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A
Good
morning,
everyone
welcome
to
today's
scrutiny,
Board
of
the
strategy
and
resources
work
program.
Today's
meeting
is
actually
going
to
be
quite
interesting.
I
think
we've
got
really
positive
things
on
agenda,
which
I
think
the
whole
council
is
behind,
so
I'm
quite
excited
about
that
I.
Think
we'll
start
with
introductions,
if
that's
okay,
so
I'll
start
with
myself.
I'm
Council
of
angioscopes
I
represent
the
Beeson
holbeck
Ward
and
I'm.
The
chair
of
this
committee
and
I
think
we'll
go
around
to
my
right.
B
Morning,
everyone
Rob
Clayton
screen
advisor
to
this
board.
Thank
you.
E
Good
morning
everybody
councilor
Mary,
Holland
I
represent
messley
world
and
I
am
the
exemptible
member
for
communities
which
covers
equality.
F
Good
morning,
counselors
I'm
John
ebo
I'm,
head
of
HR
responsible
for
our
AGI
projects.
Thank
you.
I
G
M
Good
morning
councilor
goer
Almas
from
Beeson
and
hollaback
Ward.
A
P
Thank
you
chair
under
a
gender
item
one.
There
are
no
appeals
against
refusal
of
inspection
of
documents,
a
gender
item,
two
there's
no
exempt
items
agenda
item
three:
there
are
no
late
items,
a
gender
item.
Four
could
I
ask
members
to
declare
any
interests
and
I'll
take
silence
as
there
are
none
and
under
gender
item
five,
we
have
apologies
from
councilor
Cooper.
Thank
you.
A
Okay,
thank
you
very
much.
Okay,
we're
going
to
move
on
to
the
minutes,
so
we'll
start
with
any
points
of
accuracy,
any
point
of
accuracy
that
any
board
members
want
to
raise
I
take
silence
as
no
so
we'll
take
those
as
true
records
in
terms
of
matters
of
writing.
Rob.
Can
you
run
through
those
please.
B
Thanks
Council
Scopes
yeah,
just
briefly
following
on
from
our
last
meeting
in
November,
there
were
a
couple
of
for
information
items
that
members
requested
relating
to
minute
54,
which
was
the
Leeds
2023
item
that
we
took
so
further.
Information
was
sent
around
on
dashboards
and
on
planned
member
engagement
linked
to
Leeds,
2023
and
also
a
minute
55,
which
was
the
UK
shared
Prosperity
fund.
B
A
Thank
you
very
much
so
now
we'll
move
on
to
the
more
formal
items.
So
the
first
item,
something
I'm
really
pleased-
is
on
the
agenda,
something
we
take
really
seriously
as
a
council
and
I'm
pleased
to
see
that
we've
previously
had
some
of
the
staff
Network
to
visit
us
last
year
and
this
year
we're
really
pleased
to
have
three
different
staff
networks,
and
hopefully
this
will
give
you
an
opportunity
to
articulate
what
you
think
is
good
and
where
we
can
improve
as
a
council
and
as
as
a
scrutiny
board.
A
Our
job
is
to
challenge
the
council.
So
we
do
want
to
make
this
this
better
over
time.
So
I'm
going
to
start
by
letting
Tom
say
a
few
words
and
then
John
and
then,
after
that,
what
we'll
do
is
we'll
let
each
of
the
networks
are
here
today
speak
and
then
we'll
ask
you
questions
one
at
a
time:
if
that's
okay
and
then
we'll,
will
there
ask
offices
any
more
questions
at
the
end?
Okay,
so
over
to
you,
Tom.
J
Thank
you,
chair
and
good
morning,
elected
members
and
colleagues,
I
I
I'll
be
fairly
brief
and
let
John
John
present
the
the
the
main
detail
of
this,
but
I
I
I
just
wanted
to
it's
good
to
be
here
and
to
to
discuss
these
issues
and
I've
been
sort
of
committed
to.
In
my
own
mind,
the
equality
diversity
inclusion
agenda
for
all
my
career
I've
been
very
passionate
about
it.
J
I've
tried
when
I've
been
in
positions
of
authority
to
make
progress
on
it
and
and
I
think
we've
done
that
pretty
well.
J
It
was
one
of
the
reasons
why
I
came
to
Leed
City
Council,
originally
because
the
reputation
that
the
council
had
for
it
and
the
city
had
for
it
when
we
had
the
pandemic
and
black
lives
matter,
in
particular,
I
think
it
was
a
a
moment
for
us
to
reflect
and
to
you
know,
reposition
ourselves
if
you
like
on
lots
of
things,
but
one
of
the
the
main
things
that
came
out
of
that
period
for
me
was
hearing
more
from
the
lived
experience
of
staff
and
and
I'm
afraid
for
those
of
us
in
the
positions
of
authority.
J
That
was
quite
a
searing
message
for
us
at
times,
because,
although
we
are
doing
lots
and
lots
of
really
good
things
in
the
council,
I
think
we
are
committed
as
a
council
to
this
agenda
in
a
very
positive
way.
J
The
lived
experience
of
some
of
our
colleagues
that
has
come
through
is
is
just
not
good
enough,
and
so
the
the
staff
networks
really
are
at
the
center
of
giving
advice
to
those
people
and
to
making
sure
that
we
are
taking
the
full
account
of
all
the
range
of
protected
characteristics
together
with
our,
and
this
is
a
very
crucial
Point,
our
Union
colleagues
who
play
the
more
formal
and
statutory
role,
if
you
like,
within
the
council
and
within
our
consultation
processes
and
I,
see
them
very
much.
Complementary.
J
I
think
that
we're
both
we're
all
in
a
way
have
the
same
objective,
but
we
all
come
from
very
different
perspectives.
We
probably
don't
agree
all
the
time
they're
there
to
challenge
us
and
this
group
of
people
and
those
who
aren't
here
to
done
that
really
effectively.
I
think
we've
made
progress
as
a
result
of
the
staff
networks
challenging
us
and
and
I
expect
further.
J
You
know
that
to
happen
further
as
we
as
we
move
on
and
I
think
it's
the
a
sign
of
a
positive
culture
in
a
council
where
you
can
be
open
to
challenge.
You
can
accept
that
you're
not
doing
everything
right
and-
and
so
these
networks
are
crucial
parts
of
that
I'll,
just
maybe
through
you
to
hand
over
to
John.
If
that's
okay.
F
Thank
you
chair
and
thank
you
scrutiny
board
for
your
always
active
interests
in
this
subject.
I
think
we
will
welcome
that
when
nothing
is
not
open
and
wanting
to
move
forward
on
this
agenda.
F
I
would
add
to
what
Thomas
said
by
saying
three
things:
I
guess
to
before
I
start
the
paper
I
tell
you've
got
the
detailed
the
paper
I
I
talk
you
through
key
elements,
rather
than
all
of
it,
but
I'll
start
by
saying
ADI
is
important,
is
something
that
we
must
do
so
that's
a
legal
context,
whether
we
like
it
or
no,
where
where
we
serve
under
the
law.
F
The
second
point
is
it's
good
to
do,
because
actually
it's
good
for
organization
in
terms
of
how
we
operate
and
how
efficient
we
are,
the
more
we
do,
EDI,
the
better.
We
are
efficient
as
an
organization,
so
there's
a
real
business
case
to
do
that.
The
third
point,
then,
would
be
really
why
why
I
wanted
to
work
on
this
agenda,
because
we
want
to
do
it
and
that's
an
important
Point
that
comes
up
comes
down
to
our
values
and
our
value
says
that
Eda
is
Central
to
all
that.
F
We
do
so
I,
don't
want
to
kind
of
preface
that
the
paper
with
those
three
points
in
your
mind
as
I
come
to
through
so
I
said:
I'm
gonna
go
through
all
of
them.
There
were
people,
but
I'll
pick
out
key
elements,
so
I
suppose
the
first
thing
I
would
say
is
that
we
have
a
real
intent
to
move
forward
on
this
agenda.
F
You've
heard
from
three
of
our
staff
networks
previously
and
you
hear
from
from
from
the
other
three
in
a
short
while
but
I
I
came
across
I,
don't
actually
normally
work
in
nature.
I
came
across
from
another
sales
under
direct
rate
to
help
me
move
this
agenda
forward
and
I'm
really
pleased
that
the
organization
have
enabled
me
to
do
that
without
fear.
No
favor
I
think
that's
an
important
point
to
make
as
well
that's
a
real
statement
of
intent
or
why
this
is
important.
F
So
we've
been
working
very
closely
with
your
colleagues
and
staff
networks
and
also
from
a
functional
HR
perspective
to
move
this
agenda
forward
and
the
report
sets
out
where
we've
come
from,
where
we
are
now
and
when
we're
intending
to
go
and
I.
Think
most
of
it
is
good
news,
but
we're
not
we're
not
competing.
There
is
work
to
do
no
doubt
so.
F
I
think
just
scrutiny
one
today,
a
quick
update
of
where
we
are
from
from
this
year
from
January
to
December
over
the
last
12
months,
so
I
will
start
with
communication
and
Leadership
and
Tom
and
and
Council
Lewis
and,
and
he
did
Neil
have
a
very
strong
goal
and
it's
in
terms
of
leadership
of
this
agenda
for
the
organization,
whether
that's
through
our
our
kind
of
statement
on
on
zero
tolerance
or
or
making
sure
they
attend
all
our
leadership
meetings
and
the
training
we're
about
to
deliver
that
they've
been
they've,
been
they've,
been
leading.
F
The
message
on
there's
been
strong
leadership
on
this
agenda.
That's
the
first
thing,
I
would
say,
and
we
recently
launched
a
mandatory
ADI
training
for
all
of
our
managers
or
2
200
of
them,
and
and
indeed
the
deputy
leader
Council
Cooper,
launched
that
that
training
session,
literally,
if
you
a
few
weeks
ago
and
since
then,
we've
already
trained
up
1400
plus
managers
in
the
first
step
of
that
monetary
training,
there's
still
four
steps
to
come.
F
So
that
Journey
has
started
and
started
in
earnest
so
that
that's
the
first
thing
I
would
say
so
in
terms
of
our
broad
Vision,
I
guess
for
ADI.
Again,
that's
in
the
paper.
Egi
occurs,
I
guess
in
three
areas
in
organization
there's
a
Workforce
element,
which
is
what
I'm
responsible
for
then
there's
a
bit
to
run
communities
and
how
we
Face
communities
on
equality,
difference
and
inclusion
and
and
the
last
species
on
Service
delivery.
F
How
do
we
know
as
we
deliver
our
services,
that
this
EDI
is
Central
to
all
that
we
do
and
and
those
three
things
are
coming
together
in
a
very
strong
statement
as
part
of
our
vision
for
the
organization
and
the
city,
and
you
see
that
Vision
set
out
in
on
page
16
of
what
we
want
leads
to
be
like
and
what
we
want,
our
our
employees
to
feel.
So,
that's
quite
clear.
F
So
if
I
move
on
to
what
we're
responsible
for
when
I
say
we
I
mean
HR
specifically
and
that's
a
Workforce
element,
so
we've
set
out
a
plan
around
five
key
Workforce
priorities.
Those
are
very
clear
in
terms
of
what
we're
focusing
on
the
providers
with
with
the
associated
framework
for
action,
so
all
our
work
so
far
and
continue
will
be
around
Recruitment
and
initial
welcome,
progressional
staff
training,
which
I've
mentioned
already,
and
what
we're
doing
on
that
speaking
up
and
zero
tolerance
and
then
data
monitoring.
So
how
do
we
know?
F
Where
do
you
know?
Okay,
as
my
as
my
dad
once
said,
you
know
if
you,
if,
if
we're
not
keeping
score
we're
just
practicing,
so
we
need
to
keep
score
so
that
that's
the
from
before
we're
trying
to
do
so.
What
have
we
actually
done
on
the
ground
in
terms
of
activity?
I'll?
Just
give
it
some
examples,
rather
than
everything.
So
on
page
18
we
set
out
under
one
each
of
those
five
themes.
The
work
that's
ongoing.
F
F
It's
a
road
that
works
very
well
in
in
the
NHS
and
Health
and
Social
care,
and
we've
taken
that
model
and
and
applied
that
in
the
context
of
leads,
because
it's
got
to
work
for
us
as
a
city
organization,
so
she's
the
issue
I'd
like
to
speak
to
you
about
how
she's
finding
her
right
now
she's
embedding
what
she's
trying
to
do
so
that's
one
example
when
I
first
started
back
in
April
I
was
totally
immediately
to
look
at
our
grievance
practice.
What
does
it
feel
like?
F
What
are
the
outcomes
like
where
we're
going
with
it?
So
we've
done
that
finish.
That
report
17
Foundation
executive
summary
that
we've
present
to
the
organization
15
strong
recommendations
of
what
we
you
can
do
better
around
four
key
areas:
on
accountability
on
consistency
of
approach.
F
I,
don't
remember
the
other,
the
other
two
now
on
timeliness
and
behaviors
of
our
managers.
So
those
are
those
are
four
themes
and
I
spoke
to.
You
know
a
whole
range
of
stakeholders
in
in
completing
that
report.
I've
had
a
really
strong
listening
sessions
with
157
colleagues
doesn't
sound
like
a
lot
in
an
organization
of
14
000.
What
can
I
show
you
an
hour
and
a
half
to
two
hours
is:
is
decent
time,
so
I
heard
from
trade
unions
I
heard
from
staff
networks,
I
heard
from
colleges
when
the
process
I
had
for
managers.
F
I
heard
from
HR
I
heard
from
my
mediation
team
I
heard
from
my
legal
team,
literally
anybody
that
will
speak
to
me
on
the
subject
matter,
so
that
report
is
fairly
comprehensive
in
terms
of
what
we
need
to
do
so.
We've
completed
that.
So
those
are
just
two
two
clear
examples:
I
mentioned
training
already
on
recruitment.
We
we
formed
a
task
and
finish
group
that
I'm
leading
with
about
12
colleagues
across
the
organization
looking
at
how
we
recruit
with
an
ADI
Focus
right.
F
That's
what
we're
trying
to
do,
and
colleagues
here
part
of
that
part
of
that
task
and
finish
groups
we're
looking
at
the
recruitment
journey
in
this
totality
from
you
know:
pre-selection,
selection
and
post
selection.
So
how
do
we
advertise
our
roles,
which
we
advertise
our
roles?
How
do
we
interview
what
our
panels
look
like?
Are
they
diverse
and
so
on
and
so
forth?
So
we're
doing
that
work
already
and
ongoing,
so
those
are
just
some
examples
of
what
we're
trying
to
do
on
the
ground
to
move
this
agenda
forward.
F
Equally,
on
data,
we
have
a
separate
tasking
for
each
group
of
data
owners,
so
anybody
who
can
collects
data
around
EDI
put
them
all
together
to
say
what
do
we
have?
How
do
we
present
it
to
create
a
really
succinct,
egi
dashboard
that
we
can
share
with
the
organization
because,
as
I
said
earlier,
we
need
to
measure
our
impact
and
how
we're
how
we're
moving
forward
so
I've
touched
on
training
already
I've
touched
on
Zero
Tolerance
I
won't
go
into
any
more
detail
on
that
I've
touched
on
data
in
terms
of
Staff
networks
themselves.
F
Specifically,
we've
done
some
work
to
support
staff,
Network
and
staff
Network.
It's
important
to
to
note
really
that
you
know.
Staff
networks
are
not
a
corporate
construct,
and
by
that
I
mean
they
are
independent
voice
representing
staff
and
which
have
better
in
mind,
and
my
role
with
them
is
to
ensure
they're
supported
that
they
have
what
they
need
to
do
their
do
their
roles.
F
These
are
colleagues
who
are
doing
this
role
voluntarily
until
their
jobs,
and
we
recognize
that
so
we
ensure
that,
with
the
sort
of
time
I
love
to
do
that
was
appropriate
and
a
bit
of
budget
to
support
their
work.
That's
the
first
thing
that
that
I
I
certainly
looked
at
when
I
was
when
I
started
in
my
role
and
so
I
work
with
them
side
by
side.
F
So
just
coming
to
an
end,
bear
with
me
there's
a
lot
going
on
so
I
I
think
you
know
I
suppose
what
next?
What
was
the
future
look
like
I
think
we've
continued
working
with
the
staff
networks
to
fine-tune
what
we
do.
Their
input
is
really
important:
we're
looking
to
bring
forward
something
in
the
new
year
with
colleagues
in
in
in
communities
around
our
EGR
kind
of
strategy
for
the
organization
as
a
whole.
F
We're
working
on
that
and
we'll
bring
that
forward
soon,
working
closely
to
councilor,
Harland
and
and
the
and
the
member
leads
around
around
the
members
kind
of
need
around
this
agenda
as
well,
and
maybe
Council
Richie
and
we've
spoken
about
disabilities
and
how?
What
do
we
do
better
in
the
organization
and
that
work
is
ongoing,
Council,
Highland,
so
I
think
I
suppose
you
know
I
would
end
by
saying
the
future
looks
bright.
We
must
not
take
our
food
off
the
pedal.
F
There's
a
lot
of
work
to
do
here,
we're
on
a
good
start
and
I've
been
around
from
our
Depots
in
nostrilgate
to
seacroft
to
Tom's
office
at
the
boardroom
and
everybody's
saying
this
work
is
important.
There
is
a
singularity
of
message
on
this
team
I've
been
here
since
2006
and
I
have
to
say
this
is
this
is
the
first
time
where
I
feel
that
there's
real
momentum
on
this
agenda
and
then
we're
heading
the
right
direction,
so
I'll
leave
it
at
that
point
and
work
on
any
any
questions.
If
you
have
any
thank
you.
A
Thank
you
very
much
John,
so
just
in
terms
of
how
I'm
going
to
share
it
so
I'm
going
to
bring
in
each
of
the
staff
networks
now
and
then
we're
going
to
ask
them
questions.
A
And
then
we
can
ask
the
officers
questions
after
that,
but
I
think
it's
really
important
that
we
hear
from
our
Network
says:
John
says
they
are
I
almost
not
hear
his
officers
are
here
as
Network
leaders,
rather
than
you
know,
more
voluntary
capacity
than
a
than
a
former
once
I
start
with
Sasha
from
early
years
Network
and
her
report
is
on
appendix
one
on
page
25.
Thank
you.
Sasha.
G
Thank
you
councilor
school,
sam
and
good
morning,
everybody-
and
just
thank
you
for
the
opportunity
to
come
here
and
talk
about
early
careers,
because
I
think
it
is
one
of
the
one
of
the
really
important
parts
of
the
council
and
really
precious
to
me
as
well,
because
I
came
to
the
council
in
an
admin
role
had
quite
a
difficult
time.
I
felt
that
so
I
want
to
put
kind
of
that
effort
on
what
I
felt
and
learned
into
the
networker
to
help
other
people
in
their
early
careers.
G
So
the
early
Cruise
network,
it's
a
professional
Network,
and
so
it's
set
up
and
run
for
our
accounts,
Junior
Workforce
and
we
strive
to
really
create
an
encouragement
across
our
directorates
and
service
areas
where
officers
and
members
can
really
flourish
and
feel
that
they
can
stay
at
the
council
and
progress
and
become
a
really
important
part
of
the
council.
G
The
networks
I,
don't
have
a
network
Steering
group
at
the
moment
and
during
the
pandemic
I'd
lost
my
Steering
group.
We
have
some
graduates
that
have
moved
on
to
other
organizations.
So
it's
just
me
at
the
moment,
and
but
I
am
working
on
that
far
next
year
and
have
a
few
ideas
and
people
driving
the
Steering
group.
G
G
So
the
membership
is
open
to
everybody
that
works
across
Lisa
to
council
and
who
they
would
feel
that
the
benefit
from
kind
of
Professional
Network,
helping
them
and
focusing
on
parts
of
progressing
your
career,
the
Network's
not
directly
accountable
to
HR,
but
we
do
work
really
closely
in
partnership
with
HR
and
other
areas
across
the
council.
