►
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
and
welcome
to
today's
meeting
of
the
strategy
and
resources
scrutiny
board.
My
name
is
councillor
mary,
harland
and
I'll,
be
chairing
the
meeting,
we're
continuing
to
use
zoom
to
deliver
remote
committee
meetings
and,
like
our
recent
meetings,
we'll
be
on
that
platform
today,
the
meeting
is
being
broadcast,
live
on
lead
city
council's
youtube
channel.
A
We'll
look
at
how
the
council
is
incorporating
social
value
into
our
procurement
process
to
support
local
businesses
and
communities.
A
There
is
a
report
on
how
we
can
do
more
for
colleagues
from
the
black
asian
and
minority
ethnic
backgrounds
following
the
black
lives
matter
movement
last
year
and
lastly,
we
continue
to
work
on
how
the
council
continues
to
adapt
and
look
at
new
ways
of
working
and
how
we
shape
our
buildings
in
a
state
in
the
years
to
come.
A
A
So
at
this
point,
I'd
like
to
invite
each
member
of
the
board
to
formally
introduce
themselves
please
and
I'll
start
with
councillor
almas.
B
A
Okay
and
now
our
guests,
please
and
I'll
start
with
councillor
lewis.
G
I
Good
morning,
george
manson
also
from
resorts
and
housing.
L
Mark
mills,
head
of
asset
management
good
morning,
everyone.
A
My
name
is
and
welcome
okay,
so
under
can
we
debbie?
Can
you
take
us
through
the
first
five
items,
please
thank
you.
D
D
A
A
Okay,
we'll
let
him
off
okay
item
six
minutes
of
the
previous
meeting
held
on
the
11th
of
january.
Do
members
accept
these
as
a
true
record
I'll
assume
correct
unless
otherwise
matthew.
F
F
I
remember
at
the
last
meeting
council
lewis
saying
that
it
had
cross
party
approval.
I
went
back
and
checked
and
I
think
it
was
2017
and
I
don't
think
I
had
cross
party
approval
at
the
budget
meeting.
Can
I
just
seek
some
clarification
on
that?
If
that's
all
right.
G
G
The
basis
of
me
saying
it
received
cross
party
approval
is
there
was
no
opposition
amendment
that
had
ever
been
submitted
that
suggested
a
different
cost
in
terms
of
how
we
meet
our
mrp
requirements.
So
it
was
the
absence
of
any
opposition
amendment
that
provided
an
alternative
way
forward.
That
was
the
basis
of
my
comments.
H
A
Okay,
thank
you
thanks
new
okay,
there,
no
other
matters
arising
nope,
okay,
then
so
we'll
move
on
now
to
I'd.
Oh
just
on
that,
the
letter
that
we
sent
back
in
september
about
adult
social
care
funding,
we're
still
aware
in
a
response.
We've
sent
one
reminder
in
january,
but
we're
still
waiting
for
a
response
on
that.
So
we'll
move
on
to
item
seven
white
rails,
energy:
this
is
an
important
agenda.
Tackling
fuel
poverty
and
delivering
more
affordable
warmth
is
absolutely
vital
and
key
aims
in
our
best
ambition,
city
ambitions.
A
I
Sure,
thank
you
very
much,
and
so
the
the
purpose
of
the
paper
is
to
run
through.
I
think,
following
some
questions
in
november,
scrutiny
so
run
through
a
little
bit
about
the
background
to
white
rose
energy,
why
it
was
what
was
originally
set
up
and
the
the
events
leading
up
to
its
closure
and
then
the
impact
on
on
residents
who
had
signed
up
to
it
and
of
the
of
the
closure
of
white
rose
energy.
I
So
if
I
take
you
back
to
about
sort
of
2016,
when
we
first
set
the
to
the
company
up,
the
purpose
of
setting
up
white
rose
energy
was
really
to
deal
with
some
of
the
issues
in
the
energy
market
at
the
time.
So
it's
heavily
dominated
by
the
big
six
energy
company,
with
very
little
and
switching
of
of
customers,
a
very
uncompetitive
market,
with
a
real
perception
that
people
were
paying
well
over
the
odds
for
their
for
their
energy.
So
we
felt
that
we
we
should
do
something
to
try
to
intervene.
I
I
So,
following
a
a
market,
a
market
testing
exercise,
we
decided
to
run
a
procurement
to
set
up
something
called
a
white
label,
energy,
energy
company
and
a
white
label.
I
Energy
company
is
the
sort
of
thing
that
you
see
with
sort
of
sainsbury's
energy
or
marx
and
spencer's
energy,
rspb
energies,
something
where
a
brand
essentially
uses
all
of
the
licensed
functions
of
an
of
a
of
an
energy
company
to
market
a
particular
brand
of
energy
company
to
it
to
its
customers
so
effectively
it's
a
marketing
proposition
rather
than
actual
energy
company,
and
that's
a
really
important
thing
to
to
bear
in
mind.
I
So,
following
following
this
tender
process,
we
struck
a
deal
with
robin
hood
energy
run
by
nottingham
city
council
to
establish
white
rose
energy
so
using
our
branding,
but
using
all
of
the
regulated
functions
of
robin
robin
hood
energy,
so
that
effectively
gave
us
a
way
to
push
out
an
energy
company
to
our
residents
and
encourage
people
to
switch
and
gave
us
a
really
good
way
to
improve
the
voids
and
energy
service
that
we
had
to
our
to
our
tenants.
I
So
that
ran
for
around
about
four
years
and
successfully
over
that
time.
At
the
peak
we
had
around
about
eight
and
a
half
thousand
customers,
individual
customers,
many
of
those
with
dual
fuels
and
with
us
and
our
void.
Switching
service
was
switching
typically
between
sort
of
two
and
a
half
and
three
thousand
of
our
void
customers
every
year.
I
But
during
that
time
the
energy
market
changed
fundamentally,
so
one
of
the
biggest
impacts
was
the
introduction
of
the
energy
price
tariff
caps
by
by
the
government
which,
when
they
were
brought
in
energy,
prices,
were
relatively
low
in
terms
of
commodity
prices.
Commodity
prices,
then
spiked
and
a
lot
of
energy
companies
were
left
in
a
in
a
trap
where
they
had
a
tariff
cap
set
at
a
certain
level.
I
Their
commodity
prices
then
risen
above
that
that
level-
and
we
saw
around
about
16
energy
suppliers,
go
go
bust
during
2019
and
2020..
This
had
it
had
a
really
big
impact
on
on
robin
hood
energy.
They
ended
up
in
a
position
where
they
were
losing
money
every
year,
despite
being
supported
by
the
by
the
council.
I
So
robin
hood
energy
did
a
did
a
employed,
an
external
company,
to
do
a
detailed
analysis
of
their
of
their
options,
to
look
at
ways
to
either
continue
trading
or
wind
or
wind
up,
and
they
concluded
that
there
was
no
way
that
the
council
could
continue
to
support
the
loss
making
business.
I
So
they
felt
the
only
option
open
to
them
was
to
seek
a
seeker
buyer
and
they
communicated
this
to
us
in
around
about
august
or
september
of
last
year
and
then
asked
us
to
sign
a
deed
of
termination,
which
we
agreed
to
with
a
with
a
series
of
preconditions,
basically
around
protecting
our
customers
and
and
our
interests.
I
I
Energy
then
worked
to
wind
up
all
of
their
all
of
their
operations,
with
all
of
their
customers,
communicated
to
and
essentially
switched
to,
british
gas
and
during
october
and
november,
customers
were
free
to
move
away
without
any
without
any
kind
of
penalties,
even
if
they're
on
a
fixed,
fixed
term
tariff,
with
the
aim
of
essentially
leaving
no
customers
in
the
lurch,
no
customers
without
a
without
a
supplier.
I
So
if
nobody,
if
people
didn't
respond
to
their
communications,
they
would
automatically
switch
to
british
gas
towards
the
end
of
end
of
november.
So
the
obviously
there
are
some
some
impacts
on
our
customers.
But
the
good
thing
was
that
we
managed
to
negotiate
some
protections
where
british
gas
confirmed
that
all
of
the
rates
were
as
good,
if
not
better
than
the
rates
that
customers
were
on.
There
were
no
penalty
fees.
I
So
if
customers
decided
to
switch
away
prior
to
the
prior
to
the
change
or
afterwards,
there
were
no
exit
fees,
they
agreed
to
honor
that
the
debt
management
plans
are
already
in
place
with
customers
and
to
try
to
set
up
debt
management
plans
with
those
who
who
switched
to
british
gas
with
with
debts,
and
as
I've
already
mentioned,
there
were
no
customers,
no
customers
left
behind
and
finally,
the
robin
hood
energy
also
agreed
to
honour
the
commission
payments
to
us
that
were
due
to
be
made.
I
So
we
received
all
the
money
that
were
due
to
be
paid
to
lead
to
the
council.
There
were
some
frustrations
during
the
process
as
we
didn't
own
the
customers.
They
were
all
robin
hood
energy
customers.
We
could
not
directly
communicate
with
with
all
of
them
as
part
of
the
conditions
of
the
of
the
sale
that
we
didn't
try
to
to
influence
customers
choices,
and
we
also
weren't
able
to
track
what
happened
to
individual
customers.
I
So
early
on
in
the
process,
we
were
liaising
with
robin
hood
before
they
laid
off
their
staff
and
of
the
after.
The
initial
marketing
went
out
to
customers
to
tell
them
of
the
options
around
90
of
customers
switched
chose
to
switch
to
british
gas,
but
we
didn't
have
a
final
figure
in
terms
of
how
many
had
chosen
to
go
with
british
gas
and
how
many
have
gone
to
other
other
suppliers.
I
Unfortunately,
and
we
also
had
the
the
twin
challenges
of
making
sure
that
we
put
in
place
a
avoids
switching
service
to
avoid
leaving
council
homes
in
void
any
longer
than
we
absolutely
had
to
so.
We
rapidly
engaged
with
the
market
and
found
a
company
energy
angels
who
east
northeast
had
previously
worked
with.
Did
a
market
sounding
and
awarded
a
one-year
contract
to
them
to
effectively
do
the
void?
I
Switching
instead
of
robin
hood
energy,
which
we
now
know
from
having
operated
with
them
for
the
last,
what
three
or
four
months
is,
is
going
very
well
we're
getting
some
excellent
feedback
from
the
voids
team.
So,
during
the
time
with
with
robin
hood
energy
it
and
with
the
white
rose
energy
was,
was
set
up.
We
had
some
real
achievements
in
that
we
we
know
that
the
tariffs
that
were
offered
were
consistently
lower
than
the
default
tariff
cap,
so
we
know
that
customers
were
better
off
switching
than
than
than
not
switching.
I
As
I
mentioned,
we
had
around
about
eight
and
a
half
thousand
customers
at
peak
and
we've
kind
of
plateaued
a
plateau
at
that
stage.
For
the
last
couple
of
years,
typically,
customers
were
saving
over
100
pounds
a
year
compared
to
the
big
six
suppliers,
and
so
that
totals
up
was
around
about
3.1
million
pounds
of
savings
over
the
four
years
of
white
rose
energy
being
in
existence.
I
I
So
we've
contributed
50
000
pounds
to
the
discretionary
fuel
poverty
fund,
which
provides
emergency
support
to
very
vulnerable
people,
and
we've
invested
30
000
pounds
in
led
light
bulbs
for
for
council
homes
which
are
being
installed
as
part
of
the
void
process,
and
we
contributed
15
000
to
buying
around
about
14
000
trees
to
plant
in
schools
and
part
of
the
the
baby
week
forest
and
then
we've
around
about
135
000
pounds
yet
to
be
allocated.
I
So
it's
lessons
learned
during
the
during
the
program
and
one
of
the
one
of
the
key
ones,
is
just
how
fiercely
competitive
the
energy
market
really.
Is
it's
clear
that
energy
companies
have
got
to
have
extremely
able
management
teams
and
have
an
extremely
good
approach
to
forward
buying
energy,
with
a
very
large,
very
large
capitalization,
to
buy,
allow
them
to
buy
the
amount
of
energy?
That's
required
to
avoid
some
of
the
peaks
and
troughs
in
in
energy,
commodity
commodity
markets.
I
We
found
that
customers
are
extremely
price
sensitive,
even
those
who
are
kind
of
environmentally
or
socially
aware
are
extremely
price
sensitive
and
are
now
switching
quite
frequently,
which
is
a
which
is
a
good
thing.
Overall,
the
energy
market
is
extremely
political
and
some
of
the
decisions
that
government
make
can
have
a
very
significant
impact
on
on
the
operations
of
even
very
well
run
companies
and
that
the
partnership
with
with
robin
hood
energy
started
off
with
a
very
clear
set
of
objectives
set
by
nottingham,
nottingham
city
council.
I
But
during
the
process
of
running
the
energy
company,
I
think
it's
fair
to
say
that
robin
hood
energy
had
to
move
away
from
some
of
those
objectives
simply
to
try
to
survive
in
such
a
competitive
market,
which
means
some
of
the
procurements
that
we
that
we
try
to
run
to
establish
these
partnerships.
