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From YouTube: Leeds City Council - Strategy and Resources Scrutiny Board - 24th January 2022 (Part 1)
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A
Okay,
good
morning,
everyone
thank
you
for
coming
to
today's
strategy
and
resources.
Screening
board
meeting,
I'm
very
happy
that
everyone's
here
today
we've
got
a
bigger
agenda
item
at
the
start,
we're
going
to
hear
from
some
of
our
staff
networks.
So
I'm
really
excited
about
that.
I'd
like
to
thank
you
all
for
coming
right
at
the
beginning.
A
I
think
this
is
really
an
opportunity
for
us
to
hear
your
views
and
and
thoughts
on
how
we're
doing
and
where
we
can
improve
just
in
terms
of
the
setup
of
the
room,
so
we're
in
in
this
room,
because
I
thought
that
the
chamber
would
be
too
hierarchical,
sort
of
in
its
structure,
and
I
want
us
all
to
be
on
the
same
level
to
speak
to
each
other,
but
because
it's
quite
a
lot
of
us
in
here
and
I'm
still
conscious
of
the
covered
pandemic
being
with
us.
A
What
we've
done
is,
at
this
end
of
the
table
with
our
covered
security
as
we're
more
spread
out.
At
the
other
end,
the
clothing
security
is
the
extra
shields.
The
reality
is,
we,
we
didn't
have
enough
shields
for
the
whole
room
and
we
didn't
have
enough
space
for
all
being
spread
out.
So
we've
got
this
mixed
match,
but
the
idea
is
that
everyone
is
got
some
extra
protection
either
fast
space
or
by
or
by
the
screens.
So
hopefully
that's
understandable.
A
Once
we've
got
to
item
seven
we'll
have
a
lot
less
people,
so
we
might
just
have
a
quick
pause
and
take
down
some
of
the
screens
and
spread
out
the
remaining
people
in
the
room.
So
hopefully
that's
okay,
so
with
that
I'll
get
on
to
the
proper
gender
and
pass
over
to
andy
for
the
first,
a
few
items.
B
A
D
A
Thank
you
very
much.
I
forgot
to
do
introductions
at
the
start,
so
we'll
move
on
to
those,
if
that's
okay
and
then
we'll
get
into
the
minute.
So
my
name
is
council
andrew
scopes,
I'm
the
chair
of
this
scrutiny
board.
Okay,
let's
go
this
way!
Please.
A
N
Council,
mary
harland
some
method
and
exec
board
member
for
communities
and
it's
nice
to
be
back
in
my
old
board
now
to
see
small
faces.
A
Thank
you
very
much
everyone.
Anyone
watching
online
will
probably
have
a
little
bit
of
vertigo
after
that
screen
moving
around
like
that.
Hopefully
it
won't
be
quite
so
so
we're
dizzy
as
we
go
through.
Okay,
so
moving
on
to
the
minutes,
any
we'll
start
with
any
points
of
accuracy.
Do
any
board
members
want
to
raise
any
points
of
accuracy
on
the
minutes?
A
M
Thank
you
chair
just
a
couple
of
mata's
minutes
30
for
the
waste
inquiry,
just
to
inform
the
board
that
we're
looking
at
producing
a
summary
of
evidence
on
that
work,
which
will
come
to
a
future
meeting.
Hopefully
this
this
municipal
year
minute
36
on
agency
staffing.
M
A
Okay,
thanks
well,
do
members
have
anything
else
they
wish
to
add
or
questions
to
ask
on
the
mat's
horizon.
H
H
Obviously,
this
is
a
draft
report
and
action
plan
yet
to
be
approved
by
clt
and
further
work
with
the
networks
themselves
following
the
core
would
be
sorry
following
the
covert
impact
on
bm
employees
might
be.
A
report
was
brought
to
yourselves
in
in
september
last
year,
and
I
think
at
the
time
when
they
submit
that
report,
you
requested
that
we
came
back
with
some
some
of
the
networks
returned
this
year.
Obviously
that's
why
we're
here
with
the
report.
H
Just
have
to
sorry
just
bear
with
me
with
disability,
I'm
afraid
it's,
including
staffing
carers.
Obviously
it
includes
healthy
minds
as
well.
The
report
will
be
followed
by
individual
network
members
as
that
with
their
updates.
The
idea
was
that
they'll
update
about
what
happens
in
corvid
or
what's
happened
to
the
networks
in
core,
with
what
they've
been
doing,
whether
where
the
networks
are
right
now
at
the
moment
and
the
the
future
aspirations
of
for
the
work
to
be
done.
So
obviously
the
council
encouraged
established
working
group.
H
Obviously
I'm
reporting
here
from
hr,
but
I
am
the
network
lead
for
dawn
disabilities
as
well,
but
this
is
the
moment
I'm
doing
my
hr
element.
There's
been
lots
of
support.
Obviously,
in
court,
in
corvid
for
the
staff
we've
been
mentioning,
we've
got
facilities,
management,
establishing
the
safe
working
at
sites.
We've
got
health
and
safety,
support
and
equipment
at
home
and
in
work,
because
a
lot
of
people
with
disabilities
prefer
to
be
in
work
for
their
own
well-being.
H
Keras,
ten
percent
in
leisure,
as
an
authority,
disabled
employees
on
the
sap
system,
six
percent,
nine
percent
for
carers,
obviously
with
working
in
hr,
where
we
reflected
on
the
pulse
four
servers
where
3709
staff
had
reported
in,
but
we
asked
specifically
for
the
survey
to
ask
a
few
extra
questions.
H
The
questions
were
about
if
they
suffered
with
a
disability
or
a
long-term
impairment,
but
if
they
were
a
carer
and
what
suggestions
would
would
make
their
work
experience
better?
H
Interestingly
enough
on
the
responses
that
we've
got,
16
responded
to
say
that
they've
got
a
disability
or
long-term
impairment
which
almost
matches
the
legions
of
city
9
for
carers.
However,
it's
not
a
true
representation.
Those
three
3
709
members
of
staff
that
reported
a
quarter
of
the
workforce.
H
H
Training
with
inclusion
at
the
core
we've
got
management
training
offered
again
with
inclusion.
We've
got
the
speak
up
guardian
role,
new
ways
of
working;
obviously,
that's
the
the
people
I
work
with
on
new
ways
of
working
in
this
civic
estate.
H
So
sorry
about
that
about
the
this
is
the
speech
element,
I'm
not
not
my
best
today.
This
is
quite
a
new
environment
for
me
really
to
be
in
so
I'm
just
going
to
apologize
anyway.
A
J
I
work
within
hr
and
I
lead
on
the
carers
staff
network
we've
been
running
for
about
four
years.
Carers,
as
a
group
is
not
a
protected
characteristic,
but
by
association
you
can
be
classed
as
being
discriminated,
so
there
was
a
need,
as
we
found,
that
more
and
more
staff
work
areas
within
our
workforce
and
obviously
through
the
pandemic.
J
You
know
with
everything
that
was
going
on
with
the
pandemic.
They
suddenly
became
carers
as
well
due
to
lack
of
services
and
so
forth,
so
some
research
has
been
done
over
the
past
year
or
so,
and
it's
estimated
that
carers,
unpaid
carers,
save
around
1.4
billion
a
year
and
we're
talking
in
the
through
the
pandemic.
It's
estimated
that's
around
about
1.93
billion,
so
the
corrupt.
J
Obviously,
the
pandemic
outbreak
put
a
lot
of
pressure
on
carers,
the
challenges
of
the
constant
changes,
social
distancing,
lack
of
services,
as
I've
said,
and
restrictions,
and
both
widely
and
within
the
workforce.
They've
provided
a
lot
of
support
to
in
place
of
services
that
they
they
weren't
able
to
get,
and
it
was
about
work-life
balance.
Obviously,
with
the
the
caring
that
they're
having
to
do
sometimes
24
7
and
at
the
same
time
trying
to
hold
down
their
job
and
kind
of
support
their
family.
J
J
So
we
don't
have
a
steering
group
and
we
don't
have
members.
We
just
have
a
circulation
list,
but
we
felt
obviously
that
we
needed
to
communicate,
get
get
our
reach
as
wide
as
we
can
through
that
period.
J
So,
in
addition
to
kind
of
having
one-off
conversations
with
staff
who
maybe
contacted
us,
we
started
a
facebook
page
to
connect
with
staff
and
that
also
included
those
that
don't
have
kind
of
work
based
I.t,
because
generally
we
tended
to
use
kind
of
email
and
so
forth
or
face-to-face
which
all
changed.
J
So,
in
addition
to
that,
we've
done
some
one-minute
guides
to
help
managers
to
understand
what
support
there
is
available,
both
internally
and
externally,
through
collaboration
with
carers.
Uk
there's
access
to
training
and
also
the
care
is
digital,
app
jointly,
which
helps
carers
plan
with
family
or
with
service
providers,
the
care
around
a
person.
J
We
also
devised
a
plan
b
form
so
that,
obviously,
with
the
circumstances
of
the
pandemic,
it
was
important
that
people
had
in
place
what
would
happen
if
they
were
ill
or
other
support.
J
We've
also
over
the
last
a
couple
of
years
put
together
the
carers
passport
which
working
with
hr
we
implemented
earlier
this
year.
So
this
is
a
part
of
the
supporting
staff
at
work
charter.
J
The
passport
helps
staff
kind
of
tell
their
story
once
without
having
to
go
through
it
again
and
again,
with
different
people
different
managers,
if
their
service
changes,
if
there's
you
know
if
they
move
jobs
etc,
because
sometimes
it
can
be
quite
a
traumatic
experience,
circumstances
and
it's
about
what
support
do?
They
need
what
can
be
agreed
and
put
in
place,
whether
that's
flexible,
working
or
any
other
kind
of
arrangement
to
support
the
carer.
J
So
that's
something
that
was
launched
in
carer's
week
earlier
this
year
as
a
joint
piece
of
work
with
with
hr
and
through
the
past
two
years.
We've
also-
and
it
just
seemed
long
time,
two
years,
but
we
started
in
2020
with
monthly
care
share
and
chat
sessions.
