►
Description
Co-ordinating Overview & Scrutiny Committee - 15/10/2021 - 10am - BMI - Main Hall
Link to Agenda Papers and Documents:-
https://birmingham.cmis.uk.com/birmingham/Meetings/tabid/70/ctl/ViewMeetingPublic/mid/397/Meeting/12335/Committee/406/Default.aspx
A
A
A
Recorded
all
of
you
so
desire
apologies,
I've
got
counters
on
hammered,
aquat,
liz,
clements
and
penny
holbrook.
I've
got
these,
aren't
apologies,
but
just
to
welcome
dan
king
he's
a
graduate
trainee
he's
sitting
on
emma's
left
who's
here
for
six
months.
Shallow
excuse
me
and
to
learn
where
we
do
it
in
birmingham
yeah
and
also
the
christian
scale,
who
is
sitting
at
the
back
he's
a
londoner
by
the
way,
but
I
did.
I
did
say
that
we
won't
know
that
against
him.
Some
of
us
might
like
cats.
A
A
Unless
you
do
declare
such
an
interest,
you
can't
speak
or
take
part
in
managing
your
iphone
and
any
decorations
will
be
recorded
in
the
minutes
of
the
meeting,
and
I've
got
a
a
note
from
cancer
cooner
who
emailed
me
she's
here
now
hello
welcome.
I
can
see
you
creep
in
the
middle
of
speaking,
following
on
from
a
registered
interest,
training
session
delivered.
A
Can
we
confirm
the
meeting
of
the
10th
of
september?
They
are
true
and
accurate
by
anything
that
they
have
issue
within
those.
No
thank
you.
Well,
we
come
on
to
the
main
part
of
the
meeting,
which
is
an
update
from
the
deputy
leader
council
of
british
jones
on
customer
services,
digital
inclusion
and
performance
framework
and
supporter
phalanx
of
officers.
With
her
to
to
greet
you
know
it's
supposed
to
be
a
battle
formation,
so
I
hope
that
you
don't
see
us
as
your
enemy.
We
are
your
partners
in
this
and
welcome
over
to
you.
C
So,
as
I
said
three
things
to
bring
to
you
today,
I
don't
know
how
you
want
to
take
these
we're
thinking
we
would
go.
We
would
do
the
customer
services
item
and
then
take
questions
and
then
do
the
broadband
item.
Questions
item.
That's
just
agreeable
lovely.
So,
on
the
customer
services
front,
first
of
all,
we've
got
slides
to.
B
C
Think
have
been
circulated
in
advance,
which
myself
and
wendy
will
double
act
on
to
talk
them
through
it
just
do
this
is
it
came
out
of
some
fantastic
work,
a
scrutiny
of
years
back
looking
at
our
customer
services
journey
and
the
fact
that
a
lot
of
what
we
were
doing
wasn't
good
enough
for
our
residents
and
challenging
us
to
learn
from
our
mistakes
and
to
put
things
right.
A
new
system
has
come
into
place
to
deal
with
that.
C
We've
had
some
teething
issues
with
it
which
we'll
talk
through,
but
I
just
want
to
say
thank
you
for
your
feedback
on
that
system.
It
was
all
about
to
turn
it
into
something
better,
but
we're
now
at
this
exciting
stage
where
we
started
to
get
stuff
out
of
the
system
as
well
we're
starting
to
see
some
of
the
benefits
centralized
way
of
dealing
with
customers,
inquiries
and
starting
to
be
able
to
do
the
exact
thing.
C
D
D
So
you
know
at
that
point
we
had
at
least
three
separate
complaint
systems
that
were
being
used.
Sometimes,
complaints
were
not
taught.
Examples
were
not
actually
being
captured
in
any
of
those
systems,
so
the
key
challenge
was
organization
is
that
we
didn't
have
visibility
over
the
sheer
scale
of
complaints
and
inquiries
that
were
being
processed,
because
quite
often
that
went
straight
into
services.
D
D
D
So
we
absolutely
knew
and
accepted
that
we
get
lots
of
complete
complaints
and
frustration
not
just
from
members
but
from
also
customers
that
we
get
the
same
complaints
over
and
over
again.
And
actually
what
do
we
do
to
learn
from
those
complaints?
And
how
do
we
build
a
mechanism
and
then
also
we
didn't
have
a
very
clear
protocol.
D
So
how
do
we
make
sure
that
officers
respond
to
members,
complaints,
members
inquiries
and
arguably,
we
shouldn't
need
a
protocol
to
say
this
is
the
way
that
we
would
communicate
with
each
other
in
terms
of
responding
to
this
activity.
But
we
felt
because
of
the
stay
at
play.
At
that
point,
we
needed
to
absolutely
develop.
D
D
If
people
use
it
and
if
we
use
the
inboxes,
what
we
can't
account
for
is,
if
we
choose
to
still
direct
stuff
to
services,
then
we
won't
have
visibility
over
it
and
the
complaints
teams
we
resourced
up
to
what
we
expected
to
be
a
10
increase
in
the
number
of
complaints
and
inquiries.
Once
we've
got
visibility
through
a
single
system
and
actually
what
we
can
report
that
when
we
got
to
the
end
of
july
reporting,
there
was
actually
a
28
increase
in
the
shared
volume
of
activity.
D
B
D
That
hasn't
worked
as
well
as
we'd
hoped
on
the
basis
that
we've
had
the
pandemic,
so
the
big
principle
behind
that
was
co-locating
teams.
So
the
complaints
things
were
embedded
with
the
operational
areas
so,
for
example,
for
our
housing
service
we
planned
for
that
one
to
be
at
woodcock
street,
obviously,
with
remote
working.
D
Alongside
those
areas,
so
that's
a
little
bit
about
how
and
why
we
were
doing
what
we
were
doing.
So
I
just
want
to
share
with
you
before
we
get
into
the
detail
about
the
volumes
post
launch
and
we're
now
just
coming
up
to
the
end
and
fitting
them
in
to
recruiting
an
additional
29
staff
that
have
gone
to
support.
D
We
are
now
really
starting
to
get
some
good
quality
reports
coming
through,
in
terms
of
where
the
issues
are
now
many
councils.
When
we
speak
to
councillors
and
lands
of
the
puppet
will
say
well,
none
of
this
was
a
surprise
to
us
and
we
could
have
told
you
that
without
the
reports
coming
through-
and
that's
probably
a
very,
very
true
position.
D
C
And
that's
a
really
key
point
to
label
on
this,
so
that
28
uplift
in
official
complaints,
huge
amount
of
that
was
already
in
the
system.
It
was
stuff
that
was
sent
in
directors
in
boxes.
It
was
things
that
were
sent
in
director's
inboxes.
It
was
things
that,
in
case
of
a
west
service
for
certain
individual
depots
inboxes
previously
those
complaints
existed,
but
they
were
just
scattered
around
the
council,
because
people
were
sending
them
to
individuals.
They
knew
work
on
them.
C
Officially,
a
number
of
complaints
in
some
areas
skyrocketed,
whereas
previously
there
was
available
in
the
system,
but
they
weren't
official.
We
didn't
know
they
were
there.
We've
got
now
obviously
ability
to
actually
recognize
where
their
heart
issues
and
to
go
in
and
make
that
difference,
and
that
ongoing
frustration
from
them
is
where
often
we've
known
them.
As
an
issue,
we've
been
able
to
tell
you
that
an
area
is
underperforming,
but
officially
it's
doing
fine.
That
shouldn't
happen
anymore.
C
D
And
so
we've
worked
with
the
service
area
to
get
underneath
the
skin
of
that
to
say
how
are
we
going
to
progress
these
applications?
