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A
A
A
Today's
agenda
focuses
on
risk
management,
business
continuity
in
light
of
the
kobit
19
pandemic,
and
we're
also
following
up
on
one
of
our
inquiries
from
truth
of
2019
that
dealt
with
resilient
resilience
and
emergency
planning.
All
of
these
issues
are
linked
and
have
been
impacted
by
the
coronavirus
pandemic.
A
It's
only
right
that
due
credit
is
paid
to
those
who
have
contributed
to
to
keeping
the
council
operational
through
a
very
difficult
time
and
challenging
period,
and
I'd
like
to
officially
know
our
thanks
to
those
involved
from
this
scrutiny.
Board
risk
management
and
business
continuity,
as
our
guests
will
explain,
has
been
significantly
affected
and
tested
since
march
and
as
the
relevant
scrutiny
board
for
these
services.
A
Unfortunately,
due
to
annual
leave,
neil
evans,
director
of
resources
and
housing
is
not
able
to
attend
today's
meeting.
The
council
of
james
lewis
is
in
attendance
as
exec
board
member
for
resources,
along
with
tim,
rollett
and
nigel
street,
to
present
today's
reports
and
take
any
questions
on
the
issues
before
us.
Marianna
pexton
was
due
to
attend,
but
she's,
unfortunately,
being
called
away
to
a
further
meeting
at
this
point,
I'd
like
to
invite
each
member
of
the
board
to
formally
introduce
themselves
so
please
I'll
start
with
councillor
helmet
almas.
B
A
Councillor
mckenna
good
morning,
all
councillor
jim
mckenna,
army,
ward,
councillor,
matthew,
robinson.
A
And
I'd
like
to
welcome
councillor
kelly,
brooks
substituting
today
good
morning.
A
Thank
you
all
and
now
to
our
guest
councillor
lewis,.
G
Good
morning,
councillor
james
lewis,
deputy
leader
and
executive
member
for
resources.
A
C
A
B
Chair
under
agenda
item
one,
there
are
no
appeals
against
the
refusal
of
inspection
of
documents.
Agenda
item
two:
there
are
no
items
which
require
the
exclusion
of
the
press
and
public
agenda
item
three.
There
are
no
late
items
of
business
agenda
item
four.
Please
could
I
ask
members
to
declare
any
disclosable
pecuniary
interests.
B
I'll
take
it
from
silence
that
there
are
none
agender
item.
Five
we've
had
apologies
today
from
councillor
lou,
cunningham
and
councillor
kaylee
brooks
is
attending
in
her
in
her
place
today.
Thank
you,
chair
thanks.
A
Debbie:
okay,
we'll
move
on
to
item
six
minutes
of
the
previous
meeting
held
on
july.
The
first
are
we
all
happy
to
accept
these
as
a
true
and
correct
record
I'll,
take
silence
as
a
yes
yep?
F
Sorry,
chair-
sorry,
apologies.
I
was
just.
I
was
trying
to
mute
myself
there,
the
the
item
related
to
welcome
to
yorkshire.
We
have
confirmation
that
accounts
have
now
been
seen
by
officers,
as
was
suggested
in.
A
A
I
You
want
to
come
back
on
that
yeah
councilman,
the
the
at
the
last
meeting.
The
the
agreement
was
yet
to
be
made.
I've
had
confirmation
that
that
has
been
been
made,
not
confirmation
that
the
accounts
have
been
seen.
I
I
can
certainly
do
that.
We
have
shielded
on
the
workshed
which
we'll
come
to
later
as
well,
so
that
I
will
provide
a
bit
of
updates
to
when
it's
coming
back
to
the
board
later
in
the
year
as
well.
So
there
might
be
an
opportunity
to
come
back
then
as
well
on
it.
Okay.
I
can
certainly
interim
check
that
out
for
you.
A
Thanks
rob
no,
no,
no,
no,
no
problems.
We
did
discuss
a
letter
to
be
sent
to
the
government
asking
for
long-term
funding
solution
to
the
adult
social
care
services
from
myself
and
counselor
hayden
as
chair
of
the
scrutiny
board
for
adults,
health
and
active
lifestyles.
A
This
has
now
been
progressed
and
will
be
sent
out
shortly,
we'll
make
sure
that
you
all
get
a
copy
of
that
sent
via
email.
If
that's,
okay,
are
there
any
more
matters
arising.
A
I'm
seeing
none,
okay,
wonderful,
we'll
move
on
then
to
item
seven,
which
focuses
on
the
annual
corporate
risk
management
report
and
I'll
ask
tim
to
do
a
brief
presentation
before
opening
up
to
questions.
If
you
want
to
speak,
please
raise
your
hand
on
the
facility
to
do
so.
Okay,
thanks
over
to
you,
then
tim.
H
Good
morning,
everybody
tim
rollick
from
intelligence
and
policy
service.
This
morning's
report
on
annual
corporate
risk
management
is
a
report
that
we
do
every
single
year
for
this
board
and
also
for
executive
board.
H
The
report
details
the
main
risks
facing
the
council
and
they
come
from
a
variety
of
sources,
both
internal
and
external,
within
the
report,
any
risk
that
is
rated
as
very
high
or
a
standing
risk,
which
is
a
risk
that
will
never
go
away.
Those
risks
have
an
assurance
report
that
outlines
what
the
risk
is,
what
we're
doing
about
it
and
what
more
we
need
to
do,
as
well
as
a
signpost
for
further
information
about
the
risk
itself.
H
So
things
like
leeds
economic
growth
lag
the
the
council
budget
position
and
also
we
have
a
specific
risk
on
coronavirus
pandemic
and
that
risk
goes
to
executive
board
each
of
their
meetings
and
covers
the
six
different
things
underpinned
the
council's
response
and
recovery
plan
for
coronavirus.
H
The
report
also
includes
details
of
a
new
standing
risk
on
climate
change
and
that's
how
the
council
can
mitigate
the
impact
of
climate
change,
but
also
adapt,
and
so
that's
quite
an
outward-facing
risk,
because
it
affects
the
whole
city
and
that's
a
new
risk
that
we've
sort
of
put
as
a
standing
risk.
This
time.
H
The
risk
management
process
continues
to
operate
in
terms
of
identifying
the
risks,
reviewing
them
regularly
and
reporting
them,
and
so
that
is
still
in
place
and
and
like
I
say,
it's
been
a
particularly
challenging
time,
because
the
coronavirus
risk
has
impacted
the
whole
council
and
the
city
will
continue
to
do
so
for
a
while
and
a
lot
of
the
focus
on
risk
management
has
been
on
that
risk.
But
at
the
same
time
we
can't
take
our
eye
off
the
ball,
because
the
risk
from
other
areas
will
still
arise
as
well.
H
So
it's
a
very
important
time
for
for
risk
management.
So
I'm
happy
to
take
any
questions
on
the
report.
G
Not
in
this
state's
church
we're
going
to
members
questions.
A
Yep
any
questions.
A
Nope,
no,
that
was
matthew,
yep.
F
Two,
if
that's
okay,
both
for
tim,
the
first
one
being
if,
if
we
weren't
in
a
situation
where
kobe
did
hit,
we
know
there
was
a
challenge
to
the
council's
finances.
Where
would
the
council's
finances
have
fallen
on
that
table
that
you've
displayed
if,
if
we
weren't
in
a
cobit
situation?
