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A
Good
morning
my
name
is
councilor.
Asgacan
and
I
will
be
chairing
the
statutory
resources
currently
board
this
morning,
and
this
meeting
has
been
a
webcast
on
Lee
city,
council,
YouTube
and
I
extend
my
warmly
welcome
to
those
who
are
watching
the
Youtube,
and
this
is
our
second
meeting
of
the
strategy
and
resources
screening
board
meeting
and
today
that
you
know
there's
three
items
today.
A
What
we'll
be
discussing-
and
we
will
be
focusing
on
these
2023-
manage
our
other
staff
and
Financial
outturn,
and
at
this
point
I
would
like
to
invite
everybody
to
formally
introduce
themselves
and
I
will
ask,
because
we've
got
a
special
guests
today
as
well.
Who's
shadowing,
Council
Thompson
as
well
so
I
will
be
asking
her
to
introduce
when
her
term
comes
on
as
well.
So
I
will
start
from
my
left.
Andy.
C
Good
morning
everybody
councilor
Gore
Almas
from
Beeston
and
holbeck
Ward.
Thank
you.
G
J
A
Thank
you
for
your
introduction
and
moving
to
agenda.
Can
I
ask
the
governance
officer
Andy
to
take
us
through
the
iTunes
up
to
five
business
place.
B
Thank
you.
Chair
agenda
item
number
one.
We
have
no
appeals
against
refusal
of
inspection
of
documents.
The
gender
item
number
two:
there
are
no
items
to
ex
be
excluded
from
the
public
domain.
Today.
Moving
on
to
agenda
item
number
three:
with
no
late
items.
Agenda
item
number
four
can
ask
members
if
they've
got
an
interest
to
declare
nope
moving
on
to
a
gender
item
number
five.
There
are
no
apologies
for
absence
today,
chair.
Thank
you.
A
Thank
you.
Andre
item
number
six
minutes
of
previous
meeting
held
on
27th
of
March
2023.
Do
a
member
except
these
minutes
are
the
true
on
correct
record.
U
Thank
you
chair.
Yes,
just
briefly
a
few
points
to
note
under
sorry
under
minute
10,
which
relates
to
the
work
program
and
the
sources
of
work
item.
So
your
members
will
have
raised
a
number
of
points
at
the
meeting
for
the
work
program.
I've
tried
to
address
them
under
appendix
wonderwork
program
item,
and
so
that
should
be
reflecting
members
views
minute.
11
members
were
concerned
about
customer
complaints
relating
to
one
of
the
kpis
that
are
covered
under
the
performance
report.
U
I
did
send
an
email
out
yesterday
evening,
which
explains
that
children
families
board,
which
is
my
other
role,
are
actually
looking
at.
Some
aspects
of
that
and
I
will
be
sending
further
information
for
members
to
to
consider
as
well
minute
12.
There
was
a
request
for
more
information
on
the
menopause
toolkit
that
has
been
sent
to
members
and
then
a
minute
13
just
to
very
briefly
know
that
budget
action
plans,
which
again
was
an
area
of
interest
for
members
of
the
board.
U
A
Any
other
matches
right
in
Zoom
board
members.
No
we're
happy
to
move
yeah.
Thank
you
so
that
I'm
nicely
moving
to
item
number
seven
page
13
on
the
agenda
Park,
which
is
Leeds
2023
I,
am
pleased
to
welcome
our
guest
from
Leeds
2023
to
join
us
today
to
provide
us
the
latest
position
on
the
existing
projects.
Thank
you
for
bringing
this
during
this
busy
period.
I
Thank
you
chair,
so
I'm
going
to
say
a
few
words
and
then
I'll
hand
across
to
Cully
and
Abigail,
so
scrutiny
last
considered
leaves
2023
our
year
of
culture
in
November
2023
and
the
report
before
you
provides
an
update
on
the
key
areas
that
were
highlighted
by
the
scrutiny
Committee
of
that
at
that
time
in
terms
of
interest,
but
also
an
update
on
the
key
projects
that
have
been
delivered
since
then,
of
course,
we
weren't
actually
in
our
year
of
culture,
then,
and
so
we've
had
a
wonderful
few
months
of
delivery,
some
of
which
is
noted
in
the
report
itself.
I
The
report
also
provides
some
high-level
background
and
information
for
new
members
of
scrutiny
who
weren't
as
part
of
the
committee
last
time
and
just
to
provide
a
framework
for
everyone.
As
a
reminder,
the
year
is
kind
of
split
into
three
seasons:
Awakening,
which
has
passed
playing,
which
we're
in
now
and
dreaming
the
three
strands
then
of
delivery
cover
and
produce,
which
includes
original
Works
commissions
by
Cully
and
her
team
partner,
which
includes
working
local,
National
and
international
partners
and
promote
which
focuses
on
amplifying
the
work
of
organizations
across
Leeds.
I
In
terms
of
the
cultural
richness
of
the
city
and
using
Leeds
2023
as
a
tool
to
do
so
running
alongside
the
program,
we
have
the
Creative
Learning
Program,
offering
every
child
and
young
person
at
school
age
in
Leeds
the
chance
to
take
part
in
the
year
of
culture
and
the
volunteer
program,
which
is
a
flexible
program
allowing
participants
to
choose
shifts
according
to
their
own
individual
interests
and
availability.
I
K
Thanks
very
much
Eve,
yes,
so
we
are
six
months
in
to
our
year
of
culture
and
it's
worth
just
giving
a
bit
of
context
in
that
our
year
of
culture
is
operating
outside
of
any
formal
framework
of
UK
cities
or
culture
or
the
European
capitals
of
culture.
So
that
creates
some
some
challenges
for
us
in
terms
of
investment.
K
But
The
Awakening
was
the
events
that
kicked
off
the
Year
back
in
the
7th
of
January
at
headingley
stadium
and
part
of
that
Focus
was
to
encourage
creativity
in
everybody,
and
we
had
thousands
of
artwork
submitted
in
exchange
for
a
ticket
to
the
event,
which
then
went
on
to
be
showcased
at.
In
a
you
know,
a
bigger
Exhibition
at
Wade
house,
which
proved
hugely
successful
so
of
of
the
across
the
year.
There's
12
Signature
Events.
K
We
are.
We
have
just
completed
the
fifth
one,
which
was
children's
day
that,
despite
the
weather,
around
hey
Park
on
Friday
involved,
was
created
and
designed
by
11
young
creatives
and
children
from
across
22.
K
Different
schools
came
together
to
build
and
design
and
create
the
site,
which
was
a
camp
which
was
was
which
really
captured
that
that
their
ideas
and
Ambitions
and
dreams,
and
through
a
series
of
banners
that
have
been
made
in
schools
the
evening,
also
hosted
a
series
of
original
films
that
were
made
by
them
with
other
artists
and
especially
commissioned
song.
K
So
there's
a
lot
of
energy
that
came
through
that
and
it's
devastating
for
many
of
them
clearly,
because
the
weather
was
so
atrocious,
but
nevertheless
we
did
we'd
managed
to
deliver
it,
and
we've
also
just
concluded
a
week-long
Leeds
International
African
Arts
Festival
that
was
led
by
nandedi,
and
you
know
the
enthusiasm
for
the
variety
of
stuff
that
happened
across
that
week
included
a
big
jollof
cook-off
competition,
which
was
part
of
the
kind
of
cultural
context
of
that
and
on
Friday
night
the
mayor
came
along
and
also
gave
a
speeched
at
the
Arts
award
event
and
dinner.
K
That
concluded
the
event.
So
that's
all
very
exciting.
There's
lots
more
detail
about
some
of
the
other
projects.
K
We've
developed
like
the
or
delivered
like
the
barn,
but
we're
right
now
into
the
next
signature
project,
which
is
smeden
300,
which
really
focuses
on
John,
smeaton's,
Legacy
and
impact
and,
of
course,
leading
up
to
his
anniversary
300th
anniversary
next
year
and
that
focuses
on
the
steam
agenda,
working
with
schools
and
communities
really
looking
at
his
contribution
and
celebrating
all
that
he
achieved,
but
also
really
thinking
about
technology
engagement
and
current
sort
of
science,
art
connections
and
we're
we're
commissioned
a
mobile
observatory
that
will
tour
the
awards.
K
It's
called
the
Moon
Palace.
One
of
my
colleagues
describes
it
as
a
as
a
kind
of
mashup
between
a
Scooby-Doo
bus
and
a
stranger
things
kind
of
territory.
So
it's
got
a
beautiful
design,
aesthetic
and
already
signing
up
to
to
to
people
are
already
signing
up
to
watching
some
of
the
nighttime
stargazing
events.
K
If
you
get
a
chance
to
go
into
our
Trinity
shop,
Hub
Trinity,
Shopping
Center,
there's
a
major
exhibition
on
at
the
moment,
which
has
been
a
a
series
of
portraits
created
by
Casey
Orr
of
young
people,
particularly,
but
our
citizens
and
they're
on
display
at
the
moment
too,
capturing
the
kind
of
Spirit
and
the
fashion
sense
of
the
city,
and
you
may
have
also
picked
up
if
you're
a
radio
3
listener
and
into
classical
music
that,
in
collaboration
with
slonglo,
Manchester,
Collective,
Manchester,
International,
Festival
and
ourselves,
and
we
presented
Noah's
flood
in
holbeck
and
that
went
across
to
Manchester
International
Festival
at
at
Mayfield
Depot.
K
It's
definitely
worth
having
a
look
at
listening
to
music
matters
to
get
a
real
sense
of
the
impact
of
180
children
from
Ingram
Road,
Primary
School,
taking
place
participating
in
this
extraordinary
Opera
by
Benjamin,
Britton
and
we'll
send.
We
can
share
the
link
if
you
haven't
already
done
so
so
we
continue
to
be
really
busy
with
the
my
lead
summer
and
Abigail
can
give
you
a
little
bit
of
a
sense
of
where
we
are
with
some
impact
information
around
the
whole
program.
K
But
I
guess
we're
also
right
in
the
thick
of
just
finalizing
part
three
of
our
year
of
culture
dreaming
which
we
hope
to
announce
next
month.
So
I
think
that's
probably
enough.
Now
I'm
going
to
hand
over
to
Abigail
to
tell
you
a
little
bit
more
detail.
Is
that
all
right.
L
Thanks
very
much
could
we
go
to
the
next
slide.
L
Please
Robert
yeah,
so
we're
going
to
highlight
what
we
know
so
far
in
terms
of
our
engagement
and
impact
six
months
into
the
year
of
culture,
and
for
those
of
you
who
don't
know
the
audience
agency
and
the
center
for
cultural
value
at
the
University
of
Leeds
are
our
research
and
evaluation
partner
and
our
full
evaluation
of
our
social,
cultural
and
economic
impact
after
the
year
has
finished
will
be
completed
in
2024,
but
we're
also
working
with
open
Innovations
to
visualize
some
of
the
data
that
we
have
right
now,
and
we
must
stress
that
the
data
on
this
dashboard,
which
is
live
right
now,
and
anyone
can
access.
L
So
you
can
go
and
explore
it
after
this
meeting
that
it
doesn't
show
the
entirety
of
all
the
activity
that
will
be
covered
in
the
full
evaluation,
for
example,
the
data
that
we
get
from
Partners
or
from
our
partner
events
isn't
fed
into
this
just
yet.
But
it
does
give
us
a
good
picture
of
how
we're
engaging
at
the
moment-
and
we
focus
on
providing
data
here
today
that
aligns
with
our
kpis.
L
L
Please
you
can
see
here
here
are
some
of
the
metrics
that
we're
measuring
again,
you
can
view
this
on
on
the
site,
so
you
can
see
kind
of
how
many
volunteer
hours
we've
got
and
it
aggregate
it
pulls
them
all
together
to
give
us
an
overall
view,
but
I'm
going
to
go
into
some
of
these
in
more
detail
next
slide,
please.
L
So
if
we
start
off
with
Community
engagement,
as
Kelly
said
we're
right
in
the
middle
of
the
my
leads
2023
signature
event,
which
is
being
branded
mileage
summer
and
as
you
probably
know,
we
have
33
neighborhood
hosts
working
in
it
with
us
and
with
their
communities
in
each
Ward.
During
this
playing
season
over
the
summer
events
started
in
June
and
they'll
carry
on
until
September
and
I've
met.
Many
of
you
at
the
events
over
the
weekends
which
have
been
fabulous.
L
Miley
summer
also
incorporates
hidden
stories
and
my
world
my
city,
my
neighborhood,
which
are
also
projects
at
least
2023
funded
and
are
all
about
revealing
some
of
those
hidden
stories
in
communities
and
leads
to
African
International
Arts
Festival
was
one
of
those
The
Chronicles
of
Rother
of
the
Rothwell
Temperance
band
is
going
to
be
what
one
hidden
story
in
September.
So
it's
a
real
mix
of
projects.
L
Each
one
is
different
and
they're
either
brand
new
events
or
we're
working
with
those
Awards
to
really
enhance
events
that
happen
already
and
some
of
you.
We
were
down
at
adult
on
Saturday,
and
we
heard
that
over
3
300
people
attended
the
rough
formsby
school
and
we
had
feedback
from
Temple
Newsome
that
the
visitors
to
the
my
leads
event
were
approximately
eight
times
higher
than
a
typical
Sunday
and
I.
L
Think
that
demonstrates
the
sort
of
impact
we're
having
in
terms
of
bringing
new
people
and
and
also
a
comment
that
a
lot
more
local
people
visiting
Temple
Newsome
that
Sunday
this
week
we
have
Pudsey
fuse
Festival
an
event
in
Hyde,
Park
and
kippax
and
messley
culture.
Trail
next
slide,
please,
as
well
as
collecting
the
stats,
we're
also
collecting
the
stories
from
the
participants
and
audiences
attending
these
events,
because
that
is
almost.
L
You
know
that
impact
on
people
is
really
really
important
for
us
to
document,
and
you
see
there,
we've
got
some
brilliant
quotes
there
from
people
that
attended
the
event
at
roundtay,
but
also
kind
of
comments
from
what
putting
on
culture
in
in
areas
like
gift
and
the
hair
Hills.
What
that
means
to
people
there
and
I
hope
you,
like
that
picture
of
counselor
Cohen
with
the
neighborhood
host
from
old
Wadley.
Next
slide.
L
Please,
yes,
and
as
we
mentioned
this,
these
are
hot
off
the
press
from
Friday's
event,
which
was
very
very
damp,
but
the
enthusiasm
and
joy
of
the
children
was
not
kind
of
dampened
by
the
weather.
L
We
had
kind
of
a
thousand
young
people
from
across
the
city
were
involved
in
putting
on
this
event
from
creating
the
banners
that
dawned
the
site
to
taking
part
and
giving
speeches,
and
that
Tower
was
huge
and
the
experience
of
those
young
people
giving
speeches
and
telling
their
story
was
really
really
powerful
and
over
the
course
of
the
rest
of
the
year,
we're
going
to
be
working
with
children
to
with
workshops
relating
to
some
of
the
themes
that
came
out
of
children's
day,
reimagined
that
children
are
very
much
at
the
heart
of
our
playing
season.
L
Next
sorry,
please
here
you'll
see
the
data
dashboard
for
our
engagement
with
schools
and
young
people
must
stress
that
this
data
there
is
a
lag.
So
this
is
a
only
showing
data
to
the
22nd
of
June.
So
a
lot
of
the
data
from
children's
day
is
not
yet
uploaded
and
you'll
see
their
percentages
of
schools
engage
with.
We
think
it's
over
40
by
now
and
I
think
our
Target
is
75.
So,
halfway
into
the
year,
we're
confident
we'll
meet
that
Target
you'll
see
the
map
there.
L
That
demonstrates
kind
of
the
darker
hexagons
demonstrate
where
there's
more
engagement,
there
are
for
their
awards
that
are
showing
no
engagement,
but
actually
there
are
only
two
because
I've
double
checked
and
garforth
and
kippax
I
think
are
ones
that
we
would
love
your
help
to
engage
with
those
Awards
in
terms
of
schools,
and
there
are
plans
to
do
that.
But
that
is
an
ask
for
us
with
you
today.
L
Next
slide,
please
and
here's
just
a
sample
of
what's
coming
up
in
the
Autumn
term
of
we've
got
a
creative
learnings
resources
on
our
website
and
we're
got
a
whole
host
of
offers
working
with
schools.
The
youth
development
fund's
actually
closed
now,
but
we
will
be
Distributing
and
putting
on
projects
from
that.
So
just
to
say
that
you
know
the
children
in
school
and
young
people
work
will
continue
throughout
the
Autumn
next
slide.
Please,
as
you've
mentioned,
we've
got
a
volunteering
program.
L
The
target
was
to
recruit
at
least
a
thousand
volunteers
from
across
the
city.
We've
got
volunteers
from
every
single
Ward
now
and
we're
up
to
882
volunteers
that
are
recruited
and
trained
and
they've
put
in
over
9
000
hours
of
work.
The
really
interesting
fact
is
that
our
volunteer
forces
are
very
young
volunteer
force
compared
to
other
years
of
culture,
so
we've
got
a
lot
of
students,
but
also
young
people,
working
with
us
and
I
think
that's
something
very
positive
to
be
celebrated
that
young
people
are
getting
involved
with
us
through
volunteering.
L
Next
slide,
please,
our
volunteers
are
also
supporting
other
partners
in
the
city,
so
we
have
offered
out
Lee's
2023
volunteers
to
work
with
other
organizations
and
Community
groups
across
the
city.
So
it's
a
really
demonstrable
example
of
how
we're
having
impact
and
supporting
other
partners
with
their
work
as
well.
Next
slide,
please.
L
Obviously,
Lee's
2023
is
also
about
boosting
the
profile
of
the
city,
not
only
sort
of
locally
but
also
regionally,
nationally
and
internationally,
and
we
are
generating
a
lot
of
media
coverage
across
across
the
board,
and
this
is
really
important
in
terms
of
kind
of
those
kpis
that
we
have
in
in
terms
of
attracting
businesses
to
come
to
at
least
2023.
