►
From YouTube: Staffing Matters and Urgency Committee, 24 August 2020
Description
AGENDA (To view individual agenda items click on the links below)
1. Declarations of Interest 00:00:24
2. Minutes 00:00:39
3. Public Participation 00:01:15
4. Corporate Management Team (CMT) Restructure 00:05:11
5. Changes to Membership of Committees, Joint Committees administered by other Councils, Regional Local Authority Bodies and Other Bodies 00:50:34
6. Work Plan 01:02:51
For full agenda, attendance details and supporting documents visit:
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=120&MId=12312
A
Hello,
everybody
and
welcome
to
the
staffing
matters
and
urgency
committee
today.
I'm
pleased
that
everybody
who
is
expected
is
present,
so
we
don't
have
any
apologies
to
give
and
obviously
welcome
to
the
the
the
members
officers
and
and
also
those
watching
at
home.
The
first
agenda
item
is
declarations
of
interest
and
are
there
any
declarations
of
interest
to
declare?
A
I
can't
see
anybody
indicating
apart
from
a
few
shaking
heads,
so
no
declarations
of
interest
to
declare
which
then
takes
us
on
to
a
gender
item
to
the
minutes
of
the
last
meeting,
which
is
set
out
between
pages
one
to
four.
Are
there
any
issues
or
matters
arising
that
anybody
would
like
to
pick
up
from
the
minutes,
if
not
in
a
second
I'll,
ask
for
a
a
show
of
hands
for
everybody
that
is
happy
to
accept
the
minutes
as
a
correct
record.
So
could
I
see
anybody?
A
That's
happy
to
agree
that
now,
so
that's
great,
so
clear
majority
in
favor
of
accepting
the
minutes.
Thank
you
very
much
and
we
then
move
on
to
agenda
item
three,
which
is
public
and
participation,
and
we
have
one
registered
public
participant
and,
as
everybody,
I'm
I'm
sure,
we'll
know,
and
the
public
participant
gwen
swinburne
is
that
you
have
up
to
three
minutes
to
talk
to
the
committee
on
on
matters
within
the
the
committee's
remit.
B
B
B
No
one
has
nine
direct
reports,
especially
not
over
five
tiers,
steve
galloway,
a
former
libdar
libra
leader,
said
in
his
blog.
Nine
direct
reports
is
ridiculous,
so
it
is
so
controlling
so
ridiculous.
It
beggars
belief
that
was
another
point
here
from
someone
else.
That
report
gives
no
real
options.
Almost
every
option
leads
to
the
same
outcome,
another
one.
Surely
he
can
actually
direct.
He
directed
the
content
of
that.
No
one
in
hr
or
change
management
would
have
come
up
with
something
as
desperate
as
that.
B
Another
one
all
that
for
what
another
one,
why
not
leave
interims
in
post
or
devolution
sorted
if
they
want
to
move
on
there,
there's
plenty
of
talent
available
if
they
wanted
to
move
on.
Why
hasn't
hr
looked
properly
at
a
shared
chief
executive
model
until
devolution
is
done?
Surely
that
makes
more
sense
another
one
with
york,
senior
management
track
record.
There
is
not
the
capacity
or
competency
for
the
coo
option.
B
The
2019
structure
was
sensible,
section
159,
section
151
needs
to
be
a
junior
director
taking
some
of
those
direct
reports
from
the
cx
another
one
lose
the
ad
customer
services.
Those
duties
should
be
divided
up
another
one.
It
looks
like
a
legal
cx
deal
positions
them
both,
but
neither
the
officers
nor
the
executive
have
the
capacity,
skills
or
competencies
to
see
the
coo
model
through
chair.
I
don't
disagree
with
any
of
those
views.
Now
isn't
the
time
the
lga
is
clear
and
even
the
coded
comments
from
the
consultees.
B
What
a
pity
at
least
the
party
written
responses
were
not
appended,
I
wonder
why,
when
will
the
councillors
be
given
an
opportunity
to
discuss
these
proposed
structures
or
any
others,
or
is
this
just
it?
Finally,
why
didn't
the
interim
hr
officer
look
at
joint
chief
executive
options?
You
have
no
real
choices
here.
Please
put
this
on
the
back
burner
until
devolution
is
resolved.
A
C
Thank
you
very
much
chair.
Can
you
all
hear
me
yeah?
Okay,
so
my
plan
is
to
take
us
through
the
paper
I'm
not
going
to
go
and
page
by
page,
but
I'm
going
to
pick
out
some
of
the
key
points
across
the
paper
and
get
to
the
recommendations
of
what
we're
asking
committee
to
do
tonight.
