►
From YouTube: Leeds City Council - Strategy and Resources Scrutiny Board - 24th January 2022 (Part 2)
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
B
Thank
you
chair.
I
just
want
to
go
on
to
the
particular
point
about
the
it
service
desk
and
I
t
provision
in
the
council
because
understand
obviously
in
the
budget
proposals,
there's
a
coverage
of
a
next
3.5
million
pounds
to
tackle,
but
hopefully
the
issues
that
obviously
have
gone
going
with
us
having
a
lot
more
flexible
approach
to
people
working
all
over
as
well
as
working
from
home
and
out
in
the
community.
B
So
I
just
want
to
confirm
that
that
is
supposed
to
be
2021
and
if
not,
why
is
there
a
difference
in
the
reasoning
for
those
different
periods,
but
I
think
it's
just
a
little
mistake
and
also
more
generally
in
terms
of
looking
at
the
it
service
desk.
Can
we
just
confirm,
obviously
more
generally
about
the
fact
that
I
understand
that
we're
in
a
situation
where,
obviously,
the
number
of
staff
has
been
reduced,
could
you
provide
more
provision
about
what's
happening
with
the
it
team
to
make
sure
we
can
actually
improve
the
service
going
forward?
A
Well,
in
that
respect,
which
the
the
figures
are
a
bit
out
of
date-
and
we
give
you
the
latest
ones-
we
actually
have
been
recruiting
staff
into
that
area
to
actually
improve
the
improve
the
position
apologize
for
the
the
the
the
the
the
error
in
terms
of
of
as
cats.
Further
referred
to
the
staffing
situation
in
the
digital
area,
we
are
aiming
to
recruit
significantly.
We
have
put
a
very
substantial
amount
of
money
into
next
year's
budget.
A
There
is
quite
a
a
change
going
on
within
the
service.
We
are
still
we
we've
got
a
very
substantial
team,
but
they
are,
they
are
supporting
an
enormous
number
of
applications
across
the
across
the
city
and
leonardo
tantari,
since
he's
come
in,
has
been
looking
at
how
we
consolidate
those.
So
we
aren't
supporting
hundreds
of
applications
and
we
reduce
that
kind
of
maintenance
type
of
of
provision
and
actually
employ
more
people
who
are
actually
solving
problems,
actually
integrating
applications
across
the
across
the
council.
A
So
it
kind
of
works
as
a
as
a
seamless
fool,
so
we're
three.
As
you
say,
three
and
a
half
million
will
be
going
going
into
it,
but
in
a
very
different
set
of
skills.
I
think
from
perhaps
what
we've
we've
seen
before
and
some
of
that
money
will
not
be
employed
used
for
employing
our
own
staff,
but
also
commissioning
others
to
actually
do
do
work
do
it
for
us
they
are
we've.
I've
mentioned
already
that
we
are
looking
at
some
significant
issues
for
us.
A
I
think
in
terms
of
of
recruitment
challenges
in
the
coming
year,
and
none
more
so
than
in
digital,
actually,
where
the
market
is
very
hot
and
it's
quite
hard
to
get
hold
of
people.
Part
of
that
will
be,
I
think,
dealt
with
by
I
say,
commissioning
the
private
sector
to
do
bespoke
pieces
of
work
for
us.
B
Thank
you
for
that.
Neil.
I
appreciate
the
the
further
information
the
the
the
concern
is
obviously
we're
in
a
situation
where,
obviously
we
are
the
second
biggest
council
in
the
country
in
terms
of
staff
numbers
and
also
area.
I
just
want
to
ask
really,
obviously
we
we
have
the
figures
here
for
first
time
fixes
when
you
call
up,
but
what
other
metrics
are
available
to
understand.
For
example,
how
many
calls
are
abandoned?
B
C
B
Okay,
not
a
problem
right,
well,
we'll
hope.
Looking
forward
to
that
further
detail
next
time,
I
wanted
to
ask.
