►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Okay,
good
morning,
everyone
welcome
to
today's
stretching
resources.
Screening
board
meeting.
A
Thank
you
for
coming
I'd
like
to
particularly
welcome
Judith
from
the
lgas
coming
to
you
as
an
outside
guest
to
speak
to
us
about
the
LGA
peer
review
and
welcome
my
screening,
chair
colleagues,
who
have
come
for
this
discussion
as
well,
which
we'll
do
first,
we
just
have
some
formal
items
to
start
with.
A
Also
just
like
to
note.
I'm
sure
you've
noticed
that
the
Civic
Hall
is
much
busier
than
usual.
Today.
There's
a
big
filming
set
on
today,
which
is
quite
exciting
for
the
super
cool
and
the
city
and
I.
Think
it's
a
pretty
convenient
timing
for
civic
Enterprise
to
come
in
to
tell
us
what
they've
been
up
to
in
terms
of
maximizing
the
assets
of
the
council.
So
I
think
it's
I,
don't
believe
it's
deliberate,
but
I
think
it's
quite
fortunate
timing.
So
that's
quite
fun!
A
So
I'll
go
on
to
the
first
few
formal
items
of
the
meeting,
but
first
we'll
just
do
introductions
if
that's
okay,
so
as
I
said,
I'm
Council,
andrewscapes
I
represent
the
beaston
and
Holbert
Ward
and
I
chair
this
meeting
we'll
go
this
way
today.
Thank
you.
D
Good
morning,
councilor
Chapman
councilor
for
Rothwell
Ward.
G
Good
morning,
Alex
McKinnon
head
of
corporate
support
here
for
the
LDA
peer
review
item.
L
Good
morning,
councilor
Gore
Almas
from
the
Beeston
Hall
backward.
Thank
you.
Q
Q
If
this
is
to
be
discussed
chair,
we
would
need
to
go
into
private
session.
Could
members
vote
on
the
resolution
for
this?
Please.
A
What
I'm
suggesting
is
that,
if
we
need
to
talk
about
the
confidential
item,
we're
going,
we
have
a
private
discussion
at
the
end
of
the
end
of
the
formal
meeting.
So
if
member
is
happy
with
that,
can
you
show
your
hand
yep?
So
that's
unanimous
thanks,
Debbie.
Q
Chair
under
agenda
item
three,
there
are
no
late
items
under
a
gender
item.
Four
could
I
ask
members
to
declare
any
interests
and
I
take
silence
as
there
are
none
under
gender
item.
Five
apologies
have
been
received
from
Council
Assam
first
and
councilor
Peter
Carlyle,
councilor
Anderson
is
here
today
as
councilor
Firth
substitute.
Thank
you
chair.
A
Super
thank
you
very
much,
okay.
So,
let's
move
on
to
the
formal
business.
The
first
item
is
the
LGA
peer
review.
As
everyone
know,
this
has
been
discussion,
executive
board
and
there's
a
comment
that
which
should
also
come
to
school
today.
So
that
is
oh,
yes,
sorry,
the
minutes.
It's
not
the
minutes.
A
Okay,
are
there
any
comments
or
amendments
on
the
minutes?
I,
don't
see
anything
any
actions
arising
Bob.
B
Thank
you
chair
just
briefly
a
couple
of
things
to
note:
information
sent
to
the
board
minute
78,
which
was
the
communication
and
consultation
item
John
you're
meeting.
Some
information
has
been
sent
from
The
Voice
influence,
team
and
Children
and
Families,
which
is
requested
by
the
board.
So
all
members
should
should
now
have
that
minute.
Oh,
it's
a
minute,
80
81!
The
budget
composite
report
has
now
gone
to
executive
board
and
we'll
go
to
full
Council
this
week.
B
So
the
excluding
feedback
on
the
budget
process
has
now
been
handed
back
to
the
executive
and
then
minute
82,
which
is
a
an
issue
regarding
a
working
group
and
which
I'll
pick
up
under
the
work
program
item
as
well,
just
to
add
that
I'm
still
working
on
a
date
for
that
and
I'll
explain
more
under
the
work
program
item
later
on.
Thank
you
chat.
A
Any
other
matters
of
writing,
no
okay,
good.
So
let's
actually
move
on
to
item
seven
and
the
LGA
peer
review.
It
I'm
quite
pleased
to
have
this
in
for
discussion
so
I'm
gonna
hand
over
to
Judith
to
introduce
herself
again,
and
the
report
and
it'll
be
also
good.
If
counciloris
could
make
a
few
comments
as
well
and
then
we'll
we'll
go
into
questions.
Thank
you.
I
Thank
you
chair.
So
what
I'm
going
to
talk
through
today
was
just
it's
part
of
the
process
and
then
some
of
the
findings
and
where
leads
fits
into
the
overall
scale
of
of
what
we
do
so
a
little
first
about
the
process
councils
as
part
of
their
membership
of
the
LGA
get
a
corporate
peer
challenge
every
four
to
five
years
at
a
time
of
their
choosing,
and
it's
part
of
the
broader
approach
that
the
LGA
has
to
sex
LED
Improvement.
I
That
councils
should
be
in
charge
of
Their
Own
Destiny
and
that
any
Improvement
should
be
focused
from
within
the
local
government
sector,
rather
than
run
by
inspectors.
I
So
the
process
that
we
follow
for
all
peer
challenges
is
the
same
that
we
applied
in
Leeds
as
we
were
to
to
any
Council,
and
that
would
be
to
agree
that
the
scope
and
when
you
would
like
to
do
this,
would
then
propose
TMM
team
members
in
discussion
with
you
and
then
over.
I
We
get
lots
of
other
pre-reading,
as
you
might
imagine,
in
terms
of
all
the
other
things
that
the
council
is
doing
to
try
and
give
the
team
a
flavor
of
how
the
council's
working
before
we
arrive.
And
then
we
turn
up
and
spend
a
few
days
with
you.
In
this
instance,
we
will
hear
from
the
Monday
evening
giving
feedback
on
the
Friday
morning
against
the
lga's
framework,
which
I
think
has
been
reported
elsewhere,
but
against
sort
of
the
five
broad
headings
that
we
look
at
all
councils
on.
I
When
we're
on
site,
we
attend
we've,
you
formally
welcome
us.
We
go
through
that
timetable.
I
We
talk
to
a
wide
variety
of
people,
members
in
particular,
but
also
officers
Partners
stakeholders
to
to
form
a
view
on
how
well
we
think
you're
doing
we,
we
polish,
that
feedback
over
the
week,
give
it
back
to
you
on
the
last
day
the
Friday
morning
and
then
my
role
continuing
to
support
the
team
is
to
take
that
feedback
away
to
draft
a
report
which
we
get
to
you
fairly
quickly
for
a
brief
comment,
and
then
we
go
ahead
and
publish.
I
We
then
ask
you
to
produce
an
action
plan
which
was
based
really
in
terms
of
your
response
to
the
recommendations
from
that
report
and
then
the
the
last
bit
of
the
process
is
that
that
initial
process
is
that
we
ask
you
to
publish
the
report.
I
It
then
goes
on
to
the
lga's
website
as
part
of
a
link
from
yours,
and
then
we
agree
to
come
back
so
many
months
later
to
see
how
you're
doing
against
those
recommendations
and
so
that
that's
the
process
in
a
nutshell,
in
terms
of
the
report
itself,
although
we're
always
in
the
same
business,
whichever
Council
we
look
at
that,
each
council
is
different
and
one
of
the
things
I
think
that
was
really
striking
about
Leeds
was
just
the
values
and
how
you
conduct
yourself.
I
You,
the
values
that
you
have,
which
is
stated
really
do,
seem
to
be
lived
and
breathed
right
through
the
organization
recognize
widely
by
Partners
as
well,
which
is
quite
unusual,
and
there
really
do
seem
to
be
a
sort
of
a
living
embodiment
of
how
you
work.
You
can
also
see
the
real
high
level
objectives
being
delivered
on
the
ground
as
well.
I
And
again,
that's
that's
that's
quite
unusual,
but
in
the
sense
of
at
a
very
high
level
you
say
you're
going
to
do
something
and
then
you
look
out
the
window
and
actually
you
can
see
it
being
delivered
and
that
that's
really
quite
a
special
thing
and
it's
good
for
partners
as
well,
because
they
can
see
that
when
they've
contributed
to
something
it
does
happen.
I
One
of
the
other
things
that
we
picked
out
very
strongly
was
the
fact
that
you
benefit
from
stable
and
visible
political
leadership.
It
really
is
it's
there.
It's
really
important.
It
might
be
something
that
you
sometimes
take
for
granted,
but
actually
it's
it's
a
really
fundamental
part
of
how
you
operate
and
that
stability
that
Vision
the
objectives
that
you've
got
again
being
delivered
on
the
ground.
There
does
seem
to
be
a
Clarity
in
terms
of
you
set
that
high
level
Vision
as
members,
it's
clear
for
officers.
I
They
can
go
away
and
deliver
it
and
you
can
see
the
tangible
benefits
of
that
and
examples.
I
would
give
I
mean
the
the
emphasis
that
you've
placed
to
for
over
a
decade
on
the
child.
Friends,
city
is
really
quite
evident,
but
there
are
things
like
Net
Zero
by
2030
that
that's
quite
obviously
being
being
delivered
as
well,
but
and
there's
lots
and
lots
of
other
examples
that
you
could
give,
but
they're
visible
and
they're
they're,
quite
they're,
quite
obvious.
I
Actually,
when
you
you
start
to
come
and
look
around
the
organization,
something
that
you
might
not
appreciate
as
members,
because
you're
here
day
in
day
out,
but
as
Outsiders
coming
in
certain
things,
leap
back
out
at
you,
you're
also
really
good
at
partnership
working
I
have
to
say
at
the
level.
So
the
way
that
Partners
talk
about
the
city
about
the
council.
What
you're
trying
to
achieve
is
also
something
that's
very
significant.
I
We
picked
out
the
anchor
institutions,
the
anchor
Network,
that's
people
from
that
talking
to
us
and
how
they
were
talking
about.
The
council
is
a
real
strength
for
you.
It's
something
to
be
really
proud
of,
but
as
with
all
councils,
there's
still
more
to
do.
I
One
of
the
things
we've
reflected
on
the
report
is
that
we
think
you
could
go
a
bit
further
and
sort
of
unravel
a
bit.
Your
locality
working.
Think
about
that,
it's
you
do
a
huge
amount,
but
from
an
outsider's
perspective,
at
least
taking
a
step
back
and
thinking
about.
How
does
this
all
fit
together
and
the
resource
implications,
and
what
are
you
trying
to
achieve
from
it?
I
I
think's
also
quite
important,
and
the
other
significant
thing
I
would
say-
and
we
say
this
to
all
councils-
Neil
Jay
and
have
been
saying
it
for
some
time
is
about
the
resource
base
that
you've
got.
It
continues
to
shrink
in
the
medium
term,
as
with
many
other
small
councils,
big
councils,
there
is
a
budget
Gap
and
one
of
the
things
politically
and
manager
really
is
how
you're
going
to
deal
with
that.
I
How
are
you
going
to
balance
that
in
the
in
the
medium
to
long
term,
when
there
are
so
many
unknowns,
we
don't
have
a
quick
and
easy
answer
for
you,
because
there
isn't
one
and
it's
it's
your
budget,
your
process,
and
it
it's
not
easy.
But
it's
something
that
we
flagged
up.
But
you
know
that
already
you
are
a
council
that
knows
itself
and
I'm
whilst
I've,
so
that
I,
you
do
have
very
clear
and
good
leadership.
I
What's
really
interesting
but
politically
and
monetarily,
but
what's
really
really
interesting
is
that
people
were
also
at
pains
to
say
that
it's
not
always
cozy.
Do
you
disagree?
It's
not
that
everything
all
lines
up
very,
very
neatly
all
the
time
there
are
arguments
there
are
discussions.
There
are
debates
about
things
quite
rightly
too,
because
this
is
the
Democracy
that
we're
working
in,
but
nonetheless
the
culture
of
the
place
enables
you
to
work
through
that
and
deliver
it
shouldn't
be
underestimated.
I
It's
really
significant
on
the
scale
of
how
councils
work
and,
and
it's
quite
a
precious
thing
and
I
know
it
takes
work.
It's
not
something.
That's
just
happens
by
chance.
It
does
take
effort,
but
it
does
seem
to
work
well
here
and
I'll.
Stop
at
that
point
and
have
other
things
Lee
do
you
may
want
to
say
as
well?
Thank
you.
J
A
lot
to
say
at
this
point
I
do
appreciate
the
work
of
Judith
you
and
the
team
did
I'm
thinking
through
trying
to
find
a
figure,
I
think
there's
over
150
people
you
spoke
to
both
inside
and
outside
the
council.
In
terms
of
getting
that
view
of
the
council.
J
I
was
really
Keen
to
do
this.
At
this
point
in
time,
we
could
have,
as
Judy
says,
a
peer
review.
It's
not
a
statutory
inspection
that
somebody
else
decides
when
it
happens.
We
we
choose
to.
J
We
choose
to
go
through
the
process
and
I
was
really
Keen
both
as
we
so
three
things
came
to
mind.
First
of
all,
the
response
to
covid,
which
led
into
our
best
city
Ambitions
that
idea
that
we
Face
challenges
as
a
city
rather
than
just
as
an
organization
and
try
to
as
a
council
have
that
wider
thing.
J
The
second
thing
was
the
changes
we've
had
around
the
formation
of
a
mayoral
combined
Authority,
and
the
third
thing
was
where
Judith
finished
as
well
was
just
a
budget
challenge
that
we
face
in
the
years
ahead
and
getting
a
getting
a
an
external
view
on
our
finances.
I've
done
these
for
other
councils,
I
think
there
are
some
areas
where
we
are
where
we
work
a
little
differently
to
Elder
councils
anyway.
J
So
things
like
our
regular
reporting,
the
financial
situation,
it
comes
from
councilor
Cooper,
every
exact
board,
that's
not
something
that
every
Council
does
and
I
think
that
really
helps
that
point.
Jude
has
made
about
understanding
as
a
council
where
we
are
in
terms
of
our
National
position
and
secondly,
something
that's
happened
for
many
decades
now
of
having
a
cross-party
executive
board
as
well.
So
information
reports
and
decisions
come
through.
J
They
don't
come
through
a
single
party
executive
order
come
through
a
cross-party
executive
board,
so
I
think
those
are
things
we've
done
around
trying
to
have
that
view
as
an
organization
both
intern
and
externally,
about
being
very
open
and
transparent
and
again
our
Ambitions.
J
We
have
aren't
just
ones
that
are
going
to
be
delivered
by
the
council
alone,
particularly
given
our
reduced
budget
position
that
we
need
to
work
very
closely
with
Partners
to
to
achieve
what
we
want
to
achieve
for
the
city
and
having
that
open
approach,
I
mean
there
are
some
really
positive
comments
and
I'm
sure
all
of
us
are
really
proud
of
about
the
council
being
a
a
beacon
of
best
practice
and
things
like
that.
I'm
also
sure
there's
things
in
there.
J
All
of
us
who
are
world
councilors
will
recognize
around
strengthening
in
developing
our
locality,
erasers,
both
internally
and
with
Partners
in
the
city,
as
well
being
the
second
biggest
Council
bulk
in
terms
of
population
after
Birmingham
and
geography
after
of
the
second
biggest
Metropolitan
County
after
Doncaster
in
terms
of
area
gives
us
some
strength,
but
I
think
it
gives
us
some
challenges
as
well
and-
and
those
are
things
particularly
I-
think
we
do
in
terms
of
developing
an
action
plan,
that's
sort
of
a
strand
of
work.
J
We
do
need
to
pay
a
lot
of
attention,
so
I'll
be
really
interested
in
the
boards
comments
on
the
action
plan.