This
was
to
again
connect
with
staff,
on
kind
of
just
to
be
able
to
have
a
safe
space,
to
talk
about
their
experience,
what
they're
feeling
and
to
share
with
each
other.
You
know
tips
are
good
practice
along
with
that.
J
We
did
deliver
on
specific
topics
such
as
kind
of
how
people
were
coping
their
mental
health
when
schools
opened
and
how
carers
were
transitioning
with
that
and
we've
also
over
the
last
12
months,
got
a
subgroup
which
is
specific
to
parents
and
carers
of
children
with
long-term
conditions
and
disabilities,
and
it's
it's.
It's
focused
more
on
young
young
children
and
carers
of
young
people.
J
So
a
lot
of
work,
as
has
been
happening
over
the
last
couple
of
years.
We
are
a
very
small
network
in
terms
of
the
core
group
that
runs
this
in
terms
of
going
forward.
Oh
sorry,
the
other
thing
that
we
have
been
doing
is
working
in
partnership
with
carers
leads
doing
one-to-ones
for
individuals,
so
this
was
something
we
put
in
before
the
pandemic
and
it
was
face
to
face,
but
we've
provided
that
over
the
phone
and
it's
been
utilized
quite
a
lot
where
people
have
felt.
J
You
know
that
they're
struggling
with
their
circumstances,
obviously
look
the
the
the
pandemic
for
some
people
has
been
quite
good
because
they've
been
able
to
look
after
family
or
whoever
they
care
for
without
having
to
travel.
You
know,
but
obviously
frontline
stuff,
it's
still
a
difficult
situation,
so
in
terms
of
going
forward.
What
we're
looking
to
do
and
develop
is
to
re-establish
our
general
care
share
and
chat
sessions,
because,
due
to
a
lack
of
resources,
I've
not
really
been
able
to
kind
of
do
them
on
a
regular
basis.
J
By
resources
I
mean
people,
a
lot
of
people
have
left
and
obviously
eli
and
so
forth.
So
it's
about
recruiting
to
get
some
support.
We
want
to
raise
awareness,
something
that's
come
out
through
the
pulse
survey.
That
carers
feel
there
isn't
enough
known
about
them.
J
Also
to
bring
about
improvement
and
understanding
in
the
use
of
flexible
working
options,
I
think
it's
managers
have
kind
of
adopted,
flexible
working
more
so
because
of
the
pandemic,
and
the
way
they've
suddenly
had
to
change
the
way
they
work
and
deliver,
and
so
it's
about
on
the
back
of
that
making
sure
we
get
further
out
and
and
kind
of
promote
that
so
people
understand
it
is
something
that's
workable
and
and
and
obviously
the
focus
on
that
is
more
accessibility
for
frontline
staff,
who
tend
to
work
more
rigid
work
patterns
and
there's
still
scope
to
be
flexible.
J
You
know,
however,
that
might
be.
We
want
to
continue
supporting
the
employee,
supporting
employees
at
work
charter,
I.e,
the
the
it's
a
holistic
approach
to
well-being,
person-centered,
but
more
so
around
the
carers
passport,
so
that
every
employer
employee
has
that
experience.
Has
that
conversation?
If
there
is
a
need
and
then,
as
I
said,
we
want
to
recruit
more
people
to
support
the
network.
J
A
Thank
you
very
much.
Okay,
move
on
to
the
dawn
network
is
that
colin
speaking,.
I
Hello,
yes,
my
name's
colleen.
I
actually
joined
leasit
council
on
the
graduate
program
back
in
2018.
Well,
sorry,
it
seems
like
yesterday
to
be
honest,
yeah
and
well
within
my
first
week
or
two
I
met
the
network,
lead
terry
and
some
more
of
the
steering
group
and
yeah
it's
just
straight
away.
I
Well,
that's
where
my
passion
lied
and
especially
when
terry
said
some
of
the
examples
I
could
experience
as
part
of
the
disability
and
well-being
network
just
before
covered,
we
was
hoping
as
a
network
to
hopefully
reach
out
to
individuals
who,
if
you
want
to
say,
are
employed
on
the
front
line
by
front
office
who
may
not
I'll
say,
may
not
receive
the
communications
from
don.
I
have
an
email
address,
for
example,
however,
of
course,
covert
came
along
and
this
obviously
we
had
to
quickly
but
also
effectively
reform
our
new
communications
plan.
I
However,
we
were
always
focused
on
whichever
way
was
going
to
do
this
now
we
would
always
have
a
car
emphasis.
Should
I
say
on
ensuring
that
each
way
we
use
to
communicate
with
our
existing,
but
also
potential
members
and
other
employees
of
lee
city
council
to
ensure
that
the
communications
remain
equality,
diversity
and
inclusive?
For
all
this
included,
pat
the
network
steering
group
and
our
own
members
big
support
in
helping
to
release
it
to
council
staff
transition.
I
Sorry,
yes,
so
to
transition
into
the
new
ways
of
working.
I
working
from
home,
which
many
employees
at
the
council
was
it's
quite
difficult
to
get
used
to,
because
they've
been
working
at
the
council
for
many
many
years
and
they
haven't
really
adapted
to
working
at
home
full-time.
I
This
led
to
the
disability
and
well-being
network
helping
to
support
the
effective,
but
also
timely,
roll
out
and
manner
of
the
microsoft
teams
throughout
the
council
as
well
as
this
during
covered,
we
also
created
informal
half
an
hour
session,
sorry
one
hour
sessions
per
week,
known
as
covering
chats
these
we
kept
these
informal,
but
also
to
establish
and
hopefully
lower.
I
would
say
people's
anxiety
and
tensions
at
the
current
situation,
not
only
around
private
surrounding
their
work
routines,
but
also
covered
in
their
personal
lives
as
well,
because
I'm
sure
everyone
would
agree.
I
It
was
a
very
dramatic
and
very
I'll
say
confusing,
but
also
worrying
time.
I
I
To
be
honest,
so
the
disabled
passport
would
help
really
help
them
to
be
able
to
provide
to
a
wide
variety
of
individuals,
but
also
the
disabled
passport
will
also
be
able
to
I'll
say
edit,
easily
and
change
throughout
time
and
therefore,
because
I'm
sure
as
hopefully,
you
will
agree
that
health,
like
most
of
the
things,
does
like
to
change
throughout
time.
So
just
you
can't
have
a
stranded
structure.
I
I
Also.
We
hope
to
continue
our
current,
effective
ways
of
establishing
and
reviewing
the
new
ways
of
working
to
ensure
that
we
provide
inclusivity
for
all
around
specific
issues
such
as
is
the
lighting.
Okay,
the
types
of
chairs
and
desks
available,
but
also
is
the
location,
is
the
location
accessible
to
all
and
also.
A
I
Features
of
that
this
is
so
that
it
can
be
rolled
out
and
used
by
all
our
users
as
well
as
this,
we
hope
to
strengthen
the
understandings
throughout
our
services
about
disabled
people
and
the
possible
creation
of
barriers
that
people
may
be,
unfortunately,
actually
creating
without
knowing
them
as
well
as
this,
we
hopefully
will
also
provide
further
inclusive
training
for
our
managers
to
understand
the
potential
barriers
in
the
actual
environment
and
how
they
can
help
to
resolve
them
in
a
quick
manner.
Thank
you
very
much
for
listening.
L
Thank
you,
chair
and
esteemed
members
of
the
scrutiny
board
and
myself
and
the
rest
of
my
steering
group
just
want
to
thank
you
for
inviting
us
to
be
included
in
your
discussion
today.
We're
aware
that
this
is
the
third
opportunity
for
the
experiences
of
black
asian
and
minority
ethnic
colleagues
working
within
lee
city
council
to
be
brought
into
consideration.
L
The
organisation
has
an
ambition
to
be
anti-racist,
but
we
know
that
current
practice
and
the
lack
of
overarching
zero-tolerance
policy
make
it
difficult
to
measure
the
steps
the
organization
has
taken
so
far.
The
bm
network
has
evolved
to
address
this
and
to
work
jointly
with
clt
and
hr.
As
per
the
joint
action
plan,
we
applaud
the
authority
for
the
ambitions
to
becoming
an
anti-racist,
fairer
and
more
inclusive
organization.
L
As
the
objectives
in
the
plan
are
extended,
we
ask
members
to
give
us
their
four
priorities
and
the
following
were
highlighted.
That's
members
of
the
bm
staff
network.
Our
four
priorities
are
the
development
and
implementation
of
a
zero
tolerance
policy
across
the
council,
representation
of
being
colleagues
in
all
roles
across
all
levels
and
inclusive
recruitment,
having
confident
competent
managers
who
are
able
to
address
being
related
issues
and,
lastly,
a
grievance
policy
that
is
fit
for
purpose,
fair
and
delivered
in
an
informed,
timely
manner.
L
L
Network
meetings
provide
a
safe
space
for
members
to
share
and
receive
advice
and
support.
As
chair
and
steering
group,
we
are
keen
to
be
the
voice
of
the
network
and
to
add
value
in
making
improvements
when
necessary,
such
as
the
grievance
policy.
As
an
example,
the
network
is
led
by
myself
and
three
steering
group
members,
two
of
which
are
here
with
me
today,
hayley
and
carol
as
lee
city
council
is
such
a
large
organization.
L
We
were
conscious.
We
cannot
provide
information
and
support
to
all
bim
staff.
To
address
this,
we
have
decided
to
devise
a
network
ambassador
program
to
raise
the
profile
of
the
network
at
a
more
localized
level.
L
You
want
to
keep
abreast
of
what
is
going
on
on
the
ground
and
ensure
that
that
strategic
measures
messages
are
filtered
down.
The
ambassadors
are
just
one
initiative.
We
also
host
bi-monthly
network
meetings,
grower
meetings
that
give
specific
advice
and
an
events
calendar
where
we
celebrate
activity
and
events
throughout
the
year
which
are
important
to
being
colleagues.
