that
have
been
omitted
from
specific
services,
because
that
wasn't
there
initially
and
then
it
needs
to
be
built
in
so,
and
that
must
happen
city
wide.
So
I
just
wondered
if
you
could
expand
on
that
slightly.
I
Yeah,
so
that
there
is
the
opportunity
to
vary
contracts
to
a
degree
if
you're
talking
about
particularly
high
value
contracts
and
high
value
changes,
then
procurement
regulations
kind
of
put
a
block
on
that,
so
that
you
have
to
go
out
and
procure
a
new
contract.
If
that's
the
case,
but
in
terms
of
that
sort
of
flexibility
that
you
talk
about,
I
think
that
that
comes
down
to
what
I
was
mentioning
earlier
with
regard
to
those
continual
reviews
of
contracts.
I
Services
should
be
keeping
under
review
the
requirements
of
contracts
and
if
there
are
changes,
like
you
say
in
communities,
if
there
are
new
developments
or
things
like
that,
where
the
services
need
to
be
expanded,
then
that
should
be
reflected
and,
like
I
say
they
do,
have
the
scope
to
be
able
to.
So.
I
If
there
are
additional
services
need
to
be
provided
in
a
particular
new
area,
then
there
is
scope
to
amend
the
contract
to
to
build
those
in
if,
for
whatever
reason,
they
can't
do
that,
then
we'll
go
out
and
procure
a
new
contract,
but
they
definitely
do
need
to
be
keeping
that
under
review,
and
I
think
the
contract
management
module
that
we're
putting
in
place
will
make
sure
that
those
reviews,
like
I
said,
are
taking
place
at
least
annually
and
will
be
able
to
provide
support
in
undertaking
those.
Those
kind
of
reviews.
B
Thank
you
chair
just
for
reassurance
will
that
be
built
into
the
procurement
that
contracts,
because
quite
often
things
cannot
be
changed
because
the
contract
is
safe
for,
for
example,
three-year,
and
so
it's
not
been
able
to
be
changed.
Will
that
be
incorporated
within
that
to
ensure
that
there's
that
flexibility
there.
I
Yeah
I
mean
we
should
always
be
able
to
to
vary
contracts
and
as
long
as
the
contracts
operating
like
I
say,
we
can
make
changes
to
them.
I
think
you
know,
potentially
what
you
might
have
come
across
is
services
saying
you
know
we
can't
make
the
change,
because
either
we
don't
have
the
funding
or
because
it's
you
know
we're
asking
the
contractor
to
do
something
slightly
different
or
provide
more
than
something
that
than
we
originally
went
out
to
procure.
I
B
Yeah,
it
just
quite
concerns
me
as
well,
with
the
cost
of
living
crisis
and
the
price
of
inflation.
So
obviously
there's
going
to
be
a
lot
of
impact
on
contractors
and
the
like
what's
already
been
mentioned,
I
think
about
the
projected
figures
for
that
and
will
be
a
cap
on
that,
or
will
it
be
upwards
off.
I
So,
in
terms
of
the
council's
standard
position,
when
it
comes
to
contracting,
we
ask
for
a
fixed
price
and
we
don't
typically
building
inflationary
mechanisms.
There
are
some
contracts
that
do
have
inflation
already
built
in,
but
but
on
the
vast
majority
of
them
don't
have
any
inflation
built
in
what
we
are
finding,
though,
is
that
a
lot
of
contract?
Well,
a
number
of
contracts
are
coming
to
us
saying:
look.
I
We
can't
continue
to
provide
the
service
at
this
cost
and
in
that
case
it's
essentially
a
negotiation
as
to
whether
we
think
that
a
a
price
increase
would
be
appropriate
and
we
support
services
to
to
to
do
that.
And
then,
of
course,
you
know
when
the
contract
comes
to
expire,
there's
the
opportunity
to
sort
of
bid
at
the
new
prices.
I
D
Good
morning,
just
referring
back
to
your
report,
where
you've,
where
you
talk
where
you've
mentioned
about
inadequate
performances
where
contractors
that
contractors
have
delivered,
is
there
a
snagging
period
or
an
extended
snagging
period
for
where
they've
carried
out
the
work
to
see
if
there's
any
further
deterioration
or
additional
damage
that
has
been
done
to
any
properties
throughout
the
seasons
that
you
might
not
be
able
to
pick
up
immediately
or
within
the
first
three
months?