There
is
a
in
terms
of
a
specific
response
to
the
LJ
corporate
payer
Challenge
and,
as
there's
a
some,
a
sea
of
bubbles,
I
don't
know
how
better
to
describe
it.
J
It's
on
page
25
of
the
how
we're
actually
going
to
take
this
forward,
both
in
terms
of
a
specific
review
to
the
action
plan
and
then
also
into
our
strategic
planning
and
budget
planning
as
well
set
fold
where
we
go
forward.
Thank
you,
chair.
A
Thank
you
very
much
Needham
and
Judas
I
thought.
That's
very
interesting.
Thank
you
for
the
positive
comments.
Judith
I
guess
just
in
terms
of
the
context,
it'd
be
really
helpful
for
so
we're
strategy
and
resources.
Screening
boards,
particularly
interested
in
the
finance
one
of
the
things
that
I
think
we've
talked
about
quite
a
lot
as
abroad
is,
is
HR
matters,
and
one
of
your
key
recommendations
is
being
mindful
of
the
risk
of
Staff,
burnout
and
and
I.
A
Think
that's
something
we
are
concerned
about
with
more
more
being
demanded
by
the
council,
with
with
demand
going
up
in
many
services,
but
budgets
coming
down
due
to
a
government
Cuts,
so
I'd
be
really
interested
in
whether
that's
something
you've
seen
specifically
as
a
recommendation
for
other
councilors
as
well.
Thank
you.
I
Yes,
definitely
in
terms
of
across
the
public
sector,
not
just
councils,
but
that
that
burnout-
that
pressure
in
terms
of
over
a
decade
of
austerity,
then
covert
coming
people
responded
really
well
here
to
covid.
You
know
that
already,
but
it's
been
somewhat
Relentless
hasn't
it.
It's
then
the
return,
and
although
the
uncertainty
has
gone
away,
the
pressure
of
work
hasn't
and
in
many
Council
areas
across
the
country,
demand's
gone
up.
Expectations
gone
up.
Pressure
on
the
NHS
also
means
pressure
for
councils,
so
you
could
see
it
here.
I
When
you
talk
to
people
they'll
readily
talk
about
it,
they
were.
They
were
positive
about
it,
which
sounds
quite
an
odd
thing
to
say,
but
in
the
sense
of
wanting
to
keep
an
eye
out
for
their
colleagues
in
particular,
so
not
necessarily
complaining
about
their
own
lot,
but
actually
we
need
to
keep
an
eye
on
each
other.
We
need
to
keep
going.
We
need
to
support
each
other
and
a
recognition
as
well
that
in
many
instances
there's
not
a
lot.
I
I
One
of
the
members
of
Staff
we
we
spoke
to
was
very
clear
that
they
could
go
and
work
somewhere
else
in
a
neighboring
Authority
and
earn
more
money,
but
they
didn't
want
to
because
they
felt
that
they
could
deliver
the
best
here
for
the
people
of
Leeds,
and
that
seems
to
be
multiplied
many
many
times.
It's
a
really
precious
thing:
it's
how
you
keep
trying
to
keep
hold
of
those
people.
I
They
do
feel
valued,
but
they
are
under
pressure
and
I
I.
Don't
have
an
easy
answer
for
that,
I'm
afraid
it's
I
think
it's
well
on
your
radar.
It's
not
necessarily
about
more
money
either
it's
about
how
people
feel
about
the
place.
They
feel
good
about
the
place,
but
they're
stretched
would
be
how
I'd
Bounce
It
Off.
A
Thanks,
thank
you
very
much.
Dude,
that's
really
helpful
and
for
the
board,
just
you
know.
We've
got
HR
at
our
next
board.
Meeting:
okay
I'm
going
to
bring
in
councilor
Gruen
next.
P
Thank
you
chair.
Well,
obviously,
it
was
a
really
nice
pleasant,
positive
experience.
Reading
the
report
and
I'm
not
entirely
surprised
at
the
positivity
within
it,
because
I've
worked
for
a
number
of
different
councils
in
the
past
with
elected
members
and
I
do
feel
that
Leeds
elected
members,
it's
it's
almost.
You
can
feel
it
as
you
enter
Leeds.
They
are
more
strategic
and
more
creative
and
more
Innovative
than
than
other
sets
of
councilors.
P
That
I've
worked
with,
so
it
didn't
come
as
a
complete
surprise,
but
I
thought
it
was
a
an
excellently
produced
report
and
well
I'm
a
bit
I'm,
looking
at
page
18
table
one
but
I'm
actually
going
on
to
page
19,
where
it's
dealing
with
environment,
housing
and
communities
and
then
the
locality
work
and
feeds
it.
P
As
a
later
point
in
the
report
into
the
action
plan
and
I've
just
got
a
couple
of
observations
and
suggestions
on
the
one
two
three
third
bullet
point
under
the
environment,
housing
and
communities
on
page
19.,
it
says:
review
underline
service
provision
geographies
with
health,
education
clusters
and
the
voluntary
sector.
P
Yes,
hurray,
for
that,
do
you
think
we
might
be
able
to
look
at
Ward
boundaries
within
that
as
well,
so
those
things
sit
more
easily
within
Ward
boundaries
and
the
bullet
points
below
that
which
is
about
review
and
develop
the
community
committees
and
draw
on
the
work
of
social,
the
social
products
Progress
Index,
which
we've
had
a
briefing
on
I'm
wondering
on
the
developments
of
community
committees,
whether
we
might
look
at
further
delegation
of
funding
to
that
level,
I
think
the
youth
funding
that
was
delegated
to
community
committees
actually
has
given
us
flexibilities
and
abilities
to
use
our
match
the
provision
very
much
in
the
local
context
and
I
just
wonder
if
we
could
go
wider
than
just
Youth
Services,
whether
we
might
look
at
further
delegation
in
that
area
and
just
coming
back
to
what
the
chair
said,
I'd
like
to
ask
whether
you
feel
the
actions
down
to
address
burnout,
the
actions
in
the
action
plan.
I
Thank
you
in
terms
of
the
the
the
three
points
that
you
you
raised,
our
Council
agreeing
the
Ward
boundaries
is
certainly
beyond
my
gift
and
the
LJ's
gift.
I
I
I
think
that's
something
that
would
need
to
be
taken
up
at
a
higher
level,
because
it's
generally
something
that
the
council
can't
do
in
its
own.
It
is
something
that
is
done
to
or
with
the
council
by
the
boundary
commission,
the
and
the
Electoral
commission,
the
in
terms
of
also
delegations
at
the
ward
and
Community
level.
Again,
that's
not
something
I
can
really
get
into
because
I
think
that's
a
a
political
matter
to
be
resolved
here.
I
Should
you
want
to
to
go
in
in
that
direction
and
how
you
do
that
and
how
you
look
at
localities
will
be
up
to
you
to
to
determine,
because
you
do
know
your
patches
pretty
well,
have
you
have
you
got
the
right
fit?
Where
does
it
fit
medium
to
long
term?
That's
something
I!
Think
for
you
to
resolve
internally.
P
I
I
think
they're
a
really
good
start,
but
what
I
don't
know
is
what
else
you
might
have
considered
by
the
time
you
got
to
the
action
plan
and
and
what,
where
you
might
go
next
with
it.
I
But
it's
I
think
it's
it's
clear
that
you
are
responding
on
that
and
you're
you're
picking
that
up
and
running
with
it,
you
can
always
I
think
there
is
a
thing
about
keeping
that
in
Focus,
as
well
as
the
broader
context
about
you're,
not
starting
from
a
sort
of
a
nil
flat
base
in
terms
of
people.
Don't
get
any
support
it's
building
on.
What's
there
already,
but
I
would
refer
you
back
to
to
other
colleagues
on
some
of
the
specific
actions
that
are
proposed
just.
P
J
Counselors,
thank
you.
I
mean
I've
been
a
counselor
here
for
20
years
now
and
I
think
over
that
time.
The
number
of
boundaries
we've
worked
on
and
other
organizations
have
worked
on
have
been
a
to
use.
The
old
cliche,
a
Movable,
Feast
I,
do
think
trying
to
get
everybody
matched
entirely
onto
the
same
boundaries.
I
think
he's
one
of
those
sort
of
tasks
that
can
be
described
as
trying
to
boil
an
ocean.
It
won't
happen.
What
I
do
think
we
can
do
is
look
again.
J
Take
the
challenge
we've
had
from
our
LJ
colleagues
and
and
look
at
both
ourselves
and
our
partner
organizations
about
actually
how
we,
if
somebody
lives
in
kippax
or
beast
and
old,
Bramley
I'm
talking
a
few
members
around
here,
actually
how
the
services
apply
to
them
rather
than
trying
to
get
boundaries
that
absolutely
match
up.
I
do
think
that's
an
important
thing.
We
are
looking
at
I'm
Keen.
We
have
a
review
of
Community
committees
coming
up
soon
and
I.
J
I
Yes,
please
it's
just
about
just
a
a
further
Point
actually
to
to
what
the
leaders
reflected.
I.
I
Think,
there's
also
this
thing
here
about
not
being
overly
defined
by
budgets
and
also
expectations
or
sort
of
distribution
of
of
resource
or
funds,
because
one
of
the
things
you
do
have
here
is
you
do
have
a
lot
of
community
Goodwill
and
you
have
a
huge
amount
of
community
activity
which
does
seem
to
make
a
real
difference
to
people
across
Leeds
that
there's
going
to
be
a
very
delicate,
I
think
approach
that
you'll
need
to
think
about
which
is
in
terms
of
sort
of
managing
your
resource
base.
I
I
O
Morning,
thank
you
for
coming
and
thank
you.
Thank
you
for
the
report.
Going
I
mean
picking
up
on
the
peer
challenge
review.
She
spoke
to
just
more
than
160
people,
which
counts
around
about
one
percent
of
the
workforce.
For
the
city
council,
who
employs
over
just
over
13
000
people.
Can
you
please
tell
me
how
those
individuals
were
selected
that
they
can
forward,
and
also,
can
you
tell
me
the
splits
of
those
individuals
in
regards
to
EDI?
Thank
you.
I
Every
time
that
we
do
well,
firstly,
your
challenges
are
really
valid
one
and
it's
an
important
one
in
the
sense
that
when
we
come
and
do
this
work,
it
can
only
ever
be
a
snapshot
of
what's
Happening
that
particular
week
without
knowing
what
might
be
happening.
That
particular
week
in
terms
of
you
know
day-to-day
events
or
or
things
that
a
council
might
be
facing.
I
So
we
we
have
a
sort
of
a
if
you
like
a
standard
range
of
people
that
we
would
want
to
see
in
any
Council
and
that
would
include
senior
members
butt
benches.
It
would
include
Partners
middle
managers,
Frontline
staff,
representatives
of
the
the
voluntary
and
Community
sector
to
try
and
get
a
bit
of
a
cross-section
if
you
like,
because
when
we
go
through,
we
did
ask
for
a
couple
of
meetings
at
fairly
short
notice
as
well,
some
to
get
some
further
staff
input.
I
So
there
were
people
who
came
to
some
of
the
meetings
who
had
no
idea
really
what
the
meeting
was
about,
who
we
were
or
what
we
were
trying
to
do,
and
that's
quite
helpful
in
itself
because
certainly
got
the
feeling
that
they're
not
over
briefed
and
they'd,
certainly
tell
you
how
it
is
I,
don't
have
an
EDI
breakdown.
To
give
you
we
did
Cover,
we
tried
to
cover
a
broad
range
of
people
with
different
characteristics.
I
A
really
interesting
thing
was
the
number
of
people
that
we
spoke
to
from
the
volunteering
Community
sector,
though,
who
told
us
they
thought
the
council
was
on
the
journey,
but
what
it
was
doing
on
EDI
was
good.
I
It
could
do
more
quite
clearly
and
but
that
the
community
and
the
council
got
an
ambition
to
do
more
as
well,
and
there
were
a
couple
of
people
that
we
spoke
to,
who
had
some
really
really
interesting,
Reflections
back
to
us,
one
of
them
and
I
won't
name
them,
but
I
can
see
them
as
I
was
talking
to
them,
told
us
very
clearly
that
they
were
so
proud
of
working
with
this
Council
and
yet
the
council.
I
I
Clearly
you
can
do
more
and
there's
a
profile
of
EDI
in
Leeds,
which
isn't
as
obvious
in
some
of
the
places
that
I've
go
to
I
would
encourage
you
to
keep
going
with
that
and
I
don't
know
if
colleagues
can
give
more
in
terms
of
some
of
the
specific
breakdowns,
but
we
have.
We
had
a
I
think
a
pretty
good
range
of
people.
We
in
terms
of
their
interaction
with
the
council,
though
characteristics
where
they
came
from,
and
their
interests
as
well.
Thank.
H
You
thanks
yeah
just
to
add,
as
Judith
said
at
the
beginning,
this
is
about
a
snapshot
and
it's
not
necessarily
A.
You
know
an
absolutely
comprehensive
picture
in
the
same
way
that
maybe
a
statutory
inspection
would
be
we
in
terms
of
the
program.
We
very
definitely
made
sure
that
equality,
the
EDI
the
equality
hubs
were
in
the
program
that
the
staff
Network
groups
were
in
the
program
trade
unions
were
in
the
program.
H
The
two
late
requests
that
Judith
mentioned
was
a
group
of
Supervisors
and
a
group
of
Frontline
staff.
They
were
for
the
day
after
so
it
was
a
question
of
you
know,
trying
to
think
our
way
through
a
range
of
service
areas
from
you
know
very
much
Frontline
digital
disconnected
colleagues
through
to
you
know
professional
colleagues,
office
based
colleagues
and
to
try
and
just
make
sure
we
were
able
to
get
a.
H
You
know
good
representative
group
into
that
we
didn't
capture
the
EDI
characteristics
of
everybody
to
be
honest
and
that
that
is
a
resourcing
issue.
You
know
we
wouldn't
have
been
able
to
do
that.
Realistically,
what
we
did
was
our
best
attempt
to
give
a
you
know
a
good
picture.
I
think
the
only
other
thing
I
would
add.
You
know.
As
Judy
said
earlier,
there
was
a
position
statement
that
gave
a
lot
of
facts
and
figures
and
a
lot
of
background
information.
H
So
things
like
the
joint
strategic
analysis
of
the
city
that
leads
in
you
know
and
captures
all
of
our
data
things
like
all
the
pulse
survey
results
profile
of
the
stuffing
those
kind
of
things
fed
in
as
being
I,
suppose
the
base
of
information,
and
then
the
interviews
were
on
top
of
that.
A
E
Morning,
just
quickly
into
as
we're
shooting
the
Hat
on
just
to
confirm
that
we
are
going
to
be
looking
into
locality
working
in
the
future
of
community
committees.
We
are
discussing
it
with
Liz
German
I've
had
conversations
with
councilor
Harland
as
well.
We
all
appear
to
be
on
board
going
in
the
same
direction,
but
never
say
never,
but
the
as
far
as
I'm
concerned,
they've
kept
me
filling
the
loop
they've
taken
forward
suggestions
from
the
scrutiny
board,
and
it
is
something
that
we're
fundamentally
going
to
look
at
the
issue
is.
E
We
would
like
to
have
done
it
this
year
times
against
us,
so
the
successor
board,
because
who
knows
we'll
be
on
the
successor
boards
and
that's
going
to
be
going
into
the
work
schedule
as
quickly
as
possible,
but
just
to
reaffirm
that
we
were
I,
don't
know
whether
whether
you
got
the
idea
from
Liz
German,
but
certainly
she's
been
discussing
it
with
Kessler
Ireland
for
some
time,
so
we're
all
working
together
scrutiny
and
the
exec
members.