It's
very
difficult
to
set
in
stone
the
the
objectives
that
you're
trying
to
work
to,
and
so
just
to
wrap
up.
We've
done
a
little
bit
of
work.
I
Looking
at
the
options
open
to
us
in
in
future,
we
could
try
to
establish
a
similar
kind
of
white
label
arrangement
with
white
rose
energy.
We
could
try
to
form
a
kind
of
a
looser
partnership
with
an
energy
company,
and
we
explored
a
couple
of
options
with
with
energy
companies.
I
Nothing
nothing
jumps
out
as
being
extremely
attractive
at
the
moment,
or
we
could
participate
in
an
existing
collective
switching
service
where
we,
we
simply
try
to
gather
customers
in
and
then
market
them
on
on
mass
to
energy
companies
to
try
to
get
a
a
better
deal.
If
we
did
that,
we
wouldn't
be
able
to
include
voids
within.
I
It
would
just
be
a
kind
of
a
one-off,
one-off
auction,
but
in
inclusion
we've
looked
at
the
various
different
options,
there's
mentioned
as
part
of
your
introduction
that
there's
a
real
pressure
on
trying
to
tackle
fuel
poverty,
particularly
with
midst
of
midst
of
winter.
The
team's
been
extremely
effective
over
the
last
six
to
six
to
nine
months
in
securing
funding
for
installation
of
energy
efficiency
measures.
I
So
our
preference
now
is
to
continue
to
focus
on
making
physical
changes
to
people's
homes
and
then
over
the
medium
term,
to
have
a
look
at
what
other
options
are
are
available
available
to
us
so
I'll
leave
it
there
and
invite.
A
Questions,
thank
you,
george.
It
was
a
really
interesting
read.
I
thought
when
I
read
through
the
purpose,
any
questions.
B
I
am
thank,
thank
you,
george
for
the
report.
I
sit
on
the
affordable
warmth
committee
and
I
I
hope
we
can
take
that
alice
smart
as
councillor
smart
is
the
chair
of
that
and
I
hope
we
can
take
this
report
to
that.
I've
had
some
brief
discussion
with
the
green
doctor
scheme
and
I'm
sure
they'd
have
some
comments,
also
on
how
we
can
tackle
the
issue
of
affordable
of
creating
more
affordable
fuel
within
the
city
and
within
the
country
as
a
whole.
B
I
mean
my
experience
working
through
covet,
and
so
on
is
that
we
still
have
people
self-disconnecting.
B
We
still
have
people
who
are
struggling
to
survive
really,
and
I
had
a
woman
last
week
who
was
58
had
come
from
a
refuge
and
she
was
put
into
a
housing
association
property
with
storage
heaters
and
within
a
week
she
was
calling
out
the
emergency
doctor
because
she
was
suffering
so
badly
with
the
cold.
She
just
couldn't
couldn't
cope.
The
storage
heaters
just
run
out
of
heat
about
eight
o'clock
at
night,
probably,
and
she
was
frozen
and
the
the
properties
just
weren't
properly
insulated.
B
B
In
this
world,
where
we
have
in
liverpool,
have
set
up
a
right
to
food
campaign
across
the
country
through
ian
burn
mp,
we
should
have
a
right
to
fuel
campaign
as
well,
which
should
be
a
basic
necessity
that
everybody
should
have
the
right
to
fuel
the
right
not
to
self-disconnect
and
we're
having
to
rely
a
lot
at
the
moment
on
fuel
vouchers,
as
well
as
vouchers
for
food
from
places
like
the
green
doctor
and
the
muddy
buddies
to
help
people
just
survive.
B
So
I
think
the
big
six
have
failed.
Privatization
of
fuel
has
failed,
we
need,
and
obviously
the
difficulties
of
setting
up
local
fuel
companies
even
bristol,
I
think,
tried
and
it
didn't
work,
but
we
need
probably
to
celebrate
a
national
nationalized
fuel
provision
to
tackle
the
big
six
to
to
give
people
that
right.
You
know
which
I
think
we
should
all
have,
and
I
suppose
we
there
is
a
campaign
from
the
national
housing
federation
and
national
energy
action.
B
I
think
that
was
set
up
in
november
to
look
at
fuel
poverty,
and
I
think
perhaps
we
should
try
and
link
in
with
that.
As
a
result
of
today's
discussion,
try
and
see
what
we
can
do
to
influence
government
in
its
policies.
Thank
you.
I
So
yeah,
just
to
briefly
briefly
respond
to
that.
We
we
are
members
of
national
energy
action
have
been
for
lobbying,
aims
to
try
to
tackle
your
poverty
as
best
best.
We
can,
I
mean
the
case.
The
case
you
highlighted
is
a
something
that
we
are
aware
of
across
the
city.
I
It's
a
really
really
difficult
situation
where,
where
people
often
end
up
in
an
unsuitable
housing
and
the
services
we
have
through
the
likes
of
the
green
doctor,
I
think
are
absolutely
essential
because
they
help
to
identify
people
and
then
help
them
through
that
kind
of
crisis
and
crisis
situation.
I
What
we
talked
about
in
terms
of
the
the
big
six,
it's
a
it's
an
ongoing
dilemma
and
to
be
completely
honest,
because
we've
got
two
different
competing
priorities.
One
is
fuel
poverty
which,
if
we
were
to
try
and
drive
for
fuel
poverty,
would
be
all
about
getting
energy
as
cheap
as
it
possibly
can
to
help
people
to
to
to
afford
to
stay
warm
and
then,
of
course,
there's
a
climate
change
agenda.
I
Where
arguably
say
well,
actually,
we
don't
want
to
see
energy
that
cheap,
because
we
want
to
encourage
people
to
invest
in
ways
to
to
reduce
energy
use
so
that
to
kind
of
bring
it
all
together.
I
think
the
the
best
approach
we
can
take
within
this
is
to
focus
as
hard
as
we
can
on
reducing
the
need
for
the
need
for
energy
in
the
first
place,
so
by
improving
insulation
by
getting
better
heating
systems
in
place
to
tackle
the
physical
property.
H
Yes,
I
mean
just
so,
I
think
clearly,
council
jenkins
will
want
to
kind
of
pursue
his
arguments
on
a
political
level,
but
in
terms
of
where
we
we
stand,
what
we
did
take
the
view
even
years
ago,
the
the
it
was
too
risky
a
venture
to
set
up
our
own
company.
H
This
did
actually
bring
some
real
benefits,
including
people
who
are
on
on
meters
actually
where
we
particularly
kind
of
focused,
but
I
think
what
georgia
summarized
really
is
that
intervening
in
this
market
is,
is
extremely
difficult
and
and
really
too
fraught
with
risk
really
for
for
local
authorities
and
actually
some
of
the
the
disparities
we've
seen
in
terms
of
price
and
so
forth
have
also
somewhat
compressed,
and
therefore
we
have
turned
our
attention
much
more
to
actually
investing.
H
Instead
in
better
energy
systems
and
and
in
installation,
it
is
very
much
a
main
plank
particularly
of
our
hra
capital
program.
Now,
and
there
are
around
about
2
000
residents,
who've
been
moved
off
storage
heaters.
H
Despite
the
district
heating
scheme,
george
has
been
involved
in
also
doing
other
local
schemes
with
with
with
blocks
flats
which
can't
connect
to
that
that
main
district
heating
scheme,
so
they're
they're
all
there's
a
huge
amount
of
activity
going
on
where
we
are
tackling
fuel
poverty
by
by
getting
to
the
root
cause
of
actually
reducing
people's
need
for
for
for
inefficient
energy
to
be
delivered
into
their
homes
by
actually
improving
their
homes.
H
A
Thank
you,
neil
thanks
for
that.
Okay,
I've
got
matthew
and
then
sam
and
then
jim.
F
Thanks
chair,
I
I
was
reading
through
the
documents
and
it
appeared
that
wakefield
and
kirkleese
didn't
sign
up
to
this
initiative,
but
cold
dale
and
bradford
did.
I
was
wondering.
Is
that
the
case?
Could
you
just
clarify
that
and
if
so,
why
didn't
they
sign
up.
I
Yes,
yeah
absolutely
right:
we
we
had
partnerships
with
with
with
bradford
and
caldale
wakefield
and
kirkley's
we'd
had
conversations
with
wakefield
came
very,
very
close
to
to
signing,
but
for
for
them
the
key
issue
was
that
wakefield
and
district
housing
felt
that
it
wasn't
wasn't
for
them.
So
they
felt
that
there
wasn't
a
huge
benefit
to
the
council
in
in
signing
up,
because
they
would
have
only
got
a
very
small
number
of
private
customers
joining
the
joining
the
scheme.
I
F
Thanks,
that's
useful
to
know
reading
through
the
document
as
well.
There's
a
lot
of
conversation
about.
What's
happened
to
the
customers,
I'm
interested.
What's
happened
to
the
staff
as
well
that
were
involved
with
this,
and
presumably
they
were
working
for
nottingham.
I
think
it's
clear
from
the
documents.
There
were
no
leads
staff
or
leads
council
staff
involved,
but
just
some
clarification
on
what
and
if
that's
the
case
on
what
happened
to
them.
I
Yeah,
so
all
of
the
staff
were
directly
employed
by
by
robin
hood
energy.
There
was
around
about
250
staff.
British
gas
didn't
want
to
take
on
anything
from
robin
hood,
energy
essentially
other
than
the
customers,
so
they
have
their
one
or
two
still
working
there,
but
they've
essentially
all
been
made
redundant.
Unfortunately,.
F
F
Okay
and
the
final
point
chair-
and
I
know
you
came
to
look
at
time-
is,
and
we
might
be
able
to
come
back
to
this
if
there
is
enough
time,
I'm
slightly
worried
that
this
was
a
flawed
business
model
from
the
start,
I
think
in
some
of
the
the
lessons
learned
that
it
mentions
about
how
fiercely
competitive
the
market
is-
and
I
worry
that
there's
maybe
some
naivety
going
in
that
people
didn't
think
it
would
be
fiercely
competitive
and
that
the
big
six
we're
just
going
to
be
happy
for
people
to
muscle
in
to
the
market
and
similarly,
there's
there's
a
contradict
slight
contradiction
in
the
document,
but
on
one
hand
it
says
that
customers
don't
switch
and
that's
why
we
needed
this.
F
F
We
need
customers
that
are
across
the
city
interested
in
what
is
the
best
rate
for
their
energy,
where
their
energy
comes
from,
if
it's
from
renewable
sources
and
and
how
they
can
get
make
their
homes
more
energy
efficient,
as
opposed
to
perhaps
trying
to
muscle
in
and
muddy
the
market
and
then
risk
losses
and
job
losses
as
well.
Through
this.
H
Yeah
I'll
just
say
that,
actually
we
went
into
this
eyes
open
and
actually,
as
george
george
mentioned,
we
did
actually
get
some
interest
within
the
city
about
trying
to
set
up
our
own
company
like
nottingham
bristol,
and
took
a
very
clear
decision.
H
We
felt
it
was
too
risky
a
proposition
because
of
both
competition
and
because
of
our
own
experience
or
a
lack
of
experience
in
what
is
a
very
competitive
market.
H
So
that
was
a
very
deliberate
position
and
the
questions
were
asked
right
at
the
beginning
about
what
happens
if
things
go
bust,
which
is
which
we,
so
we
were
so
so
that
scenario
planning
was
there
to
make
sure
that
actually
people
would
not
be
abandoned,
would
not
be
left
without
a
supplier
would
not
be
disadvantaged
in
terms
of
the
the
price
which
they
were
taking
on
so
and
what
we
were
able
to
do
in
the
period
was
take
advantage
of
of
a
lower
price
particular
particularly
to
offer
to
people
on
meters,
as
I,
as
I
mentioned,
to
actually
give
some
advantage
to
people
who
generally
don't
switch
at
all.
H
So
we
used
a
period
of
time
which
was
advantageous
without
taking
the
risk
of
taking
on
taking
on
an
extra
taking
on
a
company
with
the
losses
which
would
which
would
ensue
from
that.
I
think
what
we
would
say
now,
I
think,
is
that
we
would
is
that.
I
don't
think
there
is
the
opportunity
to
redo
a
white
label
with
with
somebody
else
and
get
those
same
advantages
for
the
reasons
which
george's
georgia
set
out
and
clearly
there
are
lessons
more
broadly
for
local
government
about
intervening
in
markets
like
this
in
future.
D
A
E
Thank
you
very
much
chair
and
on
that
point
I
think
the
epitome
of
it
all
is
whatever
the
tariff
that
was
kept
or
transferred
over
the
fact
that
british
gas
then
took
over
the
con
the
contracts
of
those
individuals
to
show
you
how
competitive
the
market
is
at
this
moment
in
time
or
the
epitome
of
it
to
an
extent
in
terms
of
looking
a
bit
deeper
into
the
detail.