We
need
this
was
all
about
telling
a
new
story
about
leads
and
really
shouting
about
how
confident
the
city
is.
L
I've
got
a
couple
of
examples
on
the
next
slide,
so
there's
an
editorial
there
from
the
Yorkshire
post
that
talks
about
how
we're
could
be
the
Catalyst
for
even
greater
things
for
on
for
the
city
and
the
cultural
front,
but
also
really
pleasing
to
see
that
nationally,
the
financial
times
recognizing
what
an
impact
leads
2023
is
having
in
the
city
and
then
the
link
to
kind
of
leads.
This
culture
offer
being
attractive
to
potential
home
buyers
coming
to
the
city,
which
obviously
relates
to
our
economic
impact.
L
Next
slide,
please
we
for
those
of
you
who
enjoy
your
socials.
We
are
also
very
active
on
with
our
website
that
we've
created
and
created
a
new
what's
on,
as
well
as
our
social
channels,
where
we
upload
many
of
our
films
to
YouTube
and
we're
showing
huge
engagement
through
that
audience
and
I.
Think
it's
a
great
asset
for
the
city
that
once
we've
gone,
that
we've
built
up
this
online
audience
that
you
are
hungry
and
engaging
with
culture
and
needs.
So
that's
something
that
is
we're
working
with.
L
This
is
I,
wanted
to
flag
this
documentary
that
we
created,
which
was
related
to
the
kind
of
whole
reason
and
and
rationale
behind
Latin
culture
loose,
which
is,
as
you
know,
our
tagline,
and
really
talking
about
what
we're
trying
to
achieve
through
Leeds
2023
featuring
many
of
the
people
and
participants
in
the
opening
show
of
The
Awakening.
We're
delighted
that
we've
had
56
000
views.
L
So
far,
we
held
a
special
screening,
a
free
screening
for
all
those
people
involved
in
the
Awakening
at
the
Everyman,
and
we
hope
it
continues
to
be
a
brilliant
piece
of
advocacy
for
the
city
and
what
it's
got
to
offer
next
slide.
L
Please-
and
these
are
just
the
headlines,
so
the
audience
agency
do
Deliver
us
every
quarter,
an
evaluation
report
that
gives
us
indicative
headlines
against
our
kpis
there
and
you'll
see
kind
of
what
we're
measuring
percentage
of
leaves
residents
who
are
involved
in
our
our
events,
but
also
the
percentage
of
lowerly,
culturally
engaged
audiences
and
you'll
see
in
the
last
quarter.
We've
increased
that
and
we're
now
surpassing
The
Benchmark
average
for
leads.
L
So
that's
really
positive,
but
I
think
the
one
that
I
love
most
is
the
people
who
respond
to
our
surveys
are
saying
that
over
90
makes
them
proud
of
live
in
Leeds
and
that
sense
of
civic
pride
is
really
coming
through
our
evaluation.
Next
slide,
please
in
terms
of
our
full
economic
impact.
We
won't
have
that
until
next
year,
so
the
full
economic
assessment
will
be
made
by
block
Consulting
as
part
of
the
audience
agency's
evaluation.
L
But
I
just
pulled
out
this
example,
which
demonstrates
that
Lisa's
year
of
culture
has
been
a
positive
con
made
of
positive
contribution
to
Lisa's
profile
in
terms
of
the
profile
of
it
as
an
investment,
a
city
for
investment,
and
you
can
download
and
look
at
that
report
yourself.
So
that
was
a
really
good
example
of
what
the
year
of
culture
is
doing
in
terms
of
our
economic
impact.
L
Next
slide,
please
and
I
thought
you
might
like
if
you're
the
first
people
to
see
this
picture,
this
will
be
the
picture
that
goes
on
the
third
and
final
guide
that
we're
putting
together
now,
which
is
obviously
of
the
gate
Market,
which
we
feel
was
a
really
important
place
to
celebrate
in
terms
of
the
diverse
culture
in
there,
but
also
thinking
about
you
know,
kind
of
our
yeah
dreams
and
our
hopes
and
futures
for
the
city
and
that
really
being
a
central
part
of
it.
L
So
look
out
for
more
information
coming
in
August
when
we
will
be
launching
that
online.
That's
it
for
me.
Thank
you
happy
to
take
any
questions.
A
Thank
you,
Abigail
for
the
presentation
and
going
through
the
information
with
us.
I
know,
I've
seen
Karen
there
as
well
and
Karen
has
been
involved
with
consultation
coming
to
committees
where
she
came,
could
just
update
us
how
the
other
community
committees
now
and
other
community
committees
consultation
engagements.
Any
updates
from
there.
M
We've
just
done
written
updates
to
the
community
committees
other
than
the
one
in
outer
East,
where
we
just
we
went
in
person
just
to
ask
for
support
our
for
I
suppose
putting
out
the
messages
on
Facebook
and
so
on,
and
so
what
what
we've
got
now
is
a
more
of
a
commitment
from
elected
members
to
help
to
share,
especially
all
the
local
events
taking
place.
As
my
leads
was
part
of
my
lead
summer.
A
Thank
you,
Karen
can
I
bring
in
Council
prior.
If
he's
got
any
comments
to
make
on
this
item
before
I
open
to
the
board
members.
J
I,
don't
have
a
huge
amount
to
add
in
terms
of
introductory
remarks.
I
think
everything's
been
incredibly
thoroughly
covered,
just
to
say,
I've
been
attending
a
few
of
the
my
Leeds
summer.
Events
recently
I
was
in
the
Adler
mofdale
one
last
week
and
they
were
very
complimentary
of
Council
Flynn.
J
A
lot
of
the
sport
he's
been
given
to
really
just
put
on
record
thanks
to
all
those
members,
who've
been
really
getting
stuck
in
and
supporting
these
events,
it's
been
incredible
to
see
thousands
and
thousands
of
people
across
Leeds
getting
involved.
For
me,
that
was
the
priority
from
the
start.
It
was
to
to
get
more
people
attending
these
sorts
of
events.
J
There's
always
going
to
be
a
group
of
people
across
the
city
who
will
attend
anything
going
on
anywhere
in
the
city
and
a
key
aim
of
this
from
the
start
has
been
to
to
engage
more
and
more
people
to
hopefully
leave
a
lasting
Legacy
for
years
to
come,
but
I'll
leave
it
there
for
opening
remarks.
Thank
you.
A
Thank
you,
Council
prayer
and
I
opened
the
board.
Do
you
have
any
comments
or
questions
about
Council
Flynn
who's
indicated
this
ask
a
question
or
comment.
T
Thanks
Oscar
more
of
a
a
comment
really
I'm,
particularly
interested,
what's
been
going
on
in
the
ward
and
I'd
just
like
to
compliment
our
neighborhood
host
or
Ward
host
Nicola
Brown
who's
worked
very
closely
with
me
for
the
last
sort
of
eight
nine
or
ten
months
or
so
they've
involved
every
single
School
in
the
ward
in
a
project
which
is
just
coming
to
I.
T
Think
it's
probably
going
to
be
about
this
Thursday
when
it
goes
on
on
show,
but
it
depends
on
whether
the
chap
in
charge
of
the
mile
is
is
available
in
that
particular
day
or
not.
T
Anyone
who's
trying
to
keep
a
child's
attention
for
more
than
10
seconds
is
a
miracle
worker,
in
my
view,
and
to
keep
300
of
them
involved.
For
so
long
is,
is
quite
incredible.
T
We've
got
another
unveiling
next
Sunday
of
a
piece
of
artwork,
which
is
a
bit
fancy
to
sort
of
describe
his
legacy
piece
of
artwork,
but
that's
exactly
what
it
is.
It's
going
to
be
put
up
in
Golden,
Acre
Park,
and
it's
got
to
be
there
for
whenever.
So
it's
it's,
not
just
a
legacy
of
the
year
of
culture.
T
It's
it's
a
legacy
for
the
ward
as
well,
because
that
Park's
been
around
for
90
years,
hopefully
for
another
90
years,
and
this
piece
of
artwork
will
be
there
for
that
amount
of
time.
So
it
was
really
just
to
sort
of
compliment
Nicola
in
particular,
because
I
know
the
amount
of
work
that
she's
done
way
far
and
above
what
she
was
required
to
do,
because
he's
driven
me
up
the
wall
at
times
in
a
very
nice
way,
but
I
I,
it's
nice
to
see
it
happening
locally.
T
J
Yeah,
absolutely
the
Nicola
and
all
the
other
enabled
hosts
have
done
done
a
phenomenal
job.
In
all
these
events,
in
fact,
the
conversation
I
most
often
have
with
them
when
I
see
them
is.
This
is
great.
Can
we
do
it
next
year
and
I
think
that
enthusiasm
from
from
those
people
who've
essentially
been
trained
up
by
2023?
J
That
expertise
is
we're
going
to
be
keeping
in
the
city,
the
huge
amount
of
volunteers
that
23s
kind
of
been
training
up
as
well?
That's
another
Legacy
for
the
city.
J
I,
don't
have
too
much
to
report
to
scrutiny
at
this
stage
on
that,
but
we
are
coming
back
at
a
later
date
on
Legacy
and
actually
repeating
a
lot
of
these
events
and
carrying
on
that
for
years
to
come
is
certainly
something
I'll
be
enthusiastically.
Looking
at.
A
Thank
you,
Khan
supplier.
Anybody
else
want
to
kill,
yeah
I'll
bring
in
anybody
else.
Oh,
this
is
just
a
test
alarm.
If
you
see
the
chair
running
outside
the
buildings
and
just
follow
me
but
I'm
not
so
it's
just
a
testing.
Okay.
So
we'll
wait
for
a
couple
of
minutes
and.
A
Thank
you,
Council
Almas
and
then
I'll
bring.
C
Thank
you,
chair,
first
of
all,
I'd
like
to
congratulate
on
some
of
the
events
that
you've
done.
I've
attended
quite
a
few
and
also
I'm
one
of
the
volunteers.
So
I
need
to
declare
my
interest
in
that
respect
as
well
so
yeah
very
well
done
to
all
your
team
and
and
and
whatever
some
of
the
local
events
were
absolutely
brilliant,
for
example
during
unslit,
Gala
and
and
Beeston
festival,
and
so
on,
and
also
what
you're
doing
across
other
parts
of
the
city
and
in
town
center
as
well.
So
great
feedback
I.
C
Think
one
of
the
the
things
that
I
was
going
to
ask
I
think
was
answered
by
councilor
councilor
prai
in
terms
of
some
sort
of
continuation
plan,
because
it
would
be
good
to
to
to
have
similar
soft
activities
or
or
engagement
in
involvement
from
your
side.
After
all,
the
experience
and
expertise
that
you've
you've
you've.
Basically,
you
know
you
gathered
over
the
over
this
year.
C
The
only
thing
that
that
I'd
like
to
ask
is-
and
perhaps
you
know
it's
maybe
too
early
to
ask
now-
because
we
only
got
some
reports
in
terms
of
you-
know
the
Awakening
and
and
whatever
you
Is,
the
participation
from
60
plus,
you
know
over
60s,
so
I
would
really,
rather
than
sort
of
putting
them
together
into
between
55
and
64.
I'd,
be
interested
to
know
what
sort
of
participation,
what
sort
of
events
are
there
for.
C
J
J
Is
it
so
so
we've
been
holding
meetings
across
the
city
a
few
weeks
ago,
we
held
one
with
those
across
the
cultural
sector
called
kind
of
looking
at
Beyond
2023
we've
got
everyone
together
in
Left
Bank
to
talk
about
where
we
were
six
months
in
what
else
was
going
on
and
actually
what
they
all
as
cultural
institutions
would
want
to
see
going
forward
and
how
we
can
really
capitalize
on
what's
been
done
this
year,
I
want
to
be
really
clear
that
when
we
hit
December
31st,
we
don't
just
say
that
was
nice,
wasn't
it
and
kind
of
move
on?
J
Actually,
we
want
to
really
take
the
benefit.
So,
while
there
are
a
lot
of
conversations,
as
I
said
before,
coming
out
from
neighborhood
hosts
about
how
we
continue
that
war
that
worked
in
Ward,
a
lot
of
The
Logical
cultural
institutions
in
the
city
want
to
capitalize
on
that
increased
engage
management.
J
J
It
was
really
impressive,
but
the
the
really
impressive
thing
for
me
was
the
the
percentage
of
people
involved,
who
hadn't
previously
been
involved
in
cultural
activities
and
I
know
that
a
lot
of
the
cultural
bodies
in
the
city
want
to
work
out
how
we
capitalize
on
that,
how
we
keep
going
so
we
will
be
coming
back
to
the
scrutiny
board
later
in
the
year.
K
Just
a
couple
of
things
to
say
one
is
that
the
the
whole
program
was
designed
in
essence
to
both
profile.
The
city
very
immediately
with
you
know,
significant
high
high
impact
work,
but
also
to
seed
lots
of
skills,
capacity,
building
and
ambition,
and
that
some
of
that
will
not
come
to
fruition
until
10
15.
You
know
you
won't
see
the
impact
of
the
children
that
the
11
year
olds
or
ten-year-olds
that
were
making
speeches.
K
You
know
that
on
on
Friday
night,
what
that
will
mean
to
them
and
how
they
might
grow
and
how
much
confidence
and
energy
and
sort
of
learning
they've
done
through
that
process.
We,
we
probably
won't
see
the
results
of
that
you
know
until
another
5
10
15
years
time,
so
I
think
that's
also
worth
remembering
in
Legacy
terms.
K
Work
here
live
here,
invest
here,
but
there's
also
a
whole
generation
right
through
from
children
right
across
the
through
the
neighborhood
house
and
the
communities
that
are
working
that
are
galvanized
together
to
kind
of
commit
to
culture,
long
term
and
the
pride
they
feel
about
being
asked
to
do
stuff
and
also
wanting
to
show
off
their
cultural
heritage
in
the
different
ways
has
been
really
important.
L
Yeah
on
the
point
about
age,
that
is,
we
are
collecting
that
information
and
I
can't
quite
remember
the
age
bands
we
use
in
our
surveys,
but
we
can
get
that
information.
One
thing
to
say
about
the
Awakening:
it
was
obviously
a
headingley
stadium
on
the
7th
of
January.
It
was
raining
so
that
might
have
been
a
barrier
for
met.
Some
older
people
to
attend,
but
also
we've
been
working
with
the
performance
Ensemble.
L
At
least
player
house
who've
been
working
over
the
past
well
three
three
years
with
a
thousand
older
people
across
the
city
and
many
of
the
older
people
networks
across
the
city,
and
we
were
delighted
to
hear
that
they've
become
an
Arts
Council
funded
NPO,
which
we
supported
them.
So
they
will
continue
to
work
in
the
city
after
Leeds
2023
is
gone,
foreign.
C
Thank
you
chair,
and
just
at
the
back
of
that
I
think
it's
it's
it's
an
amazing.
If
you
like
learning
curve
for
the
city
and
for
the
residents
as
well,
the
experience
is
absolutely
phenomenal.
I
think
I
think
in
terms
of
moving
forward
I'd
really
be
interested
to
know.
For
example,
you
know
our
neighboring
City
Hall
Bradford
is
hopes
of
qualified
for
city
of
culture
for
2023..
You
know
we
we
did
bid
and
build
of
all
this
at
least
20
to
23
for
the
capital
of
culture.
C
Of
course,
you
know
when
we
were
in
in
the
EU
and
so
on.
So
what
sort
of
stuff
is
there
in
the
pipeline
or
in
future,
where
we
can
actually
sort
of
utilize
all
these
experiences
and
the
success
that
we
had
in
Leeds
in
terms
of
bidding
for
perhaps
capital
of
culture
or
year
of
culture,
or
something
like
that
as
a
nationwide
sort
of
competition?
Thank
you
and
I'd
like
to
see
that
Leeds
again
being
on
the
map
on
something
similar
in
terms
of
culture
and
Heritage.
I
So
I'll
happily
respond
to
that
one.
So,
of
course,
there's
a
huge
investment
going
on
in
culture,
not
just
in
Leeds
but
across
West
Yorkshire,
so
kirkles
have
their
year
year
of
Music
this
year
and
wakefields
are
investing
heavily
in
culture
and
then,
of
course,
Bradford
2025.,
as
we
will
be
the
first
ones
to
have
gone
through
our
year
of
culture.
We
will
be
probably
generating
the
conversation
with
our
colleagues
across
West
Yorkshire.
What
about?
I
What's
our
Collective
ambition
and
Beyond
2025
and
having
gone
through
years
of
culture
work,
often
about
kind
of
making
that
step
change,
and
so
it
may
not
be
that
we
kind
of
looked
a
bid
for
another
year
of
culture,
but
there
are
particular
areas
where
we
have
strengths
across
the
region
where
we
might
look
to
build
on
those
and
bid
into
the
future.
I
So,
for
example,
Yorkshire
sculpture,
International
is
a
kind
of
really
exciting
kind
of
movement
that
works
across
West
Yorkshire
and
might
be
an
area
of
collective
Collective
focus
and
we're
doing
a
lot
of
work
at
the
moment,
as
well
looking
at
major
events
and
into
the
future,
what
opportunities
exist
around
major
events
and
so
I
think
just
to
reiterate
what
councilor
prices
there's
no
lack
of
ambition
for
the
for
the
future.
I
At
this
stage,
what
we're
doing
is
making
sure
that
we've
got
a
kind
of
practical,
Planning
Group
in
place,
so
we're
capturing
the
Practical
things
we
need
to
capture
from
Leeds
2023
in
the
culture
trust,
but
we're
also
kind
of
looking
at
where
the
real
opportunities
are
to
kind
of
make
leaps
forwards
and
I
must
complimentally
2023
on
their
volunteer
program,
of
which
you
mentioned.
