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A
Okay,
everyone
good
morning,
thank
you
for
coming
to
today's
stretching
resources.
Screening
board,
I'd
like
to
just
start
by
welcoming
councillor
almas
who's
joined
the
board.
Welcome
must
have
got
special
recommendation
to
to
come
and
join
the
board.
So
that's
fantastic
and
also
council
growing
your
first
meeting
of
the
year.
Thank
you.
A
You
have
prior
commitments
for
the
last
one,
which
is
totally
understandable,
and
I'd
also
like
to
welcome
my
son,
jonah
who's
here,
observing
that's
the
joys
of
summer
holidays
and
dads
who
have
have
meetings
in
the
town,
but
there
you
go
he's
he's
okay,
okay,
so
so
moving
on.
Let's
just
do
some
introductions,
if
that's
all
right
with
everyone,
so
I'm
council,
andrew
scopes,
as
it
says,
on
on
the
screen.
I
chair
this
meeting
and
represent
the
beasts
and
hobbit
ward
of
leeds
so
I'll
pass
over
to
my
colleague.
B
Morning,
councillor
caroline
grew
and
I
represent
bramley
and
stunningly
and,
as
has
just
been
said,
it's
my
first
meeting
today.
C
Good
morning,
councillor
gover
almost
from
beeson
and
holbeck
ward
and
I'm
glad
to
be
back
at
the
strategy
and
resource.
I
M
Item
one
appeals:
there
are
no
appeals
against
refusal
of
inspection
documents
item
two.
There
are
no
items
excluded
from
the
public
domain
item.
Three.
There
are
no
late
items
item
four.
Can
I
ask
any
members
to
disclose
interest
in
accordance
with
elite
council's
code
of
conduct?
M
A
Also
got
updates
from
councillor
france
mia
who's
he's
unwell
this
morning.
Thank
you.
M
And
moving
on
to
the
minutes,
there's
a
number
of
issues
to
note
in
relation
to
minute.
Seven:
the
process
is
now
underway
to
transfer
the
functions
relating
to
civic
enterprise,
leads
from
the
environment,
housing
communities
board
to
the
strategy
and
resources
board
minute.
Nine
and
we've
received
some
additional
information
from
finance
officers
this
morning
and
I'll
circulate
that
to
members
of
the
board
this
week
minute
10.
The
further
information
requested
about
the
creative
industries
was
circulated
to
members
on
the
14th
of
the
7th
information
about
the
apprenticeship
levy
and
the
workforce.
M
A
A
So
this
is
digital
strategy,
so
I'm
going
to
pass
over
to
leonardo.
You
can
assume
that
we've
we've
read
the
papers,
but
if
there's
anything
in
particular,
you
want
to
draw
it
out,
please
feel
free
to
okay.
I
Thank
you
very
much,
nelson
scope.
So
today
we
have
a
report
on
digital
strategy
which
will
give
you
and
a
highlight
of
what
the
digital
strategy
is
and
how
it
is
emerging
and
how
that
fulfills
the
city
ambitions.
But
it
will
also
give
you
an
overview
of
how
that
fits
within
our
innovation
programs.
G
Thanks
leonardo
good
morning,
everybody
again
and
so
just
give
you
a
a
a
broad
overview
of
the
report.
As
leonardo
says,
it
gives
an
overview
of
the
digital
strategy
that
we've
been
working
on.
This
has
been
a
strategy-
that's
written,
not
necessarily
from
the
perspective
of
lead
city,
council
or
ccg
or
any
other
organization,
but
one
that
we
want
any
organization
across
leeds
to
be
able
to
to
to
look
at
it
and
see
themselves
in
it
and
perhaps
contribute
and
collaborate
to
the
delivery
of
it.
G
The
report
also
discusses
a
bit
more
about
the
wider
digital
transformation
that
integrated
digital
service
is
leading
on,
as
leonardo
says,
the
innovation
program
that
is
aligned
to
that
digital
strategy
to
ensure
that
our
innovation
activity
is
strategically
aligned
and
that
we
focus
our
energies
and
efforts
in
the
right
areas.
G
I
just
want
to
to
make
a
point
really
on
page
16.,
I
think
it's
important
to
note
that
you
know
the
the
digital
first,
but
not
digital,
only
focus
this
is
not
just
about
shifting
from
analog
from
face
to
face
telephone
to
digital.
This
is
about
providing
additional
ways
to
access
our
services.
So
that's
that's.
You
know,
I
think,
an
important
point
to
make.
I
think
another
important
point
to
note
on
that.
G
There's
a
couple
of
paragraphs
there
in
terms
of
how
the
integrated
digital
service
is
is
dealing
with
that
and
how
it
affects
the
council
and
ccg
in
terms
of
the
top
three
priorities
for
us
in
ids
system
flow
is
about
ensuring
that
the
right
data
is
captured
in
terms
of
looking
after
patients
and
that
that
data
that
information
about
that
that
patient
follows
that
person
around
whichever
part
of
the
healthcare
system,
whichever
part
of
the
system
that
they're
there
they're
in
core
business
transformation,
is
another
priority
area,
in
particular
looking
at
finance,
procurement,
hr
and
payroll.
G
This
is
not
just
a
piece
of
work,
however,
to
look
at
existing
systems.
This
is
a
whole
system
approach.
This
is
looking
at
people
and
processors
as
well
we're
working
with
er,
sorry
ey,
who
bring
in
a
industry,
expertise
who
can
give
us
an
outside
view
of
how
we
transform
those
areas
and
finally,
another
priority,
of
course,
is
looking
at
a
security
operations
center.
G
G
This
is
where
clinicians
across
the
healthcare
sector
across
the
healthcare
services
rather
can
view
a
patient's
record
regard,
regardless
of
where
they
sit,
whether
that
be
in
healthcare,
whether
that
be
in
the
hospital
or
elsewhere
in
the
system
and
looking
at
how
we
work
closely
with
the
auction
humber
care
record
and
that
take
that
more
regional
approach
and
indeed
how
that
links
in
with
the
digitization
of
social
care
records.
G
G
G
G
It's
important,
though,
that
the
digital
foundations
are
in
place
to
enable
us
to
do
this.
Digital
translate
transformation
so
that
we're
collecting
and
utilizing
the
right
data
that
we
have
the
right
connectivity
and
infrastructure
in
place.
Of
course,
digital
inclusion
is
a
big
area
of
work
with
our
100
digital
leads
program
that
we
all
have
the
right
skills,
whether
that
be
outside
in
our
private
lives
or
within
our
working
environment
as
well,
to
enable
us
to
deliver
those
services.
G
And
finally,
digital
and
data
ethics
really
does
underpin
all
of
this.
It's
important
that
just
because
technology
allows
us
to
do
something
that
we
don't
just
do
it
it's
important
that
we
do
it
in
the
right
way
and,
finally,
that
our
innovation
program
supports
all
of
this
and,
like
I
say,
takes
a
strategic
approach.
We
want
to
promote
leeds
as
a
city
of
of
innovation
excellence,
so
we
want
to
encourage
businesses
to
come
here.
G
We
want
to
encourage
graduates
to
stay
here
and
it's
important
that
we're
innovative
in
our
organization
in
how
we
deliver
our
services
going
forward,
and
that
will
be,
like
I
say,
our
innovation
program
that
will
look
at
how
we
work
with
suppliers.
How
we
deliver
innovation,
labs
and
hack
days,
for
example,
can
be
strategically
aligned
with
our
strategy
and
our
priority
areas
so
pause
there
and
open
up
for
any
questions.
Thank
you.
A
Thank
you
very
much
for
that.
Okay,
remember
to
want
to
ask
questions.
Please
indicate
and
I'll
bring
you
in
as
you
come
up,
okay,
so
cancer.
First.
K
Thank
you
very
much
for
that
introduction.
I
just
want
to
ask
a
bit
more
about
the
security
operations
center,
particularly
because
of
the
fact
that,
in
the
day
and
age
that
we're
in
simple
fact
is
protecting
people's
data
is
absolutely
paramount
and
in
terms
of
it
in
the
report,
it
indicates
that
the
council
obviously
does
not
have
the
resource
now
that
it
has
the
capability
to
provide
that.
Could
you
just
provide
a
bit
more
meat
on
the
bone
and
how
we
will
procure
that
service
and
provider?
I
Thank
you
very
much
for
the
question.
So
the
security
operations
center
will
be
a
sitting
initiatives,
so
we'll
have
also
f
organization
which
will
come
to
actually
help
us
with
the
funding
of
that
center.
It's
something
that
we
have
been
discussing
over
the
last
year
with
leads
community
alpha
health,
ltht
and
l
and
ypft
third
sector,
and
also
now
what
is
the
icb,
because
the
ccg
have
actually
closed
down.
I
So
that
is
primarily
how
we
are
going
to
address
that,
particularly
from
a
fund
perspective.
We
have
presented
these
at
peg
in
the
last
couple
of
months,
so
we
got
to
go
ahead
now
to
look
into
the
costs
and
how
that
might
work.
So
we
need
the
of
course,
to
have
a
little
bit
more
time
to
detail
the
different
cost
and
also
to
detail
how
we
are
going
to
absorb
those.
I
There
is
an
interest
also
original
level
for
the
security
operations
center
so
and
as
part
of
my
role,
I'm
also
the
icbcdio
for
late.
So
I
will
ensure
as
well
that
I
will
tap
on
onto
some
of
the
resources,
of
course,
which
will
be
available
at
the
regional
level
as
well.
So
hopefully
that
gave
you
a
flavor,
but
we
can
come
back.
Of
course,
when
we
have
the
full
details
and
the
costume.
K
Thank
you
very
much
chair,
and
I
think
it's
certainly
helpful
that
we
have
nhsx
and
nhs
digital
in
our
city.
That
certainly
will
help
towards
that,
hopefully
proving
forward,
but
certainly
setting
a
record
and
setting
a
milestone
compared
to
elsewhere
in
the
country.
There
is
also
the
mention
of
the
further
to
the
government's
white
paper
on
digitizing
health
care
and
care
records,
which
sets
out
that
by
march
2024,
80
of
all
registered
providers
care
records
should
be
digitized.
K
Could
you
give
us
any
meat
on
the
bone
about
the
current
situation
in
leeds
in
relation
to
where
we
are
in
terms
of
actually
achieving
that
target?
Thank
you.
I
Thank
you
very
much
for
the
question.
So
we
have,
we
are
quite
lacking
leads
because
we
already
done
quite
significant
amount
of
work
with
the
lead
scare
record,
which
of
course,
you
might
have
heard
of
in
collaboration
with
the
number
organization,
and
we
already
shared
records
through
that
system,
for
example,
from
other
social
care
with
actually
this
system,
which
is
in
lthd,
and
also
we
provide
information
which
I
shared
also
to
lynch
community
health.
I
However,
that
program
has
been
running
for
quite
a
while,
so
we
are
replacing
now
with
what
steven
mentioned
earlier
on
the
share
record
plugins,
which
would
be
an
enhancement
to
actually
the
lead
scale
record.
Additionally,
we
want
to
take
the
opportunity
to
join
that
up
to
the
yorkshire
number
record,
which
is
already
live
in
the
number
of
other
organizations,
so
we
actually
acquire
in
a
good
place.
What,
however,
what
we
need
to
do?
I
It's
enhance
the
type
of
data
we
share,
there's
unlimited
data
that
is
being
shared
through
the
lead
scare
record,
and
that
is
part
of
the
scope
of
the
new
share
record
program.
We
have
been
doing
a
lot
of
work
through
the
last
12
months
through
the
data
office
of
analytics,
to
ensure
that
we
now,
for
example,
can
share
clear
plans
from
other
social
care
which
will
go
part
of
that
program.
So
actually
leads
is
in
a
very
good
place.
I
Of
course,
as
you
can
imagine,
we
need
to
be
safe,
secure
as
we
enhance
the
data
shared
within
the
organization,
for
example,
the
care
plans
into
the
hospitals
or
the
new
transfer
of
care
hub,
which
has
been
recently
created.
I
So
we
are
in
a
good
place,
but
there
is
certainly
much
more
work
that
we
need
to
do
in
order,
particularly
to
respond
to
that
challenge
of
system
flow,
because
the
city
of
leeds
has
quite
some
low
statistics
when
it
comes
to
discharge
from
lthd.
So
that
is
what
we
are
working
on,
which
is
part
of
that
care
record
as
well.
Challenge
is
fits
all
together.
L
L
I
don't
know
if
either
of
you
have
worked
in
the
nhs
over
the
years,
but
I
think
you'll
probably
both
know
that
rather
a
checkered
history
in
terms
of
the
introduction
of
mit
going
back
30
odd
years
when
I
was
first
involved
in
it,
and
the
problem
was
always
being
the
the
the
vast
amount
of
data
that
you
have
to
digitalize
in
order
to
make
the
system
work
and
as
recently
as
just
a
couple
of
weeks
ago,
you
can't
even
book
your
own
appointment
in
hospital,
no
matter
what
they
say,
because
appointments
will
not
be
given
out
by
consultants
because
they
want
to
keep
their
waiting
lists
slow.
L
So
it
doesn't
matter
how
good
the
system
is,
if
the
people
who
actually
are
using
it,
aren't
actually
prepared
to
fully
comply
with
it.
So
I
just
wanted
to
know
what
kind
of
issues
you
think
they're
going
to
be
I'll.
Give
you
all
three
of
the
questions.
First
I'll
come
back
and
if
those
problems
have
been
overcome,
I
mean
I
think
that
something
like
120,
possibly
plus
million
gp
appointments
alone
a
year,
let
alone
the
the
information,
the
health
information
on
on
individual
patients.
L
Secondly,
the
key
risks:
para
69,
on
on
page
23,
you
haven't
actually
outlined
what
they
are
in
the
paper
and
I'd
like
to
know
what
they
are.
I
think
stephen
mentioned
very
briefly
about
skills
and
that's
a
point
that
interests
me
a
huge
amount,
the
you
know
how
you're
going
to
ensure
that
staff
here
are
able
to
cope
with
the
the
influx
of
of
technology
that
we're
actually
having
and
three
rapid
rollouts,
and
I
understand
the
reasons
why
pandemic
and
all
the
rest
of
it.
L
But
first
and
foremost
you
know,
usually
when
you
introduce
any
kind
of
a
new
system,
you
suck
it
and
see.
Basically
does
it
work?
Are
you
sure
it
works?
You
know,
are
you
sure
the
staff
know
it
works
so
on
and
so
forth
and
in
terms
of
of
key
risks?
L
I
I
I
think
you
mentioned
hacking,
but
I
wondered
about
confidentiality,
because
the
kind
of
information
that
you're
storing
here
is
personal
to
every
single
person
in
this
city,
and
they
don't
want
it
released,
and
what
I
do
know
is
you
can
absolutely
guarantee
if
there's
information
in
the
cloud
or
whatever
the
hell
it
is,
it
will
get
out
eventually.
L
So
I've
no
issue
at
all
with
innovation,
and
I
you've
listed
a
number
of
the
areas
within
the
council
where
you
are
improving
the
systems
and
all
the
rest
of
it.
I'd
like
to
know
a
little
bit
more
about
what
you're
doing
there
too.
Okay,
I
mean
I'll.
Just
give
you
an
example.
By
the
way
I
was,
I
think
it's
richard
on
the
end
there
we
were,
we
had
a
briefing
last
week
and
it
was
staccato,
to
say
the
least,
the
interface
between
us,
presumably
because
of
a
poor,
I.t
collection.
L
If
there
had
been
five
or
six
of
us
there,
it
would
have
been
impossible
to
sort
of
go
on
unless
the
I.t
systems
we
have
are
perfect,
or
obviously
it's
perfect
most
of
the
time
how
to
actually
it
links
in
with
the
next
item
on
the
agenda,
which
is
agile
working.
How
do
you
know?
You
know
that
it
won't
affect
adversely
the
business
that
we're
trying
to
carry
out
for
the
people
of
the
city?
I
Okay,
thank
you
very
much
for
the
question
so
on
the
first
one
is
very
much
a
challenge
which
we
have
as
part
of
system
flow.
This
is
why
the
transfer,
okay
hub,
was
created
to
actually
look
at
the
operational
side
of
things,
not
only
technology.
There
is
actually
a
program
which
has
been
initiated,
which
tim
reilly,
which
is
now
the
accountable
officer
for
icb
for
leads,
is
presiding
as
well
in
collaboration
with
the
acute
hospital.
I
It
is
quite
right
to
raise
the
challenge
when
it
comes
to
system
flow,
because
it
is
a
significant
challenge.
We
are
enhancing
the
data
which
is
being
shared,
which,
as
you
would
appreciate,
is,
as
implication
in
terms
of
safety,
also
as
a
before
information
governance
perspective,
but
you're
quite
right.
It
actually
raised
the
point
of
actually
adoption
and
also
how
the
data
and
the
system
that
we
are
going
to
introduce
will
be
adopted
and
how
we
are
going
to
train
the
people
that
are
going
to
use
those
systems.
I
I
So
certainly,
we
are
facing
the
challenge
of
freeing
up
resources
that
can
actually
work
on
the
new
ways
of
working
and
how
the
for
the
technology
is
going
to
help
on
the
new
ways
of
working
and
that
it
comes
also
with
challenges
to
change
as
well,
because,
as
you
would
appreciate,
when
you're
used
to
use
a
certain
number
of
system,
even
if
they're
not
optimal,
at
least
you
know
how
to
use
them
and
if
you're
lucky
enough
time.
Therefore,
they
become
challenging
to
actually
find
the
time
to
move
to
another
system.
I
So
we
have
commitments
from
all
the
chief
execs
that
we
will
be
working
on
those
we
are
trying
to
also
to
bring
in
additional
resources
which
will
compensate
or
back
up
what
we
actually
have
to
backfill.
Sorry,
where
we
have
actually
to
take
away
some
workforce
in
order
actually
to
enhance
the
way
we
actually
move
data.
We
are
bringing
in
we're
looking
at
a
new
solution
for
beds
management
system,
as
well
as
respect
we're
also
looking,
which
will
help
from
a
discharging
point
of
view.
I
We're
also
looking
at
a
new
solution
called
lead
hospital
home
which
is
going
to
give
for
the
first
time
where
patients
are
in
the
process
which
we
never
had
because
before
up
to
now,
we
actually
call
each
other.
So
we
have
people
in
the
transfer,
okay,
hope
which
will
call,
for
example,
other
social
care
offices
and
so
there's
a
lot
of
manual
effort
which
is
done
so
we're
looking
at
the
system,
which
will
announce
that
and
will
be
able
to
tell
us
where
a
patient
is
in
the
system.
I
So
we
avoid
for
the
patient
to
be
lost,
but
also
we
avoid
also
delay
to
look
after
the
patient,
that
particular
patients.
However,
it
is
a
significant
change
because
it's
not
only
about
bringing
in
new
systems
integrating
them
with
existing
system
like,
for
example,
system,
one
or
amy's
web
which
are
inside
the
gps,
but
also
also
inside
the
cis,
as
part
of
other
social
care
or
mosaic,
for
example,
for
children
and
and
so
on
and
so
forth.
I
So
it's
a
significant
challenge,
which
will
take
several
years
before
we
actually
get
there
and
we
have
put
there
is
the
cdo
cdio
working
there
are
there.
Are
there
is
the
accountable
officer
working
chief
executive
officer
which
are
both
into?
That
is
something
that's
really
close
to
our
heart.
We
need
to
actually
solve
as
quickly
as
we
can,
but
I'm
happy
to
go
into
more
details,
but
those
are
a
flavor
of
the
things
which
we
are
going
to
do.
I
On
the
second
question
regarding
risks,
it's
quite
right
that
we
have
a
challenge
in
terms
of
skills
and
training.
We
have
been
doing
a
number
of
things,
so
we
are
constructing
and
developing
a
new
digital
academy
as
part
of
the
digital
change
team,
which
will
be
led
by
giris
solansky,
and
we
will
be
doing
work
also
very
closely
with
the
leeds
healthcare
partnership
and
also
the
universities.
I
There
is
a
shortages
of
skills
around
the
country
is
very
difficult
to
recruit.
At
the
moment,
there
are
people
which
are
moving
very
quickly
from
one
organization
to
the
other
cost
of
living
prices
is
making
that
worse,
unfortunately,
because
a
lot
of
people
are
moving
for
a
higher
salary
or
for
other
or
for
other
reasons
as
well,
and
so
we
will
be
working
very
closely
with
university,
the
leeds
healthcare
partnership,
and
we
will
also
be
creating
a
digital
academy.
I
We
have
been
also
liaising
directly
with
organizations
like
amazon
web
services,
which
are
helping
us
to
fund
dedicated
training
for
people
which
are
coming
out
from
universities,
and
our
hope
is
that
we
can
inject
some
of
those
skills
very
quickly
and
therefore
retain
for
a
number
of
years,
actually
the
resources
which
we
need,
the
other
risk
that
was
mentioned.