So
what
would
the
financial
pressure
have
been?
The
second
question:
over
the
weekend
there
was
a
stabbing
incident,
a
very
serious
stabbing
incident
in
birmingham.
F
H
Yes,
happy
happy
to
answer
those
questions.
Councillor
robinson
in
terms
of
the
council's
financial
position.
We
have
two
risks
on
the
corporate
risk
map.
One
is
the
in-year
budget
and
the
other
is
the
medium-term
budget.
Now,
prior
to
to
the
covig
pandemic,
the
in-year
budget
risk
was
increasing
rapidly.
H
Whenever
you
set
a
budget,
you
always
set
a
balanced
budget,
and
so
it
starts
out
the
financial
year,
usually
in
the
green
zone
at
the
bottom
left
hand
corner
of
that
map,
but
because
of
the
challenges
we
were
facing,
that
risk
was
increasing
prior
to
the
pandemic.
It
was
getting
higher
and
obviously,
we've
seen
what's
happened
since
march.
H
Similarly,
with
the
medium-term
finance
position
again,
we've
had
our
ai
on
the
ball
with
that
for
a
long
time
and
they
were
producing
a
five-year
finance
plan,
and
so
those
risks
were
sort
of
increasing.
As
the
the
position
changed
without
the
the
pandemic,
they
would
have
still
remained
high,
and
I
would
have
to
rely
on
chief
finance
officer
for
a
more
up-to-date
position
on
that.
H
H
They
would
have
been
they
would
have
been
in
the
more
towards
the
top
right
hand
corner,
particularly
as
the
year
progresses
and
and
we
we
sort
of
deal
with
these
things.
So
there
was
a
lot
of
focus
on
those
risks
anyway,
and
you'll
be
aware
that
there
was
a
five-year
finance
plan
being
developed
and
obviously
that
is,
as
is
still
a
priority,
as
well
as
dealing
with
the
situation
in
year.
H
In
terms
of
the
the
stabbing
incidents,
we
have
a
risk
called
major
incident
in
the
city
and
that
risk
again
was
rated
very
high
and
it
covered
a
wide
range
of
incidents.
Things
like
a
terrorist
attack,
chemical
leak,
prolonged
adverse
weather,
and
so
incidents
like
that
would
get
picked
up
in
that
catch-all
risk.
It's
not
to
say
that
crime
incidents
aren't
important
because
they
clearly
are,
but
we
don't
want
to
flood
the
corporate
risk
register
out
with
lots
of
resilience
type
risks.
H
It's
also
worth
noting
that
we
have
a
risk
on
community
cohesion
which
which
aims
to
sort
of
offset
any
any
possible
implications
or
problems
within
communities.
I
understand
we're
still
finding
out
what
the
nature
of
this
stabbing
risk
was,
whether
it
was
a
sort
of
a
completely
random
attack
or
whether
there
was
some
sort
of
community
tension
that
was
under
underpinning
it.
H
But
certainly
those
two
risks
are
designed
to
to
offset
or
sort
of
look
at
incidents
like
that
in
the
city,
and
I
don't
know
whether
nigel
in
his
capacity
as
resilience
manager,
wants
to
sort
of
add
anything
more
to
to
that.
C
Yeah,
yes,
I
can.
I
can
do
I
work
closely
with
the
counterterrorism
team
from
west
yorkshire,
police
and
the
attack
in
in
birmingham
was
what
used
to
be
called
a
lone
wolf
attack.
I
think
they're
moving
away
from
that
that
term,
but
but
these
sort
of
attacks
are
very
difficult
for
the
counterterrorism
and
police
in
general
to
to
monitor,
because
they
don't
have
any
contacts
with
any
other
members
of
a
cell,
so
so
they're
very
difficult
to
pick
up
on
very
unless
they're
actually
known.
C
So
I
don't
really
know
much
detail
about
the
attack
in
birmingham
as
yet,
but
with
it
being
a
lone
wolf,
a
single
perpetrator
attack.
They
are
very,
very
difficult
for
the
police
to
to
monitor
because
there's
very
little
intelligence
to
to
pick
up
on.
H
He's
not
in
sir
that's
right.
It
covers
a
multitude
of
different
areas,
and
should
one
of
those
areas
become
high
priority,
then
the
risk
could
be
sort
of
separated
out
and
dealt
with
separate,
like
we've
seen
with
things
like
major
flooding
and
also
more
recently,
the
pandemic.
H
But,
like
I
say,
if
you
had
every
single
type
of
resilience
incident
on
the
corporate
register,
it'd
be
it'd,
be
heavily
weighted
and
in
that
direction,
at
the
expense
of
the
focus
being
on
some
of
the
other
risks
as
well,
but
it's
the
best
of
both
worlds
fit
there.
F
H
That's
right,
yes,
so
what
would
happen?
There
is
the
specific
characteristics
of
that
nature
of
the
risk
would
be
identified
separately
and
assessed
and
specific
treatment
plans
around
that
arranged.
But,
like
nigel
says,
well,
you
know
we
work
closely
with
other
sources
of
intelligence
and
the
police,
and
so
we
would.
We
would
do
that.
We
would
work
with
them
to
sort
of
document
that
risk
it's
one
of
the
things
that
we
keep
an
eye
on
in
the
city.
H
F
D
Thank
you
chair.
I
just
wanted
to
ask
one
further
question
to
that,
which
is:
has
there
been
anything
in
particular
from
our
experience
over
the
past
few
months
with
kelvin
19?
That
has
seen
any
major
changes
or
anything
that
tends
to
be
built
in
the
future
or
currently
in
relation
to
that
and
future
response.
H
That's
right,
so
the
the
setup
for
kobit
19
in
terms
of
the
the
six
key
themes
reflected
work.
That'd
already
been
done
around
the
brexit
risk,
which
is
again
one
that's
still
on
the
radar,
so
that
sort
of
structure
and
framework
that
multi-agency
response
come
into
play
for
kovid,
19
and
and
it's
one
that,
like
I
say,
we
we
were
intending
on
planning
for
brexit
anyway.
H
So
we've
seen
some
really
good
learning
there
and
in
terms
of
some
of
the
other
areas,
there's
clearly
links
between
covid19
and
another
of
the
other
of
the
corporate
risks.
H
So
it's
made
us
realize
just
how
interlinked
a
lot
of
the
risks
that
underpin
the
best
council
plan
are,
but,
as
you'll
see
from
the
reports
that
we
do
to
executive
board
each
month,
those
detail
all
the
good
work
that
we're
doing
to
sort
of
deal
with
that,
and
it's
quite
clear
that
there
will
be
some
best
practice
as
well
as
lessons
learned
that
we
can
take
on.
A
A
Excellent,
I'm
not
seeing
anymore.
This
is
awful
scrolling
up
and
down
not
seeing
oh
simon
yep.
B
Chair
yeah,
just
regarding
major
ict
failure.
I
noticed
that
it's
like
it's
in
the
possible,
but
it's
quite
mid-range
and
considering
the
number
of
people
now
working
from
home
and
the
demand
and
the
need
for
ict
to
be
stable.
You
know:
we've
experienced
a
few
bits
with
the
meetings,
but
he's
quite
mid-range
and
considering
the
amount
of
people
that
need
this
technology
and
making
sure
that
it
works
all
the
time
to
ensure
that
the
council
operate.