Obviously
it
was
mentioned
earlier
about
the
fact
that
we
want
to
make
sure
that
our
books
and
also
our
finances
are
open
for
scrutiny.
One
particular
concern
has
obviously
been
subject:
access
requests
actually
getting
well
processed.
Obviously
it's
fallen
by
23
to
actually
get
those
process.
It's
only
12
for
freedom
of
information.
C
A
From
different
from
several
positions
really
so
I
think
there
has
been
an
issue
around
level
of
staffing
which
we've
been
addressing
and
getting
more
resource
in
into
that.
But
there
is
also
the
issue
of
of
process
within
the
services
themselves
to
actually
make
sure
that
there
are
tiny
responses
to
the
to
the
central
team,
and
there
are
also
been
some
changes
to
the
software
which
we
employ
to
kind
of
get
on
we'll
get
further
on
top
of
it
as
well.
A
B
First,
thank
you
and
thank
you
to
our
chair
for
being
so
honest
when
it
comes
to
certain
issues
that
I'm
also
interested
in,
so
it
is
appreciated
and
look
forward
to
that
in
the
future.
There
was
one
thing
I
also
wanted
to
ask
a
general
question,
which
is
obviously
there
is
a.
There
is
a
look
at
the
diversity
of
our
workforce.
A
D
Bottom
one
yet
yeah,
I
was
looking
at
staff
sickness
and
I
was
surprised
to
see
that
mental
health
was
36.4
of
absenteeism
compared
to
coronavirus,
which
I
would
have
expected
to
be
the
higher,
and
it
was
only
12.4
percent.
So
mental
health
was
three
times
higher,
so
we've
lost
three
times
the
amount
of
days
work
days
for
mental
health
as
we
have
for
coronavirus.
D
I
assume
we're.
We
are
in
the
coronavirus
period
from
2020
to
to
current
date,
maybe
september
last
year,
so
it
is
very
surprising,
but
it
also
it
also
gels.
With
the
first
report
we
had
regarding
mental
health
was
brought
up.
I
was
going
to
ask
a
question
and
I
won't
ask
now,
but
it
seems
to
me
that's
a
very
important
issue
and
are
we
doing
enough
to
deal
with
it?
A
Yes,
we
are
covering
the
the
quran
virus
period.
I
I
think
it
has
been
a
a
general
trend
over
the
last
decade
or
more
really
to
see
mental
health
becoming
the
predominant
reason
why
people
take
time
off
and
one
can
speculate.
I
suppose
on
on
on
some
of
the
course
for
that.
I
think
they
possibly
are
connected
with
greater
stresses
and
and
strains
in
in
people's
lives,
but
also
perhaps
a
more
of
a
confidence
to
declare
it
than
perhaps
might
have
been
the
case
20
years
ago.
A
I
think
over
this
last
over
this
last
few
few
years
and
tom
reading
himself
has
been
a
great
champion
of
of
work
on
on
mental
health
and
we've
seen
we
in
a
way
we've
never
had
before
we've
put
support
into
the
hr
processes.
The
actual
work
around
things
like
mental
health,
first
aiders
as
well,
has
been
a
you
know,
terrific
initiative,
I
think,
to
date,
it's
fair
to
say
we're.
You
know
it's
struggling
to
sort
of
see
the
impact
on
drawing
on
bringing
it
down.
D
Thanks
neil
that's
helpful,
but
it
does
appear
to
me
that
if
we're
recording
36.4,
it's
probably
higher
than
that,
isn't
it
not
many
people
will
actually
give
mental
health
or
a
lot
of
people
won't
give
mental
health
as
a
reason
why
they're
off
sick.
So
it
might
be
something
that
we
need
to
understand
more.
It
is
taken
an
awful
lot
of
our
workers,
away
from
their
desks
or
their
jobs
and
from
what
you
said
it
seems
to
be
growing.
D
E
Yes,
just
a
quick
update
on
on
the
coronavirus
question
there.
It's
an
interesting
quandary
because
you
may
have
some
members
of
staff
who
are
diagnosed
with
coronavirus
but
are
asymptomatic
but
are
still
able
to
work
from
home.