So
in
june
you
agreed
that
the
initial
proposal
to
restructure
to
ensure
the
efficiency
savings
can
be
met
to
be
noted
and
that
further
consultation
was
to
be
carried
out.
C
That
consultation
was
to
be
with
the
trade
unions,
political
groups,
key
stakeholders
and
with
the
lga
workforce
development
team.
So
I
have
code
out
that
consultation
with
a
wide
range
of
partners
and
business
leaders,
elected
members,
etcetera.
All
of
those
that
I've
considered
consulted
with
are
listed
within
annex
a
of
the
report
and
the
anonymized
feedback
is
shown
there.
So
I've
I've
picked
out
key
points
from
from
those
discussions
and
put
them
into
that
table
to
make
it
easy
for
you
to
to
read
in
the
report.
C
C
This
report
that
I've
done
then
therefore
gives
gives
further
analysis
and
information
for
the
committee
around
the
options
that
were
presented
by
the
lga.
There
is
no
legal
requirement
to
have
a
chief
executive.
However,
the
council
is
regularly
required
to
allocate
the
head
of
paid
service
to
one
of
its
officers.
There
are
statutory
functions
there
that
have
to
be
allocated.
C
C
The
committee
is
aware
that,
since
the
decision
to
allow
the
early
retirement
in
february,
a
lot
has
changed
and
not
to
underestimate
the
impact
of
corvid
on
the
authority
and
and
and
devolution
as
it
has
been
mentioned
by
our
public
speaker,
consultation.
Then
so
annex
pages
25
to
30
do
list.
Those
I've
consulted
with
them
was
35
people
that
I've
spent
time
with
and
plus
the
elected
members
that
I've
had
discussions
with.
C
As
you
appreciate
when
you,
when
you
consult
with
many
different
many
individuals,
they
have
different
views
and
ideas,
often
stemming
from
competing
priorities
and
genders
as
well
as
personal
experience.
So
there's
that
there's
differing
views
within
that
consultation
and
obviously,
as
committee
members
you'll
read,
the
the
annex.
C
The
lda
research
then,
which
is
an
appendix
b
pages
31
to
51,
should
be
read
in
its
entirety,
informs
the
basis
upon
which
this
analysis
and
this
report
is,
is
prepared.
They've
presented
four
options
for
consideration:
a
head
of
paid
service
model,
a
chief
operating
officer
model,
a
standalone
chief
executive
model
and
a
shared
chief
executive
model.
C
It
was
questioned
during
the
consultation
where
there
was
now
the
right
time
to
make
the
cuts
within
this
area
with
everything
that
is
ongoing
and,
however,
officers
at
this
time
have
been
unable
to
find
any
other
area
where
those
savings
can
be
met
and
therefore
we're
progressing.
With
this
proposal
from
a
hr
perspective,
there
are
a
number
of
hr
implications
following
the
decision
on
the
structure.
The
council's
transformation
change
policy
will
be
followed
even
where
it
does
affect.
Chief
officers
and
consultation
will
be
carried
out
with
staff
directly
affected
and
relevant
trade
unions.
C
The
the
time
scales
will
be
dependent
on
which
preferred
options
taken,
but
it
is
expected
that
in
options
one
two
and
three
and
that
we
could
progress
to
the
header
paid
service
element
being
agreed
and
recommended
to
full
council,
be
that
in
september
or
october
of
this
year,
a
chief
of
officer
appointment
subcommittee
would
need
to
be
established
as
part
of
that
process.
And
therefore
this
committee
is
asked
to
to
recommend
the
members
to
be
on
that
subcommittee.
C
C
Full
council
will
need
to
approve
the
appointment
of
the
head
of
paid
service.
That's
clear
in
the
in
the
report.
The
current
pay
structure
for
chief
officers
and
the
current
structure
is
shown
in
paragraphs
35
and
37.
So
that's
where
the
current
position
is.
The
committee
should
note
paragraphs
38
and
39,
which
recommended
that
once
the
appointment,
the
head
of
paid
service
is
finalized.
C
C
The
impact
of
the
corporate
director
of
customer
and
corporate
services
was
successful
as
that
post
currently
has
the
section.
151
duties
would
need
to
be
reallocated
and
recommend
that
one
of
the
finance
roles
at
grade
12
is
converted
to
an
assistant
director
chief
finance
officer
to
cover
those
section,
151
duties
and
take
on
other
responsibility
as
well.
C
A
draft
profile
is
shown
in
nxt
for
that
chief
finance
officer
position
option
two:
the
chief
operating
officer
model
presented
by
the
lga
on
pages
34-35,
and
the
analysis
that
paragraphs
53
and
66
of
my
of
the
covering
report.
