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From YouTube: Leeds City Council - Scrutiny Board (Strategy & Resources) -Consultative Meeting- 21st June 2021
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B
Okay,
now
showing
that
we
are
live
so
good
morning.
Everyone
I'd
like
to
welcome
you
to
today's
meeting
of
the
strategy
and
resources
scrutiny
board.
I'm
the
chair,
I'm
council,
andrew
scopes.
At
this
point,
I
should
clarify
that
two
members
of
the
committee,
but
also
to
anyone
watching
that
this
is
a
consultative
meeting
of
the
board
and
because
we're
not
meeting
in
person
but
obviously
we're
doing
that
for
reasons
due
to
the
global
pandemic.
B
Today's
meeting
will
hold
almost
all
of
the
formalities
that
a
normal
meeting
would
hold
we'll
still
challenge
officers,
we'll
still
talk
about
issues
that
are
relevant,
but
we
will
need
to
formalize
any
decisions
made
at
the
next
in-person
meeting
due
to
government
legislation
saying
that
all
council
meetings
need
to
be
in
or
decision
making
meetings
need
to
be
in
person.
B
I'm
now
going
to
just
go
through
the
board
and
ask
you
to
introduce
yourselves
because
we're
online.
Obviously,
I
need
to
say
say
your
name.
First,
you
know
who's
know
the
order
so
I'll
invite
you
one
at
a
time
if
that's
okay,
so
firstly,
councillor
hamilton,.
G
Mckenna
good
morning
chair
I'm
having
trouble
unmuting
council
mckenna,
armley
award,
counselor.
B
Thank
you
and
councillor
siri
simon
siri
puts
it.
Thank
you.
We've
also
got
a
couple
of
exec
board
members
here
for
various
items
so
could
councillor
cooper?
Could
you
introduce
yourself.
I
E
Morning
again,
everybody
I'm
councillor
mary
harland.
I
represent
the
cubits
of
methi
ward.
A
Yes,
thank
you,
chair
rob,
clayton
principal
screwing
advisor
for
the
board.
A
Counter
scobs,
yes
debbie's,
not
in
today,
it's
andy
doing
the
minutes.
B
Okay,
okay,
andy
yep.
That
makes
sense
good.
I
think
the
other
offices,
if
you
introduce
yourself
when
we
get
to
your
paper,
if
that's
okay,
otherwise
we
we
yeah
that'd,
be
helpful,
and
then
we
know
why
you're
here
and
what
item,
if
that's,
okay,
okay,
so
moving
on
to
the
main
agenda,
if
that's
okay,
so
firstly,
are
there
any
declarations
of
disclosable
procurement
interests
that
need
to
be
made.
I'd,
take
silence
as
no
okay.
Thank
you
very
much
so
move
on
to
the
draft
minutes.
B
B
A
Chair
two
items
I'd
like
to
draw
to
members
attentions
minute:
97,
which
is
relates
to
a
previous
item
letter
on
long-term
funding
for
adult
social
care.
Firstly,
just
to
inform
the
board
that
the
the
letter
to
government
was
was
reissued
and
we
we
currently
await
a
response
on
that
item.
B
A
B
A
Yeah
and
then
the
other
item
is
in
relation
to
minute.
99
again,
the
previous
board
had
an
interest
in
the
number
of
staff
who'd
left
under
the
early
leavers
initiative
and
the
percentage
of
those
who
were
in
desk
based
roles,
so
just
to
inform
that
I
have
heard
back
from
hr
and
it's
a
third
of
those
that
left
so
as
like
845
stifler
left
the
authority
and
a
third
of
those
were
in
desk
based
roles
that
just
picks
up
that
loose
end
from
from
last
year.
B
B
No,
I
can't
see
any
indicated
thing
so
we'll
move
on.
Okay,
so
on
to
page
11
scrutiny
board
terms
of
reference
and
over
to
rob
again.
A
Thank
you,
council,
scopes
and
yeah.
Just
briefly
on
this.
This
sets
out
the
terms
of
reference
for
members
information.
There
are
a
number
of
pen
dependencies
with
this
appendix
three
sets
out
and
the
the
remits
of
the
board
and
how
they
are
aligned
to
officer
and
executive
functions.
A
Appendix
2
refers
to
article
6,
which
sets
out
the
differences
between
the
board's
responsibilities
and
in
general,
it's
just
for
members
information.
So
we're
aware
of
remit
in
terms
of
reference
for
the
year.
B
B
A
Youtube
council
scope,
sorry
to
hold
the
limelight,
but.
M
A
Linked
really
to
some
of
the
comments
you
just
made
there
co-option
is
is
a
means
by
which
the
board
can
bring
on
expertise.
Now
that
could
be
from
other
scrutiny
boards
as
a
an
example
of
how
it
might
be
used,
but
the
report
in
general
sets
out
and
how
corruption
can
can
be,
can
be
done
by
boredom
and
take
and
seeks
to
take
board
members
views
on
that
today
as
to
whether
they
believe
there
should
be
any
co-opties.
A
So
really
just
to
get
any
views
on
that.
Thank.
B
You
currently,
I
don't
have
any
plans
to
bring
any
co-op
to
members
in,
but
I
think
it's
worth
members
knowing
that
that's
a
possibility.
B
C
I
was
just
going
to
ask
as
this
scrutiny
about
corp
members
prior
and
you
know
where,
where
they're
from
you
know,
which
service
etc.
Because,
obviously
you
told
us
you
have
no
plan
and
it
could
change.
But
I
just
wanted
to
know.
A
B
Yeah,
in
my
mind,
there's
two
possible
ways
that
we'd
have
a
co-opted
reason
to
have
a
co-operative
member,
so
one
might
be
if
we
did
a
joint
inquiry
and
we
wanted
someone
from
a
different
scrutiny
board
to
aid
our
understanding.
That's
that's
one
way
and
we
wanted
them
to
definitely
participate,
and
I
guess
the
other
option
might
be
is
if
we
were
looking
at
something
which
involved
a
private
sector
contract
and
we
wanted
a
outside
expert
to
help
us,
and
we
see
that,
certainly
with
adults
and
health
with
outside
independent
people.
B
I
think
it's
probably
less
likely
that
we'd
need
it
in
this
portfolio,
because
we
have
a
large
number
of
internal
finance
experts,
and
certainly
some
of
us
have
worked
in
the
finance
sector,
who
are
board
members,
but
we
should
still
keep
it
as
a
possibility.
But
thanks
for
those
questions,
council,
hamilton,
okay,
I'll
move
on
to
item
five
offices.
When
you
speak,
can
you
just
make
sure
you
assume
that
we've
read
the
item
and
introduce
yourself
before
before
you
start?
Thank
you
over
to
you
tim.
A
A
Performance
report
draws
on
the
most
recent
performance
information
for
our
key
performance
indicators.
These
are
the
indicators
that
show
how
on
track,
we
are
to
delivering
the
priorities
in
the
best
council
plan
and
for
the
purposes
of
this
board
that
includes
main
areas
of
culture
and
also
an
efficient,
enterprising
and
healthy
organization,
and
within
that
second
area,
we've
got
things
like
finance,
digital
information
and
hr
aspects
that
we
we
look
at.
A
One
of
the
reasons
why
we
report
performance
in
june
is
so
that
the
board
can
look
at
the
areas
included
in
the
performance
report
and
identify
areas
of
further
work
that
they
would
like
to
do
during
the
year.
So
the
these
sort
of
signposting
reasons
and
we've
got
colleagues
here
from
the
various
services
that
are
responsible
for
performance
information
to
answer
specific
queries
on
those
areas.
A
So,
like
I
say,
we've
we've
updated
the
performance
indicators.
The
most
recent
set
of
results,
we've
included
some
commentary
in
the
report
to
provide
further
explanations
and
we're
happy
to
answer
questions
on
those
from
the
board.
B
Thank
you
very
much
for
that
tim
I'll,
bring
in
councillor
firth.
Please.
F
Thank
you
very
much
chair
and
thank
you
for
the
introduction
tim.
It's
a
really
interesting
report.
As
always,
I
just
wanted
to
ask
some
particular
questions,
because
there
are
some
areas
that
are
very
interesting
around
with
hr.
The
representation
are
in
our
workforce
and
those
particularly
there
is
a.
F
I
think
the
starkest
figure
is
looking
at
our
minority
representation,
but
the
one
area
I
wanted
to
cover,
particularly
given
that
carers
week
has
just
been
and
gone,
is
given
the
situation
over
the
past
year
with
covid
and
with
the
pandemic.
Obviously,
our
situation
with
carers.
F
I
wanted
to
ask
about
a
bit
more
about
how
we
feel
that
the
council
is
supporting
carers,
especially
given
the
situation
that
we're
in
at
the
moment
and
actually
improving
on
where
we
are
at
the
moment
in
terms
of
not
only
those
but
those
who
are
disabled
in
the
workforce
to
ensure
that
they
have
a
healthy
and
also
a
complementary
work
pattern
to
be
able
to
recruit
more
into
the
council.
And
what
is
the
council
doing
about
it?.
A
Yes,
we've
got
some
colleagues
from
hr
here
who
might
be
able
to
provide
more
information
on
that
and
also
you'll
notice
from
the
report
that
during
the
year,
we've
undertaken
a
number
of
surveys
with
the
council
staff,
which
will
include
the
staff
who
are
carers
to
find
out
how
their
experience
is
going.
So
if
andy
or
graham
from
hr
would
like
to
provide
some
some
further
comments
on
that.
Please.
H
Yeah
good
morning,
everybody,
my
name
is
andy
dom
and
I
work
in
the
hr
department,
a
few
issues
there
that
you've
raised
counsellor
so
just
in
terms
of
carers
and
I'll
pastor,
graham
who
will
be
more
up
to
date
with
the
latest.
But
we
do
have
a
very
vibrant,
active
carers
staff
network.
So
over
the
last
year
councillors
they
have
that
has
undertaken
a
whole
range
of
different
supports
and
activities
to
support
our
carers
population.
H
As
tim
rightly
mentioned.
We
have
surveyed
that
population,
particularly
over
the
last
year,
and
we
have
identified
that
there
are
some
particular
challenges
with
that
group.
So
we
have
therefore
deliberately
enhanced
support
for
that
staff
network,
but
also
the
number
of
webinars
and
support
functions
available
to
that
population
and
claims
on
the
line.
So,
graham,
would
you
like
to
add
a
bit
more
to.
H
B
B
Council
first,
if
we
come
back
to
that
in
a
minute
when
grounds
sorting
out
his
connection,
is
that
okay,
yes.
B
That,
graham,
can
you
indicate
when
you
can,
when
you
can
comment
again,
thank
you.
Okay,
I'm
going
to
bring
in
councillor
carlyle
next.
D
Thanks
andrew
a
couple
of
points
on
this,
really
I'm
jumping
around
the
bullet
points,
probably
one
that
I
always
raised,
but
I
think
just
wanted
to
highlight.
Looking
at
the
bottom
of
page
48,
where
we've
got
procurement,
I
see
again,
the
a
percentage
of
money
spent
with
local
suppliers
has
gone
up
this
year,
an
extra
25
million,
which
I
think
is
a
real
boost
during
obviously
the
the
pandemic
and
support
supporting
local
businesses.
D
I
noticed
that,
although
the
percentage
of
the
orders
placed
with
small
and
medium-sized
businesses
as
the
percentage
has
gone
down,
but
actually
it's
gone
up
in
value,
obviously
with
a
wider
spend
around
things,
so
just
wanted
to
really
point
out
those
positives,
because
I
think
for
local
and
small
businesses.
This
has
been
a
difficult
time,
so
really
good
that
the
council
are
increasing
the
amount
of
money.
The
question
I
had
flips
back
up,
probably
it
might
be
something
that
hr
can
help
with
anyway,
when
they
come
back.
D
We've
got
on
page
41,
some
of
the
reasons
for
for
sickness
across
the
organization
number
one
on
there
is
listed
mental
health,
and
I
think
we
can
all
understand
why
mental
health
would
have
been
a
particular
difficulty
across
this
time.
There's
then
musculoskeletal
back
and
neck
problems
in
there
coming
as
a
second.
D
D
Are
they
due
to
people,
perhaps
working
from
home
and
not
having
the
correct
equipment,
not
not
having
the
the
suitable
environment
that
they
may
have
in
the
office
and
just
whether
there
was
any
background
around
those
but
but
really
on
the
shift
to
those?
Is
there
anything
that
we
have
to
be
extra
careful
with
in
the
new
ways
of
working
that
we're
seeing.
H
Thank
you
very
much,
chair
yeah.
It
is
a
good
point.
Just
in
terms
of
the
shift
we
probably
are
seeing
a
slight
increase
in
the
prominence
of
the
mental
health
being
the
prominent
reason
for
for
sickness
abstinence,
and
that
has
slightly
increased
at
the
expense
of
musculoskeletal.
H
Although
the
general
point
I
would
make
is
that
it
is
quite
sporadic
from
service
to
service
department
to
department,
so
it
is
quite
variable,
depending
on
where
you
look,
you
raise
a
very
important
point
about
whether
people's
changing
of
working
environment
has
impacted,
particularly
on
those
factors,
and
there
is
some
evidence
to
say
that
it
probably
has.
Although,
generally
speaking,
we
have
seen
a
decrease
in
sickness
absence
over
the
last
year
as
people's
ways
of
working
have
shifted
and
changed
quite
a
bit.
H
We
are,
however,
very
mindful
about
the
issue
or
the
challenge
of
people
working
remotely
in
terms
of
whether
or
not
we
are
able
to
safeguard
and
support
individuals.
So
we
have
spent
a
fair
bit
of
time
issuing
quite
a
lot
of
advice
and
guidance
to
people
working
remotely
to
make
sure
that
they
can
set
up
their
new
working
environment.
H
So
we
are
very
mindful
of
that
issue
and
at
the
moment,
we're
just
monitoring
those
syncs
absence
figures
that
you've
referenced
and
we'll
be
shortly
launching
a
hybrid
working
online
training
package
to
give
people
a
bit
more
support
and
assurance
to
make
sure
that
when
they
are
working
remotely,
then
they
are
obviously
doing
so
in
that
that
safe
and
appropriate
way.
So,
hopefully,
that
that
helps.
A
D
I
think
that's
good
jay,
I
think.
Obviously,
if
people
are
working
in
the
office
there's
the
opportunity
for
for
people
to
assist
them
with
their
office
environment
and
to
overlook
it
for
them.
When
people
are
at
home,
they
obviously
need
that
support
to
know
where
they're
working
is,
is
healthy
and
safe
and
and
there's
obviously,
not
other
people
going
into
their
home.
To
look
at
that
so,
but
I
think
that's
really
positive.
The
kind
of
support
we're
giving.
B
Thank
you,
graham,
can
you
no?