It
was
about
security,
it's
something
that,
from
a
from
an
ids
perspective,
we
are
hot,
definitely
topic,
but
also
in
light
of
what
has
happened
in
the
last
18
months.
I
We
have
seen
attacks
to
the
hospital,
but
also
to
bradford
as
well.
So
we
are
very
keen-
and
we
are
very
close
to
anything
that
is.
Regarding
security.
We
are
installing
new
backup
system.
We
are
actually
recruiting
a
new
chief
information
security
officers
as
well,
which
will
be
dedicated
to
review
how
we
work
in
the
cloud,
because
they're
moving
to
the
cloud
actually
is
a
significant
program.
I
We
have
seen
that
in
some
cases
the
cloud
operators
actually
responded
much
better
because
there,
let's
face
it,
they
have
much
more
resources
that
they
can
spend
towards
their
their
data
centers.
We
are
and
continue
working
with
bt,
particularly
in
the
space
of
actual
infrastructure
and
enhancing
that
infrastructure
within
the
city,
so
that
work
will
continue
and
there
is
actually
new
work
which
will
come
up
as
well
with
virgin
in
terms
of
actually
the
challenges
that
we
have
from
a
connectivity
perspective.
I
There
are
more
people
working
online
than
what
we
experienced
before
pandemic,
so
I
think
it's
fair
to
say
that
organizations
like
microsoft
and
the
big
utility
company,
the
big
telco,
are
also
upgrading
as
we
spec
their
infrastructure.
That
is
why
sometimes
we
say
a
server
is
actually
dropping
and
then
coming
back
as
well
from
a
performance
point
of
view,
but
rest
assured
that
we
continue
to
work
on
that
is
okay.
We
can't
really
provide
any
different
system
or
make
the
city
all
connected
if
we
don't
have
a
solid
infrastructure.
I
I
So
we
pushed
it
out
quite
quickly
because
we
needed
it
from
a
pandemic
perspective,
and-
and
that
is
something
that
claire
grandin
as
part
of
the
head
of
portfolio
management
in
the
ids
team
and
will
be
taking
personal
responsibility
in
terms
of
actually
helping
the
training
and
also
the
coaching,
through
some
external
partners,
to
the
ids
side.
I
To
agile
is
a
mindset
first
of
all,
and
there
is
a
process
as
well
which
will
go
through.
We
started.
Actually
the
implementation
of
system
like
resource
allocation
last
year
through
a
system
called
ductive
that
is
gone
operation
in
july
this
month.
That
will
give
us
the
visibility
of
the
entire
team
of
500
people,
both
in
the
authority
and
icp
as
well.
I
L
Yeah,
just
a
couple
of
things.
First
of
all,
good
luck
with
the
patient
assimilation
work
that
you're
doing
given
my
sort
of
history
of
it.
I
I
think
he
did
touch
both
on.
I
mean
really.
L
He
risks
are
the
human
factor
and
infrastructure
and
I'll
give
you
just
a
couple
of
ideas.
A
couple
of
examples
came
in
this
morning
couldn't
get
into
my
ipad
because
room
six,
seven
wi-fi
wasn't
working.
Fortunately,
the
the
leads
three
one
did
come
in
about
five
minutes
later
or
so.
L
L
In
fact,
I've
got
both
now
because
I
had
problems
with
sort
of
either
and
I
was
also
told
that
if
people
are
working
from
home,
a
lot
of
the
issues
are
around
the
strength
of
broadband
wi-fi
and
all
the
rest
of
it,
and
specifically,
when
someone's
trying
to
access
your
computer
or
whatever
it
is
your
your
device
remotely,
it
can
take
a
lot
longer
to
actually
do.
This
is
linked
with
the
next
item
on
the
agenda,
so
I
I
I'd
hope
you're
hanging
around
for
it.
L
You
know,
but
I
hope
you
are.
I
I
unless
we
get
those
basic
things
right,
and
I
I
mentioned
the
the
teams
meeting
I
had
with
with
richard
last
week
that
the
whole
thing
falls
flat
on
its
face.
You
know
if
you,
if
you
want
to
continue
with
the
50
working
from
home
50
here,
if
the
it
systems
aren't
working,
then
thank
you
and
good
night
doesn't
matter
how
brilliant
they
are
and
all
the
rest
of
it.
You
know
just
to
comment.
You
don't
need
to
come
back.
You
know.
A
But
maybe
you
can
address
that
in
your
open
remarks,
with
graham
and
in
the
next
item
on
agile
working
as
well
as
okay,
just
because
it
we
are
talking
about
agile
working
specifically
next,
do
you
want
to
make
a
brief
comment?
Yes,
okay.
I
Yes
list
on
the
ipad
side
that
we're
getting
convinced
the
authority
has
been
always
predominantly
a
microsoft
shop,
but
we
have
now
started
to
introduce
macbooks
and
ipad
officially.
So
we
are
probably
works
away
to
launch
a
dedicated
service
for
apple
that
will
cover
not
only
ipod
but
also
will
cover
macbooks.
I
It
is
a
trend,
it
is
a
transition
because
it
requires
new
skills
and
otherwise
also
buying
from
stuff
which
I'm
not
always.
There
are
people
which
love
max
as
there
are
people
which
loves
windows
and
we're
also
going
in
the
future
to
introduce
chromebooks
as
well.
So
we
want
to
enhance
the
the
type
of
skills
so
that
that
is
definitely
coming.
C
Thank
you
chair.
I
think
you
answered
some
of
my
questions
and
concerns
around
cyber
security
and
around
the
backup
plan,
as
well
in
your
detail
response.
But
of
course
you
know.
Sometimes
you
need
a
backup
to
a
backup
as
well
when
you're
dealing
with
the
you
know,
digitization
of
everything
and
moving
the
data,
and
so
on
really
welcome
the
investment
into
connectivity
and
infrastructure.
C
However,
just
a
couple
of
quick
comments
in
terms
of
the
gigabit
capability,
vis-a-vis
optic
fiber
I
mean
the
world
is
moving
to
to
6g
and
perhaps
7g
and
we're
still
trying
to
target
ourselves
into
5g
connectivity
in
terms
of
networks
and
so
on,
because
it
is
you
know
in
terms
of
the
the
the
fiber
speeds
that
we're
talking
the
gigabit
capability
and
all
that
it
is
bit
of
a
race.
You
know
like
having
you
know:
car
companies
producing
cars.
C
You
know
that
do
300
miles
an
hour,
but
who
uses
them
some
kind
of
car.
So
in
terms
of
in
terms
of
compatibility
of
the
hardware
to
the
speed,
what
sort
of
investments
have
we
got
there
in
place
or
what?
What
are
our
plans?
And
I
think
5g
is
a
little
bit
too
outdated
as
well.
C
You've
got
all
the
other
risk
factors
and
so
on
as
well,
but
that
the
other
question
would
be
what
soft
partnerships
have
you
got
with
them
in
terms
of
cyber
security
like
the
gchq
and
other
partner
organizations,
who
would
be
very
useful
in
terms
of
making
sure
that
we
are
resilient
in
terms
of
the
risks
and
so
on
so
yeah
welcome.
C
You
know
the
initiatives
and
investment,
but
what
investments
have
we
got
in
place
and
also
talking
about
homes
and
upgradation
of
that
you
know
of
of
technology
and
enabling
90
of
homes
and
so
on?
To
have
super
super
fast
broadband.
It's
great
to
have
that,
but
I
think
when,
if
we
have
the
the
wireless
connectivity
in
terms
of
5g60
to
me,
that
would
be
more
important
going
forward,
rather
than
the
actual,
rather
than
the
actual
optic
fiber.
C
So
optic
fiber
is
more
useful
to,
for
example,
a
building
like
this
and
whatever
you,
but
in
in
general
terms.
I
think
some
organizations
are
over
investing
in
optic
fiber,
which
will
be
thing
of
the
past.
It's
like
us
having
all
those
lights
and
the
world
is
move
on
to
leds
and
stuff
like
that.
So
that's
my
comment
on
that.
I
think
we
need
to
look
at
what
the
world
is
doing
as
well
in
terms
of
technology
yeah
and
we've
got
other
issues
like
data
poverty
and
all
the
rest
of
it.
I
Thank
you
very
much
for
the
questions
and
there
is
actually
a
lot
of
work
which
is
undergoing.
This
is
why
I
also
taken
the
decision
to
create
an
innovation
team
inside
the
digital
team
which
we
didn't
really
have
before,
which
would
be
looking
at
things
like
the
one
you
mentioned,
but
also
others
which
are
coming
particularly
things,
even
which
are
not
relating
necessarily
to
the
connectivity
like
edge
computing,
for
example,
which
is
kind
of
normal
nowadays,
but
not
for
us
in
the
authority
right.
I
So
there
is
actually
quite
a
a
way
to
go,
and
certainly
one
of
the
direction
I
give
in
to
the
team
is
to
be
club
first,
most
mobile
first,
because
if
you
are
mobile
first
immense
by
default,
you
need
to
have
a
reliable
connectivity
anywhere
wherever
you
go,
so
that
you
move.
I
Inevitably,
some
of
our
infrastructure,
in
terms
of
where
we
have
our
data
center
to
the
cloud
that
will
help
us
a
bit
because
we
do
have
some
outdated
infrastructure,
so
we
can't
even
in
some
cases
we
struggle
to
cope
back
here,
the
base,
regardless
of
our
site.
So
we
are
reviewing
all
of
that
as
well
happy
to
go
into
more
details.
We
entered
the
technical
side
of
it,
so
we
are
definitely
working
on
it.
We
are
announcing
the
way
for
the
work
on
mobile.
I
We
are
announcing
with
the
work
of
the
innovation,
we're
definitely
working
with
virgin
mbt
and
a
couple
of
others
of
organization
as
well,
and
for
example,
you
mentioned
the
archiving
bet
we
are,
we
are
covered.
We
are
covered
actually
from
an
accounting
perspective,
but
where
we
need
to
go
is
actually
a
different
place
is
where
you
can
restore
on
demand
very
quickly,
because
at
the
moment,
actually,
although
we
have
archiving
it
actually
takes
a
little
bit
longer,
which
then
inhibits
the
way
that
we
actually
operate
within.
I
You
know
it's
not
it's
not
going
to
have
a
lot
of
fast
connectivity
if
the
system
from
an
infrastructure
perspective
actually
cannot
cope
with
it
right.
So
it's
a
little
bit
of
a
balance.
So
what
I
need
to
do
is
actually
announce
the
basic
infrastructure
enhance
the
data
centers,
which
are
moving
into
the
cloud.
We
are
revisiting
completely
the
provisioning
of
mobile
phones,
which
therefore
will
enable
some
of
the
technology
that
you
already
mentioned,
and
the
pastor.
I
We
had
a
view
in
the
in
the
digital
team
that
we
would
actually
buy
a
number
of
devices
and
and
we'll
keep
those
devices
for
as
long
as
we
could
we,
I
changed
a
little
bit
there,
so
we
buy
the
minimum
number
of
devices
and
we
constantly
look
at
new
devices,
new
connectivity
on
a
quarterly
basis
at
the
moment,
and
that
will
give
us
that
change
that
you're
actually
asking
you're
looking
for.
I
So
I
think
it
comes
with
not
just
the
technology
you
just
mentioned
also
what
is
next
coming,
so
I
I
changed
that
ways
of
working
now,
so
I
think
that
will
actually
bring
in
some
of
the
technology
which
you
actually
mentioned,
and
some
new
ones
as
well.
I
I
can't
forget
that
that
requires
new
skills
as
well,
which
is
connected
to
one
of
the
previous
points,
and
that's
why
we
want
to
actually
create
a
digital
academy
which
I
mentioned
earlier,
which
focuses
a
lot
on
mobile
technology
and
a
lot
of
mobile
skills,
because
we
need
to
move
away
a
little
bit
from
having
a
lot
of
centralized
system
in
one
place.
We
need
to
move
to
a
more
connected
way
between
everybody
that
is
yet
to
come.
I
We
are
actually
training
stuff
because
some
of
them
actually
needs
to
become
familiar
as
well
with
the
technology.
That's
why?
Sometimes
they
actually
say
we
were
not
the
expert
either
right,
so
that
is
implant
as
well.
So
we
have
partnership
with
linkin
for
a
training
and
academy.
We
are
going
to
partners
also
with
pluralsight
as
well
and
others
organization
as
well,
and
certainly
we
are
pushing
a
huge
amount
with
apple,
microsoft
and
aws
and
google
at
the
moment
to
actually
ensure
that
they
gave
us
the
support
and
in
doing
that.
I
Actually,
what
you
can
find
out
is
sometimes
you
have
a
funds
available
which
this
the
cloud
provider
will
provide
for
us
to
actually
move
to
that
new
technology.
So
some
of
the
things
that
you
mentioned
are
already
underway.
But
what
is
more
important
is
actually
not
the
infrastructure
in
terms
of
technology,
the
infrastructure
in
terms
of
people
operation,
the
processes
which
we
are
actively
working
at
the
moment,
which
needs
to
be
there
in
order
to
support
that
ways
of
working
which
you
are
envisioning,
which
are
foolish
about.
C
Comment,
I
think
2026
seems
you
know
only
a
couple
of
years
away,
but
in
terms
of
technology
it's
like
centuries,
so
so
we
need
to
be
very
well
prepared.
I
think
there's
a
lot
of
hard
work
and
I
really
welcome
your
comment
around
academies
and
training,
the
people.
I
think
that
would
be
great.
Thank
you.
D
Thanks
chad,
a
couple
of
comments
in
the
question
I
mean
one
that
that
point
to
training
is
really
useful.
Before
this
I
was
a
digital
director
at
a
small
agency
and
there
was
always
a
huge
gap
in
staff.
Well,
obviously,
those
of
us
that
I
mean
I'm
old
in
terms
of
this
world
and
I'm
not
40
yet,
but
I
had
to
retrain
myself
every
two
years
to
try
and
adapt
to
everything.
D
One
of
the
real
struggles
we
had
actually
being
in
leeds
is:
there
are
some
of
the
big
companies
you'd
get
somebody
trained
up
and
that
you'd
have
an
excellent
member
of
staff
and
then
skybet
had
offered
you
twice
as
much
to
go
there.
I
imagine
that's
still
going
so
that
work
around
digital
academy
is
great,
because
then
we
were
focusing
on
really
forward-thinking
colleges
that
were
bringing
forward
people
with
the
new
skills
of
the
future.
D
What
more
of
a
mindset
it
is
than
actually
training
yourself
on
the
technologies
now,
because
it's
a
mindset
of
of
constantly
innovating
that
you
need
to
be
in
in
that,
so
so
that
kind
of
digital
academy
is
is
really
worthwhile
at.
I
do
have
a
concern
that
we'll
end
up
losing
half
the
people
that
come
out
of
it
at
the
end
of
it,
but
we'll
see
what
we
can
do
around
that.
D
Obviously
it'll
benefit
the
city
anyway,
quick
touch
on
the
the
work
to
get
super
fast
connections
to
homes,
because
I
think,
when
city
fibre
started
doing
their
work
across
the
city.
D
So
I
think
that
will
really
in
this
cost
of
living,
hopefully
impact
people
who
were
choosing
to
get
rid
of
the
service
because
it
was
there.
I
I
guess
the
main
thing
I
wanted
to
pull
out
on
the
report
in
terms
of
a
question
was
the
focus
on
100
digital
leads,
which
I
think
is
probably,
in
my
view,
the
most
important
bit
of
the
report.
D
I
was
at
a
consultation
event
this
weekend
and
there
was
an
in-person
one
where
a
couple
I
was
speaking
to
a
couple
there
and
they
were
thankful,
we'd
gone
to
speak
to
them
in
person
and
had
surveys
for
them
to
respond
to
on
paper
because
they
find
it
really
difficult
in
their
lives.
With
this
transformation,
that's
going
on
it's
fair
to
say
their
issues
weren't
with
the
council
at
all.
It
was
around
the
rest
of
the
sectors
and
their
lives
move
into
this
digital
innovation.
D
I
think
banking
was
obviously
one
they
brought
up
and
unfortunately
they
were
finding
it
difficult
to
to
pick
up
on
those
skills
with
that,
so
that
that
person-centered
approach
to
to
not
not
factoring
digital
only
into
services
is
a
really
useful
one.
But
I
just
wanted
around
100
digital
leads
program.
What
what
are
the
next
steps
and
the
focuses
of
that
going
forward?
Because
it's
certainly
something
that
I
think
is
desperately
needed
in
all
areas
of
the
city.
I
Okay,
so
in
terms
of
you're
quite
right,
there
is
a
mindset
that
we
need
to
look
at
when
it
comes
to
actually
training,
particularly
when
it
comes
to
new
technology.
Definitely,
as
I
mentioned
earlier
on,
we
are
going
to
tr
working
very
closely
with
the
leads
healthcare
partnership
in
the
university
etc.
I
One
of
the
things
that
I
I
I
see
compared
to
the
private
sector
is
sometimes
you
have
much
bigger
opportunities
in
the
public
sector
to
work
on
larger
programs
which
you
might
not
always
have
when
you
are
in
the
private
sector,
and
I
come
from
the
private
sector.
So
unless
you
join
an
organization
which
are
rich
from
a
captain
or
live
in
your
perspective,
you
don't
always
have
that
opportunity,
although
you
might
have
access
to
a
higher
salary
bonuses,
and
things
like
that.
I
So
that
is
something
that
we
are
going
to
use
to
our
advantage,
because
the
introduction
of
some
of
the
new
technology,
like
the
bots
recently
or
the
move
of
the
website
to
drupal,
etc,
would
be
things
that
you
don't
always
have
access.
Depending
on
what
organization
you
actually
join
from
a
private
private
sector
perspective,
but
inevitably
yes,
there
is
that
risk
that
will
train
up
people
and
then
they
can
move
on,
but
hopefully
we'll
embed
them
by
them,
and
we
are
looking
very
much
at
the
culture
as
well
as
well
within
the
digital
team.
I
How
important
that
culture
is
in
terms
of
fulfilling
yourself
looking
at
other
things
from
a
technology
perspective.
What
else
you
want
to
achieve
so,
hopefully
we'll
do
a
good
enough
job
there
to
actually
ensure
that
we
keep
as
many
as
we
can,
but
inevitably
there
is
risk
not
only
for
the
public
sector.
It
would
be
also
for
the
private
sector
as
well,
because
some
of
them
sometimes
jumps
between
one
to
the
other.
To
look
at
opportunities.
Salary
is
important,
but
also
what
becomes
very
important
is
fulfillment
as
well.
I
You
know,
particularly
which,
with
people
which
are
working
in
technology,
they
like
to
try
new
technology,
they
like
to
try
new
things,
etc,
something
which
we
will
be
definitely
playing
at.
We
are
in
a
unique
position
at
the
moment
where
we
are
doing
a
lot
of
digital
transformation
and
they
should
give
us
actually
enough
momentum
to
bring
in
more
people
and
as
we
do,
that,
we
need
to
work
to
ensure
that
actually
we
keep
those
as
well.
I
It's
not
just
digital
is
the
all
authority
effort
in
terms
of
how
we,
you
know,
work
between
services.
What
other
opportunities
we
will
be
giving
to
those
people
which
are
working
on
those
new
technologies?
So
that's
something
that
we
will
continue
to
work
on
from
a
100
percent.
Digital
inclusion.
Are
you
absolutely
right
that
we
can't
focus
only
on
digital
and
also
when
it
comes
to
digital?
There
are
different
channels
as
well.
I
So
I
made
actually
that
100
digital
inclusion
in
charge
completely
of
that
scheme
so
that
they
have
a
a
better
handle
in
terms
of
what
resources
they
can
provide
actually
to
the
people
in
need
as
well.
I
have
opened
up
a
number
of
other
avenues
in
terms
of
linkages
where
we
can
get
additional
grants
and
funds
to
the
team
so
that
continue
that
work.
I
So
that's
something
that
continues.
One
other
thing
which
is
coming
next
is
more
attention
to
actually
the
the
roi
in
terms
of
what
we
invest
from
a
digital
inclusion
versus
what
we
obtain
and
that's
something
which
we
are
working
more
actively.
There
is
so
much
work
and
sometimes
is
easy
to
forget
to
measure
exactly
what
is
the
outcome.
So,
in
terms
of
your
question,
what
is
coming
next,
apart
from
everything
I
said,
there
is
a
lot
more
emphasis
on
and
we
made
a
difference
and
how
do
we
measure
that.
H
If
you
can
just
add
to
what
leonardo's
just
explained
there
about
the
next
steps,
I
think
it's
important
that
we
recognize
100
digital
as
an
ambition
and
that
it's
an
ambition
to
offer
100
digital.
