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A
A
Also
for
awareness,
members
of
the
public
can
now
come
and
attend
this
committee
in
person
if
they
wish
to
and
observe
what
what's
said
and
done
here
as
well
as
obviously
being
able
to
see
the
recordings
on
youtube,
I
think
it'd
be
helpful
just
to
start
with
introductions
so
as
we're
around
the
table,
we'll
just
go
around
as
we
as
we
are
so
I'll
start
going.
This
way.
A
B
Thank
you,
chair
under
agenda
item
1.
There
are
no
appeals
against
refusal
of
inspection
of
documents.
Item
2.
There
are
no
exempt
items
item
3.
There
are
no
late
items
item
4.
Could
I
ask
any
interests
I'll
take
silence
as
there
are
none?
Thank
you
and
item
five.
We
have
no
apologies
today,
chair.
Thank
you.
A
M
So
just
the
thoughts
of
scrutiny
have
gone
to
executive
board
for
their
consideration
and
then,
lastly,
minute
49
mental
health
absence
figures
were
discussed.
I
know
a
couple
of
board
members
were
interested
just
to
let
you
know,
there's
been
a
fairly
tight
turnaround
on
the
two
meetings,
so
I
am
still
on
with
that
and
I
will
be
providing
that
to
board
members
when
that's
available,
so
hopefully
as
as
soon
as
possible.
Thank
you.
Chad.
A
Okay,
thanks
for
any
other
matters
of
answering
that
members
want
to
raise:
no
okay,
so
we'll
move
on
to
the
substantive
items.
So,
firstly,
item.
Seven,
as
members
will
be
aware,
we've
discussed
this
previously
in
a
private
member
session
and
now
the
department's
here
to
talk
to
us
in
our
public
meeting,
so
I'm
gonna
hand
over
to
neil
evans,
who
I
think
is
going
to
give
us
a
short
presentation
to
start
us
off.
Thank
you.
F
We've
got
an
average
answer,
time
of
over
10
minutes
and
an
abandoned
rate
of
18,
and
that
clearly
is
not
an
acceptable
position
for
us.
So
today
is
is
not
really
for
me
about
trying
to
defend
a
position,
we're
really
to
talk
about
what
we're
going
to
do
to
improve
from
that
position
and
in
going
forward.
F
I
want
to
really
look
at
three
issues
which
we're
trying
to
tackle
in
order
to
make
that
progress,
so
one
will
be
about
how
we
address
the
issue
of
the
resources
which
we
actually
put
into
the
contact
center.
The
second
one
will
be
about
looking
at
alternative
ways
which
the
public
can
access.
Our
services,
which
reduces
pressure
on
the
contact
center
and
the
third
one
will
be
actually
looking
at
how
we
deliver
services
and
whether
actually
there
are
things
which
we
can
rectify
in
that
area,
which
will
again
reduce
pressure.
F
So,
let's
go
on
to
the
first
bit,
which
is
the
resources
side.
So,
on
the
resources
side,
I
don't
think
in
the
end.
This
is
the
way
this
is
the
the
long
term
solution
we
do
spend
around
about
5.4
million
on
the
contact
center.
So
we're
spending
a
lot
of
money
and
the
long-term
answer,
I
think,
is
to
actually
reduce
the
amount
of
calls
which
go
through
the
contact
center.
F
I
think
in
june
we
want
to
kind
of
re
re,
take
a
look
then
of
what
our
standards
should
actually
be,
but
that's
the
commitment
to
actually
make
the
impact
with
the
type
of
process
which
we've
currently
got,
but
on
the
recruitment
side,
it's
not
just
about
kind
of
again
bringing
new
people
in
it
is
about
addressing
some
of
the
underlying
issues
which
we
need
to
tackle.
With
on.
On
the
the
staffing
side,
one
is
the
historically,
the
contact
centers
have
had
a
bit
of
a
feminine
feast.
F
It's
lost
staff
to
other
services,
people
have
gone
to
work
elsewhere
and
then
we've
recruited
afterwards,
and
we
need
to
really
be
anticipating
that
turnover,
better
and
actually
recruiting
in
advance
of
that,
so
that
we
actually
have
a
consistent
level
of
resources
going
through
and
part
of
it
is
also
about
addressing
the
issue
of
retention
itself.
We
again
historically,
we
you
lose
around
about
two
people
a
month,
so
you
know
high
level
of
of
two
and
over
some
of
which
one
can
and
can
expect.
F
I
think,
because
it's
it's
a
young
workforce,
an
entry
but
others
I
think
which,
which
can
be
addressed
so
issues
of
motivation,
well-being
and
so
forth,
which
will
actually
tackle
some
of
that
retention
issue
and
also
have
then
an
impact
on
the
levels
of
absence
which
we
experience.
Again.
It's
a
tough
job.
I
think
issues
of
the
pressure
exists
right
across
the
call
center
industry,
but
there
are
things
which
we
can
do
to
try
to
improve
motivation
and
tackle
that
absence
issue.
F
Regarding
the
retention
side
of
things.
I
mentioned
this
at
the
work
at
the
working
party
discussion.
I
think
there
is
a
recognition
that
many
staff
go
on
to
other
higher
paid
pieces
of
work
within
the
authority.
That's
a
good
thing
and
actually
recognizing
that,
as
a
part
of
the
plan
is,
is,
I
think,
a
sensible
way
forward,
which
will
improve
motivation
and
and
lastly,
to
try
and
use
that
those
skills
which
are
actually
already
in
existence
in
the
authority.
F
The
authority
continues
to
to
employ
lots
of
people
who've
been
trained
in
the
contact
center
to
maybe
help
us
with
some
of
them
managing
the
peaks
within
the
authority
within
contact
centers,
against
no
surprise
to
everybody
that
we
get
lots.
Of
course,
on
a
monday
morning,
a
lot
more
than
we
do
on
a
wednesday
afternoon,
and
there
will
always
be
that
kind
of
that
peak
management
to
deal
with,
and
we
can
do
with
that
in
a
more
imaginative
way.
F
So
that's
the
resources
side
to
move
on
rob
to
talk,
then
a
little
bit
about
what
we
can
do
around
moving
things
into
onto
different
channels.
And,
first
of
all
I
mean
I.
I
think
we
should
say
that
there
is
an
overall
commitment
to
retaining
a
large
contact
center
and
indeed
a
large
infrastructure
around
face
to
face
which,
which
many
of
the
authorities
have
actually
got
rid
of
in
the
last
number
of
years.
We
do
recognize,
there's
a
place
for
that.
F
There's
people
who
are
digitally
excluded
and
there
are
types
of
inquiries
which
actually
are
better
suited
to
that
kind
of
interaction,
but
nevertheless
there
is
a
lot
of
work
which
we
can
do
to
actually
shift
calls
and
emails
which
the
contact
has
sent
center
receives
into
a
more
productive
type
of
channel.
So
some
simple
things
which
are
starting
with
eforms
to
gather
information.
So
if
I
give
you
an
example,
private
landlords
historically
have
notified
the
council
of
changes.
Circumstances
by
email,
not
unsurprisingly
it
being
free
form.
F
It
would
often
contain
things
which
not
contain
what
things
which
we
needed
and
that
needed
to
be
then
followed
up
with
calls
and
so
forth.
That's
all
now
being
introduced
on
a
form
so
that
actually
all
that
stuff
is
gathered
properly
and
actually
reduce.
Therefore,
massively
reduces
the
amount
of
contact
which
people
need
to
have
with
us,
and
there
are
many
areas
where
we
can
shift
those
sort
of
things
in
that
direction.
F
Moving
services
online
again
give
give
a
fairly
simple
example.
At
the
moment,
a
member
of
the
public
needs
to
ring
us
to
make
an
appointment
to
see
a
registrar,
fairly
simple,
to
actually
arrange
that
to
be
done
by
via
the
web,
and
hopefully
we
will
see
that
in
the
next
couple
of
months.
There
are
lots
of
other
services
where
that
same
kind
of
principle
applies,
for
example,
in
the
council
tax,
which
represents
a
couple
hundred
thousand
calls
a
year.
