►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
People,
okay,
good
morning,
everyone
welcome
to
today's
strategy
and
resources,
screening
board,
I'm,
Council,
Andrew,
Scopes
and
I'm.
The
chair
of
this
meeting
today
we've
got
a
packed
agenda.
This
is
the
last
meeting
in
this
Municipal
year.
So
hopefully
we're
not.
Hopefully
we'll
definitely
also
talk
about
the
work
we've
done
this
year
and
also
just
talk
about
anything.
We
want
to
pass
on
to
the
successor
board
towards
the
end
of
this
meeting.
Okay.
A
So,
let's
start
with
some
introductions,
if
that's
okay,
so
as
I
said
our
manuscripts
on
the
councilor
for
Beeson,
holbeck
and
I'm,
chair
of
this
meeting,
I'll
go
around
the
room
this
way,
please
thank
you.
H
P
A
B
Morning
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
Declarations
of
interest
can
I
ask
members
to
disclose
any
interest
in
accordance
with
lead
city
council's
code
of
conduct.
B
I
will
take
silence
as
none
and
and
finally
item.
Five
apologies.
You've
had
apologies
from
councilor
Samford,
with
no
substitute
attendee.
P
A
A
O
Thank
you
chair.
Yes,
so,
as
board
members
may
recall,
we
considered
some
confidential
information
at
the
last
meeting
relating
to
procurement
and
Commercial
Services,
just
to
inform
board
members
that
the
chair
and
and
myself
are
exploring
how
that
may
or
may
not
be
minuteed
moving
forward,
so
that
could
be
subject
to
some
adjustment
in
the
future.
So
just
just
to
note
that
for
board
members
information
and
then
matters
are
rising
minute
91.
This
relates
to
the
peer
challenge
item
we
considered
in
February.
O
So
Ball
numbers
should
be
aware
that
a
letter
was
sent
by
Council
Scopes
to
the
lead
on
the
executive
board
just
to
cover
off
the
discussion
that
was
held
and
the
input
from
this
board
and
the
security
chairs
that
attended
that
meeting
and
that's
also
been
shared
with
the
scrutiny
chairs
themselves.
You,
the
four
other
ones
minute
92,
relates
to
additional
information
linked
to
the
Civic.
Enterprise
leads
items
that
concentrate
on
GP
of
staff
and
information
on
service
budgets,
minute
93.
O
Similarly,
procurement
information
with
circulated
to
board
members
last
week
again
following
board
member
requests
and
then
lastly,
members
will
have
noticed
that
the
EDI
working
group
that
was
referred
to
as
now
actually
moved
on
to
today's
agenda,
so
that
is
now
no
longer
a
something
that
we're
looking
to
organize.
Thank
you.
Chad.
A
I
Thank
you
very
much
chair
yes
good
morning,
everybody
so
I'm
Andy
Doberman
from
the
HR
team,
so
I'll
introduce
this
paper
briefly,
which
is
item
seven.
I
I
As
the
board
knows,
we
have
a
very
well
established
formal
process
and
procedures
and
guidance
for
the
managers
of
attendance
which
you've
had
in
place
for
quite
some
time.
However,
over
the
last
few
months
since
summer
of
last
year,
we
did
set
out
six
targeted
additional
interventions
as
a
result
of
the
covid-19
pandemic
and
those
six
interventions
are
set
out
in
your
paper
and
they
do
cover
a
whole
range
of
different
initiatives
which
I
won't
take
you
through
in
detail,
but
just
to
tease
out.
I
They
include
the
more
robust
reporting
and
Analysis
of
absence
management.
They
also
reference
our
pivoting
on
prioritization
of
absence
Management
in
some
very
specific
services.
I
It
sets
out
an
overview
of
absence
over
the
last
few
months
and
gives
you
some
Trend
analysis
looking
at
the
past
and
also
some
of
the
planning
for
the
future,
and
also
the
paper
sets
out
where
we
are
with
those
six
interventions
in
terms
of
some
of
the
outcomes
and
activities
and,
generally
speaking,
the
paper
sets
a
fairly
positive
trend,
but
we
do
recognize
that
there
is
still
more
work
to
do
in
this
area
and
very
happy,
obviously
over
the
coming
months,
to
keep
our
executive
board
member
updated
on
this
progress.
I
Obviously
our
senior
officers
and,
of
course,
this
scrutiny,
so
maybe,
if
I
pause
there
chair
and
I'm
more
than
happy
to
open
it
up
to
any
observations
and
questions.
Thank
you.
A
Okay,
thank
you.
If
board
members
want
to
ask
a
question,
please
indicate
in
the
usual
way
as
no
one's
indicating
us
our
start.
So
just
in
terms
of
the
the
challenge
Council
Burke
did
you
indicate
sorry
yeah
I.
A
Thank
you
so
just
on
in
terms
of
just
a
bit
more
in
context,
I'm
sure
you're
aware
that
one
of
the
budget
savings
this
year
was
around
vacancy
management
and
I
just
wanted
to
get
your
take
on
whether
that's
increasing
professional
and
staff
and
how
we're
supporting
staff
through
the
additional
workloads
that
are
coming
because
of
budget
pressures.
Thank
you.
I
Yes,
thank
you
very
much.
So
yes,
as
this
was
an
issue
as
scrutinos
that
came
out
for
the
peer
review
as
well,
which
was
undertaken
at
the
end
of
last
year
in
terms
of
the
financial
pressure
in
the
organization,
but
also
absence
management
levels.
Yes,
we're
very
mindful
that
does
have
a
pressure
on
working
patterns
and
workloads
and
as
an
organization.
I
Generally
speaking,
though,
our
focus
on
those
pressures
that
you've
referenced
has
been
predominantly
on
building
and
strengthening
our
more
General
well-being,
offer
and
support
across
the
organization,
rather
than
just
the
focus
on
dealing
with
people
who
are
off
sick
and
also
one
of
the
key
Pro
just
over.
That
period
has
been
the
focus
on
managerial
capacity
and
capability,
so
the
scrutiner
board
will
be
aware
of
the
investment
were
made
under,
be
your
best
program,
and
a
lot
of
that
intervention
has
been
supporting.
D
H
Thank
you,
Council,
Burke
and
yeah,
just
in
relation
to
that,
the
the
supporting
the
managers
really
on
the
front
line
so
and
predominantly
within
the
Cel
Services,
where
there
was
three
attendance
management
resources
have
been
put
in
place
and
what
they're
actually
doing
is
supporting
the
manager.
H
So
when
people
are
calling
in
with
Colleen
sick
kind
of
dealing
with
the
calls
dealing
with
the
administration
and
the
the
process
around
the
managing
attendance,
making,
sure
there's
the
regular
contact
and,
and
you
know,
kind
of
managing
people
through
the
framework
of
the
management
attendance
policy,
that's
kind
of
keeping
on
top
of
it
and
and
we
find
that
when
we've
got
the
interventions
in
place-
and
we
really
kind
of
on
top
of
you
know
the
conversations
with
individuals
and
supporting
the
well-being.
D
I
do
ask
another
question,
so
we
talk
about
in
the
report
about
the
Fair
work
Charter,
which
is
from
West,
Yorkshire
and
I
know.
This
is
a
bit
of
a
projection.
But
how
do
you
think
that
will
impact.
I
I
think
because
the
fair
work
Charter
is
still
in
that
development
phase,
as
you
know,
Council
Burke
I
think
the
original
intention
was
that
it
would
have
been
launched
by
now,
but
that
group
focusing
on
the
delivery
and
the
implementation
is
still
working
hard
on
that
and
as
a
council,
we
are
contributing
to
that.
I
The
fair
work
Charter
will
certainly
make
reference
I
think
to
Workforce
well-being,
health
and
well-being
issues
and
we're
confident
that
quite
a
lot
of
those
issues,
we've
already
focused
on
on
delivering
as
an
individual
organization,
but
I
think
our
commitment
will
certainly
be
to
sign
up
to
that
Fair
work
Charter
in
terms
of
the
detail,
it's
difficult
to
say,
because
obviously
it's
still
in
that
development
phase,
but
I'm
convinced
so
that
it
will
deliberately
and
specifically
reference
well-being
issues.
D
Sorry,
my
final
final
one:
is
you
yeah
it's
interesting
about
the
fair
work
Charter,
because
I
have
been
waiting
for
that
to
come
out
and
so
I'm
not
sure.
Looking
at
your
priorities,
service
areas
around
absenteeism
or
lack
of
days
working
days
lost,
should
I
say:
do
you
have
you
broken
this
information
down
further
into
groups
so
perhaps
by
gender,
perhaps
by
one
of
the
other,
protected
characteristics
and
I?
D
Think
we
can
almost
when
you
look
at
the
areas,
it's
almost
possible
to
guess:
isn't
it
part-time
workers,
women
around
cleaning
and
things
like
that,
because
they
are
usually
typically
from
those
groups
and
just
wondered
if
you'd
gone
further
and
drill
down
into
that
information?
And
if
we
could
perhaps
look
at
that.
H
Thank
you
councilor
Burke.
Yes,
we
have
not
particularly
in
for
this
report,
but
for
The
Wider
report
across
the
whole
of
the
council.
We
have
looked
at
protected
characteristics
across
the
piece
and
the
proportion
of
people
that
are
on
sickness
at
the
moment
do
correlate
with
the
proportion
of
what
you
would
expect
in
terms
of
the
the
protected
characteristics.
H
We
can
do
some
further
work
to
drill
down
in
terms
of
these
particular
Services,
because
at
the
moment
we've
done
it
more
at
a
high
level
cross-directorate,
and
we
can
take
that
away
and
pick
that
up.
D
G
Thanks
chair,
do
we
recognize
and
accept
that
the
increasing
non-specific
viruses
is
is
potentially
due
to
the
end
of
corvid,
where
people
have
been
isolating
and
now
mixing?
There
seems
to
be
a
lot
more
bugs
out
there,
which
would
be
impacting
staff,
and
that
might
be
more
prevalent
as
well
with
public
facing
staff.
G
So
do
we
recognize
that
when
we're
dealing
with
it,
that's
one
question
and
related
to
that?
Are
we
still
promoting
and
using
the
a
good
advice
from
that
came
out
of
covered
around
hygiene,
so
we've
still
got
hand
sanitizers
in
public
buildings
that
are
topped
up,
and
what
have
you
that's?
My
first
question.
I
I
It's
difficult
to
judge
the
residual
impact
of
covert
when
people
are
returning
into
a
workplace
but
I
think
there's
someone
anecdotal
evidence
of
that,
and
not
least
I
think,
because
sickness
absence
levels
tend
to
be
higher
in
Frontline
services
in
those
workplaces
where
perhaps
they
are
more
populated,
we're
engaging
with
members
of
the
public
and
the
like.
I
So
we're
very
aware
that
there
is
a
a
difference
between
our
sickness
levels
and
certain
work
environments,
something
that
probably
will
be
due
to
that
issue
that
you've
already
raised
and
link
to
that.
Obviously,
it
is
important,
therefore,
that
we
do
continue
to
provide
advice
and
guidance
to
staff
on
that
good
personal
hygiene,
and
so
we
do
periodically
reissue
the
guidance
so
so
that
is
on
line
that
goes
through
our
ongoing
comms
as
you'd
expect.
I
I
It's
probably
a
an
opportune
time
now
to
have
another
go
at
that
to
make
sure
that
those
messages
are
getting
across
and
as
well
as
public
health.
Our
health
and
safety
team
are
also
very
mindful
of
that,
and
if
indeed,
that
granular
level
of
analysis
that
Claire
referred
to
does
help
us
to
know
where
best
to
Target.
So
when
we
can
see
viral
infections
spiking
in
a
particular
service
that
does
enable
us
then
to
to
go
in
and
have
a
look
at
some
of
those
prevention
measures
that
you
referenced.
G
Thank
you
and
my
second
question
is
just
around
I.
Don't
know
great
strides
have
been
made
around
around
this,
but
around
support
for
women
going
through
the
menopause,
which
again
might
increase
sickness
levels
which
obviously
don't
relate
to
men.
So
if
you
just
perhaps
articulate
some
of
the
work
around
that
please.
H
Thank
you,
Council
Richie
yeah
we've
been
doing
a
lot
of
work
around
menopause
at
the
moment,
so
we've
got
a
really
good
toolkit
on
Insight
that
provides
information.
We've
been
promoting
the
let's
talk
and
menopause
sessions,
so
we've
managers
to
kind
of
make
sure
that
they
can
support
individuals.
We
have
picked
up
that
we
haven't
had
quite
as
many
male
colleagues
going
on
to
those
courses,
so
we
are
doing
some
work
to
promote
that
and
to
make
sure
that
they,
you
know
kind
of
attend
the
courses
and
get
a
better
understanding.
H
So
they
can
support
colleagues,
and
it
is
a
topic
that
comes
up
quite
regularly.
We
often
speak
about
it
at
the
the
corporate
JCC
meetings
and
with
Trade
union
colleagues
at
various
meetings
through
the
through
the
normal
process,
and
so
it's
something
we're
very
mindful
of-
and
it's
not
coming
through
as
a
kind
of
high
indicator
on
the
stats,
but
it
depends
on
obviously
what
people
are
actually
reporting
as
the
reason
for
it
for
absence,
but
yeah
trying
to
really
push
push
the
support
around
menopause.
Thank
you.
C
Okay,
thank
you,
a
general
question
from
me
because
the
the
report
does
refer
to
data
monitoring,
obviously
and
I'm,
just
wondering
how
do
you
actually
know
that
the
interventions
you're
putting
in
place
have
have
resulted
in
the
reduction
of
absence
that
you
that
the
paper
claims
in
a
sense
now
I'm
sure
your
stats
will
tell
you
that,
but
it's
not
evident
from
the
paper
that
there
is
that
cause
and
effect.
C
So
that's
my
first
question
and
the
second
question
I'm
only
asking
really
because
in
a
different
life
years
ago,
I
was
involved
in
implementing
similar
sorts
of
interventions
as
a
manager
and
I
I'm
wondering
what
the
perception
of
the
workforce
is
of
some
of
these
interventions.
Do
they
do
you
feel
that
it's
looked
upon
in
a
very
positive
way
or
do
you
feel
there
might
be
examples
of
people
feeling
over
monitored
or
picked
on
as
it
were,
because
I
think
that's
a
really
important
Link
in
the
chain.
