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A
A
Today's
meeting
this
means
being
webcast,
live
only
city,
council,
YouTube,
channel
and
I
warmly
welcome
to
anybody
who's
watching
it
through
YouTube
channel.
A
Today's
me
is
the
first
of
the
2023
and
24
Municipal
years,
but
that
before
we
get
into
the
agenda,
I
would
like
to
thank
the
previous
chair,
counselor
underscope,
and
the
board
members
who
who
have
done
a
fantastic
work
and
they
are
no
longer
on
this
board
and
we
hope
to
continue
the
good
work
they
did
last
year.
At
this
point,
I
would
like
to
invite
everybody
to
formally
introduce
themselves
I'm
going
to
start
from
my
left
cassette.
P
Morning,
everyone
at
Rob
Clayton
screen
advisor
to
the
board.
Thank
you.
A
B
Under
a
gender
item
number
one,
there
are
no
appeals
against
refusal
of
inspection
of
documents
under
agenda
item
number
two
and
there
are
no
items
which
are
excluded
from
the
public
domain
under
agenda
item
number:
three:
there
are
no
late
items
under
agenda
item
number.
Four,
please
may
ask
members
to
disclose
any
interest
in
accordance
with
Leed
City
council's
code
of
conduct.
B
I'll
take
science
as
none
under
agenda
item
number
five.
There
was
one
apology
from
councilor
Robinson
and
additionally,
councilor
prior
and
councilor.
Cooper
are
also
unable
to
attend.
A
Thank
you
Cassie
item
number.
Six
is
the
minutes
of
a
previous
meeting
held
on
27th
of
March.
Do
members
accept
these
minutes
are
true
on
correct
record
yeah.
A
A
Thank
you.
Okay,
much
rising
from
the
minutes
Rob
over
TubeMate.
P
Thank
you
chair
just
a
couple
of
items
of
business
just
from
the
last
Municipal
year,
just
to
very
briefly
run
through
minute
103,
which
was
a
HR
update
and
members
should
have
received
an
email
from
me
on
the
13th
of
June
with
that
detail
on
that
item.
Well,
that
information
could
be
relevant
for
the
work
program
as
the
over
the
course
of
the
year,
so
just
just
to
flag
that
element
of
it
up.
P
104
minute
104
is
the
reference
to
the
EDI
item
that
we
took
in
March
that
has
been
partially
dealt
with.
I
know:
Council
Burke
has
been
involved
with
some
discussion
on
that,
there's
more
to
come
on
that
again
as
the
work
program
unfolds
for
the
year
and
then
lastly,
minute
107
referred
to
some
recommended
items
from
the
board
last
year
and
they
have
been
included
in
the
draft
work
program
under
item
12..
Thank
you,
chair.
A
Thank
you
rob
any
other
matches,
Rising
members
nope.
Thank
you.
A
We
are
moving
to
item
number
seven
on
co-opty
members
for
the
20
23
and
2024
Municipal
year.
Rob
briefly,
can
you
go
through?
Please.
P
Yes,
thank
you
chair.
There
are
a
number
of
standard
items
that
screen
rewards
take
at
the
start
of
Municipal
years,
and
this
is
the
first
of
three
of
them,
which
has
been,
as
the
chair
said
in
reference
to
co-opted
members.
Scrutiny
boards
can
choose
to
appoint
co-opted
members
should
they
wish
to.
P
That
would
be
into
two
categories,
really
there'd
be
five,
which
could
be
appointed
for
the
length
of
the
municipal
year
or
two,
which
would
be
on
a
specific,
a
work
program
item
and
just
to
know,
I
mean
we
do
have.
Obviously
our
regular
offices
in
attendance
and
guests
from
external
to
the
council.
So
the
work
of
a
corrupted
member
wouldn't
be
to
replace
that
sort
of
expert.
If
you
would
just
be
if
we,
if
we
felt
we
could
add
some
some
more
value
by
having
a
co-opting
member
that
just
lasted.
A
A
Thank
you.
So
we
now
move
on
to
item
where
eight,
which
is
in
the
Security
Board
in
terms
of
reference
for
20
23
24
Rob.
Can
you
briefly
run
through
the
report?
Please?
Yes,.
P
Thank
you,
chair
again,
a
standard
item
that
all
screening
boards
take
each
year.
So
this
sets
out
the
terms
of
reference
for
strategy
results
for
2023-24
appendix
one
provides
the
terms
of
reference
to
all
scrutiny
boards
operate
under
and
leads
to.
Council
appendix
2
provides
the
article
six,
which
is
a
constitutional
element
which
sets
out
how
the
executive
functions
apply
to
scrutiny
boards
and
then,
lastly,
appendix
3
sets
out
in
more
detail
the
remit
of
our
specific
board.
P
All
the
remits
of
the
boards
are
on
there,
but
ours
is
specifically
highlighted
as
well
to
support
this
item.
Council
card
has
requested
an
introductory
presentation
which
I
think
no
to
the
paragraph
five,
which
our
guests
are
going
to
go
through
today.
So
I
will
just
prepare
that
now
turn
we're
ready
to
go.
A
M
Yeah,
thank
you
very
much.
Councilor
Khan
you've
got
three
of
us
delivering
this
today,
myself
and
John,
and
then
Eve
I
think
in
conversation
with
Council
Khan.
What
we
thought
would
be
useful
was
just
giving
a
very,
very,
very
quick
introduction
to,
in
particular
the
work
of
the
the
functions
that
are
covered
by
this
scrutiny
board,
which
do
cover
strategy
and
resources.