F
Some
authorities
are
enabling
most
people
to
do
their
changes
online
rather
than
over
the
phone
that
may
take
a
bit
bit
longer
to
achieve,
but
there
are
some
very
significant
opportunities
in
that
area:
we're
not
using
chatbot
technology.
At
the
moment,
many
of
many
authorities,
many
contact
centers,
do
to
answer
set
very
simple
choir
inquiries
and
leonardo
tentari
is
working
on
prototypes
around
that
which
should
be
available
in
the
next
number
of
months.
F
Now,
in
looking
at
this,
we're
not
going
to
kind
of
wave
imagine
what
what
magic
wand
and
have
everything
delivered
within
the
next
number
of
months.
I
think
we
need
to
have
a
look
at
this
over
a
period
of
a
couple
of
years.
Look
at
what
scale
of
impact
we
can
make
to
make
some
early
wins,
but
also
get
a
sense
of
the
ease
of
which
delivery
will
be
will
be
capable
to
actually
come
up
with
a
with
a
sensible
program
for
improvement.
F
F
Canister
cooper
is
number
of
cause
we
get
because
people
don't
quite
understand
the
letters
we
send
out
in
the
first
place,
and
actually
there
are
things
which
we
can
do
to
improve,
that
we've
now
got
the
major
communications
going
through
our
our
comms
section
to
actually
write
them
properly,
so
that
that
reduces
the
amount
of
callback
that
we
get.
I
think
we
also
need
to
be
clear
about
where
we
can
and
can't
help
through
the
contact
center.
F
So
an
illustration
of
that
there's
many
thousands
calls
we
get
around
school
appeals,
for
example,
where
people
aren't
happy
and
really
all
that
people
can
do
is
is
be
directed
to
make
an
appeal.
There
is
nothing
actually
that
the
con
the
contact
center
member
staff
can
do,
and
that
was
obviously
takes
up.
F
Lots
of
time
frustrates
the
person
on
the
other
end
of
the
phone,
so
it's
kind
of
working
through
those
things
where
we
were
actually
adding
value
and,
lastly,
is
also
trying
to
use
the
contact
center
as
a
as
a
means
of
sort
of
saying.
Well,
this
is
where
we're
getting
complaints.
This
is
where
things
aren't
quite
working
and
how
do
we
actually
change
our
services
and
improve
them
so
that
it's
better
for
the
public
and
we
and
better
for
the
contact
center,
so
we're
so
we're
working
on
all
these
fronts.
F
F
There
are
things
which
we
can
do
in
the
here
and
now
to
make
that
improvement,
but
I
also
want
to
get
across
that
the
contact
centre
is
part
of
a,
I
guess:
broader
sort
of
ecosystem
of
customer
contact,
and
actually
it's
by
working
across
the
council,
looking
at
all
the
it
issues
working
with
different
services
and
how
they're
organized
that
we're
going
to
both
improve
services
to
the
public
and
improve
the
contact
center
itself.
Okay,
thank
you.
A
Okay,
thank
you
very
much.
I'm
gonna
open
up
to
questions
from
members.
If
anyone
wants
to
ask
a
question,
just
as
a
clarifying
question
to
start
with,
neil
you
talked
about
18
extra
staff
by
june
is:
is
that
a
net
figure
to
allow
for
the?
I
guess
you'd
estimate,
12
staff
leaving
between
now
and
then,
if
we're
doing
not
not
quite
but
to
a
month.
D
J
Thank
you
chair
and
thank
you
for
the
introduction,
neil.
I
I
just
wanted
to
discuss
a
particular
matter
which
is
very
concerning
which
is
the
average
wait
time
in
the
report
of
10
minutes
now
I
appreciate
you
mentioned
about
mondays,
compared
to
wednesdays
or
any
other
day
of
the
week,
but
that
means
that
there
are
people
waiting
on
the
phone
lines
for
far
longer
than
10
minutes
if
we're
going
to
get
to
an
average
of
10
minutes
and
that
I
actually,
I
think
that
this
report
isn't
ambitious
enough
and
I'm
not
criticizing.
J
Well,
I'd
like
to
see
the
metrics
and
how
many
bins
are
reported
online
or
how
many
issues
people
have
actually
reporting
when
they
come
through
to
me.
So
I
want
to
ask
more
generally:
why
is
there
no
comparison
between
the
average
call
wait
time
pre-pandemic
and
is
the
metric
calculation
of
18?
More
staff
is
how's
that
being
calculated,
and
how
is
that
going
to
then
deliver
five
minutes
or
less
in
terms
of
actually
improving
this
for
the
residents
when
they're
calling
up?
Thank
you
chair.
F
F
What
I
don't
think
is
is
probably
a
a
plausible
position
is
to
say
that
if
we
get
to
that
position-
and
we
haven't
seen
the
process
improvements,
I've
I've
talked
about-
which
I
think
are
absolutely
there,
and
I
actually
are
supported
by
other
research
work,
that
the
authority
has
got
unlimited
amounts
of
resources
to
actually
increase
the
numbers
of
people
that
we
have.
So
we
do
already
as
they
spend
5.4
million
on
it.
F
So,
if,
if
we
don't
make,
if
we
don't
reduce
the
calls
through
the
means
which
I'm
talking
about,
there's
a
limit
to
actually
how
many
extra
staff
the
council
will
have
and
we'll
have
to
make
a
calculation
on
that-
and
members
would
have
to
discuss
that
too
about.
Where
does
the
budget
fall
for
that
as
against
other
things
which
we're
delivering
now?
F
Many
of
those
things
are
actually
possible
to
shift
online
and
actually
get
get
us
very
significant
reduction,
which
would
then
enable
us
to
also
improve
the
telephony
contact
which
we
which
we
wish
we
offered,
but
but
let's,
but
rather
than
I
I
think
you
know
putting
in
some
commitment,
beyond
which
I
think
we
can't
sensibly
plan
at
the
moment.
Let's
put
something
in
which
we
think
we
can
achieve
and
then
go
from
there.
But
sonya
did
the
work
on
actually
coming
up
with
the
numbers
of
staff,
so.
D
Thank
you.
Neil.
The
calculation
is
based
on
a
an
industry
standard.
It's
called
the
erlang
calculator.
I
can't
explain
that
to
you
all,
but
I
I
would
note
it
all
down
and
circulating
after
the
meeting.
If
that's
okay,
it
takes
into
account
shrinkage
and
core
volumes
over
a
particular
period,
but
I'll
I'll
need
to
document
that
and
circulate.
If
that's,
okay,.
B
B
B
And
that's
you
know
that's
not
just
about
putting
letters
trying
to
make
sure
letters
go
to
people
in
the
first
instance
in
plain
english,
so
that
they
understand
it
and
don't
have
to
ring
us
and
say
I've
got
this
letter.
What
do
you
mean?
Which
often
happens
so
you
know
so
to
try
and
transform
the
way
every
different
department
and
service
rights
to
our
you
know,
residents
and
and
people
you
know
around
the
services
that
we
provide
is
not
you
know
an
overnight
job.
B
Is
it
and
neither
is
transforming
the
the
channels
that
people
actually
contact
us
on
now,
mostly
people
would
like
to
engage
with
us
in
a
digital
way,
and-
and
you
know
you
know
yourselves
most
most
people
want
to
do
that.
The
only
time
that
that
I
I
know
revert
to
the
telephone
is,
if
I'm,
that
frustrated
with
the
digital
approach
that
I've
tried.
B
I've
give
up,
you
know
so,
actually
I
picked
the
phone
up
and
that
happens
a
lot
as
well
for
people
contacting
us
through
the
contact
center,
but
but
throughout.
All
of
that,
we
have
to
remember
that
there
are
a
lot
of
people
who
don't
have
digital
access,
who
or
who
would
choose
to
engage
with
us
through
the
telephone,
which
is
fine,
and
we
want
to
remain
that.