A
Yeah
but
say
that
it's
a
comment,
thank
you
very
much,
Council
Anderson,
that's
really
positive
and
then
again
it
feeds
back
into
Judas
comment
earlier
about,
where
appropriate.
We
do
work
cross-party
for
the
benefit
of
the
city,
which
is
really
important.
Part
of
scrutiny.
In
my
opinion,
okay,
councilor
Chapman.
D
Thank
you,
I
think
Council
Anderson's,
probably
just
reassured
me
on
some
of
some
of
my
points.
I
guess,
I
think
I'd
just
like
to
say,
I,
I'm
glad
there
is
a
focus
on
locality,
working
I
feel
certainly
my
area.
We
we
maybe
don't
see
as
much
of
that
as
we
would
like
to
see.
We,
as
you
say,
we
have
a
lot
of
community
activity
and
Community
involvement,
but
we
don't
seem
to
be
consulted
about
anything
that
we
might
want
to
see.
D
D
A
N
Thanks
Chad
and
just
a
couple
of
questions,
I'm,
not
sure
if
one's
really
an
observation,
the
actual
plan
was
really
welcome.
Isn't
it
but
think
it
would
probably
benefit
from
a
little
bit
more
detail,
because
some
of
the
recommendations
of
a
very
kind
of
overarching
out
there
and
for
an
action
plan
to
be
real
and
become
a
living
document,
particularly
for
staff,
then
I
think
it
needs
steps
to
achieve
that
are
really
clearly
articulated.
And
on
that
that
sounds
like
a
around
the
EDI
strategy.
N
Can
I
ask
what
the
the
thinking
behind
reviewing
the
staff
Networks
actually
is
because
I
thought
they
had
staff
networks
a
pretty
quasi-autonomous
out
there.
So
whilst
they
will
have
guidelines
around
that,
I
just
wondered
what
the
thinking
was
around
that
and
just
going
back
to
the
locality
working
as
well.
I
was
quite
pleased
to
see
that
localities
were
going
to
be
based
on
the
indices,
because
I
think
that's
really
important.
Isn't
it
because
no
two
worlds
are
the
same
across
the
city?
N
I
Thank
you.
I
can't
comment
in
great
detail
in
terms
of
what
you're
going
to
do
within
the
action
plan,
because
in
that
sense
it's
your
action
plan
rather
than
the
LGA.
Is
it's
more
your
sort
of
response
to
to
what
we've
said?
One
of
the
things
more
broadly,
we
do
encourage
you
to
to
do,
though,
and
we
would
encourage
members
in
all
councils
to
do.
This
is
to
really
think
hard
about
the
evidence
base.
I
There's
lots
of
things
that
you'll
you'll
just
know
because
you'll
see
it,
but
but
what's
the
evidence
for
that
and
tie
that
back
because
it
becomes
very,
very
powerful,
then
it
gives
you
that
backup
doesn't
it,
and
it
also
means
as
well
that,
rather
than
having
a
uniform
set
of
coverage
of
of
service
or
resource,
you
have
something
which
flexes
according
to
need,
and
it's
actually
the
data.
The
information
on
the
ground
will
really
help
you
with
that,
rather
than
because
next
door's
got
it
I
want
it
in
the
same
way.
I
I
Again,
that's
that's
the
the
council's
response
back
to
the
peer
challenge,
but
one
thing
I
would
like
to
to
throw
into
the
mix,
though,
is
that
I
was
here
in
2016.
Did
a
corporate
peer
challenge
here
then,
and
we
could
see
when
we
came
back
how
how
much
the
council
had
responded
to
that
there's
just
certain
things
that
you
could
see,
that
and
I
should
say
and
I
haven't
said
this,
but
actually
the
work
that
we
did
here
is
based
on
a
council.
I
That
is
good,
has
many
many
strengths
and
it's
sort
of
on
top
of
that,
rather
than
starting
from
in
the
middle
of
the
pack.
But
actually
you
could
see
how
the
council
responded
to
that
early
appear,
Challenge
and
thought
about
it
and
built
on
it
and
I.
Don't
have
any
reason
to
to
think
that
you
wouldn't
do
that
again,
but
of
course,
it's
up
to
to
members
to
to
push
and
shape
some
of
that
as
well.
Thank
you.
A
Thank
you
and
I
think
it's
probably
a
place
for
us
as
a
screening
board,
while
we're
still
on
it
to
keep
this
in
Focus
in
terms
of
the
evi
stuff,
I
think
Neil
wants
to
come
in
and
then
I'll
bring
you
back
in
councilor
Burgers,
okay,.
K
So
I
was
just
going
to
say
that
the
stuff
was
have
been
great
strength
and
they've
they've
done
a
lot
of
good
work,
and
lots
of
them
are
working
very
well,
but
not
all
areas
are
quite
as
as
active
as
as
others.
So,
for
example,
something
like
carers,
which
is
actually
a
lot
of
staff,
are
involved
in
care
of
other
people.
Of
other
kind
of
you
know
challenges
when
we
look
at
things
like
staff.
Satisfaction.
K
Actually,
the
satisfaction
of
people
with
a
caring
role
is
actually
quite
a
lot
lower,
so
I
think
there
is.
There
are
elements
of
the
the
networks
that
that
probably
the
age-related
ones
as
well,
what
we're
doing
for
young
people
coming
in
older
people
at
the
other
end
of
the
of
the
career
Spectrum,
those
that
switch.
Maybe
we
don't
talk
about
quite
so
much
of
things
also,
which
we
need
to
look
at
and
and
redevelop.
N
Thank
you
and
I
think
what
I
will
get
in
that
is.
I
agree
what
you
just
said:
I
think
the
Champions
networks
are
now
really
quite
good,
so
I'm
surprised
that
it
was
as
a
recommendation.
I
know
it's
to
build
on
the
success,
but
some
of
the
steps
to
achieve
that
success,
around
consistency
of
rule,
I,
I
assumed
or
I
thought
I'm
pretty
sure.
That's
already
there.
H
H
More
reporting
and
work
for
colleagues
who
are
already
Under
Pressure,
so
I
mean
we
will
just
continually
reflect
on
whether
it's
you
know
too
much
detail,
not
enough
detail
with
colleagues
as
we
progress
and
pick
up
work,
for
example
that
scrutiny
boards
do
and
make
sure
we're
kind
of
able
to
feed
it
back
so
that
we
keep
an
eye,
keep
our
eye
on
it.
Ready
for
the
follow-up
visit.
A
M
Thank
you
chair.
Thank
you,
yeah,
it's
a
very
positive
report,
but
I
think
we
have
to
be
careful
that
we
don't
just
stay
in
the
sort
of
Civic
call
counselor
bubble,
because
if
we,
if
I
were
to
set
this
report
around
my
world
and
I
suspect
many
other
Awards,
some
constituents
would
you
know
wouldn't
believe
you
know
you
find
things
really
because,
obviously,
when
people
come
to
us,
it's
the
last,
the
last
shot
resolving
problems
and
it's
when
systems
have
failed
and
we've
got
to
I
think
be
mindful
of
that.
M
I.
Don't
think
Council
franzema's
question
I
had
it
down
as
well
how
the
contributors
were
selected.
So
I'll
ask
specifically
in
terms
of
the
elected
members,
did
you
look
down
the
list
of
I?
Think
it's
97
or
98
that
we've
got
left
and
decide?
Oh
I
love
that
back
bench.
It
I
want
to
put
to
you
by
sort
of
leaders
or
whatever.
M
So
if
you
could
answer
that
directly,
there's
no
reference
to
the
councilor
burnout
actually
and
I
just
wondered
if
you've
reflected
on
that
and
demand
now
from
residence
is
probably
greater
than
it's
ever
been
with
social
media
people
expecting
instant
responses
and
so
on
and
so
forth,
and
actually
my
experiences
sometimes
responses
from
officers
which
ties
into
the
pressure
that
they're
under
admittedly
adds
to
the
pressure
of
on
councilors.
M
You
know
having
to
go
back
in
cheers,
so
you've
not
had
responses
and
what
have
you
and
that
ties
into
the
reference
to
the
member
officer
protocol,
which
I
see
was
refreshed
in
2022,
February,
2022
I,
don't
recall
getting
a
notification,
though
this
is
more
for
our
offices
about
that
refresh,
I'm
sure
it's
on
the
Insight,
but
unless
we
get
a
notification
that
that's
been
changed,
it
we're
unlikely
to
to
look
at
that.
So
I'll
I'll
leave
it
at
that.
But
thank
you.
I
Thank
you
in
terms
of
councilors
we
asked
for
groupings
of,
but
no
we
didn't
go
down
the
list
in
terms
of
sort
of
X
and
Y,
but
a
specific,
named
individuals
I
mean.
Obviously
we
would
talk
to
the
leader.
We
would
talk
to
Cabinet
scrutiny,
chairs
I,
think
that
benchers
were
invited
to
participate
as
well.
I
We
don't
know
the
individuals
well
enough
to
say
we
want
to
talk
to
them
or
we
don't
want
to
talk
to
them.
It's
it's
a
selection
that
we
want.
Interestingly,
on
the
the
issue
of
counselor
burnout
and
feedback
more
broadly,
we
we're
feeding
back
through
a
peer
challenge.
What
people
have
told
us
so
to
my
knowledge,
councilor
burnout
wasn't
mentioned,
which
is
why
it
wasn't
reflected
back
in
that
feedback.
I
But
I
think
you
raise
a
really
good
point
about
the
role
of
members
and
how
we
keep
members
going
through
really
difficult
times
as
well,
because
you're
absolutely
out
there
aren't
you
on
the
front
line
absorbing
those
stresses
and
and
strains
of
communities.
I
I'd
also
add
just
in
terms
of
the
whether
and
there's
probably
no
such
thing
as
an
average
Leeds
resident,
but
whether
residents
in
Wards
would
recognize.
I
The
report
absolutely
accept
that
what
we
were
looking
for,
though,
is
is
not
necessarily
what
people
think
at
Community
level,
but
the
council
is
an
overarching
functioning
body.
What
does
it
look
like
from
where
we
sit
to
actually
do
that
down?
To
you
know,
sort
of
a
straight
Community,
Village
town
city
level,
is
a
much
much
bigger
exercise
than
we
could
have
afforded
to
do
within
a
few
days.
I
One
of
the
things
we
do,
though,
and
it
sounds
a
bit
trivial,
but
actually
it
does
give
you
a
feel
for
the
places
just
when
you're
out
and
about
just
stopping
and
talking
to
people,
so
I
would
talk
to
people
in
coffee
shops
or
in
shops
or,
if
you're,
in
a
queue
for
something
I'm
doing
a
bit
of
work
at
the
council
this
week.
I
What
what
do
you
think
and
actually
it's
it's
not
at
all
scientific,
it's
not
necessarily
representative,
because
it's
the
people
that
are
just
in
front
of
you,
but
people
will
tell
you
what
they
think
and
they'll.
Tell
you
very
honestly
and
got
some
good
views
back,
particularly
about
that.
What
the
council's
trying
to
do,
not
necessarily
it
always
gets
it
right,
but
but
the
intention
of
the
place,
which
I
think
is
also
quite
important,.
A
H
Just
to
add,
in
terms
of
the
members,
it
was
all
members
of
executive
board
were,
you
know,
offered
an
opportunity
to
speak
to
the
peer
review
team,
scrutiny,
chairs
and
Community
Committee
chairs.
That
was
the
sort
of
the
groupings
as
Judith
referred
to.
A
J
Thanks
a
couple
of
points,
I
think
it
does.
I
was
looking
for
the
report
trying
to
find
the
actual
reference,
because
it
was.
It
was
a
phrase
that
was
picked
up
when
we
took
the
peer
of
review
response
to
a
labor
group
meeting
was
there
is
a
line
in
there
about
Kevin
about
supporting
members,
develop
refreshing
the
member
development
program
and
the
culture
and
strength
based
approach
and
I
know.
That's
written
in
quite
a
few
people
asked
what
strength-based
approach
meant,
and
it
is
that
thing
about,
like
you
say
about.
J
Actually
how
can
we
be
effective
as
counselors
in
the
city,
and
it
is
something
that
I
do
think
we
need
we
and
we
do
need
to
take
border
out.
Actually,
what
can
we?
How
can
we
work
better
with
officers
and
residents
to
get
the
outcomes
and
the
things
we
want
done
for
our
residents?
So
that
is
reflected
that
that
is
reflected
in
there
and
hopefully
that's
some
of
the
work
that
will
get
picked
up
as
we
move
forward.
J
What
perhaps
wasn't
set
out
exactly
the
way
exactly
in
the
strength
space
is
a
phrase,
I
think
confused.
Quite
a
few
people,
but
that
really
is
what
it
is
about.
C
Thanks
very
much
indeed,
I
I'd
like
to
talk
about
the
the
medium
term
Financial
strategy,
particularly
with
regards
to
the
transformation
service
in
the
peer
review.
You
call
for
a
I
think
was
a
horizontal
approach
across
all
the
directorates
and
I
just
wondered
what
you
felt
we
may
have
missed
in
the
past.
C
By
not
adopting
such
an
approach,
it's
been
very
successful
in
one
of
the
directorates,
which
seemed
to
indicate
it
should
have
been
perhaps
brought
into
being
rather
more
quickly
in
the
others
and,
secondly,
on
procurement.
I
was
called
out
at
the
beginning
of
the
meeting,
so
my
apologies.
If
you
covered
this,
we
had
an
LGA
peer
review
on
procurement
last
year
and
was
an
action
plan.
C
I
think
delivered
just
before
Christmas
I
just
wondered
what
the
the
peer
review.
If
you
look
to
procurement,
what
you
thought
of
progress
on
the
action
plan
on
procurement.
I
Thank
you,
councilor
Flynn,
sorry,
no,
we
didn't
look
at
procurement
and
the
action
plan
on
that,
because,
partly
because
the
people
on
the
team
didn't
have
procurement
as
a
specialism,
so
we
didn't
stray
into
that.
We
tend
to
leave
that
to
people
who
know
that
a
bit
better
than
we
do
in
terms
of
that
sort
of
horizontal
approach
to
change,
I
think
one
of
the
challenges
you've
got
over
and
above
other
councils
is
your
size
and
scale
you're
you're,
a
big
Council.
I
You
know
that
that
does
give
you
the
opportunity-
and
it
has
done
certainly
in
the
past-
to
innovate,
because
you've
got
some
of
that
that
that
scale,
but
it
then
becomes
harder
to
share
some
of
that
learning.
And
what
would
you
pick
up
and
apply?
That's
worked
really
well
in
in
one
big
department
that
you
could
pick
up
and
not
necessarily
just
apply
in
a
very
blunt
way,
but
adapt
and
tweak
for
others,
and
that
was
one
things
we
were
getting
at.
We
think
the
the
you
you
could
keep
doing
more.
I
Some
of
that
is
dependent.
Of
course,
the
individuals
have
been
driving
there,
but
sometimes
it
also
takes
people
are
a
bit
further
away
to
point
out.
Actually
that's
pretty
good
over
there,
and
if
you
did
some
of
that
over
here,
you
could
get
some
traction
and
think
about
things
in
a
different
way.
Thank
you.
A
We've
got
procurement
two
items
down
to
maybe
we're
asked
that
question
again:
thanks,
councilor
Flynn,
Council,
Anderson.
E
Good
question
more
I
think
from
Marianne
and
or
Alex
on
the
top
of
page
20.,
the
paragraph
that
comes
from
obviously
page
19
beforehand.
For
example,
it
says,
starting
with
new
model
for
home
care.
If
I
can
follow
that,
no
problem
at
all
and
then
at
the
very
end
it
says
and
Net
Zero
projects.
E
What
do
you
have
in
mind
when
you've
said
that?