I
Yeah,
thank
you.
Councilor
growing.
Your
cause
and
effect
issues
are
really
interesting,
because
obviously
there
are
lots
of
factors
that
impact
on
people's
ill
health
and
their
attendance.
I
I
We
have
seen
a
sharper
decline
in
ill
health
and
absence,
so
it
can
be
fairly
confident
those
interventions
are
working
and-
and
that's
when
you
compare
to
those
other
services
where
they've
not
had
as
much
specific
support,
but
obviously
we
have
to
be
always
very
mindful
about
the
data
mindful
at
this
time
of
year,
which
councilor
rich
is
referred
to.
Is
that
there's
obviously
seasonal
Trends
as
well
with
absence?
I
So
we
have
to
sort
of
look
in
the
hole,
but
the
more
data
capture
we
can
do
the
more
confident
we
can
be
that
specific
interventions,
work
or
perhaps
don't
work.
So
it's
a
fair
point,
but
we
just
have
to
be
diligent
about
that
issue.
I
Your
issue
about
perception
again,
is
a
really
important
issue.
I
I.
I
Think,
generally
speaking,
what
we
try
to
pitch
with
our
absence
interventions
is
that
more
holistic
approach,
so
rather
than
focus
on
the
managerial
interventions
in
terms
of
taking
individuals
through
systems
and
processes,
we
have
Focus
very
much
on
that
broader
well-being,
piece
to
support
individuals
back
into
the
workplace
to
make
sure
that
their
working
environment
is
as
strong
and
positive
as
it
can
be
to
prevent
ill
health
in
the
first
place
and
that
broader
supportive
environment
is
really
important
to
us,
but
obviously,
where
we
are
doing
the
more
targeted.
I
You
know
that
perception.
Yes,
people
in
certain
Services
May
perceive
it
differently,
and
one
of
the
key
issues
that
we're
obviously
focusing
on
shortly
over
the
next
few
weeks
is
that
we'll
go
live
with
our
new
staff
survey.
So
that's
a
really
good
opportunity
for
us
to
capture
people's
perceptions
on
some
of
these
issues.
I
So
perhaps
the
scrutiny
board
inviters
back
in
a
few
months,
we'll
have
some
more
of
the
results
on
that.
So
we
might
be
in
a
stronger,
better
position
to
update
you
on
that.
C
Thank
you
and
I
was
going
to
ask
the
menopause
questions,
so
thank
you
for
your
response
on
that.
I
was
going
to
follow
it
up
by
asking
what
the
absence
rate
is
that
give
the
reason
of
menopause
but
I
think
you've
kind
of
answered
that
by
saying
a
lot
of
people,
probably
don't
label
it
as
menopause,
so
we
don't
really
have
that
indication,
but
it's
a
really
important
issue.
Thank
you,
chair.
A
Okay,
thank
you
very
much.
Councilor
Gruen
good
bring
councilor
Flynn
next.
N
Hi
Andy
I
know
it's
very
early
days
in
2023.
It
was
very
indication
in
in
February
that
that
flat
line
has
sort
of
continued
or
will
it
start
to
sort
of
go
down
and
is
there
any
correlation
between
sickness
levels
and
working
from
home?
What
what
the
perhaps
using
the
right
Expressions?
What's
the
long-term
prognosis
so
far
as
you
see,
foreign.
I
Yeah
I
think
we're
expecting
the
levels
of
ill
health
and
absence
to
continue
on
the
trend
set
out
in
the
paper
and
partly
because
of
the
pointer
made
out
about
that
seasonality
of
ill
health
and
and
Cancers
Richie
Rich's
point
about
viral
infection
and
people,
perhaps
returning
onto
public
transport
returning
into
the
workplace,
so
I'm,
hoping
as
we
move
into
better
weather
into
that
sort
of
spring
summer
period.
Sickness
generally
does
decrease
anyway.
I
So
we're
positive
that
we
will
continue
to
see
that
that
downward,
Trend
and
also
I
think
as
some
of
the
interventions
we
talked
about
today,
also
in
bed.
But
obviously
there
are
sometimes
matters
outside
our
hand.
Our
outside
our
control,
so
we'll
just
have
to
keep
monitoring
that
in
terms
of
the
split
between
Frontline
staff
and
those
stuff
that
can
perhaps
work
through
that
hybrid
model
or
work
from
home
or
flexibly,
and
we
have
seen
A
variation
in
that.
I
So
we
have
seen
sickness
generally
speaking
higher
for
those
staff
who
are
working
front
line
and
100
in
a
working
environment
rather
than
working
from
home
and
where
things
absence
tends
to
be
recorded
as
lower
for
those
working
from
home
staff.
N
I
I
would
I
would
have
to
double
check
that
correlation,
but
I
don't
think
they
do
so
I
think
the
trends
that
we've
set
out
in
terms
of
the
most
common
reasons
for
ill
health
are
probably
similar
for
those
types
of
variation.
I
think
probably
the
only
exception
to
that
I
would
expect,
would
be
muscoleto
ill
health,
which
will
is
likely
to
be
high
for
those
who
are
on
front
line
than
those
working
from
home.
I
That's
my
assumption,
but
without
going
back
and
and
double
checking
the
figures
but
I
don't
think
we're
seeing
any
great
variation
in
terms
of
the
other
key
reasons
for
real
health.
So
it's
obviously
the
viral
infections
and
also
mental
ill
health
I
think
that's
pretty
much
the
same
between
those
different
categories
of
staff.
M
Thank
you
or
three
questions.
The
Rich
most,
the
January
number
is
still
a
lot
higher
than
the
last
normal
year
in
2019.
M
H
Thank
you,
Council
Chapman
and,
to
be
honest,
I
would
have
to
go
back
and
double
check
it
for
you.
I
can
provide
the
numbers.
After
the
meeting
we
saw
the
we
saw
the
dropping
corvid
when
the
testing
stopped
has
been
predominant
as
what
it
was
in
the
past,
so
it
started
being
infections,
so
it
potentially
could
still
be
covered.
But
if
people
aren't
testing,
we
don't
get
obviously
the
same
results
and
they
wouldn't
obviously
kind
of
show
us
as
corvid.
But
I
can
get
you
the
figures
in
terms
of
the
the
numbers.
M
Thank
you,
I
think
what
I'm
I'm
trying
to
get
is.
What
is
the
reason
behind
that
2.43
increase
if
it's
not
covered,
and
it
is
mental
health
which
it
does
say,
that's
the
biggest
single
reason
do
we
know
what's
driving
that
mental
health
increase?
Is
it?
Is
there
a
correlation
with
departments
with
high
vacancy
rates
or
where
we've
reduced
the
staff,
as
in
we're
putting
the
staff
that
are
left
under
more
pressure
and
dragging
up.
H
H
You
know
the
the
issue
that
comes
from,
which
you
raised
earlier
in
the
fact
that
people
are
picking
up
more
infections
than
maybe
the
word
be
focused.
People's
immune
systems
are
slightly
down
compared
to
what
work
before
covered
because
people
weren't
mixing.
So
we
have
seen
a
kind
of
higher
increase
in
the
infection
rate,
so
I
think
that's
probably
part
of
it.
H
We
haven't
kind
of
seen
a
direct
link
between
and
again
it's
the
causation,
but
isn't
it
it's
difficult
to
always
kind
of
show
that
causation.
So
we
haven't
seen
a
direct
link
in
terms
of
particular
areas
where
people
are
reporting
that
you
know
that
there's
increased
workloads
or
pressure.
H
We
haven't
seen
anything
where
there's
a
direct
correlation
between
the
two,
but
again
it's
something
that
we
can
kind
of
keep
an
eye
on,
and
obviously
it's
kind
of
what
we've
been
trying
to
do
is
work
on
that
prevention,
to
support
people
and
recognize
People's,
Health
and
well-being,
and
support
and
support
people
to
kind
of
maintain
a
good
and
good
mental
health.
M
Yeah,
thank
you
one
more.
The
chat
that
we've
got
that
shows
the
days
lost
per
FTA,
given
what
we've
just
been
talking
about.
Can
we
break
that
down
into
msk
the
musculoskeletal
mental
health
and
then
other
thick
absence
or
covered,
and
then
other
sick
absence
to
give
us
an
idea
of
what's
yeah,
where
the
problems.
H
Are
yeah?
Thank
you
for
traveling.
Yes,
we
can
do
that
and
we
can
break
down.
However,
however,
you
want
the
stats.
Really.
We've
tried
to
kind
of
keep
the
information
as
high
level
as
possible,
so
we
don't
get
drawn
into
you
know.
It
starts
to
get
a
bit
complicated
when
we
start
breaking
it
across
direct
routes
and
services
and
and
types
of
sickness,
and
what
have
you
as
well?
A
Okay.
Can
someone
help
with
the
blind
yeah?
It's
all
right
on
the
back
good
okay.
Are
there
any
other
questions?
I
can't
see
anything
I
think,
and
it's
really
helpful.
Thank
you
and
yeah
I
think
might
my
take.
Is
that
the
work
we're
doing
is
good
I?
Think,
there's
I
think
we
need
to
look
at
maybe
next
year,
look
at
the
balance
between
I
think
I.
Think
as
a
good
employee.
You
need
to
do
support
and
Challenge,
and
so
hopefully
we
can
talk
about
challenge.
A
Maybe
another
meeting
I
think
that
would
be
good
as
well,
but
with
that
I
close
this
item.
Thank
you
very
much
for
coming,
really
appreciate
your
input
and
look
forward
to
getting
that
additional
input.
Information
if
you
send
that
through
Rob
Clayton
he'll
share
that
with
the
broad
super.
Thank
you
very
much.
Okay.
So
we're
going
to
move
on
to
item
seven
item,
eight,
which
is
Page
27
of
your
pack
and
we've
got
John
here,
I.
Think
you're
gonna
do
a
presentation
to
start
with.
A
It
gives
you
up
to
15
minutes
to
do
your
presentation
John.
Thank
you.
I
So
it
comes
to
escape.
She
got
me
a
bit
more
apologies
John,
just
asked
me
just
to
to
kick
start
the
EDI
agenda
and
then
I
promise
I
will
move
on
to
John,
really
just
to
say
a
couple
of
things
from
me
on
this
item.
I
So
obviously
the
cruising
board
has
received
quite
a
number
of
reports
on
EDI
since
2020,
and
really
for
me
just
to
stress
that
it
remains
a
significant
area
of
priority
for
the
council,
with
our
overarching
aim
and
our
goal
to
demonstrate
that
strong
commitment
to
ensure
that
every
member
of
staff
can
bring
their
full
and
best
selves
into
the
workplace,
and
also
just
to
stress
that
we
have
and
continue
to
have,
a
very
strong
commitment
to
root
our
inequality
and
discrimination
in
the
workplace
as
well.
I
So
John's
presentation
is
really
setting
out
and
the
journey
that
we're
on
and
as
a
board,
you've
heard
quite
a
lot
over
the
last
year,
two
years
from
the
staff
networks
and
other
key
Partners
on
that
Journey.
But
John
will
just
share
with
you
now
some
of
the
broader
organizational
corporate
interventions
to
deliver
that
goal.
Thank
you.
John.
A
Thanks
thanks
Andy,
and
thanks
for
that
clear
statement,
because
I
think
that's
really
important
for
anyone
who's
listening
and
that's
why
it's
been
here
lots
of
times
in
the
last
last
few
years,
just
give
it.
This
is
a
hopefully
a
stand
for
our
test,
so
we'll
just
let
let
this
go
and
then
we'll
ring
in
John.
A
I
was
just
getting
to
the
point
where
I
was
going
to
ask
everyone
to
leave,
but
unfortunately
it
is
a
test.
As
I'm
saying
this
is
really
important
item
I
appreciate
your
statement
and
I
know
it's
a
priority
for
councilor
Cooper
and
others
as
well.
So
that's
really
important.
Thank
you.
Okay.
Over
to
you,
John.
J
Intro
Andy
I
think
yet
the
boss
and
I
are
doing
a
double
lap.
This
morning,
I
didn't
get
a
memo
about
the
tie,
but
we've
got
the
same
color
shirt
so
at
least
I'm
doing
something
right.
Thank
you,
Council
scope.
Also
for
your
introduction.
This
agenda
is
not
just
important.
I've
always
said
it's
agenda
of
our
time.
We
came
to
scrutiny
in
February,
I.
J
Think
to
present
you
a
fairly
detailed
report
on
where
we
got
to
and
I
think
that's
in
the
pack
from
page
31
to
39,
so
10
page
reports
setting
up
what
we're
trying
to
do
so.
This
is
a
follow-on
kind
of
update
in
terms
of
where
we
go
to
and
I
want
to
spend
time
on
what
we're
actually
doing
and
I
take
cancer
growing
his
earlier
question
before
around
impact,
and
how
do
we
know
we're
making
a
difference?
I
want
to
spend
a
bit
of
time
on
that
part
of
it.
J
But
clearly
this
is
an
important
agenda
and
the
EDI
agenda
fits
in
me
while
I
work,
not
just
in
terms
of
what
managers
are
doing,
but
more
broadly,
as
I've
always
team.
We
have
to
make
the
extraordinary
feel
ordinary,
that's
when
we
know
we
make
any
impact,
so
this
becomes
commonplace
and
when
we're
not
doing
extra
work
around
this
stuff
because
it
needs
to
be
and
will
be,
you
know
something
that
we
do
as
a
as
a
regular
basis.
So
it
fits
in
broadly
with
a
strategy
for
the
organization
as
a
whole.
J
It's
centered
to
everything
that
we
do
and
it's
not
a
standalone
next
slide.
Rob.
Thank
you.
So
I
wanted
to
begin
at
the
top.
We've
seen
real,
clear
leadership
on
this
agenda,
not
just
from
scrutiny
board
but
but
in
terms
of
our
leadership
both
into
the
detective
board
and
our
senior
leaders.
So
we
took
a
paper
to
Executive
Board
in
February
to
sign
off
a
broad
approach
on
EDI,
and
you
can
see
the
our
focus
is
three
areas.
