Decisions

The Director of Communities, Housing and Environment approved a new 3 month Domestic Pest Control Contract

Approval to inject and provide authority to spend the capital into the Highways programme to implement the City Square Closure (Highways) scheme approved by Executive Board in April 2021

The Chief Officer, Highways and Transportation;

·  Noted the previously approved injection £7.1m and authority to spend of £3.8m on development design and enabling works in May 2020 for City Square Highways and associated schemes.

·  Injected the remaining funding of £4.726m giving a total scheme budget of £11.835m and authorise the expenditure £8.033m for the delivery of the City Square Highways phase and associated schemes funded from the remaining City Centre Package WY+TF, LCC borrowing, CRSTS (City Regional Sustainable Transport ) and S106.

·  Approved the award of City Square Highway Scheme to Balfour Beatty Group Ltd T/A Balfour Beatty Civil Engineering, through the SCAPE2 Civil Engineering Framework, with a contract value of £4.084m.

The Director of Children and Families submitted a report providing an overview of the national and regional context together with the current position in Leeds regarding Children’s Social Work Services. The report also outlined the actions being taken by Children and Families to ensure that the service was able to continue to support vulnerable children and young people to enjoy good outcomes.

In presenting the report, the Executive Member highlighted that this was a report that she had undertaken to submit to Executive Board at the recent meeting of full Council.  Further to this, the Executive Member provided a detailed summary of the key points within the report in terms of the challenges being faced in this area both on a national and local level, together with the range of actions being taken to address them. The Executive Member emphasised the crucial role played by all those involved in the outstanding delivery of children and families social work across the city which it was acknowledged was being undertaken in very challenging circumstances.

In considering the report, Councillor Lamb brought to the Board’s attention that he was attending Executive Board in a non-voting capacity, whilst also being Chair of the Children and Families Scrutiny Board. Given the timing of this report’s submission, he advised that he was not aware that the Board would be considering this item when agreeing to attend the Executive Board meeting, however, he emphasised that in approaching this matter he would endeavour to keep both of his respective roles in mind.

Officers responded to several questions which were put by Members. In summary, the answers provided were as follows:-

·  With regard to a number of enquiries around caseload levels, assurances were provided that cases would remain open whilst it was felt that a child or family continued to require support or protection;

·  Regarding the level of vacancies reported, it was noted that the vacancies existed in teams across the service;

·  With regard to the approach taken towards co-working, it was confirmed that this practice continued, with the benefits of that approach being highlighted;

·  Responding to an enquiry, further to the details within the report, Members received an update on the current position with regard to the grievance submitted by a group of social workers;

·  The Board received an update regarding the work which was being undertaken regionally and nationally, in terms of collaborative working with other Authorities and also as part of Leeds’ role to help shape the service going forward.

From a national perspective, emphasis was placed upon the need for Local Government funding structures to be reviewed, and specifically regarding Local Authority delivered children and families social care, it was highlighted that in terms of the resourcing of such services there needed to be a parity of esteem with that delivered by the NHS. 

In response to a Member’s comments regarding the lateness of the report, those comments were acknowledged, and the Executive Member highlighted that it had been deemed appropriate to submit the report to this meeting, following the undertaking at the recent full Council meeting and in order to demonstrate that the concerns raised were being taken seriously and to formally provide assurances in response to them.

Emphasis was placed upon the integral and highly valued role played by social workers in the safeguarding of children and young people across the city which was being undertaken under very challenging circumstances. Further to this, assurances were provided that the Council would continue to listen to and work through the concerns that had been raised, both in the short and longer term. 

Members discussed the importance of an open approach being taken when considering such important matters, which it was noted was the key factor to submitting this report to the Board as a late item of business.

In conclusion, the Executive Member reiterated the Council’s appreciation for the integral role played by all those involved in the delivery of children and families social work across the city and the outstanding service that was being provided in very challenging circumstances. In addition, the Executive Member reiterated the importance of championing the services provided by children and families social care in Leeds and promoting the service as a positive place to work.