M
You
know
some
of
John's
area
and
Eves
as
well,
so
we'll
literally
skip
through
really
quickly
Jeremiah,
so
I'm
going
to
feel
like
Chris
witty
today,
asking
Rob
to
to
move
on
so
I
just
thought.
We'd.
Two
three
minutes
on
you
know
what
the
challenges
are.
You
know
I
mean
as
members.
You
know
your
mailboxes
are
busy.
M
You
know
what
they
are
but
thought
it
was
worth
just
mentioning
those
put
couple,
picking
up
a
couple
of
things
in
terms
of
strategic
context,
talking
a
little
bit
about
the
the
directorate
itself
in
terms
of
purpose,
what
we
do
who's
in
it
and
what
services
we
deliver
and
then,
as
I
say,
John
and
then
Eve
will
cover
for
their
area
as
well
and
again,
John
thanks
Rob.
M
You
know
we
are
finding
that
we're
getting
a
lot
more
demand
for
services,
a
lot
more
complex
cases.
You
know
whether
that's
on
Children
and
Families
or
adults,
or
the
welfare
line
Etc.
You
know
and
that's
clearly,
representative,
you
know
post-pandemic,
you
know
post
with
the
cost
of
living
being.
You
know
really
strong
for
people
as
individuals,
their
families
and
indeed,
organizations
that
we're
all
dealing
with
whether
that's
ourselves,
businesses,
schools,
third
sector
organization,
everybody
recognizing
those
challenges.
M
So,
as
you
know,
as
an
organization
we
are
trying
to,
you
know
kind
of
meet
that
demand,
but
obviously
with
less
capacity
and
and
because
the
financial
challenges
are
really
significant
for
the
sector
as
a
whole.
You
know
we'll
all
be
reading
in
the
sector.
Press
what's
happening
to
some
other
organizations
across
the
the
country,
so
you
know
things
that
are
going
to
be
crucial
for
us.
M
You
know
the
digital
opportunities
that
we
have
got
making
sure
that
we
rise
to
the
recruitment
challenges
and
the
retention
challenges
that
we
Face
continue
in
the
collaboration
Network.
It
worked
right
the
way
across
the
partnership,
particularly
with
the
anchors,
which
Eve
we'll
probably
talk
a
little
bit
more
about
and
then
just
to
mention
the
standing
risks
that
are
on
the
risk
register.
M
This
is
probably
more
for
corporate
governance
and
audit,
but
probably
important
for
this
board
as
well,
just
to
mention
some
of
those
risks
there
that
are
the
cross,
Council
standing
risks
that
we
have
as
I
say
quite
a
few
of
them
feature
in
the
functions
of
this
board,
thanks
Rob.
So
in
terms
of
the
best
city
ambition.
Hopefully
this
doesn't
need
loads
of
introduction,
but
just
to
say
you
know
this
is.
It
is
absolutely
about
tackling
poverty
and
inequality,
and
it's
about
doing
that
in
a
real
team
leads
way.
M
You
know
the
thing
that
we've
kind
of
codified
post
covered
just
how
people
do
work
in
the
city.
You
know
you,
many
of
you
were
instrumental
in
driving
your
community
hubs
during
the
pandemic.
You
know
to
really
make
sure
that
people
were
supported
and,
crucially
with
this,
the
three
pillars
that
we
talk
about:
health
and
well-being,
inclusive
growth
and
Net.
Zero,
being
you
know,
absolutely
the
really
important
parts
of
how
we
drive
those
strategies?
M
Sorry
Rob,
do
you
mind
moving
on
one
from
multitasking
today
and
that's
all
right
just
to
say
we
are
refreshing.
The
best
city
ambition
this
year,
it'll
be
due
to
be
finally
agreed
at
full
Council
in
February
24,
but
we
would
like
this
board
and
indeed,
probably
all
the
scrutiny
boards
to
help
us
with
that
refresh
so
we'd
hope
that
that
will
be
one
of
the
things
that
will
feature
on
your
work
program.
M
In
particular,
it
will
pick
up.
Eve
is
undertaking
at
the
moment
a
refresh
of
the
inclusive
growth
strategy
and
colleagues
are
also
undertaking
a
refresh
of
the
health
and
wellbeing
strategy
and,
in
particular,
the
best
city
ambition
will
pick
up.
You
know
the
the
kind
of
the
latest
information
from
those
strategies
and
I
don't
know
how
many
people
were
at
the
mom
at
launch
last
week,
but
also
making
sure
it
picks
up.
You
know
how
we
sort
of
really
can
use
that
extra.
M
M
M
M
Also,
probably
the
more
obvious
thing
is
some
of
those
head
office
functions
that
you
might
describe
them
as
where
we
provide
leadership
on
some
of
the
support
services,
whether
that's
Finance
you'll
often
see
Victoria
here,
legal,
digital
Human,
Resources
Etc.
So
as
I
say,
it's
about
5,
000
staff
and
importantly
also
has
some
of
those
key
statutory
functions.
M
So
that's
in
particular
with
Victoria,
with
her
Section
151
responsibility,
Catherine
Whitton
with
her
monitoring
officer
and
then
and
the
information
risk
and
health
and
safety
sit
with
me
as
the
Director
sort
of
on
behalf
of
the
organization,
thanks
Rob
trying
to
time
this
so
that
you're
sat
down
when
everybody
loves
the
structure
chart
and
councilor
Khan
was
particularly
Keen
that
we
included
this
to
try
and
give
you
the
kind
of
who's
who
I
don't
expect
you
to
read
it.