L
We
are
conscious
that
we
have
had
to
decline
a
lot
of
requests
some
made
by
members
in
in
this
particular
committee,
due
to
limited
facility
time
that
is
only
afforded
to
the
chair
and
increased
demand
with
that
within
our
day,
jobs
where
colleagues
have
reached
out
to
our
leaders
for
support,
they
are
signed
posted
to
the
network,
and
we
feel
that
this
is
an
unrealistic
expectation
where
only
the
chair
is
given
facility
time.
L
Many
managers
have
not
received
adequate
training
and
support
or
feel
equipped
to
deal
with
matters
of
race
or
racism
in
the
workplace.
This
is
true
of
other
equity
equality
matters
in
general,
and
we
feel
that
a
clearly
defined
program
of
quality
training
with
ongoing
engagement
should
be
a
priority
for
all
managers.
L
L
The
theme
that
runs
across
many
of
the
challenges
highlighted
is
a
lack
of
checks
and
balances
where
training
is
being
delivered.
Formalized
feedback
is
not
being
gathered
where
actions
are
carried
out.
They
are
not
supported
or
governed
by
a
time-bound
strategy.
So
efforts
can
seem
endless
with
no
structure
to
knowing
what
good
looks
like
and
when
and
how
we
will
aim
to
achieve
it.
Whilst
many
good
decisions
are
are
being
made,
they
are
not
having
wider
impact,
because
these
checks
and
balances
are
not
in
place.
L
L
These
are
a
grievance
policy
review
which
is
currently
underway
so
having
further
detail
as
to
how
and
when
the
bm
network,
along
with
other
key
stakeholders,
will
be
consulted
and
kept
up
to
date
during
the
grievance
policy
review.
Staff
should
also
be
dissuaded
from
using
the
grievance
policy
to
deal
with
allegations
of
racism.
L
L
We
also
would
like
formal
support
for
network
representatives
where
the
chair
and
the
steering
group
are
allowed
facility
time
in
order
to
plan
and
deliver
network
activities
and,
lastly,
we'd,
like
corporate
support
to
to
be
given
the
network,
to
help
sorry
we'd,
like
corporate
support,
to
be
given
to
the
network,
to
reach
out
and
communicate
with
frontline
beam.
Colleagues,
thank
you
for
your
time
and
welcome
any
questions.
A
Thank
you
very
much.
What
I'm
going
to
do
is
I'm
going
to
let
the
other
network
speak
and
then
we'll
come
to
questions,
and
everyone
will
be
available
for
that.
Thank
you,
okay.
Is
it
helen
speaking
for
healthy
mind,
so
I
can't
see
you
hopefully
I'll,
be
able
to
see
you
on
the
camera.
Even
if
I
can't
quite
see
you
because
of
the
screen.
P
Morning,
everybody
thanks
for
having
me
so
I'm
the
chair
of
the
healthy
minds
network,
which
comes
under
the
dawn
network,
so
we
provide
peer-to-peer
support
for
people
with
mental
health
issues
or
who's
got
family
or
friends
who
are
going
through
anything
with
mental
health
and
I'm
really
passionate
about
this
network,
because
I
suffer
from
mental
health
myself
and
I've
done
for
the
past
25
years.
P
I've
got
great
support
from
leeds
city
council
during
that
time,
so
it
makes
me
want
for
people
to
get
the
same
support
and
during
coving
I
took
over
just
before
corvid
started,
so
it
was
like.
Oh,
what
am
I
gonna
do
so
all
the
sessions
were
in
the
civic
hall
we
used
to
have
two
sessions
a
week.
We
used
to
have
guest
speakers.
P
So
then
we
had
to
move
everything
virtually,
and
it's
done
really
really
well
moving
everything
virtually
because
people
are
able
to
attend
that
wouldn't
normally
be
able
to
attend,
because
they'd
have
to
travel
to
the
civic
hall
or
they'd
have
to
travel
elsewhere.
We
do
how
you
feeling
sessions,
we
do
them
every
week.
We
do
one
for
managers
and
which
gives
managers
a
chance
to
come
along
and
just
say
how
they're
feeling
and
because
all
managers
have
got
that
open
door
policy.
P
P
I
have
started
topic
in
the
sessions
now,
so
we
do
like
one
how
you
feel
about
depression,
how
you
feeling
about
winter?
How
are
you
feeling
about?
You
know
different
topics.
I've
had
people
telling
me
that
these
weekly
sessions
have
been
a
lifeline
for
them
and
it's
become
like
a
little
family.
You
know
you
get
so
like
your
regulars
on
there
and
it's
become
like
a
little
family
which
has
made
me
proud,
because
that
gives
people
the
chance
to
talk
and
they
do
talk
as
well.
P
You
know
about
certain
things
and
I
did
a
healthy
minds
conference
during
covert
as
well,
which
was
really
really
good
and
we
had
loads
of
different
speakers
on
there.
I'm
doing
one
this
year
as
well.
The
theme
is
loneliness
for
mental
health
awareness
week,
so
we're
going
to
do
another
conference
this
year,
which
is
going
to
be
virtually
online
as
well,
and
we
do
get
guest
speakers
in
to
speak
to
our
colleagues.
So
we
had
two
colleagues
who
were
running
their
menopause
sessions
from
hr.
P
I
have
been
facebook
live
in
these
sessions
onto
the
lead
city
council,
colleagues
page,
so
our
frontline
staff
are
able
to
then
if
they
haven't
got
the
time
to
come
to
the
sessions,
they're
able
to
look
at
them
afterwards
and
that's
been
going
really
well,
we've
been
getting
over
a
thousand
views
on
that,
so
that
just
shows
that
people
are
able
to
look
at
their
own
leisure.
P
I
think
what
I
want
to
do
is
I
want
to
get
more
awareness
around
stigma
and
the
barriers
around
mental
health
and
maybe
to
make
managers
more
aware
of.
You
know
how
important
it
is
for
your
staff.
You
know
their
well-being
and
because
I
have
had
staff
turn
around
and
say
you
know,
oh
my
manager,
won't.
Let
me
go
on
this
or
my
manager
won't.
Let
me
go
on
that
and
I
do
understand
you
know
there
is
a
time
limit
that
people
can
get
to
go
on
these
sessions.
P
A
N
No,
no,
I
just
think
I
I've
got
to
apologize
to
be
fair
since
I've
been
in
this
role,
I've
not
had
a
chance
to
properly
engage
with
the
hubs
and
networks
that
have
are
in
place,
but
it's
plain
to
hear
that
there's
obviously
some
great
innovative
work
going
on,
but
as
colin
referred
to
earlier,
there's
still
plenty
to
do.
I
think,
and
it
does
it's
quite
organic.
It
keeps
moving,
but
please
invite
me
along.
I
know
that
we
have
member
champions
and
it's
a
shame.
Councillor
richie
and
councillor.
N
Taylor
are
not
here
today
because
I'm
sure
that
they
they
want
to
hear
directly
from
you,
but
no
happy
to
listen
to
the
question.
A
I
think,
thank
you
very
much
so
for
me,
massive
thanks.
Everyone
who's
spoken.
I
know
it's
can
be
difficult
in
this
format
and
it's
not
very
personal,
but
it's
really
important
that
you,
you
speak,
and
I
really
appreciate
the
honesty
you
said
in
terms
of
the
good
stuff,
but
also
the
challenges.
I
think
we
that's.
One
of
the
really
important
things
about
scrutiny
is
making
sure
we
front
up
to
the
challenges
we
have
moving
forwards
and
also
thanks
for
submitting
the
reports.
I
know
it's
a
it's
been
a.
A
It
can
be
painful,
sometimes,
okay,
so
I'm
gonna
move
into
questions
from
members.
If
that's
okay,
the
first
person
I've
seen
is
indicated,
is
counsellor
firth.
D
Thank
you
very
much
and
good
morning,
everybody
again
and
thank
you
for
actually
taking
the
time,
because
I
know
it
can
appreciate
that
counsellor
before
somebody's
name
can
unfortunately
give
us
a
bit
of
loft
in
us,
or
certainly
some
of
us
heads
above
the
cloud.
So
thank
you
very
much
for
coming
along
and
actually
taking
the
chance
to
actually
brave
and
put
that
to
us
and
tell
us
straight
what
you
think
the
council
is
performing
in
your
particular
areas
of
concern.
D
D
The
one
thing
I
wanted
to
express
first
off
is
obviously
many
of
the
disabilities
or
even
carers,
responsibilities,
or
even
anything
that
you
want
to
help
your
mind,
get
a
bit
more
healthy
and
be
a
bit
more
able
to
talk
about
anything
you
may
be
feeling
is
one
of
the
most
difficult
things
to
admit
and,
as
a
result,
I
wanted
to
ask
you
direct.
D
How
do
you
feel
the
processes
the
council
have
in
place
at
the
moment
are
to
identify
people
who
have
those
responsibilities
or
have
those
needs
or
need
some
more
support,
and
what
could
be
done
to
improve
that?
Because,
ultimately,
the
figures
are
close
in
terms
of
how
the
council
is
performing
in
terms
of
representation.
D
But
ultimately,
I
know
as
a
personal
experience,
it
was
difficult
for
some
time
to
admit.
I
was
a
carer
simply
because
you
see
it
as
your
normal
daily
life.
So
as
a
result,
if
you
could
give
us
any
further
meat
on
the
bone
about
how
you
feel
the
counselors
processes
are
to
establish
that
actually
in
the
first
place,
you
can
actually
admit
that
either
you
have
a
disability
and
you
feel
comfortable,
saying
that
you're
a
carer
or
that
you
need
some
extra
support
in
the
workplace.
A
Thank
you
just
just
be
clear:
we're
asking
questions
in
a
in
a
collaborative
friendly
manner.
I
just
want
to
be
clear
that
if
you
don't
want
to
ask
answer
any
questions
you
don't
have
to
this,
isn't
a
interrogation
or
a
like
a
court
of
law.
This
is
us
trying
to
be
supportive
towards
you,
but
do
you
want
to
respond?
I
think
you
probably
will
to
that
question.
J
Yes,
thank
you,
I
think,
with
carers,
it's
it's
one
of
those
things
that
people
just
take
for
granted
and
don't
actually
identify
themselves.
You
know
it's
part
of
their
their
their
role
that
you
know
predominantly.