And
so
I
know
colleagues
in
hr
are
looking
at
how
to
sort
of
account
for
those
people,
because
they're
that
they're
fit
to
work,
but
they
can't
obviously
come
into
the
workplace,
but
they
can
still
work
at
home.
So
it's
an
it's
an
issue.
F
Before
you
bring
any
more
questions,
I
think
that
councilman
mckenna
is
quite
right
to
identify
the
issue
of
mental
health
and
absence
in
our
workforce
and-
and
there
is
a
focus
of
for
the
organisation
and
through
hr,
actually
to
prioritize
that
as
as
for
us
to
look
into
and
address
as
a
matter
of
urgency.
So
I
think
you
are
on
it
as
councillor.
First
would
say.
G
F
I
couldn't
agree
more
counseling,
thank
you,
and
there
are
already,
I
must
say
we
mustn't
forget.
There
are
already
a
lot
of
work
ongoing
to
support
people
who
are
suffering
mental
health
within
the
organization
already,
but
our
priority
going
forward.
It's
got
to
be
around
tackling
it,
not
only
for
the
benefit
of
the
organisation,
but
the
people
suffering
it
as
well.
H
H
H
C
C
I
I
Early
on
was
considered
by
executive
board
just
before
christmas,
and
then
we
embarked
on
a
public
consultation
which
has
just
closed
so
we're
kind
of
in
the
middle
of
quite
a
tight
time
frame,
actually
in
terms
of
taking
on
board
that
feedback
and
turning
that
around.
So
the
the
final
version
of
best
city
ambition
will
be
considered
by
the
executive
board
and
full
council
in
february,
and
I
just
thought
very
quickly,
just
just
maybe
pick
out
some
of
the
the
the
feedback
that
we've
had
from
the
consultation
and
and
talk
about
next
steps.
I
So
you'll
recall
that
the
purpose
is
to
a
big
part
of
the
driver,
for
this
was
learning
from
our
response
from
the
pandemic,
where
you
know
much
deeper
partnership,
working,
much
more
active
pooling
of
resources
and
much
stronger
engagement
with
communities
has
been
a
really
big
part
of
our
success.
I
guess
in
terms
of
responding
and
we've
got
the
opportunity
to
think
about
how
we
reflect
that
in
the
kind
of
our
overarching
ambition
and
goals.
So
that's
what
the
intention
of
the
best
city
ambition
is:
we've
refocused
it
around
the
kind
of
again.
I
Some
of
the
terminology
perhaps
will
develop
over
time,
but
the
three
pillars:
sowing
health
and
well-being,
inclusive
growth
and
climate
change.
Zero
carbon.
But
we've
also
tried
to
take
time
to
explain
some
of
the
principles
about
how
we
intend
to
continue
to
progress
in
working
in
partnership
and
with
communities
across
the
city.
I
So
so
that's
the
kind
of
the
heart
of
what
what
the
best
city
ambition
does,
and
it
is
intended
to
be
a
fairly
minimalist
account
of
what
our
ambition
is
in
that
it
will
then
inform
and
shape
and
amend
other
strategies
and
action
plans
that
we
and
partners
have
in
terms
of
the
response
from
the
public
consultation.
We
got
over
280
responses
and
overwhelmingly
positive
both
about
the
overarching
structure,
but
also
some
really
helpful
comments
about
some
of
the
detail,
but
again
to
very
briefly
pick
up
some
of
the
key
elements.
I
I
think
strong
support
for
those
three
pillars
that
I've
just
outlined:
strong
support
for
strengthened
kind
of
community
engagement
and
working
with
the
third
sector.
There
was
a
feeling
that
perhaps
aging
well
jade,
being
an
age-friendly
city
in
a
child-friendly
city,
should
be
reflected
more
strongly
in
in
the
work
that
we've
tried
to
do.
There's
a
view
that
disability
wasn't
picked
up
strong
enough
and
we're
going
to
be
doing
that.