We
cannot
leave
them
in
the
system.
At
that
point
we
had
over
14
000
that
were
waiting
in
the
system
somewhere
or
in
an
intro
to
be
processed
and
actually
by
working
with
customer
services.
D
We
deployed
18
of
the
contact
center
staff
that
support
housing
activity
and,
over
the
last
six
weeks,
they've
cleared
5000
of
those
applications
so
that
they're
no
longer
in
the
system,
which
will
considerably
reduce
the
complaints
that
we
get
about
that
activity
and
that's
the
benefit
of
the
system.
So
we've
committed
that
by
december
we
will
support
the
service
area
there.
In
that
background,
so
it.
D
D
Of
course,
we
can
still
do
better
in
terms
of
the
process
and
the
time
scale
for
getting
back
to
people.
We
really
don't
have
to
lose
sight
of.
Why
we're
doing
it,
and
it
is
that
room
cause
analysis.
That's
going
to
make
real
difference
to
our
customers,
so,
post
launch,
we
haven't
just
pressed
the
big
button
so
to
speak
and
said:
okay,
everything's,
fine,
we've
got
a
new
system.
D
D
We've
had
a
number
of
citizen
feedback
sessions,
we've
had
a
number
of
so
we
contacted
customers
that
have
complained
using
the
previous
process
to
say
what
was
your
experience
this
time
we
had
some
really
good
feedback
about
clarity,
process,
clarity
and
ease
of
use
of
the
system
and
the
quality
of
the
response
that
have
come
back
actually
answers
the
question:
that's
the
good
side
of
the
feedback.
We
equally
have
feedback.
That
said,
it's
still
a
little
bit
delayed.
D
Continue
continue
that
training
program,
all
the
feedback
that
we
get
goes
into
a
monthly
briefing
to
each
of
the
teams
to
make
sure
that
we're
learning
where
they're
not
getting
it
right
and
where
we're
still
not
doing
what
we
need
to.
We
did
identify
an
issue
with
the
processing
of
inquiries
and
so
you'll
see
in
the
presentation.
D
D
We
have
lots
of
feedback
from
the
full
council
which
we've
acted
on.
I
won't
go
through
the
detail,
but
it's
in
the
platform
to
see
that
where
we
are
getting
responses,
for
example
the
automatic
response
and
when
we
launched
the
program,
talked
a
lot
about
service
level
agreement
that
people
didn't
want
to
hear
that
they
just
wanted
to
know
that
we've
received
it.
D
We
had
a
lot
more
than
we
had
in
2020,
but
we
all
know
through
the
pandemic,
that
lots
of
services
were
closed
and
people's
minds
were
not
really
necessarily
our
service
provision.
They
were
focused
on
the
pandemical
name,
so
we
still
had
complaints
for
services
that
were
being
delivered.
However,
the
volumes
were
not
as
high,
but
what
slide
nine
shows
you
is
how
we
are
doing
in
terms
of
performance,
progressing
complaints,
so
in
2019
our
service
level
at
stage
one.
The
important
thing
to
note
at
stage
one.
D
This
is
the
change
in
the
process
that
we
agreed
with
scrutiny.
The
plan
comes
in
complaints,
will
pick
the
phone
up
and
speak
to
people
about
what
is
happening
in
terms
of
that
complaint.
Not
just
take
the
email
and
assume
that
that
is
the
route.
You
know
the
issue
pick
the
phone
up
and
resolve
the
comment
at
stage,
one,
where
possible.
D
D
Higher
volumes
in
2019,
so
the
important
point
to
note
there
is
that
we're
closing
things
down
much
more
quickly
at
stage
one
getting
to
the
resolution
than
we've
ever
done
in
previous
years.
However,
our
target
is
90
and
we
haven't
reached
that
our
performance
at
stage
two
we're
getting
fewer
complaints
in
at
stage
two,
but
we've
dropped
in
terms
of
resolving
those
issues
and
that's
where
they're
slightly
more
complex.
We
need
service
area
involvement
and
we
still
have
to
drive
that
up.
D
So
we're
working
on
that
with
the
services
about
how
we
can
do
that
in
terms
of
complaints.
The
top
three
areas
similar
to
what
we
saw
in
2019
774,
competitive
housing,
repairs.
Four
minutes
from
this
refuse
collection
and
285
council
attacks,
and
we
expect
that
when
we
do
quarter
2014,
which
closes
on
the
21st
of
this
month,.
D
But
on
average
we
close
about
78.5
percent
of
the
casework
that's
received
each
week,
which
is
equates
to
about
461
cases
and
we
average
about
20
21,
open
cases
slide.
11
just
gives
you
a
breakdown
by
service.
It's
really
important
to
see
the
variations,
so
you
will
see
there
the
city,
housing,
city
operations
and
inclusive
growth,
the
top
three
in
terms
of
volume.
D
We
have
to
caveat
this
that
there
is
still
potentially
educational
skills,
complaints
that
are
not
coming
through
the
system
and
we
have
to
get
hands
on
that
quickly.
We've
been
picking
up
the
service
area
and
the
portfolio
leaders
identified
that
potentially
getting
more
than
these
showing
in
figures,
and
so
the
good
news
is
they're,
starting
to
identify
trends
where
there's
potential
gaps
and
we
need
to
resolve
those
social
care.
Complaints
are
generally
more
complex
and
take
on
our
fridge
up
to
eight
hours
to
resolve.
D
D
D
C
I
just
wanted
to
reiterate
that
one
person
is
a
really
keen
one.
So
when
you
send
a
an
email,
is
what
smart
people
like
peter
tell
me:
it's
called
unstructured
data.
It
is
essentially
froze
that
has
to
be
read
by
a
human
being
and
understood
to
pick
out
where
the
issues
are.
When
you
get
informed,
it
is
structured
data
and
you
enter
into
specific
areas
where
the
issue
is
what
the
issue
is
where
it
is,
and
she
can
very
often
process
that
and
saving
a
lot
of
time
money.
C
C
So
it's
just
a
really
key
point
to
draw
out,
because
the
way
that
we
direct
people
to
send
us
their
complaints
and
enquiries,
if
we
can
get
more
people
going
down
that
wall
to
make
it
down
the
self-reporting,
we
have
a
huge
amount
of
extra
resource
to
then
put
into
the
more
complex
things
and
that's
something
with
our
customer
service
strategy
we'll
be
working
on
on
was
saying.
Obviously
not
everybody's,
a
computer
will
always
be
available
for
them.
C
D
At
the
end
of
quarter,
two
quarter
two
closes
in
21
days
after
the
reporting
period,
just
so
that
we
can
close
all
of
the
case.
Work
down,
that's
needed
so
from
the
21st
of
october,
we'll
be
able
to
produce
the
reports,
and
the
members
will
be
able
to
access
complaint
information
at
a
service
level
per
award
level
and
by
date,
so
you
can
click
on
a
month.
You
can
click
on
a
directorate.
You
can
click
on
service
or
you
can
click
on
award
to
access
that
base
level
of
information.
D
To
show
you
how
many
complaints
have
we
received?
How
many
been
responded
within
service
level?
How
many
are
outside
of
service
level,
but
more
importantly
than
that,
it
gives
you
some
root,
cause
analysis
in
terms
of
understanding.
What
are
the
top
three
areas
of
the
complaint
for
you
at
the
board
level
and
what
are
the
root
causes
for
that
activity?
D
As
you
see
on
slide
16,
you
can
then
really
start
to
drill
down
and
understand,
and
it
will
probably
just
validate
what
you
already
know,
because
you
already
rewarded
your
hearing.
