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D
Chair,
we
are
okay
good
morning,
everyone
and
welcome
to
today's
meeting
of
the
strategy
and
resources
scrutiny
board.
My
name
is
councillor
harland,
mary
harland
and
I'll
be
chairing
today's
meeting.
D
D
We
also
have
the
performance
report,
which
will
enable
us
to
make
inquiries
about
how
service
under
our
remit
are
performing
and
also
to
understand
how
covert
has
impacted
them.
And
lastly,
we
bring
our
second
report
on
agile,
working
and
estate
realization,
looking
at
how
the
council
has
speedily
and
effectively
responded
to
clovid
19
and
the
plans
that
we
have
for
the
future.
D
As
always,
we've
got
a
number
of
guests
in
attendance
to
deal
with
any
questions
and
present
these
items.
We've
got
a
variety
of
substantive
and
important
items
to
discuss
today,
but
we
must
also
be
mindful
of
time
keeping
so
where
appropriate
and
they
seek
to
move
the
agenda
on
if
that
becomes
an
issue.
A
Thank
you
good
morning,
everybody.
My
name
is
councillor
gore,
almost
from
beasts
and
holbeck
wad.
E
A
D
G
Helen
good
morning,
everybody
councillor
helen
hayden,
temple
news
and
world
david.
A
Good
morning,
councillor
david
jenkins,
coming
back
in
secret
ward,.
D
H
Good
morning,
all
councillor
jim
mckenna,
army,
ward
and
happy
new
year
to
everybody.
If
I
haven't
said
her
already.
D
D
D
Nope,
graham.
H
All
right-
okay!
Apologies
for
that!
Yes,
my
name
is
chris
chilito
from
the
intelligence
and
policy
service,
and
I'm
here
for
the
performance
update
item.
H
D
Apologies
I'm
having
trouble
with
my
screen.
Okay
right,
moving
on
then
to
the
first
agenda.
Can
I
ask
that,
but
before
we
start
with
the
substantive
items,
can
I
ask
our
government
officer
governance
officer
even
debbie
oldham,
to
take
us
through
the
first
five
items?
Please
thank
you
chair
under.
D
C
D
Debbie,
okay:
item
number:
six:
the
minutes
of
the
previous
meeting
held
on
the
16th
of
november
2020
seemed
a
long
time
ago.
Do
members
accept
these
minutes
as
a
true
and
accurate
record
I'll
assume
correct
unless
otherwise
indicated.
D
Excellent,
are
there
any
matters
arising
from
the
minutes?
We
have
at
various
points
in
recent
meetings
being
discussing
a
letter
sent
to
the
government
asking
for
a
long-term
funding
solution
to
for
adult
social
care,
which
was
sent
from
both
myself
and
councillor
hurden.
As
chair
of
the
adults,
health
and
active
lifestyle
board.
D
This
was
originally
sent
in
september
and
as
yet,
but
not
received
a
reply.
So
we
have
now
issued
a
follow-up
letter
seeking
that
are
seeking
that
response
and
we'll
keep
bob
members
informed
when
we
receive
a
reply
and
obviously
look
to
share
that
with
you,
we
have,
as
I
say,
sent
a
letter.
We'll
circulate
that
second
letter
to
bob
members
after
this
meeting
at
some
time
today.
D
Council
jenkins
did
mention
a
follow
up
with
welcome
to
yorkshire
and
rob,
and
I
will
look
to
work
that
in
either
with
a
written
report
or
a
substantive
report
from
in
person,
if
that's
okay,
council,
jenkins,
okay,
okay,
we'll
now
move
on
to
our
agenda
item
seven
on
financial
health
monitoring
for
the
current
year.
I
know
that
victoria
and
neo
and
the
wider
finance
team
at
the
council
have
been
working
very
hard
to
balance
our
budget
and
find
new
savings,
whilst
also
maintaining
our
important
frontline
services.
K
I
will
chair,
thank
you
over
to
you,
so
this
is
the
financial
health
report
for
this
financial
year,
2000
and
2021,
and
this
covers
the
period
up
to
october
and
forecast
from
that
point
onwards
to
the
end
of
the
financial
year.
K
It's
showing
that
it's
a
balanced
position,
which
is
an
appro
improvement
on
where
we
were
last
last
time
we
came
to
committee
and
we've
recognised
in
this
report,
the
cost
of
severance
and
the
pension
strain
from
letting
people
go
on
the
early
levels
initiative.
K
So
the
previous
gap
that
we
reported
to
this
committee
was
31
million,
with
the
severance
and
the
pension
strain
that
increased
to
47.3
million,
and
then
there's
been
a
number
of
a
number
of
proposals
around
how
the
council
will
balance
that
position,
so
we're
using
non-covered
savings
that
we've
identified
throughout
the
year
and
the
salary
savings
through
letting
those
staff
go
early,
a
use
of
reserves
both
from
adult
social
care
and
another
reserve,
and
then
additional
government
funding,
and
that's
enabled
the
council
to
balance
the
position
for
this
financial
year.
K
The
report
also
details
the
collection
fund
deficit
and
how
that
will
be
managed
over
a
three-year
period,
which
government
announced
that
we
were
able
to
do.
The
report
also
discuss
the
hra
and
dedicated
schools
grant.
K
D
Neil,
would
you
want
to
add
anything
at
this
time.
D
Okay,
thank
you.
I've
noticed
he's
now
joined
the
meeting.
Welcome
eve.
Do
you
want
to
introduce
yourself
please.
F
D
Welcome:
okay,
we'll
go
to
questions.
I
For
the
sake
of
having
some
scrutiny
and
doing
the
meeting
to
service
and
function,
I
will
ask
a
question,
but
again
it's
related
to
the
mrp.
It
wouldn't
be
a
scrutiny
committee
meeting.
If
I
wasn't
asking
a
question
about
the
mrp
position,
I
understand
that
there
was
an
overspend
of
28
million
in
the
budget
and
I
wonder
if
the
chief
financial
officer
could
say
a
little
bit
more
about
that
and
perhaps
cover
in
the
next
item
how
mrp
intends
to
be
addressed
in
the
new
budget
as
well?
K
Thank
you
chair.
The
the
council
currently
uses
capital
receipts
to
fund
some
elements
of
the
mrp
amount
that
we
need
to
provide
for
in
the
revenue
account
and
the
pressure
for
the
mrp
has
been
included
in
the
reporting
that
we've
done
since
the
beginning
of
the
year,
and
that
has
been
mitigated
through
the
measures
that
I
mentioned
previously
around:
finding
non-covered
savings,
around
salary
savings
and
reserves,
etc,
and
government
funding.
K
So
we've
mitigated
the
whole
of
the
pressure,
which
includes
the
mrp
pressure
for
this
current
financial
year
I'll
cover
the
what
we're
doing
in
the
future
in
the
under
the
next
item.
If
that's,
okay,
councilor
robinson,
thank
you.
D
Okay,
no
more
questions;
okay,
thank
you
for
that.
So
we
are
living
through
unprecedented
period
and
obviously
the
virus
in
its
nature
is
extremely
unpredictable.
D
Lockdowns
do
impact
on
our
bottom
line
and
they
increase
expenditure
and
reduce
income,
as
we
know,
so
it's
very
challenging
indeed
and
you've
have
our
support,
as
you
continue
to
deal
with
this
victoria
and
the
team.
Thank
you,
okay.
So
we'll
now
move
on
to
our
gender
item,
eight,
which
sticks
with
the
finance
theme
looking
at
our
next
financial
year
through
the
proposed
budget
for
2021
at
22..
D
That
was
considered
at
the
exec
board
meeting
in
december.
The
financial
pressures
brought
about
by
kobe
that
obviously
significant,
with
the
total
budget
pressure
facing
the
authority
of
108.8
for
the
next
financial
year.
D
The
second
composite
report
will
be
submitted
to
exec
board
in
february,
following
the
one
in
december,
taking
account
of
consultation
with
all
the
school
council
scrutiny
boards
over
the
course
of
this
month.
Victoria
o'neil
can
I
hand
over
to
you
now
for
an
introduction
and
then
open
up
the
questions
on
the
next
item.
K
Okay,
thank
you
chair.
So,
as
you
said,
this
is
the
budget
proposed
budget
for
2021-22,
but
it
also
details
the
provisional
budgets
for
2022
and
20-23-24,
and
the
reason
for
providing
those
provisional
budgets
is
so
that
we've
always
got
an
eye
on
the
future
and
what
are
the
requirements
going
forward?
K
This
report
takes
into
consideration
the
spending
review
that
was
announced
on
the
25th
of
november,
but,
subsequent
to
the
report
being
issued,
we
did
have
the
announcement
on
the
17th
of
december
around
the
provisional
settlement.
K
We've
reviewed
that
now
and
information
has
been
provided
to
members
and
we
were
560
000
better
than
than
we've
been
forecasting,
but
on
the
budget,
the
size
of
the
council,
I
think
half
a
million
was
was
good
forecasting
on
behalf
of
the
council.
K
It
also
covers
around
the
devolution
deal
and
the
gain
share,
so
I
think
those
are
the
main
things
that
I
was
going
to
cover
as
a
brief
introductory
introduction
to
the
report,
because
the
details
actually
is
in
the
report.
Okay,
thank
you.
Chair.
B
Thank
you
very
much.
I've
got
two
questions
and
one
does
relate
to
the
previous
item
as
well,
but
I'll
come
to
that
one
second,
do
you
want
me
asking,
could
you
give
us
an
update,
please
in
relation
to
any
estimates
around
how
this
current
lockdown
situation
may
affect
the
budget,
or
will
it
not
affect
it
at
all?.
K
Thank
you
and
we
have
done
an
assumption
around
the
forecasting.
So
each
each
month
we
forecast
that
we
lose
income
and
we
incur
additional
expenditure
and
we
do
get
compensated
for
the
loss
of
income
through
the
government's
scheme.
So
that's
we
get.
We
receive
75
pence
in
the
pound.
That
forecast
will
be
included
in
the
update,
that's
going
to
executive
board
in
february,
and
the
government
has
also
announced
that
we
get
additional
funding
and
it
it
equates
to
around
2.3
million
each
month
and
that
we
do
stay
in
lockdown.
K
So
that
will
be
taking
this
consideration
as
well.
When
we
report
to
the
to
executive
board
in
in
february.
Thank
you.
