►
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,
this
is
the
strategy
and
resources
scrutiny
board,
leads
to
council
and
just
a
quick
item
of
housekeeping
before
the
meeting
starts
properly.
Unfortunately,
the
chair
is
unable
to
attend
the
meeting
this
morning
due
to
being
unwell.
A
So
as
a
quick
measure
we're
proposing
that
councillor,
helen
hayden
is
the
chair
of
the
scrutiny
board.
If
there
are
any
objections
now
a
bit
of
time
to
raise
it
from
board
members,
I
will
take
silence
as
a
acceptance
of
that.
So
I'll.
Just
leave
that
a
moment
before.
Moving
on
to
the
formal
agenda.
B
B
My
name
is
councillor
helen
hayden
and
I
will
be
chairing
today's
meeting
as
we've
just
arranged.
The
council
is
continuing
to
use
zoom
to
deliver
its
remote
committee
meetings
and,
like
our
recent
meetings,
we
will
be
continuing
on
this
platform
today.
B
One
impact
of
kobe
19
is
that
it's
delayed
work
and
unfortunately,
we
we
are
no
exception,
so
we're
bringing
back
our
work
on
energy
consumption
in
council
buildings
from
last
year
with
a
formal
response
to
our
findings
in
the
agenda
pack
and
also
a
recommendation
tracking
item
that
seeks
to
ensure
our
recommendations
on
void.
Management
in
council
on
buildings
is
being
implemented
and
the
actions
remain
on
track.
B
A
Thank
you
good
morning
chair,
my
name
is
counselor
gohar
almas
and
I'm
representing
business
and
holbeck
blood.
Thank
you.
B
Good
morning,
thank
you.
Do
we
have
councillor
firth
us
as
yet?
No
so
we'll
move
on
to
councillor
jenkins,
please.
E
B
Very
much
and
we
have
a
new
member
of
the
board,
which
is
wonderful,
so
councillor
midgley.
Would
you
like
to
introduce
yourself.
C
B
Thank
you,
councillor
robinson
sorry,.
B
G
Hi
good
morning,
so
it's
really
time
to
have
my
video
on
I'm
councillor,
james
lewis,
deputy
leader
executive
board,
member
for
resources
and
councillor
fork.
If
it's
a
method
award.
B
Thank
you
very
much
and
neil
evans
good
morning.
H
I
Morning,
mark
mills,
head
of
asset
management
within
city
development,.
B
Lovely,
we
may
have
polly
cook
later
on
for
the
site
for
that
item.
J
As
well-
sorry
I
I
am
here
so
polly
comes
oh
hi,
colleagues,
hi
chief
officer,
sustainable
energy
and
air
quality.
B
G
Hi
everybody
clooney
mcpherson
chief
officer
for
culture
and
sport.
B
K
Right
under
agenda
item
one,
there
are
no
appeals
against
refusal
of
inspection
of
documents.
Agenda
item
two:
there
are
no
items
which
require
the
exclusion
of
the
press
and
the
public
agenda
item
three.
There
are
no
late
items
of
business,
a
gender
item
for,
could
I
ask
members
to
declare
any
disclosable,
cuny
or
interests?
K
K
B
B
Thank
you
on
the
matters
of
rising.
So
can
I
ask
council
robinson
please
to
speak
under
matters
arising.
F
Thank
you
chair.
It's
within
the
minutes
of
the
last
scrutiny
board
meeting,
and
I
know
that
the
item
is
coming
to
the
next
scrutiny
board
and
that
is
welcome
to
yorkshire,
scrutiny,
item
and
obviously,
further
information
has
come
out
since
we
last
discussed
this
most
specifically
the
grant
not
been
approved
from
wakefield
local
authority,
and
it
would
appear
that
there
has
been
some
conflicting
information,
that's
been
shared
in
the
past
and
really
I'm
hoping
that
there
can
be
a
marker
set
down
today.
F
That
will
be
full
clarity
in
november
as
to
the
position
with
welcome
to
yorkshire,
including
the
budget
position
finances
and
what
officers
have
seen
and
agreed.
Thank
you
chair.
B
Thank
you
very
much.
Councillor
robinson.
I
really
appreciate
that.
Also
under
matters
of
rising
a
councillor
harland
and
myself
sent
myself
as
chair
of
adults,
health
and
active
lifestyles,
scrutiny
board,
we
sent
a
letter
to
the
secretary
of
state
and,
and
you
should
have
all
received
a
copy.
We
have
agreed
that
that
letter
will
go
in
the
minutes
for
the
november
meeting.
As
yet,
we've
not
received
a
reply.
So
hopefully
we'll
we'll
receive
a
reply
before
the
november's
meeting.
Are
there
any
more
matters
arising.
B
Thank
you
very
much
so
we'll
move
on
to
item
number,
seven,
which
focuses
on
the
budget
challenge
for
2021,
stroke,
22
and
how
we
are
responding
to
that
through
savings
proposals
and
the
review
of
the
capital
programme.
As
we
know,
the
budget
position
is
very
challenging
in
the
current
budget
year.
There
is
a
project.
There
is
a
projected
in
year
overspend
into
hundreds
of
millions
of
pounds.
B
These
are
really
important
work
streams
and
the
most
important
the
council
faces
in
the
short
term
and
as
a
board.
B
B
So
I
will
ask
victoria
o'neill
to
do
a
brief
presentation
before
opening
up
to
questions
and
comments
from
board
members.
So
I
don't
know
who
wants
to
present
on
this
victoria
o'neil.
C
C
So
the
executive
board
on
the
24th
of
september
considered
the
reports
that
are
in
front
of
you
and
and
noted
that
the
budget
gap
2122
was
119
million.
There
are
a
number
of
assumptions
within
that
budget
position
and
we
are
still
waiting
the
provisional
settlement,
which
at
the
moment
we
have
been
informed,
will
be
around
december
and
within
119
million.
There
is
an
inherent
budget
gap
that
we
understood
when
we
set
the
council's
budget
for
this
financial
year
in
february
of
60
million.
C
But
on
top
of
that,
the
impact
of
covid
has
meant
that
we've
incurred
an
additional
60
million,
either
through
loss
of
income
through
our
council,
tax
and
business
rate,
sales
fees
and
charges,
but
also
our
increased
expenditure,
and
this
has
meant
that
it's
an
unprecedented
level
that
we're
looking
at
for
2021-22.
C
So
we
started
work
in
the
summer
and
through
a
number
of
financial
challenge,
reviews
to
identify
savings
and
to
start
to
manage
this
position,
and
we
also
undertook
a
review
of
the
capital
programme
and
both
reports
are
in
point
of
view.
So
the
first
report
was
around
the
savings
which
identified
32.3
million,
and
these
were
made
up
of
what
we
classed
as
business
as
usual
savings,
which
is
24.2
million,
which
can
be
implemented
using
the
delegated
decision
making
process.
But
there
are
8.2
million
of
service
reviews
which
require
meaningful
consultation.
C
The
capital
programme
review
provides
both
an
update
on
the
capital
programme
for
the
general
fund
and
the
hra,
and
the
review
concentrated
on
those
areas
which
have
a
borrowing
element.
So
the
proposed
show
changes
were
131.5
million,
which
meant
that
over
the
period
up
to
24.25
was
revenue.
Savings
of
8.6
million
there's
been
consultation
with
the
working
group
which
took
place
on
the
25th
of
september,
and
the
outcomes
of
all
consultation
will
be
considered
by
the
executive
board
in
december.
C
B
Thank
you
very
much.
Would
anyone
like
elsight
to
add
I'm
thinking
neil
or
councillor
lewis,.
H
What
you
also
have
in
front
of
you
obviously,
is
the
specific
savings
which
fall
within
resources
and
housing
which
are
kind
of
listed
in
in
the
paper
we're
very
early
in
in
against
previous
years,
and
actually
bringing
forward
savings
in
the
september
executive
board
and
around
about
32-33
million
which
has
come
forward.
I
don't
think
we've
ever
been
quite
as
early
as
that.
H
H
So
it
is
connected
to
to
later
discussions
in
on
on
the
scrutiny
board
in
terms
of
this
first
tranche
resources
and
housing
has
got
around
about
11
million
pounds
worth
of
savings
in
they
aren't
the
sorts
of
things
which
necessarily
will
be.
You
know
public
news
because
they
are
around
about
back
office
savings
and
productivity
savings
within
the
council,
rather
than
something
which
is
seen
as
a
a
reduction
to
members
of
the
public,
but
that's
not
to
say
that
you
know
that
they
won't
be
difficult
to
deliver.
H
There
will
be
a
challenge
and
members
will
have
noticed
that
it
also
involves
a
reduction
in
the
numbers
of
staff
that
we
employ.
I
think
at
this
moment
in
time
we
have,
we
have
been.
We
have
had
a
voluntary
early
leavers
scheme
going,
which,
which
has
had
around
about
a
thousand
people,
a
firm
that
they
would
wish
to
go,
and
we
are
trying
to
match
that
up
against
where
the
reductions
actually
need
to
take
place.
H
There
may
be
some
issues
in
certain
services
where
we
don't
actually
get
that
match
up,
so
that
will
provide
a
challenge
as
well,
but
we're
you
know
we're
discussing
this
with
the
trade
unions.
There
are
weekly
meetings
and
the
reason
why
a
lot
of
it
is
flagged
for
consultation
is
because
of
that
sort
of
staffing
implication,
and
you
know
the
need
to
to
bring
staff
and
trade
unions
with
us
so
I'll
leave
it
there
and
just
let
you
ask
questions
on
any
of
the
specifics.
If
you
like.
G
Thanks
chair,
I
think
I'll
just
make
a
few
comments
before
I
start.
I
think
if
I
could
take
take
members
minds
back
to
july
2019
when
we
agreed
our
last
medium-term
financial
strategy,
which
I
think
I
know
is
only
just
over
less
than
18
months
ago,
but
you
see
it
feels
like
a
long
long
time
ago,
but
I
think
at
that
point
we
recognized
that
the
given
the
dwindling
resources
available
there
was
a
a
need
to
reset
some
of
the
council's
financial
strategy.
G
Obviously
I
mean
it
goes
without
saying
that
the
impact
of
covert
has
been
huge
on
the
council
budget,
not
just
in
year
for
this
year,
but
also
reflecting
the
fact
that
we
may
have
less
resources
in
the
years
going
forward
and
and
these
reports
both
around
the
revenue
savings
and,
as
nila
victoria
said,
there's
more
to
come
and
also
around
reviewing
the
capital
programme
and
our
borrowing
requirement
as
a
council.
