►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Good
morning,
everyone
welcome
to
today's
strategy
resources
security
board
meeting.
My
name
is
Oscar,
Khan
and
I
will
be
chatting
today's
meeting
and,
as
you
know,
this
meeting
is
a
webcast
live
and
whoever
is
watching
on
Lee
city
council
YouTube
channel
I
warmly
welcome
them
too,
and,
as
you
know,
we've
got
a
busy
agenda
ahead
of
today.
We've
got
a
staff
survey
update
and
we've
got
electoral
service
update
and
the
government
sorry
office
for
local
government
off
log
update
too
so.
A
At
this
point,
I
would
like
to
on
my
write
and
send
ask
everyone
to
formally
introduce
themselves
Rob.
H
Morning,
everyone
John
Mulcahy
chief
officer
elections
and
Regulatory.
L
Hi
there
councilor
Hannah
Bethel,
representing
kirkstall.
A
Thank
you,
everyone
for
your
formal
introduction,
introducing
yourself
now
we're
moving
to
item
agenda
of
we're
moving
to
a
Denver
item,
one
to
five
I'll
ask
Rob
to
introduce
before
we
do
that
can
I
also
take
this
opportunity
to
thank
Council
Flynn.
You
know
who
was
the
previous
board
member
and
our
welcome
Council.
First
onto
this
board
and
who's,
not
new
to
the
board,
he's
been
on
this
board
previously
as
well.
Welcome
Council,
first
Rob.
B
Yes,
thank
you.
Chair
agenda
item
number,
one
which
is
appeals
against
refusal
inspection.
There
are
no
appeals
agenda
agenda
item
two
exclusions
of
the
public,
there's
no
one
excluded
from
the
public
domain
agenda
item
three
is
late
items
and
there
are
no
late
items
agenda
item
four
is
decorations
of
Interest.
B
If
anyone
has
any,
please
please
just
shout
them
now:
I'll
take
silence
as
no
and
agenda
item
five
chair
is
apologies
and
we
have
apologies
from
councilor
win
kid
yeah.
Thank
you.
A
Thank
you
rob
and
item
number.
Six
is
the
previous
minutes
from
the
last
board
meeting.
What
I'll
do
is
I'll
go
Page
by
Page,
it's
page
five.
A
There
are
some
updates
that
Rob
we're
gonna
pick
up
anyway
and
he's
gonna
feed
us
back
now.
Rob.
B
Thank
you
chair.
Just
some
items
from
our
July
meeting
and
members
should
have
received
some
information
that
was
requested
on
the
the
finance
items
that
we
covered.
The
out
turn
reports,
so
that
should
be
some
budgetary
information
relating
to
Children
and
Families
in
terms
of
both
their
overall
budgets
compared
to
other
core
cities
and
in
terms
of
actually
looked
after
children.
Our
children
looked
after
rather
there's
also
been
some
further
information
regarding
Leeds
2023
that
came
in
July.
B
You
should
have
received
information
around
the
ing
report
and
also
other
details
linked
to
that
item.
I
think
there
was
something
about
an
event
in
November
that
I
circulated
yeah.
It
was
yeah
a
further
update
on
that
for
board
members.
B
There
were
one
or
two
other
items
that
I'm
still
being
I'm
still
pursuing
with
the
officers
related
to
in-year
data
and
how
that
that's
performed
and
I'm
still
pursuing
that
with
them
and
the
issue
there
really
is
around
whether
they've
got
the
capacity
to
to
do
it
whilst
delivering
the
scheme,
but
I
I'm
still
in
Touching
offices
on
that
so
I
hope
to
provide
more
information
to
the
board.
Thank
you.
Chad.
A
Thank
you
rob
do.
Members
accept.
These
minutes
are
true
and
correct
record
yeah.
Thank
you.
So
we
move
to
item
number
seven
and
that's
on
page
13.
can
ask
Mariana
to
introduce
his
support
and
then
she'll
pass
on.
So
somebody
else
as
well.
Thank
you.
Yeah.
G
Sure,
thank
you,
chair
I,
just
thought.
I'd
say
a
few
words
in
opening
just
because
to
set
this
in
the
context
really
of
the
conversations
that
we've
had
at
the
board
in
recent
months,
in
particular.
G
Looking
at
the
be
your
best
be
our
best
plan
and
the
organizational
plan
and
the
manager
development
program
that
we've
talked
about
on
a
few
occasions
here,
and
the
reason
why
this
is
so
important
is
because,
having
you
know,
an
effective
Workforce
and
happy
Workforce
who
are
well
Etc
is
gives
us
the
best
possible
chance
of
delivering
against
the
best
city,
ambition
and
delivering
really
strong
Services,
which
is
what
you
know.
Members
want
in
each
of
their
localities.
G
So
if
it
was
just
important
to
say
that,
as
the
reason
why
we
do
this,
there
is
a
slide
that
I'll
cover
in
a
minute,
but
essentially
is
so
that
we
give
all
our
staff
a
voice.
Graeme
will
talk
to
you
about
the
the
response
rates.
G
It
helps
us
understand
how
everybody
or
how
the
majority
of
people
are
feeling
about,
what
they're
doing,
who
they're
working
with
how
their
teams
are.
What's
working
well
and
what's
not
working
well
what
we
can
do
and
to
influence
that,
and
in
particular
in
forms
what
else
we
can
do
alongside
other
bits
of
intelligence,
to
make
sure
that
we
are,
you
know
doing
the
best
that
we
can
to
support
our
colleagues
and
and
again,
when
Graham
goes
through
this
you'll
kind
of
it'll
remind
us.
G
Why
that
be
your
best
program
and
having
that
cohort
of
over
2000
managers
being
their
best
to
help
get
the
best
out
of
all
of
our
fourteen
thousand
staff?
Why
it's
so
important,
and
in
particular
this
time
and
again
Graham-
will
cover
the
detail.
We
have
shared
the
entire
results,
the
data
base
with
all
those
colleagues
so
that
they
can
investigate
it
from
their
own
service
perspective,
but
also
so
that
they
can
Benchmark
and
you
know,
share
learning
and
best
practice
across
each
other
as
well.
G
I
Thank
you,
chair
Rob.
Are
you
going
to
put
the
slides
up
please
and
what
what
we
thought
we'd
do.
Everyone
is
is
do
a
presentation
today,
there's
a
lot
of
detail
in
the
report
and
there's
a
lot
of
information
that
you'll
be
really
Keen
to
see
and
understand,
and
we
thought
that
a
really
nice
way
of
doing
that
was
share
a
quick
presentation
today
to
make
sure
that
you
understand
what
we've
done
what's
coming
next
and
some
of
the
key
issues
coming
out
of
the
survey.
I
So
we
go
to
the
next
slide,
probably
skip
through
this
Rob,
because
Marianne
has
done
that
by
way
of
our
introduction
and
again,
you
know
just
to
to
reinforce
what
Mariana
said.
At
the
start,
there
the
importance
of
giving
all
our
staff
a
voice
how
it
really
does
influence
all
our
people's
strategy
work,
but
importantly,
delivering
better
Services,
better
customer
services
as
well
to
right
across
the
city.
I
Since
the
spring,
the
the
survey
was
conducted
in
May
of
this
year
and
that's
the
first
time
since
2019
that
we've
conducted
the
survey,
but
you
do
remember,
for
those
of
you
that
have
been
part
of
this
scrutiny
board,
that
from
2020
to
2023
we
did
do
five
well-being
pulse
surveys
where
we,
through
the
covert
period,
particularly
you
know,
conducted
surveys
on
a
regular
basis
to
make
sure
we
kept
in
touch
with
our
employees
and
and
made
sure
they
were
getting
the
support
they
needed.
So
there's
now
bills
on
this.
I
The
well-being
pool
surveys
that
we've
done
and,
as
you
can
see,
we're
probably
at
around
step
four.
Now
in
this
timeline,
where
we've
we've
conducted,
the
survey
shared
the
results
earlier
this
summer
and
now
developing
and
delivering
concrete
actions
across
all
teams
in
the
council.
So
you
want
to
go
to
the
next
slide
rump
as
Marion
said
and-
and
you
know,
introduce
Frank
here
as
well.
I
You
know
Frank
Frank
parents
and
his
team
have
done
a
fantastic
job
in
terms
of
delivering
such
Rich
data
analysis
around
the
survey
and
what
we've
done
is,
as
Mariana
says,
is
develop
some
dashboards
for
all
of
our
managers
so
that
they
can
see
their
own
results
and
compare
their
results
to
others,
and
we've
shared
a
copy
of
that
with
the
with
the
chair.
So
he
can
look
at
the
detail
of
that
too.
I
We've
done
a
service
based
service
summary,
and
this
is
really
important
to
to
enable
us
to
see
the
different
levels
of
results
across
the
different
service
areas
and
and
I'll
come
on
to
that
a
bit
later,
where
we're
providing
some
targeted
support,
those
that
to
those
that
need
it
most
and
equally,
we've
done
a
lot
of
work,
not
just
to
look
team
by
team,
but
also
from
the
perspectives
of
different
staff
groups.
I
So
so
in
terms
of
drawing
around
some
of
the
headlines
from
the
survey
which
you'll
be
Keen
to
know,
if
you're
just
press
again
run
thanks
to
response
rates.
This
this
time
around,
just
over
at
half
of
all
colleagues,
responded
to
survey.
So
that's
over
7
000.
Colleagues,
that's
up
from
the
last
time
we
did
it.
I
It
was
48
last
time
we
did
it
in
2019
and
the
good
news
is
we
had
increased
retains
from
both
those
who
have
online
access
and
those
that
don't
in
the
council,
one
of
the
the
main
questions
we're
asking
and
engage
in
terms
of
overall
employee
satisfaction.
Is
this
one
here
if
a
friend
asks
you
to
give
a
score
after
10
for
your
job
at
LCC?
What
would
it
be?
And
if
you
click
on
again
wrong,
you
can
see
here
really
positive
results
around
this,
so
we
we've
got.
I
If
you
look
at
the
green
on
the
top
line,
there
we've
got
around
75
percent
of
colleagues
writing
their
experience
in
the
council,
seven,
eight,
nine
or
ten
out
of
10,
which
is
really
really
fantastic,
but
you
do
see
also
there
on
the
top
bar
again
that
we've
got
eight
percent
of
Staff
who
are
scoring
their
experience
below
five.
I
So
that
gives
you
a
summary
of
the
other
and
you
can
see
as
well
the
difference
or
similarities
between
online
and
offline
stuff
too,
and
if
you
click
on
again
run
the
overall
average
in
terms
of
that
score,
that
overall
promoter
score
was
7.4
out
of
10..
So
if
you
look
at
all
of
the
results
across
all
Council
colleagues,
that's
what
the
average
was
and
that
compares
to
7.5
in
2019,
okay
room
I
mentioned
the
well-being
surveys,
pull
surveys
that
we've
done.
What
this
slide
shows.
I
You
is
a
comparison
again
between
2023
and
the
last
well-being
survey
that
was
performed
in
March
of
last
year,
and
you
can
see.
We
asked
two
questions:
how
people
are
feeling
overall
and
how
they
feel
about
the
support
they're,
getting
at
work
and
I.
Think
of
particular
interest
to
us
as
an
organization.
Is
that
the
you
know
how
well
we're
getting
that
right
level
of
support
at
work,
and
you
can
see
for
most
people.
I
You
know
around
70
percent
they're
happy
with
the
level
of
support,
but
once
again,
probably
around
one
in
ten
colleagues
feel
that
they're
not
getting
the
support
that
they
like,
and
that
is
pretty
consistent
and
similar
to
what
we've
seen
throughout
all
the
pulse
surveys
that
we've
done,
but
but
obviously
we're
really
Keen
to
understand
that
more
and
continue
to
work
to
make
sure
everyone
has
got
the
support
they
need.
I
You
know
the
full
range
more
people
agree
with
those
statements
than
disagree,
but
what
you
can
see
on
the
right
hand,
side
there
in
in
Orange
is
that
we
start
to
see
there
the
number
of
people
that
disagree
with
each
of
those
statements
and
on
some
of
them
I'll
pull
out
opportunities
for
career
progression,
for
example,
and
good
quality
tools
and
I.T
equipment.
We're
seeing
probably
around
one
in
five
colleagues
saying
that
they
don't
feel
that
that's
happening
for
them
at
the
moment.
You
can
see
the
comparison
to
2019
there
too,
and
it's
remarkably
similar.
I
You
know
in
terms
of
the
questions
where
we
will
could
we
could
compare
directly
from
2019
to
23.
We
have
done,
and
you
see
that
in
the
blue
graph
at
the
top
for
the
questions
without
in
comparison.
That's
because
those
questions
weren't
asked
in
the
same
way
back
in
2019,
but
just
to
summarize
there
all
questions
have
positive
ratings
and
remember.
This
is
just
looking
at
the
overall
Council
View
and
there
are
variations
across
different
teams
between
different
staff
groups.
I
You
know
in
particular
directorates
and
that's
why
the
dashboard
is
really
important
to
understand
that,
so
so,
just
to
pull
out
some
of
the
things
to
be
really
proud
of.
As
a
council,
you
know
we're
seeing
really
high
agreement
rates
in
a
number
of
areas.
Expectations
at
work
supports
around
EDI,
again
help
and
support
from
colleagues
the
EDI
one
particularly
pleases
us,
because
we've
done
so
much.
You
know
this
year
around
that.
I
So
we're
really
pleased
that
that
seems
to
be
having
a
positive
impact
and
then,
in
terms
of
all
our
team,
leads
values
and
support
things
like
enjoying
job
being
well
supervised.
Speaking
of
treated
failure,
work,
really
positive
range,
you'll
see
there
as
well
as
part
of
the
survey.
We've
captured
lots
of
free
text
comments
from
staff
too
and
they're
all
fully
analyzed
and
in
the
report.
I
It's
not
in
the
slide
that,
but
in
the
report
you'll
see
a
summary
of
the
positive
and
negative
comments
that
that
people
have
shared
in
this
area
in
terms
of
the
the
areas
where
these
will,
these
are
being
pulled
out
as
the
key
issues
for
us
to
address.
This
is
where
we've
got
the
lower
levels
of
agreement
from
staff.
You
can
see
the
top
four
there
and
they've
they've
got
agreement
Rings
below
65
percent.
I
Now
it's
worth
noting
here
that
still,
even
though
these
are
our
lowest
areas,
most
staff
still
think
these
things
are
in
place
for
them
than
disagree,
but
nevertheless
you
know
with
ratings
below
65,
there's,
obviously
more
that
we
can
do
and
that
forms
the
key
issues
that
we're
going
to
take
forward
as
part
of
our
action
planning
going
forward.
I
We've
done
some
really
initial
and
quick
benchmarking,
comparing
our
performance
to
other
core
City
local
authorities
and
NHS
Health
trusts,
and
and
as
you
can
see,
you
know
in
terms
of
our
recommender
school
there,
our
scores
on
the
left-hand
side,
we're
doing
really
well
in
terms
of
our
EDI
work,
we're
doing
really
well,
but
equally,
you
can
see
that
we
share
similar
challenges
with
other
organizations
and
some
of
their
results.
I
I
You
know
in
terms
of
the
disagree
area,
how
many
staff
have
disagreed
with
each
of
those
particular
areas
and
also
which
staff
are
more
likely
to
say
that
those
things
aren't
working
for
them,
so
so
this
is
where
we
start
to
get
into
some
of
the
demographic
analysis
that
I
mentioned,
and
it
really
helpfully
allows
us
to
pinpoint
where
some
of
these
key
issues
might
be
more
problematic
if
you
just
go
on
again
in
Rome
workloads
and
and
feel
unvalued,
probably
worth
a
mention,
because
these
are
the
two
areas
where
there's
really
strong
links
to
the
overall
satisfaction.