There
was
a
view
that
perhaps
housing
and
the
relationship
between
housing
and
health
wasn't
clearly
articulated
enough.
So
we're
going
to
do
that.
I
I
We
are
doing
another
sweep
of
it
and
again
we'll
we'll
we'll
do
our
best,
but
we
may
end
up.
We
may
need
to
do
some
various
different
kind
of
products
as
a
result
aimed
at
specific
groups,
because
it's
kind
of
quite
difficult
for
one
thing
to
be
to
try
and
do
all
of
that.
So
that's
what
we're
going
to
do.
We
will
be
going
to
executive
board
early
february
and
then
to
full
council
just
even
just
to
finish
in
terms
of
next
steps.
I
One
of
the
first
things
we'll
need
to
do
is
begin
to
think
about.
Okay.
What
does
this
mean
for
the
supporting
strategist
action
plans?
We've
got
existence.
How
they
will
need
to
be
amended,
may
be
streamlined
and
consolidated,
going
forward
particular
interest
for
this
board
we're
going
to
refresh
the
performance
framework,
but
we
think
this
year
should
be
a
transitional
year
and
we'll
come
back
to
you
with
that.
I
C
B
Thank
you
very
much
sharon.
Thank
you
for
that
introduction.
I
just
want
to
say
that
it
is
concerning
to
hear
that
only
280
responses
have
come
in
so
far
to
the
consultation.
I
understand
that
you
probably
feel
the
same
way,
because
you
want
to
hear
as
much
response
as
possible
to
what
the
council
wants
to
do
going
forward.
B
My
concern
is
that
potentially
there
are
so
many
ongoing
consultations
throughout
a
time
in
which
life
hasn't
fully
returned
to
normal,
but
actually
members
of
the
public
are
maybe
switching
off
to
an
extent.
Some
consultations,
and
this
one
in
particular
may
have
a
very
big
impact
on
the
future
and
the
strategy
of
this
council
and
therefore
it
is
a
concern.
B
I
You
thank
you.
I
think
I
think
our
view
is
that
this
thing
kind
of
I
say
start
of
a
process
rather
than
the
end,
and
I
think
we
think
we
need
to
kind
of
continue
the
engagement.
What
we've
done
throughout
even
before
we
put
pen
to
paper
was
we've
been
out.
We've
been
to
community
committees,
we've
been
to
partnership,
third
sector
groups,
various
groups
across
the
city-
and
I
think
we'd
want
to
just
keep.
There's
no
stop
to.
I
don't.
I
think
the
public
consultation
isn't
a
stop
to
that.
B
Well,
thank
you
for
that
response.
It's
not
that
you're
not
turning
down
invitations.
It's
actually
that
people
are
actually
aware
of.
The
consultation
therefore
want
to
take
part-
and
I
remember
obviously,
the
discussion
that
took
place
in
particular
at
the
outer
northeast
community
committee,
where,
for
example,
in
the
hayward
ward,
we
have
10
parish
councils
and,
as
a
result,
we
asked
has
it
been
considered
that
the
consultation
is
going
to
be
discussed
with
those
10
parish
councils
they
discussed,
and
that
was
something
that
was
noted.
B
The
donut
ring
that
surrounds
the
city
center
to
make
sure
that,
ultimately,
we
are
engaging
with
everyone
out
there,
because,
ultimately,
if
they're
not
aware
of
it,
for
example
in
weatherby,
then
they're
not
going
to
engage
with
it,
and
the
worry
is
with
anything
that
we've
expressed
in
the
expressway
in
the
past
in
relation
to
the
year
of
culture,
etc,
is
to
make
sure
that
those
outer
areas
are
not
not
ignored.
But
if
they're
not
aware
of
something
and
not
getting
involved.
B
It
therefore
becomes
something
that
doesn't
celebrate
or
discuss
the
whole
of
the
city,
but
actually
just
focuses
on
those
areas
that
are
more
likely
to
respond.