B
B
The
second
question
is
in
relation
to
a
very
small
in
terms
of
the
overall
budget,
but
still
a
major
income
for
the
council
in
relation
to
court
fee
income
that
was
mentioned
in
the
first
proposal.
I
just
want
to
ask,
as
courts
are
yes
delayed,
but
not
closed
as
it
says
in
the
report
saying
that
they
have
remained
closed,
can
you
confirm
anything
around
whether
the
council
is
still
receiving
income
in
relation
to
the
courts
and
whether
that
is
incorrect,
that
they
have
remained
closed
throughout
the
pandemic?
B
K
I
will
have
to
come
back
to
your
counselor
first
on
that
on
that
one
just
to
confirm
the
amounts
of
income
that
we've
actually
received
in
from
from
the
courts
in
the
year.
There
has
been
some
virtual
meetings
that
I
understand
at
the
courts,
but
I'm
not.
I
haven't,
got
the
information
to
to
at
the
moment
around
what
that
means
for
the
council,
but
I
will
come
back
to
you
on
that
is
that
okay,
thank
you.
D
I
Thanks
chair,
I've
got
a
series
of
questions,
so
I
might
be
best
to
come
back
to
me
and
others
jump
in
if
there
are
others.
But
in
terms
of
a
first
question
I
mentioned
mrp
under
the
first
item.
My
understanding
is
that
in
the
initial
budget
proposals
for
2122
there
is
a
60
million
non-covered
pressure,
the
majority
of
which
is
related
to
mrp.
I
Could
you
explain
a
little
bit
more
about
that
and
how
we
intend
to
tackle
that
and
what
mrp
will
look
like
in
future
years
and
also
in
2122?
I
understand
the
cost
of
debt
goes
up
to
34.6
million.
I
think
scrutiny
board
and
those
watching
would
be
interested
in
that
and
understanding
how
those
debt
payments
are
going
to
be
positioned
in
the
future
too.
K
Okay,
thank
you.
Councillor
robinson,
the
mrp
is
within
the
council's
budget,
so
the
cost
of
mrp
is
taking
into
consideration.
K
We
were
all
aware
that
over
the
previous
years,
we've
had
a
holiday
through
mrp,
which
has
come
back
into
the
budget,
and
that
is
where
we're
showing
that
as
she's,
as
you
read
quite
rightly
say,
the
non-coveted
pressures
and
the
original
60
million
includes
that
pressure
of
the
mrp
coming
back
in
for
21
for
21-22,
and
that
is
funded
through
through
the
council
managing
a
balanced
budget
position,
so
that
is
included
in
118
million.
K
So
the
measures
that
we've
taken
as
a
council
to
recommend
the
budget
to
full
council
includes
how
we
would
mitigate
that
position
over
the
course
of
the
mtfs
and
the
level
of
the
level
of
mrp
slightly
increases,
but
com,
but
mainly
con,
contains
consistent
and
it's
around
about
between
it's.
It
starts
around
50
56
million,
and
it
increases
to
68
million
over
the
course
of
this.
K
I
think
every
council
has
outstanding
debt
for
the
the
size
of
the
asset
base
of
the
council
and
we
do
invest
in
our
assets
to
maintain
them
at
a
certain
level,
and
therefore
we
do
have
a
requirement
to
borrow
from
the
for
to
maintain
those
assets
and
to
to
invest
in
them,
and
therefore
the
revenue
budget
makes
provision
for
that
level
of
borrowing
and
it's
included
in
the
medium
term
financial
strategy.
I
I
guess
that
the
follow-up
would
be
to
make
the
point
that
the
spend
on
mrp
is
more
than
some
service
areas
we'll
be
receiving
in
the
future,
which
is
probably
worth
highlighting
in
this
meeting
and
making
members
aware
of
what
year.
Would
you
say
that
mrp
doesn't
become
a
problem
for
the
council?
Isn't
a
difficulty,
and
I
know
that
is
that's
more
the
medium-term
financial
report
rather
than
this
initial
budget
proposal.
That's
trying
to
plan
ahead
for
next
year's
budget
and
beyond.
K
I
think
the
holiday
has
come
to
an
end
at
went
in
21-22,
so
from
22-23
onwards.
Budget
assumes
that
that
level
of
mrp,
what
we
did
agree
as
part
of
executive
board
in
september,
is
that
we
would
borrow
to
the
amount
that
we
would
pay
off,
so
it
wouldn't
increase
over
that
level
at
the
moment,
so
any
any
repayments
that
we
make
for
mrp.
K
J
Yeah,
thank
you,
chad.
Just
I
want
to
pick
up
a
couple
of
points
about
mrp,
which
I
think
is
important
for
the
board
to
understand.
I
think,
first
of
all,
the
broad
profile,
the
count
mrp
was
agreed
by
the
full
council
in
about
2016
by
memory.
It
got
cross-party
approval
at
the
time.
The
alternative
to
taking
this
approach
would
have
been
deep.
J
Frontline
service
cuts
over
the
last
four
years
and
we've
always
recognized
that
the
profile
of
borrowing,
because
we
had
made
some
overpayments
on
debt
repayments
up
to
2016
that
the
profile
of
debt
repayments
would
would
come
back.
J
So
this
is
something
that,
like
you
say,
when
full
council
agreed
our
approach
to
mrp
we
and
we
knew
at
the
time,
and
we
took
that
as
an
alternative,
I
mean
the
option
of
properly
funded
local
government
from
national
government
wasn't
on
the
agenda
in
2016.,
and
then
we
we
took
the
decisions
around
mrp
as
an
alternative,
to
like
say
quite
severe
cuts
to
the
council's
revenue
budget
and
the
services
fund.
J
So
I
think
it's
worth
looking
at
mrp
in
in
the
round
to
understand
again
why
full
council,
without
any
opposition
from
other
groups,
took
the
decision
in
the
first
place.
Obviously,
we
need
to.
We
knew
that
the
overpayments
on
debt
weren't
wasn't
going
to
fund
our
debt
repayment
forever
and
clearly
we
have
recognized
in
our
medium-term
financial
planning
for
a
number
of
years
now
that
we'd
have
to
start
making
those
payments
again.
So
I
think
it's
worth
everybody
understanding
the
contacts
minimum
revenue
provision.
J
I
know
we
use
the
initial
sometime.
It
is
something
that
applies
to.
It
is
a
national
financial
requirements
around
the
local
government
and
we
have
to
pay
a
minimum
amount
of
our
debt
off
every
year.
It's
set
out
in
regulations
that
date
from
the
2000.,
so
I
think
it's
worth
we
sometimes
use
mrp,
as
it
like
say
as
a
as
an
acronym,
but
I
think
it's
worth
looking
at
the
wider
context
of
that
chair.
I
Yeah
I
mean
I'm
happy
to
keep
dwelling
on
mrp,
I'm
sure
it's
a
topic
that
everybody
wants
to
talk
about
forever.
I
mean
I,
it
would
be
worth
asking
the
question,
though,
of
officers
and
the
executive
member
would
cuts.
Then
in
previous
years,
have
mitigated
more
severe
cuts
now
in
2020,
21,
22
and
and
and
reduced
the
amount
of
staff
that
would
have
had
to
be
reduced
at
this
time.
E
Well,
if
I
come
in,
I
mean
just
just
just
before
I
directly
answer
council.
Obviously
I
think
it
is
with
just
picking
up
what
council
lewis
said:
it's
it's
not
that
mrp
has
somehow
just
appeared.
We
used
to
pay
minimum
revenue
provision
and
there
was
then
like
an
accounting
judgment
that
we'd
overpaid
and
we
could
take
a
period
where
we
weren't
paying
it,
and
now
we
have
to
pay
it
again.
E
So
it's
not
like
it's
an
it's
a
new.
It's
a
new
issue
used
to
be
paid
up
to
2016..
E
Now
we're
going
to
have
to
start
paying
again
I
mean
in
terms
of
the
strategy
in
terms
of
paying
thing
paying
us
our
way
into
a
medium
term
financial
strategy.
We
had
a
proposal
this
year
to
to
find
that
around
about
58
million.
E
I
think
it
was
and
we're
probably
in
terms
of
the
savings
proposals
that
would
bring
forward
to
bring
forward
something
in
the
region
of
about
65
this
year,
so
we
would
have
been
on
track
had
it
not
been
for
what
has
hit
us
in
relation
to
in
relation
to
covid
and
clearly,
if,
if
we
had
made
further
savings
in
in
a
previous
year,
then
those
would
have
counted
against
what
we've
had
to
save
this
year,
but
in
reality
that
probably
would
have
meant
stuff
going
sooner
rather
than
rather
than
now.
E
So
in
some
sense
you
know
to
take
take
out
the
romans
point.
I
don't
think
it
was
question
of
not
having
to
cut
things.
We
would
have
just
cut
things
cut
things
sooner
and
and
clearly,
when
it
comes
to
you
know
difficult
difficult
decisions.
Then
then
it's
they're
hard
political
choices,
but
there
are
also,
I
think,
in
terms
of
transforming
services.
There
are
kind
of
lead-in
times
as
well.
E
E
You
know,
seeing
further
savings
having
to
come
through
in
22
23,
23
24,
in
particular,
in
order
to
kind
of
get
ourselves
on
a
on
a
in
into
the
sort
of
position
that
we
want
to
have
in
terms
of
dealing
with
our
mrp
pressure
through
through
through
revenue
rather
than
through
for
capital
receipts
and
getting
ourselves
into
a
position
where
we
have
a
bit
more
in
our
reserve,
because
whilst
we
have
always
gone
with
very
low
reserves
in
in
this
authority,
the
scale
of
this
crisis
has
kind
of
shown
that
we
we
need
a
bit
more.
E
I
Thank
you.
I
think
that
which
that's
useful
thanks
neil.
I
appreciate
it
and
another
line
of
questioning
within
the
report.
It
mentions
the
business
rates
pool
and
we
talked
about
welcome
to
yorkshire
receiving
some
of
its
grant
from
the
business
rates
paul
we
previously
in
these
meetings
talked
about
how
decisions
were
made
and
the
accountability
that's
in
place,
and
I
accept
what
officers
had
said.
You
know
that
the
governance
processes
had
been
followed.
I
My
understanding
is
that
some
grants
to
the
business
rates
pool
were
made
for
an
mit
scheme
that
eve
was
involved
with.