G
So
we'll
go
on
to
some
of
the
kind
of
outcomes
that
we've
had
and
so
like
I
said
during
the
pandemic,
the
group
kind
of
lost
a
lot
of
its
members.
A
lot
of
people
moved
on,
but
people
also
thought
they
had.
You
know
extra
work
to
do
so.
I
did
lose
some
due
to
that
because
the
pandemic
cars
that
actual
work
so
as
networks
a
group
of
networks
we
agreed
during
2022
that
would
really
concentrate
on
burnout
and
preventing
it
on
the
back
of
the
pandemic.
G
So
the
network
has
worked
really
close
with
HR
and
John
Evo
and
John.
Thank
you
for
that
spot.
It's
been
amazing,
and
so
we've
had
the
opportunity
to
review
the
grievance
policy
and
really
put
our
stance
on
that
and
I.
Think
John
made
a
really
good
point:
it's
how
people
are
feeling,
and
we
can't
tell
how
somebody
else
is
feeling
so
we've
got
to
listen
to
that
and
the
networks
really
put
those
feelings
over.
G
So
next
year,
I've
got
lots
on
my
agenda
and
we've
been
doing
Lots
this
year,
so
working
with
HR
and
we've
been
working
on
the
EDI
very
centered
around
that
is
very
important
and
I'll
explain
some
of
the
things
that
have
come
out.
The
sessions
that
I've
been
doing.
G
I
actively
seek
and
generate
good
practice
across
the
council.
I
tried
to
do
so
with
an
E
day,
Focus
we
influence
and
Implement
EDI
processes
and
contribute
to
that.
G
We
have
I'm
ambitious
Ambassador,
sorry
for
inclusion
and
delivering
that
right
across
the
Council,
especially
when
it
comes
to
Recruitment
and
I.
Do
have
the
opportunity
to
take
anything
that
I
hear
about
recruitment
back
to
the
Steering
group,
and
so
I
do
think
that
esen.
Is
that
really
good
sounding
bar
between
that
we
can
take
those
real
life
experience
to
their
lots
of
shared,
less
learn,
lessons
and
other
people's
experiences
and
really
just
committing
to
improving
EDI
and
when
it
comes
to
career
progression
across
the
council.
G
G
The
the
networks
are
increasingly
getting
involved
and
being
asked
to
contribute
to
HR
what
we
feel
responsibilities
and
over
the
last
couple
of
years.
That's
kind
of
taken
as
a
way
of
going
out
and
speaking
to
the
members
and
doing
events-
and
you
know
getting
ourselves
out
there
and
we'd
like
to
I
think
in
2023,
be
able
to
do
a
little
bit
more
of
that,
but
I
think
they
they
help
in
the
assistance
that
we've
given
HR
over
the
last
couple
of
years.
G
G
You
know,
members
come
to
me
for
help
and
advice,
specifically
after
some
of
the
sessions
that
I've
been
doing
with
the
BAM
Network
of
the
last
couple
of
months.
We've
been
doing
some
growth
sessions
and
I've
kind
of
found
from
that
that
there's
a
need
for
more
application.
Writing
assistance
interview.
G
You
know
just
somewhere
where
our
staff
can
go
because
I
am
just
one
person
and
I
am
being
inundated
with
our
first
officers
that
stay
in
I
need
help,
writing
application
or
with
interview
practice
I
think
that's,
definitely
something
that
something's
missing
and
I
want
to
do
more
of
like
next
year.
G
I
can
still
see
that
we
have
that
digital
divide,
which
is
affecting
some
of
our
staff.
It's
preventing
them
from
seeing
really
good
opportunities
on
the
Insight
training
events
to
go
to,
and
these
things
are
what
raise
your
profile
and
get
your
networking
and
and
seeing
other
parts
of
the
organization.
And
if
that
digital
divide
is
still
there,
then
they
can't
do
that.
G
G
So
the
members
are
aware
that
we've
got
a
lot.
A
lot
of
admin
staff
that
started
doing
the
pandemic
started
working
from
home,
so
they
haven't
had
that
onboarding
and
I
suppose
other
members
of
Staff
have-
and
so
that's
the
first
thing
that
I'm
going
to
look
at
next
year,
supporting
them
on
the
back
of
the
sessions
that
I've
been
doing,
I've
seen
that
there's
an
increase
in
migrant
Community,
but
a
feeling
that
they
don't
have
that
support
and
don't
know
the
directions
going.
G
So
that's
my
second
priority
for
next
year
and
my
third
priority
is
to
just
to
deliver
more
career
progression
events
and
because
I've
found
out
this
year
that
they,
you
know,
a
lot
of
people
are
coming
to
them.
I've
been
putting
them
for
an
hour
and
a
half
and
they've
been
lasting,
two
two
and
a
half
hours.
So
for
me
that
just
shows
that
there's
the
need,
so
we've
got
them
all
the
way
through
2023
but
yeah.
That's
it
from
me.
Thank
you
very
much.
A
Thank
you.
Thank
you
very
much.
Sasha
I'm
gonna
open
up
to
members
to
ask
questions
if
we've
got
any
for
Sasha
again.
I
know.
I
said
this
to
you
in
the
premiere,
but
it's
just
to
stay
out
in
the
public
meeting
that
sort
of
helping
junior
staff.
It's
been
something
we
have
been
focused
on
as
a
Boardman,
we've
talked
about
the
working
from
home
policy
and
that
those
sort
of
strategic
policies
around
making
sure
that
I'm
on
boarding
is
as
good
as
it
can
be.
K
Yeah
thanks
for
your
report.
What
struck
me
is
how
much
you
are
taking
on
personally
and
one
of
your
references
about
burnout,
but
you
still
seem
to
have
an
active
Network
people
approaching
you
do
you
need
more
support
to
try
and
get
that
Steering
group
going,
because
we
don't
want
you
to
suffer
burnout,
of
course,
and
thanks
thanks
for
your
presentation
as
well,
by
the
way.
G
I
do
need
help
in
the
shop.
Rob
I
know
has
some
ideas
for
me,
which
is
Fab
I'm
talking
to
other
couple
of
people
over
the
next
couple
of
weeks.
I
want
to
join
the
Steering
group,
and
so
hopefully
in
January
2023
I
will
have
some
help.
G
Any
ideas
is
great
for
us,
but
yeah.
It
just
means
that
I'll
be
able
to
do
more
and,
like
you
say
that
pressure
will
be
taken
off
me
because
I
don't
want
to
push
anybody
back.
I
don't
want
to
say
no
to
anybody
because
to
me
for
me,
my
career
is
is
extremely
important
and
it
is
to
have
DLS
as
well.
So
you
know
I.
We
do
go
above
and
beyond
those
networks,
and
we
do
do
things
out
of
office
hours
to
just
to
help
people
so
yeah.
G
L
Thanks
chair,
that's
for
the
presentation
Sasha!
It
was
just
something
you
said
earlier
about
pressure
for
mock
interviews
and
have
you
considered
perhaps
widening
the
group
of
people
could
help
him
out
with
that
I
mean
we
used
to
do
lots
of
work
with
mock
interviews
for
graduates
at
Leeds,
University,
so
perhaps
I'm
intentionally,
looking
at
you
and
nobody
else.
Perhaps
some
of
the
members
could
be
involved
in
mock
interviews
for
her
staff,
which
would
help
relieve
some
of
the
pressure.
G
If
there's
any
willing
parties,
please
put
your
hand
up
and
and
contact
me
and
counselor
Burke
and
more
than
happy
to
work
with
you
I
just
need
all
the
help
that
can,
because
these
are
real
appetite
yeah.
Thank
you.
I'll.
Definitely
do
a
mock
interview
with
your
counselor.
Q
D
D
I
know
everybody
talks
a
great
deal
about
it,
but
we're
very
it's
very
early
in
days
after
sort
of
the
lockdown
Etc,
but
we
must
be
taking
on
dozens,
if
not
hundreds
of
new
stuff
on
a
fairly
regular
basis
and
I
know
it's
say
very
early
days
yet,
but
the
work
you're
going
to
do
next
year,
I'd
like
an
area's
report,
as
you
could
possibly
make
it
on
the
on
the
the
way
Staff
feel
basically
new
stuff
feel
about
working
from
home
and
the
effects
having
on
them,
also
where
a
personal
sort
of
welfare
development
sort
of
point
of
view,
but
also
from
a
career
point
of
view
as
well
I
think
it's
easy
to
say:
well,
50
people
working
at
home
working
from
home.
D
What
kind
of
an
effect
is
it
having
on
them
right?
Thank
you.
A
Thanks
for
that
Council
for
now,
just
just
to
say
this:
isn't
our
job
isn't
extra
jobs
on
you,
so
I
think
John
should
take
note
about
wanting
a
report
from
councilor
Flynn,
but
if
you
could
feed
into
that
that'd
be
great
cancer.
I'll
bring
a
council
Flynn
and
then
sash.
If
that's
okay,
yeah.
D
A
A
And
also
I
take
your
point,
counselor
Flynn,
about
wanting
this
actual
staff
to
use
okay
Sasha.
Do
you
want
to
comment.
G
That's
left
Flynn,
that's
music
to
my
years
that
we
that
you
want
to
understand
how
people
are
feeling,
because
that's
the
most
important
part
so
John,
maybe
you
and
I,
can
work
together
on
a
bit
of
a
survey
and
get
those
feelings
of
stuff
and.
A
This
isn't
John's
time
to
talk,
I'm,
afraid
so
I'll,
let
him
let
him
make
some
notes
in
there
I'm
trying
to
make
sure
that
staff
networks
get.
Thank
you
an
interview
time.
Thank
you.
Okay,
I'm
gonna
he's
definitely
taking
notes.
So
that's
good.
Okay,
I'm
bringing
councilor
first.
Next,
that's
right!.
R
Who's
spoken
I
want
to
speak
on
the
same
topic,
which
is
that
I
asked
a
question
at
the
last
Council
to
ask
what
sort
of
processes
and
structures
are
in
place
to
assess
what
staff
are
feeling
and
how
the
council
is
reflecting
on
the
impact
of
more
flexible
and
hybrid
working
compared
to
previously
I
appreciate
it's
not
easy
to
Grapple
with
figures,
but
it's
something
that
we
need
to
look
at,
and
one
of
those
was
particularly
saying
that,
in
the
principles
of
the
hybrid
working
that
staff
should
spend
more
time
in
the
office.
R
How,
in
terms
of
your
role,
are
you
having
a
lot
of
people
that
are
coming
to
you
and
feeling
that
their
development
is
being
stated,
has
been
it's
held
back
or
have
you
had
actually
some
positive
feedback
in
terms
of
that?
What
is
it
the
actual
experience
that
you're
hearing
from
staff
members,
especially
when
it
comes
to
those
who
are
very
early
on
in
their
career
and
are
supposed
to
be
our
Future
Leaders?
Thank
you.
G
Thank
you,
yeah
I
think
that's
a
really
important
question
I'm,
not
getting
too
many
grumbles,
but
what
I
am
hearing
is
that
what
they're
missing
it's
just
having
the
language
and
the
conversations
that
happen
on
on
the
floor
when
we're
in
the
office,
because
I
think
when
you
join
a
new
organization
on
even
a
new
Department
within
that
organization,
you
you
kind
of
go
into
a
different
language,
and
you
know
you've
got
to
learn
that
before
you
can,
then
you
know
be
part
of
that
team
and
feel
that
you
can
have
a
conversation,
and
so
that's
what
I'm
hearing
so
and
I
think
that's
what
we're
missing.
G
You
know
just
that,
seeing
the
performance
of
others,
you
know
listening
to
those
conversations
at
the
table,
you
know
being
able
to
go
into
those
meetings
and
Shadow
and
all
that
really
good
work
that
we
can
do
so.
That
is
definitely
an
issue
and
I
think
the
only
way
that
we
can
solve
that
is
just
by
being
in
the
office
a
little
bit
more
and
you
know-
and
you
know
getting
them
in
and
really
seeing
and
and
feeling
how
things
are
in
the
office.
G
R
Thank
you,
Sasha
no
I
think
the
the
interesting
point
that
we
raised.
I
I
know
that
we
can't
set
up
a
new
structure
for
a
new
survey
that
quickly
for
John,
but
I
appreciate
that
we're
in
the
situation
that
the
next
staff
surveys
in
Spring
and
I
think
that,
certainly,
if
there
isn't
going
to
be
anything
in
the
meantime
that
that
staff
survey
really
needs
to
emphasize
and
reflect
on
people's
development,
because
that
is
a
real
concern
for
everybody
across
the
council.
R
Simply
because
of
the
fact
that
you're
not
in
the
workshop,
while
people
are
potentially
there
at
the
same
time,
and
it's
really
interesting
to
see
how
that
development
takes
place
compared
to
I,
know
it's
very
difficult,
and
it's
a
number
of
years
now.
But
pre-pandemic
could
I.
Ask
also
in
terms
of
then
also
the
mention
that
they,
the
onboarding
half
a
day,
has
been
reintroduced
and
you've
mentioned
about
how
you're
wanting
to
address
that
next
year.
R
G
G
I
came
from
Life
banking
group
as
a
recruitment
consultant
for
seven
years,
so
happy
to
work
with
HR
on
onboarding
and
for
me,
onboarding
is
a
lot
more
than
half
a
day.
I
think
it
needs
to
be
longer
than
that,
but
that's
a
good
point.
You
know
to
get
new
members
and
to
understand
about
the
organization
and
and
how
it
runs
and
our
values.
G
But
yes,
I
think
that
onboarding
needs
to
be
better
and
I
think
we
can
work
with
HR
to
improve
that
networks.
Thank.
A
K
Yes,
I
just
recall
the
conversation
I
had
recently
with
Lisa
Martin
who's
quite
high
up
in
the
chief
officer
for
civic
Enterprise,
Elise,
Sarah,
Martin.
Sorry,
Lisa
Martin
is
a
counselor
in
this
story.
Yeah
Sarah.
Apologies
apologies
to
Sarah,
if
you're
watching,
but
she's
got
a
really
powerful
story.
I
believe
she
came
in
at
quite
a
lower
level
under
another
example
like
James
Rogers
as
well
has
moved
through
through
the
ranks
over
his
career.
K
So
I
just
wondered
if
you've
engaged
with
people
like
that
to
hear
about
their
experiences
to
see
how
they
managed
it
I
suppose.
Was
it
by
coincidence,
or
was
it
the
procedures
that
we've
got
in
place?
Did
they
have
that
right
support
which
has
that
disappeared?
Now
you
know
those
sort
of
things
and
also
to
inspire
the
younger
staff
as
well,
perhaps
of
what
what
might
might
occur
with
the
right
support
and
what
have
you,
foreign.
G
Point
as
well,
I
can
talk
a
little
bit
about
myself,
I'm,
not
quite
there
yet
I'm
a
PR2
at
the
moment
and
but,
like
I,
said
I've
been
in
the
council
for
four
years
now,
I
left
a
large
banking
group,
I've
been
there
for
40
years,
several
worlds
across
there
and
I
came
in
as
a
B3
and
found
it
quite
difficult
as
an
admin
staff
and
because
of
who
I
was
I,
wanted
to
have
my
views
and
and
be
part
of
solutions
and
and
kind
of
felt
at
that
grade
that
I
couldn't
be
so.
G
O
Very
briefly,
I
just
wanted
to
say
our
dad
guy
Smithson
to
that
list.
I
believe
he
started
as
an
apprentice
Gardener
and
worked
his
way
up
to
his
current
position.
It's
a
very
interesting
story,
so
I
think
that
would
be
worth
definitely
looking
into
just
while
I'm
speaking
chair
I've
got
a
couple
of
issues
that
I'd
like
to
raise
in
general
about
the
report
rather
than
specific.
Is
that
later
yeah?
That's
fine.
A
Okay,
thank
you
very
much.
Sasha
really
helpful
conversation.
Okay,
so
now
we're
going
to
move
on
to
Vic
and
women's
Vice.
So
Vic's
report
starts
on
page
27
and
I'll
hand
the
mic
over
to
you.
H
Thank
you,
Council
Scopes,
so
I've
I
called
my
appendix
women's
voice,
a
brief,
modern
history
and
modern,
because
I
think
a
women's
staff
network
has
been
around
for
eons
in
the
council
in
many
different
guises,
but
I
sort
of
started
back
in
2017
I
think
we'd
be
here
all
day
if
I
went
right
back
to
the
start,
but
it
started
within
an
AGM
that
was
held
in
2017
and
I.
H
Think
a
few
of
us
that
went
to
that
AGM
realized
that
we
needed
to
modernize
the
way
the
women's
staff
Network
worked
that
it.
There
was
a
small,
close-knit
group
of
women
who
supported
each
other,
but
the
methods
they
use
were
email.
H
H
So
a
new
chair
and
Steering
group
was
established
and
I
think
it's
really
important
to
recognize
that
that
Steering
group
there
was
somebody
representing
all
directorates,
but
those
women
were
quite
senior
in
those
directorates
as
well,
so
had
control
of
budgets
in
their
directorate
could
make
decisions
there
and
then,
and
that
made
a
real
difference
to
how
we
pushed
forward
quickly
with
that
and
I
think
it
comes
back
a
little
bit
about
what
you're
saying
that.
Actually
it
does
matter
what
role
you're
in
sometimes
as
to
how
quickly
things
get
done.
H
Unfortunately,
but
from
that
we
developed
a
vision
and
a
mission,
and
we
just
wanted
the
counts
to
be
a
great
place
for
women
to
work
and
where
the
contribution
of
women
was
celebrated
and
it
sort
of
said
there.
What
our
mission
was
really
simple
and
we'd
use
our
strength,
inclusivity,
confidence
and
collaboration
to
do
that
and
we
developed
well,
it's
called
a
Manifesto.
I
was
really
disappointed.
We
just
didn't
get
War
Manifesto
on
there
in
time.
H
I
was
like
I've
had
a
great
idea,
but
too
late
and
we
we
developed
five
pledges
and,
and
we
got
we
developed
that
Manifesto
by
going
out
and
speaking
to
women
across
the
council,
and
we
made
a
real
point
of
going
and
speaking
to
women
who
weren't
digital
I
can't
say
the
word.
H
Thank
you
connected
often
work
part-time
or
probably
in
lower
greater
jobs
as
well,
and
we
listened
to
them
and
said
what
is
it
that
you
want
and
from
that
we
got
our
five
pledges
together
and
the
first
one
was
to
grow
women's
voice
it.
It
had
to
be
that
we
needed
to
listen
to
women
more
and
we
had
to
do
that
differently.
H
So
we
tried
to
choose
a
social
media
Network
that
was
accessible
and
we
went
with
bands
because
it
was
free
as
well,
obviously
but
people
hadn't
heard
of
it,
and-
and
so
we
did
make
a
decision
throughout
that
process
to
move
on
to
Facebook
that
a
lot
of
people
have
heard
of,
and
we
do
now
have
over
a
thousand
members
on
Facebook.
H
We
wanted
that
thoughtful
implementation
of
of
the
work-life
balance.
We
recognized
that
it
was
often
women
that
would
go
part-time
to
look
after
children
or
need
that
time
off
to
take.
You
know
children
or,
if
they're,
in
a
caring
role,
doing
things
like
that,
and
we
were
really
involved
with
HR
in
developing
some
some
policies
and
procedures
around
that
sort
of
stuff.
H
We
wanted
to
address
gender
gaps,
and
this
was
a
real
I
mean
I
was
really
shocked,
but
what
we
were
being
told
by
some
women
is
that
there
weren't
female,
cut
uniforms
for
them,
so
they
were
having
to
wear
jackets
that
were
far
too
big
because
they
didn't
fit
trousers,
didn't
fit
around
their
shape
and
boots
were
two
or
three
sizes
too
big
for
them.