RESOLVED – That the assurances regarding the Children and Families Social Care Workforce in Leeds, as outlined within the submitted report, be noted.

The Director of Adults and Health submitted a report which recommended to Executive Board the approval and formal signup to the Leeds Health and Care Partnership (LHCP) Memorandum of Understanding (MoU). The MoU formally presented the approach towards working together that the Leeds Health and Care Partnership was taking to achieve the agreed vision for Leeds to be “a healthy and caring city for all ages, where people who are the poorest will improve their health the fastest”.

In presenting the report, the Executive Member highlighted the reference to ‘Scrutiny’ in the diagrams at section 14 of the submitted report, with a recommendation that the Memorandum of Understanding document, as presented at Appendix 1 be amended to incorporate appropriate reference to Scrutiny, in line with the illustration within those diagrams.

Responding to a Member’s comment that aspects of the approach were complex, the Board received further information on the reasons for this approach, with assurance being provided that the Council would continue to work collaboratively with partners in this area, look to maximise the benefits of this model for the people of Leeds and West Yorkshire, and that the approach taken would be made as comprehensible as possible.

RESOLVED –

(a)  That subject to the comments above regarding the inclusion of appropriate reference in the Memorandum of Understanding document to ‘Scrutiny’ being taken into consideration, the Board approves and signs up to the Leeds Health and Care Partnership Memorandum of Understanding, as presented within the submitted report and appendices;

(b)  That the draft Leeds Integrated Care Board (ICB) Committee Terms of Reference (which were approved by the West Yorkshire Integrated Care Board on 1 July 2022), be noted;

(c)  That it be noted that the Leeds Health and Wellbeing Strategy, which sets out the strategic priorities in relation to the Health and Wellbeing Pillar of the new City Ambition, is due to be refreshed later in the year.

Further to Minute No. 25, 23 June 2021, the Director of Adults and Health submitted a report providing an update on the implementation of the decommissioning of services at Home Lea House residential long stay care home, in Rothwell, and Richmond House Short Stay Residential Care Home, in Farsley.

Responding to a Member’s enquiry, the Board received an update on the expected timeframe of the current refurbishment of Dolphin Manor and the management of that process in terms of the residents living there.

Regarding the site of the former Richmond House in Farsley, it was requested that officers continue to work with local Ward Councillors on the development of proposals. Also, responding to an enquiry, officers undertook to investigate whether it would be feasible for the site to be used for extra care housing, considering that an adjacent facility was used for the same purpose, and provide the findings to the relevant Members. 

RESOLVED –

(a)  That the successful transfer of all customers to alternative services where that was their preference, be noted;

(b)  That it be noted that the closure of both care homes has been achieved without any compulsory redundancies, with staff having made a successful transition to their new posts within the Council where they have chosen to remain in employment, a process which has been supported through the Council’s Managing Staff Reductions policy;

(c)  That the achievement of financial savings of £165k in 2021/22, and £1.531m per annum from 2022/23 following the closure of the two care homes, be noted;

(d)  That it be noted that work is ongoing in relation to the future use of the sites.

(As detailed within section 34 of the submitted report, this report was not eligible for Call In on the grounds that the Council’s Executive and Decision Making Procedure Rule 5.1.2 states that ‘The power to Call In decisions does not extend to decisions which have been the subject of a previous Call In’).

The Director of Children and Families submitted a report presenting an overview of the work of the Fostering Service during 2021/22, and which invited the Board to adopt the 2021/22 Fostering Service Annual Report, as appended, together with the priorities set out for the forthcoming year.

In presenting the report, the Executive Member highlighted the key points detailed within the Fostering Service Annual Report, with it being noted that attracting more foster carers remained a key priority moving forward.

Members welcomed the contents of the report, and highlighted the valuable role played by foster carers across the city.