I
think
it
might
be
useful
if
he
could
say
a
little
bit
more
about
that
and
if
that
will
become,
if
there
will
be
a
bid
to
the
business
rates
pool
again
this
year
and
then
the
second
question
being,
how
can
members
have
oversight
of
the
decisions
made
and
what
the
grants
are
from
the
business
rates
pool.
D
F
Yeah,
that's
fine,
so
just
for
the
benefit
of
people
that
may
not
be
familiar
with
mit
reap
and
the
acronym
mit
is
massachusetts
institute
of
technology.
You
know
a
university
in
boston
and
reef.
Is
the
regional
entrepreneurship
accelerator
program
and
leeds
participated
in
the
programme
over
a
two
year
period
and
actually
graduated
from
the
program
itself
in
october
of
this
year?
I'll
try
not
to
take
up
too
much
time
lee
but
chair,
but
I'm
mindful
that
people
may
be
listening
on
youtube
and
not
understand
without
a
little
bit
of
explanation.
F
F
Yeah,
the
the
program
is
about
evaluating
your
innovation
ecosystem
and
through
the
program
you
take
a
very
structured
approach
of
talking
to
entrepreneurs
across
the
across
the
city
and
directly
about
where
they
see
the
gaps
in
your
innovation
ecosystem.
F
And
then
you
work
up
your
strategy
and
delivery
plan
about
how
you're
going
to
accelerate
the
number
of
high
potential
entrepreneurs
in
your
region.
So
the
the
program,
assisted
with
the
development
of
that
plan
and
the
specific
allocation
to
the
pro
to
the
work
around
mit
through
the
business
rates
pool,
has
allowed
us
to
employ
an
individual
to
help
begin
the
delivery
of
that
plan
and
also
to
procure
a
programme
which
will
be
starting
fairly
soon
and
to
to
support
high
potential
entrepreneurs,
which
we
hope
to
then
repeat.
F
It's
called
the
build
programme,
amongst
other
things,
so
that
programme
has
been
the
work
that
we're
doing
has
been
really
well
received
across
leeds
and
and
broader.
And
so
it's
going
very
well
in
terms
of
council
robertson's
question
about
further
funding
for
that
programme.
F
We're
in
discussions
around
that
forming
part
of
the
economic
recovery
plan
for
the
whole
region,
not
just
for
leads
with
colleagues
at
wyka
and
getting
access
potentially
to
some
of
the
money
that
we
will
be
getting
through
the
devolution
to
support
its
further
development
and
for
us
to
be
able
to
achieve
our
aspirations,
because
we
sort
of
we
all
recognize.
Actually
it's
one
component
of
supporting
economic
recovery,
driving
innovation
and
the
the
numbers
of
high
potential
entrepreneurs
that
we
have
coming
out
of
our
region.
F
So
I
hope
that's
sufficient
explanation,
chair
and
answers
your
questions.
Counselor
robinson.
I
I
think
it's,
the
idea
of
entrepreneurs
receiving
more
help
and
helping
each
other,
especially
those
who
are
you
know,
got
high
potential
is
a
really
exciting
proposition,
and
my
hope
is
that
more
of
this
can
be
done
with
schools
and
younger
people.
School
leavers
as
well.
People
who
wanted
to
start
businesses,
people
are
wanting
to
really
innovate
themselves
and
come
forward
with
new
generation
businesses,
and
so
I
I
I'm
keen
to
hear
more
about
this
as
we
progress
into
the
future.
I
I
guess
the
second
question
was
about
oversight
for
members
and
knowing
what
we're
spending
it's
getting
value
for
money.
So
mit
is
still
in
process,
and
we
know
that
there's
potential
for
big
value
for
money
in
return
for
the
investment
in
this.
But
what
about
the
other
schools
and
how
can
members
have
an
oversight.
J
Chair,
we
have
sorry,
I
put
my
hand
up
chair.
I
can't
find.
D
J
Yeah,
I
don't
want
to
put
it,
I
think
we
have.
I
mean
we
have
discussed
the
decision
making
around
on
the
business
rate
pool
again
just
for
as
a
quick
reminder.
The
business
rates
pull
so
traditionally
business
rates
income
has
been
split
between
us.
I
say
traditionally
this
is
going
back
to
about
2013,
which
I
suppose
given
how
much
change
we've
seen
in
recent
years.
It
is
a
bit
of
a
tradition.
J
It's
been
split
between
us
as
a
council
and
the
money
that
we
return
to
whitehall
for
central
government
to
spend
central
government
gave
us
a
very,
very
small
share
of
their
share
to
spend
on
economic
development
activity
specifically,
so
it
was
money
we
either
spent
on
on
money
around
economic
development
or
we
returned
to
westminster.
J
There's
been
various
pooling
arrangements
around
it,
and
I
think
we
discussed
this
before
there's
one
where
the
leaders
of
the
five
west
yorkshire
authorities
have
agreed
disbursements
from
the
business
rates
pull
when
we've
pulled
with
other
councils
and
the
decisions
we've
made
as
a
council
ourselves.
So
I
don't
have
a
specific
answer
here
about
where
mit
reit
was
approved,
but
I'm
sure
that
information
can
be
provided
to
the
board
and
again,
as
you've
touched
on
council
robertson
and
eve
did
as
well.
J
This
work
is
fed
back,
so
we
know
where,
once
someone
has
been
correctly
approved
for
the
council's
government's
procedures,
the
outcomes
are
are
fed
back.
But
again
I
just
underlined
this
was
money.
We
were,
we
had
a
very
limited
time
to
spend
it
and
a
very
limited
scope
on
what
the
money
could
be
spent
on,
and
I
think
I
agree
with
you.
Council
roberts.
You
know
this
is
the
kind
of
work
we
do
need
to
be
doing
as
a
council.
I
I
know
I
know
sorry.
The
last
question
then,
is
on
adult
social
care
reserves
and
what
the
position
is
with
adult
social
care
reserves.
K
Could
I
just
clarify
in
what,
in
what
perspective
in,
in
relation
to
adult
social
care
reserves,
council.
K
So
adult
social
care
have
got
some
reserves
which
have
been
established
for
a
specific
purpose.
Some
of
those
is
for
if
there
was
any
unprecedented
event,
so
therefore
there
will
be
a
requirement
to
use
some
of
those
reserves
in
2122
to
help
balance
the
budget,
because
obviously
the
kovic
19
pandemic
is
an
unprecedented
situation
that
nobody
could
have
foreseen
and
therefore
it
is
the
right
time
to
call
on
some
of
those
reserves
and
that
and
that
isn't
contained
within
the
budget
report.
I
And
that's
alongside
the
anticipated
rise
in
asc
on
council
tax
as
well,
so
it's
not
we're
not
using
the
reserves
and
not
raising
the
council
tax.
We're
doing
that.
K
We
will,
we
will
be,
I
mean
it's
a
decision
for
full
council
on
the
level
of
the
adult
social
care
precept,
but
we
are
proposing
to
use
some
reserves
and
raise
the
adult
social
care
precepts.
D
K
A
A
It
does
seem
a
retrograde
step
to
still
allow
people
the
right
to
buy
when
potentially
you
know,
with
all
the
help,
to
buy
schemes
that
the
government
proposes
that
people
should
go
into
the
private
market
and
say
in
a
sense
rather
than
use
the
stock
that
has
been
funded
through
council,
taxpayers
and
so
on.
A
So
I
I
just
wondered
if
we
could
just
register
that-
and
you
know,
because
of
the
co
because
of
covid
and
the
pandemic,
this
is
going
to
be
a
you
know,
a
real
issue
for
us
for
the
future,
because
these
23
000
people,
you
know
the
the
numbers
of
properties
that
we
are
able
to
now
produce,
as
as
a
council
is
about
a
thousand
a
year.
I
think,
but
that's
only
in
the
last
two
years
after
having
been
stopped
from
from
council
properties
by
the
by
the
government.
A
D
E
Yeah,
so
well
just
just
couple
things
so
actually
just
to
clarify
for
council
jenkins.
Our
our
plan
is
to
build
about
300
a
year,
so
it
doesn't
actually
meet
what
we're
losing
in
terms
of
rights.
Back
I
mean
I
won't
comment
specifically
on
the
the
rights
and
wrongs
of
all
of
right
to
buy.
I
mean
it's
clearly
a
one
which
members
will
have
different
views
on
in
terms
of
the
political
positions.
E
We
have,
however,
at
times
lobbied
around
some
sort
of
technical
changes,
which
I
think
actually
all
parties
have
signed
up
to.
Council
carter
and
councillor
golden
signed
a
letter
some
time
ago,
which
looked
at
two
two
things
actually
one
is
that
actually,
the
houses
that
we
built
should
actually
be
protected
from
a
right
to
buy
discount
until
such
time
as
debt
is
as
being
has
been
dealt
with.
E
Otherwise,
we
find
ourselves
in
potential
position
in
15
years
time
where
there
is
existing
debt
on
a
on
a
property,
and
if
we
have
to
sell
it
at
discount,
we
aren't
able
to
cover
that,
and
I
think
everybody
thought
that
was
sensible
and
the
the
other
one,
which
is,
which
is
a
bit
more
controversial.
E
That
would
actually
have
some
benefit.
So
at
the
moment,
quite
a
proportion
of
things
which
are
bought
are
then
subsequently
let
and
then
what
happens,
particularly
if
they
are
led
to
people
who
are
on
benefit.
Is
the
government
actually
pays
more
for
in
benefit
to
the
private
landlord
than
they
would
for
the
council
has.
E
So
you
get
a
situation
where
in
a
semi-detached
house,
which
one
one
of
which
is
owned
by
the
council,
one
of
which
is
in
subject
to
right
to
buy
the
government
is
paying
us
around
about
80
pounds
a
week
and
they're
paying
the
private
landlord
150
pounds
a
week
for
the
same
property.
In
fact,
it
may
well
be
that
our
property
is
better,
better
maintained,
so
actually
a
change
of
that
sort,
which
kind
of
in
some
sense,
is
the
spirit
of
writer
by
was
about
enabling
people
to
own
their
own
home
and
living.
E
It
would
actually
have
quite
a
material
material
impact
upon
the
numbers
being
sold
and
also
actually
control
the
benefit
bill.
So
there
are
so
I
think
there
are
taking
aside
the
you
know,
the
the
overall
arguments
on
the
politics
of
right
to
buy.
There
are
probably
some
of
these
technical
changes
which
need
to
be
to
be
made
almost
kind
of
catch
up
with
where
we
currently
are.