You
were
part
and
it's
our
responsibility,
I
think
as
a
council
to
make
sure
we
capitalize
on
that
and
bed
that
in
so
that's
the
work.
I
We're
doing
right
now
is
thinking.
How
are
we
going
to
bed
those
things
in
and
exploring
our
Collective
ambition
for
the
future
as
well?
I.
K
Think
just
a
couple
of
other
things
to
to
air
we've
we've.
We
are
obviously
focusing
very
much
on
our
local
impact
at
the
moment,
but
we've
obviously
also
been
involved
internationally
and
when
we
have
hosted
International
delegations
we've
all
we've
very
clearly
been
doing
that
in
partnership
with
Bradford.
In
the
light
of
ensuring
that
that
learning
and
sharing
of
insight
and
information
and
relationships,
it
is
expansive
for
the
region.
K
So,
for
example,
because
we
have
remained
very
close
in
very
close
connection
to
the
European
capitals
and
culture
cities
and
because
we're
part
of
Euro
cities
and
because
Leeds
continues
to
remain
internationalists.
We've
we've
hosted
a
lot
of
those
events
and
we'll
also
do
another
one
in
October,
particularly
around
the
transform
Festival,
where
we
have
international
collaborations
in
in
place.
K
K
We're
also
looking
at
how
some
of
our
learning
through
the
volunteer
program
can
help
shape
their
volunteer
offer
and
in
fact,
at
the
moment
we
we
are
collaborating
on
what
investment
we
might
align
to
make
the
most
of
that
opportunity
and
have
some
of
their
some
of
the
Bradford
colleagues
can
come
and
join
us
and
Shadow
us.
You
know
in
this
last
part
and
take
the
learning
from
my
lead
summer
in
terms
of
what
they
want
to
do
around
that
around
the
wider
District.
K
So
I
think
it's
also
true
to
say
that
the
mayor
of
West
Yorkshire
is
Keen
to
kind
of
build
on
on
the
cultural
capacity
of
the
region
and
therefore
look
at
how
we
share
learning
through
this
process
and
and
through
you
know,
across
across
the
region,
which
we
will
do
so
different
way.
J
Yeah
I
suppose
it
follows
on:
like
we've,
we've
talked
to
kind
of
mostly
about
the
cultural,
Legacy
and
and
Cully.
You
know
comment
earlier
about
kind
of
the
the
Legacy
we'll
see
from
young
people
how
they've
been
inspired.
We
won't
see
for
for
several
years.
J
I
think
some
of
that
is
true
of
the
economic
Legacy
of
2023
as
well
and
there'll
be
a
direct
economic
Legacy
in
this
year,
as
we
see
kind
of
more
more
spend
more
more
engagement
around
the
city,
but
actually
there's
a
longer
term
economic
Legacy,
as
well
Abigail
mentioned
in
in
the
presentation
about
how
Leeds
has
been
projected
on
the
national
and
international
press
having
articles
in
the
financial
times
about
showing
how
much
leads
is
investing.
Is
that
sort
of
thing
which
means
that
businesses
will
consider
coming
to
Leeds?
J
It's
that
sort
of
thing
that
will
bring
more
money
into
the
Leeds
economy,
which
which
won't
be
immediate,
but
it
will
grow
over
time.
We
are
one
of
the
fastest
growing
cities
of
Europe,
and
actually
a
lot
of
what
is
going
on
will
will
only
compound
that,
in
terms
of
Bradford,
25
I
think
this
offers
offers
a
massive
opportunity
for
us
in
West
Yorkshire
to
actually
look
at
a
lot
of
employment
as
well,
and
particularly
in
the
cultural
sector.
J
Those
who
who
work
in
in
dance
in
theater
in
television
production
and
there's
a
huge
issue
where
there's
there's
a
brain
drain
to
London
a
lot
of
younger
people
will
think
if
they
want
to
work
in
the
Arts,
you've
got
to
move
to
London
and
actually
what
we're
showing
with
Lee,
2023,
Bradford,
25
and
I
know.
All
the
other
regions
in
in
West
Yorkshire
are
having
these
events
as
well.
J
It's
providing
jobs
for
that
sector
here
in
here
in
Yorkshire
and
actually,
hopefully
over
time,
will
prevent
that
drain
and
make
sure
that
the
people
can
be
employed
here.
So
there's
there's
a
cultural
benefit,
but
also
there's
a
really
strong
economic
benefit
that
we
are
starting
to
see.
The
Legacy
kind
of
forming
off
already.
A
R
Hi,
yes,
we've
got
our
one
of
our
main
events
on
Sunday,
which
we're
all
looking
forward
to
at
the
end
of
this.
Will
there
be
a
breakdown
of
what
each
area
I
mean
like
I'm
in
the
outer
South?
R
Is
it
possible
that
we'd
know
what
exactly
my
area
would
be
like
Morley,
South
and
more
enough?
You
know
just
interesting
to
see
the
figures
that
would
come
back.
Would
that
be
possible.
E
Well,
thank
you.
Everybody
for
making
a
great
presentation
I
think
it's
essential
that
we
we
have
projects
like
this
city-wide
just
think
about
Legacy
I
mean
I'm,
a
representative
of
one
of
the
poorest
parts
of
the
city,
and
there
are
several
areas
equally
needing
a
legacy.
Cultural
I'm
thinking
in
terms
of
either
marmots
City
that
we're
aiming
to
be
in
raising
any
inequalities.
I
personally
think
that
a
legacy
elastic
Legacy
would
be
turned
to
turn
this
into
bricks
and
mortar.
E
So
I
would
make
a
pitch
well
like
an
art
center
for
Harley,
a
small
scale
Parts
like
otley
courthouse,
which
would
allow
young
people
and
older
people
to
come
together
for
performances,
but
also
be
a
permanent
home
for
some
of
the
Community
projects
and
Charities
within
armley
that
at
the
moment
lacking
a
permanent
home.
E
So
something
multi-purpose
that
could
really
say
to
people
in
my
ward,
that
you
know
it's
a
legacy
for
everyone
and
really
raise
aspirations
and
hopes,
and
because
Harmony
has
a
rich
cultural
heritage,
Alan
Bennett,
Etc,
so
I
just
think
I.
Just
wonder
if
that
might
be
an
option.
I
So
I'm
just
going
to
say
something
briefly
and
pass
councilor
prior,
so,
firstly
we're
just
in
the
process
of
updating
the
inclusive
growth
strategy.
Obviously
one
of
our
key
strategies
for
the
council
and
that
will
go
through
Council
in
September,
one
of
the
kind
of
Big
Ideas
in
that
will
be
around
making
sure
that
we
are
valuing
our
culture
Heritage
and
support.
I
J
Yeah
absolutely
I
I
agree
with
everything
you're
saying
when
we
in
terms
of
more
things
coming
to
the
city.
Things
like
the
British
Library
are
looking
to
open
a
northern
Hub,
so
they,
the
one
in
London,
will
just
be
the
the
London
office
of
it.
J
We'll
have
a
Leeds
office
too,
we're
looking
to
open
a
poetry,
a
national
poetry,
Center
and
we've
got
all
the
bids
for
for
National
organizations
now
looking
to
come
to
Leeds,
some
of
which
can't
necessarily
announce
now
but
they're
in
the
pipeline,
where
Leeds
is
kind
of
pushing
up
pushing
up
the
agenda
in
terms
of
your
own
ward.
In
armley
a
few
months
ago,
I
was
visiting
assembly
house,
which
is
a
fantastic
Art
Space.
J
J
We
want
to
see
more
people
getting
involved
in
I'll,
probably
be
going
back
to
assembly
house
at
some
point
and
I'd
love
to
take
you
along
as
well
there's
a
huge
amount
going
on
in
in
every
single
Ward
in
this
city
that
that,
hopefully,
we're
working
to
kind
of
embolden
them
and
just
helping
them
grow,
but
but
you're
absolutely
right
about
those
organizations.
We
need
to
see
more
of.
L
Yeah,
just
on
armley
itself,
I
had
the
pleasure
of
going
around
the
industrial
museum
with
Rachel
Reeves
and
we're
really
delighted
that
it's
going
to
be
the
focus
of
the
John's
meeting
exhibition
in
in
the
Autumn,
so
we'll
be
bringing
that
to
to
armley
and
maybe
a
couple
of
years
ago
you
do
remember
the
Army
horses.
So
we
worked
to
create
with
some
local
Knitters
and
artists
from
my
assembly
house,
the
Army
horses
that
were
displayed
in
in
the
park
there,
but
there's
other
those
other
venues
in
the
city.
L
That's
where
Noah's
flood
was
performed,
and
it
was
incredible,
walking
down
the
street
and
hearing
violins
emanating
through
the
streets,
but
also
I,
think
there
are
plans
with
the
northern
School
of
contemporary
dance
as
well
to
develop
that
so
we'll
support
you
know
kind
of
we're
in
conversations
with
all
these
organizations
in
the
city
and
hopefully
will
kind
of
the
fact
that
they've
been
working
with
us
will
help
strengthen
their
case
for
funding
applications
when
they
go
to
funders
like
the
Arts,
Council,
National,
Lottery,
Heritage
fund
and
then
finally,
just
to
say
the
other
sort
of
bricks
and
mortar
thing
we've
been
involved
in
is
with
all
the
new
Street
Arts,
so
the
mapgate
mural
and
by
East
Street
Arts.
L
We
helped
support,
as
did
the
council
there'll,
be
a
new
one
unveiled
in
chapeltown
in
September
and
there's
a
third
one
as
part
of
Lee's
2023
later
in
the
year,
and
that
that
is
obviously
totally
Democratic
art
that
anyone
can
enjoy
as
they
walk
past
on
on
the
streets
of
Leeds.
A
D
I
think
what
the
chair
is
telling
me
is
to
be
brief.
Difficult
I
was
really
pleased
to
be
hearing
there.
My
one
of
my
questions
was
about
that
learning
dissemination
for
me
about
how
our
learning
can
affect
other
cities
to
make
theirs
easier,
moving
forward
as
well,
which
you
touched
on,
but
if
there's
anything
further
that
you'd
like
to
comment
on
around
that.
That
would
be
helpful.
D
I
wonder
if
anyone
is
able
to
tell
us
about
the
investment
opportunity
Rank
and
how
they
come
to
the
figure.
That
may
not
be
something
that
we're
able
to
do
wonderful,
good,
there's,
a
booklet
and
then
I
think
it's
really
clear
when
you're
at
the
events
and
when
you
speak
to
people
about
the
events
that
the
impact
they
have
on
the
people
that
attend
is
a
massive
but
I
feel
like
in
kirkstall.
D
We
have
a
rope
actually
next
to
point
62
about
world
councilors
being
consulted
on
events,
I
said
actually,
we've
had
very
limited
engagement,
and
then
we
saw
the
figures
around
the
schools
and
their
zero
percent
as
well.
So
it
might
actually
just
be
that
my
ward
specifically
is
lacking
engagement,
but
I
guess
there's
an
offer
and
we've
been
engaging
with
officers
as
much
as
we
can
currently,
but
we
can
up
that
if
that's
needed
in
order
to
make
sure
our
residents
get
the
best
possible
outcome,
because
we
can
see
the
impact
of
it.
D
People
attending
also
I'm
not
sure
the
dreaming
image
I'm,
not
sure
whether
that
was
shared
with
us
for
comment,
but
I'm
going
to
comment
anyway.
The
especially
I
loved
it.
The
only
comment
I'd
make
is
I
wonder
if
there's
a
way
you
could
change
the
contrast
a
little
in
order
to
make
it
look
slightly
less
like
the
green
poles
or
chimneys
putting
out
fossil
fuels.
It
might
just
be
the
geography
teacher
in
me
that
that's
instantly
what
I
saw,
but
I
thought
I'd
mention
it
just
in
case
all
right.
Thank
you.
L
I
Sorry,
that's,
okay,
all
I
wanted
to
do.
I,
think
I.
Think
Abigail
and
Colley
answered
the
first
question
around
the
relationship
with
Brad
Furley,
but
I
just
wanted
to
add
one
thing,
which
was
an
example
of
an
organization.
That's
worked
with
us
and
is
now
working
with
Bradford
2025.
So
it's
about.
I
Yes,
it's
about
relationship
between
our
culture,
trust
and
the
leadership
in
Bradford,
but
it's
also
about
the
organizations
who
have
built
capability
working
with
us
and
they're
now
supporting
Bradford
2025,
so
sustainable
arts
and
Leeds
have
been
a
really
strong
partner
with
Leeds
2023
to
do
groundbreaking
work
around
making
sure
that
you
know
we're
working
through
the
impact
on
the
climate
of
the
different
events
and
they're
now
advising
Bradford
2025
and
we'll
probably
have
an
impact
much
broader
than
that,
and
our
work
on
sustainability
has
also
been
internationally
relevant
because
of
the
work
we've
done
through
euro
cities
with
Leal
Leal
have
declared
a
kind
of
a
a
European
pact
around
sustainability,
which
leads
will
be
signing
around
our
commitments
around
culture.
I
So
that's
just
another
example:
councilor
Bethel
of
the
extent
of
our
relationships
with
Bradford
and
and
that
it's
not
just
about
our
people,
and
the
only
final
comment
is
that
some
of
my
staff
are
seeing
some
great
development
opportunities
with
Bob
for
2025.
So.
L
Yeah,
we're
Ditto
in
our
team
are
suddenly
looking
over
to
Bradford
on
the
schools
and
Coastal,
so
our
head
of
Creative,
Learning
and
engagement
says
that
has
told
me
that
two
schools
in
kirkstall
have
been
provided
with
a
grant
to
participate
in
the
my
lead
school
program.
L
So
that's
great
news
and
we
will
be
doing
more
increasing
our
targeting
and
Communications
with
throughout
the
rest
of
the
year,
targeting
schools
that
haven't
engaged
yet
so
again,
if
you're,
aware
of
you
know,
if
you
feel
that
your
your
ward
is
not
best
represented
in
terms
of
schools,
engagement
then
do
help
us
because
we're
actually
quite
a
small
team
schools,
team
and
obviously
working
in
the
neighborhoods,
but
also
the
councilors.
It
would
be
really
helpful
and
we
can.
We
can
start
and
that's
why
I
suppose.
L
The
other
thing
is
the
learning
why
we're
sharing
it
on
this
data
dashboard
is
that
others
in
the
city,
in
other
cities
who
are
thinking
about
putting
on
a
year
of
culture,
can
see
exactly
what
we're
doing
and
how
we're
doing
it.
So
guys
sharing
being
open,
transparent
right
now
and
allowing
us
to
see
where
there
are
gaps.
D
Yeah,
just
if
I
could
get
a
not
in
this
meeting
but
which
two
it
is
so
that
I
can
chase
the
others.
That'd
be
great.
Thank
you.
Q
Chair
yeah,
a
couple
of
questions
on
two
areas.
You
mentioned
the
really
great
work,
that's
been
done
in
terms
of
preparing
Legacy
and
what
that
means
for
kirkley's,
Wakefield
and
Bradford
I'm
interested
to
understand
what
the
combined
Authority's
contribution
has
been
both
in
terms
of
Financial
and
in
terms
of
support
resource
other
other
opportunities
as
well.
I
So
the
primary
contribution
from
the
combined
Authority
has
been
an
investment
through
gameshare
into
the
wild
Barn
Council
Robinson,
which
is
1.5
million
pounds
worth
of
investment.
As
noted
in
the
as
noted
in
the
report,
and
that's
been
their
primary
support
and
of
course,
and
then
otherwise,
the
mayor
has
lent
her
support
overall
to
the
program,
but
that
that's
their
main
contribution.
Q
Who
would
be
jumping
in
there,
given
the
premium
that
the
mayor
has
placed
on
culture
in
West,
Yorkshire,
that's
fairly
disappointing,
and
given
what
I
read
in
the
report
about
the
funding
that
was
there,
there's
two
sets
so
and
Eve's
quite
right.
Q
One
1.5
million
comes
to
the
wildbound
from
gay
share
and
another
element
is
from
leeds's
contribution
of
game
share,
which
is
not
the
combined
Authority's
money
that
is
leads
his
money
through
gameshare,
so
I
feel
that
if
we
want
to
have
a
cultural
Legacy
that
spans
across
West
Yorkshire,
that
cannot
be
just
leads
that
funds
that
and
creates
jobs
for
Bradford
and
for
kirkles
and
for
Wakefield
in
the
future.
So
hopefully
that
message
is
going
through
to
the
mayor
and
the
wika
team
here.
J
I
think
leads
lead.
Supporting
leads,
is,
is
kind
of
how
this
year
started
in
terms
of
being
rejected
by
Europe
and
Leeds,
essentially
declaring
ourselves
the
winner
anyway,
and
and
getting
on
with
it.
What
you're
talking
about
is.
We
are
essentially
the
first
city
to
be
operating
a
year
of
culture
outside
of
the
remit
of
being
a
UK
year
a
European
year
and
I.
Think
that
does
show
how
difficult
it's
been
and
actually
I
think
it
shows
what
color
and
Abigail
have
done
has
been
even
more
impressive.
J
When
we
look
at
the
total
funding
that
leads
20
to
23
has
it's
significantly
less
than,
for
example,
the
whole
year
of
culture,
which
has
a
significantly
smaller
population
and
had
significantly
more
money.
So
there
are.
There
is
a
case
that
that
leads
has
done
so
much
more
with
so
much
less
would
would
we
have
wanted
to
see
more
money
from
from
all
sources?
Yes,
absolutely
personally
I've
been
disappointed.
We've
been
going
to
to
government
several
times
going
directly
to
the
Secretary
of
State.
J
We
even
having
leads
in
in
Stuart
Andrew,
a
minister
of
state
and
culture.
We
went
in
as
well
asking
if
we
could
have
some
funding
and
they
didn't
give
us
anything
at
all.