B
G
Thank
you
chair,
I'm
looking
at
the
appendix
2,
and
I
note
when
we
knew
the
comparisons
of
age
profile
or
lead
citizens
and
employees
of
the
council
that
15
of
lead
citizens
are
age
16
to
24,
but
only
6
of
our
workers
are
in
that
age
group,
given
that
the
pandemic
is
going
to
greatly
affect
the
young.
G
I
think
this
is
something
that
needs
careful
consideration
and
if
we
go
down
a
bit,
19
of
citizens
are
bain
and
only
14
percent
get
jobs
with
leeds
city
council
and
then
a
really
big
one
on
disability.
G
17
of
residents
have
a
long-term
illness,
but
only
six
percent
of
our
workforce
have
considered
themselves
disabled.
I
think
there's
a
big
big
gaps
here.
I
think
it's
something
that
we
should
be
looking
at
very
carefully
and
bring
them
down.
I
think
we
want
to
be
an
equal
society.
I
think
we
want
to
make
sure
that
all
citizens
regarding
of
their
age
or
disabilities
or
ethnic
origins
have
access
to
work
in
city
council,
and
I
think
this
should
be
a
priority.
H
Yes,
I
I
I
can
and
then
I
think,
possibly
graham's
back
online,
so
maybe
he
will
want
to
add,
there's
quite
a
lot
there.
Just
so
just
in
terms
of
the
the
first
issue,
the
council,
reference
is
obviously
about
age
profiling.
That
is
an
issue
for
us
and
you'll,
see
reference
there
too,
and
the
work
that
we're
doing
with
apprenticeships,
but
also
some
additional
work
within
this
year
with
t
levels.
H
H
You've
also
mentioned
about
the
aim
population
in
the
workplace.
That's
a
big
issue
for
us
and-
and
I
would
stress
that
that
over
the
last
year
or
so
we
have
launched
a
race
equality
plan,
which
is
a
two-year
plan
to
tackle
many
of
the
issues
that
have
been
raised,
so
that
does
look
at
staff,
support
progression
and
a
whole
range
of
different
measures
in
terms
of
supporting
ethnic
minorities
within
and
beyond
the
workplace.
H
So
that's
one
of
our
big
actions
that
we
have
focused
on
over
the
last
year
and,
of
course,
we
now
have
director
and
departmental
inclusion
plans
and
the
quality
boards
which
are
coordinating
managing
a
lot
of
this
activity
across
the
organization,
so
we're
hoping
that
some
of
those
issues
will
be
able
to
keep
keep
putting
the
pressure
on
and
managing
accordingly.
A
Yes,
thanks
councillor
scopes,
it's
just
a
small
thing.
So,
just
by
way
of
introduction.
A
Kickstart
scheme
into
city
development
and
that's
in
partnership
with
andy
and
hr,
so
if
that
goes
well
in
the
scope,
potentially
to
do
a
little
more
of
that
as
well
across
the
council.
So
I
just
wanted
to
highlight
that.
G
Yeah
andy
didn't
deal
with
disability,
I
I
know,
and
that
was
probably
yeah
the
biggest
divergence
of
all
three.
The
other
thing
eve
it's
great
to
have
plans,
but
do
we
have
targets?
Do
we
have
actually
fixed
targets
that
we
want
to
see
the
six
percent
of
young
people
accessing
jobs
to
maybe
10
we're
an
aging
workforce,
and
we
can't
allow
that
to
happen.
G
But
plans
are
all
very
well,
but
I
do
think
that
we
should
set
targets
and
I
don't
think
we've
done
that
and
I
think
that's
something
we
need
to
seriously
consider,
and
I
would
be
grateful
for
a
comment
on
the
disability.
Er
divergence
as
well
too.
H
H
I
think,
graham,
you
might
now
be
back
online.
So
do
you
want
to
add
to
the
disability
issue.
B
L
Yeah,
so
so,
just
just
building
on
what
andy?
Sorry
about
that
everybody
just
building.
What
andy
said
that
I
guess
you
know
across
all
of
the
different
staff
groups,
we're
also
obviously
looking
at
you
know
things
like
recruitment,
recruitment
approaches,
career
progression,
career
development.
L
All
of
those
things
are
under
review
for
you
know
when
we're
particularly
looking
at
our
black
asian
minority
ethnic
staff,
but
it's
not
just
exclusive
to
that.
So
obviously,
all
of
those
things
will
be
considered,
particularly
around
disability
areas
too,
and
I
think
a
lot
of
the
learning
that
we'll
take
out
of
our
work
with
the
bme
community
will
apply
across
the
board
to
all
staff
groups
and
just
really
improve
all
our
practice
around
those
key
employment
life
cycle
touch
points
things
like
recruitment,
induction
retention,
development.
B
Just
council
mckenna's
question
was
around:
are
there
any
targets
and
again
it's
under
review
when's
the
review.
Gonna
gonna
be
finished.
I
guess
those
are
the
two
questions
I
think
you'd
probably
want
to
push
on
a
bit
more.
L
So
so
I'm
working
actively
with
our
staff
networks
at
the
moment
and
I'm
looking
to
take
some
proposals
around
next
steps
in
terms
of
all
our
inclusion
work,
probably
july
august
time
back
to
corporate
leadership
team.
So
we
should
be
in
a
position
over
the
summer
months
to
to
bring
more
detail
back
to
scrutiny.
G
Well,
that
that's
fine
chair
and
you
did
tidy
up
my
point.
I
do
think
it's
very
important
to
have
a
target
in
mind
when
we're
recruiting
and
we've
got
something
like
six
percent
of
under
25s.
It's
not
good
enough.
I
think
the
council
employee
should
reflect
the
citizenship
as
a
whole
and
we're
not
doing
that
at
the
moment.
So
perhaps
when
it
comes
back
graham,
I
will
look
forward
to
reading
your
report.
G
I
will
hopefully
see
that
we
have
a
target
of
maybe
10
percent
of
recruiting
under
25s
and
certainly
in
the
area
of
disability.
We
we
need
to
move
there
as
well.
B
Thank
you,
council
mckenna,
giving
grams
here
we're
going
to
kind
of
move
back
to
councillor
firth's
question
a
little
bit
earlier.
Do
you
want
to
just
react.
L
B
B
Yes,
it
was
but
councillor
firth.
Do
you
want
to
just
clarify
anything
that
was
missed
from
andy's
response.
L
So
so
so
a
number
of
things
we
are
doing
and
will
continue
to
do
around
support
and
carers.
Obviously
we'll
look
at
reviewing
and
keeping
in
touch
with
all
of
our
policy
work
and
make
sure
they're
offering
proper
support.
We
look
at
things
like
special
leave.
L
We've
got
lots
of
guidance
for
line
managers
about
how
they
can
better
support
carers
and
we've
introduced
recently
some
confidential
one-to-ones
conversations
for
carers,
and
I
think
that's
something
that
we're
looking
to
do
going
forward
establish
like
a
working
carers
passport,
and
I
think
it's
some
regional
work
taking
place
around
that
where
it's
looking
at
all
the
issues
that
carers
have
prior
trying
to
make
sure
that
land
managers
are
effective
at
handling
those
and
provide
some
support
across
the
council
for
for
working
age
carers
too,
and
that
there's
a
big
push
as
well
around
carer
ambassadors
across
the
organization.
L
F
Thank
you
for
that
graeme,
and
it's
just
the
reason
why
I
was
asking
that
question
to
start
off
with
was
obviously
to
lead
on
to
very
similar
to
council
mckenna
about
the
situation
where
the
starkest
difference
it
looks
to
be.
Is
those
that
say
that
they
actually
want
to
say
on
their
survey
that
they
have
a
disability
or
a
condition
that
they'd
like
to
declare
and
the
reason
I
wanted
to
raise
that
in
particular,
further
to
counsel
mckenna's
point
is
because
I
know
it's
been
cheeky
and
talking
about
the
next
arrangement.
F
The
next
report
story
about
working
arrangements,
but
in
that
report
it
states
that
almost
one
in
five
eighteen
percent
of
response
to
that
said
that
they
had
a
reasonable
adjustment
related
to
a
disability,
long-term
health
condition,
non-visible
impairment
or
mental
health
condition
as
a
result
in
work
and
the
only
reason
I'm
saying
that
is
because
of
the
fact
that
in
comparison
to
six
percent,
it
is
stark
difference,
whereas
the
18
is
only
a
percentage
of
the
actual
figure
across
the
city
from
the
census.
F
In
2011
of
17
residents,
saying
they
have
a
long-term
health
problem
or
disability,
and
I
just
wanted
to
make
sure
that
whether
there
was
anything
particular
that
we
need
to
be
doing
to
whether,
in
fact,
people
feel
confident
if
they
need
to
say
they've
got
a
disability
or
not
or
whether.
In
fact,
it's
just
something.
That's
an
anomaly
within
the
data
that's
coming
out.
L
Great
so
take
that,
should
I
take
those
council
scopes,
yeah
thanks
for
the
question
counselor,
I
think
one
of
the
first
things
I'd
say
is
and
I'd
need
to
check
this.
You
know
looking
to
make
sure
that
our
definitions
of
long-term
impairment
and
disability
in
terms
of
sensitive
information
is
the
same
as
accounting
a
council
site,
so
I'll
go
away
and
check
that
in
terms
of
comparison
of
those
two
figures,
but
we
we
we.
L
As
andy
said
previously,
we
have
been
doing
lots
as
part
of
our
return
to
work
survey
to
ask
staff
about
whether
they
have
those
those
reasonable
adjustments
in
place
and
you're
right.
You
know
one
in
five
have
come
back
and
said
they
do
and
they're
they're
they're,
where
they've
got
arrangements
in
place
already
and
have
had
so
so
in
that
sense,
you
know
we're
successful
in
managing
any
additional
needs.
L
It's
a
really
important
part
of
of
making
sure
that
the
arrangements
that
were
in
place
prior
to
you
know
prior
to
people
working
from
home
and
as
they
come
back
and
maintained,
and
we've
been
doing
lots
as
well
as
part
of
our
recent
appraisal
round,
to
make
sure
that
those
really
important
wellbeing
conversations
take
place.
L
So
so
between
now
and
the
end
of
july,
everyone
will
be
sitting
down
with
the
line
manager
having
those
conversations
and
and
center
for
that
is
this
whole
point:
around
well-being,
disability,
reasonable
adjustments
and
making
sure
the
right
support
in
place.
C
It
was
come
for
robinson
before
me,
but
I'll
go
jim
has
asked
me.
Council
mckenna's
asked
my
my
questions
really,
but
regarding
the
beam,
however,
on
and
page
40,
the
third
bullet
point
it
where
at
the
end,
include
working
with
the
bayer
network
on
pacific
issues
raised,
for
example,
what
issues
you
know.
I
just
think
it's.
I
just
need
a
bit
more
information
on
on
some
of
the
issues
that
I've
raised.
You
know
I
have
idea.
H
There,
okay,
so
I'm
happy
to
answer
that
question.
Maybe
and
we'll
add
so.
I
mentioned
earlier
hamilton
the
race
equality
plan
which
we've
developed
between
officers
and
also
the
bain
staff
network
that
you've
write
you
mentioned,
and
that
plan
does
covers
about
sort
of
40,
45,
different
actions
and
issues
in
that
plan.
H
So
it's
very
comprehensive
and
it
covers
a
whole
range
of
different
key
issues,
but
predominantly
focused
on
issues
connected
to
recruitment
and
selection,
as
grace
mentioned,
but
also
about
career
development,
so
making
sure
that
training
development
opportunities
are
open
and
available
for
everybody.
One
of
the
big
challenges,
too,
was
about
progression,
so
progression
of
our
bain
communities
across
and
within
the
organization,
and
there
are
also
some
very
specific
challenges
too
in
terms
of
how
we
support
our
being
colleagues
whilst
working
in
different
teams
and
different
services.
H
So
it's
in
terms
of
how
we
engage
through
things
like
appraisals,
any
kind
of
grievances
or
disciplinary
issues,
so
making
sure
that
whole
employment
relations
situation
works
well,
so
that's
pulled
out
and
teased
out
in
that
race.
Equality
plan
too,
and
there's
quite
a
lot
there
about
inclusion,
training
and
development.
So
so
it
covers
a
lot
of
ground
and
hopefully
that
quick
summary
helps.
Council
hamilton.
C
Yes,
it
does
and
then
can
we
have
some
feedback
on
some
of
those
you
know
once
you're
going
through.
I
know
it's
not
going
to
be
overnight,
etc,
but
I'd
like
an
update
on
on
some
of
them
resolved
and
way
forward,
etc.
H
L
And
councillor
hamilton
is
screaming
again
just
to
say:
we've
actually
got
something
on
the
ford
agenda
for
scrutiny
to
bring
that
plan
back
a
future
date.
So
it's
previously
been
here.
We've
had
an
initial
discussion,
but
we
we
recognize
the
importance
of
it
and
it's
back
on
the
agenda
in
the
coming
months.
C
Just
one
more,
I
know
this
might
not
seem
very
important,
but
on
page
54
with
regards
to
the
web
digital
online
and
the
development
it
talks
about
the
social
media
and
we've
gone
from
from
what
29
000
to
ten
million.
I
just
wanted
to
ask:
how
are
we
going
to
continue?
I
know
we
at
this
moment
in
time.
C
It's
all
about
the
the
pandemic,
etc
and
people
are
engaged
and
are
using
it,
and
what's
the
plan
going
forward
to
keep
the
the
people
still
engaged
on
in
the
facebook
post
and
because
sometime
consultations
are
taking
place
about
to
come
out
in
bits
and
pieces.
So
I
just
want
to
know:
is
this
going
to
be
used
to
keep
the
public
engaged?
A
Yeah
I'll
I'll
answer
that
one
for
you,
council
hamilton.
I
will
find
out
from
colleagues
in
communications
and
marketing
about
their
plans
and
we
can
provide
a
response
for
you
on
that.
If
that's
fine.
K
Thanks
chair,
I've
got
a
number
of
questions
and
some
around
gender
pay
gap
and
council
tax
collection,
but
I
know
council
even
shores
wants
to
come
in.
So
I
I'll
ask
those
later
if
that's
okay,
but
I
want
to
continue
on
the
same
theme,
which
was
around
the
the
workforce
and
apprenticeships,
because
I
think
it
is
an
important
point.
K
Could
officers
clarify
around
the
apprenticeship
levy,
how
much
has
been
used
towards
apprenticeships
and
apprenticeships,
for
the
young
in
particular,
and
what's
been
used
for
mbas
for
older
staff,
who
may
be
fancy
doing
an
mba
later
in
their
career?
How
we
prioritize
this?
I
understand
that
we'll
have
to
think
about
career
development
and
career
progression.
But
how
are
we
doing
that
and
are
we
targeting
certain
departments
for
the
apprenticeship
spending
too?
K
We
know
that
highways
have
had
some
challenges:
recruiting
staff,
particularly
who
are
skilled
engineers,
we're
going
to
discuss
digital
as
well,
and
it's
really
important
that
the
council
is
embracing
the
digital
agenda
and
is
on
the
front
foot
and
we
have
staff
that
are
a
digital
savvy
and
aware
and
at
the
cutting
edge.