You've
got
constituents
that
come
to
you
day
in
and
day
out,
because
what
this
gives
you
is
the
data
set
to
back,
been
telling
you
that,
when
we
approach
services
with
the
facts,
you
know
we
can
then
insist
that
there's
action
taken
in
terms
of
the
volumes
that
we're
getting
in
any
particular
area.
D
So
why
do
I
talk
about
root
cause
a
lot?
The
reason
this
is
important
is
because
I
really
don't
want
this
to
lose
sight
of
the
value
of
this.
So
we
talked
earlier
about
housing
elements,
but
actually,
we've
also
seen
other
examples
and
we
had
an
increase
in
report
caused
root,
causes
for
missed,
assisted
collections,
and
we
have
over
4
000
assisted
collections
per
week
and
on
average,
the
complex
teams
were
receiving
around
140
plates.
That
assisted
collections
were
missed,
probably
some
of
the
most
important
waste
collections
that
we
do.
D
This
is
people
that
can't
pull
the
bins
out
themselves.
They
need
support
and
also
can't
take
within
back
in
when
we've
looked
at
this
and
we've
looked
at
this
at
a
demo
level,
with
the
operational
managers
with
the
administrative
teams
that
support
that
area,
and
we
identified
that
the
crews,
with
the
best
will
in
the
world
would
be
printed
a
list
of
a
to
z.
D
D
D
You
would
have
heard
the
waste
team
to
talk
about
sliding
the
cab,
and
that
requires
systems
to
build
a
database
to
be
able
to
go
directly
to
the
vehicles
and
you
can
flag
at
that
point.
What
and
which
site
is
an
assistive
connection.
So,
regardless
of
whether
it's
a
regular
driver
or
a
temporary
driver,
the
information
will
be
accurate.
D
Real-Time
and
the
crew
will
be
able
to
not
miss
those
assisted
collections
because
they'll
be
clearly
marked
up,
so
the
administrative
teams
that
I'm
providing
to
the
depots
are
now
working
on
cleansing
that
data
getting
the
system
as
accurate
as
possible.
So
as
we
start
the
phase
rollout
for
those
slugging,
we
have
vehicles
the
data's
there.
It's
ready
it's
available
and
that
should
reduce
complaints
by
about
140
a
week
that
we
get
currently
going
into
the
system
in
terms
of
missed
collections
and
then,
lastly,
housing
repairs.
D
D
To
enforce
penalties
against
list
appointments
so
again,
working
with
that
contracting
team
they're
now
utilizing
the
data
that
we
provide
as
part
of
the
customer
service
in
complex
analysis
to
say.
Actually,
if
you
miss
an
appointment,
that's
not
acceptable.
This
is
what
you're
contracted
to
do.
We
start
to
enforce
those
penalties
that
should
provide
the
incentive
for
providers
not
to
miss
appointments
and
make
sure,
if
they're,
giving
customers
that
they
need
to
so
what's
next,
we
know
that
we
need
to
improve
the
pace
of
response.
We
know
there's
still
some
work
to
do
on
quality.
D
We
will
go
back
and
look
at
how
we're
handling
inquiries
with
directorate
teams
to
see
if
there
is
a
way
that
we
can
improve
that
process
complaints.
Equally,
we
need
to
do
the
same,
we're
aiming
for
that
90
percent
sla
and
I'm
confident
that
we
will
absolutely
get
there.
We
have
public
maintenances
remaining,
which
we're
still
recruiting
too,
but
that's
not
a
big
contributing
factor
to
this.
The
key
to
this
is
we
have
to
reduce
the
volume.
The
only
way
we
can
reduce
the
volume
is
to
get
to
the
root
cause.
We
are
mobilizing.
D
Next
week,
the
first
multi-disciplinary
team
meeting
with
councillors
with
officers
to
resolve
very
specific
street
level,
issues
that
don't
just
involve
waste
things
being
missed
in
who's.
Flight
of
him
includes
enforcement
includes
parking
where
we're
pulling
the
team
offices
together
to
start
to
address.
D
But
I
absolutely
accept
that
we
need
to
continually
feed
back
to
our
teams
where
we
don't
get
it
right,
but
everybody
is
absolutely
working
flat
out
to
try
and
improve
this
for
our
customers,
and
so
we've
come
a
long
way
in
terms
of
where
we've
got
to
and
we've
got
through
the
single
system.
We've
got
the
teams
here
really.
Now
we
need
to
push
for
that
quality
and
response
time
improvement.
A
A
I've
just
gone.
I've
just
called
through
my
my
inquiry
list.
When
I
don't
get
a
reply
within
14
days,
I
send
a
reminder
and
when
I
get
a
response,
the
response
assumes
that
it's
the
reminder,
mr
first
inquiry
time
rather
than
an
original
one.
So
that
needs
to
be
looked
at.
I
think
that's
the
the
host
department
trying
to
cover
up
their
their
failures,
I
suspect,
and
but
that.
A
It
would
be
nice
if
we
could
have
some
mechanism
of
it's
an
escalation
rather
than
just
chasing
up,
because
that
is
a
concern,
but
my
real
issue
is-
and
I
noticed
you're
having
this
workshop
with
with
key
players
from
departments
and
good
luck
to
you.
Rather
you
than
me,
I
had
a
case
where
there
was
a
whole
street
in
north
texas.
A
Well,
actually
was
probably
more
than
one
street
where
there
was
a
temporary
crew
to
deal
with
recycling
and
they
weren't
taking
the
pots
and
outs
of
the
recycling
bins
before
tipping
the
bin
into
the
wagon.
So
I
don't
know
how
many
residents
lost
their
parts
and
what
that
cost
will
be
to
the
local
authority.
A
A
Yes,
absolutely-
and
I
don't
understand
now
anyway,
and
then
I
had
a
case
this
week.
Where
again,
I
think
they
did
it
by
mistake.
They
knew
they
had
to
take
the
pod
out,
but
the
only
one
it
wasn't
that
whole
round.
So
it
was
less
expensive,
but
when
the
guy
ran
out
of
his
house
to
say
you
haven't
left
my
apartment,
it's
in
the
back,
the
guy
said:
take
your
neighbors.
A
A
A
Right
back
in
to
all
the
directors
and
hold
them
into
account
visibility,
accountability
is
the
critical
task.
This
is
where
it
leaks
into
the
work
around
the
branch
framework,
the
tools
that
we're
using
the
data
that
we've
got,
that
we
can
then
really
drive
the
performance
and
hold
people
to
account.
We
are
only
as
good
as
our
last
interaction.
A
C
C
But
we
there's
a
wider
chance
hr
question
which
is
about:
how
are
we
inducting
people
into
the
organization
when
they
come
in?
How
are
we
briefing
temporary
staff
they're
coming
in
to
work
to
cover?
This
sounds
like
some
of
your
examples
were.
What
are
the
things
that
we
are?
You
know
what
are
the
expectations
we
are
setting
from
day,
one
when
they
come
in?
Are
we
going
back
and
refreshing
that
you
know
if
you
join
the
council
at
16
and
you're?
You
know
60.
When
was
your
last
training
session
on
this?
C
B
D
They
happy
with
the
service
that
they
get
provided
and
that's
really
the
challenge
through
the
business
and
strategy
you
say:
well,
actually,
it's
not
just
about
you
working
with
city
council,
but
you
are
also
a
citizen
in
the
city
and
if
you're
not
happy
with
the
service,
that's
being
provided
by
it
with
people
yeah,
it's
really
about
just
reinforcing
those
key
messages,
because
it's
quite
right,
we
can't.
We
can't
fix
the
whole
council
through
a
complaint
process.
D
G
D
It
is
really
important
that
our
employees
understand
that
yes
they're
here,
because
they
work
here,
but
actually
they've
got
to
be.