D
Well,
council,
houses
or
where
there's
been
where
so,
I'm
just
thinking
top
of
my
head:
where's
council
houses
where
there's
been
like
a
room,
put
downstairs
for
additional
needs
and
so
on.
I
Yeah,
could
I
ask
you
if
you've
got
a
specific
concern,
if
you
would,
if
you
want
to
send
it
to
me
directly
and
I'm
happy
to
to
look
into
it
and
pick
up
with
colleagues
in
housing
or
lbs.
As
a
general
point,
I
mean,
we've
got
so
many
different
contracts
that
deal
with.
You
know
different
areas
and
services.
I
I
think,
typically
in
terms
of
how
we
manage
contracts.
I'd
expect
that
there
is
a
degree
of
you
know
an
opportunity
to
to
to
mobilize
and
and
and
get
things
up
to
speed
at
the
outset
of
a
contract,
and
we
might
be
a
little
bit
more,
not
relaxed.
I
That's
not
quite
the
right
word,
but
but
we
might
be
more
accepting
of
under
performance
while
the
service
gets
up
to
speed,
but
we
should
always
be
actively
managing
the
contracts
and
if
there
is
under
performance
at
any
point
in
time
engaging
with
the
with
the
supplier
to
try
and
make
sure
that
that
whatever
the
issue
is
that
that's
resolved
promptly
and
that
we
are
getting
what
we
pay
for.
A
Thank
you
very
much.
Okay.
I
can't
see
anyone
else
indicating
so
I'm
gonna
move
on
to
next
item.
Thank
you
very
much
for
your
time.
Kieran,
okay.
So
the
next
two
items
kind
of
go
together,
because
it's
sort
of
a
work
in
the
work
program,
and
so
I
think
I
think
it's
pretty
worth
taking
them
kind
of
together.
If
that's
okay
as
you'll,
know
the
on
item
12,
there's
the
the
proposed
work
program,
some
of
the
stuff
we've
already
talked
about
is
going
to
be
coming
up
already.
A
This
meeting
sorry
we've
discussed
in
this
meeting
it's
going
to
be
coming
up
in
future
meetings.
I
don't
know
if
becky
you
want
to
make
any
comments
before
I
open
for
comments.
Thank
you.
D
If
we're
taking
them
together,
chair
the
only
thing
I
would
particularly
draw
the
board's
attention
to
obviously,
as
well
as
reviewing
the
draft
worksheet
schedule
in
full,
is
the
statement
of
evidence.
The
statement
in
relation
to
the
zero
tolerance
approach
to
racism,
which
it
would
be
helpful
if
the
board
could
give
their
approval
so
that
could
be
passed
on
to
the
executive
member
on
your
behalf.
A
F
I
have
my
post,
it's
not
already.
Okay,
I
read
the
statement
following
our
prior
meeting
and
I
think
perhaps
there
was
a
misunderstanding
regarding
what
was
actually
said.
F
Because
I'm
from
memory,
my
colleagues,
I
think,
actually
said
that
they
will
always
look
for
aircast
to
intervene
prior
to
any
car
action.
But
going
back
to
this
statement,
there's
a
couple
of
questions,
so
I'm
not
sure
who
I'd
address
them
to,
because
it's
only
yours
now
isn't
it.
A
Yes,
so
the
statement
is
this
board's
opinion
and
I
guess
it's
difficult
for
we're
on
page
on
my
platform,
page
181,
but
we're
around
there
there's
a
statement
and
we
discussed
this
in
detail.
The
the
idea
of
this
statement
is
to
formalize
some
of
the
conversations
we
had
in
the
the
previous
board
had
which
obviously,
myself
and
councillor
burke
were
both
on
and
just
to
reassure
board
members.
A
This
has
been
seen
by
the
I
know
a
counselor
doesn't
like
the
term
network,
but
that's
what
they
still
still
call
themselves
so
they've
seen
it
and
are
comfortable
with
it
and
and
the
idea
is
this-
will
inform
decision
making
and
again.