So
there's
a
question
around
apprenticeships.
There
that
officers,
I
hope,
can
answer
the
second
is
around
the
workforce
and
about
better
reflecting
the
city,
which
I
think
is
point
three
jim's
question
was
about
targets.
K
There
is
a
target,
that's
set
there
and
it's,
but
there
is
no
target
around
the
young.
Are
these
targets
or
aspirations,
because
on
that
basis
the
council
has
61
of
female
staff,
but
51
of
the
city
are
female.
Our
officers
suggesting
we're
over
recruiting
women
in
the
council.
H
Yeah
I'll
start
so
councillor
robbins.
If
I
cover
apprenticeships
first,
as
you
raise
that
first,
I
think
yeah.
So
this
there's
quite
a
lot
unpacked
in
that
and,
as
you
know,
we've
got
around
about
770
current
live
apprentices
and
and
they're
right
across
the
different
standards,
so
they're,
not
just
all
skewed
in
one
particular
service
or
department
or
equally
at
that
sort
of
apprenticeship,
higher
level
sort
of
six
or
seven,
though
the
standards
range
from
level
two
to
seven.
H
So
they
are
quite
diverse,
they're,
not
just
sort
of
front
loaded,
and
there
is
still
a
balance
between
those
individuals
that
go
through
the
apprenticeship
standard
to
our
current
staff,
and
they
may
well
be
those
leadership
and
management
apprentice.
H
So
when
we
were
going
through
the
voluntary
severance
scheme
and
when
we
were
going
through
some
of
the
recruitment
activities
sort
of
during
the
pandemic,
we
were
trying
to
align
our
apprenticeship
management
to
to
the
service
reviews
to
the
restructuring
as
well.
So
we're
enabling
services
to
think
more
creatively
about
using
apprentices
in
different
ways
from
perhaps
the
way
that
they
had
done
previously,
and
that
also
includes
quite
a
significant
increase
in
apprenticeships
in
the
schools
as
well,
because
that's
been
a
harder
nut
to
crack.
H
But
that's
that's
moving
in
the
right
way
as
well.
So
there's
quite
a
lot
there
and
and
also
we've
also
developed
some
city-wide
apprenticeships
too
working
with
the
nhs
and
other
organizations
too
again
supporting
the
health
and
social
care
system.
So
that
again
is
trying
to
open
it
up
and
looking
at
those
different
apprenticeship
standards,
rather
than
perhaps
just
for
those
who
wish
to
do
a
like
a
management
or
a
leadership
qualification.
So
we
are
trying
to
to
broaden
that
range
of
different
apprenticeship
standards.
H
So
it's
not
just
skewed
in
one
particular
area
and
although
of
course
we
do
support
apprenticeships
for
those
who
are
other
aspiring
leaders
or
equally
those
who
are
moving
into
to
management
roles.
H
So
we
do
want
to
support
and
target
those
who
are
care
leavers
and
also
those
individuals
who
are
living
and
working
in
priority
neighborhoods,
and
also
the
neets
and
women's
groups
as
well.
So
we
are
trying
to
identify
particular
demographics
and
populations
and
use
the
apprenticeship,
but
also
the
t-level
routine,
to
broaden
that
kind
of
you
know
engagement
and
attraction
to
that
apprenticeship
route,
but
we're
very
mindful
about
your
particular
issue
about
about
you
know
where
the
apprenticeships
sit.
H
Oh
yeah,
sorry,
council,
robinson
yeah.
You
rightly
mentioned
just
in
terms
of
the
demographic
in
terms
of
male
female.
I
think,
of
course,
the
issue
there
is
our
target
is
about
making
sure
that
our
workforce
is
representative
of
the
communities
that
we
serve,
and
that
remains
our
target.
I
think,
inevitably,
the
challenge
that
we've
got,
which
is
a
long-standing
challenge
that
we
will
continue
to
work
on,
is
the
different
professions
of
different
services
that
we
are
operating
running
right
across
the
council.
H
So,
as
you
know,
we've
got
large
groups
of
staff.
Thousands
of
staff
who
are
employed
in
civic
enterprise
leads
who
are
catering
and
cleaning
stuff
predominantly
they
traditionally
are
predominantly
female,
and
hence
that's
why
our
demographic
is
notably
higher
and
what
we
really
need
to
do
is
sort
of
challenge.
H
Perhaps
some
of
those
stereotypes
again
open
it
up
in
terms
of
those
other
routes
that
are
mentioned
in
terms
of
apprenticeships
and
different
ways
and
means
of
recruiting
staff,
and
so
our
demographic
is
perhaps
partly
feature
the
types
of
services
that
we
run
rather
than
a
particular
aspiration
or
particular
target.
K
K
I'm
very
keen-
and
I
hope
everybody
would
be-
that
we
represent
the
city
and
that
we
move
forward
in
that
direction,
but
that
we
also
have
the
best
and
the
brightest
working
for
the
council
too,
and
I
would
hate
to
think
that
we're
chasing
a
target
as
opposed
to
trying
to
make
sure
that
the
council
has
the
best
staff,
the
most
capable
staff
that
are
there.
I
suppose
that's
more
of
a
point
than
a
question
for
officers,
so
I'll
pause
their
chair.
J
No,
it's
going
back
chair
to
page
41
where
it
mentions
mental
health
and
I've
noticed
huge
figures
in
mental
health,
and
I
wondered
if
that
was
any
link
to
the
pandemic
or
whether
it
was
due
to
work
pressure.
There's
a
whole
host
of
things
that
that
could
be
linked
to
so
I'd
appreciate
a
breakdown
of
mental
health,
but
is
it
just
that
the
counselor
identify
more
more
people?
Who've
got
mental
health
issues,
so
if
you
can't
submit
that
today,
that'd
be
fine
but
otherwise
bring
it
back
to
another
meeting.
H
H
So
part
of
our
challenge
has
been
breaking
down
that
stigma,
so
we
are
really
encouraging
individuals
to
share
with
us
when
they
are
suffering
from
mental
ill
health,
where
perhaps
previously
they've
been
reluctant
or
hesitant
to
do
so,
so
we
actually
really
understand
what's
happening
in
our
workforce,
so
that
will
be
part
of
the
fact
as
to
why
we're
reporting
it
a
different
way
and
of
course
a
lot
of
our
activity
in
response
has
been
there
for
our
response
to
that.
I
think
we
probably
have
seen
a
bit
of
a
covert
impact
on
that.
H
So
I
think
that
probably
will
feature
and
that's
why
we
continue
to
push
very
much
on
the
mental
health.
First
aid
training
and
we've
got
well
over
800
of
those
people
trained
across
the
organization,
we'll
keep
pushing
that
as
a
general
strategy.
But
we
will
do
some
more
analysis
for
you
on
that.
If
that
would
help.
J
Yeah,
because
I
think
that
there
may
be
some
long-term
underlying
pin
opinion
reasons
as
to
why
people
have
got
mental
health
issues,
but
then
some,
like
you
say,
will
be
linked
to
the
pandemic,
so
it's
identifying
which
and
what
and
is
it
just
that
we've
become
more
aware
and
done.
My
work
on
mental
health.
B
K
Thanks
chairman
I'll,
be
brief,
because
I
know
we
want
to
move
out
agenda
items
on
the
council.
Tax
collection
is
mentioned
in
there
and
there's
a
falling
council
tax
collection.
That
obviously
has
an
impact
on
the
council's
finances,
but
it
would,
I
will
be
asking
the
board
later
as
part
of
our
our
work
program,
to
look
at
council
tax
collection
and
how
we
can
break
those
figures
down
so
that
we
understand
things
on
award
basis.
It
would
be
really
useful
for
members.
K
I
think,
because
we
would
then
know
where
people
are
getting
into
trouble,
how
we
can
target
that
support
where
we
can
direct
them
and
and
make
sure
that
we're
on
the
front
foot
with
this,
and
if
we
are
seeing
trends
as
well,
that
some
more
localized
data
on
that
will
be
useful.
That
the
second
is
it's
about
the
gender
pay
gap,
the
the
gaps
got
wider.
K
K
H
H
We
hope
over
the
next
12
months
and
as
you
as
you
rightly
say,
it
is
very
dependent
on
the
maker
of
the
services
that
we
run
and
the
populations
within
it,
rather
than
inherent
difference
in
the
way
that
we
pay
some
of
the
very
specific
activity
that
we
are
trying
to
do
to
squeeze
or
reduce
that
pay
gap
are
focused
on.
I
guess
two
issues.
H
First
of
all,
trying
to
recruit
staff
from
different
populations,
so
we're
less
dependent
on
perhaps
traditional
neighborhoods,
the
different
workforces
to
move
into
those
roles,
and
we
talked
earlier
a
bit
about
the
use
of
apprenticeships
and
t
levels
and
the
like,
but
also,
I
think,
the
other
factor
which
will
see
a
difference.
We
hope
with
the
gender
pay
gap
is
about
the
progression
development
of
women
across
the
organisation
and
through
the
different
grades
and
different
services
that
we
run.
H
So
that's
a
big
focus
in
terms
of
career
support,
mentoring
that
we're
also
issuing
a
whole
range
of
different
development
and
training
initiatives
to
encourage
women
to
progress
through
their
roles.
And
if
we
see
a
greater
levels
of
progression,
then
the
gender
pay
gap
therefore
should
decrease
as
well.
So
it's
about
supporting
individuals
at
their
entry
level,
but
also
in
terms
of
their
career
progression
at
the
other
end
as
well.
So
I
think
it
does
require
both
and
we
have
to
focus
on
both.
K
That
that's
really
useful.
Thank
you
andy,
and
I
think
that
I
ask
about
this.
Every
time
it
comes
up
the
gender
pay
gap,
but
it's
there
but
it.
I
would
be
mindful
and
say
this
to
anybody.
You
can't
judge
it
as
a
snapshot
in
time.
You
need
it
he's
constantly
working
on
this,
and
I
know
that
hr
colleagues
take
it
very
seriously.
So
that's
great!
Thank
you.
B
Thank
you
very
much
council
robertson,
just
around
the
call
center.
I
know
we
talked
about
this
briefly
in
chairs
brief,
but
viking
to
understand
the
total
number
of
contacts
both
by
phone
and
by
I
guess.
Internet
contact
numbers
are
those
available.
A
Yes,
we
we've
got
a
meeting
with
business
support
centre
and
neil
evans
later
this
week
to
discuss
the
sort
of
information
that
we
want
with
the
the
board
might
want,
but
would
also
welcome
what
information
the
board
would
like
on
the
contact
center,
because
there
is
a
a
wealth
of
information
there
and
what
we
want
to
do
is
is
focus
on
the
really
important
bits
that
you
think
would
add
benefit.
So
we
will
be
meeting
later
this
week
to
chat
about
that.
B
Yeah-
and
I
think
one
of
the
key
points
around
how
many
people
contact
the
council
how
quickly
the
issues
get
dealt
with,
how
long
they
wait
for,
but
I
guess
from
my
perspective
I
want
more
than
just
the
average
time
I'm
interested
in
like
the
standard
deviation
or
the
95
confidence
interval
to
make
sure
we
get
the
we
get
some
sort
of
measure
of
how
how
varied
it
is.
B
How
long
you
wait
for
your
answer
to
be
called
how
many
people
drop
off,
how
possible
it
is
to
use
your
online
equivalent,
and
is
that
straightforward?
So
I
know
there's
there's
some
things
where
you
need
to
to
make
sure
you
don't
need
the
process
for
recording
or
report
in
a
pothole
doesn't
mean
you
need
to
put
in
all
your
personal
details,
because
it's
just
you
just
need
a
photo
and
a
location.
B
Don't
you
so
it's
just
making
sure
those
those
processes
as
well
so
but
I'll
leave
that
with
you,
and
hopefully
you
can
come
back
to
us
councillor,
cooper
time
now
I
was
hoping
you
might
want
to
comment
on
anything.
That's
been
discussed
on
this
item.
I
Yeah
just
to
really
welcome
scrutiny,
board
members
comments
on
the
on
the
hr
and
the
workforce
issues.
As
you
know,
I've
just
recently
taken
over
the
resources
portfolio
on
executive
board,
so
I'll
certainly
be
picking
those
up
going
forward
as
well.
I
just
wanted
to
make
a
comment.
I
Counselor
scopes
on
the
issues
you
raised
around
the
contact
center
and,
as
you
know,
the
contact
center
has
recently
moved
from
the
communities
directorate
across
to
the
resources
and
corporate
director
under
neil
evans
and
there's
currently
a
review
being
undertaken
on
the
contact
center
and
and
its
performance
and
potentially
ways
of
improving
those
going
forward
how
they
may
be.
You
know
taken
forward,
so
I
would
suggest
an
update
on
the
work.
That's
been,
that's
happened
so
far,
maybe
for
scrutiny.
I
I
was
just
trying
to
let
you
know,
as
I
know
from
my
my
previous
portfolio.
B
Yeah
good
good,
you
can't
get
away
from
it,
I'm
afraid
councillor
cooper.
Now,
that's
that's
good.
We
would
welcome
a
report.
I
think
on
on
that,
and
I
think
it's
something
that
is
something
that
people
perceive
as
the
first.
I
guess
touching
point
they
have
with
the
council,
so
their
experience
on
that
really
affects
how
they
feel
about
the
whole
council.
So
it's
really
really
important
tim.
Do
you
want
to
come
in?
That's
right
just
to.
A
Add
on
the
courses,
I'm
currently
scoping
up
a
piece
of
work
where
we're
going
to
look
at
the
how
how
the
calls
are
prioritized
to
make
sure
that
the
right
calls
are
sort
of
reacted
to
and
the
right
resources
and
technology
are
placed
on
the
calls
of
most
importance.
A
So
that's
a
it's
like
a
risk-based
piece
of
work
that
we're
going
to
do
at
the
end
of
this
month.
But
am
I
right
in
thinking
that
there's
a
specific
report
on
the
call
center
due
to
come
to
the
board
in
september?
A
B
Good,
thank
you.
Okay.
I
can't
see
anyone
else
indicating
so,
let's
accounts
that
harland
wants
to
make
any
comments
as
an
executive
member
on
this
item.
E
Excuse
me
known
as
councillor
cooper
alluded
to.
I
two
have
just
recently
taken
over
from
the
community's
portfolio,
but
no
nothing
to
add
at
this
stage.
B
Thank
you
very
much,
okay.
So
thank
you
very
much
for
that
report.
I
thought
that
was
a
very
helpful
discussion
and
also
we
will
be
looking
at
this
again
there's
a
few
things
that
need
following
up,
which
I'm
sure
rob
will
email
people
about
and
a
few
things
that
will
come
back
to
future
meetings,
which
I
think
are
very
important.
Okay.