You
know
providing
that
excellent
customer
service
all
the
time,
and
you
know,
and
that
extends
to
people
that
are
on
the
cold
base.
Our
carers
are
being
crews,
our
housing
teams
that
are
going
out
into
the
communities,
because
at
the
moment
we've
got
to
do
a
lot
of
work
around
that
culture
piece
and
embedding
that
as
part
of
people's
inductions
as
councilor
jones
and
peter
said.
A
A
It's
important
to
bear
in
mind
that
I
think
the
biggest
individual
area,
where
I
generate
casework
ultimately
outside
of
this,
which
is
here
and
is
there
some
way
I
mean
they've-
got
their
own
system,
but
is
there
some
way
of
at
least
reflecting?
What's
going
on
with
kia
casework?
I
know
some
of
it
comes
into
this
and
then
goes
on
to
here.
H
A
On
the
on
the
assisted
collections,
I
do
welcome
that,
but
I
kind
of
go
back
to
the
point
just
being
saying
that
that
level
missed
the
system
collections,
even
with
the
old
system,
whilst
just
simply
too
high
even
accepting
there
might
be
a
slightly
easier
way
to
flag
up
which
houses
have
been
there's,
certainly
140
4
000..
Now
those
are
the
ones
that
complain
about
is
actually
the
ones
who
missed
the
system.
A
A
That
say
this
will
be
dealt
with
in
two
days
and
that's
just
simply
not
true.
You
know
that
you're
gonna
get
hopefully
something
done
within
two
weeks
if
the
system
works
and
if
not
you're
gonna
have
to
chase
it
to
get
emails
back
saying
this
will
be
looked
at
and
responded
to
in
two
days,
but
it's
simply
not
to
happen.
A
There's
something
wrong
there
and
it
would
be
a
helpful,
at
least
if
you
know,
if
you're
tracking,
well,
okay,
we're
responding
to
these
types
of
inquiries
in
x
number
of
days.
Well,
let's
put
that
number
of
days
on
that
email.
So
at
least
we
you
know
that
that
email
actually
means
something
relevant
just
rather
than
just
saying
that
clearly
isn't
the
case.
D
D
D
So
I
do
believe
those
conversations
are
happening
so
that
we
will
see
there
is
a
way
that
we
can
join
up
the
reporting
in
the
meantime,
if
anything
else
in
terms
of
making
sure
that
the
the
stats
represent
those
services
that
we
don't
currently
provide
responses
to
there
are
as
well
as
here
there
are
a
number
of
statutory
complaints
teams
that
can
often
respond.
So
I
will
look
and
see
if
there
is
a
way
that
we
can
capture
that
information.
D
D
You
know,
through
fear
of
what
potentially
may
happen
if
they
do,
but
that's
why
it's
important
again,
I
think,
on
those
assisted
collections,
it's
given
us
visibility,
because
a
lot
of
those
calls
were
going
directly
into
the
demo
managers
or
into
the
death
pose
or
into
the
site.
So
we
didn't
really
have
a
feel
for
how
many
we
know
that
we
have
lots
of
activity
in
that
space,
but
we
didn't
really
know
why.
D
So
now
we
do
know
why
we
can
start
to
support
trying
to
improve
that
process,
and
you
know
in
many
cases
those
crews
that
are
out
there
would
have
been
getting
a
hard
time,
but
the
practicality
of
tropes
is
through
4000.
You
know
probably
200
bits
of
paper
to
try
and
find
it
in
alphabetical
order.
It's
just
like
practically
an
all-time
consumer.
D
But
our
main
focus
at
the
moment
is
just
to
try
and
stem
the
flow
and
in
terms
of
the
volumes
that
are
coming
through,
so
we
need
to
do
both
and
we
know
that
we
need
to
do
more,
but
I
will
have
a
look
and
see
if
there
is
some
further
work
to
do
in
terms
of
the
more
practical
time
scale
for
getting
back
to
people,
because
the
official
line
is
15
days.
But
what
we
do
know
is
that
some
of
those
things
that
come
in
cannot
wait
15
days.
C
Of
what
is
being
described
as
unacceptable
service
failure,
this
system
is
about
funding
getting
in
there
to
address
it.
It
didn't
cause
the
services
in
the
first
place
that
was
sitting
sitting
in
as
well,
and
it's
just
really
important
just
to
focus
on
where
these
different
things
are
sitting
in
the
in
the
scheme
of
things
we're
trying
to
get
the
the
example
he
gave
about
assisted
collections,
I'm
sure
that
numbers
higher
and
I'm
sure,
there's
still
some
likely
importance.
C
C
C
G
Madness
is
to
carry
on
doing
the
same
thing
you
did
before
and
expecting
to
get
a
different
outcome.
So
you
know
I
sort
of
I'm
pleased
that
the
council
is
trying
to
analyze
what
it's
doing
and
how
it's
going
to
do
it.
What
I
probably
have
an
issue
with
is
the
way
that
it's
going
about
it.
You
know,
if
you
have
the
misfortune
to
run
over
by
a
car,
and
you
get
taken
the
hospital.
Your
first
triage
is
the
data
analyst
who's
going
to
work
out.
G
What's
wrong
with
you
who
see
where
your
injuries
are
and
then
tend
to
come
back
in
15
days.
You
know
what
it
is.
It's
a
medical
professional
is
going
to
have
a
look
at.
You
fix
you,
hopefully,
so
you
can
get
back
to
where
you
want
to
be,
and
then
that
data
will
be
analyzed
to
find
out
what
happened.
G
It
wasn't
a
road
accident
where
it
was
it's
like
does
something
need
to
be
done
about
it,
and
I'm
just
a
bit
worried
that
you
know
we're
here
for
the
residents
when
residents
for
me
anyway,
I
can't
tell
person
when
residents
get
involved
with
me.
You're
asking
me
something
something
because
the
system's
broken
down
for
some
reason,
their
service
hasn't
been
supplied
to
them,
and
quite
often
they
need
a
really
quick
reply.
So
going
back
into
the
service
to
get
a
tick
on
a
box,
sometimes.
B
G
Going
to
fix
it
because,
quite
often
when
I
go
back-
and
I
said
well-
yeah
because
the
computer
might
say
that-
but
of
course
that's
the
problem,
I
need
to
speak
to
a
human
being.
Who
can
fix
this
and
then
sort
of
what
I
would
rather
be
hoping
was
that
the
departments
themselves-
you
know
they
would
be
sort
of,
they
would
feedback
their
failures.
You
know
we
have
to
say
that
this
system
is
taking
on
29
staff,
and
then
they
found
there
was
a
shortage
of
staff
in
housing.
G
000
backline,
rather
than
2029
data
analysts,
suddenly
finding
out
that
they
can
go
and
sort
that
bit
out
and
also
why
isn't
housing
shouting
that
hold
on
I've
got
a
problem
here,
and
this
is
where
we
need
something
to
do
it.
Why
do
we
need
a
data
analyst
system
to
look
at
that
to
find
this
problem?
I
think,
probably,
if
we
can
solve
the
problem
as
to
why
the
departments
themselves
aren't
reporting
back
these
issues
and
why
we're
having
to
spend
money
on
this?
I
think
we
would
get
a
long
way.
You
know.
G
G
C
G
You
know
when
people
are
getting
our
collection
days
on
tuesday,
so
people
are
getting
back
to
me
late
tuesday,
first
thing
wednesday
morning
to
say
my
bids
haven't
been
collected.
You
know
you
really
need
to
speak
to
the
devil,
so
you
don't
get
why
you
know
today
really
because
you
don't
find
out
by
the
time
it
gets
to
thursday
friday
they're
not
going
to
see
a
collection
and
when
people
are
saying
this
is
the
second
time
that
it's
happened
to
me.