The
idea
is
if
we
can
make
a
comment
before
formal
decisions
are
made
made,
that's
how
we
can
have
influence,
but
if
you've
got
questions-
or
this
is
clearly
our
board
statement
so
correct
on-
let's
have
a
discussion.
F
Okay,
well,
it's
probably
a
combination
of
comment
and
questions,
so
I'll
leave
you
to
decipher,
which
is
which,
when
you
look
at
it,
it
says
for
me.
I
interpret
this
as
a
reliance
on
others
to
identify
and
support,
because
what
this
is
actually
doing
in
a
nutshell
is
saying
that
any
incidences
should
be
dealt
with
sort
of
the
disciplinary
procedure
rather
than
a
grievance.
But
actually
you
can't
disentangle
the
two,
because
grievance
is
part
of
the
disciplinary
procedure.
So
that's
but
there's
a
huge
reliance
on
here,
because
it
doesn't
go
far
enough.
F
So
I
was
interested
what
our
colleagues
said
this
morning
about
the
person
who's
going
to
act
as
a
buffer
for
people
to
go
to.
So
perhaps
that
could
be
mentioned
in
here.
If
that's
the
case,
because
that
would
obviously
link
into
this.
It's
it's
closely
linked,
but
discrimination
will
span
more
than
one
protected
characteristic
in
some
occasions.
F
F
When
actually-
and
it
does
say,
of
course,
people
can
still
put
a
grievance
in,
but
I
think
it's
kind
of
diluting
that
and
it
could
actually
lead,
in
my
opinion
to
the
council,
be
held
vicariously
liable
because
if,
if
they
they
take
or
don't
take
the
right
action,
there
is
a
there's,
a
element
of
vicarious
liability
in
there.
So
I
think
as
well.
This
perhaps
should
talk
more
about
the
informal
routes
prior
to
grievance,
which
would
tie
in
with
all
aircast
recommendations,
doesn't
mention
it
just
kind
of
launches
into
we'll
follow
the
disciplinary
action.
F
But
actually
people
should
be
encouraged
to
go
down
the
informal
route
and
that
would
certainly
be
endorsed
by
aircast
and
the
other
recognized
bodies,
and
there
should
be
a
policy
link,
a
clear
policy
link
to
disciplinary
policy,
and
perhaps
it
should
include
deadlines
and
best
practice
as
a
last
resort.
But
just
to
clarify
that
that
first
statement,
you
should
only
go
to
a
tribunal
if
you've
tried
their
cast
conciliation.
A
A
F
Thank
you
chair.
I
don't.
I
don't
actually
think
it
does
accurately
reflect
the
conversation
we
had
at
the
last
board
and
I
think
the
points
raised
and
really
important
so
happy
just
to
write
that
and
send
it
to
yourself
and.
K
Firth,
thank
you
chair.
I
just
wanted
to
say
also
I
do.
I
do
think
that
it
is
important
to
emphasize
the
discussion
between
the
group
of
council
workers
and
also
two
councillors
here
about
the
discrepancy
in
terms
of
that,
and
I
think
councilwork's
right
to
bring
that
up.
I
do,
as
was
emphasized
in
that
meeting,
and
I
appreciate
I'm
not
of
the
in
the
main
category.
K
Certainly
I
would
hope
that
in
future
we
we
find
another
way
of
reflecting
that
in
our
reports,
but
also,
I
would
also
one
thing
that
was
mentioned.
When
councillor
burke
raised
the
freedom
to
speak
up
guardian,
I
just
really
wondered
whether
colleagues
can
provide
any
more
meat
in
the
bone
about
the
role
in
which
that's
going
to
play.
K
In
terms
of
also,
how
is
that
going
to
affect
the
role
of
the
trade
unions
within
the
council
and
also,
more
generally,
in
terms
of
making
sure
that
we
have
the
best
route
for
individuals
to
feel
they
have
the
ability
to
whistle
blow
on
anything
that
they
or
raise
any
issues
they
may
have.
Thank
you
chair.