It
doesn't
mean
to
say
that
100
of
the
people
will
take
that
up,
but
actually,
if
we
can
make
that
offer
realistic
to
people
including
training
and
access
to
hardware
as
well
such
as
ipads
and
so
on,
which
is
already
happening
in
our
neighborhood
networks.
H
It's
happening
in
the
libraries
and
the
community
hubs
and
so
on.
So
if
people
actually
want
to
take
up
that
opportunity
of
becoming
digitally
able-
and
it
can
be
done
at
all
all
ages,
of
course-
then
that's
available
for
them
and
that's
the
point
of
the
100
vision
for
100
digital
in
the
center.
Thanks.
D
Just
a
quick
comment
really
because
I'm
going
to
bring
it
up
later,
thanks
for
that-
and
that's
really
really
useful,
and
I
know
the
work
on
the
devices.
Well,
that's
something
that
we
all
saw
in
the
pandemic.
Wasn't
it
where
many
of
us
were
then
supporting
kids
without
any
devices
at
all
to
have
something
learning
through
based
on
just
the
comments
around
looking
at
the
return
on
investment
and
that
are
meeting
the
objectives.
D
I
wondered
if
it's
something
we
could
look
at
as
possibly
something
in
the
in
the
work
programme,
but
for
the
next
year
to
look
at
how
digitally
included
different
areas
of
leads
are
see
the
work
that's
going
on
and
really
have
a
focus
on
that,
because,
obviously,
if
another
crisis
like
we've
had
over
these
last
few
years
comes
on
again,
it
would
be
great
for
us
to
know
what
better
place
we're
in.
I
don't
know
if
that's
something
that's
arranged
to
be
in
or
not.
A
Thank
you
very
much
council
color,
we'll
discuss
that
in
the
last
agenda
item
work
program:
okay,
thank
you.
Councillor
burke,.
F
Thanks
chair,
I
think
councillor
cooper's,
just
kind
of
answered
really
what
I
was
going
to
ask.
We've
talked
a
lot
about
technology
this
morning
and
very
little
about
people,
and
actually
the
the
people
are
at
the
core
of
any
strategy,
no
matter
how
good
our
technology
is.
So
I
just
want
to
ask
about
inclusion.
F
The
report
it
does
talk
about
some
of
the
common
links
and
now
it's
complex,
but
it
doesn't
actually
detail
how
we're
going
to
overcome
them,
and
I'm
saying
we
how
well
how
we're
going
to
jump
over
those
barriers
and
you're
right.
The
barriers
are
very
complex.
It
references,
100
digital
leads
and
counselor
cooper's
very
helpful.
F
He
just
listed
the
outlets
where
that
it
does
work
very
successfully,
but
there's
still
a
huge
chunk
of
people
outside
that
that
circle
and
a
lot
of
them
have
disabilities,
physical
or
mental
incapacities,
and
I
just
think,
there's
a
whole
host
of
people
that
were
in
danger
of
leaving
behind
now.
That's
my
first
question:
there's
as
we
move
to
more
digital-
and
I
welcome
it-
that's
got
to
have
an
impact
on
the
staffing
levels.
F
What
does
the?
What
do
those
reductions
look
like
and
are
there
reductions
just
in
an
area
or
do
you
intend
to
move
them
somewhere
else
within
the
organization
and
then
there's
this
systems
like
now,
if
someone's
bidding
on
a
council
house,
I
regularly
I'm
talked
about
by
residents
about
how
difficult
it
is
doing
things
on
your
phone,
because
that's
all
that
got
and
then
it
eats
all
the
data
up,
because
they
don't
have
the
money
and
and
so
on
and
so
forth.
So
I
think
it's
I'm
not
sure
it's
a
question.
It's
maybe
a
comment.
F
You
need
to
be
mindful
about
the
barriers
and
I
do
accept
that
you
are
and
how
it
impacts
on
different
sections
of
our
society
and
not
to
leave
any
of
them
behind,
because
we're
we're
in
danger
of
developing
a
two-tier
approach
to
things
really
aren't.
We
thank
you.
F
G
Yeah
thanks
very
much
for
the
question
I'll
pick
up
the
the
who
question
and
then
I
hand
over
to
leonardo
for
the
for
the
staffing
question:
if
that's
okay,
yeah,
absolutely
you're,
absolutely
right.
The
the
strategy,
as
I
mentioned
earlier,
has
been
written.
You
know
from
a
person
perspective
and
in
terms
of
engaging
with
people
in
terms
of
writing
that
strategy.
That
has
been
a
collaborative
approach,
so
leed
city,
council,
ccg,
the
wider
leeds
health
and
care
partnership,
which
includes
third
sector
community
groups,
those
those
kind
of
groups
as
well.
G
I
think
we
can
learn
as
well
from
the
good
work
that
100
digital
leads
have
done
and
the
approach
that
they
have
taken,
because
this
isn't
just
about
lead
city
council
doing
stuff
with
people.
This
is
about
working
with
those
community
groups
who
are
already
working
with
those
groups,
so
we
might
not
necessarily
be
connected
with
directly
and
almost
that
train
the
trainer
approach.
G
If
you
like
that,
we're
working
with
the
groups
who
are
connected
with
those
people
that
maybe
we
see
as
an
inverted
comers
had
to
reach
but
they're
not
hard
to
reach
at
all,
they
are.
They
are
living
and
working
in
communities.
We
just
need
to
work
with
the
right
people
to
to
to
work
with
them,
and
I
think
you
know
in
terms
of
the
the
broader
work
that
we
do
and
the
innovation
work.
For
example,
that
is
very
much
about
taking
that
that
person-centered
approach.
G
It's
important
that,
if
we're
doing
any
innovation
work
about
how
do
we,
you
know
how
do
we
co-design
our
services
in
the
future,
but
it's
important
that
the
people
who
will
access
those
services
are
involved
in
the
conversations
right
at
the
very
beginning,
because,
ultimately
they
will
be
the
recipients,
if
you
like,
so
absolutely
anything
in
terms
of
the
the
innovation
labs
that
will
be
running
and
all
that
kind
of
work,
very
important
that
members
of
the
public
that
we
reach
out
through
our
our
networks
and
we
reach
out
to
people
and
encourage
those
members
of
the
public
who
will
be
accessing
those
services
to
get
involved
in
this
work.
G
Yeah.
Can
I
just
kind
of
start
one
other
point
I
was
just
going
to
mention
as
well
in
relation
to
them.
100
digital
leads.
Work
was
just
to
make
everybody
aware,
there's
a
very
comprehensive
report
that
goes
to
the
infrastructure
and
inclusive
growth
scrutiny
board.
I
think
it's
about
april
time
that
goes
very
comprehensive
report
for
those
that
haven't
read
it
so
worth
a
look.
A
Thanks
stephen
I'll
ask
becky
to
circulate
that
because
it
came
early
in
this
year.
Council
cooper.
Do
you
want
to
comment
yeah
yeah.
H
Can
I
just
add
to
what
steve
said
before
leonardo
comes
in
really
now
how
we're
going
to
reference
the
reports
that
that
actually
go
to
a
different
scrutiny
board
on
100
digital
work?
That's
that's
happening,
but
it's
probably
useful
for
scrutiny,
members
to
see
those
reports
and
and
see
how
they
link
into
the
digital
strategy
as
well.
H
It
should
be
no
surprise
to
anybody
here
that
there
is
an
issue
with
digital
poverty,
not
just
in
the
city
but
but
nationally,
as
well
I'd
say
internationally
and
and
within
our
own
city
boundaries.
It
should
be
no
surprise
where
the
areas
are
that
we
suffer
most
from
digital
poverty
as
well.
So
a
100
digital
is
working
towards
addressing
that
through
the
work
that
they
are
undertaking.
But
it's
you
know
it.
H
It's
our
deprived
areas
where
people
are
suffering
already
from
poverty
of
other
types
as
well,
and
so
it's
not
just
around
digital
poverty,
but
they
seem
to
suffer
poverty
in
every
respect
and
theme
that
we
we
can
put
in
as
well.
The
lead
city
council,
alongside
the
100
digital,
are
doing
an
awful
lot
of
work
to
address
that
poverty
in
those
areas,
particularly
through
our
commissioning
and
also
through
our
third
sector
providers
in
those
areas,
as
well
as
through
our
own
outlets
that
I
mentioned
earlier
in
answer
to
councillor
carlill's
question.
H
I
just
wanted
to
make
that
point
for
leonardo.
J
I
was
actually
just
kind
of
coming
on
the
this
sort
of
the
budget
issues
and
and
sort
of
staff
shifts.
So
I
mean
we've
lost
a
couple
of
thousand
staff
over
the
last
decade
in
response
to
sort
of
financial
challenges.
We
we
have
and
looking
forward,
we
said
next
three
years:
we've
got
something
like
60
million
pounds
gap
in
reality.
That's
going
to
grow,
I
mean
our
current
budget
is
based
on
a
2
pay
rise.
I
think
probably
all
believe
that
it's
going
to
be
higher
than
that
you
know.
J
One
percent
is
about
four
million
for
the
authority.
Our
budget
was
also
set
pre-ukraine
so
actually
was
based
on
the
energy
prices
last
year.
Not
they
say
that
figure
is
going
to
grow.
So
I
mean
one
of
the
principal
ways
in
which
that
is
going
to
be
addressed
is
by
lowering
the
pay
bill.
Given
that
actually
pay
pay
will
actually
increase.
J
That
means,
actually,
it
will
mean
lower
numbers
of
staff.
Now,
the
only
way
to
sort
of
try
and
protect
public
services
is
to
look
at
those
things
which
we
can
automate
and
do
differently,
which
will
you
know,
release
those
people
without
impacting
upon
the
public
service.
It'll.
Take
an
example,
two
examples:
if
we
move
to
the
cloud
then,
actually
there
are
staff
who
will
be
maintaining
the
servers
and
all
our
internal
side
of
things
which
will
not
be
required
in
a
few
years
time
we're
going
through
a
big
transformation
in
finance.
J
At
the
moment,
we
produce
hundreds
of
spreadsheets
and
sort
of
give
it
out
to
people
actually,
the
core
business
transformation.
Work
will
automate
that,
and
you
know,
will
will
will
mean
that
people
leave.
But
what
I
would
say
is
that
is
in
the
context,
and
it's
in
some
sense.
It's
a
a
good
thing
for
us
at
the
moment
that
actually
there
is
a
real
recruitment
problem
and
we're
going
to
come
on
to
that
later
on.
So
actually
this
will
actually,
I
think,
help
us
enable
us
deal
with
the
problem
of
actually
recruiting
people.
J
So
we
are,
you
know
considerably
short,
for
example,
in
business
admin
at
the
moment,
but
we
can
actually
maybe
solve
that
problem,
not
by
further
recruitment,
but
by
actually
dealing
with
it
through
automation
instead
and
where
there
are.
I
think,
maybe
you
know
in
something
like
finance.
There
may
be
some
issues
around.
Have
we
got
too
many
people?
J
Well,
actually
there
are
other
places,
then,
like
business
admin,
where
there
are
opportunities
which
gives
us
a
challenge
of
retraining
and
so
forth,
but
I
think
that
the
way
that
things
are
set
up,
it's
coming
at
a
time
where
we
we
can
reduce,
but
through
natural
wastage
and
through
retraining,
into
areas
where
that,
where
we
are
really
suffering
from
problems
with
recruitment.
I
I
think
neo
covered
most
of
it,
but
in
in
terms
of
digital
transformation.
Actually,
there
are
two
aspects
that
are,
of
course,
the
as
you
do
digital
transformation.
There
are,
of
course,
the
people
which
are
working
in
digital,
which
will
be
impacted,
and
it
will
be
the
people
which
are
actually
providing
service,
for
which
you
have
automation,
which
will
be
impacted
as
well
so
neo
made
some
examples
in
finance.
I
Already
cloud
is
another
example
as
near,
as
just
mentioned
in
terms
of
some
resources
would
not
be
needed
in
two
to
three
years
time
as
part
of
the
movement.
Another
example
is
the
work
which
we
are
doing
in
the
contact
center
as
we
go
through
the
transformation,
as
neo
said
that
they
will.
F
F
However,
there's
just
an
issue
about
sustainability
in
my
head,
because
a
lot
of
the
offers
that
they
give
to
people
or
the
enhancements
are
for
a
finite
period
either.
So
you
might
get
free
access
for
six
months
and
as
it's
a
comment,
I
don't
require
an
answer,
but
as
the
cost
of
living
increases,
then
pressures
on
people
will
be
gonna
come
worse,
they
may
become
accustomed
and
then
there's
a
cutoff
point.
So
perhaps
that's
just
something
to
think
about,
and
my
question
is:
I'm
not
sure
it's
a
question.
F
It's
maybe
a
plea
is
not
to
forget
members
in
in
the
design
of
training
and
everything
else,
because
members
of
the
people
who
are
actually
dealing
on
the
front
line
as
well
as
other
frontline
staff-
and
I
think
sometimes
in
and
amongst
elected
members,
could
perhaps
fall
off
the
cliff.
So
perhaps
we
could
be
fully
included
in
any
training
and
development
design.
That's
going
on.
Thank
you.
E
Thank
you
chair.
My
question
is
around
the
digital
leads
labs,
which
brings
the
people
element,
doesn't
it
into
accessing
services
and
what
have
you?
There
are
a
couple
of
examples
that
are
described
as
successful
solutions,
the
bin
app
and
the
lead
social
housing
picker.
I
just
wondered
if
a
bit
like
an
old
report
that
used
to
go
on
a
dusty
shelf.
A
successful
solution
is
not
just
left
at
that
and
it's
looked
to
add
to
and
enhanced
and
promoted
continually
and
that
you
monitor,
usage
and
and
downloads
locations,
and
so
on.
E
I'm
particularly
intrigued
by
the
lead
social
housing
picker.
That's
not
one.
I've
actually
heard
of
I've
heard
of
the
bin
app
and
a
lot
of
case
work
is
around
the
challenges
of
accessing.
Even
the
current
online
bidding
people
still
hanker
for
the
old
newsletter
that
were
in
the
hubs
every
week
and
what
have
you
so?
E
A
B
Thank
you
chair.
It
was
a
surprise
to
be
placed
on
this
scrutiny
board.
I'm
surrounded
as
I
am
by
such
knowledgeable
counsellors
and
officers.
I
think
you
can
look
forward
to
the
sort
of
idiot-proof
questioning
from
me
on
this
scrutiny,
but
there's
a
place
for
that.
Isn't
that
really
many
of
the
things
that
that
were
going
around
in
my
mind
as
I
was
reading,
this
paper
have
been
dealt
with
and
counselor
cooper.
B
Your
comments
were
really
really
helpful,
but
just
to
give
you
a
feel
of
what's
going
on
in
my
brain,
the
digital
first,
but
not
digital,
only
did
stand
out
of
the
paper
when
I
was
reading
it
and
you
chose
to
begin
your
presentation
on
that
note
actually.
But
having
said
that,
I
just
wonder
how
you
see
and
where
you
see
the
face-to-face
opportunities
going
alongside
the
digital
approach,
because
the
the
table
on
page
16
clearly
says
the
100
digital
leads
as
the
world-class
sort
of
solution
and
refers
to
paperless.
B
I
particularly
welcome
the
work
that's
been
going
on
with
dealing
with
cyber
attacks
and
the
digital
academy,
and
can
I
make
a
plea
that
the
digital
academy
is
accessible
to
all
ability,
levels
and
starting
points?
Please,
because
I
think
that
is
absolutely
crucial
and
one,
oh
and
the
other
thing
that
you
mentioned
earlier
in
your
presentation.
You
referred
to
the
digital
and
data
ethics.
Well,
I
think
I
know
what
data
ethics
are,
but
I'm
not
sure
I
know
what
digital
ethics
are.
B
B
Since
I
had
my
surgery
on
my
back,
I
can't
carry
heavy
items
very
far,
so
I
do
need
access
to
something
that's
portable,
which
does
mean
that
I
do
need
an
ipad
now.
The
planning
service
has
recently
started
publishing
papers
for
counsellors
in
a
format
that
can't
be
accessed
on
an
ipad.
They
are
working
towards
it,
but
currently
you
can't
access
it
in
an
ipad,
so
it
does
need
weeping
weaving
into
the
warp
and
weft
of
of
our
service.
It's
it's
crucial
in
my
view.
Thank
you.
G
Thanks
very
much
for
that
sir
council
growing,
so
so
just
to
cover
up
some
of
those
some
of
those
areas
I
mean
in
terms
of
the
paperless
environment.
G
I
I
think
this
is
as
much
as
anything
about
how
how
we
work
internally,
really
if
there
is
a
form
that
a
customer
wants
to
fill
out
and
that's
a
paper
form,
then
that
form
should
still
be
available
and
that's
that
kind
of
traditional
methods
that
face
to
face
that
telephone
contact
that
is
still
available.
G
But
I
think
where
we
can
digitize
our
services,
then
that's
what
we
should
look
to
do,
for
example,
with
the
housing
records
you
know,
rather
than
having
cupboards
full
of
old
paper
records,
let's,
let's
scan
those
in
and
let's
digitize
those
makes
the
knees
more
more
accessible
and
he's
easier
to
find
information
in
the
future.
So
I
think
that's
that's
the
point
there
and
I
guess
so
it's
not
about
shifting
everything
online
and
and
sort
of
eliminating
analog
services
where
those
services
are
still
required.
G
Those
services
will
will
still
exist
and
what
we're
doing
here
in
terms
of
that
that
diagram
on
page
16,
moving
from
sort
of
traditional
setting,
if
you
like,
through
to
a
transformed
organization,
is,
is
as
much
about
how
we,
how
we
work
and
some
of
the
complementary
digital
services
that
we
that
we
deliver
I'll
leave
it
at
that,
for
that
and
leonardo
might
want
to
to
add
to
that
in
terms
of
the
ethics.
I
think
this
is
just
to
think
about.
You
know
not
just
about
the
data
that
we
collect.
G
You
know
and-
and
you
know
it's
about
what
the
data
that
we
collect,
where
we
store
it,
how
we
store
it
about
bringing
in
the
information
governance
aspects
to
all
of
that
to
ensure
that
we're
compliant
with
data
protection,
for
example,
but
I
think
as
well,
you
know
in
a
world
where
we'll
be
collecting
increasing
amounts
of
real-time
data
using
internet
of
things
devices.
G
It's
thinking
about.
You
know
where
those
devices
come
from.
Who
are
our
trusted
suppliers?
How
are
they
built
and
what
data
are
they
capturing
and
all
the
rest
of
it?
So
I
think
it's
the
whole
digital
and
data
ecosystem
that
we
need
to
be
thinking
about
in
terms
of
ethical
use
of
technology,
rather
than
just
the
data
that
we're
collecting.
I
Yeah
a
couple
of
of
addition
to
that.
I
agree.
One
percent
with
what
steve
mentioned
it's
about
no
replacing
all
the
analog
services,
but
to
complement
them.
For
example,
if
you
want
to
perform
an
online
transaction
at
11
o'clock
at
night,
you
can
actually
do
it
without
waiting.
The
following
day
is
something
that
you
know
we
need
to
the
world
is
moving
towards.
To
is
that
convenience
right
and
there
will
be
particularly
the
new
generation-
are
onto
it
really
very
much.
I
There
is
a
lot
of
work
which
we
are
doing
on
mobile
and
the
ipad
is
part
of
it.
We
know
the
ipod
as
an
ecosystem,
as
is
pros
and
cons
when
it
comes
to
actually
in
compatibility,
and
we
are
revisiting
all
of
that,
but
is
a
quite
significant
amount
of
work
in
terms
of
actually
ensuring
that
some
of
our
system
actually
work
on
those
new
generation
of
devices.
I
For
example,
our
current
finance
system,
which
is
aging
which
the
cbt
program
will
be
replacing
currently
will
not
run
on
a
macbook
on
an
ipad
and
there's
not
much.
We
can
do
about
it.
However,
the
new
version
will
so
we
are
actually
moving
towards
data
for
towards
it
and
that
will
give
also
more
choice
in
terms
of
devices,
particularly
when
it
comes
to
the
mobile
phone,
because
it's
easier
to
provide
actually
than
a
laptop,
particularly
where
there
is
a
need
of
devices
or
where
the
100
percent
digital
inclusion
actually
is
working
on.
I
And
one
of
the
thing
which
I
have
asked,
the
team
is
also
to
work
on,
which
is
part
of
innovation,
of
the
potential
in
the
future
to
replace
the
laptops
with
mobile
phones,
because
this
mobile
phone
is
in
samsung
s22
actually
can
run
as
a
laptop
on
itself.
So
there
are
things
which
we
are
actually
looking
in
terms
of
an
innovation
point
of
view.