It
tends
to
be
women
and
that's
just
part
of
the
day.
You
know
the
day,
job
type
of
thing
we've
and
similarly,
I
suppose
with
disability
that
you
know
people
have
hidden
disabilities
and
we
don't
realize-
and
you
know
we
just
assume-
you
know
everything's,
okay
in
terms
of.
J
Getting
out
there,
I
think,
for
me
from
a
carer's
perspective,
it's
important
that
we
raise
awareness.
I
still
find
that
that
people
don't
know
we
as
a
network
exist.
They
don't
know
what
support
the
council
gives
or
they
don't
identify
it
as
carer
related.
They
know
of
policies,
but
they
don't
kind
of
align
the
two.
J
We
have
a
number
of
policies
around
kind
of
leave
and
flexible
working
to
support
carers,
and
it's
about
promoting
those,
as
well
as
promoting
the
network
and
raising
awareness
awareness
around
who
we
define
as
a
carer
and
what
support
we
can
give,
and
I
think
that
will
help
people
then
disclose
their
their
carer
situation.
Obviously
with
care
is,
it
is
a
moving
situation.
You
may
be
a
carer
short
term
long
term,
you
know
so
it
does
change,
but
I
think
that's
key
is.
J
If
we
can
raise
the
awareness
about
what
the
council
and
what
the
network
can
provide
in
terms
of
support,
then
people
will
feel
comfortable
about
talking
about
their
circumstances,
the
carer's
passport
we
have
rolled
it
out
kind
of,
and
there
is
ongoing
training
on
a
monthly
basis,
but
it
it.
I
think
it
needs
a
bit
more
structure.
I
think
it
needs
a
bit
more
of
a
push
so
that
every
employee
has
that
experience,
not
just
around
carers
but
as
an
individual
and
obviously
that
would
pick
up
the
carers
side
on
the
disability
side.
J
At
the
moment
it
is
linked
to
appraisals,
but
the
appraisal
itself
is
very
much
linked
around
well-being,
but
I
think
it's
something
that
maybe,
as
in
the
next
12
months,
we
could
push
a
bit
more
robustly
so
that
everyone
has
that
opportunity
to
have
an
open,
honest
and
creative
conversation
around
solutions,
and
it's
not
just
about
carers
and
disability.
J
It
is
you
know
it's
about
people
with
family
circumstances,
people
with
children
and
it's
a
transitional
period,
the
next
12
months,
as
well
with
the
pandemic.
We
don't
know
how
things
are
going
to
pan
out
people's
circumstances
have
changed,
people
that
have
been
working
from
home
carers
or
disabled.
J
You
know
suddenly
they're
having
to
change
again,
maybe
having
to
come
back
into
the
office
environment.
Maybe
the
home
circumstances
worked
better
for
them,
so
it's
taking
all
those
things
into
consideration,
and
so
it's
about
quality
conversations.
I
think
and
raising
awareness
which
are
key
to
ensure
you
know
we
identify
carers
and
disabled
staff.
A
Okay,
thank
you
very
much.
Do
you
want
to
go
back
against
first.
D
And
I
wanted
to
ask
more
generally
than
just
one
quick
question,
which
is
the
fact
that
work
from
home
has
been
mentioned,
and
obviously
that
is
something
that
many
particularly
private
organizations
have
had
to
certainly
provide
a
lot
more
of
of
the
past
18
to
24
months,
simply
because
of
their
situation.
D
But
in
one
thing,
that's
come
out
in
the
staff
surveys
is
that
there
has
been
a
steady
decrease
in
people
being,
I
would
say,
positive
about
working
from
home
full-time
or,
more
generally,
wanting
to
be
back
in
the
workplace.
So
I
wanted
to
ask
more
generally
obviously
mentioned,
as
it
has
been
between
some
of
your
colleagues
about
the
fact
that
individuals
find
that
being
in
the
workplace
is
a
can
be
a
distraction
from
either
your
caring
responsibilities
or
it
can
make.
D
D
So
I
want
to
ask
more
generally
what
the
network's
opinion
is
from
working
from
home
in
terms
of
the
wider
situation
and
also
more
generally,
if
any
of
the
information
from
hr
could
come
through
about
how
that's
going
to
be
established,
going
forward
to
make
sure
that,
ultimately,
right
back
at
the
beginning
and
all
the
way
through
your
career
journey,
you
actually
feel
that
you
can
fulfill
your
job
and
your
potential,
despite
whatever
barriers
there
may
be,
that
they
can
be
removed,
and
actually
you
can
achieve
that
in
the
end.
Thank
you,
chair.
J
Yes,
I
will
do
I
mean
in
terms
of
recruitment,
we
do
from
a
carers
perspective.
We
do
put
a
definition
in
there,
so
people
straight
away
know
when
we
say
are
you
a
carer
what
that
means?
So
that
might
be
something
that
could
be
looked
at
in
terms
of
going
forward,
including
mooring,
around
disability
and
hidden
disabilities.
J
I
think
for
carers,
it's
it's
a
bit
of
a
mixed
bag,
because
for
some
people
being
at
home,
continuing
to
work
from
home
makes
juggling
the
circumstances
a
lot
easier.
You
don't
have
travel
time
and
so
forth,
but
for
other
people,
it's
24
7
and
it's
too
much
and
they
want
to
be
away
from
their
work
is
respite.
J
J
We
don't
want
to
lose
people
who
are
carers,
because
they've
got
a
wealth
of
experience,
knowledge,
etc,
and
if
we
can
make
some
adjustment
be
a
bit
flexible
in
our
attitude
to
how
something
is
delivered,
then
that
you
know
ensures
that
people
can
stay
in
work
without
you
know
kind
of
having
to
give
up,
and
that
has
its
if
they
have
to
give
up,
there's
financial
implications
for
them.
You
know,
and
it's
in
their
well-being,
etc
and
I've.
J
I've
found
I've
had
a
lot
of
calls
over
the
past
two
years
and
prior
to
that,
both
obviously,
as
I
work
in
hr
in
that
capacity,
as
well
as
the
carers
network,
lead
where
managers
do
feel
at
times
that
they
can't
make
changes
that
they
have
to
treat
everybody
the
same
but
treating
people
this.
You
know
it's
about
fairness,
and
that
doesn't
mean
you
do
the
same
thing
for
two
people,
it's
about
individual
needs.
J
So
it's
about
that
going
back
to
raising
awareness,
getting
managers
to
understand
that
as
long
as
you
have
that
you
know
kind
of
creative
quality
conversation
and
consider
that
person's
individual
needs,
obviously,
foremost
for
managers.
It
is
about
staff,
well-being
and
service
delivery,
but
you
can
get
a
balance.
Sometimes
it
won't
work.
Sometimes
you
can't
do
it.
You
know
it's
not
going
to
happen
and
on
the
same
basis,
carers
need
to
be.
F
I
have
two
questions
chair,
one
with
regards
to
disability,
and
then
you
know
what
other
one
on
bail
so
just
to
say.
Thank
you
all
for
attending.
I
know
it's
not
easy
to
present
and
you
know
we
are
counselors
like
coach.
They've
said
that,
but
we're
human
and
we're
quite
friendly
so
welcome
anyway.
My
questions
with
regards
to
the
disability
passport.
F
It
state
that
about
the
information
can
be
shared.
My
question
is:
where
will
it
be
stored?
Who
will
give
permission
to
share
it
and
will
each
individual,
as
they
say,
who
can
and
cannot
access
this
information?
So
that's
my
question
with
regards
to
the
disability
passport.
H
Okay,
thank
you.
The
the
the
passport
itself
disability
passport
is
is
really
the
to
be
held
by
the
individual
themselves.
So
it's
not.
That
person
goes
through
the
passport
with
the
line
manager.
It's
about
almost
engineering.
What
what
adjustments
have
been
made?
I'll
put
it
in
the
detail
not
to
be
shared
with
anybody
else
other
than
who
they
want
to
share
it
with.
I
think
when
they've
got
the
documents
made
up,
it's
we
have
lots
of
conversations
with
where
the
unions
are
involved.
H
In
what
I'll
be
about
people
having
to
re
have
to
have
another
conversation,
another
line
manager
changes
and
it's
about
making
sure
that
they
can
take
that
with
them,
and
it
almost
so
they've
agreed
that
with
the
manager
previously,
they
can
take
it
with
them
and
it's
something
to
work
from
until
and
could
be
altered
and
amended
as
they
go
along.
So
it's
just
them
individuals
with
a
disability.
Really,
I
suppose
that
the
passport
there
could
be
adjustments
for
anything
really.
So
is
there
an
offer?
I
don't
believe.
F
Thank
you,
my
my
next
question
is
regarding
obame
right.
I've
noticed
you've
all
done
a
lot
of
work
and
there's
a
lot
more
still
to
be
done.
F
F
I
would
like
to
know
why
and
and
what's
going
to
be
put
in
place,
you
know
the
trade,
the
trade
unions
being
involved.
Is
this
supportive
because
going
back
to
many
moons
being
a
branch
secretary,
if
staff
didn't
use
the
grievance
policy,
they
never
got
addressed.
F
You
know,
and
so
I'd
just
like
to
know
the
reason
why
what's
behind
it
and
how
would
they
be
able
to
report
allegation
of
racism
and
who
will
be
supporting
them?
Will
the
union
be
involved?
Those
that's
that's
just
one
with
regards
to
the
grievance
policy,
because
I
was
quite
shocked
when,
when
I
read
that
you
know
and
just
to
say
as
well,
you
talked
about
ambassadors.
F
L
Thanks
sir
councillor
hamilton,
the
reason
why
we
want
to
dissuade
colleagues
from
using
the
grievance
policy
to
report
acts
of
acts
of
racism
is
because
there's
legislation
in
place
that
protects
that
particular
characteristic
in
a
person,
so
a
grievance
should
be
something
centered
around
your
day-to-day
circumstances.
L
It's
the
fact
that
we're
asking
for
a
zero
tolerance
policy
that
should
be
able
to
set
out
the
parameters
as
to
any
of
our
protected
characteristics.
To
say
this
is
what
should
happen.