I
just
thought:
it'd
be
a
higher
risk.
H
Yes,
that's
a
good
point
that
you've
raised
there
counsellor.
It
has
been
flagged
up
recently
around
some
some
general
concerns
around
the
the
it
it
risk,
particularly
we've
moved
towards
more
different
types
of
communicating
in
the
council.
H
The
risks
are
due
to
be
updated
later
this
month,
early
next
month,
ready
for
reporting
to
corporate
leadership
team
in
early
november.
So
that's
one
of
the
things
that
we
will
look
at
when
we
do
those
those
risk
updates.
But
colleagues
in
digital
information
service
have
identified
this
themselves
and
are
putting
in
place
if
they're,
already
treatment,
actions
to
sort
of
manage
that
risk.
But
it's
again
it's
one
of
these
risks
that
has
been
affected
by
covid
and
it's
something
that
they've
got
their
eye
on.
A
Okay,
I'm
not
seeing
any
more
hands
at
the
moment.
No
okay,
thank
you
for
those
comments.
We'll
now
move
on
to
item
eight,
which
is
the
business
continuity
during
covered
19.
again
following
a
presentation
from
officers,
please
indicate
if
you
wish
to
speak
so
nigel.
Would
you
like
to
briefly
take
us
through
this
one.
C
Okay,
there's
two
two
papers
today:
there's
a
tracker,
a
scrutiny,
tracker
report,
so
I
can
give
you
an
update
on
the
the
actions
that
were
indicated
on
there
and
there's
a
report
about
business
continuity
during
covid.
Is
there
any
particular
order,
you'd
like
me
to
take
them
in.
A
C
Okay,
we'll
do
so.
I've
highlighted
some
key
passages
in
the
report,
so
I'll
just
run
through
those
to
give
you
a
flavor
of
what
the
report
is
about.
C
Although
business
continuity
plans
were
able
to
support
critical
services
with
the
initial
impact
of
corvid
19
as
the
scale
of
the
outbreak
increased
that
pace
into
a
major
emergency
affecting
every
service
in
many
different
ways,
it
quickly
became
clear
that
new
ways
of
working
had
to
be
considered
and
implemented
to
support
the
scope
of
the
council's
business
continuity
plans.
So,
but
basically
business
continuity
plans
will
support
business
as
usual
for
around
seven
to
ten
days.
C
After
that,
special
measures
need
to
be
put
in
place
on
the
fifth
of
march,
the
resilience
and
emergencies
team
emailed
a
message
to
all
managers
and
officers
responsible
for
lcc's
critical
services
requesting
them
to
review
their
business.
Continuity
plans
in
readiness
for
the
potential
impact
of
kovid
19,
and
that
was
paying
particular
attention
to
loss
of
staff,
loss
of
workplace
and
loss
of
key
suppliers
and
supplies.
C
C
This
was
to
ensure
that
all
services
across
the
council
gave
consideration
to
service
reduction
through
potential
for
staff
absence
and
whether
that
were
due
to
staff
having
to
self-isolate
or
staff
having
to
be
reallocated
work
elsewhere
in
the
council.
Supporting
our
more
critical
services
on
the
20th
of
march,
leeds
city
council
declared
a
major
incident
along
with
the
four
other
west
yorkshire
councils
and
the
west
yorkshire
local
resilience
forum.
C
On
the
24th
march,
a
message
went
to
the
best
council
leadership
team,
informing
them
that
the
government
had
announced
additional
stringent
measures
to
tackle
the
spread
of
cove
in
19,
and
that
these
restrictions
would
affect
the
ability
to
continue
to
deliver.
Certain
services
managers
had
to
activate
their
business
continuity
plans
and
arrangements
against
a
rapidly
escalating
scenario.
C
C
Even
though
loss
of
staff
due
to
a
flow
pandemic
is
included
as
a
generic
risk.
The
impact
of
kovid
19
was
far
beyond
expectation
and
had
severe
consequences
on
a
global
scale,
with
the
result
that
business
continuity
plans
required
rapid
emergency
support
through
new
ways
of
working
and
service
prioritization,
an
essential
service
planning
network
was
developed.
C
Three
overarching
principles
were
established.
The
protection
of
customers,
particularly
the
vulnerable,
the
protection
of
the
health
and
safety
of
our
staff
and
ensuring
compliance
with
the
public
health
and
government
government
advice
and
guidance.
C
C
The
group
oversee
the
resumption
of
services
by
reference
to
the
service
recovery
and
resumption
plan,
which
was
initiated
in
may.
The
plan
is
an
internal
tracking
document
to
ensure
that
a
strategic
overview
is
maintained
for
services
resuming
as
the
outbreak
moves
into
recovery
and
service
resumption.
C
Lots
of
information,
communication
technology
making
sure
that
data
and
systems
are
accessible
to
staff
working
remotely
and
that
staff
are
properly
equipped
to
work
from
home
and
loss
of
key
supplies
and
suppliers.
Social
distancing
are
significantly
changed.
Business
operating
models
resulting
in
supply
chain
distribution.
C
The
centrally
managed
annual
review
process
will
continue
to
make
sure
that
each
business
continuity
plan
is
reviewed
and
revised
as
a
minimum
each
year,
and
there
is
an
annual
business
continuity
report
which
goes
to
the
corporate
governance
and
audit
committee.
That's
due
in
december
this
year
will
provide
assurances
that
the
arrangements
continue
to
be
fit
for
purpose,
up-to-date,
routinely
complied
with
and
that
have
been
effectively
communicated
and
monitored.
C
So
moving
down
to
the
conclusions,
the
deployment
of
business
continuity
plans
has
played
a
key
role
in
ensuring
that
businesses
usual
functions
have
been
maintained
where
possible
and
in
line
with
government
guidance
by
the
council
as
the
pandemic
escalated
in
march.
C
The
service
changes
have
been
reported
through
regular
member
updates,
executive
board
reports
and
to
the
public
as
well
and
the
recommendation.
At
the
end,
there
is
for
the
scrutiny
board
to
note
the
contents
of
this
report
and
identify
any
actions
for
future
scrutiny,
work
related
to
business
continuity
and
the
development
of
new
ways
of
working
resulting
from
the
kovid
19
pandemic.
A
J
J
Thing
to
to
add
really
is
just
what
a
test
coverage
has
been
in
terms
of
business
continuity
as
such,
because
it
was
a
whole.
You
know
kind
of
tipped
business
continuity
on
its
head,
but
I
think
you
know
our
processes
have
served
us
reasonably
well,
and
you
know,
chief
officers
and
managers
have
worked
really
hard
on.
You
know
that
adaptation
early
doors
in
terms
of
you
know
whether
it
was
a
service
that
must
carry
on
such
as
refuse
and
care,
etc,
or
whether
it
could
immediately
be
kind
of
done
from
home.
J
With
that
8
000
staff
working
from
home,
including,
for
example,
the
contact
centre,
which
wasn't
something
I
ever
imagined
I
would
see,
or
indeed
whether
those
services
had
to
quickly
close,
such
as
leisure
centers,
and
you
know,
then
we
kind
of
you
know
we
redeployed
some
staff
etc
made
sure
we
looked
after
the
shielded
cohort
that
we
had
in
our
our
staff
members
and
then
the
flip
side
of
that,
as
things
got
back
to
a
little
bit
of
a
new
normal.