A
part
of
a
part
of
that
that
work.
F
On
page
23
and
24
of
the
report,
it
talks
about
528
posts
being
removed
or
been
deleted,
and
could
the
officers
clarify
for
me
how
many
of
the
how
many
staff
will
be
impacted
by
that?
So
what,
by
that?
What
I
mean
is
that
some
posts
will
not
be
occupied
at
the
moment
and
will
be
deleted,
but
there
will
be
so
that
others
intended
to
be
deleted,
presumably
are
occupied.
C
Should
I
come
in
first
and
then
neil
can
coming
up
to
me
and
so
the
the
number
of
full-time
equipment
posts
is
detailed
in
the
report.
There
are
three
ways
that
they
will
be
mitigated
some
through
vacancies,
which
haven't
got
the
direct
split
back
and
I
can
bring
that
back
to
the
committee.
C
The
second
is
through
which
neil
spoke
about
previously
was
through
eli,
so
we
have
got
over
a
thousand
expressions
of
interest,
and
that
would
be
how
we
would
hope
to
mitigate
the
majority
of
those
and
and
then
there
will
be
the
talent
pool.
So
those
that
would
be
at
risk
of
redundancy
would
go
into
a
talent
pool
and
where
there
were
opportunities
across
the
council,
then
they
would
be
accessed
through
that
route.
C
H
Yeah
we
are
working
through
that
casserole
and
we'll
probably
have
a
clearer
picture
in
the
next
week
or
two
when
we
also
get
we
sort
of
match
up
the
the
people
who
who
are
being
agreed
through
business
cases
to
to
leave.
I
suppose
what
just
just
to
say
something
more.
H
What
you
get,
I
think,
is
sometimes
a
mismatch
between
who
may
want
to
go
and
where
the
reductions
are
actually
taking
place
and
we'll
have
to
do
some
work
around
sort
of
flexible
deployment.
So,
if
I
give
if
you,
if
I
give
you
an
example,
the
housing
revenue
account
because
it's
a
ring
of
fenced
account
actually
doesn't
require
the
same
number
of
people
to
leave
as
the
number
of
people
who
are
volunteering
to
to
leave.
H
But
that
actually
may
create
vacancies
for
other
people
who
may
be
in
places
where
we
need
to
see
reductions
to
move
into.
So
we'll
do
we'll
have
to
do
some
sort
of
you
know,
matching
and
retraining
and
so
forth
to
actually
kind
of
get
the
to
limit
the
numbers
of
of
compulsories
and-
and
I
get
the
final
picture
of
where
the
kind
of
the
the
difficult
issues
are
going
to
arise.
B
Thank
you.
Can
I
just
ask
a
question
on
on
that
issue
that.
B
G
I
think
chair
we're
very
we're
very
clear
that
when
staff
are
reduced,
the
work
has
to
reduce
as
well
in
that
area.
This
isn't
the
case
of
staff
leaving
and
the
work
just
gets
distributed
to
among
other
staff.
Sometimes
that
can
be
a
process
or
a
technology
change
that
makes
that
reduces
the
workload
and
stuff,
and
sometimes
it
is
just
simply
that
less
less
work
will
happen
in
that
area.
G
It
could
be
that,
like
I
say,
a
a
service
is
reducing
its
scope
or
isn't
being
delivered
anymore.
So
it
is
that,
but
we
are
like.
I
say,
we're
always
very
clear.
You
know
the
purpose
of
deleting
a
post
is
is
again
is
to
it
is.
It
does
reduce
the
capacity
of
the
council.
It
is
not
about
loading
work
upon
on
on
other
people,.
F
F
Thank
you
thanks
to
neil
for
that
answer
and
victoria.
I
appreciate
the
fact
the
the
figures
and-
and
I
appreciate
it's
a
moving
feast
like
neil,
has
said
there.
The
second
question
is
around
leeds
building
services.
F
There's
been
a
number
of
delegated
decisions
that
have
come
forward
in
the
last
couple
of
months,
extending
parts
of
contracts
until
leeds
building
services
can
take
over
in
full.
I
note
there's
some
savings
for
leads
building
services
here
too,
including
some
staffing
reductions
and
I'm
trying
to
work
out
if
leeds
building
services
will
be
in
a
position
in
a
year
to
18
months
time
and
those
contract
extensions
run
out
to
take
over
things
in
full.
F
So
I
hope
neil
might
be
best
placed
to
shed
some
light
on
that.
For
me,
thank
you.
H
Okay,
well,
the
the
way
that
lee's
building
services
works
to
the
advantage
of
the
local
authorities
in
terms
of
the
budget
is
that
it
will
charge
the
in
particular
the
housing
revenue
account
for
work.
That
is
that
is
done
and
a
return
is
made
on
that
work
as
as,
let's
say,
a
return
goes
to
the
private
sector
when
it
does
work
and
that
and
that
actually
shows
in
the
general
fund
so
in.
H
So
there
are
there's
an
equation
around
making
sure
that
actually
tenants
get
value
for
money
and
we
do
providing
the
absolute
best
service
for
for
tenants
so
that
they
aren't
subsidizing
the
general
fund,
but
also
an
incentive
for
us
to
kind
of
do,
do
more
work
in
that
efficient
way,
so
that
we
can
actually
return
money
into
the
general
fund.
H
So
in
particular
in
in
2223,
we
will
be
looking
to
absorb
the
work
which
mia's
currently
does
in
south
and
taking
on
that
contract,
which
will
you
know
which,
which
will
return
more
money
into
the
general
fund.
There
are
other
than
some
other
contracts
along
the
way
where
we
can.
We
can
do
some
absorbing
of
of
some
contracts,
and
there
is
also
some
work
in
the
capital
program,
which
also
can
kind
of
work
to
the
general
fund
advantage.
H
Clearly,
what
the
the
the?
What
we're
trying
to
do
here
is
is
sort
of
maximize
our
our
return,
but
we're
also
conscious
of
the
requirement
for
value
for
money
for
the
capital
program.
The
housing
revenue
account
as
well.
So
there
are
also
kind
of
productivity
measures
in
there
to
make
sure
that
we
get
that
balance
right.
F
Yeah,
just
just
a
quick
follow-up
as
well.
If
that's
okay
for
neil
I'm
glad
he
said
an
equation,
an
algorithm
as
well
that
that
made
me
very
pleased
if
I
hear
the
word
algorithm
one
more
time,
but
the
the
contract
with
me
as
finishes
in
2223.
F
Are
there
any
staff
that
are
being
tuped
over
in
that
process,
because
I'm
aware
we
may
be
making
asking
some
staff
to
leave
and
then
taking
another
tranche
of
staff
on
at
that
stage,
and
I'm
wondering
how
that's
going
to
work.
H
Yes,
we
will
take
on
staff
specifically
for
who
who
are
currently
legally
when
one
takes
over
a
contract
you
legally
take
on
the
staff
that
are
there,
I,
I
suppose
in
reality,
you're
you're,
looking
at
sometimes
different
different
skill
mixes
that
are
actually
required.
So
I
don't
think
we'll
be
I
mean
most
of
the
council.
You
know
the
the
relevant
skills
of
electricians
and
plumbers
and
so
forth.
You
know
they'll
be
very
different
from
other
people
that
are
actually
leaving.
H
I
think
most
of
our
savings,
which
we're
we're
looking
at
within
lbs,
are
less
about
the
individual
trades
which
actually
make
a
return
and
trying
actually
to
slim
down
some
of
our
back
office
processes
and
make
those
more
efficient.
H
B
You
thank
you,
council,
robinson
excellent
questions
as
usual
counselor
jenkins.
Please
sorry.
G
Just
just
add
to
count
to
different
for
clarity
for
the
board.
Obviously,
where,
as
neil
and
victoria
have
said,
we
have
a
number
of
posts
that
could
go
either
through
people
choosing
to
leave
the
council
where
staff
are
at
risk
of
redundancy.
There
is
a
process
in
place
to
see
to
try
and
avoid
redundancy
as
much
as
possible.
I
know
it
wasn't
directly.
The
question
counselor
was
asking,
but
I
think
it's
worth
pointing
that
out.
G
So
there
is
a
process
to
go
through
to
try
and
avoid
redundancy,
and
part
of
last
is
looking
for
other
roles
in
the
council,
as
staff
letter
at
risk
of
redundancy
can
take
up.
I
just
wanted
to
be
absolutely
clear
before
I
moved
on,
but
it's
a
really
important
question
from
council
robinson
and
just
be
very
clear
before
we.
G
We
move
off
that
topic,
that
that
is
something
that
we
seek
to
do
to
see
whether
people
can
can
find
other
other
roles
within
the
council
if
they
wish
to
continue
in
the
employment
of
of
the
council
and
that,
obviously,
you
know
includes
job
matching,
also
training
and
development,
training
and
development
as
well,
where,
where
necessary,
there's
quite
a
lot
of
people
in
the
council
are
doing
jobs
today
that
are
very
different
from
the
jobs
that
they
started
with
when
they
came
to
the
council.
G
So
I
didn't
want
to
let
it
pass
without
making
that
point,
I
think
it's
quite
an
important
one.
B
It
is
very
important,
thank
you
and
we've
seen
over
the
last
six
months,
the
sheer
flexibility
of
our
staff
moving
into
roles.
They
would
never
expected
to
be
doing
in
order
to
get
us
through
this
pandemic,
so
we
have
an
incredibly
flexible
and
adaptable
workforce,
and
I
I
for
one,
am
very
grateful
about
that.
Councillor
jenkins.
D
Thank
you
chair,
so
I'd
like
to
welcome
any
development
of
the
leeds
building
services
operation.
My
question
really
is
about
negative
interest
rates
and
it
they're
rumors
that
the
bank
of
england
is
going
to
be
introduced,
negative
interest
rates,
and
so
how
would
that
impact
potentially
on
our
borrowing
capacity
for
the
capital
programme?.
C
Thank
you
and
councillor
jenkins,
I'll,
come
back
on
this
one.