I
So
if
somebody
scores
workloads
and
feel
them
valued,
really
high,
the
chances
are
their
overall
satisfaction
will
be
high
and
vice
versa.
If
they
score
these
low,
then
the
chances
are
the
overall
satisfaction
will
be
low.
So
the
really
important
key
drivers
for
that
that
overall
satisfaction
rate
the
demographic
analysis
that
we've
done
so
far.
This
is
just
headline
major
differences
that
you're
seeing
so
when
we
we
look
at
all
of
the
results,
Council
wide
and
you
do
a
demographic
analysis
on
it.
I
What
you
can
see
is
that
there's
some
groups
that
are
more
positive
and
some
groups
that
are
less
positive
and
we've
highlighted
those
here
where
you
don't
see
a
group
mentioned,
for
example,
in
terms
of
the
LGBT
community
in
these,
that's
because
the
results
for
that
group
are
largely
in
line
with
the
council
average.
Now
we
need
to
do
more
work
on
this
data.
This
is
the
high
level
demographics
and
obviously,
what
we're
not
saying
is
that
you
know
everybody
who
falls
into
these
groups.
You
know
is
the
same
and
there
will
be
differences.
I
You
know,
and
there
will
be
individual
experiences,
that
we
need
to
pick
up
in
different
teams,
but
it's
really
powerful
data
that
helps
us
to
see
where
we
might
need
to
do
more
for
some
groups
and
when
we're
doing
well
for
others.
But
we
are
going
to
make
sure
that
we
drill
down
and
do
some
more
detailed
analysis
on
this
work
and
Frank's
team
is,
is
going
to
be
instrumental
in
there
foreign.
I
So
that's
the
results
and
the
key
issues
that
we've
drawn
out
in
terms
of
our
response.
Mariana
mentioned
the
organizational
plan
and
what
you
know
and
the
peer
review
and
our
response
very
much
tries
to
connect
those
with
the
staff
survey
response
plan
two,
and
you
can
see
the
approach.
We're
taken.
Obviously
we're
on
everyone
in
the
organization
to
bring
forward
ideas,
to
put
forward
suggestions
to
make
a
difference
on
the
ground
locally
and
all
our
values.
Work
will
be
instrumental
in
that.
I
But
equally
we
know
that
we
want
all
of
our
managers
and
teams
to
take
forward
local
plans
and
local
action.
But
we
know
that
some
of
the
responses
are
going
to
need
to
be
tackled
at
a
corporate
level,
and
so
it's
a
three-pronged
approach,
all
14
000
staff
playing
a
part.
All
teams
taken.
You
know,
response
plans
forward
and
the
the
corporate
response
from
the
organization
too
and
move
on
in
terms
of
the
the
the
ask
around
the
the
managers,
so
the
the
wee
bit
in
the
middle.
I
What
we've
set
out
is
a
range
of
actions
with
like
all
managers
and
teams
to
consider
as
part
of
their
response,
and
they
they
purposefully
and
specifically
pinpoint
those
six
key
areas
that
I
mentioned
that
were
coming
out
of
the
survey
and
what?
What
we're
attempting
to
do
here
is
make
sure
that's
a
real
Collective
effort
on
everybody,
delivering
change
in
teams
against
those
six
key
issues:
Cairo
foreign
level
actions.
There's
a
lot
happening
here
as
part
of
the
their
being
our
best
organizational
plan.
I
Just
trying
to
give
you
a
flavor
here
of
some
of
the
the
big
priority
programs
that
are
already
in
place,
and
it
ranges
from
things
like
our
Core
Business
transformation
program
where
we're
looking
to
modernize
our
systems.
I
To
be
in
your
best
program,
that
Marine
has
already
mentioned
continued
work
around
our
EDI,
particularly
to
give
support
around
disability
and
carers,
but
also
you
know
things
like
wider
policy
review
review
of
our
governance
and
Communications
framework,
and
that's
all
about
particularly
on
the
workloads
and
bureaucracy
and
and
efficiency
issue,
trying
to
make
sure
that
wherever
you
are,
and
whatever
you're
doing,
it's
streamlined
and
easy
as
easy
as
possible
to
do
your
job
in
the
council
trying
to
directly
tackle
some
of
those
workload
concerns
that
people
have
I
mentioned
at
the
start,
we'd
done
a
a
team
by
team
service
based
service
analysis.
I
That's
really
important
because,
as
Mariana
said
at
the
start,
we
want
teams
to
come
together
and
share,
share
those
experiences
and
body
up
and
support
each
other
and
we'll
encourage
that
through
all
of
our
be
your
best
work
that
we
do,
but
also
what
we're
keen
to
do
is
make
sure,
where
there's
teams
who
need
some
extra
support
and
some
extra
help
that
corporately.
We
provide
that
too.
I
So
we'll
be
doing
some
targeted
work
to
provide
that
extra
support,
particularly
to
the
teams
that
had
the
lower
response
rates
and
the
lower
scores
in
the
staff
survey.
A
Glenn
before
you
invite
anybody
from
the
board
to
ask
questions
and
that's
Council
Cooper
before
we
ask
your
questions,
if
she
wants
would
like
to
comment
on
this
item,
please.
F
Thank
you
chair
for
giving
me
the
opportunity
just
to
make
comment
and
I'm
really
pleased
to
be
able
to
bring
this
report
to
scrutiny
bar
today.
F
I
think
the
report
that
Graham's
been
through
in
great
detail
there
and
the
presentation
really
shows
the
breadth
of
of
the
work
that
we've
undertaken
with
our
employees
of
15
000
people
who
have
who
work
for
us
and
and
absolutely
it
shows
some
areas
there,
where
we're
doing
extremely
well,
but
also
show
some
areas
where
we
need
to
do
more,
and
we
recognize
that
and
you
can
see
from
the
action
plan
as
well.
That
Graham
talked
about
the
work
going
forward
that
we
take
this
extremely
seriously.
F
It's
important
to
us
that
our
staff
feel
good
about
the
work
they
do
for
this
organization
and
so
and
I
know
that
that
Marianne
Andy
and
the
whole
HR
our
team
are
behind
making
sure
that
all
those
concerns
that
were
raised
in
the
staff
survey
will
be
addressed,
but
also
celebrate
some
of
the
really
good
responses
that
we
had
in
the
survey
and
I'm
I'm
really
pleased
about
the
level
of
the
response
rate
as
well.
F
Chair
and
I
know,
the
team
went
to
extra
length
to
try
and
ensure
that
you
know
we
up
to
that
response
rate
this
year
and
the
we're
really
successful
in
that
so
I'll
leave
it
there
for
any
questions.
Thank
you.
A
Thank
you,
Council
Cooper,
and
thank
you
again
for
an
excellent
presentation
and
I
I
think
this
is
the
first
full
staff
survey
update
to
the
board.
I
know
you've
been
doing
a
lot
of
work
during
pandemic
as
well.
I
just
want
to
say
thank
you
for
that
as
well,
but
this
is
a
full
update
of
the
staff
survey.
A
So
thank
you
any
comments
or
questions
from
the
board.
P
Thank
you
chair
just
two
things,
particularly
so
one
on
the
quality
tools
it
and
equipment.
So
there
were
some
notes
in
the
presentation
which
were
helpful
and,
what's
being
done,
but
just
having
seen
the
impact
on
some
officers
of
not
being
able
to
access
casework
systems.
Emails
not
getting
through
being
lost
for
long
periods,
be
Keen
to
know,
specifically,
what's
being
done
on
that.
That
could
really
make
a
difference
to
people's
work
and
also,
if
somebody's
found
to
be
really
struggling.
What
are
we
doing
to
support
them?
P
A
I
More
than
happy
to
bring
back,
you
know
some
more
details
around
all
the
work
that
we're
doing
around
I.T
systems,
digital
to
support,
people
and
I.
Think
probably
our
IDs
colleagues
would
would
be
useful
to
be
involved
in
that
too.
I
think,
in
terms
of
the
support
that
we
provide
to
people
We've,
we've
known
throughout
kovitz,
you
know
that
some
people
have
been
in
are
continuing
to
struggle
and
the
well-being
offer
that
we've
had
in
place.
I
I
think
is
really
strong
and
has
really
helped
I
think
that
we
continue
to
to
to
try
and
pinpoint
the
people
who
are
getting
the
support
that
they
need
and
often
we'll
provide
one-to-one
conversations
through
HR
colleagues,
health
and
safety.
Colleagues,
for
example,
if
there's
there's
additional
support,
that's
needed
beyond
what
the
manager
is
offering,
so
so
I
think
we
continue
to
promote
the
well-being
offer
as
far
and
wide
as
we
can.
I
We
know
that
there's
sometimes
the
challenges
around
people
uptake
in
that,
but
we
we
continue
to
work
on
that
front
and
and
I
think,
as
well
as
the
digital
side
of
it
systems,
there's
also
in
terms
of
the
staff
survey
feedback.
It's
not
just
digital
tools,
it's
also
tools
for
Frontline
staff.
You
know
so
so
it's
the
it's
the
case.
You
know
for
Parks
Parks
colleagues
and
such
like
that
really
fall
into
that
category
too.
So
I
wouldn't
want
people
just
to
think.
I
N
G
Just
to
add
thanks
Graham
as
part
of
the
work,
we
are
also
just
checking
in
with
managers
to
understand
a
bit
more
in
some
of
those
areas
where
it
will
score
particularly
High
what
these
specific
issues
are,
and
so
we
can
make
sure
we
target
that
work.
G
Obviously,
there's
a
lot
of
digital
developments
going
on
both
around
hardware
and
around
software
to
try
and
make
sure
that
particularly
those
Key
Systems,
particularly
where
it
is
case,
work
for
example,
or
customer
service,
where
people
are
on
the
front
line
that
performance
is
as
good
as
it
possibly
can
be.
G
As
Graham
says,
we
can
bring
in
other
update
on
that
later
and
just
to
add
the
the
tools
at
the
front
line.
Just
to
emphasize
there
were
no
health
and
safety
concerns
raised
about
those
it
was.
You
know,
that's,
obviously
an
important
question
that
we've
checked
in.
A
Because
Thompson
do
you
want
to
come
back?
Are
you.
P
One
thing
I've
been
really
impressed
to
see:
is
the
nice
new
electric
mowers
for
Bowling
Greens,
which
certainly
the
bowlers
appreciate,
so
it's
good
to
see
there
have
been
there
has
been
progress
in
all
in
all
sorts
of
areas.
Thank
you.
A
Thank
you.
Next
on
the
list
is
councilor
Burke.
O
Thank
you,
chair
I,
I
kind
of
echo,
councilor
Cooper's
comments
about
how
pleasing
it
is
that
the
response
rate
has
gone
up.
However,
it
still
really
disproportionately
low.
Isn't
it
so
52
I
appreciate
it's
gone
up?
Well
done,
but
some
of
the
groups
in
Yari
Parts,
as
the
return
from
some
of
the
teams
was
12
percent
I
mean
that's,
so
the
overall
ratio
is
somewhat
skilled.
Isn't
it
so
if
you've
got
some
teams
responding
at
96
and
some
of
the
teams
are
12,
there's
an
area
of
concern
around
wire
teams
only
responding
with
12.
O
O
So
is
that
and
I
know
there's
been
lots
of
managerial
training
going
on.
But
if
people
are
concerned
about
the
quality
of
appraisals,
then
perhaps
that's
an
area
that
needs
looking
at
and
particularly
interesting,
is
the
analysis
you've
done
about
the
groups
that
are
more
likely
to
score
higher,
as
opposed
to
the
groups
that
are
more
likely
to
go
lower
and
I'd.
O
Be
really
interested
to
to
look
at
some
of
the
rationale
behind
that,
because
some
of
this
kind
of
doesn't
suit
with
the
conversations
I've
had
with
some
of
the
disability
groups
and
the
groups
attached
to
IDI.
So
that's
really
really
interesting,
but
it's
also
interesting
that
in
the
the
presentation
you
put
up
that
people
at
a
higher
grade
because
I
suspect
the
higher
grade,
you
add
more
likely,
you
are
to
be
satisfied.
That's
typical!
Isn't
it
of
any
survey
and
my
last
point
or
something
very
conscious,
I'm
saying
lots
of
things.
O
The
action
plan,
particularly
around
the
spot,
around
change-
it
would
be.
Appraisals
are
mentioned
again,
but
in
particular
reference
to
Career
Ambitions,
but
appraisals
obviously
should
be
much
wider
than
that
shouldn't.
There
is
around
cultural
awareness,
because
if
we
look
at
spot
around
change,
it's
not
just
around
protected
characteristics,
isn't
it
it's
very
important
that
we
look
at
cultural
awareness,
I
think
thank
you.
Chair.
I
Pick
up
some
of
the
points
and
then
Marianne,
if
you
have
missed
any
help
me
out
I'm
Frank
as
well
on
the
data,
if
you
want
to
add
anything
that
would
be
really
good
in
terms
of
the
follow-up
plans
for
the
low
response
rates.
Firstly,
we're
already
in
touch
with
those
teams
and
we've
got
over
the
remainder
of
the
summer
and
into
Autumn
got
plans
to
meet
with
each
of
those
teams
and
understand
a
bit
more.
Why
and
what
we
really
like
to
do.
I
There
is,
like
you
say,
councilman,
understand
the
reasons
firstly,
but
also
make
sure
the
staff
in
those
teams
still
do
have
a
chance
to
share
their
voice
and
then
think
about.
If
we
were
to
run
this
survey
in
the
future,
what
can
we
do
to
get
that
return
rate
higher,
so
so
we're
doing
that
work
and
we've
we've
got
agreement
for
those
services
to
come
together
over
the
autumn
in
terms
of
the
the
analysis
around
the
groups
on
that
front.
Come
in
on
those,
if
that,
if
that's
okay,
yeah.
J
So
we've
done
quite
a
lot
of
initial
work
on
and
we've
produced
quite
a
lengthy
report
already
looking
at
all
the
different
groups,
but
what's
interesting
is
when
you
look
at
it
at
a
high
level,
just
looking
at
the
high
level
figures,
it
doesn't
tell
the
complete
story,
there's
so
much
data
in
here
and
it's
dependent
on
really.
You
know
different
different
Services
as
well.
J
It's
not
just
about
the
demographic
factors
it's
about
which
services
are
more
likely
to
have
those
demographics
and,
like
so
we're
doing
a
lot
more
work,
carrying
on
doing
more
deep
dives
into
that
to
see
see
where
something's
a
demographic
issue
or
whether
it's
maybe
a
service
and
not
to
go
too
much
into
this,
but
for
an
example
within
the
demographics.
What
we
saw
initially
it
looked
like
older
staff,
were
less
happy
and
less
satisfied
generally
than
younger
staff.
J
But
what
we
found
is
a
key
driver
really
is
length
of
service,
and
it
just
happens
that
longer
service
staff
are
also
older.
When
you
take
that
into
account
they're
actually,
generally
older,
older
staff
are
happier
than
younger
staff,
so
it
flips
on
its
head.
So
there's
a
lot
more
to
do
here,
but
we're
working
with
Graham's
team
to
understand
that.
I
And
and
then
I
think
in
terms
of
the
action
planning
and
the
appraisals
you
mentioned,
absolutely,
we
need
to
do
more
and
so
I'll
be
your
best
program.