J
Number
one
are
people
in
communities,
so
what
region
has
an
organization
out
with
and
then
in
terms
of
service
delivery,
what
a
manager
is
doing
every
day
and
when
they're
delivering
services
to
our
communities,
where
EDI
plays
a
central
role
and
then
last
year,
I
guess,
which
is
my
area
of
focus?
What
do
we
do
with
our
people
and
that
they
are
most
important
and
said?
How
do
we
embed
those
values
that
we
say
are
important
to
us
on
EDI
next
slide
drop
so
just
a
counter
through
some
progression.
J
I
came
on
board
around
this
time
last
year
and
to
support
on
this
agenda.
We've
done
quite
a
number
of
important
things
already
much
more
than
that.
I
thought
it
would
be
very,
very
brief,
summary
or
some
of
the
key
stuff
and
when
I
came
in
April
and
and
had
a
way
with
Andy
and
selling
had
a
very
big
cancer.
Cooper
I
was
made
to
to
understand
the
non-certain
terms.
I
wouldn't
need
to
review
our
practice
in
terms
of
grievance
in
the
organization.
J
Our
policies
are
actually
broadly
okay,
but
the
experience
of
our
staff
needs
to
be
looked
at.
So
we've
done
that
work
completed
the
new
recommendations
to
the
organization
around
sort
of
17
executive,
summary
findings,
15
recommendations
around
key
areas
and
we're
implementing
that
as
you
speak,
so
I
can
talk
about
that
a
bit
later.
Secondly,
on
stock
networks,
certainly
this
particular
board
has
time
they
will
focus
on
that
you've
heard
from
all
seven
of
them.
Every
single
one
has
come
to
you
to
share
their
lived
experience.
J
We
think
that's
really
important,
because
we
have
to
match
that
against
our
intent
and
I
intend,
in
my
view,
it's
unquestionable
when
we
were
doing
around
this
agenda.
But
you
know
is
that
bearing
out
in
terms
of
the
views
and
and
experiences
of
our
staff,
so
you've
heard
that
from
them
unfiltered
and
direct
in
December,
we
will
come
with
a
much
more
clear
approach
in
terms
of
Workforce
priorities.
J
I'll
talk
about
that
later,
and
there
are
five
of
them
and
that's
from
the
basis
of
our
work,
going
forward
on
the
workforce.
Edi
priorities
on
training
which
I
again
I'll
touch
on
we've
launch
the
monetary
training
for
all
of
our
2
200
managers
as
a
significant
undertaking,
and
there
are
five
stages
to
that
process.
Again.
I'll
talk
about
that
in
a
minute
and
then
next
steps
after
all
of
this.
What
does
this
mean?
Why
are
we
doing
all
this
stuff
and
where
are
we
headed?
J
And
it's
really
all
about
embedding
EDI
in
the
organization
and
we're
already
making
progress?
You
are
aware
of
our
Stonewall
latest
result
where
we
we're
in
the
top
100
we're
LGBT
gold
accredited
employer
where
you
know,
disability,
confident
leader,
so
there's
lots
of
external
Focus
telling
us
we're
doing
the
right
thing.
So
we're
not
complacent.
There's
a
lot
of
work
to
do
next
slide.
Rob.
J
So
I
mentioned
the
staff
networks,
the
you
know
they
are
the
voice
of
the
organization
they're,
the
ones
who
kind
of
or
that
feet
to
the
coast,
quite
rightly,
and
and-
and
you
know,
they're
doing
a
really
good
work
on
that
you've
heard
from
a
newly
appointed
Freedom,
speak
of
guardian
and
Hair
New,
unique,
independent
role
that
we
brought
to
the
organization
which
obviously
didn't
exist
before
no
other
local
Authority.
J
Has
this
role,
it's
a
role
that
sits
in
Health
and
Social
care,
and
we've
seen
it
fit
to
bring
that
role
into
our
organization,
to
add
to
the
existing
approaches,
to
provide
no
free,
clear
unfettered
approach
on
EDI
to
our
leadership
team
next
slide.
J
So
what
have
we
done
so
far?
I
have
some
examples
of
the
the
work
on
the
ground.
I've
mentioned
the
city
vision
statement
that
went
to
Executive
Board.
That's
now
clear
what
we
mean
by
ADI,
what
we're
going
to
do
about
it,
underpinned
by
an
action
plan
for
the
next
two
years,
covering
those
five
priorities
that
I'll
take
you
through.
In
a
minute
we
looked
at
our
governance
to
ensure
that
it
is
robust.
J
The
commitment
of
relationship
and
partnership
approach
is,
is
clear:
executive
board
scrutiny,
board
CLT
equality
boards
rates
for
equality
Network
which
which,
which
was
sort
of
brought
in
by
councilor
Cooper
the
work
we're
doing
an
anchors
we've
just
spoken
about
the
firework
Charter
staff
networks,
so
there's
quite
a
lot
of
stuff
going
going
on
on
the
ground
to
make
sure
this
is
just
not
polishable
we're
embedding
that
in
a
real
sense.
J
The
zero
tolerance
statement
that
we
issued
back
in
March
and
there's
been
following
work
after
that
and
we're
just
about
to
review
that
and
release
more
information
around
around
Zero
Tolerance,
based
on
what
we're
doing
with
our
currents
and
adults
direct
threats.
So
that's
coming
out
being
very
clear
to
our
managers.
What
we
mean
by
all
of
this
stuff
to
support
the
train-
and
you
can
see
then
we're
telling
our
mind-
is
that
they
must
act
and
they
see
or
hear
anything.
J
They've
got
to
take
on
the
responsibility
to
have
been
managers
in
this
space
and
we're
supporting
them
to
do
that.
We
can't
hold
them
accountable
if
we're
not
providing
them
with
the
training
and
support.
So
so
high
support
and
yeah
High
challenge
approach
on
all
of
this
and
the
work
we're
doing
around
discrimination
and
poor
behavior,
and
this
is
going
on
the
ground
in
terms
of
how
we
give
our
mind
just
the
opportunity
to
challenge
and
raise
the
issue
if
they
need
to
do
so
in
terms
of
events
and
ongoing
engagement.
J
J
So
I
mentioned
the
five
Workforce
priorities
for
us
and
and
they're
there
Recruitment
and
work
on
data.
One
train,
speaking
of
energy
tolerance,
training
and
progression.
I'll
go
into
some
detail
on
the
next
slide
drop
and
pull
out
some
key
points.
So
five
strands
of
work,
real
work
going
on
right
now
in
each
of
those
strands,
I
just
pull
out
some
key
highlights
so
in
the
First
Column
run
Recruitment
and
initial
welcome.
We
have
a
put
together
a
task
and
finish
group
looking
at
those
points
in
Orange
bullet
points.
J
So
how
do
we
shortlist
panels?
Diverse?
Was
a
representation,
look
like
and
we're
putting
together
a
draft
framework
to
go
to
our
leadership
team
CLT
to
sign
off,
and
that's
nearly
complete
that
task
and
phase
group
is
made
up
of
about
15
people
across
organization
from
different
places,
different
grades,
so
it's
great
agnostic
from
a
director
all
the
way
down
to.
As
for
lower
grade
staff
and
speaking
all
that
voice
into
place,
you
say:
how
do
we
make
sure
all
this
stuff?
J
All
these
policies
that
we
have
in
place
are
real
and
making
a
difference,
so
that's
providing
guidance
to
our
managers
on
what
they
should
do
to
ensure
they
have
a
diverse
partner
when
they're
recruiting.
What
does
that
mean?
We
also
putting
together
a
pool
of
colleagues
to
form
a
diverse
pool,
so
you
can
ask
for
people
to
come
and
help
you
interview
if
you
haven't,
got
diversity
in
your
team
to
do
that.
So,
if
that's
real
meaningful
word
the
other
example
around
progression,
which
I'm
talking
very
quickly
lots
of
work
around.
J
What
do
you
mean
by
positive
action
because
actually
that's
a
real
way
of
making
change,
but
we
need
to
be
clear
what
that
means
with
our
managers,
and
that
group
is
looking
at
that
to
set
out
clearly
for
managers
what
we
mean
by
positive
action
as
opposed
to
positive
nation,
which
clearly
is
illegal
on
training.
That's
probably
the
area
where
we've
done
the
most
worked
and
there's
real
progress
on
on
that.
So
we've
reviewed
all
our
trading
provision
we've
agreed
was
mandatory.
We've
agreed
the
model
to
to
deliver
that
we're
delivering
it.
J
We
started
delivering
the
model
already
and
and
we're
reporting
on
the
uptake
on
that
and
I'll
touch
on
that.
Briefly
soon
and
I've
talked
about
aligning
this
to
our
leadership,
you
might
even
offer
already
the
review
that
we've
done
and
what
we're
bringing
forward
to
make
sure
that
we
embed
those
recommendations
from
the
report
I've
already
set
out
and
part
of
that
in
terms
of
improving
our
consistency.
Consistent
approach
is
lots
of
work
around
the
early
stages
of
grievances.
So
can
we
mediate
issues
really
quickly
and
we're
already
doing
that?
J
We're
taking
paper?
In
fact,
this
week
to
our
HR
team
on
how
we
improve
our
mediation
process
and
what
we're
going
to
do
about
that
and
then
very
quickly
on,
on
the
last
the
last
column,
they
run
data
and
monitoring.
J
How
do
we
know
this
stuff
is
working?
How
are
we
making
a
difference?
So
we've
done
lots
of
work
with
the
with
the
least
Center
for
data
analytics
and
we're
just
about
to
release
a
a
new
data
dashboard
on
EDI
that
will
provide
our
managers
with
the
ability
to
know
what
they
look
like
at
a
service
level,
so
you
can
plug
in
your
service
and
identify
against
the
council's
data
set
against
the
2020
2021
census.
What
do
you
look
like
as
a
service?
Our
representative?
Are
you
right?
J
Do
you
have
any
particular
gaps
so
to
give
you
a
clear
picture,
you
will
know
exactly
at
a
service
level.
What
you
look
like
and
I
think
that's
really
important,
that
we
do
that,
because
the
data
doesn't
lie.
We
have
to
go
to
where
the
data
sends
us.
We
are
being
very
careful
that
we
don't
go
too
low,
that
we
identify
individuals
who
don't
want
to
identify.
We
need
to
be
careful
of
that.
J
Just
be
a
cutoff
point
of
numbers,
maybe
five
or
ten
employees,
because
we
use
myself,
for
example,
and
you
plug
in
HR
and
you
plug
in
BNC
level
and
you
plug
in
I.
Suppose
racial
identity,
I
will
stick
out.
So
we
need
to
be
careful
how
we
do
that
the
data
is
anonymized,
of
course,
but
you
must
be
able
to
know
at
a
glance
what
you
look
like
as
a
service
and
we're
making
that
available
to
them
next
slide.
Please
so
I've
covered
this
already
in
terms
of
work.
J
We've
done
157
listening
sessions,
which
I
did
myself.
I
listened
to
people
across
all
the
stakeholder
shapes,
so
staff,
Trade
union
colleagues,
managers,
senior
leadership
teams,
and
you
know,
and
and
heard
from
them
directly
what
it
feels
like
to
go
through
a
a
processing
organization,
and
you
can
see
the
findings
that
I
talked
about
earlier.
So
we've
completed
that
and
we're
on
our
way
to
embed
the
recommendations
next
slide,
please
so
why?
Why
would
you
know
this
stuff?
What's
the
focus
on
training
meaning
for
us?
J
Clearly,
we
want
to
make
sure
our
organization
is
inclusive
and
we
have
a
work
to
a
fair
approach.
We
celebrate
different
and
we
value
difference
and
eliminate
discrimination
and
we're
really
big
on
making
sure
everybody
feels
comfortable
being
their
wholesale,
bring
your
whole
self
to
work.
It's
something
that
we
talk
about
a
lot.
That's
why
we're
doing
this,
because
that
makes
for
a
better,
a
better
organization.
I
think
I
mentioned
in
February
when
I
came
about
those
three
things
that
we
need
to
do
it
so
there's
a
legal
requirement.
J
We
want
to
do
it
because,
actually,
if
you've
got
a
good
performing
team,
we
know
you'll
be
more
efficient
and
you
get
more
productivity
out
of
your
team.
And
thirdly,
you
know
we,
you
know
we
should
do
it
in
terms
of
a
moral
obligation,
as
a
huge
organization
leads
with
the
impact
across
our
communities.
Next
slide,
please!
J
So
again,
let's
talk
about
what's
happening
really
on
the
ground
and
not
just
what's
on
paper,
it's
a
five-step
training
program.
As
you
can
see
the
step.
One
was
a
session
with
CLT
directors
and
and
too
much
of
exec
with
2
200
managers,
so
it
was
a
virtual
session
half
an
hour
setting
up
very
clearly
our
leadership
Journey
right.
So
as
a
management
organization
understand
why
we're
doing
this?
Have
the
opportunity
to
engage
with
our
leaders.
J
J
Each
session
is
two
and
a
half
hours
long,
as
I
said
he's
face
to
face,
and
we
have
about
40
ish
managers
in
each
session
from
a
cross-organization
and
we're
having
real
conversation
about
this
change.
This
is
where
change
is
happening
right,
and
this
is
where
those
conversations
are
making
a
difference.
Yes,
we
can
train
you
on
on
other
stuff.
J
You
need
to
know,
but
you
know
this
stuff
about
allowing
people
to
express
what's
difficult
where
the
challenge
is,
you
know,
together
as
managers
understanding
why
we're
going
on
this
journey
really
vital,
so
I
think
that
face
to
face
step.
Three
is
probably
the
biggest
bit
of
it
all.
The
expectation
then
step
four
is
that
you
go
as
a
manager
and
a
very
simple
page
when
you're
asking
it
you
to
do
too
much,
it's
not
onerous
simple,
a
for
three
objectives.
What
are
you
going
to
do?
You
know
your
service
is
best.
J
How
are
you
going
to
do
it?
When
are
you
going
to
do
it
and
they're
supported
with
massive
resource
package
online?
Almost
like
a
big,
you
know
pick
and
mix
session
to
pull
up,
pull
out
any
tools.
You
need
to
help
you
deliver
that
and
then
step.
Five
is
also
making
sure
we're
embedding
in
the
appraisals
of
managers.
J
It's
a
real
way
of
making
this
real
of
recognizing
the
diverse
and
what
we're
doing
so
I
won't
go
through
all
of
it.