Responding to an enquiry, the Board received further detail on the processes in place and the range of data that was available to identify the reasons why foster carers had left the Council, and how that data could be used when looking to recruit more foster carers.

RESOLVED –

(a)  That the 2021/22 Fostering Service Annual Report, as appended to the submitted report, be adopted, together with the service priorities for next year; with it being noted that this resolution will be implemented during 2022-23;

(b)  That the Fostering Service’s plans to increase the range of carers and placements available, be noted and supported, with it being noted that this resolution will be implemented during 2022-23;

(c)  That it be noted that the responsible officer for such matters is the Head of Service, Children Looked After and Corporate Parenting.

The Chief Officer Financial Services submitted a report setting out the Council’s updated Capital Programme for 2022-2027, which was split between the General Fund and Housing Revenue Account (HRA), with a forecast of resources available over that period. The report also included a specific update on the 2022/23 programme and sought agreement to several injections into the Capital Programme, as detailed.

Responding to a Member’s enquiry, the Board received details on the proportion of the Capital Programme that was funded via borrowing, and with regard to a related enquiry regarding the impact upon Minimum Revenue Provision (MRP), officers undertook to provide this further information to the Member in question.

In response to a specific enquiry, the Board received clarification and further detail regarding the ‘City Development Public Realm’ entry within the ‘Major Programmes & Other Directorate Schemes’ section of the report.

RESOLVED –

(a)  That the following injections into the Capital Programme, as detailed at Appendix A (iii) to the submitted report, be approved:-

·  £2,000.0k of European Regional Development Fund (ERDF) Grant for the ‘Fitting The Future’ Housing Leeds scheme;

·  £150.0k of additional Transforming Cities Fund (TCF) Grant from WYCA for the Public Bike Hire Scheme; and

·  £100.0k of Department for Education Grant for Sustainable Drainage at two Schools in Otley.

(b)  That it be noted that the above resolution to inject funding of £2,250.0k into the Capital Programme will be implemented by the Chief Officer Financial Services;

(c)  That the latest position on the General Fund and HRA Capital Programme, as at Quarter 1 of 2022/23, as detailed within the submitted report, be noted.

The Chief Officer (Financial Services) submitted a report providing an update on the financial health of the Authority in respect of both the General Fund revenue budget and the Housing Revenue Account, as at Quarter 1 of the 2022/23 financial year.

In presenting the report, the Executive Member highlighted the key points within it. The Board also received details of the final pay offer from the National Employers which had recently been announced, and it was noted that work was being undertaken to identify the potential financial impact of this upon the Council. An undertaking was provided that the Board would be kept updated on such matters and that the intention was to submit a report on this, together with the impact of other inflationary pressures, to the September 2022 Board. 

Responding to a specific enquiry, it was reiterated that an update report would be brought to Executive Board 6 months after the implementation of the amendments made to aspects of the Council’s non-residential Adult Social Care charging policy.

A Member requested that as part of the monthly financial health update report to Executive Board, further detail was provided within those reports to the current position regarding the ‘Business As Usual’ savings proposals.

Responding to a Member’s comments, the Board received an update on the work being undertaken to manage the identified budget pressures referenced in the report within the Children and Families directorate, with specific reference to the ‘Little Owls’ nurseries and the provision of semi-independent living placements for 16 – 17 year olds.

In conclusion, the Executive Member for Resources highlighted the cross-directorate approach that continued to be taken when looking to manage and overcome the significant financial challenges that continued to be faced.

RESOLVED –

(a)  That it be noted that at Quarter 1 the Authority is forecasting an overspend of £1.8m for 2022/23, which is comprised of directorate pressures of £2.3m, netted down by a strategic saving of £0.5m;

(b)  That it be noted that directorates will be required to present action plans to mitigate the £2.3m pressures, in line with the Revenue Principles agreed by Executive Board in 2019, which are scheduled to be received at the September 2022 Executive Board;

(c)  That it be noted that the position as detailed within the submitted report does not reflect the potential effects of the 2022/23 pay award negotiations, other inflationary rises or the wider impact of rising cost of living pressures on the Council’s financial position, above that which has already been included within the 2022/23 Budget; with it being noted that any pressures arising from emerging issues will be reported to a future Executive Board. Furthermore, it be noted that proposals will need to be identified by directorates in order to absorb such pressures, which will be included in the action plans as referenced in resolution (b) above.