You
know
that
kind
of
plan
around
service
resumption.
J
You
know
perhaps
starting
off
with
the
waste
sites,
and
you
know
really
careful
planning
about
how
that
could
be
done
in
safe
terms,
and
you
know
manageable,
with
the
public
to
try
and
achieve
what
it
was
intended
to
achieve
and
then
gradually
you
know
through
other
services
like,
for
example,
leisure
centers,
now
kind
of
some
opening
in
the
more
in
the
process
of
opening
one
stops
libraries,
but
making
sure
absolutely
that
we
do
that
within
the
guidelines,
and
we
take
public
health
advice
and
likewise
things
like
events,
you
know
that
we
we
make
sure
we
handle
those
in
line
with
the
guidelines,
and
you
know
the
additional
nuance
now
on
that
business.
J
A
Thanks
marion
yeah
before
you
joined
us,
we
did
not,
from
this
scrutiny
board
a
huge
thanks
to
officers
and
those
on
the
front
line
that
have
carried
on
during
and
had
something
unprecedented
to
cope
with,
and
you
know
we're
really
very
proud
of
you
all.
So,
thank
you
james.
Is
there
anything
you'd
like
to
add
at
this
time.
F
I'm
you
again
thanks
chet,
I
guess,
there's
a
question
on
this
for
nigel,
which
is
related
to
3.13
in
the
report.
In
there
it
says,
even
though
loss
of
staff
due
to
a
flu
pandemic
is
included
as
a
generic
risk.
The
impact
of
curvid
was
far
beyond
expectation
and
had
severe
consequences.
F
Is
it?
Is
there
a
risk
reading
that
that
we
underestimated
what
this
pandemic
would
entail
and
what
other
pandemics
could
entail,
and
because
of
that
business
continuity
plans
were
affected.
C
Well,
it's
a
good
question.
The
business
continuity
plans
always
include
flu
pandemic
as
part
of
the
general
sort
of
risk
assessment.
When
you,
when
you
develop
these
business
continuity
plans,
I
don't
think
anybody
expected
anything
like
corvid
to
to
occur,
and
I
think
that,
given
the
impact
on
the
council
on
its
services,
both
critical
and
non-critical
services,
I
don't
think
anybody
envisaged
that
impact.
I
don't
think
I
think,
by
planning
for
a
flu
pandemic,
we
already
had
plans
in
place
that
could
be
used
and
adapted.
C
So
I
don't
think
we're
caught
on
the
back
foot,
but
I
don't
think
anybody
envisaged
the
impact
that
kovid
were
going
to
bring
on
on
the
the
council,
the
city
and
the
uk.
F
In
future,
is
there
is
there
going
to
be
a
move
to
look
at
where
there's
a
lockdown
in
what,
in
the
same
situation,
we've
had
we've
had
a
pandemic
on
a
coronavirus
scale
and
where
we
have
a
pandemic
on
a
on
a
flu
virus
scale,
because
I
agree
with
you,
I
think
a
lot
of
the
good
work
and
systems
that
are
in
place
for
a
flu
pandemic
helped,
but-
and
I'm
not
saying
that
this
is
leeds
alone.
This
was
the
whole
country
the
whole
world.
F
J
Was
just
really
going
to
add
to
what
nigel
said,
I
think
you
know
planning
assumptions
for
flu.
J
I
think
probably
had
the
assumption-
and
this
is
the
case
nationally
as
well-
that
there
would
be
a
vaccine,
and
so
therefore,
you
know
the
kind
of
the
impact
and
scenarios
were
very
different
with
covid,
and
I
do
think
that
has
been
an
issue
nationally
and
I
think
we've
learned
so
much
from
covert
that
in
a
way
we
we
would
be
better
prepared
for
the
future
and
as
we
go
into
the
winter,
we
are
going
to
be
better
prepared
as
well
and
just
perhaps
picking
up
the
issue
of
the
restrictions.
J
You
know.
Obviously,
what's
happened
this
week
is
we've
got
in
on
run
one
if
you
like
of
the
watch
list
as
an
area
of
concern
which
doesn't
mean
additional
restrictions
at
this
stage,
but
our
rates
are
still
rising
and
there
are
two
other
rungs
to
that.
One
is
an
area
of
enhanced
support
which
would
bring
with
it.
You
know
even
more
testing,
probably
hopefully
more
localized
contact
tracing,
and
then
there
is
that
extra
layer
which
is
area
of
intervention
and
really
the
definition
of
that
is
where
you're
you
know.
J
J
You
know
the
nature
of
the
spreading
leads
and
whether
movement
restrictions
would
work
or
not,
because
you
obviously
want
to
be
careful
of.
Is
you
know
what
are
the
things
that
will
impact
on
the
transmission
and
prevent
the
transmission?
Not
just
do
something
that
won't
actually
have
that
effect.
So,
but
it's
a
really
dynamic
scenario.
J
The
thing
I
would
say
is
that
you
know
all
our
services
and
chief
officers
are
engaged
in
where
the
infection
rate
is,
and
people
are
thinking
about
what
those
implications
might
be,
although
so
far
restrictions
that
have
been
placed
wouldn't
impact
massively
on
council
services,
because
they're
generally
more
being
about
a
restriction
of
movement
and
socializing
other
than
necessarily
other
things.
I
hope
that
helps
a
bit.
C
I'd
just
like
to
add
that
through
the
west
yorkshire
resilience
forum
and
the
the
other
four
local
authorities
in
west
yorkshire
and
wider,
I'm
sure
there'll
be
lots
of
sharing
of
advice
and
guidance,
and
lessons
learned,
which
will
help
us
strengthen
our
plans
and
arrangements,
should
a
second
way
of
occur
and
also
a
similar
pandemic
in
the
future.
F
Yeah,
I'm.
I
appreciate
what
nigel
and
mariano
both
said
there,
I'm
not
sure
that
it
gets
to
the
the
nub
of
the
question
that
I'm
asking.
If
I,
if
I'm
preparing
for
cold
and
flu
season,
I'm
buying
in
you
know,
tissues,
lemons,
yorkshire,
tea,
I'm
not
going
out
anywhere
or
something
like
that.
C
I
think
in
the
certainly
in
the
business
continuity
plan
development
going
forward.
C
It
is
a
step
above
where
we're
at
with
business
continuity
plans
at
the
moment
because
for
loss
of
staff
in
a
in
a
a
business
as
usual
business
continuity
plan,
it
just
looks
at
functions
within
that
service
area
that
could
be
closed
down
to
move
those
staff
to
to
support
the
more
critical
functions
in
that
service
area.
It
doesn't
really
look
wider
across
the
council
and
moving
staff
around
which
we
have
had
to
do
in
in
recent
months.
C
So,
yes,
the
answer
would
be
that
we
probably
we
would
have
to
look
at,
certainly
at
the
the
the
lessons
to
be
learned
from
from
this
outbreak
and
make
those
plans
more
robust
and
more
resilient.
Going
forward.
A
Thank
you
thanks.
Nigel
thanks
mariana
have
got
helen
and
then
sam.
E
Thank
you
chair.
I
just
at
the
risk
of
repeating
you.