B
But
actually
what
we
can
do
is
take
away
a
lot
of
the
frustration
and
a
lot
of
the
contact
we
get
through
the
telephone
because
people
would
like
to
do
it
a
different
way,
and
we
are
you
know
on
that
journey.
We
have
tried
some
things
already,
but
what
we're
talking
about
now
is
major
transformation
about
the
chat.
The
way
people
engage
with
us
through
the
contact
center
or
through
a
digital
approach
as
well.
J
J
That
then
means
that,
unfortunately,
users
have
to
pick
up
the
phone.
So
it's
a
shame
that
there
are
not
previous
metric
calculations
at
all
when
it
comes
to
looking
at
the
wider
call,
candling
time
and
also
more
generally
in
terms
of
kpis.
Although
he's
appreciated
a
new
set
is
going
to
be
brought
in
the
the
other.
J
The
concern
I
have
about
using
that
is
that
there
is
no
evidence
in
this
report
that
that
is
the
reason
or
any
other
reason
why
those
individuals
leave,
or
we
then
have
to
break
that
into
the
numbers
that
we
have.
So
can
you
confirm
to
me
what
sort
of
staff
engagement
is
taking
place
to
confirm
why
staff
members
are
leaving
actually
how
many
staff
members
on
average
are
actually
leaving,
because
it's
not
mentioned
in
the
report
and,
for
example,
when
it
comes
to
that
situation?
What
does
it
look
like
compared
to
before
the
pandemic?
D
A
D
Sorry
is
that
clearer,
I
was
just
saying
that
for
everybody
that
leaves
the
contact
center.
We
undertake
an
exit
interview
and
from
there
we
explore
the
reasons
why
they're
moving
on
a
lot
of
the
time.
Most
most
of
the
people
that
have
left
this
year
have
gone
on
to
promotion
opportunities
within
the
council,
and
that
is
you
know
that
that's
the
source
of
intelligence.
We
know
that
there's
there's
an
appetite
for
people
to
some
people
to
progress
in
their
careers
within
the
contact
center.
D
F
Yes,
assuming
you
can
do
that,
I
think
the
other
one
of
the
interesting
things
about
the
pandemic
actually
is
is.
Is
it's
had
a
strange
pattern
with
the
contact
center
and
that's
actually
on
the
the
issue
of
levers
and
in
common
with
many
other
employers,
very
few
people
left
during
2020,
everybody
sort
of
stayed
put
and
I
think
actually
in
21,
then
you
almost
had
like
had
a
kind
of
catch
up
with
that
people
actually
haven't
moved
through
through
2020.
F
So
we've
had
more
leave
through
that
period
and
the
same
has
been
true
actually
about
calls
as
well,
so
actually
during
the
early
part
pandemic.
For
example,
when
you
couldn't
get
a
housing
repair,
people
weren't
ringing
up
about
them
and
then,
of
course,
when
it
all
came
back
online
people
start
doing
it
again
and
it's
more
complicated
and
it
takes
longer.
So
it
it.
F
J
J
Is
the
ringing
bell?
That's
telling
me
I've
got
ringing
in
my
ears
and
telling
me
something
else
to
do
all
I'll
say.
Colleagues
is
that
you're
asked
at
the
beginning
whether
you
want
to
just
question.
I
wanted
to
ask
a
question
and
I
think
we're
here
to
scrutinize
the
situation.
So
please
don't
challenge
me
after
I'm
trying
to
actually
ask
honest
questions.
A
J
J
If
we
compare
pre-pandemic,
for
example,
if
you
look
at
miss
bins,
we
have
42
500
in
2019
and
69
500
in
2020,
and
that's
calls
in
terms
of
the
number
there,
and
there
are
also
more
generally
looking
at
the
wider
figures
about
the
fact
of
the
vast
increase
in
the
past
couple
of
years.
That
may
be
down
to
the
fact
that
service
transformation
is
understandably
needed
in
other
parts
of
the
council,
but
I
am
still
of
the
view
that
we
need
to
accept
that
there
are
going
to
be
certain
parts
of
what's
happened.
J
I
mean
that
people
are
going
to
be
calling
up
much
more
because
of
the
fact
that
they
expect
that
we
are
working
more
remotely
than
otherwise
we
were
before
now.
One
thing
that
I
want
to
ask
a
little
bit
is
about
in
terms
of
the
survey
response,
which
is
actually
mentioning
here
about
the
knowledge
and
the
potential
of
people
that
felt
that
members
of
staff
had
the
knowledge
and
the
availability
to
answer
their
query.
J
So,
for
example,
we
had
the
situation
of
when
it
came
to
knowledge
of
84.
On
that
particular
survey,
do
we
have
any
particular
view
of
what
that
was
pre-pandemic,
or
do
we
have
any
further
information
from
the
previous,
privately
provided
survey
to
be
able
to
compare,
because
my
concern
is,
there
are
very
little
figures
in
here
and
that's
my
constant
point
that
I've
raised
of
actually
making
a
comparison
pre-pandemic
to
actually
say
whether
we
need
to
accept
the
situation
or
whether,
actually
we
need
to
look
at
how
this
service
is
being
run.
Thank
you,
chair.
D
Thank
you.
Yes,
we
do
have
some
customer
satisfaction
survey,
data
pre-pandemic
that
was
from
a
different
system.
I
understand
that
that
system
didn't
randomize
who
received
the
survey.
I
think
that
the
call
handler
was
able
to
put
the
customer
through
to
the
survey
for
them
to
complete
this
new
survey
that
we
launched
on
the
5th
of
january
is
randomized,
but
very
similar
questions
were
asked
in
the
old
survey,
so
we
can.
We
can
forward
that
that
comparison
to
members.
G
Yeah,
thank
you
chair.
I
also
used
to
work
in
a
contact
center.
Yes,
I
worked
for
one
of
the
online
banks
that
based
in
leeds
and
I
started
on
the
phones
as
well
and
the
same
as
a
lot
of
our
staff.
I
worked
my
way
up
to
be
a
manager,
and
it's
not
just
a
legacy
council
where
it
happens.
It
happens
in
all
those
environments
and
every
environment
which
has
a
contact
center.
Has
these
recruitment
and
retention
issues?
G
It's
not
just
us,
so
I
just
want
to
make
that
point
that
it's
not
something
that
the
council
are
doing.
It's
the
endemic
everywhere,
but
I
do
understand
the
issues
with
call
forecasting
handling
as
a
manager
in
that
environment
and
it's
difficult.
You
can
have
as
many
models
as
you
want,
but
you
can
never
predict
something,
that's
going
to
happen
and
it's
going
to
make
people
call
in
so,
and
I
I
welcome
the
report
on
everything
that
we're
trying
to
do
to
to
to
to
change
it
and
improve
the
customer.
Satisfaction.
G
Two
things
I
just
wanted
to
raise.
If
I
can,
I
just
wondered
about
you
know.
Obviously,
bins
is
something
that
we
all
get
a
lot
of,
and
especially
in
the
last
two
years,
where
we've
had
crews
absent
and
that
kind
of
thing
and
on
our
website
I
just
wondered
whether
we
could
have
the
facility
of
like
a
news,
feed
or
something
so
people
could
get
like
real-time
updates
to
say
yes
x,
number
a
bit.
G
If
that
makes
sense,
they
could
just
get
that
that
inform
thing
right
x,
number
of
street,
this
one
is
blah
blah
blah
and
so
that
that
might
be
something
that
might
stop
people
phoning
in
the
other
thing
was.
I
got
an
interesting
email
last
week
that
came
by
a
labor
group
office
and
our
our
I've
got
it
here.
If
people
want
people
for
about
grit
bins
and
they
submit
the
online
form
for
grit
bins
and
it
actually
has
an
automated
response,
so
you
contact
your
local
council,
which
is
fine.
G
G
I
think
that
we
need
to
check
every
single
you
know
and
every
single
response
that
we're
sending
out
because
yeah
it
took
a
while
for
it
to
get
that
message
back
and
then
she
was
like
well,
I
could
have
done
that.
So
just
I
think
yeah.
I
think
we
just
need
to
check
every
every
single
response
that
we're
sending
to
people
yeah.