E
Obviously,
there's
a
mention
in
paragraph
3.2
about
the
situation
that
tendencies
of
the
council
at
some
point
for
council
tenants
were
automatically
started
on
white
rose
energy.
Could
you
just
give
us
a
summary
of
how
many,
what
percentage
or
what
sort
of
mass
within
the
8500
peak
or
generally
within
the
regular
numbers,
were
council
tenants
and
up
to
when
were
they
actually
was
that
policy
of
of
automatically
starting
them
on
robin
hood
energy?
When
did
it
actually
start
and
finish.
I
Okay,
I
won't
have
the
precise
dates
to
hand,
so
we
we
once
once
we
started
with
robinhood
energy.
We
had
a
period
of
time
of
just
bedding
bedding
in
getting
the
systems
up
and
running.
So
it's
about
six
months
after
we've
we're
kind
of
formally
struck
and
deal
with
them
that
we
launched.
I
can
get
back
to
you
with
the
precise
dates,
but
I
think
it
was
around
mid-2017
or
so
that
we
started
this
and
then
that
ran
through
until
april
of
2020.
I
We
were
doing
council
house
and
void
switching
services.
We
didn't,
we
didn't
have
the
details
on
what
tenancy
the
the
customers
were,
and
so
we
knew
how
many
customers
we
had.
We
didn't
often
do
the
the
analysis
of.
Are
they
private,
rented
by
the
owner
occupied?
Are
they
by
the
council
council
tenants,
but
we
think
of
the
of
the
customers.
We
had
around
about
sort
of
three
to
five
thousand
were:
were
council
house
tenants.
E
Thank
you
george.
Well,
maybe,
if,
if
we
could
possibly
get
if
we
don't
have
this
information
available,
if
we
could
find
out
how
many
tendencies
were
begun
with
white
rose
energy,
that
might
be
helpful.
If
the
council
still
holds
that
information
yeah,
I
think
sorry
carry
on.
Do
you
want
to
come
back
on
that
particular
point.
I
E
And
do
you
have
asking
you
said
april
2020
when
it
started?
Can
I
just
ask
at
that
point:
was
that
the
point
at
which
it
became
apparent
that
robin
and
robin
had
energy
was
in
difficulty
or
was
it
generally
or
what
could
you
explain
a
bit
more
on
that
point.
I
Yeah
so
that
that
was
directly
copied
related,
so
at
the
at
that
time,
robin
robert
energy
took
a
decision
to
furlough
a
lot
of
their
their
stuff
and
told
us
that
they
could
no
longer
take
on
provide,
avoid
switching
void,
switching
service
service
to
us.
We
knew
earlier
than
that
that
they
were
in
in
difficulties.
I
They
they
had
delayed
their
the
publication
of
their
accounts
previously
and
it
changed
their
their
management
team.
So
we
were
aware
that
there
were
issues
with
with
robin
hood
energy,
and
we
were
aware
that
they
were
running
the
the
management
review
over
the
over
the
summer,
but
because
of
the
protections
we
had
in
place,
we
knew
that
there
was
no
direct
impact
on
our
on
our
customers
as
a
result
of
the
the
difficulties
they
were
in.
A
D
Yeah,
thank
you
chair.
It's
more
of
a
comment
following
up
on
the
investment
into
our
buildings.
Neil
is
probably
aware
that
obviously,
we've
got
four
tower
blocks
in
rye
cross
where
the
heating-
and
it's
like
david
jenkins,
mentioned
it
inefficient
and
the.
D
H
I've
corresponded
with
cancer
cereal
on
this,
I
am
well
aware
of
it.
They
they
are
on.
They
are
on
the
list.
We
we
have,
you
know,
unfortunately,
110
blocks
or
so
pretty
much,
most
of
which
need
upgrading.
We
are
getting
through
them
quite
rapidly.
Actually,
but
it's
going
to
be
a
job
which
takes
us
through
much,
certainly
of
the
the
first
half
of
this
decade.
A
Thank
you,
okay,
I'm
not
seeing
any
more
raised
hands.
I'm
I'm
sure
this
is
probably
something
that
we'll
keep
on
our
to-do
list.
Obviously,
when
the
new
chair
comes
in,
I'm
I'm
assuming
george,
you
would
be
happy
to
come
back
and
speak
to
us
again
when
further
plans
are
in
place
of
of
going
forward.
I
Of
course-
and
we
could
probably
roll
in
with
some
of
the
more
sort
of
ongoing
work
on
fuel
poverty
as
well,
it's
just
one
of
the
angles
that
we're
looking
at
there.
A
Brilliant.
Thank
you.
Thank
you
very
much.
Okay.
So
thank
you
for
those
comments.
As
I
say,
we'll
probably
definitely
keep
this
on
on
the
radar.
So
we'll
now
move
on
to
item
eight,
which
looks
at
the
social
value
in
procurement,
as
you
know
that
we're
we've
scrutinized
this
issue
before
most
recently
in
january
2020,
which
now
seems
a
lifetime.
A
So
another
council
is
looking
to
enhance
the
amount
of
investment
we're
making
local
smes,
and
now
we
can
add
value
in
leads
through
our
procurement
strategies.
It's
a
really
positive
agenda.
Kieran
neil
sasha.
Can
I
hand
over
to
you
please
to
present
the
report.
Who's
gonna
lead
sasha.
It
looks
like
you've
come
off
mute.
J
I've
gone
through,
so,
yes,
it
seems
like
a
long
while
ago
what
this
was
absolutely.
But
I've
come
on
today,
just
to
explain
what
we've
done
and
since
then,
and
we've
done
some
great
work.
J
So
we've
created
a
really
really
robust
social
value
guidance
for
our
commissioners,
and
this
includes
best
practice,
our
list
of
social
value
champions
that
we
have
across
the
council
case,
studies
on
how
social
values
has
helped
communities
in
other
areas
and
our
objectives,
and
also
a
step-by-step
process
of
how
to
use
social
values
and
procurement.
J
Also,
on
the
back
of
this,
we've
created
the
social
value
board,
which
is
chaired
by
neil
evans
and
we're
missing
a
couple
of
weeks
and
one
in
that
meeting.
We
will
decide
what
we
want
to
bring
with
social
values
the
rest
of
the
year.
J
On
the
first
of
april,
we
went
into
a
contract
with
secretary
porto
the
social
value
portal
there
to
support
us
to
deliver
elite
city
council,
social
value
commitments,
we've
utilized
the
national
toms,
and
these
national
toms
are
created
with
the
social
value
portal.
They
use
government
green
book,
they
use
national
statistics.
J
Another
published
research
should
be
able
to
get
to
a
set
of
toms,
which
is
themes,
outcomes
and
measures
to
be
able
to
grow,
to
engage
with
our
suppliers
and
the
supply
chain
to
get
the
best
social
value
commitments
and
leads,
and
so
what
we've
done.
We
have
bespoked
those
toms
and
we
worked
very
closely
with
our
directorate
across
the
council
to
ensure
that
everybody
all
account
all
the
directors
across
the
council
have
their
priorities
in
there.
We
know
exactly
what
their
clarities
and
what
they're
working
to
what
we
did.
J
We
drilled
that
down
to
six
seams
17
outcomes
and
58
measures
and
you'll
be
able
to
see
the
toms
on
the
appendix
as
well
so
the
social
values
portal
and
the
toms
really
allow
us
to
set
targets.
J
It
allows
us
to
evaluate
and
the
social
barrier
job
objectives
that
our
suppliers
have
said
that
they
will
commit
to.
It
will
allow
us
to
also
perform
this
knowledge,
then,
on
the
back
of
that,
and
it
also
provides
really
good
live
reporting
even
down
to
community
levels.
So,
for
example,
if
councillor
oldham
wanted
to
know
exactly
what
was
going
on
in
her
community
and
the
the
portal
can
provide
a
map
and
it
will
show
exactly
what's
happening
in
our
individual
communities.
J
So
we
have
a
threshold,
and
so
that
threshold
is
that
all
contracts
that
listed
accounts
are
going
to
that
are
worth
over.
100
000
pounds
must
consider
social
values
and
if
they
don't,
they
need
to
provide
a
really
good,
robust
rationale
of
why
that's
not
happening,
but
we
also
have
a
light
set
of
tongues
because
we
don't
want
to
forget
those
contracts
and
the
smaller
ones
under
100k.
J
So
we
have
a
smaller
set
of
tones
which
will
allow
us
to
get
social
values
from
all
of
our
contracts
and,
like
I
said
so,
the
department
monitors
compliance
across
the
council
of
helpers
do
that.
It
shows
specifically
where
social
value
commitments
can
be
generated
and
where
it's
needed
and
and
the
social
very
portal
they're
also
providing
us
a
specialist
resource
for
providers.
J
At
any
point,
with
really
good
support,
guidance
and
training,
so
as
a
council
and
myself
and
the
people
across
the
council,
but
we're
the
course
with
social,
very
portal,
internal
stakeholders
and
also
our
external
partners,
and
we,
the
toms,
are
going
to
be
reviewed
on
a
yearly
basis
and
we're
going
to
be
reviewing
them
and
in
this
month
sorry-
and
we're
also
involved
in
the
third
sector
in
that
review.
J
Just
so
that
you
know,
because
those
are
the
those
are
the
guys
that
are
on
the
ground.
They
know
what
communities
want.
They
know
what
work
is
happening
in
the
projects,
so
to
really
understand
from
those
guys
how
they
can
help
and
their
knowledge
can
help
us
best,
get
those
social
value
commitments,
so
we've
trained
over
120
staff
across
the
council.
J
So
far
we
have
five
office
officers
that
are
super
users
and
we
have
those
licenses
to
proto
and
beyond
this,
we
facilitated
training
and
engagement
sessions
with
our
first
sectors,
our
vcscs
smes
and
even
the
nhs,
because
we
all
want
to
work
together,
really
cognitive
on
this
and
get
the
best
out
of
the
suppliers
and
also
the
supply
chain.
J
J
What
I
find
is
the
smes
are
getting
a
lot
of
benefits
out
of
the
reporting
and
it's
giving
them
better
ability
to
to
big
for
funds
and
things,
and
so,
lastly,
we
also
feed
into
the
national
sociopathic
task
force,
which
you
know
lots
of
people
come
together
and
discuss
social
values
and
what
it
should
look
like
going
forward.
J
Please
was
also
asked
to
chair
the
northern
regional
task
force,
which
we
meet
epic
water,
and
we
have
around
seven
other
northern
authorities
that
join
us.
We
have
a
discussion
about
what's
happening
across
each
of
our
councils.
J
We
share
best
practice
we
collaborate
and
from
that
we're
also
contributing
to
the
social
value
conference,
which
is
on
the
23rd
and
24th
of
this
month,
which
is
absolutely
fantastic
where
we
can
go
and
showcase
what
lisa's
doing.
J
And
I'm
also
working
on
the
moment
a
social
value
matrix
in
maturity
index,
which
I'm
going
to
share
with
you
guys.
If
you
would
like
to
see
that,
and
also
that's
going
to
give
us
a
really
good
idea
of
what
we
need
to
work
on
for
the
rest
of
this
year.
J
We
we've
got
several.
We've
got
around
nine
contracts
in
the
party
at
the
moment,
so
several
of
them
are
a
world
stage,
which
means
that
we
don't
have
any
recorded
commitments
and
but
what
I'm
going
to
do
after
this
is
get
that
reporting
on
those
on
those
contracts
that
are
in
the
course
at
the
moment,
and
give
you
an
example
of
the
social
value
commitments
that
suppliers
have
given
us
at
the
moment.
J
What
they
said
they're
going
to
commit
to
so
just
to
give
you
an
example
of
a
council
that
has
been
used
as
social
harry
potter
a
lot
longer
than
us,
and
it's
embedded
and
of
what
great
work
that
is
possible
and
if
we
really
embrace
social
roles,
at
least
in
one
year
and
created
561,
apprenticeships,
1,
579
jobs,
33
000
hours
of
volunteering
and
also
107
million
pounds
worth
of
social
value
commitments
back
into
their
local
authority.
J
And
I
would
I
would
be
willing
to
get
to
that
point
by
the
end
of
this
financial
year,
start
with
an
award.
I'm
just
listening
to
the
energy
that
was
spoken
previously.
J
We
if
we
can
use
this
very
cleverly
and
get
the
most
out
of
suppliers,
we
can
start
to
bridge
these
funding
gaps
using
social
values
and
and
encouraging
our
suppliers
and
that
supply
chain
to
really
give
back
to
your
communities
that
I've
got
something
at
the
moment.
We've
also
got
coverage
because
we're
tons,
so
I'm
specifically
going
to
be
putting
a
lot
of
effort
into
utilizing
social
values
to
help
us
do.
A
A
M
All
right,
yeah,
sorry,
I
think
the
only
thing
to
sort
of
really
re-emphasize
is
that
there's
been
a
lot
of
really
a
lot
of
good
work
over
the
last
few
years
with
regard
to
social
value.