It
should
never
be
that
I'm
saying
that
I'm
aggrieved,
because
somebody
said
something
derogatory
about
my
race.
L
It's
it's
it's
illegal
to
do
it
so
agree.
The
grievance
policy
doesn't
quite
attack,
lend
itself
to
being
able
to
investigate
appropriately,
or
it
also
doesn't
allow
individuals
to
be
able
to
actually
have
the
the
right
attention
afforded
to
what's
happened
so
in
for
a
lot
of
our
network
members
where
they
have
raised
grievances
around
racism,
because
there
isn't
any
other
way
of
reporting
it.
L
L
So
if,
for
instance,
somebody
had
used
a
racial
slur
or
somebody
had
done
something
that
was
quite
covert,
it's
showing
what
the
what
the
resolution
should
look
like
afterwards,
if
you're
following
the
grievance
policy
it
just
it
really
just-
does
not
meet
the
need
of
acts
of
racism
or
any
kind
of
ism
really.
But
if
it
was
that
somebody
had
just
done
something
unfair
to
somebody
else
at
work,
then
that's
fitting
because
there's
lots
of
rules
and
regulations
around
conduct
at
work.
However,
racism
is
just
such
a
great
area.
L
We've
even
seen
it
with
central
government
and
of
the
news
of
the
weekend.
Where
an
elected
member
didn't
report
her.
It
followed
the
full
channels
to
be
able
to
report
that
particular
act
of
racism
or
well.
It
was
islamophobia.
L
So
if
we
can
see
systemically
that
we
can't
we
don't
feel
confident
in
the
systems
that
are
in
place
for
us
to
be
able
to
report
these
types
of
things,
then
surely
we
need
to
be
creating
something.
That's
separate
that
really
clearly
defines
exactly
what
we
should
be
doing
in
terms
of
investigating
and
dealing
with
acts
of
racism.
So
that's
why
we
wanted
to
dissuade
people
from
using
the
grievance
policy,
because
it's
not
it's
not
a
grievance,
because
it's
legislation
that
supports
racism.
L
L
So
yeah
the
ambassadors
was
it
so
well.
Part
of
your
question
was
around
whether
you'd
want
people
to
consult
with
their
unions.
That's
an
expectation.
We
would
expect
that
they
would,
if
you
have
access
to
a
union,
that
you
would
be
consulting
with
your
union
rep,
but
the
union
reps
are
only
operating
between
the
governance
that
is
set
out
within
the
workplace.
L
So
that's
why
we
feel
that
if
there
was
a
zero
tolerance
policy
in
place
that
it's
clear
for
absolutely
everybody
where
and
how
we
should
be
looking
at
acts
of
racism.
L
Now
you
mentioned
about
the
ambassador
network,
so
their
role
in
principle,
because
we
know
that
they
haven't
got
facility
time-
is
that
we
don't
expect
that
they're
going
to
be
able
to
go
and
support
somebody
through
a
grievance
one,
because
they've
not
had
any
formalized
training
and
two.
They
don't
have
facility
time
to
be
able
to
do
so.
L
The
expectation
is
that
any
key
messages
or
asks
that
come
from
the
network,
that's
their
role
to
kind
of
meet
people
in
a
localized
fashion.
To
be
able
to
say
these
are
the
new
initiatives
or
bits
of
information
that
are
coming
from
the
network
or
from
clt.
L
We
also
any
acts
that
are
happening
from
clt's
direction
or
from
hr,
so
say.
For
instance,
there's
been
some
training.
That's
been
delivered
to
managers.
We
would
like,
for
our
network
ambassadors,
to
be
asking
certain
delegates
or
people
that
are
part
of
the
network
within
this
their
localized
area.
What
is
your
experience
of
either
attending
training
or
knowing,
if
you've
got
active,
participate
participation
in
any
of
the
activities
that
have
been
reported
back
to
us
from
clt?
L
Is
it
working?
Is
there
anything
that
you
think
that
needs
changing?
So
it's
it's
part
of
that
checks
and
balances,
section
that
we
mentioned
within
within
our
report,
but
it's
just
making
sure
that
we're
also
taking
a
responsibility
to
gather
in
information
as
well
as
clt
and
the
likes
being
able
to
do
so
so
the
expectation
of
network
ambassador
in
itself.
We
would
want
them
to
sit
strategically
so
within
an
equality's,
diverse
edi
board.
L
We'd
want
them
to
sit
on
those
boards
so
that
they
are
actively
feeding
back
on
being
related
issues
within
their
localized
areas,
but
it's
not
that
they
would
take
on
individual
cases
because
they're
not
equipped
to
be
able
to
do
so.
F
Right,
I
just
wanted
to
come
back
on
on
where
you,
with
regard
the
dissuading
and
taking
out
the
grievance,
how
how
will
it
be?
I
know
you're
saying
this
characteristic
that
we've
known
that
there's
legislation
for
forever
been
there.
How
would
would
it
be
addressed
then,
initially
in
the
first
place
and,
for
example,
if
someone
wanted
to
take
a
tribunal
case,
because
I've
represented
people
quite
a
few
times
and
they
normally
ask,
did
you
submit
a
grievance?
F
So
can
you
explain
to
me
if
you're
dissuading
people
from
using
the
grievance,
we
know
about
the
characteristics
and
legislation
all
there?
How
would
this
be
addressed?
How
would
it
be
addressed
in
the
first
place?
Who
would
you
take
it
to?
I'm
just
want
a
clear
picture
in
my
mind
with
regards
to
how
it
would
would
be
to
be
resolved.
K
Yeah,
if
I
can
answer
council
hamilton,
I
think
it's
a
fair
question
and
the
reason
why
we
put
that
in
the
report
is
because,
when
we
have
network
meetings,
we
have
a
lot
of
disquiet
amongst
members
with
the
grievance
policy.
Unfortunately,
people
have
used
grievance
policies.
We
can't
stop
people
from
from
being
aggrieved
and
I
don't
think
we
should,
when
we
say
dissuade,
we
don't
think
it's
the
best
place
for
dealing
with
allegations
of
racism
in
the
workplace,
because
we
believe
that
racism
is
misconduct.
K
So,
in
the
you
know,
in
the
first
instance,
we
want
managers
to
be
better
equipped
to
deal
with
that.
We
want
early
intervention
in
the
workplace
if
there
are
allegations
or
instances
of
racism.
However,
we
can't
stop
people
from
taking
out
a
grievance.
You
know
and
we
would
expect
people
to
go
to
the
union.
We
believe
that
unions
also
should
be
better
equipped
to
deal
with
matters
of
racism
in
the
workplace.
K
It's
that
we
feel
that
a
zero
tolerance
policy
which
would
address
staff
customers,
our
customers,
one
stops
from
facing
places
as
well
as
elected
members.
We
want
an
overarching,
zero
policy.
Sorry,
zero
tolerance
policy
in
the
council
to
address
racism.
We
think
that's
the
place
for
it.
K
We
think
there
should
be
clear
time,
scales
and
parameters
set
out
in
terms
of
how
investigations
would
take
place
because
what's
happened,
a
lot
of
time
with
grievances
unfortunately
gone
on
for
many
years
and
as
I
said,
you
can't
stop
people
from
feeling
aggrieved,
but
when
the
situation
remains
unresolved
after
two
or
three
years,
I
don't
think
it's
good
for
any
anyone
concerned.
So
that's
why
we
think
it
should
be
part
of
a
zero
tolerance
policy.
A
Just
in
terms
of
language,
are
you
saying
that,
rather
than
saying
we're
discouraging
people
to
dissuading
people
from
using
the
agreement
from
you
almost
encouraging
misconduct
inquiry
to
be
immediately
opened
in
the
case
of
racism,
rather
than
going
down
the
grievance
policy?
So
there
could
be
something
around
the
language
in
in
this
state
in
this
paragraph,
which
could
be
tightened
up
to
make
it
clearer
that
it's
not
an
issue,
it's
not
that
it's
not
a
grievance
it,
but
it
is
more
serious
than
that.
A
G
Yeah
sorry
yeah,
I
wanted
to
come
out.
I
had
very
similar
questions
to
council
hamilton
about
why
you
thought
the
grievance
policy
wasn't
with
purpose.
So
obviously
we've
established
that
now.
So
that
was
my
initial
question.
So
thank
you,
but
one
thing
I'm
I'm
concerned
about
about,
and
I
absolutely
agree
with
everything
you've
said
I
am
a
full-time
trade
union
officer
as
well.
G
So
I
work
for
union
has
always
been
the
councillor,
so
I
do
deal
with
these
these
kind
of
issues
if
it
to
take
a
case,
as
council
hamilton
said
to
a
tribunal,
you
have
to
prove
that
you've
gone
through
the
informal,
formal
and
appeal
stage
of
a
grievance
to
be
able
to
lodge
an
employment
tribunal.
G
G
Don't
get
me
wrong,
but
my
concern
is
that
if
we
deal
with
it
solely
that
way,
if
anything-
and
you
know
god
forbid,
but
if
anything
did
come
to
a
tribunal,
then
we
would
be
in
trouble
because
we
wouldn't
be
able
to
prove
we'd,
followed
that
process
in
law
and
I'm
you
know
this
is
a
process
in
law
that
we
have
to
follow.
So
I'm
concerned
that
if,
if
we
set
up
a
separate
process,
we
won't
have
followed
that
process
in
law
to
be
able
to.
G
If,
if
there
was
a
serious
issue,
you
know
to
take
it
all
the
way,
and
so
I
just
I
just
kind
of
wanted
to
to
ask
about
that,
and
just
maybe
just
guard
against
you
know
we
pro
we
probably
need
to
do
both
is
what
I'm
saying
have
the
zero
tolerance,
but
also
make
sure
we
go
through
the
grievance
policies
all
the
way
through
to
make
sure
that
we
can
lodge
an
e.t.
I
hope
we
never
have
to,
but
if
we
had
to
so,
I
just
yeah.
A
Can
I
can
I
just
come
in
so
I
think
this
is
a
really
important
debate
and
I
don't
think
we'll
get
to
the
bottom
of
it
today,
because
I
think
I
think
we
understand
the
point
you're
making
with
support.