I
reported
it
on
the
website.
G
So
if
they're
gonna
get
away,
you
know
it's
gonna,
be
three
weeks
before
the
super
collection.
You
know
and
then
you're
into
side
waste
issues
and
are
they
going
to
take
it
because
it's
loading
by
the
side
and
then
we
talk
about
15
days
before
someone
comes
back
here
I
mean
this
is
my
thing
because
you
know
datum
is
supposed
to
be
the
servant
of
the
council.
It's
not
supposed
to
be
driving.
G
Doing
things
or
whatever
you
want
to
call
it,
and
you
look
at
that,
but
you
always
tell
that
this
is
the
history.
You
know,
life
is
evolving
and
things
are
moving
on
in
front
of
you.
So
you've
also
you've
always
got
to
stay
front
time.
You
can't
just
live
off.
You
know
what
what
your
print
out
your
past
sale
was-
and
there
probably
is
an
element
of
that
here.
So
I'm
really
pleased
that
we're
looking
at
it
and
the
examples
there.
You
know
I've
said
as
well.
G
G
Starts
being
sick,
the
kids
are
sick
next
day,
he's
feeling
sick,
so
he
gets
onto
me
saying:
can
you
find
out
for
me?
What's
coming
back
so
I
get
onto
the
od,
because
I
think
I
know
we
need
to
find
out
what
it
is.
I
get
an
answer
by
saying:
sorry:
you've
got
to
go
through
the
council
complaints
like
I'm
pretty
sure.
I
think
I
got
28
day
response
time,
but
I
could
have
been
more
than
that
anyway,
I
come.
I
picked
up
a
very
fuss
about
it.
G
Another
lady
picked
it
up
looked
into
it
and
found
out
that
the
contractor
would
use
a
pesticide
that
isn't
improved
by
the
council.
That's
been
banned
in
germany's
castle
right,
so
I
got
back
to
the
residents
saying
well.
Actually
this
is
what
went
down
there.
They
say
that
it
was
fine
that
you
know,
possibly
you
might
feel
a
bit
sick.
You
shouldn't
feel
you
don't
do
anything
like
that.
But
if
you
want
to
go,
get
medical
attention
there
or
go
and
see
a
doctor,
it
might
be
ideal
and
unsurprisingly,
he
already
had.
G
A
G
Issues
yeah,
you
know
just
like,
I
think
that's
the
difficulty
here
because
also
you're
becoming
almost
a
full
guy
for
other
bits
and
bobs,
and
it's
not.
I
understand,
you're
looking
to
do
the
data,
but
you
know
for
the
for
the
fleet
wasteland
to
deliver
and
collect
the
bins.
You
know
that's
the
thing.
A
You
know
yeah,
so
we
will
have
a
separate
meeting
I'll
discuss
about
more
coming
forward
with
proposals
about
how
we
handle
this
in
the
future,
rather
than
just
customer
services,
people
that
we
have
the
key
players
from
those
underperforming.
Well,
that
he's
done
partly
by
the
english.
Yes,
we
talked
about
the
chest.
C
But
yeah,
so
it's
very
funny
that
that's
another
bit
really
so
the
complaint
system
isn't
missing
your
collection,
but
a
particular
improve
on
a
particular
day.
For
a
particular
reason
is
missing
your
collection
and
if
you
want
to
delve
into
the
fine
detail
as
to
why
that
would
be
something
we
need
to
get
that
service
area
informed.
C
If
we
were
physically
backing
the
office
properly,
they
would
be
physically,
sat
alongside
them
and
be
able
to
go
across
bank
of
desks
to
the
manager
and
ask
what's
going
on
here,
physically
in
the
same
building
in
the
same
team
at
the
moment,
because
with
virtual
they
are,
they
are
located
virtually
within
that,
but
they
still,
you
know,
take
part
in
the
relevant
management
meetings
or
whatever
they
are
leaving
the
team.
They
are
not
a
remote
force
that
is
sat
somewhere
else.
C
C
C
G
It's
okay,
I
mean
it's
sort
of
similar,
so
I
think
I
think
it
was
last
month.
You
know
the
code
of
time
has
a
tendency
to
be
very
fluent.
You
know.
Sometimes
you
just
got
to
go
outside
and
look
at
somebody
to
try
and
sort
it
out.
So
I
went
out
there
and
met
officers
on
the
site
and
residents
were
there
as
well.
G
So
we're
supposed
to
be
awarding
to
the
fact
brilliant
my
best
things
you
don't
do
really,
because
just
from
that
something
came
out
of
it
emailed
the
officer
directly
one
of
the
officers
who
was
there.
He
came
back
to
me
and
said:
no,
I'm
not
sure
if
I
see
steve
in
the
complaints
line
or
if
they
did,
but
so
he
applied
to
all
the
information.
Absolutely
first
class.
G
H
I
On
the
housing
issue,
so
I
know
it's
all:
complete
rise
down,
housing
applications,
etc.
So
just
something
that
has
recently
come
to
like
high
school.
These
two
are
often
in
temporary
accommodation,
often
accommodation.
So
I
was
supporting
a
lady
who
was
pregnant
with
twins
when
she
first
came
to
the
accommodation.
I
An
application
was
submitted
for
her
housing,
but
then,
while
she
was
there,
an
application
was
being
assessed.
She
had
her
children,
so
I
logged
online
to
update
a
change
of
circumstances
to
say
that
she's
now
had
children.
However,
it
wouldn't
let
me
say
that
she's
no
longer
pregnant,
so
every
time
I
try
to
take
that
she
wasn't
pregnant
anymore.
I
It
said
that
I
couldn't
do
that,
because
I've
already
reported
that
she
was
pregnant
with
the
first
application.
So
I
then
thought:
okay!
Well,
that's
fine
I'll,
just
put
the
changing
circumstances
and
family
members
and
the
family
members,
and
then
I've
got
immediately
as
soon
as
I
submitted
that
she
said:
she's
non-operational
for
housing
when
she's
already
been
told
she's
been
eligible
for
housing
prior
to
the
children
being
born,
so
there's
a
floor
somewhere
in
the
system
there.
I
So
I
don't
know
so
obviously
I've
written
back
and
I
said
well,
the
only
thing
that's
happened
is
she's.
Had
the
babies,
the
rest
of
the
circumstances
are
exactly
the
same.
So
I'm
not
sure
why
that's
happened,
but
is
that
something
that
you
could
look
at,
because
obviously
it's
almost
pregnant
that
I'm
gonna
stay
pregnant
forever?
I
I
I
don't
know
if
it's
possible,
I'm
just
throwing
it
down
there,
but
as
a
possible
solution
to
some
of
the
issues.
In
terms
of
then
I
can
remember,
addresses
and
and
and
alleviating
some
of
the
complaints
that
we're
getting
so
we're
looking
a
little
bit
in
one
area
of
the
council.
Is
that
something
that
we
looked
at
in
refugees,
crews,
one
it
could
assist
them
in
saying
these?
Are
these
the
journey
which
we
need
to
be
taking,
so
we
know
regularly
that
certain
roads
aren't
missed,
because
the
crews
have
been
told.
I
A
A
D
You
know
we
could
reduce
so
many
processes
and
so
many
hangouts
to
departments
that
this
bit
of
information
has
to
go
into
this
system
and
then
they
need
it.
Something
the
practicality
of
that
is
that
we're
operating
over
1200
services,
all
very
different,
all
very
diverse,
and
we
can't
ever
get
to
a
state
one.
I
don't
want.