The Director of Communities, Housing and Environment submitted a report providing an overview of the current position regarding the cost of living crisis and which highlighted measures being undertaken nationally to address such issues. The report also focussed upon the local approach being undertaken from a welfare and financial inclusion perspective, highlighting the key actions and programmes.

In introducing the report, the Executive Member highlighted the current position in Leeds with regard to the cost of living crisis and provided an overview of the key actions being taken and proposed to address the challenges faced.

Members discussed the role of Government in such matters. Also, the Board considered the importance of reflecting on the experience gained from the supportive approach taken during the pandemic and how that could be utilised when looking to support communities throughout the cost of living crisis.

Responding to a Member’s enquiry, the Board further considered the role of the Council in this area and received details on how the supportive approach taken by the Council continued to adapt to current circumstances, and the ways in which this approach would continue to evolve, with officers undertaking to provide further detail to the Member in question, if required.  In discussing the proposed key areas of focus moving forward, specific reference was made to the establishment of a cross-cutting welfare group, with further detail being provided on the intended work programme, timeframe and reporting mechanisms for that group. 

In conclusion, Opposition Groups were invited to become involved in the welfare group and the associated work that it would undertake.

RESOLVED –

(a)  That the contents of the submitted report, be noted, and that the approach being adopted, as outlined within the report, be endorsed;

(b)  That the next steps, as set out fully in paragraphs 94-99 of the submitted report, be endorsed, which will accelerate progress towards the mission set out in the Best City Ambition through:-

·  Ensuring the three pillars of the Best City Ambition strongly and consistently reflect the challenges of tackling poverty and inequality.

·  Transitioning to a new performance framework for the Best City Ambition to reinforce and embed linkages between the three pillars in tackling poverty and inequality.

·  Establishing a breakthrough priority with the aim of: “working together across sectors to harness the capacity and capability in the city, its communities and those with lived experience to develop a city solution to welfare provision and addressing the cost-of-living crisis – with a specific focus on food, fuel, housing and digital inclusion”.

(c)  That it be noted that the Chief Officer for Community Hubs, Welfare and Business Support will be responsible for overseeing and implementing the actions and recommendations as detailed above and included within the submitted report.

The Director of Resources submitted a report presenting the Annual Corporate Performance Report for 2021/22 which reviewed the progress made in delivering the Council’s ambitions, outcomes and priorities, as set out in the Best Council Plan (BCP) during the 2021/22 financial year. The report also noted that for performance reporting purposes, 2022 would be a transitional year given that there would be a shift from existing reporting frameworks based on the Best Council Plan towards a revised approach to support the Best City Ambition.

Responding to a Member’s specific enquiry, the Board received further detail on the work currently being undertaken on the refresh of the target and performance framework as the Council transitioned from the Best Council Plan to the Best City Ambition.  

In response to an enquiry, the Board noted that some of the performance data compiled could be broken down to Ward level, and that the Member in question could be provided with further information on this, if required. In addition, Members discussed the range of priorities that the Council had, and the ways in which the Council’s day to day decision making and establishment of wider policies linked to such priorities.  

RESOLVED – That the Annual Performance Report, be received, and that the progress made during 2021/22 in delivering the ambitions and priorities set out in the Best Council Plan, as detailed within the submitted report and appendix, be noted.

The Director of Resources submitted a report which provided the Board with an update on the most significant risks currently featured on the Council’s corporate risk register. In addition, the report provided summary assurances which described the key controls in place to manage those risks and also provided information on further actions planned in this area.