I
don't
think
anyone's
disagreeing
with
that.
A
So
what
what
we'll
do
is
what
subject
to
members
agree
and
we'll
make
a
recommendation
at
the
board
at
the
end
of
this
section
for
council
harlan
to
look
into
this,
and
hopefully
we
can
get
some
sort
of
legal
advice
from
our
legal
team
to
make
sure
that
we
don't
miss
the
the
process,
but
we
still
can
keep
a
zero
tolerance
and
if
members
and
obviously
game
network
colleagues
are
comfortable
with
that
as
they're,
rather
than
having
continuing
a
debate
on
this
specific
item
in
this
meeting,
is
that,
okay
with
everyone,
I'm
I'm
seeing
nods
around
the
room?
A
I
think
that
and
council
highlanders
also
looks
like
she's
agreeable
to
that.
So
I
think
that's
that's
the
best
way
forward
on
this
item,
because
I
think
we
do
need
zero
tolerance
and
we
do
need
to
make
sure
we
can
take
things
all
the
way
through
a
legal
process
as
well.
Okay,
hopefully
that's
okay,
I'm
gonna
bring
in
councillor
burke.
I
think
you
might
I'm
sorry
to
have
closed
that
I
to
them
down,
but
that's
I
just
think
we
need
to
keep
keep
moving
as
well.
Thank
you.
E
Thank
you
chair
morning.
I
thought
you
all
did
very
well
in
presenting.
So
thanks
for
coming
along,
I
think
right
across
the
board.
When
we're
talking
about
disability
or
racism
or
anything,
it's
really
easy,
isn't
it
to
fall
into
using
language.
That's
been
forced
upon
us
for
many
years,
and
burmese
is
one
such
term.
E
There
was
a
government
report
in
march
21.
That
said,
we
should
desist,
and
I
fully
support
and
agree
with
that
and
that
that
view
was
supported
by
race
disparity
board.
So
I'm
I'm
quite
interested
to
know
why
you
would
still
be
using
that
term.
That's
my
first
question,
because
the
train
of
thought
is
that
we
have
no
commonality
other
than
the
word.
We
experience
discrimination.
So
that's
just
a
term.
E
So
that's
my
first
question.
My
second
question
is:
is
a
bit
broader
and
it's
it's
linked
to
language.
We
talked
about
the
policy,
I'm
not
going
to
ask
the
same
thing:
honest
and
and
zero
zero
tolerance
policies,
I'm
quite
astounded
really
that
we're
having
this
conversation
in
an
organization
so
established
and
long-standing
as
a
local
authority.
E
E
Q
A
L
That's
fine
so,
as
councillor
first
said,
bim
is
not
a
name
that
we
ever
came
up
with.
It
was
bestowed
upon
us
and
just
based
on
all
the
things
that
we've
talked
about
defining
what
our
new
name
should
be
is
kind
of
bottom
of
our
list.
It's
important.
It
is
very
important
and
we
do
agree,
but
we
know
that
if
we
don't
strike,
whilst
the
iron
is
hot,
the
really
important
things
are
going
to
get
missed
out
on.
So
it
is
on
our
radar.
L
L
Then
we
can
start
focusing
on
okay
right
now,
who
are
we?
What
is
our
new
new
name
that
we
want
to
refer
refer
to
ourselves
as-
and
I
agree
with
you
in
terms
of
it's
not
great
for
us
all-
to
be
kind
of
part
of
secular
groups,
because
protected
characteristics
are
just
that
we
all
you
know
policy
should
reflect
how
we
should
all
be
protected.
L
The
only
thing
that
I
would
say
is
that
we've
got
brilliant
working
relationships,
especially
in
our
network
leads
meetings
where
we
all
sing
from
the
same
hymn
sheet,
we're
all
saying
the
same
things
and
when
we're
making
achievements,
whether
it's
from
an
individual
network
perspective,
we
all
reap
the
benefits
from
it,
but
it's
just
making
sure
that,
when
we're
trying
to
target
specific
groups
to
make
sure
that
when
changes
are
being
made,
that
everybody
has
a
seat
at
the
table-
and
I
think
that's
why
I'm
quite
an
agreement,
others
having
separate
groups.
L
One
thing
that
I
will
note
is
that
for
us
and
I'm
going
to
use
the
terms
I
apologize
for
us
to
be
beam.
We
could
be
beam
and
have
a
disability.
We
can
be
beam
and
be
a
carer,
we
can
be
beam
and
have
mental
health
issues
or
any
of
the
other
protected
characteristics,
but
you
can
only
be
beam
if
you
are
being
and
that's
where
sometimes
the
challenges
lie,
because
it's
not
to
say
that
we
only
want
to
think
think
about
ourselves
or
we
don't
care
about
any
of
the
other
protected
characteristics.
L
E
Was
regarding
creating
a
zero
tolerance
policy
when
the
law
already
gives
us
one?
Perhaps
it's
cementing
existing
procedures
and
policies.
M
Yeah
I'll
I'll
I'll
come
in
on
this
one.
I
think
this
is
born
out
of
the
fact
that
a
lot
of
people
feel
like
they're
unsure
about
how
to
deal
with
particular
situations
and
managers
feel
like
they
need
support,
especially
when
you're
dealing
with
very
sort
of
subtle
nuanced
situations
that
are
difficult
to
separate
having
a
zero
tolerance
policy.
Having
sort
of
guidance
there
in
place,
I
think,
will
help.
M
I
don't
think
the
zero
tolerance
policies
is
necessary
for
very
overt
situations
of
racism,
because
it's
quite
easy
to
point
out,
but
I
think
probably
a
lot
of
people
would
would
agree
that
that
there
are
varying
levels
of
of
racism
and
and
the
real
subtle
ones
are
the
most
difficult
and
challenging
to
deal
with,
and
I
think
it's
that
situation
that
managers
do
need
help
with,
and
it's
that
situation,
that
the
legislation
doesn't
go
into
sufficient
detail
to
cover
and
I
think
the
grievance
policy,
the
zero
tolerance,
is
all
tied
up
in
itself
in
that
at
the
moment,
the
current
situation,
the
current
policy,
is
not
fit
for
purpose
when
we're
talking
about
issues
of
racism,
so
are
all
sort
of
having
the
same
conversation,
but
from
a
slightly
different
perspective.
M
In
that
we
need
to
make
sure
that
we
have,
in
whatever
form,
whatever
words
we
call
it,
whether
it's
a
subset
of
the
grievance
policy,
whether
it's
something
slightly
different.
It's
fit
for
purpose
for
that
type
of
issue
that
people
are
raising
and
that
everybody
within
that
conversation
understands
what
that
sort
of
process
will
be
and
understands
what
expectations
are
for
for.
Colleagues,
so
I
hope
that's
helpful.
N
Sorry
no
chair,
I'm
going
to
have
to
leave.
I've
got
another
meeting
at
11
30,
but
thank
you
for
coming
and
I
really
look
forward
to
working
with
you
all
in
the
future.
Thank
you.
Thanks
for
your
time.
Okay,.
A
E
Thank
you.
My
final
comment.
I
promise
I
I
totally
understand
and
agree
with
everything
you
said
about
nuanced
and
institutional
and
indirect
racism,
and
I'm
sure
we've
all
experienced
that,
but
that
also
applies
to
disabilities
and
everything
else.
I'm
very
keen
that
it's
not
racism,
isn't
over
here
in
a
box
on
its
own,
because
it's
an
ism
or
a
discriminatory
practice
that
applies
across
the
board
and
that's
exactly
what
I'm
meaning
so
a
zero
tolerance
policy
also
will
root
out
the
nuances.
E
We've
been
down
this
route
many
times
before
it
will
not
root
out
the
nuances.
It's
only
by
really
going
down
into
your
existing
procedures,
your
existing
policies,
getting
rid
of
anything,
that's
subjective
or
open
to
interpretation
and
having
clear,
clear
sentences
that
applies
to
everybody
and
obviously
that's
linked
to
manager,
training
and
ongoing
renewals,
and
also
training
for
the
wider
wider
staff.
L
That
was
part
of
our
conversat
initial
conversations
when
we
took
over
leadership
of
the
network.
Those
are
part
of
our
initial
conversations
with
clt,
because
following
yaru
is
a
quick
win,
it
really
is
a
quick
run
rather
than
drawing
out
a
you
know.
L
Well,
if,
if
you
were
to
compare
it
against
creating
a
whole
new
policy-
and
we
should
you're
right,
we
should
be
referring
to
existing
policy
to
make
sure
that
they
are
fit
for
purpose,
but
I
suppose
it's
just
throwing
those
additional
ideas
and
just
making
sure
that
there
is
zero
tolerance
somewhere
within
all
of
that.
We're
doing
all
of
that.
Thank
you.
A
Thank
you
very
much
for
that
rebecca
helen.
Did
you
want
to
comment
on
councillor
burke's
other
questions?
If
you
can
still
remember
them
or
I
can
get
her
to
repeat
them,
if
you
want.
E
Sorry,
it
was
just
about
the
healthy
minds
network.
How
do
you
utilize
your
mental
health
first
aiders?
P
Thank
you.
So
I
sit
here
with
two
hats,
so
I
do
the
mental
health
first
aid
training
the
mental
health.
First
there
is,
as
you
know,
you
know
we
had
over
800
mental
health
first
aiders
in
leeds
city
council.
Obviously
before
people
took
eli,
which
was
an
absolutely
brilliant
thing
that
we
had
the
mental
health
centers
are
there
for
the
first
point
of
contact,
I
do
educate
them,
I
do
send
regular
notices
out.
P
I
do
have
regular
meetings
with
the
mental
health
first
aiders
in
the
healthy
minds
and
I
think
within
the
council
as
well
to
come
to
the
healthy
minds.
If
you've
got
a
deep-rooted
mental
health
issue,
you
know,
I
think,
because
I'm
so
open
and
everybody
else
is
so
open.
They
can
get
the
chance
to
then
come
to
me
or
they.
You
know
they
come
to
a
mental
health
first
aid
and
they
might
say
you
know,
I
mean
I've
had
people
during
the
pandemic.