B
D
D
The
waste
collection
system-
I
just
take
that
point
so
that
that
actually
has
a
routine
and
programming
accident.
It
has
a
system.
The
challenge
is
that
on
the
ground
on
the
day,
this
is
why
it
has
to
be
joined
up.
It
can't
be
custom
services
that
it
can't
be
only
operational
working
collectively
with
trade
union
colleagues
with
the
operators
that
are
on
the
ground,
you
know
the
best
will
in
the
world
do
this
to
you.
It's
doing
it
to
me
plenty
of
times.
D
What
I
know
from
waste
collection
is
that
a
certain
type,
so
you
might
have
a
perfectly
planned
route
that
a
system
generates
for
you,
but
the
cruise
on
the
ground.
The
reality
is
at
certain
times
of
the
day
that
might
be
school
collection,
school
pick-ups
people
going
out
to
work
from
work
and
congestion
at
certain
times.
D
D
D
You
tell
us
the
reality
of
how
you
do
that
round,
and
then
we
will
take
that
data
and
we'll
upload
it.
So
it's
accurate
and
then
we'll
test
that
so
the
first
slab
in
the
cab,
the
first
vehicle
that
gets
the
technology
to
say
this
is
how
we
would
do
this
route.
If,
then,
that
driver
goes
off,
whoever
steps
in
doesn't
have
to
think
about
what
order
are
do,
listen
because
they
should
literally
get
the
technology
press
the
button,
and
it
will
do
it.
D
D
With
the
staff
group,
with
the
crews,
with
the
administrative
teams
and
they've
all
got
to
be
single,
so
that
that's
maintained,
so
we
don't
miss
connections,
so
I
think
the
student
has
a
really
exciting
role
now
for
me,
I
just
can't
get
it
there
quickly.
If
you
can
get
to
the
next
stage
that
let's
say
we
have
a
vehicle
breakdown,
we
can't
get
there
for
the
winter
ice.
We
can't
get
down
the
road
we
should
know
which
roads
we
can't
get
down.
We
should
know
which
really
we
wrote
down,
what
what.
G
D
D
That's
where
we
need
to
get
to,
but
at
the
moment
we
have
to
get
the
basics
right
at
the
moment.
The
crews
have
got
such
knowledge
in
their
heads
that
it's
not
coming
back
into
the
systems
and
some
of
that's
due
to
capacity
willingness
and
culture
for
case
of
heart
in
some
cases,
so
we've
got
a
lot
to
address
in
terms
of
that,
but
the
appetite
is
absolutely
there.
D
I
was
set
as
part
of
the
joint
service
improvement
board
and
councillor
o'shea
darren
chair
is
the
lead
for
that
area.
It
really
is
a
joint
effort
to
try
and
do
it,
so
I
think
that'd
be
really
exciting
when
we
get
to
that
point
should
see
a
massive
reduction
in
complaints
and
then
the
system
for
housing,
I'm
sorry
that
you've
had
that
experience.
We
do
need
to
look
at
the
technology
and
part
of
the
customer
strategy
work.
D
When
I
talk
about
those
1200
services
in
my
head,
we've
got
what
we
call
the
sausage
machine
and
everybody
needs
to
go
through
it.
Every
single
service
needs
to
go
through
it,
and
every
service
manager
should
know
what
their
customer
experience
is.
So
that
point
that
you
raised
about
was,
I
can't
process
an
application.
As
I
get
to
this
point,
and
I
can't.
D
By
doing
that,
review
of
that
whole
process
from
start
to
finish,
we
should
identify
that
when
we
have
that
conversation
we
should
be
saying
to
ourselves.
Well,
actually
do
we
need
anybody
to
manually,
do
that
or
actually
can
we
automate
it?
Can
we
digitize
it
and
where
we
can,
we
will
so
that,
where
you
need
somebody
to
physically
read
something
that
might
be
more
sensitive
about,
you
know
domestic
abuse
or
when
they
have
needed
other
interactions.
D
That
resource
can
then
be
used
to
best.
You
know
deliver
that
solution,
so
we
will
be
to
give
you
some
assurance.
We
will
be
looking
at
that
as
part
of
the
strategy,
but
it's
a
four-year
program
because
to
go
through
1200
services
and
obviously
we
need
to
somehow.
I
don't
know
how
we
do
this
yet,
but
somehow
prioritize.
D
I
I
I
wasn't
able
to
click
the
not
pregnant
box
yeah
with
the
details
of
the
babies,
just
something
simple
like
that
would
be
useful
because
then,
before
that,
and
rather
than
having
an
automated
one,
which
puts
you
in
panic
voting
and,
oh
god,
she
was
on
the
housing
list
and
now
she's
locked.
So
now
we
have
to
wait
56
days
unless
that
officer
decides
to
respond
before
56
days.
Just
something
simple
like
that
would
be
useful.
It
does
give
you
an
option
to
add
an
extra
comment.
Yeah
I'll
take.
D
D
H
A
B
D
They
are
complex
and
there's
no
doubt
about
it
and
you
and
said
himself:
you've
got
to
go
home
because
that's
just
how
it
works
and
it's
a
quicker
route.
I
just
can't
quite
get
my
head
around.
What
relationship
managers
need
is
because
I
do
use
them
and
to
my
knowledge,
most
people
use
them,
and
it
is
a
fast
track
room
to
talk
about
that
situation.
D
D
D
And
I
know
that
particular
provider
in
the
state
that
is
going
to
retender.
I
ask
because
I've
seen
more
so
recently,
so
that's
going
to
be
retended,
it
might
be.
The
old
provider
comes
back.
So
certainly
when
you
talk
about
group
cause
analysis,
it's
difficult
for
members
get
all
of
it
unless
they
make
those
investigations.
H
H
D
D
H
D
Managers
and
responses-
and
you
capturing
your
data
and
us
all
getting
to
the
root
cause
analysis.
Obviously
we
all
want
it
to
work.
It's
it's
part
of
the
solution,
but
I
just
think
short.
Shorter
members
really
shouldn't
be
disclosing
relationship
managers,
because
that's
really
how
it's
done
quite
swiftly,
yeah
happy
too
yeah.
I
think.
D
To
slow
down
the
pace
of
inquiry
or
daily
resolutions,
the
conversations
that
you
need
to
have
absolutely
the
relationship
managers
really
really
key
role,
and
actually
what
we
do
is
they
work
as
part
of
customer
services
with
the
operational
areas
to
provide
a
base
level
of
information
when
they're
doing
their
contractor
meetings
or
whatever
that
may
be.
They're
informed
and
they've
got
the
information
nobody's
waiting
for.
Let
me
reference
that.
D
B
D
D
We
have
21
technical
changes
requested
since
we've
gone
by
with
this
members
and
employees
and
relationship
managers
that
are
using
system
on
the
process.
19
of
those.
So
as
we've
been
made
aware
that
something's
not
working
or
it's
difficult
or
it's
clunky,
we
go
back
to
the
provider
and
say
we
need
to
do
this
in
a
different
way
because
it's
not
working
for
us.
So
the
more
feedback
we
get
in
terms
of
how
people
are
using
the
system,
the
better,
the
better.
A
A
B
A
F
F
But
it's
not
a
coincidence,
because
those
sort
of
emails
come
in
day
after
day
after
day,
and
you
see
about
every
counsellor
sitting
around
this
table
gets
to
say,
and
while
that
is
happening,
it
doesn't
matter
how
much
you're
going
on
about
this
and
the
other.
We
at
the
sharp
end
are
still
getting
people
that
are
saying.