A
big
part
of
that
will
be
your
appraisal,
train
and
Performance
Management
training
that
we
we
roll
out
and
I
think
that
is
really
important,
because
it
will
build
on
everything
we've
done
with
Eda
training.
So
this
year
you
know,
you
mentioned
the
cultural
awareness
we
took
the
2
300
managers
through
the
face-to-face,
Eda,
training
and
I.
Think
that's
shown.
I
You
know
in
terms
of
retaining
around
people's
response
to
the
staff
survey.
Around
EDI
has
been
really
positive,
but
we're
not
resting
on
our
laws
by
any
sense,
because
you
know
you
mentioned
there
that
there
are
there
are,
and
there
will
be
individual
experiences
that
need
to
be
brought
in
and
looked
at
alongside
this
data.
So
right
at
the
start,
you
know
I,
don't
know
whether
you
noticed
on
the
slide.
We
said
this
is.
I
The
survey
is
always
an
additive
measure,
so
it's
not
the
only
way
of
looking
at
staff
experience
and
when
we've
got
those
individual
anecdotal
piece
of
feedback.
When
we've
got
messages
coming
through
from
our
staff
networks,
when
we
look
at
all
of
our
other
HR
data,
you
know
there's
lots
of
other
different
perspectives
that
need
to
be
taken
in
account
alongside
this
and
that
that's
what
we'll
do
so.
I
This
won't
be
the
solar
only
way
that
we
tackle
things
we'll
take
that
broad
view
and
then
I
think
that's
mostly
anything
else,
I've
missed
there
or
is
that
captured
it
Council
Marianas.
You
want
to
come
in.
G
Do
you
want
me
to
start
a
few
bits
thanks
councilor
but
and
the
disproportionately
low
in
some
you're
right
to
point
that
out?
What's
interesting
is
again,
as
Frank
said,
when
you
dig
under
the
data,
it's
not
necessarily
the
obvious
ones
that
would
always
be
low
and
which
is
why
getting
to
that
granularity
and
managers
doing
that
their
own
analysis
in
their
own
context,
so
that
they
can
make
improvements
supported
more
broadly,
is
is
the
key
to
this.
G
So
if
I
do
just
perhaps
pick
out
one
example,
you
know
catering,
you
maybe
would
characterize
as
relatively
low
paid.
You
know
not
necessarily
working
in
an
office
digitally
connected
Etc,
but
actually
the
response
rates
and
the
satisfaction
are
of
the
highest.
So
we've
got
to
be
careful
not
to
kind
of
caricature,
I,
think
and
allow
that
analysis
by
those
managers,
as
Graham
said,
appraisals,
Performance,
Management.
We've
talked
about
that
at
this
board
before
and
emphasized
the
importance
through
be
your
best.
G
You
know
that
EDI
stuff
was
mandatory
and
we
are
looking
at
all
the
mandatory
elements
to
that
program
which
will
probably
pick
up
on
some
of
those
areas.
G
The
the
anecdotal,
the
conversations
you
have
and
that
not
necessarily
chime
and
again
as
Graham
said
it's
not
the
only
source,
we
would
all
get
that,
hopefully
isolated
incident
or
more,
unless
I,
less
frequent
incidents
where
people
are
less
happy
have
had
bad
experience
and,
as
you
know,
we've
got
lots
of
root
for
those
for
people
to
you
know
talk
about
those
the
higher
grades.
More
satisfied
again
is
interesting
because
it's
not
I,
don't
think
it's
quite
as
generic
and
sweeping
as
that.
G
Our
assumption
might
be
in
the
first
instance,
and
in
particular
the
workload
analysis
is
quite
interesting,
because
workloads
for
Frontline
staff
aren't
as
big
an
issue
as
workloads
for
those
who
are
office
based
so
again,
we
do
need
to
kind
of
keep
looking
and
slicing
and
dicing
the
data
to
make
sure
that
we
work
on
the
right
problems
and
the
right
challenges
and
the
cultural
awareness,
as
Graham
said,
you
know,
there's
more
to
do.
As
you
know,
we're
in
about
step
four
of
the
EDI
training
as
well.
G
We
haven't
yet
concluded,
we've
done
the
mandatory
in-person
training,
but,
as
you
know,
there
were
steps
beyond
that.
In
terms
of
people
sharing
taking
those
conversations
out
to
the
team
which
won't
have
been
done
in
time
for
this-
and
you
know
we're
really
Keen
to
make
sure
that
that's
a
continuous
conversation
about
EDI,
not
just
a
kind
of
at
a
point
in
time.
O
Thank
you
just
just
to
comment.
Really.
It
was
a
bit
of
work.
We
did
several
years
ago
and
appraisals
are
always
viewed
out
there,
something
that
I've
done
to
you.
So
it's
around
changing
that
culture
and
getting
people
to
take
responsibility
for
their
own
appraisals
and
play
an
active
part
in
those.
Thank
you.
M
Thank
you,
chair,
I,
think
most
of
what
I
wanted
to
ask
was
already
answered
around
the
I.T
equipment,
appraisals
and
progression
of
career,
and
so
on.
The
only
thing
I
would
say,
and
it
was
quite
pleasing
to
see
the
EDI
scores
going
up
and
and
whatever
year,
but
in
terms
of
the
actual
you
know
the
green
neutral
and
disagree
agree
neutral
and
disagree.
It's
it's.
It
seems
quite
coincidental
anyway,
wherever
there's
more
disagreement,
there's
more
neutral,
if
you
like,
neutrals
as
well
in
terms
of
percentages
and
so
on.
M
So
yes,
it's
good
to
see
that
we've
got,
for
example,
59
or
60
people
agreeing
with
it.
However,
you
know
where
sales
neutral,
perhaps
that's
a
bit
of
a
sign
as
well
so
I
think
it
would
be
better
to
ask
maybe
a
bit
more
in
terms
of
some
of
the
questions
where
people
take
neutral.
Perhaps
they
don't
want
to
be
involved
or
whatever,
but
yeah
just
a
bit
of
feedback.
Thank
you.
Okay,.
L
Thanks
very
much
yeah
in
terms
of
I'll
start
with
the
neutral
it
feels
like
it.
Just
doesn't
need
to
be
there
quite
often
in
statistical
analysis.
Best
practice
is
not
to
have
an
odd
number
of
options,
because
statistically
people
will
pick
neutral
so
I
wonder
if
actually
it
would
be
worth
just
getting
rid
of
it,
because
most
people,
if
they
think,
will
have
a
even
if
it's
ever
slightly
positive
or
ever
slightly
negative.
L
So
we
can
at
least
judge
a
bit
more
effectively
because
it's
kind
of
just
it's
almost
Blank
Space.
Isn't
it
just
in
terms
of
responses?
The
EDI
I
mean
I
could
sit
and
listen
and
read
about
data
breakdowns
for
weeks.
So
you
don't
necessarily
have
to
speak
to
me
about
it
for
weeks,
but
I
wonder
if
there's
been
any
cross-examination
of
sport
on
the
EDI
outcome
with
our
protected
characteristics,
workers
I,
wonder
if
that
is
a
because
sometimes
people
who
aren't
living
with
protective
characteristics
can
believe.
L
L
It's
a
very
different
thing,
there's
very
different
ages
in
terms
of
the
equipment
and
things
so
I
wonder
if
splitting
that
completely
might
be
more
helpful
and
then
finally
I
just
wondered:
if
we
did
a
you
said
we
did
type
document
based
on
the
feedback.
Are
people
feeling
like
they
give
us
this
feedback,
and
then
we
do
something
with
it
and
are
we
really
effective
at
communicating
that
back?
Thank
you.
I
Thank
thank
you,
council,
with
all
really
good
observations.
I'll
pick
them
up
in
10
again,
so
in
terms
of
the
EDI
and
question
and
cross-referencing
around
protected
characteristics.
Yes,
we
we've
done
that
and
I
think
Frank.
You
know
some
of
the
things
that
have
come
through.
I
There
are
interest,
and
so,
for
example,
you'll
see
on
the
the
main,
overarching
demographic
analysis
that
Asian
and
black
staff
are
more
positive
overall,
but
on
some
of
those
questions
around
things
like
DDR
related
questions,
do
you
know
that
that
is
not
as
strong
and
positive
a
story
so
I
think
drilling
underneath
that
is
going
to
be
really
important
and
and
Frank's
team
have
been
doing
that
and,
for
example,
we
provided
some
more
detailed
information
on
all
of
the
protected
characteristic
groups
below
that
headline.
I
So
you
know
in
terms
of
LGBT
again,
we've
looked
at
the
results
by
lgmb.
You
know
in
terms
of
trying
to
drill
down
and
under
stand,
that
a
bit
more
so
that
work
is
taking
place
and
I
think
that's
what
we'll
bring
back
over
time,
Joe
and
that
will
really
strengthen
our
our
ability
to
pinpoint
some
of
the
action
and
understand
where
some
of
the
real
issues
are
in
terms
of
the
survey
design
and
the
neutral
question
I'm
going
to
default,
to
Frank's
greater
expertise
about
the
merits
of
that.
If
you're,
okay,
Frank.
J
Certainly,
certainly
yeah
no
I
take
your
point
that
you
know
it's
some
some
groups
think
it's
better
to
remove
the
neutral
and
then
kind
of
force,
people
into
a
positive
or
negative
that
equally
there's
a
lot
of
people.
That
think
you
should
allow
people
to
sit
on
the
fence
if
they
want
to
and
there's
you
know
mixed
mixed
views
on
this.
J
One
thing
that
we're
we're
kind
of
stuck
with
is
that
we've
used
this
model
for
a
number
of
years,
and
if
we
change
it,
the
results
will
change
and
we
won't
have
that
same
Clear
kind
of
ability
to
track
Trend
that
we
have
now.
So
that's
one
reason
why
we
want
to
keep
it
I
personally,
I,
quite
like
it
I
like
a
neutral
because
I
think
it's
it
is.
You
know
there
are
questions
there
that
don't
necessarily
that
I
wouldn't
feel
as
strongly
about
and
I'd
like
to.
J
You
know,
put
myself
on
the
fence,
sometimes,
but
yeah
I
think
it's
useful
and
we
can
understand
it
in
context.
If
you
look
at
the
results
that
came
up
earlier,
there
was
one
on
the
support
from
the
support.
How
are
you
doing
that
came
up
on
screen
earlier
and
it
looks
like
the
the
agrees
have
dropped
to
look
little
bit
since
last
year,
which
you
could
see
as
a
problem,
but
actually
the
disagrees
are
much
the
same
really.
So
all
that's
changed.
J
Is
that
there's
more
more
neutrals
and
that
kind
of
tells
us
that,
actually
it's
not
that
people
maybe
think
it's
got
worse.
It's
just
it's
not
as
important
to
them.
Maybe
so
it
gives
us
a
little
a
little
bit
more.
We
can
learn
from,
but
yeah
totally
take
your
point
and
we
continue
to
look
at
it.
Yeah.
A
Thank
you,
and
are
you
happy
with
the
sponsor?
Do
you
want
to
come
back.
L
Yeah,
maybe
it's
a
politician
thing
that
I
don't
want
to
sit
on
the
fence
and
don't
want
anyone
else
to
either
in
terms
of
the
EDI
stuff.
Is
it
possible
for
when
you've
done,
that
digging
for
it
to
be
sent
to
each
of
the
member
Champions?
Please,
because
I
think
that
would
be
really
useful
information
for
me
and
all
of
my
other
colleagues
to
have
thank
you.
Yeah.
I
Absolutely-
and
there
was
one
one
of
you
other
questions-
I
didn't
reference.
There
was
the
you
said
we
did
approach
and
if
we
go
back
to
earlier
on
in
the
spring,
we
did
an
awful
lot
to
share
some
of
the
use,
as
we
did
actions
prior
to
the
survey
going
else,
because
really
important
isn't
it
that
people
do
feel
there
is
change
and
do
see,
change
and
we've
had
that
big
gap
between
2019
and
2023.
I
So
we
did
a
lot
of
work
on
that
and
developed
Communications
and
campaigns
around
that
and
we'll
do
the
same
again.
You
know
so
it
starts
with
with
our
action
planning
but
very
much
lasts
throughout
the
full
year
and
into
next
and
through
to
the
next
survey.
We
always
have
to
be
showing
that
we're
making
a
difference.
The
real
change
on
the
ground
and
and
people
see
that
and
get
there.
G
Sorry,
just
the
complete
to
finish
your
hat
in
me,
the
the
U.S
about
splitting
their
tools
and
I.T
equipment.
I
mean
we're
happy
to
take
that
away
and
have
a
a
think
about
that.
G
The
thing
we're
always
trying
to
balance
as
Frank
just
alluded
to
is
that
how
do
we
make
sure
we
can
all
get
enough
Trend
data,
as
well
as
having
questions
that
are
really
current
and
topical,
so
that
we're
you
know
very
happy
to
take
that
away
and,
just
to
add
on
the
you
said
we
did
I
can
promise
you
we've
been
nagging
relentlessly
in
comms
and
ever
since
the
kind
of
survey
results
were
published
to
make
sure
that
locally
managers
are
picking
up
that
you
said
we
did
because
that's
where
it'll
have
the
most
impact
and
the
most
leaning
through
one-to-one
conversations
and
team
meetings,
but
also
been
making
sure
that
we
do
that
at
a
corporate
level
as
well.
F
And
Simon
May
finish
trying
to
finish
off,
but
just
to
add
that
actually,
during
this
survey
there
were
an
awful
lot
of
comments
as
well,
so
it
wasn't
just
about
the
straightforward
questions
and
do
you
agree
disagree?
Are
you
know?
Are
you
not
affected
by?
F
Are
you
more
neutral
on
it,
and
all
those
comments
as
well
are
being
looked
at
alongside
all
the
responses
that
we
got
in
terms
of
answering
the
questions
there
were,
like
I,
said
the
scope
to
make
all
these
comments
is
being
looked
at
and
those
comments
will
be
worked
through
to
ensure
they're
responded
to
as
well.
A
Thank
you
comes
with
cool,
but
Frank
I'm,
sorry
calling
Yandy
it's
a
Monday
morning.
So
please,
because
this
clip
I've
been
giving
was
Andy.
So
sorry,
Frank,
okay,
next
on
the
list,
is
Council
Robinson.
E
Thanks
chair
and
nice
to
see
you
again
Graham
and
see
the
data
from
2019
to
2023,
A
lot's
changed
since
2019
to
2023
and
I
suppose
the
the
lack
of
movement
in
one
sense
when
we've
been
through
so
much
is
a
credit
to
the
amount
of
work
that
has
taken
place
as
well.
I'm
really
interested
to
understand
a
little
bit
more
if
we
do
anything
about
benchmarking
against
our
other
local
authorities,
perhaps
in
West
Yorkshire
but
other
core
cities
as
well.
It's
not
mentioned
in
the
report,
but
do
we
do
that?
E
I
Yeah
thanks
Council
Robinson,
it's
always
a
challenge
to
Benchmark
and
because
everyone
does
it
slightly
differently.
You
know
in
terms
of
the
staff
surveys
that
they
instigate,
but
where
we've
been
able
to-
and
you
know
there
was
a
summary
in
the
slide
deck-
and
it
mentioned
a
report-
some
of
the
core
cities-
large
authorities,
NHS
organizations
both
locally
and
nationally.