I
I
As
I
just
mentioned,
there
will
be
opportunity
to
even
use
in
the
near
future
our
phones
as
a
lab
tips
really
in
terms
of
sustainability,
of
the
100
digital
team
which
which
you
asked
earlier,
and
this
is
why
I
went
to
the
exec
management
team
of
the
icb,
and
I
asked
them
that
they
appoint
that
team,
also
to
be
the
same
team
that
provide
100
digital
inclusion
to
the
health
side
which
they
have
accepted.
So
I'm
thinking
about
broadening
up
where
I
can
get
funds
access
to
funds
and
grants
to
maintain
their
sustainability.
I
As
well,
additionally,
with
the
work
we
are
doing
in
city
development,
with
eve
roadhouse
and
others,
we
actually
announcing
that
through
also
the
private
sector
as
well,
so
where
we
actually
ask
private
organization
to
come
in
and
support
that,
and
an
example
is
the
telco,
where
we
regularly
ask
bt
to
provide
not
just
grants
and
access
to
funds,
but
to
provide
solutions
which
are
free
of
charge
for
where
there
is,
for
example,
poverty
in
the
city.
So
it's
definitely
something
which
we're
actively
working
on.
H
Thank
you
chair.
I
just
wanted
to
add
slightly
to
what
leonardo
said
and
and
in
terms
of
the
people
side
of
things
the
eures
council
have
grown
as
well.
H
I
think
it's
really
important
that,
as
an
organisation
lead
city,
council
enhances
the
way
that
we
engage
with
our
residents
and
our
customers
and
also
opens
up
easier
ways
of
access
to
us
to
the
people
of
leeds.
So
you
know,
for
instance,
I
I
know
for
from
you
just
do
the
family
and
friends
test
yourself.
Don't
you
in
in
ways
that
how
would
people
like
to
access
the
council?
H
Well
that
certainly
I
rather
be
able
to
do
it
either
online
or
through
a
you
know,
an
easy
portal,
whether
that
be
social
media
or
you
know
in
another
way,
and
to
be
able
to
transact
themselves
without
the
necessity
to
ring
on
a
phone
line,
and
you
know
and
expect
somebody
to
walk
you
through,
whatever
those
steps
might
well
be
that
you
need
to
undertake.
So
if
you
need
to
make
a
payment,
you
need
to
ask,
for
you
know,
advice
or
things
like
that.
H
If
you
can
do
it
in
that
way,
and
you
can
access
it
that
freely
24
7
without
waiting
for
phone
lines
to
open,
and
so
on,
like
that,
then
that
certainly
will
improve
your
experience
with
leeds
city
council,
both
as
a
customer
and
as
a
resident,
and
so
I
think
it's
really
important
that
we
do
that.
H
I
think
it's
also
really
important
that
we
don't
exclude
anybody
and,
as
councillor
burke
mentioned
earlier,
the
last
thing
we
want
to
create
is
a
two-tier
system
where
you
know,
unless
certain
parts
of
our
communities
have
access
to
us
as
an
organization,
which
is
why
we're
trying
really
hard
to
ensure
that
we
do
this
with
the
principles
that
are
written
in
the
report
about
how
we
take
these
things
forward.
B
It's
not
a
question,
it's
just
a
comment.
Thank
you
very
much
for
those
helpful
remarks
and
on
the
digital
accessibility
issue.
You
know
we
do
have
a
mountain
to
climb.
Don't
we
because
we
earlier
said
well,
for
example,
the
hubs
are
providing
digital
access,
but
it's
so
partial.
Even
for
those
who
choose
to
take
it
up.
I
mean
council
richie
and
I
know
a
resident
who
goes
into
the
hub
every
morning
to
engage
with
a
computer.
B
Do
his
emails
contract
business,
whatever
he's
doing
and
then
40
minutes
later
he
leaves
the
the
hub
and
he
doesn't
interact
digitally
for
the
rest
of
the
day
because
he
hasn't
got
a
computer.
Now
we
are
all
interacting
digitally
all
day,
long
on
and
off.
That's
why
I
need
my
portable
ipad,
but
for
him
he
has
40
minutes
and
then
he
doesn't
do
it
again
all
day.
So
that's
not
a
hundred
percent
digital
access.
Is
it.
A
Thanks
councillor
green
councillor,
first,
you
haven't
following
question:.
K
Thank
you,
chair
and
I'll,
be
quick.
I
appreciate
times
against
us.
I
I
just
think
I'd
just
like
to
make
two
quick
points.
The
first
thing
is
that
actually
absolutely
we
need
to
prioritize
those
are
in
deprived
areas
in
terms
of
digital
accessibility,
but
I
also
think
at
this
point.
K
That
is
largely
due
to
the
fact
that
people
are
not
able
to
access
things
online
and,
as
a
result,
the
the
integrated
way
in
which
we
need
to
make
sure
our
front
line.
Our
front-facing
accessibility
is
absolutely
critical
that
we
improve
it
as
soon
as
possible
to
enable
us
across
the
council
to
be
able
to
deal
with
and
satisfy
the
needs
of
our
residents
and
customers.
K
I
just
want
to
ask
one
quick
question,
which
is
about
the
fact
that,
as
part
of
this
process,
we
need
to
recruit
at
least
110
new
staff
to
be
able
to
deliver
this
wider
program
across
the
ids
in
a
market
that
is
largely
candidate
driven
at
the
moment,
and
salaries
are
skyrocketing
because
the
skills
are
so
finite
and
so
competitively
required
by
so
many
different
organizations
across
leeds.
Can
I
ask
where
do
we
stand
at
this
current
moment
in
terms
of?
K
I
Thank
you
for
the
question.
It's
quite
right.
It's
a
significant
challenge
in
terms
of
recruiting
in
the
current
market
conditions,
but
this
is
why
also
I
have
taken
the
actions
to
partner
with
two
organizations
which
are
based
in
leeds
one
is
called
cgi
which
does
a
lot
of
work
in
the
public
sector
and
one
which
is
called
the
u.s
thing
which
will
provide
the
resources
in
leads
only
assure
as
well.
I
We
will
use
those
organization
to
compensate
with
the
challenge
that
we
have
on
the
recruitment
side
and,
as
we
progress
in
that
program
of
work,
we
might
have
to
rebalance
it
based
on
how
quickly
we
recruit
in
terms
of
what
will
be
the
final
number
of
resources
that
we
recruit.
So
we
realize
of
the
challenge.
That
is
why
we
have
decided
to
actually
partnership
with
your
organization,
which
I
have
access
to
a
large
number
of
resources
that
will
help
us
through
that
digital
transformation.
Another
side
as
we
go
through
it.
I
We
may
have
to
make
some
adjustments,
which
hopefully
will
be
on
maybe
reducing
the
number
instead
of
110,
because
we
realized
some
some
of
the
digital
transformation
with
a
through
a
partner.
Maybe
so
we
are
looking
at
not
just
to
rely
on
the
market
condition.
Balsam
partners.
Of
course
hr-
is
working
actively
on
a
marketing
campaign
as
well
for
bringing
in
people,
but
it
needs
to
be
a
bit
of
a
combined
approach
and
there
are
some
uncertainty,
of
course,
as
other
organizations
are
experiencing
cancer
cooper.
H
Yeah,
thank
you
chair
just
a
couple
of
additions
to
that.
If
I
can
councillor
firth,
I
know
that
100
digital
are
also
looking
at
the
outer
areas
in
terms
of
accessibility
and
connectivity
as
well.
So
you
know
that
is
not
being
forgotten
at
all.
It's
you
know.
100
digital
offer
is
100
digital
offer
to
the
whole
of
the
city.
H
I
think
also
you
quoted
12-minute
average
work
currently
for
the
contact
centre,
which
is
not
the
current
waiting
time
at
the
moment.
I
think
you're
using
figures
from
a
previous
report
to
scrutiny.
Maybe
or
you
know
earlier
figures
I
had
a
meeting
last
week
with
the
contact
centre
and
and
that
figure
has
improved
and
I'll,
ensure
that
that
the
current
figure
is
circulated
to
scrutiny
board
members.
After
this
meeting
chair.
J
Just
on
the
resources
side,
picking
up
council
for
this
point,
so
we
have
put
in
a
substantial
amount
of
money
through
using
capital
to
support
transformation
work,
so
you
can
use
one
off
if
it's
going
to
lead
to
savings
longer
term,
so
we
put
in
around
three
million
on
that
basis,
I
I
think
I
think
that's
what's
there
are
always
going
to
be
limitations.
To
that,
I
I
think
actually,
where
there
are
strong
business
cases
which
show
that
an
intervention
will
make
long-term
sense.
J
K
Thank
you
very
much
just
to
clarify
the
12
and
a
half
minutes
was
on
medium
priority
calls,
and
I
understand
that
the
average
wait
time
is
just
over
10
minutes.
So
I
appreciate
that
that
is
certainly
the
figures,
but,
as
we've
discussed
before,
and
we
won't
go
over
it
again,
we
all
want
it
to
improve
because
it
will
help
us
in
terms
of
our
service
delivery.
K
I
think
that
the
the
nature
in
terms
of,
and
that
figure
obviously
was
from
up
to
march
this
year,
and
I
haven't
seen
a
figure
since
so
I
look
forward
to
that
in
due
course.
The
question
I
was
going
to
ask
is:
how
regularly
are
we
benchmarking
ourselves
across
the
city
and
in
the
region
to
make
sure
that
our
offer
of
pay
is
as
competitive
as
it
can
be,
and
if
not,
what
benefits
our
other
organizations
also
offering
in
addition
to
salary
that
potentially,
we
can
compete
with.
A
Nine
for
retention
and
recruitment?
Is
that
okay
cancer?
If
I'm
a
little
bit
surprised
that
you
didn't
make
that
point
about
medium
time,
medium
priority
calls
when
you
spoke
about
it
at
full
council.
I
think
I
think
it.
It
certainly
wasn't
clear
to
me,
so
I'm
I'm
a
little
bit
disappointed
by
that.
I'm
just
closing
just
closing
remarks
on
this
item.
My
just
some
comments,
I
think
really
so
I
think
really
important
to
limit
the
number
of
apps
that
we
have.
A
I
think
I
think
we'll
all
agree
that
the
the
recruitment
and
the
financial
challenges
around
this
area
are
really
pertinent
to
this
conversation,
and-
and
I
guess
I
guess
hopefully,
as
a
board-
we
can
sort
of
highlight
this-
is
an
important
area
to
keep
investing
in,
and
I
think
if
we
don't
invest
here,
all
our
other
services
across
the
city
across
the
directorates
will
suffer.
So
it's
really
important
to
make
sure
as
a
council.
A
We
focus
on
that
and
I
think
I
think
hopefully
everyone
can
agree
on
the
board,
that
that
is
that
we
can
see
that
as
a
priority
in
terms
of
a
scrutiny
recommendation,
I'm
gonna
everyone
appears
to
be
be
happy
with
that.
So
look
we'll
close
our
item
there.
Thank
you
very
much.
We're
gonna
move
on
to
the
next
item.
Hopefully
our
it.
The
ids
people
stay
for
this
this
item
and
I'm
going
to
invite
graham
and
his
colleague
to
come
and
join
us.
A
I
think
graham,
will
introduce
the
item,
but
it'd
be
great.
If
you
and
your
you
could
introduce
yourselves
first
and
let
us
know
what
your
roles
are
before
we
before
we
crack
on.
A
Just
for
those
watching.
A
Thank
you
very
much.
As
I
always
say,
please
assume
that
we've
read
the
report
when
you're
presenting
it.
Thank
you.
N
Yeah
hi
everyone
just
just
a
couple
of
small
words
by
way
of
introduction
to
the
report.
It's
nice
to
be
back
scrutiny
again
following
last
year's
inquiry.
I
think
it
was
five
or
six
reports
that
we
brought
to
to
this
group
over
the
last
couple
of
years
and
in
a
sense
today,
just
gives
the
latest
update
on
the
current
position.
But
I
realized
that
some
some
members
are
new
to
scrutiny
board.
N
So,
if
there's
anything
we
can
do
outside
of
the
meeting
in
terms
of
sharing
past
information,
please
do
shout
and
we'll
do
our
best
to
do
that
today,
as
usual,
gives
an
update
around
a
couple
of
key
aspects.
N
It's
in
terms
of
all
of
our
people
work
and
the
current
working
patterns
and
what
we
see,
particularly
over
the
last
few
months
in
terms
of
return
to
the
office,
and
it
was
part
of
the
future
working
program,
but
also
we
may
need
to
remember
that
it's
not
just
office
staff
that
are
covered
by
our
commitments
around
this,
and
you
know,
there's
some
good
way
continue
to
take
place
around
the
best
way
to
work
best
place
to
work
pledge
for
frontline
workers.
N
We've
got
some
data
to
share
with
you,
which
you'll
see
in
the
report,
which
is
around
the
latest
survey
that
we
did
across
all
of
our
teams,
which
gives
us
our
most
recent
picture
around.
What
that
returned
to
the
office
looks
like
and
also
we've
got
some
information
in
the
report
around
the
estate
as
normal
and
changes
that
have
been
made
and
continue
to
be
made
to
to
make
our
office
estate
as
flexible
as
it
needs
to
be,
as
as
we
manage
this
change
program.
N
N
I
think
it
is
it'd,
be
really
good
to
get
some
thoughts
back
on
that
today
and
obviously
any
questions
around
the
estate.
Angela,
can
you
know
more
than
readily
pick
up
today?
Thank
you.
A
Yeah,
thank
you
very
much
just
to
start
with.
I
really
appreciated
all
the
reports
that
came
last
year,
and
I
also
appreciated
that
this
is
coming
an
early
stage
before
everything
sort
of
signed
off.
It
gives
us
real
chance
of
scrutiny
to
feed
into
the
decisions
which
I
think
everyone
agreed
at
full
council
is
a
really
important
element
of
the
scrutiny
board.
So
that's
that's
really
important.
L
Hi,
graham
you'll
have
had
all
these
questions
before
I
think
so
no
surprises.
I
don't
think
I'd,
be
very
grateful
that,
as
a
starter,
we
could
leave
buzzwords
out
of
it
team
zones.
Kpis
plain
english
will
do
me
fine.
Thank
you
very
much
indeed.
Like
the
last
paper.
No
risks
identified
just
a
general
sort
of
comment
about
that
may
manage
and
all
the
rest
of
it.
If
I
could
perhaps
ask
in
future,
when
we
get
papers
to
scrutiny
board,
the
risks
must
be
clearly
identified.
L
Our
job
is
to
challenge
and
not
just
to
sort
of
go
through
a
paper
where
we
need
to
know
what
the
key
risks
are
from
your
perspective,
and
we
can
pick
up
our
own
from
from
that.
Okay,
second
one
is-
and
graham
I
say
no
surprise
to
you
in
this-
I
think
paragraph
2.5
from
page
29.
L
so
far
as
I
can
see,
there's
only
one
mention
in
this
paper
of
customers
I.e
the
people
of
leeds
and
the
whole
point
of
any
of
us
being
here,
is
to
save
the
people
of
leeds
in
the
best
place,
to
work
pledge,
for
instance,
not
a
single
word
about
it
at
all.
L
I
I
appreciate
that
this
is
more
about
you
know
the
staff
and
and
so
on
and
so
forth,
but
the
whole
point
of
staff
being
in
work
is
to
provide
the
service
to
the
public
and
it's
all
very
well
saying
how
well
it's
gone
and
producing
stats
and
surveys
and
all
the
rest
of
it.
How
do
we
actually
know
that
what
we're
doing
is
still
providing
a
reasonable
service
to
the
public?
L
The
guys
who
you
know,
refuse
collector's
magnificent
job
over
the
last
two
or
three
years,
given
the
circumstances
and
stuff,
but
you
know
in
a
minute
if
you've
been
hasn't
been
collected
and
within
probably
within
24
hours.
Why?
Because
we
get
an
nda
report,
rest
of
this
stuff
haven't
got
a
clue.
L
We
just
have
to
rely
on
people
getting
in
touch
or
getting
fed
up
or
whatever,
whatever,
whatever
third
item,
possibly
more
for
neil
or
debbie
debbie
mentioned
before
about
the
effect
of
digitalization
on
more
deprived
areas
of
the
city,
and
I
noticed
in
the
office
closures
that
most
of
those
are
in
deprived
areas
of
the
city
and
how's
that
affected
the
people
who
actually
live
there
in
terms
of
the
council
services
they
get
and
recommendations.
L
Yet
again,
not
a
single
word
about
service
to
the
public
and
just
a
couple
of
comments
really
in
on
paragraph
on
page
31,
paragraph
3.8
there's
a
a
table,
I'm
assuming
that
should
be
color-coded
because
it
doesn't
make
any
sense
at
all
to
me,
whereas
I've
got
a
pretty
good
idea
that
it
is
when
you
look
at
how
many
people
are
in
on
monday
and
friday,
but
it
doesn't
mean
anything
and
in
paragraph
3.11,
on
the
same
page,
those
statistics
haven't
got
a
clue
what
they
mean,
don't
mean
anything
to
me
at
all.
N
But
I
think
I
think,
they're
all
good
questions,
council
flynn
and
I
think
when
we
started
this
whole
program
and
still
do
you
know
that
idea
that
service
is
really
crucial.
Service
comes
first,
whatever
we
do
around
the
future
working
program,
we
have
to
protect
that.
I
think
you'll
see
you
know
even
now
in
the
in
the
latest
report,
we're
looking
to
strengthen
that
further
and
we're
still
asking
our
teams
to
ensure
that's
the
case
and
and
offer
that
reassurance.
You
know
through
do
everything
that
to
do
that.
N
That's
protected,
I
think,
in
terms
of
the
performance
reporting
that
takes
place
across
the
council.
You
know
we
still
have
that
robust.
You
know
mechanism
for
reports
through
other
scrutiny
channels
around
day-to-day
service
delivery
and
that
hasn't
changed
in
respect.
You
know
you're
in
code,
but
that's
still
there.
You
know,
so
those
performance
updates
from
each
of
the
teams
to
various
scrutiny.
Boards,
I
think,
is
something
that
happens.
N
Clt's,
monitor
of
all
of
that
new
exact
board
oversight
of
all
that,
I
think
all
that
still
still
takes
place
and
is
showing
largely
that
the
council
continues
to
deliver
a
good
service
and
we
talked
previously
as
well
about
during
the
covert
pandemic
period
itself.
How
how
well
the
council
team
had
been
to
keep
things
going
and
the
new
work
that
they
delivered
and
the
different
work
that
delivered.
N
So
I
think
we've
got
that
established
mechanism
around
performance
management
to
fall
back
on,
but
I
do
think
you
know.
N
We've
talked
about
it
at
some
of
our
program
coordination
groups
recently
about
the
need
to
really
strengthen
that
make
that
more
public
and
bring
that
here,
for
example,
to
these
groups
to
really
show
that
show
that
link
between
new
ways
of
working
and
the
fact
that
performance
is
being
maintained
and
you'll
you'll
see
in
the
survey
one
of
the
one
of
the
areas
where
you
said
not
sure
what
the
data
means,
I
think
was
around
the
the
ask
of
chief
officers
around.
Do
you
think?
N
Do
you
think
that
performance
levels
are
being
affected
for
better
or
worse,
as
part
of
as
part
of
that
latest
survey
and
the
overwhelming
majority
feedback
from
from
senior
leaders
was
yes,
they
do
think
that
at
least
service
had
been
maintained
and
often
improved,
and
that
was
the
overwhelming
feedback
that
we
had
so
so.
In
that
sense,
the
people
who
were
day-to-day
running
the
services
tasked
with
that
accountability
around
service
delivery
are
saying
back
to
us
that
they
think
it's
it's.
You
know
a
positive
picture
in
terms
of
the
risks
you
know.
N
I
I
take
your
points
about
the
detail
not
being
in
this
report,
but
but
once
again
do
do.
Rest
assured
that's
part
of
our
programme
work.
We've
got
wrist
logs
that
we
look
at
you
know
through
nails,
oversight
groups.
You
know
as
part
of
our
day-to-day
report,
and
we
do
have
that.
So
there
is
a
risk
log.
It
is
actively
managed.
We
meet
fortnightly
to
look
at
that
and
I
think
possibly
what
we
need
to
do
is
share.
You
know
some
of
that
detail
with
you,
so
you
can.
J
Maybe
comment
on
a
few
things:
you've
raised
against
flynn,
so
I
mean,
I
think,
the
the
principle
around
how
we
organize
should
be
based
around
the
public
is
is
absolutely
central
and
if
you
look
at
those
those
set
of
principles
which
set
that
3.14,
it's
acknowledging
in
a
way
we
that
the
country
has
changed,
we're,
not
alone
actually
civil
service.
J
Other
councils,
pretty
much
any
office
based
organization
has
changed
in
these
last
couple
of
years.