B
L
Thanks
again,
yeah
hi
everyone.
This
is
an
update
around
future
working
arrangements.
The
council-
and
you
know,
over
the
past
few
months,
rightly,
we've
been
focused
on
the
return
to
workplace,
particularly
those
that
have
been
working
from
home
during
covert,
but
remember
that
this
is
more
than
just
a
covert
issue.
L
But
but,
as
you
know,
a
lot
has
been
happening
over
the
last
couple
of
months,
particularly
in
terms
of
planning
and
engagement
in
relation
to
the
people
who
are
working
from
home.
In
anticipation
of
relaxation
of
the
government's
work
from
home
instruction
and
social
distances
measures,
and-
and
we
now
know
that
19th
of
july
is-
is
the
date
that
the
government's
working
towards
for
this
and
that
in
the
meantime,
the
work
from
home
instruction
will
still
apply
over
the
last
well.
L
Since
we
last
talked,
I
think
in
march,
we've
sought
the
views
of
of
all
of
our
staff.
We're
working
from
home
through
a
new
survey
and
they've
told
us
what
their
future
work
and
preferences
are
beyond
social
distance
and
restrictions
and
clear
support
there
for
for
continued
homework
and
going
forwards,
and
we've
also
set
out
some
corporate
principles
in
that
time,
around
our
expectations
for
future
work
and
and
how
we'll
approach
that
and
remember
we're
trying
to
balance
three
things
here.
L
The
preferences
staff
have
the
the
service
needs
around
delivery
and
what
our
customers
needs
and
importantly,
what
the
council
can
provide
in
terms
of
building
and
resources.
L
So
chief
officers
have
been
tasked
with
developing
those
service
expectations
over
the
last
few
weeks
at
local
level.
I
think
it's
important
to
remember:
there's
no
one-size-fits-all.
Here
it's
going
to
be
different
in
different
teams,
but
but
the
right
conversations
are
happening
on
a
local
level
through
chief
officers,
with
some
corporate
guidance
and
a
toolkit
we've
created,
so
so
lots
been
happening
in
terms
of
engagement.
L
You
can
see
in
the
report
some
detailed
information
about
the
feedback.
That's
coming
back
from
staff
in
terms
of
their
preferences,
so
I'm
not
going
to
go
through
that
now,
because
I
guess
you
you've
had
a
chance
to
look
at
that
other
than
to
say
there's
still
that
wrong
strong
appetite
for
working
from
home
for
lots
of
people
pleasingly.
L
We
know
we
need
to
manage
that
sensitively.
So
so,
whilst
we've
got
the
broad
results
from
the
staff
survey
really
important.
I
mentioned
it
before
earlier
on
the
call
that
one-to-one
conversations
taking
place
now
with
all
staff
to
make
sure
that
their
personal
working
arrangements
for
the
future
are
mapped
out.
L
The
ongoing
work
that
chief
officers
have
done
around
service
planning
has
produced
some
positive
feedback
in
the
sense
that
chief
officers
feel
that
they
will
be
able
to
successfully
balance
the
staff
preferences
versus
service
needs
basis,
corporate
resource
conundrum
and
as
a
as
a
programme
team,
it's
probably
just
worth
mentioning
and
remembering
that
we're
still
working
on
our
long-term
change
program
supporting
the
law
of
this
work
so
still
remodeling
a
small
number
of
pilot
buildings
as
tests
and
sites
still
working
through
the
booking
system
joe
around.
L
How
people
will
use
that
when
they
do
return
to
work,
a
review
of
rit
infrastructure
is
ongoing,
especially
around
the
hybrid
meeting
rooms
and
all
the
audio
and
conferencing
kits.
We
have,
and
once
again
I
think,
importantly,
came
up
on
the
call
today
didn't
it
in
many
different
guises
that
support
to
people
who
can't
work
from
home
or
have
some
form
of
reasonable
adjustment
we're
actively
following
that
through,
as
we
have
been
throughout
covert,
we
we
sent.
L
We
sent
a
comms
out
to
all
of
our
staff
on
friday
of
last
week,
which
said
that
we
were
going
to
continue
to
follow.
Follow
government
advice
on
covert
secure
measures
and
we'll
see
over
the
coming
weeks.
You
know
how
that
situation
develops
but
do
feel
it
believe
it
sensible
that
what,
as
as
things,
progress
that
we
do
take
a
phased
transition
back
into
the
workplace
for
those
people,
who've
been
working
from
home.
So
we
use
the
summer
to
reconnect
it's
a
big
step.
L
Imagine
it
more
as
a
phased
reintroduction
back
into
the
workplace,
and
obviously
what
we
need
to
do
as
well
is
make
sure
that
all
of
our
remodeling
around
our
buildings,
the
it
kitten
infrastructure.
We
test
that
out,
we'll
be
learning
on
the
way
and
I
think,
over
the
next
few
months
we
will
be
making
sure
that
there's
lots
of
chances
for
get
togethers
and
taste
the
days
for
staff
to
try
out
some
of
these
new
arrangements
too.
So
we've
done
lots
of
things
and
lots
of
planning
and
we're
we're,
ready
and
prepared.
B
D
Chad,
thanks
graeme
for
that,
because
it
it
it's
a
really
difficult
one
really
isn't
it.
We've
we've
been
thrown
into
a
way
of
working
that
we
were
maybe
progressing
to,
but
then
had
to
deal
with
it
afterwards,
rather
than
do
the
planning
before
so
I
do
appreciate
all
the
work
that's
gone
in
on
this.
I
wanted
to
pick
up
a
couple.
D
I
guess
I'm
reversing
the
lines
of
inquiry
I
was
asking
over
the
previous
year
really
because
there's
the
outlying
figures
in
in
some
of
the
survey
data
that
you've
got
that
went
to
pick
up
some
of
the
them
you've
touched
on.
So
when
we
talk
about
people
coming
back
into
the
office,
30
say
they're
unhappy
with
that
and
that's
obviously,
some
of
that
will
be
that
some
people
just
enjoy
working
from
home
and
enjoying
that
that
environment
and
not
having
to
come
in.
D
It
may
not
be
coming
into
the
office
as
such,
but
it
may
be
commuting
going
to
the
city
centre
if
they
happen
to
work
in
the
city
centre,
environment,
etc,
and
that
then,
is
a
a
difficult
position
to
be
in
to
support
those
who
aren't
comfortable
to
come
back
into
the
office
when
many
of
their
colleagues
may
come
straight
back
in
if
their
colleagues
are
having
a
team
meeting,
and
somebody
feels
uncomfortable
to
come
in
for
that
and
then
that's
something
I
think
we're
really
going
to
need
to
support
and
and
try
and
help
with
on
the
kind
of
contrast
to
that.
D
When
we
look
at
people's
preferences
for
the
future,
we've
got
80
of
people,
who'd
prefer
at
least
half
of
the
time
from
home,
but
we
didn't
really
have
a
figure
there
in
terms
of
how
many
people
would
like
to
be
in
the
office
every
day.
So
those
people
who
are
struggling,
maybe
working
from
home,
but
there's
a
couple
of
ways
around
that,
because
one
of
the
real
difficulties
with
the
team
we've
got
and
people's
preferences
on
this
is,
you
may
find
of
your
team
of
of
close
people.
D
You
work
with
some
would
prefer
to
work
from
home.
Some
would
prefer
to
work
from
the
office.
Some
of
the
difficulties
may
be
people
having
online
meetings
rather
than
face-to-face
meetings,
but
obviously,
if
we've
got
some
from
home
and
some
in
the
office,
regardless
of
whether
you're
in
the
office
you're
still
going
to
be
doing
quite
a
lot
of
meetings
in
in
that
online
or
hybrid
environment.
D
So
I
was
just
wondering
how
we're
going
to
tackle
that
so
that
issue
where
among
a
team
should
we
say
some
people
are
very
eager
to
come
straight
back
into
the
office
return
to
face-to-face
work
because
they
find
it
incredibly
difficult
to
do
it
online.
D
Some
people
may
be
incredibly
reticent
to
be
in
that
team
environment
and
also,
if
you
are
coming
in
just
to
add
to
that,
if
you're,
the
only
person
in
your
team
that
happens
to
be
coming
in
the
office,
because
you
don't
have
a
suitable
working
environment
at
home
and
you're
there
every
day,
you
don't
really
have
that
support
network
you
may
have
had
before.
You
know
that
your
other
colleagues
aren't
necessarily
there
around
you
just
to
have
a
chat
to
on
your
way
into
work
and
such
so.
D
I
just
wondered
if
there
was
more
a
bit
more
detail
on
that.
Really
it
may
be
that
that's
something
that
needs
to
come
up
later,
but
but
it's
incredibly
difficult
balance
to
strike,
isn't
it
I
have.
I
have
much
sympathy
for
you
and
just
wondered
how
that
kind
of
hybrid
teams
were
were
looking
at
working
and
and
how
we
could
support
people
in
the
best
way.
L
Lots
lots
in
there
counselor
thanks
for
the
question
and
you're
right,
there's
an
awful
lot
to
consider
here.
Isn't
it
and
I'll
try
and
pick
up
a
few
of
those
points
just
in
time,
so
so
in
terms
of
the
number
of
people
that
have
needed
to
come
into
the
workplace
throughout
covert
the
numbers
they're
roughly
being
around
somewhere
between
600
800
people,
we've
effectively
supported
to
to
remain
in
the
workplace
throughout
colford
and
covert
safe
work
environments.
L
So
so
that's
been
for
a
number
of
reasons:
people's
well-being,
productivity,
home
situation
hasn't
allowed
them
to
to
work
from
home
and
they
they've
always
been
supported
and
always
will
be,
and
then
and
then
in
answer
to
some
of
the
other.
You
know
difficult
and
sensitive
arrangements
around
getting
people
back
in
in
the
team
situation.
L
I
don't,
I
don't
think,
there's
there's
a
one-size-fits-all
answer,
corporately
that
we
can
give
around
that
and
and
we've
really
really
been
working
with
our
teams
and
our
chief
officers
and
and
staff
over
the
last
couple
of
months
to
really
impress
the
importance
of
having
the
one-to-one
conversations.
You
know
everyone's
different.
L
All
teams
are
different
and
we
really
need
to
make
sure
that
those
happen
and
and
you'll
see
in
the
in
the
corporate
principles
that
we've
laid
out
that
we
have
started
to
set
out
some
of
the
core
organizational
wide
council
principles
and
and
there's
things
in
there
like
suggesting
that
people
will
come
in
everyone
will
come
into
the
workplace
and
and
spend
time
with
their
team,
and
that
that's,
I
think,
it's
a
reasonable
ask
in
terms
of
whether
somebody
wants
to
stay
at
home
and
that's
their
personal
preference.
L
They've
still
got
a
commitment
to
team
colleagues.
You
know
in
terms
of
contact
collaboration,
development,
time
support.
You
know
some
of
that
important
stuff
around
people,
not
feeling
isolated
or
part
of
teams
coming
in,
is
to
provide
that
team
collaboration
and
and
support,
but
but
also
we
know
that
sometimes
being
together,
as
teams
is
really
important
to
help
teams
function
and
we
will
need
and
want
to
come
together
from
face
to
face
from
time
to
time.
So
so
we
are,
we
we
do
want
people
to
come
into
the
workplace,
but
you're
right.
L
Also
that
the
majority
of
our
work
and
work
and
time
may
increasingly
be
spent
in
that
hybrid
working
environment,
and
that's
why
it
becomes
really
important
then
to
get
that
right
and
the
the
dis
team.
I
don't
know
whether
colleagues
are
on
the
call
today
they're
doing
a
review
of
of
that
whole.
You
know
all
the
kit
that
supports
that
and
all
the
systems
that
support
that.
So
that's
one
thing,
but
equally
we'll
be
investing
more
in
training
around
how,
for
example,
how
you
chair
hybrid
meeting,
successfully
to
make
sure
everyone's
conclu
included.
L
So
there's
probably
some
new
new
approaches
we
need
to
take
to
for
managers
particularly
to
manage
some
of
these
team
environments
in
different,
and
you
know
more
conscious
ways
so
so
there'll
be
lots
of
training
coming
online.
There's
that
review
of
all
the
kit.
But
importantly,
I
think
one
of
the
reasons
we
want
that
time.
Phrase
transition
period
back
in
is
to
enable
some
of
these
conversations
to
happen
and
happen.
Well,
so
that
people
don't
force,
don't
feel
forced
into
a
place
where
they're
not
comfortable,
where,
where
there's
that
uncertainty
or
anxiety.
L
So
we
know
some
people
are
chomping
at
the
bit
to
get
back
into
the
workplace
too,
and
as
soon
as
restrictions
allow
we'll
make
sure
that
happens
and
people
can
come
in
and
you
know
get
back
in
the
workplace,
back
to
city
centre
and
some
of
the
district
centers
and
start
start
working
with
teams
again.
B
B
Yeah,
just
just
because
we've
got
that
agenda
item,
otherwise
we'll
cover
it
twice,
probably
in
terms
of
in
terms
of
council
carlyle's
question.
I
think
there's
also
a
really
important
point
about
young
people
again
and
particularly
more
junior
younger
people
and
making
sure
they
get
enough
of
the
softer
contacts
with
people
and
making
sure
they
have
those
environments
that
helps
them
develop,
and
I
think
I
think
that's
a
really
important
aspect
that
we
need
to
make
sure
we
pick
up
on.
But
I've
made
that
point
before.
B
K
Beauty
thanks
sam,
so
the
I
I
guess
this
there's
some
points
that
relate
on
to
the
next
item
and
thinking
about
digital
infrastructure
keeping
place
in
up
with
the
pace
of
these
plans
and
and
skills
as
well
the
jobs
in
dis
to
support
this
going
forward
about.
So
I
hope
that
those
can
be
addressed
under
the
next
item,
but
particularly
for
hr
colleagues.
On
this,
the
center
for
cities
recently
had
a
report.
That
said,
we
will
be
back
to
the
five-day
office
week
again
within
two
years.
K
How
does
that
impact
on
your
plans
and
the
second
question,
given
that
more
people
are
working
from
home,
and
we
saw
on
the
last
report
that
accidents
and
injuries
fell
if
somebody
electrocutes
themselves
on
the
monitor
is
that
is
that
claiming
on
their
home
insurance?
Is
that
it's
a
workplace
accident?
How
does
that.
H
I
was
just
happy
to
answer
cancer
robinson's
issue
just
in
terms
of
the
health
and
safety
aspects
of
people
working
in
different
environments,
whether
it's
at
home
or
somewhere
else,
third
location
or
the
office,
and
I
think
the
key
issue
there
is
is
just
to
make
sure
that
wherever
individuals
are
working,
that
we've
done
whatever
we
can
to
provide
support
and
guidance.
So
they
can
set
up
their
workplace
to
be
safe
and,
as
as
colleagues
will
know,
we
do
have
the
health
and
safety
inquiry
line.