Is
that
just
making
a
comment,
because
we've
got
the
Zero
by
2030
or
have
you
got
something
specific
in
my
industry?
How
scrutiny
can
add
value
there.
A
Well,
yeah
I
think
the
questions
valid,
but
okay,
so
just
in
terms
of
the
pack
Mariana,
is
that
that's
what
yeah
on
page
20.
E
20.
Page
20
at
the
very
very
top.
It's
not
actually
boxing,
it's
just
a
above
the
children
and
families.
It
says,
for
example,
starting
with
a
new
model
of
Home
Care
and
a
wide
range
of
community
services
activities.
Fine
I
understand
that
not
a
problem
with
that,
and
we
can
work
with
adults
and
social
Care
on
that,
but
it
then
goes
on
to
say
and
Net
Zero
projects.
E
H
I
I
think
that
actually
stems
from
the
LGA
report
and
the
peer
review.
You
know
knowing
and
absolutely
paying
credit
for
a
lot
of
that
work
has
been
done
and
particularly
the
amount
of
grant
funding,
that's
been
received
and
the
difference
that's
made
things
like
District
heating,
but
also
saying
use
that
as
a
platform
to
do
even
more
in
a
I
know.
A
Okay,
Neil:
do
you
want
to
come
in.
K
Yeah
I
mean
obviously
what
we've
done
has
been
spectacular,
I
think,
but
but
in
terms
of
what
we're
what's
to
to
be
done,
there's
clearly
lots
to
do
so.
If
you,
if
you
took
say
something
like
I,
mean
the
fact,
we've
got
the
biggest
electric
Fleet
in
the
country,
but
nevertheless
two-thirds
of
it
isn't
electric
and
and
by
2030
you'd
want
to
be
there,
but
actually
it's
quite
complicated,
because
some
things
cost
a
lot
more
still
on
the
market.
K
So
you
know
there
are
lots
of
detailed
pieces
of
work
which
are
going
to
have
to
be
required
to
actually,
you
know,
use
a
lot
of
imagination,
lots
of
different
ways
of
funding
to
get
to
that
position.
So
it's
certainly
still
a
challenge.
We're
gonna
have
you
know
and
and
the
investment
that
councils
put
into
it
as
as
really
reap
dividends,
because
you
know
we're
we're
getting
a
lot
of
funding
because
of
the
extra
amount
of
people
that
we
put
on
it
compared
to
others.
A
Super
thank
you
very
much
so
just
for
clarity
for
everyone,
you're
away
on
paid
47
on
your
paragraph
2.13.
If
the
LGA
report,
that's
where
it's
coming
from,
but
I
think
you've
answered
that
question
anyway,
good,
okay,
so
I
can't
see
any
other
members
indicating
so
I'd
just
like
to
say
again
thank
you
for
coming
today,
Judith
and
leader
Council.
How
much
have
you
indicated?
Sorry
I,
didn't
I
didn't
see
that
counselor.
L
Just
going
on
to
page
67,
just
a
quick
sort
of
comment
to
make
in
terms
of
it's
really
positive,
to
see
that
Leeds
is
leading
from
the
front
in
terms
of
you
know,
and
you
clearly
said
we're
a
very
big
Council
and
you
know
in
waika
and
so
on.
It
says:
Partners
feel
that
there
is
limited
evidence
of
a
clear,
embedded,
Regional
economic
strategy
being
agreed,
which
reflects
the
importance
of
the
city's
potential
contribution
to
the
regional
economy.
L
I'd
be
very
interested
to
find
out
in
terms
of
other
councils,
sort
of
interactions
and
feedback
regarding
you
know
what
Leeds
is
doing
and
how
what
what
they
take
would
be
on
that,
so
I'd
be
very
interested
to
find
out,
maybe
later
or
whatever
how
they
feel
about
the
whole
if
you
like
contributions
and
so
on
as
well,
because
because
it's
it's
very
positive
from
our
end
but
it'd
be
interested
to
find
out
from
their
angle
as
well.
Thank
you.
I
There's
two
aspects
to
that:
I
think.
Firstly,
there
is
the
West
Yorkshire
combined
Authority
and
your
your
peer
councils,
your
neighboring
counselors,
on
that
the
leadership
that
you've
got
here.
You
we
think
from
from
the
LGA
peer
team
that
you
could.
You
could
do
more.
You
can
push
that
harder
and
play
more
of
a
that.
That
role
across
the
region
in
terms
of
this
is
where
we
go
with
the
economy.
I
You've
got
the
leadership
to
do
that
and
I
think
you
you've
got
the
Goodwill
with
neighboring
councils,
but
it's
not
easy
in
terms
of
combined
Authority
working.
It's
a
new
thing,
as,
as
we
all
know,
did
you
also
mean
in
terms
of
comparison
with
other
regions
in
terms
of
other
combined
authorities
as
well
yeah.
I
Why
not?
But
it's
it
pulling
together.
Big
councils
to
develop
further
is
not
easy,
particularly
when
there
is
large
amounts
of
money
involved
and,
and
where
does
it
go?
N
N
Now
there
is
disparities.
Commission
and
their
ensuing
report
recommended
that
no
government
Department
used
that
term
and
a
little
within
Lucia
Council.
We
have
stopped
using
it.
So
my
request
is
that
we
ruled
that
terminology
from
this
report.
I
Thank
you
councilor.
We
always
need
to
keep
looking
at
what
we're
doing
and
I
receive
that
challenge.
I
will
take
it
back.
Thank
you
and
you
know
any
others
gratefully
received.
We
are
trying
to
improve
how
we
approach
EDI
at
the
LGA
and
there's
always
more.
We
can
do
so
having
our
feedback
is
really
helpful.
Thank
you.
A
Thank
you
very
much,
and
thanks
for
that
councilor
Burke,
you
changed
the
the
language
using
the
council
in
the
meeting
I
think
12
months
ago,
or
so
so
it's
good
to
say
that
so
I'll
go
back
to
my
closing
remarks.
Thank
you
very
much
for
coming.
I
really
appreciate
it.
I
really
appreciate
the
work
you've
put
into
that
and
thanks
to
leader
as
well
for
coming
to
this
meet
and
I.
Think
your
insights
being
helpful
as
well.
A
So
we're
gonna
close
our
item
and
let
the
next
group
of
people
come
to
a
table
just
as
we're
doing
that
councilor
Cooper
I
think
you
missed
introduction.
So
can
you
welcome
to
the
meeting
I
know?
There's
only
you
only
just
met
missed
the
introduction.
So
could
you
introduce
yourself
now
for
this
part
of
me.
R
A
Thank
you
very
much
so
we're
moving
on
to
item
eight,
which
is
Page
69
of
the
pack.
If
you're
watching
online,
you
can
find
the
pack
just
by
putting
into
a
search
engine,
lead
city,
council,
stretching
resources,
scrutiny
board
and
one
of
the
first
links
works
for
me
anyway.
A
We've
got
Civic
Enterprise
here
today,
which
is
really
exciting,
because
they've
recently
moved
from
scrutiny
from
another
board
to
scrutiny
in
our
boards.
It's
a
really
detailed
report
about
what
they
do
and
now
they've
sat
down.
Could
you
introduce
yourself
and
then
introduce
the
report?
You
can
assume
that
we've
all
read
the
paper
itself,
because
that's
what
we
should
have
done
so
thank
you.
S
I
have
produced
a
summary
of
the
report,
just
looking
at
the
key
points,
if
you'd
like
me
to
run
through
that,
I
wasn't
sure
if
you'd
like
to
run
through
all
go
straight
to
questions.
A
If
you
can
do
it
briefly,
that's
that's
fine.
Thank
you.
S
So
CL
is
new
to
the
scrutiny
board.
We
thought
it
would
be
useful
to
give
a
bit
of
background
into
Cel
outliner
activities
and
key
areas
of
focus
before
going
into
a
bit
more
detail
around
commercialization
and
our
trading
offer
Civic
Enterprise
lead,
sits
within
the
resources
directorate
and
we
have
a
head
count
of
just
under
three
and
a
half
thousand
staff,
we're
comprised
of
cleaning
and
FM
corporate
Property
Management
passenger
transport,
catering,
Fleet
and
Leeds
Building
Services.
S
S
So,
whilst
many
staff
who
are
working
from
home
during
the
pandemic,
the
vast
majority
of
Cel
staff
were
needed
to
carry
out
their
Frontline
roles.
School
schools
were
still
open
for
the
city's
most
vulnerable
children
who
needed
to
be
transported
by
passengers
fed
by
catering
and
cleaned
by
our
cleaning
teams.
We
also
undertook
vital
other
roles,
such
as
the
cleaning
of
Care
Homes
via
safety
checks
in
Flats
repairs
and
Council
houses,
and
much
more.
S
Additionally,
we
took
on
extra
duties
during
that
time
of
the
pandemic,
I
think
fair
to
say
in
a
way
that
was
beyond
what
would
normally
be
expected
of
us.
So
we
built
a
temporary
Mortuary
at
Waterside
we
managed
the
PPE
Hub
facility.
We
carried
out
responsive
covid,
cleans,
we
seconded
staff
to
the
nhspp
hub,
and
we
provided
shuttle
buses
for
Leeds
teaching
hospitals.
S
Catering
Leeds
developed,
delivers
welfare
and
Commercial
Services
to
schools,
providing
a
fully
managed
School
meal
service,
and
this
includes
planning
menus
training,
staff,
cooking
and
serving
meals,
and
we
also
provide
and
that's
265
primary
schools
and
two
highs,
and
we
also
provide
catering
to
23
early
year
settings
and
12
adult
social
care
residential
day.
Centers
Fleet
Services
provides
Fleet,
Management
and
maintenance
functions
for
the
council's
1300
mixed
Municipal
Fleet,
and
we
have
a
regulatory
role
as
well
in
ensuring
compliance
with
the
goods
vehicle
operators
license.
S
We
have
60
staff,
including
engineers
at
Fleet.
Lbs
leads
Building
Services,
the
council's
internal
service
provider
for
building
related
activity,
which
acts
as
a
traded
service
through
a
service
Traders
service
funded
through
income.
We
have
just
under
600
staff
and
we
deliver
a
full
array
of
Building,
Services
and
trades
for
services
across
the
council,
from
minor
housing
repairs
to
multi-million
pound
refurbishments.
S
And
then
to
wrap
up
just
a
little
bit
about
our
commercial
activities,
our
traded,
Opera
and
insourcing.
Ceo
are
always
looking
at
ways
to
explore
opportunities
to
ensource
services
and
grow
our
traded
offer
with
other
external
organizations.
Our
routes
go
back
to
compulsory
competitive
tendering
days
and
the
idea
of
competition
continues
to
drive
us,
particularly
in
catering
and
cleaning,
where
we
tender
for
all
of
our
business
and
though
we
find
this
challenging.
It
keeps
us
lean
and
it
keeps
our
eye
keen
on
the
market
and
developing.
S
S
So
this
targeted
approach
has
been
really
successful
and
we've
got
a
blend
of
offering
equality
service
at
competitive
prices,
which
is
trusted,
whilst
returning
our
public
sector
morals
and
ethics.
Ethics.
That's
put
us
in
excellence
stead
when
tendering
for
work.
We
provide
cleaning
to
Unison
path,
Yorkshire,
Lead,
City,
Credit,
Union,
Morley,
elderly
age.
S
Procurement
can
be
tricky
for
us,
we're
working
in
competitive
markets,
and
there
are
many
private
organizations
carrying
out
the
service
that
we
offer
and
they
have
a
commercial
advantage
in
their
supply
chain
and
that
they
can,
you
know,
use
who
they
want
when
they
want
and
I
suppose.
As
working
in
that
situation
with
Frontline
Services
means
that
our
services
don't
offer
as
much
flexibility
and
the
ability
to
negotiate
as
much
as
we
would
like.
S
A
Thank
you
very
much
and
thank
you
for
the
detailed
report.
I
I
found
it
very
interesting
and
useful
I'm
gonna,
I'm
gonna
start
because
I
can't
see
anyone
indicating
but
I
now
have
I'm
just
so.
Firstly,
on
productivity,
page
81
of
the
pack,
the
the
first
bullet
point
it
says
productivity.
A
Can
you
just
outline
what
the
the
challenges
are?
So
you
say:
root
technology
has
increased,
but
it's
not
fully
utilized.
Thank
you.
S
I
think
you're
referring
to
telematics
counselor.
So
we
are,
we
have
telematics
in
437
of
our
vehicles.
At
the
moment
you
remember
earlier
I
mentioned:
we've
got
1300
Vehicles
we've
gone
through
a
process
of
consultation
with
trade
unions
to
roll
telematics
out
into
the
rest
of
our
Fleet
and
would
negotiating
on
what
that
looks
like.
We
specifically
want
to
Target
speeding
and
some
of
the
issues
that
we
know
would
make
make
savings
to
us.
So
we
look
at
issues
like
house
breaking.
S
We
look
at
idling
and
being
able
to
locate
Vehicles,
should
they
go
missing
and
we're
working
on
rolling
out
productivity
and
being
able
to
use
the
telematic
system
for
productivity
as
well,
but
that's
ongoing
with
trade
unions.
A
Thank
you
so
maybe
we'll
be
able
to
have
an
update
at
a
future
meeting
on
that.
So
thank
you
for
that
and
the
other
thing
is
on
procurement,
and
this
might
help
us
with
our
question.
For
the
next
item
is
around
you
say
some
of
within
the
council:
we're
required
to
comply
with
regulations
which
is
good.
A
These
are
a
barrier
in
some
situations.
Could
you
just
outline
what
you
see
as
the
barriers,
so
we
can
challenge
procurement
appropriately.
V
Yeah
thanks
counselor,
so
we're
working
really
closely
at
the
moment
with
colleagues
in
procurement
to
try
and
review
some
of
the
practices
and
processes.
At
the
moment
we
have
made
some
recent
amendments
to
our
local
rules,
which
has
given
us
a
little
bit
of
flexibility,
so
I've
reached
fairly
recently
joined
the
Council
on
from
a
private
background
missile,
so
I'm
trying
to
bring
some
of
that
commercial
approach
from
working
with
colleagues
and
obviously
I've
seen
some
procurement
colleagues
there
it's
about
giving
us
that
flexibility.
V
Clearly,
we
have
to
comply
to
make
sure
the
spins
correct
and
there's
no
risk
of
any
fraud
or
anything
like
that.
But
some
increased
flexibility
and
ability
to
negotiate
would
perhaps,
in
some
circumstances,
give
us
better
value,
especially
with
from
a
building
side
of
things.
We
want
to
engage
with
smes
much
more
than
large
contractors
who
then
essentially
issue
that
to
smes,
and
then
you
get
profit
on
profit.
So
it's
about
how
we
can
find
an
Innovative
way
to
to
do
that
within
the
scope
of
the
rules,
but
also
keep
ourselves
compliant.
V
That'd
be
better
for
us.
We'd
generate
better
value
for
the
council.
We'd
engage
the
local
market
with
the
SME,
so
you
know
we're
building
that
local
supply
chain
up
on
the
network,
which
is
which
is
lacking
at
the
moment
in
terms
of
construction
skills
across
Leeds.
It's
really
challenging.
Probably
one
of
our
biggest
challenges
that
we
face
at
the
moment
is,
is
finding
enough
resource
to
to
meet
demand
at
the
moment.
V
So
it's
it's
ongoing.
We're
not
just
sitting
on
our
levels
and
thinking
the
rules.
Are
there
and
we're
just
sitting
back
and
letting
that
happen.
We
are
challenging
we're
having
some
discussions
with
colleagues,
so
yeah,
hopefully
we'll
progress
that
further.
Some
of
the
recent
changes
have
only
just
come
into
power.