I
don't
think
that
is
going
to
change,
but
in
terms
of
coming
to
a
formula
around
what
the
hybrid
should
be,
then,
are
we
delivering
as
good
or
better
a
service?
It's
got
to
be
absolutely
fundamental
to
it.
J
In
truth,
it
is
tricky
sometimes
to
actually
determine
in
a
quantifiable
way
that
for
every
service.
So
if
you
look
at,
I
don't
know,
processing
of
council
tax
or
call
center,
your
favorite
subject
lots
of
lots
of
things.
There
are
some
things
where
you
can
look
at
it
transactional
times
and
so
forth,
and
you
can
judge.
Is
it
as
good
at
home
as
it
is
in
in
work
and
those
things
are
standing
up?
It's
more
difficult.
J
I
think
you
know
to
judge
whether
somebody
in
regeneration
team
has
done
as
good
a
regeneration
scheme
at
home
as
they
you
know,
those
things
are
they're
more.
You
know
qualitative
sort
of
judgments,
I
suppose,
and-
and
that
goes
for
quite
a
lot
of
our
services
and
that's
where
the
chief
officer
judgments
come
in.
J
What
I
would
say
to
you
is
going
to
the
first
one
about
helping
us
recruit
and
retain
and
we'll
go
on
to
how
difficult
it
is
at
the
moment,
as
you're
asking,
the
question
prove
to
me
that
it's
as
good
I've
got
lots
of
staff
saying
prove
to
me.
I
need
to
come
in
actually
well,
because,
actually
is
the
service,
you
know
going
backwards
and
I
I
now.
I
personally
believe
that
there
is
a
need
for
regular
contact
because
of
the
kind
of
quality
of
relationships
between
people
and
development
of
new
staff.
J
You
know
good
supervision.
I
think
we
need
all
these
things
to
be
in
person.
It's
quite
actually
difficult
to
do
all
of
those
I
think
over
in
a
remote
way,
but
that
challenge
of
showing
that
those
things
are
necessary
is
something
which
actually
staff
are
saying
and
you've
got
people
now
saying.
Well,
actually,
it's
you
know,
I'm
struggling
with
the
finances
adding
to
cost
of
transport
and
all
those
things
are
going
to
cost
me.
So
we've
got
your
challenge,
but
we've
got
the
challenge.
J
The
other
challenge
too,
in
terms
of
so
I
just
then,
in
terms
of
where
we're
we're
at.
I
think
the
reality
is
that
we
aren't
going
to
see
a
significant
shift
from
where
we've
got
where
we
are
at
the
moment.
J
We
may
see
some
more
people
coming
back
in
september
and
I
think
that
you
know
that
maybe
there
will
be
people
who
decide
actually
it's
cheaper
to
come
in
rather
than
eat
their
home,
and
people
are
always
welcome
to
come
in
and
we've
said,
there's
a
principle
that
people
can
come
in
if
they,
if,
if
if
they
wish,
as
well
as
if
they
need
to,
but
but
it
is
going
to
lead
to
some
consolidation
of
buildings.
J
Now
what
I
would
say
to
you
about
some
of
the
things
which
close
is
that,
whilst
we
have
many
buildings
which
are
about
being
located
where
people
public
need
access,
we've
had
lots
of
buildings
randomly
distributed
across
the
authority
which
have
had
nothing
to
do
with
that
area
at
all.
So
if
I
take
a
place
like
huff
top,
which
is
a
old
school,
you
know,
frankly,
an
awful
building
which
was
doing
you
know
finance
functions
out
of
that
for
for
years.
It
didn't
need
to
be
there,
so
we,
I
think
we
are.
J
We
are
going
to
be
closing
some
places
like
that,
which
are,
you
know,
effectively:
administrative
places
which
we've
based
for
convenience
and
we
and
we
we
are
going
to
be
able
to
take
the
opportunity
to
deal
with
the
fact
that
frankly,
we've
never
had
enough
money
to
properly
maintain
our
stock.
So
we
you
know,
all
of
you
will
know
we
some
of
the
rubbish
buildings
frankly,
which
we've
had
over
the
years.
J
This
gives
us
a
chance
to
actually
consolidate
in
really
good
buildings
and
offer
you
know,
staff
really
good
accommodation,
which
will
also
help
with
things
like
recruitment
and
stuff
as
well.
So
it's
a
it's.
I
think
it's
a
it's
a
really
significant
time.
Work
is
changing
in
a
way
we've
been
on
this
journey
for
many
years,
but
the
acceleration
in
a
couple
of
years
has
been
phenomenal.
J
I
don't
think
I
don't
think
we'll
ever
reverse
it,
but
this
next
number
of
months
is
quite
crucial
kind
of
working
through
that
kind
of
what
that
new
pattern
will
be,
but
I
generally
feel
look
being
regarding
of
risks
and
making
making
sure
that
people
don't
get
isolated
and
we
do
deal
with
issues
of
development
and
so
forth.
Nevertheless,
actually
it
is
a
positive
move
and
we
can
take
take
up
some
real
opportunities
here
to
actually
improve
services
and
improve
the
experience
of
staff
as
well.
H
Yeah,
thank
you
chen.
First
of
all,
I
I
really
just
want
to
point
out
that,
after
last
council's
lengthy
scrutiny
debate
that
we
had,
but
actually
this
is
one
of
those
pieces
of
work
coming
to
scrutiny
in
terms
of
the
proactive
work
that
scrutiny
does
so
as
opposed
to
the
kind
of
challenging
the
decision
after
and
and
this
is
actually
I
wanted
to
bring
it
to
scrutiny,
to
get
scrutiny's
views
and
input
so
that
you
know
you
can
help
shape
and
influence
policy
going
forward.
H
So
please,
I
hope
you
accept
the
the
report
and
the
offer
of
that's
been
put
forward
today.
In
those
terms,
I
think
it's
really
important
just
to
answer
a
couple
of
points.
Councillor
flynn
that
you
raised
and
one
about
risks-
quite
rightly
we
need
to
you,
know,
stay
what
those
those
risks
would
risk
may
be
and
also
how
we
would
work
to
mitigate
many
of
those
risks
as
well.
So
you
know
a
point
really
well
well
made.
H
I
think
I
think
the
point
you
raised
about
the
buildings
also
is,
and
on
that
list
there
are
a
number
that
shut
where
before
2020
I've
got
to
say
they
didn't
just
shut
in
2020,
like
bramley
housing
office,
which
which
shuts
their
house
housing
office
before
2020,
and
in
fact
you
know,
we
invested
in
a
community
hub
just
up
the
road
from
it.
H
I
think
you
know
neil
made
the
point
that
a
number
of
the
of
the
buildings
were
in
un-calm
maintenance
and
and
maybe
mostly
office
space
for
our
staff,
and
I
think
we
have
to
also
consider
you
know
what
some
of
those
buildings
are
like
when
we're
asking
our
staff
to
go
and
work
in
them
as
well.
You
know,
so
we
need
to
consider
that
going
forward
as
well.
H
I'd
just
also
like
to
say
that
when
we
do
have
a
building
that
may
be
looking
to
close
because
the
office
space
is
not
needed,
and
perhaps
you
know
we
need
to
look
at
it
differently,
then
the
way
that
that
service
is
delivered
to
the
community
would
also
be
taken
into
consideration,
and
maybe
you
know
amalgamated
with
another
possible
area.
Another
outlet
that's
able
to
do
that,
which
is
one
of
the
one
in
my
award,
for
instance,
that
closed
and
that
did
close
in
2020
for
the
pandemic.
H
But
you
know
the
services
are
going
to
be
offered
in
a
different
in
a
different
way.
For
that
I'd
also
just
like
to
say,
we
need
to
remember
that
you
know.
As
a
council,
we
don't
just
have
people
working
office
based
or
you
know,
digitally
based.
We
have
a
lot
of
frontline
staff
that
are
out
there
and
have
been
out
there,
regardless
of
the
pandemic
or
not,
and
they
will
continue
to
be
out
delivering
those
face-to-face
services.
H
L
Just
just
a
couple
of
of
comments
really,
graham
thanks
very
much
for
not
mentioning
kpis.
I
know
you're
struggling
to
find
your
way
around
it
there,
but
staff
would
say
that,
wouldn't
they
they
would
say
that
the
staff,
the
service
they're
presenting
to
the
public
is
just
as
good.
It
was
before.
That's
that's
human
nature.
What
I
really
want
to
know
is:
we've
done
survey
after
survey
after
survey
of
the
staff,
not
one
survey
of
the
public
about
whether
or
not
they
think
they're
getting
as
good
of
service.
L
Now
as
they
were
before,
not
your
responsibility,
not
your
not
your
area.
I
I
know
that
neil.
I
I
take
your
point
about
staff
responsibilities.
Obviously
you
know
we
we
have
to
look
after
our
staff
and
all
the
rest
of
it.
L
But
this
is
a
public
service,
not
a
private
service,
and
you
know,
staff
can't
dictate
what
they
what
they
can
and
what
they
can't
do
if
we
are
not
providing
the
right
level
of
support
to
the
public
and
we
have
no
way
nobody's
false,
there's
just
no
way
of
knowing
whether
or
not
the
level
of
service
that
we're
giving
is.
Is
the
correct
one
or
not,
and
just
finally
debbie
the
point
you
made
about
frontline
staff
and
office
based
up
very
well
made?
Has
anybody
actually
asked?
L
J
So
just
I
won't
go
over
some
of
the
other
points
I've
made
before,
but
just
on
the
the
last
point
I
mean,
I
think
what
members
may
be
seeing
in
civic
hall
and
is
a
bit
different
from
actually
what
it
is
out
in
the
depots.
So
actually,
in
general,
the
staff
who
are
supporting
and
and
sort
of
supervising
staff
as
officers
are
in
work.
J
So
actually
you
know
things
like
the
lbs
teams,
the
ceo
teams
they
are
around
so
because,
actually
to
do
that
properly,
you
need
to
be
in
the
office
and
what
you
see
is
is
a
much
stronger
match
between
those
frontline
services
and
the
office
staff
that
support
them.
Then
in
administrative
functions,
may
be
based
in
the
civic
hall,
where
there
isn't
that
relationship
with
frontline
staff.
So
I
I'm
not.
I
don't.
I
don't
think
that
is
proving
to
be
a
significant
issue
at
all.
A
Thank
you
just
also
just
like
a
comment
that
I
welcome
your
point
about
some
in
time
necessary.
I
think,
particularly
for
our
junior
staff
and
staff
that
need
mentoring.
A
I
think
face-to-face
is
a
really
important
process
and
just
the
secondary
listening
to
people
on
the
phone
and
how
how
they
deal
with
different
people
is
sort
of
that's
sort
of
absorb
it
by
osmosis
rather
than
and
culture,
rather
than
necessarily
being
on
teams.
Okay,
thank
you
for
that.
I'm
going
to
bring
in
councillor
growing
next.
B
Thank
you.
I
I
feel
on
the
face
of
it
that
this
paper
is
is
common
sense.
It's
where
it's,
where
we've
got
to
isn't
it
over
the
last
two
years,
and
it's
it's
mixing
and
balancing
people's
own
preferences
with
what
it's
practical
to
have,
how
many
people
it's
practical
to
have
working
at
home
at
any
one
time,
and
whether
or
not
there
ought
to
be
any
pressure
to
come
in
or
not
to
come
in,
assuming
the
job
can
be
done
from
home.
B
Apart
from
loathing
the
sight
of
my
head
on
a
screen,
it
was
more.
There
were
definitely
efficiency
savings.
There's!
No
doubt
we
could
fit
a
lot
more
in
as
counselor
scopes
knows.
When
we
went
back
to
normal,
I
suddenly
couldn't
be
as
available
anymore
for
the
things
that
committed
to
so
there
was
that,
and
you
could
look
lots
of
stuff
in
between
that
you'd
normally
be
in
the
car
driving
backwards
and
forwards
or
on
public
transport.
B
So
I
learned
a
lot
about
working
at
home
and
then,
when
we
started
to
drift
back
again-
and
I
observed,
for
example,
councillor
cooper
in
our
own
office
here,
people
started
to
come
back
a
few
at
a
time
or
a
few
days
in
the
week,
as
is
described
in
this
paper,
it
meant
that
the
you
you
never
got
a
full
complement
of
stuff
in
at
one
time,
which
may
well
be
an
efficient
way
of
doing
it.
B
B
It
sounds
a
contradiction
in
terms,
but
actually
it's
not
and
I
think
the
way
people
relate
to
each
other
in
meetings
face
to
face
as
we
are
here,
is
different
from
the
way
they
behave
on
screen
and
there's
all
sorts
of
mannerisms
and
expressions
and
asides,
and
you
know
interludes
when
you
have
a
word
with
somebody
that
just
isn't
achievable
in
different
forms.
So
so
for
me,
a
risk
is
the
the
sort
of
staff
and
and
public
well-being
of
moving
to
this
model,
and
I
I
really
think
we
need
to
consider
it
carefully.
B
A
Thank
you,
council,
green.
Graham,
do
you
want
to
come
in
and
then
I'll
bring
in
neo.
N
Yeah,
I
think
it's
a
really
good
point
and
that
whole
idea
of
being
in
for
team
and
the
support
that
you
get
and
the
well-being
that
comes
from
that
and
the
connections
you
make.
We've
heard
that
consistently
throughout
all
this
project.
You
know
that
people
really
value
that
really
need
it
and
want
it.
Hence
why,
from
the
very
start,
one
of
our
core
principles
was,
everyone
will
spend
regular
time
in
the
workplace,
and
that
was
because
of
team
and
everything.
You
say
there,
council
agree,
and
you
see
in
the
report
this
time
around.
N
What
we
probably
need
to
do
now
is
be
a
bit
more
explicit
about
what
that
actually
looks
like
and
what
so,
how
much
time
and
for
what
purpose
and
it'll
be
things
like
team
development,
but
also
that
social
side
that
you
mentioned
and
the
the
the
bits
that
counselor
scopes
talks
about
about
being
present
to
show
visible
leadership
and
coaching
and
mentoring,
support
they're,
incredibly
incredibly
important
in
terms
of
us
delivering
on
that
best
place
to
work
promise.
So
it's
not
all
about
the
the
nuts
and
bolts
of
the
job.
J
I
I
think
so
I
think
there
are
people
who
need
to
come
in
because
the
job
needs
to
be
done.
I
think
the
other
bit
where
you
need
to
come
in
is
around
the
development
and
the
team
ethos,
if
you
like,
so
you
might
well
be
able
to
do
the
mechanics
at
home,
but
actually
that's
what
you
miss
and-
and
I
think
in
reality-
that's
where
we
we've
gone
in
the
last
year
actually
is
that
what
we've
been
doing
is
bringing
people
in
on
agreed
dates.
So
actually
they
are.
J
They
do
function
as
a
team,
so
something
like
financing
which
are
of
you'll
have
a
full
office
of
the
of
the
relevant
people,
so
when
they're
in
they
can
talk
and
they
can
do
the
the
supervisions,
the
one-to-ones
and
so
forth,
because
sitting
just
randomly
in
an
office,
I
mean
that
works
for
some
people,
because
actually
not
everybody's
got
convenient
place
to
work
and
so
forth.
You
need
to
make
that
space
available,
but
the
key
benefit
is
the
social.
J
Is
the
social
benefit
in
in
many
instances,
and
I
think
that's
really
what
the
the
pattern
is
going
to
be
in
future
people
coming
in
together
and
using
that
time
to
kind
of
build
those
relationships.
H
Yeah
just
quickly
chair
just
to
just
to
add
to
what's
being
said,
I
think
actually,
the
paper
talks
about
a
hybrid
way
of
working
and
it's
not
necessarily
as
detailed
in
terms
of
a
day,
two
three
four,
whichever
in
whichever
place
but
really
looking
to
just
to
get
to
the
best
point
really
within
that
way
of
hybrid
working.
H
So
to
get
all
of
the
things
that
you've
talked
about
counselor
growing
in
in
terms
of
the
efficiency
you
felt
you
had
at
home
as
well
as
actually
to
be
able
to
still
do
that
development,
training,
coaching
and
you
know
all
of
those
types
of
things,
but
also
that
that
buzz
that
you
talked
about
within
the
office
as
well.
H
So
when
people
are
maybe
in
the
office-
and
I
know
councillor
flynn
didn't
like
the
term
team
zones,
but
that's
why
it's
it's
in
the
paper,
because
it
talks
about
actually
being
your
whole
team
being
in
at
that
time,
so
that
you
get
that
kind,
and
you
can
have
those
aside
conversations
that
you
wouldn't
normally
maybe
have
on
teams
you.
You
were
able
to
still
do
that
as
well.
H
So
so
for
me,
it's
trying
to
get
the
best
of
both
worlds
amalgamated
into
one
that
actually
works
for
the
the
people
who
are
carrying
out
that
work,
but
also
works
better
for
the
people
of
leeds
that
we
all
quite
rightly
serve.
Thank
you.
O
Thank
you.
I
was
just
going
to
add
to
that,
but
I
mean
one
of
the
big
reasons
why
we
want
to
target
a
minimum
occupation
of
buildings
being
about
80
is
not
just
so
we're
making
the
best
use
of
our
spaces,
but
also
that
when
people
are
coming
in
they're
coming
in
and
not
sat
on
empty
floors
so
that
they
are
sat
alongside
people
who
they
can
have
the
chance
encounters
with,
they
can
overhear.
O
They
can
work
together
and
also
a
big
reason
why
we're
opening
up
spaces
right
across
our
estate.
So
it
isn't
just
doing
that
in
their
team
zone.
It's
actually
doing
it
right
across
the
city
on
wherever
is
most
flexible
and
most
appropriate
to
do
that.
K
Thank
you
chair,
and
it's
certainly
been
interesting
to
hear
the
debate
so
far.
The
reason
I
I
do
have
a
concern
here,
that's
raised
otherwise,
which
is
to
do
with
the
development
of
our
future
workforce.
K
The
principles
of
hybrid
working
expressing
the
report
is
the
majority
of
people
spend
most
of
their
time
working
from
home
and
that
the
council
will
continue
to
support
hybrid
working
because
it
is
effective
and
will
not
compromise
service
delivery
and
those
are
direct
quotes
from
the
report.
But
as
council
flynn
has
analyzed
it's
very
difficult
to
analyze,
whether
actually
that
is
delivering
and
my
concern
is
that
the
only
analysis
it
seems
to
be
that's
actually
contributed.
K
There
is
with
any
of
us
whenever
we're
self-analyzing
ourselves,
there
is
potential
risk
of
being
biased
about
that,
and
also
that
you
don't
want
to
expose
any
potential
risks,
because
you
may
believe
that
you're
making
good
progress
and
that's
not
to
say
that
they're
they're.
Actually
there
it's
just
the
fact
of
it's
it's
human
nature,
so
I
wanted
to
ask:
what
are
we
looking
at
first
of
all
about
analyzing,
our
younger
workforce
or
our
onboarders,
to
actually
see
whether
they
feel
they're
receiving
the
correct
development
and
correct
support,
because
actually
those
chance
encounters?
K
It's
actually
the
chance
moment
in
which
you
think
about
something.
Whether
you
actually
feel
that
you
can
ask
somebody
who
sat
next
to
you
or
whether
you've
actually
got
to
bring
them
through
teams
to
actually
ask
the
question
and
that
that
awkward
situation
and
then
the
second
thing
is:
have
we
ever
or
are
we
exploring
independent
evaluation
to
make
sure
that
we
are
making
sure
that
our
productivity
is
still
retained
at
a
level?
That
is
what
is
acceptable.
Thank
you.
N
Yeah
a
couple
of
points
I
think
I'll
take
the
first
bit
and
then
under
the
maybe
the
second
link
into
some
of
the
university
research
that
we've
been
involved
in
and
particular
accounts
faith
in
terms
of
the
new
starters
and
the
importance
of
making
sure
they
feel
well
connected
and
get
the
right
support
early
on
we're
doing
quite
a
bit
there
as
part
of
the
university
research
that
has
recently
taken
place,
city-wide,
there's
a
10-point
plan.
N
That's
come
out
of
that
about
how
to
provide
effective
support
for
new
starters
in
a
hybrid
world,
so
we'll
be
adopting
that
as
a
council
and
taking
that
forward,
and
it's
all
the
things
we've
talked
about,
you
know
being
present
in
the
workplace,
providing
a
mentor
and
coach
for
people.
You
know
making
sure
that
the
the
personal
development
is
ready,
accessible,
whether
you're
at
home
or
in
the
office.
So
there's
a
lot
of
a
good
framework.
N
There,
that's
developed
independently
through
that
research
that
we'll
adopt
and
we're
also
doing
things
like
we're,
setting
up
a
new
starters
community
group.