There's
a
lot
of
suffrage
in
on
a
regular
calendarized
basis,
making
sure
this
stuff
is
real,
with
managers
last
slide,
I
think
if
I'm
right,
oh
tomorrow,
so
quickly,
nearly
there
so
I
want
to
make
sure
we
kind
of
talk
briefly
around
that
equality
Improvement
priorities
how
this
links
together
as
one
sensible
online
story.
Clearly
we
have
a
such
requirement
as
a
public
organization.
J
Anyway,
I
mentioned
that
and
we
report
you
know
annually
on
this
and
all
the
DIY
that
we're
doing
that
snapshot
of
activity
feeds
into
our
equality
Improvement
priorities.
So
there's
a
real,
evidence-based
approach
to
the
work
next
slide.
Please
final
slide
you'll,
be
pleased
to
know
so.
I
just
wanted
to
do
a
very
quick
summary
of
of
kind
of
you
said
we
did
because
there's
some
real
questions
asked
of
us
on
this
agenda
for
the
last
couple
of
years
or
so,
and
we
are
doing
stuff
real
stuff.
J
Give
us
practice
review.
I
won't
mention
that
I've
covered
that
enough,
give
clear
support
to
staff
networks,
we're
doing
that.
You
heard
from
them.
They've
got
a
broadcast
now
secured,
so
they've
got
that
kind
of
confidence
to
crack
on
and
do
stuff.
They've
got
protected
time
that
we
sign
up
for
CLT,
so
they
can
have
that
confidence
to
go
in
and
do
stuff.
J
There's
a
there's,
a
the
meeting
with
the
director
of
resources
now
on
a
regular
basis
as
a
staff,
Forum
leadership
Network,
so
getting
direct
access
to
leadership
of
the
organization
around
any
issues
that
we
want
to
raise.
We're
sorry,
there's
a
lack
of
knowledge
and
on
EDI
skills
in
the
organization
where
we're
delivering
and
I've
launched
the
EDI
training
session,
lots
and
lots
and
lots
good,
I'm
happy
to
take
questions.
Thank
you.
A
Thanks
very
much
John,
it's
really
good
to
see
that
you
said
we
did
slide
at
the
end
I'm
gonna
going
to
bring
in
questions
from
as
we
go.
Just
quick
too
from
me,
I
thought
it
was
really
really
positive
that
you
said
a
Thanos
and
managers
have
already
done
that.
I
assume
what
we're
mandatory
for
new
managers
as
they
get
recruited
and
promoted,
you're
nodding
and
the
second
one
was
just
around
how
busy
the
speak
up
Guardian
is.
You
know.
J
The
the
speaker,
Garden
rule
I,
think
has
about
50
or
60
cases,
she's
working
at
the
minute
that
she's
working
through
18
80.,
so
I'm
corrected.
Eight
undercut
it
80k
that
she's
working
through
at
the
moment
so
she's,
fairly
busy,
clearly
and
she's,
obviously
overused
obviously
at
people
feel
confident
to
talk
to
her.
And
obviously
each
individual
case
is
is,
is
can
be
quite
complex,
but
they
are
using
it
regularly
and
speaking
to
it,.
K
Just
to
add
to
John
Vanessa
is
busy,
but
it's
important,
obviously,
some
of
those
issues
being
radar
around
DDI
and
and
how
people
are
feeling
lived
experience
but,
as
you'll
know,
from
your
briefing
about
the
session,
it
is
also
about
all
the
types
of
concerns
you
know
where
we
might
be
letting
customers
down
or
you
know
people
might
be.
K
E
Thank
you,
chair,
I,
think
you
covered
the
my
question
was
around
the
the
guardian
freedom
of
speech
to
speak
of
Guardian
I.
Think
that's
really.
E
We
we
welcome
that
position
and
really
interesting
report
as
well
in
terms
of
monitoring
and
whatever
you've
you've
mentioned
the
the
80
figure
and
so
on,
but
in
terms
of
actually
measuring
success
because
there's
a
lot
of
stuff
there,
you
know
the
guardian:
the
guardian
works
independently
and
impartially
across
the
council,
they're
not
connected
to
our
HR
they're,
not
connected
to
management
or
trade
unions
and
and
they're
reporting
directly
to
this
chief
executive
and
whatever,
what's
off
I
mean
in
terms
of
the
actual
measuring
success
of
this
role.
E
What
are
your
thoughts
around
that,
and
how
often
is
that
kind
of
is
is
is
is
that
monitored?
Thank
you.
Even
though
it's
quite
a
new
position,
I
understand
that.
J
So
Miranda
is
looking
at
me.
I
think
she
wants
to
come
in
before
she
comes
in
I.
Think
you
make
a
very
important
Point
Council
armas,
we're
very
clear
that
that
road
does
not
City
nature
really
important.
Point
has
full
Independence
and
colleagues
can
contact
her
directly
anonymously
and
if
they
choose
to
make
themselves
identify
where
they
can
do
that,
because
in
fact,
some
of
the
points
that
go
through
to
her,
you
come
back
to
us
as
a
HR.
J
K
Yeah
thanks
John
and
I
mean
it
links
to
a
couple
of
the
conversations
we've
already
had
actually
about
measuring
cause
and
effect.
It
will
be
quite
difficult
to
measure
the
impact
of
Vanessa
per
se,
and
it's
probably
worth
us
being
fairly
honest
about
that,
because
it
is
quite
complex
that
said,
I
think
you
know
some
of
the
measures
we'll
use
will
you
know
also
take
a
little
while
to
come
through.
So
you
know
what
I
think
we'll
do
there'll,
obviously
be
a
almost
an
element
of
satisfaction
from
those
who
actually
register.
K
So
that
is,
you
know.
Vanessa
will
engage
with
those
colleagues
and
say:
are
you
happy
with
the
way
that
your
issue
has
been
handled?
So
that's
a
very
direct
from
those
that
have
actually
raised
a
a
concern.
The
next
layer
I
think,
will
be
just
it
because
it's
about
organizational
culture
and
how
people
feel
that's
why
it
will
be
quite
tricky
to
assess
but
I.
K
Think,
as
Andy
said,
you
know
we
might
get
some
indications
through
the
staff
survey
later
on
in
the
year,
because
it
is
about
how
people
will
feel
and
then
I
think
what
will
what
we're
after
Vanessa
doing
is
probably
doing
it
like
an
annual
report
each
year
about
how
many
she's
had
what
are
the
themes
that
they
have
raised.
What
has
the
organizations
done
about
them
and
that's
how
we'll
measure
success,
but
it
won't
be
a
you
know:
kind
of
an
impact
on
the
bottom
line
or
a
really
clear,
tangible.
E
Thank
you
and
since
it's
quite
a
unique
position,
obviously
first
in
the
UK
in
terms
of
going
forward,
do
you
think
one
position
is
enough
and,
secondly,
in
terms
of
ongoing
training
and
development
as
well,
because
it's
quite
a
unique
position
as
we
as
we
know.
So
what
sort
of
support
mechanism
have
you
got
in
place
in
terms
of
actually
supporting
the
position
making
it
more
in
you
know,
effective
and
and
having
Maximum
Impact.
K
Yeah,
no
really
good
questions
that,
to
be
honest,
we're
wrestling
with
at
the
moment,
because
you
know
we
have
appointed
her.
It
is
the
first
Council
to
do
so.
But
importantly,
it
is
quite
well
established,
as
John
said
in
quite
a
lot
of
NHS
functions,
so
one
place
that
Vanessa
gets
quite
a
lot
of
support
from
is
colleagues
in
the
city
in
NHS
organizations.
There
is
also
a
national
office
of
freedom
to
speak
up
Guardians.
K
So
there's
almost
there's
a
you
know
an
expert
set
of
practitioners
and
way
of
doing
things
which
Again
Vanessa
hooks
into
and
I
think
I'm.
Okay,
to
say
this.
You
know
we
have
also
made
sure
that
she's
got
the
kind
of
right,
professional
supervision
for
the
role,
because
she
is
exposed
to
some.
K
Quite
you
know,
kind
of
tough
stuff
to
listen
to
so
as
an
organization
in
terms
of
her
well-being,
we've
made
sure
that
she's
got
that
support
and
she
sees
Tom
I
think
every
month
and
I
see
her
at
least
every
Fortnight,
just
to
make
sure
that
she
is
okay.
K
The
question
about
capacity
is
one
that
we
are
really
mulling
over,
but
we're
reluctant
to
make
two
quicker
judgment
on
that,
because,
ideally,
if
she
can
get
into
more
proactive
work,
we
would
get
fewer
concerns
and
her
work
would
be
a
bit
more
of
a
mixture
of
taking
some
concerns,
but
really
working
and
supporting
managers
to
do
their
job
in
the
best
way
possible.
L
Yeah,
if
I
could
just
add
to
what
John
and
Mariana
have
said
about.
Excuse
me
the
speak
up
Guardian,
just
to
say
that
it
is
a
priority
for
the
organization
and
for
us
as
executive
Bard
from
you
know,
the
chief
exec
to
the
leader
to
myself
around
speak
up
Guardian.
L
So
we
are
on
a
learning
process.
It's
the
first
year
of
Vanessa's
work.
So
it's
a
it's
a
little
bit
of
a
test
as
we
go
and
learn
and
and
adapt
as
we
as
we
find
out.
You
know
the
process
that
she's
undertaking
and
what
it
raises
and
what
we
need
to
do
with
I
would
imagine
we
will
be
evaluating
that
at
the
end
of
the
year
and
so
on
about
what
next
steps
we
need
to
take.
L
But
please
take
it
from
me:
it's
an
absolute
priority
for
us
as
a
as
an
organization
that
that
will
continue.
A
C
C
We
did
hear
from
the
chairs
at
one
of
our
meetings
here
and
one
a
point
that
was
made
I
think
by
more
than
one
of
them
is
that
attendance
can
be
an
issue
because,
although
they
are
given
the
time
and
it's
a
valued
activity,
we're
all
the
same.
Aren't
we
something
much
more
pressing
comes
along
at
the
last
minute
and
you
feel
you
have
to
Forfeit
Your
Presence
at
that
meeting,
because
X
needs
to
be
done,
I'm
just
wondering.
If
there's
anything,
you
could
do
to
ease
that
pressure.
C
So
we
could
get
the
attendance
back
up
again
because
I
think
it's
a
really
important
part
of
the
program
that
you're
putting
in
place,
and
so
that
was
the
first
part
of
the
question.
With
my
Council
Armed
Forces
Champion
hat
on
and
Covenant
responsibilities.
Can
we
start
an
EDI
veterans
group?
Do
you
think
it
would
that
be?
Would
that
fit
in?
Because
the
covenant's
responsibility
is
very
much
about
equalities
and
acts
access
to
services
and
so
on.
J
On
the
attendance
issue,
we've
made
it
a
integral
part
of
the
monetary
training.
That's
top
networks
is
covered
within
that.
So
all
our
training
tools,
our
videos.
We
have
a
real
lived
experience
of
Staff
networks.
They
talk
about
what
they
do,
why
it's
important.
So
all
the
managers
that
come
to
you
training
every
each,
every
single
one
of
them
get
to
know
exactly
the
value
that
they're
adding
and
that
should
support
attendance.
The
training
is
mandatory,
so
you
can't
choose
whether
you
want
to
come
or
not.
J
Also,
we've
had
the
staff
Network
chairs
attend
the
sessions.
Sometimes
they
sit
at
the
back
and
listen
and
then
they
sometimes
they
speak
to
managers
around
what
they're
doing
so.
We're
we're
embedding
the
idea
that
this
is
not
actually
editorial
nice
to
have
it's
making
a
real
impact
on
your
staff
on
your
teams,
so
might
just
get
to
hear
what
value
they're,
adding
I've
talked
about
the
protected
time
that
we've
given
to
the
networks
from
the
beginning,
Steering
group
to
colleagues
who
want
to
participate
right.
J
So
there's
an
agreed
leadership
in
the
CLT
signed
off
time
that
people
can
have
to
join
the
network
to
participate
in
the
activities
and
so
on
and
so
forth,
and
in
fact
the
last
one
I
went
to
the
the
women's
Voice
number,
which
is
the
iwd
international
women's
event,
was
full
Full
House
in
in
Civic,
so
staff
are
coming
out
and
joining,
but
I
think
you're
right.
J
We
need
to
probably
need
to
do
more
to
communicate
that
to
mind
just
to
say
you
know,
staff
do
have
protected
time
to
attend
and
be
involved
in
network
activities
on
the
Armed
Forces
AGI
veterans
group
I'm
sure
we
can
have
a
conversation
with
your
how
best
we
do
that
once
my
focus
is
internal
Workforce,
we
don't
exist
in
the
vacuum
clearly
and
and
colleagues
like
Jeff
Temple,
who
are
working
with
me
on
it,
so
Corporation
I'm
sure
kind
of
a
conversation
with
all.
Now
we
celebrate
our
expertise
to
the
table.
C
C
The
second
one
was
about
the
EDI
training
and
you've
stressed
how
important
that
is,
and
the
fact
that
it's
mandatory
clearly
again
aimed
at
stuff.
Forgive
me
if
I've
missed
it,
but
should
we
be
having
some
EDI
training
as
counselors.
J
We
are
working
on
that,
so
the
the
corporate
training
on
idiot,
if
you
like
for
members,
probably
come
through
my
colleague,
Jeff
Temple,
there's
already
a
plan
in
place,
we're
working
with
Democratic
Services
team
or
how
we
live
with
that,
at
least
it
will
be
part
of
the
induction
if
you're
a
new
counselor.
So
you
know
you've
got
to
do
that
anyway,
there
are
some
some
manager
training.
J
L
Yeah
thanks
thanks,
John
and
and
thanks
for
the
question,
Council
grew
and
it's
for
me.
It's
really
important
that
elected
members
have
access
to
the
training
on
EDI.
There
is
already
some
on
induction,
but
if
you're
already
a
counselor,
you
don't
necessarily
have
access
to
that.
So
for
me,
it's
about
refresher
training
that
that
may
be
needed,
and
also
a
bit
more
up
and
access
to
toward
the
training
that
sometimes
is
available
for
staff
and
not
necessarily
for
members.
