►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Okay
good
morning,
everyone
and
welcome
to
today's
meeting
of
the
strategy
and
resources
scrutiny
board.
My
name
is
councillor
mary,
harland
and
I'll
be
chairing
the
meeting.
Today,
the
council
continues
to
use
zoom
to
deliver
remote
committee
meetings
and,
like
our
recent
meetings,
we
will
be
continuing
on
this
platform
today.
A
Secondly,
we
have
an
item
on
council
tax
and
business
rates
collection
following
requests
for
more
information
from
board
members
at
previous
meetings
and,
lastly,
we
are
taking
a
more
detailed
look
at
agile
working
in
the
council.
Despite
the
wide-ranging
impact
of
covid.
We
have
it
as
organization
adapted
quickly
and
effectively
to
the
challenge,
and
the
report
will
look
in
detail
at
that,
along
with
how
staff
in
our
estate
have
been
impacted
by
new
ways
of
working.
A
As
always,
we
have
a
number
of
guests
in
attendance
to
deal
with
any
questions
and
present
these
items,
and
I'm
really
pleased
to
say
james
mason,
chief
executive,
welcome
to
the
yorkshire
is
joining
us
today
to
deal
with
our
first
substantive
item
on
welcome
to
yorkshire.
Thank
you
for
coming
along
james
at
this
point,
I'd
like
to
invite
each
member
of
the
board
to
formally
introduce
themselves
so
please
I'll
start
with
counselor
almas.
A
I'm
afraid
councillor
almost
is
not
able
to
hear
what
we're
saying
so
counselor
almas
reckon
excuse
me
represents
the
holbeck
beast
in
the
pulpit
world:
okay,
councillor
carlill.
D
H
Good
morning,
everyone
councillor
james
lewis,
deputy
leader
and
executive
board,
member
for
resources
and
chair
of
you
thinking.
This
is
normally
the
meeting
where
we
have
our
christmas
vince
pies.
Isn't
all
the
ears
flown
by.
A
I
apologize
for
that
not
being
the
case,
but
we'll
have
to
have
virtual
pies
and
if
I'd
have
thought,
honor
picked
a
background
with
some
particular
reference
to
that,
but
I'm
not
that
savvy.
As
you
all
know,
okay,
neil
evans,.
K
A
C
C
A
Thank
you,
debbie.
Okay
item
six,
just
before
we
go
to
the
minutes,
I'd
like
to
thank
councillor
helen
hayden
for
chairing
last
month's
meeting
in
my
absence,
really
appreciated
that
she
stood
in
at
the
last
minute.
Okay,
mata's
arising
council
robinson.
A
Oh
praise
indeed,
helen
praise
indeed
yeah.
Thank
you
very
much.
Okay.
Thank
you.
Okay,
bye
minutes
of
the
last
meeting
and
we
all
agreed
that
they
are
a
true
record.
Yep.
That's
it!
Silence
is
a
yes.
Are
there
any
matters
arising.
C
A
B
C
Yes,
thank
you.
Chair
yeah
excited
council
jenkins.
Yes,
there's
been
no
reply
as
yet,
I
know.
Under
the
the
minutes
there
was
a
request
to
publish
the
letter
that
was
issued
from
councillors,
harland
and
hayden.
I
was
hoping
a
reply
would
come
in
to
create
that
completeness,
but
there
hadn't
be
one.
So
I
I
can
still
publish
that
letter
as
a
supplementary
item
to
this
agenda.
C
Should
you
want
to
or
should
board
members
wish
to,
but
I
was
just
hoping
for
completeness
that
the
response
would
come
in
so
I'll.
Leave
that
to
board
members.
I
suppose.
B
Yes,
I
think
we
should
get
a
response
really
it's.
I
believe
the
government
is
going
to
produce
some
guidance
in
the
next
few
weeks,
maybe
with
the
spending
review.
But
it's
disappointing.
We
haven't
had
a
response
because
I
think
we
sent
the
letter
in
certainly
on
october.
C
A
A
Nope:
okay,
we'll
move
on
to
agenda
item
seven
on
welcome
to
yorkshire
and
the
decision
by
leeds
to
provide
additional
funding
taken
over
the
summer,
as
I
mentioned
at
the
start
of
the
meeting.
Welcome
to
yorkshire
is
the
official
tourism
agency
for
yorkshire
and
given
the
impact
of
the
pandemic
has
had
on
tourism
and
the
link
that
tourism
has
to
the
hospitality
sector.
It's
clear
that
welcome
to
yorkshire
can
play
a
key
role
in
supporting
the
recovery
from
corvid
19..
A
Businesses
need
to
get
back
on
the
feet
and
welcome
to
yorkshire
can
play
an
important
role
in
that,
since
james
has
taken
the
time
to
join
us
today.
I'd
like
to
hand
over
to
him
first
off
to
set
out
some
of
the
renewed
vision
for
welcome
to
yorkshire
and
help
set
the
scene
for
board
members
following
that
I'll
open
up
the
item
for
questions
from
members
and
comments
from
councillors,
louis
neil
or
victoria,
if
board
members
wish
to
speak,
please
indicate
in
the
usual
way.
Thank
you,
okay,
james!
It's
over
to
you.
K
K
A
K
Yeah,
firstly,
thank
you
for
inviting
me
on
this
morning,
do
appreciate
it
so
I
joined
back
in
in
january
of
this
year.
The
brief
at
the
time
was
was
relatively,
I
won't
say,
straightforward,
but
clear.
K
The
organization
had
gone
through
a
turbulent
18
months,
notwithstanding
the
issues
of
segari
verity
leaving
the
organization,
but
then
the
subsequent,
I
would
say
drift
since
then,
or
since
that
time
financial
affairs
were
played
out
in
public,
and
so
the
organization
was
one
that
all
over
had
achieved
some
great
things
in
the
past
years,
bringing
the
tour
de
yorkshire,
the
tour
de
france
back
in
2014
participation
in
a
number
of
festivals
and,
I
suppose,
putting
yorks
on
the
global
map.
K
It
was
a
bruised
animal.
I
think
it
was
fair
to
say
that
I
picked
up
in
january,
but
the
brief
was
to
rebuild
bridges,
to
regain
trust,
to
revitalize
the
brand
and
play
this
out
through
the
public
sphere,
an
element
of
transparency,
because
the
public
sector
had
certainly
come
to
the
organization's
core
when
it
was
needed-
and
I
would
say
that,
between
january
and
march,
we
started
to
do
that.
K
K
So
this
was
the
first
thing
that
we
needed
to
wrestle
control
over
to
make
sure
we
had
a
real
grip
on
the
finances
of
welcome
to
yorkshire,
having
worked
at
football
clubs
and
both
in
the
private
and
public
sector
before
it
was
important
for
me
to
really
understand
the
outgoings
and
the
incomings
at
welcome
to
yorkshire
and
to
see
if
we
a
could
afford
all
the
staff,
but
also
the
other
liabilities,
fixed
and
and
flexible,
such
as
the
the
office
that
we
occupying
leed
city
center
and
various
other
matters.
K
We
did
this
by
starting
a
a
process
of
meeting
with
every
local
authority,
chief,
executive
and
leader
that
started.
It
hasn't
completed,
unfortunately,
because
I've
curvy
19..
What
no
one
told
me
in
the
job
description
when
I
joined
that
a
global
pandemic
would
be
just
around
the
corner,
which
would
move
me
away
from
welcoming
people
to
yorkshire
to
actively
stay
saying
look
north
one
evening.
Please
stay
away,
so
we
can't
underestimate
it.
K
The
meeting
so
it
has
added
to
to
matters,
but
if
we,
if
we
just
work
on
between
january
and
march,
yes,
the
aim
was
to
introduce
a
new
strategy,
as
you
mentioned
at
the
outs
outset,
council
of
holland
welcome
to
yorkshire
is
the
marketing
agency,
the
tourism
agency
marketing
agency
for
tourism
within
the
county,
but
also
to
resonate
that
that
that
message
of
our
beauty,
of
our
heritage,
of
our
history,
of
our
culture,
of
our
four
districts,
distinct,
sub-regions,
north
south,
east
and
west
yorkshire,
our
three
national
parks
of
our
coastline
and
vibrant
towns
and
cities
across
the
county
across
the
country
and
across
the
world
and,
as
I
say,
welcome
to
yorkshire-
has
done
that
to
a
certain
degree
of
success
over
many
years.
K
However,
I
I
openly
said
in
my
strategy
documents
at
the
outset.
I
think
we
needed
more
of
a
regional
focus.
South
and
east
yorkshire
could
arguably
say
that
they
weren't
represented,
as
well
as
north
and
west
yorkshire
in
terms
of
member
of
numbers
in
terms
of
the
member
of
events
number
of
events
that
we
put
on
across
the
county.
K
So
the
new
strategy
was
a
yorkshire
for
all
to
demonstrate
north
south,
east
and
west,
but
also
when
we
say
all
I
mean
all
people
from
all
ethnicities
or
backgrounds,
a
real,
modern
yorkshire,
a
real
understanding
that
we,
our
our
greatest
strength
as
yorkshire.
Folk
is
our
variety
and
our
diversity.
K
Five
and
a
half
million
people
live
in
the
county,
and
I
think
that
was
our
usp.
You
know
to
say
that
to
anyone
that
was
coming
to
visit,
not
only
do
we
offer
some
of
the
most
iconic
buildings
or
landscapes
in
the
world,
such
as
the
fabulous
peace
hall
behind
me,
but
also
a
place
to
live,
work
and
study,
and
that's
our
strategy
for
2021
going
forward
and
it
was
going
to
be
for
2021
but,
as
I
said,
kovid
really
put
the
handbrake
on
that
back
in
march.
K
So
the
idea
of
live
work
and
study
brings
a
new
dimension
to
what
welcome
to
yorkshire
will
focus
on
going
forward.
Of
course,
we
will
extol
the
virtues
of
why
you
would
visit
yorkshire
for
the
reasons
I
mentioned,
whether
it's
a
city
breaking
leed
city
centre,
whether
it's
the
cultural
hot
spots
of
bradford
and
huddersfield
and
kirklees,
or
whether
it
is
that
coastal
walk
in
scarborough
whitby
or
filey
or
perhaps
it
is.
K
You
know
a
ramble
through
the
yorkshire
countryside
to
try
and
follow
on
the
footsteps
of
james
herriot,
but
equally
pre
pre-covered.
There
were
many
heritage
and
arts
and
cultural
destinations
that
we
could.
We
could
offer
alongside
world-class
food
and
drink.
But
the
reason
why
we
brought
visit
live
work
and
study
into
the
equation
is
prior
to
covid.
K
Students
on
average
will
spend
a
multiple
of
what
they
would
spend
on
their
tuition
fees
in
the
local
area
and
when
they're
not
studying
and
bear
in
mind,
I
studied
back
in
1999
and
had
nine
contact
hours
a
week.
It
meant
I
had
40
plus
hours
to
get
to
know
the
city
that
I
was
living
in
and
then
the
surrounding
area.
K
So
these
become
advocates
of
the
county
and
actually
they're
transmitting
their
messages
and
their
pictures
of
them
at
the
peace
hall
or
the
yorkshire
coast
or
wherever
back
to
their
own
networks
via
facebook
and
instagram.
If
we
can
then
convince
these
students
to
then
perhaps
work
in
yorkshire,
because
it's
a
viable
proposition,
it
has
good
career
opportunities.
K
If
from
here
they
can
see
that
yorkshire
is
a
viable
proposition
to
live
and
meet
a
partner
and
maybe
build
a
family.
The
whole
purpose,
the
whole
circle
of
life
starts
again,
and
I
think
kovid
has
just
accelerated
our
strategy
to
realize
that
whilst
we
can't
attract
international
tourists
and
perhaps
domestic
tourists
during
a
lockdown,
we
do
have
five
and
a
half
million
people
to
attract
one
of
our
campaigns
for
2021,
we
believe
is
covered
proof.
K
It's
called
warp
ship,
where
we're
actually
wanting
yorkshire
to
become
the
capital
of
walking
across
the
world.
Walking
was
one
thing
that
you
could
do
freely
during
lockdown.
In
fact
is
actively
encouraged
now,
whether
it's
the
lead
liverpool
canal,
whether
it's
around
your
your
local
town
or
city,
whether
it's
in
an
urban
area
or
whether
it's
in
a
beautiful
part
of
the
countryside,
walking,
is
clearly
good
for
the
soul.
It's
clearly
good
for
our
mental
and
physical
well-being,
but
actually
there's
a
big
economic
driver
to
it.
K
Walkers
spend
money
pre-covered
you
spend
a
sunday
afternoon
planning
where
you're
going
to
walk
and
if,
like
myself
and
my
wife
with
two
kids,
we're
thinking
about
a
glass
of
wine
and
a
beer
at
the
end
of
it
or
a
hot
chocolate
for
the
kids,
you
know
walkers
do
spend
money.
So
that's
a
big
part
of
our
strategy
going
forward,
but
the
yorkshire
for
all
element
is
very
much
about
embracing
the
real
modern
diversity
of
the
county,
still
aiming
for
the
big
picture.
You
know.
K
One
of
many
big
world-class
events
that
welcome
to
yorkshire
can
actively
help
put
on
in
collaboration
with
local
authority
partners
and
the
private
sector.
The
private
sector
has
been
decimated
over
the
last
nine
months
and
our
membership
principally
comes
from
either
private
sector
businesses
or
public
sector
subscriptions,
and
we've
worked
really
hard.