M
So
you
can
see
there
who
and
obviously
each
of
those
colleagues
I
would
anticipate-
will
appear
at
scrutiny
at
some
point
during
the
next
Municipal
year
and
we'll
try
and
sort
of
probably
make
sure
that
the
work
program
that
that
you
know
we
do
get
that
right.
The
way
across.
If
you
just
go
on
one
Rob
thanks
so
just
to
unpick
a
little
bit,
what
is
in
each
service,
I
talked
about
a
lot
of
Frontline
services,
so
Civic
Enterprise
leads
is
about
3
000
staff.
M
It's
got
and
you
know
everything
from
Building
Services
Facilities,
Management
passenger
transport,
cleaning,
catering,
Fleet
school
crossing
patrols.
Etc,
you
know
lots
of
visible
people
that
you
will
see
in
your
communities
out
there.
Delivering
services
are
a
part
of
Civic
Enterprise
leads
integrated.
M
Digital
service
is
slightly
different
because
it
is
a
function
that
is
provided
across
the
council
and
the
NHS
in
particular
to
the
what
was
known
as
the
the
ccg
in
Leeds
I
want
boy
with
all
the
details,
but
it's
part
of
the
the
NHS
in
Leeds
and
obviously
a
wide
range
of
things
from
you
kind
of
people
who
do
literally
come
around
and
fix
the
kit
through
to
you
know
those
that
are
thinking
about
cyber
security,
digital
change,
information,
security,
Etc,
legal
and
Democratic
people
that
you
see
a
lot
Democratic.
M
Colleagues,
in
particular,
you'll
have
come
across,
whilst
new
members
have
been
undertaking
their
induction
and
Lord
mayor's
office
and
obviously
legal
right,
the
way
across
the
organization,
whether
that's
you
know
advising
on
individual
children
and
their
circumstances
through
to
planning,
for
example,
Human
Resources
you'll
sound
a
fair
bit
here.
You
know
all
anything
really
to
do
with
employment
from
you
know
the
very
practical
end
of
that
employment
through
to
organizational
development,
lots
of
the
EDI
work,
workforce
planning,
but
also
health
and
safety.
M
Thank
you,
Rob
nearly
there
and
then
Financial
Services
again
obviously
looks
after
you
know
the
budget
in
particular,
but
also
things
like
treasury
management.
All
the
capital
internal
audit
is
a
function
within
Finance
which
is
important
to
us,
and
then
you
know
a
bigger
service
area,
around
council
tax
business
rates
and
then
Core
Business
transformation,
which
is
a
you
know,
big
project
for
us
in
particular
this
year.
M
That's
really
important
strategy
and
performance
is
a
bit
of
an
Eclectic
mix
ranging
from
comms
and
marketing
through
to
the
stuff
that
we've
talked
about
Max
part
of
that
all
the
performance
analysis
that
you
see,
Etc
consultation,
risk
performance.
So
things
that
you
will
see
exact
board
in
these
meetings
are
often
produced
by
that
team.
M
Shared
services
is
another
big
operational
area
with
the
contact
center
business
administration
and
business
support,
which
is
all
things
like
payroll
Financial
transactions
and
then,
crucially,
it's
only
one
person,
but
it's
a
really
important
role
for
us
and
I
think
you've
met
Vanessa
our
freedom
to
speak
up
Guardian,
which
is
a
relatively
new
role,
been
in
place
coming
up
for
about
a
year,
really
trying
to
make
sure
that
all
colleagues
feel
as
though
they
can
speak
up
and
that
their
voice
can
be
heard
if
they're
worried
about
anything
or
indeed,
if
they
want
to
you
know,
say
how
well
things
are
going
as
well.
M
A
Before
we
pass
on
to
John
or
Eve,
could
I
say
thank
you
for
the
presentation
Mariana,
if
really
informational,
presentations
before
I
open
to
the
board,
members
can
I
warmly
welcome
councilor
Lewis
James
Lewis,
the
leader
of
the
council,
and
also
Council
Deborah
Cooper,
the
deputy
leader
of
the
Legacy
Council,
and
the
exact
member
for
resources.
She
will
be
coming
to
our
board
meeting
regularly.
Do
you
want
to
just
introduce
yourself
before
I
open
the
question
to
members?
Please.
R
Yeah
morning
everybody
nice
to
see
you
all
I
look
forward
to
our
working
with
you
throughout
the
year.
A
Thank
you
any
comments
or
questions
from
the
board
members
on
the
presentation.
A
The
reason
I
brought
this
presentation
was
because
we've
got
new
members
on
the
security
board
and
there's
a
new
chair.
It
was
really
helpful
for
me
to
understand
the
director
and
the
you
know
the
security
board,
so
I
thought
I'd
share
it
with
the
board
members.
So
that's
why
I
brought
this
here
as
well,
so
I'm
going
to
ask
Eve
to
do
a
bit?
Is
it
Johnson?
Okay,
sorry,
I!
Apologies
John!
It's
over
to
you
to
do
your
presentation,
please!
Okay,.
K
Thank
you
chair
good
morning
members.
My
name
is
Sean:
okay,
I
report
to
James
Rogers
in
the
community,
housing
and
environment
directorate.
There
are
five
services
within
elections
and
Regulatory
which
fall
under
this
Sports
remake
they're.
All
on
the
slide
before
you.
There
I'll
go
through
them
very
quickly
for
you.