So
they
were
feet
were
I
mean
so
we've
managed
to
get
female
cut
uniforms.
H
What
we
we
still
have
some
issues
around
that
in
terms
of
they
cost
more
because
we
don't
buy
them
in
as
much
bulk,
but
women
only
get
afforded
the
same
amount
of
money
as
men
do
for
their
uniform.
So
you
get
down
the
line
with
something
and
we
celebrate
it
and
then
we
need
to
push
further.
H
We
were
also
involved
a
lot
in
the
menopause
development
and
we,
you
know
there
was
a
lot
of
work
done
around
menopause
at
the
time
in
terms
of
setting
up
menopause
cafes,
and
that
was
really
important
for
women
to
be
able
to
get
together
and
share
their
experiences.
So
this
wasn't
about
us
getting
lots
of
experts
in
to
talk
about
menopause.
It
was
really
about
how
women
could
help
each
other
and
have
those
discussions
about.
Have
you
tried
this?
H
This
has
worked
for
me
really
just
like
gender
differences
and
equal
opportunities
for
development,
and
this
comes
back
to
Career
progression
as
well,
that
we
know
that
women
will
look
at
jobs
differently
to
men
in
terms
of
they
would
make
sure
they
would
need
to
meet
all
the
essential
criteria
before
they'd
even
apply,
whereas
more
often
men
might
look
at
it
and
go
well.
H
I've
got
about
half
of
those
I'll
give
it
a
go,
so
so
you're
already
sort
of
missing
out
on
on
some
skills
and
development
and
then
really
about
challenging
behaviors.
We
knew
that
there
was
there's
still
poor
behavior
in
the
council
in
some
areas
and
that
true
across
all
protected
characteristics,
but
we
use
the
network
to
be
able
to
support
women
who'd,
come
to
us
to
access
the
director
and
and
talk
to
to
them
about
the
issues
that
they
were
raising.
H
So
so
we
start
off
going
great
guns,
I
have
to
say
sort
of
2017
2018.
It's
then
Centenary
year
there
was
loads
of
great
celebrations
going
on
right
across
the
council
and
we
just
had
a
great
year
of
activity.
H
H
When
I
first
came
in
into
the
staff
networks,
there
was
there's
some
people,
the
networks
were
working
in
isolation,
but
we
were
trying
to
work
for
similar
things.
So
it's
like.
We
need
to
just
pull
this
and
and
get
out
get
us
together,
which
we
did
do
and
then
we
have
the
pandemic
and
lockdown
and
that
had
a
real,
significant
impact
on
women.
H
But
again,
I
think
that
was
quite
an
invisible
impact
as
well
and
I
think
a
lot
of
that
impact.
It
wasn't
picked
up
across
the
board
and
we
were
worried,
rightly
so,
about
other
groups
of
people.
H
You
know
a
lot
of
our
staff
were
those
front-facing
staff
working
in
Care
Homes,
going
into
people's
homes
to
look
after
them.
We
know
at
the
start
there
wasn't
the
correct
PPE
in
place
for
people
to
go
in.
We
absolutely
know
that
people
were
frightened
about
going
to
do
that
and
then
Frank
about
going
home
and
giving
it
to
families.
H
On
the
flip
side,
we've
got
a
lot
of
women
now
working
from
home
who
could
work
from
home
and,
although
HR
put
in
what
was
seemingly
helpful
flexibilities
around
the
way,
we
could
work
from
home,
so
evenings
weekends
Etc.
Actually,
what
that
did
was
put
huge
pressure
on
women
who
would
have
very
very
long
days
where
they
were
getting
up
before
the
children
were
up
to
work.
Then
they
were
looking
after
the
children.
H
They
were
still
having
to
manage
all
that
and
home
school,
and
then
they
were
working
late
into
the
night
as
well
to
do
to
deliver
on
that
and
and
I.
Don't
think
that
was
picked
up
particularly
well
and
I.
I
spoke
to
very
tired
and
very
burnt
out
women
during
during
the
pandemic,
but
on
top
of
that,
the
issue
for
our
network
was
keeping
in
touch
women
like
to
get
together.
They
like
to
be
together
and
that
wasn't
happening.
H
It
sort
of
made
me
think
about
how
careers
have
developed
over
time
as
well.
You
know
women
haven't
been
that
present
in
the
workplace
for
that
long
really
and
and
haven't
established
those
real
key
connecting
networks,
I
think,
like
men,
have
done
and
I
think
that
really
showed.
During
the
pandemic.
H
We
had
some
turnovers
that
turn
over
chairs
our
chair
left
in
2021.
Nobody
has
stepped
up
into
that
role.
H
I
have
been
chair
previously
I'm
still
on
the
steering
group,
but
there's
there
is
a
sort
of
clear
reluctance,
I
think
for
people
to
take
on
that
chairship
and
it
is
about
time
and
it
is
about
I-
think
people
have
sort
of
reassessed
what's
happening
for
them
during
the
pandemic
and
want
to
commit
their
time
elsewhere.
H
However,
having
said
that,
we've
got
some
people
interested
in
being
the
chair
and
we're
going
to
try
and
bring
them
on
board.
We
have
got
a
growing
number
of
women
in
interest
in
becoming
ambassadors
and
I've,
just
been
speaking
to
a
colleague
who
would
really
like
to
take
that
area
forward
and
pick
up
with
ambassadors.
So
that's
great
we're
still
struggling
to
get
our
members
who
are
Steering
group
members
around
the
table,
Vanessa
I
know
you
came
to
one.
H
We
didn't
have
a
lot
of
attendance
at
that
and
what
tends
to
happen
is
everybody
comes
or
everybody's,
says
yes
and
then,
as
we
get
closer,
work
becomes
priority
and
and
and
I
think
that
is
something
around.
How
can
we
make
it
important
enough
that
those
Steering
group
members
can
turn
around
and
go
actually?
H
No,
this
is
as
important
as
this
piece
of
work,
and
can
we
have
that
have
the
meeting
at
a
different
time,
because
I
did
troll
through
people's
Diaries
to
make
sure
they
were
all
free
before
I
put
it
in
so
so
we
are
trying
to
slowly
push
back
to
where
we
were,
but
it
there's
a
big
steep
curve,
I
think
to
climb
again
and
to
bring
us
back
and
to
get
that
momentum
going
we're
looking
forward
to
International
women's
day
on
the
8th
of
March,
it's
a
bad
time
for
it.
H
It
really
sort
of
creeps
up
on
you
after
Christmas,
all
of
a
sudden,
so
we've
been
trying
to
talk
a
little
bit
about
what
we
want
to
do
and
it's
about
for
me
it's
about
thinking
about
those
big
celebrations,
but
we've
done
it
where
we've
done
a
lot
of
community
events
and
you
know
getting
women
around
there,
but
we
want
a
pride
thing.
H
We
want
to
March
through
the
city
center,
so
I
think
we
might
not
get
that
done
for
this
much
but
I
think
that's
something
we
want
to
think
about
for
for
next
year.
So
the
last
bit
is,
you
know
our
messages
to
colleagues
is
that
you
know
we're
there
to
support
women
to
give
them
a
leg
up
to
help
each
other,
and
we
do
that
with
support
from
our
staff
networks
and
our
allies
across
the
board,
and
one
of
the
things
we
really
want
to
work
on
is
our
male
allies.
H
You
know,
we
know
suffrage
didn't
happen
without
the
support
of
our
male
allies
either
and
I
think
it.
You
know,
women's
equality
needs
to
be
everybody's
business
and
I.
H
Think
it'd
be
really
good
over
the
next
year
as
well
to
see
how
we
can
get
more
male
allies
on
board,
and
that
may
mean
as
having
a
look
at
who
our
vclt
leaders
for
women's
staff,
Network
and
maybe
it'd,
be
a
good
idea
this
time
to
have
a
man
as
that,
so
I
I
mean
to
reiterate
what
Sasha
was
saying
about
input
there's
been
loads
of
stuff
going
on
with
HR,
and
you
can
see
that
has
really
developed
over
the
past
few
years,
and
that
is
great.
H
But
we
are
being
called
on
a
lot
more
to
be
involved
in
that,
and
that
does
take
time
and
obviously
I've.
You
know
I've
talked
about
how
it's
been
a
struggle
already
just
to
get
women
involved
anyway
and
I.
Think
the
concern
for
me
is
unless
we're
engaging
a
really
big
range
of
our
members,
to
give
feedback
to
HR
on
that.
H
Actually,
what
they're
getting
is
just
my
voice
and
is
that
representative
enough
and
I'm
not
sure
it
is
so
so
I
think
that
you
know
that
there's
something
to
think
about
in
terms
of
if,
if
we're
serious
about
developing
EDI
in
the
council,
how
do
we
do
that?
More
formally,
you
know,
we've
we've
got
John
and
that's
great,
but
should
we
be
reconsidering
an
EDI
team
within
the
council
that
that's
dedicated
and
can
push
work
like
that
forward?
A
Thank
you
very
much,
but
that's
really
helpful.
A
I
am
I
like
you're
when
you're
talking
about
celebrating
victories
but
keep
pushing
and
I
think
you're
absolutely
right
to
do
that,
and
whether
that's
menopause
work
or
whether
it's
making
sure
women's
issues
everyone's
issues,
it's
really
important
and
I
I
know
your
points
about
facilitation
time
is
something
I
was
going
to
bring
up
later,
but
I
think
that's
a
theme
through
what
everyone's
said
and
that's
why
it's
really
good
that
Tom
and
Council
Harlan
and
Neil
all
here
to
hear
that
that's
straight
from
you,
so
you
can
just
move
into
questions
from
Members
I'm
going
to
start
with
councilor
Flynn
foreign.
D
Thank
you
thanks
very
much
indeed
for
that
very
much
linked
to
what
I
said
to
to
Sashi,
before
I'm,
very
interested,
to
hear
what
you
said
about
the
women
becoming
in
invisible
during
sort
of
lockdown
I'm,
a
man
so
I,
you
know,
I
I
know
exactly
what
you
mean
having
my
wife.
What
about
this
Christmas
decorations
over
the
last
week
or
so
and
I
knocked
a
week.
You
know
a
nail
or
two
in
on
a
lighter
note,
but
I
know
exactly
what
you
mean.
D
I
I'd
like
to
hear
a
bit
more
about
that
not
today,
but
you
know,
as
sort
of
as
the
sort
of
months
go
by
particularly
LinkedIn,
with
what
the
our
freedom
to
speak.
Guardian
is
likely
to
sort
of
find
or
has
found
sort
of
so
far
you.
You
mentioned
the
three
areas
for
Action,
I,
I,
I'm
interested
in
the
digital
divide
and
what
you
meant
by
that
when
you're
very
handy
for
RDS
sitting,
alongside
of
you
there
I
see.
D
So
perhaps
you
could
expand
a
little
bit
on
there.
H
Thanks
Council
yeah,
so
I
think
the
digital
divide
wasn't
something
specific
to
women,
although
what
we
realized
was
the
way
the
women's
staff
network
was
connecting
prior
to
a
sort
of
moving
forward
from
2017
was
via
email.
So,
if,
if
you
weren't
on
email
as
a
woman,
you
you
wouldn't
be
accessing
the
staff
Network
basically,
and
we
really
wanted
to
look
at
how
we
use
different
tools
and
techniques
to
be
able
to
access
women
who
don't
work
in
the
city.
H
And
how
do
we
really
get
those
messages
out
to
those
women
and
hear
back
from
them
when
essentially
the
only
conduit
to
do
that
is
through
manager
and
that's
not
100,
reliable
all
the
time
so
so
that
it
was
something
to
be
tried
to
look
at
and
that's
why
we
used
Facebook,
because
you
can
just
sign
up
to
Facebook
book
and
we
had
started
looking
at
a
website
that
again,
you
could
only
access
you'll
know
more
about
this
one,
but
you
could
only
access
if
you're
a
council
member,
but
it
was
a
website.
A
No
yes,
so,
okay
I
know
you
went
to
sleep,
but
I'm
really
I'm,
sorry,
the
time
so
I'm
gonna,
because
it's
if
it's
the
the
person
speaking
on
this
one,
but
obviously
your
Network's
coming
coming
next
yeah,
but
yeah.
No
I
appreciate
that
okay
I'm
gonna
bring
in
councilor
Guru
and
next.
Thank
you.
O
Thank
you,
I'm
really
interested
in
this
work
and
thank
you
for
the
report
and
for
articulating
it
so
clearly,
as
a
woman,
who's
worked
in
a
number
of
different
councils
for
for
quite
a
number
of
years,
I.
Just
wonder
where
you
think
we
are
now
on
the
women's
agenda.
Clearly,
there's
a
lot
of
work
still
to
do,
and
you've
made
reference
to
various
behaviors
Etc.
How
far
along
that
Continuum?
Do
you
think
we've
moved
as
a
council.
H
Thanks
councilor
and
that's
an
interesting
question,
I
think
I,
don't
know
if
I
could
tell
you
exactly
where
we
are
I
I.
Think
I
I
always
seem
to
get
the
sense
that
and
not
just
as
a
council,
but
it's
almost
like
well,
we've
done
the
women's
thing
we're
equal
now
and
we
can
move
on
to
something
else,
but
but
actually
we're
not
and
I.
Think
the
pandemic
really
highlighted
that
for
me
that
you
know
we,
there
is
still
the
gender
pay
Gap.
H
There
is
still
less
progression
for
women,
and
some
of
that
is
around
you
know.
Still
some
of
our
more
senior
roles
have
to
be
full-time.
You
know
it's,
you
know,
they're
not
sold.
As
you
know,
potential
part-time
roles
or
job
share,
Etc
and
I
think
we
need
to
do
more
of
that.
We
know
that
because
it
tends
to
be
women
who
take
time
off
to
have
children.
H
They
are,
then,
a
few
years
behind
in
their
career
progression,
and
we
know
that
there's
work
going
on
in
terms
of
career
progression
about
how
we
make
that
more
Equitable
and
it
isn't
just
about
women
applying
boots
things
like
not
asking
what
people's
pay
grades
are
because
actually
they're,
not
representative
of
of
the
skills
that
people
might
be
able
to
bring
into
that
role.
H
O
Thank
you.
I
just
wondered
as
well
whether
you've
thought
about
involving
an
elected
member
we've
got
a
lot
of
female
counselors
on
all
parties
who
are
passionate
about
this
agenda
and
would
would
want
to
Champion
and
support
it.
I,
don't
know
whether
you
feel
that
that
might
be
worked
in
somehow
to
the
work
Street.
H
We'd
love
that
and
I
mean
please
come
along
to
the
Steering
group
or
or
we
can
set
something
up
separately.
If
there's
something
specific
you
want
to
do
about
that.
E
H
Sorry
I
knew
I'd
get
that
wrong
one
time
she
she
does
come
and
she's
she's
absolutely
on
the
steering
group.
But
again
it's
one
of
those.
If
it
clashes
with
with
business,
then
that
tends
to
take
priority.
N
Thanks
jet,
thanks
for
that,
I
I
find
these
really
interesting
these
because
they're
the
views
of
staff
directly
in
in
many
ways
through
yourself,
and
that
was
one
of
the
questions
I
wanted
to
ask
around
that
prioritization
of
time
because
you
mentioned
around
well.
Is
it
the
time
that
a
specific
team
needs
set
up
around
this,
but
I
think
in
a
way
what
the
staff
networks
are
working
towards?
N
Is
that
we
have
that
team
and
it
is
all
of
the
members
of
Staff
in
the
organization,
so
I
I
wonder
just
around
that
prioritization
of
time,
while
we've
got
people
like
Tom
and
we've
got
the
leader
in
here
around
whether
you'd
heard
from
members
around
what
remember
the
Steering
group
around
what
it
is
that
would
help
them
be
able
to
prioritize
at
that
time,
because
we've
all
done
that
thing.
N
N
Yes,
this
is
the
most
important
thing
that
I've
got
to
do
today
and
that's
why
I'm
going
to
the
Steering
group
or
that's
why
I'm
going
to
do
the
work
that
focuses
on
this
agenda
because
I
know
that
is
from
from
knowing
Tom
on
the
leader's
views
on
this
I
know.
That
is
what
they
would
want
staff
to
be
focusing
on
and
to
know
that
was
their
most
important
thing.
H
Yes,
thank
you.
It's
it's
a
really
interesting
question.
I
and
I
I
think
you
know
I
go
back
to
what
I
said
at
the
start.
When
we
set
the
original
Steering
group
up
back
in
2017,
it
was
made
of
very
senior
women
and
I
think
they
were
the
ones,
then
that
had
control
over
their
own
Diaries
and
and
what
was
going
in
and
and
I
think
perhaps
the
authority
to
turn
around
and
say.
H
Actually
no
I
am
going
to
do
this
today
and
push
it
forward
and
I
I
I
think
it's
just
that
I
think
people
will
be
asked
to
do
to
do
something
within
their
work
and
that
will
end
up
taking
the
priority.
So
we
have
done
some
work
over
the
past
couple
of
years
to
say
that
shares
of
networks
get
a
certain
amount
of
time
afforded
to
them
a
month
that
Steering
group
members
will
get
that
and
and
I.
H
Don't
think
it's
that
particularly
but
I
just
think
it's
you
know
because
they
will
come
if
if
it's
free,
I
think
it's
about
how
that
message
gets
sent
as
to
how
important
people
being
you
know,
stepping
up
and
attending
those
is
we've.
We've
just
had
a
conversation
in
our
Steering
group
about
have
we
actually
got
the
right
people
coming
to
the
Steering
group?
If
people
can't
attend,
you
know
an
hour
a
month
to
do
that,
because
what
we're
not
doing
by
people
not
coming
is
that
we're
not
pushing
things
forward.
You
know.
N
Thanks,
that's
useful
and
I
guess:
maybe
I'll
I'll
leave
it
for
John
to
maybe
reflect
on
whether
the
training
for
managers
sets.
That
expectation
in
that,
when
you've
got
to
work
towards
this
incredibly
important
agenda
for
the
council,
then
that
should
be
something
that
managers
should
immediately
assume
is,
is
a
very
important
part
of
your
role.
M
Thank
you,
Chad
I
think
what
I
wanted
to
ask
most
of
the
stuff
has
been
asked,
which
is
good,
but
I'd
be
really
interested.
First
of
all,
great
presentation
from
from
yourself
I'd,
be
interested
to
find
out
more
in
terms
of
you
know
the
challenges
you
expressed
in
terms
of,
for
example,
getting
the
chair
and
so
on
and
so
forth,
working
collaboratively
with
other
networks,
for
example.
M
You
know
because
there's
a
lot
of
intersectional
work
that
goes
on
in
terms
of
you
know
all
the
other
networks,
LGBT
plus
and
so
on,
and
so
forth.
So
in
terms
of
sharing
good
practice
in
terms
of
working
inclusively,
whether
the
networks
and
all
that
kind
of
thing
and
I
don't
want
you
to
lose
the
exclusivity
of
your
your
group,
which
is
great.
M
But
what
sort
of
you
know
what
sort
of
relationship
have
you
got
with
the
other
networks
in
terms
of
working
collaboratively
so
that
intersectional
work
can
can
take
place
because
they're
all
sort
of
interconnected?
Aren't
they?
Thank
you.
H
Yeah,
thank
you,
councilman,
that's
a
good
question,
so
we
do
work
really
well
together.
H
I
feel
they'll,
not
I'm
sure
they
will
but
and
I've
seen
that
develop
again
over
these
past
few
years,
as
there's
been
a
much
stronger
focus
on
equalities,
and
so
we
come
together
as
staff
Network
chairs
once
a
month
and
that's
where
we
talk
about
what
our
joint
priorities
are
and-
and
we
have
three
before
the
pandemic.
But
that's
when
we
we
decided
post
pandemic,
we
it
would
be
burnout
and
right
across
how
how
we
would
work
on
that.