So
I
can't
really
tell
you
how
that's
that's
worked
yet,
but
you
know
we're
fairly
positive,
that
that
will
will
bring
some
benefit
to
us
on
the
council.
A
V
A
You
very
much
okay,
councilor
Richie.
M
Thank
you
really
interesting
report.
I.
Do
think
that
CL
is
one
of
the
jewels
in
the
Leeds
city
council
crown,
and
it
showed
you
this
left
now
to
hear
that.
But
I
really
do
and
I
understand
the
challenges
that
we
have
resourcing
driver
shortages
on
passenger
transport,
which
you
know,
issues
around
around
the
country
really
and
I
think
you're
doing
a
really
good
job
and
I
think
there's
actually
a
lot
more
scope
and
potential
which
you
mentioned
to
push
on,
particularly
around
Presto
and
the
services
that
are
offered
to
individuals.
M
The
question
or
the
other
thing
I'd
like
to
again:
we've
done
it
before,
but
it's
always
worth
doing,
and
it's
highlighting
this
report
paying
tribute
to
the
staff
that
work
through
corvid.
You
know
seen
it
written
down
some
of
the
detail.
M
We
shouldn't
ever
forget
that
and
I'm
sure
we
will-
and
you
know
grateful
for
for
what
they
did
there
and
the
other
thing
in
the
report,
which
is
really
useful,
is
just
giving
some
examples.
Be
it
the
servings
that
we've
made
on
cleaning
the
windows
in
the
Civic
Hall.
And
what
have
you
glad
this
is
my
home
to
pay
600
pounder
a
window,
so
the
questions
I've
got
on
the
report.
M
In
the
brief
summary,
it
talks
about
the
budgets
and
the
different
areas
I'd
be
interested
in
having
what
the
next
budget
is
for
each
of
those
categories
when
I've
looked
at
you've
put
some
numbers
next
to
each
category,
but
I
can't
get
it
to
add
up
to
147
million,
or
you
know
the
turnover,
the
dot
sort
of
marriage.
So
you
know
the
breakdown.
So
if
cleaning
and
Facilities
is
a
5
million
net,
maybe
something
well
I.
M
Think
Building
Services
makes
a
country
positive
contribution,
so
that
would
be
helpful
and
then
the
final
thing
is-
and
again
you
have
touched
on
this,
but
I'm
intrigued
that
there's
only
two
high
schools
that
are
taking
advantage
of
catering.
So
again
do
we
know
why
that
is
and
I'm
sure
you're
working
hard
to
try
and
get
expand
those
contracts.
Thank
you.
T
Thank
you,
Council
Rich.
If
I
could
answer
the
question
you
had
about
the
budget
so
yeah
for
this
financial
year,
we
have
overall
facilities
got
a
gross
expenditure
budget
of
just
under
148
million.
Alongside
that,
we've
got
a
total
income
budget
of
141
million,
which
gets
us
back
to
the
net
managed
budget
of
6.6
million.
So
if
you
take
away
the
income
budget
from
the
gross
expenditure
budget,
that
cuts
you
back
to
the
to
the
net
budget
in
terms
of
a
snapshot
of
some
of
the
services
I'll,
just
give
you
an
example.
T
So,
for
example,
lease
Building
Services
has
got
a
gross
expenditure
budget
of
just
over
62
million
pounds
and
has
got
an
income
budget
of
just
over
72
million,
so
that
gets
us
back
to
roughly
the
net
money
Surplus,
which
I
think
the
report
talks
about
of
10
million
pounds
and
then,
similarly,
on
passengers,
we've
got
a
gross
expenditure
budget
of
just
under
19
million
and
because
we've
got
the
operational,
Service
delivery
responsibility
and
we
charged
our
clients
which
are
merely
children's
and
families
and
adults.
T
We've
got
an
income
budget
which
almost
Nets
out
the
gross
exponential
gig.
So
that's
just
a
quick
snap
job
I
mean
if
you're
interested
in
any
particular
Services
I
can
give
you
the
numbers
now
or.
M
Well,
I,
don't
expect
the
numbers
now,
because
you
know
I
I
imagine
you
might
need
to
go
away,
but
what
I'm
asking
is
for
for
those?
What
was
six
items
here?
You've
just
done
it
for
two
of
them:
passive
transport,
virtually
zero.
Ten.
What
what's
the
breakdown
for
the
others?
But
if
you
haven't
got
the
information
now,
that's
that's
not
a
problem
to
come
to
that
6.6
million
because
there's
Council
Scott's
mentioned
we.
We
look
at
the
budget
as
well,
so
that
might
give
us
some
ideas
as
well.
M
We
need
to
focus
on
efficiencies
and
our
Council
Cooper
will
be
on
it
anywhere,
but
the
scrutiny
ball.
Then
you
welcome
our
efforts.
Councilor
Cooper
you've
mentioned
before
yeah.
Thank
you.
T
I
have
actually
got
the
detailed
budget
for
breakdown
for
all
our
services.
I
was
just
trying
to
trying
to
be
just
giving
you
examples,
but
if
you
want
me
to
run
through
all
of
them,
I
can
do
now
do.
A
You
do
you
want
to
put
them
in
an
email
to
Robin,
we'll
circulate
those
around
I.
Think
that's!
That's
appropriate
I,
don't
know
how
commercially
sensitive
they
are.
I'm,
just
thinking,
it's
VC,
okay,
any
further
questions,
councilman
Chi
No
super!
Thank
you
very
much.
Okay,
I'm
gonna
bring
in
yeah
counselor
Richie
yep.
S
Now,
you're
quite
right,
we
would
love
to
work
with
more
high
schools
too.
We
were
almost
a
victim
of
our
own
success
with
high
schools
when
I
joined
the
service.
Many
years
ago,
we
operated
in
all
the
high
schools
across
the
city,
and
we
we
we
recognized
quite
soon-
that
high
school
children
eat
differently
and
want
to
see
something
different
from
the
service
that
they
were
getting
at
lunchtime.
S
Otherwise,
they'd
support
it
with
their
feet
and
and
and
so
we
adopted
a
strategy
of
putting
chefs
into
high
schools
and
making
it
look
more
of
a
fast
food
environment.
Even
though
we
were
adhering
to
all
of
the
healthy
eating
guidelines
and
and
quickly
started
to
turn
around
a
surplus
for
those
high
schools
that
was
Heavy.
You
know
it
was
into
the
30s
and
40
cares
a
year
and
we
charged
a
management
fee
for
that.
S
But
I
think
that
schools
certainly
went
through
some
change
at
that
time
as
an
academization
came
in
and
they
grew
their
own
business
managers
who
thought
well,
why
do
we
need
you?
We've
got
this
Chef
in
place.
You
know
we're
creating
this
Surplus.
We've
got
this
great
service
and
we
kind
of
feel
like
we
can
manage
this
ourselves
and
and
that's
how
we
started
to
lose
high
schools.
S
So
we
work
with
Weatherby
and
the
universal
Technical
College
down
in
hunslet,
and
we
work
really
well
with
them.
We've
we've
bid
for
more
high
schools,
but
we
find
that
they
get
wrapped
up
with
Academy
packages
and
they're
difficult
for
us
to
win
on
price,
but
we
always
have
a
go
and
it's
a
good
girl.
R
Yeah
chair
sorry,
I
was
just
intimate
in
that
the
question
had
not
been
answered
on
the
High
School
issue,
but
while
I've
got
the
mic
foreign
just
to
add
that
I
think
that
the
academization
and
the
grouping
of
academies
has
made
a
real
difference
into
how
we
can
bid
for
those
the
contracts
for
catering
and
you've
got
to
remember,
actually
that
we
are
paying
conditions
are
often
a
lot
better
than
they
are
in
the
private
sector.
R
So
we
pay
the
real
living
wage,
for
instance,
and
many
of
the
other
competitors
in
this
sector
that
I'm
aware
of
don't
necessarily
pay
the
real
living
wage
and
they
have
different
paying
conditions
completely
to
what
we
do.
R
I
would
also
say
that
that
I
would
question
some
of
the
quality
of
the
provision
of
the
private
sector
in
high
schools
and
and
in
proud
in
some
of
the
primary
schools
that
are
in
multi-academy
trusts,
that
their
quality
is
is
absolutely
not
of
the
same
quality
that
is
from
catering
blades
and
from
Cel
at
all,
I've
been
out
and
I've
tested
our
school
dinners
in
various
settings,
I've
also
been
in
academies
and
had
private
sector
provision
of
school
lunches,
as
well,
and
and
also
when
you
hear
from
in
within
your
own
world,
like
I,
do
quite
often
mums
and
grandparents
tell
me
about
their
experience
of
school
males
is
is
often
it
diminishes
when
the
school
has
changed
from
from
CL
provision
from
our
catering
provision
to
private
provision
and
often
what
happens
and
I
was
speaking
to
the
chair
of
the
local
PTA.
R
Only
last
week,
who
told
me
that
now
they
their
children,
pupils
taking
packed
lunches
has
gone
to
70
in
that
school
purely
because
of
the
quality
of
the
provision
of
the
school
dinner
that
they're
that
they're
now
getting.
That
is
not
from
Civic
Enterprise.
It
used
to
be-
and
it's
changed
to
a
problem,
so
there
is
a
there's,
a
there's,
a
lot
more
to
it
other
than
what
children
are
chosen
to
eat
in
high
school.
A
Thank
you,
councilor
Cooper,
okay,
I'm
gonna,
bring
in
councilor
growing
next.
P
Thank
you,
I
think
we've
begun
to
touch
on
on
some
of
my
question
to
be
honest
on
table
one
on
page
78,
where
you've,
given
the
comparisons
between
private
sector
costs
and
in-house
costs,
can
you
tell
me
what
the
private
contractor
cost
column
is
based
on?
Is
it
an
average?
Is
it
a
specific
example
of
a
private
provider.
U
P
I
do
understand
that.
Thank
you
and
then
the
next
question
was
about
linked
very
much
with
what
you've
just
been
saying
about
quality.
What
do
you
do
to
actually
monitor
the
quality
of
your
outputs,
whether
that
be
catering
or
window
cleaning
or
whatever
it
is?
How
do
you
ensure
that
the
finished
product
is
of
the
quality
that
you
would
want
it
to
be,
and
what
have
you
had
to
do
to
make
yourself
more
attractive
in
the
competitive
market,
as
it's
described
in
the
paper.
U
I
can
come
in
there
a
little
sauce
okay.
So
so
we
are
ISO
recognize,
so
we've
got
a
National
Standard
and
we
need
that
to
be
able
to
trade.
So
we've
got
a
British
standard
that
we
have
to
work
towards
and
if
we
follow
all
our
procedures,
that
means
that
our
outputs
and
our
standards
are
really
good.
We
have
to
compete
on
price
so
that
we
know
that
our
productivity
is
good.
We
have
to
put
it
on.
We
have
to
to
sort
of
compete
on
quality
as
well.
U
We've
got
three
million
pounds
worth
of
cleaning
in
schools.
We've
got
13
million
in
in
case
training
schools.
We
don't
get
any
of
that
work
back
right,
so
we
have
to
make
sure
that
our
product
is
right.
So
we've
got
ambiguous.
Vigorous
procedures
in
place
around
client
monitoring,
around
staff,
monitoring
about
staff,
support
to
make
sure
that
we
get
that
product
right,
because
if
we
don't
get
that
right,
you're
quite
right
that
blend
between
price
and
that
burn
between
quality,
then
we
just
won't
get
reward.
Getting
that
work.
U
I
mean
it's
difficult
in
all
the
types
of
services
that
that
we
offer
we
offer.
We've
got
a
diverse
Workforce.
We've
got
a
disburse
Workforce,
it's
really
difficult.
A
lot
of
these
schools
are
clean
part-time
by
by
people
who
are
only
going
for
a
couple
of
hours
a
week
or
people
in
the
kitchens
that
are
part-time.
It's
difficult.
We
don't
get
it
right
everywhere.
We
always
stay
till,
we
always
say
to
our
clients,
in
schools
and
in
other
across
other
buildings
that
actually
we
don't
get
about
every
time,
but
we
won't
go
away.
U
We're
an
ethical
contractor,
we're
here
for
the
long
call
and
we're
not
just
going
to
sort
of
Take
the
Money
and
Run
like
some
contracts
as
they'll.
Just
take
a
two-year
contract,
make
as
much
money
as
they
can
and
after
two
years,
they're
not
bothered
about
service
quality
and
they're
off
we're
in
it
for
the
long
haul,
and
we
make
sure
that
obviously
all
our
customers
are
aware
of
that.
We
don't
investigate
about
every
time.
We
do
it.
It's
a
difficult
industry
to
work,
and
it's
difficult,
especially
in
schools.
U
I
mean
we
talked
about
high
schools
and
things
in
cleaning.
We
only
clean
two
high
schools,
there's
such
a
way
to
the
bottom
from
private
contractors
and
that
then
gets
involved
in
attacking
people's
terms
and
conditions.
We
always
say
to
people
we
won't
get
involved
in
that.
We
want
to
debut
at
a
fair
price,
a
good
quality
of
products
at
a
fair
price,
but
we
don't
get
it
right
every
time,
but
we
action
plans
and
we've
got
RSO
procedures
to
make
sure
that
we're
trying
to
get
it
right.
Every
time.
A
Okay,
thank
you
very
much
for
that
Richard.
If
you
just
turn
off
your
mic
when
you're,
not
speaking,
otherwise
it
unless
you
just
want
to
stay
on
on
screen
for
the
rest
of
the
meeting.
Okay.
Thank
you.
That's
really
positive
and
I.
I
personally
think
our
commitment
to
the
real
living
wage,
which
we've
made
again,
is
really
important
to
the
council
and
and
everything
we
do.
Okay,
councilor
Burke.
N
Thank
you.
It's
really
fantastic
to
see
that
there's
faulty
apprentices
currently
so
a
couple
of
questions
one.
Is
there
an
annual
commitment,
so
Baseline
numbers
apprentices
that
we're
going
to
employ
and
the
second
one
kind
of
linked
to
it?
What
numbers
of
people
are
with
2p
in
a
cross,
because
I
think
the
Pathways
that
are
developed
for
people
who
are
stupid
looks
really
positive
and
finally,
the
SME
work
is
is
is
looks
really
positive.
N
V
Thanks
very
much
for
those
questions.
First
point,
then,
in
terms
of
apprentices
yeah,
it
is
a
good
number
and
we're
over
40
now
and
that
commitment
is
ongoing,
we'll
look
to
take
on
10
to
12
every
year,
so
as
one
Co-op
is
progressing
out
and
hopefully
into
full-time
employment
with
ourselves
when
they're
qualified
we'll
look
into
backfill
that
with
another
10
or
12.,
we
are
looking
to
try
and
expand
that
if
we
can,
because
you
know,
we've
said
before
the
resources
are
a
massive
shortage
at
the
moment.
V
So
we
are
progressing
that
in
terms
of
apprentices,
just
to
touch
on
a
party
raised
earlier
around
the
representation
of
Staff,
particularly
around
apprentices,
is
an
area
where
we've
been
looking
at
really
closely
and
we
Face
different
challenges
in
construction,
because
it's
the
split
for
us
is
more
male
orientated.
So
it's.
How
do
we
get
more
females
into
that
employment?
Space
we're
actually
above
the
national
average
in
terms
of
female
staff
and
also
apprentices
in
terms
of
female
apprentices?
V
And
so
that's
both
really
good,
not
great
numbers
still
so
I'm
not
going
to
sit
here
and
say
that
the
brilliant
numbers,
but
they
are
above
so
what
we've
done
this
last
year.
The
co-op
we
took
in
is
we
engage
with
Leeds
College
of
building
up
front,
so
we
normally
put
our
Apprentice
adverts
out
and
we
just
welcome
adverts
from
anybody.