So,
first
of
all,
at
the
top
left
there
we
have
entertainment,
licensing,
licensing,
Committee.
K
Of
course,
the
ones
which
recommend
policy
change,
French
tournament
licensing,
and
they
also
also
have
subcommitters
where
they
make
decisions
on
licensing
applications
where
there's
a
dispute
or
where
a
representation
has
been
received
against
an
application.
The
sort
of
licenses
we
look
at
personal,
license
holders
premises
licenses,
which
includes
the
events,
temporary
event,
notices,
gambling
operators,
decisions
regarding
them
are
taken
by
the
gambling
commission
ourselves
as
a
licensing
Authority,
and
we
also
look
at
a
number
of
miscellaneous
licenses,
including
scrap
metal
licenses
as
well.
K
The
main
work
that's
coming
up
for
the
team
at
the
moment
is
looking
forward
to
the
event
season
now,
in
particular
chapeltown
Carnival
and
Leeds
festival
and
August
bank
holiday
weekend,
and
the
licensing
committee's
work
program
is
looking
at
that.
Some
detail
at
the
moment,
elections,
car
business
for
elections
is
maintaining
the
register
of
and
also,
of
course,
conducting
all
pearls.
We
also
do
community
governance,
reviews
for
parish
councils
and
reviews
of
Poland
districts,
places
and
stations
where
we
review
where
people
go
to
vote
in
person
and
the
main
work
of
that
team.
K
At
the
moment,
they're
beginning
now
to
look
at
the
fast
well,
they'll
have
the
annual
canvas
at
the
end
of
this
year
to
do
for
the
register,
and
then
next
year
we
have
local
elections,
West
Yorkshire,
mayor
elections
in
May
and
at
some
point
next
year
we
will
have
the
general
parliamentary
election
as
well,
so
we're
beginning
to
prepare
for
those
polls.
Next
year,
taxi
and
private
hire
licensing.
Again
we
have
licensing
committee,
which
agreed
the
policy.
Most
decisions
are
taken
by
officers
for
taxi
and
private
hire
licensing
the
licenses.
K
K
The
work
that
we're
looking
at
there
at
the
moment
is
we're
currently
conducting
a
comprehensive
review
of
the
vehicle
conditions,
which
is
something
that
the
trade
have
asked
us
to
do
and
we're
hoping
to
revise
those
and
make
some
decisions
that
will
benefit
the
trade
and
ensure
continue
to
ensure
Public
Safety
standards
for
the
citizens
of
leads
as
well
registrars.
Bottom
left.
There
registrar
as
we
register
births,
marriages,
civil
Partnerships
deaths
and
citizenship
ceremonies.
K
The
main
focus
of
that
work
at
the
moment
is,
since
we've
come
out
with
the
pandemic,
we've
seen
a
remarkable
increase
in
workload
for
that
area,
so
we're
currently
conducting
a
comprehensive
review
of
resources
in
that
area.
To
make
sure
we
have
enough
people
in
place
to
meet
the
demands
of
the
service
going
going
forward.
So
there's
been
a
particular
increase
increase
in
demand
for
services
in
that
area
over
the
last
couple
of
years
since
coming
out
of
the
pandemic.
Finally,
bottom
right
there
we
have
land
and
property
search
Services.
K
This
comprises
local
land
charges
and
Street
registration,
and
it's
the
team
that
puts
together
the
local
Authority
search
information
for
people,
buying
houses
or
property.
In
the
Leeds
area,
so
we
would
take
all
the
information
from
planning
highways
drainage,
Etc
and
put
it
into
local
Authority
search
firm,
which
tells
people
and
solicitors
whether
the
highways
are
adopted.
K
What
planning
history
is
has
been
applied
for
for
that
particular
building,
whether
the
drains
are
combined,
looked
after
by
The
Authority
Etc,
all
really
crucial
information
that
any
property
prospective
property
buyer
would
need
to
know
before
they
complete
their
purchase
and
that's
the
work
that
team
does
and
that's
everything
for
my
area
chair.
Unless
there's
any
questions.
A
Thank
you
John
for
the
presentation,
any
comments
or
questions
to
the
board
members.
Please.
I
Thank
you
chair,
so
I'm
part
of
the
city
development
directorate,
which
is
headed
up
by
Martin
Farrington
who's,
the
director
of
that
directorate,
and
there
are
five
again
nice
neat
numbers,
there's
five
areas
that
the
scrutiny
board
are
responsible
for
scrutinizing
across
my
service
areas.
The
first
is
culture
programs
and
the
headlines
around.
I
The
culture
program
service
are
that
it's
responsible
for
developing
the
culture
strategy
and
the
implementation
of
that
culture
strategy
across
the
city
also
responsible
for
the
cultural
investment
program,
which
invests
1.8
million
per
annum
into
cultural
organizations.
I
Thanks
chair
so,
and
the
head
of
service
for
culture
programs
is
Pam
Johnson
who
you'll
meet
over
time.
If
you
haven't
already
met
her
and
the
second
area
in
my
culture
programs
team
in
in
my
coach,
James,
Leeds
museums
and
galleries,
so
these
museums
and
galleries
manages
nine
museums,
galleries,
Galleries
and
Heritage
venues
across
the
city.
We
hold
an
incredible
1.2
million
objects
and
some
of
those
collections.
I
Our
key
Partners
include
Arts
Council
England
to
actually
provide
a
grant
to
1.6
million
pounds
per
annum
to
Leeds
museums
and
galleries
as
a
designated
national
portfolio
organization
in
is
a
part
of
the
group
The
National
portfolio
organizations
across
the
country,
the
head
of
service
for
these
museums
and
galleries
is
David
hopes.