So,
with
a
bit
more
of
an
informal
approach
where
new
cohorts
of
new
starters,
we
bring
together
and
we
you
know
the
purpose
express
purpose
being
to
say
how
are
you
feeling
checking
in
with
people
in
terms
of
their
their
initial
induction,
we're
repeating
that
over
time?
N
So,
if
you
can
imagine,
you
know
the
first
week
and
then
first
month
first
year,
so
we're
trying
to
make
sure
that,
in
those
early
stages
of
people's
career,
they've
got
the
support
that
they
need.
So
there's
a
lot
going
on
there
and
we're
trying
to
learn
from
all
the
research.
That's
out
there
about
how
best
to
to
support
our
new
starters
and
that's
all
part
of
a
wider
corporate
induction
review
that
we're
actively
doing
at
the
moment
and
then
in
terms
of
the.
O
Thanks
graeme
we've
been
working
with
university
of
leeds
over
the
last
18
months,
who
have
a
ukri,
nationally
funded
research
paper
on
the
future
of
work,
so
we're
part
of
a
multidisciplinary
and
multi-sector
and
industry
group,
so
that's
private
and
public
sector
who
are
all
sharing
their
experiences,
their
data
on
what
does
life
after
or
during
a
pandemic.
Look
like
as
people
are
returning
into
work.
It
covers
a
multitude
of
things
about
how
do
we
basically
just
adapt
our
offices
to
make
sure
that
we're
ensuring
good
productivity
through
to
network
studies?
O
So
how
do
people
build
a
network
if
it's
more
virtual,
rather
than
the
chance
encounters
and
also
early
in
careers?
How
do
people
make
their
learning
adapted
to
hybrid
and
also
build
their
own
network,
as
that's
coming
through?
That
study
is
coming
towards
the
end
of
its
first
research
paper
and
if
members
are
interested
that
can
be
circulated
after
this
meeting
and
additionally,
there
will
be
a
further
output
from
that
study
in
september.
O
I
think,
comparatively
speaking,
we
are
doing
well
and
that's
not
to
say
that
we
don't
have
much
further
to
go
given
that
we're
only
on
the
start
of
this
journey
in
terms
of
our
occupancy
in
terms
of
benchmarking,
with
the
private
sector,
the
public
sector
as
a
whole
is
probably
better
utilized
and
more
people
are
coming
back
into
places,
probably
for
a
variety
of
reasons,
and
the
output
from
the
network
study
is
really
interesting
in
terms
of
services.
K
Thank
you
chair.
No,
I
appreciate
those
answers.
I
think
the
the
biggest
situation
here
is
the
fact
that
we
need
to
reflect
on
how
everybody
in
the
workforce
feels
because
generally
in
organizations,
the
fact
is
the
more
experienced
you
are,
the
more
likely
pandemic.
K
I
did
want
to
ask
a
slightly
different
question,
which
is
in
relation
to
the
disposal
of
buildings,
which
is
the
fact
that,
obviously,
we
are
decreasing
our
estate
to
not
only
make
sure
that
we
can
make
savings,
but
also
that
we
can
improve
our
ability
as
a
council
to
be
well
our
energy
usage,
our
energy
sustainability.
K
Are
we
not
just
passing
on
to
the
private
sector
or
whoever
purchases,
those
buildings,
the
inefficiencies
in
terms
of
energy
consumption,
that
those
buildings
are
the
reason
why
we've
got
rid
of
them
in
the
first
place?
Thank
you,
chad,.
N
O
And
just
to
come
back
on
your
building's
point,
when
we
offer
our
surplus
assets
to
the
market,
the
majority
of
the
time
they
are
brought
back
into
a
different
use,
as
certainly
developers
or
new
occupiers,
look
to
modernize
and
and
target
a
different
market
to
us.
So
I
don't
think
it's
as
straightforward
as
just
passing
on
inefficiencies.
It's
passing
on
an
opportunity
for
redevelopment
and
investment
in
a
way
that
we
don't
have
a
need
to
do.
E
Thank
you,
I
know
in
terms
of
changing
the
workplace,
there's
been
a
lot
of
work
with
the
workplace
and
staff
networks,
and
I've
worked
with
a
little
bit
with
terry
who
briefs
me
on
accessibility
to
offices
and
closing
some
of
that
older
state
down
is
crucial
to
that
new
market
approach
is
mentioned.
I
understand
that's
a
bit
of
an
exemplar
setup,
so
well
done
for
that.
So
my
question
is
I'm
happy.
E
Well,
I'm
pretty
assured
that
workplace
assessments,
workstation
assessments
will
be
done
at
work
in
the
workplace
effectively,
but
what
about
at
home?
How
quick
are
we
at
reacting
to
staff
requests
for
those
workplace
assessments?
So
it's
a
health
and
safety
question
really
which
is
referred
to
in
the
report.
N
Yep
and
again,
a
really
important
question,
I
think
counselor
richie,
you
know
the
inquiry
that
we've
done
over
the
last
couple
of
years
has
really
put
well-being
and
inclusion
at
the
heart
of
all
of
this
work.
So
you
know
when
the
when
the
pandemic
first
hit.
You
know
there
was
a
dedicated
helpline.
You
know
where
we
we
made
sure
that
people
who
were
transitioning
from
work
to
home
overnight
got
the
support
are
needed,
particularly
with
people
you
know
affected
around
disabilities.
N
We
made
it
the
provision
for
800
people
to
work
at
home.
So
no,
you
know
one
an
important
principle.
Still
in
the
report
is
nobody
will
be
forced
to
work
from
home.
So
if
you
need
to
be
in,
you
know
whether
it's
for
your
well-being
or
inclusion
or
disability
reason
you
can
be,
and
that
will
never
change
and
that's
important
and
then,
in
terms
of
the
well-being
survey
work
we
do,
which
you
know
you
know,
has
fed
a
lot
of
the
disability
action
plan
and
work
that
terry
prycroft
and
the
team
have
picked
up.
N
There's
regular
checkpoints
with
staff
to
give
them
an
opportunity
to
say
two
things.
Really.
I'm
struggling
to
need
some
support
or
need
some
extra
contact,
so
that's
that's
their
regular
built
into
our
well-being,
surveys
that
we
do,
and,
of
course
you
know
on
top
of
all
of
that,
and
probably
the
most
important
is
the
day-to-day
contact
with
land
managers
and
making
sure
they
ask
that
question
around
how
people
are
doing
how
they're
feeling
and
what
support
they
get
and
a
good
example.
N
E
Yeah,
so
thanks
for
that,
I
was
actually
asking
a
more
specific
question.
Perhaps
it
wasn't
clear
so
if
you're
working
from
home-
and
you
get
a
tennis
elbow
from
perhaps
using
the
mouse
or
not
having
the
appropriate
chair,
how
quickly
will
we
resolve
that?
You
know,
go
go
and
do
a
home
assessment
and
whatever
and
make
sure
they've
got
everything
in
place,
because
I'm
aware
of
a
family
member
who
works
in
the
private
sector,
who's
been
waiting
a
long
time
for
that
and
it's
not
very
good
for
your
health.
N
Yeah,
sorry,
if
I
wasn't
clear
on
that,
so
in
terms
of
that
initial
move
from
people
working
to
home,
you
know
we
probably
did
probably
a
thousand
plus
assessments
of
people's
needs
at
home
and
that
was
to
supply
kit
to
assess
their
homework
and
environment.
So
I'm
pretty
confident
that
at
that
time
most
people
got
what
they
needed
and
through
those
other
routes
I've
described.
There
are
always
opportunities
for
people
to
say:
look
it's
not
working
for
me
now.
My
needs
have
changed.
N
I
need
to
revisit
that
and
through
things
like
our
occupational
health
team,
the
health
and
safety
teams,
the
hr
teams,
through
the
land
management
route
that
opportunity
to
flag
those
things
is
there
and
our
response
time
is
really.
You
know
good
on
those
and,
in
addition,
we're
gonna
add
in
the
idea
of
a
regular,
maybe
annual,
dsa
assessment
at
home,
so
that
systematically
picks
up.
You
know
people's
needs
on
a
regular
basis.
A
Thank
you,
council.
There
burke.
F
Thank
you
chair.
It's
a
very
short
question
and
perhaps
a
couple
of
comments
one
can
we
have
access
to
the
eia
report
when
it's
complete,
because
I
think
that
will
help
us
look
at
things
in
the
round,
because
it
will
presumably
overlap
lots
of
areas
bit
of
an
abstract
question.
I
guess
people
in
receipt
have
access
to
work.
F
Who
desperately
want
to
work
here
full-time
because
of
the
impact
that
not
using
that
money
will
have?
I
know
you've
already
said
nobody
will
be
forced
to
work
at
home.
Do
we
have
any
incidences
like
that?
And
my
last
bit
is
a
comment
really
well
it's
a
bit
of
book.
I
guess:
have
we
looked
at
older
authorities
and
how
they
work,
because
I
think
we're
talking
about
homework
as
a
result
of
pandemic,
but
I
know
for
a
fact:
there
were
people
in
other
authorities.
F
I
must
have
had
who
did
it
consistently
before
I'm
using
my
niece
as
if,
for
example,
she
works
for
another
large
authority
nelly
said
then,
and
she's
worked
from
home
for
six
years,
she's
also
in
the
managerial
world,
and
she
goes
in
once
a
month
and
absolutely
loves
it,
because
it
allowed
her
to
manage
her
home
care.
So
I
think,
there's
a
danger
that
we're
making
huge
assumptions
as
a
result
of
the
pandemic.
F
When,
actually,
I
think
the
pandemic
has
probably
offered
some
opportunities
to
people
so
rather
than
being
a
barrier,
it's
maybe
enabled
people
to
work
in
a
way
that
maybe
wasn't
thought
of
before,
because
I
think
particularly
local
authorities
in
civil
service,
another
language
we're
sometimes
very
very
stuck
in
our
ways.
So
maybe
this
is
an
opportunity,
rather
than
a
barrier
for
people
to
change
and
and
work
in
a
different
way
that
actually
suits
our
people
rather
than
forced
upon
them.
That's
all.
Thank
you.
N
Yeah,
so
quickly
in
response
to
that
in
terms
of
the
equality
impact
assessment.
Yes,
you
can
see
that,
and
I
think
it'll
be
one
of
those
pieces
of
work
that
constantly
develops
something
that
never
be
finished
as
we
implement.
So,
of
course,
you
can
see
that,
and
I
think
it'd
be
helpful
for
this
group
to
see
that
access
to
work
we,
yes,
we
do
do
that.
We
are
linkedin
and
where
people
need
that
support
through
those
conversations,
particularly
health
and
safety.
Colleagues,
that
does
get
access.
N
So
so,
yes,
that
that
is
in
place
and
in
terms
of
the
opportunity
rather
than
barrier.
I
think
you're
right
and
I
think
the
feedback
is
that
a
lot
of
our
people
particular
disabilities.
You
know
it's
it's
given
some
new
opportunities
for
them
to
work
more
freely
more
effectively
at
home
in
different
locations.
So
I
think
that's
definitely
the
case.
A
F
And
just
a
last
comment:
it's
it's
really
good
to
see
that
the
trade
unions
are
fully
involved
and
I've
got
a
working
group,
because
I
think
we
can
all
be
reassured
that
everything
will
be
done
with
rights
at
the
far
front.
Thank
you.
A
J
Just
one
last
thing
to
say:
really:
I
I
think
this
issue
about
judging
what
is
the
right
mix
is
going
to
be
an
ongoing
assessment.
I
I
mean
I,
in
speaking
actually
to
quite
a
number
of
like
big
organizations
with
call
centers
in
in
the
city
is
interesting
that
actually
they
come
to
different
conclusions
actually,
so
there
is
no
sort
of
hard
and
fast
kind
of
answer.
So
a
couple
interesting,
not
not
hardly
anybody
was
getting
everybody
back
into
work.
A
couple
were
going
a
couple
of
days
a
week.
J
Some
were
entirely
less
less
affair,
others,
you
know
once
every
few
weeks,
more
more
supervisors
in
than
front
line,
all
sorts
of
different
kind
of
patterns-
and
I
guess,
over
the
next
12
months,
we'll
start
to
see
a
bit
more
of
a
consensus
starting
to
emerge
about
what
is
working
commercially
in
some
of
those
some
of
those
those
organize
in
some
of
those
organizations.
J
But
at
the
moment
it's
so
new
and
it's
such
and
it's
been
it's
so
difficult,
in
fact,
some
sense
to
separate
the
pandemic
effects
and
so
forth
on
performance
too.
But
I
don't
think
there
is
a
kind
of
really
kind
of
settled
view,
so
yeah
it's
changed
for
good.
I
think
these
are
some
sort
of
really
sensible
principles,
but
actually
there
is
a
need
for,
like
ongoing
assessment,
ongoing
assessment
of
performance
and
adjustment,
because
you're
right
in
the
end,
what
counts
is,
what
are
we
going
to
be
delivering
to
to
the
public?
J
A
Okay,
thank
you
very
much.
It's
been
really
useful
and
interesting
debate
note.
In
a
time
I'm
just
gonna
put
in
a
short
comfort
break
for
everyone,
so
gonna
pause
now
start
back
on
bang
on
20,
past
12.,
so
everyone's
got
eight
minutes.
Thank
you
very
much.
A
Hopefully,
we'll
start
again
in
a
minute
we're
we're
back
on
live
just
thought.
I'd
say
that
so
everyone's
aware
of
that,
okay,
so
we're
gonna
move
on
to
item
nine,
which
is
workforce,
recruitment
and
retention,
which
is
quite
interesting
because
it
ties
into
some
of
the
things
we've
already
been
talking
about,
both
in
terms
of
agile
work
in
and
and
ids
in
terms
of
end
right
software
for
our
people,
so
hopefully
you'll
be
able
to
link
that
into
your
comments.
So
welcome
andy
and
claire.
A
Can
you
introduce
yourself
before
you
start
and
as
always,
if
you
assume
that
we've
read
the
paper,
but
if
anything
in
particular
you
want
to
draw
out,
please
do
so.
Thank
you
very
much.
P
Thank
you
very
much
chan
good
afternoon,
everybody,
I'm
andy
dobbin,
I'm
the
chief
officer
for
hr.
It's
nice
to
be
here
to
my
left
is
claire
matson
who's,
the
head
of
hr,
who
has
particular
responsibility
for
recruitment
and
resourcing.
P
Just
a
few
really
quick
introductory
comments
from
me
on
this
paper
item
nine.
So,
as
you
know,
workforce
recruitment
and
capacity
is
a
key
part
of
our
five-year
people
strategy,
but
particularly
over
the
last
year
or
so.
This
is
an
issue.
That's
become
more
significant
for
us
as
an
organization,
not
least
because
of
the
challenging
labor
market
issues,
some
of
the
demographic
changes
and
issues
that
we've
put
in
the
paper,
but
equally
some
of
the
downward
pressure
on
costs
of
living.
P
So
what
this
paper
sets
out
really
is
our
response
to
some
of
those
issues
and
perhaps
there's
two
key
elements
to
share
with
you.
So
I
should
expect
there's
a
huge
amount
of
workforce,
recruitment
and
capacity
management
across
the
council
led
very
much
by
individual
services
by
the
managers
in
those
services.
P
So,
for
example,
earlier
you've
heard
from
the
chief
digital
information
officer
about
some
of
their
activity,
they're
specifically
doing
to
deal
with
their
recruitment
issues
locally,
but
in
addition
to
that,
obviously
there's
a
whole
range
of
council-wide
interventions
that
we
can
and
we
are
now
taking-
and
this
is
very
much
if
you
like,
focus
very
much
on
augmenting
our
infrastructure,
our
systems,
our
processes,
so
we're
in
a
better
position
to
build
workforce,
recruitment
and
capacity.
P
So
the
paper
that
you've
got
very
much
focuses
on
the
latter
of
those.
So
at
that
council
level,
corporate
wide
activity
and
what
you
would
have
noticed
as
a
scrutiny
board,
is
our
point
really
that
when
thinking
about
workforce,
recruitment
and
capacity
there's
a
whole
range
of
multifaceted
activities
and
interventions
that
we
can
and
need
to
take
on
this.
P
So
it's
not
just
one
thing:
we
need
to
do,
there's
a
whole
range
and
you
can
see
the
infographic
we've
provided
in
the
second
page
of
the
paper
which
teases
out
some
of
the
whole
range
of
different
interventions.
So
it's
not
just
looking
at
things
like
recruitment
and
selection,
but
also
focusing
on
workforce
planning.
Some
of
the
retention
issues,
onboarding
induction
skilling
up
our
workforce
progression
and
training,
and
it's
really
very
much
making
the
point
that
we
need
intervention
and
a
whole
range
of
those
different
activities.
P
This
particular
update
paper-
I
guess,
focuses
on
a
number
of
different
things
that
we
have
focused
our
attention
on
over
the
last
six
months
or
so
so.
There's
a
section
there
on
broadening
our
entry
routes
into
the
organization,
a
paper
there
or
information
on
recruitment
and
selection
activity
and
finally,
some
of
the
longer
term
work
on
workforce
planning.
P
I'll,
probably
leave
it
at
that
for
the
time
being
chair,
but
obviously
very
happy
to
take
any
questions.
Thank
you.
A
Yeah,
thank
you
very
much.
Also.
I
forgot
to
mention
that
we
started
councillor
flynn
has
given
his
apologies
for
for
leaving
the
meeting
at
this
point.
Okay,
I'm
open
to
questions,
but
as
no
one's
indicating
I'll
start
with
mine.
So
I
think
one
of
the
things
I
think
is
quite
interesting
is
there's
a
different
areas
of
where
we
have
vacancies,
and
I
guess
we've
already
talked
about
ids
having
a
lot
of
vacancies
that
are
quite
bespoke
in
terms
of
the
skill
set
required.
A
Do
you
think
there's
other
areas
as
an
acute
issue
with
recruiting
and
is
there
any
other
strategies
we
can
do
specifically
for
those
really
at
niche?
It's
not
quite
the
word,
because
everyone
uses
our
I.t
systems
but
very
specific
skills,
and
then
the
second
question
I
have
is,
I
think
it's
quite.
I
think
it's
quite
apparent
from
your
report
and
I
think
everyone's
got
feeling
that
the
pay
level
is
really
important
to
any
recruitment
and
retention
thing.
A
We
all
want
to
believe
there's
more
to
it,
but
often
there's
a
there's,
a
hard
facts
of
the
mortgage
to
pay
or
rent
and
bills,
and
I
guess
any
comments
around
the
council's
pay
structure
versus,
I
guess
other
organizations
and
any
thoughts
about
that.
And
thank
you.
P
Thank
you,
chair,
okay,
so
just
the
first
issue
in
terms
of
the
how
to
recruit
posts.
Yes,
I
think
it
is
right
to
say
that
there
is
a
big
variation
across
the
council
in
terms
of
the
broad
range
of
staff,
occupational
groups
that
we
are
recruiting
to,
and
there
are
certain
services
certain
areas
where
it
is
harder
to
recruit.
So
you
rightly
mentioned
some
of
the
very
specific
technical
roles,
particularly
in
ids
that
are
very
competitive
in
the
city,
the
region
and
nationally,
there's
also
other
areas
that
we've
touched
on
as
well.
P
That
generally
are
harder
to
recruit,
not
so
much
because
they
are
specialists
of
technical,
but
because
they're
high
volume
areas.
So
we
we
need
fairly
large
volume
of
staff
coming
into
the
organization,
and
I
think
our
general
approach
to
that
is
that
we
need
something
bespoke
to
those
individual
areas.
So
there's
not
always
going
to
be
a
one
solution
that
would
enable
us
to
remedy
those
hard
to
recruit.
So,
for
example,
the
remedy
in
terms
of
supporting
leonardo
and
the
technical
gaps
will
be
different
from
those
areas
say
in
adults
and
health.
P
So
our
task
at
the
moment
is
to
make
sure
that
we
are
flexible
and
fluid
enough
to
be
able
to
respond
to
those
different
areas
and
we
teased
out
in
the
paper
some
of
the
specifics
in
that
you
are
right
that
obviously
pay
base
pay
particularly,
is
always
going
to
be
a
key
issue,
and
really
what
we
are
trying
to
do
at
the
moment
is
think
very
much
about
that.
P
Broader
employment
offer,
so
obviously
pay
is
there
as
it
put
in
the
paper,
we're
obviously
part
of
that
national
national
collector
bargaining
framework,
and
that
is
going
through
its
process
now
at
the
moment.
So
we're
not
quite
sure
where
that
will
end
up,
but
we
will
know
over
the
next
few
months
and
that
will
really
help
us
to
determine
where
we
are
in
terms
of
the
pay
agenda.
P
But
whilst
that
is
happening,
I
think
there's
also
that
range
of
other
interventions
that
we
want
to
tease
out
as
well.