I
We,
we
have
in
confidence
being
shared
that
data
and
we
are
looking
at
that
and
you
know
we
we
have
got
some
indications
there
of
where
we're
strong
and
we're
dealing
with
us
are
doing
more
than
us
and
and
that
whole
idea
around
working
together
in
the
city.
You
know
with
all
the
local
authorities
is
something
very
much
that
we'll
take
forward
yeah
but
I'll
I'll
in
the
slide
deck.
I
A
Thank
you,
Graeme
Johnson
Robinson.
Are
you
happy
with
the
response?
No,
no.
Thank
you.
Next
one
is
councilor
Chapman.
C
Thank
you,
I've
got
a
few
questions.
Sorry,
some
are
specific,
so
recognition
was
one
of
the
areas
where
we're
going
to
look
at
all
came
out
as
as
an
area
of
concern
is.
Is
that
how
actually
do
we
say?
Thank
you.
How
can
colleagues
say
thank
you
to
other
colleagues,
and
is
that
made
visible?
C
So
so
everyone
can
see
it
and
do
we
so
do
we
buddy
up
the
managers
of
lower
performing
teams
with
the
better
performing
manager
teams
to
see
how
they
do
it,
whether
it's
within
directory
or
across
director?
C
Actually,
because
that
experience
you
know
some
people
are
better
at
it
than
others
and,
and
that
would
help
if
we
don't
do
it
and
then
some
of
these
are
linked
now
I
mean
offline
was
clearly
a
problem
now
I
know
there's
a
program
where
a
lot
of
the
the
staff
that
are
offline
will
be
able
to
access
things
like
this.
This
survey
more
easily
on
their
phones
going
forward
from
next
year,
so
I
guess
we
really
need
to
see
the
results
after
that's
happened
to
see.
C
I
Or
yeah
I'll
try
my
best
to
pick
them
up.
Counselor
Chapman,
starting
with
the
recognition
and
saying
thank
you
really
important
aspect
of
day-to-day
life
for
the
council.
I
think
one
of
the
things
that
you
you'll
also
see
in
the
survey
is
that,
in
terms
of
a
lot
of
the
positive
comments
coming
through
people,
often
talk
about
support
from
the
team
for
support
from
the
colleagues
support
from
the
line
managers,
but
you
but
you're
right.
You
know
we'd,
like
that.
You
know
General.
I
Thank
you
to
be
more
frequent,
always
genuine
and
done
really
well
more
corporately.
We
have
things
like
awards
for
excellence
that
we
run
and
that's
coming
up
in
December
and
that's
a
chance
for
people
to
really
celebrate
the
star
performers
in
the
council.
We
have
things
like
long
Service,
Awards
recognition
week
so
during
the
Autumn
there's
a
real
focus
on
that
as
a
council
and
it's
an
annual
commitment
we're
making
and
we
try
and
make
really
strong
links
to
our
own
things.
I
I
We
we
are
going
to
attempt
to
do
that
and
we're
talking
with
directors
about
how
best
to
do
that
at
the
moment,
We've
also
got
a
manager
Community
as
part
of
be
your
best
program,
which
brings
as
many
of
those
2
000
land
managers
together
on
a
regular
basis
and
we'll
be
looking
to
make
sure
that
some
of
the
issues
coming
out
of
the
staff
survey
are
fully
considered.
I
You
know
as
part
of
that,
and
that
is
a
really
good
connection
across
teams
and
then
even
even
some
of
the
obvious
stuff
around,
even
with
indirect
written
within
Services.
We
really
encourage
you
know
the
directors
to
make
sure
that
that
sharing
of
ideas
happens.
You
know
within
their
own
without
no
their
own
patch
too.
So
we're
doing
all
of
those
things.
Counselor
Chapman
the
response
rate
around
offline
versus
online,
just
so
everybody's
clear.
We
had
about
two-thirds
of
online
stuff,
responding
and
about
a
third
of
offline
staff.
I
Responding
this
time
around
and
Frank
I,
don't
know
whether
you
know
the
and
father
think
I'll
come
to
you
in
a
minute
about
the
number
of
offline
people
that
actually
did
complete
the
survey
online.
I
You
know
through
the
QR
code
that
we
provided
because
I
think
that
was
higher
than
ever
before
and
we
we
absolutely
do
try
our
best
to
give
people
to
get
out
to
the
front
line,
early
site
visits,
poster
campaigns,
people
dropping
in
from
HR
to
encourage
you,
know
confidential
completion
of
surveys
and
and
the
QR
codes
option,
which
means
people
can
complete
the
survey
on
a
personal
device
too.
I
So
we
continue
to
push
on
that
and
the
the
33
was
our
highest
ever
returned
for
offline,
so
we're
moving
in
the
right
direction,
but
obviously
lots
more.
We
can
do
and
and
we've
I
think
the
core
business
system
change
will
really
help
us
to
to
improve
that
further.
When
is
the
next
survey?
I
Oh
for
debate
at
the
moment,
I
take
your
point
around
the
real
importance
of
making
sure
there's
time
to
bed
change
and
make
things
happen
and
and
see
some
some
change
before
we
complete
another
survey,
but
at
the
same
time
we
do
need
to
keep
in
touch
with
people
and
and
I
think
that
there'll
be
all
those
other
day-to-day
mechanisms
like
the
one-to-ones,
the
appraisals,
the
team
meetings,
where
we'd
hope
and
expect
that
the
the
messaging
and
that
you
said
we
did
approach-
is
kept
live
over
the
next
12
months
and
then
the
workload
the
workload
question.
I
Yet
more
than
happy
to
bring
back
a
further
report
around
what
we're
doing
corporately
strategically
to
tackle
that
issue
around
workloads.
G
Yeah
just
to
add
in
to
all
the
stuff
that
Graham
said
there
on
the
the
thank
yous
another
one
that
we
do
push
is
you
know
in
Tom's,
regular
Communications
and
sometimes
Communications
from
members
make
sure
that
colleagues
get
a
shout
out.
You
know
if
there's
been
a
visit
or
something
achieved
which
might
be
a
work
thing
or
might
be
somebody
you
know
doing
something
like
a
performing
art,
something
or
a
sporting
occasion.
G
Something
like
that
as
well
just
to
try
and
give
that
credit
just
to
add
into
what
Graham
said.
Another
couple
of
things
we
did
that
with
the
Offline
that
I
think
did
help
was
we
did
ask
Trade
union
colleagues,
we
did
ask
Vanessa
as
the
freedom
speak
up
guardian
and
we
did
ask
councilor
Cooper
as
well
to
do
short
videos
to
complement
everything
that
Graham
has
said
and
it
did
result
in
our
highest.
G
So,
whilst
you
know
you
quite
right
in
some
ways,
Council
Chapman
to
say
it's
a
problem,
it
is
a
problem,
but
we
are
doing
stuff
about
it
and
you
know
aiming
to
prove
that
and
hopefully,
Core
Business
transformation
will
make
a
difference
to
that.
My
gut
feel
on
the
next
survey.
To
be
honest,
is
two
years
not
one.
G
It
is
a
massive
piece
of
work
and
I
think
we
need
to
manage
us
to
allow
time
for
managers
to
act
on
it.
We
need
to
get
the
be
your
best
program.
You
know
further
embedded
in
terms
of
more
things
rather
than
just
rush
at
it,
but
that
said,
you
know
there
is
lots
of
Engagement
going
on
with
some
Services
there's
also
engagement,
that
EDI
Network
groups,
for
example,
do
with
particular
cohorts
that
Frank
and
the
team
help.
So
it's
not
that
we're
not
serving
for
a
two-year
period.
It's
just
that.
G
G
The
peer
review
again
is
likely
to
mention
workload
challenges.
What
we're
doing
about
it
is
a
mixture
is
user,
Council
Chapman,
we're
doing
quite
a
lot
strategically
in
terms
of
you
know
things
that
we're
doing
around
trying
to
digitize
things.
G
Automate
things
improve
use
of
systems,
as
Graham
mentioned,
simplify
policies,
those
kind
of
things
that
will
help
we've
consciously
not
chosen
to
do
things
at
an
organization-wide
level
like,
for
example,
email,
free,
Friday,
free
or
everybody
always
free
between
one
and
two,
for
example,
which
which
some
organizations
have
done
but
I
think
what
the
view
we've
taken
was
so
complex
and
so
varied.
Those
kind
of
single
Solutions,
don't
wouldn't
probably
have
the
desired
effect
here.
G
So
the
second
thing
we
do
again
in
a
lot
of
our
Communications
is
just
those
kind
of
constant
reminders
for
people
to
do
what
they
can
do
locally
to
try-
and
you
know
maybe
sometimes-
and
sometimes
members
might
not
like
this-
but
sometimes
it
might
extend
a
deadline
for
something
or
you
know
just
check
that
the
scope
of
something
is
absolutely
needed.
G
You
know
that
we
do
have
those
conversations
to
check
and
challenge
that
teams
do
take
local
measures
around
timing
of
meetings
finishing
you
know,
starting
something
at
five
past
finishing
something
at
five:
two
just
to
change
the
nature
and
give
people
time
to
to
do
things
so
there's
a
whole
mix
on
workloads
that
we
do
do,
but
it
it's
not
a
simple
one
to
resolve
thanks
Chuck.
Thank
you.
C
Thank
you,
Graham
and
Mariana
for
that
well,
I
would
say
on
recognition.
C
We
went
through
this
years
ago,
but
the
company
I
used
to
work
at
and
what
seemed
to
go
down
really
well,
they
developed
a
system
where
anybody
could
go
on
and
you
could
just
say
thank
you.
So
if
you've
had
a
conversation
or
a
meeting
with
someone,
that's
gone
really
well,
you
could
actually
log
on
say
thank
you.
C
It
came
across
the
screen
and,
and
it
was
there
for
everyone
to
see
and
I
know
that
takes
a
while
to
develop
and
it's
going
to
cost
money
to
do
it,
but
it
was
something
that
was
really
appreciated
by
people,
because
it's
a
quick
and
easy
way
of
acknowledging
it
without
going
through.
All
the
you
know,
I
think
everybody
has
the
other
programs,
the
world's
for
excellence
among
Service
Awards
and
that
sort
of
thing.
C
But
it's
the
quick,
immediate,
thank
you
that
people
sometimes
value
so
I
think
something
to
look
at
potentially
and
the
buddy
in
really
did
work
for
us.
It
was
voluntary.
Obviously
I
mean
you
can't
make
well-performed
managers
just
just
decide:
they
want
to
to
Mentor
a
lower
performing
manager
and
lower
performing
managers
might
might
take
that
the
wrong
way
as
well.
So
it
is
a
it
is
a
balancing
act
to
do
with
that,
but
it
is
worth
a
look
at
and
yeah
and
I
take
your
point
on
work.
C
Lord,
it's
bound
to
be
a
long
term
solution
and
I.
Don't
think
some
of
those
gimmicks
like
no
email,
Friday
or
I,
don't
know
finish
at
five
or
start
and
finish
on
time.
I,
don't
think
they
work,
because
I
think
most
people
think
it's
just
Italian.
It's
unrealistic
to
do
that
and
they
don't
want
to
be
told
what
to
do
and
when
to
do
it.
It
is
more
about
the
Strategic
change
and
how
we
do
things
differently
as
a
result
of
having
less
people
to
do
the
work
thanks
chair
thank.
G
And
just
really
quickly
on
Microsoft
we
do
actually
have
something
called
Praise
badges
which
do
get
used
quite
a
bit
by
some
service
areas.
And
colleagues,
will
you
know
often
in
meetings
you
know,
do
a
show
of
Applause
or
something
for
those
colleagues
who
are
are
online,
but
I
think
our
experience
suggests
that
the
most
powerful
thing
is
just
somebody
saying
thank
you
to
you
kind
of
in
that
moment
and
I
guess
that's
where
we're
always
trying
to
encourage
more
for
both
on
and
offline
staff.
A
Thank
you.
Next
is
councilor
henchcliffe.
N
Thanks
Jay,
yeah
I
think
this
just
picking
up
on
some
points,
I've
already
been
made.
The
survey
comes
at
a
really
important
time,
because
the
cost
of
living
crisis
and
the
kind
of
financial
situation
that
lead
city
council
has
been
placed
in
by
the
government.
The
action
plan,
I
think,
is
an
important
incentive
actually
to
to
show
those
who
didn't
respond,
that
direct
action
will
be
taken
to
improve
things
so
I
welcome
the
commitment
to
take
everything
forward.
N
Just
a
couple
of
questions
in
regard
to
I
know:
Mariana
mentioned
it,
but
if
you
could
expand
a
bit
on
how
you're
working
with
the
trade
unions
on
the
well-being
offer
and
the
results
of
the
survey
and
just
given
the
anonymous
nature
of
the
survey,
how
are
you
assistant
those
in
teams
that
might
be
unhappy?
How
are
you
identifying
those,
because,
obviously
some
teams
might
have
large
areas
of
satisfaction,
whereas
there
might
be
one
or
two
staff
members
that
are
unhappy
and
I
think
that
does
need
to
be
addressed.
I
Thanks
Council
Cliff
I
think
that
last
one
first
around
supporting
people
in
in
greatest
need
I
think
through
the
well-being
pulse
surveys
that
we
did.
One
of
the
things
that
we
offered
was
a
callback
facility.
So
if
people
are
really
struggling,
they
had
the
option
to
reach
out,
because
sometimes
it's
difficulty
within
your
own
team
environment,
your
own
manager,
to
share
so
we
gave
like
an
independent
route
for
people
to
do
that
and
that
I
think
at
the
height
of
covert
and
the
pandemic,
we
were
supporting
around
a
thousand
people.
I
You
know
we've
come
through,
so
that
was
colleagues
in
the
HR
team
and
health
and
safety
who
did
that
and
that
approach
when
it
works
and
got
direct
support
to
people
who
needed
it.
Since
then,
we've
got
established
routes
like
the
freedom
speaker,
Guardian
that
we've
introduced
as
well.
So
again,
you
know
lots
of
different
routes
for
people
to
ring
in
and
get
support,
whether
that's
HR,
the
Guardians
through
the
trade
unions
through
management,
they're
all
really
great
options.
I
You
know
for
you
to
pick
and
choose
the
right
support
route
for
you
and
that
continues
so
that
type
of
work
continues
in
in
terms
of
our
work
with
the
trade
unions
on
the
staff
survey,
we,
as
Mariana
said
we
work
really
closely.
They
were
the
trade
unions
in
advance
of
the
survey.
I
The
the
trade
unions
did
promotion
videos
for
us
to
take
out,
particularly
to
Frontline
services,
to
encourage
that
uptake
and
build
the
trust
in
the
survey
and
get
people
behind
it
and
since
the
results
have
come
in
a
bit
like
we've
done
today,
we've
sat
down
with
all
the
trade
unions
and
gone
through
the
results,
and
we've
got
two
more
meetings
in
regularly
between
now
and
Christmas
to
take
forward
the
action
plan
and
jointly
with
the
trade
unions.
I
A
G
Risk
of
being
predictable.
Sorry,
just
to
add,
you
know,
similarly
with
staff
Network
groups,
which
obviously
are
another
important
engagement
route
as
well
as
grams
through
team
meetings.
Etc.
N
Thanks
for
that
yeah-
and
you
mentioned
just
very
briefly-
on
a
review
of
governance
practice-
I,
don't
know
if
that's
going
to
come
back
to
school
anymore.
You
have
an
approximate
kind
of
date
for
that.