Am
I
going
too
quick?
Are
we
all
we
all
are
right,
we're
all
right?
Okay.
So
this
is
a
standalone
senior
role
designated
as
head
of
paid
service
and
responsible
for
the
line
management
of
the
other
senior
managers
and
directors.
C
C
That
is
too
many,
and
that
will
form
part
of
that
report
back
to
staffing
as
an
urgency
when
the
header
paid
service,
with
the
corporate
management
team
review
that
chief
officer
level
to
what
that
would
look
like
the
the
chief
operating
officer
role
has
been
mapped
against
the
chief
executive
salary
band,
however,
to
be
capped
at
0.4
and
therefore
incremental
0.4
and
therefore
over
time,
there'd
be
additional
savings
to
the
authority
because
we
wouldn't
be
going
past
incremental
0.4
financial
savings.
Therefore,
on
this
model
shown
at
paragraph
65
or
around
95
000..
C
C
C
The
raw
profiles
will
be
finalized
and
the
chief
officer
subcommittee
would
finalize
that
role
profile,
job
description,
the
again
it
replicates
some
of
the
some
of
the
process
that
was
with
with
option
two
and
if
the
carpet
director
ccs
was
successful,
then
the
section
151
duties
would
need
to
be
reallocated
and
that
proposal
to
convert
one
of
the
grade,
12
finance
roles
into
an
assistant
director
in
this
again.
The
direct
reports
in
this
option
is
too
many,
and
that
needs
to
come
back
to
staffing
as
an
urgency
quite
urgently
around.
C
What
that
would
look
like
the
chief
officers
subcommittee
could
also
consider
the
pay
scale
for
this,
so
they
they
they
could
decide
in
this
standalone
chief
executive
course
that
again
this,
the
the
increments
as
they
currently
are
in
the
current
pair
band
is
too
many,
and
you
may
wish
to
cap
that
at
five
for
a
chief
executive
for
a
new
chief
executive
position,
an
in
light
of
kind
of
the
the
constraints
on
public
sector
at
this
time.
That
would
then
get
further
savings
in
four
years
time.
C
C
So
I've,
not
I've,
not
done
that
this
time
in
this
paper,
and
I
think
it's
not
what
the
the
public
speaker
has
said
and
if
we
we
need
to
consider
which
local
authorities
to
approach
to
look
at
that
shared
option
and
and
how
we'd
go
about
doing
that
and
then
bring
back
a
paper.
If
that
was
your
preferred
option
as
a
committee-
and
this
will
take
some
time
and
obviously
the
discussions
with
the
other
local
authority
would
need
to
take
place.
C
So.
Recommendations
for
the
committee
as
set
out
from
paragraph
94,
so
to
consider
the
options
put
forward
by
the
lga
and
the
analysis
completed
within
this
report.
And
the
impact
was
on
cyc
to
agree
your
preferred
structure
for
the
head
of
paid
service
and
to
progress
and
where
that
may
affect
the
section
151
role,
then
they
should
be
addressed
at
the
same
time
to
establish
appointment
subcommittee
to
complete
the
process
in
line
with
hr
policies,
employment
legislation
and
the
constitution.
C
Subject
to
hr
policy
and
the
outcome
of
the
chief
officer.
Appointment
subcommittee,
the
chair
of
staffing
management
urgency
to
report
to
full
council
the
appointment
at
the
head
of
paid
service
and
seek
approval
and
to
agree
that
the
head
of
paid
service
once
appointed,
will
consider
the
chief
officer
structure
for
the
council
and
report
back
to
stafford
might
as
an
urgency
by
november.
And
this
includes
a
reporting
line
of
the
director
of
public
health.
A
Thank
you
very
much,
trudy
and,
and
obviously
we've
also
got
janie
here.
So
if
anybody's
got
any
questions
or
or
comments,
please
please
direct
them
to
to
trudy
or
janey,
and
the
easiest
way
for
me
is:
if
you
you
raise
hands
virtually,
although
those
at
home
won't
be
able
to
see
I'll
I'll
bring
everybody
in
I'll.
Just
ask
the
the
first
question,
which
is
that
and
if
we
agree
to
a
new
model,
you've
talked
to
trudy
there
about
some
of
the
steps
that
we
would
have
to
follow
up.
A
A
Because
I
do
pick
up
the
comments
that
you've
made
and
in
the
report
around
the
span
of
control
and
particularly
in
that
sort
of
corporate
services
and
policy
area
that
obviously
would
be
for
any
head
of
of
paid
service
to
them
bring
back
proposals?