B
Thank
you
very
much
chair
and
I
have
to
disagree
with
councillor
jenkins,
although
we
won't
go
into
a
political
dog
fight
about
the
fact
that
the
benefits
are
right
to
buy,
but
certainly
there
are
technical
changes
that
could
be
made
in
the
future.
B
I
just
wanted
to
ask
a
quick
question
about
the
mention
in
here,
and
particularly
under
adults
and
health,
about
a
projected
well
higher
than
budgeted
amount
for
staffing
costs
and
pay
reward,
and
I
just
wondered
whether
that
was
in
relation
to
the
fact
that
well,
if
you
could
explain
any
further
detail
around,
why
that
is
the
case
for
the
needs
of
the
board.
K
I
haven't
got
the
detail
counselor.
So
if
I
come
back
to
you
on
that,
would
that
be
okay.
B
Yeah,
if
we
could
go
through
the
chair,
that'd
be
fantastic
and
but
I
would
appreciate
some
information
to
understand
why
that
is
the
case.
I
can.
I
can
assume
why,
but
I'd
appreciate
the
detail
and
the
other
question
I
had
was
for
in
relation
to
neil's
portfolio
a
bit
similar
to
the
situation.
Obviously,
talking
about
council
stock
there's,
obviously
a
1.5
million
pound
loss
through
the
fact
of
loss
of
income
due
to
void
properties.
B
I
just
wanted
to
ask
whether
he
could
give
us
a
bit
more
meat
on
the
bone
about
the
situation,
how
it
looked
and
really
explain
a
bit
more
detail,
really
how
many
properties
were
void,
etc
over
that
period,
because
I
understand
obviously
I
don't
think
we've
stopped
leasing
at
the
moment,
but
it's
obviously
began.
I
believe
after
the
first
lockdown
again,
if
I'm
not
mistaken,.
E
Yeah
we've
seen
a
riser
voice.
Do
you
put
it
in
perspective?
We
we've
been
operating
with
incredibly
low
void
levels
this
last
few
years
around
about
0.7
of
our
of
our
stock
and
we've
seen
that
go
up
to
around
about
1.3,
so
we
so
we've
gone
up
to
latest
around
about
800
or
800
properties.
E
There
are
there
are
so
a
couple
of
issues
with
it
really
there
there's
there's
clearly
health
and
safety
issues
around
having
a
group
of
staff
kind
of
working
in
in
a
void
to
actually
repair
it
in
in
because
we
would
work
quite
intensively.
So
some
of
those
methods
have
kind
of
slowed
things
down,
but
there
are
also
been
issues
around
the
people
who
actually
have
been
kind
of
viewing
the
the
properties
as
well
and
kind
of
arranging
for
that
to
be
done
in
a
kind
of
safe
manner.
E
So
it's
kind
of
stay.
It's
it's
come
down
a
little
bit
and
stabilized.
I
think,
because
we
are
obviously
in
again
a
period
where
we
are
we're
taking
extreme
care
around
the
welfare
of
our
staff.
I
don't
I,
I
don't
think
we
will
see
much
reduction
in
it
over
the
next
couple
of
months,
but
I'd
equally.
E
I
don't
think
that
we'll
be
seeing
much
of
an
increase
either
we'll
probably
have
stabilized,
but
I,
but
I
hope
that
in
terms
of
returning
to
some
sort
of
normal
service
that
we'd
be
able
to
kind
of
get
ourselves
back
in
shape
within
about
a
three-month
period
so
that
that
that's
kind
of
well,
you
know
what
what's
it
what
the
situation
is.
Clearly,
there
is
huge
demand
for
property,
so
there
is
in
no
sense
a
problem
kind
of
letting
it
it's
simply
the
mechanics
of
getting
it.
It
done
quickly.
D
No
problem:
okay,
I'm
not
seeing
any
more
questions,
but
I
think
that
all
scrutiny
board,
chairs
and
members
have-
you
know-
welcomed
the
new
approach
to
the
budget
setting
process
and
with
more
opportunity
for
scrutiny
to
have
input
into
that
process.
And
I
just
wondered
other
plans
for
that
to
continue
in
future
years
and
assume
that's
one
for
you.
Council
anyways.
J
I
was
not
in
chair,
I
think
I
think
trying
to
do
more.
I
mean
I
mean
I
was
you
know
the
the
I
think
you
said
an
introduction
chair.
This
has
been
an
unprecedented
year,
but
I
think
the
value
of
bringing
proposals
forward
for
consideration
early
has
been
shown
this
year
and
again.
Who
knows
where
we
will
be
next
year,
but
I
suspect,
as
an
approach,
it's
something
where
we
know
we
have
a
significant
number
of
proposals.
There
is
benefit
to
I'd,
certainly
look
to
continue.
J
G
Helen,
can
I
just
echo
what
you've
said
there
councillor
harlan
and
council
lewis.
I
I've
actually
maybe
enjoyed
the
wrong
word,
but
the
whole
in
terms
of
sharing
my
board
in
in
terms
of
the
budget.
It's
been
a
much
more
dynamic
conversation
and
our
meeting
last
week
was
actually
much
more
dynamic
than
in
previous
years
in
terms
of
discussing
the
budget
and
where
we
are
into,
and
I
think
that's
because
of
the
input
that
scrutiny
has
had
at
an
earlier
level
and
a
deeper
level
as
well.
G
So
I
would
echo
that-
and
it's
I
mean
it's
been
horrendous
here,
but
there
are
some
positives
to
take
forward
and
I
think
this
is
possibly
a
positive
to
take
forward
into
into
a
future
year.
So,
and
I
can
I
just
thank
everybody
involved
with
the
budget
council,
lewis
and
all
all
the
officers.
G
It's
done
an
incredible
job.
I
know
with
the
adults
on
health
budget.
It's
been
incredibly
well
managed
by
the
team
there
and
and
in
very,
very
very
difficult
times.
So
I
just
want
to
say
a
huge
thank
you
and
you
must
be
all
exhausted
and
I'm
very
very
grateful.
D
I
think
all
members
of
the
board
would
echo
that
that
sentiment.
Where
can't
thank
you
enough-
and
you
know
as
council
ahead
and
says,
I'm
sure
that
you've
had
many
many
sleepless
nights.
Just
a
final
question
from
me:
we've
seen
a
significant
reduction
in
staffing
through
the
eli
and
the
removal
of
the
vacant
person.
Are
we
confident
that
the
workloads
can
be
adjusted
to
ensure
that
remaining
staff
are
not
overworked
and
have
got
the
support
that
they
need
to
do
the
job?
E
Yeah
I
mean
like
so
I
mean
I
won't
pretend
that
there
were
that
this
isn't
going
to
cause
some
difficulty
and
and
and
some
pressure.
I
think
it
would
be
unrealistic
for
us
to
to
say
there
won't
be
any
any
pressure
anywhere
in
the
in
the
council.
E
Nevertheless,
each
of
the
schemes
around
leaving
people
go
has
been
accompanied
by
a
business
plan
which
has
shown
how
other
how
work
will
be
picked
up
or
how
will
work
can
be
prioritized
in
order
to
allow
us
to
continue
to
to
deliver
what
we've
what
we
agree
as
the
council
are
our
priorities.
So
it's
not
been
a
a
kind
of
flimsy
process.
E
Each
one
has
gone
through
a
proper
decision-making
process
with
a
group
of
officers
outside
the
department
itself,
also
making
judgments
about
whether
realistically
we
can
let
people
go.
Each
of
them
has
come
as
proposals
to
in
in
in
the
budget
proposals
that
you've
seen
the
appendices
which
have
been
drawn
forward.
So
insofar
as
we
can,
we've
tried
to
think
these
things
through
and
make
sure
that
we
continue
to
deliver
on.
I
said
the
council's
priorities.
E
I
I
as
I
as
I
say
it
would
I'm
sure
there
will
be
instances
where
there
will
be
pressure
upon
people
and
we'll
have
to
keep
an
eye
on
the
eye
on
that
and
make
adjustments
as
we
go
to
make
sure
that
people
aren't
completely
overburdened
and
can't
cope
and
with
all
the
impacts
that
that
has
on
individuals.
D
Thank
you,
neil
okay.
So
thank
you
for
all
those
questions.
I'm
not
seeing
any
more
being
raised,
so
we'd
like
to
formally
put
on
record
offense
from
the
board
and
from
us
to
victoria
and
to
the
hard
work
that's
being
done
and
for
pulling
this
budget
together
in
the
circumstances,
which
is
a
significant
achievement.
So
thank
you
again.
D
Okay,
we'll
now
move
on
to
item
number
nine,
which
is
the
performance
report
focusing
on
the
21
key
performance
indicators
that
fall
under
this
poor
dreamer
in
terms
of
the
best
council
plan.
These
focus
on
the
best
city,
priority
culture
and
the
best
council
ambition,
an
efficient,
enterprising
and
healthy
organization
I'll
hand
over
to
chris
now
standing
in
for
tim
for
to
introduce
the
paper.
But
can
I
ask
if
you've
got
any
specific
questions
for
culture?
D
I
believe
that
eve
has
to
leave
shortly,
so
any
questions
after
chris's,
first
I'll,
let
you
come
in
if
you
want
to
make
a
say
a
little
bit
eve
after
chris
and
then
we'll
move
to
questions.
Thank
you.
H
Thank
you
thank
you
chair,
so
I'm
just
trying
to
get
my
camera
and
microphone
to
work
at
the
same
time,
which
doesn't
seem
to
be
possible,
so
I've
just
disappeared
there
yeah.
Thank
you.
You've
just
done
the
main
bit
of
introduction
the
time
I
was
going
to
cover
there.
H
I
just
wanted
to
point
out
that
the
two
appendices
that
go
with
this
report,
the
first
of
them,
covers
the
indicators
which
were
reported
to
clt
in
november,
which
in
general,
are
the
quarter
two
results
where
they're
available,
but
there
are
a
number
of
the
indicators
which
are
only
available
annually
and
and
some
interviews
as
well.
H
So
really
we
just
need
to
look
at
that
appendix
to
sort
of
get
an
overview
of
where
everything
everything
stands
there
and
then
the
second
thing
I
just
wanted
to
to
mention-
and
this
is
almost
we
probably
don't
really
need
to
mention
it
now-
is
that
a
significant
number
of
these
performance
indicators
have
been
affected
by
the
corona
virus,
particularly
the
first
one
in
the
report
here,
the
culture
sector.