A
Thank
you
councillor,
I
guess
in
terms
of
the
speak
up
guardian,
I
think
andy
dubstin,
when
he's
here
was
the
right
person
to
ask.
I
certainly
can't
comment
on
exactly
what
his
vision
is
and
I
think
he
is.
He
talked
about
nhs
practice,
so
I
mean
that
would
have
been
an
interesting
question
in
terms
of
in
terms
of
the
bain
staff
network.
A
I
don't
think
it's
our
job
as
a
board
to
be
telling
a
staff
network
what
they
should
call
themselves
and
so
until
such
time
as
they
change
their
own
name,
which
they're
entitled
to
do,
I
presume
at
any
time.
I
don't
think
we
can.
We
can
call
them
anything
else.
A
I
think
that
would
be
inappropriate
for
us
to
do
so
in
terms
of
the
comments
that
councillor
berks
made,
I
I
think,
and
and
and
yourself
councillor
phil,
I'm
happy
to
ask
becky
to
liaise
with
councillor
burke
and
you
as
well
cancer,
fair
for
comments
and
amendments
and
then
we'll
we'll
consider
the
best
way
to
take
that
forward
in
terms
of
moving
this
agenda
forwards.
A
I
think
I
think
the
key
from
my
perspective
is
is
to
make
sure
that
those
policy
setters
including
executive
board,
are
really
conscious
of
this
issue
and
make
sure
they
keep
it
high
on
their
priority.
So
our
staff
feel
as
as
included
as
they
possibly
can
councilman
do
you
want
to
comment
again.
F
Yeah
I
mean
I'm
happy
with
that
andrew.
I
just
would
add
one
last
comment:
the
government
and
if
you
look
on
gov
dot
uk,
I
I
think
you're
absolutely
right
that
we
shouldn't
and
we
can't
dictate
to
what
individual
groups
call
themselves.
But
government
directive
is
that
we
don't
use
the
term
burm
beam.
A
So
on
this
policy:
zero
tolerance,
okay,
let's
move
on
to
the
work
program,
any
comments
on
the
work
programme
yep
councillor
carly
thanks.
C
Jeff
got
a
couple
of
bits:
one
is
just
from
the
bits
picked
up
today.
The
second
is
just
a
couple
of
bits,
because
obviously
I
chaired
the
previous
meeting
of
this
before
in
your
absence,
and
I
was
just
going
to
ensure
that
all
the
points
we
picked
up
there
had
had
been
captured.
First
thing,
then,
is
just
looking
at
the
within
the
sources
of
work.
C
My
role
previously
was
working
in
a
behavior
change
agency,
so
the
area
of
co-production
and
co-creation
is
something
that
is
of
interest
to
me,
but
it
is
quite
often
a
term
that
that
is
misunderstood
and
isn't
done
well,
should
we
say
in
the
pages
it's
page
97
of
of
my
pack,
the
our
team
leads
approach,
there's
a
lot
around
co-production
co
code
design,
how
we
shift
power
to
citizens
and
communities,
and
then
that
leads
into
the
discussion
around
consultation
as
a
whole
and
how
we
consult
on
on
various
games
across
different
areas.
C
I
think
I've
raised
this
before
once
and-
and
I
can't
remember
the
exact
answer
that
we
got,
but
is
there
an
overall
strategy
or
a
department
that
advises
across
the
directorates
on
on
how
we
consult
with
the
population
of
leads,
because
I
think
I've
seen
from
a
number
of
areas
we
do
consultations
very
differently
in
different
services.
C
Not
all
of
them
are
done
as
well
as
we'd
want
and
not
all
of
them
get
necessarily
the
level
of
response.
We'd
get
now.
Obviously,
some
scrutiny
boards
could
look
at
individual
consultations
within
some
services
that
they
look
at,
but
the
overall
idea
of
how
we
consult
with
people,
certainly
on
the
bigger
strategies.
I
wondered
whether
that's
anything
we
can
have
a
conversation
around
or
whether
there
are
people
in
the
council
that
look
at
that
as
a
whole
or
whether
they're
embedded
in
services.
So.
A
I
think
that's
a
really
fascinating
question.