RESOLVED – That the Annual Risk Management Report together with the assurances provided on the most significant corporate risks, as presented within the submitted report and appendix, be noted, in line with the Council’s Risk Management Policy and Strategy and the Board’s overarching responsibility for their management.

The City Solicitor submitted a report setting out proposed amendments to the Council’s Protocol for the Roles of Members and Officers in Decision Making, following a review which had been undertaken as an action arising from the Annual Governance Statement approved in 2021. The purpose of the proposed amendments was to ensure that the protocol remained up to date and fit for purpose.

RESOLVED –

(a)  That the amended Protocol for the Roles of Members and Officers in Decision Making, as presented at Appendix A to the submitted report, be approved;

(b)  That the authority to make future amendments to the Protocol be delegated to the City Solicitor, in consultation with the Leader of Council, Opposition Members of Executive Board and the Chief Officer Financial Services; with it being noted that the Monitoring Officer will amend Article 15 of the Council’s Constitution to reflect this resolution.

The Director of Public Health submitted a report outlining what ‘Living with Covid-19’ meant for Leeds, and which sought the Board’s support for continuing to promote safer behaviour messaging and the Covid vaccination programme in communities. The report also highlighted the robust and resilient plans and systems in place to protect the highest risk settings and groups from the impact of Covid, and the structures that were in place to respond to any change in circumstances.

Members received an introduction to the report which provided an overview of the key points, with it being noted that work continued on the preparation and management of winter pressures in this area.

Responding to a Member’s comments regarding the Council’s post-pandemic ways of working and the need to ensure that customer facing roles continued, it was highlighted that many services across the Council continued to be delivered in person. Further to this, the Board was assured that work continued in liaison with Scrutiny on this matter, with a view to submitting a related report to a future Executive Board.

Emphasis was placed upon the need to ensure that the impact of the pandemic on young people remained a priority. In response, assurance was provided that this was the case and it was noted that this would be further addressed in the subsequent agenda item (Leeds – A Mentally Healthy City: Update Report). Further to this, assurance was provided that a key principle to the approach taken remained the need to strike the correct balance between minimising the risk from the virus and infection whilst at the same time looking to preserve an individual’s overall wellbeing. 

Tribute was paid to the Director of Public Health and her team for the work which had been undertaken throughout the pandemic to the present day. Emphasis was placed upon the importance of the work undertaken by the Leeds Health Protection Board together with the guiding principles of that work, and how that had been used as a platform for the wider actions taken in response to the pandemic across the city.

RESOLVED –

(a)  That the contents of the submitted report, be noted;

(b)  That the proposed approach for the Leeds system going forward, as set out in section 11 of the submitted report, be approved, which looks to ensure that people are supported as we move into ‘Living with Covid’.

The Director of Resources submitted a report which presented a range of actions being taken across the Council, and with partners, to better understand and deliver on the city’s ambition to strengthen resilience against the impacts of climate change locally, and in doing so, which sought the Board’s approval for the development of a Climate Adaptation and Resilience Plan, based upon the approach outlined. The report also sought agreement to enhanced city-wide engagement in Leeds on the Council's activity to support both climate mitigation and adaptation.

By way of introduction to the report, the Board received an overview of the key challenges faced as a result of climate change, and the range of actions being taken to adapt to the current position and become more resilient. However, it was highlighted that at the same time, work continued on progressing towards a position of net zero emissions.

Regarding Climate Emergency Advisory Committee (CEAC), a Member noted the recent change in Chair of that committee.  In response to a Member’s comments encouraging Executive Member attendance at CEAC meetings, it was noted that the Executive Member for Infrastructure and Climate was a member of CEAC and a regular attendee. Further to this, clarification was sought as to whether this comment related to other Executive Members.

In response to a Member’s enquiry, the Board received further information regarding the range of key areas which were intended to be included within the proposed programme of engagement over the coming 12 months.