But
what
we've
struggled
with
is
drawing
all
that
good
information,
good
data
together
to
be
able
to
get
get
the
message
out
there
exactly
what
we
are
doing,
and
so
the
social
value
portal
will
really
help
us
do
that.
So
over
the
last
few
years,
I
think
you
know
we.
M
What
we
have
been
able
to
to
report
on
is
high
level
things
like
spend
with
local
suppliers
and
and
last
year,
that
was
sort
of
65
percent
of
our
spend
with
was
with
smes
or
local
suppliers,
which
is
which
is
really
positive.
But
what
we've
not
been
able
to
do
is
up
until
now
is
really
drill
down
and
get
that
more
detailed
information.
So
so
social
value
portal
will
really
help
us
to
do
that.
H
H
I
think
over
the
last
couple
of
years
about
nearly
400
sort
of
people
have
been
employed
and
and
given
apprenticeships
through
procurements,
which
which
we've
done,
but
I
think,
as
kieran
said,
what
we
we
haven't
been
able
to
do
is
properly
present
a
lot
of
that
by
because
the
fact
we
haven't
been
gathering
it,
and
I
think
it
was
pretty
fair
to
say
that
the
term,
whilst
there
have
been
some
really
excellent
examples,
it's
not
being
consistent
right
across
every
service.
G
On
top
of
that
excellent
presentation,
I
don't
have
a
lot
to
say
just
really
reflect
what
on
on
what
nails.
You
said,
there's
been
a
lot
more
interest
in
recent
years,
around
local
government
procurement
and
social
value,
and
I
think
this
puts
us
in
the
place
where
we,
where
we
can
have
a
a
way
of
quantifying
in
a
systematic
fashion
what
we
achieve,
and
that's
really
the
benefit,
I
think
from
taking
this
approach.
G
But
it's
not
that
we
haven't
been
doing
things
on
this
and
we've
always
reported
local
procurement
statistics
to
exact
board
every
every
quarter,
so
information
has
been
made
available
or
some
of
it's
been
made
available
but
been
able
to
really
have
it
all
in
one
place.
I
think
it's
a
great
benefit.
You
can
see
what
we're
achieving
as
we
move
forward.
It'll
it'll
be
clearer
for
suppliers.
What
we
expect
from
them.
E
Thank
you
very
much
chair
and
it's
interesting
to
hear
this.
How
this
is
going
forward,
especially
in
looking
at
a
national
level.
The
government
has
proposed
changing
or
is
in
the
process
of
looking
at
and
investigating
how
it
changed
its
spending
rules.
Look
how
gross
value
added
has
a
lesser
impact
in
terms
of
potentially
more
funding
for
the
north
et
cetera.
E
I
just
wanted
to
ask
as
part
of
this
process.
Obviously
you
did
mention
the
various
different
levels
of
parts
that
are
going
to
be
assessed
as
part
of
the
process.
Can
you
just
confirm
what
sort
of
stabilizers
or
mitigations
are
put
in
place
to
make
sure
that,
for
anything,
that's
particularly
small
under
100
000
or
generally,
those
over
100
000
are
not
slowed
down
in
the
process
as
a
result,
although
I
do
think
it's
a
good
initiative,
but
certainly
making
sure
that
it
doesn't
slow
down
the
process
at
the
same
time.
Thank
you.
Chad,.
J
We
have
very
good
support
and
the
social
very
important
team
are
working
very
closely
with
individuals
on
tenders,
so
they're
ensuring
that
they're
working
to
time
scales
so,
regarding
the
the
procurement
kind
of
time
scales,
we've
slotted,
the
social
value
part
of
that
into
that
process.
So
it's
just
picked
up
at
the
correct
part
of
that
tender
process
and
time
scales
aren't
affected.
J
M
Yeah,
I
think
it
just
just
to
sort
of
say
that,
in
terms
of
the
the
procurement
process
itself,
I
I
think
sasha's
absolutely
right.
I
don't
think
there's
any
any
particular
impact
on
on
that
tenders
are
coming
back
and
they're
being
assessed
in
some
usual
time
frames.
I
think
there
is,
you
know,
a
degree
of
sort
of
upskilling.
M
You
know,
commissioners,
within
within
the
council,
to
understand
sort
of
how
the
social
value
portal
itself
works
and
and
how
to
utilize
it,
but,
but
I
think,
once
we
get
through
sort
of
the
first
round
of
these
procurements
that
are
going
through
the
portal
that
that
you
know
once
you've
been
through
it
once
that
shouldn't
be
a
problem
going
forward.
D
Thank
you
chair.
I'm
just
interested
to
know
how
the
team
deals
with
the
financial
challenges,
because,
obviously
service
some
services
can
be
compromised
just
to
bring
down
the
cost
of
delivery
somewhere.
How
the
team
balance
balance
that
getting
you
know
value
for
money,
making
sure
that
the
companies
obviously
also
have
the
social
value
criteria
as
well
as
as
cost
and
because
we're
just
so
much
pressure
financially
as
a
council.
A
M
Yeah,
sorry
as
part
of
the
so
social
value
goes
in
as
part
of
the
procurement
process,
so
I
guess,
given
the
competitive
tension,
that's
there,
the
the
it's
anticipated
that
you
know
bidders
will
sort
of
put
their
best
foot
forward
with
regards
to
to
social
value
and
that
it's
not
at
any.
You
know
it's
not
any
extra
cost
to
the
council
and
that
it's
not
you
know
at
any
expense
of
losing
part
of
the
actual.
You
know
primary
service
that
we're
looking
to
to
procure.
M
So
it
is,
you
know
a
case
of
relying
on
on
the
fact
that
we're
part
of
the
competition
you're
going
to
be
assessed
and
it
might
be
sort
of
ten
percent
of
the
overall
evaluation
could
could
be
more
than
that
and
as
a
consequence,
you
know.
As
I
say,
the
anticipation
is
that
tenders
will
will
put
their
best
foot
forward
and
that
they
won't
that
it
won't
have
an
impact.
It's
it's
supposed
to
be
sort
of,
above
and
beyond
what
is
being
procured.
F
Thanks
chair
kieran
and
I
have
had
some
conversations
about
procurement
before
so
hi
kieran.
I
just
wondered
if
you
could
confirm
for
me
how
much
what's
the
value
that
the
council
procures
each
year,
so
I
recall
something
about
800
million
in
contracts.
M
F
Okay,
thank
you
and
within
the
appendix
there's
a
an
item,
and
I'm
I
don't
know
if
this
is
kieran
or
sasha
here,
it's
it's
nt
18
a
and
it
mentions
about
the
total
amount
spent
through
the
contract
in
specified
sub-localities,
and
then
it
talks
about
a
list
of
qualifying
areas,
and
I
didn't
see
the
qualifying
areas
and
I'm
trying
to
understand
what.
F
J
F
Yeah,
that
would
be
really
useful.
I
think
my
thinking
is
on
this,
that
you
know,
if
there's
an
organization,
that's
based
somewhere
and
is
employing
many
people
who
are
from
disadvantaged
backgrounds,
it's
lots
of
people
with
apprenticeships,
but
just
because
of
its
postcode,
it's
in
another
area,
it
seems
obtuse
to
try
and
disadvantage
it
in
the
procurement
process
as
we
go
through
the
on
the
final
question
chair
was
there's
no.
M
I
think
in
terms
of
this
particular
in
terms
of
all
the
times,
in
fact,
I
think
they
would
be
identified
on
a
procurement
by
procurement
basis.
So
there
is
some.
You
know
it's
not
necessarily
that
this
will
be
a
requirement
in
every
single
procurement
book,
but
let's
take
it
away,
and
I
can
come
back
to
you
with
a
with
a
full
answer
on
that.
F
Perfect
thanksgiving,
the
only
fun
question
is
about
zero
hours
contracts,
there's
no
mention
of
zero
hours
contracts
and
and
not
working
with
companies
or
any
restrictions
on
zero
hours
contracts
in
there.
I
wasn't
sure
if
that
was
something
that
was
included
or
covered
elsewhere,.
M
I
think
in
in
that
regard,
I
think
we
we
had
identified
in
terms
of
sort
of
employment
practices
of
suppliers
that
that
was
something
that
was
lacking.
So
sasha
was
mentioning
earlier
that
there's
a
review,
that's
ongoing
at
the
moment
of
the
toms,
so
that's
definitely
something
that
we
will
be
picking
up.
A
G
I
think
I
see
the
easiest
way
around
zero
hours.
Contracts
is
for
the
government
to
ban
them.
It's
a
government
that
regulates
the
labour
market,
not
all
others
are
council.
So
if
the
government
wants
to
ban
zero's
contracts,
that's
the
easiest
and
quickest
solution
to
that
problem.
I
can
identify
chair.
F
I
can
completely
understand
where
council
lewis
is
coming
from.
I'm
sure
that
he'll
be
lobbying
from
that.
Once
he's
had
his
his
promotion
to
leader
council,
but
this
is
something
that
the
council
could
control
and
and
could
put
in
there
in
its
procurement
process.
Now
whether
it
chooses
to
or
not
is
up
to
the
council,
I
would
would
think.
A
G
I've
complained
in
many
general
elections
to
end
zero's
contracts
and
we'll
continue
to
do
so.
We
again
of
as
officers
have
said
it's
something
we
can
look
at.
We
sometimes
struggle
to
put
things
in
the
that
are
particularly
around
employment,
where
there
is
a
national
legal
standard
which,
like
say
that's
set
by
the
national
government.
We
can
certainly
look
at
how
we
can
institute
a
far
higher
standard
than
the
government
thinks
is
all
the
current
government
thinks
is
acceptable
in
the
labour
market.
G
You
don't
have
to
fight
me
on
that.
One
councillor
robinson.
A
A
No
another
really
interesting
read.
I
thought
when
I
read
the
purpose
yesterday.
Okay,
so
thank
you
for
that.
Okay,
so
you
know
we
do
plan
to
add
social
value
and
promote
a
whole
range
of
adventures.
Agendas
through
the
procurement
thing,
which
is
really
really
good.
Okay.
A
So
thanks
for
that,
kieran
sasha,
we'll
now
move
on
to
agenda
item
nine,
which
focuses
on
improving
the
experience
and
outcomes
of
black
asian
and
minority
ethnic
colleagues
in
the
council
over
the
summer
there
were
obviously
significant
protests
and
the
council
reacted
by
invest
instigating
sorry,
a
commission
that
looked
at
work
in
the
city
artwork
in
the
city,
but
it's
clear
that
this
agenda
is
about
more
than
just
public
art
and
is
about
how
we
as
a
council,
can
do
more
for
being
colleagues
and
to
ensure
a
positive
experience
working
at
the
council.
K
Again,
one
thing:
graeme,
stefan
from
the
hr
team
and
and
yeah
as
council,
has
said,
they're
really
important
work
that
we've
been
doing
over
the
last
seven
months
in
this
area,
as
as
a
council
leed
city
council
employs
around
2000
black
asian
maryland's
ethnic
colleagues
and
over
the
last
seven
months,
we've
been
really
working
closely
alongside
those
colleagues
to
understand
their
experiences.
What's
been
really
really
difficult
and
challenging
year,
you
know
in
terms
of
all
the
black
lives
matters
movements,
but
also
the
impact
of
cold
as
well.
K
So
so
there
was
a
call
to
action
from
our
black
asian
minority
ethnic
staff
in
july
of
last
year
for
a
debate
across
the
organization
and
also
some
strong
action
in
this
area.
K
Clt
has
been
working
alongside
our
network
and
and
staff
since
and
has
been
regular,
contacting
meetings
to
to
really,
first
and
foremost,
listen
to
those
experiences,
and
we've
we've
successfully
done
that
and
issued
a
joint
statement,
which
I
hope
you've
seen
in
the
report,
which
gives
a
strong
an
ongoing
commitment
to
really
address
staff's
issues
and
take
strong
action
in
this
area.
It's
been
accompanied
as
well
by
an
action
plan
of
important
priority
work
and
once
again,
you'll
see
the
broad
range
of
different
things
that
we're
doing.
K
You
know
on
the
back
of
hearing
those
experiences
and
stuff,
and
that
covers
a
wide
range
of
things,
whether
it's
some
corporate
corporate
changes
need
to
make,
for
example,
to
our
recruitment
and
grievance
processes
or
whether
that
is
some
local
level
action
which
which
our
directors
and
service
managers
and
managers
right
across
the
council
have
been
leading.
K
The
importance
of
those
conversations
at
local
level
is
really
key
to
this,
because
we
know
you
know
across
those
2
000
colleagues,
there's
such
a
broad,
broad
range
of
diversity,
wonderful,
rich,
diverse
brain
community
that
we've
got
and
it's
not
right
and
proper
that
we,
we
put
all
all
of
those
people
into
one
into
one
homogenous
group.
So
so
we'll
listen
very
much
to
individual
experiences.