How
quickly
could
that
be
done
with
further,
presumably
consultation.
C
C
There
isn't
a
specific
timeline
until
you've
made
the
decision
on
on
what
your
preferred
option
is
and
once
you've,
as
a
committee
you've
made,
got
that
preferred
option.
Then
I
can.
I
can
bring
a
timeline
clearly
back
and
whether
you
want
that
timeline
back
for
staffing,
the
next
committee
in
september.
As
a
timeline
paper,
then
I
could
bring
that
back.
Then.
D
C
I
won't
go
through
them
council
hook,
but
they're
there
on
page,
six
and
seven,
so
the
basic
duties
of
the
statutory
functions
required
by
a
head
of
paid
service.
The
the
chief
operating
officer,
as
I
said,
is
takes
on
more
of
that
kind
of
internal
operational
delivery
focus.
So
they
really
concentrate
on
making
sure
the
council
is
delivering
that
internal
business
and
operating
as
sufficiently
as
we
can
so
they
won't
take
on
so
they
so
they
so
they'll
focus
internally
and
work
very
closely
with
the
executive.
C
In
terms
of
that
that
strategy
that
strategic
forward
forward-looking
kind
of
role
around
the,
where
we're
going
leading
forward
the
traditional
chief
executive
role
does
more
of
that
leadership
and
ambassadorial
role
across
the
across
the
city
as
well,
so
there's
in
effect,
they're.
Still,
the
head
of
paid
service
they're
still
the
most
senior
officer
in
charge
of
all
of
the
offices
across
the
across
the
council.
So
it's
difficult
to
there's,
not
a
significant
difference
between
the
roles
and
there's
just
slight
tweaks
and
changes
to
them.
E
Thank
you
chair.
Thank
you,
trudy
as
well.
I
hope
I'm
coming
through.
Okay,
I've
got
an
unstable
internet
connection,
but
we'll
bash
on
I've
got
a
couple
of
questions
trudy
and
it's
around
the
options
that
we've
just
gone
through
the
traditional
standalone
chief
executive.
Could
you
just
outline
for
me
whether
you
think
that's
normal
across
the
country
for
them
to
be
usually
responsible
for
corporate
and
customer
services?
E
Can
this
be
described
as
an
option
as
a
traditional
standalone
chief
executive
or
is
it?
Is
it
a
bit
nuanced
for
the
position
we
find
ourselves
in
in
here
in
york
and
and
secondly,
I
guess
on
shared
chief
executive,
I
I
I
know
that
you,
you
answered
the
the
query
from
public
participation,
but
does
the
option
as
presented
indicate
really
that
it's
not
an
option,
that's
likely
to
be
properly
considered
by
this
committee
or
or
an
add-on
option
at
this
stage.
C
Okay,
so
the
the
standalone
chief
executive
one.
So
I
think
what
what
what
you'll
find
and
the
lga
have
done,
some
of
that
research
for
us
in
their
paper.
What
you'll
find
is
that
across
all
local
authorities,
as
whilst
there's
job
titles
the
same
when
you
dig
beneath
them,
there's
lots
of
different
variances
and
you're,
not
always
comparing
apples
and
apples.
C
So
so
I
can't
answer
whether
that
standard
practice
that
they
would
include
corporate
corporate
functions,
there's
many
that
have
hr
direct
reporting
into
them.
They'll
have
comms
directly
reporting
into
them,
so
there's
there's
different
versions.
There's
no
there's
no
set
kind
of
this
is
the
role
of
a
chief
executive
and
that's
the
same
in
every
authority
and
that
there
will
be
nuances
across
many
of
the
authorities
in
what
they're
responsible
for
the
the
option.
C
For
I
suppose
in
a
sense
I
mean
I
did
cover
that
in
a
sense,
the
option
for
presented
by
the
lga
was
in
there
as
an
option.
We've
not
gone
any
further
in
considering
what
that
would
look
like.
Obviously
that
involves
a
lot
of
discussions
with
other
local
authorities
and
taking
that
option
forward,
which
wasn't
my
role
as
part
of
that
consultation,
and
I
suppose,
if
that's
what
the
committee
you're
wanting
to
look
at
then
we'd
need
to
get
some
people
involved
around.
C
F
A
couple
of
points
you
mentioned
in
the
introduction
about
the
the
questions
that
were
posed
by
in
the
lga
report.
I
think
the
questions
on
page
41
and
which,
which
actually
says
that
there
were
a
number
of
prompts
of
a
desktop
study,
review,
prompted
a
number
of
questions,
which
was
three
three
bullet
points
there.
You
were
saying
that
those
those
issues
would
be
relevant
to
look
at
and
still
be
something
that
could
be
addressed
at
a
later
stage.