Thank
you.
H
So
yeah
so
with
the
miss
spins,
what
we've
looked
at
doing
is
improving
the
form
how
people
report
it
so,
for
example,
before
the
improvement,
you'd
get
a
generic
message
saying
your
bin's
been
missed,
we'll
get
back
in
touch
with
you
and
it's
set
completely
unrealistic
expectations.
Now
you'll
get
something
back
that
will
explain
why
your
bin
was
missed,
and
so
it
might
say,
for
example,
you
know
the
vehicle
broke
down
or
it
got
too
full.
H
You
know
there
was
more
waste
or
whatever
it
is,
and
then
the
message
will
be
tailored
depending
on
what
response
you
can
expect,
and
so
before
I
think
we
used
to
say
we'd
be
back
in
two
days.
The
reality
was
that
quite
often
doesn't
happen.
It's
quite
often
longer
so.
We've
worked
through
with
the
service
making
sure
that
the
messages
customers
get
are
realistic
and
also
that
we're
not
saying
we
will
go
back
to
customers
and
that
you
know
this.
H
This
is
what
you
can
expect
as
a
service,
and
this
is
what
happens
if
that
you
know,
if
that
doesn't
so,
it's
sort
of
all
set
out
up
front
to
stop
that
back
and
forth,
and
because
we
end
up
in
a
situation
where
people
then
ring
up,
because
we
haven't
met
what
we
were
setting
out.
So
we're
just
trying
to
be
a
lot
clearer
and
we
have
started
sort
of
looking
at
whether
that
what
you're
suggesting
news
feed
is
possible.
H
I
don't
think
we're
quite
there
yet,
which
is
why
we've
done
the
tailoring
to
the
the
form.
But
it
is
something
that
people
are
aware
of
and
and
how
we
can
get
that
better
kind
of
hyper
local
communication
as
well.
So
if
we
can't
do
the
newsfeed
that
we
can
be
better
at
in
terms
of
using
things
like
the
facebook
and
the
various
things
that
already
exist
so
that
there
has
been
quite
a
lot
of
work
on
that
to
try
and
improve
it,.
G
I
just
that's
great,
I
think
what
we'd
like
to
say
what
we
need
to
do
is
get
to
the
root
cause
of
some
of
this,
which
will
then
have
that
knock-on
effect
into
you
know
the
call
less
calls
coming
in,
so
we
can
pick
them
up
quicker.
So
I
think
I
think
what
you
know.
The
the
approach
we're
taking
getting
to
the
root
cause
of
a
lot
of
these
issues
is
rather
than
just
focus
on
the
car.
The
contact
center
is.
That
is
absolutely
the
best
way
forward.
Yeah.
Thank
you.
K
K
So
if
you've
covered
this
already,
I
apologize
is
the
customer
satisfaction
survey
to
do
with
a
person's
satisfaction,
with
the
call
that
they've
made
or
answering
the
query
that
they
rang
up
about
because
just
going
back
to
the
bin
business
we
mentioned
before,
we
all
know
what
what
the
answer
is-
and
we
all
know
that,
quite
often,
despite
their
best
efforts,
they
can't
get
back
within
48
hours.
So
does
that
mean
people
ring
up
again
and
again
and
again,
because
they
certainly
ring
me
up
again
and
again
and
again
so
there's
that
one.
K
K
K
So
I
mean
it
drives
me
to
distraction,
and
I
know
where
to
go
to
and
and
finally
I'm
sorry
neil
chat,
box,
algorithms,
virtual
assistants,
I'm
afraid
that's
driving
me
up
the
bloody
wall.
You
know
they
don't
answer
the
question.
Unless
it's
a
it's
as
simple
as
you
could
possibly
have
you
eventually
talk
and
talk
and
talk
press
this
press
that
press
the
other
and
eventually
disappeared,
open,
orifice
somewhere
I'd
have
to
start
all
over
again.
K
F
Well,
I
think
the
improvement
to
to
the
website
and
enabling
people
to
access
our
services
through.
That
is
absolutely
intrinsic
to
the
improvement.
I
I
mean
you're
you're,
absolutely
right
in
that
regard
and
against
google
saying
I
think
we
we
know
already
that
probably
the
majority
of
people
call
us
after
they've
not
been
able
to
solve
it
on
the
website.
F
Why
we're
also
going
to
be
putting
resources
in
the
here
and
now,
because
we
need
to
deal
with
with
the
issues
in
the
here
and
now,
but
but
looking
over
the
next
next
next
couple
of
years,
the
improvement
to
the
website
and
what
we
offer
through.
That
is
absolutely
the
right
thing,
with
chat,
bots
we're
gonna,
we're
gonna,
take
it
kind
of
steady.
So,
there's
no
intention
to
well
there's
no
intention
to
sort
of
put
some
sort
of
critical
service
onto
a
chat,
bot
and
hope
for
the
best.
F
You
know
we
we're
going
to
have
to
try
to
try
that
out,
but
I
think
I
think
there
are
things
like.
For
example,
people
who've
got
got
a
query
out
with
us
asking:
where
are
you
at
with
that
quick
inquiry
and
getting
an
answer?
This
is
what
the
stage
of
where
your
your
inquiry
is
at
and
you'll
you
and
we,
some
of
us
will
do
that
and
that
you'll
know
from
things
like
getting
a
passport
these
days,
you'll
get
a
little
notification
saying
this
is
where
it's
at
in
the
process.
C
Thanks
it's
on
a
similar
scene,
the
theme
really
and
councillor
cooper's
raised
it
since
I've.
I
raised
the
point,
but
it's
all
around
those
repeat
calls
or
the
people
that
have
tried
an
online
submission,
because
there's
many
people
that
tell
me
they
rang
the
number
because
they
reported
it
and
either
hadn't
heard
back
now.
We
might
have
been
doing
something
and
in
the
case
of
bins,
for
instance,
if
we
take
that
as
an
example,
but
there
are
many
others
that
people
would
say:
they've
reported
it.
C
Obviously
they've
got
48
hours,
but
they'll
probably
call
the
next
day
just
in
case,
because
they
don't
know
if
we're
coming
and
then
the
next
day,
just
in
case.
So
it's
around
those
and
obviously
neil
you've
got
responsibility
for
dealing
with
the
calls,
but
not
necessarily
all
of
those
departments
where
we're
reducing
the
calls
is,
and
I've
got
confidence
actually
in
this
report
that
we
are
working
on
managing
the
calls
we've
got
at
the
moment
and
doing
the
most
we
can
in
the
contact
center.
But
I
think
that
other
bit
is
the
most
important.
C
So
I
was
just
wondering
whether
you
can
expand
on
how
those
conversations
have
gone
and
some
of
those
areas
that
have
been
difficult
in
the
past,
because
I
think
they're,
probably
where
I'd.
Rather,
we
were
focusing
on
in
scrutiny
to
reduce
the
calls
and
work
out
how
we
can
assist
with
that.
Rather
than
I
mean
I've
got
confidence
that
you're
dealing
with
the
number
of
calls
and
got
a
good
good
plan
for
the
contact
center
going
ahead.
It's
around
then
how
we
can
assist
with
with
getting
rid
of
some
of
those
tricky
issues.
F
F
The
contact
center
into
resources
was
to
make
sure
that
it
was
joined
up
with
digital,
because
digital
and
contact
center
apps
so
entwined
in
that
way,
but
also
to
some
extent,
whilst
all
departments
have
got
a
responsibility
to
work
together.
The
corporate
resources
bit
is
a
bit
of
the
glue
across
the
authority
supporting
all
the
kind
of
support
functions
across
the
authority,
and
I
think,
therefore,
it's
best
probably
placed
to
kind
of
work
across
all
the
different
services
to
make
those
changes
with
them.
F
C
That's
really
useful,
I
think,
obviously
the
the
information
for
that
won't
be
there
because
you're
working
on
it,
I
think
next
time,
then
we
have
a
report
from
contact
center.
It'd
be
useful
to
see
that
split.