RESOLVED –

(a)  That the development of a Climate Adaptation and Resilience Plan, based upon the approach as outlined within the submitted report, be approved;

(b)  That a programme of enhanced citywide engagement in Leeds over the next 12 months on the Council's activity to support both climate mitigation and adaptation, be supported.

The Director of Public Health submitted a report which provided an update on the current position regarding mental health in Leeds and the provision in place to support good mental health across the city. In addition, the report outlined the actions being taken to further develop a partnership approach in this area, in line with the ‘Best City Ambition’ and which aimed to ensure that Leeds was a Mentally Healthy City which created conditions for positive mental health in all our communities.

In introducing the submitted report, the Board received an overview of the current position in Leeds, how that position had been affected by the Covid pandemic, and the actions being taken to address the challenges faced. Members received further information on the Children and Young People’s Mental Health Strategy: ‘Future in Mind’, and it was noted that the ‘All Age Leeds Mental Health Strategy’ was currently scheduled to be relaunched on 10^th October 2022, which was World Mental Health Day.

Responding to a Member’s enquiry, the Board was provided with further information on how the relaunch of the ‘All Age Leeds Mental Health Strategy’ would be promoted.

The importance of further liaison taking place with partners across the city to continue the development of self-support networks in Leeds was highlighted as an area to focus upon and promote moving forward.

RESOLVED –

(a)  That the contents of the submitted report, be noted;

(b)  That the current and future challenges around promoting good mental health in the city, be recognised, together with the fact that Leeds City Council has invested in programmes of work in the city that promote good mental health and prevent mental ill health;

(c)  That the mental health work being undertaken across Leeds be promoted, with support being provided for the continued creation of conditions for positive mental health in local communities.

The White Rose Academies Trustees, working in partnership with Leeds City Council, are consulting on a proposal to permanently expand Leeds City Academy on its existing site from 150 places to 210 places in Year 7 from September 2023 onwards. The total number of pupils in the academy would increase year on year until the academy reached its full capacity.

The Director of Children and Families submitted a report on a proposal to increase learning places at Leeds City Academy, brought forward by The White Rose Academies Trustees working in partnership with Leeds City Council. The report detailed the outcomes of the associated consultation undertaken and which sought agreement to related Authority to Spend proposals.

In considering the report, a Member highlighted and welcomed the popularity of the school, which had led to the submitted proposals of expansion.

RESOLVED –

(a)  That the outcome of the consultation undertaken on the proposal to permanently expand Leeds City Academy from a capacity of 750 to 1050 students by increasing the admission number in year 7 from 150 to 210 with effect from September 2023, be noted; and that it also be noted that The White Rose Academies Trust Board, as the decision maker, have considered the outcome of that consultation and approved the proposal to expand Leeds City Academy;

(b)  That approval for authority to spend (ATS) up to £8.9m to deliver the proposed permanent expansion at Leeds City Academy, be granted, with final approval of expenditure being confirmed by the Director of Children and Families (in consultation with the Director of Resources and Director of City Development) following receipt of further detailed design work and planning applications;

(c)  That it be noted that The White Rose Academies Trust intends to self-deliver the build scheme and that the proposal has been brought forward in time for places to be delivered for 2023.

Executive Board will be asked to:

a)  Approve delivery of a one-year arts@leeds programme for 2023/24, supporting the transition toward a refreshed cultural funding programme.

b)  Delegate authority to Director City Development to approve funding decisions for the one-year programme, 2023/24.

c)  Approve the development of a refreshed three year Culture Investment Programme for 2024-27.

Development and adoption of the Cultural Investment Programme will be subject to open consultation and engagement with the sector and Executive Board approval in March 2023.

Further to Minute No. 9, 23 June 2021, the Director of City Development submitted a report that sought approval for a one-year cultural grants programme for 2023/24 whilst a comprehensive review and refresh of the Council’s current cultural funding programmes, arts@leeds and Leeds Inspired, was undertaken, prior to a revised funding programme being launched for the period 2024-27.