Who's
had
psychosis
who's.
P
Had
you
know
bipolar
and
they've
come
they
can't
manage
it.
You
know,
and
I'm
signposted
and
you
know
we're
not
there
to
be
psychiatrists
or
you
know
counselors
or
anything
like
that.
It's
been
about
it
being
able
to
help
in
that
initial
contact,
and
I
think
you
know
the
mental
health
first
aiders
have
done
a
fantastic
job
through
corvid,
and
I
know
that
you
know
because
they
are
doing
it
on
top
of
their
own
jobs
as
well,
and
you
know
they
have
been
signposted
a
lot
of
people.
P
We've
been
using
our
helpers
this
program
quite
a
lot,
which
I
think,
if
you
looked
at
the
figures
of
that
you
know,
they've
gone
up
and
I've.
I've
certainly
been
sign
posting
to
external
charities,
such
as
battle
scars
and
others
like
that.
I
hope
that's
answered
your
question
because
I'm
very
nervous.
E
Oh
sorry,
don't
be
nervous
and
the
last
bit
of
it
was
about
the
definition
of
well-being.
Do
you
kind
of
attribute
to
the
five
pillars,
because
I
know
well-being
is
a
term?
That's
founded
around
quite
a
lot,
and
I
just
wondered
if
you
attributed
that
term
to
five
pillars.
P
I
do
I
do
yeah.
I
work
a
lot
with
the
mindful
employer
and
I'm
on
the
mindful
employee
steering
group,
so
we
work
a
lot
with
them
and
we
work
a
lot
with
what
goes
around
with
you
know,
with
what
they
do
as
well.
So
yeah
like
the
five
ways
to
well-being.
You
know
the
ten
keys
to
happier
living.
I
work
well
with
them.
A
O
Thank
you
and
thank
you,
everybody
for
your
contributions
this
morning.
It's
been
really
interesting.
I've
got
a
few
questions,
but
I'll
try
to
condense
them.
One
of
them
is,
is
more
of
a
generic
one
about
how
we
share
this
information
with
all
the
employees.
Have
we
considered
using
something
like
workplace
which
is
facebook
for
businesses?
O
I
I
I
work
for
openreach
and
we
offer
bt
actually
we've
set
it
up
and
we
have
all
of
our
networks
on
it.
Any
team
that
wants
to
be
can
set
up
a
closed
group
and
you
can
communicate
what
you're
doing
with
people
so
and,
and
it
can
go
on
people's
personal
phones,
so
if
they
don't
have
access
to
a
laptop
or
a
council
phone,
you
can
still
do
it
on
your
own
thing
and
everybody's
very
familiar.
Most
people
are
very
familiar
with
facebook.
L
We
also
have
kind
of
a
group
chat
space
on
teams
as
well,
so
that
just
allows
us
to
be
able
to
share
best
practice
and
and
have
those
discussions
or
just
share
niceties
on
facebook,
at
least
so
it
might
be
beneficial
to
look
at
what
you're,
referring
to
the
only
challenge
that
I
see
with
that
is
it's
another
platform
to
teach
people
about,
and
it's
only
one
of
the
challenges
that
we
all
have
as
a
network
is
engagement
and
engaging
on
different
platforms.
L
So
I
think
it
depends
if
it
were
to
have
great
benefits
and
we
were
able
to
market
it
really
really
well
to
council.
Colleagues,
then
I
think
that
it
would
be
worthwhile,
but
I
suppose
that
would
be
an
additional
discussion.
O
So
so,
just
coming
back
on
that,
I
think
I
think
the
benefit
of
it
is
it's
not
it.
I
know.
You've
got
your
own
facebook,
facebook
groups,
are
there
limited
to
your
network
members
yeah,
so
so
so
what
workplace
wouldn't
be?
It's
a
you
can
have
closed
groups
where
you
can
have
just
your
members
on,
but
you
can
have
a
a
wider
con
conversation
where
it's
you
can
publicize
what
you're
doing
to
the
whole
of
the
council.
O
I
can't
say
yes
yeah
and
then,
and
then
I'll
condense,
the
other
ones
just
to
say
how
closely
do
you
all
work
together
as
networks,
I'm
thinking
of
things
like
we've,
talked
about
a
disability
passport,
whereas
the
carers
passport
is
fairly
well
established.
I
would
imagine
so,
rather
than
start
from
scratch,
do
you
work
together
to
to
to
learn
from
each
other
and
to
put
best
practice
in
place
quickly,
rather
than
you
know,
just
starting
again.
J
If
I
can
answer
that,
we
as
a
as
networks,
we
have
a
partnership
and
we
meet
on
a
monthly
basis
and
we
work
in
collaboration
on
events
so
that
we
have
that
intersectionality
across
the
different
groups,
as
well
as
the
work
that
we're
doing
so
that
we
have
input
across
the
board
and
obviously
to
reduce
any
duplication
and
for
best
practice.
J
So
we
we
do
have
that
linked
working
and
just
sorry,
if
I
can
add
to
the
the
point
before
we
have
looked
at
various
communication
channels,
mechanisms
to
be
able
to
reach
council
staff
wider,
because
the
main
issue
tends
to
be
frontline
staff,
who
don't
have
it
access
or
their
work.
Mobiles
are
not
smart
mobiles.
J
So
I
know
there's
been
and
I'm
I
think,
I'm
not
very
good
with
it
related
things,
but
there
was
something
around
facebook
that
they
looked
at
to
have
it
on
like
a
wider
basis,
similar
to
what
you're
describing
I
don't
know
if
it
was
linked
to
that.
But
I
think
it
was
the
cost
involved
in
doing
it
so
that
that's
what
why
we
created
individual
groups.
But
there
is
a
council-wide
facebook
that
anybody
can
join.
J
In
addition
to
that,
the
insight
that
we
have
you
can
now
access
it
off
a
smartphone,
so
you
don't
have
to
have
council
access.
You
can
do
it
through
your
pay
number,
but
there
is
still
need
for
better
communication,
definitely
and
a
better
platform,
but
I
think
facebook
we
tend
to
use
because
more
people
are
familiar
with
it
than
some
of
the
others.
O
It
just
I
don't
want
to
label
the
point.
I
think
workplace
is
actually
it's
a
facebook
product.
So
it's
exactly
the
same
as
facebook.
It's
just
worth.
Looking
at,
I
like
to
say
we
can
take
it
away.
Can
I
just
make
one
other
thanks,
so
the
only
other
thing
I
had
was
it
mentions
in
the
report
somewhere
about
time
being
given
to
chair
chairs
to
to
actually
do
something.
O
I
just
wondered
how
much
time
and
financial
funding
is
made
available
to
the
networks
and
what
help
is
given
to
help
you
make
contact
with
other
organizations
outside
of
local
government
or
the
nhs,
because
I
know
we
work
very
closely
together,
but
you
know
the
the
private
sector
spend
a
lot
of
time
looking
at
this
and
they
could
certainly
in
terms
of
getting
guest
speakers
in
and
that
sort
of
thing.
O
B
Yeah,
so
for
a
couple
things
I
mean
like
in
in
some
respects,
the
support
organizationally
is
through
hr
and
you've
got
a
number
of
people
in
here
today
who
are
through
hr
in
hr,
who
are
actually
supporting
the
work
directly
in
terms
of
the
actual
networks
themselves.
As
as
rebecca's
raised,
I
mean
there's
been
ongoing
discussion
about
the
degree
of
facilities
time.
We
have
made
it
available
for
the
bain
network,
not
in
not
in
other
other
groups.
B
B
We
used
to
have
one
and
they've
got
a
fairly
modest
request
for
that,
actually,
which
we
will
be
able
to
accommodate
this
this
year,
so
that
they
can
actually
go
about
getting
in
guest
speakers
and
doing
those
sorts
of
events
which
which
the
council
referred
to.
A
C
Thanks
jeff,
leading
on
from
some
of
that
last
point,
it's
been
really
useful
to
recognize
the
staff
networks
really
and
to
hear
from
them
and
as
lovely
as
it
is
hearing
from
neil
at
these
meetings.
It's
quite
nice
hearing
from
the
staff
networks
themselves
rather
than
the
report,
and
I
hope
this
is
something
that's
done
quite
regularly
from
now
on.
C
I
know
it
is
probably
not
the
best
use
of
your
time,
but
I
think
it's
really
useful
that
we
hear
the
experiences
of
as
many
staff
as
we
can
on
this
board
and
sometimes
that
just
brings
it
more
more
home,
and
so
I
very
much
support
that
point
around
making
sure
there's
the
right
time
to
facilitate
these
people
who
are
giving
up
their
time
to
make
the
council
a
stronger
and
better
organization.
Really
there's.
I
haven't
had
a
chance
to
meet
all
the
chairs
of
the
staff
networks.
C
Before
one
thing
I
was
going
to
just
say
personal
comment:
is
I
had
a
chance
to
meet
terry
with
councillors,
rafika
and
mulherin
fleet
services
to
look
at
the
electric
vehicles?
What
I
was
supposed
to
come
away
with
was
various
facts
about
the
electric
vehicles.
What
I
came
away
with
really
was
just
how
dedicated
terry
was
as
a
an
individual
to
the
well-being
of
staff,
as
well
as
to
positive
changes
in
our
ways
of
working
in
the
climate
emergency,
which,
in
fact,
is
what
I
came
with
with
most
inspirational
things.
C
So
I
think
it's
really
good
for
me
to
see
him
bringing
this
report
today
and
that
I'm
sure
all
of
the
other
chairs
of
the
networks
and
people
involved
are
as
inspirational.
I'm
sorry,
I
haven't
had
a
chance
to
to
come
round
yet,
but
my
question
comes
down
to
then
probably
more
to
the
dawn
network,
but
it
does
apply
to
others.
Obviously,
throughout
the
pandemic,
we've
all
had
our
our
ways
of
working,
changed
and,
and
our
lives
turned
upside
down
somewhat.
C
There
was
a
passing
comment
there
that
for
some
staff,
some
of
these
experiences
may
have
been
better
than
others.
Some
obviously
been
worse
than
we've
seen
in
communities
with
all
people.