So,
yes,
while
I'd
have
wanted
more
money.
Equally,
we've
been
very
grateful
for
the
for
the
million
and
a
half
for
the
wild
Barn
from
waika.
So
a
million
and
a
half
is
is
not
nothing
but
but
yes,
it's
it's
difficult.
Economic,
Times
and
yeah.
Q
Thanks
Jim
and
I'm
I
think
councilor
Pryor
makes
a
really
good
point
and
hats
off
to
Cully
Abigail,
the
team
and
the
office
of
the
council,
because
to
quote
Lyndon
Johnson,
maybe
slightly
misquote
him
here
and
any
jackass
can
kick
down
a
barn.
It
takes
a
master
Craftsman
to
build
one
and
you
you
have
built
one.
Q
What
I
would
say
on
this
is
that
there's
going
to
be
a
legacy
that
I
think
that
those
are
the
areas
of
of
the
command
Authority
can
benefit
from,
and
we
need
to
make
sure
that
we
are
absolutely
sharing
that
we
talked
about
the
economic,
Legacy
and
and
another
mindful
of
time
here
on
questions
as
well
chair,
so
I'll
turn
to
that
in
terms
of
the
kpis
that
I
mentioned
in
the
report
on
page
40
and
I
appreciate
that
some
of
the
economic
kpis
won't
be
seen
until
after
and
when
there's
the
full
assessment,
but
I
thought
it
would
be
useful
to
understand
some
of
those
other
anecdotally
and
where
we're
measuring
against
those
kpis.
Q
It
is
the
additional
report.
That's
it's
40.
As
you
look
at
the
digital
version,
it
is
the
attachment-
and
it's
page
nine
of
that-
attachment
titled,
kpis
and
there's
things
on
there,
such
as
how
cells
participate
in
physically
or
digitally
in
events.
Q
But
it
does
also
say
about
doubling
the
council's
investment
at
least
100
million
of
extra
direct
and
indirect
revenue
for
leads
and
the
additional
jobs
as
well,
which
I
think
is
important,
because
I'm
hoping
those
additional
jobs
aren't
people
who
are,
as
Eve
mentioned,
coming
from
the
service
and
looking
at
jumping
over
to
a
job
in
Bradford.
L
Yeah
so
a
couple
of
things
we're
obviously
tracking
the
fundraising
and
because
we're
fundraising
all
the
time,
we're
still
continuing
to
fundraising.
It
looks
like
we
are
on
track
for
that
kpi
to
double
the
council's
investment,
which
we're
really
delighted
about.
We've
got
three
big
funding
applications
that
will
hear
the
outcomes
of
later
this
month.
L
So
I
hope
that
we'll
paint
a
really
good
picture,
we're
continuing
to
work
with
corporate
sector,
the
private
sector
in
Leeds
and
we've
just
launched
a
new
business
club
membership
starting
at
a
thousand
pounds,
and
we've
got
interest
from
businesses
in
the
city
who
want
to
support
so
that
that
that
kpi
is
definitely
on
track
through
our
research
and
evaluation.
We
part
the
questions
asked
to
audiences
are
how
much
they
think
they
would
have
spent
at
the
night
at
the
event.
L
So
we
have
those
indicative
figures
and,
for
example,
people
who
came
to
the
Awakening
from
outside
of
Leeds
I
think
the
figure
was
they
spent
60
pounds
that
night.
So
you
know
you
get
a
sense
of
the
additional
spend
that
is
coming
into
the
city,
but,
as
I
say,
I'm
not
going
to
predict
what
the
overall,
because
we're
still
halfway
to
deliver
the
rest
of
the
year.
L
We
will
be
working.
Obviously,
with
colleagues
on
from
visit
leads.
Looking
at
tourism
numbers
I
mean
what
I
would
flag
is
that
we're
operating
in
a
really
challenging
environment,
train
strikes
and
the
after
effects
of
obviously
the
pandemic
and
cost
of
living
crisis,
and
that
is
why
many
of
our
events
are
free
to
attend
or
as
low
cost
as
possible.
L
So
I
think
the
you
know
not
only
is
Leeds
delivering
this
year
of
culture
outside
of
any
sort
of
framework,
it's
in
extraordinary
times
that
are
unprecedented
for
this
country.
So
we
have
some
indicative
idea
of
economic
impact
on
this
report,
which
you're
welcome
to
look
at
is,
is
all
showing
positive
signs.
Q
S
Okay,
thank
you.
I've
got
a
few
questions,
I'm,
afraid,
first
of
all,
I
think
I,
don't
know
what
anybody
else
thinks,
but
the
experience
in
the
outer
world
seems
to
be
very
different
to
the
inner
city
awards
from
what
I've
heard
today,
because
I
would
say
in
our
area
and
that's
Rockwell,
which
borders
on
Gap
and
kippax
I'll,
Gatherings,
Village
and
and
keep
it
which
were
cold
outs
areas
with
very
low
engagement
versus
the
inner
city,
ones,
which
we've
been
talking
a
lot
about
where
the
events
have
been
today.
S
I,
just
wonder
if
we've
made
the
best
balance
between
what's
going
on
in
the
outer
parts
of
the
city
and
what's
going
on
in
the
in
inner
city,
there's
been
very
little
advertising
about
her
I
that
you
know
none
of
the
street
pillars.
You
know
the
flags
that
were
on
the
pillars.
None
of
that
has
been
cascaded
outside
of
the
city
and
I.
Just
think.
We've
missed
a
huge
opportunity
in
our
local
areas
to
to
benefit
from
everything
else
that
is
going
on
with
lease
2023.
So,
yes,
the
city
might
benefit.
S
It
sounds
as
though
we've
got
Legacy
going
to
the
cities
outside
of
Leeds
and
yeah
I.
Don't
think
our
worlds
are
benefiting
in
anything
like
the
way
they
could
have
done,
and
that
might
be
a
comment
rather
than
the
question
or
a
statement
rather
than
question
in
terms
of
a
question
going
forward
towards
the
end
of
this.
S
When
we
do
get
the
final
analysis
as
councilor
kid
you
asked,
could
we
get
a
breakdown
of
actually
how
much
we've
spent
by
signature
event
and
by
Ward
and
perhaps
even
plot
all
the
events
that
we've
had
on
a
on
a
graph
of
the
city?
So
we
can
see
where
all
the
dots
are
and
how
many
of
the
outer
ones
benefited
versus
the
inner
ones.
Because
to
my
knowledge
we
haven't
had
a
Lee
2023
event
in
Rothwell
yet,
and
we
still
haven't,
got
one
planned,
including
the
my
lead
summer.
S
We've
talked
about
it,
we've
canceled
it
once
it's
still
not
organized
so
there's
something
to
go
on
there
and
I
will
say
that
is
nothing
to
do
with
the
neighborhood
host
she
stepped
in
after
the
first
neighborhood
host
dropped
out
and
the
current
one
has
done
as
much
as
she
can
to
get
our
event
off
the
ground.
We're
not
getting
the
support
that
we
need
to
make
it
happen.
S
So
that's
one
question
about
the
financials
another
on
the
financials.
The
Hibiscus
Rising
statue
is
is
funded
by
the
council.
As
far
as
I
can
see,
we've
only
got
0.3
million
funding
towards
the
1.9
million
cost.
S
S
Sorry,
the
my
Summit
things,
how
many
of
the
events
in
in
the
wards
have
been
original
new
events
and
and
are,
and
are
they
repeatable
and
how
many
have
been
piggybacked
on
existing
events
such
as
local
cannibals
that
happen
anywhere
and
and
Lead
2023
have
had
something
happen
there
will
that
happen
again
next
year
or
is
it
just
a
one
off
this
year
and
I
won't
go
on
much
more
other
than
say
Kirk
still,
and
your
dreaming
image
I
have
a
similar
issue
once
you've
seen
the
Rothwell
one,
it's
rhubarb
and
a
candle,
but
it
looks
very
much
like
Dementors
and
Baltimore
and
I
can't
unsee
it.
S
A
J
Just
to
say,
I
disagree
entirely
about
the
difference
between
inner
and
outer
the
the
two
past
events
I've
been
to
in
my
late
summer,
have
been
Adler
wharfdale,
where
I
think
literally
thousands
of
people
went
to,
which
is
certainly.
You
know
the
world
literally
borders,
North
Yorkshire
I
went
up
to
the
otley
and
Eden
event,
which
was
incredible
and
it
was
a
mix
of
food.
They
had
Morris
dancers,
they
had
wood
turning
again
hundreds
of
people
there
and
an
incredible
success
and
I'm
just
trying
to
get
up
now.
J
I
know
there's
something
going
in
Rothwell
with
the
the
temperance
bands
in
Weatherby
and
they
had
a
drove
as
that
which
I
couldn't
make
it
sadly,
but
had
huge
amounts
of
brass
bands
marching
through
the
streets
which,
which
was
apparently
was.
It
was
a
great
success
in
there
talking
about
repeating
that
in
the
future
as
well.
So
I
just
don't
accept
your
characterization
that
there's
a
difference
between
the
inner
and
outer
Wards.
I
So
addressing
the
question
about
the
funding
for
hibiscus
Rising
you're
right,
the
council's
undertaken
from
the
costs
to
1.83
million
and
that
is
being
held
against
the
capital
program,
contingency
reserves
and
we're
reducing
it
as
fundraising
for
the
project
progresses,
and
so
at
the
moment
we've
provided
funding
of
one
million
pounds
that
was
provided
in
November
2022
and
a
further
payment
of
400
000
in
May
2023.
I
The
culture
trust
has
a
full
fundraising
plan
in
place
and
we
receive
reports
to
the
city
Readiness
board
which
meets
on
a
monthly
basis
about
fundraising
progress
and
the
director
of
City
development
requested
those
reports
in
writing
each
board.
So
we
pay
attention
to
every
meeting
and
we're
working
with
Leeds
2020
2023
on
that
fundraising
can
continue
after
the
the
sculpture
is
installed.
I
It
doesn't
have
to
end
at
the
point
where
it's
installed
so
whilst
we
might
not
hit
the
full
Target
at
that
point,
we
can
continue-
and
it's
probably
important
to
note
as
well,
that
the
fundraising
is
also
being
undertaken
with
Doma
the
David
oluwalo
Memorial
Association,
not
just
by
Elites
2023,
and
they
have
plans
through
the
Autumn
for
a
fundraising
event
and
continue
to
work
that
Karen.
You
probably
know
the
number
of
applications
that
have
been
done.
The
significant
number
of
applications
that
we're
waiting
to
hear
back
on
as
well
aren't
there.
M
Yeah
so
I
understand
that
there
there
are
probably
around
60
small
applications
to
the
smaller
trust,
some
foundations
and
then
there's
a
there's.
A
full
pipeline
as
well
so
I
know
that
myself
I'm
involved
in
another
10
applications
which
will
go
in
at
the
end
of
this
month
from
the
council.
So
so
it's
a
mixture
of
lead
city
council
leaves
2023
and
the
the
Doma
Association,
who
were
doing
all
of
this
fundraising,
Dumber
doing
a
crowd
crowdfunding
scheme
as
well,
which
will
launch
later
on
in
the
summer.
A
Thank
you,
Karen
Council
Chapman
is
that
okay.
S
I'm,
not
sure,
really
I,
guess
we'll
wait
and
see
what
happens
when
we
get
to
the
end
of
the
year.
I,
don't
see
how
we
raise
much
funds
after
the
year
of
culture
ends
and
things
move
on
to
Bradford.
So
I
am
a
little
concerned
about
that.
Financial
cost
there,
but
we'll
see
what
happens
hopefully,
we'll
raise
the
money.
I
mean
we
seem
to
have
done
so
far:
counselor
oops
prior
sorry,
Temperance
band,
ruffle
Temperance
band
doesn't
as
far
as
I
know,
have
a
single
event.
S
In
Rothwell
this
year
we've
tried
to
book
them
and
they
can't
fit
Us
in
because
they're
doing
things
elsewhere
in
the
city,
it
would
have
been
lovely
to
have
a
I
think
we
have
got
Sunday
bands
in
the
park
thing
next
week
or
the
week
after,
but
I'm
not
I,
don't
think
it's
Rocco
temperatures,
man
that
are
there.
It
would
have
been
nice
to
engage
our
own
award-winning
band
in
our
own
area.
J
I
I'll
look
into
to
to
what's
happening
in
Rothwell
after
this
meeting
properly,
but
what
I
would
say
just
about
how
lucky
the
rest
of
leads
are
to
be
listening
to
rothwell's
culture
shared
across
the
whole
city.
A
Thank
you,
Council
prayank,
thank
you.
Council
Chapman
and
the
council
probably
has
said
its
doors
are
open
anyway,
so
you
can
take
this
out
of
this
meeting
as
well.
At
the
same
time
can
I
ask
Council
Burke
connects
on
the
list.
F
Thanks
chair
just
a
couple
of
questions,
really,
this
seems
to
be
a
real
dichotomy
across
the
city
depending
on
the
relationship
with
the
host.
Nothing,
that's
a
fair
comment.
F
I
know
in
my
world
absolutely
no
engagement,
despite
being
Keen
to
engage
and
and
Belial,
which
is
part
of
the
world,
is
Barren,
so
nothing
at
all
happens
there
and
there's
quite
a
lot
of
negative
thinking
around
it.
So
we're
very
good
if
we
could
perhaps
generate
some
activity
there
and
the
295
grants
that
have
been
awarded
across
the
world.
I
think
that
would
be
it's
a
selfish.
Ask
really
it'd
be
really
beneficial
if
we
knew
where
those
small
grounds
where
and
who.
F
F
Finally,
again
going
back
to
the
kpis
3
000
jobs
in
total
is
the
kpis
across
a
split
for
two
thousand
to
one
thousand:
that's
phenomenal
and
it
would
be
brilliant
now,
there's
a
thousand
full-time
equivalents
and
the
other
says
two
thousand
so
I
assume
that's
a
mix
of
part-time,
temporary
and
and
so
on
and
so
forth.
A
Thank
you,
Council
Burke,
I'm,
just
gonna
answer
those
questions.
F
Try
calling
not
sure
I
can
okay,
the
skills,
development
and
progression
earlier
in
the
report
does
talk
about
it
being
an
ambition
and
it
will
happen,
and
but
it's
not
listed
as
one
of
the
actual
kpis,
so
it
becomes
anecdotal.
Doesn't
it
really
I
just
wondered
how
you
will
measure
that
reporting
on
it's
different?
Isn't
it
so?
How
will
you
measure
it
because
some
of
that
will
happen
much
later?
Will
it
some
skills
you
learned
this
year
might
not
see
that
progression
for
two
three
four
years
or
whatever.
L
Yeah
I
mean
around
each
signature
event.
There
is
a
creative
skills
program
and
we're
working
with
other
partners
in
the
city
on
Creative
skills.
For
example,
we've
got
a
scheme
working
with
BBC
Radio
leads
and
a
youth
development
charity
to
create
a
a
cohort
of
well
23
people.
Young
people
who
are
developing
podcasting
skills
they
they're
going
on
to
create
content
for
BBC
Radio
leads
content
for
us,
so
that's
an
example:
we're
working
with
the
creative
skills
Fair
later
in
the
year
so
and
also
at
the
moment
in
our
office.
L
We
have
got
dozens
of
interns
and
work
placements
from
the
universities
and
further
education
colleges
working
directly
with
us,
so
that
experience
and
we've
seen
one
go
on
to
get
a
job
at
the
BBC
radio,
six.
So
an
example
of
how
experience
with
us
has
gone
on
to
help
them
get
a
really
brilliant
job
in
broadcasting.
L
So
there
is
anecdotal,
but
we
will
be
looking
at
the
kind
of
numbers
of
people
through
our
placements
and
and
also
creative
skills
work
in
terms
of
the
questions
on
grants
and
who
gets
who
I
I.
Imagine
that's
something
that
we
will
pull
together
at
the
end
of
the
year
and
in
terms
of
the
jobs
we
don't.
J
Abigail
mentioned
it
briefly,
but
I
think
it's
worth
just
mentioning
again:
the
the
Leeds
creative
skills
Festival,
we
held
our
first
one
last
year,
very
much
in
the
same
model
as
our
apprenticeship
Fair,
which,
when
we
first
launched
that
that
was
the
largest
apprenticeship,
fair
in
the
north,
I
believe
in
the
Leeds
creative
skills.
J
Festival
gives
an
opportunity
for
employers
across
the
city
who
work
in
the
creative
arts
to
come
to
First
Direct
Arena,
a
huge
amount
of
of
people
looking
for
for
apprenticeships,
for
work,
for
internships
come
along
to
that.
It's
a
great
opportunity
and
it's
everything
from
video
game
development
to
being
on
stage
to
being
backstage
to
design
work,
and
that's
on
the
25th
of
November
from
two
till
seven
and
I
really
would
urge
all
members
to
to
come
along
to
that.
It
is
a.
J
It
was
a
fantastic
event
this
year
and
we
just
want
it
to
be
even
bigger
and
just
really
feeds
into
what
we're
talking
about.
When
we're
saying
we
need
to
keep
create
creative
jobs
here
in
Yorkshire.
It
is
events
like
these,
which
are
just
going
to
keep
that
going
year
on
year
and
hopefully
grow.
F
Thanks
Council
of
prayer
that
sounds
fantastic.
If
we
can
get
the
information
that
we
can
really
push
that
out,
I
just
want
to
go
back
and
I
know
I'm
laboring
this
by
the
way
I
do
realize.
I'm
laboring
this
about
the
grants,
because
in
words
where
there
are
some
difficulties,
it's
it's
really
vital
that
we
know
where
they
are.
So
we
can
build
on
that
work
and
enhance
it
and
support
it.