K
You've
seen
there
the
plan,
the
network
has
come
forward
with
some
proposals
around
longer
term
planning
for
2021
and
22
we're
gonna
we're
going
to
include
in
that
thinking
some
further
feedback.
We
will
get
from
a
really
important
survey
of
all
bank
colleagues
across
the
council,
the
results
from
that
edu
in
february,
and
we
hope
to
be
able
to
share
them
with
you,
as
as
they're
available.
K
I
think
one
thing
just
to
finish
is
before
I
take
questions
is
to
to
just
reiterate
the
really
important
point
about
this
is
a
real
team
leads
effort,
and
it's
not
just
something
for
black
asian
minority
ethnic
staff
to
take
forward
these
are
these
are
all
issues
and
challenges
that
everyone
in
the
council
owns
and
has
got
a
really
important
part
to
play,
to
make
a
difference.
Happy
to
take
any
questions
on
the
content
of
the
report.
A
I
love
that
expression
team
leads,
I'm
not
seeing
any
hands
any
questions.
Gohan.
B
Thank
you,
chair
thanks,
graeme,
really
good
report.
B
It
was
very
interesting,
obviously
reading
through
the
report,
and
then
you
know
the
independent
inquiries
being
carried
out
and
so
on
into
into
various
aspects
in
terms
of
in
terms
of
health
inequalities,
and
all
that
I
mean
obviously
we
you
know
it
would
be
an
understatement
to
say
that
that
you
know
it
wouldn't
be
an
understatement
to
say
that
2020
was
an
exceptionally
challenging
year
and
a
year
and
an
extraordinary
year,
especially
vis-a-vis
health
and
so
on,
and
we've
seen
it
on
media
and
various
other.
B
You
know
sources
as
well
with
regards
to
the
disproportionate,
if
you
like,
bame
kind
of
exposure
to
some
of
the
issues
that
we
have
and
part
of
that
has
has
to
do.
You
know,
has
to
do
with
if
you
like
deprivation
and
other
issues
as
well.
However,
coming
back
to
the
coming
back
to
the
subject,
it
was
really
really
interesting
and
thank
you
you
you
just
did
that.
Basically,
it's
not
just
for
the
babe
communities.
Only
you
know
it.
It
should
encompass
the
wider.
B
B
B
Now,
obviously,
we
do
cover
lots
of
issues
like
that
in
our
best
council
plan
and
strategy
that
we've
got
and
the
and
the
the
workforce
editing,
but
I'd
be
particularly
interested
to
be
updated.
B
First
of
all,
you
know
on
on
a
couple
of
things:
first
of
all,
updates
and
and
and
and
outcomes
from
staff
and
workforce
service
if
they're
carried
out,
especially
with
regards
to
this
particular
report
and
also
I'd
like
to
see
more
input
from
the
from
the
unions
as
well
in
terms
of
an
involvement
of
the
of
the
unions
as
well
in
terms
of
of
the
health
of
workforce
and
all
that,
so
I'd
like
to
see
that,
but
generally,
thank
you
very
much
an
excellent
report.
B
I'm
really
happy
to
read
it
and
I'd
like
to
get
more
regular
updates
as
well,
because
obviously
things
are
changing
quite
quite
rapidly.
Some
of
the
stuff
that
you've
mentioned
is
is
more
general.
You
know
in
terms
of
of
how
you're
dealing
with
these,
but
I'd
like
to
know
more
specifics
of
this
as
well.
That
would
be
very
interesting
to
me.
Thank
you
very
much.
K
Instead,
just
say
counts,
I'm
more
than
happy
to
share
the
results
that
we
received
from
the
staff
server,
which
will
be
due-
you
know,
probably
later
this
month,
and
that
will
really
give
us
a
good
insight.
I
think
around
the
experience
of
people
at
a
really
detailed
level
on
the
input
from
the
trade
unions,
and
we
we
have
worked
really
closely
with
them
throughout
covert.
K
You
know
on
all
of
these
issues
around
response
to
covert
safe
access
to
safe
working
environments,
and
we
continue
to
have
conversations
with
them
around
that
and
one
of
the
really
good
examples
I
think
of
where
we
work
closely
with
the
network
and
colleagues
over
the
last
few
months,
is
around
risk
assessments,
individual
risk
assessments
with
around
covert
for
people
at
work.
That's
that's.
D
Thanks
chair,
it's
just
a
quick
comment.
Really
our
question:
have
you
looked
at
reverse
mentoring
so
that
senior
leaders
or
senior
managers
are
mentored
by
someone
from
the
bam
community
or
from
any
other
diverse
network
it?
It
helps
give
a
a
deeper
understanding
of
the
issues
that
people
do
experience
on
a
day-to-day
basis.
D
I
think
it's
easy
to
see
you
can
sort
of
have
a
helicopter
view.
We
all
have
a
view
on
on
what's
happening
or
what's
not
happening,
but
to
really
get
in
there.
Reverse
mentoring
is
an
option.
K
Yeah,
yes,
council,
that
that's
something
that
we
do
do
and
we've
had.
We've
got
some
good
success
stories
around
that
and
we've
done
that
for
quite
a
while
and
last
year,
for
example,
we
we
tried
to
match
up
our
senior
leaders
with
members
of
our
staff
networks,
not
just
from
the
black
asian
minority
ethnic
network,
but
right
across
all
of
our
staff
networks,
and
I
know
that's
something
that
our
bain
staff
network
is
keen
to
do
again.
You
know
to
establish
some
new
relationships,
given
everything
that's
happened,
so,
yes,
very
much.
F
You
thanks
chair,
graham,
and
I
have
spoken
before
about
the
anonymized,
hey
graham
sorry,
good
morning.
He
was
talking
about
the
the
anonymized
recruitment
and
selection
process
and
I've
seen
cases
where
this
has
worked
really
really
well,
and
I
I'm
a
fan
of
taking
this
forward.
I
wonder
if
we
had
any
sort
of
dates
for
when
that
might
be
pursued
and
or
if
it's
going
to
be
rolled
out
as
a
pile
at
first
or
it's
going
across
the
council.
K
So
so,
there's
a
number
of
things
council
that
we've
done
around
the
recruitment.
So
we've
looked
at
things
like
the
the
inclusion,
the
the
the
different
people
that
sit
on
our
panels
and
how
inclusive
that
is.
We've
looked
at
some
of
the
things
around
the
training
and
the
inclusion
training
that
we
provide
to
those
panel
members
and
the
third
one
that
you
you
rightly
mentioned.
There's
around
trying
to
anonymize
the
the
short
listing
process.
K
It's
something
we've
we've
got
a
call
out
to
our
system
provider.
We
have
a
recruitment
system
in
the
council
and
we're
currently
in
conversation
with
that
provider
to
see
how
we
can
build
in
and
undermine
a
short
list
into
the
product
that
we
use,
so
that
conversation
is
happening
at
the
moment
and
we're
just
waiting
for
a
return
on
from
them
about
how
quickly
we'll
be
able
to
do
that,
and
once
you
know
I'll,
let
you
know
what
our
estimated
implementation
is.
F
Great
that
that's
that's,
really
useful.
Thank
you.
I,
I
wonder
if
we
don't,
if
you've
also
got
the
statistics
on
the
number
of
complaints
that
the
council
has
had
internally
of
where
racism
has
been
cited,
so
that
would
be
staff
on
staff
and,
if
there's
the
number
of
and
the
same
thing
for
externally,
so
where
you
know
there
might
have
been
racial
abuse
of
an
officer
from
a
member
of
the
public
as
well,
and
we've
seen
those
trends
going
up
or
what
do
they
look
like.
K
I
think
I
think
we've
talked
about
this
before
having
my
counselor
and
I've
tried
to
provide
some
data
around
that
from
our
complaint
process
team
and
also
from
teams
in
adult
social
care
I'll
have
to
check
the
numbers,
don't
counsel
our
own
saying
about
what
they
wear,
because
since
christmas,
when
we
provided
them,
I
need
to
revisit
that
and
have
a
look
at
some
of
those
figures
for
you.
So
can
I
come
back
to
you
on
that?
Please.
F
A
You
thanks
for
that
matthew.
I've
got
councillor
jenkins
and
then
sam.
B
I
the
question,
or
just
a
comment
really
for
for
graham
I'm
often
concerned
about
the
people
with
disabilities
in
the
bain
community
and
people
with
learning
disabilities
as
well,
and
often
they
may
get
missed
out
on
surveys.
So
I
just
wondered
if
that's
possible,
if
it's
possible,
to
try
and
incorporate
their
views
and
also
to
make
sure
that
vaccinations
for
covid
are
put
as
a
high
priority
for
for
the
blame
community
as
a
whole,
but
also
particularly
for
people
with
disabilities
and
in
the
learning
disability
area.
K
Yeah,
so
so,
with
all
the
surveys
that
we
do,
whether
it's
the
staff
survey,
well-being
survey
and
the
more
recent
survey
to
bring
colleagues,
we
can
also
get
a
view
around.
You
know
the
the
different
characteristics
that
people
have
so
in
terms
of
being
disabled.
You
will
be
able
to
get
that
picture
as
part
of
our
overall
report,
and
so
once
that's
available
I'll
be
able
to
share
that
view.
It's
it's
a
really
important
point
to
councillor
thanks.
A
E
Thank
you,
chair
really
interesting
discussion
so
far,
and
I
just
wanted
to
bring
in
a
little
bit
more
about
the
anonymization
process
in
relation
to
applications,
because
I
know
it's
certainly
been
a
hot
topic,
as
somebody
who's
been
in
the
recruitment
world
for
a
few
years
up
until
last
year.
E
I
just
want
to
ask
what
nature
of
an
organization
is
it
just
staying
in
relation
to
racial
or
is
it
can
you
just
explain
a
little
bit
more
about
what
that
involves
what
extent
it
goes
to
really
just
to
explain
a
bit
more.
Thank
you.
K
That
that's
the
bit
we're
just
working
through
at
the
moment
council
of
faith,
so
in
terms
of
how
we'd
anonymize,
what
information
we'd
we
not
disclose,
and
even
even
some
of
the
pros
and
cons
you
know
around
doing
that,
so
so
we're
in
that
stage
at
the
moment
where
we're
looking
at
all
the
research,
you
know
that
and
from
the
recruitment
industry,
what
other
organizations
do
and
we're
we're
we'll
come
up
with
a
position
you
know
around
that
for
the
council,
we've
started
the
conversations
earlier
around.
K
A
E
Thank
you
for
that,
graham.
I
look
forward
to
hearing
that
in
due
course,
and
I
think
certainly
it's
something
for
us
to
look
at
in
the
future
as
the
wider
recruitment
process
and
maybe
actually
bring
the
chair
of
the
networking,
even
the
lead
member
for
for
the
situation
as
well,
but
for
the
very
different
whatever
because
very
different
sorry
minority
groups
that
obviously
we
have
in
the
administration
and
the
reason.
Why
is
simply
because
I
just
want
to
hear
what
people's
views
are.
E
I
think
the
biggest
thing
is
that
certainly
there
is
a
certainly
a
definitely
from
anything
from
removing
somebody's
name
to
other
potential
would
take
apart,
but
I
think
that
certainly
there
is
an
active
debate
on
what
shouldn't
be
involved,
and
that
includes
things
like
university
degree
course
and
things
like
that,
and
it's
certainly
going
to
be
interesting
to
see
what
you
come
back.
Thank
you
very
much.
A
Thank
you
thank
you
for
coming
so
yeah,
another
good
discussion
and,
of
course,
we're
all
fully
committed
to
this
agenda,
and
it's
important
that
as
an
organization,
we
react
when
our
staff
networks
speak
out.
So
it's
good
to
see
this
report
and
the
response
made
so
far
from
the
clt.
A
So
I
look
forward
to
tomorrow
this
over
the
next
12
12
months
and
it'd
be
great
to
have
some
regular
updates
as
to
how
this
is
moving
forward.
But
thank
you,
graeme,
thanks
for
coming.
A
Okay,
I'll
now,
move
on
to
item
10,
which
is
the
third
report
on
agile
work
in
an
estate
realization
following
reports
that
came
to
our
november
and
january
meetings.
This
is
very
much
an
evolving
issue
and
though
we
are
already
on
our
third
report,
I
think
we
could
add
a
fourth
looking
at
how
technology
can
support
new
ways
of
working
and
how
staff
operate
in
the
years
to
come.
A
I
also
think
that
we
need
to
allow
time
for
some
of
the
ideas
to
be
fully
developed
before
we
formulate
our
views
and
make
any
recommendations,
but
I
will
take
on
board
members
comments
and,
as
we
discuss
this
item,
so
today's
item
has
a
focus
on
buildings
and
the
wider
estate
and
begins
to
give
a
clearer
picture
of
how
staff
may
work
in
the
future.
It's
an
excellent
report
mark
and
I
think
angela
is
going
to
add
something
in
as
well
so
can
mark.
Do
you
want
to
take
it
away.
L
Yes,
thank
you,
council,
holland
and
good
morning.