H
We're
doing
the
call
backs
to
making
sure
that
people
can
check
and
balance
that.
I
think
in
your
scenario
where
you
know
that
individual
is,
you
know,
suffers
ill
health
because
of
something
then,
as
always,
there
would
have
to
be
a
necessary
investigation
and
the
decision
as
to
where
our
duty
of
care
sits
and
are
we
culpable
or
not?
H
Probably
in
most
cases,
I
don't
think
we
would
be
as
an
employer,
because
individual
is
is
at
home
and
not
in
the
workplace.
I
think,
as
long
as
a
kit
that
we're
provided
is
safe
and
we've
done
all
of
that
kind
of
support
that
I
mentioned
in
terms
of
the
online
guidance,
the
training,
the
individuals
do,
that
self-assessment
test
to
make
sure
that
they've
set
up
their
own
working
environment
appropriately.
H
Then,
ordinarily,
we
you
know
it
should
be
a
safe
and
reasonable
working
place,
so
the
risk
towards
is
obviously
limited,
but
obviously
we
want
to
keep
making
sure
that
people
have
that
support,
advice
and
guidance
to
set
up
their
own
working
their
work
workplace
and
that
that
self
in
that
appropriate
way.
So
something
that
will
keep
pushing
on
council
robinson
but
there's
an
element
of
risk
there.
H
But
I
have
to
say
I
think,
it's
probably
very
low,
because
we
can't
be
culpable
if
people
you
know
are
living
and
working
in
their
own
homes
that
that's
that's
their
their
issue
as
much
as
it
is
ours.
K
K
Right
and
on
the
on
the
five-day
office
work.
L
So
in
terms
of
obviously
lots
of
different,
if
you
use
counselling,
you
know
in
terms
of
what
the
future
looks
like
you
use,
you've
talked
there
about
some,
some
feeling
that
this
is
just
a
temporary
blip
and
we're
back
back
to
five
days
a
week
in
the
office.
Conversely,
you
know
you
see
things
over
the
weekend
around.
L
You
know
the
the
right
to
request
fresh
homework
and,
and
how
that's
you
know,
potentially
going
to
find
its
way
through
into
some
legal
mandate.
So
there's
lots
of
different
views
and
different
sectors
and
different
organizations
are
taking
their
own
stance
on
this,
and
I
guess
I
guess
what
we've
done
is
set
out
our
corporate
principles.
L
You
know
based
on
whether
we
see
things
and
how
successful
they
are
is
really
important.
So
so
we've
put
something
together,
which
we
think
is
meeting
the
staff
preferences
you
know
and
their
desire
for
future
work
and
we've
done
that
important
check
around
with
chief
officers
around.
Do
we
think
we
can
deliver
this
new
way
of
working
and-
and
it
did
you
know,
and
then
service
delivery,
be
maintained
and
improved,
they're.
L
Confident
we
can
do
that,
but,
like
with
everything
I
think
we'll
we'll
say,
let's
keep
it
under
constant
review
and
keep
talking
to
you
about
whether
general
things
things
do
need
to
or
can
change
in
the
future.
N
The
the
the
question
I
suppose
about
the
five-day
office
week
and-
and
I
suppose,
just
thinking
around
the
state
and
the
flexibility
of
the
estate,
one
of
the
one
of
the
things
that
as
graham
says,
we
we
we
have
to
constantly
review
where
we're
moving
to.
N
But
as
the
report
sets
out,
we
are
making
assumptions
about
reducing
the
size
of
the
estate,
as
we've
talked
about
with
this
scrutiny
board
previously
and-
and
I
think
one
of
the
key
things
that
we
will
be
looking
at
as
part
of
us
doing-
that
work
is
how
we
improve
the
utilization
of
the
buildings
that
we
have,
but
importantly,
how
we
can
make
sure
that
those
buildings
are
as
flexible
as
possible
so
that,
as
the
report
says,
you
know
with
this
assumptions
already
being
made
around
50
of
staff
being
able
to
to
take
space
in
in
those
buildings.
N
N
Some
services
may
require
more
desk
space,
but
actually,
if
we
can
get
the
the
the
flexibility
and
using
that
that
booking
system
so
that
the
staff
can
can
take
advantage
of
the
different
types
of
accommodation,
then
you
know,
while
we
might
have
to
remodel
again
and
continually
update
the
estate
in
the
future,
I
think
we
can
probably
start
to
accommodate
the
the
broad
needs
of
staff
and
and-
and
you
know
whether,
whether
it's
a
three-day
one
day
a
week
in
in
the
office,
I
think
it
it's
just
learning
from
that
and
then
making
sure
links
across
with
them.
N
B
F
You
very
much
cheering
it's
really
interesting
to
have
this
discussion
again,
because
obviously,
we've
been
discussing
this
over
a
number
of
months
and
it's
especially
prevalent
at
this
moment
in
time.
I
do
have
a
concern
about.
It
is
fantastic
that
we
consult
our
staff
to
ask
their
opinion,
but
it
is
about
what
are
the
priorities
for
the
council
and
what
it's
delivering
for
the
residents
as
well,
and
I
think
that
has
to
be
emphasized
when
that
is
taken
into
this
strategy.
F
Obviously,
there
has
been
a
year
whereby
staff
appraisals
have
not
been
taking
place
in
the
frequency
and
the
ability
that
they
have
been
in
the
past,
and
we
obviously
don't
want
to
hold
back
our
staff
from
progressing
through
the
council,
because
potentially
we
may
lose
them
all
together
if
they
feel
that
potentially
they're
not
getting
the
opportunities
that
are
available
to
them
and
as
councilor
mckenna
raised
earlier
about
the
situation
about
trying
to
recruit
those
either
on
apprenticeships
or
between
18
16.
To
24.
F
Is
that
trying
to
attract
them
into
an
environment
whereby
they're
going
to
know
they're
going
to
be
valued
in
their
work?
My
concern
is:
is
that
we
don't
emphasize
enough,
potentially
the
amount
of
emphasis
that
working
in
the
office
has
either
from
learning
from
your
colleagues
learning
from
being
able
to
do
things
hands-on
or
more
generally,
being
in
the
workplace.
F
I
just
wanted
to
ask
what
is
the
strategy
going
forward
in
hr
to
make
sure
that
we
don't
limit
the
progression
of
individuals
by
not
having
that
work
office
environment
as
much
as
possible
and
further
to
counselor
robinson's
point
to
return
to
as
soon
as
possible?
To
some
sort
of
normality
to
ensure
that
they
are
not
losing
out.
Thank
you
very
much.
L
Thank
thanks,
and
I
think
I
think
you've
raised
some
really
important
points
there
that
we
we
are
working
on
at
the
moment,
and
I
think
I
think
what
you
say
around
being
really
conscious
of
how
this
new
way
of
working
has
impacted
on
all
different
walks
of
our
work
and
life
run
important
one
there
being
progression
well,
one
of
the
things
your
counselor
scopes
mentioned
earlier
on.
L
You
know,
people
early
in
their
careers
should
be
spending
more
time
in
the
workplace
in
order
to
get
that
important
support
that
mentor
type
arm
around
them
the
ability
to
learn
from
teams.
L
Well,
I
think,
yes,
you
know
we
we
we
should
be
doing
that
and
that's
one
of
the
things
we'd
like
to
see
the
local
teams
adopt,
and
I
think
I
think
what
we're
all
really
keen
to
do
is
is
re-establish
new
ways
of
working
where
we
don't
end
up
with
two-track
workforce
where
being
in
the
workplace
versus
being
at
home
does
does
alter
your
or
disadvantage.
L
Do
you
know
it
if
somebody
purely
works
from
home
and-
and
I
think
that's
what
one
of
the
really
important
aspects
of
what's
happening
at
the
moment
is
we
need
to
redefine
the
purpose
of
coming
into
the
workplace
and
the
very
nature
of
what
that's,
for
we
know
that
people
don't
need
to
don't
want
to
come
in
just
to
sit
at
a
desk,
largely
it
is
about
doing
some
of
that
team
development,
work,
team,
contact,
team
collaboration
and
all
of
those
things.
L
So
so
I
I
guess
the
answer
is
that
locally
teams
are
trying
to
rebalance
that
and
come
up
with
some
some
new
work
and
patterns
that
balance
all
of
those
things
and
you're
writing
what
you
said:
you're
right
at
the
start
of
your
piece
there
about
how
service
delivery
and
customer
customer
need
needs
to
be
right
at
the
top
of
the
agenda
and
that's
what
exactly
what
the
the
chief
officers
have
been
doing
over
the
last
six
to
eight
weeks,
doing
their
thinking
to
make
sure
that
whatever
happens
around
future
work
and
that
those
service,
delivery
outcomes
and
priorities
and
performance
doesn't
suffer
in
any
any
shape
or
form
and,
as
you
can
see,
they're
confident
that
they
can.
L
They
can
do
that
in
terms
of
have.
I
currently
got
the
detailed
plans
around
what
that
looks
like
you
know,
and
could
I
share
that
with
you
now:
no
we'll
we'll
probably
need
to
work
them
up
together
and
it
will
be
different.
You
know
for
different
teams,
but,
but
I
think
I
think
the
ownership
around
that
and
the
accountability
around
that
sits
locally
with
teams
you
know,
and
and
and
as
we
know
over
covert,
you
know
team
the
people
right
across
council
teams
have
have
carried
on
delivering
and
doing
a
fantastic
job.
L
So
so
we
know
that
you
know:
teams
have
been
able
to
work
well
together
and
we
know
that
from
the
survey
too,
more
people
are
feeling
like
they
can
work
at
home
better,
but
yeah
you're
right.
You
know
those
important
points
you
raise
about
being
together
for
team
development
progression
learning.
L
B
I
Yeah,
thank
you.
Counselor
scopes
appreciate
you
letting
me
come
in
at
this
point.
I
suppose
I
I
just
wanted
to
to
say
that
you
know
we're
still
in
an
evolving
situation,
we're
not
in
a
stable
position.
Yet
as
a
country
never
mind
as
a
city.
You
know,
we've
just
had
the
restrictions.
It
should
have
been
today
that
the
country
opened
up
for
the
the
last
time,
but
we've
had
that
it's
had
to
be.
I
You
know,
reconsidered
and
moved
on
for
a
further
four
weeks
just
to
try
and
ensure
that
everybody
keeps
safe
during
this
very
difficult
time.
You
know,
and
I
think,
as
a
council,
what
we're
trying
to
do
is
to
evolve
and
balance
as
we
go
forward.
You
know,
but
we're
not
in
a
stable
position
enough
to
be
able
to
say
exactly
what's
going
to
happen
in
detail
terms
as
we
go
forward,
but
you
know
from
your
questions
as
a
scrutiny
board.
I
I
I
feel
assured
somewhat
that
you'll
be
monitoring
things
going
forward
and
I'm
really
I'm
really
really
pleased
about
that.
You
know
that
you
you
that
you
are
really
concerned
about
our
workforce
and
everybody
that
works
for
the
council.
I
I
think
I
really
want
to
take
the
opportunity
to
thank
everyone
who
works
for
the
council
for
what
they've
done
during
this
really
challenging
time
of
over
the
pandemic.
You
know
to
go
from
a
standing
start
to
you
know
where
we
are
now
is
really
amazing.
I
You
know,
and-
and
it's
you
know,
everybody
has
done
their
part
to
ensure
that
that
we've
been
able
to
continue
to
deliver
frontline
services
and
still
have
the
back
office
function
available
to
ensure
that
you
know
everything's
carried
on
as
near
to
normal
as
it
possibly
could.
So
you
know
I
just
want
to
make
sure
that
my
thanks
are
recorded
to
every
single
person.
I
That's
worked
for
elite
city
council
over
that
period
of
time
and
I'd
just
ask
brutney
bob
to
remember
that
it
isn't
evolving
situation
that
we're
in,
but
please
you
know
rest
assured
that
we
will
have
that
fine
balance
that
you've
talked
about.
You
know
between
working
from
home,
coming
into
the
office
and
everybody
having
the
opportunity
that
they
need
to
to
progress
in
their
career
or
to
do
their
role,
and
also
throughout
that
that
actually,
the
citizens
and
the
residents
of
leeds
get
the
right
service
that
they
deserve
as
well.
Thanks
chair.
B
Thank
you,
councillor
cooper
councillor,
firth,.
F
Thank
you
very
much
and
adding
to
council
cooper's
point
and
also
thank
you
very
much
the
comments
that
came
before
I.
F
I
think
that
the
main
question
I
I
want
to
add
into
that
is
the
fact
that
what
khao
sarenshaw
raised
earlier,
which
is
that
the
major
area
that
has
of
sickness
now
is,
is
mental
health
and
that's
obviously
risen
significantly
over
the
past
year
and,
unfortunately,
it's
very
easy
to
hide
all
of
our
troubles
as
we
sit
behind
the
screen,
rather
than
actually
being
face
to
face
with
somebody
in
the
office,
and
I'm
sure
we
all
at
some
point
would
love
to
be
back
in
the
office
to
make
sure
that
actually,
we
not
only
have
that
support,
but
actually
we
then
feel
that
we
have
somebody
looking
out
for
us
and
I'm
sure
that
other
colleagues,
potentially
either
union
representatives
in
the
council
or
otherwise
may
feel
that
that's
absolutely
what
we
need
to
ensure
that
people
looked
after,
especially
working
for
elite
city
council,
so
the
rain.
F
The
one
thing
I
wanted
to
ask
was
particularly
in
relation
to
looking
forward.
We've
got
a
situation
now
where,
yes,
restrictions
are
being
extended,
so
can
we
do?
We
have,
as
councilor
robinson
said,
any
view
to
potentially
how
we're
going
to
ensure
that
those
members
of
staff
that
potentially
are
feeling
that
they're,
I'm
sorry,
I've
lost
my
train
of
thought.
F
Question
my
general
question
was
basically
that
if
we
have
a
situation
whereby
staff
feel
that
they
are
unable
to
be
right
effectively
around
six
months
ago,
over
60
percent
of
staff
wanted
to
work
from
home.
It
is
now
oh
just
over
50
percent,
and
that
shows
that
there
has
been
a
decline
in
the
amount
of
people
that
potentially
want
to
work
from
home,
and
is
that
being
taken
into
consideration?
Thank
you,
chair.
L
Has
well
just
just
on
that
figure,
counselor
the
when
we
did
the
survey
around
work
from
home
in
june
last
year
and
the
one
this
time
around
the
appetite
for
homework
was
largely
the
same.
L
So
so
what
we've
seen
is
80
of
people
say
that
they
want
to
spend
at
least
half
their
week
working
from
home,
and
the
the
picture
in
may
this
year
or
april
compared
to
june
last
year
is,
is
pretty
much
identical,
so
so
that
appetite's
still
there
and
in
terms
of
the
in
terms
of
the
support
we've
provided
to
people
either
in
the
past,
or
going
forward
just
to
reiterate
some
of
the
stuff
that
andy
mentioned
earlier.