H
I
think
it's
interesting
that,
as
the
work
within
the
council
has
pushed
forward
and
grown,
the
role
of
what
we
do
together
seems
to
have
changed
as
well.
So
I
would
have
said
a
few
years
ago
that,
for
example,
we
were
doing
loads
of
in
sectional
work,
especially
around
International
women's
day.
One
year
it
was
fantastic,
we've
got,
you
know,
LGBT
Health
picnic.
We
had
a
big
event
with
the
bone
staff.
H
Network
we've
got
lots
going
on
again,
I
think
the
pandemic
has
had
an
impact
on
that
and
I
think
there's
something
about
us
needing
to
regroup
as
networks
and
be
really
clear
about
what
our
role
is
as
a
network
which
is
or
what
I
want
to
be
able
to
do,
is
to
be
able
to
celebrate
what
we
do
as
networks
celebrate
those
events
that
come
up,
you
know
right
across
the
board
for
protected
characteristics
and
give
that
challenge
back
to
the
Council
on
on
the
way.
Edi
is
developing.
R
Thank
you
chair
and
thank
you
Vic
for
that.
It
really
extensive
information.
I
wanted
to
ask
a
really
specific
question,
which
is
we
regularly
reflect
on
the
council,
Workforce
and
its
composition
and
in
the
March
report
that
we
received
for
this
year?
Obviously,
it's
61
of
our
Workforce
is
made
up
of
women,
but
at
the
same
time
we
have,
or
we
haven't
seen
any
data
as
of
how
that
breaks
up
within
the
council.
Have
you
seen
that
sort
of
information?
R
H
Thank
you
councilor
first,
so
we
have
seen
that
in
the
past
and
we
that
is
produced
as
a
council
and-
and
it
is
something
that
we
actually
spoke
about
at
our
last
state.
H
Well,
maybe
the
one
before
about
how
we
get
that
data
on
a
regular
basis
and
and
really
use
that,
so
we
can
drive
forwards
with
the
actions
we
want
to
do,
I
mean
some
of
the
breakdown
is
as
you'd
expect
so
adults
and
health
and
children
high
percentage
of
of
women
in
there,
as
opposed
to
perhaps
you
know,
parks
and
and
refuse,
for
example-
and
that
is
part
of
there-
is
something
for
me
about
how
do
we
start
equalizing,
that
and
and
across
both
ways
and
and
allowing
people
to
see
that
all
career
paths
are
valid
for
what?
H
Whatever
gender
and
I
know,
there's
been
some
really
good
work
done
in
refuse
around
that
about
having
you
know
female,
only
Crews
and
stuff,
which
is
great
but
I,
I'd
I,
don't
think
we
should
always
be
data
driven
because
this
is
also
about
how
people
feel,
but
I
think
we
could
be
better
data
driven.
R
I
think
that
it's
also
one
thing
I
was
going
to
ask
as
well,
then,
if
you
are
able
to
break
down
never
mind,
look
at
just
the
grade
and
the
level
that
people
are
working
but
actually,
which
department
is
it
actually
that
you've
had
the
chance
to
have
a
discussion
and
engagement
with
each
department
to
have
a
discussion
about
what
they're
doing
if
they
are
showing
under
representation
and
how
we
can
have
best
practice
from
other
departments.
Thank
you.
H
So
we
haven't
done
that
yet
and
and
obviously
that
would
need
to
be
the
case
across
all
the
protected
characteristics.
Every
department
has
its
own
EDI
board
and
I
think.
Actually,
that's
perhaps
something
that
the
networks
could
work
with
with
HR
and
again
across
the
directorates
and
and
have
a
look
about
what
one
of
their
actions
are
in
each
of
the
directorates
around.
That
is
to
make
sure
they're
analyzing
the
data.
K
Thanks
again
from
me
for
your
report
and
an
explanation
as
well
really
helpful.
My
crossy-
and
you
have
already
touched
on
this,
but
it's
about
ensuring
all
voices
are
heard
throughout
the
organization
and
it
struck
me
in
the
the
first
report
that
there's
this
section
I
think
it's
page,
Point
bullet
point
29
about
service
surveys
and
what
have
you
in
qualitative
data
and
what
have
you
and
I
just
wrote
to
myself
and
show
you
all,
but
you
know,
I
was
going
to
pick
up
and
and
sure
all
voices
are
heard.
K
You
know
that
that's
only
as
good
as
the
people
that
fill
it
in
the
data
and
then
when
I
got
to
reading
the
Network
reports.
I
think
you
all
covered
that
as
well.
So
I
do
I,
put
a
line
through
that,
but
I'm
just
gonna
particularly
refer
to
your
Steering
group
and
I.
Think
it
it's
made
up
of
senior
women,
for
example,
I
mean
I'm.
Surely,
and
you
said,
the
ambition
is
to
hear
more
voices.
K
But
can
you
think
of
anything
practical
that
you
need
to
get
people
from
lower
grades
on
that
steering
committee?
You
know,
can
their
jobs
be
or
the
hour
that
they
might
need
away
from
the
jobs?
Can
that
be
replaced,
for
example,
with
the
right
support
from
the
managers
and
so
on,
because
I
think
there
will
be
challenges.
I
know
from
my
constituents.
K
H
It's
a
really
good
question
and
I
think
originally.
When
we
got
the
Steering
group
set
up
there
was
that
conscious
decision
that
it
was
senior
women
because
they
could
make
decisions
there
and
then
and
potentially
use
their
budgets
to
push
things
forward
and-
and
could
you
know,
and
you
know
and
get
staff
to
support
that
within
their
directorates?
H
H
Other
areas
of
the
Council
on
the
steering
group
and
I
think
we'd
like
to
try,
but
again
it
then
comes
back
to
how
well
would
they
be
able
to
commit
to
that
and
on
a
regular
basis
and
I
think
it's
about
understanding
what
we
need.
A
Steering
group
there
to
do
as
well
and
sometimes
a
Steering
group
is,
is
to
be
in
the
right
place
at
the
right
time
to
drive
forward
to
some
of
the
concerns
that
we're
listening
to
so
I
think
it's
about.
H
How
do
we
work
as
a
Steering
group
and
with
ambassadors
as
well
I
mean
we're
really
Keen?
We
do
have.
You
know
a
large
number
of
ambassadors
that
work
right
across
the
service
as
well,
but
it
really
is,
it
does
feel
like
we're,
starting
from
scratch
a
little
bit
again
following
the
pandemic,
but
it's
definitely
on
the
radar
to
look
at.
L
Hi
mine's,
a
really
practical
question
you
mentioned
earlier
about
the
problems
with
recruitment
and
jobs,
not
being
part-time,
are
flexible
and
I.
Think
that's
a
problem
right
through
certainly
leads
and
lots
of
organizations.
So
my
question
to
you
is:
that's
been
identified
and
it's
not
a
new
thing.
Is
it?
L
Have
you
done
anything
to
work
with
HR
or
the
senior
management
team
about
how
vacancies
are
advertised
and
that,
because
there's
kind
of
a
practice
isn't
there,
because
we'll
do
something
one
way,
we're
always
going
to
do
it
that
way,
and
that
needs
to
be
challenged
because
in
reality
that's
organizational
bias.
L
H
Thank
you
really
good
question,
so
we
have
and
we
have
worked
with
HR
and
we
are
part
of
the
egi
recruitment,
Tusk
and
finish
group
at
the
moment
about
how
we
make
sure
that
that's
built
in
we've,
women
friendly,
leads
in
the
city
that
I'm
sure
people
have
heard
of
have
produced
some
points
about
how
to
you
know
things
that
are
worth
considering
if
you
want
to
recruit,
while
women
I
do
know
that
some
of
the
services
that
I've
worked
within
in
my
role
as
a
project
manager
have
tried
different
things
so,
rather
than
it
just
being
advertised
on
the
website,
things
have
been
put
out
in
local
communities.
H
Yes,
we've
talked
about
how
difficult
it
is
to
fill
in.
You
know
Reams
and
reams
of
information
about
yourself.
You
know
when
we're
trying
to
recruit
women
to
work
in
the
care
sector,
for
example,
they
could
be
a
bit
older.
You
know
just
trying
to
recollect
the
jobs
you
might
have
had
since
you
were
16
and
leaving
school
is.
H
Is
crackers
I
think
so
so
that
there's
ways
around
that
and
I
know,
there's
been
other
way
other
things
that
have
happened
right
across
the
council
in
terms
of
recruitment
fairs
that
have
gone
on
and
and
people
being
able
to
have
those
really
informal
conversations
about
what
that
job
might
entail
and
just
making
it
much
easier
for
that
recruitment
process.
H
I
think
it's
a
work
in
progress,
I'm
sure
John
would
agree,
but
I
think
we
do
need
to
think
about
how
we
build
all
sorts
of
different
techniques
in
you
know
that
kind
of
three
panel
sat
behind
a
desk
firing
questions
at
somebody
interview
he
saw
quite
old-fashioned
now.
We
still
do
it,
though,
and
there's
lots
of
evidence
coming
out
that
you
know
a
one-on-one
conversation
gets
a
much
better
result
in
terms
of
a
bit
of
people
being
recruited
and
a
wider
range
of
how
you
assess
people's
skills.
L
You
thank
you
just
a
suggestion
really,
because
the
work
you're
doing
on
recruitment
for
women,
I,
think
and
I'm
sure
my
colleague,
counselor
Richie,
will
agree
affects
people
with
disabilities
because
they're
disproportionately
and
disadvantaged
as
well
and
an
observation,
I
I,
would
always
Lobby
against
one-on-one
interviews,
because
it
it
introduces
the
possibility
for
real
bias.
Doesn't
it
so
I,
don't
like
somebody
who
walks
in
the
room
you're
not
going
to
get
the
job
unquote.
So
I
think
with
a
panel
are
more
than
one
people.
L
You
do
introduce
that
level
that
people
can
discuss
and
debate
and
any
discriminatory
practice
can
be
challenged
there
and
then
but
yeah.
Thank
you
for
that.
A
Thank
you
very
much,
councilor
Burke,
okay!
Thank
you
very
much
for
that
as
well.
Vic
I
really
appreciated
having
your
voice
here
and
listening
to
you.
It's
been
really
important
for
us
and
and
that's
really
good,
so
I'm
going
to
move
on
to
cat
now.
Your
report
starts
on
page
31
of
the
main
pack.
Thank
you.
I
Yes,
good
morning,
everyone
I
was
obviously
in
fine
faddle.
Whenever
I
wrote
this
report,
because
I've
obviously
been
quite
challenging
as
I
think
most
people
who
meet
me
think
exactly
that
so
I
sort
of
had
set
out
sort
of
some
organizational
context
regarding
it.
I
I
appreciate
that
the
LGBT
agenda
in
general
is
very
highly
publicized,
very
heavily
politicized,
but
I
thought
what
was
really
important
to
me
was
some
of
the
centralization
of
the
very
staff
Centric
numbers
of
that
which
is,
we
don't
have
a
great
reminder:
staff
that
are
out
in
the
workplace
and
our
network
is
open
to
LGBT
people
and
allies.
We
don't
ask
those
questions,
because
we
just
don't
really
think
it's
not
important
to
me
realistically.
I
What
concerns
me
and
sort
of
what
I
introduced
at
the
start
of
it
is
that
we
don't
have
a
great
deal
of
sort
of
representation
across
the
kind,
so
I
think
that
reflects
what
their
kids
are
talked
about
as
well
about
the
parody
across
I
believe
I'm.
Also
one
of
the
most
senior
out
LGBT
people
in
the
organization
I'm
a
po6.
I
There
was
a
director
who
has
now
left
the
organization
and
I
think
to
me
that
sort
of
speaks
to
something
as
well
about
that
representation
about
the
sort
of
role
modeling
as
well
in
the
organization
that
fits
across
all
those
product
characteristics
about
being
able
to
see
that
path
of
being
able
to
progress
or
being
able
to
succeed
before
being
your
whole
self.
I
And
so
there
is
a
question
about
that
sort
of
digital
divide.
Is
it
because
staff
aren't
able
to
update
that
information?
Is
it
because
there's
a
concern
about
comeback
that
might
come
from
being
out
in
the
workplace,
because
there
is
a
point
that
has
raised
me:
regularity,
which
is
about
sort
of
the
organization,
is
Keen
to
get
involved
with,
understand
and
protect
your
characteristics.
But
there
is
also
a
hesitation
about
getting
it
wrong
and
which
I
think
crosses
all
streams.
But
then
what
happens?
I
So
I
sort
of
touched
upon
all
the
really
fun
contexts
of
being
an
LGBT
person
in
the
current
climate
in
the
UK
and
internationally.
It's
not
the
most
fun
but,
however,
that
I
have
to
sort
of
say
that
much
is
recession.
I
This,
obviously
we're
at
the
fact
that
we're
present
at
this
board
there
is
a
keen
appetite
to
sort
of
address
some
of
these
issues,
but
what
that
leads
to
sort
of
contextually
for
staff
is
a
feeling
of
a
lack
of
security
and
a
feeling
of
concern
about
sliding
back
a
rights
about
a
fear
of
being
sort
of
not
being
able
to
progress
in
the
workplace
or
not
being
able
to
succeed
for
being
yourself
and
I
have
had
staff
speak
to
me
so
quite
poetically
and
sort
of
emphatically
about
if
they
have
intersections
of
their
identity.
I
If
they
are
a
disabled
person
in
the
workplace,
if
they
are
a
black
person
in
the
workplace,
if
they're
South,
East
Asian,
they
have
to
choose
which
area
of
discrimination
they
face
and
and
being
LGBT
is
something
that
can
be
hidden
for
a
lot
of
people
in
the
workplace.
So
they
have
to
choose
which
area
is
the
most
important
for
them
to
be
in
the
workplace
and
for
me,
that's
where
I
think
there's
a
real
organizational
change
that
I'm
Keen
to
sort
of
keep
bringing
forward
that?
I
Actually,
we
can
sort
of
deal
with
all
of
this
in
a
sort
of
holistic,
Centric
view
of
people
and
not
just
because
we
have
to
choose
what
parts
of
our
identity
are
the
most
important
to
deal
with
on
a
day-to-day
basis,
so
similar
to
Vic,
we've
had
sort
of
quite
a
journey
in
terms
of
an
LGBT
Network.
We
were
an
LGB
Network.
I
We
included
the
tea
a
good
few
years
ago,
before
my
time,
I've
been
sharing
an
eye
for
three
and
a
half
nearly
four
years,
and
it
has
been
one
of
the
great
Joys
and
genuine
pleasures
of
my
organizational
career
to
be
involved
in
this
agent
for
all
the
hardship
that
comes
with
it.
It
has
been
phenomenal
to
see
the
appetite
and
see
as
John
sort
of
talked
really
articulate
about
about
the
real
momentum
behind
this
work.
Now
we
talked
about
and
serve
our
terms
of
reference
sort
of
the
points
of
what
we
discovered.
I
We
appreciated
that
things
impact
communities
that
are
wider
than
just
our
identities
and
as
effects
are
touched
upon,
the
staff
Network
partnership
really
works,
that
we
don't
exist
in
isolation.
There
are
many
parts
of
identity
that
all
come
together
and
really
can
impact
us
positively
and
negatively
in
lots
of
situations
in
the
council
and
very
similar
to
what
Sasha
and
vicabo
said
a
lot
of
a
lot
of
my
work
centers
around
the
requests
of
the
organization
to
be
a
training
facilitator
and
replace
some
function
in
terms
of
My
Views.
I
Not
maybe
something
some
of
this
work
is
sort
of
a
HR
Centric
work,
but
it's
about
organizational
development
and
I
also
really
strongly
support
the
move
towards
an
internalized
equality
team
and
we
do
get
protected
time
for
this
work
and
I
Quantified
one
year.
My
work
for
it
so
I'm,
entitled
to
a
day
a
week
and
I
was
taking
generally
a
day
to
a
half
to
two
days
a
week.
Sometimes
and
I
was
doing
that
in
out
of
hours
alongside
my
day
job.
My
job
does
not
stop,
because
I
get
protected
time.
I
It
just
means
that
I
sometimes
work
six
days
a
week
instead
and
I
think
that
that
is
a
sort
of
sentiment
shared
across
all
the
staff
networks
that
actually,
because
we
believe
so
strongly
in
this
in
our
agendas
and
so
strongly
and
making
things
better
for
the
people
in
this
organization
that
actually
we
put
a
lot
into
it.
But
there
is
also
a
glass
ceiling.
I
Sometimes
we
can
come
against
because
we're
the
voice
of
the
staff,
but
we
also
don't
have
some
of
that
organizational
swell
behind
us
in
order
to
sort
of
drive
forward
and
make
commitments
and
to
drive
forward
to
organizational
change
and
I.
Think
that
John
has
done
an
absolutely
exceptional
job
in
really
sort
of
trying
to
centralize
that
and
look
at
bringing
that
forward.
But
I
think
that
there
are
single
points
of
contact
in
the
organization
and
that
lack
of
joined
upness
in
terms
of
people
to
go
to.
I
You
know
roots
of
sort
of
organizational
Direction,
because
what
we
find
with
staff
is
that
the
staff
networks
are
not
just
for
staff
anymore.
We're
involved
in
Service
delivery,
we're
involved
in
communities
and
culture,
we're
involved
in
the
entirety
of
what
the
council
does
and
actually
we
would
like
to
move
back
to
being
staff
Centric.
But
we
are
emphatically
all
stepping
up
to
support
the
organization,
because
we
believe
in
the
work
that
we
need
to
do
as
a
council.
I
So
I
do
believe
that
yeah,
like
the
support
for
a
internalized
team
I,
think,
would
probably
have
the
people
setting
up
the
bench.
Beside
me
would
all
end
up
being
on
that
team,
but
you
know
we
all
believe
strongly
in
that
we
function
as
a
you
know,
and
all
the
networks
function
as
a
credit
friend.
So
if
Tom
touched
upon
that
as
well,
not
sort
of
in
the
way
that
unions
do,
but
in
challenging
where
we
see
Ron
and
I'm
sure
there
are
perhaps
dart
boards
in
the
organization.
I
My
picture
is
up
because
of
the
challenges
we
bring
forward.
But
that
is
the
sort
of
point
of
what
we
do
is
to
is
to
highlight
with
those
lived
experiences
were,
staff
are
experiencing
those
poor
things
and
they
do
experience
it.
There
are
for
all
that
I
hear
I'm,
aware
that
there
is
a
layer
of
people
who
do
not
speak
to
me
about
the
experiences
they
have
in
the
workplace
and
that's
what
really
concerns
me
about.
I
The
work
is
those
hidden
voices
across
all
characteristics,
not
just
LGBT
and
the
work
that
we
do
predominantly
is.
Yes,
we've
focused
with
staff
support,
but
also,
as
I
said,
in
terms
of
the
work
that
I
get
asked
to.
I
I
have
the
pleasure
of
a
reverse
mentoring.
Tom
to
talk
about
the
sort
of
agenda,
although
he
feels
the
same
way
sometimes
could
be
different.
But
yes,
that
is
a
it's
a
joy
and
a
pleasure.
I
Isn't
it,
however,
what
we
sort
of
find
from
that
was
a
really
interesting
sort
of
like
organizational
swell
towards
the
concept
of
burst
mentoring,
starting
in
an
I.T
sphere,
but
actually
from
an
equality
perspective.
It's
really
beneficial
to
help
bring
that
voice
of
loved
experience
into
the
into
the
room
and
I
am
able
to
sort
of
bring
through
some
of
the
voices
of
staff,
so
I
act
as
a
conduit
and
for
some
of
those
experiences
and
I
think
that
organization.
That's
that's,
worked
really
well.
I.