In
terms
of
whether
this
was
the
first
time,
somebody
had
contacted
the
council
about
an
issue
or
whether
it
was
the
second
time
or
the
third
time
or
something.
So
we
can
gather
that
because
then
we've
got
an
easy
way
of
saying.
C
The
chatbot
thing
can
also
help
with
that
thing
of
searching
the
website,
so
you
can
put
in
your
query
and
it
can
try
and
work
out
what
question
you're
asking
and
it
can
give
you
those
relevant
links,
and
I
think
that's
when
it's
useful
and
for
many
people
that
will
that
will
be
a
great
help.
It
won't
be
a
great
help
for
everyone,
but
when
reducing
the
calls
we're
going
to
have
to
try
every
possible
method,
aren't
we
on
that
and
fit
everyone
in
their
different
wherever
they
they
feel
most
comfortable
contacting
us.
A
E
I
think
most
of
my
questions
been
asked
anyway,
but
just
to
say
with
regards
to
the
report
and
going
forward.
I
welcome
the
ambition
to
reduce
the
calls
to
five
and
and
two
minutes,
and
hopefully
you
will
achieve
it.
I
always
give
british
customers
example
of
when
you
phone
them
and
I'm
not
giving
you
that
as
an
example,
anymore,
they've
gone
downhill
now
and
most
places
at
this
moment
in
time
going
back
out
and
the
calls
are
really
long.
E
So
I
welcome
the
ambition
to
reduce
it
to
five
and
two
minutes
and
also
with
regards
to
the
chat
box.
Obviously
the
chat
box
has
got
to
be
something
that
anticipate
your
your
question:
to
steer
you
onto
the
correct
page
or
phone
number,
and
that's
the
only
time
I
use
it.
I
find
that's
quite
good
with
others
it's
you
know,
you
ask
a
question
and
it
it
it
steers
you
elsewhere.
So
that's
the
only
bit
about
the
chat
box.
E
The
other
thing
as
well
with
regards
to
to
bins
we'll
always
forever
get
calls,
but
I
would
like
you
to
improve
it
in
a
way
that,
when
someone
ring
up
say,
for
example,
my
street
lsat
2sx
that
it
rather
than
two
two
people
or
three
people
or
ten
people
on
my
street
every
time
they
ring
up
to
make
that
complaint.
It's
you
get
the
reply
saying
that
it
has
been
reported.
E
We
are
aware
and
we'll
be
back
out
in
10
days,
two
days
whatever
so
that
sort
of.
I
would
like
to
see
something
like
that.
Why
I'm
saying
that,
because
when
what
they
call
em,
is
it
empower
the
electric
goes
out
in
your
street
and
your
phone
up?
It
says
we
are
aware:
lsa
2sx,
like
we'll
it'll,
be
back
on
in
10
minutes,
half
an
hour,
we're
working
on
it.
E
E
You
know
so
you
know
things
like
that
can
can
help
and
the
same
as
well
when
and
people
are
ringing
up
and
they're
not
happy
with
the
school
places
rather
than
waiting
for
someone
to
answer.
If
you
know,
we
know
that
they're
ringing
up
they're,
not
happy
and
it
steered
them
exactly
where
they
need
to
go
so
that
those
sort
of
things
can
help.
So
I
hope
your
ambition
going
forward
with
reducing
the
call
times
etc.
I
welcome
that,
because
my
mother
gets
upset
she's
85.
E
You
know
when
she
fought
phones
up
about
anything
and
not
just
about
bins.
Other
services
as
well.
You
know
they
just
want
the
calls
to
be
answered,
and
yes,
we
we
get
calls
as
well
in
the
council
with
things
that
don't
belong
to
the
council
or
involved
in
the
council,
because
I
get
quite
a
few
of
those
emails.
So
I
I
I
hope
this
work.
We
know
it's
going
to
take
a
while
and
we
know
going
forward.
This
is
our
ambition
and
to
reduce
the
calls.
A
L
Thank
you
just
to
a
couple
of
questions.
Could
someone
just
tell
me
how
many
people
we
should
have
working
in
the
call
centers,
because
there's
three
well
two
different
numbers
in
here
plus
18
more
coming
by
june?
I'd
just
like
to
know
what
the
budget
is
and
whether
we're
gonna
and
once
we've
got
to
that-
is
that
the
number
in
june
and
we're
gonna
try
to
keep
at
that
for
the
rest
of
the
year
or
ongoing
and
related
to
that.
The
report
mentions
additional
one-off
stand:
staffing
resources
costing
564
000
pounds.
L
F
Yes,
so
broadly,
we
are
at
establishment
now.
So
the
the
18
that
we're
talking
about
are
are
addition,
and
that
is
the
540
000
which
is
going
to
go
in,
and
it's
almost
like,
like
a
recovery
injection
to
kind
of
deal
with
some
of
the
delays
which
we,
which
we've
got
at
the
moment.
From
what
you've
heard
from
me
saying
before,
I
think
you
probably
understand.
I
don't
see
that
as
a
permanent
requirement.
F
I
mean
I,
I
think
we
we
need
to
use
this
year
to
make
improvements
in
many
of
our
processes
to
actually
reduce
the
numbers
of
calls
and
get
more
and
get
and
get
great
product
productivity
and
so
forth
as
well.
But
you
do
need
sometimes
to
get
your
head
above
water
and-
and
this
will
enable
us
to
do
that.
I
think
then,
given
the
levels
of
turnover
which
we
do
experience
and
even
if
we
and
if
we
even
if
we
are
successful
with
better
attention,
we
will
still
expect
some
natural
turnover.
F
I
would
see
that
that
then
returning
back
to
our
establishment
levels
and-
and
you
know
to
be
honest-
hopefully
as
in
years
to
come-
I
think
we
can
reduce
the
amount
we're
spending
on
on
this
and
actually
be
spending
it
on
other
on
other
services
actually
and
improving
the
services
themselves.
So
that's
an
ambition
in
the
longer
term,
but
we
do
actually
need
to
understand
the
reality
of
where
we're
at
at
the
moment
and
without
those
web
alternatives.
We
need
to
be
providing
staff
to
answer
the
calls.
F
A
A
So
I
guess
the
the
thing
for
us
is:
how
do
what
we
need
to
do
as
a
scrutiny
board
is
think.
How
can
we
support
those
two
things
and
I
think
we've
all
talked
about
those
needing
to
be
taken
forward,
and
it
feels
like
that's
how
what
we
need
to
be
doing
as
a
screening
board
is
putting
pressure
on
those
two
areas
to
make
sure
that
this
is
a
one-off
need
and
that
call
rates
do
go
down
and
people
are
more
satisfied
with
the
web
responses.
A
Frankly,
with
bins
or
potholes
or
whatever
it
is.
I
am
the
same.
I
only
I.
I
am
trying
report
on
the
website
and
if
that
doesn't
work,
I
report
by
my
council
email
address,
because
I've
I've
got
frustrated
and
people
throwing
up
in
a
similar
way.
So
so
I
think
that's
that's
where
we've
probably
got
to.
I
think
that's
the
the
nub
of
it
and
it
feels
like
as
a
board.
A
We
could,
if,
if
the
board's
comfortable
I'm
thinking,
maybe
we
write
to
the
clt
about
these
two
issues
to
say
that
we
think
they're
important
and
they
need
to
be
prioritized
across
across
the
council,
and
I
think
that
helped
customer
or
client
experience
throughout
that
too.
Council
cooper
wants
to
wants
to
comment,
but
if,
if
members
are
supportive
of
that,
that'd
be
helpful
and
then
council
cooper
and
then
councillor
firth
wants
a
comment
as
well:
okay,.
B
So
that's
throughout
all
the
services
and
through
the
corporate
leadership
team
and
cabinet
as
well
that
that,
actually
that
it
is
a
priority
for
us
that
that
engagement
is
improved
somewhat.
That's
you
know,
so
that's
why
we're
saying
you
know
when
we're
not
here
to
defend
the
position
we
can.
You
know
tell
you
what
that
position
is
and
we
can
improve
on
that
going
forward
and
that's
what
we
hope
to
do
so.