Introducing
a
new
strategic
services
element
of
what
we
do
whereby
we're
working
with
likes
of
visit
leads
visit.
K
Bradford
visit
harrogate
visit
calderdale
visit
scarborough
visit
sheffield,
so
we
really
understand
what's
happening
on
the
doorsteps
of
of
these
towns
and
cities
across
the
county,
less
about
welcome
to
yorkshire
and
more
about
what's
happening
in
the
county.
You
know
we
don't
necessarily
want
the
headlines
anymore,
and
I
I
apologize
if
that's
how
it's
been
observed
in
the
past
few
years,
but
actually,
if
welcome
to
yorkshire,
is
going
to
be
the
amplifier
of
of
our
good
news.
A
Thank
you,
james
really,
good
and
I'm
being
one
of
those
walkers
and
yes,
we
do.
We
do
contribute
to
the.
K
D
Sorry,
I
forgot
that
you
messaged
jordan.
Thank
you
chair.
Thank
you
for
that
introduction,
james
and
and
nice
to
speak
to
you
as
well.
I
just
want
to
ask:
could
you
give
us
for
the
record
just
a
little
bit
of
a
view
you
mentioned
about
speaking
with
the
various
different
public
authorities,
who
obviously
make
the
public
sector
contributions?
D
K
Yeah
thanks
sam
just
a
bit
of
background
then
so.
Welcome
to
yorkshire,
as
I
mentioned,
is
both
privately
and
publicly
sector,
funded,
principally
for
the
public
sector
to
demonstrate
yorkshire
as
a
whole
and
to
market
the
constituent
parts
of
the
county.
This
is
paid
via
subscriptions
every
year,
so
each
individual
local
authority
would
pay
a
subscription.
K
Then
the
private
sector
would
pay
by
individual
membership
at
the
start
of
the
year
and
for
the
past
couple
of
years,
welcome
to
yorkshire
has
received
in
and
around
a
million
pounds
worth
of
funding
from
the
business
rates
pool
as
well,
which
has
gone
towards
supporting
many
of
our
projects.
K
But
when
coverage
struck
back
in
march,
it
was
clear
that
both
the
private
and
the
public
sector
via
austerity
would
struggle
to
probably
contribute
the
similar
level
of
funds
in
the
past,
so
subscriptions
on
one
side,
an
annual
fee
paid
by
each
local
authority
to
support
the
the
the
bigger
picture
of
welcome
to
york's,
promoting
yorkshire.
Then
individual
parts
within
that
and
then
the
the
recent
request
was
a
granted
funding
to
support
our
other
projects.
K
The
decision
of
wakefield
and
I
think
the
decision
of
every
local
authority
in
the
county
was
was
based
on
needs
and
must,
at
a
time
when
public
health
is
clearly
on
higher
on
the
agenda
than
perhaps
tourism
or
the
visitor
economy.
I
don't
know
the
ins
and
outs
of
wakefield's
particular
decision
and
I
suppose
that's
for
them
to
answer
rather
than
me,
but
at
the
same
time
our
argument
would
be
that
welcome
to
yorkshire
and
the
yorkshire
visitor
economy
underpins
much
of
the
rest
of
the
economy.
A
E
Thank
you
chair
james.
Obviously,
as
you
said,
the
handbrake
is
firmly
on
because
of
covert,
and
none
of
us
for
could
have
forecast
a
year
rolling
out
like
a
house
in
january,
so
but
from
what
we're
seeing
hearing
about
vaccines,
it's
unlikely
that
we're
going
to
be
back
to
any
way
approaching
normal
till
next
winter
and
late
summer.
E
E
Fantastic
marvel
is
what's
been
happening
with
the
tour
of
yorkshire
as
well,
but
it's
very
unlikely
that
we'll
be
able
to
arrange
some
big
events
like
that
in
the
next
probably
18
months,
but
you've
got
to
keep
going
and
you've
got
to
support
tourism
as
best
you
can
when
it
starts
easing
down-
and
I
I
just
I
just
wondered
what
your
plans
was.
I
mean
you
mentioned
a
lot
about
walking.
E
I've
done
many
a
walk
with
the
chair,
mary
and
some
former
colleagues,
but
you
really
don't
need
that
much
money
to
spend
for
a
walk.
You
know
you
get
in
your
car
and
you
go
and
you
do
the
light,
wake
or
penegent
or
whatever.
You
know,
and
you
perhaps
have
a
bit
of
lunch
there,
but
you
know
it.
E
It
happens
anyway.
You
don't
need
encouragement
if
you're
a
walker,
you
go
find
these
beautiful
walks
and
you
participate
in
it's
a
wonderful
day
else
and
that
will
continue
even
during
lockdown,
as
you
say,
but
I
just
wanted
to
watch
your
plans
for
the
next
year.
You
know
for
certainly
the
next
six
months
anyway,
nine
months.
Thank
you
james
and
keep
doing
what
you
do.
Mate.
K
Oh
thank
you.
I
appreciate
that
and
I
think
you've
you've
raised
some
key
points
there,
but
some
key
words-
and
I
think
support
is
one
of
them
as
a
former
business
owner
myself,
when
the
chips
are
down
when
you're
looking
out
the
window
and
thinking
where
the
next
sale
is
going
to
come
from
the
next
opportunity,
especially
in
hospitality.
K
K
Welcome
to
york,
as
you
mentioned,
was
a
celebratory
organization
responsible
for
putting
on
the
grundy
part
and
many
big
other
events
think
about
some
of
the
events
that
we
take
part
in
the
great
yorkshire
show
hundreds
and
thousands
of
micro
events
across
the
county
as
well
that
perhaps
you
might
not
be
aware
of,
but
we're
supporting
food
and
drink
arts,
literature
heritage,
so
you're
right
over
the
next
six
to
nine
months.
I
think
it's
going
to
be
difficult
to
forecast
the
events
that
we
can
put
on.
K
What
we
are
doing
at
the
moment
is
holding
regular
webinars
we've
got
our
white
rose
awards
event
in
two
weeks
time,
where
we
celebrate
the
whole
county
and,
admittedly,
looking
back,
but
I
think
I
think,
a
recalibration
of
what
we
do
so
we've
we've
lobbied
harder
than
we've
ever
lobbied
before
so
at
the
start
of
lockdown,
when
many
micro
businesses
such
as
bed
and
breakfast
owners
that
were
paying
council
tax
as
opposed
to
business
rates,
we
really
lobbied
hard
with
our
local
mps,
all
across
the
yorkshire
and
the
humber
area,
to
really
fight
for
them
and
really
demonstrate
the
importance
of
these
businesses
to
to
the
bigger
economy.
K
So
lobbying
is
something
that
we
will
do
when
I
say
lobbying,
I
don't
want
us
to
be
political
here.
I
just
want
us
to
amplify
the
messages
and
the
actual
idiosyncrasies
and
the
issues
of
the
county
think
about
the
the
flooding
that
happened
this
time
last
year.
That's
probably
going
to
happen
again
that
affects
tourism.
Massively
you
mentioned
that
walkers
don't
spend
much
money,
it
happens.
Well,
actually,
not
everyone
does
walk
it's
the
most
accessible
thing
that
you
can
do
as
an
individual.
K
Unlike
cycling,
and
I'm
a
big
cycling
fan
by
the
way
there
is
no
ability
needed.
There
is
no
equipment
needed
so
in
terms
of
exclu
inclusivity,
it's
the
perfect
model
and
what
we're
trying
to
do
with
that
with
this
james
is
not
necessarily,
you
know
reinventing
the
wheel,
but
we
do
want
people
to
rethink
about
what
they
doing
in
terms
of
when
and
how
they
walk.
So
walking
and
welcome
to
yorkshire
is
is
is
two
or
threefold.
K
Yes,
it's
about
exploring
the
great
outdoors
on
our
on
our
doorstep
that
we
perhaps
didn't
know.
So
I'm
sure,
mr
mckenna,
there
are
guinels
and
snickets
that
you
didn't
know
around
your
neck
of
the
woods
over
the
last
six
months,
because
we've
all
found
them
me
and
my
children
didn't
realize
the
the
river
wharf
was
so
close
to
us.
K
And
yet
we've
had
a
wonderful
walk
in
the
last
few
weeks,
seeing
herons
and
seeing
some
real
natural
habitat,
but
also
stopping
at
coffee
shops
and
maybe
stopping
to
get
the
kids
a
packet
of
sweets
and
then,
when
pubs
were
up
and
stopping
for
a
drink.
So
our
message
has
to
be
when
people
are
out
walking
to
support
local
to
actually
maybe
think
about
taking
the
sandwiches
with
them
and
maybe
a
little
bit
of
a
mars,
but
where
possible,
stopping
and
supporting
local
economies.
But
it's
not
just
penny
again:
it's
not
just
ingleton.
K
It
is
walking
around
leed
city
center.
It's
perhaps
walking
to
the
train
and
not
maybe
using
the
car
as
much
so
using
welcome
to
york
as
that
vehicle
to
really
get
the
bigger
messages
across
of
tackling
obesity
and
tackling
mindfulness
and
inclusivity,
but
actually
supporting
businesses
through
the
next
six
months.
That
will
need
the
most.
So
if
you're,
if
you're
a
restaurant,
we're
going
to
do
a
poll
later
today
saying
three
things:
are
you
opening
on
the
second
december
or
should
I
say,
are
you
planning
to
open?
K
Are
you
doing
any
marketing
activity,
or
are
you
a
rabbit
in
the
headlights
just
caught
thinking?
Do
I
employ
more
staff?
Do
I
think
about
any
christmas
marketing,
or
do
I
just
write
it
off
and
I
think,
with
this
intelligence
we
can
probably
re
relay
that
back
to
the
likes
of
lead
city,
council
or
bradford
or
sheffield
or
whatever
and
say.
This
is
what
the
industry
is
thinking.
This
is
what
businesses
are
worried
about
concerned
about,
and
this
is
where
I
think
welcome
to
yorkshire
can
offer
a
real
support
function
in
the
past.
K
Yes,
fella
very
much
celebratory,
but
I
think
going
forward.
We
will
be
that
that
organization
of
thought
leadership
and
getting
them
through
the
difficult
times
pivoting,
maybe
setting
up
online
trade.
So
back
in
march,
we
were
working
with
lots
of
brewers,
happens
to
be
a
little
passion
of
mine
that
weren't
selling
beer
online.
So,
all
of
a
sudden,
when
lockdown
came
they
went,
you
know
how
can
we?
How
can
we
get
through
this
and
the
likes
of
ilkley
brewery?
K
Northern
monk
little
valley
in
halifax
have
had
records
six
months
because
they've
pivoted
and
started
selling
online
and
again.
I
think
people
need
to
understand
that
the
tourism
industry
isn't
just
front
facing
it's
not
just
castle
howard
hairwood
house,
the
peaceol.
It's
the
delivery
drivers,
it's
the
packers,
it's
the
the
producers
behind
that.
So
there's
lots
to
do
james,
we're
busier
than
ever
we're
just
doing
it
differently.
I
would
say.
A
E
K
E
G
Thank
you
chair
and
thank
you
james,
for
making
yourself
available
today
and
coming
in
it's
much
appreciated
and
having
met
james,
I
can
attest
that
he
has
brought
a
new
leadership,
a
new
focus
in
a
new
direction
to
welcome
to
yorkshire
and
one
that
was
very
welcome
as
well.
G
I
I
think
that
the
report
today
is
split
into
two
parts:
there's
the
welcome
to
yorkshire
park
and
then
there's
the
council
processes
for
decision
making
part
and
if
I
focus
on
the
welcome
to
yorkshire
park
first,
it's
incredibly
welcome
what
james
has
suggested
that
the
you
know
what
they're
trying
to
do
about
the
supply
chain.
Talk
about
that
for
tourism
in
west
yorkshire
and
the
whole
of
yorkshire.
Also.
G
I
know
that
they're
involved
in
initiatives
such
as
tree
planting
as
well
they're
taking
the
climate
change
the
climate
emergency
very
seriously
and
looking
at
climate
change-
and
I
think
that's
really
welcome
the
public
sector
and
all
of
our
partners
need
to
speak
with
one
voice
on
that,
and
I
guess
before.
Turning
to
the
offices,
there's
two
questions
for
james.
One
of
them
is
the
grant
that
was
made
available
was
on
the
basis
of
an
sla
being
a
service
level
agreement
being
put
in
place.
G
I
don't
think
that's
in
place
at
the
moment,
so
an
update
on
that
will
be
useful
and
the
second
question
would
be
around
shared
office
space.
Obviously,
that
can
be
a
huge
cost.
We
know
that
people
are
working
differently.
Now
is
the
count?
Is
this
council
or
other
councils
having
conversations
about
shared
office
space
with
you?
So
you
don't
have
to
use
that
space.
You
can
work
more
closely
with
officers
to
marry
up
our
economic
development
projects.
K
Yeah,
thank
you,
council
robinson,
so
I'll
take
the
two
questions,
if
I
may
so,
starting
with
the
sln
and
the
office
space
you're
right
when
I
joined
again
back
in
january-
and
I
mentioned
to
council
harlem-
that
I
wanted
a
year
to
try
and
unpick
or
understand
the
workings
of
welcome
to
yorkshire.
The
the
the
subscription
fees
were
was
something
that
was
surrounded
with
a
little
bit
of
mystery
and
when
I
say
that
in
terms
of
the
the
amounts
and
the
figures
etc,
but
it
was
clear
once
I'd.
K
I'd
spent
a
bit
of
time.