L
So
it
might
be
something
that,
as
a
scrutiny
bar,
do
you
want
to
perhaps
look
at
one
of
the
training
sessions?
That's
undertaking
or
what
you
know
something
around
that
for
me
would
probably
suit
this
board
and
there
may
be
a
bit
more
take
up
if
you
have
a
a
an
organized
session,
as
opposed
to
sometimes
when
members
undertake
sorry
have
access
to
training.
It's
that
specific
times
they
might
have
other
commitments.
What
other
work
commitments
themselves
are
not
necessarily
able
to
always
attend.
L
A
Thank
you,
councilor
Cuban,
I've
I've
raised
this
that
same
question.
We've
done
before
and
I
think
it
won.
A
challenge
from
my
perspective
is
mandating.
Elector
members
to
do
stuff
is
a
really
difficult
thing,
because
we're
not
employed
in
the
same
way
as
the
managers
in
the
council
are
where
we
can
say
you
need
to
attend
this
course.
D
Chair
thanks
for
your
presentation,
John
can
I
ask
just
a
couple
of
questions.
D
The
report
talks
about
improving
performance
and
rooting.
Our
inequality
and
raising
inclusion
can
I
ask
what
the
original
Benchmark
were,
because
without
an
original
Benchmark
a
starting
point,
you
cannot
show
Improvement
and
invade
Commerce,
so
whether
that's
number
of
grievances
number
of
cases
taken
forward
and
just
interested
to
know
what
you
used
as
the
original
benchmark.
D
That
will
sure,
as
well
as
anecdotal
information.
Obviously
you
need
statistical
data
that
will
show
real
Improvement.
That's
question
one.
The
EDI
task
group
I'm
particularly
interested
in
that.
D
D
Apologies
for
that
so
wow
bit
of
a
strange
question.
Sorry
I
didn't
realize,
but
it's
such
an
important
role.
Isn't
it
if
it's
ending
now
what's
in
place
to
take
that
forward
to
ensure
that
the
momentum
continues?
D
I
do
have
a
big
list,
so
I'll
just
ask
you
one
more.
The
the
training
which
I
think
is
hugely
important
and
vital
to
raising
the
profile
of
any
EDI
in
any
organization.
Two
observations.
One
I
appreciate
you
can't
do
everything
at
once
and
Rome
wasn't
built
in
a
day
before
somebody
bites
my
head
off,
but
actually
and
you're
right
managers
do
have
a
corporate
responsibility,
but
in
terms
of
EDI,
that's
the
responsibility
of
every
single
person
in
this
organization.
So
what
are
we
doing
about
the
employees
who
don't
hold
a
managerial
position?
D
Because
it's
all
our
responsibilities,
I'm
sure
you
already
know
that
will
always
be
the
case
at
any
tribunal
that
everybody
has
a
responsibility,
and
my
last
thing,
because
I'm
probably
gonna
get
shot
down
in
a
minute,
is
around
intersectionality
and
I.
Do
have
a
bit
of
a
a
worry
about
lots
of
discrete
groups,
because
sometimes
those
discrete
groups
concentrate
on
their
discreetness
and
it
loses
the
focus
the
overall
umbrella
around
EDI,
because
when
you
put
intersectionality
into
it,
obviously
things
overlap,
which
one
would
I
attend.
D
R
J
Now
I
definitely
have
a
huge
interest
in
this
area.
We
try
and
pick
up
those
questions.
I
mean,
if
you
don't
mind
the
lots
of
questions
around
the
row.
I'll
leave
to
my
boss
to
come
back
to
you
on
that,
and
that's
probably
right
and
appropriate
right
inappropriate,
but
you
make
some
really
good
points.
Let
me
take
something
one
by
one
on
the
India
India
group:
let's
have
a
conversation,
I
suppose
the
group
works
really
well,
because
it
is
great
agnostic.
So
we
don't
do
great.
J
Although
the
director
of
adults
is
involved,
Carl
and
barriers
he's
always
been
involved
all
the
way
down
to
a
you
know,
C1
stop.
So
you
get
a
really
good
mix
of
people
and
they
speak
really
openly
about
the
experiences
which
informs
what
we
take
forward
as
recommendations.
So
let's
have
an
offline
conversation,
I
suppose
I'm
nervous
around
what
dynamic
might
be
because,
as
a
constructed,
obviously
tell
you
you're
you're,
you
know
you're
elected
you
respect
you
and
that
might
affect
what
they
bring
forward.
J
If
you're
in
your
room,
I'm
not
saying
you've
been
dreaming
is
a
bad
idea.
I'm
just
thinking
you
know,
I
know
my
people
and,
and
they
know
how
powerful
you
are,
they
might
think
differently.
So
let's
have
a
conversation
about
how
we
can
meaningfully
engage
with
you
on
that
and
you've
got
a
real
interest
on
the
recruitment
piece
and
because
you
mentioned
that
to
me
before
so
I
think
there
are
ways
we
can
make
sure
we
get
your
voice
into
the
conversation.
J
Let's
maybe
let's
have
a
chat
about
how
best
we
do
that
on
the
your
point
about
if
their
responsibility
being
everybody's
responsibility,
we
say
that
in
the
training
all
the
time-
and
in
fact
it's
a
third
slide,
if
I
remember
in
the
training
back
that
you
know,
this
is
not
Giant
Eagle
science
Civic,
you
know
getting
your
EDI
adopt,
that's
not
how
this
works.
J
It
has
to
be
done
every
day
in
your
in
your
own
role.
Our
hope
is
regard
to
upon
where
we
we
have
resource
to
be
able
to
deliver
that
across
organization,
but
in
the
first
instance
that
stage
four
bit
of
your
training
session.
That
I
mentioned
is
a
manage
of
responsibility.
So
you've
come
across
two
other
manager.
You've
been
trained,
you've
been
given
the
resources
you
put
together,
a
simple
plan
for
your
team
and
you
deliver
then,
that
that
kind
of
ADI
responsibility
to
your
team.
J
So
everybody
buys
into
the
same
training
the
same
thing
you
had
so
that's
available
already
12.
We
have
14
000
staff.
So
when
you
think
about
how
practical
will
be
to
deliver
this
across
fourteen
thousand
staff
in
a
two
and
a
half
hour
face-to-face
session,
it
is
no
probably
practical
to
do
that
to
everybody.
So
we
are
using
the
managers
as
a
conduit
I
think
the
managers
know
clearly
they
have
a
role
to
play.
So
they've
added
training,
the
better
support
network.
J
I
Yes,
thank
you
very
much
so
Benchmark
cancer,
but
with
the
benchmarks
as
regards
to
the
grievance
element,
grievance
practice
review
more
generally.
D
We
can
Benchmark
in
various
ways,
I
mean
the
most
obvious
one.
Wouldn't
it
would
be
grievance
and
an
element
of
disciplinary
because
quite
often
in
disabilities,
then
it
will
bring
out
things
around
protective
characteristics
which
will
influence
things
that
go
to
tribunal,
but
whatever
you've
decided
to
use
as
that
Benchmark,
you
then
uses
for
future
evaluation.
Don't
you.
I
Yes,
thank
you
very
much
yeah,
so
you're,
absolutely
right
in
terms
of
that.
So
what
we
do
do
with
those
different
Employment
Practices,
whether
that's
discipline
and
grievance.
We
do
look
at
the
protective
characteristics
split.
So
we
we
have
that
granular
level
of
detail,
one
of
the
key
things
that
John's
tried
to
focus
on
in
terms
of
the
particular
agreements,
practice
review
and
a
key
metric
for
us
is
the
time
taken
to
remedy
a
grievance,
but
also
really
what
the
outcome
of
that
grievance
is.
I
So
we
have
taken
the
view
that
it
is
always
better
to
resolve
a
grievance,
particularly
regarding
a
discrimination
issue
quickly
and
informally,
and
one
of
the
reasons
why
we
wanted
to
do
all
of
that
work
led
by
John
and
and
all
of
the
engagement
that
we've
done.
Is
that
we're
finding
that
we
were
taking
people
through
quite
a
long
process.
I
So
the
longer
you
take
people
through
the
process,
the
more
frustrating
and
challenging
it
can
be
so
time
taken
and
what
the
remedy
and
outcome
is
is
a
key
measure
of
success
for
us
and
Jonathan.
You
did
some
quite
good
analysis
in
terms
of
actually
looking
at
that
time
taken
and
what
the
the
outcome
and
that
and
what
the
progression
of
those
formal
issues
were.
J
It
just
so
it
comes
up
I.
Just
add
to
that
now
that
I
properly
understand.
The
question
in
in
the
report
is
an
analysis
of
grievances
based
on
pretty
characteristics,
so
it
sets
out
by
grade
in
numbers
for
the
last
year
or
so
so.
We've
got
that
Benchmark
there
to
say
if
you
pick
a
particular
service
in
a
great
what's
a
given
data
telling
us
what's
coming
for
it
so
I
hope.
J
Obviously
we
seek
to
reduce
that,
but
I
would
I
would
urge
your
warning
and
the
warning
is,
but
the
loss
of
EDI
work
and
lots
of
services
and
colleagues
are
now
awaiting
to
this
challenge,
so
it
may
be.
We
get
more
reports
actually
coming
forward.
So
that's
not
necessarily
a
failure.
It
just
means
actually
people
feeling
comfortable
talking
about
these
issues.
D
Thank
you
and
I
think
what
we're
actually
asking
is
and
I
have
read
and
I've
seen
you
you
break
down
before
the
piece
of
work
started:
wear
it
benchmarked
and,
and
I
can't
see
it
anywhere.
So
we
can
look
at
the
the
dirty
supplied
now
and
the
downward
or
upward
Trend,
which
would
actually
be
success
as
well.
Can
I
just
kind
of
comment
on
something
you
said
about
the
importance
of
dealing
with
our
grievances
quickly
and
I
would
actually
disagree
with
that.
D
It's
important
to
deal
with
some
grievances
quickly
and
I
think
what
I'm
saying
is.
Our
grievances
are
the
best
for
what
is
the
best
for
that
grievance
haven't
said
that
very
well,
because
some
grievances,
the
law,
will
determine
that.
You
need
to
do
certain
things
and
it's
really
important
that
people
are
encouraged
to
take
the
right
steps
for
them
not
just
to
make
the
process
quick.
I
No
you're,
absolutely
right,
I
mean
the
outcome
of
the
grievance
has
to
has
to
remedy
what
the
individual's
concern
or
complain
to
worry
is,
and,
as
you
rightly
say,
there
will
be
a
whole
variety
of
what
they
are,
so
some
of
them
will
involve
quite
a
lot
of
intervention,
a
lot
of
due
diligence,
a
lot
of
formality,
if,
if
it
warrants
that
I
think
the
challenge
we
were
having
before
was
that
lack
of
triage,
where
perhaps
all
grievances
were
taken
through
a
complicated
process
or
actually
it
may
just
want
a
an
informal
conversation
or
some
engagement
with
the
third
party
or
mediation
whatever
it
might
be.
I
So
it
was
judging
and
determining
what
the
right
outcome
for
that
grievance
is,
rather
than
treating
every
grievance
as
a
very
complicated
formal
process.
But
you
are
right,
some
will
always
still
be
complicated
and
formal
I
should
also
answer
your
comment
just
about
the
role
as
well
in
terms
of
the
need
to
prioritize
EDI
right.
The
good
news
is
is
that
we
do
agree
with
scrutiny
board
on
this.
It
is
a
key
priority
for
us,
so
you'll
be
delighted
to
know.
I
Hopefully,
John
will
be
delighted
to
know
that
we
have
secured
funding
for
that
role
moving
forward.
So
that
is
some
positive
news.
A
We've
managed
to
keep
your
job
here
John.
Why,
then,
right
then
scrutiny
just
you
just
following
up
on
Council
Burt's
question
in
terms
of
teams
managers,
Cascade
information
to
teams.
Is
there
any
follow-up,
stroke,
accountability
on
that
information
being
cascaded.
J
The
dashboard
will
be
a
useful
pointer
as
to
how
teams
are
picking
this
up.
I
think
they'll
help
us
to
identify
that
we
are
giving
managers
very
simple,
basic
tools
of
how
you
bring
this
about
to
do
your
teams
making
it
stand.
The
agenda
right.
Tell
me
on
team
meetings
providing
space
for
for
colleagues
to
ask
questions
and
all
that
kind
of
stuff
I
think
you
need
to
think
about
how
we
meaningfully
measure
how
we
reaching
that
now
I'm
going
to
go
back
and
think
about
that.
It's
a
really
good
question.
Just
I!
J
Don't
I
don't
want
to
forget
councilor
back
to
last
question
on
the
intersectionality
I
think
it's
an
important
question
and
there's
about
20
minutes
or
so
of
the
two
and
a
half
hour
training
session
around
that
there's
a
whole
section
on
intersectionality
and
we
spending
your
time
explaining
what
bring
your
whole
self
to
work
means
no
human
being
exists
in
a
single
box
right,
I'm,
a
proud
Nigerian
of
African
Heritage
British,
and
my
makeup
is
complex
and
unique
to
me
and
I'm
quite
clear
with
my
intercessional
points
are
so
we
talk
a
lot
about
that
in
in
the
in
the
in
the
in
the
training
session
and
expose
managers
to
what
I
mean
by
intersectionality
and
guard
against
just
looking
at
particular
legal
protective
characteristic.
J
What
we're
doing
here
is
more
than
that
we
do
all
the
legal
Duty
stuff,
that's
just
bread
and
butter.
What's
important,
is
you
understanding
what
these
values
mean?
What
it
means?
Do
you
know
your
team?
What's
the
makeup
of
your
team
right
as
a
group?
Where
are
the
gaps
you
need
to
feel
and
all
that
stuff
is
cultural
change
and
I
keep
bugging
about?
That's
our
Focus
right.
J
Our
focus
is
making
sure
our
organization
is
truly
representative
our
communities,
and
we
only
do
that
by
having
those
conversations
and
that
part
of
the
training
is
really
important
and
we
have
really
maybe
you
should
come
and
join
with
our
session
and
see
at
the
back
and
listen.
We
have
really
interesting
conversations
when
I
work
with
turning
that
around
and
getting
underneath
that
particular
topic
has
values
right.