L
Yeah
absolutely,
and
also
the
funders
that
have
funded
that
work,
because
some
of
the
grants
have
come
from
National
Lottery
Heritage
fund
and
they
came
to
our
office
and
we
invited
a
lot
of
community
groups
that
we've
been
working
in,
who
gave
them
advice
on
how
to
make
applications,
and
our
fundraising
team
have
been
working
with
those
Community
groups
to
make
applications,
and
some
have
been
successful
so
again,
working
with
Eve's
team
we're
looking
at
how
we
transfer
that
knowledge
of
how
you
make
grants,
because
I
think
it
is
a
point
you've
raised
before
the
skill
set
of
making
applications.
L
It
is
very
difficult,
but
then
we
know,
bodies
like
the
national
lottery
Heritage
fund
want
to
see
more
smaller
organizations
apply
for
smaller
micro
grants
that
can
really
make
the
difference
in
their
communities.
So
that
is
definitely
work
that
started
now
and
we
will
continue
in
terms
of
the
Legacy
and
Handover
to
pass
those
relationships
on.
H
Thanks
chair
yeah,
two
questions
for
me:
if
we
can
be
a
bit
cheekier,
the
main
beneficiary
of
who's
2023
to
me
is
children
and
young
people
alongside
the
medium-term
benefits
to
local
economy.
I.
Think
it's
really
important.
Our
local
host
in
Bramley
and
Stanley
World
Dean
Patrick
is
engaged
with
schools
that
are
run
by
the
local
Authority
academies
and
those
with
links
to
the
diocese.
H
So
with
that
in
mind,
how
are
we
are
we
collecting
any
feedback
from
the
areas
where
schools
have
engaged
the
most
and
could
we
learn
lessons
from
that
to
see
where
schools
aren't
engaging,
and
the
second
question
is
slightly
different
in
terms
of
hibiscus
Rising,
the
it
looks
like
an
outstanding
piece
of
artwork
and
we're
really
looking
forward
to
having
it,
but
we
obviously
faced
real
problems
with
disgusting
vandalism
on
the
David
alley
plaque
recently
and
I.
K
In
terms
of
the
schools,
you
know
as
part
of
the
evaluation
process,
we
are
collating
all
sorts
of
insights.
I.
Think
I
think
it's
worth
saying
that
obviously
different
schools
have
different
complexities
in
terms
of
what
and
how
they're
engaging
and
the
leadership
makes
a
big.
You
know
difference
in
that
I
mean
even
even
on
a
in
the
context
of
children's
day.
Where
you
know
some
schools
were
really
happy.
You
know
fine
about
the
children
running
around
and
getting
where
to
others
were
much
more
wary.
K
I
mean
there's
all
sorts
of
ways
in
which
you
navigate
relationships,
I
guess
with
the
work.
K
What
has
become
clear
is
that
just
the
challenges
that
schools
are
facing,
so
their
their
ability
to
engage
can
really
really
vary,
and
we've
tried
in
different
ways
to
look
at
how
best
we
can
support
that
and
in
some
cases
you
know,
I
think
it's
just
been
impossible
to
help
and
I
think
our
team
will
look
at
all
of
that
and
see
and
again
share
that
with,
with
Council
and
colleagues
to
sort
of
look
at
how
else
we
might
do
it
I
think
the
the
the
the
challenge
for
us
as
Leeds
2023
yeah,
which
is
worth
just
stating,
is
that
we
set
up
the
trust
10
weeks
before
lockdown
yeah
I
started
my
job
10
weeks
before
lockdown
built
an
organization
from
absolute
scratch.
K
K
Most
UK
cities
of
culture
like
Bradford
and
Hull
or
Coventry,
will
be
working
around
a
40
million
pound
program,
so
we're
working
with
a
third
of
what
would
have
been
out.
The
European
ambition
and
half
of
what
is
a
UK
city
of
culture
and
we're
not
doing
that
within
any
Frameworks,
it's
very,
very
challenging
to
to
apply
to
the
Arts
Council
or,
to
you
know,
National
Heritage
lottery
or
to
the
big
the
big
programs
for
significant
amounts
of
money
other
than
through
the
The
Avenues.
K
So
I
think
it's
remarkable
that
we've
managed
to
kind
of
increase
that
investment,
but
that's
had
a
knock-on
effect
both
in
terms
of
time
we've
had
to
plan
and
in
terms
of
the
number
of
Staff
we've
been
able
to
recruit
at
the
time
we've
needed
to
recruit
them
in
order
to
make
the
most
of
getting
out
there
and
building
those
relationships,
and
we
all
know
that
actually
the
most
profound
impactful
things
linked
to
strong
relationship,
building
and
I.
Guess
that's
also
true.
As
a
neighborhood
hosts.
You
know
that
different.
You
know
it's.
K
It's
essentially
been
a
training
program
for
those
individuals
and
their
relationship
to
their
neighborhoods
and-
and
some
are
some
have,
you
know
been
harder
to
get
on
track
in
time
than
others
really,
but
I
think
all
of
that
I
think
what's
brilliant
about
the
neighborhood
host.
Now
is
that
there's
33
of
them
and
they're
like
a
family
and
they're,
very,
very
supportive
of
each
other
and
the
learning
that
will
pass
through
that
and
that
body
of
people
that
can
really
think
about
what
next
in
each
of
the
neighborhoods
would
is,
is
a
huge
benefit.
J
It's
probably
worth
putting
on
record.
It
probably
is
creeping
into
the
the
remit
of
their
children
and
families
Christianity
board,
but
is
linked
as
well
as
2023.
One
decision
we've
made
as
a
council
is
to
protect
the
funding
of
art
forms
which
is
part
of
our
school
service,
and
it's
not
a
statutory
element.
It's
something
we've
maintained
to
ensure
that
children
through
school
will
have
access
to
to
musics
to
Performance
to
Arts.
We
know
how
much
of
a
difference
that
that
can
make
in
children's
development
in
confidence.
J
When
you
look
at
the
schools
like
Eaton
or,
for
example,
do
they
drop
cultural
learning?
They
absolutely
do
not
because
they
know
the
value
it
can
really
have,
but
at
the
same
time,
when
school
budgets
are
hugely
under
pressure
and
teachers
are
under
increasing
burdens
because
they're
acting
more
like
social
workers
than
teachers.
J
Sadly,
culture
is
sometimes
the
first
thing
to
go
and
we're
really
clear
in
Leeds.
We
want
to
be
that
to
be
the
Forefront
in
our
schools
and
I.
Think
lead
to
2023
have
been
I've
done,
a
phenomenal
job
in
in
enhancing
that
even
further,
and
that's
something
I'll
be
continuing
to
to
keep
in
regards
to
the
David
oluwali,
their
hibiscus
Rising
statute,
you're,
absolutely
right!
When
we
had
the
the
David
oluwali
plaque,
we
saw
racist
vandalism
there's
no
other,
no
other
way
of
expressing
that.
J
Obviously,
when
the
plaque
was
re-put
up
there,
we
put
a
number
of
security
measures
in
there,
some
of
which
are
public
and
some
of
which
aren't
and
again
while
I
I
won't
go
into
detail
to
it.
Today,
it's
exactly
the
same
for
the
Hibiscus
Rising
statue.
It's
forming
a
lot
of
the
conversations
but
Security
will
be
will
be
a
key
part
of
that
and
I
can
assure
the
board
of
that.
A
Thank
you,
Council
Thompson,
Thompson,
sorry,.
G
It
has
been
really
good
to
see
how
the
neighborhood
hosts
have
networked
and
encouraged
each
other
and
learned
from
each
other,
and
we've
been
really
blessed
with
our
neighborhood
event,
with
the
giant
tablecloth
that
took
up
much
of
our
kitchen
for
a
day
when
I
was
roped
in
at
the
last
minute
to
help
make
it
and
for
my
13
year
old,
to
enter
her
piece
of
artwork
as
her
entry
and
to
then
walk
around
headingley
stadium
and
find
it
and
be
so
proud
of
herself
and
seeing
others
doing.
G
The
same
was
a
really
remarkable
start
to
the
year.
So
just
one
question
the
skills
from
the
barn
raising.
Are
there
any
plans
to
take
those
forward
and
develop
those
skills
for
women
to
get
into
construction?
Someone
who
started
a
civil
engineering
degree
spent
eight
weeks
on
a
construction
site
where
there
were
hardly
any
women
at
all
20
something
years
ago.
How
are
we
looking
to
take
that
on
and
whether
linking
was
meeting,
300
or
otherwise,
to
help
build
confidence
in
women
to
enter
that
that
industry
and
keep.
K
There's
a
couple
of
a
couple
of
things:
I'll
have
to
see
what
state
plays
and
come
back
to
you
on
more
detail,
but
as
a
direct
consequence
of
our
relationship
with
College
of
building
and
their
their
enthusiasm
for
the
project,
because,
of
course
they
ran
all
the
boot
camps
for
those
300
women
and
non-binary
people.
K
It
became
really
clear
that
those
those
that
they
were
Keen
to
look
at
developing
further
courses
and
that
the
the
participants
were
really
Keen
to
look
continue
to
learn
and
not
least
because
the
Workshops
the
skills
workshops
on
the
day
around
plumbing
and
things
like
that
also
were
completely
sold
out
and
we
had
to
increase
the
workshops
on
that
Saturday
Festival
day.
K
We
are
in
conversations
with
Wow
Festival
around
them
revisiting
and
coming
back
later,
this
Autumn,
but
also
there's
strong
conversations
happening
between
them
and
West
Yorkshire
and
the
mayor
around
all
of
these,
all
of
the
learning
from
that,
but
also
how
that
might
build
into
a
more
a
longer
term
potential
of
skills,
development,
so
I
think
it's.
K
A
Thank
you.
We've
been
discussing
this
topic
at
least
2023
for
one
hour,
27
minutes
now
and
I
just
want
to
thank
the
officers
and
Council
Pryor
and
the
board
members.
A
Thank
you
and
the
the
conditional
page
13
of
our
agenda
park
has
asked
us
to
provide
comments
on
the
report.
I
think
we
have
done
this
this
morning
and
are
we
happy
with
those
comments?
Yep
and
lose
223
is
a
greater
project
and,
as
you
know,
it
will
be
coming
back
to
this
board
next
year,
probably
January
or
February.
So
we
will,
they
will
be
update
us
more.
So
we
can
ask
more
questions
and
I
just
want
to
say
thank
you
for
coming.
A
A
Okay,
we
move
now
on
item
number
eight,
which
is
people
management,
update,
can
I
ask
Andy
or
Mariano
Claire
briefly
to
go
to
the
report
and
yeah.
P
Yeah
thanks
councilor
Khan
I'll,
just
say
a
couple
of
things
and
then
hand
over
to
Auntie
and
Claire
who've
done
all
the
work
on
this
I
think
the
first
thing
I
wanted
to
say
is
just
why
we're
doing
all
this,
because
sometimes
we
kind
of
talk
about
all
this
stuff
and
forget
why
we're
doing
it
and
essentially,
while
we're
doing
all
this,
is
really
to
deliver
the
best
services
for
the
public,
which
I
know
is
really
important
to
you
know
the
role
of
counselors,
the
second
thing
to
say:
we've
funded
these
numbers
they're
about
before,
but
again
I
think
it's
important
to
abandon
them
about
each
time.
P
We're
talking
about
a
Workforce
of
14
000
people
doing
quite
different
things
and
we're
talking
in
this
case,
in
particular,
about
the
role
of
those
2
200
managers
based
right,
the
way
across
the
city
and
the
third
thing
to
say.
That's
really
important.
With
this.
It's
all
lodged
in
and
I
know
Anthony,
who
I
will
cover
this
absolutely
within
the
council's
behaviors
and
values.
P
But
what
that
does
mean
in
practice.
There
will
be
a
variation
in
terms
of
what
happens
and
everybody
will
have
a
story
about
management
and
how
it
happens
either
really
well
or
really
badly,
probably
not
much
in
the
middle,
because
you
tend
not
to
hear
about
those
but
I
guess
what
we
wanted
to
do
with
this
was
just
provide
some
reassurance
about
all
the
work
that
is
happening.
P
You
know
led
by
HR,
but
crucially,
this
is
everybody's
business
right,
the
way
across
the
organization,
all
the
directors
and
all
of
those
managers
just
by
way
of
introduction.
Okay,
thanks.
O
Thank
you
very
much,
okay.
So
what
we've
done
is
we
have
provided
you
with
a
brief
paper
and
as
Mariana
says,
that
gives
you
an
update
on
a
number
of
key,
interconnected
people,
management
themes
and
those
themes.
O
Scrutiny
have
taken
an
interest
in
over
the
last
year
or
two
years,
so
focus
on
probably
two
key
areas
today,
which
is
the
management
of
attendance
and
particularly
Performance
Management,
and
what
we
have
done
is
we've
tried
to
complement
the
brief
paper
with
a
even
briefer
presentation
and
try
to
pull
out
on
some
of
those
key
themes
raised
by
Mariana,
and
the
first
thing
you
can
see
on
the
screen
is
really
what
triggered
a
lot
of
this
reflection
work
that
we
are
doing
and,
as
you'll
be
aware,
we
did
launch
earlier
this
year
that
being
our
best
organizational
plan,
and
that
plan
focuses
very
much
on
support
and
enabling
our
2200
managers
and
the
key
thing
with
that
document
is
for
the
first
time
it
did
set
out
for
expectations
of
all
of
our
managers
and
leaders
across
the
organization
and
I
just
really
want
to
set
the
context
and
set
the
scene
a
little
bit
as
to
where
Performance
Management
fits
within
that
framework
within
the
organizational
plan
and
again,
as
Mariana
said,
the
first
issue,
or
the
first
boxy
yellow
box
top
left.
O
If
you
just
progress
Rob.
Thank
you
focuses
very
much
on
living
and
breathing
our
values
and
behaviors,
and
obviously
that
doesn't
depend
a
lot
of
our
work
right
across
the
employment
life
cycle,
including
this
issue
of
Performance
Management
and
attendance
management,
so
that
that's
a
given
and
that
doesn't
underpin
a
lot
of
our
work
on
the
next
slide.
O
Just
reminding
you
where
that
blue
box
fits
in
and
if
you
progress
again
Rob
the
blue
box
focuses
very
much
on
be
your
best
and
I
know.
We
have
talked
to
you
about
be
your
best
before
now
and
just
to
remind
you,
this
is
very
much
about
the
organization's
leadership
and
management
development
offer
which
have
been
running
for
a
fairly
short
period
of
time,
but
it
is
having
quite
a
notable
impact
in
supporting
our
managers
and
leaders
across
the
organization.
O
I
know
that
side
is
very
busy
and
there's
a
lot
in
it.
So
you
can
see
the
be
your
best
infographic
And.
All
I'll.
Do
is
just
quickly
remind
you
of
the
bit
on
the
far
right
you
can
see,
which
is
a
content
to
be
your
best
and
that
pulls
out
three
key
things.
So
as
scrutiny
board,
no,
we
do
have
a
key
component
of
be
your
best,
which
is
about
our
core
offer,
which
is
very
much
about
teasing
out
the
essential,
mandatory
training
and
development
and
as
you'd
expect.
O
That
includes
things
like
appraisal
management,
health
and
safety.
But
it
also
has
this
scrutiny
board.
No.
We've
also
mandated
our
quality,
diverse
and
inclusion
training
recently
as
well.
So
that
falls
within
that
core
box
below
that
you
can
see
the
self-directed
learning.
So
as
you
would,
as
you
know,
there's
a
whole
host
of
different
online
videos.
Training
provision
that
manages
themselves
can
access.
We
also
have
coaching
and
mentoring
lots
of
different
courses
running
all
of
the
time
and
the
bit
at
the
bottom.
O
You
might
not
be
able
to
see
very
clearly
is
the
community-led
training
provision,
and
this
is
very
much
about
peer
group
support
So.
This
enables
managers
to
come
together
really
off
their
own
back
and
share
experiences
share,
learning
which,
as
you
can
expect,
includes
issues
like
Performance,
Management
and
attendance
management.
So
often,
if
you
like
what
we
call
a
sort
of
phone,
a
friend
where
managers
can
get
together
and
learn
from
one
another
on
the
next
slide,
is
the
final
box
I
want
to
share
with
you
if
you
just
progress,
one
more
yeah.
O
Thank
you
very
much
Rob.
So
this
is
the
top
right
one,
and
this
is
sort
of
the
key
one
for
the
paper
that
we've
enclosed
in
the
pack
today
and
this
for
the
first
time,
talks
very
much
about
our
managers
and
leaders
have
an
expectations
and
requirements
to
manage
the
well-being
of
Staff,
but
also
the
performance
of
the
staff
that
they
lead
and
manage.
O
But
today,
I
just
want
to
focus
on
the
Performance
Management
piece
and
there's
a
few
issues
that
we
are
now
trying
to
focus
our
attention
on
in
terms
of
the
management
of
performance
and,
if
Rob,
if
you
just
progress,
one
more
that'd,
be
great
so
in
terms
of
managing
the
performance
of
our
Workforce
as
Mariana
says,
over
14
000
staffs,
there's
a
lot
of
Staff
in
terms
of
individual
and
team
Performance
Management.
But
for
the
first
time
we've
been
very
explicit
as
an
organization.
O
That
is
that's
a
core
requirement
of
our
managers
to
do
that.
But
we
also
recognize
that
it's
very
complicated
and
challenging
and
again
as
Mariana
said,
it's
not
one
size
doesn't
fit
all,
because
how
you
manage
Performance
Management
does
depend
a
lot
on
the
work
context
so
depends
on
the
demographic
of
the
workforce,
the
service
they
are
delivering
and
the
working
patterns,
but
also
recognizing,
of
course,
that
people
provide
their
best
support
and
best
service
depends
on
their
own
style
and
their
learning
interventions.
O
So
we're
recognizing
that
this
is
a
complicated
piece
of
work
to
do,
but
nevertheless
really
important
and
we're
now
taking
the
opportunity,
with
the
launch
of
the
organization
plan,
to
try
to
come
up
this
and
slightly
different
way.