G
G
We
haven't
got
a
definite
end
date
because
there's
a
lot
there's
a
lot
to
do
and,
as
you
probably
not
be
surprised,
to
hear
we're
finding
difficulty
getting
capacity
to
do
that
review
activity
because
everybody
is
so
busy,
but
we're
still
determined
to
take
the
the
top
ones
of
those
that
are.
You
know,
causing
colleagues
the
most
frustration
and
the
most
bureaucracy,
if
you
like,
and
look
at
those
first,
hopefully
before
Christmas.
But
we
are
also
you're
pleased
here,
making
sure
we
don't
throw
away
good
governance
either.
A
Thank
you.
Do
you
wanna.
Is
that?
Okay,
thank
you
and
also
Echo
what
a
fantastic
report
has
been
brought
in
front
of
us.
The
staff
survey
and
I
know
there's
a
lot
of
hard
Works
going
behind
this,
and
you
know
collecting
that
data
and
I
just
want
to
say
a
massive.
Thank
you
to
all
of
you.
You
know
so
far.
You
know
collecting
this
information
and
I
want
to
thank
Graham,
Frank
and
Mariana
for
responding
to
our
questions.
Thank
you.
So
we
are
okay.
On
page
13,
it's
asked
us
to
not.
A
The
report
is
remember,
happy
to
know
the
report
yep.
Thank
you.
So
we
moved
to
item
number
agenda
number.
Eight
election
update
and
I've
got
John
and
Susie
Susan
with
me.
I
was
gonna,
go
through
the
report
I.
Let
them
decide
who's
gonna
vote
first.
Thank
you.
H
Thank
you
chair
morning,
members
just
to
do
a
brief
introduction
before
I
hand
over
to
Susan.
Next
to
me,
the
this
report
follows
an
earlier
part.
We
brought
scrutiny
which
outlined
the
main
changes
with
the
introduction
of
voter
ID
for
the
elections.
We're
asked
to
come
back
with
an
update
report
after
the
elections
as
to
how
the
introduction
of
our
ID
went.
So
that's
included
in
this
report.
H
We've
also
given
an
overview
of
voter
participation
in
the
mayor,
2000
and
23
elections,
and
then
we're
looking
at
some
further
changes
to
the
personal
and
proxy
voting
application
process
which
has
been
introduced
later
this
year
and
finally,
a
quick
overview
of
the
main
changes
to
the
power
entry
boundary
review.
So
a
few
different
things
for
you
to
look
at
this
morning,
which
I
hope
you
find
helpful
and
interesting.
The
report
itself
is
Just
for
information.
H
Q
The
report
outlines
the
number
of
electors
who
use
their
postal
votes
62
of
them
and
also
details
where
postal
votes
returned
were
rejected
by
the
returning
officer.
The
first
slide
in
the
presentation
shows
how
the
numbers
rejected
have
fallen
over
the
past
five
years,
due
to
improvements
to
The
Postal
voting
pack
and
additional
measures
taken
by
the
returning
officer,
as
has
been
the
case
since
2021
Mario
lectures
in
Leeds,
chose
to
vote
by
post
and
in
person,
and
the
report
shows
how
this
has
changed
since
2018.
Q
The
Orange
Line
represents
voting
person
and
the
blue
line
voting
by
post.
As
you
can
see,
the
methods
are
starting
to
head
towards
each
other
again,
but
we
are
still
in
a
position
where
around
60
of
electors
vote
by
post
and
40
in
a
polling
station.
The
overall
turnout
in
May
2023
fell
by
2.21
in
comparison
to
May
2022.
This
was
replicated
in
neighboring
authorities,
so
moving
on
to
voter
ID
now
and
the
requirement
for
electors
to
show
and
improve
Farm
An
approved
form
of
photographic
ID
in
the
polling
station.
Q
601
were
initially
refused
about
a
vapor
of
which
376
returned
with
the
appropriate
ID
and
were
able
to
vote.
This
meant
225
electors
were
unable
to
vote
because
they
did
not
have
ID.
This
is
0.29
of
oil
electors
who
attended
at
a
polling
station
and
the
third
and
final
slide
shows
how
Leeds
Compares,
in
terms
of
the
number
of
electors
unable
to
vote
against
neighboring
authorities
and
car
cities.
Q
The
returning
officer
will
be
targeting
comms
and
providing
more
support
in
those
wards
where
rejections
were
higher
and
personal
and
proxy
applications.
Although
we
still
don't
have
confirmation,
it's
a
widely
anticipated
that
an
online
postal
and
proxy
application
service
will
go
live
on
the
31st
of
October.
Q
Paper-Based
applications
will
still
be
accepted,
but
the
application
forms
will
be
updated
to
reflect
the
requirement
for
applicants
to
provide
their
National
Insurance
number,
our
other
documents
as
a
form
of
evidence
if
they
are
unable
to
provide
a
National,
Insurance
number
people
who
already
have
a
postal
vote
in
place
before
the
31st
of
October
will
need
to
apply
under
the
new
system
but
have
until
January
2026
to
do
so.
There
is
no
planned
activity
to
ask
Alexa
to
do
this
until
2025..
Q
The
option
to
have
a
personal
vote
indefinitely
will
be
removed
as
part
of
the
changes
with
three
years
being
the
maximum
permitted
period.
Proxyverters
will
be
required
to
apply
under
the
new
system
and
providing
it
goes
live
on.
The
31st
of
October
will
have
until
the
31st
of
January
2024
to
do
so.
This
affects
around
300
electors
in
Leeds.
Q
So
our
last
item
is
the
Parliamentary
boundary
review.
The
table
at
appendix
B
of
the
report
shows
which
Wards
will
be
in
which
constituency
when
the
new
boundaries
come
into
effect
and
at
the
next
general
election,
the
new
Arrangements
will
see
the
leads-wise
split
across
10
parliamentary
constituencies.
Currently,
eight
with
three
of
the
ten
being
shared
with
neighboring
local
authorities
but
happy
to
take
any
questions.
A
A
Thank
you,
Council
Cooper
I
opened
to
the
board
and
the
members
will
actually
ask
the
question.
Castle
Thompson.
P
Thank
you
chair.
Thank
you
for
the
report
that
was
really
helpful
and
for
the
massive
amount
of
work
that
went
into
communication
it
felt
like
everywhere,
I
looked.
There
was
a
poster
with
the
Post-it
note
on,
although
some
of
the
ones
on
the
buses
from
the
Electoral
commission
could
have
been
a
little
more
detailed.
P
I'll
leave
that
for
now
particular
concerns
from
the
report
from
the
all-party
Parliamentary
group
that
was
released
last
week
and
was
fairly
widely
reported.
That
parliamentary
Group,
chaired
by
one
of
the
authors
of
the
system,
describes
this
as
a
poisoned
cure,
which
is
hardly
a
word
of
encouragement
for
such
a
massive
change
and
that
the
changes
caused
more
harm
than
they
prevented.
P
Raising
particular
concerns
about
the
ethnicity
and
disability
gaps
in
access
to
voting
wondering
if
we
have
any
I
know
it's
probably
hard
to
measure
whether
we
have
have
any
measure
of
that
impact
in
Leeds,
particularly
on
on
those
groups.
P
And
of
course
we
don't
know
how
many
people
didn't
show
up
to
vote
at
all.
We
spoke
to
several
people
who
either
had
no
ID
so
knew
they
couldn't
or
didn't
want
to
show
ID
and
therefore
wouldn't
vote
for
the
first
time,
and
just
that
loss
of
trust
that
follows
from
it.
Thank
you.
A
Thank
you,
Council
Thompson
join
us
so.
H
Yeah
I'll
I'll
pick
up
that
one
chair.
Thank
you.
Thank
you
very
much.
Councilor
Thompson.
Yes,
we've
seen
the
report.
That's
come
back
detailing
people's
opinions
about
the
new
system.
Obviously,
that's
a
very
political
report,
not
something
that
us
as
officers,
can
comment
on
your
specific
question
about
whether
we
have
any
figures
for
leads
for
people
with
access
or
disability
issues
who
are
unable
to
vote.
H
We
don't
collect
disability
statistics
for
voters
and,
of
course,
the
vote
is
always
is
always
kept
in
secret.
We
do
have
a
number
of
facilities
available
at
polling
stations,
including
making
sure
that
they're
all
accessible
and
that
the
polling
session
staff
are
trained
to
help
people
with
different
accessibility
needs.
H
So
we
do
have
all
that
place
and,
of
course,
the
postal
vote
process
is
is
available
to
people
to
vote
for
your
past,
should
they
feel
they're
unable
to
get
to
a
polling
session
for
whatever
reason
as
well,
but
no
to
answer
your
direct
question,
we
do
not
hold
statistics
of
how
many
of
the
the
voting
population
are
disabled
and
what
type
of
disability
they
have.
Okay,.
N
Thanks
Jay
yeah,
thank
you
for
all
the
work
that's
gone
into
this
because
I
know
it's
a
tricky
issue
and
it
has
been
difficult
for
everybody
and
as
much
as
it
is
welcome
it
the
day
it
has
to
be
treated
with
caution.
Doesn't
it
because
it
doesn't
show
the
amount
of
people
like
everybody
has
spoken
so
I'm
sure
that
that
wanted
to
cover
and
didn't
have
any
ID
so
didn't
go
to
the
polling
station
to
get
refused
and
didn't
ever
ever
Authority
certificate.
N
There
were
some
reports
of
polling
stations
that
they
were
using
greeters
on
the
door
rather
than
letting
letting
voters
go
to
the
desk
to
check
ID.
So
obviously,
this
would
skew
the
data
slightly
because
they
won't
be
written
down
as
a
as
an
outright
refusal.
So
I
just
wondered
if
there
are
any
of
these
reports
from
Leeds
or
or
if
that
was,
that
was
a
problem
elsewhere,
thanks
Chad.
H
Thanks
chair
thanks
councilor,
we
didn't
employ
greet
Us
in
Leeds,
so
we
didn't
have
that
that
interaction
at
the
door.
It
was
when
people
came
into
the
polling
session
that
we
first
spoke
to
them.
The
staff
inside
the
polling
session
dealt
with
them,
so
our
figures
have
not
been
skewed
by
any
greeters
on
the
door.
H
I
do
know
that
other
authorities
use
that
and
they
believe
that
the
greeters
on
the
door
was
there
to
help
give
people
information
about
what
was
going
to
happen
when
they
went
into
the
polling
station,
but
certainly
at
least
we
didn't
imply
greeters
in
the
door
so
that
didn't
skew
our
figures
at
all.
A
Thank
you,
John
Council
Angel.
Would
you
like
to
come
back
thanks.
N
Thanks
yeah
just
to
just
to
welcome
the
the
new
name
for
our
parliamentary
site
of
Leeds
Western
Pudsey,
because
it
was
originally
going
to
be
called
Pudsey
and
The.
Electoral
commission
listened
to
our
views
and
that's
probably
interested
in
that.
So
that's
it.
Yeah.
A
Thank
you,
councilor
Almas,
please.
M
Thank
you,
chair,
yeah,
I'm,
happy,
probably
with
the
new
name
as
well
from
Leeds
Central
to
to
South
Lead
South
down
in
appendix
c
I
mean
obviously
we're
talking
about
some
a
pattern
here
which
was
really
concerning
from
from
right
from
the
beginning
in
terms
of
the
voters,
ID
and
so
on.
If
you
look
at
some
of
the
the
awards
most
affected,
Vista
noelbeck,
Richmond,
Hills,
momentoft
and
Richmond
Hill,
sorry,
gibton,
Aerials
consulate
and
Riverside
little
London
Woodhouse,
with
maximum
number
of.
M
If
you
like
voters
who
were
initially
refused
the
ballot
paper
and
then
unfortunately,
total
numbers
of
Voters
who
did
not
return
as
well,
for
example,
45
from
Captain
Aerials
alone.
So
these
are
quite
diverse
communities
and
obviously
you
know
have
all
sorts
of
challenges.
What
sort
of
support
is
available,
or
you
know
could
be
improved
in
terms
of
you
know,
making
sure
that
these
numbers
go
down
in
the
next
selections
if
possible.
M
A
H
Thanks
chair
thanks
thanks
councilor
yeah
you're,
absolutely
right,
there
was
some
peaks
in
the
number
of
people
that
were
turned
away
from
polling
sessions
because
they
didn't
have
the
correct
ID.
A
fair
proportion
of
people
did
return
later
in
the
day
with
the
correct
form
of
ID
and
were
able
to
vote,
but
those
words
that
you've
highlighted
were
the
ones
that
were
highest
were
people
that
I
that
did
not
return.
Having
been
refused.
H
The
first
time
were
analyzing
the
data
and
we're
preparing
an
action
plan
to
address
those
areas
and
what
we
can
do
to
help
support
and
provide
better
information.
Certainly
you'll
have
seen
from
the
slide
that
Sue
went
through
earlier
that
we
had
the
least
amount
of
people
turned
away
and
people
who
did
not
return
further.
On
that
day,
I
think
we
had
a
total
of
225
people
in
total
across
the
Leeds
area
and,
as
you
say,
the
higher
numbers
were
in
those
words
that
you've
mentioned.
H
We
will
work
with
the
communications
team
on
what
we
can
do
to
improve
communication.
That
area.
Certainly
the
communications
strategy
that
we
had
during
voter
ID
helped
keep
us
to
that.
0.28
percent,
which
was
much
lower
than
anybody
else
in
West,
Yorkshire
and
I,
think
only
Leicester
out
of
the
course
cities
was
was
had
a
slightly
better
result
than
ourselves.
H
So
certainly
the
communication
strategy
worked.
We
take
on
board
that
those
areas
need
further
work
and
we're
going
to
work
with
the
communications
team
to
develop
a
strategy
to
address
that
in
time
for
the
next
elections.
M
You
just
to
just
to
confirm
in
terms
of
these
numbers:
do
they
include
people
who
turned
up
if
you
like
who
weren't
on
the
list
at
all,
because
you
know
in
terms
of
the
polling
stations?
Sometimes
people
go
to
polling
stations
where
they're
not
sort
of
registered.
They
go
to
different
polling
stations.
Sometimes
does
that
include
off
the
list
only
or
does
that
also
include
people
who
went
to
probably
to
the
to
the
wrong
polling
stations
or
whatever,
because
we
had
that
in
our
in
our
audit.
Fortunately,.
H
People
that
attend
the
wrong
polling
session
will
be
told
where
they
can
vote
where
their
correct
polling
session
is
and
encouraged
to
go
there
and
give
a
directions
and
the
address
of
the
correct
polling
station.
We
don't
hold
information
on
how
many
people
that
fell
into
that
category
that
visited
our
polling
sessions.
H
Anecdotally,
that's
that's
across
the
city,
that's
quite
low,
but
if
there
are
particular
polling
stations
or
areas
that
you're
concerned
about
counselor,
please
talk
to
us
about
it
and
we
can
have
a
look
to
see
what
we
can
do
in
that
area
to
try
and
enhance
people's
knowledge
of
where
their
local
polling
session
is
further
than
the
polling
cards
and
the
other
information
that
we
send
out
at
the
moment.
A
Thank
you,
John
I've
got
cousin
Chapman
and
then
I'll
call
Council
Burke.
C
Thank
you.
It's
a
really
quick
one.
Could
someone
just
check
the
numbers
on
pair
26
between
paragraph
4.3
and
the
table?
It
doesn't
need
to
be
now
I.
Just
don't
think.
They've
got
the
same
numbers
in
4.3
says
it.
111
242
returned
postal
votes,
but
the
table
says
107
356.,
it's
it's
it's
just
a
disconnect.
I
don't
need
an
answer
now.