I
just
like
to
start
with
a
huge
thank
you,
particularly
to
mariana
herself,
for
the
updates
that
we
got
quite
a
lot
at
the
beginning
and
at
least
once
a
week.
You
know,
since
it's
incredible
work
that
you've
been
doing
mariana.
E
So
a
huge
thank
you
about
keeping
us
informed
and
keeping
us
up
to
date,
because
we,
you
know,
we
really
appreciate
it
that
then
we
can,
you
know,
go
forward
in
our
communities
and
and-
and
you
know,
spread
those
messages
on
the
redeployment
of
staff,
I'm
just
again
just
hugely
impressed
in
the
especially
you
mentioned,
leisure
centers,
and
the
way
that
those
staff
were
redepauled.
E
It
redeployed
into
call
centers
care
homes,
refuse
parts
and
countryside,
and
did
it
with
good
humor
and
huge
resilience
and
kept
us
going,
and
if
it
wasn't
for
our
amazing
staff,
then
we
wouldn't
have
had
the
continuity
and
the
I.t
staff
who
got
us
up
and
running
within
a
couple
of
days,
but
you
know
virtually
before
we
were
actually
put
into
proper
lockdown
and
just
an
enormous
effort.
E
So
that
brings
me
on
to
kind
of
my
question
about
3.26
and
ever
the
optimist,
I
always
say
glasses,
half
full,
although
it's
been
very
difficult
to
have
that
personality
over
the
last
five
or
six
months.
There
are
a
few
benefits
coming
out
of
the
culprit,
19
outbreak,
it
says
unpack
and-
and
it
mentions
a
couple
I'd
just
like
to
ask-
and
we
might
still
be
too
much
in
the
fog
of
dealing
with
the
pandemic
and
keeping
things
going.
E
But
now
things
are,
you
know
I
was
able
to
take
my
children
swimming
on
saturday
to
john
smeaton
and
the
way
that
it's
been
laid
out
and
the
way
that
it's
been
done
is
just
so
impressive.
E
We
are
getting
back
to
as
mariana
says
that
kind
of
new
normal,
although
I
don't
know
whether
I
like
that
phrase,
but
you
know
what
benefits?
Could
there
be
about
planning
for
the
future
and
about
taking
our
council
services
forward
in
the
future?
I
mean
it's
mentioned,
the
mobility
of
and
flexible
workforce,
but
just
I'm
just
wondering
if
you
have
thought
of
anything
else.
That
is
a
benefit
from
coming
out
of
this.
Thank
you.
J
Marianne
yeah
don't
mean
to
take
that
one.
Thank
you.
I
mean
it
has
been
an
incredible
team
effort
and
I
mean
I
promise
you.
I
don't
write
every
word
of
all
of
those
updates
myself
and
you
know
everybody
kind
of
contributes
and
we
have
been
really
determined
to
do
that
and,
to
be
honest,
we
will
ramp
up
the
frequency
of
them
again
so
that
you
know
members
and
mps
and
partners
kind
of
are
constantly
reminded
of
you
know
the
date.
J
The
latest
data
around
then
the
important
messages
as
well
and
any
latest
guidance.
In
terms
of
the
questions
when
we
do.
I
think
I
can't
remember
exactly
when
we
did
this,
but
when
we
started
to
make
that
first
shift
into
the
early
phases
of
recovery,
I
think,
probably
sort
of
may
june.
J
We
got
all
services
to
ask
themselves
sort
of
five
questions.
I
can't
remember
if
they're
in
the
paper,
but
it
was
about
things
that
you
stopped
doing,
that
you'd
stay
stopped,
that
you
stopped
doing
that
you
must
bring
back
and
it
was
trying
to
tease
into
that.
You
know.
Sometimes,
when
you
have
a
shock
into
the
system.
Positive
things
do
come
from
it,
and
so,
for
example,
you
know
the
working
from
home.
J
You
know,
council
lewis
can
probably
say
more
on
this
than
me,
but
my
feeling
is,
we
probably
won't
ever
end
up
with
all
of
us
back
in
the
office,
all
of
the
time
we'll
try
and
balance
where
you
know
can
of
get
the
best
in
terms
of
productivity
and
in
terms
of
people's
well-being,
and
so
that's
one
example.
Example,
you
know
trying
to
drive
the
more
digital
agenda
for
those
who
can
access
things
digitally.
J
J
Both
you
know
kind
of
our
citizens
and
customers,
children
in
school,
etc,
but,
and
also
you
know,
individual
members
of
staff
and
and
their
home
working
conditions,
etc.
So
I
think
we
we
probably
haven't
please
kind
of
crystallize
that
because
it's
very,
very,
very
differential
across
the
whole
organization,
but
probably
something
some
narrative
on
that
in
the
next
example
paper
that
comes
in
september,
we'll
try
and
make
sure
we
pick
some
of
the
kind
of
real
nuggets
out.
If
that's
helpful,.
C
I
suppose
I
mean,
certainly
in
the
early
days
of
corvid,
in
the
early
days
of
of
lockdown,
there
was
a
massive
improvement
to
the
climate
in
leeds
the
air,
quality
etc.
C
Now,
I
suppose,
if
people
only
return
to
their
office,
one
or
two
days
a
week
and
work
from
home
for
the
majority,
then
some
of
that
benefit
there
on
air
quality
etc
is
going
to
be
sustainable
in
the
longer
term
as
well,
so
another
benefit
possibly
to
go
alongside
the
more
flexible
workforce
and
the
ability
for
people
to
work
remotely
and
maybe
even
reduce
some
of
the
footprint
we
have
in
leeds
building,
wise
offices
etc.
G
Yeah,
thank
you
chair.
Just
a
couple
of
things
that
have
come
up
is
to
put
maybe
a
little
bit
more
on.
First
of
all,
it
was
the
issue
mariana
raised
about
staff
working
from
home
working
in
the
offices.
We've
we've
done
a
number
of
staff
surveys
through
hr
and
I'm
just
looking
to
see.
If
there's
any
hr
offices,
I
don't
think
there
are
any
in
today.
So
I
I
don't
have
the
figures
at
my
fingertips,
but
I
think
it's
around.
G
80
percent
of
staff
would
like
to
continue
working
at
home
for
all
almost
or
some
of
the
time,
and
that's
something
we
need
to
take
into
account.
Obviously,
the
20
of
staff
that
don't
are
also
are
also
people
who
need
to
take
into
account
the
position
before
lockdown
on
working
from
home
was.
It
was
an
option
that
was
available
to
groups
of
staff,
but
there
was
no
requirement
that
people
worked
from
home.
G
It
was
an
option
that
staff
and
teams
could,
in
some
services
in
some
areas
choose
to
take
so
clearly.
If
we
were
going
to
move
on
from
that
position,
we
would
need
to
be
a
lot
of
consultation
with
staff
and
things
like
that.
The
sort
of
informal,
more
informal
feedback
I've
got
from
staff
who
are
normally
office
based
is
some
people
are
obviously
isolated
and
shielding
or
have
or
have
members
of
the
family
that
are
so
clearly
want
to.
G
Don't
want
to
be
asked
to
leave
the
home
unless
it's
necessary.
G
There
are
some
staff
who,
but
there
are
some
staff
who
may
not
want
to
come
back
monday
to
friday
night,
while
five
sat
at
a
desk,
but
they
do
want
to
come
in
for
meetings,
and
I
know
one
of
the
requests
that's
come
forward
to
facilities,
management
and
asset
management,
development
facilities
available,
not
necessarily
people
to
come
and
sit
at
a
desk,
but
for
teams
and
meet
tablet
team
meetings
in
in
person.