F
I
contact
the
council
and
nothing
happens,
and
I
had
one
last
week
where
someone
was
rather
desperate
about
a
tree
in
a
neighbor's
garden
that
they
thought
might
be
going
to
be
coming
down
and
they
wanted
to
know
if
a
tpo
could
go
on
it
quickly
and
I
used
the
planning
inquiries
line
and
I
got
back
a
response.
You'll
get
a
response
in
20
days,
which
I
think
is
20
working
day.
F
So
that's
a
month
well,
battery
will
be
down
by
then
that
is
pointless,
and
so,
with
that
kind
of
thing,
with
the
too
long
too
long
a
calling
to
get
too
long
a
response
to
get
a
reply
and
being
told
every
day
by
constituents
that
I've
tried
telling
the
council,
I
can
give
you
my
number.
They
often
say
these
are
the
reference
numbers.
A
And
just
to
let
you
know,
there
is
an
important
election
coming
up
today
and
counsellors
when
they
are
faced
with.
You
know
people
contact
them.
They
they
all
want
actually
done
pretty.
Damn
quick.
They
want
actually
done
pretty.
Damn
quick,
but
in
everybody's
mind,
is
focused
in
the
months
into
an
election.
I
know
all
the
counselors
here
work
as
hard
as
they
can
throughout
the
year,
but
it's
just
the
case.
It's
it's.
You
know
it's
their
jobs
on
the
line
if
they
don't
respond
or
get
responses
quickly.
D
D
You
know,
we've
got
over
200
telephone
lines
in
the
council,
we've
got
256
web
pages
that
need
to
be
maintained
or
updated,
with
probably
not
correct.
Information
on
we've
got
over
300
back
office
in
boxes,
so
the
challenge
is
with
with:
where
did
it
go?
Which
telephone
call
did
it
go
into?
Which
service
did
it
get
imported
to
which
inbox
did
it
go
to?
We
talked
earlier
about
a
single
case
management
system,
and
you
know
if
you
have
that
I
mean
as
well.
D
F
A
F
A
F
D
D
G
You
know
her
housing,
one
guy
sent
me
a
video,
but
something
like
trying
to
kick
down
his
front
door.
So
it
says
the
guy
is
living
two
doors
away,
get
out
of
the
housing
can't
get
anywhere.
So
I
went
to
the
complaint,
swine
complaints
and
come
back
to
me
to
say
we
haven't,
got
an
answer
either,
but
don't
worry
that
there's
been.
B
C
C
C
We
then
have
they
are
working
to
deliver
two
to
three
hundred
different
services
and
things.
We
do
everything
taking
a
kid
into
care
to
licensing
a
dog
walker.
Picking
up
that
being
into
fixing
that
tree,
you
name
it,
we
do
it
they're
busy
doing
200
different
things
back
office
behind
it
is,
as
princess
described,
it's
all
of
those
different
processes,
all
of
those
different
phone
lines,
some
of
which
go
an
individual's
phone
rather
than
a
contact
center.
At
the
moment,
they're
not
contacting
the
council
a
lot
of
the
time.
C
C
C
Won't
necessarily
have
the
same
standards
of
being
there
as
we
would
expect.
They
won't
necessarily
have
the
same
back
office
that
we
would
expect
and
so
on
and
so
forth,
and
that's
very
often
where
things
go
wrong.
So
there's
a
huge
job
here
and
we're
going
to
bring
to
you
guys
the
customer
services
strategy,
which
is
due
to
go
to
canada
in
november
december.
B
E
Thank
you.
So
I
appreciate
that
with
in
any
new
system,
we
find
implements
that
we
replace
team
issues
and
I'm
glad
to
hear
that
we're
learning
and
taking
feedback
and
making
improvements.
I
also
want
to
say
that
I
appreciate
that
officers
have
had
a
difficult
task
trying
to
deliver
this
during
the
middle
of
a
pandemic.
E
E
Do
we
have
data
on
response
time
by
department,
and
the
other
point
I'd
like
to
say
is
that
you
know
where
some
departments
are
performing
better
in
terms
of
response
time,
customer
service
delivery,
perhaps
good
practices
can
be
shared.
You
know
across
the
departments
and
I
know
we've
had
we
talked
we
talked
about
where
things
are
going
wrong,
but
I
know
wendy's
been
sharing
some
good
views
of
stories
of
where
things
are
getting
right
and
I
think
we
will.
We
all
want
to
see
more
of
that.
G
A
A
A
It's
the
community
planning
use
terms
and
they
use
they
refer
to
legislation
that
most
lay
people
will
not
be
familiar,
and
I
think
planning
are
particularly
bad.
I'm
just
going
to
read
you
a
an
email.
I
had
the
last
few
days
and
I
can't
blind,
but
it
said
something
like
this
matter
has
been
decided
on
the
delegated
powers.
B
A
A
One
of
the
action
points
may
well
be
that
we
refer
that
to
the
appropriate
scrutiny
committee,
which
is
the
economy.
The
economy
committee
is
saying,
so
you
can,
because
planning
comes
under
your
committee,
that
you
know
how
the
law
is,
whether
the
use
of
language
and
the
forms
that
planning
are
using
are
something
because
that's
something
that
we've
all
raised
from
time
to
time.
A
The
second
issue
is
is
how
we
get
reassurance
from
this
committee
about
the
host
departments,
picking
up
on
the
feedback
from
customer
services,
and
we
haven't
had
a
visit
from
the
new
chief
exec
yet,
and
I
know
that
everybody
tells
me
that
customer
services
is
very
much
up
the
most
in
her
mind
about
the
management
team
meetings.
Yeah,
it's
a
constant
feature.
I
think
it
would
be
useful
at
a
forthcoming
meeting
that
we
had
her
come
to
come
along
and
talk
specifically
about
well.
She
can
talk
about
her.
B
A
G
A
C
Why
is
this
important
two
reasons?
One
is
inclusion,
so
we
recently
published
our
digital
inclusion
strategy
as
a
council
which
you'll
hear
more
about
during
this
additional
inclusion.
It's
a
life
changer
for
the
obvious
reasons,
my
grandfather
turned
90
recently
and
his
90th
birthday.
I
asked
him:
what
is
the
technological
change?
That's
made
the
biggest
difference
in
your
lifetime
and
he
said
without
the
internet
it
doesn't
mean
it's
just
all
the
people
are
offline,
they're,
not
it
is
life-changing.
C
It
is
wonderful,
so
so
digital
inclusion
is
part
of
this,
but
also
there's
the
economic
side
of
it
as
well,
which
is
the
boosted
economy
that
you
can
have
by
having
decent.
Modern
connectivity
is
massive,
so
there
are
two
angles
to
to
view
this
from,
but
I
will
pass
over
to
peter
who
can
talk
it
through
the
detail
that
I
can
yeah.
A
A
Whether
the
council
will
actively
intervene
in
this
area
and
what
I
remember
actively
intervening
is
either
putting
our
own
capital
money,
putting
out
getting
a
third
party
or
sort
of
a
new
third
party
to
intervene
into
the
market
and
put
more
more
fibre
in
the
ground,
which
would
then
be
extended
across
into
residents
and
businesses
or
whether
we
put
our
own
network
in
the
mix.
And
they
use
that
as
a
base
to.
B
A
To
actually
tell
me
what
that
actually
is,
and
that
will
helpfully
improve
things
both
virgin
media
and
dt
are
involved,
which
they
are
investing
in
them,
but
they're
choosing
their
priorities
according
to
their
needs
and
not
necessarily
our
needs
and
that's
just
the
fact
of
culture.
However,
we
have
intervened
in
housing.
B
A
And
we
continue
to
work
across
the
system.
I
think
the
difficulty
that
the
city
faces
is
influencing
the
big
players
to
focus
on
areas
that
give
residents
particular
problems
like
the
jewellery
quarter
or
the
city
center.