I
So
the
third
area
is
Leeds
Arts
events
and
venues,
so
the
Arts
events
and
venues
team
does
what
it
says
in
the
tin.
They
program
events
right
across
the
city
throughout
the
year,
they're
responsible
for
programming,
Millennium
Square,
also
the
carriage
Works
theater
and
the
town
hall
when
the
town
hall
is
open.
It's
currently
closed
for
restoration.
I
The
events
that
they
deliver
are
a
range
of
both
free
to
attend
events
and
also
paid
for
events
which
bring
income
into
the
council
and
but
in
effect,
are
covering
the
cost
of
delivering
those
events
and
the
teams
that
are
there.
The
key
things
just
to
give
you
an
example
are
some
of
the
things
that
they
do.
We
we
deliver
kind
of
bands
in
Parks
right
across
the
city.
We
deliver
the
Leeds
International
concert
season,
which
is
regularly
attended
by
around
26
000
people
across
the
city.
I
So
we're
providing
lots
of
special
occasions,
I
suppose
for
people
to
come
together
and
and
to
enjoy
life
and
leads,
and
the
head
of
services
Matthew
Sims.
I
The
next
area
is
Leeds
2023.
So
last
year's
scrutiny
committee
took
evidence
around
Leeds
2023,
both
in
March
and
November,
and
we'll
be
coming
back
to
give
more
evidence
around
Leeds
2023
this
year.
I
Leeds
2023
is
our
year
of
culture,
it's
delivered
by
Leeds
culture,
trust
and
it
was
our
response
to
disqualification
from
the
European
capital
of
culture,
competition,
there's
three
seasons
and
we're
in
the
second
one,
which
is
called
playing,
and
there
are
a
number
of
Signature
Events,
including
making
a
stand,
which
is
the
major
sculptural
intervention
in
City
Square,
which
you
can
now
go
and
explore
as
it
was
opened.
Last
week,
the
council
funding
to
lease
2023
was
originally
10.6
million
and
that
has
been
reduced
in
terms
of
core
for
Budget
funding
to
5.7
through
substitution.
I
The
key
contact
for
lease
2023's
karenberg
Pride,
who
is
our
partnership
manager?
So
she
liaises
between
the
council
and
the
culture,
trust
and
she's,
an
integral
part
of
us
managing
the
year
of
culture
and
then,
finally,
the
other
area.
That's
subjected
to
scrutiny
by
this
committee
is
our
inward
investment
service.
I
The
inward
investment
service
is
responsible
for
attracting
businesses
to
base
themselves
in
Leeds,
but
also
has
a
responsibility
for
liaising
with
the
left
in
relation
to
trade.
Our
inward
investment
team
is
very
small.
It
has
one
inward
investment
manager,
supported
by
a
wider
LCC
and
significant
support
that
comes
from
the
local
Enterprise
partnership,
which
is
part
of
the
combined
Authority
and
from
the
combined
Authority
itself.
I
We
also
lead
on
major
property,
major
investment
and
property
conferences
for
the
council,
including
the
UK
real
estate
infrastructure,
remote
investment
Forum,
which
hosted
around
7
000
people
in
the
city
in
May
and
also
mipin,
which
is
an
International
Conference,
the
head
of
service
for
this
Services
Belinda
Eldridge
so
chair.
Hopefully,
that
gives
everyone
a
good
intro
into
the
areas
that
we'll
be
exploring
together
in
the
next
year.
C
Thanks
councilor
Khan
I
just
wondered
if
we've
already
got
the
evaluation
methodology
drawn
up
for
Leeds
2023
I.
Imagine
we
have
I
know
it's
coming
to
scrutiny,
I
wonder
whether
we
could
see
it
prior
to
it
coming
and
being
released
in
the
papers
in
case
there's
any
extra
statistics
we'd,
like
the
scrutiny
board
to
add
in
please.
I
Of
course,
thanks,
councilor
Bethel,
so
yeah,
there
is
a
very
specific
requirement
in
our
grant
agreement
between
the
council
and
the
culture
trust
around
evaluation.
We've
been
working
with
them
closely
on
that,
and
so
we
can
provide
some
information
about
that
too
to
the
committee,
because
we're
coming
in
July
to
screw
to
to
scrutiny,
it
may
be
that
it
will
be
part
of
our
process
of
bringing
those
those
papers
to
the
to
the
committee.
If
that's
okay,
just
because
we're
writing
the
paper
now
so
yeah.
A
The
presentation
slides
were
shared
with
all
members,
so
you've
got
all
those
slides
and
if
you've
got
any
further
questions,
you
can
always
email
the
directors
and
they
will
be
happy
to
come
back
to
you
as
well
and
as
I
said
before,
because
there's
a
few
new
members
who
are
on
this
scrutiny
and
we
will
be
going
to
visit
the
different
workplaces
and
if
you
are
want
to
accompany
me,
while
I'm
on
the
visits,
please
do
call
me
along
as
well,
and
we
will
share
those
dates
as
well
with
yourselves.
A
Are
we
happy
with
the
recommendation
on
report
page
21
on
the
agenda
pack?
Yep
yep?
Thank
you.
Thank
you.
So
we
are
now
moving
on
to
agenda
item
9,
which
provides
detail
on
possible
sources
of
work
for
the
board
in
2023-24.
I'll
ask
Rob
to
briefly
run
through
the
report.
Please.