So
I
think
that
certainly
it
would
be
helpful
if
you
could
provide
more
information
on
what
action
has
been
taken
as
a
result
of
particularly
the
outer
northeast
discussion,
but
also,
what's
actually
happened
across
the
board
because,
for
example,
in
outer
outer
northwest
outer
northwest
for
councillor
flynn
and
other
colleagues
have
parish
councils
as
well
and
I'd
be
concerned.
B
I
Yeah
I
mean
we
can
we
certainly
do
that,
and
I
think
we,
those
the
community
committee
discussions,
were
pretty
pivotal
in
kind
of
shaping
it,
and
I
think
that's
why
I
referred
to
the
the
review
of
the
community
neighborhood
review
and
the
locality
review,
because
I
think
that
relationship
with
those
all
of
the
city
in
terms
of
how
we
implement
the
strategy,
but
also
what
does
it
mean
for
those
localities,
is
going
to
be
really
pivotal
in
actually
whether
it
succeeds
or
not.
So
I
think
we
can
do
that.
C
B
Thank
you
chair
and
no,
I
I
think
it's
really
critical,
because
there
are
town
and
parish
councils
across
the
whole
of
our
city
in
different
parts
of
the
city.
There
are
local
forums
etc,
and
I
think
they
are
absolutely
critical,
because
the
concern
that
we
have
is
the
fact
that,
obviously,
without
people
being
aware,
they're
not
going
to
engage
and
280
responses.
B
I
appreciate
that
council
officers
are
working
hard
to
try
and
get
responses,
but
280
of
what
the
strategy
is
for
the
city,
unfortunately,
is,
is
below
path
from
where
we
should
be,
and
I'm
sure
obviously
you
want
to
get
more
than
that
and
let's
hope
it
does
increase.
And
I
do
want
to
know.
I
really
want
to
know
whether
the
action
points
that
we
raised
at
the
outer
northeast
community
committee
have
actually
been
acting
upon.
B
One
thing
I
do
want
to
raise
as
well,
though,
is
is
obviously
there
is
a
mention
in
the
report
of
a
number
of
propositions
to
government.
Obviously
we
hear
from
our
colleagues
in
the
administration
that
obviously
it
states
that
not
all
the
levers
levers
are
required
to
fully
realize
our
ambition
are
within
the
city's
control.
B
I
C
H
Yeah
just
very
quickly,
if
an
apologist
I've
already
got
this
and
I've
missed
it.
Have
we
got
a
copy
of
the
consultation
that
we
can
actually
use
a
printed?
Is
there
as
an
electronic
version
you
can
send
to
us?
I'm
I'm
establishing
a
local
community
cafe
once
a
month
in
in
my
ward,
and
we
could
maybe
pick
questions
out
of
it.
If
nothing
else,
I
mean,
if
it's
too
long
and
complicated,
then
we
can
pick
certain
questions
out
and
ask
them
each
month
and
see
if
we
can
get
some
feedback
that
way
as
well.
I
There
was
an
online
consultation
which
was
a
simplified
set
of
questions
which
closed
week
before
last,
but
the
the
we
wrote
the
console
to
the
the
best
the
draft
version
with
questions
embedded
in
it.
So
there
is
there
is
that
I
say
it's
an
ongoing
dialogue.
So
feedback
continue
feedback.
We
will
say
as
the
doc
as
the
approach
develops.
We
can
clearly
need
to
take
on
take
account
of
feedback
and
and
results
for
the
engagement
so.
J
Thank
you
just
a
couple
of
pointing
questions
really
on
on
how
it
goes
I
mean,
I
think,
obviously,
we've
had
the
engagement
community
committee.
So
I
asked
a
lot
of
my
questions.
I
gave
a
lot
more
feedback
there,
but
I
think
what
we're
best
doing
then,
is
scrutinizing
the
the
process
that
we're
following
and
how
that
goes.
J
J
There
were
huge
numbers,
I
think,
would
be
useful
for
us
to
have
a
reference
to,
because
whenever
we
look
at
those
consultations
where
we've
seen
those
numbers,
there
is
a
huge
difference
in
where
those
comments
come
from.