I
think
particularly
around
some
of
the
work
we
did
last
year
in
terms
of
the
contact
center
and
how
letters
that
sent
out,
maybe
sometimes
leave
questions
unanswered
and
then
result
in
large
amounts
of
contact
to
the
contact
center,
and
it's
it's
all
made.
I
feel
like
it's
linked
to
that.
How
do
we
communicate
with
the
public
both
in
terms
of
what
we're
saying
to
the
public,
but
also
when
we're
saying
what
do
you
want
to
say
back
to
us
because
communication
only
works?
A
C
So
I
I
just
think
it's
very
interesting
that
in
my
view,
that
could
mean
we're
getting
the
wrong
response
to
a
consultation
in
some
areas
and
it's
something
that
always
needs
amending.
So
that
was
my
my
one
point
from
my
own
side,
then,
looking
into
the
things
we
raised
before
now,
I
know
2023
is
coming
back
and
it
referenced
a
couple
of
ideas
in
in
the
work
program.
What
we're
talking
about!
C
I
just
wanted
to
make
sure
one
of
the
things
people
had
a
clear
view
on
with
the
grants
and
the
job
opportunities
that
were
available
through
2023
and
ensuring
that
they
were
communicated
effectively
and
at
the
right
level
for
organizations
and
individuals
within
our
communities
to
get
them
so
to
make
sure
they
did
go
to
the
people
that
we
would
want
those
jobs
to
go
to.
C
So
that
was
one,
and
there
was
a
point
around
the
legacy
of
2023
and
us
being
able
to
see
early
on
what
the
the
hope
was
of
of
that
legacy
so
that
we
can
better
scrutinize
it
later.
And
then
there
was
some
discussion
about
community
centers
in
that
one
and
we
weren't
sure
whether
the
idea
of
the
business
plan
and
the
council's
investment
into
community
centers
and
the
spend
came
under
this
board
or
it
came
under
communities
and
environments.
So
just
clarification
on
that
other
than
that.
C
There's
a
couple
of
things
that
I
brought
up
earlier
in
the
board,
so
the
gender
split
in
different
services
and
departments,
the
health
of
the
cultural
industries
in
the
city
facing
where
we've
been,
which
could
be
tied
in
perhaps
to
the
lead
to
2023.
But
it's
a
wider
view.
I
think
that
was
it
chair.
Thank
you.
A
Thank
you
very
much.
I
think
becky
might
just
have
a
comment
on.
D
Just
to
say,
on
the
first
points
regarding
leeds
2023,
I
will
feed
those
back
through
to
eve
who's,
coordinating
that
the
initial
feedback
had
gone
through
to
them,
but
I
will
re-emphasize
that
to
make
sure
those
points
are
picked
up
on
the
community
centers
that
actually
falls
to
eh
environment,
housing
and
communities
board.
So
we
have
checked
that,
and
it's
not
within
the
remit
of
this
board
it
would,
it
would
fall
to
cancer
anderson's
sport.
K
K
We
had
a
a
major
consultation
on
the
a64
at
the
same
time
as
a
major
consultation
by
weicher
on
a
very
similar
issue,
and
it
actually
conflated
the
consultations
and
the
response
to
them
was
actually
less
than
a
major,
much
smaller
in
the
generating
the
view
of
a
much
smaller
consultation,
and
I
just
wondered
whether
actually
that
may
be
something
that
might
be
useful
to
bring
up
within
the
september
board
to
do
a
devolution
because
of
the
role
between
wyka
and
the
council,
because
that
conflation
meant
that
both
consultations
were
really
poorly
responded
to
and
led
to
a
lot
of
confusion
among
residents,
particularly
in
our
part
and
particularly
in
eastern
north
east
leeds,
and
that
was
an
issue
going
forward.
K
I
think
that
related
to
that
on
evolution,
I
just
wanted
to
ask
the
purpose
of
that
particular
meeting
is
one
year
on.
Is
there
any
possibility
that
we're
going
to
have
tracy
braebin
as
the
mayor
available?
If
not
what
sort
of
scrutiny?
I
understand
that
wakefield
have
had
an
open
council
meeting
with
the
mayor.