G
That's
something
that's
been
flowed
through
again,
with
the
with
the
guidance
still
in
place
around
social
distancing,
the
capacity
of
our
buildings
for
people.
Returning
is
a
lot
lower
to
maintain
social
distancing
in
in
in
in
the
workplace,
both
in
terms
of
where
people
are
sat
and
how
close
that
is
very
practical
stuff.
But
it
really
is
important
for
this.
How
how
how
close
people
are
sat
to
other
people
and
also
the
capacity
of
things
like
lifts,
corridors,
toilets
and
whatnot.
G
Just
to
give
an
example
of
the
hr
section
itself,
they're
based
in
the
civic
hall,
they
normally
have
a
workspace
85
people
can
go
into,
and
that's
traditionally
was
hot
desking,
which
again
is
is
a
big
no-no
with
social
distancing
and
maintaining
standards.
They
currently
have
capacity
for
15
people
in
that
space,
so
people
are
coming
back
to
work,
but
again
it's
not
in
the
numbers
before
because,
like
I
say,
they're
really
practical
issue
as
well
as
we
still
have
the
social
distancing
guidance
in
place.
G
G
Unsurprisingly,
air
quality
during
the
height
of
lockdown
was
really
good,
because
there
was
a
lot
less
vehicles
on
the
road,
and
we
know
that
a
lot
of
the
air
quality
problems
are
caused
by
transport,
as
traffic
levels
have
got
back
to
70
and
80
percent
of
the
levels
that
they
were
pre-locked
down.
We're
still
seeing
a
very
good
air
quality
for
a
number
of
reasons.
G
Some
of
it
is
because
some
of
the
highway
schemes
that
are
underway
in
the
city
centre
mean
that
less
people
are
driving
through
the
real
hot
spots.
Air
quality
particular
based
air
quality,
which
is
different
from
carbon-based
climate
change
issues,
it's
very
localized
to
where
to
the
source
of
emissions.
So
some
of
the
highway
schemes
in
leagues
means
there's
less
people
driving
through
the
areas
that
were
saw
high
levels
of
illegal
levels
of
pollution.
G
Before
so,
that's
good
news
and
again,
even
though
there's
traffic
on
the
road
there's
less
there's
less
congestion
and
congestion
was
a
contributory
factor
to
poor
air
quality.
The
other
thing
as
well
is
through
the
number
plaque.
Remember
the
technical
term.
The
number
plate
recognition
cameras,
we've
got.
G
G
Euro
6
is
a
real
improvement
on
the
older
vehicles
in
terms
of
particular
emissions
and
90.
Slightly
90
percent
of
hgvs
button
coasters
that
have
been
seen
on
the
roads
at
the
moment
are
of
a
euro
six
standards.
So
it's
again
it's
been
different
traffic
levels.
It's
also
some
of
the
work
around
the
charging
clean
air
zone,
which
is
currently
under
review,
actually
has
seen
the
mix
of
vehicles
improve
improve
in
terms
of
air
quality
on
the
roads.
I
think
that's
worth
saying
as
well.
Chair.
A
Thanks
for
that,
james,
that's
very
useful.
On
the
one
of
my
questions
was
going
to
be
about
the
staff
server
and
it's
heartening
to
know
that
you're
continuing
to
or
seem
to
be
continually
speaking
to
staff
on
the
comfort
of
how
comfortable
they
are
and
what
what
their
requirements
are.
I
know
early
on
it
was
80
20
when
the
first
survey
went
out
and
it
seems
that
that's
that's
been
maintained,
but
thank
you
for
that.
I
now
have
sam.
D
Thank
you
chair.
The
problem
with
coming
after
everybody
else
is
that
most
of
your
questions
have
been
answered,
because
my
big
question
was
going
to
be
about
what
happens
next.
If
we
have
a
spike
in
further
restrictions
and
at
that
point
it
made
me
just
think
I
I
did
see
over
the
weekend,
I've
had
a
number
of
constituents
and
non-constituents.
D
Just
friends
contact
me
with
a
little
bit
of
a
concern
just
about
the
fact
of
what
the
current
situation
that
we're
in
as
an
area
of
concern
means-
and
I
think
that's
certainly
something
that
I
would
pass
on
as
feedback
that
then
there
isn't
a
direct
reference
on
any
of
the
major
social
media
channels
to
what
this
currently
means
or
what
it
is,
and
I
think
that
that
certainly
could
be
fed
back
in
terms
of
people
being
able
to
understand
really
what
implications
it
could
have
because
of
the
fact
that
we're
not
seeing
any
restrictions,
but
I'm
being
asked
by
many
constituents
what
restrictions
are
now
in
place
and
I'm
just
having
to
say
well
we're
on
the
surface
wrong
as
mariana
said
of
what
could
be
potential
future
situations.
D
Obviously,
as
we
follow
it
through,
given
that
most
of
my
questions
have
been
answered,
could
I
ask
one
question
about
if
we
do
have
further
restrictions,
how
will
that
affect
staff
numbers
currently
working,
as
I
understand
that,
obviously,
the
majority
of
those
who
are
working
are
working
from
home
or
are
potentially
working
remotely
or
obviously
coming
to
the
office?
How
will
it
affect
us
and
how's
that
going
into
the
continuity
plan
going
forward.
C
J
To
and
I
mean
I
think,
obviously
it's
it's-
it's
really
hard,
because
there's
not
a
kind
of
very
definite
path
and
every
area
is
different,
so
you
know
if
you
take,
for
example,
kind
of
lester,
blackburn
and
most
of
our
west
georgia,
neighbours.
J
What
they
were
experiencing
was
quite
tightly
custard
outbreaks
in
communities,
and
so
the
course
of
action
you
take
is
around
door
knocking
you
know
and
really
encouraging
testing
etc
and
quite
localized,
and
because
of
that
they
had
these
movement
restrictions
to
encourage
people
not
to
you
know,
kind
of
mix.
Households
basically
was
the
the
very
simple
message
it
didn't
affect
anything
that
was
to
do
with
work,
so
it
was
only
restrictions
about
social
movement
that
have
been
mainly
put
in
those
areas.
J
Obviously
there
were
some
of
the
kind
of
you
know,
reopening
of
gyms,
beauticians,
etc.
That
was
slightly
delayed
as
well,
but
largely
speaking,
the
advice
around
work,
and
certainly
the
bulk
of
the
council
services
was
actually
where
you
know
you're
the
same
as
england
krakom,
and
what
we're
facing
we've
got
some
community
clusters,
but
not
that's,
not
our
big
problem.
In
a
way,
we've
got
we're
trying.
J
We've
got
two
very
different
patterns
emerging
and
one
is
you
know,
as
I
say,
the
community
clusters
which
we've
been
working
on
and
which
we
are
turning
around
kirkstall,
definitely
has
turned
round
and
hairhill's
definitely
stabled
stable
now,
but
we
have
got
this
more
dynamic
pattern
of
young
people,
cases
of
young
people,
particularly
right,
the
way
across
the
city.
You
know
from
what
we
know
it's
more
to
do
with
a
bit
of
social
gathering,
people
returning
from
holidays
exam
celebrations.