B
I
hope
that
you
know
from
I
know:
you've
talked
about
pre
pandemic
numbers
and
so
on,
but
they
were
calculated
in
a
different
way
as
well.
I
think,
if
you
take
these
as
a
baseline
and
judge
the
improvement
on
that
going
forward
as
a
scrutiny,
I
think
that
that
will
will
give
you.
You
know
the
answers
that
you
need
by
all
means
take
as
much
data
as
you
want,
but
you
know
from
the
point
that
we're
today
to
say:
you
know
that
these
are
the
improvements
we
want
to
make.
J
Thank
you
chair,
and
thank
you
for
that
summary
from
all
colleagues.
I
just
wanted
to
ask
one
thing
that,
when
whether
this
matter
is
going
to
be
coming
to
us
in
the
future
and
when
that
is
planned,
because
the
reason
I
mention
that
is,
there
is
one
particular.
I
think
chasm
that
that
we
need
to
look
at
here,
which
is
there's
been
certainly
a
lot
of
issues
and
context
added,
but
there
isn't
very
much,
in
my
opinion,
evidence
to
show
whether
there's
been
a
comparison
with
other
organizations
or
even
with
the
book.
J
The
booming
customer
services
sector
here
in
leeds,
for
example,
as
as
other
counselors,
have
mentioned,
with
their
previous
experience,
including
mine,
working
for
those
private
providers.
What
has
been
done
to
analyze
the
context
in
which
we
are
sharing
at
the
moment?
What
is
it
that
they're
doing
then,
as
a
result
to
recruit
more
staff?
What
are
they
kpis
that
they're
looking
at
to
then
deliver?
J
But
there
is
no
mention
of
what
the
previous
kpis
were
and
in
order
to
make
sure
that
we
can
do
this.
I
think
that,
certainly
if
we
want
to
be
providing
that
fantastic
service,
as
we
do
and
that's
why
people
do
public
service
is
ultimately
to
provide
that
service
to
our
most
vulnerable
and
needy
in
the
city,
but
certainly
that
sort
of
evaluation
would
help
us
to
do
that
and
that
should
form
the
basis
of
any
future
report.
A
If
they
they
want,
the
the
successful
does
want
them
to
come
back,
so
I'm
sure
they
will
be
back.
So
thanks
for
that,
I'm
going
to
close
this
item
there.
If
that's,
okay,
I
think
those,
I
do
think
that's
some.
Those
summary
points
I
made
just
a
moment
ago
are
important
to
be
noted,
and
so
we
can
push
forwards
with
that,
I
haven't
seen
anyone
disagree
with
that
sort
of
raising
it
at
senior
level
as
a
board.
A
So
I
think
we'll
we'll
do
that.
So
thank
you
very
much
for
that
and
we'll
move
on
to
item
eight
item.
Eight
is
similar
but
different
item,
it's
more
in
turn,
knuckles
to
the
service
desk.
I
don't
know
who
wants
to
speak
first
on
this,
but
it
looks
like
andrew
does
so
I'll
pass
over
to
you
andrew.
You
can
assume
we've
read
the
report,
so
you
don't
need
to
go
through
it
line
by
line.
Thank
you,
oh
and
just
one
more
thing.
Sorry,
andrew.
A
I
Thank
you,
council
scopes,
yeah,
I'm
here
to
present
this
report
talk
through
the
actions
taken
since
september
21
to
resolve
performance
issues
on
the
idea
service
desk,
look
at
service
performance
over
the
last
12
months
and
then
answer
some
questions
on
the
future
vision
for
the
service
centre.
So
welcome
to
questions.
C
C
It's
been
something
that
I
haven't
really
wanted
or
needed
to
call
about
it's
something:
I'd
rather
have
just
logged
somewhere,
and
somebody
told
me
either
something
not
working
I'd.
Rather,
somebody
came
back
to
me
another
point
or
something
that
I
haven't
really
got
time
to
solve
at
that
particular
moment.
I'd
rather
somebody
looked
into
it
and
came
back,
so
I
just
wondered
if
you
could
expand
a
bit
on.
I
Thank
you,
council.
One
thing
to
know
is:
we've
put
an
officer
back
in
as
a
member's
permanent
support,
so
that
person
has
just
been
appointed
on
six
months
of
comment,
so
you
will
have
a
link
into
somebody
who
will
be
able
to
directly
respond
to
to
members.
That's
the
first
thing
in
terms
of
queries
of
that
type.
I
We
are
also
looking
at
bot
technology,
which
may
help
in
terms
of
pushing
you
to
a
procedure
that
may
answer
your
query.
So
if
it
was
something
around
installing
some
software,
for
example,
it
should
be
able
to
push
you
to
that
to
that
procedure.
Potentially
we
could
put
you
to
a
structured
form,
but
in
terms
of
the
question
council,
I'd
have
to
take
that
back
and
speak
the
team
around
how
we
could
look
at
what
you're,
what
you're
actually
inquiring
about.
C
I'll
come
back
with
a
comment
yeah
because
I
think
it
it's
that
point.
We're
well
aware
that
people
have
had
lots
to
do
over
the
last
year
and
in
ids.
There
has
been
a
lot
over
the
last
two
years
in
adapting
how
we
work
and
supporting
a
lot
of
people
are
working
in
a
very
different
way
when
I've
got
just
a
an
annoyance,
that's
happening
with
a
particular
bit
of
technology
or
system.
C
What
I
don't
necessarily
want
to
do
is
take
up
the
time
of
a
call,
and
so
it's
those
little
bits
where
actually
just
notifying
somebody
of
an
issue.
I
would
have
rather
done,
but
obviously
everything
that
I
go
to
as
a
member,
and
I
don't
know
whether
it's
the
same
with
all
the
different
organizations
that
can
contact
you.
It
all
says
phone
the
number
and
I
think
well,
it's
not
really
severe
enough
to
phone.
The
number
I'd
rather
just
make
somebody
aware
so
I'll
leave
that
as
a
comment,
that's
something
just
to
reflect
on.
J
Thank
you
very
much
chair
and
thank
you
for
the
introduction
of
the
report.
I
just
wanted
to
reflect
really
on
one
of
my
favorite
things,
kpis
and
slas,
because
the
fact
that
we're
in
a
situation
where
last
september,
just
over
three
percent
of
calls
made,
were
answered
within
30
seconds
when
the
target
is
70,
that's
four
percent
of
the
target
was
reached.
J
I
Thank
you
councillor,
just
reflecting
back
on
that
figure.
Looking
at
staff
leaving
over
the
last
two
years,
we
lost
15
staff
over
the
summer
of
2021,
speaking
back
to
neil's
point
earlier
on
about
the
contact
center
in
2020
when
I
lost
two
staff,
but
through
that
last
last
summer
we
lost
15
staff.
So
that's
why
the
the
answer
rate
was
so
low.
I
We're
now
recruiting
back
up
to
the
full
establishment
for
the
team,
which
is
22
and
we
appointed
another
three
people
last
week,
that'll
take
us
back
to
the
figure
for
pre-covered
when
we
routinely
hit
all
of
these
measures
every
month.
The
figure
for
last
month
was
disappointing
in
certain
january,
but
we
had
a
major
incident
thrown
throughout
that
month,
but
we're
confident
that
we're
very
close
to
being
able
to
hit
all
of
our
slas.
J
Thank
you
for
that,
and
certainly
I
hope,
that's
the
case.
I
think
the
biggest
thing
about
it
is
reflected
by
the
fact
that
it's
also
mentioned
that
in
the
surveys
that
actually
the
responses
are
that
the
service
is
doing
really
well
because,
especially
I'm
sure,
council
officers
and
council
members
elected
members,
understand
the
situation,
but
obviously,
as
with
the
contact
center,
this
the
context
has
changed
and
therefore,
as
a
result,
we're
in
a
situation
where
not
only
are
more
people
working
more
remotely.
But
I
remember
from
our
last
meeting,
you
discussed
neil
about
3.5
million.