K
What
sort
of
scrutiny
is
looking
forward
for
the
mayor
more
generally
in
terms
of
our
board
going
forward
and
also
potentially
making
sure
that
we
have
senior
individuals
like
ben
still
and
others
available
at
that
meeting
to
understand
how
that
relationship's
going
forward?
So
I
just
wondered
if
you
had
more
meat
on
the
bone
about
what
that
will
entail
and
some
suggestions
there.
Thank
you.
A
Just
in
terms
of
the
consultation,
I
think
there's
a
there's,
an
issue
around
consultation
fatigue.
I
think
that
definitely
happens
and
also
a
lack
of
clarity
on
who's
responsible
for
what
so
you
talk
about
in
my
ward,
we
have
the
m621,
and
that
is
highways
england,
and
I
can't
do
anything
about
that
and
it's
that
understanding
that's
almost
linking
together.
So
I
take
that
becky
give
just
some
information
on
the
devolution
item.
D
Yeah
just
to
provide
reassurance,
I
suppose
that
we
are
going
through
the
mayor's
office
and
the
intention
is
to
have
both
ben
and
the
mayor
or
a
representative.
I
guess
here,
if
at
all
possible.
A
Yeah,
I
think
more
more
broadly,
I
think
it's
clearly
an
important
item,
but
I
think
there's
a
certainly
from
my
respect
to
the
recognition
of
the
reality.
Is
our
scrutiny
board
doesn't
have
a
statutory
authority
in
the
same
way
we
do
in
lead
city
council
items,
it's
important
to
give
us
an
opportunity
to
talk
and
challenge,
but
I
think
we've
got
to
recognise
the
statutory
difference
between
us
as
a
scrutiny
board
for
leeds
city,
council
and
us.
The
scrutiny
brought
interest
in
what
what
the
mayor
is
doing,
but
you
can
come
back.
K
Thank
you
chair.
No,
I
think
it's
really
just
to
understand
going
forward,
given
that
other
authorities
are
having
some
sort
of
scrutiny
directly
involved
in
terms
of
how
that
will
play
out
here
and
maybe
that's
further
investigation
elsewhere.
I
also
think
that
a
lot
of
colleagues
on
both
sides
today
and
in
previous
meetings
have
emphasized
the
role
of
looking
at
the
whole
of
the
leads
picture
be
from
trying
to
get
local
suppliers
to
bid
for
our
contracts,
all
the
way
through
to
helping
the
wider
leads
in
west
yorkshire
economy
and
therefore,
as
a
result.
K
Even
though
I
appreciate
that
the
statutory
role
of
our
committee
is
different
to
that
of
what
maybe
we
want
to
scrutinize,
but
I
think
that
certainly
the
question
can
still
be
asked
about
whether
they'd
be
willing
to
attend
or
not.
But
I
appreciate
your
comments.
The
one
thing
I
was
also
going
to
say
is
in
terms
of
the
september
meeting,
given
that
that
is
such
a
big
item.
The
electoral
services
update
has
obviously
been
something
that
I've
raised
a
number
of
times,
particularly
in
relation
to
the
fact
that
also
has
not
been
mentioned.
K
There
was
the
proposal
of
the
2023
polling
district
review,
rather
than
the
2023
boundary
review
as
well,
and
so
I
think
that
certainly
just
want
to
make
sure
that
we
have
enough
time
within
that
meeting,
given
that
we
don't
want
to
effectively
speak
ourselves
out
of
time
to
not
be
able
to
review
it
and
scrutinize
the
stuff
that
comes
up.
A
Thank
you
I
just
also
just
add
on
in
terms
of
the
the
mayor
attending
meetings
when
I
was
chair,
corporate
government
audits,
we
recommended,
in
terms
of
the
process
that
the
mayor
should
come
to
full
council
to
answer
questions,
and
so
that's
the
recommendation
I
made
then,
and
as
I
stand
behind
that
recommendation,
but
thank
you
for
your
comments.
Okay,
I'm
going
to
bring
in
counselor
flynn
next.
J
But
it's
really
just
to
echo
the
point
about
consultation.
I
I,
having
looked
at
a
number
of
these
things
in
some
detail,
I
little
doubt
that
the
council
actually
follows
the
process.