I
Think
the
expansion
of
that
across
sort
of
like
to
sort
of
upskill,
leaders
and
directors
would
be
a
really
sort
of
positive
move,
going
forward
to
help
and
bring
that
confidence
across
members
and
leaders
in
that
sort
of
sphere,
as
I
mentioned
at
the
pinch
point,
the
very
first
thing
I
said
is
yeah
that
we've,
as
the
other
networks
said,
we're
an
equality
function.
I
We
feel
like
that's
what
we
are
serving
and
being
asked
to
help
give
stay
or
two
organizational
teams
directly
in
terms
of
how
to
get
things
right,
how
to
make
sure
they're,
inclusive
and,
whilst
I'm
happy
to
do
so.
There
is
also
perspective
that
that
is
because
of
a
lack
of
organized
like
an
ability
of
someone
in
the
organization
to
do
that.
For
them,
we
also
were
would
like
to
develop
an
action
plan
for
this
LGBT
staff,
Network
and
similar
to
some
of
the
other
works
done.
I
Azbeck
is
sort
of
particular
as
well.
Some
of
that
is
about
not
having
the
steer
behind
it
and
sometimes
having
an
organizational
and
commitment
to
that,
because
what
my
concern
is
to
develop.
I
don't
want
to
develop
a
nice,
an
action
plan
in
isolation
where
we
are
going
to
knock
on
the
door
of
the
organization
to
ask
them
politely
to
do
this,
that,
as
John
said
about
making
this
the
batter
of
the
organization
that
it
needs
to
be
that
commitment.
I
The
organization
comes
with
us
to
do
that,
as
opposed
to
us
having
to
challenge
that
and
that's
the
sort
of
model
I'd
like
to
move
more
to
we're
working
collaboratively
towards
shared
outcoming
goals,
and
some
of
that
is
about
building
the
confidence
in
the
organization
in
a
difficult
context.
It
can
be
for
people
to
sort
of
with
with
members
of
our
community,
so
that
was
one
of
our
chaos
was
about
the
support
to
develop
an
action.
I
I
believe
that
kind
of
Scopes
you've
spoken
to
John
and
John
I
are
looking
to
take
some
of
that
forward
and
we're
also
a
heavy
Network
in
terms
of
visibility.
We
seem
to
be
celebrating
something
every
month
and
that's
great,
it's
lovely,
it's
lovely,
to
have
a
calendar
full
of
things.
However,
that
does
also
mean
that
organizationally,
a
lot
of
the
expectation
of
that
delivery
has
fallen
on
the
staff
Network
as
opposed
to
an
organizational
commitment.
Then
we
do
pride
in
the
organization.
I
Some
parts
of
the
council
do
LGBT
history
month,
but
normally
what
happens
is
the
organization
will
come
to
the
staff
Network
and
say
what
are
you
doing
for
lesbian
visibility?
What
are
you
doing
for
international
binding
people's
day
and
what
we
would
like
to
sort
of
challenge
back?
Is
the
movement
of
that
model
towards
that?
Come
to
us
and
tell
us
what
you'd
like
to
do
and
we'll
support
you
in
that
delivery.
I
But
it's
about
that
ownership,
sort
of
transforming
from
us
being
the
leaders
in
this
to
being
collaborative
Partners
and
it's
a
difficult
with
the
full
I
suppose
expectation
as
well
as
like
as
Beck
and
sash
have
talked
about
covert,
has
really
sort
of
Knocked.
A
lot
of
you
know.
A
lot
of
our
members
are
working
sort
of
services
where
this
is
not
their
priority
and
it
can't
be.
I
They
are
working
in
Frontline,
Services,
they're
working
in
areas
of
delivery,
and
they
are
Keen
that
the
organization
progresses
things,
but
sometimes
don't
have
the
capacity
themselves,
and
sometimes
it's
also
about
building
that
confidence
in
the
allies
of
our
of
our
organization
to
come
forward
and
get
it
wrong
because
by
getting
it
wrong,
we're
going
to
get
it
right
and
that's
what
I'm
really
keen
on
is
like
I.
Don't
think
we
can
fail
at
this,
because
I
think,
failing
at
least
proves
that
we're
trying
and
I
think
that's
the
real
model.
I
That
is
the
important
thing
to
do
going
forward.
We
do
have
many
strengths
as
a
network
and
I
do
really
want
to
sort
of
celebrate
that
it's
not
old,
Doom
and
Gloom.
I
Unfortunately,
like
I
know,
my
paper
starts
off
extremely
gloomy,
but
cancer
Hannah
Bethel,
is
obviously
an
exceptional
sort
of
advocate
for
the
work
that
is
done
on
James,
Rogers
and
I
were
talking
this
morning
and
it's
very
keen
to
sort
of
support
that
work
and
very
open-minded
learner,
said
Tom
and
Neil
have
also
been
really
emphatic
and
understand,
and
some
of
the
challenges
that
come
forward
to
the
network
and
John
has
also
been
emphatic
and
engaging
with
the
difficult
conversations
that
are
coming
up
in
a
way.
I
That
is
emphatic
to
the
staff
that
are
involved,
but
also
about
asking
the
better
question
is
how
do
we
stop
these
things
from
happening
again?
How
do
we
ensure
that?
What
is
this
issue
highlighting
to
us
that
we
are
obviously
missing
as
an
organization,
and
that
has
been
a
really
really
powerful
to
sort
of
be
a
part
of
similar
to
other
people?
A
lot
of
this
work
has
been
driven
by
myself
over
the
last
couple
of
years.
I
I
But
there
are
people
now
who
have
an
enthusiasm
to
help
deliver
some
of
those
work
streams,
because
the
attend
Team
meetings
to
sort
of
talk
about
things.
We're
asked
to
deliver
a
train
and
we're
asked
to
support
on
policy.
We're
asked
to
support
under
let
Service
delivery
and-
and
we
are
very
happy
to
do
so
because
at
least
we're
having
the
conversation.
But
again
that
speaks
to
your
function,
that
maybe
we
don't
feel
we
should
be
fulfilling
going
forward.
I
So
the
final
points
are
sort
of
articulated
on
pages,
34
and
35,
and
but
yes,
most
of
that
is
sort
of
an
or
it's
an
organizational
challenge
back
to
sort
of
engage
more
with
this
agenda
and
to
really
bake
this
into
the
work
that
is
delivered
as
opposed
to
being
led
by
the
staff.
Networks.
A
Okay,
thank
you
very
much.
Cat
I
really
taken
board
your
your
points
about
cross-sectionality
and
I
think
that's
really
important
concept
that
we
need
to
think
about
more
and
the
fair
challenge
you've
made
on
on
time.
I
mean
you're
concern
about
hidden
voices.
A
Are
there,
questions
from
members
think
you've
been
very
comprehensive
in
your
report
in
a
positive
way
cat
but
being
counselor.
First.
R
Thank
you.
I
just
want
to
ask
one
general
question
to
yourself
and
other
people,
which
is
what
role
in
the
staff
survey
do
networks
play
in
the
sense
of
the
aren't.
Are
networks
actually
mentioned
in
the
staff
survey?
Are
they
involved
in
some
way
and
actually
forming
the
survey
and
just
more
generally,
in
terms
of
actually
making
sure
that,
across
the
board,
people
are
more
aware
of
your
existence
because,
ultimately,
if
they
don't
read
the
one
email
that
they
delete,
then
they
miss
out.
Thank
you.
I
An
entirely
Fair,
pointer,
email,
fatigue,
Israel
and
I
know
we
all
experience
it
in
terms
of
this
sort
of
survey
and
the
poll
surveys,
the
questions
do
come
out
to
the
staff
networks
in
general.
I
would
say
that
sometimes
the
issues
that
come
out
to
us
quite
late
and
we
don't
get
it
sometimes
a
lot
of
time
to
comment
back
on
this
and
the
LGBT
staff
network
has
done
surveys
ourselves,
but
also
lots
of
people.
This
Council
loves
the
survey,
so
sometimes
there's
also
real
survey
fatigue.
I
I
That's
come
down
from
Neil
and
Tom
really
strongly
that
this
is
not
an
optional.
This
is
a
you
know,
part
of
the
work
that
we're
doing
going
forward.
So
yes,
there
are
questions,
I,
think
absolutely
about
how
good
a
response
rate
we
get,
but
that's
always
a
thinking
consideration.
But
yes,
there
is
more
work,
always
to
be
done.
A
Thank
you.
Cancer
cardio.
N
Thanks
yeah
I
guess
it
falls
across
all
the
networks,
but
but
it's
something
that
that
you
raised
a
bit
and
I'm
interested
in
it's
around
that
question
around
allyship
and
what
other
people
across
the
council
can
do,
because
with
non-visible
differences
that
people
may
have
it's
incredibly
difficult
for
them
to
focus
on
understanding
how
many
people
there
are
in
the
workforce,
but
also
whether
there
is
just
this
wider
acceptance
of
everything.
N
As
a
straight
white
middle-class
man
I
think
it's
probably
only
middle
age
I
have
to
collect
until
I've
got
all
of
the
possible
privileges.
I
can
have,
but
I
am
really
passionate
in
inclusivity.
We
all
wait,
I,
don't
know
I'm,
38,
I,
don't
think
middle
age
is
quite
there
yet,
but
but
in
terms
of
other
people
in
the
workforce,
I
mean
that.
Therefore,
all
the
work
of
grooming,
a
staff
network
of
this
kind
does
not
have
to
be
done
just
by
those
who
who
include
those
protective
characteristics.
N
So
under
what
would
you
say
around
how
other
members
of
Staff
in
the
organization
could
help
and
and
I
guess?
This
goes
across
all
the
other
networks
as
well,
because
there
will
be
many
who
wouldn't
necessarily
feel
comfortable
rocking
up
to
one
of
the
staff
networks
for
whom
they
don't
have
experience
themselves.
But
it
will
be
very
valuable
for
them
to
hear
that
experience
and
would
would
want
to
support
other
members
of
staff.
I
And
for
sure
yeah
thank
you
for
that.
Yeah
I
think.
That's
absolutely
I
think
there
is
a
there's,
a
sort
of
movement
of
that
sort
of
we
talked
actually
of
Staff.
Network
leads
about
a
year
and
a
half
ago,
maybe
about
the
sort
of
concept
of
balletship
and
about
the
models
of
allyship
and
what
that
actually
looks
like
in
terms
of
sort
of
my
own
network
things
that
we've
sort
of
done
is:
we've
provided
people
with
some
of
those
sort
of
concepts
of
allyship,
for
particularly
like
trans
and
non-binary
staff.
I
We've
talked
about
the
concept
of
introducing
yourself
with
your
pronouns
in
a
in
a
meeting
or
by
having
them
in
your
email
and
about
what
that
means,
because
it
doesn't
just
actually
centralize
on
trans
and
not
buying
experiences.
It
also
speaks
to
people
from
diverse
cultural
backgrounds
because
inherently
we
are
drawn
to
gendering
names
and
identities,
and
actually
we
work
with
people,
and
we
might
not
know
so.
Some
of
that
is
about
that
sort
of
inclusivity.
It's
about
the
change
of
approach.
I
The
other
thing
we've
tend
to
do
as
networks
is,
whenever
we
do
a
blog
posts
in
terms
of
visibility.
That's
what
we
do
is
we
recommend
people
to
go
for
people
to
dig
in
themselves.
We
find
that
living,
listen
to
the
voice
of
lived
experience.
To
take
some
of
that
pressure
off
staff
is
to
go
and
like
people
who
are
out
there
doing
the
work.
You
know
content
creators
here
on
Instagram
books,
TV
shows
movies
that
demonstrate
some
of
those
sides
of
a
perspective
that
might
just
get
people
thinking
a
bit
more
and
sometimes
that's.
I
What
we
do
is
the
recommendation
of
some
of
that
self-directed
learning
and
but
also
some
of
that
is
also
for
us
to
do
in
terms
of
I
suppose
being
clear
not
in
a
challenging
way,
but
in
a
in
a
way
that
sort
of
brings
people
along
the
journey
with
it
is
that
some
of
this
is
uncomfortable
work.
Some
of
this
confronts
things
that
we
all
learn.
You
know
I'm
the
chair
of
an
LGBT
staff,
Network
I,
get
it
wrong
with
my
network.
Absolutely
it's
a
journey
of
learning
and
it's
about
it's
always
giving
people.
I
A
Thank
you
very
much.
Councilor
Burke.
A
So
so
I'm,
basically
where
I've
got
two
with
the
time,
is
that
we've
and
I've
deliberately
focused
attention
on
the
staff
networks,
because
listening
is
the
okay.
A
So
you
can
ask
a
question:
if
it's
about
the
LGBT
Plus
network,
sorry
to
be
it's
just,
we
need
to
move
on
and
we
we
may
bring
it
back
if
the
board
want
to
be
going
to
work
later.
I'm.
L
Going
to
ask
you
cat,
but
it
does
affect
everybody.
Hence
why
I
was
gonna
the
training
that
managers
are
undergoing
at
the
moment
and
one
is
the
feedback
from
that
kind
of
evaluation,
because
there's
evaluation
and
then
there's
real
evaluation.
Isn't
there
and
Does
it
include
kind
of
unconscious
bias
training
because
that's
the
real
recommendation
isn't
it.
So
how
are
you
finding
that
within
your
network
and
of
course
it
affects
everybody.
I
I
The
networks
have
been
quite
challenging
in
terms
of
the
sort
of
the
model
of
delivery
for
this
going
forward
to
make
sure
that
it
is
a
how
we
really
sort
of
look
at
that
and
how
we
can
make
sure
that
some
of
that
training
is
measured
and
actually
that
it's
not
someone
sets
for
two
hours
twiddling
the
thumbs
and
goes
Check
I've
done
it
I'm
now
fully
equal
unconscious
bio
strength
is
available
to
our
managers,
and
it
is
a
recommendation,
I
believe
it's
now
becoming
mandatory
or
it
was
being
considered
by
being
mandatory,
so
particularly
for
recruitment,
recruiting
managers
that
was
a
mandatory
ask
again.
I
Some
of
that
is
about
the
messaging
that
comes
out
alongside
that,
with
the
sort
of
the
feedback
from
it.
Some
of
that
is
also
going
to
be
anecdotal.
I
think
there
will
be
sort
of
the
feedback
that
comes
through
through
the
channels
that,
through
John's
recommendations
and
the
work
that
happens,
but
the
other
one
will
come
through
from
what
staff
of
energy
Staff
feel
like
these
are
they're
starting
to
be
involved
in
those
conversations
and
also
I
think
what
will
happen
is
Staff
will
get
asked
a
lot
of
questions.
L
I
And
so
yeah
I
was
expecting
some
sort
of
question
on
this
I
was
actually
I
would
have
been
surprised
if
I
wasn't
I
think
that
what
this
comes
down
to
is
the
ability
to
have
conversations
which,
at
the
heart
of
them,
keep
the
Dignity
of
a
person
centralized
to
it
and
I
think
it's
the
recognition
that
people
can
hold
per
I,
suppose
within
a
workplace
context
is
like
the
people
can
hold
personal
views.
That
might
be
contrary
to
our
kinds
of
values.
I
As
long
as
that
doesn't
impact
in
the
way
they
work
with
other
staff
or
the
way
they
deliver
their
services
in
terms
of
sort
of
The
Wider,
slightly
amorphous
challenge
comes
around
it.
Some
of
that
is
about
the
recognition
that
yes,
there
are.
You
know
there
are
culture
differences.
There
are
things
that
happen
across
all
projected
characteristics
that
crossover
into
cultural
areas
that
cause
complexity.
I
Thinking
about
recognizing
that
experiences
are
valid
and
subjective,
and
it's
difficult
work
I'm,
not
pretending
that
you
know
this
is
going
to
be
something
we're
going
to
like
nail
us
on
in
six
months.
I
think
that
it's
a
journey
of
learning
and
we
have
to
create
those
places
of
people
being
able
to
have
those
conversations
and
to
go
well
in
my
culture.
You
know
this
isn't
horrible.
I
A
I
know
members
will
want
to
talk
about
this
further
I'm
going
to
close
this
item
because
of
time,
but-
and
we
can
talk
about
work
program
again
later,
but
I'd
just
really
like
to
thank
particularly
so
Council
Harlan,
John,
Tom
and
Neil
for
coming
and
listening
with
us,
but
even
more
special
thanks
to
obviously
our
staff
networks.
Who've
come
today
to
speak
to
us
everything
you've
said
today
will
be
minuted,
and
so
it
will
be
on
the
public
record.
So
even
so,
so
that's
definitely
will
be
heard.
A
I
know,
I
haven't
given
them
a
chance
to
respond
in
the
moment,
hopefully
understand
the
time
issue,
but
I'm
sure
John
will
be
on
it
and
we'll
respond
I
guess
both
to
the
board
and
also
to
you
as
staff
networks.
If
that's
okay
and
yes,
a
massive
thank
you
for
time
and
taking
the
time
to
think
about
this,
so
you've
talked
about
your
time.
A
Challenges
we've
taken
a
morning
this
morning,
out
of
your
time
to
come
and
speak
to
us
and
obviously
you've
done
more
homework
in
the
background
for
the
reports
in
the
paper.
So
that's
really
appreciated.
So,
thank
you
very
much
so
now
we're
gonna
have
a
little
bit
of
a
move
around
I'm
afraid
everyone
who's
who's
watching
at
home,
I'd
like
to
welcome.
A
In
particular
the
three
of
my
fellow
scrutiny
chairs
have
come
to
this
next
item,
which
is
on
the
evolution
when
they
get
to
the
table,
allow
them
to
introduce
themselves
I,
also
understand
the
lead
of
the
council.
James
Lewis
is
here
as
Deputy
Mayor
today
to
speak
to
us.
So
once
the
new
people
have
joined
the
table,
I
allow
them
in
to
introduce
themselves.
A
Okay,
so
we're
we're
back:
okay,
I'll
start
with
we'll
start
with
councilor
trustful
and
move
down
for
the
people
who
just
do
on
the
table.
Thank
you.
A
He
hasn't
gotta.
Take
it.
Okay,
we're
coming
now
we're
getting.
There.
Debbie's
had
a
lot
of
a
lot
of
changes
of
places;
okay,
maybe
we'll
start
with
councilor
Lewis.
At
the
other
end
and
we'll
we'll
work
around
to
councilor
trustworth.
S
Hi
I'm,
not
a
council
officer,
James
Lewis,
leader
of
the
council,.
A
Thank
you
very
much.
The
the
reason
the
screening
chairs
have
also
come
to
listen
to
the
debate
today
is
because
Devolution
obviously
has
a
huge
cross-section
across
all
aspects
of
the
council.
So
we
understand
is
Martin
wants
to
start
by
introducing
the
paper,
just
just
as
I
usually
say,
assume,
we've
all
read
the
report
and
if
there's
anything
in
particular,
you
want
to
draw
out,
please
feel
free
to.
U
Yeah,
thank
you.
Chair
I
mean
the
report
in
front
of
you
gives
an
overview
of
the
Devolution
position,
which
was
announced
in
the
budget
on
the
11th
of
March
2020,
with
the
final
consenting
order
being
granted
in
January
2021
as
a
Devolution
deal,
it
locked
more
than
1.8
billion
in
funding
over
the
next
30
Years.
This
includes
38
million
a
year,
which
is
not
inflation
linked
to
gain
share
funding
which
is
split,
25
capital
and
75
percent
Revenue.
U
The
council,
also
the
combined
Authority,
also
was
took
a
decision
to
take
on
additional
non-transport
borrowing
Powers
through
separate
legislation
and
in
December
2021.
The
government
informed
the
combined
authority
of
its
intention
to
lay
a
draft
order
in
Parliament
on
this
matter
in
January
2022..
U
So
what
the
report
then
does
is
it
covers
the
position
with
regards
to
the
funding
position,
the
partnership
working
the
proposals
around
a
single
investment
fund,
but
recognizing
that
some
of
the
funding
is
ring
fenced.