H
F
Yep
thanks
chair
thanks
chris
really,
although
we
don't
have
the
formal
numbers
coming
through,
we
will
when
we
get
those
numbers
expect
to
see.
Obviously
those
sales
and
attendance
and
events
be
significantly
lower,
given
that,
for
most
of
the
financial
year,
we've
not
been
able
to
have
our
museums
and
galleries
open
to
the
public
and
also
we've
not
been
able
to
run
major
events.
F
So
when
the
numbers
do
come
through,
they
will
be
significantly
lower,
and
I
think
it's
probably
worth
the
board
being
aware
that
we
are
working
on
the
assumption
that,
for
a
large
part
of
the
next
financial
year,
we
will
have
restrictions.
That
will
mean
that
it
will
be
some
time
before
we
recover
back
to
the
visitor
and
event
numbers
that
that
we've
previously
experienced,
and
so
the
other
thing
for
the
board
to
know
is
probably
the
the
numbers
of
employed
in
creative
industry
structure.
F
So,
there's
quite
a
lag
on
this
in
terms
of
the
the
data
the
numbers
there
for
2018
again,
I
think
we
probably
ought
to
be
concerned
that
we
may
see
staff
and
those
that
are
employed
in
the
creative
industry
sector
having
to
seek
alternative
employment
in
other
sectors,
and
that's
quite
a
big
concern
that
we
might
lose
talent
from
the
sector
into
other
areas
and
but,
as
we
kind
of
look
for
the
data
and
the
trends
on
that,
we'll
obviously
keep
the
board
updated
in
terms
of
the
positioning
so
kind
of
a
lot
of
uncertainty.
F
But
we
are
working
on
the
assumption
that
we
will
be
able
to
start
to
reopen
the
museums
and
galleries,
and
there
are
other
venues
in
some
part
of
this
coming
financial
year.
If
not,
if
not
before.
So
that's
that's
all.
I
wanted
to
say
chair
really
thank.
B
Thank
you
very
much
chair
and
thank
you
for
that
introduction
from
the
offices
as
well.
I
just
want
to
ask
a
particular
question
about
the
pulse
survey
results
particularly
going
towards
chris.
B
I
just
want
to
ask
a
little
bit
more
about
obviously
given
the
past
year
and
the
fact
that
three
poll
servers
are
taking
place
in
may
june
and
october,
there
seems
to
have
been
a
significant
increase
of
nearly
10
percent
in
people
feeling
happy
between
the
number
one
and
number
two
may
and
june,
and
then
by
october,
a
vast
increase
bigger
than
the
before
so
decrease
them
before.
B
I
just
want
to
ask
whether
we
have
any
particular
detail
on
whether
this
is
with
the
roller
coaster
of
obviously,
the
riding
the
roller
coaster
of
various
different
restrictions
that
have
had
to
be
put
in
place
as
the
government
has
responded,
but
I
just
want
to
ask
whether
you
have
any
further
detail
meet
on
the
bone
about
what
anything
that
we
could
look
into
to
see
why
this
is
changing
so
significantly
between
may
june
and
then
october.
H
I'm
afraid
I
don't
have
any
additional
detail
on
that
myself.
I
don't
know
if
hr
colleagues
may
be
able
to
come
in
there
with
any
yes.
L
I
can
I
can
pick
that
off,
it's
graham
stephanie
hi
yeah
and
it's
it's
detail
included
in
the
last
item
on
the
agenda
today,
where
we
look
at
more
in
detail
around
the
well-being,
pulse
server
results.
Well,
yes,
counselor
is
very
much
tracking
that
roller
coaster,
as
you
describe
over
the
past
few
months
in
terms
of
lockdown
relaxation
showing
the
summer
months
and
then
a
return
to
more
stricter
restrictions
towards
the
end
of
the
year.
So
so,
yes,
that
is
a
fact
and
joe,
I
think.
L
Naturally,
you
know
you
can
understand
how
people's
emotions
and
well-being
has
been
affected
by
that,
in
terms
of
some
of
the
some
of
the
reasons
that
sit
behind
that
the
things
that
staff
currently
talk
about
in
the
latest
october
survey
around
issues
around
missing
contact
just
generally,
that
fear
of
more
restrictions
on
the
way
missing,
missing
team
and
and
also
just
general
mental
health
concerns
that
people
have
and
and
also
increase
on
the
october.
D
E
Yes,
I
apologize
I'm
going
to
have
to
leave
the
meeting
in
a
in
a
moment,
but
I
mean
a
couple
of
things:
it's
actually
it's
it's
been
remarkable.
Actually,
how
I
think
morale
has
has
has
stood
up,
but
cats
first,
quite
right
to
point
to
the
fact
that
the
number
of
people
who
are
unhappy
has
significantly
increased.
E
I
think
it
did
coincide
with
pretty
much
with
some
of
the
announcements
about
bringing
in
further
restrictions,
and
people
saw
that
at
the
time
of
going
into
the
the
the
long
nights.
But
you
know
it
was
kind
of
something
which
coincided
with
that,
but
but
but
just
to
give
some
assurance
that,
where
we
see
differences
in
parts
of
the
organization,
we
follow
that
up.
E
So
we
we
have
a
bit
more
granular
detail
about
about
how
it's
affecting
different
bits
of
the
organization,
but
also
hr
have
been
doing
a
very
good
job,
also
in
terms
of
actually
supporting
individuals.
So
lots
of
callbacks
to
individuals
actually
to
talk
about
their
their
well-being
and
and
huge
amounts
of
like
practical
assistance
in
terms
of
actually
helping
people
set
up
better
in
their
own
home
and
so
forth
as
well.
So
it's
not
just
been
a
oh.
E
D
E
D
B
No
thank
you,
chad.
I
wanted
to
I'll
probably
cover
it
in
the
next
one,
but
I
think
it's
just
interesting.
Looking
at
the,
if
you
take
out
the
second
pulse
survey
and
you
look
between
the
first
and
the
last
may
and
october,
and
you
can
see
that
obviously,
as
the
as
the
situation
uncovered
has
continued,
there
has
been
a
decrease,
but
also
staff.
Positive
about
support
has
slightly
decreased
as
well,
but
it's
certainly
something
to
pick
up
in
the
last
item.
Okay,.
H
Thanks
chair
sorry,
my
question
is
to
eve:
I've
noticed
that
a
lot
of
museums
are
going
online.
I've
signed
up
for
the
national
gallery
who
display
a
significant
painting
every
monday
and
talk
about
it
for,
for
those
of
us
who's
missing
our
culture.
That
seems
really
very
much
a
way
forward.
I
also
know
the
royal
armouries
are
online
and
I
just
wonder:
are
we
now
it
may
be
in
the
report,
but
I
have
to
say
I'm
having
trouble
with
my
printer
and
I
couldn't
print
her
off.
D
Put
the
question
in
writing
and
we'll
see
what
she
has
to
say.
H
I
can
do
yeah
I
can
do,
but
it
seems
to
me
that,
as
it
was
mentioned,
the
long
dark
nights
that's
coming
and
a
lot
of
time
to
fill
and
people
who
who
do
engage
in
culture
like
we're
all
missing
concerts
in
the
town,
hall
and
art,
galleries
and
museums.
It
does
seem
to
me
that
it's
something
that
could
be
do
done
easily
lots
of
museums
up
and
down
the
country
are
doing
it.
D
C
Thanks
chad,
I
I
appreciate
when
scrutiny,
but
I
was
going
to
welcome
a
couple
of
the
figures
in
the
report.
Really
there's
a
there's
a
couple
one
I
was,
I
was
paying
close
attention
to
the
summary
of
the
workforce
profile
at
leeds,
and
I
thought
it
was
just
very
staggering
how
close
to
the
census
data
our
workforce
is
around
all
those
comparators.
C
So
I
think
that's
a
real
effort
by
the
council
to
make
sure
that
we
obviously
seek
to
represent
the
people
of
leeds,
but
we
do
that
as
close
as
possible
by
having
a
workforce
that
is
representative
of
the
population
of
leads
as
well.
The
other
thing
I
wanted
to
welcome,
which
we've
always
known,
is
important,
is
the
amount
of
spend
the
council
has
with
local
businesses
and
with
smes
and
small
businesses,
and
that's
always
important
in
bringing
money
and
and
support
and
helping
businesses
and
companies
in
this
area.
C
But
at
this
time
that
is
incredibly
helpful.
The
support
that
maybe
a
contract
from
ourselves
could
be
to
a
local
business
that
otherwise
is
struggling.
So
we've
got
increases
there
of
up
to.
Let
me
just
get
the
report
back
up
on
my
screen
and
jump
through
different
things:
sorry,
60
of
expenditure
going
to
small
and
medium-sized
businesses
and
52
being
locally.
I
think
that's
that
must
be
a
huge
help
to
local
businesses
and
industries
at
this
time,
and
I
think,
is
something
to
really
welcome.
D
I
I
I
fred
peter
stole
my
thunder
on
the
sme
stuff,
so
that's,
but
I
joined
with
him
in
welcoming
that.
I
think
it's
really
good
for
the
city.
It's
really
good
for
the
region,
and
I
know
it's
something
that
officers
and
council
lewis
have
championed,
and
it's
great
to
see
progress
on
that
a
question
for
graham,
if
that's
right,
about
appendix
2,
which
is
the
breakdown
in
stats
of
the
workforce
in
the
in
the
categories
where
people
don't
have
to
declare.
I
So
those
who
were
not
declared
36
didn't
declare
sexual
orientation
31
to
declare
religion
and
10
didn't
declare
on
ethnicity,
I've
no
problem
with
anybody,
not
declaring
it.
I
think
that
it's
perfectly
entitled
to
do
that.
In
fact,
you
know
that's
up
to
them,
but
how
does
that
affect
the
council
offices
hr
in
terms
of
planning
and
and
the
requirement
for
answering
those
questions?
I
The
second
question
being
around
religion?
Do
you
have
a
breakdown
of
religion
as
well,
because
I,
if
I
give
an
example,
if
we
have
a
large
amount
of
muslim
staff
who
observe
ramadan
that
obviously
may
have
implications
for
workforce
at
different
times
of
the
year.
Similar,
jewish
festivals,
christian
festivals
and
others,
and
how
does
that
affect
the
hr's
work
planning
role.