They
were
based
on
size
of
population
size
of
need
side
of
offer.
There
are
parts
of
yorkshire
that
have
a
real
strong
tourism
offer
and
other
parts,
perhaps
less
so.
Hence
why
our
visit
live.
Work
and
study
brings
in
all
elements,
so
parts
of
south
yorkshire
may
be
really
strong
on
on
industry
and
and
and
an
economic
impact,
etc,
and
then
north
yorkshire.
Obviously
we've
got
the
yorkshire
dales,
the
north
york
moors
national
park.
K
So
what
we
wanted
to
do
with
the
sla
was
to
offer
real
demonstrable
value
to
each
local
authority
and
the
national
parks,
because
we
count
those
in
this
instance
as
as
local
authority
partners
and
as
a
business
owner
myself
as
a
decision
and
the
leader
yourself.
You
want
to
know
what
what
ban
you're
getting
for
your
book,
so
the
slas
were
broken
down
and
and
ongoing.
We've
we're
almost
there.
I
think,
with
with
lead
city,
council
and
a
few
others.
K
We
just
need
to
probably
dot
the
eyes
and
cross
the
t's
and
it's
been
very
much
a
two-way
process.
I'm
I'm
I'm
pleased
to
say
that
we're
very
close
to
signing
that
and
it's
based
on
understanding
value.
It's
based
on
understanding
what
lead
city
centre
and
the
city
region
will
get
from
welcome
to
yorkshire
and
we've
really
built
up
an
inventory
council
robinson
whereby
in
the
past
it
was
very
much
a
good
will
gesture
and
there
were
some
metrics
in
there,
some
so
some
some
kpis.
K
We
now
have
everything
detailed
from
the
price
of
a
tweet
or
a
social
media
post
through
to
a
newsletter
through
to
webinars,
through
to
particular
events
in
the
future
that
we'll
work
on
together.
So
the
sla
depending
on
the
size
of
contract,
will
be
determined
by
what
you
will
receive
back
in
return.
So
it's
almost
algebraic.
It's
x
y
equals
z
depending
on
how
much
you
pay
in
that
respect
and
therefore,
I
think
it
gives
leader
to
council.
K
I
think
it
gives
any
decision
maker,
both
on
either
side
of
the
coin,
to
able
to
track
the
progress.
So
in
two
or
three
months,
my
counterparts
and
my
colleagues
with
an
area
manager
specifically
for
leads
we'll
be
able
to
say
you
appeared
in
this
many
number
of
searches.
This
many
articles
in
our,
why
magazine
or
in
our
webinars
or
on
our
website,
etc
or
even
the
yorkshire
evening,
post,
the
yorkshire
post,
look
north.
K
It
might
be
lead
city,
art
galleries,
it
may
be
museums
and
then,
with
that
we
can
probably
share
some
data,
which
I
think
going
forward
will
be
really
important
for
any
decision
maker
that
some
of
the
natural
data
that
we
receive
with
our
12
million
unique
visitors,
we
can
actually
help
you
make
better
informed
decisions
on
transport,
on
travel,
on
ecology
and
so
on
and
so
forth.
So
does
that
answer
the
question
on
the
first
one.
G
K
Yeah-
and
I
think
that's
a
really
fair
point-
I
don't
I
mean
it's-
I
I
wouldn't
comment
on
the
past,
but
I
don't
think
it
was
as
lazy,
fair,
perhaps
as
as
has
been
reported
elsewhere,
but
I
think
you're
right
in
that
there
has
to
be
some
real
transparency
to
what
the
contract
looks
like
going
forward,
so
that,
if
I
was
to
leave
or
any
of
my
colleagues,
you
pick
up
the
new
welcome
to
yorkshire
manual
and
say
right:
that's
what
you
get
for
ten
thousand
pound
or
twenty
thousand
pound
or
fifty
thousand
pound
and
the
beauty
about
that
council
robinson.
K
Is.
It
enables
me
to
up,
spend
or
upsell,
should
I
say
going
forward
so
if
we're
doing
something
particularly
well,
it
might
be
on
the
climate
it
might
be
on
arts
heritage
culture.
It
might
be
something
that's
specific
to
the
lead
city,
region
or
elite
city
council.
We
can
then
perhaps
suggest
we
do
a
little
bit
more.
So
there
are
projects
that
we're
ongoing
now
with
other
areas
of
the
country,
marketing
projects
particular
professional
services,
whether
it's
web
design,
video
editing
and
social
media
marketing
that
we
can.
You
know
demonstrate
real
value.
K
Both
ways
so
welcome
to
yorkshire
needs
to
be
something
that
can
be
embraced
and
shared
by
others
and
not
just
be
a
one-way
process,
and
I
think
that's
the
the
proudest
thing
that
we've
achieved
in
the
first
nine
to
ten
months.
Is
that
two-way
process
of
saying
that's
what
you're
paying
that's
what
you're
getting
and
it
gives
me
the
right
smile
to
say
if
we
over
perform,
you
know,
maybe
we
can
ask
to
spend
more
in
the
future,
whoever
that
might
be
with
okay.
K
Thank
you
so,
and
the
second
point
on
office
space
yeah
I
mentioned
at
the
outset
in
my
opening
comments-
that
we
do
have
some
high
fixed
costs.
One
initially
was
wages,
so
we've
reduced
45
staff
down
to
around
22,
which
any
rationalization
of
any
organization
takes
time
and
it's
a
difficult
restructure.
But
the
output
in
a
digital
world,
I'm
pleased
to
say,
has
been
as
high
if
not
higher
than
it's
ever
been.
K
We
haven't
been
able
to
put
any
events
on
apart
from
one
which
was
golf,
and
I
know
that
you
have
a
poncho
for
golf.
Don't
you
so
we're
demonstrating
our
breadth
of
variety,
so
we
put
a
covered,
safe,
golf
event
on
which
actually
made
money.
You
know
turned
a
profit
which
again
is
another
kpi.
We
won't
be
putting
necessarily
events
on
just
for
civic
pride,
which
are
important
but
we'll
be
putting
them
on
to
try
and
return
on
investment,
but
the
other
fixed
cost.
K
As
I
mentioned
other
than
staff
wages
was
the
building
at
round
foundry
in
leed
city
centre.
K
Previously
we
were
in
york
city
center,
now
we're
in
leeds
again
that
has
its
upsides
and
downsides
when
you're
trying
to
represent
the
whole
of
yorkshire,
a
big
building
easily
comfortably
fit
40
to
50
people
in
now
down
to
22,
you
could
argue
we're
rattling
around,
but
we're
not
now
because
of
coverage
because
they
have
to
go
meter
spacings
within
each
desk.
K
We've
got
the
glass
screens
up,
so
we
had
to
like
many
businesses,
invest
in
the
infrastructure
of
the
building
and
make
it
covered
safe,
but
I
would
welcome
conversations
with
any
local
authority
partners.
Some
have
been
had,
I
must
admit,
albeit
tentatively,
back
in
april
and
may
about
shared
office
space,
whether
to
house,
a
charity
or
local
government
department.
That's
something
we
definitely
welcome.
K
Councillor
robinson
because
I
think
being
in
the
city
centre
is
useful
for
us,
but
at
the
same
time
the
only
reason
why
we
probably
haven't
been
able
to
look
at
other
alternatives
is
due
to
a
financial
commitment
under
the
contract.
So
we
need
to
unpick
that.
But
it's
it's
something.
We
will
look
to
do
in
every
opportunity
to
save
money
where
we
can
and
to
make
money
or
exhaust
opportunities
as
well.
G
I
am:
is
it
okay
to
ask
questions
of
the
officer's
chair
as
well,
just
on
james's
golf
point
before
I
go
as
well.
James
knows
my
my
ambition
to
it's
a
century
since
we've
had
the
ryder
cup,
which
was
the
first
radical
state
station
europe
and
it
was
staged
in
the
north
of
england
here
in
yorkshire,
the
ambition
to
bring
the
ryder
cup
back
to
the
north
of
england
and
back
to
yorkshire,
which
would
and
given
that
we
know
the
money
that's
involved
in
the
golf
industry.
G
It's
big
books,
it's
big
books
for
tourism,
it's
big
books
for
the
supply
chain,
it's
big
books
for
everybody
involved.
I'm
also
pleased
that
he's
using
the
live
work
study
line
because
I've
used
on
my
leaflets
making
the
herald
wall
the
best
place
to
live,
work
and
grow
up
since
2010.
So,
hopefully
he's
stolen
that
from
my
leaflets
in
the
past,
with
pride,
look
into
the
the
officers
the
report
talks
about
a
joint
committee.
G
I
So
the
joint
committee-
that's
referred
to
council
robertson,
was
the
joint
committee
which
oversaw
the
business
rates
pool
and
that
was
made
up
of
the
leaders
of
the
the
business
rates
pool
which
combined
western
north
yorkshire
and
those
those
meetings
were
in
know,
public
meetings
and
agendas
and
minutes
and
so
forth,
are
kind
of
set
out
where
they
decided
how
that
poor
would
be
allocated.
I
The
the
issue
for
us
this
year
has
been
the
because
that
is
that
there
isn't
a
a
business
rates
pool
so
that
that
ceased
to
exist
on
at
the
end
of
march
and
therefore
that
that's
why
the
decision
about
the
allocation
of
money
this
year
was
actually
taken
through
a
delegated
decision
by
by
officers
to
allocate
the
money
to
welcome
to
yorkshire.
So
it
was
so
so
I
say
the
the
the
pool
was
in
existence
last
year.
I
This
year
there
was,
there
was
money
left
over
from
that
pool,
but
no
new
pool
and
the
allocation
was
made
from
the
surplus
resource.
The
cap
the
council
had
about
1.5
million,
I
think
it's
0.52
million
and
we
allocated
0.18
million
of
that
to
to
welcome
to
yorkshire
this
year.
G
Thanks
chair,
I
appreciate
neil's
comments
on
this
one
that
we
don't
have
a
joint
committee
at
the
moment.
I
think
part
of
the
challenge
is
that
when
wakefield
have
taken
this
to
the
equivalent
of
their
executive
board-
and
I
do
appreciate
the
time
imperatives
that
were
involved
in
this
as
well
and
around
the
demands
and
the
sums
of
money-
and
there
is
a
risk
that
funding
in
this
way
can
look
sketchy
and
looking
like
it's
lacking
transparency,
that's
not
in
the
public
domain.
G
I
appreciate
it's
gone
through
the
delegated
decision
process,
the
office
that
is
available
to
officers,
but
given
the
nature
of
this
and
that
discretionary
grants
weren't
available
to
some
small
businesses
at
the
time
it
it.
It
did.
I'm
sure
that
the
officers
can
understand
it's
been
difficult
for
some
to
swallow
and
understand
the
process,
that's
involved
and
how
they
can
apply
for
grants
in
this
way.
I
Okay,
can
I
okay,
if
I
can
come
back
in
on
that
counsellor
highland?
So
we
we
did.
You
you've
mentioned
cancer
arms
in
the
issue
of
timing
and
it
really.
It
was
an
issue
of
timing,
so
I
I
think
I
did
make
it
clear
in
the
july
scrutiny
board
at
in
a
public
meeting
that
it
was
our
intention
to
make
this
decision
and
then
subsequently,
the
the
leader
and
the
leaders
of
the
of
the
opposition
were
informed
of
the
fact
that
mark
martin
was
going
to
make
that
decision.
I
Mark
farrington
was
going
to
make
that
decision
as
the
director,
so
we
did
it
in
as
public
away
as
possible.
I
mean,
I
think,
if
the
timing
had
been
different,
it
could
have
gone
to
the
executive
board
and
I
agree
in
some
sense
with
you,
casa
robson,
that
would
have
been
a
more
satisfactory
process
in
terms
of
the
way
that's
perceived
by
the
public.
G
I
I
think
it's
maybe
a
difference
of
opinion
of
how
things
work
sometimes
and
then
the
process
that
we
go
through.
I
do
appreciate
the
time
scales
that
are
involved.
I
know
on
the
22nd,
when
we
had
our
meeting,
we
were
told
there
was
an
intent,
but
no
decision
had
been
made
by
the
23rd
the
next
day
the
delegated
decision
was
published
it
you
know
things
were
running
very
very
quickly
and
I
can
appreciate
that
difficulty
for
officers
as
well.
G
I
wonder
if
it's
maybe
worth
looking
at
this
in
a
year's
time
and
coming
back
to
have
a
discussion
with
james
from
welcome
to
yorkshire
and
look,
we
can
look
at
what
the
sla
looks
like
and
and
how
it's
progressed
in
that
time,
and
maybe
that's
an
appropriate
route
for
a
transparency
function,
if
that's
suitable
to
james
and
to
officers.
A
Yeah,
I
think,
rob
and
I
had
discussed
the
bringing
this
back
for
an
update
at
some
stage
and
I
think
you're
right
to
give
it,
bearing
in
mind
all
the
circumstances
that
we
are
going
through
to
give
it
12
months
to
bed
in.
Hopefully,
things
will
start
moving
along
a
pace
later
on
in
the
year.
Who
knows
but
yeah
happy
for
that.
Thanks
for
that
matthew,
council
jenkins.
B
Hi,
my
first
thought
was:
maybe
it
could.
A
tagline
could
be
welcome
to
walk
here.
Still
going
back
to
the
governance
review,
it
mentions
in
the
papers
324
that
I
know
the
organization's
been
going
through
a
traumatic
time
in
a
way
because
of
the
history
in
a
sense
and
covet.