By way of introduction to the report, the Board received information on the key reasons as to why the proposal for a one year programme was being put forward. It was noted that the one year programme would operate within the existing budget envelope and that organisations would be required to apply for grants. However in doing so, it was emphasised that there would be an extensive application window and that organisations would be supported through this process.

Responding to an enquiry, Members received further information regarding the guidance and supportive measures which were currently available to organisations, with it being noted that consideration was being given to the ways in which cultural organisations could be signposted and supported in accessing other funding streams, where appropriate.

In response to a Member’s enquiry, the Board received further information and assurance regarding the role which would be played by the Leeds 2023 Neighbourhood Hosts, with it being noted that the Hosts were currently being recruited for each Ward, which was a process being undertaken by the Leeds 2023 organisation.

Also, in response to a specific enquiry officers undertook to provide the Member in question with details of the current financial position regarding the funding of the Leeds 2023 initiative. 

RESOLVED –

(a)  That the delivery of a one-year arts@leeds programme for 2023/24, which supports the transition towards a refreshed cultural funding programme, be approved;

(b)  That the necessary authority be delegated to Director City Development in order to enable the Director to approve funding decisions for the one year programme, 2023/24;

(c)  That the development of a refreshed three-year Culture Investment Programme for 2024-27, be approved, with the development and adoption of the Cultural Investment Programme being subject to open consultation and engagement with the sector prior to Executive Board approval being sought in 2023.

(Further to the declaration of interest as detailed at Minute No. 18, Councillor Pryor took no part in the consideration of, or voting upon this matter and left the meeting room for the duration of this item)

To give approval to procure a contract, framework or arrangement for the supply of groceries and provisions

The Director of Resources approved the waiver of CPR’s 9.1 and 9.2 to award a seven month contract to the YPO from 1 September 2022 at an estimated value of £700,000.

To gain approval to proceed with the Armley Gyratory improvement scheme with the implementation of Highway Works on Armley Gyratory to increase capacity on the network to facilitate the planned closure of City Square.

The Chief Officer Highways & Transportation;

a) Noted the previously approved injection and authority to spend of £3.58m in May 2020 for the development of Armley Gyratory Highways Phase

b) Injected the remaining funding of £27.93m and authorise the expenditure £27.93m for the delivery of Highways phase and development of the Structures design ahead of a second approval to proceed process in January 2023.

c) Injected the phase 2, £10.46m, funded from WY+TF (West Yorkshire + Transport Fund) and seek authority to spend subject to approval of the FBC which will be submitted in October 2022

d) Approved the award of Armley Gyratory Highway Phase Scheme to  Balfour Beatty Group Ltd T/A Balfour Beatty Civil Engineering, through the SCAPE2 Civil Engineering Framework, with a contract value of £19,400,000.  This also includes £542k to develop the design of the Armley Gyratory Phase 2 Structures.

Key Delegated Decision to approve expenditure over £500k in respect of the 2022/23 Health and Safety Programme.

The Director of Children and Families agreed to:

a)  Authorise expenditure of £1,000,000 of the available School condition Allocation Grant to spend on these essential condition works.

b)  Approve the proposal to carry out Asbestos Works, Electrical testing, Condition Survey Works and unforeseen urgent Reactive Works at Leeds Schools..

Integrated Digital Service (IDS) currently has a Framework Agreement in place Temporary ICT Staff Framework – for the supply of ICT resource, which came into effect on 14/01/2020 and will run until 13/01/2024. There are 6 approved recruitment agencies on the Framework.

A number of legacy contractors continue to be supplied through agencies on a previous framework (DN189804)and we request approval to continue with these contractors until their skills are no longer required.

Also, if required, source suitably qualified and experienced ICT resource where these cannot be provided by the suppliers on the Temporary ICT Staff Framework.

The Director of Resources gave approval to waive Contract Procedure Rules (CPR’s) and enter into contracts for the retaiment of legacy contractors and recruitment of specialist ICT resource outside of the Digital and Information Service Temporary ICT Staff Framework Agreement