Everyone
yeah-
and
I
am
joined
this
morning
by
angela
barnickle
who's,
the
chief
officer
for
asset
management
and
regeneration,
who
will
be
able
to
add,
as
we
move
through
the
paper
I
think
and
council
harlan.
You
gave
a
really
good
introduction
there,
which
sets
the
journey
that
we've
been
on,
and
certainly
the
discussions
that
this
this
board.
L
To
this
point,
I
think
probably
just
worth
reminding
the
board
members
around
the
the
context
that
we're
we're
working
in
here
and
certainly
estate
rationalization
and
changing
changes
to
our
estate
is
something
that
we've
been
working
through
and
it's
constant
evolution
and
and
something
that
and
certainly
up
till
up
to
the
pandemic
starting
last
year
was
something
that
was
being
driven
through
the
change
in
the
workplace
program
and
and
what
we
would
found
even
at
that
point
was
that
the
there
were
times
that
we
had
substantial
underutilization
of
the
estate
that
we've
got
and
we've
got.
L
You
know
huge
numbers
of
desks
within
our
core
buildings
which
at
certain
points
in
the
week
and
mainly
beginning
and
end
of
the
week
and
were
underutilized
and
and
then
clearly
the
the
pandemic
hits
and-
and
that
was
really
a
an
acceleration
of
some
of
the
trends
that
we've
seen
and
at
the
point
of
march
last
year,
where
we
went
into
lockdown.
L
We
did
an
extensive
piece
of
work
to
review
the
buildings
that
we
had
operate
as
operational
and
how
we
close
those
down
in
response
to
the
lockdown
period
and
and
out
of
the
200
key
buildings
that
we've
we've
got
as
an
organization
about
80
were
and
were
closed.
At
that
point.
L
And
then,
as
we've
moved
through
the
course
of
the
last
year
and
as
the
the
first
lockdown
was,
it
was
released
and
was,
as
we've
adjusted
to
to
the
pandemic
and
those
buildings
that
we
did
open
as
part
part
of
our
core
estate
to
to
allow
some
services
to
to
resume
from
a
physical
base,
but
also
for
office-based
staff
to
be
able
to
return
back
into
to
buildings.
For
for
a
wide
variety
of
reasons.
L
And
we
we
have
to,
and
working
with,
colleagues
in
facilities
management,
deliver
a
covert,
secure
approach
to
those
buildings
which
obviously
respected
social
distancing
and
limited
the
capacity
and
made
sure
that
in
general
they
were
being
used
in
a
a
safe
way
and
and
that
allowed
the
the
introduction
of
about
a
thousand
desks
in
our
the
the
buildings
that
we
we've
now
got
open
and
and-
and
I
think
that's
been
really
a
a
point
that
has
then
allowed
us
to
to
start
thinking
about
what
the
future
of
the
estate
is
and
as
council
holland
outlined
in
in
her
introduction
that
this
isn't
just
an
estate
matter.
L
This
is
very
much
how
we
work,
how
we
use
technology
and
how
services
are
provided
and
the
estate
needs
to
facilitate
and
respond
to
each
of
those
factors.
So,
as
we
set
out
in
the
november
report
to
scrutiny
board
and
as
graeme
sefton
outlined
in
in
the
report
in
in
january,
there
was
a
staff
survey
undertaken
in
summer
last
year,
which
really
highlighted
the
fact
that
certainly
the
vast
majority
of
staff
wanted
to
work
from
home
for
at
least
half
of
their
working
week.
L
About
80
of
people
wanted
to
work
from
home
for
more
than
half
of
their
working
week,
but
also
that
around
50
of
staff
and
wanted
to
work
from
home
on
a
more
permanent
basis,
and
that
and
I
suppose,
associated
with
the
service
reviews
that
have
been
undertaken
and
the
the
changes
that
we've
seen
in
terms
of
services
having
having
to
rapidly
readjust
to
how
they
deliver
and
and
the
building,
not
necessarily
being
the
physical
focus
of
that
delivery
and
has
really
started
to
to
allow
us
to
think
about
what
our
estate
looks
like
in
in
the
future
and
and
clearly
a
lot
of
that.
L
Work
as
graeme's
outlined
previously,
will
involve
more
engagement
with
staff
to
to
further
understand
how
they
want
to
use
our
state.
But
as
the
report
that
that
you've
got
in
front
of
you
today
outlines,
we
have
certainly
identified
a
number
of
of
key
principles
and
drivers
that
we're
going
to
use
to
really
guide
that
in
the
future.
So
you
know
from
an
estate
perspective.
We
obviously
have
to
look
at
how
people
are
working
and
the
way
services
are
delivered.
L
But
acknowledging
the
financial
pressures
that
we've
got
and,
and
certainly
in
terms
of
the
the
estate
that
we've
got,
we've
got
about
27
million
pounds
of
building
operating
costs
and,
and
that
just
puts
into
context
the
the
importance
of
us
really
looking
at
the
estate
as
a
means
of
trying
to
support
the
the
council's
financial
position
moving
forward.
But
then
also
the
climate
emergency
and
the
need
for
us.
As
we've
talked
about
previously.
L
This
scrutiny
board
the
the
need
for
us
to
to
use
our
estate
and
and
invest
in
our
estate
in
an
appropriate
way
to
to
to
reduce
the
car,
the
council's
carbon
footprint
and
but
also
utilize
the
estate
in
such
a
way
that
it's
not
just
the
the
carbon
emissions
from
resulting
from
the
buildings,
but
also
the
way
in
which
staff
work
and
the
reducing
and
travel
demand,
etc,
and
and
therefore,
how
the
the
estate
can
respond
to
that.
L
And
as
the
paper
sets
out,
we've
identified
some
key
principles
and
that
that
we
need
to
work
to
moving
forward
and
and
they're
really
around.
The
need.
And-
and
this
has
come
very
strongly
through
the
the
staff
engagement
work
and
the
the
actual
teams
want
to
come
together
in
space
and
that's,
and
that
could
take
a
variety
of
forms
and
it
could
be
around
collaboration.
L
It
could
be
about
desk-based
work,
but
nevertheless,
the
fact
that
the
team
is
the
destination
point
and
clearly
the
buildings
need
to
to
facilitate
that
in
in
one
way,
shape
or
form
and
collaboration.
Space
is
another
key
area
and
I
think
acknowledging
that
a
lot
of
people,
a
lot
of
staff
can
can
can
do
desk-based
activities
in
a
more
agile
way.
Working
from
home.
L
The
the
the
staff
survey
indicated
that
staff
really
wanted
to
use
the
buildings
for
much
more
collaborative
working
and
and
therefore
that
that's
probably
not
in
in
a
formal
meeting
room
context
that
can
be
in
a
variety
of
spaces
and
actually
collaboration
probably
means
different
things
to
different
people.
L
So
actually,
creation
of
flexibility
around
the
space
is
the
the
the
type
of
furniture
used
and
and
and
so
on,
will
really
help
to
allow
staff
to
work
in
very
different
ways
and
and
and,
like
I
said,
use
the
buildings
much
more
for
collaboration
and
geographical
choice
is
another
key
element.
L
And
I
suppose
this
underpins
a
lot
of
our
work
around
looking
at
how
they
say
it
can
be
used
more
flexibly
and,
addressing
that
point
around
reducing
travel
demand
not
just
for
commuting
purposes
but
also
for
in
work
travelling,
but
allowing
I
suppose,
to
be
able
to
utilize
our
buildings
in
a
much
more
flexible
way,
but
increasing
that
utilization.
So
actually
looking
at
not
just
our
office
buildings
but
our
wider
estate.
L
How
we
can
and
maybe
use
some
some
underutilized
spaces
in
museums,
leisure
centers,
maybe
children's
centers
or
community
centres
and
use
those
in
different
ways
that
that
helps
us
sustain
the
buildings
that
we
are
retaining,
but
also
rationalize
other
buildings
in
in
those
localities
and
so
but
ultimately
provide
that
overall
ability
for
staff
to
work
much
more
flexibly
across
the
city
and
to
undertake
their
work
in
in.
L
In
a
more
effective
way-
and
I
suppose
the
final
point-
and
it
underpins
all
of
that-
it's
around
the
ability
to
book
desks
and
spaces,
and-
and
I
think
it's
clear
that
it's
becoming
clear-
that
in
the
future,
we're
all
going
to
probably
be
a
bit
more-
have
to
be
a
bit
more
deliberate
about
what
we're
doing
and
so
in
terms
of.
L
If,
if
we
want
to
go
into
a
building
and
to
to
work
at
a
desk
or
to
to
occupy
some
space
that
actually
you
know
to
make
sure
that
we
are
have
that
access.
Clearly,
we
need
to
to
book
it
and
and
make
sure
that
it's
there
at
the
time.
L
We
want
it
for,
for
the
number
of
people
that
we
want
to
to
bring
to
those
spaces
and
and
and
there's
already
been
a
lot
of
good
work
undertaken
by
colleagues
in
dis
to
establish
a
desk
booking
system
which
is
has
really
been
driven
by
the
need
to
to
ensure
our
coverage.
Secure
buildings
in
the
first
first
instance
and
the
to
support,
track
and
trace.
L
But
that
that
is,
has
the
ability
of
being
able
to
be
rolled
out
across
our
estate
and
to
support
that
booking,
and,
I
suppose
clearly,
as
I
say
said
said
earlier,
one
of
the
key
drivers
to
this
is
about
looking
at
which
buildings
are
the
most
appropriate
for
us
to
keep
to
retain
on
a
long-term
basis
and
where
we
should
prioritize
investment
and,
and
we've
done
a
lot
of
work
over
the
course
of
the
the
last
nine
months
really
to
look
at
how
we
can
reduce
our
estate
when
the
the
buildings
that
we
should
focus.
L
Focus
on
and
and
attached
to.
The
report
is
a
schedule
of
properties
that
are
identified
as
our
retained
buildings
at
this
point
in
time
as
as
well
as
a
phasing
plan
as
to
how
we
are
thinking
at
this
point
around
and
how
we
will
upgrade
some
of
those
spaces
re
remodel
some
of
those
spaces
to
to
fit
the
way
in
which
we're
going
to
be
working
in
the
future.
I
think,
as
you've
said,
council
harland,
it
is
very
much
work
in
progress.
L
The
the
response
that
the
estate
makes
and
has
is
constantly
evolving
in
in
light
of
how
we
change
as
an
organization
and
how
we're
changing
the
way
that
services
are
delivered
and
the
way
that
people
work,
and
so
this
is
very
much
a
point
on
the
journey
and-
and
I
think
you
know
the
the
there's-
certainly
a
lot
of
beneficial
work,
taking
place
between
ourselves,
hr
and
and
and
dis
to
to
to
really
bring
this
agenda
together.
L
L
But
I
think
the
one
of
the
key
points
probably
to
know
is
that
the
data
around
our
estate
is
absolutely
key
and-
and
I
think
in
terms
of
how
we
how
we
will
develop
the
offer
of
the
estate
moving
forward,
it
will
be
very
much
founded
on
how
the
data
that
we
we
we
obtain
about
its
usage
and
how
people
react
to
the
new
spaces
that
have
been
created
and
and
so
on.
So
I
hope
that's
a
good
summary
of
the
the
the
paper
at
the
outset.
D
That
was
really
comprehensive
mark.
The
only
thing
I
would
add
is
that
we
do
expect
restrictions
in
so
in
terms
of
pandemic
restrictions
to
last,
certainly
for
the
rest
of
this
year,
which
will
certainly
influence
how
we
occupy
and
return
to
our
estate
as
restrictions
are
eased.
A
E
I
did
I
put
it
down
because
my
question
was
answered
because
marcus
evert
was
extremely
comprehensive
and
hit
the
nail
on
the
head,
but
I
do
want
to
just
say
one
general
point,
which
is
that
certainly,
let's
hope
that
this
program,
although
I
think
that,
certainly
in
the
summer
of
last
year,
the
general
view
was
80
percent
of
staff
was
saying
that
they
would
like
to
work
from
home.
E
In
looking
at
office
space
being
limited
and
cut
down,
I
think
that
certainly
we
need
to
make
sure
that
we
do
look
to
the
future
and
also
make
sure
that
we
don't
jump
before.
We
actually
realize
what
it's
going
to
look
like
it's
going
to
be
totally
different,
but
I
think
that
certainly,
I
think
there
was
certainly
a
honeymoon
period
in
the
early
period
of
the
lockdown
that
might
have
then
felt
that
more
people
wanted
to
work
from
home.
E
But
hopefully
we
will
be
in
a
position
where
people
can
work
in
the
office,
and
I
don't
want
to
see
a
situation
where
we
are
effectively
scrabbling
around
for
people
to
work
in
and
around
our
estate
across
the
city,
rather
than
actually
having
the
collaborative
joined
at
working.
That
actually
does
bring
a
totally
different
aspect
to
the
way
in
which
people
are
able
to
do
things
and
the
projects
and
the
success
of
the
council,
but
otherwise
than
that.