19
has
not
helped
at
all,
but
so
it
mentions
about
a
governance
review
and
a
report
on
the
12th
of
november
and
after
this
time,
more
information
will
be
available.
B
So
I'm
just
concerned
about
due
diligence,
accountability,
the
presentation
of
the
accounts
of
the
organization,
whether
you've
got
a
secretary
now
for
the
trustee
board,
whether
leeds
could
have
any
representation
on
the
board
alongside
north
yorkshire
and
doncaster.
B
And
thirdly,
the
west
georgia
charitable
trust.
Although
it's
not
a
public
body
or
publicly
funded,
it
has
got
the
same
address
as
the
well
welcome
to
yorkshire
and
it
did
have
190
000
pounds
in
its
accounts
and
now
reduced
to
about
57
000,
but
doesn't
seems
to
have
almost
gone
dormant,
but
it
it
is
a
trust,
that's
available
to
support
tourism,
allegedly
or
possibly-
and
I
just
wanted
to
give
you
a
good
comment
on
that.
Thank
you.
K
James
yeah,
you
want
me
to
take
those.
I
think
it's
only
right
and
proper.
Yes,
so
in
terms
of
the
governance
report,
council
jenkins,
is
it
jenkinson
or
jenkins
jenkins,
jenkins
apology
that
my
screen's
a
bit
shorter?
Yes,
we
did
have
a
board
strategic
day
last.
I
think
it
was
thursday
or
friday
where
we've
addressed
elements
of
governance,
so
we
have
currently
12
board
members
open
to
the
public
as
to
who
they
are
chaired
by
counter
former
councillor
peter
box.
K
It
is
something
we
take
very
seriously
because
I
think
when
you
receive
any
amount
of
public
money,
whether
it's
a
pound
or
a
million
pound,
I
think
you
should
be
overly
transparent
and
I'll
come
on
to
the
accounts
as
well.
In
terms
of
the
governance
review,
we
do
want
a
board
that
represents
the
whole
of
the
county,
difficult
to
have
public
sector
members
from
all
constituents,
because
there
are
only
we're
limited
to
12
and,
of
course
it
is
important
to
have
a
strong
private
sector
element
of
that
as
well.
K
We
do
have
people
that
live
and
come
from
within
leads,
but
perhaps
they
don't
have
the
level
of
scrutiny
that
I'm
a
public
servant
would
have,
but
we
will
be
publishing
the
details
going
forward
of
any
change
that
have
been
made
in
terms
of
governance.
We
have
sought
external
consultancy
on
that
to
make
sure
that
our
articles
of
association
and
and
we're
adhering
to
everything
that,
as
we
should
be
as
a
private
company
limited
by
guarantee
in
terms
of
the
accounts.
K
I
think
that's
that's
a
fair
point
and
if
I
may
just
bring
you
up
to
speed
on
that
again
when
I
joined
back
in
in
in
january
to
harbour
the
point
I
did
want
to
really
get
my
feet
under
the
table
before
we
really
understood
what
had
happened
in
the
past.
So
if
I
just
take
you
back
a
little
bit
the
year
two
march,
the
19th
and
we
should
have
signed
off
the
accounts
by
december
19.,
I
joined
in
january
2020.
K
So
again,
it
took
me
quite
a
long
time
to
really
get
to
grips
with
what
had
happened
in
the
past,
and
I
think
it
was
fair
to
say
that
welcome
to
yorkshire
couldn't
really
demonstrate
it
had
a
viable
funding
model.
Hence
why
the
need
for
public
sector
involvement
and,
of
course,
the
500
000
pound
loan
from
north
yorkshire,
county
council.
K
So
historically,
we
were
in
a
position
whereby
a
decision
was
made
by
a
committee
prior
to
me
that
welcomed
yorkshire
was
a
growing
concern,
but
the
financial
model
just
wasn't
sustainable,
whether
it
was
private
sector
income,
public
sector
income,
the
outgoings
were
higher
than
the
the
incomings,
so
the
accounting
accounting
period
was
extended
to
september
19,
so
that
this
could
be
assessed
and
the
accounts
could
be
signed
off
as
a
going
concern.
Sorry
september
20.,
kobe
then
hit
and
the
million
pounds
business
rates
pool
money
wasn't
available.
K
We've
prepared
a
quite
a
robust
business
plan,
which
has
been
shared
with
all
local
authority
leaders
and
chief
executives
that
have
asked
for
it
to
demonstrate
how
we
will
trade
out
of
this
and
a
pathway
for
sustainability.
Council
robinson
mentioned
tree
planting.
Yes,
that's
part
of
our
ongoing
sustainability
project,
but
we've
launched
a
web
shop.
We've
launched
a
new
membership
model,
we're
looking
at
ways.
K
We
can
actually
use
the
wealth
and
power
of
the
brand
name
to
actually
bring
in
commerce
that
will
challenge
a
few
people,
because,
naturally,
whilst
we're
focusing
on
our
own,
our
own
bank,
balance
to
some
extent
our
own,
our
own
economics,
how
we,
how
we
then
able
to
support
the
industry
with
the
with
the
the
the
civic
pride
element
of
it.
It's
a
challenge,
but
we're
doing
it
successfully.
K
But
we
were
asked
specifically
to
no
longer
rely
on
public
sector
funding
so
to
bring
you
up
to
date.
The
audit
of
the
accounts
for
the
last
18
months
to
september
19
and
the
six
months
to
march
the
20
has
commenced
in
the
last
few
days,
and
we
expect
to
file
before
the
end
of
the
year.
K
What
that
will
do,
then,
is
give
a
true
picture
of
what
we've
done
over
the
last
year
in
terms
of
cost
cutting
in
terms
of
income
generation,
and
it
serves
as
one
audit
fee
if
that
makes
sense,
so
I'm
trying
to
demonstrate
the
best
use
of
public
funds
had
we
have
done
it
way
back
when
I
think
all
it
would
have
done
is
done
is
tell
us
what
we
already
knew,
whereas
I
think
I
think
revealing
the
full
accounts
for
the
last
18
months
at
the
turn
of
the
year.
K
I
think
it
will
show
them
a
demonstration
of
upward
trajectory
flat
lining
in
other
areas.
Cost
savings,
certainly
in
terms
of
a
huge
outgoing
in
terms
of
staffing
numbers,
but
I
think
it
will
give
a
true
picture,
and
maybe
a
level
of
comfort
that
we
now
have
a
grip
on
things
and
better
governance
as
well,
so
we've
got
a
screw
to
do.
This
is
a
true
scrutiny
committee.
K
We've
got
an
audit
committee
that
will
meet
every
month
now,
so
they
will
meet
prior
to
the
board
meeting
to
ensure
that
we're
on
the
right
track
and
making
sure
that
what
I'm
doing
isn't
necessarily
either
reckless
is
the
wrong
word,
but
doing
things
without
proper
approval
or
with
with
an
understanding
of
the
business
model
going
forward.
K
Okay,
yes,
so
welcome
to
yorkshire
does
have
a
charitable
trust
and
I
think
it
is
called
the
welcome
to
yorkshire
charitable
trust,
very
imaginative,
and
that
has
principally
been
quite
a
low-key
organization.
I
don't
know
the
full
internet's,
although
I've
been
recently
appointed
to
the
board,
although
the
chair,
lord
howard,
david
lacelle's,
has
recently
moving
on
from
that.
K
So
I
don't
know
the
ins
and
outs
of
the
finances.
You
are
right
to
say
that
the
last
accountancy
period,
I
think
the
balance
was
around
50
to
60
000
pound.
I
can't
therefore
comment
on
previous
years,
but
I'm
sure
we
can.
We
can
investigate
that.
K
I
do
know
that
the
current
board
incumbents
again
want
us
to
use
that
money
to
really
amplify
and
project
local
local
community
projects
that
involve
the
the
tourism
industry.
K
So,
for
example,
we
pitched
for
two
elements
of
funding
for
a
campaign
called
a
song
for
yorkshire,
which
was
to
celebrate
yorkshire
through
the
medium
of
song,
specifically
through
lockdown,
where
people
were
at
home
a
lot
school
communities
were
sort
of
separated,
so
we
were
trying
to
use
the
idea
of
celebrating
whether
you
live
in
barnsley
or
don
castro
or
scarborough
leeds
or
bradford
to
actually
demonstrate
why
your
community
is
so
important
to
you.
K
They
liked
that
and
wanted
to
support
that
and
then,
in
addition,
as
council
robinson
mentioned,
our
new
membership
scheme,
which
is
where
we're
planting
trees
for
every
member
that
signs
up
for,
I
think,
20
or
25
pound
can
be
bought
by
people
all
across
the
world.
So
the
diaspora
of
yorkshire
being
30
to
40
50
million
people
across
the
world
is
another
project
that
they're
invested
in,
but
again
nothing
leaves
that
account
without
the
trustees
signing
that
off.
A
Thank
you,
james
counselor,
almas.
L
Thank
you
jerkin.
Can
you
hear
me
because
I've
had
problems
with
my
audio?
Thank
you.
Yeah
mine
is
more
of
a
comment
very
comprehensively.
Thank
you.
James
very
comprehensively
explained.
I
think,
we're
really.
You
know
sort
of
impressed
with
the
work
that
you're
doing
under
the
circumstances,
and
please
pass
on
our
gratitude
to
your
team
as
well.
I
think
you're
doing
a
wonderful
job.
My
question
is
around.
L
You
know,
under
the
circumstances
that
we're
in
very
difficult
circumstances,
the
only
way
that
people
can
kind
of
you
know
have
some
sort
of
interaction
with
regards
to
welcome
to
yorkshire,
and
all
that
is,
is
generally
online
under
the
circumstances,
and
I've
been
really
impressed
by
some
of
the
work
that
you've
been
doing,
for
example,
yorkshire
days
in
campaign
where
you've
offered
really
good,
you
know
sort
of
activities,
indoor
activities
and
whatever
you're
so
really
good
and
purchasing
vouchers,
and
all
that
my
question
is
what
sort
of
hits
are
we
getting
in
terms
of
you
know
these
websites
and
secondly,
how
are
we
gonna,
because
you
know
it's
becoming
more
of
a
lifestyle
for
some
families
to
stay
in
and
whatever
you.
L
So
you
know
before
it
really
becomes
a
lifestyle
and
we
will
learn
to
live
with
it.
What
are
we
doing
to
encourage
people
to
actually
come
out
through
those
through
that
medium
as
well,
because
people
are
really
reliant?
You
know
online,
so
so,
if
you
could,
I'm
not
expecting
figures
straight
away,
but
if
you
could
provide
us
with
some
of
those
facts
and
figures
that
would
be
really
useful.
Thank
you.
K
No,
I'm
happy
to
give
you
as
much
information
counsellor
almas
as
I
can
and
thank
you
for
your
question
or
questions.
Yes,
I
think
back
in
march
we
we
realized
that
we
had
to
completely
transform
the
business
overnight.
As
many
businesses
do.
You
know,
we'd
had,
I
think,
100
festivals
or
events
planned
for
2020
and
imagine
how
excited
I
was
to
be
at
my
first
tour
de
yorkshire
or
great
yorkshire
shaw,
the
harrogate
flower
show,
or
you
name
it
that
wasn't
possible.
K
So,
like
the
rest
of
the
world,
we
had
to
continue
with
a
virtual
offering
to
use
the
medium
of
our
website,
our
email
databases,
our
social
media
platforms,
to
still
try
and
ask
people
to
be
as
imaginative.
It
was
a
dream
now
discover
later,
which
was
our
big
theme
back
in
march
in
april.
So,
for
example,
we
we
set
up
a
world
cup
of
yorkshire
via
social
media,
where
we
were
asking
people
to
vote
for
their
the
most
iconic
building
in
yorkshire.
K
So
I'm
here
behind
the
peace
hall
in
halifax,
but
it
could
have
been
york
minster.
It
could
have
been
leeds
town
hall.
It
could
have
been
the
deep,
a
really
modern
aquarium
in
hull
and
we
were
actually
asking
people
and
challenging
them
to
say
if
you
haven't
been
to
any
of
these
areas,
make
sure
you
do
in
the
future,
because
if
you
don't,
they
won't
be
there
anymore.
You
know
they
rely
on
subscriptions.
They
rely
on
people
spending
in
the
gift
shops
they're,
relying
people
spending
on
tickets
or
annual
subscriptions.
K
So
we
did
that
very
successfully
to
answer
your
point
and
we
saw
our
web
traffic
grow
by
91
in
the
summer
and
and
interestingly
exciting.
These
were
people
that
had
never
been
to
the
website
before.
So
these
were
people
from
liverpool
and
manchester,
or
cornwall
or
dorset
that
couldn't
fly
off
to
spain
or
or
or
italy
or
wherever
they
had
to
come.
K
They
had
to
go
on
holiday
somewhere
in
the
in
the
uk,
and
we
really
didn't
worked
hard
to
get
them
to
come
to
yorkshire
because
we
said
whoa
yorkshire's
got
a
coastline,
the
weather
might
not
be
great,
but
you
can
still
paddle
in
the
sea
and
actually
in
may
and
june.
It
was
very
good.
We've
also
got
lots
to
do
in
terms
of,
as
I
mentioned
earlier,
food
drink
heritage,
culture,
really,
vibrant,
diverse
ethnicities
and
festivals,
the
caribbean
festival
that
goes
on
in
huddersfield
and,
of
course,
leeds
every
year,
but
you're
right.
K
What
we
don't
want
is
people
to
just
become
sedentary
and
think.
Well,
I
can
access
all
this
from
my
living
room.