Once
you've
had
pointed
person
to
that.
C
Yes,
your
header
paid
service
is
responsible
for
the
rest
of
the
officer
structure
within
the
council,
so
that
header
paid
service
needs
to
be
imposed
in
order
to
do
and
to
review
the
especially
those
kind
of
chief
officers
and
heads
of
service
that
we
that
is
recommended
in
the
paper.
I
think,
is
that
paragraph
38
and
39,
so
that
would
incorporate
all
of
these
points
that
the
lga
flagged
to
be
looked
at.
Okay,.
F
The
other
point
I
was
going
to
make
was
particularly
the
the
speaker
referenced,
devolution
and
future
changes.
It
might
come
that,
be,
you
know,
come
down
the
line.
We
obviously
don't
know
how
quickly
that's
going
to
come
about,
but
just
wanted
some
reassurance
that,
if
that
were
to
be
the
case
that
you
know
if
we,
if
we
opted
for
the
chief
operating
officer
model
now,
is
that
something
that
could
be
looked
at
as
part
of
the
the
structure
that
comes
in
below
that
position.
F
G
C
So
there
will
be
a
full
hr
and
constitution
process
to
follow
around
everybody.
That's
important
officers
where,
where,
if
we,
if
we
merge,
if
we
don't,
if
we
go
to
a
new
authority
and
all
of
that,
so
that
will
be
that'll
be
quite
a
complex
process.
So
I
think
that's
that
will
happen
regardless
and
that
what
we
in
terms
of
time,
skills
and
things
that's
unknown
at
this
point,
and
I
don't
think
that
would
affect
your
decision
at
this
moment
in
terms
of
filling
on
a
permanent
basis,
your
header
paid
service.
A
A
So
the
what
I'll
do
is
I'll
I'll
go
through
them,
one
by
one
in
a
second
just
to
make
sure
that
for
the
the
minutes
that
it's
absolutely
clear.
But
what
what
I?
What
I
would
like
to
do
is
to
recommend
under
point
two
and
that
we
go
for
option
two
and
option
two
is
to
have
a
chief
operating
officer
and
primarily
for
me
it's
to
acknowledge
that
the
pandemic
has
has
posed
a
great
deal
of
challenges
for
for
local
authorities.
A
But
for
me
it's
about
making
sure
that
we
can
deliver
those
services
that
residents
expect
in
their
communities
and
that
the
council
is
efficient
effectively
working
internally
and
particularly
with
those
financial
challenges,
and
that
we
and
all
local
authorities
are
going
to
be
having
over
over
coming
years.
And
that
is
what
100
of
our
focus
and
the
focus
of
offices
is
going
to
need
to
be
to
work
with
communities,
residents
and
businesses
in
the
city
and
in
the
in
the
council
and
and
the
lga
report
here,
acknowledges
that
it
is
in.
A
I
think
the
words
they
use.
It's
the
right
model
for
this
point
in
time
and
for
the
council
in
order
to
ensure
that
that
focus-
and
I
think
with
that
and
steer
from
from
the
lga
and
that's
the
model
that
I
would
recommend.
And
I
acknowledge
an
awful
lot
of
feedback
from
stakeholders
and
officers
and
groups
and
which
is
presented
in
in
trudy's
paper.
And
thank
everybody
for
that.
And
absolutely
that
need
to
bring
a
timeline.
And
a
subsequent
report
to
this
committee
before
the
end
of
the
year
is
really
important
to
them.
A
So
that
would
be
my
recommendation
under
point
two
and
just
before
we
go
through
them
on
block.
That
would
therefore
mean
trudy
if
at
an
appropriate
time,
you
would
bring
forward
the
proposal
for
the
chief
finance
officer
assistant
director
for
finance,
as
a
consequence
of
that,
so
just
to
check
so
you're
not
nodding.
So
that's
great
and
and
then
the
third
point
is
to
establish
an
appointment
subcommittee
just
at
this
stage
to
check
with
janie
on.
A
Normally
we
have
panels
of
three
and
four
chief
officer
appointments.
I'm
just
aware
that
if
we
go
to
a
panel
of
three
that
I
think
means
you
get
two
liberal
democrats
and
one
labor.
Whereas
if
you
go
to
a
panel
of
four
presumably
you
can
have
two
liberal
democrats,
one
label,
one
green,
whether
that
is
an
option
to
make
given
the
significance
of
the
post
to
make
sure
everybody
can
be
involved.
H
A
F
I'm
quite
flexible
on
that.
I
I
mean
the
only
reason
why
I
normally
have
committees
of
three
is
in
terms
of
reaching
agreement.