That's
laid
down
for
consultation,
but
it's
whether
the
consultation
is
actually
effective
or
not,
because
you
get
a
very,
very
small
response
by
and
large
anyway,
even
to
very
large
ones.
J
I
mean
just
referring
to
taxis
as
a
matter
of
interest.
You've
all
seen
hundreds
of
drivers
outside
here
time
and
time
and
time
again,
and
that
was
allegedly
because
of
a
flawed
consultation
process.
Three
or
four
years
ago,
which
we've
been
told
repeatedly,
was
carried
out
in
exactly
the
same
way
as
it
should
have
been
or
the
proper
way
it
should
have
been.
So
I
think
we
need
to
look
more
at
the
detail
of
of
how
we
actually
do
consultations
rather
than
just
doing
them
willy-nilly,
but
that
will
come
sure.
J
Second,
one
is,
I
mentioned
strategic
strategic
reviews
business
as
usual
savings.
I
noticed
that
we
only
got
two
further
looks
at
the
at
financial
monitoring
between
now
and
the
end
of
the
year.
One
in
I
think
november.
One
in
january,
it
doesn't
give
us
an
awful
lot
of
time
to
look
at
those
issues
in
between
time,
because
I've
looked
at
all
the
items.
J
D
It's
just
to
say,
that's
yet
to
be
determined
and
it
what
will
influence
the
scheduling
of
that
working
group
is
when
the
proposals
come
through
the
executive
board
process.
So
officers
aren't
sure
yet
at
what
point
in
the
autumn
those
will
sort
of
come
through
the
machine,
and
so
we
can't.
We
can't
work
out
the
sort
of
publishing
arrangements
with
scrutiny
until
we
know
that
as
a
starting
point.
Sorry,
that's
a
bit
of
a
sort
of
bureaucratic
response,
but
as
soon
as
we
know
we'll
be
able
to
get
that
in
diaries.
J
Yes,
there's
a
financial
monitoring
paper
goes
to
the
executive
board
every
month,
so
we
we
know
sort
of
you
know.
Well,
we
won't
know
what
advances
the
papers
come
out,
but
they
don't
come
out
until
the
fortnight.
I
think
before
the
executive
board
is
due.
So
it's
really
something
to
think
about.
I
think,
because
I
I'm
very
interested
in
budget
plans
and
what
they
mean
in
terms
of
service
to
the
public
and
what
the
adverse
effects
of
them
are
going
to
be.
A
Yeah,
thank
you.
Counselor.
There
is
a
real,
the
real
challenge
in
terms
of
how
many
meetings
you
have
and
how
many
work
items
you
have
by
taking
about
your
comments.
I
know
you've
talked
to
me
offline
as
well
about
the
importance
of
financial
monitoring.
Does
anyone
else
want
to
comment
councillor
firth?
Does
I'll
bring
you
in
next.
K
Thank
you
chair.
I
just
wanted
to
make
a
separate
point
which
I
raised
a
previous
meeting,
which
is
that
obviously
we
brought
the
start
time
of
this
committee
meeting
forward
to
allow
for
other
meetings
for
for
colleagues
and
for
exec
members
for
officers.
I
just
want
to
stress
that
in
the
future.
I
hope
that
certainly
go
forward.
We
can
emphasize
that
also
for
all
that
they're
able
to
stay
for
their
items
as
well.
K
I
appreciate
that
people
have
conflicting
diaries,
but
it
means
then
potentially
we're
not
able
to
scrutinize
those
particular
roles
when
we
don't
have
as
many
meetings
during
the
year,
as
maybe
we'd
like
because
of
simply
time.
So
I
just
wonder
whether
that
could
be
fed
back
as
a
point
that
has
been
raised
by
members
previously.
A
Thank
you,
councillor,
firth,
yeah
and
I'd.
Take
that
point
in
the
parity
of
esteem,
with
the
executive
board
that
scrutiny
has
under
the
constitution
of
the
council.
I'll.
Take
that
that
point,
okay,
I
can't
see
any
more
comments.
Clearly,
I'm
happy
to
talk
about
the
work
program
offline
as
well,
if
anyone's
interested.