So
we
have
po
reference
there
to
that
broader
total
reward
package,
so
not
just
thinking
about
base
pay,
but
other
benefits
that
we
want
to
focus
on,
but
also
thinking
very
much
about
supporting
staff
into
the
organization
about
their
career
framework
and
their
progression.
P
The
skills
and
the
development
that
we
can
offer
them,
but
also
thinking
very
much
about
the
values
base
of
the
organization
and
focusing
very
much
on
recruiting
people
into
the
organization
because
of
the
public
good
argument,
because
they
can
really
contribute
to
their
communities
and
society.
So
it's
pay.
Is
there
you're,
absolutely
right
as
a
key
focus
and
factor
for
us
within
that
national
environment,
but
recognizing
there's
a
whole
range
of
other
local
features
that
are
important
for
us
to
focus
on.
Okay,
thank.
J
J
You
know
one
will
be
predominantly
male,
one
will
be
predominantly
female
and
I
I
so
I
think
our
pay
structure
has
got
to
be
based
around
equal
pay
judgments
and
I
think,
whilst
these
things
can
be
revisited
revisiting,
that
is
a
huge
task
with
all
sorts
of
kind
of
legal
implications
and
massive
financial
implications.
J
If
you
get
it
wrong,
so
I
think
what
we
will
be,
I
think,
looking
at
instead
predominantly
is
issues
of
market
supplements,
so
people
will
get
their
grade,
but
you
justify
it
on
a
really
strong
assessment
of
what
the
market
is
paying
and
that
is
reviewable
in
relation
to
the
market.
So
let's
say
you
take
some
like
construction.
We
are
struggling
with
things
like
surveyors
at
the
moment,
so
there
may
well
be
a
strong
argument
for
a
market
supplement.
J
But
let's
say
in
two
years
time:
the
building
industry
collapses-
and
there
is
a
surface
of
surveyors,
then
that
that
market
supplement
would
would
go.
So
I
you
know,
but
I
think
you
will
see
that
more
in
evidence
we're
using
already
in
digital,
but
you'll
see
it
more
in
evidence
in
other
bits
of
the
organization
where
we
are
facing
quite
significant
gaps
between
what
the
market
is
paying
and
what
our
grade
is
based
on
equal
pay.
A
Thank
you
very
much.
Okay,
I'm
going
to
bring
in
cancer
burke.
F
Thank
you
chair.
Just
a
couple
of
questions,
really
your
apprenticeship
offer.
I
know
that
you
have
the
entry
level,
which
is
the
traditional
workplace,
but
there's
also
the
graduate
entry
level
as
well.
F
It
strikes
me
that
there's
a
a
step
in
between
those
two
where
you
perhaps
have
for
an
fe
level,
so
people
who
wish
to
train
perhaps
as
surveyors
it's
a
four-year
program,
isn't
it
and
perhaps
there's
an
opportunity
there,
because
there
is
a
whole
host
of
people
who
don't
fit
into
those
two
and
it
would
further
use
the
levy,
wouldn't
it
instead
of
sending
any
back
just
just
a
suggestion
around
the
panels.
F
I
know
issue
having
one
of
the
workers
groups
on
it.
Perhaps
there's
a
opportunity
there
for
an
external,
and
by
an
external
I
mean
maybe
an
elected
member
or
a
like
person
from
another
organization,
maybe
to
access
some
kind
of
scrutiny
on
those
recruitment
panels,
just
a
suggestion
and
the
turnover
of
staff
in
terms
of
percentages.
F
I
can't
find
that
anywhere
within
this
report,
so
I
think
that
would
be,
and
of
course,
that
would
be
dependent
on
grade,
wouldn't
it
and
and
working
hours,
and
there's
lots
of
subsidiary
things.
That
would
influence
that.
F
I
think
the
main
one
is
the
apprenticeships
and
how
we
could
perhaps
encourage
more
people
who
come
forward
to
fill
those
roles
by
training
them
internally,
which
of
course,
is
what
happened
years
and
years
ago
we
smith's
not
new.
Thank
you.
P
Thank
you,
councillor,
burke,
okay,
so
in
terms
of
the
apprenticeships,
yes
you're
absolutely
right.
So
I
think
one
of
the
key
focuses
that
we've
been
looking
at
over
the
last
few
months
is:
is
those
different
entry
routes,
and
you
rightly
mentioned
some
of
them.
I
think
the
approach
generally
is
make
sure
that
we
keep
a
very
broad
open
range
of
different
routes
in
rather
than
focusing
on
just
one,
because
we
don't
think
that's
worked
for
us.
So
let's
keep
it
broad.
P
Just
in
terms
of
those
different
routes,
I
think
you're
right
about
reference
to
fe.
I
think
probably
most
of
our
focus
on
lefty
at
the
moment
is
probably
through
the
t-level
route,
because
that
is
predominantly
through
the
fe
colleges.
I
I
guess
at
the
moment
that's
focus
on
just
two
disciplines.
Two
different
areas
and
it'd
be
nice
to
see
those
broad
and
beyond
the
health
and
and
those
other
areas,
but
you
are
right
that
I
think
is
a
growing
area
and
that's
such
as
something
that
we
can
focus
on.
P
Your
second
point
is
just
about
the
objectivity
of
panels,
and
I
think
that
is
a
key
issue
in
terms
of
selection
and
I
think
we're
always
looking
at
ways
to
make
sure
that
that
is
broad,
again
diverse
and
open
and
objective
enough.
That
could
include
those
external
not
just
to
the
particular
service
that
is
recruiting,
but
equally
external
to
the
organization.
Then
so
to
some
of
our
roles.
P
We
do
bring
technical,
assessors
or
external
people
on
board,
depending
on
the
nature
of
the
job,
but
that's
certainly
something
for
us
to
reflect
on.
So
thank
you
for
that
comment.
Turnover,
you're,
absolutely
right
turnover
across
the
organization
is
really
variable,
depending
on
the
different
service
and
the
different
staff
groups.
P
Collectively,
as
an
organization,
our
turnover
figure
is
around
sort
of
10
11,
which
is
pretty
low
actually
compared
to
most
of
the
other
big
employees
in
the
city
or
comparable
organization.
So
that's
a
positive,
but
obviously
our
focus
is
on
looking
at
those
areas
where
it's
higher
and
if
it's
a
problem,
because
it's
higher
than
what
the
solution,
what
the
remedy
might
be.
F
Thank
you,
and
just
one
last
suggestion,
maybe-
and
it's
based
on
some
work
we
did
years
and
years
ago,
there's
a
quite
rightly
a
focus
on
the
actual
recruitment
process
and
how
that
works.
But
I
think
there's
a
step
perhaps
before
that
which
incorporate
is
incorporated
into
the
recruitment
process,
and
by
that
I
mean
some
people
are
put
off
applying
because
they'll
read
an
advertisement
and
think
I
can't
do
that.
F
That's
not
for
me,
so
the
work
we
did
and
I'm
going
back
several
years
we
looked
at
job
vacancies
and
mapped
the
core
competencies
competencies
that
we
required
for
that
vacancy
onto
the
curricula.
F
So
by
doing
that,
we
knew
that
somebody
needed
to
be
level
one
literacy,
perhaps
entry
level,
three
numeracy
or
whatever
it
was,
and
you
could
recruit
accordingly.
F
So
there's
there's
not
an
expectation
is
that
someone's
recruited
and
then
they
will
stagnate
forever.
It's
making
those
advertisements
actually
fit
what
you
actually
need-
and
I
think
sometimes
there's
a
danger
of
writing
an
advertisement
that
meets
equality's
law,
but
perhaps
is
a
bit
far-reaching
for
some
of
the
rules.
Thank
you.
Q
Thank
you,
councillor,
burke,
yeah
in
terms
of
the
adverts
that
is
one
of
the
key
areas
that
we're
looking
at
actually
and
just
to
make
them
more
inclusive,
as
well,
for
the
adverts
to
be
more
inclusive
and
in
a
way
that
people
be
able
to
read
and
think,
that's
something
that
I
can
do
really
to
try
and
attract
a
more
diverse
talent
pool
really,
and
I
think
in
terms
of
the
skills
and
competencies.
That
is
something
that
we
are
do
have
on
the
agenda.
F
Have
one
last
one
sorry,
and
with
that
in
mind,
perhaps
there's
a
a
place
to
if
somebody
is
not
the
required
say
they
need
to
be
level.
One
literacy
they're,
not
there
if
they
undertake
with
a
third
sector
or
a
training
provider
using
devolved
budgets
as
long
as
they
do
the
work,
perhaps
in
a
guaranteed
interview
when
they
attend
and
that,
where
you'd
kind
of
guarantee
a
stream
of
people.
Q
Thank
you.
That's
one
of
the
things
that
we've
been
doing
quite
well
with
the
we
care
academy
within
adults
and
health
in
terms
of
people
are
coming
forward,
who
maybe
aren't
suitable
for
the
role
at
that
point,
but
actually
sign
posting
them
through
to
different
organizations
that
can
help
them
get
to
the
point
that
they
need
to
be
and
as
part
of
a
wider
recruitment
strand
as
well.
We're
actually
thinking
about
you,
know
people
who've
applied
for
post,
but
they've,
maybe
not
been
successful
in
turn.
D
Obviously
our
aim
in
doing
so
is
that
that
encourages
all
the
other
employers
across
the
city
to
do
the
same,
so
in
a
way
we're
we're
gradually
working
ourselves
out
of
having
a
benefit
in
that
area,
but
that's
obviously
the
right.
The
right
thing
to
do.
The
other
thing.
Actually
that
wasn't
as
brought
out
in
the
report,
as
I
thought,
but
you
did
mention
in
your
introduction-
was
the
value
of
a
job
at
the
city
council,
because
I
went
to
a
few
years
ago.
D
I
went
to
a
recruitment
event
at
university
of
leeds
for
some
of
their
graduates
and
it
was
a
government
recruitment
event
to
be
honest.
Most
of
the
people
there
I
think,
wanted
a
job
in
gchq
or
the
foreign
office
or
one
of
those
big
ticket
items.
None
of
them,
I
think
one
did
my
job
after
we
explained
the
allowance
and
the
hours
that
we
maybe
get,
but
the
reward
is
obviously
different
from
that.
What
I
do
remember
was
there
was
a
member
of
staff.
D
I
think
she
was
from
the
hr
team
actually
who
really
well
portrayed
how,
through
the
functions
of
her
role,
she
sees
she
saw
the
the
benefit
that
having
a
job
at
you
know,
elite
city
council
benefited
her
community
in
the
city
as
a
whole
through
the
values
we
have
as
an
organization.
D
I
think
that
wasn't
in
the
report,
but
you
didn't
mention
it,
and
I
think
that's
that's
one
of
our
real
and
benefits
here
that
you
can
work
in
any
of
the
services
across
the
city
council,
but
feel
that
you
are
part
of
the
whole
making
a
difference
to
the
city
in
which
you
live
and
to
the
communities
that
you
may
live
in.
I
I
guess
another
aside
on
that
is
that
with
the
city
council,
you
could
have
a
job
for
life,
but
not
necessarily
one
career
path.
D
You
could
move
across
a
multitude
of
services
and
end
up
being
here
for
30
years
across
all
kinds
of
different
roles.
You
could
start
at
one
thing
end
up
doing
something
completely
different,
and
I
think
there
are
benefits
that
that
I'd
really
want
drawn
out
of
any
recruitment
plans
that
are
trying
to
show
people
the
incentives
at
working
at
leeds.
A
K
I
thought
they
were
really
interesting
comments,
then
from
casa
carlo,
but
I
think
the
biggest
problem
is
unfortunately,
that
the
market
they're
in
at
the
moment
that
actually
that's
that's
actually
making
that
impact
not
as
strong,
because,
unfortunately,
people
are
having
to
choose,
as
I'm
sure
all
colleagues
agree,
whether
actually
they
need
to
go
and
work
for
a
more
competitive
salary
or
renegotiation,
and
I
wanted
to
ask
really,
in
terms
of
an
earlier
question,
that
I
asked
we're
recruiting
supposedly
110
new
staff
to
deal
with
the
situation
around
the
digital
program
that
we're
looking
at
we've
got
a
as
it
mentioned
the
report,
20
percent
decline
in
terms
of
frontline
services
leaving
the
organization.
K
N
P
Thank
you
counselor,
so
benchmarking
is
important,
and-
and
so
it's
a
piece
of
work
that
cloud
and
her
team
have
been
doing
is-
is
getting
better
at
that
data
collection
and
benchmarking
our
offer
to
others.
So
there's
a
number
of
key
sources
there,
so
so
the
obvious
source
is
locally
working
with
our
anchor
institutions.
P
So
we
have
a
greater
sense
of
understanding
as
to
how
they
pitch
their
offer,
but
also,
I
think
what
we're
trying
to
do
is
understand
better
what
our
own
staff
feel,
particularly
when
they
exit
the
organization
and
understand
why
they've
exited.
So,
if
we
now
pick
up
on
that
data
collection
as
well,
which
is
something
that
we've
only
more
recently
focused
on,
so
we
are
building
that
sort
of
richer
data
set.
So
we
have
that
sense
of
sort
of
greater
benchmarking.
P
The
challenge
obviously
is,
then,
what
do
we
do
with
it?
And
probably
it's
back
to
what
I
said
earlier
in
terms
of
understanding
where
some
of
the
key
challenges
are
because
it
does
vary
from
service
to
service
particular
occupation
to
occupational
area
as
well,
so
benchmarking?
Yes,
we've
got
much
better
and
stronger
app,
but
probably
more
work
to
do
on
that
as
well.
K
I
think
the
the
reason
you
know
I
mentioned
that,
and
basically
I
used
to
work
for
a
firm
that
did
significant
benchmarking
across
the
public
sector
as
well,
and
I
think
the
really
the
view
that
I
think
that
we've
got
to
take
is
obviously
we
want
to
make
sure
that
we
are
being
as
competitive
as
possible
and
that
certainly
that
we
can
then
really
look
at
the
benefits
that
potentially
we
may
not
be
aware
of
ourselves
that
potentially
other
organizations
aren't
able
to
offer,
as
outlined
potentially
by
councillor
carlo
and
others,
can
ask
really
then
the
role
of
the
exit
interview.
K
I
keep
raising
this
every
single
hr
or
otherwise
updates.
What
sort
of
role
does
it
still
play,
and
is
it
something
that
we
are
trying
to
push
out
as
far
as
possible
to
make
sure,
particularly
in
such
a
fluid
and
candidate
driven
market,
that
we
are
making
sure
that
there
are
not
particular
organizational
issues
and
that
actually
it
is
potentially
the
market
and
how
competitive
we
are
within
it.
Thank
you.
Q
Thank
you,
and
just
in
terms
of
the
ex
interviews,
we've
been
doing
quite
a
bit
of
work
on
that
over
the
last
kind
of
12
months
or
so,
and
obviously
the
exit
interviews
are
currently
carried
out
within
services,
with
managers
and
individuals
who
will
exit
in
the
organisation.
But
we've
also
developed
a
survey
for
leaders
to
be
able
to
complete
at
their
leisure
and
without
obviously
having
any
kind
of
discussions
with
their
manager.
So
they
can
be
really
open
and
honest
in
terms
of
what
the
issues
are.
Q
Maybe
why
they
potentially
left
the
organization
and
that's
reviewed
on
a
weekly
basis
to
make
sure
that
we're
identifying
any
kind
of
key
changes
or
trends,
and
they
picked
up
with
local
services
and
that's
now
being
published
and
regularly
and
shared
with
managers
on
a
quarterly
basis
to
kind
of
make
sure
that
we're
monitoring
trends
and
correlating
that,
with
the
conversations
that
are
happening
locally
with
managers
as
well.
To
get
that
rounded
picture.
P
Thank
you,
chair,
just
very
quick
issue
about
the
benchmarking.
I
guess
one
of
the
other
things
that
we're
focused
on
is
is
when
benchmarking
is
it's
not
just
so
we
can
compete
with
others.
I
think
what
we've
also
tried
to
do
over
the
last
year
is
work
in
partnership
with
other
big
employers
as
well,
so
we
certainly
found
with
our
health
and
social
care
partners,
but
a
few
of
us
as
well
is
working
in
collaboration
with
them
when
recruiting
so
we're
doing
it
collectively
rather
than
independently,
because
then
what
we're
finding
is.
P
We
are
just
shifting
people
from
one
organization
to
the
next
and
breaking
that
sort
of
broader
health
and
social
care
system.
So
if
we
can
work
in
collaboration
with
our
partners
and
claire
rudy
mentioned
about
the
we
care
academy
and
of
a
joint
recruitment
campaigns
that
we've
done
so,
that's
really
helped
us
to
actually
have
a
greater
city-wide
impact
on
the
labor
market.
C
Thank
you
really
welcome
to
see
some
of
the
initiatives
around
diversity
and
inclusion
in
terms
of
you
know,
focus
on
changes
around
the
application
stages,
including
you
know,
inclusive
wording
for
adverts
and
anonymous,
shortlisting,
small,
diverse
selection
panels
and
so
on
and
so
forth.
C
What
I
would
really
like
to
see-
because
this
is
a
year
in
year
out
something
that
comes-
you
know
on
almost
every
board,
but
what
we
really
I
would
like
to
see,
have
some
targeted
approach
and
in
terms
of
facts
and
figures
as
well,
if
that
could
be
shared
as
well,
whether
it
be
in
percentages
or
whether
it
be
in
actual
numbers,
because
without
having
that
information,
I
think
you
know
to
monitor
measure
success
of
of
of
this
positive
recruitment
or
such
initiatives.
C
I
think
it's
it's
it's
it's
an
exercise
that
comes
back
year
and
year
out,
so
I
think
we
need
to
have
more
see
more
in
terms
of
figures
and
not
just
that.
What
we
really
need
is
some
sort
of
a
process
where
there's
mentoring
and
support
also
given
to
the
diverse
diverse
communities
and
in
terms
of
the
inclusion
and
so
on,
because
without
that
I
think
this
exercise
is
great,
but
without
the
actual
participation
of
of
of
of
the
the
groups
that
are
underrepresented,
it
just
becomes
like
an
exercise
so
so
yeah.
C
Let's,
let's
have
that
more
meaningful,
and
I
really
appreciate
and
welcome
some
of
the
initiatives
that
you
are
actually
taking
in
terms
of
some
of
the
positive
steps
of
keeping
them
like
anonymous,
shortlisting
and
all
that.
So
it's
really
good
to
see
that.
But
I
would
like
to
see
a
bit
more
if
you
like
meat
on
the
bone
in
terms
of
actual
numbers
and
in
terms
of
measuring
success
and
then
reporting
back
as
well.
Thank
you.
Q
Thank
you
for
that.
Yes,
there's
awful
of
what
happening.
We've
actually
got
a
new
intern
within
the
team
at
the
moment
and
he's
dedicated
full-time
to
looking
at
the
quality
diversity
inclusion,
particularly
around
recruitment,
so
he's
here
with
us
until
september,
and
doing
a
lot
of
benchmarking
and
looking
at
what
other
organizations
are
doing,
and
it's
definitely
the
forefront
of
all
of
the
work
that
we're
looking
at.
Q
We
are
a
little
bit
disappointed
that,
in
terms
of
the
recruitment
system
that
we
aren't
getting
as
many
responses
from
people
when
they're
applying
in
terms
of
their
quality
diversity
information.
So
we
are
looking
to
see
how
we
can
change
where
that's
setting
the
process
to
try
and
encourage
more
people
to
provide
that
information
for
us.
So
we
can
give
a
richer
report
back
in
terms
of
how
people
are
progressing
through
through
the
system
and
being
appointed
into
posts.
Q
And
you
know
it's
really
really
important
to
us
and
I
would
say
that,
in
terms
of
the
linking
with
the
beam
action
plan
that
we've
got
within
the
council
and
working
with
colleagues
from
the
staff
network,
making
sure
linkedin
with
the
trade
unions
and
just
working
with
our
communities
and
safe
and
safer,
safe
communities
team
sorry
to
linking
with
some
of
the
organizations
that
they
work
with
to
try
and
get
the
message
out.
Q
As
for
us
as
an
employer
and
seeing
we
can
kind
of
direct
our
resources
to
those
how
to
recruit
groups.
C
Really
good
work
it
has
has
gone
on
within
the
west,
yorkshire,
police
and
also
fire
authority,
and
I've
been
involved
with
them
for
the
past
decade,
or
so.
I
think
it
would
be
really
good
to
do
to
to
have
some
sort
of
collaborative
approach
or
some
sort
of
information
sharing
in
terms
of
what
you
know,
good
practices,
you
know
that
they've
they
have
already
put
into
processes
and
whatever
you
because
to
be
honest,
it's
it
is
really
difficult
to
get
people,
for
example,
into
uniform
jobs
and
stuff
like
that.