So
some
of
the
things
that
were
teasing
out
and
having
the
conversations
with
our
colleagues
across
the
organization
are
recognizing
that
performance
does
need
to
be
evidence-led.
So
we
do
want
to
be
quite
clear
about
some
measures,
so,
although
one
size
doesn't
fit
all
neither
do
we
want
it
to
be
entirely
subjective.
O
But
one
of
the
key
things
you
can
see
further
down
on
that
slide
is
recognizing
that
we're
coming
at
this
place,
thinking
about
Performance
Management
in
all
of
its
different
guises.
So
this
isn't
just
about
focusing
on
those
individual
staffs
that
may
have
challenges
in
their
role,
but
it's
also
supporting
those
individuals
who
are
flourishing,
who
are
high
performers
and
how
we
can
support
them
to
progress
and
develop
across
the
organization.
O
I
guess.
The
final
thing
for
me
is
just
to
tease
out
that
as
an
organization
we're
pretty
good
at
Performance
Management,
because
we
deal
with
it
on
a
regular
basis
for
appraisal
and
mid-year
appraisal.
So
that's
regular,
but
it's
not
necessarily
frequent.
So
one
of
the
key
things
we're
now
focusing
on
is
try
to
encourage
more
frequent
conversations
with
our
staff,
our
managers,
whether
that's
informal
on
the
one-to-one
basis,
but
really
keeping
that
open
conversation
going
found
nothing
before
I
passed
over
to
Claire.
O
Just
to
finish,
the
presentation
is
recognizing
that
when
we
think
about
Performance
Management,
we
think
there
are
sort
of
three
key
players
if
you
like
and
we're
using
the
mewi
and
us
Dimensions,
if
you
like
so
Focus,
very
much
on
the
role
of
the
individual,
because
that's
obviously
individual
members
of
Staff
the
way
focuses
very
much
on
the
role
of
the
manager
and
the
teams.
O
But
also
us
as
an
organization,
we
have
a
responsibility
too
in
terms
of
how
we
best
manage
performance
in
that
broader
sense,
so
just
to
tease
that
out
in
a
bit
more
detail,
I'll
just
pass
over
to
Claire.
N
Morning,
well,
can
you
move
on
to
the
next
slide?
Please
cheers
thank
you,
so
this
is
just
setting
out
some
of
the
key
things
that
we've
obviously
already
do
within
the
organization
to
help
support
and
enable
a
performance,
culture
and
you'll
have
seen
this
slide
within
the
reports.
N
But
the
real
Focus
moving
forward
is
to
think
about
how
we
make
sure
we've
got
that
frequent
conversation
around
performance
and
making
sure
that
those
conversations
are
happening
with
staff
and
as
frequently
as
possible
and
really
is
around
having
conversations
around
what's
working
well,
but
even
better,
if
and
trying
to
kind
of
switch
away
from
the
the
thought
of
performance
Conjuring
up
that
there's
something
wrong.
Actually,
it's
not
it's
about
actually
supporting
people
to
be
their
best
and
obviously
the
key
outcomes
that
we're
looking
to
kind
of
achieve
through
that
and
through.
N
That
purpose
is
obviously
making
sure
that
employees
are
getting
the
best
experience,
making
sure
that
feeling
supportive
making
sure
we
have
got
higher
performing
individuals
and
teams
and
able
to
deliver
against
our
city
Ambitions.
And
this
slide
just
gives
a
bit
of
a
framework
of
the
key
elements
of
the
toolkit
and
what
go
through
those
in
a
lot
of
detail.
N
And
when
we
get
to
the
point
where
you
know
things
aren't,
may
be
working
well.
But
actually
is
there
opportunities
to
be
able
to
redeploy
people
into
a
role
that
fits
with
them
better
and
we've
just
got.
Maybe
a
bit
of
a
mismatch.
Mismatch.
So
I
think
there
is
a
lot
that
we
can
do
to
kind
of
support
individuals
to
to
be
their
best
and
then
just
on
the
final
slide.
I
support
in
terms
of
next
steps.
N
We've
been
through
our
best
Council
leadership
team,
so
we've
got
quite
a
lot
of
feedback
already
that
we're
just
working
through
doing
a
little
bit
more
work
in
terms
of
how
we
measure
you
know
kind
of
the
the
benefits
of
the
toolkit
and
and
how
we
move
forward
with
the
with
the
new
kind
of
approach,
and
probably
looking
to
launch
some
core
monetary
training,
probably
beginning
of
next
year
and
towards
the
middle
of
the
year,
around
Performance
Management
to
support
managers
and
then
obviously,
making
sure
that
anything
that
we
do
moving
forward
is
hard
wide
into
everything.
A
Thank
you,
Claire
yeah
well
come
Council
before
as
well,
and
thank
you
under
thank
you.
Mariana
before
I
bring
the
board
in
Council
Cooper.
Do
you
want?
Have
you
got
any
comment
to
make
on
this
item?.
A
D
Thank
you
again,
a
few
questions.
If
that's
all
right,
but
I
will
be
quick,
do
we
use
any
sort
of
action
research
model
in
our
CPD
for
managers?
I
know
it's
something:
that's
been
utilized
really
effectively
in
schools
in
terms
of
increasing
excuse
me
increasing
output
and
increasing
increasing
skills,
it
might
be
useful
with
our
managers
in
terms
of
there
is
a
raft
of
education
on
how
to
be
a
good
manager
type
stuff.
D
One
of
my
questions
was
around
how
Performance
Management
is
checked
in
on
and
I'm
pleased
that
you're
talking
about
it
being
more
frequent,
I
guess
the
question
is
when
somebody
gets
I
guess
at
the
end
of
an
appraisal.
If
it's
not
gone
well,
there
is
an
outcome
of
that,
and
we
say
this
certainly
as
an
organization.
Nobody
gets
to
that
outcome
without
knowing
that
that's
what's
going
to
happen
like
is
there
plenty
of
it
earlier?
That
means
that
they
know.
D
What's
going
what's
going
down,
I
think
the
me
we
us
is
absolutely
brilliant.
I've,
never
seen
that
before
and
I
think
it's
wonderful.
D
It
would
be
good
to
know
where
we're
up
to
on
the
EDI
core
training,
please
and
then
in
terms
of
evidence
required
for
Performance
Management
I,
wonder
if
we've
checked
it
in
terms
of
sort
of
the
cultural
capital
and
the
EDI,
knowing
what
to
put
in
an
Evidence
base
for
Performance
Management
is
a
key
skill
in
itself
and
one
that
people
will
struggle
with
based
based
on
cultural
capital,
but
also
things
like
executive
functioning,
the
organization
that
sort
of
stuff
so
I
wonder.
D
If
we've
had
a
look
at
that
and
then
I
wondered
what
extra
Management
training
or
what
Management
training
people
get
or
leadership
training
people
get
depending
on
whether
they
have
come
up
through
the
ranks
or
whether
they're
somebody
that
sort
of
shipped
into
the
organization.
I
remember
when
I
first
I
used
to
work
on
the
railway
and
when
I
first
took
over
a
leadership
role
in
the
railway
I
remember
going
to
my
manager
crying
because
not
a
person
on
those
strains
would
listen
to
a
word.
D
I
said,
and
that
is
hard
because
you
think
you've
got
the
skills,
but
other
people
just
see
you
as
a
buddy.
So
it's
interesting
to
know
whether
we're
providing
a
bespoke
training
around
that
difference.
Thank
you.
O
Okay,
thank
you
loads
of
questions
there.
Thank
you
councilor
before
just
in
terms
of
your
last
Point.
First
and
I'll
try
to
work
back
yeah
a
lot
of
the
be
your
best
program
that
I've
referenced
or
do
split
it
into
three
different
categories.
So
we
do
have
particular
intervention
for
brand
new
managers
because
obviously
their
needs
are
different
and
we
try
to
mitigate
against
your
own
situation
where
people
weren't
necessarily
being
supported
or
listened
to.
O
We
also
have
a
particular
section
for
aspiring
managers
who
aren't
yet
in
that
role,
but
so
do
we
wish
to
progress,
because,
obviously
their
needs
are
different
as
well
and
we
do
have
a
intervention
for
the
more
experienced
manager.
So
we
do
try
to
adapt
the
offer
accordingly,
which
which
hopefully
will
remedy
some
of
those
issues.
O
Just
in
terms
of
linking
some
of
the
training
to
some
of
those
other
models
and
Frameworks
that
you
described
as
Claire
says,
we're
still
developing
the
toolkit.
So
we
are
still
reaching
out
and
learning
from
good
practice
elsewhere
so
from
other
organizations,
but
also
other
professional
bodies
and
I.
Think,
probably
what
we
will
do
is
we
will
try
to
tease
out
good
practice
but
then
adapt
it,
so
it
is
irrelevant
for
our
organization.
So
it
is
a
good
point,
but
we
will
certainly
pursue
that.
O
You
also
asked
about
the
core
training
for
EDI,
so
we
have
now
largely
completed
the
mandatory
training
for
the
2200
managers
and
we
captured
everybody,
but
about
19
or
20
managers
out
of
2200.
So
it
is
a
remarkable
success
and
those
that
couldn't
or
didn't
attend
we're
obviously
picking
up
on
an
individual
basis.
So
that
is
the
really
positive
that
that,
when
we've
put
our
mind
to
it,
we
can
capture
pretty
much
everybody,
which
is
great.
O
You
also
asked
a
question
just
about
when
people
do
have
an
appraisal
or
a
conversation
with
the
manager.
Do
they
understand
where
they
are
in
the
process?
Certainly
it
is
important
to
us
that
staff.
Don't
aren't
surprised
by
that.
We
do
have
stories
or
individuals
weren't
clear
about
what
their
manager
was
sharing
or
where
they
were
next
in
the
in
the
process.
So
obviously
the
toolkit
and
the
training
that
Claire's
talked
about
will
hopefully
remedy
some
of
those
issues,
but
we
do
have
very
clear
procedural
Frameworks
that
will
guide
managers
through
that.
O
So
I
can't
confidently
say
it
doesn't
always
happen,
but
that's
certainly
one
of
our
intentions
that
members
of
staff
are
always
very
clear
of
the
support
and
the
intervention
they're
getting
from
their
manager
and
I
think
they
were
all
your
points,
but
I'll
just
pause
and
just
check
if
anybody
else
wants
to
come
in
yeah.
P
Yeah
thanks
Andy,
maybe
just
an
additional
point
on
the
action
research.
On
the
first
question,
the
the
kind
of
action
learning
type
approach,
I
think
that
is
you'll
see
that
across
the
organization
but
kind
of
loosely
and
informal
and
In
Pockets,
where
maybe
people
have
had
other
development
that
they've
brought
with
them
and
then
do
that
learning
and
in
particular,
they'll
be
your
best
community.
P
That
Andy's
alluded
to
I,
think
that
was
at
100
a
couple
of
weeks
ago
and
actually,
after
another
push
I,
think
it's
gone
up
to
150
and
the
ambition
with
that
is
that
almost
that
becomes
like
self-fulfilling
action
learning
sets
and
that
manage
themselves,
because
that
that
is
the
stuff,
that's
quite
hard
to
orchestrate
at
a
2200
level
and
can
feel
a
bit
like
the
organization
is
push
in,
and
ideally
that
kind
of
learning.
You
want
it
to
come
from
people
themselves
and
where
that
peer
group
works.
So
there's
bits
there.
D
Yeah
they
want
the
only
one
that
wasn't
mentioned
and
I'm
grateful
for
the
detail
of
the
answers
was
how
we
expect
evidence
to
be
made
and
whether
we've
checked
with
the
so
I
quality
of
diversity,
executive
functioning,
maybe
spoken
to
the
staff
networks
that
sort
of
stuff.
Thank
you.
O
Yeah,
thank
you
yeah.
It's
a
good
point
so
in
terms
of
the
development
of
the
toolkit
and
the
performance
measures
and
the
evidence
base
that
we
talked
about.
We've
done
a
bit
of
the
engagement
consultation
with
key
stakeholders,
so
I
think
Claire.
You
mentioned
the
trade
unions
staff
networks
too.
So
we
need
to
make
sure
that
when
we
are
developing
an
Evidence
base
that
we
do
have
the
support
of
those
key
stakeholders
and
also
that
they
mirror
with
some
of
the
other
Frameworks
and
approaches
that
we
adopt
elsewhere.
O
So
yes,
that
that
has
happened
but
I
think
we
still
need
to
do
more
of
that
as
we
develop
the
toolkit
over
the
next
few
months.
A
Thank
you,
Andy
can
I
bring
in
Council
Flynn
next,
please.
T
Thanks,
let's
go
Andy
we've
spoken
about
this
a
couple
of
times,
I
think,
but
are
you
confident
that
the
managers
we
have
of
the
capacity
and
capability
to
to
actually
deliver
the
project
given
work
pressures
on
the
difference
in
quality
of
of
managers,
which
is
a
given
really
are
all
the
directors
fully
committed
to
the
project?
Because,
in
my
experience
in
a
lot
of
organizations,
some
are
always
more
committed
than
others?
Don't
expect
you
to
name
names
by
the
way?
T
And
finally,
how
is
working
from
home
or
how
will
working
from
home
affect
this
project?
Because
there
is
a
lack
of
support
for
people
working
from
home.
O
Thank
you,
counselor
Flynn
yeah,
so
certainly
all
of
our
directorates
and
Senior
leaders
are
committed
to
the
delivery
of
this,
and
and
that's
why
it
is
actually
in
the
organizational
plan.
So
everybody
has
signed
up
to
that.
So
it
is
some
hardwired
into
that
long-term
plan
and
goal.
Probably
what
we
will
do
is
focus
some
of
our
resource
in
particular
areas,
perhaps
based
on
some
of
the
evidence
coming
from
the
staff
survey
that
the
chair
mentioned
earlier.
O
So
we
may
be
able
to
Target
some
of
our
finite
resource
in
certain
areas
where
we
think
the
need
is
greatest,
because,
obviously
you
can't
hit
everybody
all
of
the
time
and
we'll
go
so
we
probably
will
pivot
the
support
based
on
some
of
the
evidence
and
based
on
the
staff
survey,
and
also
you
read
the
razor
points
again
about
staff
who
are
working
from
home,
yeah
I.
O
Certainly,
the
performance
management
issues
and
challenges
can
differ
for
those
that
are
hybrid
workers,
that
work
in
different
settings
and
part
of
the
toolkit
will
support
the
mechanism
for
that,
but
also
I,
guess
just
to
remind
scrutiny
board
that
all
of
our
staff,
whether
they're,
hybrid
workers
or
not,
they're
still,
the
expectation
they
will
come
into
the
workplace
on
that
regular
basis
to
meet
with
their
managers
and
part
of
those
conversations
with
their
managers
and
team
will
be
around
that
one-to-one
conversation
around
that
Performance
Management
piece
just
so
it's
not
always
done
remotely
or
at
home
yeah.
A
P
I
was
going
to
pick
up
on
that
one
as
well.
You
know
it's
a
really
good
question
and
it's
a
really
difficult
to
provide
the
answer.
We
have
far
fewer
managers
and
Senior
managers
than
we
used
to
have
because
the
organization
is
a
lot
smaller,
so
we
are
asking
people
to
to
do
more,
but
we
are
making
sure
that
people
do
see
this
as
a
crucial
part
of
their
role,
not
an
add-on,
so
whilst
you've
described
it
as
a
project,
this
isn't
really
a
project
with
the
beginning
and
middle
and
an
end.
P
This
is
just
a
way
of
doing
things
that
we
want
to.
You
know
be
embedded
and
embedded
really
well
so,
but
you
know
when
you
hear
the
results
from
the
staff
survey-
and
you
heard
it
through
the
peer
review
workload.
P
Challenges
are
a
challenge
and
prioritization
is
a
challenge
for
us,
so
I
think
the
best
we
feel
we
can
do
is
try
and
make
sure
that
all
those
managers
feel
supported
in
the
job
that
they're
doing
with
you
know
good
Communications,
with
good
training
opportunities,
good
peer
support,
rather
than
being
able
to
answer
that
categorically
and
just
to
add,
perhaps
on
the
working
from
home.
You
know
there
was
some
evidence
in
some
of
the
poll
surveys.
P
I,
think
that
suggested
one-to-one
contact
between
kind
of
colleagues
and
their
supervisor
actually
increased
during
covid
and
including
for
those
who
are
working
from
home
because
of
the
focus
on
well-being.
P
So
I
don't
think
it's
quite
right
to
say:
people
are
less
supervised
when
they're
working
from
home
and
I
think
you
know,
maybe
people
aren't
visible,
but
this
doesn't
mean
to
say
that
they're
less
supervised,
and
we
need
to
remember
as
well
that
you
know
a
good
half
of
our
Workforce.
Don't
work
from
home.
Are
you
know
very
much
at
that
front
line
and
under
that
supervision?
Just
to
keep
that
in
in
context.
A
T
Yeah
I
I,
don't
think
I
was
talking
about
supervision.
I
was
talking
about
support
really,
but
there's
a
lot
of
supervision
obviously
involved
in
that,
because
you
can't
walk
without
the
other.
V
Thank
you,
chair
and
I
just
wanted
to
make
a
comment
actually
about
to
be
our
best
program
and
just
how
it's
been
really
engaged
with
across
the
council
and
across
the
organization.
How
each
and
every
director
and
every
service
area
is
really
taking
notice
of
it
and
using
it
to
the
best
that
they
that
they
can.
It's
really
enhancing
the
way
we
work
as
an
organization,
because
we've
got
that
that
community
of
the
2200
managers
and
I
think
that
most
people
are
recognizing
Chris.
V
Sorry,
most
people
are
recognizing
that
that
it's
a
really
good
way
to
engage
with
our
employees.
It's
a
really
good
way
to
bring
about.