So
one
of
the
campaigns
we
mentioned
earlier
was
workshop,
so
we
want
people
to
really
get
out
and
really
embrace.
What's
on
the
doorstep,
cycling,
angling
nature
trails,
we're
working
with
the
canals
and
river
trucks
we're
working
with
yorkshire,
wildlife,
trust,
we're
walking
working
with
the
yorkshire
wildlife
park
to
really
get
families
to
really
get
out
and
see.
K
K
We're
hoping
to
partner
up
with
a
guy
called
joe
lewis,
who
does
heritage
trails
around
leed
city
center,
but
really
explaining
the
you
know
the
real
underpinning
of
the
multicultural
city
that
leeds
is
to
demonstrate
to
me
as
as
a
white
man
at
42.
You
know
how
leeds
has
been
shaped
over
the
last.
K
Councillor
almas
very
well
in
the
past
is
probably
understand
our
audience.
What
I
mean
by
that
is
we
broadcast
a
newsletter,
and
that
might
be
this
is
what
you
can
do
at
the
weekend.
What
we
now
do
is
this
is
what
you
can
do
at
the
weekend.
If
you're
a
single
man
or
a
woman
or
a
young
couple,
or
a
couple
with
children
or
an
empty
nester
with
a
bit
of
money
to
spend,
this
is
what
you
can
do
if
you
need
access
issues
so
accessible.
K
Tourism
is
a
big
part
of
what
we
can
do,
where
you
can
go
with
a
wheelchair
or
anywhere
or
with
children,
and
I
think
this
is
something
again
going
back
to
council
robinson's
point
about
an
sla.
I
think
we
can
offer
real
intelligence
via
data
and
the
insight
to
help
us
change
our
thought
process
in
terms
of
what
we
do
so
social
media.
Whilst
we
have
about
500
000
followers
on
twitter,
instagram
and
facebook,
I'm
a
little
bit
disappointed
by
that.
K
I
want
that
to
be
a
million
in
the
next
few
years
and
I
think
we
should
really
you
know,
really
set
some
ambitious
targets
going
forward
and
and
I'm
happy
to
answer
any
more
questions.
You've
got
cancer.
Almost
on
that.
K
A
K
I'm
comfortable
councillor
harlan
with
the
trajectory.
Yes,
I
think
we've
got
a
commitment
from
all
board
members
to
be
more
transparent.
Public
board
meetings
will
be
held
in
public
going
forward
where
possible.
We
don't
want
to
it's.
It's
quite
a
comfortable
position
for
me
that
we
with
nothing
to
hide.
First
of
all,
we
had
absolutely
nothing
to
hide,
because
we
had
nothing.
K
If
that
makes
sense,
we
were
behind
the
eight
ball,
so
we
didn't
have
really
anything
to
hide
and,
being
you
know,
being
a
you
know,
a
brad,
a
brad
fordy
and,
having
worked
at
my
own
football
club,
you
know
I
had
friends
and
family.
That
said,
james
are
we
signing
next
week
and
we're
playing
et
cetera
so
same
with
welcome
to
yorkshire.
I
do
see
we're
a
big
football
club.
We
all
want
the
same
thing.
Despite
party
po,
you
know
party
political
persuasions,
whether
you're
the
chief
executive
of
elite
city
council
sheffield.
K
Are
you
the
leader
of
bradford
or
you're,
the
chief
executive
bran
for
city?
I've
got
my
words
wrong.
Welcome,
chuck.
We
all
want
the
same
thing,
so
the
governance
is
important.
I
don't
want
to
be
in
this
position
in
a
year's
time
saying
that
I
pulled
the
wool
over
anyone's
eyes
or
misled
anyone.
That's
not
my
interest.
I
do
want
us
to
be
able
to
sing
from
the
same
hem
sheet
as
everyone.
That's
got
the
same
interest
as
welcome
to
yorkshire.
K
I
do
want
us
to
be
able
to
use
public
funds
to
maximize
the
and
amplify
the
stories
within
the
within
the
county
and
in
particular
leads,
but
I
also
want
us
to
be
able
to
stand
on
our
own
two
feet
with
a
lot
of
the
commercial
income
that
hopefully
we
can
derive.
I
think
kovid
19
will
make
it
really
difficult,
but
I
think
now,
more
than
ever,
there's
a
need
for
a
welcome
to
yorkshire.
K
I
really
believe
that
to
be
that
thought
leadership
organization,
but
in
terms
of
governance,
I'm
comfortable
that
we
are
definitely
on
the
right
tracks.
There's
a
commitment
there
and
time
will
tell.
But
yes,
I
am
confident.
A
B
A
And
it's
really
positive
to
hear
the
views
from
outside
the
council,
so
we
really
appreciate
the
time
he
took
coming
along
and
I
look
forward
to
seeing
the
work
that
you're
planning
to
deliver
real
benefits
across
leeds
and
across
wider
yorkshire.
Good
luck
with
the
adventure
and
we
hope
to
see
you
soon.
Thank
you.
Thank
you
very
much.
Yes,.
K
A
Just
to
it,
it
was
due
to
take
his
mum
into
a
nursing
home
today.
I
think
that's
what
he
meant
by.
We
can
explain
it,
but
he
took
time
out
to
come
and
speak
to
us
because
he
knew
how
important
we
thought
it
was.
So
I
think
we
should
probably
write
to
him
rob
and
say
just
because
of
the
circumstances.
Thank
you
for
attending.
A
A
Business
in
particular,
as
well
as
their
staff,
have
been
in
a
very
difficult
position
over
the
last
nine
months,
trying
to
understand
changing
restrictions
and
become
covered
secure,
whilst
also
continue
to
operate
as
effectively
as
possible.
So
victoria
can
I
hand
over
to
you
for
an
introduction
and
then
I'll
put
it
up
for
questions
and
comments
again
in
the
normal
way.
Thank
you.
F
I
think
the
main
purpose
of
the
report
was
to
give
an
update
on
the
collection
rates,
as
you've
said
for
2021
both
for
business
rates
and
council
tax
business
rates
are
fair
slightly
worse
but,
as
you
can
understand,
that's
because
of
the
climate
that
they're
currently
operating
in,
and
that
shows
in
the
report
that
it's
actually
5.19
behind,
where
we'd
have
expected
to
have
been
this
time
last
year,
and
that
equates
to
around
16.7
million,
and
that
is,
after
all,
the
release
that
central
government
have
and
provided
to
local
businesses
to
and
through
business
rates,
appendix
one
does
show
the
collection
rates
and
the
impact
that's
had,
and
appendix
ii
just
showed
the
collection
fund
and
how
it
operates.
F
The
deficit
for
this
year
is
forecast
to
be
43.9
million
and
government
announced
in
the
summer
that
that
could
be
spread
over
three
years
to
impacts
on
each
of
the
budget
gaps
for
21,
22,
22,
23
and
finally,
the
financial
year
2324,
and
it's
around
14.6
million.
Based
on
the
current
forecasts.
F
However,
we
are
expecting
an
announcement
as
part
of
the
comprehensive
spending
review
if
there
would
be
any
government
support
around
the
losses
of
income
that
all
authorities
are
experiencing
through
council
tax
and
business
rates.
So
I
think
that's
all
I
wanted
to
say
at
the
moment
chair.
Thank
you.
A
G
I
won't
be
doing
my
job.
If
I
didn't
ask
a
question:
would
I
it
does
that
gap
include
the
council
tax
increase
both
this
year
and
in
subsequent
years
and
assume
that
we
are
collecting
the
full
amount
and
the
second
question
victoria?
Is
it
possible
to
get
a
ward
breakdown
of
the
council
tax
so
how
much
council
tax
is
projected
to
be
raised
and
where
we
are
progressing
with
that?
I'm
assuming
business
rates
is
possible
too,
but
that
might
be
slightly
more
difficult
in
the
circumstances.
F
I'll
have
to
come
back
to
you
about
the
analysis
by
ward,
because
I'll
just
have
to
make
some
inquiries.
I
won't
like
to
promise
something
if
I
can't
deliver
it
so
I'll,
go
and
check
that
out.
F
First
before
I
come
back
to
council
robinson
on
that
on
the
council
tax
increase,
it
does
assume
the
increases
that
we've
projected
for
this
year,
and
so
when
we
set
the
council
tax
for
2021,
we
did
have
an
increase
of
one
point
of
2.99
and
that
was
agreed,
and
that
has
been
assumed
in
those
figures.
F
Obviously,
for
next
year,
we've
re-looked
at
the
council
tax
base
and
also
the
business
rate
space,
and
that
will
be
provided
to
executive
board
in
december,
but
they
are
projecting
reduced
amounts,
as
you
can
imagine
off
the
forecast.
Thank
you.
A
G
Thanks
chair
that
that
be
useful,
I
guess
I'm
I'm
mindful
that,
where
this
council
tax
rises-
and
I
know
the
precarious
situation
of
council's
finances,
but
that
bill
has
to
fall
on
many
residents
who
will
be
struggling
with
their
finances
at
the
moment,
and
it
may
be
the
difference
between
paying
for
the
council
tax
or
paying
for
something
else.
G
The
other
question
I
wanted
to
ask
is
just
to
find
out
a
little
bit
more
about
the
the
breakdown,
the
8.9
million
that
was
given
to
the
council
for
the
hardship
fund
and
and
how
that
was
being
allocated.
If
that
was
possible,
yeah.
F
So
the
8.9
million
that
was
provided
for
the
hardship
funds
being
allocated
to
people
who
were
on
the
local
council
tax
support
scheme,
so
they
were
provided
with
a
payment
of
150
pounds
per
claimant
and
then
any
new
claimants
that
come
through
and
they
are
also
provided
with
an
element
of
that
hardship
fund.
And
so
that's
how
it's
being
allocated
is
through
the
council
tax
and
support
scheme.
F
A
A
A
I
don't
know:
well
you
see
it's
the
did.
It
mean
in
christmas
mood
if
we'd
have
been
in
that
being
stuffed
with
mince
pies
and
things
like
that
matthew
if
we
were
into
the
city
called
okay.
Well,
okay,
thanks
for
those
comments,
given
the
interest
from
board
members,
it's
an
item
we'll
look
to
bring
back
in
either
february
or
march
to
get
an
update
position
and
before
we
move
to
the
end
of
the
financial
year.
A
Okay,
so
we'll
move
on
to
agenda
nine,
which
looks
to
understand
how
the
council
has
successfully
adopted
the
new
ways
of
working.
Excuse
me
brought
about
by
covid
19.
Obviously,
as
the
report
points
out,
some
8
000
staff
quickly
moved
to
home
working
arrangements,
whereas
previously
on
average,
there
would
have
been
around
800
quite
an
achievement
and
a
testament
to
the
off
efforts
of
officers
and
all
involved,
not
least
our
staff
and
senior
officers
and
the
council
leadership
in
keeping
many
services
operational
during
the
pandemic.
A
Of
course,
we've
to
make
sure
that
staff
remain
happy
and
able
to
do
the
job,
which
is
where
we
have
a
select
section
of
staff,
well-being
and
the
report,
and
it
also
looks
at
a
state
rationalization
and
what
the
future
might
hold
in
terms
of
longer-term
change
as
a
result
of
how
we
have
worked
since
march.
This
is
this
is
a
significant
item
and
members
may
wish
to
seek
more
information
from
officers
on
this.
As
we
look
to
develop
this
into
an
inquiry.
J
J
And
I'll
do
a
quick
introduction
and
then
we
can
lead
into
questions
and
any
comments
that
colleagues
have
so
so,
as
you've
said,
council
harland,
you
know,
scrutiny
were
particularly
keen
to
hear
how
covert
has
impacted
on
the
ways
of
working
across
the
council,
particularly
homework
and
well-being,
and
that
use
of
office
accommodation.
J
J
The
report
that
you've
got
today
was
produced
jointly
by
mark
and
myself
between
hr
and
the
asset
management
team,
and
it
sets
sets
out
how
we
supported
those
eight
thousand
staff
to
to
work
from
home
and
for
most,
the
good
news
is
that
it's
broadly
being
a
positive
experience
and
in
the
report
you'll
see,
you
know
largely
based
on
some
really
good
survey,
work
that
we've
done
in
close
contact
with
our
colleagues
over
those
six
months.
J
What
their
experience
of
working
from
home
has
been
like
how
we've
supported
their
well-being
and
not
just
well-being
in
terms
of
people
but
they're
at
home,
but
also
well-being
of
people
who've
needed
to
work
in
in
the
workplace
and
over
that
last
six
months.
I
think
that's
important
to
to
remember
that
we
have
successfully
enabled
people
who
can't
work
from
home
to
be
safely
accommodated
accommodated
in
the
workplace.
J
Looking
ahead
in
terms
of
some
of
our
future
plans
around
homework,
and
the
report
also
sets
out
staff's
attitude
towards
longer
term
homework
and
and
it's
interesting
to
see
that
there's
a
real
positive
appetite
for
this
among
staff,
with
over
half
of
council
staff,
saying
that
they're
keen
to
to
work
from
home
on
an
ongoing
basis
for
half
the
time.
J
Sorry
for
for
most
of
the
time
and
eighty
percent
of
late
city
council
staff
say
that
they're
happy
to
work
from
home
for
more
than
half
their
work
and
we
obviously
what
we
need
to
do
going
forward
is
strike
the
right
balance
between
the
appetite.
That
seems
to
be
there
from
staff
alongside
service
delivery
and
organizational
needs.