P
Yes,
thank
you,
chair,
yeah,
I.
Think
this
item
tends
to
lead
to
a
broader
discussion
around
what
items
the
board
may
wish
to
prioritize
this
year.
P
Just
to
know
appendix
one
has
the
best
city
ambition
included
as
a
strategic
framework
for
the
the
work
of
the
of
the
council,
and
what
we
might
wish
to
look
at
and
also
just
to
add
in
this
rule
of
school
needs
to
try
to
seek
to
add
value
so
and
and
prioritize
our
work
around
adding
value,
and
you
know
trying
to
do
that
for
the
for
the
council,
so
just
to
highlight
that
as
well
chair.
Thank
you.
A
Thank
you,
rob
I'll,
open
it
up
to
board
members
for
any
comments,
and
also
I
will
open
this.
This
stage,
I
will
ask
if
any
directors,
Mariana
John
or
eve
even
councilor,
Cooper
or
councilor
Lois,
want
to
comment
on
this
item.
Please
happy
to
do.
F
F
So
how
are
things
actually
going
to
work
in
practice?
Because
if
you
look
at
the
the
firmware
there's
lots
of
talk
about
chord
production,
but
that
is
very
open
to
interpretation.
So
perhaps
it's
useful
for
us
to
look
at
the
co-production
design
and
there's
a
whole
thing
about
equalities
and
particularly
systemic
inequalities,
which
I
think
sits
outside
EDI,
because
this
is
part
of
the
team
leads
ambition.
C
Yeah
I'm
just
wondering,
if
now's
time,
to
bring
up
I'd
like
us
to
look
at
our
HR
policies
around
sick
leave
and
how
we
interact
with
members
of
Staff
when
they're
off
sick
and
whether
that
varies
based
on
physical
or
mental
health
conditions
being
the
cause
of
the
sickness.
Thank
you.
A
Thank
you,
Council
Bethel.
Anybody
else.
D
Is
this
the
time
to
bring
up
the
issue
that
I
spoke
about
earlier?
Okay,
so
I'd
like
us
as
a
scrutiny
board
to
look
at
commission
services
and
and
in
particular,
the
the
conditions
of
of
Frontline
staff
that
effectively
deliver
the
work
of
Leeds
city
council.
Even
if
it's
at
Arms,
laying
through
a
third
party
like
a
charity
and
some
of
the
people
around
this
table,
will
be
aware
that
I
do
actually
work
for
a
charity.
So
I've
got
an
interest
to
declare
I'm
a
one-to-one
support.
D
There
is
no
one
in
place
to
deliver
those
Services
because
of
the
conditions
of
pay
just
not
adequate
to
for
most
support
workers
to
stay
imposed
for
longer
than
a
few
months
really
and
sometimes
a
few
years.
So
I
do
feel.
There's
a
lot
to
speak.
D
A
lot
of
talk,
quite
rightly
about
conditions
of
at
least
city
council
employees,
but
more
and
more
Services
have
been
delivered
at
Isles
Lane
through
commission
Charities,
so
I
think
it's
important
that
we
make
sure
that
employees
are
looked
after
and
also
that
lead
city,
council,
taxpayers,
Council
taxpayers
are
getting
real
value
for
money
in
those
services.
A
P
O
Thank
you.
Could
we
maybe
have
a
look
at
under
the
being
our
best
about
delivering
more
efficient
ways
of
working,
the
handoffs
between
the
Departments
that
fall
within
our
roommates,
so
housing
to
leave,
Building
Services
or
to
health
and
how
it
comes
back
again,
because
I'm,
finding
cases
are
getting
lost
and
not
be
in
action.
So
if
we
could
just
look
at
how
all
the
different
departments
interact
with
each
other.
F
Just
just
another
couple
of
things
chair,
please,
some
of
the
strands
have
real
Synergy
and
overlap
between
them.
So
if
we're
talking
about
young
people
and
that's
linked
to
mental
health
within
the
community
and
and
business
growth,
I
think
it'd
be
really
useful
for
to
have
a
look
at
how
we
as
a
council
are
using
traineeships
or
perhaps
how
we
could
better
utilize
traineeships
and
other
Farms
to
encouraging
people
into
work.
Particularly
around
need
agenda.
A
Bank
of
Castle
Burke
can
I
bring
in
councilor
hencliffe.
H
Thanks
Joe
yeah,
just
it's
slightly
off-pace
this
one,
but
it's
probably
more
relevant
for
the
next
few
years,
but
if
we
could
look
into
our
staff,
use
technology
and
artificial
intelligence
and
whether
that's
going
to
Impact
Services
at
any
point
and
whether
you
know
stuff
see
this
is
in
a
positive
way.
Maybe
it
can
be
added
to
stuff
servers
in
future.
A
Thank
you
for
those
comments
and
you
know
questions
and
while
we
were
discussing
this
Rob
was
busy
taking
notes
and
we
will
make
sure
we
bring
it
back
to
you
to
this
board
again.
Are
we
happy
with
the
recommendation
in
in
the
report
on
page
39.
A
M
Yeah
sure
I'll
start
so
this
is
a
regular
report
comes
twice
a
year
because
relevant
Parts
go
to
each
scrutiny
board
and
hopefully,
mostly
speaks
for
itself.
It,
you
know,
provides
you
with
some
quantitative
information
and
then
often
a
bit
of
narrative
to
bring
things
up
to
life
and
explain
you
know
any
deteriorations
in
performance.
Any
improvements
in
performance.