L
You
know:
we've
we've
we've
done
numerous
well-being
surveys
where
we've
we've
provided
hundreds
of
people
with
one-to-one
phone
calls
to
follow
up
on
their
support
needs.
So
if
somebody
was
really
struggling,
there
was
an
outlet
there
for
them.
We've
pushed
really
hard
to
make
sure
that
the
manager
contact
is
is
ever
present,
and
we
know
that
largely
not
perfectly
but
largely
you
know.
L
1995
percent
of
people
say
they
get
the
contact
from
the
managers
they
need,
which
is
great
to
see,
but
but
you're
right,
you
know,
every
one
person
who's
out
there
feels
unsupported
is
one
too
many.
L
So
we'll
continue
to
push
until
you
know
we're
confident
that
everyone's
getting
the
support
they
need-
and
I
think
that's
through
things
like
our
appraisal,
conversations
the
regular
contact
by
sitting
down
and
really
understanding
your
people's
anxieties
and
fears
or
challenges
around
future
work
and
all
of
those
things
we're
doing
and
we'll
continue
to
do
to
make
sure
that
we
try
and
pick
and
pick
up
everybody
who
needs
that
additional
help,
whether
that's
mental
health
disability
questions
around
career
progression.
B
Thanks
cancer
first,
I
think
actually,
in
terms
of
noting
councillor
cooper's
point
about
an
evolving
situation.
I
think
it's
worth
saying
that
over
the
next
coming
months
and
years,
sort
of
codifying
some
of
this
stuff
will
be
helpful,
and
I
know
it
will
be
evolving,
certainly
at
the
moment,
but
when
you
think
about
like
team
managers
may
need
to
be
coming
more
than
someone
else
to
meet
meet
their
team.
B
I
just
put
that
as
a
comment,
rather
than
as
a
question
at
the
moment.
I
can't
see
anyone
else
commenting
wanting
to
comment.
I
don't
know
council
cooper
if
you
have
any
other
words.
You
want
to
say
at
this
point
before
we
close
the
item.
I
No,
I
think
I
made
my
my
comments
search.
Thank
you.
B
Thank
you
very
much
so,
okay,
so
we'll
move
on
to
item
seven
now
with
bev
and
leonardo.
I
just
think
just
remind
you.
I
think,
there's
two
points
from
the
last
item
that
we'd,
like
you
just
to
make
sure
you
highlight
in
terms
of
plans
for
hybrid
meetings
and
how
those
will
work
and
two
around
keeping
pace
to
technology
keeping
pace
with
the
changes
we're
seeing
with
our
our
staff.
B
I
guess
I'd
again
highlight
that
if
you
introduce
yourself
before
you
start
talking
and
also
assume,
we've
read
the
report
rather
than
going
through
what's
written
down.
Thank
you
very
much.
M
M
Okay,
so
I'm
assuming
that
you
read
the
report
as
counselor
scope
I
just
mentioned.
So
let
me
highlight
only
a
few
things
that
through
the
report,
so
as
you
can
see,
we
set
the
vision
and
mission
that
we
have
brought
into
the
team
in
terms
of
delivering
those
services
for
us,
the
city,
the
council,
the
ccg,
our
citizen,
etc,
and
it
is
connected
to
also
the
point
of
the
council.
Scope
was
mentioning
a
moment
ago
in
terms
of
using
leading
technology,
so
that
is
our
highlighted
in
the
report.
M
That,
of
course,
is
to
the
benefits
of
our
cities:
sorry,
citizens
and
colleagues.
The
report
highlights
work
which
we
have
been
doing
on
the
digital
road
maps
for
a
number
of
reasons,
and
particularly
to
improve
our
digitization
of
cancer,
ccg,
etc.
To
enhance
our
digital
skills
as
well
of
our
colleagues
and
citizens,
we
have
a
number
of
technology
changes
that
we
are
which
are
underway.
M
And
colleagues,
we
have
a
lighting
work
which
we
are
doing
on
365,
which
will
bring
some
of
the
benefits
also
to
the
contact
centers,
which
we
have
highlighted
in
previous
conversations.
So
I
wanted
to
mention
that
as
well
as
well,
we
have
mentioned
in
the
report
that
we
are
moving
to
a
different
technology
called
drupal
for
our
website.
M
So
that's
why
we
have
a
highlighted
that
part
of
the
vision
of
the
is
is
also
rationalize,
our
application
landscape.
So
I
just
wanted
to
mention
that,
because
we
have
a
large
estate
in
the
council,
we
have
more
than
600
live
application
with
almost
2000
access
databases,
so
it's
a
large
state
and
it
that
is
only
growing.
M
The
report
focuses
also
on
on
the
work
that
our
information
governance
team
continue
working
on,
such
for
example,
from
a
compliance
perspective.
The
work
on
certification
for
pcm
pci,
which
is
well
underway.
We
are
looking
at
establishing
a
security
operations
center,
possibly
not
just
only
for
elites,
both
in
collaboration
with
some
of
the
other
council
as
well.
So
that
is
something
that
we'll
see
the
centralization
of
the
function,
which
looks
after
the.
M
And
security
of
our
technology
landscape,
you
can
respond
to
cyber
security
incidents.
So
I
thought
that
there
is
a
good
point
to
mention.
There
are
the
things
the
report
focus
on
like
more
efficiency
and
more
robust
triaging
of,
for
example,
a
request
which
is
ongoing
through
our
information
governance
team
as
well.
A
lot
of
the
work
which
is
undertaken
at
the
moment
in
reviewing
the
data
storage
as
part
of
microsoft
365.
M
We
are
moving
our
storage
to
online
and,
as
you
appreciate
that
is
larger
than
taking,
and
it
requires
the
right
focus
when
it
comes
to
security
and
information.
Governance,
part
of
the
digital
strategies
also
to
establish
an
office
of
data
analytics
which
will
see
yes,
the
creation
of
the
new
ct
data
platform
online
on
the
cloud
again
to
follow
the
previous
principle
mentioned,
but
also
we'll
see
a
new
team
which
work
in
collaboration
between
councils,
ccg
and
other
health
partners,
including
university.
M
So
we
have
an
ongoing
conversation
with
the
hospital
with
community
health,
mental
trust
organization,
third
parties
or
third
sector
as
well
so
we'll
see-
and
we
are
on
the
path
of
four
meter
team
that
will
provide
the
analytical
services
to
have
organization
are
part
of
that
officer.
Data
analytics
part
of
also
our
agenda
and
vision
is
to
digitize
more
of
the
council
and
the
organization
which
worked
in
collaboration
with
the
council.
M
So
the
forward
digitization
is
a
big
topic
for
the
team,
which
includes
different
ways
of
working
and
changing
the
processes
as
well,
and
so
on
things
that
perhaps
we
were
used
to
do
in
a
certain
ways
that
would
change
with
the
utilization
of
technology
more
online,
whether
that
things
which
will
include,
for
example,
artificial
intelligence.
So
just
to
give
you
an
example,
we
are
looking
at
unattended
chatbots
to
answer
queries
on
websites.
So
that's
part
of
digitizing.
M
We
will
maintain
always
a
user
center
design
approach
and
principle,
because
that
is
the
key
of
anything
we
will.
That
is
the
key
of
providing
the
right
experience
to
user
and
citizen,
and
we
will
focus
on
becoming
more
agile,
and
that
includes
also
the
approach
of
building
things
more
iteratively
incrementally.
So
that
is
there.
That
is
why
the
report
mentioned
that
as
well.
M
We
will
continue
to
follow
us
on
digital
standards
from
from
the
government
so
and
the
focus
is
more
than
ever
on
increasing
our
citizen
and
college
skills
and-
and
we
have,
as
you
know,
a
100
digital
team,
which
has
been
doing
fantastic
work
in
the
recent
months
and
will
continue
to
do
that,
and
that
is
something
which
has
also
been
discussed
through
the
establishment
of
the
icp
in
the
healthcare
space,
a
couple
of
other
things.
Moving
towards
the
conclusion
of
just
the
over
of
the
report.
M
Reviewing
business
cases
for
a
digital
portfolio
and
we
are
about
to
establish
also
a
digital
board
which
will
review
ahead
of
business
casey
coming
into
the
is
so
we'll
review
those
cases
in
light,
so
the
benefits
they
need
to
bring
and
also
in
lights
of
the
digital
roadmaps,
which
each
directorate
or
line
of
business,
particularly
in
the
council,
is
following.
So
a
lot
of
work
on
that.
M
It
goes
without
saying
that
we
have
a
large
number
of
projects
in
the
digital
team.
We
have
established
a
prioritization
so
a
way
to
prioritize
project
and
to
categorize
project
into
four
different
categories
that
has
been
shared
with
our
cooperative
leadership
team
and
this
fair
to
say
that
there
is
more
work.
That
is
done.
That
needs
to
be
done
and
that
way
operation
project
will
be
extended
to
the
ccg
as
well,
and
also
to
the
ct
related
projects
as
well.
M
I
would
say
that,
from
a
resource
capacity
capacity
perspective,
that
exercise
has
highlighted
that
we
are
over
utilized
quite
significantly,
and
that
is
a
conversation
that
we
are
bringing
to
our
corporate
leadership
team.
Because
out
of
a
team
of
around
500
people,
we
have
roughly
around
almost
300
people
which
are
working
on
keeping
the
lights
on.
M
So
the
available
capacity
which
needs
to
be
dedicated
to
digitizing
services
and
working
a
new
project
is
limited,
is
so
the
number
total
number
of
ft
is
not
reflective
of
the
reality
of
the
resource
resource
capacity
that
we
have
available.
M
The
report
also
gives
you
an
idea,
without
going
through
role
by
role
of
some
of
the
resource
types
where
we
have
constraints
so,
which
is
important
and
his
constraints
about
find
having
enough
fte
in
the
team
to
do
the
work,
but
also
it
is
constrained
on
finding,
though
those
resources
as
well
in
the
market,
we
have
a
dashboard
reporting
which
goes
out
now
on
a
monthly
basis,
so
in
terms
of
enhancing
the
transparency
and
what
the
team
is
working
on,
there
is
a
lot
of.
M
From
an
agency
perspective,
we
have
committed,
through
conversation
with
units
not
to
keep
contractors
for
longer
than
two
years,
but
based
on
the
current
level
of
the
skills
and
the
user
technology
that
we
need
to
enhance
is
difficult
to
see
a
as
a
scenario
where
we
don't
use
contractors,
so
I
mentioned
really
a
little
bit
about
capacity,
but
I
just
wanted
to
mention
that
we
have
we
work
also
with
a
number
of
partners
where
we
use
additional
capacity
or
we
bring
in
more
capacity,
for
example,
through
contractors
or
agency
worker
workers,
but
we
also
look
in
in
the
future
to
bring
all
an
additional
type
of
service,
more
a
body
shop
type
of
service,
so
we're
looking
at
other
options
as
well
to
increase
on
demand
the
capacity
of
the
team.
M
We
are
reviewing
the
slt
structure.
This
is
currently
ongoing.
So
that's
part
of
workforce
planning.
We
are
combining
the
teams
which
I
mentioned
earlier.
M
There
are
no
qp
or
contract
changes
involved,
so
just
to
give
you
the
assurance
of
that-
and
we
are
also
still
on
the
way
of
implementing
the
structural
change
changes
as
part
of
the
council
financial
challenges
which
were
previously
announced.
We
have
activities
on
the
equality
front,
which
I
will
are
ongoing
and
will
continue
to
work,
for
example,
the
listening
sessions
with
bain
staff
members,
so
that
will
continue
and
we
will
bring
more
focus
to
that
as
well.
We
will
continue
on
the
training
development
scheme,
the
student
placement
and
also
the
apprentices.
M
So
in
relation
to
the
earlier
questions
about
hybrid
meetings,
we
have
been
looking
at
additional
technology
to
bring
in
to
enhance
the
experience
precisely
for
the
point
that
you
mentioned
earlier
on
in
terms
of
having
their
colleagues
which
will
continue
to
work
from
home
as
well,
colleagues
which
will
be
at
the
office
as
well,
and
they
will
see
a
new
type
of
technology
which
will
be
installed
in
different
meetings
in
different
meeting
rooms.
M
E
Yeah
absolutely
afternoon
everybody.
So
in
terms
of
the
the
hybrid
I
mean,
I
think,
all
the
points
that
were
raised
earlier
on
about
people
being
in
the
office
and
then
ending
up
spending
all
their
time
in
hybrid
meetings
are
really
really
valid
ones.
I
think
what
we're
trying
to
do
from
a
from
a
technology
point
of
view
is
make
sure
the
technology
is
available
to
support
people
to
work
in
a
different
way
when
it's
appropriate,
and
I
think
that
that's
probably
one
of
one
of
the
key
points.
E
But
in
terms
of
the
experience
of
people,
one
of
the
things
we
were
very
conscious
of.
First
of
all,
the
the
solution
that
you
have
as
members
in
committee-
room,
six
and
seven-
is
different
actually
to
what
officers
are
using
in
most
of
the
meeting
rooms,
and
it's
certainly
not
as
immersive
as
the
the
kit
that
you're
having
in
room
six
and
seven.
E
So
what
we
wanted
to
look
at
was
coming
up
with
some
new
bits
of
kit
to
try
out
in
some
of
our
meeting
rooms,
initially
to
make
sure
that
it
works
better,
and
the
previous
experience
was
that
you
had
a
fixed
screen
at
the
end
of
the
room
with
it,
with
one
camera
on
it
and
some
microphones
that
would
then
sort
of
spread
across
the
table,
with
lots
of
cables
trailing
everywhere
and
what
you
didn't
get
is.
E
If
you
were
remote,
you
were
just
looking
down
a
long
table
with
lots
of
people
sort
of
side
to
side.
Sometimes
the
sound
quality
wasn't
great,
and
certainly
that
visual
look
at
being
able
to
see
who
was
speaking
in
the
room.
What
wasn't
ideal,
so
the
kit
that
we're
going
to
be
trying
out
does
swivel
around
to
sort
of
track
the
people
within
the
room
and
also
the
microphone
the
microphone
solutions
are,
we
have
been
told
much
improved,
so
we're
due
to
install
some
of
that
kit
within.
E
E
But
we
do
need
to
sort
of
make
sure
that
that
is
the
right
solution,
because
clearly
we
want
to
commit
a
lot
of
expenditure
to
something
that
we're
not
convinced
is
the
right
solution
going
forward
as
soon
as
we're
happy
with
that
and
we've
got
feedback
from
pilot
users,
then
yes,
there
would
be
a
plan
to
then
replace
the
equipment.
E
That's
within
the
rest
of
the
meeting
rooms
where
that's
appropriate,
but
in
addition
to
that,
we've
also
got
a
piece
of
work
for
all
the
existing
kit
to
make
sure
that
that
switches
onto
teams
at
the
moment,
it's
still
linked
to
skype
meetings
so
connecting
to
a
team
meetings,
is
a
little
bit
convoluted,
and
we
also
need
to
make
sure
that
we
give
everybody
the
appropriate
training
and
guidance
that
it's.