That's
my
general
comments.
Thank
you.
A
Thank
you
son.
I
think
you're
absolutely
right
about
you
know
we
had
a
glorious
summer
and
you
speak
to
more
people
now
and
they
are
less
enthusiastic.
Shall
we
say
about
working
from
home
and
you
know
if
it's
part
of
the
general
well-being
of
outside
stimulus-
and
you
know
bouncing
things
off
your
work,
colleagues,
and
just
that
we're
social
animals
at
the
end
of
the
day,
and
I
think
striking
that
balance
is,
is
vital,
absolutely
vital.
A
But
you
know
we
are
looking
at
we're
in
good
hands
with
with
mark
and
his
team
and
angela,
so
I'll
take
some
more
questions.
Peter.
C
Thanks
chet,
it
kind
of
comes
on
from
that
point
anyway,
because
I
thought
there
is
quite
a
good
balance
in
some
of
the
bits
around
this,
because
I
think
I
previously
talked
about
the
use
of
community
hubs
and
other
facilities
which
we
we
want
to
continue
to
invest
in
as
much
as
we
can
and
keep.
And
it's
good
that
I
think,
there's
points
in
here
around.
C
Certainly
you
may
want
to
go
into
the
city
center
for
a
couple
of
days
a
week
or
whatever
to
be
able
to
be
with
your
colleagues,
but
many
of
us
with
young
children
at
home
would
also
like
to
nip
into
a
nearby
location
for
a
bit
of
peace
and
quiet
every
now
and
then
which
so
I
tend
to
go
to
pudsey
library
and
do
my
work
in
there,
and
I
think
that's
that's
really
good.
C
So
I
think
that
that
ability
to
allow
people
to
reduce
travel
because
it
seems
a
bit
silly
me
driving
six
miles
just
for
a
bit.
Peace
and
quiet
should
we
say,
but
but
the
opportunity
to
cycle
up
to
pudsey
and
use
that
office
is
really
good.
So
I
think
that's
really
positive
and
as
well.
I
think
there's
a
real
benefit
in
that
that,
obviously
we
do
need
to
try
and
keep
our
city
centre
going
in.
C
What's
going
to
be
a
tough
time
and
to
have
employees
going
in
there,
but
there'll
also
be
a
bit
of
a
struggle
for
some
of
our
district
centers
as
well.
So
while
people
are
staying
somewhat
locally
and
helping
local
businesses
for
some
of
the
time,
they
can
also
then
go
into
the
city
centre
and
make
sure
we've
got
a
balance
of
that.
C
I
wanted
to
bring
up
just
just
one
point
then
around
it,
which
was
on
the
the
disposal
of
buildings,
because
the
one
important
point
we
made
up-
and
that
is
that
when
the
council
disposes
of
buildings,
obviously
we're
doing
so
in
a
way
to
seek
to
reduce
the
the
climate
impact
of
of
our
estate
and
it's
important
that
when
we
remove
them,
as
we've
said
previously,
that
we
don't
just
pass
them
on
to
somebody
else
in
a
in
a
state
at
which
we
wouldn't
have
used
them
ourselves.
C
G
Thanks
chair
a
couple
of
points,
I
think
you
know
in
terms
of
council
cardio's
last
point
around
the
building
I
mean
sometimes
as
some
of
the
buildings
we
are
selling
almost
at
their
land
value,
with
an
expectation
that
somebody
taking
them
on
will
flatten
the
site
and
rebuild
on
that
site,
so
it's
not
always
or
that
a
building
in
situ
will
be
rebuilt.
So
the
we
had
a
former
council
building
near
me
and
kiplex,
and
it
was
a
single-story
building.
G
It
was
sold
and
the
first
thing
that
the
person
brought
it
did
was
turn
it
into
a
dormer
bungalow
with
a
new
roof
on.
So
sometimes
you
know
that
these
are
costs
that
our
expectation
that
the
building
won't
won't
continue
in
the
use
it
was
with
the
council
and
again
those
costs
should
be
picked
up
by
the
person
taking
them
on,
like
I
say,
some
of
them
are
sold,
as
I
mean
virtually
derelict
or
empty
sites.
G
So
I
think
it
is
an
important
point,
but
sometimes,
like
I
said,
there's
an
expectation
it'll
be
a
change
of
use
and
it'll
be
the
purchaser
who
will
particularly
where
we're
selling
buildings,
who
will
take
it
on
obviously
there's
requirements
when
we
lease
buildings,
there's
requirements
around
their
energy
performance
that
before
we
can
re
re-let
buildings.
The
main
point
I
was
going
to
make
is
coming
back
to
council
first
and
I
think
one
of
the
one
of
the
issues
that
you
know
has
been
driving.
G
This
is
actually
we're
going
to
have
you
know,
because
of
10
years
of
grinding
austerity
and
having
to
shoulder
the
costs
of
codeword,
I'm
not
making
a
political
point
here,
we're
going
to
have
a
lot
less
staff
as
a
council.
So
some
of
these
changes
aren't
about
expecting
the
staff
to
work
differently.
It
is
simply
we're
going
to
be
a
smaller
organisation
because
we
have
less
less
money.
Some
of
this
work,
I
have
to
say
to
me
on
a
more
positive
point.
Some
of
this
work
started
before
lockdown.
G
It
was
around
particularly
those
staff
who
part
of
their
work,
and
I
need
to
be
in
a
whole
range
of
areas,
whether
it's
asset
management,
looking
at
property
or
some
of
our
social
care
services
visiting
people.
You
know-
and
we
have
a
lot
of
staff
that
make
visits
during
the
course
of
the
day
and
if
we
can
provide
them
the
technology
and
the
resources
that
they
can
start
start
the
working
day
at
home,
rather
than
commuting
into
an
office,
picking
up
work
and
then
making
their
visits.
G
You
know,
can
look
at
reducing
reducing
people
need
to
travel,
that's
really
important
as
well,
and
that's
not
done
to
lose.
But
again
it
is.
You
know,
picking
up
the
work
from
the
surveys
and
there's
I
don't
know
if
graeme,
I
think
graham
said,
I
think,
he's
left
he's
left
a
call
now,
but.
K
G
G
As
members
have
said,
you
know
the
surveys
we
had
after
two
months
of
lockdown
were
a
bit
different
in
terms
of
responses,
and
perhaps
the
surveys
we're
having
after
11
months
of
lockdown
and
all
and
and
that
that
sort
of
information
feeding
you
know,
feeding
back
in
in
into
house
and
the
laser
workers
is,
is
important
as
well
and
to
make
sure
we
are
so
supporting
staff
first
of
all,
supporting
staff
so
that
they're
able
to
make
choices
but
also
again
making
sure
we're
able
to
get
the
people
we
need
in
the
right
places
to
deliver
the
services.
G
We
need
and
that's
an
important
part-
and
I
think
at
this
point
in
time
we
don't
have
an
exact
answer
on
all
of
that,
and
some
of
this
is
going
to
be
in
evolving
involving
processing.
All
of
us
involved
in
this
recognized
recognize
that
as
well.
K
Yeah,
I
just,
I
think,
all
really
really
valuable
points
being
made
there
and
just
to
let
everyone
know
over
the
next
couple
of
months
we're
going
to
do
a
lot
of
engagement
with
staff.
Again
you'll
repeat,
surveys
have
conversations
on
one-to-one
and
team
levels
to
really
understand.
You
know
how
that
last
nine
months
has
affected
people
and
I've
made
a
difference
to
their
attitudes
and
preferences
whilst
at
the
same
time,
obviously
balancing
that
versus
service
need
and
what
the
organization
can
do
in
terms
of
its
estate,
so
so
yeah.
L
I
think,
on
that
point
around
the
the
future
use
of
buildings
or
sites
and
as
council
lewis
has
said
in
many
cases
the
the
building
that
we're
coming
out
of
has
come
to
the
end
of
its
useful
life,
and
it's
such
redevelopment
is
more
than
likely
the
way
forward,
but
where,
where
people
are
bringing
forward
changes
to
buildings
or
new
developments,
and
that
that's
obviously
part
of
the
and
planning
process
and
and
and
building
regulations
as
well,
which
will
support
that
that
climate
agenda
and
and
requirement
for
certain
standards
to
be
made
to
be
met.
L
I
I
think
the
other
point
raised
was
around
the
the
the
the
and
vitality
of
both
the
city
centre
and
local
centres,
and
I
think
that's
something
that
has
been
very
much
at
the
the
the
forefront
of
our
minds
as
we've
been
thinking
about
our
estate
and
actually
yes,
it
is
important
that
we're
bringing
people
into
the
city
centre
to
support
to
support
the
businesses
that
are
there,
but
actually
there's
a
real
opportunity
for
for
us
to
to
further
boost
local
and
district
centers
as
we
bring
more
staff
or
the
ability
for
more
staff
to
to
transition
through
those
buildings,
whether
it's
just
for
an
ad
talk
meeting
or
whether
it
it's
to
actually
touch
down
there.
L
You
know
the
the
there's
an
opportunity
there
for
staff
to
then
use
some
of
those
local
businesses,
whether
it
just
be
for
a
coffee
or
a
sandwich
or
whatever
it
might
be,
but
actually
there's
a
real
regeneration
opportunity.
L
The
the
that
could
emerge
as
a
result
of
our
estate
decisions
and,
and
and
just
I
just
wanted
to
really
reassure
the
board-
that
that
is
something
that
is
purposeful
in
our
thinking.
It's
not
just
a
a
consequence
of
it.
F
Thanks
chair,
I
just
wanted
to
take
some
clarification
from
mark
and,
graham,
if
that
was
okay,
one
of
them.
One
of
the
questions
I
wanted
to
ask
was
about
the
time
scales
that
set
out
for
some
of
the
buildings
it's
summer
2022
and
the
drivers
for
this.
I'm
trying
to
understand
the
drivers
for
this
covid
or
the
drivers
for
this
the
estate
realization,
because,
obviously,
in
by
summer,
2022
it's
18
months
away,
we
might
be
in
a
very,
very
different
place
than
we
are
now.
F
So
what's
the
resilience
in
the
model
that's
being
built
to
understand
this
and
how
we
can
adapt?
The
second
question
is
picking
up
on
what
councilor
carlos
mentioned
about
the
city
center
for
district
centers
as
well.
The
report
I
think,
identifies
that
a
lot
of
people
would
probably
work
from
home
mondays
and
fridays.
I
think
I
think
that's
in
there
and
then
I
looked
at
marion
and
marion's
capacity.
F
Pre-Combined
to
post
covid
is
less
than
half.
I
think
it's
about
40!
That's
there
that
that
could
put
a
place
a
lot
of
pressure
on
some
big
buildings
like
marion,
where
people
want
to
all
be
in
at
the
same
time,
and
the
knock-on
that
that
has
on
the
supply
chain
as
well
and
the
businesses
around
you
mention
the
coffee
shops.
You
know
the
places
that
sell
a
sandwich,
all
the
other
there's
this
one.
We
want
to
try
and
get
the
high
street
going
again.
F
What's
the
feedback
and
linked
to
that
you
know
not
all
of
our
officers
were
living
leads,
something
you
know
wish
they
did,
but
some
of
them
will
be
living
in
in
other
localities
and
similarly,
officers
from
other
local
authorities
will
be
living
in
leeds.
And
it's
trying
to
understand
that
mapping
and
if
this
has
been
done
by
our
west
yorkshire
and
north
yorkshire,
colleagues
too,
and
what
the
feedback
they're
receiving.
A
F
L
Yeah,
okay,
and
so
I
I
think
it
is
an
important
point
around
the
phasing
and
and-
and
I
think
the
the
the
there
are
two
factors
at
play
here.
L
One
one
is
about
having
a
a
a
sustainable
state,
a
financially
sustainable
state
in
the
future
and
and
the
second
is
responding
to
the
pandemic
and
then
obviously
that
the
the
changes
that
we'll
see
in
the
way
that
people
work
and
services
are
delivered
and
in
terms
of
the
phasing
that
we've
set
out-
and
I
think
essentially
it's
recognizing-
that
this
to
do
this
properly-
will
require
some
investment
and
and
clearly
that
we,
while
while
a
small
amount
of
investment,
can
be
achieved.
L
What
we
can't
do
is
be
spending
millions
on
day,
one
to
get
this
right
and
and
equally
because
we're
in
that
changing
world
and
and
trying
to
or
and
really
understand
how
staff
are
wanting
to
work.
How
stefan
wants
him
to
use
these
new
spaces?
L
What
we
don't
want
to
be
doing
is
planning
a
lot
of
investment
in
something
that
that
may
not
actually
be
completely
fit
for
purpose
in
a
year's
time
say
so,
what
we're?
What
we're
doing
work
again,
working
very
closely
with
colleagues
in
facilities
management
and
it
is
starting
to
roll
out
some
of
these
spaces
on
on
a
prototype
basis
effectively
whereby
we're
using
furniture
from
around
the
estate
that
we've
already
got
and
reconfiguring
the
spaces.