L
Yeah,
so
so
in
terms
of
the
the
work
that
we've
done
as
a
council
over
the
last
few
years
to
encourage
people
to
declare
their
personal
characteristics,
there's
a
lot
of
work's
gone
into
that,
and
obviously
you
know
as
a
council,
we're
really
keen
to
make
sure
that
we
allow
people
to
totally
be
themselves
at
work
and
one
way
that
we
do.
That
is
by
encouraging
to
declare
that
characteristic
and,
as
you
say,
council
robinson,
everyone's
well
within
the
right,
aren't
they
to
to
say
that
they
do
or
don't
want
to
do
that.
L
But,
as
a
council,
we've
been
actively
encouraging
it
over
the
last
couple
of
years,
and
we
continue
to
do
so
and
what
we
do
with
that
information.
Is
we
use
it
to
monitor?
You
know
the
the
overall
employee
experience
of
all
those
different
groups,
and
we
work
closely
with
our
staff
networks
too,
to
look
not
just
at
the
numbers,
but
also
the
real
experience.
L
You
know
that
people
who
come
from
each
of
those
groups
has,
whilst,
whilst
in
in
our
employment
as
a
council,
so
we'll
continue
to
push
that
you
know
you
know
over
the
coming
months
in
in
terms
of
what
was
the
second
question
council
robinson.
I
In
terms
of
the
breakdown
in
the
religion
category,
so
do
you
have
a
breakdown
of
where
staff
are
and
stuff
who
are
christie
and
stuff,
or
muslims.
L
I
L
Yeah
and
what
one
of
the
things
we
do
and
hope
you've
seen
this
over
the
years
is
that
we
actively
promote
as
a
council,
you
know
all
the
religious
and
inclusion
key
dates
across
the
year.
I'm
very
mindful
of
that.
L
You
know
in
terms
of
things
like
christmas
leave,
as
you
say,
in
terms
of
ramadan
eid
and
we've,
we've
got
advice
that
we
we
push
through
our
managers
in
terms
of
how
to
manage
your
staff
and
and
and
also
be
fair
and
respectful
to
to
all
the
different
things
they
need
at
different
points
in
the
year.
C
Yeah,
thank
you.
Chair,
just
wanna
go
back
to
the
results
and
if
you
just
look
at
the
bottom,
it
says
support
calls
made.
So
it
sees
what
employees
think
that
their
manager
has
called
them,
because
the
numbers
seem
very,
very
low.
When
neil
evans
said
that
there
is
a
lot
of
calls
going
out
to
to
you
know
the
staff
asking
them
how
they're
feeling,
but
you
know
in
pull
survey
number
two.
Only
33
employees
felt
that
they've
had
a
support,
call.
L
So
so
I
can
come
in
on
again
in
that
again
in
terms
of
the
the
numbers
of
callbacks
each
time
that
we
do
a
pulsed
survey,
you'll
see
there's
about
four
or
five
thousand
people
that
respond
and
and
each
time
we
ask.
If
there's
anybody.
That's
really
struggling
that
there's
this
option
of
a
call
back
to
the
hr
team.
So
there's
a
dedicated
hr
line
that
offers
to
take
those
calls.
L
So
so
the
numbers
that
you've
seen
there
in
terms
of
like,
I
think
it's
around
300
across
the
all
of
the
three
pull
surveys
that
we've
done.
They're
people
reaching
out
to
the
dedicated
hr
helpline
for
further
support
and-
and
we
have
a
team
there.
That
can
then
sign
post
people
through
to
the
the
appropriate
support
and
necessary
help.
And
that
might
be
through
a
range
of
agencies,
but
also
could
be
about
connecting
people
back
through
to
their
own
teams
and
all
managers
for
further
support.
C
B
Thank
you
chair.
I
don't
know
whether
it's
something
to
cover
further
in
the
next
item,
but
I
just
think
it's
a
relevant
point.
Obviously
I
know
we're
in
unprecedented
times,
and
a
lot
of
people
have
left
due
to
the
early
leavers
initiative,
which
obviously
has
come
about
because
we
need
the
savings
necessary.
B
I
just
want
to
ask
whether
there
was
any
idea
or
con
view
of
taking
a
survey
or
even
looking
exit
interviews
for
those
who
have
left
just
generally
looking
at
their
experiences
and
whether
that
is
anything
that
we
can
feedback
generally
into
the
council.
It's
something
that
I
think,
generally
either
public
or
private
sector
can
be
really
helpful
going
forward.
But
I
appreciate
that
council
services
are
under
pressure
for
other
means,
but
it
might
be
something
that
could
be
considered
in
some
sort
of
hybrid
form
going
forward.
L
It's
a
really
important
time,
not
just
in
terms
of
understanding
the
impact
on
the
council
of
those
that
are
leaving,
but
also
it's
an
opportunity
as
well
to
collect
some
really
helpful
information
about
the
overall
experience
that
staff
have
had
while
they've
been
with
us
and
how
that
changed,
and
particularly
looking
for
signs
of
whether
the
reasons
for
people
leave
and
now
are
linked
to.
L
You
know,
increase
workload
pressures,
whether
it's
just
some
of
that
good
leaving
you
where
people
go
on
for
promotion
and
and
new
jobs,
so
so
we're
actively
tracking
that
at
the
moment,
it's
all
linked
in
now
to
our
leave
a
process.
So
so
as
of
as
of
now,
anybody
that
leaves
they'll
be
contacted
with
an
online
survey
to
pick
up
that
useful
feedback
about
overall
experience,
but
also
the
information
about
what
potential
skills
that
they
and
gaps
they're
leaving
behind.
And
we
can
use
that
as
part
of
our
planning.
B
Chair,
can
I
come
back
in
you
can
thank
you
for
that.
Graeme
really
appreciate
it.
I
just
wanted
to
really
say
that
I
think
it
is
certainly
helpful
in
the
next
when
we
look
at
pulse
surveys
going
forward
how
potentially
there
are
a
number
of
individuals
who
are
leaving,
who
are
from
senior
level
positions
and
also
middle
and
lower
level
positions,
but
it'd
be
interesting
to
see
whether
that
is
impacted
on
the
people
below
or
above
them
in
terms
of
workload
in
the
next
pulse
survey,
but
really
appreciate
that
answer.
Graham.
Thank
you.
D
Okay,
I'm
not
seeing
any
more
hands
raised.
The
absence
kpi
is
interesting
and
perhaps
highlights
the
commitment
of
our
workforce
overall
in
2019
on
the
2019
figure.
Even
you
know,
with
the
impact
of
coverage
and
the
obvious
impact
it's
had
on
our
workforce
in
terms
of
staff.
Getting
the
virus
and
and
mental
health
remains
the
biggest
issue
in
terms
of
the
reasons
for
absence
and
we're
planning
any
further
initiatives
to
add
to
the
good
work
that
we've
already
done
in
this.
L
Sorry,
come
in
again
on
that,
I
think,
there's
a
lot
council
holland
in
the
last
report
on
the
agenda
today,
where
you
look
at
the
really
quite
comprehensive
range
of
support.
That's
provided
not
not
necessarily
just
in
terms
of
mental
health
but
wider
well-being
across
the
council.
We've
really
worked
hard.
You
know
over
the
last
12
months
to
refresh
our
offer
and
make
sure
that
all
of
the
things
that
are
available
are
reaching
all
staff
frontline
and
those
working
at
home.
L
The
mental
health
things
like
the
mental
health
first
aid
program
that
we
do
the
healthy
minds
network
that
we
have
they're
all
really
active
you've
got
well-being
champions
that
are
working
across
teams.
All
of
those
things
are
really
helping
us
to
keep
in
touch
with
staff
and
provide
the
appropriate
support
around
mental
health,
and,
let's
not
forget
as
well,
really
a
really
big
and
important
push
that
we.
We
remain
in
places
around
regular
contact
with
land
management
and
team.
L
That's
something
that
we
really
really
continue
to
push
to
support
people's
well
well-being
generally
and
give
them
an
opportunity
to
share
if,
if
they
are
struggling.
D
B
Thanks
chair
and
and
further
to
the
points
that
have
been
said
about
just
generally
trying
to
feed
in
the
one
thing
I
was
quite
interesting
is
actually
looking
at
the
amount
of
people
that
filled
out
the
survey.
I
know
that
we've
been
doing
everything
online
recently,
and
so
it
might
be
putting
off
people
from
actually
responding,
but
given
the
fact
that
a
percentage-wise
such
a
small
amount
really
do
actually
fill
out
the
survey
compared
to
the
wider,
you
know
test
workforce
of
the
council.
L
Yeah,
I
guess
a
couple
of
strands
to
that.
Firstly,
you
know
we
work
hard
prior
to
each
survey,
go
on
our
pool
survey
to
encourage
as
many
people
to
take
that
up
as
possible,
and
we
also
increasingly
try
and
reach
out
to
those
frontline
staff.
L
Do
you
want
to
give
options
to
complete
the
survey
online,
even
when
they
don't
have
a
late
city
council?
It
account.
So
that's
one
thing
that
we
we
do
really
really
promote,
but
also,
in
addition
to
the
pulse
survey.
That's
just
one
snapshot
in
time
is
now
on
a
particular
day
on
particular
weekend
in
the
year
in,
in
addition
to
that,
the
other
main
thing
that
we're
doing
at
the
moment
is
really
pushing
for
all
staff,
so
all
15
000
49
000
staff
to
have
a
mid-year
check-in
conversation
with
their
manager.
L
I
think
we
mentioned
it
last
time,
but
that's
now
live
so
so
between
late
november
and
the
end
of
january,
there's
a
really
clear
expectation
that
all
all
staff
will
get
the
opportunity
to
talk
about
their
well-being
with
their
line
manager.
You
know
and
that's
important,
because
there's
a
lot
of
change
happening
at
the
moment,
isn't
it
across
teams
in
terms
of
service
reviews
and
financial
challenges,
but
also
the
well-being
aspect
of
handling
culvert
and
and
where,
where
workload,
pressures
that
people
are
facing.
L
So
so,
I
think
at
the
last,
the
most
recent
count,
probably
getting
them
for
40,
plus
percent
of
people
have
had
those
conversations
bear
in
mind.
The
windows
open
till
the
end
of
january,
and
if
you
remember
on
things
like
our
annual
appraisals,
we've
got
a
really
good
track
record
of
of
people
having
those
conversations
up
to
95,
19
98.