It
covers
the
West
York
touches
on
the
West
Yorkshire
investment
strategy,
which
sets
out
the
combined
authorities,
six
investment
priorities
for
the
single
investment
fund
and
is
used
to
direct
resources
over
an
Ingrid
investment
period.
U
U
It
highlights
some
of
the
key
benefits
and
outcomes
that
have
followed
since
the
Devolution
deal,
including
the
work
of
the
Inwood
investment
team
and
the
combined
Authority,
who
work
very
closely
with
lead
city,
council
and
other
West
Yorkshire
districts
in
bringing
Channel
4
to
the
city,
the
Leeds
public
transport
investment
program,
which
is
175
million
pounds
of
investment
that
has
been
delivered
through
a
partnership
approach
of
the
city
council
and
the
combined
Authority
and
the
delivery
of
the
European
structural
investment
fund
also
covers
the
38
million
gain
share
and
in
particular,
how
that's
been
used
to
provide
capacity
funding
within
the
city
council,
with
1.7
million
in
2021
and
633
000,
each
Financial
Year
from
24
and
25..
U
There's
other
detail
on
funding
in
the
report
chair.
But
if
I
leave
it
there
and
happy
to
open
it
up
for
questions.
A
W
Yes,
chair.
Thank
you
very
much
for
inviting
us
as
chairs
of
scrutiny,
boards
and
the
opportunity
to
ask
questions
I'd
like
to
start
off
by
saying
that,
although
the
report
does
indicate
we
get
reports
to
our
scrutiny
board
about
the
progress
of
the
evolution,
I,
don't
think
any
of
them
summarize
that,
as
as
well
or
as
cogently
as
this
report,
so
I'm
very
thankful
and
I'm,
even
tempted
to
suggest
that
it
is
referred
to
other
scrutiny.
W
Broads
my
foot,
my
first
question,
Pages
50,
to
52
outline
the
amount
of
funding,
that's
coming
into
West
Yorkshire
and
indicates
how
some
of
that
has
been
distributed
to
various
districts.
I
think
it
would
be
useful
if
we
had
a
breakdown
of
the
overall
funding
and
what
has
been
apportioned
to
all
the
districts.
I'm,
not
suggesting
that
Leeds
is
getting
a
a
better
or
a
worse
share
than
anyone
else,
but
I
think
it
would
help
to
put
it
in
some
overall
context.
W
My
next
question
really
relates
to
areas
of
concern,
my
own
scrutiny,
but
and
its
transport,
and
particularly
the
investment
in
a
mass
transit
system.
We
all
know
we've
no
need
to
rehearse
all
the
problems
we've
got
in
Leeds
because
of
the
absence
of
it.
W
An
integrated,
coherent,
affordable
and
reliable
transport
system
and
unconscious,
for
example,
that
we're
going
to
be
building
a
lot
more
new
housing
and,
if
that's
not
connected
in
some
way
and
the
occupants
are
not
connecting
in
some
way
to
bus,
rail
and
in
future
mass
transit,
then
we
will
run
the
risk
of
generating
more
car
usage,
which
clearly
is
something
giving
our
climate
emergency
approach.
We
would
want
to
avoid.
So
my
question
is:
how
much
autonomy
have
we
got
over?
W
The
use
of
this
current
funding,
which
is
I
think
is
the
report
indicates
upfront
rather
than
somewhere
down
the
line
for
onto
a
better
expression.
Are
we
autonomous?
How
much
can
we
do
within
the
funding
envelope?
That's
currently
available
to
us,
and
will
we
have
to
seek
further
government
approvals
and
funding
in
order
to
to
continue?
W
My
next
question
again
is
another
one
that
exercises
my
scrutiny
board
and
it
relates
to
affordable
housing
and
I.
Know
team
pay
at
page
52,
paragraph
39,
that
there
is
reference
to
resources
that
have
been
made
available,
I,
suppose
my
question
is
there?
We
we
clearly
do
need
more
affordable
housing
in
the
city,
we're
just
about
meeting
our
in-ear
Target
for
affordable
housing,
but
we're
not
making
any
reeling
roads
into
the
historic
backlog
of
affordable
housing
targets.
W
W
My
final
very
brief
question
is
I'm,
conscious
that
at
least
one
mayoral
Authority
as
assumed
responsibility
for
NHS
services
and
while
I
can
see
some
of
the
potential
advantages
and
benefits
of
that
I'm
sure
we
need
to
be
very
careful
about
assuming
responsibility
and
blame
for
an
NHS
which
is
obviously
in
such
a
powerless
state.
T
And
chair
so
I'll
I'll
kick
off
if
a
million
questions
around
the
autonomy
with
funding
and
then
Martin
will
pick
up
on
the
housing
issues.
So
the
I
think
the
straightforward
answer
is
that
we
have
variable
amounts
of
autonomy
depending
on
the
the
nature
of
the
funding
that
is
coming
in
to
be
spent
on
on
transport
and
I'll
limit.
T
My
answer
to
that
so
that
which
we
have
most
autonomy
over
is
the
funding
that's
described
in
the
paper
as
gain
share
that
that
funding
is
still
subject
to
to
two
particular
processes.
The
first
is
a
five-year
five-yearly
Gateway
review
with
with
the
government
that
ensures
that
we
are
spending
the
funding
in
accordance
with
good
value
for
money
principles,
and
the
second
is
the
requirement
that
all
of
that
funding
is
spent
through
the
combined
authorities,
Assurance
framework,
which
is
referenced
in
the
in
the
paper.
T
I'm
sure
we
can
come
back
to
that.
That
said,
then,
then,
then,
the
limits
of
the
funding
are
around
the
the
the
essence
of
its
objectives.
Around
the
Devolution
deal
itself,
which
is
around
promoting
economic
growth
and
being
aligned
with
the
economic
priorities
of
the
combined
Authority
and
finally,
that
the
funding
is
spent
according
to
whether
it's
capital
or
revenue
and
for
us
75
of
the
game
share
funding
is
revenue
which
is
a
an
achievement
through
the
Devolution
deal.
T
So
we've
got
that's
where
we've
got
the
most
amount
of
flexibility
for
the
other
funds,
such
as
City
Regional,
sustainable
transport
fund,
which
is
a
five-year
largely
Capital
program.
That
funding
is
subject
to
a
detailed
business
case
that
had
to
be
a
subject
that
we
submitted
over
the
course
of
the
last
18
months,
and
we
are
quite
constrained
in
that
it's.
It
is
intended
to
be
spent
on
the
projects
that
were
named
set
out
in
that,
and
that's
where
the
200
million
pounds
for
mass
transit
is
set
up
within
that
funding
framework.
T
So
so
we
would
very
much
like
through
further
Evolution,
to
have
more
flexibility
with
funds
like
crsts.
But
as
the
paper
points
out,
its
benefit
is
that
it
is
multi-year
and
it
does
give
us
a
degree
of
Freedom
within
within
the
projects
that
is
set
out
within
it,
which
enables
better
better
resource
planning
over
a
multi-year
period.
The
the
final
fund,
that's
probably
relevant,
is
something
called
the
basic
or
the
the
bus
sustainability
Improvement
program.
T
That
funding
is
is
predominantly
Revenue,
where
it's
come
to
the
to
the
combined
Authority
and
partners
and
again
that
is
subject
to
a
business
case
and
the
and
the
the
funding
that
was
set
out
for
specific
purposes
within
that
business
case.
So
I
think
the
reality
is
that
we
are
fairly
constrained.
Despite
the
fact,
these
have
evolved
funds
with
very
much
and
continue
to
argue
the
case
for
greater
Devolution
and
great
ability
to
use
those
funds
more
flexibly
in
their
deployment,
but
I,
hopefully
that
that
answers
your
question.
Thank
you.
U
Yeah,
thank
you.
Chair
I
mean
in
terms
of
the
affordable
housing
position,
as
you
outlined,
councilor
trustworld
there's
some
detail
in
paragraph
39,
which
outlines
the
89
million
pounds
of
funding
that
the
combined
Authority
has
through
is
Brownfield
housing
fund
in
terms
of
the
numbers
presented
broadly
Leeds
is
in
the
process
of
securing
about
42
million
of
that
to
date,
which
is
ahead
of
pro
rata.
U
If
you
said,
Leeds
was
about
35
per
capita,
we're
actually
doing
better
than
per
capita
in
securing
those
monies,
and
certainly
in
terms
of
the
Leeds
position
where
last
year,
as
you
know,
we
delivered
595,
affordable
houses,
which
is
above,
as
you
say,
the
in-ear
need,
but
not
the
total
need
of
about
1200
new
houses,
but
using
this
funding
from
the
Brownfield
housing
fund
through
the
combined
Authority,
alongside
strategic
Grant
from
the
housing
from
homes
England
and
monies
and
monies
that
we
apply
ourselves
in
terms
of
our
community,
some
section
106
and
our
own
self
build
that
gives
us
a
pathway
to
about
750,
affordable
homes
per
annum
over
the
next
three
years.
U
T
Thank
you
just
just
to
add
to
Martin's
response
and
back
to
flexibility.
The
the
Devolution
deal
secured
a
fund
called
the
the
housing
Revenue
fund,
which
was
a
revenue
fund
that
allowed
the
housing
teams
across
the
local
authorities
to
to
essentially
look
at
development
sites
and
bring
them
to
the
case
to
the
point
where
they
were
developable
propositions
and
that
that
funding
has
been
dispensed
and
used
since
the
time
of
the
deal.
T
T
The
Brownfield
housing
fund
is
is
an
example
of
a
classic
kind
of
government
fund
that
comes
with
a
fair
degree
of
constraint,
the
key
one
being
that
the
projects
have
to
demonstrate
a
positive
value
for
any
BCR
case.
T
The
challenge
with
that
is
that,
by
definition,
these
are
sites
that
are
that
are
challenging
and
that
that
constraint
is
preventing
us
from
developing
and
in
perhaps
more
significantly,
it's
preventing
developers
coming
forward
with
the
best
possible,
affordable
homes
offer
within
them,
because
they're
trying
to
make
the
business
case
stack
up
so
again,
the
Brownfield
housing
fund
is
one
where
we
are
encouraging
government
quite
hard
to
give
more
flexibility
to
make
the
money
work
harder
within
West
Yorkshire.
S
And
just
on
the
health
service
question
Council,
Trussell
I
think
greater
Manchester
picked
up
the
health
services
part
of
the
their
Devolution
deals
from
six
or
seven
years
ago
in
terms
of
a
different
relationship
to
the
Health
Service
than
they
had
at
the
time.
I.
Think
since
then,
probably
some
of
the
reforms
have
taken
place
in
NHS
mean
through
the
integrated
care
system.
Our
relationship
with
the
health
service
now
is
closer
to
what
greater
Manchester
have
than
it
was
at
the
time.
S
So
and
again,
I
would
be
from
a
very
political
position:
skeptical
not
of
working
with
the
health
service,
because
clearly
the
health
services
exactly
the
same
residence
as
we
do
as
a
council.
There's
lots
of
areas
particularly
around
the
sort
of
positive
promotion
of
of
Health,
the
lifestyles
that
we
can
do
together,
but
I
would
I'd
be
reluctant,
perhaps
to
go
further
down
the
line
than
we
are
in
terms
of
the
integrated
care
system.
At
the
moment,.
J
Thank
you
chair
just
to
add,
on
the
last
one
I
just
did
a
letter
review
of
Greater
Manchester's,
combined,
Authority
and
I.
Think
the
new
Arrangements
on
the
ICS
do
change
the
the
dynamic
a
bit
in
terms
of
that
that
agenda
and
just
totally
endorse
the
the
leaders
position.
We've
consistently
thought
over
this
side
of
the
Penn
lines
that
it
was
probably
better
for
us
to
focus
on
economy,
transport
skills,
which
is
the
the
CEO's
current
agenda
and
just
to
add
to
support
Ben's
comments.
J
In
a
way,
maybe
we
can
say
things
slightly
differently
at
times
to
the
CIA
who
gets
the
the
money
direct
from
government.
J
You
know,
I
I,
do
think,
there's
a
very,
very
strong
case
for
simplifying
the
funding
streams,
having
more
of
an
investment
plan
approach
that
certainly
ourselves,
West,
Midlands,
greater
Manchester
and
others
are
pressing
for
and
I
think
the
mara
autonomy
and
flexibility
we
can
get
given
that
it
is
now
a
democratically
elected
tier
of
government
in
the
way
way
that
it
wasn't
previously,
the
better
and
and
the
better
results
that
we'll
be
able
to
get.
V
Right
I
apologize
to
the
rest
of
the
committee,
while
I'm
coming
in
too
early
after
about
meeting
at
12
o'clock,
so
I'm
going
to
be
leaving
after
this,
but
the
two
questions
I've
got,
there's
a
number
of
others,
but
I'll
keep
it
to
those
two.
How
on
paragraph
nine,
how
do
I
as
a
scrutiny,
chair
and
I
walk
with
the
particular
the
one
on
the
climate,
emergency
and
environment
committee?
V
How
can
I
so
to
make
sure
that
my
scrutiny,
rule
I,
know
what's
happening
in
waika,
so
I
can
make
sure
that
there
is
synergy
between
the
two
organizations
and
secondly,
although
not
specifically
mentioned
here,
Allison
law
has
been
to
my
scrutiny
board
to
talk
about
policing
and
crime,
which
was
welcome.
V
But
we
do
have
some
concerns
that
the
police
and
crime
panel
doesn't
seem
to
have
as
much
teeth
as
it
probably
could
do
in
order
to
hold
policing
in
general,
not
necessarily
the
deputy
mayor
or
the
mayor
to
be
exact,
just
more
policing
in
general.
Is
there
anything
that
we
can
do
to
beef
up
the
policing
crime
panel
and
how
can
I
work
with
these
committees?.
T
And
thank
you
for
those
questions.
Cancer
Anderson,
so
how
to
work
with
with
other
scrutiny
chairs,
so
the
the
the
three
combined
Authority
scrutiny
committees,
all
publish
four
plans
and
I'm
sure
the
chairs.
T
Those
committees
will
be
more
than
happy
to
talk
to
to
chairs
of
faculties
in
local
authorities
the
it
says
it's
been
quite
a
live
issue
in
terms
of
how
do
we
ensure
efficiency
in
terms
of
the
the
topics
that
scrutiny
committees
look
at
when
projects
often
span,
then
they
might,
they
might
be
financially
accountable
within
the
combined
Authority,
but
they're
delivered
locally.
So
what's
the
right
balance
of
of
screening,
how
does
that
best?
Get
taken
forward?
T
Personally,
I
think
that
there's
a
need
for
the
scrutiny
Chase
to
come
together
and
kind
of
work
out,
what's
going
to
work
most
successfully
and
and
we're
happy
to
to
facilitate
that
if
that
would
be,
that
would
be
helpful,
but
certainly
the
the
information
about
what
the
what's
this
the
combined
Authority
scrutiny
committees
are
looking
at
is
is
available.
I'm
sure
the
community
chairs
would
share
that
with
you
on
the
police
and
crime
panel.
I
suggest
I'll.
T
Take
that
away
and
come
back
with
a
with
with
any
thoughts,
because,
as
you
know,
there
is
a
the
relationship
between
accountability
of
the
police
and
the
police.
You've
Constable
to
the
mayor
and
the
deputy
Deputy
for
police
and
crime,
and
then
them
subsequently
to
the
PCP
is
a
complex
one.
And
we
can
come
back
to
you
with
some
thoughts
on
that.
S
I
think
again,
just
in
terms
of
the
Committees,
obviously,
the
council
represented
on
all
all
the
Committees,
so
there
is
a
there
is
a
a
link
where
there's
always
an
appropriate
person
on
on
the
Committees
and
the
scrutiny
committees
as
well
I
mean
like
Ben,
says
there
is
a
challenge
around
getting
the
right
level
of
scrutiny,
but
also
making
sure
we're
clear
around
the
the
need
to
I
need
to
recognize
a
lot
of
the
work
that
we
do.
S
Some
of
the
work
the
combined
Authority
does
sort
of
exclusively
on
its
own,
with
Partners
in
the
region,
some
of
the
work
they
do
with
us
as
a
counselor
being
clearer
around
people
not
feeling
shut
out
members
not
feeling
shut
out
of
that,
because
some
things
happen
that
they're
not
they're,
not
aware
of
so
again.
It's
it's
certainly
I
think
that's
definitely
a
work
in
in
progress.
D
You
need
something
that
Tom
mentioned
before
about
funding
streams.
My
understanding
of
the
Devolution
process
is
that
it
should
streamline
this
kind
of
stuff.
That's
certainly
on
major
schemes.
D
There's
a
comment
in
the
report
here
about
the
Assurance
processes
of
the
combined
Authority,
which
can
actually
lead
to
delays
into
the
liberty
of
of
major
schemes
and
I.
Just
wonder
you
know
how
that
fits
in
with
the
streamlining
of
of
of
the
funding
that
we're
supposed
we
were
anticipating
and,
secondly,
what
what
other
functions
of
the
three
or
the
four
oversight,
committees
and
security
boards
that
you
have
there.
T
I
think
those
questions,
Council
Flynn,
so
I
do
with
the
Assurance
framework
first.
T
So
your
comment
was
that
these
processes
designed
to
to
streamline
so
the
The
Benchmark
there,
is
that
the
the
major
projects
that
we
are
talking
about.
One
of
the
benefits
of
devolution
has
been
that
they
are
now
considered
within
the
local
Assurance
framework
So
within
the
West
Yorkshire
Assurance
framework.
Then
then,
that
from
central
government
and
essentially
what
that
allows
us
to
do
is
to
give
kind
of
Target
periods
of
time
in
which
the
assessment
of
the
business
cases
and
the
approval
process
would
take.
T
We
measure
that,
in
terms
of
weeks,
it
can
be
as
as
quick
as
four
weeks
it
can
be
slightly
longer.
The
difference
is
when
that
was
done
through
Central
governments,
particularly
in
the
department
for
transport
and
their
their
major
scheme
policy.
There's
no.
T
There
was
no
time
or
service
level
agreements
as
to
how
long
that
would
take
given
and
often
projects
would
be
submitted
into
the
department
appraisal
framework
and
and
be
there
for
be
there
for
quite
some
time
and
they'll
often
also
major
reviews
of
the
major
Capital
programs
within
the
DFT.
That
would
also
add
to
delays.
T
So
what
we're
able
to
offer
by
doing
it
within
the
West
Yorkshire
context,
is
a
system
where
it's
much
more,
there's
much
greater
certainty
about
how
long
the
time
will
take
and
what's
required
and
there's
no
unknowns,
and
that
does
definitely
lead
to
streamlining
and
it
allow
allows
the
teams
that
other
project
sponsors
to
plan
and
get
their
projects
through
the
process
as
efficiently
as
possible,
and
perhaps
a
good
example
of
that
would
actually
be
some
schemes
that
were
funded
through
through
the
Cabana
Authority,
but
were
actually
in
York.
T
D
The
could
I
just
come
back
on
those
on
the
first
point.
First
yeah
I
absolutely
agree.
We
we've
removed
the
Dead
Hand
of
government,
basically
it
it
must
speed
things
up,
whichever
governments
in
power,
what
I
don't
want
is
to
substitute
the
Dead
Hand
of
government
for
the
Dead
Hand
of
the
of
the
combined
Authority,
and
this
Council
has
expressed
concern
about
about
this
and
I
just
wondered.
You
know
what
the
response
to
that
concern
had
actually
been.
T
Thank
you
so
I
think
I
think
twofold.
The
the
Assurance
Frameworks
are
designed
essentially
to
to
to
answer
the
question:
what's
going
to
be
produced
from
the
project
and
does
it
offer
good
value
for
money
and
we're
always
trying
to
make
those
processes
as
efficient
and
as
effective
as
possible?