V
It
struggles
to
reach
some
people
in
some
communities,
so
we
went
to
Leeds
College
of
building
up
front
and
said:
look:
can
you
identify
as
people
who
you
already
have
contact
with,
who
may
be
underrepresented
and
then
refer
them
to
us.
So
we
did
a
clean,
a
first
Sweep
with
HR,
and
we
took
half
of
our
apprentices
from
that
when
they're
from
underrepresented
groups,
which
was
the
maximum
we
could
do
by
that
process.
So
that's
been
really
really
successful.
V
V
So
hopefully
that
answers
your
question
on
apprentices,
two
P
staff
I'll.
Let
other
colleagues
come
in
on
that,
especially
but
in
terms
of
our
area,
we
in
Source
the
South
repairs
and
wide
service
in
2021,
and
that
involved
two
people
around
90
staff.
Some
of
those
are
still
with
us.
Most
of
those
are
still
with
us.
Couple
have
moved
on
and
and
what
have
you?
So
so
that's
our
number
at
the
moment
and
then
in
terms
of
the
hopefully
that
answers
my
part
I'll.
V
Let
colleagues
come
in
on
that
and
then
in
terms
of
the
SME
work,
that
is
a
real
challenge,
some
of
the
stuff
about
how
we
make
sure
that
they
they
manage
their
supply
chain.
We.
We
really
do
that,
so
we
still
have
a
procurement
process
and
we
still
have
a
vetting
process
and
it's
about
it's
not
saying
we're
not
going
to
do
any
of
that.
V
It's
about
how
we
can
make
that
achievable
for
these
smaller
organizations,
because
if
we
send
out
a
you
know
a
20
30
page
tender
document,
they're
not
going
to
do
it
they're
just
not
going
to
fill
that
document
in
because
they
haven't
got
the
the
skills
to
do
it
or
the
capacity
to
do
it.
So
we're
trying
to
find
ways
that
we
can
sort
of
walk
them
through
the
process
and
then,
through
that
we
get
to
know
the
company
and
we
can
get
to
see
them.
V
You
know
we
don't
we're
out
on
site
in
terms
of
quality
checks,
so
we
still
go
and
do
the
same
quality
checks.
We
do
the
financial
checks
to
make
sure
that
the
company
is
stable
and
can
pay
the
wages
of
the
staff,
and
things
like
that.
If
we
did
ever
end
up
in
a
position
where
the
company
was
in
a
problem,
we've
always
got
vacancies
for
stuff.
So
we
would,
you
know,
offer
those
people
stuff
that
those
people
jobs
if
if
they
did
wish
to
so,
hopefully
I've
answered
your
questions
there.
S
U
Yeah
is
it
just
worth
adding
that
we
we
see
it
as
a
positive
way
of
helping
Bridge
the
financial
gap?
There
often
lots
of
jewelry
activity,
a
glass
cleaning
and
Catering.
These
are
generally
raw
paid
part-time
jobs
and
the
people
that
are
jumping
in
generally
aren't
really
really
poor.
The
national
living
wage
Which
is
far
inferior
to
what
we
pay,
so
we
always
consult
on
getting
people
onto
our
terms
and
conditions
as
soon
as
possible
and
getting
access
to
more
hours
and
career
progression
as
well.
N
Yeah
I
think
it's
hugely
positive
and
it's
a
comment
for
you
Deborah
and
if
I
meant
just
thinking
about
what
you
said
about
the
gender
split
years
and
years
ago,
we
did
work
with
stem.
Didn't
we
and
I
just
wondered
if
there
were
a
bit
of
a
project
there
about
getting
girls
young
women
into
construction,
maybe
it's
coming
up
to
that
time
of
year,
isn't
it
where
they're
leaving?
So
perhaps
that
sort
of
good
look
at.
A
Good,
thank
you.
Councilor
coop
is
not
in
so
we'll.
Take
that
as
a
comment.
Thank
you.
Councilor
Burke
I'm
going
to
bring
in
councilor
Anderson
next.
It's.
E
On
the
cleaning
in
the
retirement
living
complexes,
there
appears
to
have
been
a
reduction
in
service.
Now
is
that
because
housing
have
reduced
the
amount
that
they're
willing
to
pay
for
the
service,
or
are
there
other
reasons?
Why
there's
certainly
a
number
of
complaints
I'm
getting
are
increasing?
What
do
you
put
that
down
to
budget
budget
pressure
is
trying
to
be
a
perfect
example,
I'm,
not
saying
that
you've
not
got
reasons,
but
what
would
you
put
it
down
to.
U
How
come
in
the
council
Anderson
I
mean
there's
not
been
any
any
match
reduction
in
staff
numbers
across
retirement
lives.
It
has
been
a
really
difficult
difficult,
a
couple
of
years
for
a
CEO,
massively
structured
we've,
still
we've
covered
absences
and
been
able
to
recoup
since
brexit
and
getting
the
numbers
in.
So
if
there
are
any
specific
instances,
if
you
give
me
a
shout
and
we'll
look
into
them,
they
shouldn't
be,
and
we
always
try
to
do
our
best,
but
it
has
been
a
difficult
two
years
across
the
industry.
D
Thank
you,
I've
got
sorry.
I've
got
a
few
questions
on
leads,
Building,
Services
and
one
on
Presta
or
a
potential
suggestion,
but
first
of
all
the
majority
of
the
income
is
internal
from
the
council
departments.
Do
we
do
that
as
a
market
or
cost
recovery
is
one
question
and
then
maybe
linked
to
that
is
adaptations
now
it.
The
report
refers
to
as
doing
it
in
Council
housing,
who
does
the
installation
into
private
into
the
homes
of
people
private
housing
where
they
need
those
adaptations,
and
what
do
we
do
with
the
equipment
afterwards?
D
I've
got
a
specific
example,
if
you
mind,
but
if
it's
not
relevant
to
Cal,
then
I
can
pick
it
up
elsewhere,
so
that
that's
that's
sort
of
two
then
another
two
that
are
grouped
together
is
the
backlog
maintenance
in
Civic
buildings.
How
do
we
prioritize
that
budget?
It
says
it's
3
million
across
the
city
it'd
be
interesting
to
to
for
some
of
us
to
see
how
that
is,
allocated
and
and
what
influence
we
can
have
as
elected
members.
D
If
any
and
then
also
how
do
we
manage
those
properties
both
as
Civic
buildings
and
Council
housing?
Are
they
managed
holistically?
So
when
we
do
the
roofs,
we
do
the
windows,
we
do
the
doors.
D
So,
for
example,
I've
had
a
dampen
mold
situation
where
I've
had
decorators
turning
up
to
paint
a
wall
that
hasn't
been
treated
so
so
they're
just
going
backwards
and
forwards.
So
I
guess
it's
just.
How
do
we
look
at
those
properties
in
general
and
then
the
last
one
is
about
presto
and
it
may
not
be
Presto
but
I
know
press
to
offer
a
service
on
Market
styles,
which
is
actually
oversubscribed
because
I
can't
get
any
for
the
weekends
that
I
want
them.
D
But
I
was
wondering
about
how,
if
that
could
be
extended
as
a
service,
we
must
spend
a
lot
as
the
Council
on
community
events.
It
comes
out
of
our
well-being,
budgets.
Generally,
things
like
hiring
in
at
your
chairs
and
patio
tables
and
for
events
is
that
something
we
can
look
at
as
a
council
is
providing
a
service
so
that
the
money
that
we
spend
as
Community
committees
goes
back
into
the
council
and
not
to
external
providers.
D
So
that
might
be
a
bit
left
field,
but
it's
it's
something
that
bothers
me
and
that's.
Presto
has
been
brought
up
and
they
do
provide
that
market
style
service.
I.
Think
it's
something
worth
looking
at.
V
Thanks
for
that,
could
I
apologize,
I
didn't
quite
catch.
Your
first
question
just
on
the
income.
Sorry,
it's.
D
V
Thank
you
yeah.
So,
in
terms
of
the
income
yeah,
the
vast
majority
of
our
spend,
probably
two-thirds.
Three
quarters
is
for
housing
and
then
the
rest
is
for
other
departments:
schools,
CPM,
some
of
the
sea,
AQ
work,
and
things
like
that
that
we
have
across
across
the
council
the
we
do
charge
a
surplus
on
top
of
the
work,
so
our
budget
that
we
have
with
a
net
managed
budget.
So
all
of
our
costs
have
to
be
recovered
through
charging,
and
then
we
generate
a
surplus
on
top.
V
V
So
hopefully
that
answers
that
one
in
terms
of
adaptations,
yeah,
we
so
lbs.
We
deliver
the
council
adaptations
or
the
vast
majority
of
it
that
are
some
small
bits
that
get
done
externally
direct
for
the
adaptations
team.
Nobody
knows
it
in
communities
in
terms
of
who
does
that
that
external
contractors,
because
I
believe
in
that
process,
the
homeowner
has
an
option
so
I
think
they
can
get
options
and
then
decide
who
they
wish
to
work
with.
V
It
is
an
area
that
we've
potentially
discussed,
however,
at
the
moment,
with
the
pressures
we're
facing
and
the
need
to
get
the
current
Services
right,
we're
focusing
on
stabilizing
what
we've
got
and
getting
our
services
where,
where
we
want
them
to
be
at
the
moment,
clearing
the
some
of
the
backlogs
still
so
in
terms
of
that
and
the
kit
I
I
can't
answer
the
question
on
what
happens
with
the
equipment
after
that
I'm
sorry,
I,
don't
I,
don't
know
beyond
that
for
private
anyway,
I
know
what
happens
in
the
council
ones,
but.
V
In
terms
of
the
kit
that
we
install,
we
do
remove
and
store
some
equipment
stairless,
for
example,
if
if
they
need
removing
from
a
property,
so
we
do
some
of
that
with
colleagues
in
housing,
CPM
backlog,
I'll,
let
Richard
talk
about
if
we've
come
back
to
that
one,
if
that's
all
right
and
I'll
just
skip
to
the
building
management,
one
different
type
of
work,
and
things
like
that.
So
that's
all
around
the
planning
and
scheduling
it
does
vary
service
on
service.
V
So,
in
terms
of
the
planned
works
that
we
do
for
housing,
it
is
very
Elemental,
so
the
property
will
have
a
stock
condition
survey
and
each
of
the
components
will
have
a
lifespan.
So
it
might
be
that
we're
going
to
do
windows
and
dials
one
year.
It
might
be.
The
kitchen
gets
replaced
a
couple
of
years
later
and
all
that's
determined
again
by
colleagues
over
in
strategy
and
investment
that
work
out.
V
That
program
do
appreciate
that
that
might
be
inconvenient
for
residents,
certainly
so,
if
you're
having
major
Works
done,
however,
we
have
to
maximize
the
lifespan
of
these
components
to
maximize
the
budget
and
try
and
reduce
those
costs.
Accordingly,
in
terms
of
the
minor
works
that
you
just
referred
to,
there
that's
a
planning
issue,
so
that
would
be
something
that
would
be
taken
away
to
my
teams,
significantly
Under
Pressure
repairs
at
the
moment,
especially
when
we
don't
the
mold
as
you've
just
touched
on
they've
seen
huge
increases
in
in
demand.
V
Repairs
have
gone
up
20
to
25
percent
in
in
recent
months,
so
that's
that's
having
a
huge
strain.
It
should
be
planned
accordingly
and
and
each
repair
should
be
looked
at
in
that
manner.
V
It's
difficult
holistically
because
of
the
way
people
raise
repairs.
If
the
tenant
forms
up
three
times
in
three
days,
they
will
be
three
separate
repairs
and
logically
you'd
say
well.
You
should
see
that
and
be
able
to
plan
it,
but
you
know
we're
completing
receiving
over
two
and
a
half
thousand
repairs
a
week
at
the
moment.
It's
probably
about
2
700
a
week.
So
it's
it's
huge
volumes
that
we're
dealing
with,
but
example,
you've
just
got
there.
That's
yeah
hands
up
on
that
one
that
does
sound
like
an
error
on
our
part.
V
It
should
be
yeah,
the
mold
is
treated
and
then
you
would
have
the
follow-on
equipment
we
are
working
just
on
that
don't
want
to
get
into
the
damper
mugs.
That's
probably
it's
probably
one
again
for
hours.
Input
huge
amount
of
work
on
that,
obviously,
with
reporters
table
that
except
board
recently
on
that,
so
people
are
probably
I'd
say,
but
we
are
fully
focused
on
that
and
committed
to
getting
that
that
right
within
the
city,
we
do
recognize
that
that's
a
huge
priority
for
for
us
all.
So
we
are
working
on
that.
U
U
It's
been
difficult
since
I've
put
together
a
forward
program
for
whole
buildings
with
such
a
small
sums,
so
moving
forward
I
think
Polly's
got
an
eye
on
that
and
is
looking
at
more
strategic
plan
going
forward
to
these
buildings
based
on
intelligence
from
users
and
sort
of
condition,
servers
and
things
like
that.
Any
question
about
Presto,
so
I
thought
I'd
have
to
speak
to
colleagues
in
events
in
the
city
development.
Unfortunately,
we
just
provide
the
labor
to
putting
the
Stalls
up.
U
The
Styles
actually
belong
to
the
markets
team,
so
I'm
not
happy
to
go
away
and
have
a
chat
with
them
around
it.
All
I'm
assuming
availability
wasn't
because
they
were
using
them
for
the
city
center
markets
or
something
no
yeah.
D
Yeah
back
on
that
one
just
on
the
market:
Stars
yeah,
it's
because
they're
already
booked
out
by
various
different
regular
events.
So
when
you're
trying
to
do
your
light,
switch
on
eventually
can't
do
them,
but
it
is
a
wider.
D
If
it's
with
events
and
development,
then
I
can
I
can
pick
it
up
with
them.
But
I
think
there
is
a.
There
is
an
opportunity
there
where
we
could
at
least
keep
money
in
the
council
as
opposed
to
giving
it
to.
Although
then
again,
maybe
we
want
to
spot
the
smaller
companies
in
the
local
area
as
well,
but
it
it
I'm
just
aware
of
how
much
money
we
spend
in
Rothwell
hiring
in
things
and
also
road
closures,
which
is
nothing
to
do
with
this
debate.
D
But
but
it
is
in
there
and
I
think
just
on
the
the
buildings
and
I'm
glad
Polly's
looking
at
it,
because
we
need
to
do
something
and
we
spent
an
awful
lot
of
money,
replacing
a
roof
of
fixing
a
roof
and
replacing
windows
and
doors.
D
Two
years
ago,
in
one
of
my
buildings
and
the
interior
of
it
is
shocking
and
and
and
that
is
almost
a
waste
of
money,
because
no
you
know
it
doesn't
get
used
in
the
way
it
could
be
used,
because
the
condition
of
it
is
not
as
good
as
it
could
be.
So
it's
just
about
how
we
look
at
some
of
these
things
and
get
the
best
value
overall.
D
But
and
then,
and
just
one
thing
on
on
the
adaptations,
I
know
of
a
private
resident
who
had
a
stair
lift
installed
and
I'm
told
it
cost
8
000
pounds
she
since
died,
and
the
family
have
been
told
that
they
can
keep
it
or
get
rid
of
it,
and
there
is
a
place
called
stairlift
Sorrows
that
will
come
and
take
it
out.
They've
been
offered
400
quid
for
it,
and
presumably
that's
going
to
be
reinstalled
into
another
private
property.
A
A
Good
did
you
want
to
come
back
on
any
of
cancer
Chapman's
ever
comments
just
there.
They
felt
like
comments
more
than
questions
and
councilor
Chapman's
nodding.
Okay.
So
thank
you
very
much
for
that.
I
found
this
really
helpful
and
it
feels
like
we've
got
a
couple
of
bits
of
work
to
take,
or
at
least
pass
on
to
the
successor
board.