So
so
we're
hoping
for
the
same
again
in
terms
of
the
check-ins
and
that
that
really
is
the
route
in
terms
of
addressing
challenges,
issues
and
concerns
at
local
level,
with
with
individuals.
B
Thank
you,
graeme
yeah.
The
only
thing
I
would
say
is
that
one
thing
that
we've
got
to
do
is
obviously
I
know
that
the
pool
surveys
are
one
part
of
the
arsenal
to
find
out
and
understand
what's
happening,
but
we
have
to
also
feel
that
also
maybe
staff
appraisals
are
not
always
the
most
appropriate
way
in
which
people
feel
they
can
raise.
Concerns.
B
I
appreciate
we're
all
exhausted
by
using
technology,
but
at
the
same
time,
when
we
are
all
using
it
more
the
results
of
the
counter
argument.
Potentially,
we
might
be
more
likely
to
use
it,
and
I
just
think
that,
certainly
given
the
small
amount
that
do
do
the
survey,
is
there
anything
that
we
could
do
extra
to
try
and
get
them
to
fill
out
that
form,
because,
ultimately,
now
more
than
ever,
do
we
need
to
understand
what
problems
are
going
on,
because
we
aren't
face
to
face
as
well.
D
Okay,
thank
you
for
those
comments
and
another
good
discussion
there.
It's
worth
reiterating
how
well
the
staff
have
done
to
maintain
our
services
throughout
the
last
nine
months
and
continue
to
deliver
vital
services
to
our
residents
and
often
having
to
quickly
adapt
to
do
so.
I
think
it
highlights
the
resilience
of
the
organization
that
we've
been
being
able
to
do
that
and
thanks
again.
D
Okay,
we'll
now
move
on
to
our
final
substantive
item,
which
is
the
second
report
on
the
agile,
working
and
historic
realisation.
Following
a
report
that
came
to
our
november
meeting,
we've
had
a
really
good
dish.
We
had
a
really
good
discussion
then,
and
I'm
hopeful
for
more
we've
covered
some.
D
Some
things
in
the
previous
item,
so
we'll
be
bringing
another
report
in
february,
which
has
more
of
a
focus
on
our
estate
before
hopefully
pulling
together
a
draft
inquiry
report
in
march,
how
we
support
our
staff
as
they
work
at
home
and
how
we
ultimately
adapt
to.
This
is
over
the
long
term,
whilst
continuing
to
meet
our
ambitions
as
an
organization
and
really
important
issues.
And,
of
course
it's
quite
a
lot.
Our
staff
come
on
that
journey
with
us
and
so
I'll
under
over
to
graham.
L
Yeah
thanks
yeah
thanks
council,
island
and,
and
I
think,
we've
already
started
to
touch
on,
haven't
we.
You
know
quite
a
bit
of
the
detail,
this
report
in
the
in
that
conversation
we've
just
had,
but
just
to
reiterate
when
we
last
came
to
scrutiny
board
before
christmas.
There
was
this.
L
They
asked
to
look
in
more
detail
at
the
latest
well-being
survey
results
and
we've
shared
that
in
report
today,
and
also
to
get
a
bit
more
detail
around
how
kit
had
been
distributed
during
lockdown,
whether
that
be
it
kit
or
furniture
or
anything,
that's
gonna
support
staff,
particularly
those
the
eight
thousand
plus
you're
working
from
home.
L
So
we've
given
those
details
around
that
in
the
report
too
and
lastly,
the
report
sets
out
some
of
our
plans
going
forward
around
how
we're
going
to
engage
over
the
next
month
or
two
to
particularly
listen
to
our
staff
around
and
build
a
plan
around
future
work
and
from
home
arrangements.
And
what
that
looks
like
you
know
whether
inc
we
when
we
when
we
were
writing
the
report
going
into
into
into
christmas.
L
We
hinted
that
there
might
be
there
might
be
some
more
severe
restrictions
on
the
way
in
terms
of
lockdown,
because
we
could
see
what
was
happening
down
in
london
in
the
southeast.
Unfortunately,
that's
played
out
and
and
took
us
back
to
a
position
where
we're
more
akin
again
to
where
we
were
in
march
of
last
year,
with
a
really
strong
work
from
home
message
for
all
staff.
We
continue
to
support
people
to
to
come
into
the
workplace,
for
well-being,
productivity
reasons,
but
that
that's
very
much
an
exception.
L
Now
vast
majority
of
those
eight
thousand
plus
people
are
working
from
home.
So
so
the
situation
slightly
changed
in
terms
of
we're
now
having
to
contend
with.
You
know
the
more
strict
lockdown,
possibly
into
late
march
april
time.
L
Potentially,
who
knows
you
know
in
terms
of
the
trajectory
that
we're
now
going
to
follow,
but
nevertheless
you
know
at
some
point
we
will
come
out
of
out
of
this
and
and
it's
still
important
to
talk
to
our
staff
around
what
that
new
way
of
working
looks
like,
and
the
future
arrangements
will
be
to
get
the
balance.
The
really
effective
balance
between
spending
time.
In
the
workplace
and
time
at
home
and
what
that
looks
like
making
sure
that
both
individuals,
services
and
customers
needs
are
all
properly
catered
for.
L
So
so
I
don't
know
how
you
want
to
handle
in
terms
of
conversations
and
questions
in
terms
of
report,
I
think
we've
talked
a
lot
about
the
well-being,
server
results
and,
yes,
we
do
see
a
diff.
You
know
in
october
from
previous
surveys,
in
terms
of
not
just
how
how
happy
people
are
feeling,
but
also
how
comfortable
people
are
with
the
level
of
support
that
they've
been
receiving,
but
nevertheless
you
know
overall
still
still
a
positive
story
in
there.
You
know
in
terms
of
despite
everything
that's
been
thrown
at
our
staff.
L
You
know
still
50
plus
are
happy
and,
and
75
percent
feel
that
they
they're
getting
the
support
that
they
need
to
do
the
jobs
whilst
working
at
home
and
beyond.
So
we're
going
to
really
redouble
our
efforts
around
the
world,
the
bmw
and
in
the
report,
you
see
some
of
the
commitments
that
have
been
laid
out
there
so
continue
to
support
to
the
most
vulnerable
staff,
the
check-ins
that
I've
just
mentioned.
L
You
know
taking
place
with
all
all
40
and
9
000
staff
between
between
now
and
the
end
of
january,
and
all
teams
have
been
asked
to
take
a
really
good
look
at
their
own
action
plans,
around
well-being,
support
and
use
all
the
information
that
we've
got
available
to
us
to
come
up
with
some
concrete
plans
for
for
the
coming
months.
So
that's
it
in
terms
of
well-being
and
happy
to
take
any
questions
in
the
terms
of
the
second
aspect.
L
The
distribution
of
kit
you'll
see
there
that
over
lockdown
we've,
we've
shared
more
than
13
000
pieces
of
kit,
with
staff
to
work
effectively
at
home.
The
cost
of
that
in
terms
of
buying
new
kit,
which
was
just
sorted
thousand
pounds,
but
about
four
hundred
thousand
of
that
was
what
would
have
been
business
as
usual,
spend
I.e
on
kit
that
we're
particularly
digital
kid
that
we
would
have
provided
anyway
in
any
normal
year.
L
So
so
the
extra
spend
in
terms
of
that
delivering
on
that
short
term
need
to
get
people
up
and
running
at
home
was
probably
in
the
region
just
over
500
000
pounds.
L
Now
now
all
of
that
stands
us
in
good
stead
in
terms
of
that
future
working
arrangement
and
and
when
I
checked
in
with
the
the
the
it
guys
most
recently
they're
pretty
confident
now
that
most
people
have
got
the
kit
that
they
need
to
be
working
at
home
longer
time
too,
and
so
so,
we've
we've
been
future
proof
in
our
ability
to
rationalize
the
estate
going
forward
work
from
home,
where
we
need
to
and
and
not
just
contend
with
covert,
but
come
up
with
that
longer-term
balance
too.
L
We,
whilst
we
did
buy
a
new
kit
you'll
see
in
the
report
that
we
also
recycled
kit
wherever
possible,
and
we
recycle
laptops
okay
to
the
tune
of
around
one
million
pounds
in
value,
and
so
please
that
would
be,
but
we
were
able
to
do
that
and
going
forward
very
much
a
feeling
that
any
further
that
is
required
will
be
able
to
be
recycled
from
within
existing
stock
so
that
that's
that's
well-being
and
distribution
of
kit
and
then
going
forward.
L
Lastly,
in
the
report
we
outline
towards
the
end
of
the
report
some
of
the
really
important
considerations
we're
going
to
take
in
terms
of
getting
that
effective
balance
between
staff
spending
more
time
in
the
in
spending
time
at
home,
still
but
spending
time
in
the
workplace
too,
and
what
that
balance
looks
like
and
how
we
make
sure
it's
good
for
employees,
but
also
good
for
teams,
services
and
customers
too.
L
So
I
appreciate
any
thoughts
around
that
you
know
from
members
around
informing
that
that
work
that
we're
now
gonna
conduct
and
this
and
the
consultation
we
will
do
with
staff
you'll
note,
there's
also
opportunities.
We
built
in
working
groups,
for
example,
to
engage
with
our
trade
union
colleagues
to
to
really
look
at
the
future
plans
going
forward
and-
and
that's
important
for
a
number
of
reasons-
one
you
know.
L
Obviously
we
want
to
get
the
overall
approach
right,
but
two
we're
really
keen
as
well
to
make
sure
that
no
one
gets
left
behind
and
and
as
part
of
that,
work
we'll
be
doing
a
full
impact
assessment
on
all
staff
to
make
sure
that
everybody
is
supported
to
work
at
home.
If
need
be,
and
and
we
do
get
that
balance
between
home
and
work
right,
so
I'm
going
to
stop
there
and
take
any
questions.
D
Thank
you
graeme.
I
thought
it
was
a
really
good,
informative
report
and
also
lots
of
positives
in
there.
You
know,
I
think
we
can
be
very
proud
of
how
we
you
know
caught
straight
off,
but
have
continued
to
put
staff
well-being
at
the
forefront
of
things.
You
know
we're
all
we're
all
struggling
at
different
levels,
we're
all
going
through
different
things,
but
I
think,
as
I
say,
some
real
positive
things
come
out
of
this
report.
I
just
want.
Can
I
just
ask
about
the
finance
and
and
the
providing
of
kit?