I
just
think
it
needs.
Looking
at.
A
Thank
you.
John
I've
got
Council
Burke
next,
please.
O
Thank
you
I'm,
not
sure
that
this
is
something
that
you
can
resolve,
but
I
know
in
my
world
we
have
several
I
mean
more
than
several
people
ringing
up
in
a
panic
here,
because
they've
not
received
their
postal
thought
and
had
waited
until
the
last
minute
and
less
likely
that
they'd
spoil
it
and
they
needed
another
one
I'm
not
sure.
Is
there
anything
we
can
do
to
make
the
process
of
replacing
those
replacing
invaded
comments
because
they've
not
received
them.
It's
not
replacing
it
is.
Q
The
debt
that
we
can
reissue
Pastor
votes
are
an
issue
with
one:
that's
not
being
received
is
statutory,
so
we
cannot
do
it
any
earlier,
but
what
we
did
do
what
we
have
started
doing
this
year,
we
will
take
it.
Forward
is
actually
delivering
hand
delivering
post
office
to
people
so
yeah.
We
do
try
and
do
that
when
when
resource
allows,
but
it's
something
that
we
would
do
plan
on
second
forward.
A
Thank
you
sue
councilor.
Do
you
want
to
come
back.
E
Thanks
Chad
yeah
I
was
looking
at
the
item
on
parliamentary
boundaries.
The
Parliamentary
boundary
review
and
7.5
talks
about
leads.
Our
Arrow
will
give
away
the
responsibility
for
those
areas.
E
Has
there
been
discussion
with
North
Yorkshire
about
how
that's
going
to
work
in
practice
for
the
arrangements,
whether
that
is
for
the
voters,
for
the
political
parties
or
for
those
who
are
polling
agents
as
well,
where
we're
crossing
across
boundaries?
Obviously
there
could
be
discrepancies
and
what
might
happen
in
a
local
election
year
might
be
different
to
a
general
election
year.
So
I'm
just
wondering
with
the
general
election
approaching
what
what's
happening
now.
Q
Yeah
we
are
having
meetings
set
up
with
the
other
authorities
where
we
will
be
giving
away.
It's
not
something
that's
unknown
to
us,
because
previous
general
elections
were
currently
take
in
from
Wakefield.
We
come
at
the
tech
Awards,
so
we
do
know
the
logistics
and
everything
of
what
to
do.
But
we
do
have
discussions.
We
will
have
discussions
with
the
other
authorities
in
due
course.
E
One
of
the
questions
on
a
separate
matter,
so
there
will
be
a
mayoral
election
coming
up
again
as
well.
How
are
we
working
with
the
combined
authority
to
ensure
that
the
same
messaging
gets
out
so
people
have
the
correct,
ID
and
documentation
when
they're
heading
to
the
polls,
because
that
people
will
probably
have
two
two
votes
on
that
day.
A
So
John.
H
Yeah
we
as
part
as
part
of
the
run-up
to
any
election.
We
have
across
cross-council
group
of
officers
from
different
different
areas
that
work
together
to
help
prepare
for
the
elections.
When
we
have
a
mayoral
election,
where
Church
combine
Authority
mayor
election,
they
are
included
in
on
that
group
that
working
group.
So
we
work
quite
closely
with
them
about
that
and
they
have.
H
We
have
our
communication
strategy,
which
is
run
through
our
Communications
team
here
in
Leeds
they
have
their
own
Communications
team
that
do
wider,
wider
work
as
well,
and
we
make
sure
that
that's
joined
up
together
and
we've
we've.
We've
we've
already
been
through
West
Yorkshire
bear
election
of
course.
So
we
build
on
the
lessons
learned
from
that
to
improve
the
process
going
forward.
A
Thank
you,
John
councilor
Robinson.
You
want
to
come
back.
No
thank
you
and
I've
got
a
council
first.
Next,
please.
D
Thank
you
chair,
and
it's
been
really
interesting
to
hear
some
of
the
data
and
some
of
the
information
coming
out
so
far.
I
just
wanted
to
ask
as
part
of
the
review
looking
into
those
particular
Awards
where
there's
been
a
particularly
High
number
of
Voters,
who've
turned
it
by
them
with
a
non-approved
ID
and
then
not
returned
or
actually
chose,
not
to
vote.
I
just
want
to
ask
what
consideration
turnout
is
playing
in
that,
for
example,
in
Gibson
and
Hare
Hills.
D
The
turnout
went
up
by
1.2,
which
is
quite
interesting,
given
the
situation
of
that
had
the
highest
number
of
refused
ID
and
also,
let's
hope,
it's
more
and
more
people
actually
wanting
to
come
and
vote
rather
than
the
other
way
around.
And
if
you
take
the
third
highest
in
Little,
London
and
Woodhouse,
the
turnout
went
up
by
1.4.
A
H
Foreign
yeah
I
think
I
think
we
can
all
agree
that
turnout
at
local
elections
is
a
it's
a
particular
science
that
is
influenced
by
a
number
of
different
factors
and,
as
you've
said,
councilor
we've
seen
some
results
where
you've
seen
a
higher
turnout
and
yet
a
higher
number
of
people
being
turned
away
at
polling
station.
Other
statistics,
if
I,
can
show
that
it's
really
difficult
to
try
and
pull
some
correlation
between
those
type
of
figures.
H
We
had
a
number
of
people
apply
for
a
vote
or
authority
certificate
and
I
think
it
was
only
a
percentage
of
them
actually
voted
at
the
election
and
they
had
everything
they
needed
to
be
able
to
vote
at
the
election.
They'd
already
sorted
their
ID
out
in
advance,
but
for
some
reason
they
chose
not
to
participate
at
the
elections
when
they
came
along.
So
it's
very
difficult
to
try
and
try
and
ascertain
why
people
are
not
turning
out
the
elections.
H
Certainly,
the
Electoral
commission
have
done
some
work
on
that
and
you
can
have
a
look
at
their
report
on
their
website,
which
looks
at
reasons
for
why
they
believe
the
apathy
Etc.
However,
as
we
said
earlier,
we
are
concentrating
on
looking
at
those
wards
where
there
were
higher
numbers
of
people
that
were
that
were
turned
away
at
the
polling
session
for
not
having
the
correct
ID
and
looking
to
see
what
we
can
do
to
improve
the
information
in
their
area
to
ensure
they
have
the
right
information
for
the
next
time.
H
We
have
elections
in
their
area
and
we
will
be
looking
closely
after
the
elections
to
see
if
that
enhanced
information
has
helped,
reduce
the
number
of
people
being
turned
away
from
polling
stations
in
those
areas.
So
I
think
that's
that's
where
we
need
to
concentrate
on,
but
certainly
we
welcome
the
improved
statistics
for
some
of
the
worlds
where
there
was
a
greater
turnout.
A
Thank
you
John.
Do
you
want
to
come
back.
D
D
That's
actually
been
done
because
I
think
it's
a
credit
to
the
department
and
to
the
authority
of
the
fact
of
having
the
figures
that
we've
had
and
actually
is
there
anything
further
forward
that
we
can
do
to
say
in
the
first
election
that
we've
had
such
a
low
number
compared
to
other
authorities
next
door.
And
what
are
we
looking
to
do
going
forward.
H
John
yeah
the
work,
the
work,
we're
looking
to
do
to
enhance
and
improve
what
we
did
at
the
previous
elections
is,
is
still
in
hand
and
we'd
be
happy
to
return
to
screen
when
he
wants
to
have
those
those
plans
drawn
up
in
a
third
in
a
firmer
way
to
share
that
with
you
for
your
information
in
advance
to
the
next
election.
H
The
the
certainly
the
work
that
we
did
with
the
communications
team
worked
really
well,
the
the
biggest
thing
that
we
relied
on
during
that
that
time
period
was
social
media
and
we
did
some
some
additional
work
on
social
media.
So
some
some
of
you
mentioned
earlier
the
Electoral
commissions
campaign
with
the
Post-it
notes
that
were
put
on
various
advertisements
and
buses
Etc.
We
ran
a
parallel
campaign
with
that
as
well.
To
ensure
we
got
the
message
out
to
further
places.
H
Other
authorities
in
West
Yorkshire
were
very
interested
in
what
we've
done,
because,
obviously
their
their
statistics
were
slightly
higher
than
ours,
so
they're
interested
to
know
how
ours
was
so
lost,
we've
shared
what
we've
done
with
them,
and
some
of
the
others
had
other
ideas
as
well,
which
we're
considering
for
leads
as
well.
So
it's
it's
it's
a
bit
of
a
mishmash
of
how
we're
approaching
it.
H
However,
what
we're
trying
to
do
is
to
identify
the
best
practice
in
a
number
of
different
areas,
learn
from
that
and
see
if
we
can
apply
it
to
leads
to
enhance
our
all
the
the
good
good
scars
that
we
got
already
so
I.
Don't
have
anything
specific
to
share
with
you
today
chair
counselor,
but
we
would
be
happy
to
come
back
scrutiny
with
an
update
report
showing
what
the
communication
strategy
will
be
for.
Fourth
coming
elections
after
we've
completed
that
review
and
updated
our
learning.
A
Thank
you,
John
anybody
else,
not
Council
Cooper.
F
Thank
you,
chair
and
Anna
before
the
the
local
elections
took
place.
I
sat
on
a
number
of
ministerial
roundtables
to
go
through
many
of
the
concerns
that
were
being
raised
nationally
around
the
introduction
of
of
vulture,
ID
and
I
have
to
say
at
those
calls
that
Leeds
was
recognized
as
a
standout
Authority
by
the
minister
for
the
Electoral
office
and
the
work
that
was
being
done.
F
So
when
the
theme
of
today's
meeting
I
would
like
to
publicly
thank
John
Susanna,
and
so
they
and
all
the
teams
that
did
some
remarkable
work.
I
know
there
were
sorry
I'm
looking
at
people
rather
than
speaking
to
the
Mac
I
know
the
Western
sleepless
nights
on
on
the
run-up
and
and
a
lot
of
work
undertaking
and
effort
undertaken
by
the
team.
So
I
think
it's
only
right
that
we
give
some
public
prayers
for
such
a
change.
That
was
that
was
happening.
F
I
also
want
to
thank
the
people
who
were
in
the
polling
stations
as
well,
because
they
were,
they
were
unknowing
of
what
might
happen
that
day
and
things
were
pretty
unpredictable
at
the
time
as
to
whether
people
would
be
angry
or
there
may
be.
You
know
some
incidents
and
I
know
a
lot
of
media
at
the
time
was
pointing
in
that
direction.
I
think
this
is
a
really
difficult
one
for
me,
because
255
people
were
turned
away
from
our
polling
stations
and
refused
their
Democratic
right
to
vote.
That
didn't
return.
F
So
one
for
me
is
too
many.
That's
refused
their
Democratic
right
to
vote
and
I.
Do
think
that
when
you
look
at
some
of
the
world,
stats
in
terms
of
the
number
of
individuals
within
those
Wards
I
have
to
say
that
some
of
our
elections
have
turned
on
less
than
that
number
in
some
of
our
worlds.
So
could
make
a
huge
difference
to
the
outcome
of
local
elections,
so
I
do
have
still
some
concerns
around
filter
identification
going
forward.
F
I
think,
as
it's
been
pointed
out,
that
this
was
purely
a
local
election,
which
generally
is
a
lower
turnout,
but
as
we
go
forward
with
a
mayoral
election
and
perhaps
a
general
election,
where
turnout
is
going
to
increase,
then
I
am
concerned
that
the
number
of
people
who
wish
to
exercise
their
Democratic
right
to
vote
will
increase
and
they
will
be
refused
and
I
have
some
real
concerns
about
that.
Going
forward.
Chair
and
I
really
wanted
to
put
that
on
record
here
today.
F
At
scrutiny,
I
think
some
of
the
questions
that
have
been
raised
really
pertinent
to
what
happens
here
in
Leeds
and
the
work
that's
been
done
in
Leeds,
some
more
generally
talking
about
turnout
up
and
down.
Well,
that
would
depend
on
how
how
you
were
feeling
politically
at
the
time
and
if
I
think
back
to
may
I
think
there
might
have
been
quite
a
lot
of
people
who
stayed
at
home.
Thank
you,
chair.
A
Thank
you,
Council
Cooper,
for
those
comments,
John
one
for
myself.
Actually,
paragraph
6.12
we've
got
over
175
000
existing
possible
Waters.
My
question
is:
how
confident
are
you
that
we've
got
resources
to
review
all
those
postal
Waters.
H
Thanks
chair,
we
have
possible
for
opening
times
and
Apostle
vote
manager
recently
recruited
due
to
the
high
levels,
because
we've
got
the
highest
number
of
personal
votes
in
in
the
country.
We've
dedicated
some
specific
resources
and
we've
We've,
we've
appointed
a
new
senior
officer
that
helps
Rachel
that
helps
with
that
and
leads
on
that
as
a
specified
area.
H
In
the
elections
team
now
and
during
personal
voting
as
you'll
all
be
aware
as
candidates,
we
do
have
the
possible
opening
sessions,
which
we
have
a
number
of
Staff
working
and
opening
them
and
the
supervised
very
carefully
and
everybody
is
invited
to
come
and
witness
one
of
those
personal
opening
sessions
to
see
how
that
works.
But,
yes,
quite
confident.
We've
we've
we've
gained
a
lot
of
experience
in
personal
votes.
H
Over
the
years
we
have
always
tended
to
be
the
authority
with
the
highest
number
of
pastel
Parts
in
the
country
which,
if
some
of
you
remember
dates,
way
back
to
an
all
postal
pilot.
That
happened
many
many
years
ago
in
Leeds,
where
we
went
forward
with
an
old
postal
pilot
and
a
lot
of
people
preferred
for
him,
bypassing
in
the
polling
sessions
and
retained
their
Apostles.
From
that
time,
then
other
events,
such
as
the
pandemic
increase
that
number
of
people
who
wanted
to
vote
High,
post
and
we've
returned
the
figures.
H
You'll
remember
from
the
graph
you'll
see
that
the
as
Sue
quite
rightly
said,
the
the
figures
are
going
down
with
parcel
votes
and
the
figures
for
people
thought
in
person
are
beginning
to
come
back
up
again.
So
there
seems
at
some
point
in
the
future.
There
may
well
be
that
we
will
see
them
merge
again,
but
for
the
time
being,
there
are
a
high
Fleet
and
to
answer
your
direct
question,
yes,
I'm
satisfied,
we've
got
the
resources
in
place
to
call
with
a
council.
A
Thank
you
before
I
close
this
agenda
item
Council,
Cooper
I
know
you
have
already
made
a
comment.
Is
that
do
you
want
to
that's
fine
yeah?
So
no
on
behalf
of
the
board
and
myself
John,
we
want
to
thank
you
and
your
team
and
please
do
pass
on
our
thanks
for
the
hard
work
in
the
staff
is
doing
so.
A
Thank
you.
So
are
we
happy
with
the
recommendation
on
page
25
to
be
noted?
Yes,
yeah?
Thank
you.
So
I
move
on
I
will
move
on
to
item
number
nine,
which
is
the
local
government
of
log
launch.
It
was
launched
back
in
July
2023.
G
Thanks
chair
just
to
say,
I
think
I
mean
we
have
bought
this
report
and
we
did
want
to
bring
it.
We
are
bringing
it
quite
early
off.
Log
is
in
setup
mode
rather
than
already
established.
The
nature
of
the
indicators
isn't
absolutely
confirmed.