The
borrowing
that
we've
currently
got
is
that
it's
usually
in
fixed
rates,
so
it
won't
impact
on
the
current
capital
programme
on
where
we
do
short-term
borrowing,
then
that
will
provide
us
with
a
reduction
in
the
cost
of
borrowing,
but
we
have
factored
in
some
reduction
of
where
we
assumed
interest
rates
to
be
for
the
capital
program,
and
that
is
reflected
in
the
medium-term
financial
strategy
document
that
was
presented
in
september.
C
So
we've
always
got
a
constant
eye
on
where
we
think
the
rates
are
going
to
be.
We
monitor
against
that
and
and
reflect
that
in
that
in
the
strategy
in
the
budget.
We
want
to
factor
it
in
at
the
moment
about
the
of
us
going
to
an
actual
negative
interest
rate,
because
when
we
wrote
the
strategy,
we
didn't
think
that
was
a
possibility,
but
we
will
come
through
and,
as
I
say
through
the
budget
reports
and
through
the
monitoring,
if
it
is
a
reduction.
B
Thank
you,
victoria
councillor
jenkins.
Do
you
want
to
come
back?
No,
that's
fine!
Okay!
Thank
you.
Do
we
have
any
other
questions
for
officers
or
council,
I'm
not
seeing
any
indication.
So.
Thank
you
very
much
for
that.
Can
I
welcome
councillor
firth.
Would
you
like
to
introduce
yourself.
A
B
Yeah,
thank
you.
I
did
see
you,
but
I
I've
waited
till
now
to
introduce
you.
So
thank
you
very
much
and
for
those-
and
you
know
it's
very
interesting
discussion
and
some
great
questions.
Thank
you
so,
and
we
move
on
to
agenda
item
eight,
which
is
a
formal
response
to
our
recommendations
from
our
our
inquiry
into
reducing
energy
consumption
in
council,
buildings
and
government.
B
19
has
far
reaching
implications
and
we've
seen
a
very
quick
shift
to
working
patterns
that
we
were
only
just
talking
about,
and
maybe
it
might
go
that
way
sometime
in
the
future.
B
So
this
so
this
item
has
been
impacted
by
the
pandemic.
The
staff
working
from
home
and
the
impact
on
carbon
footprints
of
reduced
travel
to
work
are
two
examples,
but
staff,
as
we
were
saying,
still
using
energy
just
differently
whilst
they
work
at
home-
and
there
are
some
interesting
comments
on
that
in
in
the
report,
unless
you
like
me
and
you
just
refuse
to
put
your
heat
in
them,
so
a
possum.
B
If
I'd
like
to
invite
it
mark
mark
and
polly
to
talk
to
the
report,
and
then
we
can
go
to
questions.
That's
okay,.
J
Okay,
so
thank
you
for
that
chair,
so
I'm
going
to
start
with
recommendation,
one
which
was
around
the
monitoring
of
electrical
use
for
our
buildings
and
being
able
to
separate
out
when
we
invest
in
other
electrical
technology.
So
we've
just
confirmed
that
we're
able
to
do
that.
So
we
we
currently
can
provide
an
energy
consumption
for
every
building
and
some
are
on
half
hourly.
J
Some
are
on
non-half
hourly,
which
so
it
will
depend
how
kind
of
accurate
and
granular
we
can
get
on
each
building,
and
but
we
also
collect
the
data
for
the
electric
charging.
So
we
would
just
have
to
run
separate
reports
and
do
a
reconciliation,
but
it
is
feasible
as
we
invest
in
more
electrical
heating,
and
we
would
have
to
look
at
that
on
a
side-by-side
basis
to
see
what
what
changes
that
makes
the
electrical
consumption
and
but
we'll
do
that
as
we
go
through
each
project
which
I'll
talk
about
under
recommendation.
I
Yeah
thanks
thanks
paulie,
so
yeah
in
terms
of
recommendation
too.
This
was
about
us
looking
at
an
entire
estate
as
part
of
thinking
around
how
we
use
buildings,
but
also
the
the
link
there
with
the
carbon
footprint
etc.
I
suppose
really
because
of
where
we
are
at
the
moment
in
terms
of
budgets,
but
also
you
know
the
the
changes
that
we'll
see
as
an
organization.
I
I
We
have
a
wide
range
of
properties,
some
and
fairly
modern,
but
we
also
have
quite
historic
buildings
and
particularly
in
some
of
our
well
within
the
city
centre
and
in
in
some
of
our
district
centers
and
as
part
of
this,
the
the
work
we
are
looking
at
at
how
they're
currently
used
whether
there's
any
scope
for
the
council
to
to
be
able
to
make
better
use
of
those
buildings
in
the
future.
I
But
I
think,
because
of
the
nature
of
those
some
of
those
properties,
it
does
lead,
it
lead
them
to
to
not
necessarily
be
appropriate
for
our
futures
and-
and
we
are
looking
at
that
in
the
round-
and
obviously
looking
at
what
the
what
what
the
strategy
may
be
around
those
properties
in
terms
of
the
estate
management
strategy
or
asset
management
strategy-
that's
referred
to
in
the
report
and
that
that
was
due
to
come
to
executive
board
initially
earlier
in
the
year,
but
because
of
the
the
the
pandem
pandemic.
I
I
I
I
At
the
moment,
and
and
that's
about
looking
at
the
the
carbon
footprint
of
our
buildings,
but
also
around
the
spread
of
our
buildings
and
how
they're
used
so
that,
actually
that
we're
looking
at
carbon
in
its
widest
sense
in
terms
of
travel
demand
where
people
are
are
traveling
to
to
if
they
are
having
to
come
into
buildings.
I
But
it
also
plays
very
much
into
the
the
way
that
we're
working
very
differently
and
and
and
potentially
greater
levels
of
working
from
home
in
the
future
and
but
also
the
the
drive
of
of
providing
services
slightly
differently
with
digital
means,
taking,
I
suppose,
taking
priority
in
some
cases.
So
we
are
considering
all
of
that
through
the
estate
management
strategy
and,
as
I
say,
that
will
come
to
exit
board
by
the
end
of
the
year.
J
J
You
are
still
looking
at
about
a
kilogram
saving
per
employee
and
and
for
and
that's
sorry
per
day
and
in
the
summer
when
actually,
you
haven't
got
heating
on
you're,
looking
at
1.72
kilograms
of
co2
saving
per
employee.
J
So
the
general
message
is
that
the
sort
of
heating
of
home
versus
the
travel
emissions,
the
actual
heat,
the
travel
emissions,
would
have
been
worse
than
heating
your
home,
and
there
are
other
factors
that
come
into
that
because,
obviously,
especially
at
the
moment,
lots
of
people
have
not
got
one
person
at
home
and
you
might
have
a
partner
who's
also
at
home.
So
you're
sharing
that
carbon
between
the
two
of
you
and
saving
two
lots
of
commutes.
J
Some
of
that
has
there's
been
some
sort
of
changes
in
circumstances,
because
we
were
made
aware
quite
early
on
over
the
summer
that
there
would
be
a
public
sector
bid
that
became
available,
which
actually
came
out
about
a
week
ago.
So
there's
a
billion
pounds
of
funding
now
available
from
central
government
which
is
actually
being
provided
through
salex,
but
as
as
as
grant
not
interest
relay.
J
It's
very
much
focused
on
the
decarbonisation
of
heat
of
buildings,
not
just
council,
but
any
public
sector
buildings
and
then
there's
an
opportunity
to
bring
in
other
measures.
So
if
you
can
decarbonize
the
heat
which
we
are
doing
with
a
lot
of
our
buildings,
so
things
like
city
center
buildings
connecting
to
district
heating
and
where
we
look
at
ground
source
heat
pumps,
where
we've
got
electric
heat.
All
of
that
is
considered
as
decarbonization
of
heat.
We
can
bring
in
other
energy
efficiency
measures
through
that
grant
funding.
J
Using
that
grant
funding,
and
so
that
has
been
the
focus
rather
than
looking
for
alternative
sources,
and
I
think
at
the
end
of
that
period,
when
we
know
what
we've
got
left
to
do,
then
that
will
be
the
right
time
to
start
looking
to
see
what
else
we
need
to
invest
in
and
actually
what
are
the
other
routes
we've
got
available
to
us,
and
but
at
the
moment
the
focus
needs
to
be
on
on
kind
of
optimizing.
What
we
get
from
that
so
that
the
end
of
the
recommendations,
I
think.
D
D
I
mean
particularly
buildings
like
marion
center,
hopefully
because
it's
only
recently
been
refurbished
will
be
quite
energy
efficient,
but
hopefully
it
will
be.
It
will
take
up
the
spare
capacity
and
one
building
that
I've
thought
of
which
I
hasn't
got
mentioned
is
enterprise
house
is
that
is
that
something
that
we
rent
or
is
it
something
that
belongs
to
us.
I
Okay,
thanks
councillor
jenkins
I'll
I'll
I'll,
try
and
answer
that
on
both
of
those.
So
I
think
firstly,
we
we
haven't
reopened
all
buildings
that
were
closed
during
the
lockdown
period
and,
and
that
is
so
in
terms
of
our
office
estate.
I
We
have
so
clearly
there's
been
a
lot
of
work
undertaken
to
ensure
that
the
buildings
that
we
are
open
and
do
have
open
are
covered,
secure
and-
and
I
think
it's
probably
worth
saying
that
as
part
of
delivering
those
measures
we
we
find
that
your
capacity
is
between
20
and
30
percent
of
your
usual
capacity
for
those
buildings
when
taking
into
account
social
distancing
requirements
and-
and
that's
not
just
in
terms
of
the
death
space.
I
That's
in
terms
of
access
and
aggressive
from
the
buildings
etc,
and
but
also
in
terms
of
ensuring
that
we
have
the
the
the
right
cleaning
regimes
etc.
And
we
are
trying
to
make
best
use
of
the
the
builders
that
we've
got
with
that
by
having
greater
flexibility
around
the
desks
that
are
available
and
so
booking
a
bit
a
booking
system
being
in
place
and
to
ensure
that
effectively
and
those
who
need
to
be
in
the
office
for
whatever
reason.
I
That
might
be,
whether
that's
health
and
well-being,
specific
requirements,
health
requirements
or
dsc
requirements,
specific
pieces
of
work
that
they
can
be
there,
but
the
but
that's
delivered
in
a
safe
way
like
I
say
that,
isn't
meaning
that
we've
got
our
entire
estate
open.