So
in
the
transport
strategy,
there
are
lots
of
areas
that
are
very
heavily
impacted
by
either
lack
of
transport
or
by
too
much
transport
going
through
their
communities
in
terms
of
private
cars
that
don't
engage
so
the
point
was
made
there.
I
obviously
represent
one
of
the
outer
areas
of
the
city.
J
The
point
was
made
there
around
the
outer
areas,
but
quite
often
in
the
inner
communities.
We
don't
have
as
many
responses
to
the
consultation
and
that's
purely
because
there's
a
lot
of
people
with
a
lot
to
do
just
to
make
it
through
that
week,
let
alone
to
be
able
to
answer
the
consultation.
So
I
think
it'd
be
really
useful
to
have
a
breakdown
of
of
what
kind
of
responses
we've
had
to
the
consultation.
J
Sometimes
that's
not
easy
because
it
might
be
a
group
that
represents
a
certain
aspect
of
the
population
across
the
city,
but
I
think
it'd
be
useful
to
see
that,
and
could
you
lay
out
a
little
bit
further
on
what
the
consultation
will
look
like
going
forward.
So
when
we
have
got
these
ideas
put
them
into
a
document?
What's
the
next
stage
for
that.
I
I
think
there's
there's
a
number
of
bits.
Firstly,
I
think
we
would
want
to
go
come
back
to
all
the
community
committees
in
a
further
round
of
discussions
about
what
what
is
the
is.
You
know
the
relationship
between
the
goals
and
the
ambition
of
the
community
committee
and
the
best
council
plan
and
what
what?
What's
like,
I
guess,
a
local
interpretation
of
the
best
best
city
ambition
for
that
community
committee.
I
think
that's
one
element
of
it.
I
I
I
I
do
also
refer
to
the
ongoing
neighboring
community,
reviewing
the
locality
review,
because
I
think
the
interface
between
the
best
city,
ambition
and
those
reviews
and
the
outcomes
of
those
reviews
is
probably
quite
important
as
well.
So
that's
one
one
element
I
think
in
terms
of
ongoing,
we're
also
looking
to
say
the
next
steps
think
about
that
relationship
with
all
those
other
strategies
that
you
know.
You
use
the
example
of
the
transport
strategy.
So,
yes,
we've
drawn
heavily
from
the
existing
strategic
framework.
I
But
if
we're
going
to
look
successful
and
if
it's
going
to
have
an
influence,
then
we
also
need
to
have
a
two-way
influence
in
terms
of
the
revised
ambition
and
what
that
means
for
those
strategies
going
forward.
So
I
think,
as
an
on
an
ongoing
basis.
So
it
won't
be
some
sort
of
formalized
big
bang,
but
I
think,
as
those
strategies
come
up
for
review,
we'll
need
to
look
at
them
through
the
lens
of
the
best
city,
ambition
and
think
about
what
that
means
for
the
review
of
those
strategies.
I
G
G
A
Work
which
was
done
with
boston
mit
with
cities
around
the
world
where
they
they've
developed
this
index-
and
I
think
part
of
the
issue
is
that
they
were
arguing
that
there
are
lots
of
economic
indicators
and
there
wasn't
really
a
good
social
progress
set
as
well.
So
it's
not
that
the
the
economic
indicators
won't
be
there.
They
will
be.
These
are
actually
sort
of
supplementary
ones
which
can
track
your
progress.
A
A
So
you
can
actually
reflect
the
differences
which
obviously
are
going
to
occur
within
the
city.
So
yeah
I
mean
it's
a
little
bit
experimental,
but
it's
trying
to
actually
sort
of
supplement
the
the
quality
of
information
which
people
have
in
the
city
to
track
progress
not
only
of
the
city
but
of
the
areas
within
the
city
as
well.
G
C
B
Thank
you
chair.
No,
I
wanted
to
ask
a
further
supplementary
to
councillor
burke's
point,
which
is
to
ask
really.