J
You
know
the
social
gatherings
might
be
informal
or
they
might
be
in
restaurants,
hospitality,
etc,
and
so
the
solution
to
that
is
potentially
different
in
terms
of
movement
restrictions.
So
what
we'll
be
doing
is
we've
ramped
massively
communications
up
and
we're
ramping
business
engagement
up
and
a
whole
load
of
other
things
to
try
and
tackle
that
to
ideally
try
and
stem
that
flow
with
the
kind
of
increase
of
rates
before
then,
if
we
need
to,
then
we
will
need
to
consider
movement
restrictions.
J
Obviously,
we're
doing
a
very
quick
piece
of
work
this
week
to
look
at
what
others
have
done
and
and
what
might
be
they're
called
non-family
non-pharmaceutical
interventions,
these
things
npis.
What
npis
might
we
be
able
to
introduce?
That
would
solve
the
problem
that
that
leaves
us
facing
and
then,
of
course,
there's
that
political
engagement,
particularly
about
the
type
of
restrictions
and
the
geographic
area
over
which
those
restrictions
take
place.
So
this
is
far
from
a
kind
of
like
linear.
J
You
know
you've
got
this,
you
do
that
it's
much
much
more
complicated
and
much
more
dynamic,
and
than
that
so.
But
in
answer
to
your
question
about
the
council
services,
it
would
have
to
be
on
much
more
of
a
kind
of
severe
set
of
movement
restrictions
more
like
a
lockdown
before
many
council
services
were
really
significantly
affected.
J
J
So,
for
example,
you
know
if
it
is
about
transmission
and
you
know
in
inside,
then
you
could
imagine
a
scenario
where,
as
gyms
were
quite
like
opening
leisure
centers
might
be
early
to
close,
but
we're
not
at
that
stage
as
really
important
to
you
know,
kind
of
be
proportionate
and
kind
of
measured
about
it,
and
just
you
know,
keep
let's
follow
in
the
data
in
the
intelligence
to
make
sure
that
the
actions
we
take
are
the
ones
that
are
going
to
most
likely
lead
to
success.
D
On
that
point
you
can
sam.
I
I
just
want
to
just
thank
you
very
much
for
everybody's
responses.
There
very
interesting
to
get
those
and
obviously
hear
that
in
more
detail,
could
we
potentially
ask
for
a
scrutiny
inquiry
in
the
future,
just
looking
at
agile
working
and
the
impact
that
that's
had
over.
A
Okay:
okay,
thank
you.
Another
interesting
discussion
and
we've
said
it
many
times
now
it's
clear
that
we
can
be
pleased
very
pleased
indeed
how
business
continuity
processes
have
worked
as
the
scale
of
the
pandemic
became
clear.
So
we'll
move
on
now
to
item
nine,
which
is
a
recommendation
tracking,
which
was
due
to
come
to
the
march
meeting,
which
was
obviously
cancelled.
A
So
the
report
contained
a
match
update
as
well
as
the
current
position
in
relation
to
the
inquiry.
We
some
of
the
planned
actions
have
been
slowed,
as
staff
and
resources
have
been
diverted
to
deal
with
coronavirus
over
the
past
six
months.
But
nigel,
do
you
want
to
give
us
a
quick
update?
We
we
did
discuss
our
recommendation,
our
recommendation
recommendation
in
the
pre-meeting,
but
if
you
just
want
to
update
us
on
the
three
of
where
we
are.
C
Okay,
we'll
do
recommendation.
One
is
around
exploring
additional
ways
of
disseminating
key
information
and
guidance
scrolling
down
to
the
upper
update
position
in
march
climate
change,
leading
to
more
frequent
extreme
weather
events
we're
getting
into
that
season
again.
C
We
did
carry
out
the
recommendation
from
the
scrutiny
board
to
include
signposting
in
council
tax
billing
to
offer
advice
on
how
to
plan
for
emergencies
etc.
So
that's
been
implemented,
and
that
was
on
the
reverse
of
the
leaders
message
in
the
form
of
top
tips
and
hit
around
350
000
domestic
households.
We
obviously
had
limitations
to
how
much
information
we
could
put
in
that
small
space,
but
at
least
we
we
got.
We
got
it
out
in
the
form
of
top
tips.
C
Further
opportunities
to
promote
self
arose
during
the
planning
for
an
ordeal,
eu
exit
and
that's
shortly
to
resurface
in
the
coming
weeks
and
months
that
focused
on
community
impacts,
ensuring
communities
understood
their
rights
and
the
eu
settlement
scheme,
monitoring,
community
tensions
and
providing
reassurance
and
ensuring
effective
dissemination
of
public
information
advice
and
support.
C
Then
we
have
the
incidents.
I
think
they
were
just
around
about
december
last
year,
some
some
storms
and
then
the
growing
coronavirus
help
outbreak
has
helped
to
establish
and
test
further
communication
arrangements
with
communities,
and
this
included
signposting
to
where
further
information
and
advice
could
be
accessed
and
that's
referring
to
covid.
C
C
C
However,
the
spontaneous
volunteer
volunteers
toolkit
has
been
handed
over
to
open
source
arts
for
onward
ownership,
implementation,
testing
and
maintenance,
with
lcc
maintaining
input
via
working
sub
group
representation
and
that's
from
communities
in
environment
and
flood
risk
management.
A
I
know
I
think
we,
as
I
said,
we
did,
discuss
our
recommendations
in
the
pre-me
earlier
and
we
thought
for
this
one,
that
it
would
be
a
three
that
there
are.
You
know
there
are
some
obstacles
that
you've
come
across
that
were
obviously
out
of
your.
B
C
C
Recommendation
two
was
the
recommendation:
utilizing
the
community
committee
network
to
engage
proactively
with
all
councillors
in
generating
greater
awareness
and
understanding
of
existing
local
resilience
and
emergency
planning
arrangements.
C
C
During
the
flooding
an
email
was
issued
to
councillors,
I'm
posting
to
the
confidential
24
hour.
One
number
call
out
and
contact
number
and
that's
a
professional
partners
line,
and
that
should
get
you
to
the
top
of
the
call
queue
if
you're
dialing
on
that
number,
rather
than
waiting
more
recently,
emails
have
been
issued
to
all
counsellors
regarding
coronavirus
as
a
support
to
help
them
with
their
role.
C
Social
media
is
also
used
to
provide
and
signpost
to
information,
I'm
not
quite
sure
if
copies
of
the
emergency
management
plan
that
quick
guide
were
reissued
to
councillors,
but
we
do
have
a
stock
ready
to
go
when
we
get
the
opportunity
to
do
so.
C
Consideration
is
to
be
given
to
use
in
the
recent
severe
weather,
flooding
events
as
a
prompt
to
facilitate
an
exercise
for
councillors.
This
could
also
test
awareness
of
the
roles
and
responsibilities
documented
in
the
local
government
association
publication
entitled
a
councillor's
guide
to
civil
emergencies.
C
The
update
in
september
is
regarding
kovik
19
and
councillors
have
been
kept
informed
and
up-to-date
during
covey
19
outbreak
through
the
regular
elected
member
and
mp,
coveted
19
emails,
enhancing
communication
of
information
and
guidance
with
communities
and
local
residents
and
an
elected
member
support.