I
There
are
some
some
buildings
and
enterprise
houses
is
one
you've
mentioned
there,
which,
which
remains
closed,
sent
george's
house
also
in
the
city
centre,
remains
closed
at
this
point
in
time
and
and-
and
that
is
for
a
number
of
reasons,
one
that
quite
simply,
that
hasn't
been
the
the
demand
for
the
space.
At
this
point,
because
you
know
clearly,
we
we
are
still
in
in
the
middle
of
a
pandemic
and
and
people
are
still
working
in
very,
very
different
ways.
I
We,
which
has
meant
we
haven't,
had
the
demand
for
for
all
of
that
space
to
come
back
in,
but
equally
it's
around
the
management
of
the
space
that
we've
got
and
and
obviously
in
terms
of
ensuring
that
we
have
those
covered,
secure
environments
and
and
the
the
the
cleaning
arrangements
in
place
for
those
open
buildings.
I
What
we
don't
want
to
do
is
put
put
too
much
pressure
on
that
by
having
a
wider
estate
open
in
terms
of
enterprise
house
itself,
it
it's
a
property
that
we
actually
lease
in
and
and
so
we
we.
We
are
having
some
discussions
with
the
landlord
at
the
moment
around
that
property,
but
but
it's
still
very
much
part
of
our
estate.
At
this
point
in
time,.
K
F
Thanks
chair
three
quick
questions,
and
hopefully
the
officers
can
shed
some
light
on
this
and
the
salix
funding.
Schools
are
sometimes
reluctant
to
engage
in
grants
even
when
it
seems
to
interest
because
of
the
impact
it's
on
has
on
their
budget.
Are
there
examples
that
officers
can
share
and
that
members
can
share
with
schools
where
salex
funding
has
been
used
to
good
effect,
and
we
can
encourage
them
to
really
consider
this
at
their
governing
body
level?
F
The
second
question
is
one
around
staff
travel
to
work,
and
particularly
thinking
about
some
of
our
heritage
sites.
So,
for
example,
in
my
world,
lobbiton
hall
is
quite
out
of
the
way
staff
would
have
to
drive
there.
There
isn't
any
public
transport
option.
F
What
conversations
are
happening
around
how
we
get
public
transport
for
staff
to
get
to
those
heritage
sites,
because
there
are
visitor
attractions,
they
make
money
for
the
council,
but
also
how
that
can
help
encourage
more
people
to
visit
heritage
sites
and
in
turn,
bringing
more
revenue
to
the
council
and
the
third
one
is
around
waste,
that's
produced
from
our
buildings.
F
J
I
can
do
the
the
first
one
around
the
salix
schools,
so
there's
a
slight
difference
with
this
salix
funding
versus
normal
salix
funding,
in
that
it's
not
repayable.
So
it's
the
grant.
So
I
don't
anticipate
so
many
challenges
from
schools.
I
think
schools
tend
to
worry
because
they
have
to
pay
back
the
money,
and
so
they
have
to
believe
that
savings
they
make
will
equate
to
the
amount
of
the
loan
they've
taken
out,
even
though
it's
interest-free.
J
However,
we
do
have
case
studies
that
I
can
share
with
you
and
the
board
in
terms
of
where
we've
used
said
it
so
normally
when
we
do
the
interest-free
loan,
we
tend
to
use
it
more
for
led
lighting
and-
and
that
has
quite
a
quick
payback.
So
we've
got
some
successful
case
studies
from
across
the
city
after
we've
done
the
work
that
we're
doing
now
with
schools.
J
So
we
are
working
with
schools
on
this
program
and
we're
targeting
schools
who
need
a
boiler
replacement
in
the
next
couple
of
years,
because
they're,
the
ones
where
we
can
look
to
decarbonize
the
heat
and
then
we
can
bring
in
other
measures
if
the
school
doesn't
need
a
boiler,
placement
they're
less
likely
to
get
the
funding.
So
we've
had
to
sort
of
prioritize
on
our
maintenance
schedule
in
terms
of
who
needs
boiler
replacements,
and
I
anticipating
it
will
be
an
easier
sell
because
it
is
like
free
money
for
schools
that
helps
their
revenue
position.
J
So
I
wouldn't
anticipate
the
issues
that
we
do
sometimes
have
with
salex
and
I
don't
know
the
answers
to
either
of
the
other
questions.
I
think
we'd
maybe
have
to
ask
transport
colleagues
about
the
sort
of
what
discussions
have
gone
on
around
bus
routes
to
loveton
and
things.
So
I'm
not
sure
whether
anyone
else
will
know
the
answer
to
that
question
and
I
don't
know
about
waste
either.
I'm
afraid.
G
If
I
can
help
chair
on
both
of
those
sorry,
no
that's
great.
Thank
you,
so
I
didn't
want
to
put
in
there
on
the
transport
ones.
I
mean,
I
think,
as
members
know,
public
transport
is
provided
solely
by
private
operators
in
in
leeds
at
the
moment
and
the
relatively
position
we're
in
and
we
would
all
want
better
public
transport
in
our
awards.
G
But
the
reality
of
the
position
we're
in
is
I
understand,
is
that
you
know
the
amount
of
money
that's
going
into
the
bus
companies
and
the
train
companies
just
to
keep
trains,
trains
and
buses
on
the
road
at
the
moment.
So
I
think,
looking
at
developing
networks
is
something
that's
isn't
going
to
happen
until
we
are
through
covert
and
we
see
where
public
transport
see
where
operators
operators
are
on
waste.
We
and
we
did
bring
in-house.
G
So
the
council's
trade
waste
collections
was
provided
by
a
private
contractor.
We
did
bring
that
service
in
house
last
year
and
power
to
bring
it
in
house.
Is
we
don't
necessarily
collect
on
a
pattern
we
collect
when
bins
are
full,
so
civic
enterprise
took
that
on
and
part
of
the
saving
and
bringing
it
in
is
because
you're
out
of
a
contract
and
he's
providing
it
through
the
resources
of
ceo,
his
bins
will
be
emptied
when
they
needed
to
be
emptied
rather
than
it
being
every
tuesday,
or
something
like
that.
G
I
think
that's
a
question
you're
asking
council
roberts
and,
if
not
let
me
know
we
can
get
some
more
information,
but
certainly
we
did
make
that
change
to
our
own
trade.
Waste
collection.
F
It
was
chair,
it
was
exactly
the
sort
of
thing
I
was
asking
yeah
I
think,
if
a
week-
and
it
would
be
interesting
to
speak
to
civic
enterprise
leads
and
find
out
if
they
have
seen
a
drop
off.
If
that's
been
a
statement
saving
if
they
can
redeploy
staff
elsewhere.
And
similarly,
you
know
if
the
water
bill
is
reducing
in
some
of
our
leagues
as
well.
On
the
back
of
this.
B
Excellent,
yes,
and
we
can
consider
asking
asking
that
and
like
you
said
getting
in
touch
with
the
civic
enterprise
services
and
and
asking
them
for
specifics
ahead
of
the
next
meeting
really,
but
thank
you
so
much
so
I'm
moving
on
to
council
carlo,
please.
A
Thanks
jay
yeah,
I
was
just
going
to
touch
on
some
of
the
bits
on
recommendation,
for
I
think
that's
some
good
work
there
in
regard
to
looking
at
how
working
from
home
affects
things.
I
think
note
in
your
earlier
comments
chair,
I
think
maybe
the
yorkshire
waiting
hasn't
been
put
on,
because
I
certainly
never
put
my
thermostat
on
21
degrees
c,
but
that's
a
that's
a
different
matter.
So
it's
great
that
we've
looked
at
the
the
worst
case
scenario
for
somebody
that's
some
way
out
of
the
city
center.
A
The
reasons
why
I
might
want
to
go
in
just
to
have
some
of
that
more
reliable
infrastructure
around,
such
as
the
network
connections
and
such
and
to
be
able
to
access
council
infrastructure,
council
files,
etc.
Obviously,
there's
a
benefit
seen
there.
As
people
aren't
traveling
there
is,
there
could
be
a
chance
that
the
energy
at
their
home
is
is
using
more
carbon,
but
people
could
work
as
it
notes,
local
coffee,
shop
or
local
library,
etc.
A
Obviously,
there's
community
hubs
coming
up
around
various
areas
and
our
new
one
in
fosley
is
much
welcomed,
although,
unfortunately
we
can't
use
it
much
at
the
moment
due
to
the
pandemic.
But
I
wondered
what
thought
was
going
into
as
we
see
the
changes
to
the
workplace
that
are
happening.
B
Thank
you
who
would
like
to
answer
those
queries.
I
Yeah
yeah,
so
so
yeah.
I
think,
there's
a
lot
of
models
that
we
can
look
at
in
terms
of
how
how
people
work
and
where
the
work,
film,
etc,
and-
and
I
think,
and
one
of
the
key
things
is
around
the
the
flexibility
of
the
estate
that
we
have
and
and
in
particular,
where
I
suppose,
people
who
do
live
outside
the
city
center.
How
how
they
may
be
able
to
access
a
range
of
different
buildings
which
are
probably
a
bit
closer
to
home
and
how
they
can.
I
Then
you
know
you
use
them
for
a
range
of
purposes,
whether
that's
touchdown
and
working
at
a
desk,
whether
it's
around
having
more
collaboration
or
meeting
space
there.
So
so
that
actually
we
can
reduce
the
amount
of
travel
that
people
do
even
when
they
do
need
to
go
into
an
office
environment.
And
I
think
equally,
looking
at
how
and
in
the
past
we've
had
specific
services
in
specific
locality.
I
Buildings
around
the
city
and
and
one
of
the
things
that
we're
looking
at
is
how
you
know
again
how
that
can
be
more
flexibly
deployed,
so
so
that
actually
and
people
who
are
maybe
having
to
travel
around
the
city
to
either
meet
with
families
or
or
with
other
colleagues
in
different
parts
of
the
city
that
actually,
that
that
can
the
the
flexibility
that
they've
got
and
can
can
allow
them
to
reduce
that
travel
demand
as
they
go
about
the
daily
business.
I
So
I
think
that
accompanied
by
obviously
or
you
know,
been
able
to
work
from
home
and
and
people
being
able
to
to
take
that
on,
will
hopefully
help
in
terms
of
the
way
in
which
people,
certainly
employees.
At
least
little
city
council
can
look
at
reducing
their
carbon
footprints
and
obviously
time
and
effectiveness
as
well.
B
Yeah,
I
think,
neil
you
want
to
come
in
there
as
well.