D
L
Just
just
employees
only
what
there
was
a
small
number
of
school-based
staff
that
we
provided
some
kid
too,
to
enable
them
to
support
online
learning
for
kids
across
leads,
but
but
not
for
members.
As
far
as
I
understand
it,
I'll
check
that
double
check
comes
on.
G
Thank
you
chair
it
just
it's.
It's
a
really
good
report
and
I'll
just
echo
that,
but
and
the
discrepancy
between
the
two
figures
and
it's
really
high,
figured
that
those
who
feel
supported-
and
I
think
that's
testament
to
the
work
that
people
have
done
to
support
their
teams.
But
there
was
in
this,
as
council
harlan
said,
even
though
you're
supported,
it's
been
very,
very
difficult
to
re,
retain
that
positivity
and
that
happiness
level.
So
the
fact
that
fifty
percent
of
people
feel
happy,
I
think,
he's
incredible.
G
I
I
really
really
do
because
I
I
know
for
myself
and
now
that
the
children
are
not
at
school
anymore
and
how
difficult,
and
especially
that
first
six
months,
how
difficult
it
really
was
for
people
and
and
it's
very
difficult
to
support
people
when
you're
not
seeing
them
supporting
people
digitally
as
we
as
we
all
know,
is
so
the
fact
that
75
of
people
feel-
and
you
can't
just
support
it-
is
a
real
testament
to
the
really
great
work.
G
That's
not
to
say
that
I
don't
want
100
of
people
and
we
need
to
explore
just
why
those
25
percent
of
people
don't
feel
supported,
but
you
can't
it's
very
difficult
to
substitute
that
ability
to
walk
into
an
office
and
just
have
a
five-minute
chat
with
a
colleague
about
something,
especially
in
the
very,
very
kind
of
emotive
work
that
is
done
around
children's,
especially
in
adults.
There's
no
replication.
G
So
I
just
want
to
say
thank
you
to
everyone
for
working
so
hard,
but
we
do
need
to
explore
and
try
and
get
that
figure
of
feeling
supported,
I'd
and
and
if
it
doesn't
translate
into
feeling
happy,
I
think
there's
other
things
that
is
going
on
there,
but
as
long
as
people
feel
supported,
I
think
that's,
that's
brilliant!
Thank
you.
Care.
J
J
I
I
was
going
to
pick
up
again.
Some
of
the
points
encounter
hayden
touched
on
them.
You
know
some
of
the
some
of
the
informal
feedback
I've
got
is
again
about
that
point
is,
I
think,
having
to
do
everything
online
is
a
barrier.
Some
people
feel
you
know,
even
if
they're
having
regular
contacts
and
one-to-one
with
the
managers,
if
they're
doing
it
one-to-one
through
a
screen.
It's
such
a
completely
different
experience
and
again
there
are
some
things
and
obviously
we're
in
lockdown.
J
Again,
you
know
I
mean
I'm
sure
others,
I'm
sure
others
counselors
have
experienced
it.
You
sat
at
home
on
a
wet
wednesday
afternoon
and
suddenly
you
have
a
resident
with
in
a
in
a
bit
of
a
crisis
on
the
phone
to
you
and
staff
are
dealing
with
that
on
on
a
far
more
regular
basis.
I'm
sure
we
are
as
counselors.
So
there
is
an
element
of
some
of
these,
some
of
the
barriers
that
working
from
home
and
working
online.
J
We
won't
overcome
those
until
we
can
start
having
time
back
in
offices
that
we
won't
overcome.
I
do
think
again.
You
know
for
graham
to
pass
on
to
hr.
Colleagues,
you
know
the
the
support
the
staff
have
had.
I
think
has
been
really
positive
in
trying
to
deal
with
some
of
these
to
deal
with
some
of
these
things
and
and
and
that's
been
helpful-
I
do
you
know
I
do
think
in
the
current
situation.
J
We
do
need
to
work,
move
towards
a
new
way
of
working,
but
obviously
we
we
know-
we've
got
at
least
another
two
months
of
working,
that
current
position
and
and
obviously
just
redoubling
our
efforts
to
make
sure
people
do
feel
supported,
do
feel
supported
in
in
in
in
work.
The
staff
are
doing
is,
is
vital.
D
F
K
Sorry
yeah
I've
had
the
issue.
I've
had
issues
this
morning
with
with
technical
issues
and
it's
about
the
supply
of
equipment.
K
Few
months
has
there
been
any
sort
of
problems.
L
I
think
it's
a
good
question,
I
think
in
the
very
early
days
towards
march
last
year
it
you
know
we
probably
and
when
we
did
our
first
pull
survey,
it
was
a
huge
demand
for
kit.
You
know
because
everything
could
happen
so
fast.
So
for
those
first
few
weeks
we
we
did.
You
know
we
probably
did
have
people
who
were
at
home
and
we're
doing
the
best
with
the
equipment
that
they
caught
particularly
furniture.
L
Well,
but
we
quickly
identified
that
you
know
this
was
going
to
be
a
long
term
need
and
what
we
did
was
we
established
the
system
using
using
a
request
process
that
we
use-
and
you
know
for
quite
a
lot
of
itk-
that's
well
established
and
that
helped
us
quite
quickly
to
to
really
get
on
the
front
foot
again
and-
and
we
now
you
know
the
requests
were
coming
in
and
we
were
turning
them
around
quite
quickly
and
that's
been
the
case.
L
You
know
throughout
probably
the
last
two
thirds
of
lockdown
that
we've
been
able
to
respond
really
quickly
to
the
needs
that
people
have
put
forward
so
so
yeah.
So,
in
summary,
you
know
probably
a
few
delays
right
at
the
start,
when
everything
was
very
new
to
us,
but
got
on
the
front
foot
and
we've
managed
it
well
since.
B
Thank
you
chair
and
thank
you
again,
graeme
for
further
questions
there.
Further
to
what
councilman
julie
said,
I
just
wanted
to
ask
you
a
little
bit
more
about
what
you
meant
by
refurbishment
of
laptops.
The
technology.
Is
it
technology
that
we
had
in
our
offices
that
won't
be
there
when,
when
we
potentially
can
get
back
at
some
point
or
is
it
other
stock
that
potentially
accounts
for
today.
L
It's
a
mix
of
two.
I
think
it's,
it's
probably
a
mix
of
redistributing
current
kit.
You
know
that
that
wasn't
getting
used
within
offices
and
also,
I
think
we
have
a
program
where
we
recycle
laptops.
You
know
once
they
come
towards
the
end
of
their
shelf
life,
so
I
think
we
spent
some
effort.
You've
seen
the
report.
B
It's
just
something
I
think
we've
all
hinted
over
the
last
few
months
really
in
various
meetings,
and
I
think
it'd
just
be
interesting
to
know
if
you
could
put
it
through
to
the
chair
and
we
go
from
there
really
just
really
what
that
refurbishment
has
meant.
B
D
For
that
many
things,
okay,
I'm
not
seeing
any
more
hands-read.
So,
as
I
said
in
the
introduction,
these
are
really
important
issues
and
I
think
scrutiny
has
an
important
role
to
play
to
ensure
that
we
get
this
right
as
an
organisation
and
there
could
be
significant
changes
to
how
we
work
going
forward
in
the
coming
years.
D
So
we
will
recover
from
corvid,
but
this
should
lead
or
could
lead
to
new
ways
of
working
that
are
here
to
stay
so
we'll
return
to
this
february
meeting.
If
that's
okay.
Thank
you
graham
thank.
D
D
Okay
item
10
over
to
you
rob.
C
Thanks,
council,
holland,
yet
just
just
quickly
to
go
over
the
february
meeting,
so
there
are
four
items
again:
white
rose
energy
up
today,
which
follows
members
requests
at
previous
meetings
and
there's
a
social
value
update
on
procurement.
Looking
at
how
we
enhance
social
value
and
procurement,
there's
also
a
bain
clt
action
plan
and
then
there's
the
third
report
of
this
inquiry
which
council
holland
has
just
mentioned.
C
Obviously
the
exec
board
minutes
are
attached
to
the
agendas
if
there
are
any
other
suggestions.
I've,
obviously
mindful
what
council
jenkins
has
said
earlier
regarding
welcome
to
yorkshire
and
I'll
I'll,
discuss
that
with
with
council
harland
and
come
back
to
council
jenkins.
C
If
there's
anything
else
obviously
feel
free
to,
let
us
know-
and
we
can
move
forward
with
that.
Thank
you.
D
I
Thanks
chair
rob,
you
mentioned
social
value
and
procurement.
Is
it
the
is
it?
How
is
it
being
covered?
Is
it
procurement
across
all
departments?
Is
it
just
one
officer's
looking
at
the
council's
procurement
and
is
it
procurement
in
other
contracts,
and
by
that
what
I
mean
is
this:
I've
got
a
discussion
next
week
about
social
value
around
e-law
and
the
east
leads
orbital
road
and
the
work
that
balfour
beatty
are
doing,
and
I'm
trying
to
just
gather
how
far
the
scope
is
of
the
item.
C
Yeah,
my
understanding
of
it
is,
it
would
be
across
the
council.
I
will
touch
base
with
the
offices
and
and
pick
that
up
as
well
with
them,
because
I've
been
in
touch
with
them
already
just
ensure
that
that
does
feature.
C
Obviously
it's
yeah,
it's
about
getting
the
apprentices
and
and
that
added
value
for
the
city
in
there,
and
I
don't
see
why
it
would
be
limited
in
any
way.
So
I
think
it
would
yeah
it
would
feature
cross
council,
but
I
will
ensure
that's
that's
dealt
with
and
if
you
want
anything
on
e-law
specifically,
I
could
look
at
that
as
well.
Yeah.
I
Yeah,
I
think
that
would
be
worthwhile
and
obviously
with
the
chair
as
well,
because
the
item
could
go
on
forever,
but
but
I
think
where
there
are
big
schemes
like
evil,
it
will
be
useful
for
members
to
understand
the
social
value.
That's
coming
with
those
schemes
or
not,
as
the
case
may
be,.
C
D
Thank
you
thanks
for
that
man.
Okay,
right,
thank
you
for
everybody's
comments
and
participation.
D
Rubble
picked
things
up
just
covered,
so
the
next
meeting
is
on
the
15th
of
february
at
10,
30
february,
and
oh,
my
goodness,
with
a
pre-meet
at
10.
So
I
look
forward
to
seeing
you
all
then,
and
it's
been
great
to
see
you
all
this
morning-
take
care
and
stay
safe.