Isn't
it?
But
I
suppose,
if
you
have
a
committee
of
four
with
the
whoever
is
sharing
having
the
casting
vote
and
that
that
would
solve
that
that
resolve
that
problem
so
yeah
I
mean
I
do
accept
that
you
know
in
terms
of
the
significance
of
this
post.
It
probably
makes
sense
to
have
four
provided
that
doesn't
mean
we
then
get
requests
from
other
opposition
groups
to
be
on
there
as
well.
F
A
Probably
need
a
committee
of
15,
wouldn't
you,
like
the
main
planning
committee
and
apollo
apologies
for
not
flagging
that
to
you
before
this
meeting
and
so
in
that
in
in
that
case,
we
could
go
through.
The
point
so
point
point
one
is
to
consider
options
put
forward
by
the
lga
and
the
analysis
completed
within
this
report
and
the
impact
of
cyc
and
in
a
sense,
no
vote
is
required
on
that
because
we
have.
E
E
In
summary,
I
think
what
what
the
labour
group
supports
is
is
what
essentially
is
a
missing
option,
given
that
I'm
I'm
not
100
sure
that
the
the
option
for
a
traditional
standalone
executive
is
is
as
described
in.
This
paper
is
actually
a
traditional
stand:
stand-alone
chief
executive.
We
we
recognize
the
importance
of
both
an
inward
and
an
outward
facing
chief
executive
and
and
one
that
works
collaboratively
with
the
council's
partners.
E
E
I
I
think
you
know
to
summarize
really
quickly
and
and
not
not
keep
you
all
evening.
I've
said
it
before,
but
the
the
key
thing
out
of
the
whole
process
here
is
that
there's
one
driver
and
that's
a
political
driver,
political
requirements
to
save
81
000
a
year
arising
because
of
the
decision
to
to
commit
nearly
half
a
million
pounds
of
taxpayers
money
to
to
to
to
pay
the
former
chief
executive
to
leave
the
council
early.
E
E
And
I
think
I
think
lastly,
I
I
didn't
think
they
would
need
to
come
to
this,
but
it
is
disappointing
that
we
can't
agree
on
a
cross-party
basis.
The
way
I
see
the
council
a
present
is
and
the
way
many
outsiders
will
view
it
is
that
there
is
no
overall
control
and
we've
got
a
coalition
liberal
democrat
and
green
coalition
with
with
a
working
majority
of
one
and-
and
I
think
this
decision
is
critical
to
long-term
success
of
the
council
and
as
an
organization
and
the
city
for
for
many
years.
E
I
think
we're
removing
meaningful
partnership
working
in
my
view
and
taking
this
decision
today
because
of
a
previous
flawed
decision.
Unfortunately,
so
I
guess
I'd
I'd
round
up
by
saying
we
can't
support
any
of
these
options.
On
behalf
of
the
labor
group,
I
can't-
and
I
guess
I'd
welcome
a
deferral
so
that
we
could
find
agreement.
A
But
what
I
don't
necessarily
want
is
is
somebody
that's
more
interested
in
what's
happening
nationally
or
elsewhere
in
other
organizations,
but
actually
is
paul's,
pulls
their
sleeves
up
and
focuses
on
improving
services
and
getting
the
best
outcomes
for
york.
Partners
in
york
and
for
residents
and
services
in
the
city-
and
I
think
we'd
all
acknowledge
that
there's
continual
and
always
work
to
be
done
on
on
that
score.
A
At
the
council,
and
indeed
any
council
and
on
on
finance
is
one
of
the
key
points
to
me
is,
and
this
model
will
nearly
save
a
hundred
thousand
pounds
a
year
every
year,
forever.
More
and
there's
an
onus
on
the
opposition
there
to
tell
us
what
they
would
cut
for
a
hundred
thousand
pounds
a
year
every
year,
not
just
for
the
next
four
years,
but
for
every
year
forever
more
and
which
would
then
ultimately
mean
either
further
staff
reductions
or
service
reductions.
A
And
which
is
why,
in
the
long
term-
and
this
is
the
the
right
step
forward
and
enables
us
to
prioritize
those
those
resources
on
the
front
line.
And
but
of
course,
we
need
to
make
make
that
decision
to
start
delivering
that
that
that
structure,
but
very
committed
to
to
work
together
beyond
that
in
in
any
way
that
it
is
possible
to
do
so.
And
councillor
de
gum.
F
Yeah
and
just
to
support
that
point
of
view,
I
mean
obviously
recognize
that
feedback
that
we've
had.