H
Yes,
I
think
one
mark
said
something
about
what
we
can
do
around
helping
people
access
things
locally
and
that
that's
true,
I
think,
however,
it's
quite
worth
sort
of
pondering
on
what
feedback
we've
got
from
staff
over
the
summer
we
did
a
survey
of
the
8
000
staff
who
are
actually
working
from
home,
and,
it's
probably
fair
to
say
about
10
to
15,
are
really
struggling.
You
know
actually
that's
their
it's
their
personal
circumstances.
It
might
be
that
they're
in
multiple
occupation.
H
You
know
there
are
all
sorts
of
reasons
why
they
it
isn't
working
for
them,
but
actually
80
odd
percent
are
saying
actually,
even
if
this
all
goes
away,
they
would
actually
prefer
to
work
at
home
more
than
half
the
time
in
the
in
the
future.
So
that
and
and
the
reason
why
they
would
come
in
to
work-
is
not
partic
not
particularly
to
access
files
and
and
and
and
do
work.
H
You
know
which
they
can
do
at
home,
but
actually
to
see
people
and
to
actually
collaborate
and
actually
not
to
be
isolated
sort
of
socially.
H
So
I
think,
if
you
take
those
sort
of
things
together
in
a
way,
it
does
have
very
significant
long-term
effects
for
us
in
terms
of
actually,
you
know
reducing
the
scale
of
what
we
what
we
have,
because
we
will
get
people
in
a
long-term
pattern
working
from
home,
but
it's
also
actually
rethinking
a
bit.
H
Actually
what
offices
are
going
to
look
like,
and
over
the
last
number
of
years
we've
we've
tended
to
go
for
quite
and
you'll
have
seen
it
in
civic
hall
kind
of
dense
kind
of
office
spaces
with
kind
of
series
ranks
if
you
like
of
desks
where
people
are
working,
but
actually
what
we
may
need
in
future
is
more
open
collaborative
spaces
where
people
can
meet
and
actually
in
some
sense
collaborate
socialize
and
actually
are
doing
much
of
that
day-to-day
work
that
they
would
have
done
at
their
desk
at
home.
H
B
Thank
you.
I
mean
it's
really
really
valuable
having
that
survey
and-
and
I
know
that
I
appreciate
working
from
home
in
terms
of
work-
life
balance,
it's
so
much
easier
working
from
home,
but
there
is
that
creativity
that
kind
of
socialization
that
you
only
get
from
being
with
other
people
and
having
those
conversations.
B
So
if
we
can
work
really
flexibly,
I
think
that
would
be.
That
would
be
really
really
useful.
I've
got
on
my
list
now
councillor,
mckenna,
councillor,
almas
and
councillor
chapman.
Now,
councillor
siri,
you
were
there,
but
your
hand's
not
up
anymore.
Has
your
question
been
answered.
B
Right,
lovely,
okay,
right
so
we'll
go
to
council
mckenna
first
and
then
to
council
theory.
B
B
I
think
there
might
be
a
an
issue
so
I'll
come
back
to
you
and
counselor
mckenna,
councillor
siri.
If
you
want
to
give
your
question
now,
please.
G
Yeah
good
morning,
thank
you
obviously
we're
aware
of
we
need
to
dispose
of
some
of
these
buildings,
and
we've
spoke
before
about
20
town
hall.
Well,
what's
your
commitment
to
what
council
is
then,
because
we've
spoke
for
some
time
for
over
about
18
months
now
regarding
this
building
and
it's
still
an
enter
and
communication
is,
is
only
one
way.
G
I
So
I'll
I'll
tell
you
that
one
and
council
series
thank
you
and
yeah,
so
we
and
we've
we've
met
a
number
of
times
and
and
had
discussions
about
the
building.
I
think
you
know
what
one
of
one
of
the
things
that
we
did
commit
to.
I
I
suppose
this
drifts
over
to
the
the
the
the
next
report
some
degree
but
was
working
with
yourselves
to
to
look
at
what
the,
how,
how
that
building
could
be
brought
forward
and
accepting
the
there's,
obviously
some
sensitive
areas
of
that
building,
and
certainly
I
think
local
people
wanted
to
retain
access
to
some,
some
of
the
the
historic
council
chambers,
etc.
I
So
yeah,
I
think
in
general
terms,
without
without
going
into
the
detail,
we
want
to
be
able
to
work
with
members
to
to
find
appropriate
solutions
for
and
these
more
sensitive
properties.
Now
you
know
acknowledging
that
disposal
might
not
be
the
the
most
appropriate
way
in
some
cases
it
may
be
in
other
cases
where
we
can
bring
investment.
The
investment
that's
off
very
often
required.
I
So
I
think
we
we
there's
certainly
commitment
from
from
me
and
and
more
widely
within
city
development,
to
continue
consultation,
engagement
with
ward
members
fight
to
try
and
find
a
solution
that
works,
and
I
think
you
know
in
some
cases
you
you
raise
the
the
facts
again
there
that
our
estate
is
quite
large.
Clearly
we,
you
know
it's
looking
at
which
building's
the
most
appropriate
for
the
variety
of
uses
that
we
want
to
have
in
the
future,
and
I
think,
drawing
on
neil's
point.
I
We,
which
you
know,
really
underpin
the
work
that
we're
doing
in
terms
of
what
what
it
is
that
we
require
what
what
the
staff
require.
What
and-
and
I
think
you
know
in
terms
of
the
office
sector-
more
generally-
there's
quite
a
shift
in
in
terms
of
what
that
might
look
like,
not
just
for
the
council
but
for
other
organizations.
I
So
I
you
know
that
that's
really
playing
into
what
what
what
the
estate
will
look
like,
but
the
there's
a
number
of
things
that
are
also
key
considerations
for
us
in
terms
of
backlog,
maintenance,
the
the
running
costs
of
buildings.
I
I
As
is
you
know
the
the
local
sensitivity
of
buildings
as
well
and-
and
I
think
you
know
clearly
in
terms
of
town
hall-
we
we
we
will
be
and
are
reviewing
all
of
that
and-
and
I
think
we
we
can
probably
take
that
conversation
offline
again
and
and
bring
you
up
to
speed
with
where
we
are.
But
certainly
no
decisions
have
been
made
about
that
strategy.
At
this
point
in
time,.
G
Well,
thank
you.
It
just
feels
that
you
know
we
had
this
conversation
18
months
ago
to
try
and
beat
the
curve.
You
know
the
building
was
locked
down
last
november,
so
for
a
year
it's
been
empty.
You
know,
and
communication
has
been
very
poor.
You
know
we
could.
We
could
be
looking
externally,
but
you
know
you've
not
given
that
data,
and
it's
just
you
know,
there'll
be
other
buildings
across
the
city
as
well,
where
it
could
be
empty
and
we
we
could
be
helping
you.
B
Thank
you,
the
communication
will
the
toward
members
will
be,
you
know,
resumed
and
hopefully
them
forward
as
quickly
as
possible.
Please.
I
Yeah
that
that's
not
a
problem
at
all,
we,
in
fact
we
were
planning
to
do
that
and
clearly,
we've
got
a
large
estate
that
we're
working
through
at
the
moment,
and-
and
this
is
one
of
the
key
properties
that
is
under
consideration,
so
absolute
commitment
to
to
pick
that
up,
but
also
just
to
confirm
that
there's
been
no
decisions
made
around
that
property.
So
we're
certainly
not
hiding
anything
it
it
it's
more
around
the
the
capacity.
But
clearly
it
is
a
key
building
that
we
need
to
move
forward
with
quickly.
E
Can
you
hear
me
chair?
Yes,
oh
wonderful,
wonderful!
Actually,
that
leads
nicely
into
one
of
my
questions
to
that
was
mentioned
regarding
working
from
home.
It's
obviously
not
ideal
for
some
people,
but
sometimes
it's
simply
our
our
wi-fi.
Is
it
not
we've
all
experienced
it
that
we
never
intended
a
whole
meetings
like
this
for
so
long,
and
perhaps
some
of
us
haven't
got
the
wi-fi
capacity
that
we
require.
E
I
did
read
a
national
report
and
they
did
say
that
something
like
38
of
people
working
from
home.
It
was
mainly
in
the
london
area.
I
experience
problems
with
the
wi-fi
which
makes
it
difficult
to
to
achieve
that.
E
So
I
think
my
experience
there
of
not
having
sound
nicely
nicely
evaluates
that
has
any
thought
gone
into.
I
have
a
number
of
questions
by
the
way
about
three
has
any
thought
gone
into
how
we
could
improve
wi-fi
connectivity
for
employees
who's
essential
to
work
from
home
to
polly?
E
Thankfully,
it
looks
good
regarding
our
carbon
savings,
and
I
know
your
study
seems
to
be
just
centered
on
lead
city
council
employees,
but
that
will
be
a
general
thing
for
other
people
who
are
working
from
home
in
the
city
and
do
we
have
that
evaluation
of
of
that?
Because
it's
such
a
it
would
there
would
be
many
many
more.
I
guess
in
the
private
sector,
actually
making
the
same
type
of
savings
very
welcome.
E
It
is,
and
obviously
we
don't
particularly
want
covert
to
continue
to
to
achieve
these
numbers,
but
it's
a
useful
spin-off
and
to
mark
mark
it
was
mentioned
by
yourself
and
neil
regarding
asset
sales,
and
my
worry
is
that
when
we
put
a
lot
of
assets
on
the
market
that
it
drives
the
price
down,
like
you
know,
people
refer
to
it
as
a
fire
sale.
Are
you
confident
that
we
can
get
value
for
our
assets
that
we're
going
to
sell
given
the
stadium
economy?
And
I
I
think
yeah,
that's
my
questions.
I
Would
would
you
like
me
to
try
and
take
one
and
three
there
so
in
terms
of
improving
wi-fi?
I
I
I
think
that
that's
probably
something
more
specifically
for
to
be
considered
with
dis
colleagues,
but
I
think
a
lot
of
a
lot
of
work
has
gone
on
in
into
reducing
the
bandwidth
required
from
some
of
the
council
systems,
which
has
improved
some
of
the
you
know,
people
having
the
capacity
on
their
home,
wi-fi
and
and
there's
a
wider
work
taking
place
in
terms
of
full
fiber
roll
out
to
the
council's
buildings,
which
will
have
wider
benefits
to
residents
across
the
city
as
well
as
as
as
more
and
more
infrastructure
can
be
connected
into
in
into
those
new
connections.