Is
there
any
particular
reason
why
it's
prevented
from
going
even
further
down
than
ward
level
in
the
social
progress
index,
and
the
reason
why
fast
for
that
is
because
I
represent
one
of
the
most
affluent
wards,
if
not
the
most
affluent
ward
in
the
city.
B
And
my
concern
is
that,
obviously,
in
relation
to
the
kovid
figures,
the
vaccination
figures,
the
testing
figures
we've
been
able
to
drill
down
through
the
nhs
down
to
that
local
level.
And
my
only
concern
is-
is
that
major
communities
in
an
area
of
my
ward,
which
is
a
quarter
or
more
of
the
size
of
the
geographical
size
of
the
city,
that
areas
are
being
effectively
missed
or
that
a
simple
line
drawn
on
a
map
could
mean
that
one
community
gets
more
potential
focus
than
another.
B
I
Thank
you,
I
mean
just
to
caveat
it.
The
social
progress
and
network
has
been
led
by
our
colleagues
in
city
development,
so
we've
been
working
closely
with
them,
but
so
hence
neil
now
picking
this
up
between
us.
The
the
simple
answer
in
terms
of
ward
level
is
data
reliability
in
that
actually,
the
the
more
local
you
get,
the
less
reliable
the
data
is
and
the
the
the
the
the
social
progress
imperative
is.
The
organization
that
invented
the
social
progress
index
were
very
cautious
about
going
below
that
local
level
because
of
data
reliability.
I
A
B
No
thank
you
for
that
clarification.
The
reason
why
I
say
that
is
because,
as
I
mentioned,
the
various
different
parish
councils,
each
of
those
roughly
has
an
average
population
of
between
one
to
two
thousand,
if
not
less
than
that,
and
as
a
result,
you're
mixing
together
communities
that
are
you
know.
B
If
you
take
an
example
of
a
pinpoint
of
cross
gates,
you
could,
if
you
in
leeds
in
east,
leeds
you
if
you
were
going
to
take
8
000,
you
could
be
including
areas
that,
as
far
up
as
hair
would
then
go
further
down
beyond
cross-case
and
therefore
it's
not
even
the
fact
that,
unfortunately,
it
is
areas
like
that
that
are
potentially
being
missed.
But
I
appreciate
that,
ultimately,
we
want
to
make
sure
that
we
have
the
most
robust
case
to
be
able
to
make
certain
proactions
etc.
B
The
one
thing
I
do
want
to
ask
as
well
is
obviously
the
reason
I
I
mentioned
about
earlier
about
the
parish,
council
and
otherwise.
Trying
to
hear
what's
been
asked
of
government
in
terms
of
the
levers
available
is
simply
because
this
report
is
about
the
ambition,
and
I
want
to
be
able
to
say
that
when
we
put
that
report
out
to
the
public
fully
and
it's
strategies
therefore
developed
in
full
that
we're
able
to
say
this
is
the
ambitions
that
we
want
to
achieve
for
the
city.
And
therefore,
if
we
have
that
ambition.
B
This
is
what
we're
doing
to
make
that
happen.
And
that
isn't
a
party
political
point.
It's
just
simply
the
fact
of
saying
that
if
we
want
to
achieve
something
by
2030
or
beyond,
then
we
should
be
more
than
willing
to
say
this
is
what
we're
trying
to
do
to
make
that
happen.
But
if
we
can
drill
down
into
certainly
looking
at
certain
areas,
because
obviously
my
ward
as
well
has
the
lowest
number
of
council
properties,
for
example
in
the
city.
B
But
it's
certainly
those
areas
are,
are
significant,
they're
in
certain
areas
in
particular,
and
I
certainly
don't
want
their
needs
of
the
most
vulnerable
in
our
communities
to
be
drowned
out
by
the
fact
that
they
are
drawn
by
a
line
in
this
well
line
in
the
sand
is
the
wrong
phrase,
but
a
line
down
a
certain
road
or
whatever
to
make
sure
that
they
are
getting
what
they
need
to
have
the
opportunities
that
everyone
else
deserves
across
the
rest
of
the
city.