Obviously
people
tend
to
look
for
what
they
might
traditionally
see
as
as
a
sort
of
a
leadership
role,
but
the
the
history
in
york,
I
think
you
will
agree,
is
that
we
do
need
very
much
someone
who's
willing
to
get
get
stuck
in
and
and
work
with
all
the
all
the
different
directorships,
and
you
know
the
different
departments
of
the
council,
which
I
think
is,
is
much
more
of
a
focus
in
this.
F
This
role
is,
as
I
say,
the
chief
operating
officer
is
is
very
much
about
somebody
who
who
is
focused
on
on
delivery
of
of
council
services,
but
that
has
has
been
said.
It's
not
precluded.
I
think
perhaps
you
know
in
terms
of
trying
to
highlight
the
differences
in
the
these.
It's
almost
going
a
bit
too
far
in
sort
of
emphasizing
that
it's
different
from
the
traditional
chief
executive,
but
as
keith
has
said,
you
know
that
that
would
still
very
much
be
their
responsibility.
They
would
be
the
most
senior.
F
As
that's
my
understanding,
I
think
I
prefer
very
much
prefer
that
to
the
the
head
of
paid
service
model
you
know,
is,
is
sort
of
like
a
revolving
responsibility
between
different
directors,
which
I
think
could
be
quite
unsettling,
particularly
in
the
circumstances
of
you
know
a
shared
administration
to
have
that
sort
of
constant
continual
change,
and
we
do
very
much
need
stability
and
and
to
move
forward
as
quickly
as
possible
in
getting
this
structure
and
senior
positions
in
post.
So
that's
why
you
know.
F
A
Thank
you
very
much.
So
that's
a
a
clear
consensus
in
in
favor
and
obviously
we
know
councillor
myers
comments
and
an
explanation.
Thank
thank
you
for
that
and
point
three
is
to
establish
an
appointment
subcommittee
and
that
conversation
earlier
suggested
an
appointment
subcommittee
of
four
and
given
the
significance
of
this
post
as
as
head
of
the
paid
service,
and
could
I
please
see
those
in
favor
and
then
jamie
will
make
the
arrangements.
A
H
A
Thank
you
very
much
and
five
is
again
subject
to
hr
policy
reporting
the
outcome,
any
outcome
through
to
full
council.
So
no
note
that
and
six
and
to
then
picking
up
council
de
gaun's
point
agree
that
the
head
of
paid
service
once
appointed,
will
bring
a
report
back
no
later
than
november
2020
to
this
committee,
with
the
additional
recommendation
there
that
trudy
will
bring
a
timeline
back
to
our
next
committee
so
that
we
can
keep
pace
with
that
work
again.
A
If
we,
if
we
note
that
and
just
want
to
check,
then
at
that
stage
that
trudy
and
janie
we
have
discussed,
noted
and
actually
formally
agreed
everything
that
we
need
to
in
relation
to
that
report,
I'm
seeing
you
both
not
so.
Thank
you
very
much
for
that
and
thank
you,
everybody,
and
so
that
then
moves
us
on
to
agenda
item
five,
which
is
changes
to
membership
committees,
which
is
on
page
107
to
110
and
I'll
hand
over
to
jamie.
H
We
have
therefore
to
reflect
the
changes
which
are
required
because
councillor
d
taylor,
moving
to
to
be
an
independent
person,
has
impacted
on
the
proportionality
for
the
committees
that
we
have
following
consultation
with
yourselves.
We've
produced
this
afternoon
an
additional
supplemental
report
which
accommodates
the
changes.
So
I'd
just
like
to
thank
you,
chair
for
giving
the
permission
to
allow
us
to
publish
this
as
an
urgent
basis.
We
did
make
reference
to
the
information
being
made
available
at
a
later
date
in
the
report.
H
Apart
from
that
happy
to
answer
any
questions,
I
think
we've
we've
done
quite
a
comprehensive
list
in
terms
of
the
changes,
as
required
as
a
direct
result
for
councillor
d
taylor,
to
confirm
that
he
would
remain
on
audit
and
governance
committee
and
who
will
be
on
the
economy
and
place
policy
and
scrutiny
committee
in
his
capacity
as
an
independent
councillor.
Those
are
the
two
seats
that
he
is
afforded.
I'm
happy
to
take
any
questions
chair.
A
I
thought
it
was
fair
to
move
from
one
scrutiny
committee
to
another
scrutiny
committee
rather
than
take
a
place
on
csmc
or
a
regulatory
audit
or
or
planning
committee,
and
so
and
in
terms
of
nominations.