I
I
think
it's
possible
for
us
to
to
take
that
away,
though,
and
and
and
potentially
get
a
broader
response
on
it,
because
that,
certainly
I'm
not
I'm
able
to
speak
any
in
any
more
detail
on
that
one
in
terms
of
asset
sales,
you're
right,
councilman,
kenny,
we
we
are
going
through
a
process
of
of
really
looking
at
how
we
can
reduce
the
size
of
the
estate
and
and
with
that,
bring
forward.
I
The
number
of
properties
for
disposal-
I
think,
we've
got
a
very
as
I've
said-
we've
got
a
very
varied
nature
of
estates
and
buildings,
and
I
think
that
that
with
it
brings
the
the
benefit
that
when
we
do
put
properties
on
the
market,
they
they
are
often
in
different
localities.
The
different
types
of
properties
in
terms
of
both
size
and
form
and
appealing
to
them
a
wide
range
of
different
uses
as
well,
whether
that
be
for
office,
conversions,
residential
redevelopment
opportunities,
etc.
I
So
I
I
think
clearly
the
there's
some
uncertainty
in
in
the
market
at
this
point
in
time,
however,
with
the
the
the
still
strong
demand
coming
through
for
for
certain
types
of
properties,
particularly
smaller
properties
and-
and
I
suppose
that's
some
of
our
focus
at
this
point-
we
we
don't
have
that
many
larger
buildings
anymore,
that
that
we
can
can
disposal.
I
They'll
come
come
out
of
where
we
do
they're,
often
residential
redevelopment
opportunities,
and
I
think
again
we
are
seeing
that
in
in
particular,
residential
developers
are
still
keen
to
to
explore
and
pursue
those
those
opportunities.
I
And-
and
so
you
know,
we,
we-
we
are
looking
at
very
much
a
phased
approach
that
so
so
that
we
don't
put
everything
in
into
auctions
or
onto
the
in
december,
say
that
that
actually
we
we
we
do
phase
it
with
some
over
the
the
coming
or
final
months
of
this
at
this
calendar
year,
some
more
coming
forward
in
the
the
first
three
months
of
next
year
and
then
beyond,
as
we
start
to
to
release
more
properties
as
well.
J
Yeah
sure
so
the
work
we've
done
on
housing,
I
think,
is
probably
applicable
to
anyone
because
it
takes,
I
think,
about
food.
We've
got
about
fifty
percent
of
the
city's
housing
on
on
our
record,
so
it's
a
fairly
good
representation
for
any
business
and
the
bit
that
a
business
would
then
have
to
water
would
be
the
section
related
to
their
travel
plan,
and
you
know,
understanding
how
employees
travel
and
how
far
away
they
live
and
those
sort
of
averages.
J
And,
however,
we
have
agreed
to
share
what
the
work
that
we've
done
through
the
climate
commission,
and
so
the
climate
commission
has
sort
of
a
third
public
sector,
private
sector
and
third
sector
on,
and
there
were
a
lot
of
members
there
who
were
interested
in
the
kind
of
modeling
work
that
we've
done.
So
we've
agreed
to
share
that
and
we
can
work
with
others
to
help
develop
that
so
yeah.
There
is
some
sort
of
city-wide
interest
in
it.
B
Right
because
I
remember
raising
that
and
and
that
piece
of
work
for
recommendation
far
is
is
fantastic,
so
the
fact
that
it's
been
shared
with
third
sector
hoping
this
is
great
council
mckenna.
Are
you.
E
Yeah,
just
just
a
small
question:
excellent
answer:
polly.
Thank
you
very
much
and
mark
as
well
regarding
wi-fi
regarding
the
asset
sales.
Do
these
buildings
that
we
will
be
putting
forward
for
sale?
Do
they
have
a
book
value?
Have
we
evaluated
what
they
may
well
be
worth
on
the
local
market?
E
It
may
well
be
something
we
need
to
guide
us
to
see
that
we're
getting
value
for
money.
E
I
don't
know
if
we've
done
that,
but
clearly
it's
up
to
councillors
and
officers
to
try
to
ensure
that
we
are
getting
value
for
money
and
even
if
we
have
to,
as
you
say,
sell
it
drip
feed
them
onto
the
market.
I'd
hate
that
our
assets
that
you
know
go
for
much
less
than
they're,
actually
their
actual
value
just
because
of
market
conditions.
I
So
so,
yes,
the
the
there
is
always
a
a
view
taken
around
the
the
likely
value
of
a
property
and
that
informs
how
we
might
look
to
dispose
of
that
property
as
well.
I
So,
for
example,
if
it
was
going
to
auction
which
auction
that
would
be
targeted
to
taking
into
account
what
its
potential
future
use
equally,
if
we
do
sale
and
progress
sales
by
tender,
then
again
how
it
forms
our
marketing
approach
as
to
to
you
know
what
what
sort
of
value
we
think
might
be
might
be
achievable,
probably
worth
saying
when
we
do
send
things
to
auction,
we
do
put
a
reserve
on
them
so
that
we
we
ensure
that
we
at
least
get
a
good
consideration
for
those
properties.
I
Clearly,
it's
very
much
dependent
on
the
day
and-
and
I
think
you
know
similarly,
when
we,
when
we
sell
by
tender,
it
depends
on
the
bidders
in
the
market
at
that
point
in
time.
But
I
think
we,
you
know
we
we
certainly
do
have
a
consideration
for
for
what
we
think
is
good
value
and
or
of
a
good
market
point
to
be
at
when
we
are
disposing
and-
and
you
know
clearly,
if,
if,
if
offers
came
in
well
below
expectation,
then
we
would
need
to
consider
our
options.
I
But
you
know
that
that's
a
a
situation
that
that
we
would
you
know
if
we
got
to
we.
We
would
do
that,
but
hopefully,
as
things
stand
at
the
moment,
there
is
still
some
good
interest
out
there.
A
Thank
you
chair.
I
think
part
of
my
question
around
recommendation.
Four
was
was
partly
asked
by
councillor
khalil
and
then
counselor
mckenna.
So
I
think
big
chunk
has
been
answered,
which
is
great.
It
was
good
to
see
read
into
the
the
work
that's
been
done,
especially
with
regards
to
recommendation,
for
I
mean,
obviously,
as
we
can
appreciate,
every
cloud
is
a
silver
lining,
and,
and
this
this
you
know,
pandemic,
has
basically
worked
as
a
as
a
as
a
catalyst
to
speed
up
our.
A
You
know,
work
with
regards
to
the
climate
change
and
bring
forward
the
carbon
footprint,
reducing
agenda
and
whatever
you
and
also
digitalization,
but
obviously
you
know
it's
so
difficult
to
to
have
a
a
forecast
around
what
the
new
normal
is
going
to
look
like
as
well
work
wise
and
you
know
for
our
for
our
workforce
and
and
people
who
work
in
the
offices
in
particular.
A
A
What
sort
of
you
know
provisions
have
regard
in
terms
of
mitigating
an
impact
you
know
in
terms
of
people's
heatings
and
whatever
I
mean,
we've
seen
some
of
the
some
of
the
figures
and
whatever
you,
but
still
you
know,
and
during
the
winter
period
and
how
long
you
know
this
pandemic
is
going
to
last,
and
you
know
what
the
new
normal
is
going
to
look
like.
A
What
sort
of
what
sort
of
provisions
have
we
got
if
any
in
our
budget
as
well,
and
what
sort
of
impact
it
might
have
you
know
on
our
workforce
and
also
to
our
workplace
as
well,
in
particular
around
the
council
buildings.
Thank
you.
H
Yeah,
it's
it's,
it
is.
It
is
quite
difficult
territory
because
we,
I
suppose,
historically
we've
always
worked
on
the
basis
of
people
working
from
home
as
a
choice
and
then
clearly
through
the
pandemic.
It
it
hasn't,
been
a
choice.
It's
been
a
government-enforced
kind
of
position
yeah.
I
I
think
you
know,
as
we
go
into
a
sort
of
new
period
where
we
might
be
looking
at
you're,
depending
on
certain
ratios
of
people
working
from
home
yeah.
H
As
as
casa
hayden
mentioned,
there
will
be
other
savings
which
people
have
many
people
are.
You
know
coming
from
outside
the
district,
with
very
high
travel
costs,
which
would
more
than
which
would
more
than
compensate
there
will
be
people
who
you
know
who
have
got
a
strong
preference
to
do
it.
H
I
think
that
the
the
obviously
the
difficult
issue
will
come
where
we
are,
if,
if
we
end
up
requiring
people
to
work
from
home,
who
you
know,
don't
particularly
want
to
work
from
home
and
therefore
we
would
be
in
position
or
or
rather
we'll
only
work
from
home
if
we
compensate
them,
we're
not
in
that
position
yet,
but
it's
going
to
be
a
bit
of
we'll
have
to
do
some
work
on
that
through
hr
about
what
our
options
are
there.
B
I'll
bring
in
councillor
chapman
and
then
I
see
councillor
jenkins,
has
put
his
hand
up,
I'm
just
mindful
of
time
so
that
I'll
take
those
to
the
la
the
last
two
and
thank
you
for
waiting
councillor
chapman,
okay,.
C
I
mean
we've
been
ongoing,
as
matt
will
know
for
years
now,
trying
to
get
that
into
some
sort
of
community
ownership,
and
it
just
doesn't
move
anywhere,
and
I
think
the
impact
of
curvid
is
now
suggesting
that
the
plans
we've
had
for
the
council
offices
may
well
be
the
way
we
need
to
go
forward,
and
perhaps
we
need
to
look
at
a
different
model,
maybe
more
community
partnership
and
community
ownership,
because
that
is
what's
causing.
C
The
problem
is
the
funding
to
some
extent
and
secondly,
I
just
wondered:
if
we
have
any
sort
of
analysis
by
ward
of
west
council
employees
that
may
want
to
work
at
home.
You
know
the
80
to
20
split
are
located
to
give
us
an
idea
of
volumes
that
we
might
see
in
local
community
hubs
or
buildings.
I
Yeah,
thank
you,
and
so
so
yeah
I
mean
again
without
getting
into
the
detail
on
rothball
council
offices
as
as
you
you
say,
council
chapman,
that
this
has
been
something
that's
been
discussed
for
for
for
some
time
and
and
I
suppose
we
managed
to
get
a
business
case
from
the
the
local
group
just
before
lockdown,
and
I
think
what
what
the
the
this
period
has
then
led
to
is
some
uncertainty
around
that
business
case
and
certainly,
potentially,
you
know,
changes
to
to
how
that
that
might
be
delivered.