And
then,
through
some
of
that
consultation,
work
that
graham's
outlined.
L
L
And
I
think
again,
some
of
this
phasing
is
recognizing
that
the
the
furniture
is
only
one
element,
and
actually
it
is
about
how
people
use
the
spaces
and
the
technology
that
we
put
into
those
spaces
and
and
there's
in
in
parallel
to
to
the
the
discussions
we're
having
about
the
buildings
and
we're
working
with
colleagues
in
dis,
to
really
look
at
what
what
those
spaces
may
require
in
terms
of
technology
and
and
also
the
the
basic
principles
that
we
need
to
be
giving
to
people
around
how
they
may,
for
example,
dial
into
meetings.
L
I
think
hybrid
meetings
is,
is
absolutely
one
of
those
key
points
where
actually
you,
you
may
have
a
group
of
people
in
in
a
place
in
a
room
or
are
in
a
space
together.
But
then
you
may
have
the
the
same
number
of
people
are
even
more
accessing
that
meeting
remotely
so
again.
L
This
is
where
we
need
to
make
sure
that
those
spaces
a
fit
for
purpose,
to
allow
that
to
happen
and
thinking
much
more
widely
around,
not
not
just
again
that
technology,
but
actually,
how
do
you
get
the
right
acoustics
for
those
meetings
to
take
place?
L
And
I
think
you'll
all
probably
recognize
that
the
the
from
from
days
gone
by
that
there's
some
meetings,
that
that
are
just
very
difficult
when,
when
you
are
in
a
meeting
room
with
poor
acoustics
and
you're
trying
to
access
them
online,
and
so
I
think
that
that's
the
the
the
phasing
point
in
terms
of
the
capacities
that
you
are
referring
to
council
robinson,
which
is
set
out
in
appendix
too.
L
It
must
be
said
they
are
the
the
the
final
column
there,
which
refers
to
about
to
the
1077
desk
capacity
that
is
based
on
covert
secure
standards,
so
that
that's
based
on
two
meter,
social
distance.
And,
as
you
say,
hopefully,
while
we
don't
anticipate
that,
probably
social
distancing
will
will
probably
reduce
from
that
over
the
course
of
the
the
current
year.
We
look
into
the
future
you
would.
L
You
would
hope
that
we'll
be
in
a
slightly
different
place
and,
and
that
actually,
rather
than
occupying
one
one
in
every
three
desks
as
it's
working
out
there
that
actually
every
one
of
the
desks
that
are
retained
within
those
the
the
parts
of
the
office
spaces
that
are,
that
that
do
have
traditional
desks
will
be
be
able
to
be
used.
L
I
think
what
what
is
probably
worth
saying,
which
I
didn't
outline
in
in
summary,
was
that
we
we
are
looking
as
a
working
basis,
we're
looking
at
about
60
percent
of
the
floor
space
being
transitioned
over
to
collaborative
spaces
of
different
types
with
about
40
of
the
space
being
traditional
desk
space,
and
I
suppose
again
that
links
back
to
the
phase
in
this.
This
is
not
just
a
little
tweak
around
this.
L
This
in
some
cases,
will
be
quite
a
substantial
change,
so
I
think,
rather
than
us,
getting
very
focused
on
what
a
desk
capacity
is.
I
think
we've
got
to
look
at
an
overall
building
and
actually
in
some
of
those
collaborative
spaces,
the
the
capacity
and
the
density
could
be
far
greater
than
we
we've
had.
Historically.
So
you
know
to
take
example:
a
bistro
table
with
four
chairs
around.
L
It
probably
takes
the
same
amount
of
space
as
as
two
desks
and
and
so
actually
having
that
capacity,
and
I
think
again
it
comes
back
to
council
firth's
earlier
point
about
us
having
that
that
wider
ability
to
accommodate
people
in
the
estate
that
that's
something
that's
going
to
very
much
feature
into
it
in.
In
terms
of
that.
That
overall
capacity
that
we
might
have.
F
Yeah,
that's
fine,
thank
you
chairman
and
I
guess,
working
from
home
will
end
the
bring
your
child
to
work
day.
I'll
bring
your
dog
for
work
day,
policies
of
some
places
as
well.
E
Thank
you
chair.
I
just
wanted
to
come
back
in
a
couple
of
points
early
just
for
a
couple
of
clarifications.
Further,
just
to
the
debate
council
lewis
mentioned
about
the
situation
of
the
earlier
lever
scheme,
etc.
E
I
just
want
to
ask
if
we
had
any
further
details
on
on
really
or
if
that
could
be
brought
back
to
the
board
at
another
time,
how
many
of
those
were
actually
mainly
desk-based
roles,
in
particular,
just
to
really
understand
that,
and
also
as
well
as
that,
it
would
be
interesting,
probably
later
down
the
line
to
understand
how
many
of
those
buildings
I
know
it's
something
that
a
lot
of
members
are
interested
in
this
board.
E
L
Okay,
I'll
I'll
have
to
defer
to
colleagues
in
hr
around
the
eli
scheme,
and
if
we've
not
got
that
information
now,
we
can
certainly
see
what
we
can
bring
back
separately.
The
the
point
about
heritage
buildings
is
one
that
we've
discussed.
L
I
think
at
this
point
previously
and
I
think,
there's
there's
a
clear
recognition
that
we
have
to
treat
buildings
and
that
are
sensitive
locally
in
an
appropriate
way
and
and
understand
what
those
sensitivities
are:
that's
not
to
say
that
they
can't
be
disposed
because
actually,
in
some
cases,
having
a
sort
of
the
investment
being
brought
forward
by
a
new
owner
may
may
well
actually
provide
a
a
longer-term
sustainable
position,
more
sustainable
position
for
that
building.
L
But
equally,
in
some
cases
it
may
be
that
we
have
to
look
at
how
we
can
reimagine
that
building
with
the
council
as
owners
and
and
how
that
building
may
while
it
while
it
may
not
serve
our
purposes
entirely
as
an
organization
and
and
provide
that
modern
way
of
working.
Actually
what
other
opportunities
can
it
provide
us
with
and
whether
that
be
working
with
partners,
which
is
something
that
was
was
raised
earlier?
L
Actually
around
our
other
authorities
doing
this,
and
could
we
provide
or
other
organizations
and
providing
space
on
on
a
more
flexible
basis
working
with
partners,
but
also
whether
whether
there's
any
other
community
desires
or
need.
So
I
think
it's
recognizing
that
each
each
building
needs
to
be
a
heritage.
Nature
certainly
needs
to
be
approached
on
its
own
merits
and
it's
not
a
one-size-fits-all
but
the
there's
a
variety
of
tools
within
our
toolkit
that
we
might
employ
around
them.
K
No
just
just
to
say
on
the
lies:
what
I'll
do
is
get
a
breakdown
by
roll
and
that
will
give
us
an
indication
of
the
number
our
desk
based
more
traditionally
so
I'll
come
back
to
you
with
that.
D
Thanks
chad,
just
a
couple
of
comments
where
some
of
these
community
hubs
are
quite
small
and
already
well
used
in
normal
times.
Will
we
look
at
other
buildings
in
the
area
should,
if
you're
going
to
create
collaborative
space
that
will
take
away
from
the
public
space
potentially
would
it?
And
if
so,
do
we
need
to
look
at
bigger
buildings
in
some
cases
and
then
just
on
the
heritage
side,
we
do
keep
talking
about
it
and
how
we
need
to
treat
them
sympathetically
and
get
local
views.
L
Yeah,
okay,
and
so
I
think,
the
the
there's
a
general
point
around
community
hubs
and
which
is
yes,
they
have
become
a
very
important
part
of
our
estate
and
the
services
that
are
provided,
but
equally
the
the
pandemic
and
the
way
that
people
have
access
services
has
changed
and
and
there's
been
a
lot
more
drive
to
to
online
and
provision
and
and
and
in
in
time
that
may
well
and
I'm
not
trying
to
pre
presume
anything
here.
L
L
So
I
think
that's
something
that
will
need
to
be
reviewed
and
considered
in
line
with
the
the
approach
that
we
take,
then,
with
with
our
other
spaces
for
for
our
staff
that
we
want
to
to
create
and
in
terms
of
the
your
specific
point
around
the
rothwell
site
and
possibly
one
feels
to
to
have
a
conversation
with
outside
of
the
meeting.
But,
as
you
know,
council
chapman.
We
have
been
open
to
and
proposals
coming
forward
from
the
community
and,
I
think,
obviously,
with
the
pandemic.
L
A
Excellent,
okay,
I'm
not
seeing
any
more
hands
raised.
So
thank
you
all
for
that.
As
I've
said
previously,
these
are
the
really
important
issues.
The
conversation
today
means
really
informative,
very
interesting,
but
it's
vital
that
we
get
going
forward.
We
get
this
right
for
all
concerned,
so
thank
you
to
all
our
guests
for
providing
those
answers
and
comments
and,
as
always,
as
I
said,
very
interesting
and
very
informative,
so
you're
now
free
to
go
before
we
move
on
to
our
work
schedule.
Thank
you
very
much.
A
G
D
Yep,
thank
you
chair
yet
so
we
have
a
couple
of
items
slated
for
next
time,
one
on
council
tax
and
business
rates,
which
has
been
before
there's
a
possibility.
I
think
with
that
one
with
it
being
the
end
of
the
financial
year
that
we
also
bring
the
financial
health
report
from
exec
board
to
go
with
it.
D
D
They
haven't
confirmed
that
yet.
So,
if,
if
that
weren't
to
happen,
then
probably
a
summary
report
from
me
would
come
where
explaining,
where
we've
got
to
after
three
reports
and
perhaps
getting
views
of
members
as
to
how
we
move
that
forward
and
what
agreements
we
have
in
terms
of
recommendations,
so
certainly
that
those
two
would
be
the
items
that
are
coming
forward
next
time.
A
Thanks
rob,
obviously
things
may
change
with
the
incoming
of
a
new
chair,
but
I'd
just
like
to
say
at
this
point.
Thank
you
to
officers
and
to
members
for
your
support
in
this.
My
tenure
in
here
I
shall
miss
you
all
and,
but
I
hope
to
see
you
better
get.
As
I
say.
Thank
you
very
much
for
making
my
scrutiny
time
a
very
enjoyable
time,
matthew.
F
I
I
think
all
members
will
probably
join
me
in
not
just
thanking
you
chair
for
your
role
over
the
last
few
years
and
sharing
this
board.
Also
in
adding
our
congratulations
to
you
on
getting
the
role
at
the
exec
board
and
hopefully
rob
can
have
it
then
put
on
record
and
then
without
sounding
awful.
Do
we
know
when
the
new
check
gets
confirmed.
A
I
have
no
idea
it
will
be
decided
next
next
week.
I
think
sam.
Thank
you
for
those
comments.
Matthew.
E
Look
forward
to
being
skewered,
but
there
we
go,
but
you
know
wish
you
all
the
best
of
luck,
but
certainly
yeah
look
forward
to
seeing
another
capacity,
but
I
was
going
to
ask:
do
we
know
who's
going
to
replace
you?
No
not
yet
so
we'll
start
taking
lots
me
and
math.
The
next.
D
D
So
as
a
newbie
like
you
know
and
and
and
jim
was
on
it
there-
and
he
gave
me
such
great
advice
and
I've
loved
my
time
on
scrutiny
both
on
this
board
and
my
health
board,
which
I'm
going
to
like
really,
you
know
find
it
hard
to
let
go
of
but
yeah
it's
new
and
exciting
times
a
little
bit
daunting
a
little
bit
nervous,
but
I've
loved
being
on
this
board
and
mary
you've
been
a
fantastic
chair,
so
yeah
and
then
I
love
working
with
all
of.
D
And
thank
you
for
letting
me
say
something
because
last
week
it
wasn't
common
knowledge.
It
wasn't
published,
put
it
made
public
at
my
board,
so
I
actually
didn't.
A
Again,
apologies
no
buns,
but
I
will
make
up
what
next,
when
I,
when
I'm
in
front
of
your
in
my
other
role,
I'll
bring
cakes
day
2022
do
think.
I
think
I
still
think
I'm
a
bit
of
a
feeder.
You
know,
I
think
I'm
one
of
those.
No,
you
want
that.
Sorry,
jim,
you
wanted
to
say
something
jim.
D
No,
I'm
not
sure
I
was
just
clapping,
but
thank
you
for
all
your
help.
I've
really
enjoyed
your
chairship
and
we
showed
you
very
closely
in
your
new
role.
I'm
sure
you'll
bring
credits
with.
Thank
you.
Thank.
A
You
very
much
thank
you,
okay
folks,
your
next
meeting
is
the
22nd
of
march.
I
might
just
pop
in
and
observe,
but
at
10
a.m.
He'll
the
usual,
but
thank
you
again
take
care
and
hope
to
see
you
all
in
the
flesh
very
soon
fingers
crossed.