T
Some
of
the
some
of
the
reasons,
therefore,
that
you
want
Assurance
to
be
to
be
done
is
to
provide
local
assurance
that
this
the
projects
are
good
value
for
money,
and
that
does
require
everybody
to
be
working
understanding
that
that's
those
are
the
The
Upfront
requirements
and
that's
not
always
been
the
case,
and
it's
getting
more
the
case
now
that
the
Frameworks
become
more
embedded
in
the
way
that
all
Partners
are
doing
this
work.
T
The
reason
that
we
have
to
do
this
work
through
the
Assurance
framework
is
because
we
we
are
accountable
to
central
government
for
the
money
that
is
spent
through
the
combined
Authority
and,
as
I
said
earlier,
on,
the
the
the
all
the
funding
that
was
secured
through
the
Devolution
deal
has
to
use
our
Assurance
framework.
That
Assurance
framework
is
itself
assessed
by
government,
so
they
assess
the
framework
and
our
framework
has
scored
well
with
and
therefore
it's
trusted
and
it's
credible
with
government,
and
indeed
we
are.
T
We
are
often
approached
by
other
command
authorities
because
of
the
the
quality
of
the
Assurance
framework,
the,
but,
and
that
credibility
adds
adds
value
to
us
as
as
we're
sure
it
enables
government
to
have
more
trust
in
our
expenditure
and
that's
a
good
thing
and
that's
you
know
that
is
helpful
when
we're
bidding
for
for
further
funds,
we're
always
trying
to
make
that
process
as
effective
as
efficient
as
and
as
effective
as
as
possible
and
I.
Think
as
we
as
we
mature
as
a
partnership,
that's
becoming
more
and
more
evident.
J
Yeah
I
was
just
gonna
say
that
I
think
you
know,
Ben's
described
it
really
well,
I
again,
I
would
say
the
ideal
for
us
is
that
we're
accountable
now
in
the
region
through
the
mayor,
who's,
directly
elected
and
through
you
know,
the
councils
who
are
elected
as
well
for
for
the
work
that
comes
through
the
combined
Authority
and
and
the
ideal
for
me,
is
that
we
get
more
autonomy
and
more
but
more
ability
to
not
have
to
for
them
not
have
to
have
to
account
to
Whitehall
for
work
that
is
mandated
and
delivered
here.
J
So
I
think
we're
making
the
best
of
a
system
that
is
is
difficult
where
you've
got
to
you've
got
to
effectively
account
two
ways
you
know
both
to,
as
you
know,
Ben
and
his
team
too,
to
White
all
the
ministers,
but
also
to
the
mayor
and
and
her
team,
so
I
think
it's
good.
It's
good
question
for
the
committee
to
continue.
T
Shall
I
come
back
on
the
the
Committees?
So
yes,
on
page
48
of
the
report,
there
are
four
committees
set
out:
I
guess
in
in
short
governance
and
audits
overseas,
the
the
command
authorities,
governance,
finance
and
oversight
functions.
T
The
corporate
scrutiny
looks
at
our
budgets
and
business
planning
and
corporate
matters,
so
it's
equivalent
to
the
to
the
committee
here
this
morning
the
economy
scrutiny
committee
deals
effectively
with
the
Committees
in
the
bullet
points
in
Para,
nine
that
deal
with
the
economy
and
and
business
elements.
So
that's
business
economy
and
Innovation,
climate,
energy
and
environment,
culture,
Heritage,
sport,
employment
and
skills,
and
the
transport
and
infrastructure
committee
deals
with
Place
regeneration
with
the
with
transport
committee
projects.
T
D
Thanks
Tom
for
that
qualification,
it's
tough
at
the
top
I
know.
I
can't
wait
to
get
there
really
I
I,
don't
think
I
heard
a
response
to
the
concerns
that
were
expressed
by
Leeds
Council
about
the
the
funding
and
the
time
it
was
taking.
D
I,
don't
want
you
to
carry
on
here
today
about
it,
but
next
time
we
have
a
report
here.
I
perhaps
would
like
an
update
from
Leeds
Council
about
what
their
views
are
on
the
on
the
funding
and
time
it's
taken
to
get
these
schemes
through.
Thank
you.
T
Very
just
very
briefly
to
say
that
we
do
review
the
Assurance
framework
and
it's
currently
undergoing
a
review
that
is
looking
explicitly
and
taking
Partners
views.
So
so
it
might
be
helpful.
Is
we're
happy
to
supply
something
that
demonstrates,
or
that
shows
the
views
Upon
Us,
and
how
we've
taken
those
on
board.
I
I
would
say
that
the
Leeds
has
the
most
projects
in
our
insurance
framer
than
of
any
Partners,
including
the
combined
Authority,
and
seems
to
successfully
navigate
them
in
terms
of
getting
its
projects
through.
A
Thank
you
and
we'll
okay.
S
I
think
it's
worth
reflecting
as
well
to
have
some
of
the
points
Ben
made.
You
know
the
combined
Authority
or
we
still
get
very
much
challenged
by
central
government
on
what
projects
we're
pursuing
and
and
and
how
they
are
being
pursued
and
I
do
think.
I
do
think
get
into
that
position.
S
Every
time
we
have
a
government
minister
in
Leeds
I,
always
try
and
emphasize
the
projects
like
the
certain
Park
and
Ride,
which
has
won
many
awards,
was
delivered
on
time
and
on
budget,
and
perhaps
we
could
be
just
a
little
bit
more
trusted
with
with
money,
given
our
given
our
record
working
with
the
combined
Authority
on
delivering
transport
schemes
and
that
sort
of
goes
back
over
quite
a
long
time.
S
So
it
is
a
like
I
say
when
we've
when
I've
sat
down
with
officials
and
others
and
and
and
and
gone
you
know
and
gone
through
our
asks
for
more
funding
and
and
sort
of
the
challenge
back
about.
Why
you're
doing
this
that
and
the
other
I
do
think
we
are.
We
do
have
a
good
record.
We
do
need
to
be
a
little
bit
more
trusted
that
we
know
what
we're
doing.
We
don't
need
to
be
debating.
S
Perhaps
every
kilometer
of
bus
lane,
with
officials
from
the
center
of
a
government
to
be
able
to
deliver
successfully.
K
Thanks
Minds
about
the
Devolution
deal
when
it
came
out,
I
was
a
little
bit
concerned.
It
sounds
good
1.8
billion,
but
over
30
years
and
I
did
think
30
years
time.
What's
what's
that
term,
38
million
going
to
be
worth
and
that
at
the
time
I
think
inflation
was
two
two
percent
of
that
thereabouts.
Obviously,
inflation
is
now
11
percent.
K
Have
we
forwarded
our
the
likely
value
of
that
money
and
even
five
ten
years
I
know
you
can't
predict
inflation
over
too
long
a
period,
but
it's
certainly
going
to
be
above
probably
around
five
percent
for
the
next
three
or
four
years.
I
would
imagine
and
the
impact
of
that,
because
it's
going
to
feel
to
me
like
more
austerity
on
top
of
austerity
for
this
funding
and
what
we'll
be
able
to
to
do
with
it,
and
it's
75
revenue,
of
course,
so
that
could
have
some
significant
implications.
K
S
I
think
the
38
million
was
more
per
person
than
most
Evolution
deals
at
the
time.
Be
absolutely
right.
We
were
you
know
it
is
a
concern
it's
not
linked,
but
to
inflation.
We
thought
that
might
show
itself
over
a
longer
period
of
time
than
it
has
would
stop
the
current
economic
chaos
we
have
at
the
moment
and
and
you're
absolutely
right.
Council
Rich
you,
knowing
inflation,
you
know,
rampant
inflation
is
reduces
the
value
of
money
as
much
as
Service.
Reductions
of
funding
can
do
so.
S
It
is
something
that
is
concerning
and
again
some
of
the
impacts
of
inflation
on
things
like
construction
costs
as
well
for
Capital
elements
of
the
program
is
concerning,
so
it
is
a
I
mean
I'd
hate
to
get
in
a
position
where
we
go
back
to
and
Ben
touched
on
sort
of
some
of
the
old
schemes
you
used
to
have
to
go
to
where
we're
applying
to
government
for
money
all
the
times,
and
you
feel
you're
kind
of
a
little
more
than
a
glorified
novel
in
ease
competition
with
other
parts
of
the
country
or
other
competing
schemes
around
how
to
get
money
out.
S
So
I
do
hope
that
does
get
reflected
in
the
long
term
and
I'm
going
to
come
back
to
one
repeat
what
I've
said
last
time,
but
actually
there's
lots
of
areas
where
we
show
we
can
really
successfully
spend
money
and
deliver
projects,
both
capital
projects
in
West
Yorkshire
and
some
of
the
some
of
the
economic
growth
working
with
high
growth,
Industries
and-
and
things
like
that.
So
there
is
lots
of
evidence
we
can
do
it
successfully
in
West,
George
I
hope
that
gets
taken
into
account.
T
Just
to
just
to
add
to
councilors's
response,
so
so,
yes,
we
have
estimated
that
the
the
game
chair
over
over
the
time
period
would
probably
equate
to.
If
you
take
out
inflation,
it'd
be
more
like
1.1
billion
pounds.
If
you
add
in
current
inflation
projections,
it
becomes
less
than
700
million.
So
this
is
a
it's.
A
massive
hit,
no
Devolution
deal
gain.
Share
amounts
have
been
index
linked.
T
That's
just
one
of
the
challenges
that
we
that
we
face
and
we're
very
much
hoping
that
the
next
round
of
of
devolutionary
movement
from
government
for
existing
mayoral
areas
will
be
towards
more
flexibility
with
the
funding
that
comes
particularly
a
greater
mention.
The
West
Midlands
that
have
something
called
Trailblazer
status
are
both
looking
towards
seeking
single
pot
settlements
with
government
and
have
more
freedom
as
a
result
of
that.
L
Thank
you
to
ask
about
the
adult
education
budget.
We've
had
a
full
year
of
devault
funding
and
I.
Just
wondered
if
you've
done
any
evaluation
about
the
impact
has
it
improved?
Does
it
link
to
the
Future
skills
commission
policy
that
will
put
in
place
and
plans
going
forward
really,
particularly
about
communities
identifying
their
priorities,
which
I
know
is
one
of
the
nine
priorities
from
that
report?
T
Thank
you
that
question
so
so.
The
first
year
of
adult
education,
budget
funding
was
very
much
a
lift
and
shift
of
the
arrangements
from
from
central
government
to
to
West
Yorkshire
to
the
to
the
combined
Authority.
T
The
main
changes
that
were
made
in
that
first
year,
therefore,
were
about
rationalization
and
a
kind
of
tougher
look
at
the
quality
of
those
contracts
that
were
let
into
so
that
has
resulted
in
a
reduction
in
the
overall
number
of
of
contracts,
which
is
a
good
thing
in
the
sense
that
we
now
have
something
like
a
number
of
providers
reduced
down
from
100
to
about
to
about
38.40
or
thereabouts
and
more
more
of
those
are
West
Yorkshire
based.
T
The
the
challenge
that
aeb
faces
at
the
moment
as
a
funding
stream,
is
the
the
upward
inflationary
pressure
on
Intervention
rates,
and
so
that
the
you
know
the
current.
The
current
issue
is:
how
do
we
maintain
the
numbers
of
Learners
that
come
out
of
the
system,
and
and
where
can
we
find
additional
funding
to
increase
the
numbers
of
Learners,
given
the
cuts
that
further
education
has?
Has
faced
while
still
ensuring
that
Fe
providers
remain
viable
and
remain
focused
on
the
needs
of
the
of
the
labor
market.
T
One
of
the
early,
though
tangible
benefits
from
aeb
itself,
has
been
to
be
able
to
use
some
of
the
flexibilities
that
come
with
local,
the
local
devolved
arrangements.
So,
for
example,
current
the
national
AV
rules
don't
intervene
above
those
that
are
on
the
minimum
wage
and
in
West
Yorkshire
we've
been
able
to
increase
that
eligibility
to
those
on
the
living
wage
as
well.
So
it
does
put
more
more
potential
Learners
into
scope,
and
it's
through
tweaks
like
that.
T
L
Foreign
just
ask
another
question
around
how
it's
planned
to
communicate
that
within
communities
and
I'm
thinking
of
some
of
the
smaller
groups
who
perhaps
could
operate
some
subcontracting
Arrangements
because
I've
looked
in
the
the
funding
rules
for
22-23
and
it's
not
really
explicit.
Is
it
about
the
subcontracting,
particularly
with
the
non-grant-based
community
funding.
So
I
think
that's
quite
interesting
because
that
could
maximize
learner
numbers,
foreign.
T
I
think
that's
a
great
question,
because
one
of
the
themes
I,
think
that
we
have
in
the
command
Authority
is,
is
how
do
we
communicate
effectively
into
into
communities
when
we
don't
have
the
networks
often
to
do
that?
Those
and
then
kind
of
the
owner
of
those
relationships
are
often
the
local
authorities
and
that's
the
right
place
for
those
relationships
to
be
so.
How
do
we
provide
those
interfaces
and
how
do
we
ensure
the
cascading
of
information
across
and
into
those
into
those
Partnerships?
T
L
You
and
perhaps
we
as
members
could
be
and
try
not
to
look
at
James
when
I
say
this
could
be
involved
in
cascading,
some
of
that
within
our
own
worlds
and
the
links
that
we
have
in
communities.
S
Yeah
I
very
much
think
so.
It's
I
mean
a
b
is
very
much
I
would
characterize
more
as
decentralization
and
evolution
and
and
as
Ben
said
we
picked
up.
I
mean
it
on
paper.
It
looks
like
a
huge
amount
of
money.
S
In
effect,
it
was
picking
up
a
lot
of
existing
contracts
that
the
DWP
used
to
manage
one
of
the
things
so
I'm
chair
of
the
employment
and
skills
committee,
one
of
the
things
as
Benny's
aware
I'm,
very
keen
that,
as
we
move
forward
with
with
a
being
is
like
I
say
it
is
one
that
that
we
hopefully
will
get
more
and
more
benefit
out
of.
S
We
are
getting
a
getting
a
a
multi-sided
view
of
that
funding.
So
the
providers,
of
course,
are
really
important.
S
S
S
It
is
something
that,
as
we
sort
of
Ben
described
it
as
a
lifting
shift,
I've
moved
away
from
that
sort
of
really
having
a
West
Yorkshire
Focus.
We
do
that.
It
is
a
b
is
an
interesting
one
for
Combined
Authority,
because
there
is
lots
of
big
providers
in
West
Yorkshire.
Also
as
councils,
we
spend
a
b
we
spend
aeb
as
as
well
so
we're
an
intro
as
well
as
looking
at
how
it's
allocating
work.
S
We
also
spend
some
of
that
money
as
well,
so
we
come
with
it
from
a
number
of
different
positions
as
well,
but
I
do
think
it
is
something.
Certainly
it
certainly
as
we
take
the
work
of
employment
skills
committee
forward.
It
is
getting
that
sort
of
multi
multiple
set
of
views
on
it,
rather
than
just
being
sort
of
a
a
money
in
Money
out
relationship.
U
Yeah,
thank
you.
Chair
I
mean
just
picking
up
on
the
answer
and
the
comments
that
that
Ben
made
as
the
report
outlines
lead.
City
council
has
signed
an
adult
education
budget
funding
agreement
and
that,
through
that,
how
we
deliver
and
engage
with
about
6
000
residents
throughout
the
city
on
their
employment
and
skills
needs
so
I
think
recognizing
the
complete.
U
Your
question
goes
right
to
the
heart
of
the
interface
between
the
city
council
and
the
combined
Authority,
so
chair,
we'll
work
on
that
written
answer
that
will
provide
to
yourselves
and
Alias
with
the
combined
Authority.
On
that
point,
thank
you.
Q
Thank
you
chair.
My
question
is
to
councilor
Lewis
and
to
Tom.
You
did
make
up
in
reference
to
the
National
Health
Service
now
I
do
know.
You
mentioned
the
ICS,
so
can
I
ask
just
for
clarity
in
terms
of
funding,
we're
having
challenges
and
not
just
in
leaves
West
Yorkshire
as
well
in
terms
of
access
to
dental
care
and
oral
health
care,
and
most
of
the
problems
currently
faced
is
from
funding.
S
I
think,
as
going
back
to
council
trustwell's
question,
you
know
there
is
no
involvement
of
the
NHS
in
Devolution
to
West
Yorkshire.
You
know
it's
not
something.
It's
not
an
area
that
the
combined
authorities
involved
in
and
some
specific
questions
are
ones
that
you
know.
The
NHS
is
probably
the
best
place
to
answer
themselves
around
how
they
intend
to
address
those
problems.
I
know
from
emails
from
residency
are
significant
problems,
but
they're,
not
part
of
we've
got
enough
problems
with
the
diva.
S
We've
got
enough
problems
in
the
issues
the
Devolution
is
aiming
to
address
and
we
haven't
taken
on
haven't
taken
on
any
of
the
issues.
The
NHS
needs
to
needs
to
pick
up.
J
Tom
yeah
I
was
just
going
to
add
that
eve,
even
in
the
most
evolved
part
of
the
system,
which
is
greater
Manchester
I,
don't
know
the
absolute
detail
of
this
and
the
answer,
but
I
suspect
I
strongly
suspect
that
the
the
answer
to
that
question
would
go
to
the
ICS
rather
than
the
combined
Authority.
So
even
in
that
system,
where,
on
you
know
in
in
theory,
there
is
a
sort
of
devolved
system
where
NHS
and
care
come
together.
I
don't
think
that's
actually
what's
happened.
Even
over
there.
J
We
we
have
no
current
plans
or
Ambitions
to
try
and
get
similar
similar
Powers
here,
as
the
leader
said
before
foreign.
A
R
Thank
you
chair
and
thank
you
very
much
to
everybody
for
the
introductions
and
information.
So
far
there
has
been
a
major
concern
of
this
panel.
R
In
particular,
that's
been
raised
at
repeated
meetings
by
members
cross
party
about
scrutinizing
the
full-time
mayor
of
West
Yorkshire,
and
that
led
to
me
to
ask
a
question
at
the
last
four
Council
question
number
24
in
relation
to
asking
when
and
how
we
would
be
able
to
scrutinize
the
mayor
of
West
Yorkshire
and
the
reason
I
asked
that
question
was
because,
just
a
few
days
after
our
council
meeting,
there
was
going
to
be
a
finally
a
question
time
or
and
session
with
mayor
brabin
with
Wakefield
Council
I
just
want
to
ask
do
we
have
any
further
details,
because,
unfortunately,
in
that
answer
provided
by
councilor
Lewis,
there
was
no
mention
of
this
Authority
having
any
direct
session
to
address
where
the
mayor
can
address
us,
and
we
can
ask
questions
to
the
mayor.
S
Thank
you,
I
think
it's
worth
pointing
out
in
the
system
set
up
by
the
conservative
government.
Mayors
have
a
mezat
appointed
by
this
Council
they're,
not
appointments
of
this
Council.
They
have
a
direct
mandate
from
residents
in
West
Yorkshire.
That's
how
Mayors
were
set
set
up
to
sort
of
be
step
outside
local
government
I.
S
Do
think
it's
important
that
the
mayor
is
accountable,
though
Tracy
was
here
last
week
for
the
state
of
the
city
meeting
and
hopefully
she'll
come
to
a
full
council
meeting
sometime
next
year
to
as
she
has
done
as
you've
said,
councilor
first
she's
been
to
I
think
she's
been
to
full
councils,
our
executive
boards
at
other
Council,
but
certainly
we'll
look
at
setting
something
up
next
year.
I
think
it's
also
worth
remembering
different
councils
do
full
Council
in
different
ways.
S
I
think
it's
worth
reflecting
that
in
the
last
well,
almost
three
years
since
the
virus
started
I,
think
we've
only
had
two
or
three
what
I
would
lose
describe
as
normal
I've
describe
them
as
a
gendered,
full
Council,
because
I
don't
think
normal
is
quite
the
right
word
to
use
about
full
Council.