I'd
like
councillor
hook
to
be
nominated
to
move
on
to
the
economy
and
place
committee
from
the
climate
committee
and
in
order
to
to
do
that
and
and
I'll
just
bring
in
councillor
digon
whether
you've
got
anything
to
add
to
the
because,
obviously
the
vast
majority
of
the
changes
are
from
your.
F
F
E
H
E
E
G
I
think
shall
I
just
please,
so
I
just
I
think
unless
I've
got
this
wrong
danny,
I
think
what
the
leader
was
saying
was
because
overall,
the
labour
group
need
to
lose
a
place
because
of
the
second
allocation
of
proportionality.
It's
just
proportionality
rules,
don't
they
and
give
that
place
to
the
liberal
democrat
group
that
the
leader's
preference
will
be
for
the
liberal
democrat
group
to
take
that
place
on
emp.
So
you
will
lose
a
labour
member
off
emp
to
accommodate
the
the
place
going
to
the
liberal
democrat
group.
G
E
Yeah,
if
I
can
come
back
chair,
we
we've
got
three
on
there
at
the
moment,
so
I
would
have
to
speak
to
them
if
that's
possible
and
and
then
provide
your
name
after
the
meeting,
yeah,
okay,
but
there's
and
there's
nothing
else
in
the
supplementary
papers
that
affects
the
labor
group.
I
can
see
it's
mostly.
H
No,
the
supplemental
paper
has
been
done
to
reflect
the
changes,
and
particularly
with
counselor
d
taylor
becoming
an
independent
and
the
impact
on
the
green
party
that
it's
had.
So
the
changes
is
involving
councillor
baker,
as
councillor
de
goren
has
just
said.
A
lot
of
these
are
she's
moving
committees
to
accommodate
different
meetings,
so
the
supplemental
paper
is
predominantly
around
that.
It's
just
that
final
paragraph
yeah,
the
main
report.
The
main
agenda
item,
accommodates
the
changes
that
you
wish
to.
E
F
G
So
climate
change
will
stay,
as
is
apart
from
the
fact
that
council
of
hawk
will
go
on
to
emp
instead
of
climate
change.
Basically,
so
in
terms
of
labor
members,
there
won't
be
any
change
on
climate
change.
It
will
be
just
emp
when
you
nominate,
which
of
your
three
will
lose
that
place
to
councillor
hawk
yeah.
E
H
E
A
Just
to
just
just
to
butt
in
here
I
think
councillor
myers
is
right.
I
I.
I
think
that
the
proportionality
will
have
calculated
that
labour
should
have
three
places
on
the
climate
change
committee
and
and
we
were
entitled
to
an
extra
place
last
time
and
but
this
time
I'm
opting
to
take
that
on
the
economy
and
place
committee.
So
yes,
it
wouldn't
necessarily
need
to
be
the
person
that
came
off
emp
that
went
on
to
the
climate
committee,
but
but
my
group
will
go
down
to
three
and
the
labour
group
will
go
to
three
yeah.
F
E
G
Yeah
yeah
yeah,
you
can
provide
names
after
the
meeting.
What
we'll
just
have
to
do,
though,
is
double
check
the
figures,
because
I've
just
come
back
from
leave
today,
so
I'm
not
fully
okay
with
where
we
are
on
the
proportionality
on
climate
change,
danny
so
we'll
just
double
check
it
we'll
come
back
to
you
after
the
meeting
and
if
that's
the
case,
that's
all
fine
and
good,
and
we
can
sort
it
outside
the
meeting.
If
you're
happy.
All
members
are
today
going
to
agree
that
the
main
principle
of
the
change
of
an
emp
yeah.
H
H
C
Yes,
the
work
plans,
as
is,
I
think,
we're
going
to
add
into
september's
meeting
the
timeline
paper
response
back
and
adding
to
november's.
Oh
it's
in
there.
Actually,
the
chief
officer
structure
review
so
just
remember
approval
on
the
24th.
That's
that
next
level
down
paper
and
what
we
had
discussed
is
obviously
the
seventh
that
we
haven't
got
enough
time
for
publication
of
papers
etc
for
the
7th
of
september,
so
we're
proposing
that
date
goes
to
the
21st,
and
that
puts
us
back
in
line
with
candidates
towards
the
end
of
the
month.
A
Thank
you
very
much.
So
beyond
noting
the
work
plan,
the
only
thing
we
we're
being
told
there
is
that
yeah,
the
7th
of
september
date
will
now
be
the
21st
of
september
for
staffing
matters,
any
questions
for
trudy
on
the
work
plan
and
we're
all
happy
with
that
edition,
and
obviously
noting
that
the
change
of
date
and
so
happy
to
do
that.
Thank
you
very
much
and
then
item
seven
urgent
business.