Thank
you,
chair.
B
C
Thank
you
very
much
I'll.
Take
that
last
one
is
this
as
a
statement.
If
that's
okay
cancel
it
further,
there's
a
direct
question
in
that:
are
there
any
other
questions
from
board
members
or
comments?
No
okay.
So
thank
you
very
much
for
coming.
I
think
you've
got
some
extra
information
to
provide
if
you
write
to
rob
and
he
will
circulate
it
around
the
board.
That'd
be
great.
Thank
you
very
much
good,
okay.
So
we're
to
move
on
to
item
12,
which
is
the
the
work
program
just
certainly
start.
C
B
No
thank
you,
chad.
I
think
that,
but
the
point
stands.
Obviously
I
raised
it
last
time
about
cabinet
members
and
also
more
generally
officers
that
had
to
leave
early,
especially
when
they've
been
waiting
a
whole
meeting
and
then
eventually
we
get
to
the
part
which
they're
obviously
here
to
speak
about
and
they're,
unfortunately
unable
to
stay
for
the
full
item,
and
that
is
a
concern.
B
I
appreciate
we
brought
the
meeting
forward
by
15
20
30
minutes,
but
ultimately
we
need
to
make
sure
that
we
can
hold
them
accountable,
because,
obviously
we
want
to
be
scrutinizing
it.
The
other
question
I
was
to
ask
was
obviously
we've
had
a
very
long
agenda,
this
meeting,
and
also
the
previous
meeting
with
areas
that
have
taken
up
a
significant
proportion
of
the
meeting.
B
Therefore,
as
a
result,
is
it
not
the
case
that
either
we
look
at
potentially
having
further
more
meetings
in
the
future,
if
possible
or
more
generally,
we
need
to
look
at
how
those
are
established,
because
I'm
very
glad
to
hear
we're
going
to
be
discussing
a
number
of
topics
that
you've
very
adequately
pointed
out
as
well.
But
my
only
concern
is
that
are
those
getting
as
much
scrutiny
as
they
need
to
be,
for
example,
the
report
this
morning
was
certainly
has
gotten
more
scrutiny
than
anything
else,
and
and
potentially
we
could
have
gone
even
further.
C
I
mean
the
show
answers.
We
could
always
do
more
scrutiny.
We've
got
to
find
that
balance
between
how
much
work
programme
we
want
to
do
and
that's
difficult
challenge
this.
This
meeting
was
longer
than
we
expected,
because
when
we
were
when
we
were
planning
the
schedule,
the
city
ambition
hadn't
been
put
in
in
there.
The
previous
meeting
we
had
an
extra
item
about
was
that
about
west
yorkshire,
yeah
yeah.
We
did
the
working
group
as
well
yeah,
and
so
so
we've
had
a
few
things
put
on
us
at
the
last
minute.
C
B
No,
I
I
appreciate
that
chair.
I
think
the
the
simple
point
is
is
that
you
can
establish
how
busy
we
are
and
how
attentive
you
are
by
the
simple
fact
that
when
I
have
raised
particular
issues
today,
you've
already
got
them
noted
down.
So
that's
great,
but
I
think
that
just
the
general
point
is
that
I
think
that
going
forward.
B
I
think
it's
just
that
we
don't
want
to
avoid
scrutinizing
serious
issues
when
we're
in
a
a
better
final,
a
much
better
financial
situation
now
than
we
were
just
a
few
months
ago,
but
ultimately
the
same
time
that
that
is
getting
ample
scrutiny,
because,
ultimately,
that
is
obviously
one
of
our
major
responsibilities,
and
I
want
to
make
sure
that
that's
not
drowned
out
by
further
issues
that
are
also
coming
out
and
I
think
ultimately
as
well
the
fact
that
colleagues
have
had
to
leave
the
meeting.
I
appreciate
it's,
not
your
fault.