I'm
gonna.
Let
Neil
come
in
before
I
close
the
item.
Yeah.
K
I
just
want
to
close
by
just
saying
the
the
impact
of
covet
covert
has
really
been
profound
in
this
area,
so
there
are
still
bits
which
are,
you
know,
really
quite
problematic,
so
something
like
the
passenger
transport
area.
You
know
people
will
know
things
like
the
private
hire
industry
was
pretty
much
decimated
through
that
period.
I've
seen
lots
of
extra
demand
coming
through.
K
It's
been
referred
to
the
fact
that
lots
of
repairs
it's
all
coming
through
the
system
issues
like
absence,
became
a
big
issue
where
people
couldn't
work
in
in
ways
that
people
who
are
able
to
work
from
home
are
able
to
work,
so
I
think
we're
in
a
pretty
much
a
period
of
recovery,
but
what
I
would
say
to
take
the
positive
and
the
kind
remarks
which
Council
Richie,
so
it
has
been
a
jewel
in
the
crown,
no
more
so
than
through
that
period,
where
really
the
efforts
of
staff
were
really
quite
heroic
and
we
were
able
to
get
things
done
as
a
city
which
we
would
simply
not
have
been
able
to
have
done.
A
Thank
you
very
much
for
those
comments.
Neil
and
they're
fully
support
all
of
what
you've
just
said.
It's
been
really
good
of
you
to
come.
Hopefully
we
will
continue
to
work
together
in
the
coming
months
and
years
and
continue
this
journey
positive
Journey
for
the
for
the
council
and
for
your.
Your
team
I
think
it's
clear
that
if
you
can
put
us
on
the
thanks
of
this
scrutiny
board
to
your
teams,
that
would
be
appropriate,
so
I'm
going
to
close
that
item
there.
Thank
you
very
much.
A
A
Okay,
everyone
welcome
back
to
the
stretch
in
resources
screen
abroad,
on
the
20th
of
February,
we're
going
to
move
on
to
agenda
item
nine,
which
is
page
83
of
your
packs.
This
is
an
item
I'm
very
interested
in
so
I'm
I'm
pleased
to
have
speakers,
those
who
are
new
to
those
two
procurement
people
can
you
introduce
yourself
Kevin
and
you
and
and
your
roles
and
then
introduce
the
papers.
I
always
say
to
everyone
assume:
we've
read
the
paper,
but
if
anything
you
want
to
do
out.
That's
fine!
W
So
yeah
in
terms
of
the
paper
just
I,
guess
by
way
of
brief
background
and
overview
the
papers
providing
an
update
on
progress
towards
delivering
the
what
we
call
the
P2P
action
plan
and
the
P2P
action
plan
was
developed
as
part
of
the
limb
of
the
Core
Business
transformation
program.
That
is
looking
at
improving
efficiencies
across
all
the
council's
processes
and
systems
relating
to
the
whole
procurement
life
cycle.
W
So
that's
from
the
original
sort
of
procurement
or
purchase
through
contract
management
to
payment
for
the
the
goods
works
and
services
that
we're
procuring.
W
In
terms
of
the
report,
there's
a
summary
in
the
appendix
of
all
the
act
that
the
P2P
actions
and
and
the
progress.
But
the
report
itself
focuses
on
a
few
areas.
I
think
informed
scrutiny
boards,
particularly
interested
in
so
contract
management
and
the
positive
steps
that
we've
taken
towards
a
councilwide,
best
practice
approach
to
contract
management,
proposals
to
further
embed
and
maximize
delivery
of
additional
social
value
through
procurement.
W
There's
some
examples
as
well
of
where
Services
have
delivered
Savings
in
the
last
12
months,
despite
the
pressures
from
inflation
and
then
it
responds
to
queries
in
relation
to
the
third
tax
Mark
and
the
fair
tax
declaration.
So
if
there's
any
questions
happy
to
to
take
those.
A
Thanks,
thank
you
just
I,
don't
know
if
she's
here
early
in
the
conversation
with
Civic
Enterprise,
they
just
made
a
few
comments
about
the
flexibility
of
our
Arrangements
I
just
wondered
if
she
had
any
comments
in
terms
of
how
I
guess,
from
your
perspective,
how
those
conversations
are
going
wherever
things
will
get
better
for
them
in
terms
of
materials.
Thank
you.
W
Yeah
I
think
there's
there's
probably
two
areas
in
particular
where
those
sort
of
flexibilities
with
regard
to
our
procurement
processes
and
Arrangements
would
be
really
beneficial
to
Cel.
W
One
is
whether
sort
of
trading
commercially
for
them
to
be
able
to
kind
of
react
quickly
and
and
go
out
and
and
sort
of
buy
things
that
they
need
in
order
to
be
able
to,
then
you
know
products
in
order
to
be
able
to
sort
of
on
sale.
So,
for
example,
particularly
with
regard
to
food
and
and
things
like
that-
that
that's
really
important
and
they
need
to
be
able
to
react
in
the
same
way
as
a
commercial
organization
would
so
we've
built.
W
W
The
other
area,
where
I
think
we've
got
conversations
that
scheduled
actually
for
this
week,
is
in
relation
to
and
I
think
we've
touched
on
it
in
in
the
meeting
about
smes
and
and
being
able
to
to
use
them
a
bit
more
flexibly.
So,
in
terms
of
the
contract
procedure
rules,
you
know
they're
in
place
to
to
make
sure
that
we're
delivering
best
value
to
make
sure
that
we've
got
good
controls
and
governance
in
place.
W
But
there
is
a
balance
for
those
sort
of
relatively
low
value,
Works,
which
you
know
we
we
we're
going
out
to
market
for,
and
there
perhaps
isn't
necessarily
A
framework
or
a
contractual
Arrangements
in
place,
and
we
need
to
respond
quickly
and
being
able
to
bring
in
smes
as
well.
W
I
think
is
is
something
that
we
ought
to
be
looking
at
in
a
bit
more
detail,
and
we've
touched
on
it
in
in
the
report
that
I've
produced
about
some
of
the
things
that
we
are
looking
to
push
forward
on,
but
yeah
in
terms
of
the
Cel
position,
in
particular
with
regard
to
LBS
I.
W
Think
finding
that
balance
in
terms
of
having
the
the
right
approach
to
governance
and
the
right
approach
to
sort
of
controls
with
regard
to
our
spend,
but
also
allowing
that
flexibility
for
relatively
low
levels
of
spend
for
them
to
be
able
to
react
quickly,
is
something
that
we
can
improve
and
as
I
say,
we've
got
a
conversation
scheduled
for
later
in
the
week
to
to
look
at
sort
of
pulling
together
a
strategy.
In
that
respect.
A
Thank
you
for
that.
As
you
know,
procurement
comes
here
often
so
I'm
sure
the
success
board
will
ask
you
about
progress
on
that.
Are
there
questions
from
from
Members
I
can't
see
anyone
indicating
immediately
so
I
will
come
come
in
so
on
page
85
of
the
pack.
There's
the
project
management
point.
It
says
a
circuit,
fifty
percent
I
guess
what
I
guess?
A
What
do
you
think
is
the
the
barrier
to
directory
it's
making
sure
the
management
software
is
being
used
and
and
run
and
I
guess,
do
we
believe
it's
effectively
being
used
to
save
money
where
it
is
being
used?
Thank
you.
W
So,
in
terms
of
that
particular
number
that
you
touched
on
about
there
about
the
50
50
that
relates
to
a
contract
management
module
that
we've
developed
that
sits
on
the
council's
e-tendering
platform,
so
all
contracts
above
10
000
pounds
need
to
be
registered
on
the
camp
council's
e-tendering
platform.
W
The
contract
management
module
is
in
addition
to
that
which
we
we
launched
in
October
last
year,
so
I
suppose.
The
first
point,
in
terms
of
you
know
why
we
only
get
sort
of
50
completion
with
regard
to
contracts
that
have
been
had
the
information
completed
on
the
contract
management,
module.
I.
Guess
it's
kind
of
a
work
in
progress
at
the
moment.
Getting
people
familiar
with
it
and
getting
people
up
to
speed,
but
I
think
it's
also
about
getting
the
message
across
about
the
the
benefits
of
of
completing
the
contract
management
module.
W
The
first
of
those
is
that
I
think
what
we
don't
do
enough
is
consider
how
a
contract
is
going
to
be
managed,
while
it's
being
procured
so
we'll
go
out
and
buy
something.
But
if
we're
not
able
to
make
sure
that
we're
able
to
effectively
deliver
it,
then
potentially
we're
spending
money
on
things
that
we're
not
receiving
value
for
all.
W
The
benefits
of
the
contract
management
module
are
that
it
does
help
services
to
use
it
as
a
kind
of
a
quite
a
basic,
but
a
contract
management
system
throughout
the
life
of
the
contract.
So
it
can
act
as
a
repository
for
documentation.
It
can
act
as
a
reminder
for
certain
actions
that
need
to
be
taken,
such
as
you
know,
regular
liaison
with
the
contractor
or
internal
reviews
of
the
contracts,
and
then
the
third
thing
is
it
provides
access
to
to
me
and
to
the
council
corporately
to
information
about
contracts.
W
So
it
helps
us
to
keep
it
an
oversight
of
of
at
a
very
high
level
of
how
a
contract
is
being
managed.
So
it's
getting
those
messages
across
to
to
Services
as
to
the
to
the
benefits
of
countries
of
using
this,
this
module
I
think,
there's
a
probably
also
a
bit
of
a
a
Fear
Factor
from
from
Services.
You
know
people
are
already
staff
are
already
stretched
and
already
very
busy,
and
the
idea
of
doing
something
else
on
on
top
of
their
day.
W
Job
I
think
is
is
something
that
you
know
probably
puts
people
off
to
a
degree,
I
suppose
what
I
would
say
to
that,
though,
is
that
in
terms
of
completing
the
contract
management
module,
we
don't
see
that
as
being
anything
additional
to
what
they
should
already
be
doing.
So
as
a
somebody's
responsible
for
managing
a
contract,
they
should
have
a
contract
management
plan
in
place,
and
this
is
effectively
that,
and
the
second
thing
is
it
should
only
take
about
15
minutes,
so
we
do
think
asking
staff
to
complete.
W
A
Thank
you
and
I
think
there's
a
space
to
say
that
certainly
me-
and
so
hopefully-
and
hopefully
the
board
are
thinking
we
do
need
to
manage
our
contracts
really
tightly
and,
as
is
a
financial
Challenge,
and
we
need
to
be
watching
all
the
procured
contracts.
This
is
one
of
our
biggest
spends
as
a
whole,
and
so
getting
it
right
is
really
important.
I'm,
okay,
I'm
gonna
bring
in
councilor
Flynn
next.
C
Thanks
hi
Karen
we've
discussed
this
before
I
think
on
our
normal
vacations
contract
management.
Needless
to
say,
I
was
absolutely
astounded
to
see
that
the
300
members
of
staff
are
actually
involved
in
it
and
I
would
imagine.
That's
probably
one
of
the
major
reasons
why
there
is
no
other
consistency,
and
there
is
talk
in
the
in
the
papers
about
the
being
little
or
no
oversight
on
some
of
these
contracts
and
I.
C
Just
wonder
if
there
was
going
to
be
any
sort
of
transformation
being
the
inward
nowadays
of
the
way
in
which
we
are
addressing
procurement
I
mean
even
before
the
problem
is
over
the
cost
of
living
and
all
the
rest
of
it.
There
were
very
little
savings
forecast
in
the
medium
term
Financial
strategy
on
procurement.
Despite
the
fact
there
are
a
billion
pounds
in
contracts
each
year,
I.
Just
wonder
what
your
view
was
on
the
overall
sort
of
management
of
procurement
within
the.
W
So
in
terms
of
our
approach
to
procurement,
I
mean
I,
guess
it
comes
back
to
that
point
that
we
were
talking
about
before.
With
regard
to
the
the
contract
procedure,
rules,
I
think
the
the
governance
that
we've
got
and
the
controls
that
we've
got
on
the
approach
that
we've
got
to
procurement
is
is
you're,
really
definitely
best
practice
in
terms
of
doing
things,
the
right
way
and-
and
that
came
out
in
the
LGA
peer
review.
W
We
had
a
procurement
a
couple
of
years
ago,
I
think
in
terms
of
where
you
know
where
we
do
have
an
opportunity
to
to
improve
he's.
Definitely
with
regard
to
I
guess
two
aspects
in
terms
of
what
you
talked
about:
one
is
in
terms
of
delivering
savings,
I'm,
confident
that
we
do
deliver
savings
through
procurement,
I
think
where,
where
I'm
struggling
to
to
evidence
that
and
evidence
exactly
how
much
that
is,
is
the
the
information
that
we've
got.
The
the
data
we've
got
sort
of
quite
well.
W
We've
got
the
financial
management
system
that
is
quite
clunky.
We've
got
a
new
invoicing
system
that
has
come
in
in
the
last
12
months.
That
will
hopefully
provide
us
with
a
better,
more
accurate
information
as
to
sort
of
spend
that
that's
gone
on
beforehand,
but
what
we
don't
have
is
kind
of
all
that
tied
together
and
it's
it's
a
lot
of
work
for
us
to
do
each
year
to
be
able
to
do
that
as
part
of
the
Core
Business
transformation
program.
W
One
of
the
things
you
know
well,
the
the
big
thing
that
we're
trying
to
do
is
make
sure
that
our
systems
are
fit
for
purpose
and
so
I
think
in
terms
of
demonstrating
the
the
sort
of
the
savings
and
the
value
that
is
coming
out
of
our
procurement
activity.
W
I
think
that
will
be
something
that
we're
able
to
do
going
forward
when
those
you
know
that
Core
Business
transformation
is
better
progressed,
but
in
terms
of
you're
touching
on
contract
management
and
and
the
numbers
of
people
involved
and
and
the
so
I
guess.
W
The
lack
of
corporate
oversight
today
that
there
are
I
think
it's
over
400
people,
actually
that
we've
got
in
our
sort
of
what
we're
trying
to
put
together
is
a
kind
of
a
community
of
contract
managers
in
terms
of
the
level
of
oversight
for
particular
contracts
and-
and
you
know
what
they
should
be
doing-
I
guess
it's
worth
pointing
out
that
when
we
talk
about
contract
management,
it
might
be
that
you
know
99
of
their
job
is
delivering
a
Frontline
service,
but
they've
got
a
relatively
low
value
contract
that
helps
them.
W
Do
that
you've
got
that
kind
of
scenario
all
the
way
through
to
somebody
who
is,
you
know
effectively
a
professional
contract
management
manager.
They
manage
a
single
contract
that
might
be
multi-million
pounds
and
that's
their
entire
role.
So
what
we
need,
as
an
authority,
is
to
have
to
recognize
that
kind
of
spectrum
and
and
have
a
different
approach
and
different
governance
and
processes
that
will
apply.
W
So
so
that's
what
we're
currently
working
on
and
we're
making
good
steps
in
in
that
regard,
we've
got
contract
managers
who
are
undertaking
different
levels
of
training
depending
on
you
know,
precisely
what
they're
involved
in
and
We've
also
We've
appointed
a
contract
management
change
lead
whose
sole
job
is
to
deliver
that
sort
of
transformation
that
you
were
talking
talking
about
and
we're
working
closely
with
D
look
and
local
Partnerships
as
well
to
try
and
look
at
the
processes
that
we've
got
in
place
and
look
at
some
steps
that
we
can
be
taking
immediately
to
try
and
make
sure
that
we
do
embed
that
best
practice
across
the
whole
Council
and
certainly
I
guess.
W
The
other
thing
that
we've
already
talked
about
is
the
contract
management
module
and
having
that
access
to
information
and
and
having
that
kind
of
high
level
overview
will
will
be
really
beneficial,
I
think
across
the
whole
Council.