G
It's
only
the
first
block
we've
got
and
that's
been
emerging
kind
of
as
we've
pulled
the
report
together,
but
we
felt
it
was
important
to
give
an
assessment
of
where
we
were
at
in
relation
to
those
indicators
for
you
and
Richard's
here
as
well
in
case
there
are
any
more
difficult
technical
questions
on
the
finance
block,
because
that
is
quite
Technical
and
so
Michael
outline
briefly,
but
just
wanted
to
emphasize.
G
Please
take
it
in
the
spirit
it's
intended
because
we
are
bringing
it
probably
earlier
than
it
would
normally
be
the
case.
K
Thanks
chair
thanks
Mariana,
yes,
Mariana
said
this
is
very
much
emerging
and
we've
got
indications
from
government
that
this
framework,
that's
in
front
of
you
today,
will
grow
and
expand,
but
we
don't
know
how
yet.
So.
This
is
very
much
the
starting
point
and
there's
a
lot
of
numbers
in
this
report,
so
I
won't
run
through
them
all.
K
So
there's
an
awful
lot
in
here
and
happy
to
take
any
questions.
Just
very
very
briefly,
in
terms
of
of
what
the
framework
is,
there's
a
number
of
indicators
around
four
four
areas:
they
are
Finance
adult
social
care,
adult
skills
and
waste
they're.
The
areas
I
think
I've
decided
to
begin
with,
and
you
can
see
from
from.
What's
in
the
report
on
on
each
of
those,
there
are
particular
points
of
interest
for
leads
so
as
it's
been
sort
of
covered
well
at
previously
and
other
meetings
as
well
on
on
those
Finance
indicators.
K
As
we
know
in
the
report
on
these
metrics,
you
know
leaves,
does
does
rank
sort
of
comparatively
higher
risk
on
reserves
in
debt
than
some
of
the
some
of
the
other
authorities.
The
adult
social
care
indicators
are
largely
things
drawn
from
the
current
adult
social
care
outcomes,
framework
or
ascoff
that
we
regularly
monitor
against
anyway,
which
is
why
you
can
see.
K
We've
got
some
more
comparison,
historic
data
there
on
adult
skills,
although
this
data
is
sort
of
allocated
to
lead
city
council,
if
you
like
the
lead
Authority
on
that,
as
many
of
you
will
know,
is
the
West
Church
combined
Authority,
albeit
we
are
clearly
a
key
and
important
partner
in
that,
particularly
on
the
on
the
delivery
side
and
then,
finally,
the
the
waste
indicators
probably
feel
the
most
provisional
here,
and
we
we
outline
some
of
this
in
the
report
that
we're
providing
feedback
to
our
Vlog,
because
there
are
some
areas,
we're
not
completely
confident
we
are
comparing
like
with
like
here
in
the
I,
hope
that
the
detail
is
outlined
in
the
report.
K
But
a
lot
of
that
comes
down
to
the
nature
of
how
that
data
is
collected
and
whether
we
are
really
looking
at
waste
that
is
Central
recycling
or
waste.
That's
collected
for
recycling,
which
are
not
quite
the
same
thing
which
is
outlined
in
full
in
the
paper,
but
happy
to
take
any
comments
where
we
can
I'm
very
grateful
Richard
here
for
any
detailed
Finance
questions.
I'll
leave
it
there
chair.
A
Richard,
you
want
to
just
briefly
comment
on
this
item.
Please.
R
Only
a
couple
of
comments,
chair
first
of
all,
just
in
terms
of
the
indicators
used
from
a
finance
perspective
and
those
indicators
have
been
around
for
some
period
of
time.
Now
there
were
previously
in
uh's
resilience
index
which
has
been
around
since
2017-18.
I
guess
what's
happened
here,
they
just
got
a
bit
more
publicity
in
terms
of
getting
the
Press
was
actually
that
they've
been
available
for
some
time
and
we
were
and
are
aware
of
them.
R
Equally,
the
data
there
relates
to
2021-22,
but
now
clearly
into
this
historical
when
23,
24
and
in
terms
of
the
performance
in
there
again,
it's
a
moment
in
time
and
I.
Guess
it's
around
the
direction
of
the
travel
for
the
authority
in
terms
of
where
we
ranked
lower
than
perhaps
up
some
other
cool
cities.
By
way
of
example,
it's
a
directional
travel
the
authorities
taking
to
improve
that
performance.
Thank
you,
chair.
A
Thank
you
Richard
and
Council
Cooper.
Do
you
want
to
comment
now
or
should
we
do
it
and
after
the
questions
yeah?
Thank
you
I'll
open
to
the
board.
Now
oh
Council
Bethel.
L
Thank
you
yeah.
My
question
is
not
specifically
on
the
paper,
which
is
always
a
good
start,
but
I
would
really
welcome
some
form
of
training.
There's
such
a
lot
of
data
in
this,
but
actually
having
one
of
the
working
with
member
development
to
get
a
training.
So
it's
a
bit
clearer
because
I
think
this
is
going
to
be
I,
think
it's
going
to
be
with
us
for
a
fair
amount
of
time,
as
it's
only
just
in
its
infancy,
so
I'd
like
to
be
well
across.
If,
if
that's
okay,
thank
you.
G
D
D
Is
there
any
particular
review
that
we've
done
into
why
there
was
such
a
significant
drop
in
2021-22
and
well
very
gladly
we're
improving
on
it
and
what
have
we
learned
from
the
previous
year
to
get
up
to
that
provisional
figure?
Thank
you.
A
K
Happy
to
come
back
on
that
so
I'm,
clearly
not
an
expert
on
that
area,
but
from
discussions
with
colleagues
in
Social
care
who
who
monitor
this
regularly
understand.
There
were
some
issues
with
collection
through
some
of
those
years,
so
we're
partly
affected
by
the
pandemic,
and
that's
why
you've
seen
a
slight
sort
of
break
in
the
historic
trend
of
Sydney
leads,
which
is
now
rectifying
itself
and
happy
to
get
much
more
detail
on
that.
If
you
would
like
it,
but
my
understanding
is
that's
the
root
cause
of
some
of
that
difference.
A
G
Is
probably
worth
mentioning
that,
obviously,
what
we'll
do
is
incorporate
these
indicators
as
they're
firmed
up
through
our
normal
monitoring
process.
So
then
they
would
go
to
relevant
scrutiny
boards
and
all
the
places
as
part
of
the
normal
business.
So
there'd
be
an
opportunity
for
deeper
Dives
at
the
relevant
scrutiny
boards.
E
Thanks
Chet
and
I
appreciate
officers
bringing
this
paper
forward
when
things
aren't
exactly
set
in
stone
yet
and
I'm
certain
that
it's
intended
with.
You
know
the
best
intentions
to
try
and
get
this
right
early
on
I
think
we
should
welcome
the
paper,
but
also
welcome
offload
I,
think
it's
probably
long
overdue-
that
there's
better
transparency
and
accountability
across
local
government
and
in
that
I,
don't
just
include
local
authorities
and
I
include
combined
authorities
too.
E
Any
officer.
That's
worked
with
me
for
some
time
or
sat
on
a
committee
with
me.
Will
now
that
I
often
ask
about
comparisons
and
data
and
how
we
can
look
at
that
and
what
the
trends
are
and
I
think
that
this
is
the
beginning
of
a
process,
so
I
I
think
to
Mariana's
point.
You
know
this
isn't
going
anywhere
and
I
I
think
we
need
to
be
prepared
for
it.
First
question
on
why
come
and
I've
got
subsequent
follow-up
question.
E
If
that's
okay,
chair
so
are
weiker
involved
in
our
conversations
on
this
and
are
we
looking
at
some
form
of
digital
dashboard
for
residents
in
West?
Yorkshire
I
would
like
to
see
that
on
a
national
level,
I
shouldn't
think
it
should
be
a
national
digital
dashboard
but
I
think
getting
it
right
in
a
West
Yorkshire
level.
So
the
ease
of
information
and
access
will
be
welcome.
K
We
brought
this
paper
forward
in
terms
of
dashboard,
that's
more
understandable
for
residents,
I
think
we're
all
probably
hoping
the
off
log
official
dashboard
gets
a
little
bit
more
user
friendly
than
it
is
currently
but
sort
of
that
aside,
we've
got
a
number
of
things
in
place
now
in
Leeds
that
are
growing,
so
the
social
Progress
Index
being
the
most
obvious
example
and
I
think
some
of
these
issues
are
interesting
prompts
for
us
to
consider.
Can
we
bring
this
into
that
process?
K
E
Yeah,
thank
you.
Yes,
I've
seen
the
dashboard
it's
Paul
I
was
going
to
use
another
four-letter
word,
but
we're
in
polite
company
and
so
I'm,
hoping
that
the
intent
is
right
and
that
it's
moving
to
to
actually
build
much
much
more
user-friendly
and
I.
Think
you're
right
Mike
that
the
nature
of
data
that
combined
authorities
and
local
authorities
have
means
that
we
need
to
be
better
at
sharing
that
and
actually
a
lot
of
that
data
could
be
almost
live
or
in
real
time,
but
to
be
updated.
E
This
paper
is,
as
has
been
recognized
as
snapshot
and
invariably
data.
It
can
be
out
of
date
quite
quickly,
so
I
think
having
some
sort
of
digital
dashboard
is
more
useful.
It
would
be
remiss
of
me
while
Richard
is
here
to
not
ask
about
the
the
debt
level.
That's
there,
because
I
don't
want
Richard
to
turn
up
and
not
get
a
question.
E
Don't
be
wrong
with
a
bit
to
do
with
that
chair
and,
as
Richard
knows,
I've
been
asking
about
the
the
council's
debt
for
a
number
of
years
and
on
1.5
it
says
that
Leeds
has
the
sixth
highest
percentage
of
local
authorities.
In
the
UK
and
it's
486
percent
in
terms
of
servicing
that
debt
from
revenue
budget,
what
does
that
figure?
Look
like
at.
R
E
E
E
You
I
am
putting
you
on
the
spot
there,
but
what
I
think
we
can
say,
with
the
benefit
of
this
board
being
here
in
the
press
in
the
room,
a
significant
proportion
of
the
funding
that
we
raise
each
year
through
council
tax
is
going
to
service.
What
is
an
incredibly
high
debt
and
I
think
we
need
to
be
mindful
of
that,
probably
as
this
board
looking
forward
to
where
we
go
next.
A
R
Just
just
do
a
couple
of
comments,
one
in
terms
of
the
debt
figures
that
are
quoted
there
and
they
do
include
HRA
debt
as
well,
so
not
every
local
Authority
has
an
HRA
and
something
that's
gone
to
housing
companies
and
again
just
to
give
it
an
idea
of
the
the
total
debt
for
the
authorities
to
Circle
about
2.2
2.3
billion.
R
The
HRA
debt
is
just
shy,
800
800
million,
so
about
a
third
of
that-
and
that's
not
counted
in
terms
of
that
percentage.
So
it's
one
of
the
comments
that
has
been
made
back.
Is
that
really
to
do
comparisons
like
for,
like
you
need
to
take
the
HRA
data,
because
it
is
distorting
that
figure
work
for
a
start
and
that
has
been
recognized
but
that
that
is
that
is
still
within
there.
The
other
just
the
other
couple
of
comments
is,
is
one
in
terms
of
the
borrow
we
we
do
undertake.
R
A
Thank
you,
Richard
Council,
Firth,.
D
Thank
you
very
much
chair
further
to
the
discussion
that
we
had
earlier
going
back
to
appendix
one
historical
leads,
data
indicated
requests
resulting
in
a
service.
D
The
nature
of
the
figures
is
that
we
have
seen
a
rapid
increase
in
the
number
of
requests
receiving
a
service
up
until
before
the
pandemic,
and
then,
since
the
pandemic,
we've
seen
a
decline.
Obviously
given
the
situation
and
during
the
pandemic
and
then
also
a
slight
increase
and
then,
unfortunately,
a
slight
decline
provisionally
this
year.
Could
you
just
give
me
a
bit
more
meat
on
the
bone
about
how
that
is
actually
Quantified
and
also
more
generally,
what
sort
of
measurements
are
encoded
in
that?
D
K
Thanks
yeah
I
think
we'll
probably
have
to
come
back
on
this
one.
What
I
can
say
is
I
know
from
from
colleagues
in
Sergio
care.
Again
there
is
inconsistency
in
the
services
that
are
included
within
that
data,
so
it's
not
the
same
year
on
year,
which
probably
makes
it
slightly
trickier
to
compare,
but
what
we
can
come
back
with
a
more
detailed
response
on
that
point.
O
Thank
you,
chair,
I
think
this
is
a
welcome
report,
but
I
think
we
need
to
treat
a
fair
amount
of
the
data
with
some
caution
because
it
it's
quite
distorted,
isn't
it
because
if
you
look
at
the
further
education
and
skills
achievement
whilst
they're
in
this
local
Authority
area
of
the
combined
Authority
area,
quite
a
lot
of
those
outcomes,
I'm
not
controlled
or
dictated
by
this
local
Authority,
so
we
almost
while
we
have
some
position
of
influence
because
colleges
and
West
Church
combined
Authority,
now
are
theyab
the
reduction
in
ESF
funding
third
sector
contribution.
O
G
I
mean
I
think
it
is
just
to
say,
as
we
said
you
know
earlier,
that
there's
there
are
quite
a
lot
of
caveats
with
it.
I
think
and
I
think
each
of
the
blocks
is
probably
better
picked
up
by
those
scrutiny
boards
who
already
kind
of
look
at
that
policy
area
so
that
they
can
understand
it
within
the
context
of
existing
kpis
and
conversations
that
have
happened.
G
I
don't
think
Mike
and
I
can
do
justice
to
you
know,
though
each
of
the
blocks.
You
know
we're
really
bringing
it
here
as
a
part
of
a
new
process
that
we'll
be
looking
at
authorities
across
the
whole,
but
very
happy
to
you
know,
make
sure
those
conversations
happen
and
that
those
comments
are
fed
back.
L
Thanks
chair,
firstly,
thank
you
as
well
for
not
just
giving
us
the
data
but
giving
us
the
little
sort
of
information
on
how
to
unpick
it.
That's
helpful
and,
as
always,
my
my
eyes
are
drawn
to
waste.
L
You
really
effectively
explained
the
contamination.
I
was
very
excited
for
Bristol
until
I
read,
read
the
sentences
underneath
and
I
guess
what
it
what
it
kind
of
brought
up
for
me
was.
Are
we
in
this?
Is
there
any
statutory
rules
around
how
this
data
is
collected
and
what
we're
collecting
across
the
local
authorities,
and
are
we
only
because
I
know
there
are
some
rules
on
how
we
collect
data
on
certain
things?
L
K
Thanks
councilman,
so
yeah
you've
hit
the
nail
on
the
head
with
that
one
really
and
it's
a
mixture
across
the
piece.
So
if
you
take
the
adult
social
care
metrics,
for
example,
as
I
mentioned,
they
are
largely
drawn
from
the
existing
Ascot
framework,
so
very
well
regulated
and
consistent
across
the
country,
at
least
on
an
individual
year
by
year
basis,
whereas
as
I
think
I
mentioned
at
the
outset.
We've
both
got
the
most
sort
of
caution
around
those
waste
statistics
and
it's
because
of
the
source
of
where
they
come
from.
K
So
that
is
that
self-submitted
data
to
a
third
party
that
basically
often
have
taken
the
data
from,
but
we're
not
confident
that
local
authorities
are
submitting
if
you
like
data
on
the
same
terms
to
that
third
party,
which
is
where
this
contamination
issue
comes
in.