C
C
A
Thank
you.
Do
you
want
to
comment
again,
andy
or
claire?
I
would
just
comment
that
our
staff
networks
are
going
to
come
back
here.
Hopefully,
in
december
last
year's
work
program,
we
had
a
three
or
four
of
our
staff
networks
come
and
present
to
us
and
the
challenges
they
thought
we
had
and
how
we
can
tackle
it
and
that's
something
that's
really
important
to
the
board
last
year
and
I'm
sure
will
be
an
important
work
item
again
this
year.
So
thank
you
for
raising
that
council
our
mess
it's.
It
is
a
really
important
issue.
A
Okay,
I
can't
see
anyone
else
indicating
a
council
cooper.
Do
you
want
to
come
in.
H
Yeah
just
to
say
to
thanks
crew
for
all
their
comments
and
questions
and
challenges
and
support
for
all
three
reports.
I've
got
to
say
that
you've
just
been
been
through
in
in
much
detail.
Of
course,
all
three
of
them
are
so
interlinked.
They
are
dependent
on
the
other
two
being
successful
as
well.
H
So
you
know
it's
really
important
that
that
we
get
the
digital
strategy
and
the
digital
offer
right
so
that
you
know
we
can
allow
that
agile
working
and
then
the
agile
working
then
may
encourage
more
people
to
come
forward,
for
you
know
more
pulse
in
the
council
as
well
as
well,
that's
just
one
of
the
things
where
they're
linked,
but
there
are
many
many
other
layers
within
those
reports
that
that
link
as
well.
So
I
just
wanted
to
to
make
that
point.
A
Yeah
yeah.
Thank
you,
council
cooper.
It's
one
of
the
reasons
why
we
had
them
all
together,
which
is
it's
impossible
to
separate
them
all.
So,
thanks
for
that,
I
can't
say,
but
do
is
a
hand
up.
You
want
to
comment
as
well.
F
It's
just
comment:
thanks
for
that
counselor
cooper.
Just
one
last
comment:
we
were
involved
in
some
meetings
with
a
couple
of
government
departments,
gchq
being
one
of
them
about
how
they
could
attract
more
people.
From
a
diverse
background,
this
is
about
three
months
ago
and
one
of
the
things
they
did-
and
perhaps
it's
just
a
suggestion-
were
to
get
people
from
a
diverse
range
of
backgrounds
and
said
what
what
affects
your
your
community?
F
K
I
think
it's
absolutely
right
to
be
having
the
discussion
that
we're
having
to
make
ourselves
more
inclusive
as
a
workforce,
and
also
one
thing
that
we
have
raised
as
well
as
representing
the
city,
but
it's
also
been
representing
people's
abilities
across
the
city
and,
unfortunately,
we
have
a
large
disabled
population
who
are
people
who
have
certain
capacity
issues
and
therefore,
as
a
result,
I
just
want
to
ask
if
certainly
in
the
future,
we
can
provide
more
detail
about
how
we're
trying
to
attract
more
people
from
who
are
less
able
to
maybe
fill
out
an
application
form
online
or
otherwise
may
be
able
to
take
part
in
you
know
delivering
for
our
city.
Q
Yeah,
I
think
it's
really
important
and
it's
just
last
week
we
were
having
conversations
with
there
being
the
so
being
being
employed
leads
group
who
are
actually
working
with
people
with
learning
difficulties,
to
kind
of
support
them
into
employment
and
looking
at
opportunities
to
how
we
can
directly
pull
through
job
adverts,
entry-level
groups
and
other
appropriate
roles
into
their
being
me
website,
which
actually
directed
to
people
with
learning
difficulties
for
them
to
be
able
to
identify
jobs
that
might
be
suitable
for
them.
And
so
that
was
one
strand
that
we've
done.
Q
We've
done
quite
a
few
different
areas
where
we're
looking
at
you
know,
support
for
people
at
interview,
and
so
when
they're
coming
in,
to
interview
our
assessment
to
make
sure
they've
got
appropriate
support
there
for
them
to
be
able
to
fully
engage
in
the
in
the
process.
And
so
it's
definitely
something
that's
on
our
agenda
and
we've
already
started
those
conversations,
but
I'd
say
we're
probably
at
the
early
stages
of
it.
At
the
moment.
A
Okay,
thank
you
very
much.
Okay,
I'm
going
to
close
this
item
and
move
on
to
item
10..
So
thank
you
very
much
and
being
clear
for
your
time.
Okay,
move
on
to
item
10..
I
think
that's
richard
hi
richard
thanks
for
coming.
G
The
second
table,
then,
does
a
similar
exercise
in
terms
of
level
of
business
rates
receivable
by
award
for
the
previous
year,
and
it
shows
the
gross
amount
payable
and
then
the
net
amount,
after
taking
account
of
discounts,
release
and
and
exemptions,
and
then
the
third
table
shows
us.
So
a
totality
of
the
two
previous
tables
added
together,
just
to
give
a
bit
of
context
in
in
terms
of
looking
at
these
tables,
is
to
take
account,
as
in
terms
of
the
government's
assessment
of
a
local
authority's
needs
to
carry
out
its
status
responsibilities.
G
It
looks
at
it
in
totality
and
takes
it
on
a
city-wide
basis
and
doesn't
do
an
analysis
by
ward.
Suddenly,
in
terms
of
the
council
itself,
it
doesn't
account
for
expenditure,
occurs
on
award
basis
and
also
doesn't
currently
budget
for
what
it
spends
on
award
basis,
and
to
do
so
would
require
a
significant
piece
of
work
to
to
do
that.
Of
course,
business
rates
and
council
tax
get
consolidated,
along
with
grants
and
revenue
support
grant
into
the
total
level
of
resources
that
the
council
receives.
G
We
detail
that,
in
the
council's
medium
term
financial
strategy,
which
refresh
which
go
to
september's
executive
board
and
from
that,
we
then
have
the
annual
revenue
annual
revenue
budget,
which
goes
in
draft
to
executive
board
in
december
and
then
to
full
council
in
february.
E
Yeah
thanks
richard,
as
ever
from
your
yourself
and
your
team,
a
really
comprehensive
report,
but
one
question
I
I
have
put
to
the
chair
is
why
this
has
really
come
to
scrutiny,
because
it's
in
the
obvious
really.
You
know
it's
no
surprise
that
some
of
the
outer
areas
with
the
bigger
houses
generate
more
council
tax
and
the
inner
city
area
generates
the
most
business
rates,
whether
it's
an
exercise.
If
they
get
more
than
those,
I
don't
know
for
political
gain.
I
have
no
idea
but
you've
put
in
the
report.
E
The
status
of
the
services
are
demand
led.
You
cannot
start
evening
them
out.
If
there's
a
bigger
demand
in
one
area
for
children's
services,
we
have
got
a
transparent
policy
on
some
of
the
other
discretionary
spends,
I
suppose
like
on
highways,
so
it's
laid
out
on
a
priority
basis
across
the
world,
and
members
can
influence
that
and
I
certainly
have
done
in
my
ward
and
then
there
are
other
issues
around
things
like
investment
in
parks,
which
is
through
section
106
in
development
gain.
E
So
again,
some
areas
lose
out
on
that,
but
we've
got
the
lqp
leads
quality
parts
standard.
I
know
the
exact
member
is
keen
to
level
up
in
the
city
around
those
sort
of
things.
The
other
thing
to
factor
is
the
impact
on
certain
inner
areas
of
people
accessing
the
city
center.
So
it's
the
only
areas
that
you
know
face
the
big
most
part,
pollution
and
congestion
as
well.
So
how
do
you
factor
things
like
that
and
on
the
impact
of
people?
E
A
I
don't
know
if
you
want
to
respond
to
that
richard.
It's,
maybe
not
the
the
point
about
why
it's
here.
I
guess.
That's,
not
necessarily
your
your
job
to
answer
unless
you
have
a
comment
but
I'll
leave
it
to
you.
If
you
want
to
comment.
G
I
think
it
was
coming
here
I
think
chair.
There
was
a
request
from
a
working
group
in
the
previous
financial
year
for
this
sort
of
analysis,
so
we're
just
really
responding
to
to
to
that
request
and
in
terms
of
just
some
of
the
examples
you've
given
again
in
each
case,
it's
a
city-wide
delivery
of
the
service
and,
and
so
the
various
examples
you've
given
you've
shown
exactly
how
members
or
it
can
be
influenced
in
terms
of
where
that
service
delivered.
But
but
the
point
is,
from
this
analysis
is
you're.
G
Getting
the
resources
to
come,
obviously
generated
from
a
ward.
The
reality
is,
they
are
determined,
I'll,
be
spent
on
a
city-wide
basis
and
and
that's
how
the
government
also
assess
not
just
police
but
every
local
authority
in
the
country
and
what
level
of
resources
is
required
to
deliver
those
statutory
responsibilities.
K
Thank
you
chair.
I
think
it
just
to
add
some
clarity.
The
reason
why
this
matter
is
gladly
come
forward
is
actually
for
information
that
counselor
matthew,
robinson
wrote
to
a
former
member
of
the
board,
wrote
to
the
chair
last
october,
requesting
that
scrutiny
into
the
current
system
to
configure
council
tax
data
was
actually
pulled
together
and
that
actually,
because
we
were
looking
at
other
matters
to
do
with
council
tax
collection
at
the
time.
Therefore,
that's
why
it
was
delayed
and
the
one
thing
I
wanted
to
come
into
particularly
was.
K
Obviously
the
nature
of
the
report
itself
says
that
all
residents
within
leeds
city
council's
area
should
receive
the
same
level
and
quality
of
service,
regardless
of
where
they
live,
and
that
to
start
to
analyze.
Income
by
wards
and
compare
this
to
the
services
provided,
would
create
disparity
of
service
provision
across
the
wards
and
drive
the
wrong
behaviors.
K
Is
this
a
fair
claim
that,
whilst
accepting
the
expenditure
takes
place
according
to
the
need
on
a
city-wide
basis,
it
may
still
be
useful
for
residents
to
see
a
value
for
money
analysis
on
a
ward-by-ward
basis
if
it
were
possible
to
produce,
and
would
that
be
something
that
the
department
will
be
able
to
take
forward?
Thank
you,
chair.
A
I
think
it's
pretty
explicit
in
that
nature,
so
I
think
that's
a
sort
of
a
mute
question,
so
I'm
not
sure
richard
can
add
anything.
But
neil
wants
to
comment
on
them.
J
I
think
what
we
tried
to
do
is
when,
and
you
know
you
can
always
do
more
to
to
publicize
that
we
we
try
to
do
when
we
send
out
the
counter
tax,
what
we
spend
our
money
on
to
try
to
explain
where
it
goes
and
I
think
there's.
Unfortunately,
there
is
probably
a
real
misconception
about
what
we
do
spend
our
money
on.
So
you
know
people
do
think
of
refuse
and
highways
and
stuff,
but
that's
a
tiny,
tiny
percentage
of
what
we
actually
spend
so
now.
J
J
To
kind
of
give
that
I
mean,
I
think,
once
you've
taken
into
account,
you
know
servicing,
saying
something
like
historic
debt
is
about
14
or
something
like
that
so
you're
getting
to
you
know
quite
a
small
proportion
of
spending
which
is
about
universal
services,
and
I
I
said
we
do
try
and
set
that
out
in
the
council
tax,
it's
something
which
we
could
in
the
council
tax
kind
of
lethal.
That
goes
with
something
which
we
can
revisit
to
give
clarity
about.
A
Thanks
neil-
and
I
mean
I
didn't
answer
your
question-
counselor
rich-
in
terms
of
why
it's
in
council
first
mentioned
councillor
robinson's
letter.
That's
I
guess
ultimately
why
it's
come
to
the
board.
A
I
think
I
think
we
need
to
be
really
careful
about
over
analyzing,
where,
like
neil
said,
where
money's
from
and
where
we
spend
it's
got
to
be
scoby
needs
driven,
and
we
see
that
and
as
a
as
a
group
of
councillors,
we've
talked
a
lot
in
council
about
how
we
get
underspent
per
person
versus
london
in
terms
of
infrastructure,
but
actually
the
the
london
economy
probably
contributes
more
per
capita
than
we
do,
but
we
we
feel
like
we
should
be.
A
We
should
get
each
equal
services
and
equal
investment
because
of
a,
I
guess,
we're
progressive
democratic
society,
and
I
think
if
we
try
to
start
taking
up
that
away,
that
that
could
could
be
a
problem.
Could
could
could
land
us
in
hot
water
that
we
didn't
intend
to?
Okay,
I'm
going
to
bring
in
councillor
brewing.
B
Thank
you,
you've
pretty
much
said
it
actually
chair.
I
was
just
going
to
say
that
if
we
agree
with
the
principal
that
resources
should
be
needs
driven
and
therefore
we
would
not
necessarily
find
that
the
wards
that
generate
the
most
income
through
whatever
means
spend
the
most
income.
I
don't.
I
don't
see
the
purpose
of
a
value
for
money,
analysis
on
a
ward
basis.
I
I
don't
get
why
we
would
need
that
at
all.
Having
said
that,
it
doesn't
feel
as
if
the
most
deprived
worlds
necessarily
always
get
a
needs-driven
response
to
their
needs.
B
I
mean,
I
have
to
say,
the
roads
in
old
woodley
are
in
much
better
nick
than
the
roads
in
bramalea,
stunningly
I'm
certain
of
that
and
I've
seen
some
roads
being
redone
in
the
area
where
I
live
that
I
I
absolutely
wouldn't
see
as
a
priority.
Whilst
there
are
roads
in
very,
very
bad
condition
in
my
ward.
So
that's
just
an
observation,
but
I
I
don't
see
the
purpose
of
award-based
analysis
of
value
for
money.
If
we're
not
spending
it
on
a
world
basis.
D
Yeah
thanks
chad,
I
guess
some
of
it's
similar.
I
mean
there's
certain
services
that
will
cost
more
in
certain
areas,
because
if
it's
a
service,
for
instance
based
in
the
city
center,
then
it's
going
to
cost
more
to
drive
the
seven
miles
to
my
ward
than
it
is
to
do
somewhere
else,
but
but
the
service
still
has
to
be
at
the
same
level
for
those
residents
as
it
is
for
those
that
live
right
next
to
the
depot
or
the
office
or
wherever
that
service
comes
from.
I
guess,
as
a
point
of
clarity.
D
Just
in
this
we've
actually
got
the
gross
council
tax
there.
That
doesn't
differ
as
much
per
ward,
but
we've
got
the
obviously
that's
based
on
house
prices
some
years
ago,
and
it's
no
surprise
to
any
of
us.
I
think
that
some
houses,
some
house
prices
in
certain
areas
of
the
world,
let
alone
the
size
of
them,
will
be
so
areas
of
the
city.
Sorry
and
the
size
of
them
will
be
will
be
different.
But
when
you
look
at
the
net
payable,
then
a
lot
of
that
will
be
made
up
in
grants.
D
Some
relief
that
we
get
for
for
the
reasons
that
that
many
people
will
be
exempt
or
or
or
get
relief
from
the
council
tax
in
those
areas.
So
in
a
way
the
net
payable
is,
is
in
no
way
a
a
useful
figure.
In
that
point,
is
it
because
most
of
the
gap
between
the
gross
and
the
net
we'd
probably
get
back
in
in
various
other
grants
to
support
those
residents?
So,
for
instance,
in
my
world,
this
2.5
million-
that's
not
not
payable,
but
I'm
assuming.
We
would
get
that
back.
D
I
guess
the
the
other
element
of
it,
because
we've
got
the
council's
tax
and
and
the
business
rates
there.
But
the
final
element
is
the
business.
Is
the
revenue
support
grant
that
we
get
from
government
which
is
directed
to
specific
services
where
it's
needed
and,
as
people
have
said,
their
services
could
be
needed
anywhere
in
a
way?
D
I
I'd
more
like
to
see
that
and
how
it's
decreased
over
time,
which
I'm
sure
has
happened
over
the
last
12
years
or
so,
and
we
know
that
a
lot
more
of
our
money
comes
from
council
tax.
Therefore,
it
needs
distributing
a
lot
more
than
it
probably
did
before
we
used
to
get
revenue
support,
grant
that
that
we
could
use
more
on
a
need-by-need
basis.
So
I
think,
in
a
way
the
information
we've
got
doesn't
seem
to
answer
any
questions
and
it's
the
gaps
in
it
that
the
bits
I'm
most
interested
about
anyway.
A
Thanks
for
that,
council,
carla
just
to
comment,
we
got
a.
We
did
get
a
graph
from
victoria,
the
chief
finance
officer
last
year,
which
had
a
it
sort
of
demonstrated
that
the
the
falls
in
funding
from
central
government
over
the
last
12
years
and
so
I'll
ask
becky
to
figure
that
out
and
send
it
around,
because
it's
actually
quite
a
helpful
report.
Interestingly,
didn't
didn't
allow
for
inflation,
so
it's
it's
probably
that
real
life
is
probably
more
significant
than
that.
A
K
Thank
you
chair.
I
think
the
biggest
thing
I
would
say
is
this:
this
this
board
meets
regardless
of
which
ward
it
represents
as
an
individual
member
and
is
for
the
whole
of
the
city,
and
I
think
that
we
should
not
be
scared
of
looking
at
whether
we
are
delivering
value
for
money
for
even
our
most
deprived
wards
in
the
city.
I
think
that,
actually,
the
more
analysis
that
you
have,
if
you
are
confident
in
your
case,
the
stronger
you
can
actually
see
that
in
the
figures
that
meet
out.
K
I
think
I
just
want
to
make
one
final
claim,
which
is
the
question
sorry,
which
is
that
this
actual
original
request
last
october
came
from
the
fact
that
the
response,
the
written
response
to
a
council
question,
claimed
that
the
information
was
not
readily
available.
However,
the
this
report
itself
has
shown
that
the
data
is
readily
available
on
a
regular
basis.
K
G
Yeah
it
is,
it
takes
a
huge
amount
of
sort
of
data,
manipulation
to
pull
this
information
together
and
this
analysis
so
that
time
and
effort
has
been
put
into
producing
this
information-
and
obviously
it's
now
in
in
front
of
members
and
because
of
the
sort
of
length
of
time-
and
it
does
take
to
produce
this,
and
also
staff
are
sort
of
working
on
other
key
areas
within
sort
of
council
tests
like
the
150
pound
refunds,
etc,
and
what
we,
what
we
didn't
ask
them
to
do,
was
to
do
a
similar
analysis
for
and
what
it
would
look
like
how
much
we've
got
to
collect
in
the
current
financial
year.
G
So
so,
obviously
it
is
possible
to
do
that,
but
it's
not
a
case
of
just
pushing
a
button
to
do
that
it
to
take
a
bit
of
time
to
do
that.
To
do
that,
information.
D
Just
a
brief
card
I
mean,
I
think,
based
on
the
discussions
we've
had
here.
Not
everyone
thinks
it's
that
valuable,
a
figure
to
get
anyway.
So
I
appreciate
the
work
that's
gone
into
it,
but
I
think
that's
shown.
Maybe
were
we
focusing
on
this?
I'm
sure
officers
would
have
had
it
readily
available,
because
it's
a
question
we'd
asked
over
many
years,
but
I'm
not
entirely
sure
what
what
what
benefit
we've
got
from
it
really.
A
Okay,
richard
I
just
councillor
cooper.
H
Sorry
chair,
I
wasn't
intending
to
come
back
in
at
all,
but
I
think
that
last
thrill,
the
question
just
deserves
a
response
because
you've
heard
from
officers
but
I'll
also
tell
you
that
that
information
was
not
readily
available,
as
you
suggest
that
it
has
been
readily
available.
It's
taken
a
lot
of
time
and
effort
from
richard
and
his
team
to
get
that
information
together
for
a
scrutiny
board
report
purposefully.
So
you
know
please
don't
try
and
manipulate
the
truth
here.
K
A
Okay,
okay,
we're
going
to
I'm
going
to
close
that
item
there.
Thank
you
richard
for
doing
that
analysis.
I
know
it
was.
There
was
a
lot
of
work
behind
the
scenes.
Thanks
to
your
team,
I
I
found
them
interesting
figures:
okay,
I'm
going
to
move
on
to
item
11
the
work
item;
yeah
you're,
free
to
go
offices
other
than
becky.
Obviously
the
work
item.
I
know
we've
had
one
request
from
council
carlill
which
I'll
discuss
with
becky
later.
Is
there
anything
else
on
the
work
on
schedule
that
anyone
wants
to
raise?
A
I
don't
see
anyone
nate
cascalia.
D
A
Okay,
so
with
that,
thank
you
very
much
everyone
for
attending,
thanks
again
to
jonah
for
sitting
so
quietly
the
whole
whole
meeting
and
I'll
see
you
all
next
time
after
some
holidays.
Thank
you.