I
I
I
think
you
know
ultimately
and
it's
it's
a
building-
that
we
need
to
certainly
find
a
solution
for
and
and
and
that's
something
that
I
I
think
you
know
in
as
you've
said
in
the
business
case.
The
word
probably
some
elements
that
that
may
have
some
longer
term
requirements
in
terms
of
people
working
more
in
local
offices
and
to
a
greater
degree
and
whether
it's
that
building
or
whether
it's
other
buildings.
I
I
think
that
that's
something
that
still
needs
to
be
determined
and
I
think
in
terms
of
the
and
that
really
links
to
the
second
question
that
you
raised
about.
Where
am
a
staff
located
or
where
did
staff
need
to
be
located?
I
I
think
it's
fair
to
say
that
you
know
there's
around
4
000
staff
that
work
are
historically
being
based
outside
of
the
city
center
and
only
about
50
of
those
people
actually
need
to
be
in
specific
localities
for
the
work
that
they
do
and
again
I
think
the
the
period
that
we've
been
through
and
we
will
probably
change
that
to
some
degree
as
different
delivery
models
have
have
been
worked
and
worked
up
and
and
and
implemented.
I
So
I
I
think
you
know
the
the
the
key
thing
is
that
where
we
do
have
staff
that
have
a
locality
focus
that
we
have
the
right
buildings
and
and
write
a
type
of
accommodation
to
support
those
services
and
and
that's
drawing
on
all
the
things
that
we've
spoken
about
and
neil
raised
in
terms
of
that
collaboration,
space,
etc,
but
that
we
have
more
general
flexibility
for
for
people
to
to
access
buildings
across
the
city
to
support
their
work.
I
And-
and
I
think
you
know-
that's
that's
ultimately-
something
that
we're
we're
trying
to
gather
at
this
point
in
time
that
that
broader
understanding
of
where
the
the
changes
that
we're
going
to
be
seeing
in
terms
of
service
delivery,
but
in
in
some
ways
it's
about
leading
that
with
with
having
the
right
buildings
in
the
right
locations
and
and
having
that
broad
spread
in
in
the
various
wedges
of
the
city.
And
so
the
the
those
buildings
can
provide
the
the
functions
and
facilitate
that
service
delivery
is
appropriate.
B
Thank
you,
and
hopefully
that
can
be
moved
fairly
quickly
as
well.
Are
you
okay,
council
chapman?
There
yeah?
I
was
just
going
to.
C
Say
exactly
the
same
thing
jerry's?
Is
you
know
if
we,
if
we
could
move
some
of
this
on
a
little
bit
more
quickly?
Yes,
we
spend
a
lot
of
time,
considering
things
and
and
not
actually
making
decisions
about
what
we're
gonna
do.
Sometimes
you've
just
got
to
take
the
plunge
and
do
it
and
that
you
know
we
seem
to
be
a
bit
reluctant
to
do
that.
Sometimes.
D
Thank
you
chair.
My
request
really
is
to
see
whether
we
could
encourage
people
to
switch
energy
providers.
Sadly,
during
the
winter,
and
maybe
all
council
staff
should
have
the
opportunity
to
to
think
about
switching.
Obviously,
the
demise
of
white
rose
energy
and
robin
hood
energy
has
impacted
upon
many
residents
and
probably
staff
as
well
within
the
council,
and
being
foisted
upon
being
given
no
option
and
sent
initially
and
being
sent
to
british
gas,
and
when
I
worked
out
that
probably
I
would
save
150
pounds
if
I
switched
to
a
different
provider.
D
I
think
that's
worth
thinking
about
for
for
everybody.
So
the
whole
idea
was
to
try
and
challenge
the
the
big
six.
So
if
people
are
gonna
be
forced
to
work
from
home,
we
should
try
and
email
everybody
to
say
look.
This
is
the
way
to
switch
and
use
the
green
doctor
facility
as
well
to
if
people
need
advice
and
help
and
that's
the
suggestion.
B
Thank
you.
I
don't
know
if
anyone
wants
to
comment,
I
would
just
take
that
as
a
suggestion,
because
we
are
going
to
look
at
this,
we
plan
to
look
at
the
these
kind
of
issues
in
a
lot
more
detail
in
our
ways
of
working
and
staff,
behaviors
well-being
and,
ultimately,
our
state
management,
our
november
meeting.
So
that's
maybe
something
that
we
could
look
to
include
in
the
discussion
at
our
november
meeting.
B
Thank
you
very
much.
That
was
a
really
full
discussion
and
some
excellent
questions
from
board
members.
So
I
really
appreciate
that
and
we'll
move
on
to
item
nine
recommendation
of
track
and
report
focusing
on
our
2018-19
inquiry
into
void
properties
in
council
ownership.
So
it
feels
like
a
very
long
time
ago
now
because
the
world's
changed-
and
it
was
meant
to
come
to
the
march
meeting
but
was
unfortunately
cancelled
as
as
one
might
expect,
some
of
the
planned
actions
have
been
slowed.
B
I
Thanks
council
hayden
yeah,
so
as
as
you've
just
outlined,
we
originally
came
back
in
2018
19
to
scrutiny
and
had
a
full
discussion
around
this
and
and
that
has
effectively
shaped
the
way
in
which
we
have
been
working.
As
we've
been
coming
out
of
properties
over
the
course
of
the
last
two
years,
and
we've
really
refined
the
process
that
we
we've
been
going
through.
I
I
suppose,
just
in
summary,
there
were,
there
were
three
recommendations
that
came
out
of
scrutiny
and
back
at
that
time,
one
was
around
speedily
identifying
and
re-use
opportunities
for
for
london
buildings
and
the
second
was
about
upfront
work
to
help
us
to
get
a
better
understanding
of
the
the
sites,
the
issues
the
buildings
and
and
then
also
been
allowing
developers
or
investors
to
be
able
to
put
more
detailed
and
full
proposals
to
us.
I
If
we
were
disposing
of
those
properties
and
then
the
third
was
around
world
member
engagement,
so
taking
each
one
individually
in
terms
of
recommendation,
one
which
was
about
identifying
appropriate
time
frame
to
identify,
reuse
of
avoid
property
and
land
and
and
and
recognizing
the
work
of
all
the
services.
I
So
so
that's
something
that
again,
we
reported
back
in
terms
of
our
progress
on
that
back
in
july,
2019
and-
and
I
suppose,
all
of
the
things
that
we
we
said
then
are
still
very
much
true,
and
I
think
this
has
been
become
much
more
in
focus
at
this
point
in
time.
Given
the
discussion
we've
just
had
about
coming
out
of
properties
and
ensuring
that
we
have
an
appropriate
and
efficient
way
of
moving
forward
and
in
in
order
to
do
that.
I
One
of
the
key
points
that
we
we
raised
was
around
understanding
the
the
the
needs
of
service
delivery,
and,
and
with
that
in
mind,
we
have
got
a
really
established
way
of
of
understanding
that,
through
the
directorate
asset
management
plans
and
which
each
directorate
now
brings
together
to
to
inform
future
estate
planning.
But
it's
also
the
the
process
that
we've
been
through
recently
in
terms
of
service
reviews,
we've
been
and
very
much
embedded
within
strategic
asset
management.
I
We've
been
embedded
with
the
directors
looking
at
those
and
proposals
so
that
we're
certainly
very
sighted
on
the
estate
implications
of
of
those
proposals
that
that
may
be
coming
forward.
Whether
that's
in
terms
of
service
changes
or
or
buildings
that
services
are
saying
that
they
may,
they
may
no
longer
need
to
to
operate
from.
I
think
in
terms
of
identifying
the
future
use
as
well.
We've
we've
really
established
and
embedded
the
strategic
development
group
process.
I
So
that's
a
a
group
of
fairly
senior
officers
across
highways
planning,
asset
management
and
but
also
linking
in
with
the
other
directorates,
where
we
and
review
properties
that
that
may
be
coming
vacant
and
and
really
considering
how
they
can
be
redeveloped
or
reused
a
very
early
stage
and
getting
that
buy-in
and
identifying
what
the
issues
are
that
we
may
need
to
address
or
be
have
have
in
the
back
of
our
mind
as
we're
bringing
those
properties
forward.
I
So
there's
a
lot
of
work
there
and
where
we
are
able
to
to
to
try
and
at
least
accelerate
some
of
that
early
and
feasibility
work
and-
and
that
really
comes
back
to
the
conversation
we've
just
been
having
about
then
informing,
where
we
are
disposing
of
properties,
informing
the
disposal
approach
and
whether
it's
going
to
auction,
whether
it's
sale
by
tender
and
and
then
also
the
the
level
of
information
that
we
will
need
to
support
those
disposals.
I
It's
probably
one
of
the
key
things
that
we're
really
working
on
at
this
point
is
and
reducing
as
much
as
we
possibly
can
that
that
gap,
or
that
period
between
coming
out
of
a
property
and
and
getting
it
on
the
market
and
and
releasing
it
and
and
disposing
of
it,
completing
the
disposal
and
and
we're
really
bringing
that
bringing
that
together
to
a
greater
degree
and
given
the
pressures
that
we've
now
got
so
that
we
are
looking
at
that
delivering
vacant
possession
in
parallel
to
the
marketing
and
disposal
approach.
I
Clearly,
we've
got
to
ensure
we
have
vacant
possession
at
the
point
of
completion,
but
being
able
to
do
that
in
a
more
seamless
way
and
and
then
be
able
to
to
to
get
those
properties
disposed
more
quickly
than
we
might
have
done
in
the
past,
and
we
are
looking
at
using
auctions
to
a
greater
degree,
which
means
that
we
are
we.
We
have
more
certainty
around
the
time
scales
for
disposals
we're.
I
Not
an
auction
disposal
is
unconditional
effectively
and
and
completion
is
28
days
or
within
28
days
of
the
auction
date.
So
it
gives
us
a
lot
more
certainty
around
the
disposal
timetable
and
but
what
it
also
does
is
means
that
any
buyers-
and
it's
particularly
suitable
for
smaller
properties,
but
it
means
that
any
buyers
are
then
having
to
take
on
the
planning,
risk,
etc,
themselves
and
and
the
sale
doesn't
become
bound
by
having
to
work
up
detailed
proposals
and
go
through
planning,
etc.