J
I
think
the
figure
was
in
relation
to
more
money
going
in
to
recruit
staff
technical
staff
who
are
able
to
deal
with
not
only
just
these
inquiries,
but
also
the
wider
and
growing
net
of
roles
that
we
need
within
dealing
with
technology,
to
actually
be
able
to
improve
the
way
we
run.
And
could
you
give
us
a
bit
more
meat
on
the
bone
in
relation
to
how
that's
going
to
affect
the
front
end
and
also
more
generally,
how
that's
built
into
here
because,
ultimately
we're
in
a
situation
where
the
market
is
fluctuating?
J
The
fact
is
that
there
are
scarce
resource
in
terms
of
capital
individuals
and
how
that's
going
to
meet
out
in
terms
of
making
sure
that
we
can
recruit
the
talent
and
ultimately
retain
it
to
make
sure
that
we
can
then
deliver
those
slas,
not
only
just
when
we
recruit
those
individuals
but
going
forward.
Thank
you,
chair.
A
F
We
are
getting
back
now
to
something
which
is
much
more
acceptable,
but
I
think
the
challenge
of
poses
is
is
the
right
one
actually
about
it
is
it
is
an
extremely
competitive
market
now,
and
I
think
our
biggest
issue
at
the
moment
is
not
going
to
be
the
resources
which
we're
making
available
but
actually
being
able
to
fill.
Those
fill.
F
So
there's
building
on
that.
The
second
one
frankly,
is
us
having
to
be
realistic
about
what
we
pay
and
our
current
pay
levels
generally
built
on
managerial
responsibilities.
So
you
get
certain
amount
for
managing
staff
and
managing
finances.
It
doesn't
take
into
account
somebody
who
might
frankly
not
be
able
to
do
either
of
those
things
but
be
technically
very
gifted,
but
who
you
might
actually
have
to
pay
quite
a
lot
of
money
for
and
we're
having
we're
having
to
revisit
that.
F
J
J
Has
there
been
any
particular
look
at
how
we
can
analyze
our
position
in
the
market
in
terms
of
digital
skills
and
also
more
generally,
look
at
how
that's
going
on?
Have
we
looked
at
whether
we
need
to
basically
what
sort
of
benchmarking
have
we
done
against
private
organizations
or
other
organizations
that
need
people
of
the
same
skills
that
potentially
they
are
offering
that
potentially,
then
we
need
to
maybe
consider,
or
at
least
compare
where
we
sit
in
the
market.
I
I'd
have
to
look
into
that
council
of
fairfield.
We
have
benchmarked
in
terms
of
pay,
but
in
terms
of
skills.
Not
yet
that's
something
we
absolutely
need
to
do
as
you'll
be
aware:
we're
moving
to
a
lot
of
online
tools
now
in
terms
of
m365
and
there's
a
move
to
the
cloud.
So
that's
something
I'll
be
looking
at
for
my
service
around
what
skills
do
I
that
now
need
to
bring
in
to
fill
those
posts.
F
We
have
historically
also
linked
with
gartner
who's
kind
of
kind
of
leading
a
sort
of
benchmarking
area
which
crosses
public
and
private,
so
we
do
gather
information
through
through
that
sort
of
thing
as
well.
I
think
I
think
it's
let
me
go
back
to
the
contact
center.
I
was
going
to
make
the
point.
I
think
that
we
we
look
at
the
moment,
a
lot
at
other
councils
and
clearly
they're
do
because
they're
delivering
the
same
sort
of
services
as
us.
F
F
J
F
One
point
maybe
to
make
it
as
a
sort
of
compensation
for
being
in
leaves,
I
suppose,
is
that
lots
of
pieces
of
work
are
one-off
pieces
of
work
and
we
wouldn't
necessarily
employ
people
for
those.
We
would
actually
go
to
the
market
and
find
people
to
do
it
for
us
and
actually
the
fact
we
have
got
a
good,
strong
digital
industry
and
leads
actually
can
be
in
assistance
in
that
regard,
and
actually,
with
the
needs
of
the
council
and
the
digital
industry,
can
feed
off
each
other
and
actually
be
quite
complimentary.
K
My
worries,
whether
the
case
on
the
systems
that
they're
supporting
are
good
enough,
which
is
nothing
really
to
do
with
the
call
center,
but
clearly
if,
if
they
were
better
or
the
systems
were
better,
you
wouldn't
have
so
many
calls
coming
into
the
into
the
call
center.
There's
a
there's
a
comment
in
here
about
training
of
the
staff,
and
I
just
wondered
whether
or
not
the
the
training
the
staff
get
is
robust
enough.
I
mean
I
just
from
a
personal
point
of
view.
K
I
I
We
have
put
a
completely
new
training
plan
in
for
new
staff
which
have
had
to
do
with
people
that
are,
you
know,
still
working
from
home
and
we're
confident
we
can
get
people
to
speed
within
four
weeks.
In
terms
of
being
able
to
answer
the
majority
of
the
calls,
I
think,
looking
at
the
stats
that
are
coming
through
now
for
the
desk,
I
think
that
reflects
that
in
terms
of
we
are
resolving.
The
majority
calls
at
the
first
point
of
contact
where
we
can.
K
L
L
I
can't
print
from
it
and
I
so
so
the
the
the
question
I've
got
is:
are
we
looking
at
putting
the
dropping
center
back
somewhere
in
the
center
of
lays,
or
are
we
not
going
to
have
one
anymore,
because
it's,
I
would
much
rather
be
able
to
pop
in
somewhere
when
I'm
in
town
and
get
something
fixed,
then
struggle
with
it
for
months
and
months
since
I
get
so
fed
up
with
it.
I
finally
make
a
phone
call.
I
A
Thanks
counselor
chapman
for
that,
so
thanks
for
that,
I
think
I
think
for
us
as
a
board,
we'll
need
to
keep
monitoring
how
the
kpis
improve.
We
know
that
you're
hoping
that
they
will
do.
I
think
we
usually
get
a
performance
monitoring
report
in
june
or
the
board
does
in
june,
and
so
I'm
sure
this
will
be
a
kpi
members
will
look
at
when
it
comes.
I
can't
see
anyone
else
indicating
so
I'm
going
to
cancel
the
cube.
Do
you
want
to
comment
as
well.
B
B
Our
reliance
on
our
technology
increased
hugely
when
we
needed
to
work
remotely
and
and
has
continued
to.
You
know
be
at
that
level,
and
so
there's
an
element
that
that
our
teams
and
our
staffing
and
our
resources
were
we're
all
working
in
terms
of
us
being
in
the
office
in
the
buildings
doing
what
we
need
to
do,
and
not
necessarily
relying
on
technology.
B
So
much
and
that's
changed
and
it's
been
a
huge
turnaround
that
we've
had
to
adapter
and
they're
still
adapting
to
what
those
changes
might
be
going
forward
as
well,
for
maybe
a
hybrid
way
of
working.
You
know
you
know,
and
people's
reliance
on
technology,
I
think
is
you
know,
increase
it
even
more
and
their
expectation
of
technology
is
getting
higher
as
well.
So
so
I
think
with
all
of
that,
you
know.
B
I
think
we've
got
some
wonderful
staff
that
we
need
to
be
grateful
for
that
they've
been
there
to
help
us
throughout
all
of
that
to
set
us
all
up
working
from
home
and
continue
to
keep
our
emails
going
and
our
systems
going
for
us
to
be
able
to
work.
Virtually
has
been
remarkable
and-
and
I
just
want
to
put
my
thanks
on
record
for
that
chair.
A
A
H
A
Thank
you
very
much.
I
just
wanted
to
ask
a
little
bit
about
automation
of
freedom
of
information
requests
across
across
the
council
and
how
we've
been
talking
a
lot
actually
today
about
making
things
smoother
using
the
technology
we
have.
I
was
just
wondering
if
there's
any
work,
you
could
just
expand
on
around
that.
H
H
Now
members
of
my
team,
the
information
governance
team
have
access
to
e-discovery
and
this
allows
searchers
right
across
the
estate
under
specific
search
terms,
and
it
will
search
onedrive,
sharepoint
teams,
microsoft,
teams
and
email.