It
is
something
that's
very
intuitive
for
them
to
sort
of
go
into
a
room,
and
it
just
works.
E
That's
what
it
needs
to
do,
but
so
the
technology
will
be
there.
It'll
take
us
a
little
time,
as
graham
alluded
to
earlier,
on
about
rolling
that
out
as
we
get
new
buildings,
but
we
do
need
to
make
sure
everybody
understands
how
to
use
it,
and
then
we
pick
the
that
we're
using
it
for
the
right
things,
because
certainly
we've
had
lots
of
feedback
from
staff,
and
I'm
sure
you
are
exactly
the
same
is
when
you
spent
all
day
in
hybrid
meetings.
E
You
don't
move
around,
you
know
if
you
like
me
and
you've
got
earphones
on
your
ears,
are
burning
at
the
end
of
the
day.
So
what
we
don't
want
is
everybody
coming
into
the
office
and
just
doing
those
same
things.
I
think
it's
about
coming
into
the
office
and
using
that
time
to
have
you
know,
face-to-face
conversations
where
you
can
really
sort
of
see
people
and
have
those
also,
you
know
side
by
side
chats
as
you're
getting
on
with
things-
and
you
know
genuinely.
E
M
Thank
you
very
much
babe,
so
I
stopped
there.
Are
there
any
questions.
B
Oh
yeah
thanks
leonardo
just
done
the
other
point
that
was
raised
about
keeping
pace.
I
think
what
I'm
hearing
is
it's
going
to
be
a
challenge
because
of
the
resources
is
that
is
that
fair.
M
Yes,
that's
fair,
and
we
have
a
plan
conversation
next
week,
where
I
will
show
the
resource
profiles
and
how
it
is
utilized
in
the
team.
So
what
effectively
500
people
are
doing
on
a
day-to-day
basis?
How
many
projects
we
have,
what
type
of
resources
we
are
struggling
with,
etc.
M
B
Thank
you
very
much
leonardo.
So
I
know
this
is
a
really
high
level
report,
and
so
one
of
the
things
that
I'm
going
to
ask
board
members
to
do
is
highlight
issues
that
they
think
we
should
look
at
in
the
future.
And
maybe
you
come
back
with
more
detailed
report
on
because
I
think
if
we
try
to
go
into
detail
on
every
topic
in
this
paper,
we'd
be
here
until
the
end
of
the
week.
B
If
I'm,
if
I'm
honest,
but
also
just
to
manage
members
expectations
that
I'm
very
happy
for
questions,
but
it
might
not
be
able
to
go
into
detail
in
all
the
all
the
questions
I'm
at
this
stage,
but
I'm
keen
to
get
topics
to
come
back
to
and
have
a
sort
of
a
closer
look
at
with
that.
I
think
I
saw
council
robinson
first,
so
I
bring
you
in
council
robinson.
K
Thanks
chair
yeah,
I
think
welcome
leonardo,
because
I
know
this
is
your
first
scrutiny
meeting
as
well,
and
thank
you
for
the
comprehensive
report.
K
I
I
think
there's
three
elements
to
this:
there's
the
resource
challenge
that
you
just
mentioned
that
follow
on
from
the
point
I
made
earlier
and
for
me
this
is
essential
to
move
the
council
forward.
This
is
the
direction
of
travel,
and
I
100
appreciate
what
leonardo
has
said
about
capacity.
K
There
is
what
is
the
legal
and
essential
work
that
needs
to
be
done
versus
the
desirable,
and
it
will
be
useful
for
the
scrutiny
board
to
understand
that
and
where
we
got
where
we
are
moving
forward
with
it.
The
second
element
is
the
the
digital
skills
of
citizens,
and
I
think,
there's
more
to
be
it's
within
the
report,
but
I
think
there's
more
to
be
done.
How
we
can
inspire
young
people
to
pursue
the
digital
agenda,
particularly
skills
agenda,
how
we
work
with
smes
and
transition
smes
postcovid
to
really
embracing
this
agenda.
K
To
that
is
not
something
that
I
know
is
the
day-to-day
of
the
council,
but
I
think
it's
something
that
will
improve
the
local
ecosystem.
For
us,
the
the
local
digital
capital
in
in
leeds,
but
across
west
yorkshire
too-
and
I
I
guess
the
two-
the
thing
that
you
mentioned
their
chair,
which
is
the
things
to
look
into
I'd,
be
really
interested
to
looking
into
the
self-serve
element.
I
think
it
frustrates
residents
when
they
report
I'll,
give
you
an
example.
They
report
miss
bins.
K
K
In
that
sense,
the
second
element
of
that
is
actually
ring
fencing
some
funds
for
the
apprenticeship
levy
to
go
towards
this
agenda,
particularly
as
we
look
at
how
we
employ
staff,
but
how
we
upskill
staff
as
well
and
I'd,
be
interested
in
the
thoughts
of
officers,
but
how
we
pursue
that
too.
B
Thank
you.
Let's
let
bev
wants
to
comment
on
that
I'll
bring
you
in
bed.
E
Thanks,
yes,
that's
a
really
good
question
council
robinson
ninja
in
terms
of
the
apprentice
levy.
We
do
have
some
apprenticeships
that
we
they
are
predominantly
for
our
own
staff
and
I
take
on
board
the
points
that
were
made
earlier
around
doing
business
analysis,
doing
business
intelligence
skills.
E
So
it's
something
we
have
set
aside
some
of
the
apprentice
levy
to
do,
but
it's
maybe
worth
looking
at
in
more
detail
to
say:
are
there
additional
areas
where
we
could
utilize
that
there's
one
other
point
that
I'd
just
like
to
sort
of
come
back
on
as
well
around
the
digital
skills?
So
we've
got
the
digital
skills
within
dis
or
integrated
digital
services
or
we'll
be
called
going
forward.
We've
got
the
citizen
skills,
but
there
is
also
our
workforce
that
was
mentioned.
E
You
know
wide
within
the
council
thing
that
was
mentioned
earlier,
so
digital
leadership
is
one
thing,
but
we've
also
got
to
consider
that
as
we
bring
new
technologies
online
in
particular
365,
whereas
we
can
provide
some
level
of
sort
of
training
and
guidance,
there's
something
to
consider
about
how
ready
our
workforce
are
just
to
adopt
those
things,
because
there
is
a
lot
of
change
that
comes
on
when
you've
got
a
cloud
hosted
system
and
it
will
just
be
different
one
day.
So
I
think
that's
another
aspect.
M
Yes,
I
would
like
to
add
to
what
that
is
saying,
because
we
are
definitely
seeing
that
when
we
pushed
for
teams
and
the
earlier
of
this
year,
we
have
seen
an
increase
of
calls
to
our
service
desk
and
now
that
we
are
trying
to
move
data
to
online
as
part
of
365.
We
also
see
a
large
number
of
calls
and
hitting
our
service
desk
and
to
create
a
bottleneck
there.
So
absolutely
that
point
actually
is
is
valid.
M
Is
there
and
we
were
discussing
this
morning,
but
the
point
also
to
review
our
induction
process,
our
digi
when
it
comes
to
digital
skills
and
and
also
reviewing
the
readiness
of
our
staff,
as
the
bible
was
alluding,
which
is
something
we're
seeing
more
and
more,
and
there
is
a
pace
that
we
are
trying
to
move
to.
But
definitely
we
cannot
forget
about
our
colleagues
as
well
in
terms
of
your
earlier
point
on
capacity
and
prioritization
and
this
being
essential
in
terms
of
moving
forward.
Yes,
we
can
bring
back
a
more
detailed
conversation.
M
We
do
actually
have
a
lot
of
analogy
that
has
been
already
done,
which
is
part
which
will
be
part
of
conversation
next
week
with
the
cobra
leadership
team.
So
more
than
happy
actually
to
to
bring
that
back.
In
terms
of
give
you
that
visibility
on
our
work
really
or
how
stretched
or
how
our
workforce
is
spread
and
therefore
how
quickly
we
can
not
only
bring
in
technology
but
also
implement
them
in
in
the
right
way.
So
more
than
happy
to
bring
them
back.
B
Thank
you,
leonardo
castle,
robinson.
K
C
Thank
you.
My
questions
are
on
page
72
and
regarding
the
agency,
it
says
that
our
inability
to
recruit-
and
so
therefore
you
have
to
use
agency
and
contract
workers
while
using
agency
and
contract
workers.
I
I
I
just
want
to
know,
is
there
being
advert
to
try
and
why
are
we
unable
to
recruit
what
what's
our
inability
is
it
specialists
etc?
C
And
then,
to
go
on
to
ask
with
regards
to
it's
saying
down
here
that
we
might
be
looking
at
the
possibility
of
compulsory
redundancy,
we
have
been
an
inability
to
recruit.
So
why
is
that
then?
And
why
would
we
be
then
be
looking
at
the
com,
possibly
compulsory
redundancy,
and
it
says
there
that
three
to
four
staff
each
year
as
a
two-year
program
is
the
could
the
program
be
longer
to
in
order
for
us
to
have,
if
it's
specialist
skill
that
they
become
specialists
going
on
further
on?
C
So
those
are
my
my
my
question,
questions
with
regards
to
the
agency
and
we
do
keep
it
same
for
you
stay
with
us
for
less
than
two
years
and
that's
what
you're
going
to
reduce
it.
So
while
you
have
agency,
what
are
we
doing
to
recruit
whatever
the
inability
to
get
those
stuff.
M
Okay,
so
I'm
bravo
can
jump
jump
in
as
well.
So
let
me
let
me
start
with
our
inability
and
to
recruit
okay,
so
there
is
a
a
technology
gap
and
that
we
have
in
our
digital
team
to
start
with
when
it
comes
to
use
a
new
technology,
okay,
which
we
can
definitely
breach
with
training.
M
Also,
those
resources
in
the
market
so
they're
struggling
to
find
some
of
those
resources
and
when
we
find
them
actually
the
salary
they
command
are
really
really
expensive
for
particularly
from
a
permanent
positions
and
therefore,
in
most
cases
we
actually
end
up
to
recruit
some
temporary
agency
staff
for
a
specific
base
piece
of
work
moving
forward.
We
do
not
want
to
continue
that
unless
it
is
absolutely
necessary
and
if
we
recruit
contractors
or
temporary
agency
we
want
for
that
knowledge
to
be
brought
in
house.
We
did.
M
We
have
conversation
ongoing
at
the
moment
with
the
like
of
amazon
web
services,
where,
as
part
of
doing
work
in
the
future
with
the
council,
they
will
have
to
train
a
number
of
people
which
we
will
make
mandatory
at
their
own
cost,
which
is
good
news
in
terms
of
training
people.
But
that
will
also
go
against
our
problem
of
capacity,
because
we
don't
in
some
cases
we
don't
even
have
the
capacity
to
actually
train
the
people.
M
So
our
vision
or
our
mission
is
to
not
use
recruiting
contractors
or
temporary
agencies,
but
we
will
be
definitely
in
a
position
where
we
have
to
use
them
because
of
timing
because
they
are
the
only
one
which
I
have
knowledge
of
a
particular
technology,
but
where
we
have
the
situation,
we
will
bring
them
in
and
we
will
only
use
them
for
a
specific
period
of
time.
I
know
in
the
past
we
had
a
situation
where
contractors
have
been
here
for
longer
than
two
years.
That's
something
we
are
not
prepared
to
do
that
anymore.
M
So
we
will
remove
that,
and
there
are
conversation
on
going
about
an
academy
for
digital,
which
is
also
connecting
not
only
to
train
our
staff
but
also
to
train
as
citizens
as
well.
So
it's
it's.
It's
a
work
working
in
progress,
task
of
training,
our
people
fulfill
the
commitments
and
requests
that
are
coming
through
from
the
council
and
wider
and
combining
those
with
the
resource
capacity,
the
technology
gap
and
the
timing
of
request
of
delivering.
So
that's
one
part
of
the
answer,
perhaps
wherever
you
want
to
bring
come
in
on
the
compulsory
point.
E
Yeah
sure,
if
I
can
just
pick
up
a
council
hamilton's
point
around
the
the
recruitment,
so
so
we
actually
have
had
previous
scrutiny
inquiries
as
well.
So
all
those
papers
are
available
and
to
be
fair,
some
of
the
challenges
are
the
same
so
within
leeds,
particularly
and
so
like
the
wider
sort
of
like
yorkshire
area.
E
There
are
so
many
companies
who
are
all
seeking
the
same
types
of
skills
at
the
same
time
and
in
some
cases
paying
significantly
higher
salaries,
particularly
in
the
private
sector,
but
even
sometimes
within
within
some
public
sector
areas,
so
so
that,
in
terms
of
the
question
coming
back
to
the
the
redundancies
I'll
come
to
that
in
a
moment,
but
we
do
have
some
skills
which
are
very
niche
so
being
a
security
specialist,
for
example,
is,
is
very,
very
different
to
being
an
I.t
application,
developer
or
or
working
in
project
management.
E
So,
whilst
we
have
in
some
areas,
you
know
we
are
fine
and
we
have
no
no
challenges
in
recruiting
or
developing
our
own
talent
that
it
is
these
niche
skills
and
the
things
that
we
reference
within
the
paper
where,
where
we
really
sort
of
struggle,
so
in
terms
of
those
the
the
the
potential
compulsory
redundancies
we
referenced,
that
they
are
people
who
are
doing
what
we
call
application
supports
and
that
that's
on
the
back
of
a
looking
at
different
ways
of
working
and
trying
to
work
in
more
efficient
ways,
and
certainly
in
terms
of
the
industry.
E
We've
probably
got
more
people
supporting
applications
than
we
need
because
we're
doing
lots
of
project
work.
So
we
are
working
with
hr,
obviously
through
the
relevant
processes,
and
try
and
support
those
people
into
the
rules
and
there's
very,
very
strong
possibility.
Now
that
we
will
support
those
into
those
roles
within
dis.
But
it
won't
be
the
areas
where
we
start
struggling
like
around
social
security
rules,
which
is
why
leonardo
is
referring
to
having
agency
staff
that
have
been
in
those
areas
for
a
long
time.
E
I
think
it
does
come
back
as
well
to
the
continued
sort
of
growth
in
demand
as
well,
which
leonardo
has
already
referenced
in
that,
whereas
we
have
trained
people
in
security.
We've
done
that
really
successfully
from
internally
from
our
own
on
staff,
in
a
bid
to
release
the
contract
to
the
the
agency
workers.
The
demand
is
just
some
coming
through
so
fast
that
we
never
get
to
that
point.
There
is
always
new
work
that
needs
to
be
done.
So
that's
another
challenge
that
we
have
to
overcome.