C
Probably,
although
the
answers
to
this
one
Karen-
but
you
talked
about-
and
the
sort
of
low
level
contract
management
as
opposed
to
the
sort
of
high
level
stuff,
given
that
we've
got
a
billion
pounds
a
year
in
in
procurement,
sort
of
costs
and
all
the
rest
of
it.
What's
the
value
of
of
the
procurement
that
isn't
done
by
I
think
you
call
a
professional
procurement
guys
I
mean.
Are
we
talking
hundreds
of
millions
here.
W
I,
don't
have
the
precise
information
but
I
think
when
we
touched
on
it
a
couple
of
years
ago
in
in
scrutiny
it
it
was
around
about
four
or
five
million.
It's
it's
quite
a
low
proportion
in
terms
of
those
contracts
that
I
think
under
100
000
pounds
when
you
accumulate
them
all
together.
W
It's
not
it's
not
very
much
one
of
the
I
guess
what
I
can
say
for
certain
now
is:
we've
got
162
suppliers
with
whom
we
spend
more
than
a
million
pounds
with
and
that
Aggregates
up
to
I
think
it's
about
760
million
pounds
of
the
total
of
about
a
billion
pounds
worth
of
spent.
So
there's
a
lot
of
spend
that
we've
got
that's
going
through
a
relatively
small
number
of
contracts
and
small
numbers
of
providers,
so
I
think
that's.
W
You
know
kind
of
where
the
focus
really
needs
to
be
in
terms
of
delivering
efficiencies
and
also
making
sure
that
we're
getting
what
we're
paying
for
making
sure
that
we're
getting
the
value
and
then
in
terms
of
those
sort
of
higher
volume
of
low
value
contracts.
I
think
it's
about
having
user-friendly
processes
and
information
that
helps.
Colleagues
in
service
is
to
be
able
to
kind
of
manage
those
for
themselves.
A
Yeah,
thank
you
for
that
and
personally
I
think
we
need
to.
We
do
need
to
look
at
both
because,
whilst
it's
probably
less
scope
for
increase
savings
on
the
bigger
contracts,
the
the
biggest
smaller
percentage
makes
a
difference,
but
the
smaller
ones
are
easier,
just
to
fall
off
someone's
desk
for
lack
of
a
better
phrase
with
people
being
busier
than
ever
in
this
organization.
A
I'll
get
give
that
as
a
comment.
If
that's
okay,
okay,
counselor
Burke,.
N
Thanks
chair
I
just
want
to
ask
about
social
value.
N
It's
quite
interesting
reading
it
because
it's
an
incredibly
subjective
area,
isn't
it
so
I
just
wondered
and
I
know
you're
going
to
be
using
the
social
value
engine,
because
I've
just
read
that
how
do
you
currently
Benchmark?
What
are
the
minimum
requirements
now?
I
know
that's
difficult
when
the
the
race.
So
if
we
talk
about
big
contracts
in
that
context,
what
are
the
minimum
requirements?
Is
it
10
jobs?
Is
it
apprenticeship?
What
is
it.
W
I'll
come
in
and
then
I
might
pass
her
oh
to
Tony.
That's
all
right
in
a
second!
So
at
the
moment
we've
got
so
for
contracts
above
100
000
pounds.
W
W
So
it
does
include
provision
of
jobs,
local
jobs,
training
opportunities,
sustainability,
type
measures
and
things
like
that
and
as
things
stand,
that's
up
to
the
the
contractor
or
the
bidder
rather
to
to
bid
back,
and
then
we
evaluate
those
that
there
are
proxy
values
that
apply
to
each
one
of
those
proposals.
We
evaluate
those
and
in
terms
of
how
they
score
that
depends
on
how
much
of
each
thing
they
they
that
are
are
committing
to
deliver
I,
think
going
forward.
W
X
Hi
Council
Burke
and,
from
our
perspective,
is
that
any
scheme
was
above
100
000
pounds
which
we
classify
as
high
value
procurements
is.
We
would
actually
have
that
conversation
with
the
service
area.
X
The
service
area
is
also
linked
in
with
the
employment
skills
team,
and
so
we
it's
based
on
a
case-by-case
basis,
rather
than
an
average.
So,
depending
on
this
depend
on
the
service
and
the
subject
matter,
and
we
would
actually
refer
to
the
toms
and
which
were
actually
detailed
and
and
ensure
that
the
relevant
terms
actually
match
the
service
which
we
look
to
go
out
to
the
marketplace.
X
For
that
means
that
employment
skills
would
actually
have
the
relevant
conversations
with
not
all
of
the
procurement
office
a
bit
with
the
service
area
and
identify
what
the
number
of
employees
which
we
should
be
and
targeting
within
that
particular
procurement
and
it'll.
Be
at
that
stage
where
that
information
is
detailed
in
the
documentation
and
organizations,
will
actually
submit
their
response
and
be
evaluated
in
accordance
with
our
documentation.
N
A
Thank
you
and
I
think
it's
fair
to
say,
you're
looking
at
this
in
detail
from
from
the
paper
in
terms
of
who
provides
this
information
and
how
you
look
at
it
is
that
that
right.
W
Yeah,
so
for
when
we
received
the
the
tenders,
then
that
will
be
evaluated
in
detail
and
in
terms
of
what
should
be
provided,
as
Tony
was
saying.
Will
I
think
we
need
we're
going
to
be
now
Pro
more
proactive
in
terms
of
ascertaining
what
what
should
be
provided
before
the
procurement
goes
out?
Then
I
think
we
have
been
previously
and
then
in
terms
of
how
it's
evaluated.
W
There
are
sort
of
proxy
values
that
that
we
apply
in
order
to
sustain
who
gets
the
highest
score
for
whatever
proposals
that
they're
putting
forward.
N
A
D
Just
like
to
ask
about
the
training
on
page
85
I
mean
we've
got
according
to
this.
We've
got
18
members
of
staff
that
have
signed
up
for
the
training
is
that
out
of
the
400
and
whilst
that
is
according
to
the
chart
for
the
best
amongst
lots
of
local
authorities.
Why
is
that?
Is
that?
Because
either
we
have
got
I
mean
18,
doesn't
sound
very
many
anywhere.
D
D
W
Yeah,
so
on
the
sort
of
the
foundation
level
trading,
which
is
those
six
modules
they
take
around
about
an
hour,
they
might
take
a
bit
longer
for
for
some
people
if
they
haven't
got
that
much
prior
experience,
but
yeah
around
about
an
hour.
W
It's
actually
quite
I've
done
done
that
training
myself,
it's
actually
quite
detailed
and
there's
a
sort
of
an
exam
at
the
end
as
well.
So
it's
quite
comprehensive.
We
think
that
everybody
who's
involved
in
contract
management
should
be
undertaking
that
training
to
to
that
level
in
terms
of
is
it
mandatory?
W
Yet
it's
not
we're
currently
putting
together
the
trading
package,
but
what
we're
doing
is
making
sure
that
staff
are
aware
that
that
training
is
available,
that
it's
free
and
how
they,
how
they
access
it
and
encouraging,
as
many
staff
as
possible
to
undertake
that
training,
I
think
building
on
that
there's
probably
two
ends
of
the
spectrum
that
we
do
need
to
be
mindful
of
one
is
that,
as
I
was
saying
before,
there
will
be
some
people
who
have
some
involvement
in
contract
management.
W
That
is,
you
know,
very
much
around
the
edges
and
might
be
a
very
low
value
contract.
So
we
do
need
to
refresh
our
sort
of
very
basic
guidance
kind
of
like
a
two-pager
type
thing
just
so
that
anybody
can
pick
it
up
and
be
aware
of
things
that
they
need
to
be
mindful
of
and
then
at
the
other
end
of
the
Spectrum,
which
is
where
you
get
to
this,
the
the
the
table
or
the
graph.
W
Rather
that
I've
been
included
in
the
report,
these
18
members
of
of
staff,
that
the
training
that
they're
undertaking
is
essentially
a
sort
of
a
project
management
qualification.
W
It's
very
detailed
and
takes
I
think
it's
something
like
17,
it's
about
17
half
days,
essentially
of
work
that
that
goes
into
it.
So
it
is
a
lot
of
time
out
of
someone's
day
in
terms
of
who
is
doing
that,
so
we've
got
the
18
that
started
last
summer.
We've
also
got
we've
got
a
list
of
another
I,
think
there's
another
five
that
are
due
to
start
in
March,
and
then
we've
got
another
15
on
on
the
waiting
list
as
well
to
get
onto
that
course.
W
So
it
is
something
that's
being
taken
up
by.
You
know
a
decent
proportion
of
staff
and
as
I
say,
because
it's
it's
almost
the
equivalent
of
a
of
a
sort
of
a
professional
contract
management
qualification.
W
W
W
I
think
from
the
surveys
that
we've
done,
it's
not
not
many,
to
be
honest
with
you
quite
a
few.
D
A
Yep
thanks
Council
Chapman
I'll
ask
him.
He
came
in
to
provide
the
exact
number
later
to
Rob
and
we'll
circle
around
the
board
and
I'm
sure
Council
group
has
heard
that
and
take
that
on
board.
Are
there
any
any
other
questions
on
this
item?
The
the
other
question
I
just
had
was
on
on
the
fair
tax
here
and
and
on
paragraph
18.
You
talk
about
it's,
not
something
that
we
can
properly
do
at
the
moment
and
I
guess
I
know.
We've
talked
about
this
at
cheers.
A
Brief
I
think
there's
a
real
challenge
here
around
finding
a
way
through
it
I
understand
that
some
companies
don't
pay
tax
because
of
their
status,
but
there
must
be
a
way
of
feeding
that
into
the
to
the
contract.
So
just
a
challenge
to
keep
pushing
on
that
I.
Don't
know.
If
you
want
to
comment
on
that
here
as
well.
W
Just
in
I
suppose
in
terms
of
the
the
fair
tax,
Mark
I
guess,
the
the
there's,
a
couple
of
difficulties
that
are
picked
out
in
the
in
the
paper
and
I
think
that's
recognized
by
the
the
fair
tax
Mark
organization
themselves
that
that
it's
not
something
that
you
come
properly
evaluate
and
then
and
then
in
the
in
terms
of
the
other
point.
W
It
focuses
on
corporation
tax
to
be
sort
of
fair
tax
accredited
and
we
do
have
some
contracts
with
with
sort
of
organizations
that
don't
or
aren't
obliged
to
pay
corporation
tax.
So
I
guess
that's
that's
the
difficulty
in
in
that
respect,
but
I
think
you
know
we
will
certainly
try
and
continue
to
to
push
to
make
sure
that
our
contractors
are.
W
A
Thank
you
so
with
that,
that's
the
end
of
the
question.
Thank
you
very
much.
Cuban
really
appreciate
you
coming
today
really
important
area
and
as
if,
as
you
heard,
this
interest
from
the
board
to
did
you
want
to
speak,
cancel
it
just.
M
A
You
no
it's
fair,
fair
point!
So
sorry,
I'm
gonna,
thanks
for
clarifying
that
you
wanted
to
talk
on
the
pink
papers.
I
think
it's
important
to
make
that
point.
I'm,
fine,
I'm
gonna
have
to
ask
you
to
stay
until
the
end.
I
think
technical
reasons
it's
easier
to
do
at
the
end,
rather
than
putting
in
the
middle
again.
A
Okay,
so
we'll
we'll
come
back
to
you
in
hopefully
not
too
distant
future.
Okay.
So
with
that
our
sort
of
half
half
close-up
item
and
move
on
to
item
the
Freedom
of
Information
item
guaranteed
to
talk
about
that.
So
if
you
could
introduce
yourself
in
your
role,
you
can
assume
everyone's
read
the
papers
and
then,
if
you
want
to
make
any
opening
comments
and
then
we'll
we'll
get
into
questions,
thank
you.
Y
So
I
just
want
to
highlight
two
or
three
key
points.
Firstly,
to
just
acknowledge
the
background
in
relation
to
this,
as
well
as
the
pandemic,
which
affected
all
local
authorities
in
relation
to
information
request
performance
lead
city
council
went
through
a
substantial
restructure
of
information
governance
team.
Y
Y
Currently,
consistency
being
honest
is
a
problem,
but
this
report
provides
detail
on
ongoing
and
long-term
plans
that
we
have
and
to
improve
this,
including
the
use
of
rediscovery
on
powerapps
and,
lastly,
I
just
want
to
mention
the
recent
interaction
with
and
support
from
CLT
with
their
support,
by
raising
the
profile,
importance
and
awareness
of
information
requests
and
we're
ensuring
that
director,
it's
in
particular,
Chief
officers
are
involved
in
this
key
statute.
Duty
also
leave
it.
There.
A
Thank
you
very
much
I'm
going
to
open
it
to
questions
I'll
just
start
with
one
about
just
an
update
in
terms
of
Automation
and
again,
we've
talked
about
this
at
some
length,
just
an
outline
in
terms
of
progress
in
terms
of
the
automation
for
fois
that
come
in
and
how
that
can
help
move
things
quicker.
Y
So,
in
terms
of
progress
from
an
automation
perspective
from
a
digital,
with
a
lot
we're
waiting
to
get
into
the
power
up
sprints,
and
so
this
isn't
begun,
there's
a
current
Sprint.
That's
the
terminology
that
they're
using
in
relation
to
the
data
protection
impact
assessment
process
and
as
soon
as
that
finishes
we're
going
to
start
on
the
information
request.
One.
We
have
already
started
to
work
on
our
requirements.
Y
We
know
we
need.
We
know
what
we
want
to
get
to
as
a
first
iteration,
and
we
also
know
where
we
want
to
go
in
terms
of
the
future,
whereby
we
can
fully
automate
aspects
of
the
the
process,
but
on
the
basis
that
we
start
with
the
power
up
Sprint
and
about
March
Time,
they
are
meant
to
last
in
the
region
of
four
to
six
weeks.
Y
A
Good,
thank
you.
Hopefully,
it'll
increase
our
statistics.
I
could
say
you're
not
in
good
I,
can't
see
anyone
else
indicating
to
speak.
So
with
that,
that's
a
really
short
item.
Thanks
for
coming
today,
I
really
appreciate
that
so
we'll
move
on
to
the
work
program,
I,
don't
think
it
needs
any
introduction.
So
if
any
members
have
any
comments
on
that,
I
will
take
those
no
just
before
we
close
the
formal
meeting
or
sort
of
the
live
meeting
to
go
into
private
session.
A
I'd
just
like
to
take
this
opportunity
to
thank
neon
Niels
is
this:
is
your
last
as
director
of
resources,
I,
think
I
think
we
should
thank
you
for
your
time
in
office.
I
personally
have
found
you
very
I've,
never
seen
you've
done.
It's
very
helpful.
I
appreciated
your
directness
and
honesty
on
on
a
lot
of
topics
when
you've
come
to
the
board.
A
You've
always
been
honest
about
the
challenges
and
also
honest
about
the
plans
to
to
improve
things
and
you've
listened
to
the
board
as
well,
so
with
councilor
Cooper.
Of
course,
you've
listened
to
the
board
and
the
classic
example
of
that
is
the
actual
resources
you
put
back
into
the
into
the
contact
center
following
concerns
from
this
board
this
year.
So
thank
you
very
much
for
your
your
service
over
many
years
before
before
me.
A
So
thank
you
very
much.
I
just
wanted
to
note
that
and
have
that
minute
so
really
for
them
wants
to
give
you
a
little
lineup
well
I
say
thank
you,
okay,
so,
with
that
I'm
gonna,
sort
of
close
the
public
session
and
invite
Tony
back
to
the
table
to
talk
about
the
confidential
item,
just
give
it
a
moment
to
make
sure
the
live
feed
is.