But
we've
only
had
three
normal
full
Council
meetings
and
the
rest
of
either
been
affected
by
the
sad
death
of
the
queen
or
for
one
and
the
virus
for
the
rest.
S
So
it's
certainly
something
trace
and
I
are
Keen
to
put
in
place
in
2023.
R
No
thank
you
counselors
for
that
answer,
because
I
appreciate
that
that
wasn't
included
in
his
answer
to
my
question
in
November.
So
I
appreciate
that
situation
and
I
also
would
like
to
say
that
oh
ask
a
quick
question,
which
is
a
concern
that
was
raised
by
a
number
of
counselors
on
Wakefield
Council,
that
there
were
pre-submitted
questions.
Would
there
be
any
possibility
that
that
is
not
going
to
be
the
case
when
that
takes
place
here
at
Leeds.
S
I'm
not
entirely
sure
why
I
was
in
Wakefield
I
know:
they're.
Full
Council
meetings
are
considerably
shorter
than
ours,
but
I
don't
know
exactly
what
happens
in
their
full
Council
meetings,
but
certainly
I'm
sure
it's
something
we
can
look
at
far
beat
for
me
to
get
involved
in
the
wonderful
world
of
whips
and
whatnot
about
arranging
Council
meetings,
but
I'm
sure
we
could
look
at
things
like
that.
A
M
Thank
you,
chair
I,
don't
want
to
be
repetitive,
but
in
terms
of
the
government's
leveling
up
white
paper,
I
found
it
really
interesting
in
terms
of
the
local
Enterprise
partnership
review
and
the
future
role
in
terms
of
integrating
it
into
local
Democratic
institutions
as
it
states.
M
However,
you
know
it
states
that
the
framework
doesn't
really
offer
much.
Additionality
to
the
powers
currently
held
I'd
be
very
interested
to
find
out
what
sort
of
Scopes
might
be
here
in
terms
of
negotiating
further
Powers
and
if,
if
not
I'd,
be
very
interested
just
to
have
some
information
on
that
for
future.
Thank
you.
S
Thank
you
I,
without
giving
a
long
history
lesson
going
back
to
the
date
of
Yorkshire
forward
Tom.
But
you
know
the
our
local
Enterprise
partnership
in
West
Yorkshire
has
had
a
closer
relationship
with
the
local
councils
and
the
combined
Authority
than
many
others
are
so
I
think
when,
when
National
reviews
over
the
40
or
50
I
think
it
is
left
around,
the
country
have
been
undertaken.
Actually,
ours
is
often.
S
That's
been
ahead
of
the
game
in
terms
of
like
say,
working
closely
with
local
councils
working
with
the
combined
Authority,
the
staff
of
the
lab
have
been
embedded
in
the
combined
Authority
for
a
a
while
now
and
myself,
and
the
other
leaders
in
West
Yorkshire
are
members
of
the
West
Yorkshire
lab,
so
that
so
some
of
the
what
we
can
do
in
West
Yorkshire
to
have
that
much
closer
working
relationship
and
have
that
openness
and
transparency
around
the
left
closer
to
local
government
standards
than
perhaps
was
initially
the
case
in
some
less,
but
also
again
to
have
that
Firepower
in
terms
of
the
joint
working
has
happened
in
West
Yorkshire.
S
Again,
we've
done
that
alongside
obviously
it's
been
on,
the
left
has
it's
always
been
chaired
by
somebody
from
the
business
sector
and
always
had
that
sort
of
really
strong,
really
strong
links
in
so
again,
let's
might
be
reviewed
in
the
future,
but
I
think.
S
Certainly,
ours
has
been
more
substantial
than
and
and
work
to
those
better
than
others
have
other
have
others
have
around
the
country
and
also
because
a
lot
of
integration
has
had
more
of
a
more
of
a
delivery
capacity
than
perhaps
some
laps
that
were
an
arm's
length
or
a
longer
arms
length.
If
that
makes
sense,
I'm
not
mixing
my
metaphors
too
much
from
local
councils
I
think
it's
happened
elsewhere.
T
Thank
you
chair,
so
it
comes
home.
It's
just
to
clarify
between
two
different
issues.
I
think
that
you
asked
about
the
you
refer
to
power
52,
which
talks
about,
which
is
where
you
quoted
from
that
the
framework
didn't
offer
much
additionality,
that's
the
leveling
up,
Devolution
framework,
for
which
West
Yorkshire
should
Mount
command.
T
Authority
is
already
kind
of
at
the
top
tier
of
of
that,
and
the
the
government's
leveling
up
framework
in
that
context
is
more
about
giving
a
menu
of
options
for
places
that
don't
have
Devolution
where
they
might
get
into
that
get
into
that
process.
So
we're
already
quite
advanced
in
in
that
space
on
on
leps
I.
T
Don't
think
I've
got
much
to
add
to
to
our
councilor
Lewis
has
has
said
the
the
the
critical
thing
really
is
that
the
the
Lee
City
region
that
has
always
had
since
it's
in
since
his
creation,
the
combined
Authority
as
its
accountable
body
and
a
lot
of
the
governments.
T
Issues
with
leps,
has
been
how
the
money
who
is
accountable
for
the
funding
and
that's
never
been
an
issue
in
in
West
Yorkshire
and
the
key
thing
as
councilman
said
for
us,
is
no
matter
what
the
the
rules
are
around
local
Enterprise
Partnerships
themselves,
having
a
deep,
mature
and
and
constructive
relationship
with
the
private
sector
to
drive
better
policy
making
and
better
delivery
is
the
is
the
fundamental
goal
here
and
that's
what
we're
looking
to
preserve
in
any
new
Arrangements
that
we
might.
A
Thank
you.
I'd,
just
like
to
ask
about
mass
transit
to
mass
transit
for
leads,
was
clearly
a
important
topic
for
everyone
in
Leeds,
and
so
just
a
question
in
terms
of
progress
specifically
for
leads
and
the
priority
on
in
terms
of
the
the
Mez
agenda
on
this.
S
Leeds
is
the
largest
city
in
I,
can't
remember
exactly
what
metric
we
use-
it's
probably
not
NATO,
but
I
think
it
might
be
Western
Europe
that
doesn't
have
a
a
mass
transit
system
and
then
it's
a
bit
of
a
risk.
Some
a
lot
of
math
Transit
I,
don't
want
to
put
my
mass
transits
but
I
know
icon
at
this
point,
but
quite
a
lot
of
mass
transit
systems
that
success
on
this
country
have
been
based
on
existing
rail
infrastructure.
S
That's
been
converted
into
mass
transit
and
and
in
Leeds
our
Suburban
rail
network
has
run
across
West
Yorkshire
has
grown
largely
as
part
of
the
national
rail
network,
rather
than
cutting
bits
out
and
running
them
as
as
mass
transit,
not
that
and-
and
that
has
has
taken
us
forward
and
clearly
when
we
look
at
the
massive
growth
in
passengers
coming
through
Leeds
station,
some
of
that's
about
Regional
and
National
transport,
but
some
of
that
is
also
about
local
local
transport
and
some
of
the
work.
S
We've
done
an
investment
there
around
there
in
terms
of
mass
transit
and
the
intention.
S
So
the
sort
of
the
combined
Authority
is
the
promoter
of
West
Yorkshire,
mass
transit
and
they're,
currently
going
through
a
consultation
at
the
moment,
we
as
a
council
putting
in
our
views,
which
is
coming
to
exec
board
later
this
week
in
terms
of
what
we
intend
to
see
out
of
that
I
think
it's
very
clear
about
first
of
all,
I
think
need
to
see
math
Transit
as
a
tool
for
supporting
housing,
growth,
commercial
growth,
investment
and
regeneration,
and,
secondly,
setting
it
out
is
clearly
in
terms
of
the
scope
of
the
project
is
looking
at
linking
together,
The
Wider
West
Yorkshire
system,
rather
than
looking
at.
S
Perhaps
thinking
there's
an
existing
bus
route
in
Leeds.
That's
what
we're
over
for
mass
transit.
So
that's
the
that's.
The
our
approach
from
a
leads
perspective,
Ben
might
say
a
little
bit
more
about
the
consultation
where
we
go
next.
I
think
the
final
thing
as
well.
As
you
know,
we've
sort
of
we're
really
Keen
to
see
this
project
move
as
quickly
as
possible.
S
We'd
like
to
see
Spades
in
the
ground
in
eight
years,
which
for
a
brand
new
transport
project
is,
would
be
a
very
Swift
process,
but
I
think
we're
in
a
position.
We
are
in
a
position
where
we
need
that
and
part
is
going
to
be
about
what
we
do
here,
but
also
part
of
these
is,
is
trying
to
develop
a
constructive
relationship
with
it
with
the
organs
of
central
government,
so
we're
not
sort
of
seeing
the
position.
S
Perhaps
we
have
in
the
past
where
a
lot
of
work
happened
and
it
disappears
off
for
three
or
four
years
to
find
out,
what's
going
to
happen
with
it
and
to
get
a
a
different
working
relationship.
Clearly,
I'm
clearly
there'll
be
significant
spending
it'll
be
in
the
billions
of
mass
transit
and
that
has
to
be
properly
accounted
for
and
assessed
and
and
we're
aware
of
that.
But
in
terms
of
taking
it
forward,
that's
sort
of
the
pace
we're
looking
at
doing
foreign.
T
Ers
has
covered
the
all
the
key
points.
The
only
things
I
would
add
are
that
the
mass
transit
work
is,
as
as
councilor
said,
is
we're
currently
out
to
consultation
on
the
vision,
the
connectivity
vision
for
mass
transit.
T
T
T
The
the
the
the
the
the
business
case
for
mass
transit
will
be
some
subject
to
the
better
earlier
conversations,
the
central
government,
Assurance
processes,
and-
and
so
we
have
to
be
very
mindful
of
those
as
councilor
Lewis
has
said,
because
it
is
critically
about
how
we
provide
certainty
for
the
next
steps.
We
don't
want
to
reach
a
certain
point
and
then
be
waiting
for
government
to
respond
before
we
can
move.
We
can
we
move
forward.
A
Okay,
thank
you
very
much.
So
everyone's
had
a
chance
to
comment.
I
know
those
other
counselors
who
want
to
speak
again,
but
given
time
I'm
not
not
going
to
allow
that
so
I
apologize
for
that.
But
thank
you
very
much
for
your
time.
I
think.
Your
comments
have
been
really
helpful
in
this
discussion.
I
appreciate
the
other
scrutiny
chairs
and
Tom
being
here
for
this
discussion
and
I
guess
also
Council
Lewis
being
in
your
role
as
Deputy
Mayor
sort
of
representing
Tracy
at
this
meeting.
A
Okay,
so,
given
the
time
I'm
gonna
call
a
five
minute,
Comfort
break.
If
that's
okay,
we've
still
got
another
item
to
to
discuss.
So
if
we
sit
back
down
at
quarter,
two,
probably
we'll
we'll
start
again.
Okay,
thank
you.
A
Your
patients
super
so
we're
moving
on
to
item
nine
and
we've
got
Victoria
here.
As
always,
you
can
assume
we've
read
the
report,
but
if
there's
anything
you
want
to
draw
out
that'd
be
great.
Thank
you.
Victoria.
C
Okay,
thank
you
chair,
so
this
is
around
The
Core
Business
transformation.
Exactly.
C
You
sorry
I'm
Victoria
Bradshaw
I'm,
the
Chief
Financial
Officer
for
the
council.
O
C
Is
around
the
replacement
of
the
finals?
Okay,
chair
I
would
say
that.
C
T
O
C
Yes,
so
the
the
current
system
is
20
years
old.
So
if
you
think
about
technology
20
years
ago
to
where
it
is
now,
so
what
we,
what
we
will
be
able
to
get
from
the
new
system
is
bespoke
reporting
over.
All
our
budget
holders
who
are
out
in
services
will
be
able
to
access
the
information.
The
information
will
be
provided
in
dashboards
and
in
easily
understandable
and
formats
they'll
then
be
able
to
drill
down.
C
So,
for
example,
if
you're
managing
a
budget
and
it's
an
expenditure
budget-
and
you
want
to
see
what's
generated,
that
expenditure
can
drill
down
to
the
invoice
and
then
down
again
to
the
purchase
order,
see
who's
approved
to
check
Etc.
You
can't
do
that
at
the
moment.
There's
also,
then,
a
lot
of
analytical
work
so
a
lot
of
an
analysis,
Trend
analysis
Etc.
So
it's
really
it's.
The
new
systems
are
more
customer
focused
and
customer
friendly
AI,
but
then
also
from
the
corporate
side
from
a
financial
perspective.
C
C
Well,
if
we'll
set
the
reports
up
in
the
parameters
and
then
it
will
model
for
us,
it'll
be
forecast
into
the
future
and
it
and
it'll
start
learning.
So
it
do
Trends
through
artificial
intelligence,
Etc
and
it'll
also
through
the
year
when
we're
actually
forecasting
what
we're
spending
going
forward.
It'll.
C
Do
that
as
well
and
then
there's
all
the
reporting
that
we
do
to
all
the
different
stakeholders,
so
central
government
to
Executive
boards
to
different
committees,
Etc
and
we
can
set
levels
up
so
at
the
moment,
there's
only
three
levels
in
the
in
the
current
Finance
system.
The
new
ones
go
up
to
99,
so
you
can
analyze
that
data
in
totally
different
ways
to
work
to
what
you
can
do
now
and
then
closing
the
accounts.
C
We
do
all
that
a
lot
of
it's
manual
on
on
spreadsheets
Etc
that
will
just
feed,
should
be
able
to
feed
straight
through.
O
From
so
that
sounds
as
if
it
will
reduce
the
person,
I
was
involved
in
doing
the
work
that's
necessary.
Hopefully,
those
person
hours
can
be
reinvested
in
different
activity.
Yeah.
C
C
So
that's
where
you,
your
accountants
and
support
services,
more
about
supporting
directorates
around
the
advice
that
they
do
about
the
decisions
they're
making
having
those
more
informed
discussions,
rather
than
just
producing
data
I'm,
not
saying
that's
all
they
do,
but
they
do
spend
a
lot
of
time
producing
data
reports.
It's
really
adding
that
value
or
what
is
that
report
saying?
What
is
that
Trend
and
Alice
saying?
What
can
we
do
around
corrective
action?
What
does
it
mean?
It's
that
type
of
work
that
we're
doing
so
we're
moving
more
to
that
model
yeah.
Thank
you.
R
Firth,
thank
you
very
much
Chad.
There
was
one
particular
question
that
Council
Flynn
wanted
me
to
ask,
which
was
about
cost,
benefit
analysis
and
I,
appreciate
that
some
of
that's
already
been
touched
on
already,
but
if
there
has
been
any
further
details
on
a
cost
benefit
analysis,
given
the
additional
funding
that's
required,
then
that
will
be
appreciated
to
clarify
whether
that
is
the
case.
R
But
my
particular
question
relates
to
paragraph
16,
in
which
the
in
relation
to
the
fact
that
if
the
supplier
chosen
doesn't
deliver
and
as
councilor
Gruen
has
said,
it
appears
vague
about
whether
there
is
actually
a
a
backout
plan
if
the
solution
or
vendor
doesn't
actually
deliver,
especially
given
the
issues
that
we
had
from
the
previous
civica
CX
housing
implementation
that,
whenever
anything,
that
we've
learned
from
that
implementation
in
particular
or
other
similar
projects
that
could
be
utilized
from
the
outset
of
this
project
in
particular.
Thank
you.
So.
C
On
the
first
question,
there
has
been
a
cost,
benefit
analysis
and
I'll
be
able
to
provide
that
separately
and
just
on
the
around
the
supplier.
This
is
a
completely
different
market,
so
Financial
systems
are
used
in
every
Authority.
It's
a
mature
market
and
the
risks
are
not
the
same
as
what
there
was
on
the
CX,
and
we
have
done
a
Lessons
Learned
on
the
CX
and
use
that
we're
also
working
with
implementation
partners
and
who
have
done
this
a
number
of
times
at
different
authorities.
So
it
it
is
the
risk
the
risk.
C
Is
there,
it's
always
there,
but
it's
not
the
same
scale
as
it
was
when
you're
developing
something
from
scratch.
That's
not
been
developed
in
other
authorities.
Thank.
A
You
Victoria
just
my
questions
around
the
same,
and
so
in
previous
years
budgets
has
been
objective:
savings
for
Core,
Business,
Transformations,
I
guess
is
it?
Can
you
give
us
any
idea
of
where
we
are
on
that
journey
and
I
guess,
progress
and
timeline
on
that?
Thank
you.
C
So
on
the
within
Financial
Services,
we
restructured
like
I,
said
two
years
ago
and
took
a
million
pounds
out
the
budget
on
the
basis
that
of
the
ways
that
we
were
working.
What
I
can't
do
at
the
moment,
which
we
will
do
once
the
new
system
has
come
through,
is
to
see
what
that
impact
is
because
I
want
those
I
need
those
accountants
to
be
business
partners
to
working
with
the
service,
so
they
will
work
differently.
C
It
will
make
savings
because
they'll
be
able
to
want
to
take
this
or
this
other
work
which
they're
currently
not
doing
but
I'm
not
proposing
at
this
point
to
pull
any
more
accountants
out
because
of
my
I
have
got
a
statutory
requirement
to
make
sure
that
we're
monitoring
the
budgets.
You
know
the
challenges
we've
got
at
the
moment,
so
I
wouldn't
be
recommending
that,
but
what
it
will
enable
them
to
is
focus
on
that
work.
The
other
thing
that
we
need
to
have
a
look
at
is
around
in
the
directorates.
C
So
obviously
there's
a
lot
of
work
around
maintaining
the
systems
requesting
information
or
having
to
feed
that
information.
That's
what
I
need
to
capture
so
we're
actually
looking
to
implement
the
finance
system
by
October,
23.
and
then
we'll
be
once
we're
implementing
is
saying
this
is
where
we
are.
This
is
where
we
can
get
to
now
with
the
new
system,
and
this
is
this-
is
the
you
know
the
benefits?
Actually,
that's
happened,
so
we
can
do
a
proper
review.
Yeah.
Thank.
A
You
Victoria
just
as
a
comment
I
think,
there's
a
real
challenge
going
forwards
in
terms
of
making
sure
we
have
a
Core
Business
offer
for
each
directorate
rather
than
bespoke
and
everything
if
we're
going
to
keep
the
savings
to
a
maximum.
That's
a
comment
can't
see
anyone
else
indicating
to
to
speak.
A
So,
thank
you
very
much
for
your
time,
Victoria.
We.
We
will
keep
a
watch
on
this
because
I
think
it's
really
important
item
for
this
scrutiny
board
to
do
so.
So
thank
you
very
much.
Okay.
So
we're
gonna
move
on
to
the
work
program,
which
is
hopefully
self-explanatory,
I'm
going
to
move
on
to
the
questions
on
the
work
program.
A
No
questions
great
I
think
the
only
thing
I'd
just
like
to
mention
is
I'll
go
away
and
think
a
little
bit
about
about
whether
we
need
to
talk
more
about
the
DI
stuff,
because
obviously
we
didn't
get
time
to
talk
to
John
in
particular
about
I,
know:
councilor
Gruen
had
questions
I,
think
councilor
Firth
did
as
well
at
least
in
terms
of
progress,
so
I
I,
don't
know
if
it'll
be
most
popular
table,
have
a
little
working
group
with
John
or
whether
to
bring
him
back
to
another
meeting,
but
our
takeaway
and
think
about
that.
A
I
can't
see
anyone
else
indicating
so
I'll
formally
close
this
meeting
and
thank
everyone
for
coming:
okay,
Merry
Merry
Christmas
to
everyone.
It
was
just.