E
B
Thanks
for
that
cats,
hamilton,
yep,
good,
okay,
so
just
in
terms
of
work,
it
feels
to
me
like
there's,
probably
still
a
few
areas
that
we'd
with
the
board
would
like
to
look
at,
and
I
think
the
areas
I've
got
written
down
are
sort
of
sort
of
the
prioritization
of
projects,
because
I
think
that's
really
key,
especially
when
you're
so
resource
constrained,
resource
and
capacity
management,
and
I
think
that's
particularly
relevant
because
of
the
shared
service
element
with
the
ccg.
B
I
think
the
workforce
planning
agenda
is
really
interesting
and
I
think
it'd
be
really
helpful
if
you
could
bring
some
of
that
back
because
next,
in
the
july
board,
we're
having
a
discussion
about
agency
staff
anyway
on
is
on
the
work
plan
already.
So
I
think
that's
quite
linked
because
there's
so
much
spent
on
agency
staff
and
clearly
this
is
an
element
of
that
agency
staff
spend
so
that'd.
Be
that's
good.
B
There's
the
areas
that
council
robertson
suggested
on
digital
skills-
and
I
imagine
that's
quite
hard
to
prioritize
at
the
moment
if
you're
resource
constrained
and
it's
non-essential,
but
I
still
think
that
is
a
very
interesting
point
that
he
raises
and
the
self-service
point
he
makes,
and
I
think
that
probably
links
rob
for
the
notes
with
the
call
center
stuff
that
we
were
talking
about
earlier
with
neil,
and
so
if
we
can
connect
that
to
neil's
report.
I
think
that
would
be
more
logical.
B
Is
that,
okay,
with
you
counselor
robinson,
to
link
that
I
think
it
makes
sense
doing
it
that
way,
yeah
yeah!
So
if
you
make
that
note,
rob
and
then
the
other
thing
we
haven't
talked
about
it
today,
but
we
talked
about
it
previously,
leonardo's
around
the
process
for
fois.
I
think
that's
just
the
governance
piece
that
I
think
we
should
should
probably
talk
about
in
more
detail.
B
Okay,
assuming
board
members,
aren't
unhappy
with
me
doing
that
I
can
see
people
generally
okay,
so
it
feels
like
we've
got
a
few
pieces
of
work
to
go
into
more
detail
with,
but
very
much
appreciate
what
you've
written
in
this
paper.
It's
really
helpful
for
us
to
get
a
sort
of
a
big
picture.
Understanding
of
the
challenges
your
your
team
faces.
I
And
I
just
just
to
say
thank
you
to
the
the
digital
team
to
leonardo
to
bevan
and
the
team
for
all
the
work
that
they're
undertaking
at
the
moment.
I
know
that
it's
it's
a
huge
ask
for
for
them
currently
and-
and
I
just
want
to
show
my
thanks
to
them-
for
all
the
work
that
they're
doing
as
well
and
I'm
sure
as
a
scrutiny
takes
your
work
forward
on
them
on
the
digital
front
as
well.
That
we'll
have
much
more
opportunity
to
to
discuss
in
more
detail.
B
Thank
you,
councillor,
cooper
yeah.
Absolutely.
I
think
this
board
appreciates
the
work
the
team
are
putting
in
as
well
and
we
recognize
the
challenge
and
that's
one
of
the
reasons
why
we're
bringing
scrutiny
focus
here
is
to
make
sure
not
only
do
you
deliver,
but
also
you
get
the
resources
to
be
able
to
do
that.
So
I
think
that's
a
key
element
of
what
we're
doing
so
thanks
very
much.
I
can't
thanks,
leonardo.
B
A
Thank
you,
counterscopes
yeah,
just
just
briefly
so
this
this
item
is
here
to
identify
any
areas
of
works.
The
members
may
may
wish
to
consider
for
the
year
ahead,
traditional
areas
of
where
we
may
source
that,
from
the
best
council
plan,
we've
already
considered
the
performance
report
earlier
on
the
agenda
and
then
other
other
sources
would
include
financial
information.
The
board
does
cover
the
budget
of
the
council.
A
F
Thank
you
very
much
chair.
I
just
wanted
to
raise
two
points
really.
I
know
that
we've
raised
it
previously
it'd
be
interesting
for
the
board
to
look
into
how
the
council
is
managing
electoral
services,
given
the
situation
that
we
have
a
significant
increase
in
number
of
postal
voters
and
just
more
generally,
to
look
at
how
we're
managing
that
process
because
of
the
simple
fact
that
we
are
in
a
total
new
normal.
F
But
I
wanted
to
ask
whether
it
may
be
possible
to
potentially
look
more
generally
at
the
economic
situation
more
generally
across
the
city.
This
board
obviously
looks
at
how
we
can
support
our
our
city's
growth
and
also
more
generally
help
our
high
streets,
and
it
may
be
useful
to
look
at
the
health
of
our
high
streets
and
businesses
at
a
future
meeting
later
on
this
year
as
soon
well.
F
Basically,
to
make
sure
this
council
is
doing
as
much
as
we
can
to
support
them,
be
the
grants
that
we're
providing
from
government
funding
or
be
it
more
generous
support
or
otherwise,
whether
there
is
anything
else
that
we're
not
doing
that
potentially
organizations,
for
example
the
business
improvement
district,
etc.
May
feel
that
we
need
to
be
doing.
Thank
you,
chair.
B
Thank
you
very
much
for
those
both
those
comments.
Councillor
firth.
I
definitely
take
those
where
I
see
rob's
making
notes
frantically.
So
that's
helpful.
Councillor
robinson.
K
Just
to
reiterate
the
point
made
earlier
about
council
tax
collection
and
getting
that
breakdown
and
how
we
can
investigate
how
members
can
understand
more
about
it
and
how
we
can
direct
residents
to
support
as
well.
B
Thank
you
for
that
as
well.
I
think
that
could
be
an
interesting
piece
of
work
and
we
talked
earlier
about
the
the
spend
or
whether
that
would
be
appropriate
to
look
at
at
the
same
time
in
in
the
pre-meeting.
I'm
just
I'm
saying
it
now
for
the
for
the
public
meeting
councillor
carlyle.
D
Thanks
jeff,
it's
something
I
think
one
of
council
hamilton's
questions
earlier,
triggered
this
thought
in
me.
D
I
might
need
some
explanation
from
rob
of
whether
this
is
within
this
board,
but
we've
obviously
covered
the
kind
of
contact
center
in
terms
of
the
council
and
then
how
people
can
digitally
request
assistance
with
services.
D
Obviously
one
of
the
other
things
that's
been
really
difficult
during
the
pandemic
is
the
way
we
communicate
to
residents
across
the
city.
The
way
we
engage,
the
way
we
consult,
etc.
I
notice
we
cover
communications
and
marketing.
I
know
a
lot
of
engagement
is
done
within
individual
services,
but
obviously
we've
switched
to
digital
engagement
and
communication
as
a
first
throughout
this
learning.
D
Quite
a
lot
around
that
and
it's
when
we've
had
engagement
pieces
across
the
council
has
been
a
real
assistance,
but
there
are
some
people
that
are
probably
missing
out
from
that
face-to-face
engagement.
We've
had,
and
I
just
wondered
whether
our
communications
side-
that's
covered
in
this
board-
covers
some
of
the
council's
approach
to
consulting
and
engaging
with
our
residents
to
make
sure
that
we
are
continuing
throughout
this
to
to
explain
the
work
of
the
council
and
to
get
our
message
out.
There.
D
A
Up
yep
yeah
thanks
council
cal
elliott.
Well,
the
the
council's
communications
services
does
fall
within
our
remit
so
that
that
certainly
would
seem
to
be
appropriate.
If
it's
more
generally
around
consultation
on
specific
issues,
I
guess
we
could
end
up
going
into
different
border
emits,
but
the
actual,
the
processes
that
I
think
you're
referring
to
through
the
communications
team,
do
sit
with
this
board.
Yes,.
B
Yeah
and
I
think
that's
a
really
valid
point,
and
I
also
think
so,
the
more
general
corporate
messages
around
what's
the
council
doing
and
why
is
it
doing
it
sort
of
up
educationing
things
like
people?
For
example,
people
know
that
council
taxes
gone
up,
but
actually
the
resources
available
to
the
council
have
gone
down.
It's
very
difficult
message
to
articulate,
but
surely
we
should
be
making
some
effort
to
articulate
that
to
the
wider
population
that
there
is.
B
I
Cooper
just
in
terms
of
trying
to
be
helpful
for
the
board
council
scopes,
I
think
the
as
part
of
the
contact
center
review
that's
been
undertaken
from
it.
Moving
across
to
the
corporate
director
is
some
of
the
communication
that
goes
out
so
when
people
contact
the
council
either
by
telephone
email
or
you
know,
through
the
front
door,
when
that's
possible
is
to
see
what
sort
of
communication
then
turns
into
with
further
contact.
I
I
think
that
it's
important
that,
as
a
scrutiny
board
that
you,
you
have
a
bit
of
clarity
on
this,
because
there
are
a
number
of
scrutiny
boards
that
deal
with
specific
services
and
directorates
and
and
so
it's
it's
difficult.
What
I
would
say
is
that
we
don't
really
want
to
veer
into
other
scrutiny
boards
work
either.
I
I'm
thinking
particularly
and
I'm
thankful
that
we've
got
accept
board
member
for
communities
on
the
call,
because
I'm
thinking
in
particular,
of
the
community's
scrutiny
board
that
counselor
barry
anderson
chairs-
and
I
know
that
he's
done
some
work
in
the
past
as
their
scrutiny
board
on
issues
such
as
this
as
well.
So
maybe
it's
something
chair
that
you
may
want
to
take
away
and
look
to
see
what
other
boards
are
doing
on
that.
I
I
think
when
rob
mentioned
the
communications
department,
that's
not
necessarily
every
letter
that
goes
out
from
the
council,
and
I
think
chancellor
kyle
was
trying
to
be
helpful
thinking
about
how
how
have
we?
How
do
we
write
to
our
residents
and
service
users,
but
it
would
be
different
on
different
on
different
boards
as
well.
You
may
need
to
do
some
joint
working
on
that
one,
I
think-
or
at
least
let
them
know
that
you're
looking
into
stuff
like
that.
B
No,
that's
really
helpful
counselor
cooper.
So
what
I'll
do
is
our
last
rob
to
go
away
and
work
with
the
other
principals
scrutiny
advisers
to
just
do
a
bit
of
background
work
on
exactly
what
would
be
in
our
remit
if
anything
and
how
we
could
influence
it.
But
I
think
that's
a
really
valid
point.
Council
robinson.
K
D
I
can
come
in,
I
think
it
was.
I
mean
the
wider
point
and
where
it
stemmed
from
is
just
obviously
the
way
we
would
communicate
with
residents
as
a
council,
and
I
think
I'm
thinking
about
corporate
messaging
overall
as
the
side.
So
those
things
that
aren't
you
know
an
individual
request
request:
we've
missed
your
bin,
whatever
you
know
things
like
the
council
strategy,
the
best
council
plan,
etc.
D
Normally,
we've
had
a
huge
number
of
engagements
around
that.
To
make
sure
people
know
people
are
able
to
comment
on
those
to
make
sure
we
hear
from
residents
to
make
sure
we're,
obviously
going
in
the
way
that
residents
would
like
us
to
go
as
a
city,
the
kind
of
way
we
do
that
has
been
upturned,
I
guess,
by
the
pandemic,
we
might
have
learned
some
things
about
doing
digital
and
virtual
engagement.
D
We
might
have
found
out
some
some
people
that
may
have
been
excluded
from
that,
so
it
was
more
about
that
yeah,
more
the
the
process
of
how
we
consult
and
engage
with
the
community
as
a
whole.
I
guess
rather
than
you
know,
you
know
an
individual
message
about
an
individual
service
or
something
I
think
I
was
thinking
of
perfect.
Okay,.
C
Sure
can
I
just
say
that
is
why
I
asked
that
question
with
regards
you
know
the
the
traffic
with
regards
to
the
media
and
because
they're
saying
how
many
thousands
of
people
you
know.
So
that's
why
I
was
talking
about
where
they're
going
to
go
to
keep
the
the
the
public
interests.
C
B
Thank
you,
councillor
hamilton.
That's
it's
fair
point.
I
think,
probably
a
sensible
time
to
move
on
to
the
work
schedule,
which
is
agenda
item.
I
think
the
interesting
page
on
this
is
page
143
of
your
pack,
so
we're
obviously
in
june
now-
and
we've
got
stuff
for
july
in
september.
B
The
contact
center
that
point
about
self-service
is
that
council
robinson
made
is
already
in
there,
which
is
which
is
positive
but
we'll
take
away,
what's
been
raised
in
this
meeting
and
have
a
good
conversation
with
rob
and
other
scrutiny
advisers
about
how
we
fit
other
pieces
of
work
that
we
have
discussed
today
into
that.
I
think
there'll
be
a
few
items
that
will
probably
have
to
come
back
a
few
times
and
we
also
need
to
make
sure
we
keep
space
for
in
cases
an
emergency
item
or
something
like
that.
B
No
okay,
great.
The
next
item
is
the
is
the
date
of
the
next
meeting,
which
is
scheduled
for
the
19th
of
july.
We
seem
to
have
seem
to
be
quite
good
at
scheduling
our
work
programs
for
the
hopefully
last
day
of
of
lockdown
restrictions.
B
As
I
said
in
our
pre-meeting,
I've
got
a
call
with
the
other
scrutiny
chair
scrutiny
chairs
to
have
a
discussion
this
evening.
So
if
you
have
strong
views,
please
drop
me
an
email
before
four
o'clock
and
I'll
try
and
take
those
on
board.
B
We
last
time
we
tried
to
be
unified
and
all
come
to
one
position,
which
is
then
I
think
I
feel
like
it's
quite
a
good
thing.
If
we
can
do
or
do
the
same
thing
rather
than
making
it
political
about
who's,
doing
doing
what
and-
and
I
think
we
came
to
consensus
last
time
so
hopefully
we'll
manage
that
are
again
any
comments
that
people
want
to
make
at
this
sorry,
council
robinson,
when
the
unifier.
B
Yeah
yeah,
I
I
don't
know,
but
it
it's
nice
just
to
be
able
to
be
fair.
Counselor
anderson
and
lamb
were
very
much
on
board
with
the
with
the
plan
we
made
this
time
so
hopefully
we'll
be
able
to
do
something
similar
again.
B
I
think
one
of
the
big
challenges
is
around
if
we
have
in-person
meetings,
how
we
limit
those
to
90
minutes
or
if
we
have
breaks-
and
I
think
what
I
wouldn't
want
to
do
is
not
do
the
work
we
need
to
do.
But
equally,
I
think
after
90
minutes
with
having
the
breaks,
probably
not
a
bad
thing,
but
it's
how
long
that
break
needs
to
be
before
we
come
back
in
and
do
the
rest
of
the
agenda.
B
B
Good
I'm
seeing
nods,
but
no
one
else
indicating
that
they
wish
to
speak.