So,
for
example,
we
may
get
a
freedom
of
information
request
in
as
we
have
done
about
zombie
apocalypse,
for
example.
So
do
we
prepare
for
the
zombie
apocalypse?
We
have
had
that
freedom
of
information
request
several
times,
so
we
could.
H
H
That
functionality
is
now
available
to
us.
My
team
is
doing
a
lot
of
research
around
its
usage-
it's
not
in
use
in
the
council
as
yet
it
could
be
used
for
searching
for
freedom
of
information
requests,
but
we
are
also
very
conscious,
and
I
feel
that
there
does
need
to
be
a
decision
made
at
the
highest
level
of
the
council,
whether
we
use
it
for
this
purpose,
because
there
are
obviously
privacy
issues
associated
with
this,
and
it
is
council
policy,
for
example,
that
individuals
can
use
counsel
email
council
systems
for
their
own
personal
use.
H
As
long
as
it
is
within
the
parameters
of
the
council's
it
policy,
so
it
would
be
a
decision
that
would
have
to
be
made
by
clt.
I
would
suggest
whether
we
can
use
it
for
this
purpose,
but
I
certainly
think
that
there
are
ways
around
that.
We
we
could
use
it
and
therefore
automate
a
huge
part
of
the
foi
process
which,
currently,
as
it
stands,
we
get
requests
in.
H
A
Yes,
thank
you.
Louise,
it's
really
helpful.
I
guess
my
take
is,
I
guess
like
we're
seeing
earlier
again,
not
all
of
the
kpis
are
where
we
want
them
to
be
around
fois,
and
so
it
feels
to
me
that
it'd
be
a
sensible
step
to
look
at
a
process.
How
would
make
this
possible?
I
think
that's
that'd,
be
my
take
okay.
I've
had
an
indication
from
councillor
firth.
Do
you
want
to
ask
a
question.
J
Thank
you
very
much
indeed
chair
and
thank
you
very
much
for
that
that
provision
in
terms
of
information,
it's
really
interesting
to
look
at
how
we're
trying
to
be
an
accountable
organization
and
also
how
we're
using
technology
to
actually
deliver
that
in
the
future.
But
there
is
the
devil's
advocate
point
of
of
big
brother
in
relation
to
the
fact
of
the
strict
protocols
that
you
mentioned.
J
H
I
am
aware,
through
talking
with
colleagues
across
the
region,
that
west
yorkshire
combined
authority
are
using
a
discovery
now
and
they
have
very
kindly
said
that
they
would
share
with
us
their
protocol
for
using
e-discovery.
So
that's
very
helpful.
I'm
also
aware
that
kirklee's
council
have
it
available,
but
I'm
not
yet
using
it,
so
it
it's
it's
very,
it's
very,
very
new
and
therefore
I
think
we
need
to
ensure
that
we
we
consider
the
privacy
elements
before
we
we
just
weighed
in
and
start
using
it.
J
No
thank
you
for
that.
I
think
the
biggest
thing
is
obviously
we
as
we
emphasize
at
the
last
meeting
and
that's
why
I'm
incredibly
glad
that
this
has
come
up
about
the
fact
that
we
want
to
be
accountable
for
the
decisions
that
we're
making
and
ultimately
because,
if
we
were
in
our
residence,
shoes
we'd
want
the
same
from
our
councillors
or
from
our
council
staff.
I
just
wanted
to
ask
you've
obviously
mentioned
about
the
fact
of
the
strict
protocol.
A
I
I
think
what
she's
already
said
is
that
the
protocol
is
not
there
yet
and
they
haven't
done
it
and
it
currently
they
won't
do
it,
and
so
there
needs
to
be
a
decision
on
how
to
move
forward.
I
think
my
my
personal
view
is
that
we
should
we
should
look
at
how
we
can
make
this
work
subject
to
finding
a
fair
way
of
giving
people
their
privacy.
A
J
We
referred
to
last
time,
chair,
you're,
certainly
on
it.
So
thank
you
very
much
indeed,
and
I
think
the
biggest
thing
about
it.
I
think
that,
ultimately,
I
understand
certainly
the
privacy
aspect
of
it,
and
certainly
when
it
comes
to
discussions
that
come
through
about
the
most
sensitive
information
that
comes
through
from
our
residents
as
well,
and
I
just
want
to
say
as
well.
J
I
think
that,
as
a
general
comment,
I
think
the
performance
of
the
team,
despite
that
context,
comparing
ourselves
to
other
major
councils
that
we've
been
benchmark
across,
are
certainly
very
good,
and
I
think
that
to
say
the
least
we
are
holding
ourselves
accountable.
Don't
get
me
wrong,
there's
room
for
improvement,
but
we
are
in
a
much
better
situation
than
some
of
our
comparators,
especially
given
our
probably,
although
they're
significantly
bigger
than
even
we
are
compared
to
birmingham
city
council
in
particular,
we
are
in
a
very
much
better
situation.
Thank
you,
chair.
C
Thanks
chet,
I
was
just
gonna
add
on
to
that
previous
e-discovery
conversation
and
say
my
concerns.
I
guess
were
from
a
different
side.
Obviously,
I've
got
quite
a
lot
of
those
concerns
around
privacy
of
it,
but
actually
with
with
the
expertise
we
have
across
the
council
and
the
kind
of
range
of
things
somebody
could
be
asking
for
then
searching
for
particular
terms
is
going
to
be
incredibly
hard
for
someone
to
do
apart
from
possibly
that
officer
themselves.
That
is
the
expert
in
that
field.
C
I
think,
but
I'm
concerned
we'll
probably
end
up
spending
just
as
long
wading
through
all
the
stuff
that
comes
out
than
it
would
be
to
ask
the
officers
right
at
the
call
face
of
the
particular
issue
who
have
dealt
with
the
query,
who
have
written
the
reports.
Who
probably
will
be
able
to
find
the
information.
A
F
It's
going
to
say
that
what
lewis
didn't
say
was
that,
while
she
is
doing
all
those
roles
at
the
moment,
she
won't
be
at
the
end
of
the
week,
because,
unfortunately,
she
is
part
of
the
brain
drain
to
nhs
digital
and
is
leaving
to
do
a
very
important
job
there.
But
I'd
like
to
thank
louise
for
all
the
work
she's
done
over
the
last
few
years
in
this
area,
she's
been
really
really
important.
Part
of
the
ids
structure
and
big
support
to
me
is
cyro
as
well.
Thank
you.
Thank
you
very.
J
Thank
you
chair,
and
certainly
it
just
shows
you,
obviously
what
a
competitive
market
we're
in
at
the
moment.
So
certainly
thank
you
very
much
for
coming
in
your
final
week
to
face
us
as
councillors.
Could
I
just
ask
one
particular
point
to
the
department
then,
as
a
result,
at
the
next
time
that
we
discuss
this
and
when
it
comes
up,
can
we
ask
for
wyka
to
attend,
or
anyone
in
particular
through
our
partners,
that
use
ediscovery
to
then
discuss
their
experience
as
well,
and
that
be
reflected
in
any
reports
that
are
brought
forward?
J
E
Just
going
to
say
it's,
louise
and
you're,
going
over
to
the
nhs,
can
you
send
some
of
the
information
how
they
do
it
about
freedom
of
information,
because
in
the
nhs
they
you
know
they?
Obviously
we
get
that
they
get
that
all
the
time
requesting.
So
you
know
you
can
send
us
a
bit
of
information
and
tips.
A
A
A
Yeah
we've
got
hopefully
we'll
have
a
a
summary
of
evidence
from
the
waste
inquiry,
so
I'm
sure
it
will
not
be
particularly
short
there's
certain
certain
interest
from
members
okay,
so
I
can't
see
any
any
comments,
so
thank
you
very
much
evan
for
coming
yep
and
thank
you
very
much
for
coming.
Thanks
for
those
who've
watched
online
and
I'll
see
you
next
time.
Thank
you.