Ironically,
the
city
center
is
very
important
with
high
speed
or
fibre
access
and
actually.
A
A
Unlike
you,
I've
got
two
elderly
indoors
who
live
in
south
wales
and
we've
invested
in
the
rapport
and
that
ability
to
have
regular
face-to-face
visual
meetings
with
them,
as
massively
reassured
the
their
daughter,
because
she's
an
only
daughter
and
she
her
only
child.
She
can
get
in
touch
with
them
regularly,
but
for
them
to
be
able
to.
A
G
In
yeah,
I'm
just
because
I've
screamed
peter,
probably
after
the
previous
items,
quite
nice
by
myself,
obviously
swinging
behind
you
there.
I
think
that
the
problem
that
we've
got
on
broadband
from
to
miami's
looking
at
it
is
that
we've
got
you've,
got
pretty
much
still
the
monopoly,
that
is,
bt
they're,
the
ones
that
are
own
open
reach.
They
pretty
much
have
the
monopoly.
G
They
set,
what
speed
you're
gonna
get
and
if
they,
with
the
new
sort
of
charge
that
comes
out,
they
then
give
you
a
very
safe,
low
speed
and
as
long
as
that,
low
speed
is
the
one
that
they
get
off,
they
offer
you
tough,
that's
all
you're
going
to
get,
and
there
is
no
real
sort
of
competition.
You
can
go
between
different
companies,
but.
G
Infrastructure
which
is
open,
reach,
which
is
open,
ultimately
nba,
pt
and
bt
themselves,
have
got
it
all.
Quite
cushy
virgin
had
a
slight
disruptor
in
the
market,
but
they
were
only
formed
because
a
load
of
cable
companies
massively
expanded.
Of
course
they
robustly
don't
take
debt
with
you.
So
then,
of
course
burgeoning
to
buy
up
all
these
companies
and
make
them
into
one.
A
third
party
to
come
into
the
market
now
nationally
will
be.
C
G
G
A
A
A
company
called
city
fibre,
they're
in
wolverhampton,
they're
doing
a
lot
of
work.
There
they're
not
ready
to
come
into
birmingham
or
whatever
commercial
reason,
but
if
I
go
to
london
actually
london
you'd
have
thought
that
would
be
rude
with
the
32
boroughs,
but
actually
they're
using
the
whole
of
their
transport
for
london
infrastructure,
and
they
have
got
a
new
third
party
entering
the
market
to
really
improve
resident
and
business
experience.
A
For
long-term
asset
returns,
who
are
looking
to
invest
in
this
kind
of
there
are
a
number
of
organizations
we're
trying
to
close
them
out
our
challenge
as
a
council
is
what
are
we
going
to
put
in
the
parts
to
actually
help
them
actually
put
on
our
networking
and
say?
Well,
you
know,
do
your
best
or
do
we
actually
got
a
significant
capital
investment
to
sort
of
oil
the
wheels
on
all
that
hot
spots.
G
B
G
But
it
just
shows
that
anyone
who
can
quack
it
could
get
there.
And
I
think
that,
if
we're
waiting
for
big
speed
to
deliver
across
the
city,
the
second
city,
after
all,
you
know
we
should
be
able
to
deliver
this
for
work.
Also,
we've
got
a
new
way
of
working,
and
so
the
end
of
the
day,
you
know
we're
forced
to
have
a
reliable
thing
and.
A
C
C
C
C
C
C
D
H
F
F
F
H
F
F
D
F
D
B
D
F
B
F
H
C
A
A
A
A
From
key
performance
indicators
from
which
we
are
judged
publicly-
and
I
think
that's
the
that
was
the
key
issue,
I
think
for
the
committee
when
we
had
that
initial
presentation.
So
thank
you
any
any
comment.
Just
I
did
have
a
conversation
just
going
back
to
customer
services
and
linking
it
with
the
kpis.
A
So
I
think
that
that
is
something
that
we
need
to
officially
agree
as
a
committee
that
we
would
like
to
see
that
in
future
executive
business
reports,
probably
starting
in
the
new
financial
year,
to
give
you
time
to
to
trial
some
different
options
for
reporting,
because
if
it
was
peter
and
wendy
we'd
probably
have
a
thousand
pages.
Now,
I'm
an
interesting
pizza.
Now
we
probably
have
10
pages,
whereas
you
know
we
need
to
try
out
some
some
reports
to
see
what
members
want,
because
it
is
designed
for
members
yeah.
G
Yeah
I
mean
there
is
data
in
the
council,
undoubtedly
that
the
council
doesn't
know
it
has,
because
in
board
meetings,
we've
always
asked
the
data
to
be
drilled
down.
If
we
tell
them
that
data
is
not
available,
and
then
someone
walked
up
to
one
of
our
wall
meetings
with
a
handout
and
just
gave
us
all
this
drill
down
today
from
what
what
the
wolf
was
doing,
and
it
told
us
how
it
even
told
me,
because
you
normally
get
to
see
how
affluent
your
or
not
your
word
is
against
other
ones.
G
But
this
one
actually
told
me
where
how
where
my
ward
featured
in
levels
of
deprivation,
which
has
actually
spun
my
water
to
a
completely
different
way,
accurate.
That's
why
I
deprived
either
so
and
then
it
broke
down
how
many
bin
collections
I
have.
It
just
gave
me
all
this
information
that
the
council
told
me
yeah.
We
didn't
that.
A
One
of
the
key
statistics
that
came
out
of
the
census
that
we
put
in
the
award
plan
was
what
language
to
household
speech
in
their
own
household,
and
it
was
something
like
25
of
the
ladies
population-
spoke
a
language
other
than
english
in
the
household.
So
it
wasn't.
You
know
it
wasn't
the
first
time
it's
the
one
that
they
prefer
to
you,
which
had
a
profound
impact
upon
me
as
a
world
councillor.
I
knew
it
was
hard,
but
a
quarter
of
the
population
and
that
sort
of
information
is
critical,
that
we
are
going.
C
A
You
can
see
we've
gone
over
two
hours
on
this
one
issue,
so
it
is
great,
I
think,
the
standard
of
the
of
scrutiny
that
we
as
a
committee
and
the
importance
we
place
on
these
key
issues.
So
thank
you
all
very
much,
and
I
forgot
to
congratulate
becky
on
being
appointed
director
of
council
management-
is
that
your
new
title.
A
A
A
You
know
I've
worked
with
denver
over
two
periods,
probably
three
years
in
the
scrutiny
process,
and
you
couldn't
wish
for
a
better,
more
supportive
officer
who
seems
to
anticipate
what
as
a
chair,
you
need
to
know
and
want
to
ask
about
so
she
always
fully
prepared
for
any
any
meetings
that
we
have.
So
I
just
on
behalf
of
the
committee-
and
I
don't
want
to
get
too
tearful
because
you're
not
you're,
not
retiring
you're,
getting
into
to
work
in
cornwall.
I
mean
what
a
great
place
to
move
to
so
anyway.
A
G
Yeah,
I
just
obviously
speaking
of
myself
and
probably
my
colleagues
as
well
just
to
say
thank
you
for
everything.
You've
done
and
I
think
it's
a
it's.
A
tough
act
to
pull
off
the
absolutely
down
the
middle,
fair
and
at
the
same
time,
and
that
is
the
thing
is
that
number
of
times
you're
doing
calling
you
know
when
you're
waking
up,
and
you
say
actually
you
can
give
me
some
clarification
on
that.
I
wanted
to
do
that
and
no
one
ever
equates
a
decision
that
you
make,
and
I
think
that
shows
how
fair
you
are.