You
know
change
and
Improvement
in
the
organization
as
well
in
terms
of
training
and
then
that
cascading
to
the
the
workforce
underneath
those
managers,
but
also
in
about
getting
our
values
and
messaging
out
as
an
organization
to
the
whole
of
our
employees,
that
you
know,
which
is
in
excess
of
14
000
employees.
V
So
and
I
would
just
say
that
that
actually
part
of
that
is
into
not
just
in
terms
of
Performance
Management,
but
actually
in
support
of
all
those
employees
and
how
they
work
and
how
we
can
support
them
to
get
the
best
out
of
their
role
and
how
we
can
get
the
best
out
of
them.
Thanks
chair.
A
Thank
you,
councilor
Robinson,
please.
Q
Thanks
Chad
yeah
a
couple
of
questions
and
start
with
Andy,
because
I
think
he
might
have
them,
but
it
might
be
other
officers
that
want
to
come
into
this.
What's
the
ratio
or
or
maybe
a
better
question,
actually
is,
what's
the
most
number
of
staff
that
a
manager
manages
within
Lead
City,
Council.
O
I
would
have
to
check
I,
don't
know.
We
do
have
organizational
design
principles
which
give
Clarity
over
tears
of
hierarchy
and
span
of
control,
which
we
Endeavor
to
apply
right
across
the
organization.
So
we
apply
those
to
make
sure
that
numbers
of
line
managers
and
numbers
of
people
your
responsible
for
are
sort
of
bound
within
a
reasonable
and
appropriate
approach
and
we'll
actually
check
in
I.
I,
won't
know
the
precise
number.
Q
And
I
think
it'd
be
useful
for
us
to
probably
see
that
as
a
board
as
well.
If
that's
okay
to
the
best
of
your
own
knowledge,
are
we
breaking
those
at
the
moment
without
knowing
a
number.
O
So
there
are
some
services
that
are
entirely
compliant
with
the
organizational
design
principles.
We
do
know
that
so
the
majority
are,
but
some
do
not,
but
for
lots
of
different
parts
to
it,
because
there's
lots
of
different
elements
to
it.
So
it
may
not
just
be
the
number
of
managers
and
the
number
of
people
that
individuals
take
responsibility,
for
it
could
be
spans
of
control
of
other
elements
of
the
factors,
so
some
of
them
aren't
entirely
compliant.
Q
Which
I
think
it'd
be
useful,
probably
for
us
to
see
that
and
I
appreciate
some
of
that
might
be
predicated
on
budgetary
decisions
and
changes
that
are
going
on
and
if
that
needed
to
be
in
camera,
then
I'm
sure
that
we
could
do
that
chair,
but
I
think
it
would
be
useful
for
us
as
a
board.
Thinking
of
this
to
see
that
the
point
was
made
about
people
who
are
working
from
home
as
well
and
I.
Q
Think
councilor
Bethel
made
the
point
that
you
know
sometimes
conversations
don't
always
go
well,
they
can
be
disciplinary
conversations.
They
can
go
in
a
way
that
actually
needs
more
support.
That's
available
at
what
point
do
we
say,
or
does
it
kick
in
where
we
say
actually
you've
got
to
come
in
the
office
and
do
this
this
can't
be
done
remotely.
We
need
to
see
you
in
person.
O
Yeah,
it's
always
very
dependent
on
what
the
issue
is,
but
certainly
when
we
are
dealing
with
individuals
either
through
a
formal
process
or
trying
to
preclude
it
progress
into
a
formal
process.
More
often
than
not,
we
will
invite
individuals
into
the
workplace
to
have
that
in-person
conversation
because
we
know
an
in-person
conversation
usually
is
an
easier,
better,
more
supportive
environment.
O
Q
Thank
you.
That's
when
I
went
to
hear
and
I
appreciate
this.
It's
not
always
easy.
As
you
say,
there
are
those
those
challenges
and
the
final
question.
Then
then
it
might
be
Mariana
that
jumps
in
on
this
one.
The
next
report
talks
about
the
early
leavers
and
we
have
25.5
FTS
that
are
really
leave
us.
How
many
of
those
would
be
managers
who
would
be
going
through
this
process
that
we'd
lose.
P
A
Thank
you,
councilor,
Robinson
and
I
think
there's
a
few
comments
and
you
know
action.
We
need
to
bring
back
to
the
board
and
we
will
and
Rob's
making
the
notes
anyway.
So
next
one
is
counselor
Burke.
Please.
F
Thank
you,
cap
best
on
councilor
Robertson's
comments
actually
kind
of
Builds
on
that
performance.
Setting
people
generally
shy
away
from
it.
Don't
they
and
it's
very
task
oriented
and
generally
I,
just
wondered
if,
in
your
action
plan,
you
take
in
account
of
all
types
of
Performance
Management,
so
the
task
base,
the
contextual
stuff
and
the
adapted
Behavior,
which
actually
answers
the
the
questions
about
homeworking
and
differences
in
terms
of
equality
that
people
have.
So,
if
that's
the
case,
that's
really
really
kind
of
comforting
to
hear
appraisals.
It's
it's
a
question
as
well.
F
Generally
they're
annually
are
twice
a
year,
but
there's
a
whole
think
tank.
Isn't
it
that
they're
not
the
BL
and
end-all
and
it's
up
to
the
appraisi,
and
we
should
actually
move
away
from
the
annual
model
and
have
my
regular,
almost
informal,
chats
and
I
personally,
don't
think
it
matters
whether
they're
in
face-to-face
or
online
or
digitally
or
whatever,
because
for
some
people
that
digital
kind
of
communication
is
quite
comforting.
Isn't
it
so?
Is
there
any
plans
to
move
away
from
the
annual
appraisal.
O
No
there's
not
so
I
think
we
will
retain
the
annual
appraisal
because
we
have
a
very,
very
high
compliance
level
right
across
the
organization.
We've
worked
hard
at
that
that's
supplemented
by
the
mid-year
as
well,
so
it's
not
just
once
a
year
but
I
think.
The
purpose
of
this
work
is
to
again
supplement
that
with
those
more
informal
one-to-one
conversations,
so
you're
not
just
dependent
on
two
conversations
a
year
and
I
think
you
are
right,
there's
quite
a
lot
of
evidence
about
the
pros
and
cons
of
appraisal.
O
So
our
focus
at
the
moment
is
to
retain
it
but
Focus
very
much
on
the
quality
of
those
conversations
so
perhaps
Less
on
the
process
and
we're
filling
out
lots
of
forms,
but
much
more
about
a
meaningful
conversation
with
the
manager
and
their
member
of
staff,
and
that's
where
I
think
the
the
value
of
that
is
and
I
think
you
saw
me
nodding
with
the
first
question
absolutely
so
the
toolkit
will
focus
very
much
not
just
on
the
the
specific
outcomes
and
tasks
but
as
much
about
behaviors
support
and
that
sort
of
holistic
approach
to
Performance
Management.
P
Thanks
chair,
just
to
mention
I,
mean
I,
think
there's
a
some
really
good
examples,
already
of
lots
of
really
good
knowledges
across
the
council,
who
have
brilliant
conversations
very
regularly,
based
on
a
real
mixture
of
task
team,
individual
stuff
and
that's
very
productive
where
there
would
be.
You
know,
no
surprises
in
terms
of
that.
You
know
challenging
performance
issue
being
raised,
for
example,
well
captured,
really
their
personal
development
supported,
but
I
think
what
we
recognize
is
it's
not
absolutely
consistent
and
that's
why
you
know
we're
trying
to
move
everybody
up
to
that.
F
Struggling
to
turn
it
on.
Thank
you.
That's
that's!
Absolutely
brilliant!
I've
only
just
got
one
last
question
and
that's
about
fairness
really,
because
you
know
that's
an
overarching
principle
of
Performance
Management
and
sometimes
that's
difficult
where
relationships
with
one
member
of
staff
are
better
than
another
because
that's
human
nature,
and
so
there
needs
to
be
a
safeguard
built
in.
So
we
don't
stray
into
unfair
treatment
of
any
any
member
of
Staff
rail.
Isn't
it.
O
The
way
it's
written
at
the
moment
is
there's
quite
a
few
checks
and
balances
in
that
to
to
ensure
that
it
is
the
case.
So,
as
you
will
appreciate,
obviously,
when
individuals
are
in
a
process
and
and
being
challenged
that
those
individuals
have
the
opportunity,
obviously,
for
Trade
union
support,
we've
got
freedom
to
speak
at
Guardian.
O
We've
got
a
whole
range
of
different
support
mechanisms.
Our
staff
networks,
Council
and
support
So
individuals
do
have
mechanisms
to
to
gain
that
support,
and
that
is
really
important
and
it's
not
uncommon
for
us
if
people
do
feel
they're
being
treated
unfairly,
that
we
will
pause
and
try
to
remedy
those
issues
before
progressing.
So
we're
very
mindful
of
that.
But
again
it's
always
making
sure
that
we
apply
it
consistently
and
appropriately
across
the
organization.
A
Thank
you
and
anybody
else.
No
I've
got
one
question.
Actually
it's
on
page
108
figure.
Five
shows
some
really
good
progress
and
shows
that
for
some
of
these
areas,
clearly
working
in
terms
of
reducing
absentence,
we
do
accept
that
you
know.
Will
this
trend
continue
and
you
know
other
areas
where
we
experience
some
difficulties.
N
N
We
are
doing
a
report
or
a
review
with
that
in
over
the
summer,
just
to
look
and
see
whether
or
not
actually,
the
support
that's
been
provided
in
those
areas
has
taken
them
as
far
as
they
can
be
and
maybe
pivot
the
resource
to
different
areas.
So
we
can
kind
of
continue
with
that
downward
trajectory
and
I.
N
Think
the
the
main
thing
is
to
kind
of
make
sure
that
we're
maintaining
that
constant
balance
and
making
sure
that
we're
constantly
kind
of
supporting
people
and
it'll
probably
come
out
in
the
report
that
comes
back
later
on
in
the
year
in
terms
of
the
support,
that's
provided
to
staff
and
to
encourage
them
back
to
work
and
there's
various
different
elements
that
we're
kind
of
looking
at
at
the
moment,
so
that
Rehabilitation
model
to
help
people
get
back
to
work
sooner.
If
they
can't
do
the
full
role
at
the
moment.
N
But
there
are
other
options
that
they
might
be
able
to
do
so
I
think
more
work
to
do.
We
would
hope
to
obviously
be
able
to
continue
with
that
downward
trajectory
for
a
bit
longer
particular
getting
closer
to
the
position
prior
to
corvid
and
back
in
2019,
and
we
are
making
good
strides
to
get
back
to
that,
but
we're
just
not
quite
there
yet
so
more
work
to
do.
P
Just
maybe
to
finish
off,
because
I
think
it's
important
as
well
in
terms
of
what
councilor
Burke
was
saying.
You
know,
Andy
deliberately
said
we're
not
covering
the
well-being
offered
today,
because
we
have
talked
about
it
quite
a
lot
during
you
know
covid,
and
but
it's
important
just
to
be
really
explicit.
That
offer
absolutely
is
still
there
we're
really
proud
of
it.
P
You
know
again,
the
staff
survey
gives
us
positive
signs
that
that
is
having
some
effect
and
in
all
of
these
conversations
it
is
balancing
that
kind
of
like
performance
and
well-being,
because
it
the
better
the
you
know
the
more
well
people
are,
the
better
they
will
perform
in
their
roles.
So
it's
important
just
have
it
in
the
conversation
as
well.
A
Thank
you
before
I
close
this
item.
It's
Council
Cooper.
Do
you
want
to
make
any
comment,
or
are
you
happy
for
me
to
close
the
item.
V
Thank
you,
chair
and
I
just
like
to
say
that
I'm
looking
forward
to
coming
back
in
September
with
more
detail
around
the
staff
survey,
which
will
link
into
the
well-being
work
as
well
that
we're
offering
and
then
thank
scrutiny
board
members
for
their
questions
and
comments.
Today,
thanks.
A
Thank
you
Council
Cooper,
and
are
we
happy
with
the
recommendation
on
the
report
page
103
of
the
agenda
pack
yeah,
thank
you
and
I
can
I
thank
Andy
and
Claire
and
Mariana
as
well,
for
you
know,
answer
those
questions
and
thank
you,
Council
Cooper,
for
attending
as
well.
Thank
you.
We
moved
to
item
number
nine
now
and
welcome
Victoria
Bradshaw
to
the
scrutiny
board.
Meeting
this
morning,
I'll
hand
over
to
you
Victoria
now.
W
Thank
you
chair.
This
is
the
Financial
Health
and
monitoring
report
in
the
treasury
management
out
term
reports
for
the
year
2022-23.
W
On
the
Financial
Health
monitoring
report,
the
report
notes
that
the
council
have
spent
by
12.4
million
and
which
was
a
reduction
of
3.9
million.
Compared
to
that
position
that
we
reported
in
April.
The
main
areas
for
the
overspend
was
around
children's
and
Family
Services,
who
have
spent
by
16.9
million.
W
Now
that
reflects
the
increase,
significant
increase
that
we've
seen
in
Children
looked
after
and
those
children
in
semi-independent
placements
and
the
council's
working
hard
with
the
directorate
around
how
we
manage
that
level
of
increase
that
we're
seeing
and
the
trajectory
carrying
on
into
this
financial
year.
This
is
a
position
that
nationally,
everyone
in
local
government
is
experiencing
and
working
hard
with
that
sector
to
try
and
reduce
the
numbers
of
children
who
are
presenting
themselves
with
more
complex
and
challenging
needs.
W
We
did
have
an
underspend
on
the
Strategic
service,
which
was
around
the
debt
budget,
which
I'll
go
on
to
in
a
moment
around
the
treasury
management
out
term
position.
W
We
did
see
within
schools
that
there
was
an
underspend
in
the
schools
area
around
the
DSG,
and
this
was
around
the
high
needs
area
where
we
were.
The
projections
were
reduced
due
to
the
forecast
of
number
of
children
who
were
having
an
education
and
special
education
needs
out
of
area.
We
also
outturned
for
the
housing
Revenue
accounts,
which
showed
an
overspend
position
of
6.8
million.
W
They
also
the
pay
award
that
staff
received
during
the
year
was
included
within
those
figures
and
included
the
payoff
of
1925
pounds.
W
The
position
also
reflected
the
impact
that
we've
seen
from
energy
Fuel
and
the
cost
of
living
pressures
and
the
affected
Council
Services,
as
well
as
you'll,
know
in
the
communities.
W
We've
provided
an
update
on
the
capital
program
and
the
actual
expenditure
for
the
capital
program
for
22
23
Financial
year
was
447.1
million,
and
that
was
a
a
0.9
variance
against
the
position
that
were
reported
in
February
on
the
treasury
management
out
term
position.
W
The
council
outturned
six
million
lower
than
we've
budgeted
for,
and
this
is
mainly
due
to
the
impact
of
us
having
lower
interest
rate
costs
than
we've
budgeted
for
a
lower
Capital
borrowing
requirement
and
the
lower
anticipation
minimum
Revenue
provision
that
we
provided
for.
I'd
also
note
that
the
average
interest
rate
that
the
council
borrowed
at
was
at
3.22
for
financial
year
2223.
W
That
was
slightly
down
from
the
year
before
and
that's
where
we
took
advantage
of
short-term
borrowing
and
also
when
there
was
opportunities
within
the
market
that
we
we
borrowed
on
the
longer
term.
What
I
would
say
is
that
we're
seeing
interest
rates
continue
to
increase
and
that'll
be
reported
in
the
report
going
to
Executive
Board
in
July.
Okay,
just
if
anybody's
got
any
questions.
Thank
you.
V
Thank
you,
chair
and
I'd,
just
like
to
record
my
thanks
to
Victoria
and
her
team
because
of
the
remarkable
work
that
they
do
in
terms
of
keeping
our
finances
in
check
and
also
the
great
work
that
they
do
around
getting
the
best
interest
rates
for
us
in
terms
of
our
loans
and
borrowing
and
so
on.
V
So
without
that
work,
I
dare
say
we
would
have
been
in
an
even
worse
situation
than
we
were
looking
at
before
the
end
of
the
year
and
and
I
think
I'd
just
like
to
also
place
on
record
just
how
challenging
last
year
was
for
us
as
a
council
to
balance
our
books.
V
It
was
extremely
difficult
for
us,
given
inflation,
we're
topping
10
and-
and
we
had
you-
know
the
energy,
the
inflation
we
about
the
pay
award,
that
was
unfunded
from
government,
and
so
we
had
to
subsume
that
within
our
budget
we,
you
know
we're
dealing
with
difficult
interest
rates
Rising
and
also
we
were
still
having
to
to
buy
things
within
the
cost
of
living
crisis.
V
That
was
already
everybody
else
was
suffering
from
at
the
same
time,
but
we
also
as
an
organization,
suffer
from
it
because
of
the
price
increases,
so
that
caused
us.
You
know
a
lot
of
issues
and
also,
as
Victoria
alluded
to
there's,
been
a
a
national
rise
in
the
amount
of
children
needing
the
support
and
Care
from
local
authorities
and
and
we've
also
seen
that
in
Leeds,
which
has
led
to
a
lot
of
overspend
within
Children's.
V
But
it's
something
that
this
Administration
will
continue
to
prioritize,
because
we
want
to
see
children
in
a
safe
place
and
supported
and
living
well.
At
the
end
of
the
year,
we
had
to
turn
to
our
reserves
to
balance
the
books,
which
is
a
shame
really
because
it
would
have
been
really
useful
for
us
to
use
that
money.
V
Otherwise
would
have
much
preferred
otherwise
to
spend
that
money
on
Frontline
services,
but
given
that
now
we're
at
a
community
a
culminative
if
I
can
say
it
with
my
teeth
and
chair
level,
now
of
2.5
billion
pounds
being
withdrawn
from
our
budget
since
2010
I
think
that
our
officers
did
a
remarkable
job
to
get
us
in
online
and
balanced.