Email
inbox
was
also
created.
C
J
J
That
kind
of
thing
that
you
know,
generally
speaking,
we
were
perhaps
thinking
might
more
be
the
kind
of
thing
that
would
occur,
but
I
think
you
know
across
the
whole
city
the
role
of
ward
councillors
from
that
very
early
phase
of
you
know,
work
and
then
you
know
the
community,
the
hubs
and
the
volunteering
and
signposting
the
facebook
groups.
J
You
know,
generally
speaking,
ward
councillors
are
really
well
equipped
and
right
at
the
heart
of
things
and
energizing
those
local
groups.
So
you
know
it
does
feel
to
me
like
it's
changed
the
game
really
for
the
the
role
of
ward
members
and
and
something
that
I'm
sure
will
will
carry
on.
B
Thank
you
chair.
It's
more
of
a
comment.
First
of
all,
I
think
it's,
it's
really
really
well
explained
and
really
welcome
recommendations.
Some
really
good
recommendations.
There.
Just
a
quick
comment
with
regards
to
exercise
hannah
hannah
that
took
place
last
year.
I
think
it
was
very,
very
useful
at
the
time
and
now
that
obviously
the
focus
the
emphasis,
the
priorities
have
changed
and
everything
has
become
so
covet-centric.
B
I
think
it
would
be
very
useful-
and
I
think
your
success
rate
could
be
very
high
now
reaching
out
to
businesses
and
obviously
representatives
and
whatever
you
by
a
virtual
reality,
because
I
think
you'll
have
a
lot
more.
You
know
interaction
online
now,
and
so
it's
a
good
opportunity.
If
you
wish
to
kind
of
do
something
similar.
B
I
don't
know
whether
you
should
name
it
hannah
hannah
or
I'll
change,
the
change,
the
exercise
name,
but
I
found
it
really
useful
and
I
think
if
it,
if
it's
repeated
virtually
now,
we
can
have
a
lot
more
interaction
and
connect
more
businesses
and
representatives
together
and
have
some
information
updates
as
well.
Thank
you.
C
We
can
probably
consider
we're
we're
always
looking
at
exercising
and
pulling
businesses
into
leads
it'd
be
a
very
different
thing,
virtually
online
and
it
might
limit
numbers
etc.
But
it's
something
we'll
certainly
have
a
look
into
doing.
A
C
Okay,
the
final
one
recommendation
three
well
something
originally
raised
by
councillor
pauline
graham
and
it
was
relating
to
universal
and
emergency
warning
system
within
all
council-owned
buildings
enabling
staff,
regardless
of
their
usual
place
of
work
and
other
users
of
council-owned
buildings,
to
be
able
to
instantly
recognize
and
respond
accordingly
to
a
particular
emergency
alert
and,
I
suppose,
that's
whether
to
evacuate
or
to
stay
indoors,
etc.
C
C
The
update
in
september
is
that
the
management,
the
member
management
community
subgroup
on
member
safety,
led
by
council
of
scots,
held
several
meetings
and
surveyed
members
to
help
determine
the
best
solution
to
fit
the
express
needs
work
to
progress.
This
procurement
was
then
curtailed
due
to
the
kovi
19
pandit
pandemic
response,
which
is
taking
all
health
and
safety
resources.
This
will
be
picked
up
when
the
work
in
response
to
corvid
19
relents.
A
No
well,
we,
our
recommendation
would
be
for
that
to
be
a
four
that's,
not
fully
implemented,
but
we'll
continue
with
we're
happy
with
the
progress
that
has
been
made
and
we'll
continue
to
monitor
that
okay
I'll
happy
with
that.
A
Okay,
then
so,
thank
you
to
mariana
tim
and
nigel
and
councillor
lewis,
for
providing
those
answers.
Comments
and
dealing
with
the
consequences
of
covered
19
will
be
a
significant
challenge.
As
today's
agenda
has
shown,
council
resilience
risk
management
and
business.
Continuity
will
be
of
great
benefit
to
us,
as
we
continue
to
tackle
the
effects
of
the
pandemic.
A
Improving
those
processes
where
we
can
will
be
important,
but
we
should
also
recognize
that,
when
tested
our
business,
continuity
processes
were
effective,
in
fact
very
effective.
I
think,
as
a
city,
we
were
on
the
front
foot
and
we
have
we've
said
it
many
times
before
huge
thanks
to
all
those
involved
and
continue
to
do
what
you're
doing.
C
A
Very
much
thank
you.
Okay
item
10
is
our
work
schedule
for
2021.
We've
had
a
useful
discussion
on
this.
Our
last
meeting
and
we've
updated
to
reflect
that
it's
an
evolving
document,
as
we
know
so,
sam's
made
a
suggestion
today.
So
rob.
Can
you
provide
us
with
an
update
on
this
and
then
we
can
make
any
further
comments.
I
Yes,
sir
thanks
council,
yes,
so
council
first
comments
are
actually
fit
in
with
something
that
we've
got
planned
in
on
the
work
schedule
for
november,
which
is
the
impact
of
code
19
on
ways
of
working
home
working
staff,
well-being,
et
cetera.
I've
already
made
contact
with
mark
mills
and
hr
to
attend
that
session
and
provide
a
report,
so
that
might
be
the
starting
point
for
that
work
in
november,
if
that
fits
time
scales
for
for
the
board,
so
that
they
give
us
a
positive
response
on
that.
I
So
I'm
expecting
to
develop
that
over
the
next
four
to
six
weeks
for
in
preparation
for
that
board
for
that
board
meeting
sorry
in
november.
In
terms
of
other
things,
just
to
reflect
on
the
comments
made
at
our
july
meeting
and
again,
council
robinson
you
raised
earlier
well
welcome
to
the
yorkshire.
The
financial
update
is
also
slated
for
that
november
meeting.
I
I
will
do
the
the
work
that
you
requested
as
well
outside
of
well
before
that
meeting
comes
along
and
then
there's
also
something
on
council
tax
recovery
rates,
which
I
think
was
mentioned
by
members
of
the
last
meeting
that
they've
all
been
flagged
up
and
will
be
brought
back
for
consideration.
In
november.
I
The
october
meeting
looks
likely
to
focus
on
the
budget
and
savings
proposals
that
are
going
to
executive
board
that
month
so
in
september.
So
that
will
be
the
main
substantive
item.
It
could
be
quite
significant
in
terms
of
what's
being
proposed
through
the
executive
board.
I
B
For
november,
could
you
include
with
the
council
tax
recovery,
business
rates,
recovery.
B
A
I
keep
trying
to
unmute
myself
and
then
it
comes
up.
You
are
still
muted
or
whatever
it
says
anyway.
So
we're
all
happy
with
that.
Thank
you,
rob
and
we'll
pick
up
those
suggestions
and
bring
it
updated.
So
our
next
meeting
is
on
the
12th
of
october
with
a
pre-meeting
at
10.
Thank
you
for
your
attendance
and
it's
been
lovely
to
see
you.
I
can't
wait
to
see
you
all
in
the
flesh
and
yes
helen.
I
will
bring
buns
the
first
time
we're
back
as
a
celebratory.
A
A
What
are
they
okay
and
thank
you
for,
as
I
say,
thanks
for
coming
thanks,
it's
lovely
to
see
you
all
and
look
forward
to
seeing
you
shortly
take.