If
you
sign
up
to
be
listed,
the
council
staff
you
sign
up
to
our
values,
they're
non-negotiable
right.
J
D
So
in
front
of
weaknesses
and
on
YouTube
I
want
to
say
yes,
I'll,
take
up
your
invitation,
John
I'm,
not
sure
it
was
an
invitation
but
I'm
accepting
and
just.
Lastly,
just
following
on
from
what
you
said
and
I
wouldn't
disagree
with
anything
you've
said
the
report
talks
again
putting
much
of
the
focus
on
managers
during
the
appraisal
process.
Well,
I
would
argue
that
appraisal
processes
are
the
other
way
around.
It's
the
appraises
responsibility
to
go
equipped
and
to
take
evidence
that
supports,
because
an
appraisal
shouldn't
be
something
that's
done
to
you.
D
P
K
K
Actually-
and
you
know
an
increasing
amount
and
I
know,
I
had
to
look
for
something
about
a
year
ago
and
I
was
really
surprised
just
how
much
there
is
and
I
think
we've
done
work
as
well
to
try
and
improve
the
signposting
of
that,
so
it
can
be
Taylor.
So
I
just
wanted
to
make
that
important
points.
Not
although
the
Mundus
training
is
new
and
really
a
significant
Focus,
it's
not
the
the
first
time
we've
done
EDI
training
and
just
to
add
to
what
John
said
in
terms
of
accountability.
K
I
agree
with
you
in
terms
of
the
appraisal
process.
It
should
be
for
both
parties
definitely
to
bring
that
and
in
terms
of
closing
out
those
you
know
making
sure
that
everybody
is
doing
the
mandatory
training
and
each
of
the
five
steps
I
mean
I,
wouldn't
quite
say
it
gets
a
mentioning.
Every
single
weekly
update
that
we
do
but
probably
not
far
off
and
we
have
been
really
tracking
through
and
making
sure
right.
K
Here's
your
list
who
still
haven't
and
ramping
up
the
action
that
we've
been
taking
in
response
to
those.
L
Thank
you
chair
and
thank
you,
councilor
Burke,
for
for
your
questions
this
morning
and
I'd
just
like
to
give
a
further
invitation
out
to
you
to
come
and
join
my
team
to
see
the
kind
of
work
that's
happening
through
my
portfolio
on
this
agenda
as
well,
because
of
obviously
the
interest
that
I
know
you
have.
But
you
know
the
interest
that
you've
shown
on
this
on
EDI,
particularly
today,
I'll
be
very
happy
for
you
to
come
and
and
join
my
team
on
the
work.
A
N
Thanks
Andrew
buddy
John
to
have
had
the
updated
statistics
that
you
showed
us
before
before
the
meeting
today,
because
it
actually
updated
the
the
five
Workforce
priorities
which
I
already
had
done
a
lot
of
work
on
a
waste
of
time,
a
bit
of
death
by
PowerPoints.
Much
better
to
have
this
information
in
advance.
N
Okay,
I
couldn't
see
the
information
on
the
screen
anyway,
but
what
I
did
pick
up
was
under
the
workforce
priorities,
the
sorry,
the
workforce
priorities
under
support,
more
people
to
progress,
better
care,
better
career
development
options
for
underrepresented
groups.
Our
work
is
allocated
acting
up
on
honorariums
and
under
training
for
staff
and
managers,
more
regular
reporting
of
uptake.
In
all
those
three
cases,
work
has
yet
to
be
started,
which
I
think
is
critical
to
the
success
of
the
entire
project.
J
You
Council
Flynn,
and
it's
apologies
for
that
we
can.
We
can
share
more
data
to
separating
the
report.
Format
and
I
can
say
something
get
that
across
to
you
to
have
a
look
at
progression
is
probably
the
one
where
we've
had
the
lists.
I
suppose
progress
at
this
point
in
time
and
there's
a
recognition
to
do
more
on
that
we're
trying
to
come
up
with
a
framework
of
what
we
can
kind
of
hang
off.
J
What
progression
means
and
that's
why
we
spend
some
time
looking
at
positive
action,
and
what
do
we
mean
by
that,
because,
if
you're
going
to
Target
underrepresented
groups
a
properly
in
the
organization,
we
need
to
be
clear.
What
we're
saying
to
organization
and
allowing
managers
to
do
the
last
thing
we
want
to
do
is
end
up
in
a
situation
where
the
perception
that
we're
favoring
particular
groups
becomes
an
issue
and
a
challenge
for
us,
and
that's
only
fair.
J
We,
you
know
our
approach
is
purely
about
Merit
right
and
we
need
to
make
sure
that
second
starting
point
so
we're
clear.
Then,
when
we
delivering
equality.
Yes,
we
need
to
make
sure
we
understand.
We
meet.
Colleagues
at
who
have
a
particular
need
that
open
w
quality-
and
we
address
that,
but
to
do
that,
we
need
to
be
clear
on
on
positive
action.
J
N
Whistleblowing
Mariani
you'll
be
sick
of
me
asking
about
this
I'm
sure
every
time
I
asked
and
the
last
time
was
last
Monday,
I,
retired,
battered
and
bruised,
but
in
good
order
and
ready
to
come
forward
again
Mariani,
you
said
before
it's
quite
difficult
to
actually
measure
or
judge
the
whistleblowing
or
the
the
new
sort
of
Guardian
is
actually
being
successful
or
not,
and
that's
absolutely
critical
to
it.
It
doesn't
matter
how
good
or
how
great
the
guardian
actually
is.
N
If
it
isn't
working,
you
know
it's
it's
a
complete,
not
a
waste
of
time,
and
the
only
way
you
know
it's
working
is
if
we
get
feedback
from
the
people
who
are
actually
blowing
the
whistle
which
is
difficult,
I
know
because
a
lot
of
people
are
do
it
anonymously.
N
I've
mentioned
before
that
we
talk
about
the
NHS
and
whistleblowing,
and
that's
where
we've
got.
The
idea
from
the
NHS
is
is
one
of
the
worst
examples
actually
of
what
happens
to
whistleblowers
when
they
speak
up.
You
put
your
head
above
the
pattern
put
there
by
and
large
it
gets
shut
off,
so
it
I
I
know,
there's
no
answer
to
it
today.
N
What
I
want
to
know
is
from
a
staffing
point
of
view,
is
whether
or
not
they
think
it
is
successful,
not
not
whether
we
do
whether
management
do,
but
whether
the
staff
think
it's
successful,
because
that's
who
it's
aim
that
and
lastly,
I
would
have
welcomed
the
views
of
Staff
groups
here
today,
because
what
we've
heard
is
the
is
the
management
side,
what
we're
actually
doing
and
all
the
rest
of
it.
N
The
key
to
this
is
whether
staff
in
you
know
addition
to
whistleblowing
feel
that
what
we're
doing
is
right,
it's
progressing
rightly,
and
it's
going
in
the
right
direction.
So
perhaps
at
Future
meetings
we
can
ask
the
staff
groups
to
to
attend
and
give
their
representations
what
the
staff
think
about
it.
A
Just
just
on
the
stuff
I
do
think
it's
worth
noting
that
we
have
had
all
all
the
staff
groups
here
and
the
reason
we
have
this
meeting
is
because
at
the
last
staff
group
time
they
were
here,
we
spent
so
much
time
speaking
to
the
staff
Network,
which
is
absolutely
what
we
should
do.
I
cut
off,
counselor
growing
and
didn't
let
her
ask
John
any
questions
because
of
the
time
so
I
do
do.
Take
your
point.
We
need
to
keep
that
focus
and
I.
A
A
Yes,
I
agree
and,
as
I
said
already,
we
listen
to
them
at
two
meetings
ago
and
we
wanted
some
follow-up
from
the
statements
they
made
about
the
corporate
response
and
I
and
I
guess
my
take
would
be
ideally
would
have
had
them
at
the
same
meeting.
But
there
wasn't
time
to
listen
to
the
John
and
I
prioritized
listening
to
the
staff
networks.
A
Last
time
brought
John
back
this
time
to
listen
to
John
and
the
corporate
team
and
then
in
the
future,
if
I'm
still
chair,
I'm
sure
we'll
bring
bring
the
the
staff
networks
back.
We
have
a
other
points.
Let
John
Mariana
wants
to
come
in
so
I'll.
Let
you
come
in.
K
Yeah
I
mean
obviously
the
whistleblowing
and
the
freedom
to
speak
up.
They
have
similarities,
but
they
are
also
different.
So
obviously
audit
colleagues
answered
last
Monday,
yeah
I,
think
I
did
say
earlier.
We
will
try
and
ensure
that
from
Vanessa's
point
of
view
she
is
checking
in
with
those
colleagues
who
are
raising
Freedom
speak
up
concerns
where
we
know
who
they
are.
K
L
Yeah,
if
I
can
just
add
to
the
point
about
the
whistleblowing
and
the
freedom
to
speak
up,
Guardian
we're
a
very
different
organization
to
the
NHS
councilor
Flynn
and
I.
Don't
disagree
with
your
your
kind
of
statement
on
the
NHS
and
whistleblowing
from
from
what
I've
seen
but
I
think
here
at
least
city
council.
L
We
we
deal
with
things
much
differently
to
the
NHS,
which
is
you
know
why
we're
the
first
Council
in
the
UK
to
have
a
freedom
to
speak
up
guardian
and
we're
dealing
with
it
in
a
very
different
way.
L
In
fact,
I
think
not
only
is
Vanessa
getting
support
from
freedom
to
speak
up
Guardians
in
the
NHS
and
National
Air,
but
actually
I
think
they're
learning
something
from
Vanessa's
role
here
in
the
local
Authority
and
and
how
that's
different,
and
it
is
really
we're
in
we're
on
that
Journey
with
started
that
Journey
we've
made
that
commitment.
We
are
going
to
continue
with
that
commitment,
but
we've
got
to
give
it
time.
Haven't
we
to
see
how
that
progresses,
and
you
know
over
over
time
and
and
into
the
next
year.
L
So
you
know,
let's,
let's
give
that
chance
and
see
how
much
that
of
a
difference.
That's
going
to
make
as
as
we
go
as
we
go
along
can
I
just
make
a
point
about
the
staff
networks.
Are
the
staff
not
being
here
today
and
I've
been
to
most
meetings?
L
I
missed
the
last
one
where
the
staff
actually
attended,
but
but
I
do
understand
from
what
the
chair
said
and
from
my
briefings
on
scrutiny,
but
actually
the
staff
have
really
made
their
understanding
of
our
corporate
policies
very
clear
to
scrutiny
and
very
recently,
in
fact,
so.
I
really
appreciate
the
time
given
to
corporate
colleagues
HR
colleagues
today
for
them
to
have
the
opportunity
to
explain
full
of
the
policies
and
the
commitments
that
are
in
place
in
order
to
to
prioritize
equality,
diversity
and
inclusion.
L
This
scrutiny
board
I've
I've
set
out
already
the
priority
on
the
speak
up
Guardian,
but
we
absolutely
are
vdi
as
the
at
the
heart
of
our
priorities.
If
you
look
at
Tom,
Reardon
and
and
what
he
said
and
how-
and
he
he
devoted
his
leadership
session
this
year
to
to
be
our
best
to
the
EDI
and
the
equality
agenda
and
Tyler,
you
know
so
it's
coming
from
the
very
top
of
the
organization
that
that
commitment
is
absolutely
there.
L
But
we're
here
to
learn
and
and
what
we
take
forward
in
progress
is
from
what
we're
learning
today
and
throughout
the
year.
A
A
I'm
sure
you'll
come
back
councilman,
okay,
councilor
Richie.
G
Thank
you
chair.
First
of
all,
thank
you
for
the
report
and
thank
you
also
both
to
councilor
Burke
and
yourselves
for
listening
around
the
use
of
the
term
being.
It
proves
the
value
of
elected
members
in
scrutiny
and
officers
listening.
So
thank
you
to
all
involved
with
that.
G
I
just
want
to
throw
in
something
that
was
born
out
of
one
of
my
fascinating
conversations
that
I'm
lucky
to
have
with
my
wife
when
I
mentioned,
she
asked
me
what
we
were
doing
scrutinizing
today
and
I
said
EDI,
and
she
used
the
phrase
Equity
rather
than
equality,
and
then
she
gave
me
a
lesson
in
the
differences
now
I
don't
want
to
patronize
anybody,
but
a
simple
analogy
would
be.
G
Equality
would
be
to
give
the
same
box
to
look
over
a
six
foot
fence,
whereas
Equity
would
recognize
any
differences
in
Heights
to
see
that
so
I
just
wondered
if,
and
some
organizations
do
have
an
equity
if
we
could
should
be
introducing
that
particularly
around
recruitment
whereby
again,
universities
recognize
this,
don't
they
often
in
that
term,
they'll
take
lower
grades
from
lower
performing
schools
than
perhaps
private
schools
so
with.
Maybe
if
you'd
have
to
introduce
an
extra
e
into
the
EDI
I,
don't
know,
but
to
be
fair.
G
I
Thank
you,
councilor
Richie,
yes,
you're,
right,
I,
don't
think,
there's
any
great
desire
to
extend
the
acronym,
even
more,
but
conceptually
I
think
your
rights
that
actually
a
lot
of
the
word
that
we
are
doing
is
about
Equity,
not
not
necessarily
quality.
So
our
view,
as
Equity
is,
is
about
the
fairness
piece
and
that's,
as
Mariano
said,
is,
is
deep
rooted
in
our
values.
I
So
actually
I
would
agree.
I
think
the
reason
the
equality
bits
there
at
the
moment
is
because
it
relates
back
to
again
an
issue
that
John
said
earlier.
In
terms
of
we
have
to
do
it.
You
know,
we've
got
the
equality
rights
that
there's
a
legal
framework
that
still
uses
the
the
equality
terminology
and-
and
that's
that's-
why
it's
there,
although
the
outcome
is
actually
focused
on
the
equity,
so
it
is
a
little
bit
of
a
mixed
bag.
I,
don't
think
yet.
I
We've
got
a
a
remedy
for
that,
but
conceptually
I
do
completely
agree
with
what
you
said.
J
Yeah,
thank
you
Andy
and
just
to
add
to
that,
if
you
were
to
attend
one
of
the
sessions,
Council
Richie,
you
see
a
picture
that
I
use
as
a
stock
item.