I
So
that
gives
us
more
certainty
in
terms
of
the
time
scales
that
we're
working
to.
I
think
the
there's
some
good
examples
where
that
has
worked
armed,
grange
being
one
in
particular,
where
literally
within
a
couple
of
months
of
coming
out
of
that
building
and
we've
disposed
of
it.
So
it
demonstrates
that
that
process
can
work
and
does
work,
and
I
think
that's
given
us
some
good
foundations.
I
Moving
forward
in
terms
of
recommendation
too
and
the
the
the
upfront
work
that
we
undertake
and
we've
talked
about
this
in
some
detail
previously
in
terms
of
the
surveys
that
we
might
undertake
and
to
support
that
marketing
and-
and
I
think,
as
I've
just
described
in
terms
of
that
strategic
development
group
process-
that
that
really
does
inform
the
the
the
types
of
information
and
surveys
that
we
might
do
before
disposing
of
properties.
I
And
I
think
again
in
the
report-
there's
some
good
examples
and
red
hall
lisbon
street,
which
is
the
international
pool
site
and
where
we
we've
done
a
lot
of
that
work
and
in
terms
of
getting
more
more
detail
together,
putting
it
out
to
the
market
and
and
then
bid
has
been
able
to
respond
in
a
a
more
detailed
way.
I
In
terms
of
some
of
the
abnormal
costs,
the
the
site
design,
the
the
issues
around
contamination,
utility
works,
etcetera
in
terms
of
ward
member
engagement,
I
I
think
again,
we
spoke
quite
fully
about
this,
and
we
we,
you
know,
I
think,
made
a
very
clear
commitment
to
to
work
with
members
and
and
particularly
as
we're
coming
out
of
properties
and
moving
them
forward
for
disposal,
and
I
think
recognizing
that
that
in
the
past
has
not
necessarily
been
as
as
robust
as
it
could
have
been.
I
I
think
now,
the
period
that
we're
working
that
we're
moving
into,
we
are
certainly
within
the
wider
asset
management
regeneration
service
and
better,
aligning
or
working
to
better
the
line,
align
the
release
of
properties
as
well
as
the
disposal
process,
so,
like
I
say,
giving
us
that
benefit
of
a
more
seamless
transition
from
from
vacating
to
disposal.
I
think
reflecting
on
on
the
the
questions
that
have
already
been
raised,
particularly
around
rothwell
council
offices,
and
puts
the
town
hall.
I
I
think
it
is
probably
fair
to
say
that
we
probably
just
need
to
look
at
our
resourcing
around
ensuring
that,
where
we've
got
some
of
those
more
sensitive
properties,
they
they
are
progressed
with
the
same
rigor
and
accepting
that
clearly,
you
know
that
we've
got
limited
resources
and
and
a
lot
of
properties
to
deal
with.
I
But
I
I
think
you
know
that
it
really
is
important
that
we,
the
those
sensitive
properties,
are
pursued
with
some
vigor,
because
they
are
the
ones
that
people
are
looking
at
primarily
and
and
there's
clearly
a
balance.
But
that's
something
for
me
to
take
away
and
and
just
have
a
look
at
how
we
can
and
resource
that
effectively.
So
that
probably
concludes
the
presentation
element.
I
have
questions.
B
Thank
you.
What
I
suggest
is
because
I
I
completely
agree
with
it
that
if
it's
okay
with
the
board,
I
think
the
first
two
were
ready
to
accept
them.
That
they've
been
fulfilled,
but
there's
still
a
lot
more
work
to
do.
As
you
mentioned
there
on
recommendation
three
and
member
engagement,
as
we've
heard
from
punzi
and
and
rothwell
so
can
I
suggest
that
we
accept
the
first
two
has
met
and
and
then
but
the
third
one
we're
going
to
continue
to
be
not
to
be
modded
monitored?
B
Is
that
acceptable
to
the
board
I'll
take
silence
as
acceptance?
Please.
B
Thank
you
so
much,
that's
great
so,
and
thank
you
very
much.
B
It's
been
a
really
full
discussion
over
three
very
important
items
and
it's
good
to
go
back
to
the
work
that
we
were
doing
last
year
and
and
to
and
to
get
that
finished
or
to
to
carry
it
on,
as
as
we
need
to
so
I'd
like
to
thank
all
the
officers
for
your
attendance
today
and
councillor
lewis
for
attending
and
your
full
answers
and
your
commitments
that
you've
you've
made
here
today
as
well,
so
you
are
moving
on
to
the
work
schedule.
B
So
if,
if
you
would
like
to
leave
the
meeting,
thank
you
very
much
and
we'll
hopefully
see
you
in
the
november's
meeting
so
which
would
be
great.
Thank
you
very
much.
Thank
you.
Thank
you.
B
Okay,
so
no
item
10
is
our
work.
Schedule
really
useful
discussion
at
the
last
meeting
and
the
vote
schedule
has
been
updated
to
reflect
that
it's
an
evolving
document
as
they
are
so
often
now,
and
particularly
this
time
in
our
lives.
So
can
I
invite
rob
to
talk
us
through
it
and
then,
if
anybody's
got
any
suggestions
and-
and
we
have
got
some
things
to
discuss
in
terms
of
welcome
to
yorkshire
and
and
other
things
that
to
put
on
the
schedule
going
forward,
thank
you
rob.
A
Okay,
thank
you,
chair
yeah,
so
there's
a
few
things
just
this
because
I
think
actually
much
of
it's
been
covered
by
debate
today.
Really
so
in
terms
of
the
next
meeting
as
council
robinson's
raised,
welcome
to
yorkshire
will
come
that.
That
report
has
I've
already
had
discussions
regarding
and
there's
a
few
things
to
add
in
based
on
the
comments
made
today
to
that
to
add
the
additional
detail
that
board
members
need.
A
We
have
a
report
coming
which
I
think
will
probably
end
up
being
a
quiet
in
inquiry.
So
it's
an
initial
report
on
the
ways
of
working,
how
it's
impacting
staff
staff
wellbeing
that
again
is
also
in
process.
So
that
is
another
thing-
that's
planned
for
november
and
should
have
this
subject
of
a
full
of
a
full
report,
and
then
we
also
based
on
previous
comments
as
council
tax
and
business
rates
recovery
again
linked
to
covert.
A
I
mean,
obviously
that's
the
main
theme,
as
as
members
will
know,
that's
the
the
dominant
issue
of
the
day
and
I
think
scrutiny
focusing
on
it
across
all
boards,
so
that
that
will
also
feature.
There's
the
issue
of
the
working
group,
which
I
think
was
mentioned
by
council
hayden
in
the
pre-meeting-
that's
on
the
budget,
so
the
proposals
are
for
a
further
working
group
to
take
place
with
finance
officers
just
to
finish
that
off
in
terms
of
the
proposals
that
are
coming
through
that
are
relevant
to
this
remit.
A
The
scrutiny
board's
remit
so
I'll
obviously
be
in
touch
with
members.
Regarding
that
over
the
coming
days,
it's
something
I
want
to
tie
up
this
week
so
we'll
hopefully
get
a
date
finalized.
It
looks
like
the
19th
based
on
the
discussions
I've
had
with
councillor
harland
so
that
that's
what
we'll
be
looking
to
do
but
more
details
to
follow
and
and
then
that
process
will
probably
end
up
running
up
until
february
and
obviously
the
budget
gets
determined
because
it
will
come
back
in
january.
Will
the
budget
as
well?
A
Okay,
any
questions,
obviously
yeah
feel
free
to
raise
them.
Counselors.
D
Yeah,
just
on
the
welcome
to
yorkshire,
just
to
I
mean
I'll
I'll,
send
by
email
some
comments
as
well,
but
I
I
think
what
we
could
do
with
some
sort
of
audit
analysis
of
what's
happened,
and
maybe
a
witness
should
come
be
asked
to
attend
from
welcome
to
yorkshire
just
to
allay
our
fears
about
or
reassure
us
about
the
future.
So
I
think
we
should
look
at
the
the
the
delayed
delayed
accounts
and
why
they've
been
delayed
and
unaudited
and
also
look
at
the
west
yorkshire.
D
A
Thank
you
thanks
thanks
constance
yeah,
I
did
the
charitable
trust
thing.
I've
got
down
and
then
those
two
additional
items
I
will
also
ensure
are
fed
into
it.
I
have
had
some
initial
discussions
with
welcome
to
yorkshire
themselves.
I
will
speak
to
council
holland
about
the
witness
side
and
take
her
views
on
it
as
well.
If
you,
if
you
don't
mind
both
members,
don't
mind,
it's
certainly
something
that's
possible,
so
we
could
look
into
that
and
obviously
we'll
I'll
come
back
to
in
advance
to
the
next
meeting
on
whether
that's
happening
or
not.
F
I
think
it's,
the
all
good
ideas.
I
think,
if
somebody
from
welcome
to
yorkshire
is
able
to
come
along,
that
will
be
would
be
great.
It
should
be
helpful
but
that,
as
david
has
said,
the
decision-making
process
on
what
has
taken
place
so
far.
It
would
be
really
useful
too.
We
seem
to
have
been
told
decisions
were
in
progress
that
would
be
made.
F
I
know
that
the
funding
has
basically
been
agreed
to
be
transferred
by
officers
and
is
sat
in
an
account
waiting
to
go
well
what
happens
to
that
money
now,
because
the
understanding
was
that
it
was
all
the
local
authorities
that
had
to
agree
it
wakefield
hasn't
agreed
and
that
money
is
still
sat
there.
So
some
clarity
is
required
now.
B
Okay,
thank
you
very
much.
Well,
it's
been
a
really
really
full
really
interesting
meeting.
So
I
want
to
thank
all
board
members
for
making
it
really
easy
for
me.
Thank
you
very
much
and
thank
you
and
and
to
rob,
for
you
know
all
your
support
this
morning.
I
really
really
appreciate
it,
so
it
wasn't
what
I
was
expecting
to
do
this
morning,
but
you
know
these
things.
B
We
have
to
adapt
and
and
be
flexible,
don't
we
so,
and
we
wish
council
howl
and
a
speedy
recovery
and
hope
that
she's,
okay,
so
I'll
draw
the
meeting
to
close
up
a
wonderful.