J
J
If
you
want
to
add
any
more
comments
here,
mark
there's
some
some
there's
an
update
around
the
the
estate
and
the
use
of
accommodation
and
how
we've
managed
that
during
covert
and
whether
that
be
keeping
buildings
safe
or
how
the
estate
is
flexed.
J
You
know
in
terms
of
responding
to
the
the
different
levels
of
lockdown
that
we've
faced
and
again
once
again,
some
plans
for
the
future
are
around
how
we
might
redesign
our
office
space
going
forward
and
what
some
of
the
asset
state
rationalization
plans
look
like
going
forward
mark
will
be
able
to
comment
on
those
today.
If
there's
any
questions,
but
we're
really
happy
to
hear
views
from
from
scrutiny.
Members
around
the
report,
the
content
and
future
plans.
M
M
As
graeme
has
said,
we
there's
been
a
lot
of
work
undertaken
to
re-mobilize
the
estate
to
what
we've
got
today
versus
what
we
had
closed
down
during
the
first
lockdown,
and
so
there's
been
a
lot
of
work
undertaken
to
make
buildings
covered,
secure
and
and
provide
space,
particularly
for
staff
who
are
struggling
and
working
from
home,
with
particular
health
and
safety
or
well-being
requirements,
so
that
that's
probably
a
key
thing
to
to
just
reflect
on
in,
in
terms
of
where
we
go
in
the
future
and
the
what
one
of
the
key
findings
from
the
work
from
home
survey
was
that
and-
and
I
think
this
is
consistent
with
the
the
office
sector
as
a
whole-
that
actually
the
expectations
and
requirements
of
our
workspaces
will
change
over
time.
M
The
extra
expectations
among
staff
will
certainly
change
and,
and
that
actually
to
to
support
that
a
greater
level
of
flexibility
between
working
from
home
and
working
in
an
office
space.
Actually,
it's
going
to
the
the
workspace
is
going
to
be
more
pointing
towards
collaboration,
teamwork
and
training,
development,
etc.
M
Rather
than
people
sat
there
and
filmed
nine
till
five
every
day
at
the
desk,
so
I
think
that
really
then
brings
us
on
to
thinking
about
actually
how
we,
how
can
we
maximize
the
flexibility
and
utilization
of
our
retained
estate,
what
we
can
and
release
as
a
result,
but
do
so
in
a
way
that-
and
it
starts
to
try
and
support
regeneration
of
some
of
the
local
centers
that
we've
got
so
where
we've
got
office,
accommodation
in
in
places
such
as
armley
or
seacraft,
for
example,
and
actually
how
can
they
be
used
on
a
more
flexible
basis,
which
could
then
drive
in
more
spending
to
those
local
communities
and
so
on?
M
So
the
report
goes
into
more
detail
about
what
the
that
collaboration
space
looks
like
and
it's
different
for
every
ev,
every
person
that
you
speak
to,
and
it
also
talks
a
bit
more
about
that
that
regeneration,
opportunity,
how
we're
working
with
services
and
so
on.
So
would
welcome
comments
and
and
and
questions
around
that
in
more
detail.
H
Thank
you,
chad.
I
just
wanted
to
to
make
a
couple
of
points.
I
think.
First
of
all,
this
work
is
is,
is
sort
of,
in
my
mind,
is
very
clearly
split
into
two
things.
I
think
it's
recognizing
that
the
changes
that
were
made
after
the
stay-at-home
order
in
march
that
was
handed
down
from
the
government
and
also
about
how
we,
how
we
take
that
forward
when
people
can
return
to
the
workplace
but
may
not
wish
to
do
so
in
in
the
same
fashion.
H
So
I
think,
in
terms
of
the
first
one
I
mean
again,
as
the
report
sets
out,
I
think
a
huge
amount
of
work
was
done
to
get
people
working
from
home
safely
and
comfortably,
and
as
officers
said,
you
know,
there
are
a
number
of
staff
who,
for
homeworking
wasn't
suitable
accommodation
was
made
for
them
to
work
in
in
offices.
I
think
looking
forward.
H
I
think
I
would
be
very
clear,
so
pre-lockdown
staff
had
an
option
to
work
from
home
if
they
chose
to,
and
I
think,
moving
forward
what
we're
looking
at
doing
is.
We
won't
make
it
a
requirement
for
staff
to
work
from
home
if
they
are
not
at
the
moment.
H
What
we're
looking
at
is,
how
can
we
support
staff
who
may
have
learned
no
may
have
learned
who
may
want
to
work
differently
to
do
so,
but
not
like,
I
say,
not
be
requiring
staff
to
work
from
home,
because
we
know
it's
not
the
right
thing
for
everybody
again.
As
you
know,
the
austerity
cuts
continue
to
bite
and
we
know
we'll
have
a
lot
less
staff
moving
forward
again,
it's
only
you
know
it's
it's
it's
it's!
H
It's
axiomatic
that,
following
from
that
is
a
reduction
in
the
amount
of
office
accommodation
we
have.
One
of
the
feedback
I've
had
from
staff
in
my
portfolio
is
where
they
might
as
as
again
the
officers
said
may
not
want
to
sit
at
desk
from
nine
well,
five.
Actually,
where
staff
meet
up
and
collaborate,
they
do
want
to
do
that.
Post,
post
covid
in
our
buildings
and
I
think,
to
make
the
council
work
effectively.
H
You
know
we
shouldn't
be
holding
that
work
up,
because
there's
not
enough
meeting
rooms
that
20
30
people
can
meeting.
For
example,
practical
challenges
like
that
so
adopt
our
workspace
for
more
for
more
of
that
work,
rather
than
ranks
of
desks
there.
Again,
it's
it's
it's.
H
It's
always
going
to
be
an
incomplete
piece
of
work
until
we
see
exactly
what
the
end
of
this
process
is
again,
I'm
very
mindful
in
terms
of
our
office
accommodation,
particularly
in
the
city
center,
we
haven't
got
a
lot.
You
know
I
don't
expect
scrutiny
board
members
to
recommend
that
we
sell
a
civic
call
for
example,
or
anything
like
that,
so
actually
our
options
for
reducing
the
number
of
buildings
overall
is
quite
quite
limited.
I
think
we
discussed
before
you
know.
H
Marion
enterprise
house
are
very
long-term
arrangements,
but
it
is
again
looking
at
at
how
we,
where
we
base,
where
we
based
off
and
how
to
say
how,
once
all
the
restrictions
are
listed
by
the
government,
how
staff
wish
to
work
again,
I'm
aware
that
staff
work
in
different
ways,
obviously
there's
a
number
of
staff
that
doesn't
touch
at
all,
because
they're
out
delivering
services
anyway,
who
aren't
office
base,
there's
a
number
of
staff
who
do
what
I
would
loosely
term
as
field
work.
H
So
they
go
and
visit
people
and
buildings
and
locations
and
again
we
should
be
staff
work
in
those
situations
should
be
equipped,
so
they
don't
have
to
go
from
home
to
a
base
to
go
and
do
that
work
if
they
don't
need
to,
and
then
finally,
like
I
say
it's
the
more
office-based
stuff
that
may
not
want
to
come
in
every
day.
H
I
have
to
say
speaking
personally,
I
don't
miss
selby
road
at
quarter
past
seven
in
the
morning
in
in
my
car,
on
a
bus,
but
obviously
there
are
gonna
be
a
meeting,
though
we're
gonna
have
to
come
back,
come
back
and
meet
up
together
and
again
that's
details
of
council.
I
think
that
reflects
across
the
workplace.
I
think
like
say
I'm
very
clear.
We
don't
have
answers
to
this
at
the
moment.
I
think
it's
a
really
useful
paper
really
useful
to
get
members
inputting
about
how
we
take
this
work
forward.
I
Yeah,
I
just
think
it's
probably
just
worth
saying
something
about
just
the
variety
of
experience
that
people
have.
You
know
they're.
Actually,
the
majority
are.
I
take
an
example
like?
Are
you
better
off?
I
think
the
majority
are
saying
actually
they're
saving
money
because
they're
not
traveling,
another
40
percent
doesn't
make
any
difference,
but
actually
six
seven
saying
that
they
are
worse
off.
I
Equally,
you
know
people
in
terms
of
happiness,
most
people-
okay,
but
around
about
you
know
14
15,
who
are
really
struggling
and-
and
I
think
we
can-
we
can't
just
because
maybe
we've
got
minor
minority
numbers.
We
can't
ignore
the
the
problems
which
which
those
people
really
are
experiencing.
So
I
think
finest
solutions
is,
you
know
we
need
some
flexibility
in
there,
which
sort
of
take
account
of
the
way
different
services
can
be
effective,
but
also
how
different
individuals
can
be
affected
too.
I
guess
was
the
last
point.
Is
I
mean
we
did?
I
We
were
doing
some
work
through
the
scrutiny
board
on
the
state
rationalization.
So
in
some
senses
it's
just
been
a
massive
acceleration
of
some
of
the
trends
which
were
were
there
before,
but
I
do
actually
agree
with
the
point
which
mark
and
council
lewis
referred
to.
Is
that
actually,
it
has
almost
like
taking
us
taking
us
beyond
where
we
thought
where
we
were
looking
at,
maybe
crunching
as
many
people
into
small
spaces
as
possible
and
and
you
know,
and
hop,
desking
and
so
forth.
Actually,
it's
gonna.
I
So
that's
gonna,
that's
gonna,
be
you
know,
maybe
a
different
direction
than
we
thought
six
seven
months
ago,
and
I
think
that
was
that's
gonna,
be
an
interesting
one
for
scrutiny
to
have
a
look
at.
I'm
not
sure
that
we'll
get
to
tennis
tables
and
and
and
bean
bags,
but
that
sort
of
that
sort
of
direction-
I
guess,
is
there's
more
on
the
cards
than
maybe
about
six.
Seven
months
ago.
A
Thank
you.
I
mean
you
know.
The
report
refers
to
the
pulse
survey
and
I
thankfully
thank
you
for
the
verbal
update
so
far,
but
it'd
be
really
interesting.
If
we
could
look
at
those
results
in
a
lot
more
detail,
I'm
assuming
the
board
would
be
interested
in
in
that
to
dig
dig
a
little
bit
deeper
into
the
staff
survey.
D
Thank
you,
chair
and,
first
of
all,
actually
the
one
thing
I
can
see
is
that
actually
it
seems
that
happiness
is
improving
as
it's
increased
by
four
percent,
that
more
people
are
more
happy
to
work
from
home,
and
maybe
that
is
through
the
support,
but
also
the
amount
that
are
unhappy
off
are
actually
decreasing
at
the
same
time,
which
is
very
interesting
so,
following
on
from
those
points,
although
I
would
like
to
get
a
bit
more
sociable
as
we're
all
suffering
from
cabin
fever,
I
just
wanted
to
ask
one
quick
point
about
the
situation
with
regards
to
devices.
D
It
says
in
the
report
there's
about
11
000
devices
and
I
t
equipment
that's
been
provided,
majority
of
which
has
been
provided
from
the
estate
that
we
already
had
or
the
from
the
equipment
that
we
had
in
stores.
Is
this
given
the
fact
that
we're
now
planning
to
make
our
more
workspaces
and
hubs
more
of
a
collective
space
rather
than
a
somebody's
actual
workplace
in
the
future?
Is
that
going
to
be
a
potential
trend
of
potentially
increasing
in
the
future?
And
could
you
give
us
any
sort
of
view
about
the
spending?
D
That's
had
to
take
place
any
additional
equipment
or
requirements
that
have
been
needed
with
regards
to
I.t
and
working
from
home.
Thank
you
very
much
chair,
okay,
you'd.
J
J
We've
got
out
there
and
that
ranges
from
things
like
monitors
to
keyboards
mice,
but
also
some
furniture,
so
chairs
and
desks
that
people
have
needed
to
work
effectively,
and
I
think
it's
fair
to
say
that
what
we've
been
doing
initially
is
making
sure
that
people
are
safely
and
properly
equipped
at
home
to
enable
them
to
work
from
home
at
short
notice.
J
As
as,
as
the
report
says,
we've
looked
to
recycle
wherever
we
can.
The
types
of
things
that
I
think
we've
needed
to
source
from
outside
are
potentially
things
like
tables
which
make
you
know,
because
not
everybody's
home
environment
allows
them
to
fit
in
one
of
the
big
council
desks
and
it
doesn't
really
work
so
so
there
are
some
patent
health
and
safety
compliant
tables
that
we've
brought
in
that's
slightly
smaller.
J
It's
those
type
of
areas
where
we've
had
to
buy
a
new
from
outside
in
terms
of
costs,
I'll
have
to
go
away
and
get
those
figures
for
you,
but
rest
assured
that
all
of
the
distribution
of
the
kit
has
been
monitored
through
an
online
system.
So
we
know
what's
going
where
and
we'll
be
able
to
get
that
information
for
you.
M
Yeah,
the
only
thing
I
was
going
to
add
and
was
that
you
know
in
terms
of
we've,
taken
that
furniture
and
equipment
from
we've
we've
very
much
prioritized
it
based
on
the
buildings
that
were
closed
at
the
time
and
most
likely
to
remain
closed
and
we've
also
had
the
flexibility
because
of
the
need
to
apply
social
distancing
and
that
you
know,
even
in
places
like
marion
house,
where
clearly
we
are
going
to
occupy
it
longer
term,
rather
than
purchasing
any
new
furniture
or
equipment.
M
D
Don't
know
what's
happening
here.
Is
it
my
internet
or
something
else?
No,
it's
me.