Thank
you
chair.
A
D
Thanks
chair,
it's
one
for
you,
I
guess
actually,
based
on
the
number
12
and
13
around
the
housing
revenue
account
I,
wonder
whether
it's
worth
inviting
housing.
Let's
talk
about
it,
because
both
of
those
points
are
quite
there's
quite
a
lot
of
background
and
context.
I.
Imagine
that
could
be
given.
W
The
hra's
Experience
the
same
pressures
that
the
general
fund
has
done,
so
they
have
experienced
increased
and
costs
of
materials,
labor
and
obviously
they're
providers
of
those
Services,
both
internal
and
external
of
experienced
those.
So
that
has
a
knock-on
impact
that
has
caused
the
overspend
in
the
repairs
and
disrespect
disrepair,
budgets
and
they've.
Also,
as
with
the
council
collecting
income,
they
collect
attendance
income
and
they
have
seen
an
increase
in
the
number
of
tenants
who
that
provide
paying
their
debts
later.
A
Thank
you.
Victoria
can
I
ask
Council
Flynn
to
come
in
now.
T
Sorry,
thank
you
very
much
me
a
technology
it's
to
do
really
with
future
business
rather
than
the
the
outturn
from
from
last
year.
I
I,
just
wonder
how
realistic
budget
action
plans
are.
They
sort
of
come
seem
to
go
under
three
different
headings:
service
reviews,
task
and
footage
groups
and
transformation
projects,
not
not
the
major
transformation
in
business,
but
but
within
each
sort
of
directories
as
I
understand
it.
I,
I,
think
and
I
couldn't
find
the
figures.
T
Unfortunately,
only
about
two-thirds
of
the
budget
action
plans
would
actually
the
savings
were
actually
achieved
and
I'll
mention
one
in
particular,
which
was
the
student
non-residential
care
that
was
introduced
two
years
ago.
T
The
Mac
cap
removal,
the
projected
savings
from
that
was
over
four
million
I
think
the
latest
figure
is
is
probably
around
about
25
of
that
it
hasn't
affected
adult
social
care
in
terms
of
that
they're
out
their
outcome
because
they
they
tend
to
balance
their
budgets
each
year.
But
it
raises
a
few
questions
about.
T
Moving
on
to
the
business
transformation
projects,
I
think
a
number
of
them
are
funded
from
Capital
receipts,
notably
the
digital
transfer
transformation
program.
Capital
receipts
are
rapidly
running
out
and
certainly
will
have
run
out.
I
think
by
the
end
of
the
midterm,
Financial
strategy
period
and
I
wonder
what
the
plans
are
as
as
the
income
from
these
actually
goes
down
and
the
last
one
and
you've
gone
unfortunately,
but
it
does
fall
under
this
particular
aspect.
T
It
was
the
early
leavers
initiative,
page
141,
para
three,
one
on
three
I'm
just
wondering
how
they
were
chosen
and
what
effect
they
will
have
on
the
quality
of
service.
That's
going
to
be
provided
given
I
I
know
there
were
different
circumstances
during
Colby,
don't
be
able
to
lose
an
awful
number,
a
large
number
of
Staff
very
quickly,
but
that
had
an
impact
on
quality
of
service
and
I.
Just
would
like
to
learn
a
little
bit
more
about
how
the
Eli
is
being
run.
W
Thank
you,
chair
the
first
on
the
budget
action
plans.
W
What
I
would
say
is
that
the
robustly
checked
so
when
the
budget
action
plans
are
put
together
by
directors,
we
have
input
from
Finance,
HR
legal
and
if
it's
affecting
an
asset
and
assets
to
really
review
those
budget
action
plans
and
to
make
sure
the
business
cases
are
robust
and
I
think
you'll
see
in
the
first
monitoring
report,
that's
coming
to
Executive
Board
in
July
and
then
to
yourselves
after
that
that
a
number
of
those
budget
action
plans
which
is
around
about
65
million
this
year.
W
Half
of
those
are
either
been
achieved
or
are
agreed
and
will
be
achieved.
The
risks
only
number,
but
we
expect
those
to
be
done
by
the
end
of
the
year
and
then
there
is
a
few
in
red
mainly
around
the
children's
and
families,
and
that's
not
because
those
action
plans
haven't
been
implemented.
W
It's
just
because
of
the
numbers
that
we're
seeing
coming
in,
which
is
making
that
a
lot
more
difficult
to
achieve,
so
I
would
say
that
they
are
robustly
reviewed
and
that
I
wouldn't
write
them
off
as
part
of
the
robustness
of
the
budget
when
it's
set
in
February,
if
I
didn't
have
a
confidence
on
them
on
on
them
being
achieved,
and
but
obviously
things
happen
through
the
year,
which
means
that
sometimes
they're
delayed
or
that
what
was
originally
intended
because
of
what
we're
experiencing
at
the
moment,
they
haven't
been
able
to
be
completed.
W
But
each
directorate
is
required
to
bring
in
mitigating
actions
on
how
they're
going
to
mitigate
that.
While
that
action
plan
is
implemented
just
on
the
transformation
program
and
the
council
does
need
to
transform
and
to
be
able
to
deliver
the
services
within
the
resources
that
we
have
available,
and
we
have
three
pots
of
money
available
for
that.
First
of
all,
it's
the
investor,
save
reserve
and
that's
where
something-
and
we
know
has
happened
elsewhere
or
happened
in
the
council
previously
and
we've
set
aside
some
Revenue
budget.
For
that.
W
We
also
have
the
Innovation
fund,
which
is
for
those
where
there
isn't
a
proof
of
concept,
but
we
want
to
try
things
because
we
want
to
be
Innovative
and
to
try
and
make
the
council
as
efficient
and
effective
as
it
can
be
in
the
delivery
of
the
services,
and
we
reported
those
within
this
monitoring
report.
The
transformation
programs
that
are
funded
by
Capital
receipts
is
where
we
can
use
that
flexibility.
W
So
once
that
work
is
done,
you
will
see
them
in
them
increasing
in,
and
the
aim
is
that
we
use
Capital
receipts
for
a
number
of
things,
not
just
for
transformation
and
the
element
that
we're
using
for
transformation
is
quite
low
in
proportion
of
the
capital
receipts
that
we've
got,
and
the
future
aim
is
that
we
would
reinvest
those
Capital
receipts
in
our
assets,
because
we
recognize
that
we
have
to
invest
in
the
the
asset
estate
of
the
council
and
just
the
last
question
around
Eli
the
Eli.
W
If,
if
it
is
required
and
a
stress,
the
word,
if
would
be
in
focused
areas
where
it
would
be,
it
wouldn't
be
a
complete
Council
wide.
It
would
be
in
focused
areas,
but
that
is
only
if
it's
required.
Thank
you.
P
I
was
just
going
to
commit
on
anything,
Victoria
didn't,
but
she's
covered
it
I
think
I
mean
the
Eli.
Maybe
just
two
points
to
mention.
You
know
that
it
is
it's.
A
very
small
number
of
ftes
who've
gone
on
a
like,
particularly
compared
to
what
we
did
when
we
had
more
of
a
council
wide
scheme,
and
it
is
more
in
those
where
there's
been
a
service
review
and
where
there
is
a
case
for
Relay.
P
So
it's
important
that
that
is,
you
know
it's
a
really
justifiable
case
through
that
kind
of
HR
and
finance
check
and
I
was
just
going
to
mention
the
same
as
Victoria
did
just
that
the
stuff
that
happens
once
you've
done
your
budget
action
plan.
You
know
sometimes
it's
out
of
control,
but
you
know,
managers
are
doing
the
best
and-
and
you
know
just
to
emphasize,
this
is
the
same
set
of
managers
we
were
just
talking
about
who
are
managing
people.
You
know
who
were
expecting
quite
rightly
to
really
do
that.
P
Spending
money
wisely,
develop
those
action
plans
deliver
those
action
plans.
That's
who
we're
relying
on
for
making
sure
that
we,
you
know
manage
within
our
budget
throughout
the
year.
Q
Chair
I've
done
scrutiny
committees
for
a
few
years,
so
I'm
gonna
I
stay
on
my
sister
to
try
and
help
me
because
my
memory
might
not
be
as
good
as
it
used
to
be
here.
The
children's
overspend-
that's
6.9
million.
That's
there
now
I
know
the
experience
sign
that
we've.
We
normally
have
some
overspend
at
this
time
of
year
and
that
cuts
through
when
we
see
that
and
we
make
up
some
ground
as
we
go
through
the
year.
But
how
does
that
overspend
feature
against
other
years?
W
I
would
say
that
across
the
council
we
normally
come
in
virtually
on
budget.
We
have
experienced
very
small
pressures
in
children's
and
families,
one
or
two
million
overspend,
and
obviously
the
coverage
years
were
different
and
all
directorate
sex
experienced
overspends
in
those
areas.
But
we
have
the
covert
funding
to
do
that
last
year.
I
think
was
unprecedented,
the
children
and
children
and
families,
and
that's
due
to
the
number
of
children
that
were
presenting
themselves
and
mainly
because
of
the
cost
of
living
crisis,
and
because
children
got
more
complex
needs
and
needs.
W
Support
are
mainly
following
the
pandemic,
but
this
pressures
from
all
different
angles,
which
means
that
we
have
got
more
children
coming
into
care.
We've
got
more
children
who
are
needing
Education,
Health
and
Care
plans,
which
is
again
putting
pressure
on
and
the
service.
We
are
seeing
that
trajectory
continuing
within
this
financial
year
and
but
the
service
is
working
hard
on
looking
at
how
they
can
mitigate
it
and
provide
services
differently.
However,
that
doesn't
happen
overnight
and
we're
talking
about
children
that
in
some
cases,
are
settled,
so
it
will
take
time
to
turn
this
around.
W
Q
Just
to
help
us,
then,
and
because
that
is
a
national
picture,
and
perhaps
again
for
sharing
outside
of
the
public
element
of
this
meeting,
to
help
better
understand
how
we
fare
against
of
our
similar
cities,
I
suppose
in
this
as
well
Manchester's,
your
birmingham's,
Liverpool's,
newcastles
and
others
to
see
you
know
are
we
are
we
in
the
same
ballpark?
Are
they
doing
things
a
little
bit
differently
to
us?
Is
there
trajectory
through
the
year
in
the
financials
a
little
different?
P
P
Etc,
the
financial
information
may
not
be
there,
but
you
know
the
basics
of
that
will
be
in
probably
already
in
the
public
domain,
and
we
can,
you
know,
provide
what
we
can,
what
we've
got,
and
sometimes
you
only
get
comparative
information
after
the
event,
that's
sometimes
harder
to
get
it.
Actually,
you
know
kind
of
with
this
current.
A
Thank
you,
Council
Robinson
brief.
Will
then
I'll
come
bring
councilor
Cooper
in.
Q
U
A
V
Yes,
chair,
thank
you
and
just
to
I
suppose
share
some
of
the
conversations
that
I've
been
having
with
my
counterparts
elsewhere
nationally,
just
for
I
suppose
useful
for
scrutiny
members.
V
So
it's
anecdotal.
It's
not
not
proven,
but
through
the
LGA
when
everybody
came
together
last
not
last
week
week
before
and
they
the
issue.
V
The
main
issue
in
LGA
was
around
the
council
leaders
who
were
really
struggling
with
the
Children's
Services
budget
and
the
increased
numbers
of
children
coming
in
to
need
support
our
families
needing
extra
support
within
their
children.
So
you
know
there
were
many
many
conversations
going
on
between
different
local
councils
around
found
that
issue
and
I'm
sure
that
the
LGA
will
be
looking
to
bring
something
to
a
national
letter,
government
and
elsewhere.
A
Thank
you,
councilor
Cooper
can
I
bring
in
concert
Chapman.
Please.
S
If
we
look
at
page
one,
two:
seven,
the
movements
from
period
11
forecast
to
of
period
12
out
turn
and
the
actual
outturn
is
quite
significant.
Some
of
them
from
the
list
it'll
be
it'll,
be
timing,
I'm,
guessing
because
it's
grants,
income
and
stuff,
but
additional
transport
charges.
700
000
pounds
higher
than
forecast
over
a
period
of
a
month
or
perhaps
six
weeks
or
two
months
between
forecasts
just
seems
particularly
High,
and
it's
something
that
keeps
happening
I.
W
It's
on
the
transport
cost.
It
is
something
that
we're
looking
at
and
around
the
frequency
of
charging
and
it's
something
that
we're
working
with
the
transport
service,
Fleet
Service
around
the
frequency
and
with
finance
and
whether
we
can
increase
that
so
that
our
clients
know
about
charges
that
are
coming
through
in
a
motor,
timely
fashion.
S
W
No,
it's
a
it's
a
cost
to
the
to
the
Fleet
Service
transporting
the
number
of
children
within
Children's
Services,
and
that
cost
is
recharged
to
children.
So
it's
not
it's
not
a
net
nil.
It's
it's
a
cost!
That's
incurred
by
the
council.
W
A
Thank
you,
Victoria
look
sort
of
falling
from
Council
Cooper's
comments.
You
know,
as
you
know,
we're
facing
a
major
challenge
both
through
funding
reduction
and
also
the
cost
of
living
and
and
the
residents
of
Leeds
as
well
and
I
know
you
do
have
a
magic
tree,
but
are
we
expecting
the
same?
You
know
facing
same
challenges
this
year,
2023
2024.
W
I
would
say
so
there's
a
lot
of
pressures
on
the
council's
budgets.
This
year,
inflation
stayed
higher
than
we
forecast
when
we
start
to
compile
the
budget
around
about
November
and
December
time.
W
Last
year,
inflation,
as
you
know,
it
hasn't,
come
down
like
we
expected
and
we're
seeing
pay
increase,
that's
higher
than
we'd,
budgeted
for
and
we're
just
waiting
the
outcome
of
the
the
ballot
with
staff
to
see
what
that
increase
is
likely
to
be,
and
we're
also
seeing
interest
rates,
increases,
which
is
having
an
impact
on
the
debt
budget
for
the
council
so
and
we're
seeing
demand
for
our
services
as
our
residents
and
our
communities
are
struggling
with
cost
of
living.
W
So
I
would
say
that
the
trajectory
is
that
the
increases
continuing
into
this
year
and
increasing,
and
so
we're
working
hard
at
the
moment
around
how
to
mitigate
this,
and
so
that
we
can
bring
it
back
into
a
balanced
position,
but
that
will
be
reported
to
Executive
Board
in
July
and
then
come
here
after.
Thank
you.
A
Thank
you
and
can
I
also
take
the
opportunity
to
say
thank
you
for
you
know,
looking
after
our
budget
and
to
your
team
as
well
Victoria
at
this
difficult
and
challenging
time
for
us
as
well,
and
any
comments
before
I
close
the
media
item
no
well.
Thank
you
for
those
comments
and
questions.
Are
we
happy
with
the
recommendation
in
the
report
on
page
113.?
A
Yes,
thank
you
and
thank
you
to
Victoria
can
thank
you
Council
Cooper
and
thank
you
Mariana.
You
can
stay
if
you
can,
but
if
you
wanted
to
go
because
we're
going
to
be
just
going
through
the
agenda
item
number
10
for
the
work
program
for
next
a
meeting
as
well.
Thank
you
thank
you.
So
we
are
moving
to
item
number
10,
which
is
work
program
and
I'll
hand
it
to
Rob.
U
Thank
you,
Council
Khan,
yeah
I'll,
be
relatively
brief.
We've
had
two
and
a
half
hours
this
morning,
so
I'll
I'll
quickly
go
through
it,
so
it
affects
really
what
the
what
item
10
is
the
input
from
board
members
to
the
sources
of
work
item
in
the
June
meeting,
so
that
I've
tried
to
reflect
as
best
I
can,
along
with
other
comments
in
in
the
appendix
one
to
this
report.
U
As
you,
as
you
all
know,
it's
an
iterative
report,
so
it
can
change.
So
it's
open
to
comment
and
feedback
from
members
at
each
meeting.
It's
why
it
features
each
time.
So
please
feel
free
to
comment
on
any
elements
that
you
wish
or
if
you
would
like
to
see
any
other
items
that
the
board
might
consider.
Thank
you.
Chad.
D
Thank
you.
Yeah
I
still
think
that
the
housing
revenue
account
issues
with
the
budget
and
how
that
money
will
be
recruit
and
how
procurement
and
things
occur
within
that
element
would
still
be
useful.
I
know
that
there
will
be
a
crossover,
perhaps
with
the
housing
scrutiny,
so
it'll
need
targeting
to
make
sure
that
we're
only
within
our
own
remit,
but
I
would
really
like
to
see
how
that's
affecting
our
residents
and
how
how
we
can
work
that
through.
Thank
you.
A
Thanks
Council
Bissell
Rob.
Do
you
want
to
pick
up
this
one.
U
Thanks
councilman
for
you,
you
have
it
on
a
potential
issue
with
the
environment,
housing
and
communities
board,
but
I
can
take
that
away
and
discuss
with
my
colleagues
and
drop
you
a
line
or
come
up
with
a
way
we
can
take
it
from.
As
you
know,
there
is
an
item
on
procurement,
that's
in
in
the
background,
so
to
speak,
so
something
is
coming
forward,
so
we'll
see
if
any,
if
an
element
of
that
could
could
cover
it
as
well.
Okay,
thank
you.
A
Thank
you.
Thank
you.
That
brings
me
to
the
end
of
today's
formal
business
of
the
council
and
thank
you
for
attending
and
also
going
to
thank
our
special
guest
James,
who
was
shadowing
Council
Thompson
as
well,
and
thank
you
for
I
hope.
You
enjoyed
the
security
meeting
as
well,
and
the
next
meeting
will
be
just
once
yeah.
The
next
public
meeting
will
be
take
place
on
the
18th
of
September
2023
at
10.