Some
have
had
the
worst
time
ever
through
the
pandemic.
Some
people
haven't
seen
it
change
their
lives.
For
some
people,
it's
made
some
aspects
of
their
lives
easier.
C
So
I
was
reflecting
on
and
and
completely
accepting
and
feel
strongly
about
that
point
that
quite
often
it's
not
somebody's
disability,
that's
the
barrier
to
their
work
at
the
council
or
their
or
their
enjoyment
of
life.
It's
the
fact
that
the
barriers
could
have
been
constructed
by
what
society
has
laid
around
us
to
be
normal.
Now,
over
the
last
time,
we've
all
found.
I
think
that
quite
a
lot
of
those
barriers
have
changed.
I
just
wondered,
then,
if
there
were
any
points
where
changes
in
our
ways
of
working
have
become
maybe
reasonable.
C
Adjustments
that
wouldn't
have
seemed
reasonable
before
or
maybe
wouldn't
have
been
technically
possible
before
and
before
we
all
had
to
adapt
to
this
pandemic
and
whether
you
can
see
that
those
ones
that
have
been
beneficial
for
staff
they're
able
to
stick
with
so
staff,
who
did
appreciate
more
flexibility
of
working
from
home
those
staff
who
maybe
find
online
meetings
easier.
Whether
we're
able
to
be,
I
hope,
we've
all
learned
from
the
pandemic
to
be
a
bit
more
understanding
of
everyone
and
whether
we've
been
able
to
do
that
as
an
organization
as
a
whole.
H
Counselor
yeah,
obviously
the
the
role
I've
got
in
his
to
support
new
ways
of
working,
that's
linking
up
between
asset
management
and
obviously
hr,
plus,
obviously,
communications.
Why
people,
I
think,
intrinsically
links?
It
just
shows
you.
H
I
suppose
that
that
level
of
support,
if
I'm
in
the
network
as
well,
the
dawn
network
as
the
chair,
I
think
we
can
have
some
real
influence
on
some
of
the
buildings
and
I
think
what
you're
talking
about
there
is
that
agile,
working
and
obviously
I'm
involved
in
that
team,
with
looking
at
the
different
options
and
how
it's
going
to
work
in
the
future,
I
mean
we've
been
doing
a
lot
of
work
with
leeds
university
about
the
workplace,
the
place
of
work
working
at
home
and
obviously
all
them
options
have
been
looked
at
as
we
speak,
and
I
think
the
carers
I
mentioned
mentioned
that
some
people
it
is
beneficial
to
be
at
home
and
working
at
home,
but
others
it's
not
it's
just
about
being
able
to
get
the
balance.
H
Well,
that's
right!
That's
something
in
in
the
future.
I
think,
but
obviously
that
that
relies
then
on
what's
left
of
the
civic
estate
and
how
do
we
utilize
the
buildings
to
the
best
and
using
I.t
and
equipment,
booking
apps
and
everything
else
to
get
on
desks
and
certain
facilities
around
the
city.
A
Thank
you
very
much.
Timmy.
Are
there
any
other
members
who
haven't
spoken,
who
want
to
speak
yep
counselor
flynn.
B
Thank
you.
It's
specifically
for
rebecca
rebecca
what
I
picked
up.
What
struck
a
chord
with
me
was
when
you
said
you
wanted
to
see
real
evidence
of
change,
and
I
think
you
either
mentioned
three
or
four
areas:
there's
one
with
zero
tolerance
which
we
you
know
covered
at
some
length,
one
about
roles
and
representation
at
roles
and
levels
everywhere,
and
finally,
the
competent
and
competent.
B
Not
for
today,
but
I'd
really
like
to
know
what
the
staff
networks
feel
about
what's
being
delivered
from
these
action
plans,
you
know
in
terms
of
what
you
specifically
asked
there
today.
L
I'll
answer
briefly,
because
it's
quite
a
big
question,
so
just
from
speaking
with
our
networks,
we've,
given
you
a
few
examples
in
the
report,
but
obviously
they're,
only
a
small,
that's
my
neutral
in
comparison
to
the
feedback
that
we
get.
So
what
we're
finding
is
that,
where
good
activity
is
happening
and
certain
training
packages,
or
even
just
the
discussion
of
our
culture,
our
heritage
or
whatever
we
bring
to
the
organization,
those
changes
are
being
seen
and
it
has
been.
L
It
just
seems
like
it's
piecemeal
and
what
we
want
to
be
able
to
see
is
something
that's
really
structured
and
tailored
to
show
that
if
we
deliver
x
number
of
activity
across
the
organization
at
this
point,
the
result
will
be
that
these
are
the
changes
that
we
will
see.
We
can
review
it
again,
roll
it
out
again
and
then
to
see
whether
it
has
actually
effectively
been
embedded
across
all
of
the
organization
and
where
we're
seeing
that
some
areas
are
seeing
changes.
L
There
are
other
corners
of
the
organization
that
just
really
aren't
seeing
anything
at
all.
So
whilst
we
can
celebrate
good,
we
can
only
really
celebrate
once
everybody
experiences.
What
that
good
looks
like
and
again
it
will
only
only
feel
effective
once
we
have
that
overarching
strategy
that
is
measurable,.
B
Pity
murray's
gone
really
give
us
some
more
homework
to
do,
but
I'd
say
they'd
like
to
know
a
lot
more
about
that
at
future.
Meetings
with
regards
to
whether
or
not
an
overarching
strategy
is
is
is
is
intended
and
if
not,
why
not?
Thank
you.
A
Thanks
councillor
flynn,
I
think
we'll
definitely
I
did
warner
when
she
left
that
would
send
us
some
more
homework.
Okay,
so
so
I
think
we're
gonna
draw
to
the
end
of
this
section.
Just
one
comment
from
me
for
for
the
record
on
paragraph
4.4,
I
think
we
should
have
two,
because
we're
only
getting
ninety
percent
of
the
workforce
have
made
the
declaration.
I
think
we
should
do
another
declaration
on
boarding.
A
I
certainly
know
that
I'd
be
less
likely
to
declare
something
in
an
interview
process
than
I
would
once
I've
had.
My
job
offer
signed
and
sealed
particularly
invisible
disabilities,
because
you
never
know
who's
going
to
be
interviewing.
You
and
you
may
hear
good
things
or
otherwise
about
whatever
organization
you're
applying
for,
but
it's
more
scary
to
do
it
beforehand.
So
that's
a
recommendation
in
terms
of
what
I've
heard
today,
we've
heard
lots
and
it's
really
a
massive
thanks
to
everyone
who's
coming
to
speak.
A
I
know
it's
for
some
of
you,
it's
outside
your
comfort
zone,
but
it's
been
really
beneficial
to
us
and
we've
heard
about
particularly
about
raising
awareness
of
the
networks.
The
need
to
continue
to
improve
the
challenge
about
whether
more
facility
time
should
be
available,
wider
training
in
terms
of
managers
in
terms
of
inclusivity
in
all
aspects,
whether
there's
flexibility
and
we've
talked
about
the
flexibility
in
terms
of
working
arrangements.
A
lot
in
this
in
this
committee.
Over
the
last
year,
we've
talked
about
system
change
and
the
need
to
have
quicker
process
progress.
A
Sorry,
I
think
those
are
all
good
challenges,
and
I
think
hopefully,
the
whoever
is
the
chair
of
the
board
in
the
next
municipal
year
will
also
pick
this.
This
agenda
item,
I'm
sure
they
will-
and
I
think,
there's
a
there's-
a
challenge
first
stage
for
mary
and
her
team
to
come
back
in
terms
of
the
overriding
strategy
and
then
I'll
cancel
hard
in
summary
and
then
also,
hopefully,
we
can
hear
in
the
future
about
progress.
So
massive,
thank
you
to
everyone
for
coming.
A
It's
been
really
beneficial
for
us
and
what
I'm
going
to
do
now
is
because
there's
going
to
be
quite
a
lot
of
movement,
I'm
going
to
just
ask
to
pause
the
meeting
for
five
minutes.
While
we
rearrange
the
room
and
say
thanks
to
everyone
for
joining
us,
so
thank
you.
Everyone
and
I
just
meet
in
there.
A
Okay,
welcome
back
everyone,
we're
gonna
move
on
to
item
eight
now
and
victoria
is
here
to
speak
to
us.
You
can
assume
that
we've
all
read
the
meeting
papers.
I
think
you've
got
a
presentation
to
share
with
us.
Thank
you.
Q
A
Moment:
okay,
welcome
back
everyone,
we're
gonna
move
on
to
item
eight
now
and
victoria
is
here
to
speak
to
us.
You
can
assume
that
we've
all
read
the
meeting
papers.
I
think
you've
got
a
presentation
to
share
with
us.
Thank
you.
Q
Okay,
thank
you,
I'm
just
going
to
share
with
you
green!
Thank
you,
okay.
So
this
is
the
financial
update.
K
Q
Yeah
and
when
we
were
looking
at
the
medium
term
financial
strategy
and
the
challenge
that
we
faced
for
next
final
next
financial
year,
the
decision
was
made
that
we
wouldn't
contribute
to
the
balances
next
year.
But
we
would
re
commence
the
year
after
we'd,
also
bolstered
it
by
and
formally
in
the
year
in
this
financial
year,
and
we
felt
that
it
was
the
right
decisions
made
to
delay
once
one
year
to
enable
us
to
bridge
the
gap
that
we
were
already
facing.
Q
Thank
you.
When
we
were
looking
at
the
medium
term,
financially
are.
A
Q
B
Q
B
F
B
Good
afternoon
everybody
tim
rollick
from
the
council's
intelligence
and
policy
service.
This
is
our
bi-annual
check-in
on
the
key
performance
indicators
that
underpin
your
areas
of
the
best
council
plan
and,
as
you
can
see
from
the
reports,
the
indicators
continue
to
show
a
mixed
picture
largely
due
to
the
ongoing
effects
of
the
pandemic,
particularly
around
some
of
those
indicators
to
get
results
would
cultural,
but
also
they
show
in
some
areas
the
impact
of
some
of
the
staffing
pressures
of
the
organization.