I've
got
low
bandwidth
as
well.
So
no,
I
appreciate
those
answers.
The
reason
why
I'm
asking
is
just
simply
because,
as
this
was
probably
fast
forwarded,
what
was
going
to
be
coming
in
the
coming
decades.
D
The
reason
I'm
asking
you
just
simply
because
of
two
questions
really
and
you've
answered
one
of
them,
which
is
whether
it's
gonna
be
probably
a
upward
trajectory
whether
this
is
going
to
increase
in
the
future
in
terms
of
a
spend
in
terms
of
that,
but
also
you've
applied
some
of
that,
and
also
whether
we
know
as
a
smaller
question,
whether
we're
going
to
need
to
replace
some
of
that
equipment
when
it
comes
to
the
fact
that
then
we
are
hopefully
with
the
prospect
of
our
vaccine,
maybe
back
in
the
office,
but
that
is
more
of
a
rhetorical
question,
because
I
appreciate
you
can't
answer
that
at
this
moment
in
time,
but
thank
you
very
much
chair
for
those.
H
Pick
up
a
point
I
didn't
mean
to
put
in
there:
do
you
think
point
council
first
made
new
made
share,
so
you
referred
to
the
well-being
surveys
and,
and,
and
I
haven't,
I
have
had
the
opportunity
to
see
them
in
some
detail
which
I
know
the.
C
H
Haven't
we're
more
than
happy
to
share
the
point?
I'd
make
and
council
first
picked
it
up
is
the
june
survey
did
show
kind
of
almost
like
a
movement
in
both
directions,
so
staff
were
either
happier
or
unhappier.
There
was
less
of
a.
There
was
less
of
a
a
middle
ground
and
I
think
I
I
I
just
wanted
to
underline
the
point
again
graham
made
in
in
the
introduction
that
it
is
for
me
as
a
portfolio
holder,
and
I
know,
for
officers
working
in
it.
H
The
staff
that
are
unhappy
or
uncomfortable
working
from
home
are
ones
that
I
don't
don't
want
to
lose
sight
of
in
in
in
the
short
term,
and
I
know
sort
of
put
a
real
emphasis
on
getting
managers
in
hr
to
follow
up
staff
with
issues.
That's
flagging
up,
not
not
in
terms
of
a
serving
of
percentage,
but
as
a
individual.
What
can
we
do
to
help
us?
As
it
said
in
the
report?
H
Several
hundred
of
those
calls
again
we
have
tried
to
for
statue
coming
back
to
the
office,
for
various
reasons
is,
is
it's
been
something
that's
been
identified?
We
have.
We
have
supported
that.
I
don't
want,
I
don't
want
to
sort
of
move
away
from
the
fact
that
there
are
people
working
from
home,
isn't
the
right
solution.
We
have
support
and
we
are
following
up
people
who
found
difficulties
with
working
from
home.
H
I
don't
want
to
lose
that
point
at
all,
because
there
are
giving
staff
more
options
and
and
and
as
council
first
there's
been
a
lot
of
change
happening
very
quickly.
There
are
positives
for
both
staff
and
the
organization,
but
I
don't
want
to
lose
a
point
that
we
really
are
focused
on
those
staff
who
who
have
had
to
work
from
home
and
it
hasn't
been
a
great
experience.
G
Thanks
chair
just
a
few
quick
questions,
and
hopefully
officers
or
counselors,
can
point
me
in
the
right
direction.
I
you
mentioned
about
selling
civic
hall.
Is
there
a
list
of
buildings
that
are
off
limits
and
are
not
going
to
be
included
in
any
future
proposals?
That
would
be
useful
to
know,
as
we
have
a
director
who
is
very
keen
on
cycle
to
work?
How
does
this
affect
the
cycle
to
work
schemes
if
more
people
are
working
from
home?
G
And
the
third
question
is
about
well-being
and
maybe
for
graham
on
this
one.
I've
had
lots
of
conversations
with
officers
since
march
many
of
them
saying
they
don't
have
to
make
the
hour
and
a
half
journey
into
the
office
any
in
the
morning.
They'd
have
to
make
the
hour
and
a
half
back,
and
that
means
they
can
offer
more
time
to
working.
G
That's
very
good
of
them,
but
we
pay
them
to
work
the
hours
they
do
not
to
work
more
hours
than
they
do
and
to-
and
I
worry
that
this
argument
about
productivity
becomes
what
I've
seen
happen
with
some
officers
where
they
are
on
zoom
meetings
from
nine
til
five,
and
it
is
just
constant.
There
is
no
downtime,
and
there
is
none
of
that
interaction
with
colleagues
and
support
that's
available.
And
how
are
hr
seeking
to
address
that.
J
Yeah,
it's
a
really
good
point:
council,
robson
and,
as
you
say,
we've
had
lots
of
conversations
around
this
and
I
think
I
think,
what's
what's
right
to
say
and
acknowledge.
I
think
straight
away
is
that
you
know
during
covert
lots
of
council
staff,
have
put
so
much
effort
in
you
know
across
the
piece
and
that
then
we
really
really
respect
and
value
that,
but
but
you're
right.
You
know
in
terms
of
longer
term,
we
need
that
balance.
Don't
we
between
flexible
work
and
patents
working
at
home.
J
You
know
the
hours
number
of
hours
people
put
in
and
offering
the
best
of
both
in
terms
of
you
know,
people
doing
what
they
need
to
do:
weight
wise,
but
also
having
that
improved
flexibility
and
that
working
from
home
offers
so
we're
doing
a
number
of
things
so,
for
example,
we're
going
to
roll
out
quite
a
lot
of
training
and
support
packaging
resources
to
help
managers
and
teams
to
adjust
to
this
new
way
of
working
and
right
at
the
heart
of
that
will
be
the
the
conversation
about
maintaining
well-being
of
all
staff
and
remember
it's
not
your
staff
as
well,
but
also
line
managers
and
senior
managers.
J
You
know
that
that
same
same
support
needs
to
be
in
place
for
them,
so
so
we'll
be
doing
that
and
as
part
of
our
future
working
from
home
approach,
I
think
what
we'll
need
to
do
is
take
a
look
at
you
know,
some
of
and
we'll
agree
this
with
the
trade
unions
and
we'll
engage
staff
around.
This
is
what
does
the
the
new
typical
working
day?
Look
like
you
know,
and
how
do
we
make
sure
that,
as
teams,
we
spend
valuable
time
together?
J
Individuals
get
the
benefit
from
that
increased
flexibility
and
lots
of
them.
I've
mentioned
that
council
robertson
in
terms
of
the
less
commute
you
know
and
the
more
time
to
spend
at
home
with
family
and
that
and
that
improved
flexibility,
but
I
think
organizationally
and
we
need
to
come
together
and
and
work
together
to
agree
how
how
this
now
works
going
forward.
J
So
I
think
there's
more
conversations
to
be
had
there,
but
well
being
obviously
at
the
center
and
we've
also
just
joran
covert
revamped,
our
well-being
offer,
and
I
think
that
was
referenced
in
the
paper.
So
so
please
take
a
look
at
that
in
terms
of
your
really
broad
well-being
offer
in
terms
of
physical,
mental
health,
financial
well-being.
You
know,
there's
lots
and
lots
of
support
already
out
there.
A
Thanks,
graham
mark,
do
you
want
to
answer
about
the
selling
off
of
the
civic
car.
M
Yes,
we're
not
selling
off
the
civic
hall
yeah.
I
I
think
it's
a
valid
point,
because
you
know
clearly
we
are
going
to
have
a
retained
estate
and
we've
already
identified
a
number
of
properties
that
we
will
we
we
will
be
retaining
no
matter
what
I
mean.
M
Clearly,
we've
got
marion
house
which
has
seen
what
we've
only
been
back
in
there,
a
short
number
of
years
after
and
quite
significant
improvement
in
investment,
so
that
gives
how
has
the
basis
for
providing
that
sort
of
flexible
space
and
the
civic
hall
and
equally
will
be
our
other
main
city
centre
office
building.
M
I
think,
as
we
as
we
move
out
to
the
localities,
as
I
say,
there's
some
really
important
buildings
that
that
we've
got
out
in
the
localities
and-
and
I
think
what
we're
really
wanting
to
do
in
the
future
is
make
sure
that
when
we've
got
some
sort
of
front
office
function
that
the
back
office
space
within
those
buildings
is
as
flexible
as
possible.
So
again
trying
to
marry
up
the
the
front
facing
and
back
office
functions
as
much
as
we
can,
and
that
said
equally,
the
the
there's
some
really.
M
I
suppose
more
and
specific
and
unique
work
that's
undertaken
in
some
of
those
locality
buildings,
and
particularly
around
and
adults
and
children,
social
work
and
we're
working
with
those
teams
at
the
moment
to
really
understand
what
they
need
in
the
future,
and
that
may
well
change
what
we've
got.
But
I
think
you
know
we.
M
I've
certainly
talked
to
scrutiny
previously
around
how
we
look
at
that
rationalization
pro
program,
and
you
know
the
there's
a
number
of
key
factors
in
there
and
ranging
from
the
running
cost
of
those
buildings,
the
level
of
investment
that
has
been
delivered
in
recent
years.
What
the
backlog
maintenance
looks
like
and-
and
I
suppose
linking
all
of
that
in
then
to
look
at
actually
what
what
the
likely
investment
would
be
moving
forward
so
and
make
those
buildings
greener,
more
fit
for
purpose,
etc.
M
So
I
I
think,
yes,
you
know
the
the
the
civic
is
in
many
ways,
not
an
easy
building
when
you
take
it
take
all
of
those
factors
into
account,
but
nevertheless
it
is
a
civic
building
and
one
that
we
recognize
needs
to
be
retained
within
the
estate.
I
I
think,
just
on
the
cycle
to
work
element
that
and
I'll
let
neil
maybe
and
sort
of
something
around
that
as
well,
but
from
an
estate
perspective.
M
I
think
it's
quite
an
interesting
one
for
us,
because
I
think
you
know
a
lot
of
the
investment
that
we've
been
looking
at
in
buildings
and
delivering
in
buildings
as
we've
brought
forward
and
schemes
in
recent
years
has
been
very
much
based
around
having
you
know
a
a
number
of
people,
or
you
know
I,
I
suppose
the
majority
of
people
coming
into
those
buildings
and
leaving
those
buildings
within
a
number
of
hours
of
the
day.
M
So
you
know
predominantly
between
seven
and
nine
in
the
morning
and
maybe
four
till
six
in
the
afternoon,
and
obviously
that
then
drives
a
certain
model
of
delivery
within
the
building
itself,
in
terms
of
changing
facilities,
storage
facilities,
etc.
M
Now,
if
we're
looking
at
more
flexibility
as
to
the
way
in
which
staff
are
working-
and
maybe
you
know-
people
not
necessarily
coming
in
between
those
those
hours
and
maybe
coming
in,
you
know
in
a
more
distributed
way
through
the
day,
then
actually
that
might
change
the
the
type
of
and
and
the
nature
of
investment
that
we
deliver.
M
Now,
we've
not
done
that
level
of
work
that
level
of
detailed
work
to
understand
what
that
might
look
like
at
the
moment,
but
I
think
it's
worth
just
acknowledging
that
some
of
these
trends
are
likely
to.
You
know,
deliver
slightly
different
solutions
for
the
buildings
and
that
will
have
some
positives
in
terms
of
the
spend
and
but
also
that
flexibility
in
the
space
that
actually
needs
to
be
taken
for
some
of
those
physical
facilities
as
well.
I
Yeah
and
well,
first
of
all,
I
I've
heard
the
term
coined
living
at
work
rather
than
working
from
home.
It
does
feel
a
bit
more
like
that
at
times,
and
I
think
actually,
the
point
graham
made
is
is
important,
actually
that
we
we
need
to
be
conscious
of
that.
I
We
can't
wish
the
work
away,
but
we
do
need
to
actually
be
you
know,
building
up
backup
plans
for
people
and
making
sure
people
take
breaks
and
take
taking
leave,
because
we
don't
want
people
to
be
falling
over
in
the
what
are
going
to
be
a
very
crucial
next
six
months
in
front
of
us,
so
we
are
alive
too,
it's
easy
easier
to
say
it
than
to
do
it
at
times,
but
it's
it's
actually
helpful.
I
I
think
that
members
recognize
the
need
for
that
to
happen
too,
actually
and
and
will
support
people
hey
if
you
like,
taking
time.
I
To
work,
I
think
there
is,
there
is
some
guidance,
and
I
can't
quite
remember:
is
it
half
the
time
I
think
you're
supposed
to
be
using
your
bike
to
come
to
work?
I
think
it
it's
an
interesting
one
at
the
moment.
Obviously,
it's
all
rather
up
in
the
air,
given
that
people
are
told
that
they
must
be.
They
must
stay
at
home
if
they
if
they
can
work
from
home.
But
I
think
there
is
something
actually
about
also
just
encouraging
people
to
actually
take
exercise
which
we
shouldn't
be
ignored
either.
I
Actually
it
feels
again,
for
I'm
sure,
for
many
of
us
we're
kind
of
welded
to
our
seats
at
the
moment
and
whether
whether
it's
cycling
to
work
or
actually
just
cycling
around
the
block
or
taking
a
walk
around
the
block,
it's
important
actually
that
people
get
get
get
exercise
and
keep
keep
their
wellbeing
going
through
through
that
route
as
well.
H
G
That's
you.
Oh,
we
always
happy
to
surprise
people.
I
I
just
just
to
check
with
mark.