M
You
know
sometimes
trends
that
kind
of
thing
and
fair
to
say:
there's
a
few
ups
and
a
few
Downs
in
it,
as
we
would
probably
expect
with
you
know
some
of
the
challenges
that
we're
facing
and
I
think
probably
other
than
that
chair
just
be
happy
to
take
questions
between
Mike
and
myself
and
in
particular
Andy
on
this
one
in
case
they're
around
their
people
agenda.
J
Just
just
very
briefly
so
I'd
share.
There
is
a
a
slight
error
in
one
of
the
pieces
of
information
in
the
report.
So
apologies
for
that
on
the
gender
pay
gap,
which
is
on
the
bottom
of
page
63
number
five,
the
mean
hourly
rate
for
20
gap
for
2022
should
be
3.8,
not
4.5.
So
apologies
about
that
but
yeah.
That
area
is
at
least
in
the
right
direction.
In
terms
of
that
figure,.
C
Thank
you,
yeah,
there's
a
there's
a
lot
of
things
in
here.
That
would
be
really
good
to
pick
up
in
terms
of
more
detail
whether
or
not
that's
done
separately,
because
obviously
this
is
a
summary
document
or
not
obviously,
is
is
for
the
chair
to
decide,
but
I.
Think
for
me
the
key
things
that
I'd
like
to
pick
up
on
further
is
the
breakdown
in
terms
of
the
representative.
Workforce.
We've
done
that
with
women's
roles
and
the
outcome
is
I.
C
So
I'd
like
to
see
that
done
for
the
other
protected
characteristics
as
well.
Please
I
wonder
if
there
could
be
a
breakdown
on
Mental
Health,
it's
obviously
it's
a
huge
proportion
of
our
leave
and
that
covers
such
a
myriad
of
conditions.
We
wouldn't
probably
put
in
a
in
a
summary
physical
health
as
enough
of
a
breakdown,
so
I
wonder
if
there's
more,
that
can
be
done
there
in
terms
of
the
gender
pay.
C
Gap
I'm
really
glad
that
both
mean
and
median
have
been
provided,
because
you're,
absolutely
right
that
mean,
has
gone
down,
but
the
fact
that
there
is
such
a
high
median
is
also
really
worrying,
because
that's
that's
how
we
understand
the
spread
and
things
isn't
it
so
looking
at
the
gender
pay
Gap
more
in
more
detail
and
what
can
be
done
to
equalize
it
across
the
different
parts
of
the
the
entire
organization
in
terms
of
customer
complaints,
I
was
surprised
by
the
asterisks
that
said
that
the
percentage
figure
was
previously
not
reported
in
the
sense
that
it
didn't
feel,
and
this
might
be
my
naivety
being
new
to
the
board.
C
It
didn't
feel
like
it
would
be
that
larger
challenge
to
work
it
out
like
we
must
know.
Do
we
not
how
many
complaints
we've
had
that
year,
so
I
wondered
if
actually
we
could
get
that
comparison
in
terms
of
percentage
and
then
the
final
question
is
around
the
information
management
and
governance.
C
I
wondered
what
the
again
it
might
not
be
answerable
here.
I
wondered
what
the
outcomes
for
us
were
of
missing
those
that
being
a
hundred
percent
with
the
Ico
office.
Thank
you.
A
M
I
suggest
Andrew
takes
the
first
three
Mike,
the
the
fourth
one
on
complaints
and
then
I'll
try
and
pick
up
the
last
one
on
freedom
from
information
and
if
I
don't
know
the
answer
we'll
have
to
come
back
to
you.
L
Thank
you
very
much
yeah.
So
your
first
point
just
in
terms
of
breakdown
of
data.
Yes,
absolutely
it's
a
fair
point,
because
information
we've
got
isn't
in
the
report
very
granular,
but
we've
certainly
can
drill
down
or
provide
that
for
your
counselor.
Before.
L
Likewise
of
your
second
issue
about
mental
health,
we
probably
have
some
more
analysis.
We
can
give
you
on
that
in
terms
of
the
granular
level
of
detail,
but
we
are
a
little
bit
limited
because
we
are
very
dependent
on
how
it's
recorded
in
the
system
and
as
you'll
appreciate,
people
do
record
mental
ill
health
in
different
ways,
and
obviously
it
can
touch
on
different
reasons
for
ill
health,
but
we're
currently
looking
at
how
we
record
that.
L
So
there
probably
is
more
analysis
that
we
will
be
happy
to
share
with
you
on
that
third
point:
you've
raised
just
in
terms
of
the
gender
pay
Gap.
So
yes,
we
do
obviously
report
both
on
mean
and
medium,
and
you
are
right
that
Medium
is,
if
you
like
that
positional
position.
So
it
does
tell
us
something
slightly
different.
L
We
do
also
report
more
detail
on
that
on
the
annual
pay
policy
which
goes
to
the
general
purpose
committee.
So
we
can
provide
information
in
that
committee
to
this
scrutin
as
well.
So
again,
we
can
just
copy
that
and
share
that
with
you
and
just
give
a
bit
more
analysis
on
it.
Thank
you.
J
Thanks
on
the
complaints,
figure,
I'll
certainly
go
away
and
see
if
we
can
get
what
you've
asked
for
my
understanding
is.
The
reason
it's
not
in
here
is
that
this
is
we've
changed
our
processes
around
some
of
this
so
you'll
see
in
the
report.
The
the
Figures
were
quite
low.
Certainly,
in
course,
three
has
improved
slightly,
but
but
still
room
for
improvement
in
there.