That
has
three
boxes.
That
has
equality,
equity
and
inclusion,
and
we
take
real
time
to
explain
what
that
means.
But
I
think
language
is
really
important
in
this
sector.
J
In
this,
in
this
space
and
let's
say
I
might
just
understand
it's
about
the
way
of
being
all
right
and
I
made
that
point
again
and
we
talk
about
what
you
call
equality
and
is
become
most
easiest
and
sometimes
confused
senses.
Obviously
everyone
thinks
about
treating
people
fairly.
You
know
in
terms
of
everybody
they're
saying
right:
everybody
has
the
same
box.
That's
why
I
get
that.
What
we're
about
is
equity,
treating
people
according
to
their
needs,
and
we
take
time
to
kind
of
explain
that
Central
Point
to
all
our
managers,
but
yeah.
J
That's
like
I
wish
I
had
that
slide
up
that
we
used
to
explain
the
very
Point
you're
making.
G
So
thank
you
for
that.
That's
really
reassuring,
saying
again,
thank
you
to
my
wife
for
educating
me
this
morning.
She
often
does
so
one
one
area
that
perhaps
I'll
just
drill
down
to
is
around
recruitment
so
taking
the
university
example,
so
our
marginalized
communities
particularly
would
perhaps
benefit
and
I
know
you
probably
don't
want
to
open
up
the
whole
recruitment
debate.
That's
another
item,
but
just
to
touch
briefly
on
that.
If
there
are
any
plans
to
to
look
at
that-
and
you
know
entry
levels
and
so
on.
Q
J
We're
doing
some
of
that
already,
we
I
mean
actually
my
colleague
that
was
here
before
clear
who
heads
up
a
recruitment
piece
because
I
talked
about
this,
but
we
are
looking
at
that
already
how
we
use
apprenticeships
appropriately.
Do
we
take
out
the
service
to
our
communities,
so
we're
looking
at
that
we're
revamping
our
website
at
the
minute
in
terms
of
how
to
recruits
you'll
have
seen
a
video
that
we
launched
on
YouTube
with
Tom
talking
about
our
values
and
reaching
out
to
our
communities.
I
Yeah,
a
really
good
example
of
that
cancer,
which
is
a
collaborative
work,
we're
done
with
the
NHS
locally,
where
we
have
done
a
piece
of
neighborhood
recruitment
of
going
into
neighborhoods
and
really
engage
with
the
local
community
and
encourage
them
to
members
of
the
community
to
consider
working
within
the
NHS
or
ourselves
or
previously.
I
Perhaps
those
roles
would
not
have
seen
accessible
and
there's
been
some
success
in
some
of
those
priority
neighborhoods
fairly
early
days
that
started
a
couple
of
years
ago,
and
it
is
quite
intensive
resource
intensive,
but
nevertheless
it
really
is
sort
of
bringing
down
some
of
those
access
barriers.
So
lots
of
plans
to
do
that.
We're
actually
working
with
our
anchor
organization
to
try
to
broaden
it
Beyond,
just
the
Council
on
the
NHS
to
engage
the
higher
education
institutions.
K
Just
to
give
a
really
practical
example
of
that,
as
well
a
lot
of
the
recruitment
we've
done
with
business
admin
service,
where
we
had
a
lot
of
challenges
with
recruitment,
you
know,
did
use
our
jobs
and
skills
service
to
get
out
into
Community
hubs.
Support
people
with
application
forms,
try
different
kind
of
application,
forms
and
different
aspects
of
recruitment
to
try
and
really
get
to.
You
know
again
at
John's
Point
people
who
are
representative
of
the
city
and
who
might
normally
face
various
barriers.
A
L
Very
quickly,
a
huge
thank
you
to
Mrs
Richard
for
raising
Equity
with
you
this
morning,
councilor
Richard
and
just
to
let
you
know
that
the
theme
of
this
year's
International
women's
day
was
Equity,
not
equality.
So
please
pass
our
thanks
on
to
her.
M
Thank
you,
I
just
wanted
to
go
back
to
the
you
said.
We
did
side
about
the
grievance
practice
review,
it
was,
they
said
it
didn't
work
and
they
we
did
was
we
had
a
review,
but
he
doesn't
actually
tell
us
the
outcome
of
that
review
so
did
did.
Was
there
significant
changes
and
how
are
we
monitoring?
If
that
is
what
people
actually
wanted
to
see?
It
goes
back
to
the
monitoring
of
things
that
we
do.
Q
J
That
sets
out
the
findings
of
that
reports.
The
summary
of
that
report,
the
key
for
areas
that
we
recommendations
under
which
was
accountability
so
making
sure
that
we
would
mind
just
to
account
I'm
trying
to
remember
them
now
a
consistency
of
approach
across
the
organization.
J
Then
there's
one
around
I,
don't
remember
the
other
two,
but
suddenly
we
can
share
the
report
that
sets
out
all
that
work
and
that's
in
the
public
domain.
So
we
can
share
that
with
you.
If
helpful.
M
M
You
see
what
I
mean
I'm,
probably
not
saying
that
very
well,
but
basically
does
it
address
the
issues
that
the
people
had
in
the
first
place,
I.
A
I
guess
we'll
have
to
ask
them
I
my
take
is
were
too
early
in
in
the
process.
So
we,
when
we're
on
point
three
of
John's
five-step
plan,
and
so
next
year.
Hopefully
the
staff
networks
will
come
back
to
the
scrutiny
board
and
my
my
take
was
as
very
candid
with
us
last
year
and
and
the
year
before
so
I'm
sure
they'll
continue
to
be
candid
with
us.
If
we're
not
not
getting
it
right,
but
certainly
one
element
will
be
our
scrutiny.
Work
at
this
board.
M
A
Thank
you,
councilor
Chapman,
Council
Burke
thanks.
D
Chair
can
I
just
ask.
Obviously
it's
a
huge
piece
of
work
and
40
000
staff
is
huge,
but
are
there
any
plans
to
deal
with
Associated
organization,
I'm
thinking,
tmls
and
subcontractors,
who
would
be
viewed
as
being
firmly
part
of
the
council?
D
I
was
at
a
meeting
quite
recently
where
some
of
the
the
conversation
and
the
language
was
quite
was
appalling,
was
obviously
racist
and
apparently
which
of
course,
I
challenged,
but
the
the
common
view
is
that
they
are
part
of
this
local
Authority,
even
though
that's
by
association
so
I
think
that's
a
a
really
key
area
that
we
perhaps
need
to
look
at.
That's
number
one
and
can
I
just
comment
on
the
freedom
to
speak
up.
Guardian
I
think
it's
a
fantastic
initiative.
D
It's
a
great
Rule
and
if
she's
got
80,
nobody
could
have
a
case
load
of
80
ongoing
because
she
wouldn't
be
able
to
manage
that
case.
Load
so
presume
that's
80
over
the
eight
months,
which
makes
it
far
more
realistic
and
manageable.
But
I
just
wanted
to
say
it's
brilliant
I
think
we
should
be
really
proud.
We've
got
one,
however,
its
additionality.
Isn't
it
it's
not.
The
be
all
and
end
all
because
we
still
have
Trade
union
reps
in
place,
so
we'll
deal
with
the
bulk
of
it.
D
J
So
yeah,
if
I
talk
about
the
the
last
one
I
think
I've
always
been
clear.
I
think
Miranda
made
a
point
that
the
philanth
speaker,
Guardian,
is
you're
right,
another
door
into
the
house.
At
least
you
can
enter
the
house
and
we're
very
clear
that
we
have
obviously
visible
in
policy.
We
always
mentioned.
Obviously,
routes
to
trade
unions
and
we're
making
it
easier,
I
think
is,
is
a
key
point.
I
Okay,
thank
you
so,
in
terms
of
the
first
point
Council
about
perhaps
two
quick
things
from
me
on
that
so
John
referred
back
to
the
the
broad
city-wide
EDI
vision
and
action
plan
that
exec
board
approved
February,
and
that
does
talk
about
a
wider
population
of
people
and
organizations.
So
obviously
talks
about
us
as
an
employer
as
an
organization,
but
it
also
talks
broader
in
terms
of
EDI
being
built
into
Service
delivery,
which
will,
as
you
rightly
say,
include
other
organizations
that
we
commission
with
and
that
deliver
services
on
our
behalf.
I
I
What
we
have
done
is
there
are
some
checks
and
balances
to
make
sure
that
that
should
work
in
practice.
So
when
we
procure
and
work
with
partner
organizations,
those
organizations
as
part
of
that
procurement
criteria
will
have
quite
strict
EDI
obligations
as
part
of
that
social
value
piece.
So
we
we
shouldn't
and
we
don't
work
with
organizations
that
can't
demonstrate
similar
values
that
don't
have
some
commitment
and
EDI.
A
Thank
you,
okay,
good.
Thank
you
very
much
for
coming
today.
I
really
feel
like
it's
been
a
useful
discussion
and
I
think
you
can
see
we're
really
pleased
to
hear
it's
a
variety
of
the
administration
and
of
the
council.
As
you
can
see,
it's
also
a
priority
for
this
scrutiny
board
and
for
myself.
I
think
it's
really
important.
So
thank
you
very
much
for
that
and
so
I
I
always
think
it's
best
practice
is
if
we
go
over
90
minutes
that
we
should
have
a
comfort
break
so
I'm
gonna.
A
Thank
you
very
much
close
this
item
and
then
we'll
come
back
in
10
minutes
time.
Just
out
of
I
think
that's
the
best
practice.
So
thank
you
very
much
and
see
you
again
in
10
minutes.
A
Okay,
welcome
back
everyone.
Thank
you
for
coming
back.
It's
good.
Next
item
is
item
nine
on
page
41
of
the
agenda
pack,
and
this
is
about
electoral
services
and
in
particular,
photo
ID,
so
I'm
going
to
pass
over
as
usual,
assume
we've
read
the
papers
a
bit
of
anything
in
particular.
You
want
to
draw
out,
please
feel
free
to
see
you
soon.
R
Based
on
the
current
in-person
Electra
and
various
research
carried
out
by
the
government
and
electoral
commission,
we
expect
between
two
thousand
and
seven
thousand
applications
for
free
voter
ID
called
Avatar
Authority
certificate.
At
the
time
of
writing
the
report
at
the
beginning
of
March,
we
had
received
just
under
600
applications.
This
morning
the
total
is
951..
R
There
have
been
no
significant
increase
in
postal
voting
applications
to
bypass
the
ID
requirement,
which
has
been
the
case
in
neighboring
authorities.
We
think
this
is
due
to
the
fact
we
already
have
a
very
large
postal
voting
electorate,
which
is
a
legacy
of
the
right
out
prior
to
the
covert
elections
in
2021.
R
The
Electoral
registration
officer
established
a
project
board
for
virtual
ID
in
October
22
and
attended
by
electoral
Services,
Communications
and
marketing
team
colleagues,
web
team
colleagues,
the
contact
center
and
IDs,
and
it's
chaired
by
the
chief
officer
of
Elections
and
Regulatory.
The
communications
and
marketing
team
have
been
heavily
involved
in
publicizing.
The
requirements
show
about
her
ID
and
the
report
outlines
everything
that
had
been
done
to
raise
awareness
up
to
the
start
of
March.
R
So
what
I'm
going
to
do
now
is
just
provide
a
further
update
on
what
we've
done
over
the
last
few
weeks
and
localities.
Colleagues
have
been
provided
with
and
have
shared
information
via
community
forums
and
Communications
platforms.
Work
remains
ongoing
in
this
area
to
extend
the
reach
as
much
as
possible,
including
the
lgbtq
plus
trans
and
non-binary
communities.
National
resources
produced
by
the
Electoral
commission
have
been
translated
into
multiple
languages
and
used
as
part
of
a
focus
on
tailored
information
to
those
communities.
R
Translated
posters
have
been
placed
on
cage,
refuse
wagons
operating
in
Basin
and
Halbert
Gibson
and
her
Hills
and
Hansel
in
Riverside
Wards,
as
well
as
the
city
center.
These
are
slow-moving
highly
visible
Vehicles
following
routes
through
communities
where
Urdu
Punjabi,
Romanian
and
polish
Has
Broken
social
media
messaging,
tailored
to
speakers
of
Urdu,
Romanian,
Punjabi,
Portuguese
and
polish
are
currently
running
on
Facebook
and
Instagram,
targeted
again
to
speak
because
of
those
languages.
R
Information
tailored
for
older
people
has
been
shared
with
care
and
nursing
homes
across
Leeds,
as
well
as
well
as
with
older
people's
groups
via
community
networks
and
we're
working
with
the
Leeds
Society
for
deaf
and
blind
people
to
share
guidance
tailored
for
blind
and
partially
cited
electors,
as
well
as
people
that
use
British,
sign
language
and
want
easy
to
read
documents.
Everyone
who
is
currently
registered
to
vote
anonymously
has
also
been
contacted
with
information,
as
they
require
a
specific
document
called
an
anonymous
elector's
document
to
be
able
to
vote
in
person.
R
As
the
report
mentions,
the
services
plan
well
for
the
additional
workload
and
there's
been
no
impact
on
the
usual
preparation
for
the
May
elections
and
finally
polling
station
staff.
Training
is
currently
being
finalized
and
includes
comprehensive
information
about
dealing
with
the
new
processes.
In
addition
to
the
interactive
online
training,
they
usually
receive
presiding
officers,
who
are
in
charge
of
the
polling
stations,
will
receive
face-to-face
training
from
myself
and
the
deputy
head
of
electoral
services.
R
So
in
most
cases,
the
only
change
to
an
elected
experience
will
be
to
show
their
ID
between
being
located
on
the
register
and
issue
a
ballot
paper.
Any
instances
of
electors
being
turned
away
because
they
don't
bring
ID,
don't
bring
accepted
ID
or
their
ID
is
believed
to
be.
A
forgery
will
be
recorded
by
polarization
staff.
In
all
circumstances,
they
will
have
the
opportunity
to
return
to
the
polling
station
with
their
accepted
ID,
and
that
concludes
my
summary
of
the
report
and
happy
to
take
any
questions.
Chair.
A
Thank
you
very
much,
I'll
I'll
start
again,
if
that's
okay,
so
just
in
terms
of
the
the
other
item
that
could
happen
is
ID
doesn't
look
as
close
as
you
might
expect.