He
mentioned
civic
and
marion.
Were
there
any
others
that
were
in
the
off-limits
list?
M
Sorry,
sorry,
I
was
going
to
say
I
I'm
more
than
happy
to
share
something
afterwards
in
terms
of
the
the
properties
that
we've
identified
for
retention.
But
you
know
there's
no
surprises
on
there
in
terms
of
the
ones
that
we've
invested
in
recently,
like
albion,
house
and
others
over
at
yida.
Sorry,
council
lewis,.
H
Lewis,
thank
you
councillor
harland.
I
think
I
think
again
it's
it.
You
know.
Buildings
like
I
say
buildings
that
we
have
recently
spent
a
lot
of
money
on
are
obviously
ones
that
we're
not
going
to
come
out
of
because,
essentially
it's
you
know.
You
know,
I
said
the
civic
call
flippantly.
Obviously
we're
not
going
to
come
out
there.
It's
ones
where
it's
a
you
know
it's
ones
where
there's
value
to
money,
you
know
value
for
money.
Can
we
is
it
going
to
cost
a
lot
to
do
it?
H
Can
we
easily
relocate
the
services?
Have
we
spent
a
lot
of
money
on
it
recently?
Those
are
the
kind
of
decisions
we're
going
to
make
some,
for
example,
buildings
that
we
may
have
leased
in
and
there
may
be
penalty
clauses
to
coming
out
of
that.
Lease
which
aren't
value
for
money
is
one
thing
compared
to
like
I
say
buildings
we've
recently
invested
in
again.
I
said
it
in
the
introduction.
H
I
won't
repeat
myself,
but
you
know
I
don't
think
we've
got
we
don't
we
don't
know
where
the
end
point
of
this
is
yet,
and
I
think
I'd
make
that
very
clear,
but
I
think
having
some
of
the
principles
to
take
us
forward.
It's
really
important
to
understand
at
this
point.
Thank
you.
Chair
apologies
for
interrupting,
thank.
A
Well,
I'm
I'm
conscious
of
time
I'm
pleased
to
know
that
the
civic
hall
is
is
on
the
off
list,
because
I
still
get
the
hairs
on
the
back
of
my
neck
standing
up
as
the
privilege
of
walking
through
those
doors,
I've
got
to
say:
okay,
I've
got
simon
and
then
mirrell.
C
Thank
you
chair,
just
a
quick
one,
picking
up
on
the
surveys,
so
this
has
been
sent
out
to
eight
thousand
staff,
but
only
four
thousand
four
and
a
half
thousand
responded
what
we're
doing
to
to
mop
these
up
to
make
sure
that
we're
carrying
all
all
staffs
issues,
because
potentially
it's
over
two
thousand
people
that
don't
feel
happy
and
don't
feel
productive
in
the
work
which
is
large
numbers.
So
thank
you.
J
Yeah
yeah,
thank
you,
council
I'll,
come
in
with
that.
So
so
we
were
really
pleased
with
the
level
of
retain
that
we
got
on
the
survey,
so
five
thousand
to
the
eight
thousand
gives
us.
You
know
a
really
good
sense
of
staff
views
and
what
we
we
know
from
all
the
work
that
we've
done
previously,
that
that
gave
us
an
accurate
view
across
the
wider
workforce
too.
J
J
F
Thank
you
chair.
I
just
wondered
it.
Has
their
new
way
of
working
had
an
impact
on
service
delivery
and
how's
that
going
to
be
measured,
sort
of
going
forward,
and
it's
a
two-way
thing,
whether
it's
our
customers,
our
residents,
using
the
services
and
also
for
members
of
staff,
if
they
feel
that
maybe
they're
not
being
supported
as
well
as
they
could
be?
Thank
you.
J
Can
I
come
in
in
terms
of
the
staff
side?
It's
a
really
good
question.
Isn't
it
and
one
of
the
one
of
the
questions
we
asked
in
the
survey
was
whether
people
felt
they
were
working
productively
at
home
and
had
everything
that
they
needed
to
do
so,
and
the
numbers
were
pretty
positive
around
that
you
know
in
terms
of
nearly
eight
out
of
ten
people
said
that
they
could
work
productively
and
effectively,
just
as
they
would
do
in
the
office,
so
that
was
that
was
positive,
but
you're
right.
J
You
know
and
it's
one
of
the
questions
in
terms
of
as
an
organization.
We
need
the
proper
checks
and
balances
in
place
as
well
to
make
sure
that
service
delivery
is
being
maintained,
and
I
guess
the
proof,
the
proof
of
the
pudding
there
really
is,
is
how
the
organization
has
kept
the
city
running
through
culvert.
Do
you
know
and
all
that
all
the
all
the
really
great
work
we've
done
in
really
difficult
challenging
times?
J
So
that's,
you
know,
and
I
know
that's
quite
an
anecdotal
answer,
but
but
you
know
each
and
every
team,
you
know
there'll
be
a
story
of
the
support,
that's
been
provided,
the
service
that's
been
delivered
and
the
real
impact
that
we've
had
out
there
for
people
in
the
city.
So
so
I
think
one
of
the
things
we're
probably
going
to
need
to
do
is
make
sure
that
as
a
council,
we
take
a
step
back
and
we
really
appreciate
and
pull
together
that
story
of
just
what
we've
delivered
in
during
covert
times.
I
Yeah,
you
know
it
is
it's.
It
is
a
tricky
question
to
answer
in
it
fully.
I
think
there
are
certain
services
where
certainly
the
feedback
is
actually
they
are
as
or
more
productive.
You
know
I
get
areas
like
legal
and
finance
in
my
own
department,
where
I
think
people
have
adapted
very
well,
and
you
know
in
terms
of
the
amount
of
work
that
people
are
getting
through,
there's
really
strong
evidence
for
that.
I
think
there
are.
I
There
are
some
other
things
where
actually,
I
think
we
learned
some
lessons
out
of
the
first
lock
down.
If
you
take
something
like
housing,
there
were
things
like
which
which
got
stopped
around
things
like
a
state
walk
about
some
kind
of
direct
contact
with
individuals
which
actually
couldn't
be
really
replicated
from
home
and
actually
with
risk
assessments.
I
In
terms
of
the
balance
we
get
between
working
from
home
and
working
in
the
office
about
developing
some
kind
of
productivity
metrics,
if
you
like
to
actually
see
that
things
are
actually
being
done
and
that
that's
going
to
be
a
you
know,
we
have
I'd,
be
able
to.
We
haven't
been
able
to
just
do
that
instantaneously
through
through
the
kind
of
lockdown
period,
but
I
think
it
is
a
challenge
to
us
going
forward
to
make
the
right
judgments
about
what
sort
of
balance
we
need
to
strike.
A
B
I
Yeah,
where
people
will
be
in
we'll
have
to
we'll
have
to
heat,
I
mean
I
think
one
of
the
challenges
for
civic
hall
going
forward
is
whether
we
can
actually
bring
a
bit
more
sensitivity
to
to
that
heating
system.
You
know
we're
connecting
it
with
district
heating,
but
people
will
know
from
the
past.
I
It
can
be
very
cold
or
sometimes
you
have
to
open
the
window,
because
it's
too
hot,
so
actually
a
bit
more
sensitivity
around
thermostats
and
so
forth
will
hopefully
be
able
to
keep
the
places
where
people
are
rather
than
places
where
people
aren't.
A
Thank
you,
neil
councillor,
carlo
peter.
C
But
it
was
good
as
well
to
see
the
acknowledgement
there
that
some
of
those
buildings
and
communities
that
we
provide,
because
the
council
has
to
have
an
office
somewhere,
is
an
important
aspect
to
that
community.
So
some
of
the
housing
offices,
for
instance,
on
parades
of
shops,
are
helping
keep
one
of
those
parades
open
help
provide
customers
to
those.
So
really
looking
at
how
those
buildings
provide
the
spend.
C
So
I
think,
when
we're
looking
at
buildings
to
see
whether
or
not
they
have
a
future,
are
we
looking
at
whether
as
well
taken
into
the
aspect
of
service
delivery
within
the
community?
Obviously,
we've
got
the
community
hubs,
but
in
those
areas
where
we
haven't
it
may
be
that
those
buildings
could
become
shared
functions
where,
where
our
council
services
are
offered,
rather
than
purely
being
an
office
space.
M
Yeah,
I
think
that's
a
really
important
point,
councillor
carlo
and
I
think-
and
it
probably
just
broadened
it
out
as
well
in
terms
of
working
with
partner
organizations
who
who
are
equally
active
in
those
localities.
So
I
I
think
you
know
we
we
we
are.
We
have
some
good
relationships
with
health
partners
in
particular,
but
I
think
you're,
absolutely
right.
We
we've
you
know.
M
Some
of
this
is
going
to
be
around
how
how
can
service
delivery
would
be
undertaken
in
a
slightly
different
way
when
which
which
may
actually
be
you
know
beneficial
to
residents
across
the
city
and
as
well
as
the
services
themselves,
and
actually,
how
can
the
buildings
be
a
bit
of
a
facilitator
of
that
change?
M
But
you
know,
I
I
think
it
it's
it's
equally
recognizing
that,
and
I
think
the
paper
talks
about
this
to
some
degree
is
that
actually,
if
we
can
have
greater
flexibility
across
our
wider
estate,
that
actually
that
can
benefit
you
know,
people
people's
work,
life
balance
but
also
reduce
travel
demand
and
cost
and
so
on,
which
can
clearly
have
environmental
benefits
as
well,
because
at
the
moment
I
think,
because
of
the
way
that
we
we
are
settled
with
bases
and
in
different
parts
of
the
city,
and
you
know
you
do
have
situations
whereby
staff
are
crisscrossing
the
city
several
times
a
day
to
in
in
in,
in
order
to
undertake
the
work
that
they're
involved
in,
and
so
I
think,
if
we
can
bring
that
flexibility,
it
may
help
to
address
some
of
those
issues
as
well.
C
Thank
you
chair,
just
a
quick
one,
remember
a
couple
of
months
time
and
we
had
to
scrutiny
and
we
asked
mark
to
be
taught
to
and
ward
members
about
the
coming
out
with
some
building.
So
I'd
just
like
to
say
thank
you
for
contacting
us
and
and
giving
us
the
update,
and
so
I
appreciate
that.
Thank
you.
C
Yes,
sorry
yeah,
just
on
what
simon
was
saying
there
mark,
we
still
had
a
conversation
about
our
heritage
buildings
and
you
know
it's
it's
a
hot
topic
in
our
area
and
we
do.
We
do
need
to
look
at
those
buildings
and
the
other
centres
that
are
in
rothwell
in
the
world.
A
Mark
can
you
arrange
to
for
that
to
happen.
M
Yeah,
certainly
councillor
chapman,
we'll
set
something
up
outside
of
this
meeting.
A
Thank
you,
okay,
I'm
seeing
no
more
hands
and
I'm
conscious
of
the
time
so
we've
already
built
in
the
possibility
of
this
item
coming
back.
It's
obviously
one
that
members
are
very
interested
in,
so
I'm
sure
rob
will
be
in
touch
with
bob
members
for
before
the
january
meeting,
I'd
like
to
say
thank
you
to
all
our
guests
for
providing
the
reports
and
the
answers
that
you've
given
once
again.
A
Many
thanks
on
behalf
of
this
board
to
all
the
staff
that
have
been
working
extremely
hard
in
all
areas.
If
you
pass
that
on
from
the
board,
we
really
appreciate
all
the
hard
work
that
you're
doing
you're
now
free
to
leave
before
we
move
on
to
our
work
program.
Thank
you.
Merry.
A
A
Not
in
a
month
of
sunday,
thank
you,
okay,
we'll
move
on
to
item
10
the
work
schedule
rob
is
that
over
to
you.
C
Yeah,
thank
you,
chair
yeah,
just
just
briefly
really
so.
Obviously,
we've
had
a
pretty
full
discussion
there
on
that.
The
agile
working
estate
rationalization
so
that
will
will
now
likely
come
back
in
january
and
I'll
be
in
touch
with
the
relevant
officers
on
that
other
than
that
january
looks
very
finance,
focused
initial
budget
proposals
as
well,
and
the
financial
health
monitoring
report
and,
as
you
can
see,
appendix
2
sets
it
all
out
for
you,
so
just
to
flag
up
the
january
meeting,
really
sure.
D
Now,
I'm
just
going
to
say
further
to
what
counselor
mitchell
said
about
metrics
for
analyzing,
the
productivity
and
impact
in
terms
of
workflow
was
something
I
was
going
to
ask.
I
think
if
we
could
build
that
into
the
work
schedule
somewhere
with
a
particular
look
of
how
it's
affecting
the
council's
working
generally
that'd
be
great,
and
I
think
council
major
is
right
to
bring
it
up.
A
Okay,
so
our
next
meeting
is
on
the
11th
of
january
as
usual,
pre-meet
at
10
and
it's
been
a
challenging
year
and
no
one
could
have
predicted
last
meet
public
of
2019.
That
would
have
gone
through
what
we
have
in
2020.
A
So
it's
our
last
public
meeting
of
the
year.
I
do
wish
you
all
a
very
merry
christmas
and
a
happy
new
year,
and
I
hope
it
is
a
happy
new
year
and
I
hope
it's
one,
that
we
can
go
forward,
go
forward
together
and
do
carry
on.
Thank
you,
I'd
like
to
thank
you
for
all
the
work
you've
done
thus
far
and
much
more
to
come,
but
always
stay
safe,
take
care
and
it's
been
lovely
to
see
you
all.