K
So
what
we
do
in
leads,
we
suspect,
they're,
probably
not
doing
the
same
thing
in
Sheffield
and
Bristol,
and
that's
part
of
the
feedback
and
the
ongoing
dialogue
to
have
with
offlock
as
this
beds
in
further
as
they
continue
to
establish
themselves
so
that
over
a
period
of
time,
we
are
doing
that
in
a
more
consistent
way
across
the
country.
L
Thank
you
and
I
guess
as
a
follow-up
to
that,
then
I
would
hope
that
the
data
that
they
were
using
would
become
standardized.
Have
we
done
any
thinking
about
the
risk
in
terms
of
how
much
extra
it
will
cost
us
to
achieve
that
data
on
the
things
where
we're
not
at
the
top,
or
is
it
too
early
for
that.
K
I
think
it's
probably
a
little
bit
too
early
for
that.
We're
obviously
very
very
mindful
of
where
this
may
go
in
the
long
term
and-
and
it
predates
me,
but
bearing
in
mind
some
similar
sort
of
Arrangements
that
were
in
place
for
local
authorities
in
the
past
and
so
I'm.
Mindful
of
that,
but
I
suppose
waiting
to
see
a
little
bit
where
our
Vlog
goes
before.
We
make
any
calls.
A
Thank
you
I
think.
That's
it
from
questions
can
I
thank
Mike,
Richard
and
Mariana
for
responding
to
those
questions.
Thank
you.
Thank
you
for
your
comments
and
your
questions.
Are
we
happy
with
the
conditional
page
report?
Sorry
page
39
under
the
report?
Are
we
happy
yeah?
Thank
you
and
thank
you.
So
we
now
move
on
to
item
agenda
10,
which
is
the
work
program
guests,
are
welcome
to
stay.
If
you
want
to
or
solo
Mariana
want
to
come
back.
Oh
sorry,
Mariana
then
I'll
go
to
the
next
agenda.
A
G
Just
wondered
if
I
mean
it
links
to
the
work
program
chair,
but
I
wondered
if
members
wanted
just
a
verbal
update
about
the
outcome
of
the
peer
review.
That
happened
last
Monday
yeah
Christmas
time
I'll
be
really
quick,
because
we
have
only
had
verbal
update.
We
had
four
colleagues
on
site
from
the
original
team
last
Monday.
G
They
mainly
only
did
see
internal
colleagues
this
time,
members
and
officers
rather
than
Partners,
given
that
they
were
only
here
really
for
a
very
short
time,
and
so
they
left
us
with
some
verbal
feedback.
G
We'll
get
a
report,
hopefully
at
the
start
of
next
month
and
we'll
report
that
to
October's
executive
board
and
bring
it
to
this
board
in
December
with
an
updated
action
plan,
they
kind
of
said
they'd
found
very
tangible
progress
of
us
implementing
the
recommendations
that
came
through
and
and
this
board
you
know,
discussed
the
action
plan
and
fed
into
that
quite
significantly
previously
and-
and
that
was
obviously
on
a
very
strong
approach
already
from
when
they
came,
they
sensed
a
positive
amount
of
energy
around
the
change
agenda.
G
You
know
dealing
with
that
workload
issue,
Etc
that
we've
discussed
today
and
Collective
ownership
of
the
budget
challenge.
You
know.
Obviously,
we've
still
got
to
find
answers,
but
you
know
the
people.
G
They
sense
that
people
understand
that
the
significance
fed
back
to
us
they
are
really
seeing
leads-
is
having
quite
a
significant
National
influence,
particularly
around
some
of
the
pressures
on
Children
and
Families
that
are
happening
in
the
budget
and,
more
broadly
appreciated
that
we
were
about
to
get
more
capacity
on
transformation,
which
was
which
was
good,
including
for
Children
and
Families,
which
should
make
a
difference
to
the
budget.
They've
sensed
strong
on
EDI
strong
on
the
use
of
data.
G
They
were
quite
impressed
with
the
the
staff
survey
dashboard
and
the
equality
dashboard
and
since
that
increasing
Clarity
for
member
for
managers
that
we've
talked
about
quite
a
lot
here
in
terms
of
the
to
be
your
best
program,
and
they
could
see
that
we
still
had
a
you
know
a
good
well-being
offer
in
place
and
that
one
was
promoted
strongly
and
they
recognized.
We
are
moving
into
a
transitional
phase
around
the
budget.
G
You
know,
as
you
know,
we
don't
get
our
settlement
until
much
later
on
this
year,
like
a
general
election
in
this
next
period,
so
they
were
Keen
to
that.
We
know
that
we've
got
more
to
do
on
the
money
which
I
think
we
do
know.
We've
got
more
to
do
on
the
money
so
and
that
you
know
we
make
sure
we
maintain
Workforce
resilience
through
that
period.
G
Again,
we've
talked
about
that
today
in
terms
of
the
the
workload
and
Keen
that
we
also
continue
to
push
developments
around
locality,
assets
and
rationalizing
those.
So
those
are
the
headline
feedback.
Will
you
know?
Let
you
have
the
report
once
it's
available
and
throughout
October?
Is
that
board
thanks
chair
sorry
about
that.
A
F
On
the
peer
review
chair,
do
you
mean
well
I'm,
just
really
pleased
to
see
the
pair
of
yotain
back
in
Leeds
last
a
week
ago?
Actually
wasn't
it
and-
and
they
really
have
you
know-
come
back
to
judges
and
you
know
testers
on
what
they
said
in
there.
First,
in
their
first
recommendations
and
their
initial
feedback
is
very
positive.
I
have
to
say
on
on
those
recommendations,
whilst
always
recognizing.
F
You
know
that
we
recognize
ourselves
that
we've
always
got
further
work
to
do.
We
know
that
we
know
that
we're
an
ambitious
organization
and
we
want
to
continue
to
improve
as
we
go
along
and
and
the
peer
review
team
can
sense
that
as
well,
and
indeed
one
of
them
did
say
to
us
that
they
wonder
what
we
put
in
the
tea
here
in
Leeds,
because
of
the
way
that
people
do
come
together
in
the
organization
around
to
you
know,
promote
positive
improvements
and,
and
always
want
to
do
more.
F
It's
the
can-do
attitude.
Isn't
it
here
in
the
organization
that
that
they're
really
welcome
and
enjoyed
on
the
day
as
well,
and
if
I
can
just
say
just
on
the
finances
that
when
the
debt
was
brought
up
out
of
contacts
to
do
with
that
item,
the
next
financial
papers
you're
going
to
see,
are
next
month
in
this
in
the
scrutiny
board,
but
they
are
a
executive
board
on
Wednesday
as
well
chair.
Thank
you.
A
Thank
you,
councilor
Cooper,
for
the
update
now
I
can
move
on
to
item
agenda,
item
number
10
and
if
guest
wants
to
stay
for
our
next
item,
you
will
welcome.
Otherwise
you
can
happy
to
leave
yes,
sir.
So
we're
moving
to
item
number
10
agenda
item
number
ten,
it's
the
work
program
and
I'll
hand
over
to
Rob
and
it
will
go
through
the
work
work
program
Rob
over
to
you,
man.
B
Thank
you
chair,
yes,
just
briefer,
then
so
this
is
obviously
the
latest
update
of
the
work
program.
Appendix
one
has
the
scheduled
work
program
for
you
to
inspect
and
also
attach
to
appendix
two
of
the
minutes.
From
the
last
scrutiny
board
meeting,
which
I
saw
your
executive
HUD
meeting,
which
was
in
July
I,
just
draw
your
attention
to
paragraphs
six
and
seven,
which
is
two
areas
where
and
all
it's
actually
the
recommendations.
B
So
in
June,
the
executive
board
agreed
to
a
community
committee
review
part
of
that
engagement
process
with
members
that
there's
a
wider
program
of
Engagement
with
all
members,
but
part
of
that
and
a
key
bit
for
scrutiny
is
a
cross-crutiny
working
group.
That's
going
to
be
established
chaired
by
councilor
Harland
as
the
executive
member
for
communities
and
as
part
of
that
each
scrutiny
board
is
recommending
to
nominees.
B
So
that's
one
of
the
recommendations,
I'm,
not
sure.
If
you
want
to
comment
on
that
and
then
then,
just
before
I
do
that
number
six
paragraph
number
six,
the
EDI
working
group,
Council
works,
I,
know
you've
been
keen
on
I.
Think
members
will
have
been
communicated
more
broadly
about
that,
and
there
should
be
some
training
coming
out
on
it
for
all
members
and
the
reason
why
I've
delayed
actually
getting
that
in
place
is
because
I
wanted
to
make
sure
we're
not
duplicating
that.
A
Thank
you
rob
for
the
update
and
and
I
was,
as
you
know,
he
was
brought
up
at
the
full
council
meeting
about
the
community
review
overall
and
all
the
school
new
balls
are
recommending.
Is
it
two
delegates?
Yes,
two
delegates
from
the
age
board
and
I
will
ask
for
nomination
one
minute
if
counselor
Robinson
do
you
want
to
cop
it.
E
I,
just
yeah
I
do
sorry
chair
to
interrupt.
You.
Apologies
I'm,
just
mindful
that
if
each
scrutiny
committee
nominates
the
political
parity
and
given
that
Community
committees
affect
every
ward
in
the
city
might
be
slightly
skewed.
So
how
are
we
factoring
that
in
as
we
go
through.
B
So
far,
be
it
familiar
to
come
in
on
the
political
nominations
and
such
like,
but
so
there
has
been
a
spread
so
far
of
those
have
been
nominated,
so
it
covers
almost
every
group
actually
I
mean
I,
probably
have
the
detail.
If
you
want
it,
but
but
but
there
is
currently
there
is
currently
in
terms
of
political
representation.
There's
currently
a
spread
of
groups
being
represented
on
it.
Yeah.
C
A
A
Okay,
just
one
second:
do
we
have
a
second
for
Council
Firth.
A
B
Thank
you
chair,
so
I
have
a
nominations,
all
all
nominated
and
seconded
for
councilor
Burke,
councilor,
Bethel,
Council,
first
councilor
Chapman,
sir.
O
D
A
It's
nomination
from
from
here
from
last
community
board
two
delegates
from
our
scrutiny
board.
E
I'm
glad
the
Press
arm
in
he
had
to
say
this
so
I'm
we're
obviously
not
aware
what
the
representation
is
from
the
other
scrutiny
committees
that
are
nominated
in,
and
that
may
be
very,
very
fair,
but
but
in
essence,
I'm
coming
at
this
been
non-political
thinking.
I
would
like
to
make
sure
that
labor
and
conservative
and
liberal
Democrats
are
represented,
but
if
we
went
to
a
vote
today,
looking
around
the
room,
I
think
I
know
what
the
vote
result
would
be
so
I'm
just.
A
B
So
there's
one
caveat:
the
the
infrastructure,
investment,
inclusive
growth
board
hasn't
had
their
meeting
yet
so
they're
they're
they're,
not
in
it.
So
from
Children
and
Families.
There's
one
conservative
and
one
green
from
environment,
housing
communities.
There's
one
lib
Dem
and
one
conservative
and
for
adults,
health
and
active
Lifestyles.
There's
an
MBI
and
a
labor
group
representative.
A
A
O
A
P
E
I'm
currently
going
to
get
myself
in
trouble
here,
but
that's
fine,
looking
at
the
numbers
of
those
who
were
already
nominated
that
are
there,
there
are
already
two
conservatives
on
there.
Realistically,
even
the
parity
of
the
representation
across
this
city
with
councilors
nominated.
There
probably
should
be
a
lib
Dem
and
a
labor
that
comes
from
this
committee
before
that
goes
to
the
other
committee.
K
O
B
Just
just
on
that,
okay
Council,
just
on
that
that
was
an
initial
proposal.
It
isn't
any
longer
the
the
so
it's
it's
just
simply
10
from
from
it's
it's
a
it's
a
cross-grudely
working.
So
initially,
if
memory
serves
me,
there
was
a
proposal
that
the
chairs
would
be
involved,
but
but
that's
not
the
case
any
longer.
A
It's
like
a
prince
panel
when
we
are
proposing
for
application.
Normally,
if
application
comes
in
front
of
you
yeah
it's
shorthand
anyway,
the
majority
goes
through
anywhere.
So
that's
what
we're
going
to
be
doing
tonight
today
as
well
so
Council
Burke
sure.
Please
show
your
hand
if
you're
going
to
be
sporting
Council
work
too
fast,
yeah,
simple
majority.
L
B
A
Seven
next
one
I've
got
counselor
was
it
first
yeah
yeah
sure
your
hands,
because
three
against.
A
R
B
So
in
in
terms
of
the
results
of
that
there
are,
there
were
seven
in
favor
of
councilor
Burke,
three
in
favor
of
counselor,
first
three
in
favor
of
council
Chapman
and
six
in
favor
of
council
Bith,
also
by
Mike,
counting
that
leads
Council,
Burke
and
Council
of
better
listen
to
nominees.
Thank
you.
B
A
Before
before
we
board
members,
just
finally
Rob's
got
some
other
other
updates
to
go
through
and
then
we'll
come
back.
B
Yes,
sorry
sorry
chair
just
just
very
briefly
just
to
remind
members
that
there
is
a
Finance
briefing
for
all
scrutiny
members
next
Thursday,
the
21st
at
10,
30
I,
believe
so
just
to
remind
you
all
it's
a
remote
session,
so
it
should
hopefully
be
a
bit
easier
to
join.
Thank
you.
Thank
you.
Council.
A
O
Can
I
ask
just
a
really
random
question:
we've
not
got
a
meeting
in
November,
but
the
meeting
in
December
I
was
well
that's
what
I'm
going
to
ask
something.
Could
we
make
the
December
content
for
November,
because
these
are
things
I'm,
particularly
interested
in,
as
you
know,
and
in
our
likelihood
I
will
be
here.
So
that's
a
really
selfish.
Ask
but
I
just
wondered
if
anybody
had
any
objections
or
if
we
could
and
it
leaves
December
free
for
people
when
they're
generally
busy
doing
December
things.
A
Thank
you,
Council
Burke.
What
we
can
do
is
we
can
take
away
and
and
then
we
can
bring
it
back
to
you.
You
know
the
schedule
because
end
of
the
day
we
need
to
get
reports.
Will
they
be
able
to
get
in
time
the
reports
as
well,
so
it
can
be
done
or
not
in
November?
That's
why
we
need
to
take
away
and
we'll
come
back
to
you
that
one
yeah
Council
Bissell.
L
Thanks
the.
L
Community
Committee
update,
is
it
the
same
one
that
the
CGA
c
community
and
corporate
governance
and
audit
committee
is
nominated
to.
B
L
So
I
may
have,
as.
L
B
C
Sorry
can
we
just
also
say
that
we're
a
clear
outlier
now,
because
we're
the
only
board,
that's
voted
to
from
the
same
party,
which
is,
is
a
misbalance.
C
It
might
not
fit
in
with
the
rules,
but
it
is.
It
is
a
misbalance.
B
B
Yeah
I
think
that's
all
I've
got
to
say.
Thank
you.
A
Thank
you
for
your
comments
and
questions
that
brings
us
to
the
end
of
today's
business.
Thank
you
for
all
your
contribution
and
I
look
forward
to
the
next
meeting
on
the
16th
of
October
at
10
A.M.
Thank
you
for
your
attendance.
I
will
now
conduct
conclude
the
meeting.
Thank
you
and
I
have
a
safe
journey.
Thank
you.