I
just
wanted
to
touch
in
on
I.
Guess
one:
the
training
on
that,
because
I
think
that's
quite
difficult
judgment
call
for
someone
who's,
not
a
professional
border
control
person
to
make
a
judgment
on,
and
so
there's
any
training
and
I
guess
link
to
that
is
around
two
other
things
linked
to
that.
A
So
one
is
around
security
of
the
presiding
offices
and
and
that
sort
of
thing-
and
the
second
is
around
women
who
may
not
feel
comfortable
with
a
male
inspecting
their
face
really
closely.
So
just
that
that
peace
place.
R
Okay,
so
in
terms
of
ID,
looking
like
the
elector,
every
member
of
polling
station
staff
will
receive
training
on
how
to
look
at
distinguishing
features
to
look
at
Ivy
as
Noah's
positioning
of
those
and
also
talk
past
gender
as
well,
because
somebody
may
have
an
ID
that
is
not
typical
of
their
their
gender
at
that
time,
when
they're
presented
in
the
polling
station,
so
they
will
have
comprehensive
training
on
that,
both
from
the
association
of
electoral
administrators
and
there's
things
in
the
Electoral
commissions
handbook
they
all
get.
R
R
Now
they
are
very
encouraging
of
making
sure
that
we
keep
the
process
safe
and
that
they
will
be
on
hand
within
minutes
if
there
is
an
incident
that
they
feel
that
they
need
to
attend
and
we've
also
got
security
at
various
polling
stations
where
we've
identified
all
where
they've
requested
for
that
it's
required
and
in
terms
of
women
in
female
staff
in
polling
stations.
We
have
at
the
moment,
I
think
20
stations
where
we've
not
been
able
to
put
a
female
member
of
Staff
in
out
of
330..
R
These
are
in
areas
where
it's
very
unlikely
that
somebody
will
need
to
remove
a
face
covering
we've
done
a
risk
register
on
that
and
looked
at
the
areas
that
we
think
we
definitely
need
female
stuff
in
in
every
area.
There's
a
female
polling
station
inspector,
and
so
if
there
is
a
male
member
of
Staff
in
the
station-
and
they
are
asked
for
a
female
to
do
the
identification
check-in,
we
would
call
the
polling
installation
inspector.
They
will
all
be
within
about
10
minutes
of
any
station,
because
we've
doubled
the
number
of
polling
station
inspectors.
A
R
Yes,
what
we'll
say
to
preside
in
offices
is
only
if
they're
not
able
to
make
a
final
determination
themselves
should
they
call
the
polling
station
inspector
who
will
come
and
make
the
final
decision
and
the
law
actually
emitted,
allowing
Portland
station
inspectors
to
do
ID
checks
and
make
final
decision.
So
they
will
all
be
appointed
Deputy
returning
officers
with
powers
specifically
for
that
to
enable
them
to
do
so.
A
G
Well,
it's
not
a
question,
but
a
comment
and
I
think
it's
important
to
me.
Obviously
this
has
been
dropped
on
You
by
government
I.
Don't
think
any
of
us
in
this
room
want
a
bit
and
see
the
you
know
any
benefits
to
it
or
any
necessary
necessity
to
it.
So
I
just
want
to
you
know,
praise
the
work
that
you've
done
on
your
theme,
Susanna
and
also
the
efforts
that
you've
gone
to
in
terms
of
advertising.
G
I'm
sure
we'll
still
find
people
who'll
say:
oh
I,
didn't
know
anything
about
this,
that's
inevitable,
but
I
think
you've
gone.
You
know,
as
far
as
you
can
and
I
just
hope
that
we
do
get
the
costs
fully
responded
from
government
as
they've
pledged
to
do
including
sort
of
opposite
time.
And
what
have
you.
R
Thank
you,
councilor.
We
are
keeping
a
a
very
good
record
of
all
the
time
spent
and
everything
and
that
we've
had
to
purchase
for
this.
There
is
a
list
of
things
you're
not
allowed
to
claim
back
for
us
I've
been
very
careful
to
make
sure
that
what
we
do
fits
in
with
what's
claimable
and
we're
confident
we
will
get
full
reimbursement.
A
Thank
you
and
I
I
Echo
your
sentiments
Council,
which
Council
Cooper
do
you
want
to
come
in.
L
Yes,
thank
you,
chair
and
and
I
suppose,
just
to
follow
on
from
councilor
Richie's
comments.
That
I
was
on
a
ministerial
call
last
week
where
Leeds
was
recognized
as
a
an
area
of
good
practice
for
for
photo
ID
at
the
minute
from
Michael
the
people
who
were
on
it.
L
L
I
have
some
concerns
about
how
it
will
actually
work
on
the
day.
I
have
concerns
about
the
safety
of
the
staff
in
the
polling
station.
L
Should
anything
occur
if
somebody
gets
turned
away
and
they
become
aggressive,
you
know
towards
staff,
and
so
on,
like
that
could
happen,
and
indeed
the
yep
around
an
article
front
page
last
week
just
about
this,
this
this
potential
for
for
issues
on
the
day
itself
and
and
I
suppose
that
we've
done
everything
we
can
in
terms
of
raising
awareness
for
the
electorate
and
and
and
indeed
when
the
polling
cards
go
out,
it
will
say
clearly
at
the
top
of
the
boiling
card
that
they,
if
you
you
know
going
to
the
polling
station,
you
will
need
for
Friday
I've
been
invited
to
further
ministerial
roundtables,
but
sometimes
when
I
ask
for
them
to.
L
You
know,
leave
it
this
year
and
take
it.
You
know
to
Future
years,
because
we're
not
in
a
position
where
100
of
the
electorate
will
have
the
appropriate
photo
ID
to
be
able
to
undertake
their
Democratic
rights
of
voting
an
election.
This
mayor,
I'm,
afraid
they've
fallen
on
death
ear
so
far,.
R
That
you
mentioned
councilor
Cooper
about
the
the
safety
of
polling
station
stuff
and
obviously
it's
something
we
are
concerned
about
on
tip
very
seriously
and
I
picked
up
that
some
violence
and
aggression,
training
had
been
carried
out
in
a
BCL
T
update
and
contacted
the
health
and
safety
team
about
that.
So
they
will
be
attending
out
of
face-to-face
briefing
and
to
provide
more
on
this,
so
that
the
the
staff
feel
prepared
and
supported
for
polling
day.
D
Hi
just
went
through
the
reply,
doesn't
say
it
tells
you
what
they're
required
for
ballot
paper
has
been
refused,
but
I'm
just
concerned
if
they
record
what
id
in
terms
of
identification.
So,
as
you
know,
it'd
go
against
gdpr
if
we
wrote
somebody's
driving
license
and
then
the
number.
So
what
will
they
actually
record?
Well,
just
tick,
a
box
to
say
ID's
been
presented,
or
will
they
say
what
it
is.
A
Okay,
thank
you
very
much.
She's
had
a
really
useful
and
and
yeah
clearly,
if
you've
done
a
lot
of
work
on
this
and
it's
appreciated.
Okay,
I'm
gonna
close
this
item.
Thank
you
very
much
for
attending
okay.
So
we're
gonna
move
on
to
agenda
item
10,
which
is
the
summary
of
this
year's
work.
I'd
just
like
to
start
so
just
say.
Thanks
to
Becky
and
Rob
with
being
a
principal
screening
advisors
this
year
been
really
helpful
and
really
supported.
A
My
role
as
chair
I
know
Neil's,
not
here,
but
Neil
and
Mariana
have
also
fed
into
the
work.
That's
gone
on
so
massive
appreciation
about
that
and
then
obviously
also
councilor
Cooper.
It
listens
to
these
meetings
and
takes
things
on
board
and
it's
good
to
see
that
we've
got
the
similar
agenda.
Certainly,
today,
we've
been
on
the
same
same
page
with
Executives.
So
that's
that's
very
good.
Okay,
so
open
up
to
any
questions
about
the
report,
I
I
think
it's
mostly
self-explanatory.
G
Yeah
just
an
observation
around
attendance.
Obviously
the
the
boards
are
set
up
politically,
proportionately
and
so
on
and
so
forth.
But
without
naming
names
there's
you
know
persistent
absentee.
G
You
know
should
that
be
reflecting
in
the
report.
I
know
it
goes
on
attendance
records
and
what
are
we
but
I
just
find
it
bizarre
really
that
you
can
have
a
persistent
absentee
when
perhaps
another
member
could
certainly
placing.
A
For
what
for
what's
worth
cancer
Richie
I
agree
with
you,
I
I
looked
in
I
considered
whether
we
should
there
is
one
particular
individual
who's
on
on
this
report.
I
consider
whether
we
could
remove
that
person's
photograph
from
the
board
because
they
haven't
attended
at
all
this
year.
A
I
I
think
it's
difficult
because
they
have
been
appointed
by
the
council
to
attend
the
board
and
so
they're,
technically
a
board
member
democratically
elected
by
their
community
and
then
democratically
elected
to
this
board
by
the
by
the
council.
I
think,
there's
a
there's,
a
question
about
that
attendance
and
whether
that
should
be
made
more
public
or
how
that
should
be
dealt
with
is
I.
Think
is
a
wider
question.
A
I
think
it
I
also
happen
to
sit
on
the
standards
and
conducts
committee
and
I
think
the
outcome
of
that
committee
would
be
that's
a
valid
box
issue
and
so
I
think
it's
very
difficult
for
us
to
not
include
people
who
are
elected
to
be
on
this.
But
I
do
take
your
point
and
I
think
it's
really
valid
point
and
that
individual
could
arrange
a
substitute
or
not
put
themselves
forward
for
this
board.
Thank
you,
Council
Richie.
Are
there
any
other
comments?
Yep
cancer,
Chapman.
A
I
will
I
will
apologize
because
profusely
and
ask
well
to
fix
that
as
soon
as
possible.
Yeah
we've
only
just
noticed.
So
that's
that's
good
good,
okay,
okay,
I
can't
see
any
other
comments.
A
So
we'll
we'll
move
on
to
item
11,
which
is
the
work
program,
now
clearly
we're
the
last
meeting
of
Municipal
year.
So
any
work
items
that
you
want
to
raise.
We
can
pass
on
to
the
successful
if
you
wish
to
at
this
point.
A
A
F
Yeah-
and
we
obviously
had
the
point
on
the
elections
there
in
the
in
the
points
around
voter
ID
I,
think
it'd
be
very
useful
to
have
some
summary
and
makeup
of
that.
F
Following
that,
just
to
see
how
many
ballot
papers
there
were
presented
in
different
boxes
across
the
city,
I
think
it'd
be
valuable
to
see
of
where
the
correct
ID
wasn't
able
to
be
shown
and
and
any
issues
that
came
about
because
of
that
I'd
be
very
interested
to
see
whether
it
affected
different
areas
proportionately
and
just
what
came
out
of
it
and
obviously
going
forward.
F
Then
we
might
have
recommendations
that
we
might
want
to
put
to
either
our
election
service
or
to
the
government
following
how
that's
worked
out
as
the
second
largest
local
Authority
I
think
it'd
be
valuable.
A
M
A
M
O
Cancel
we've
done
a
brief
summary
of
paragraph
three
of
potential
items
that
could
go
forward.
I
did
when
I
pulled
the
papers
again,
I
didn't
think.
Was
there
any
basis
to
put
that
in,
but
it
does
reflect
our
work.
Other
Bots
I
know
do
present
an
outline
schedule,
which
I
think
is
what
you
referring
to.
O
M
A
I
I
agree
with
you,
I
think:
there's
a
real
need,
I'm
sure
you're,
not
the
only
person
who
thinks
we
need
to
keep
that
accountability
to
lead
2023
to
make
sure
they're
delivering
but
I'm
sure
we'll
pass
that
on
to
this
accessible
and
councilor
Burke.
D
Can
I
make
a
suggestion
chair
please
if
we
look
at
the
work
schedule
for
this
year,
there's
some
items
that
naturally
jump
out
to
be
Revisited,
so
the
annual
corporate
risk
management
report
is
annual.
So
obviously
that
should
always
send
the
performance
update
the
financial
reports
they
they
kind
of
naturally
occurring
out
there,
and
perhaps
we
could
keep
a
space
empty
almost
for
anything
that
develops
and
appears
throughout
the
year
that
we
need
to
look
at
yes,.
A
Absolutely
agree
with
your
Cancer
birth
condemn
to
be
fair.
We've
tried
to
do
that
this
year.
So,
for
example,
we
had
the
LG
AP
review,
which
wasn't
a
scheduled
item,
and
then
we
we've
had
EDI
more
time
than
I.
Think
I
expected
it
to
start,
but
it's
because
everyone's
been
really
interested
and
really
constructive
on
that
and
I
think
that's
been
really
important
and
that's
why
we
had
John
again
today,
which
I
think
was
the
right
thing
to
do
the
iPhone's
not
in
for
people
who
can't
see
the
room
online
good.
P
L
Thank
you,
chair,
I,
just
want
to
take
the
opportunity
to
thank
yourself
for
chairing
this
board
and
and
bringing
the
agenda
items
that
you
have
to
scrutiny
over
the
year
and
I
also
want
to
take
the
opportunity
to
thank
scrutiny,
board
members
for
all
the
work
that
they've
undertaken
this
year
and
and
and
just
to
say
actually
that
I
really
support
the
work
of
scrutiny.
L
I'm,
a
pharmaceutical
chair
myself
and
actually
the
discussions
that
you
have
here
and
and
the
views
that
you
bring
forward
and
the
work
that
you're
doing
does
make
a
difference.
It
influences
it
influences
policy
and
it
influences
decision
making
and
scrutiny
is
always
best
when
it
works
like
that
and
not
after
the
fact.
L
You
know
looking
at
things
that
are
already
done
understood
so
to
speak,
although
that
has
its
place
and
I
understand
why.
But
for
me,
scrutiny
mix
its
best
contribution
when
it's
able
to
influence
policy
and
decision
making,
and
please
take
it
from
me
that
this
board
has
certainly
done
that
this
year.
So
thank
you.
A
Oh,
thank
you
so
with
that
little
pat
on
the
back.
Thank
you.
Councilor
Cooper
close
today's
meeting
and
thank
everyone.