So
because
of
the
way
that
that's
processing
The
information
collected,
we
have
the
percentage
figure
for
the
last
quarter,
but
not
the
comparative
quarter,
which
was
12
months
ago.
M
You
know
we
have
a
reasonably
good
relationship
with
the
Ico
and
I
think
we're
probably
within
parameters
and
tolerances
in
terms
of
our
performance
and
when
we're
quite
good
at
reporting
when
we
should.
But
that
said,
there
is
a
all.
Authorities
routinely
have
a
bit
of
an
audit
from
the
Ico
and
we
are
expecting
ours
to
be
later
on
in
the
year
and
again
it's
something
that
I
would
thought
this
board
will
be
interested
in
when
we
get
the
results
that
Ico
audit.
C
You
just
a
quick
one,
I
wonder
chair
if
we
could
bring
that
amendments
to
the
recording
of
how
we're
looking
at
recording
mental
health
back
to
scrutiny,
obviously
in
time
and
also
I'm,
really
grateful
for
you
to
go
back
and
do
the
check.
But
if
it's
outside
the
problem
it
was
a
reasonableness,
then
please
don't
do
it,
because
it's
all
about
Forward
Thinking,
it
just
would
give
me
a
bit
of
basis
coming
new
to
the
board.
Thank
you.
N
Thanks
Oscar
a
couple
of
General
points
first
and
then
on
to
individual
kpis,
would
it
be
possible
to
have
an
annual
kpi
comparison
rather
than
just
a
quarterly
one,
so
we
have
a
year
to
date,
figure
to
compare.
In
addition
to
not
not,
instead
of
is
it
possible
to
give
a
comparison
of
kpis
in
the
year
before
kovid
compared
to
what
they
are
now
and
on
individual
kpis
page
66
talks
about
one-third
of
budget
action
plans
not
being
achieved.
N
N
N
I'd,
like
a
lot
more
information
about
that
and
on
page
69
suppliers
paid
on
time,
I'm
hoping
that
this
is
because
the
payments
are
disputed,
rather
than
just
delays
interested
to
see
that
we're
now
using
more
technology
which
I'm,
never
very
keen,
album,
afraid
you
see
a
bill,
you
just
pay.
It
seems
quite
easy
to
me.
I'd
just
like
to
know
a
little
bit
more
about
why
we're
not
achieving
100
of
payments
to
suppliers.
A
Thank
you
who
wants
to
pick
that
up,
Mariano,
Andy
or
Mike.
J
Certainly
thanks
councilor
Flynn,
so
I'll
take
them
in
reverse
order,
so
the
comparison
to
the
year
before
covert
about
2019.
We
can
certainly
do
that
and
we'll
make
sure
that's
reflected
in
in
future
performance
reports
to
the
board
and
the
annual
comparison
year
to
date.
I
think
we'll
be
able
to
do
that.
J
In
most
cases,
I'll
have
to
go
away
and
double
check
that,
but
certainly
where
we
can
do
that,
we'll
we'll
make
sure
to
add
that
in
and
if
they're
anywhere,
we
can't
I'll
confirm
back
to
you,
which
ones
we
can't
and
why,
if
that's
all
right.
M
So
if
I
perhaps
pick
up
the
remaining
ones,
counselor
Flynn
in
terms
of
the
budget
action
plans,
it'll
be
just
be
a
matter
of
time
in
these
reports,
because
they're
coming
here,
they've
got
quite
a
long
preparation
time
to
them.
So
the
point
at
which
these
reports
were
produced
that
month,
12
probably
wouldn't
have
been
available,
so
it
would
be
in
the
next
one.
M
It
is
just
because
it
takes
a
fair
bit
of
time
to
you
know,
collect
them
from
everywhere
and
get
that
stuff
reported,
I'm,
afraid
and
I
think
the
other
two
probably
need
to
take
away
the
children
and
families
complaints.
You
know
we
haven't
got
anybody
here
directly.
You
know
that
is
something
that's
run
from
within
Children
and
Families
directorate.
M
We
do
know
it
is
a
you
know.
Snd
is
a
service
under
massive
pressure
at
the
moment,
not
just
here
but
nationally,
and
that
will
be
some
reason,
an
explanation
for
some
of
that
poor
performance
we'll
see
if
we
can
work
with
colleagues
to
get
you
a
bit
of
a
note
about
that
performance
and
what
we're
doing
about
it,
but
I
think
that's
probably
the
best
on
that
one
and
the
disputed
rather
than
late,
invoices,
I
I
again
I'm,
not
sure.
M
If
the
answer
to
that
one
but
very
happy
to
provide
some
sort
of
a
note,
but
I
think
it
is
probably
more
to
do
with
you
know
it's
it's
a
reasonably
high
performance
as
it
is
and
it
whether
it's
something
we'd
ever
get
to
100
I'm,
not
I'm,
not
sure.
N
Yeah,
it
might
be
reasonably
hi
Mariana,
but
the
ones
who
aren't
getting
paid
would
probably
not
agree
with
you.
On
the
the
the
month,
12
yeah
I
accept.
There's,
there's
always
going
to
be
a
bit
of
a
drag,
but
that
information
is
going
to
the
executive
board
and
there
was
a
significant
reduction
in
the
in
the
projected
overpayment
for
the
current
year
last
year,
as
it
were
compared
to
month.
11.
and
and
I
would
like
to
live
a
little
bit
more
information
on
that
talking
about
what
something
like
25
reduction.
M
A
Thank
you,
and
also
Financial
outturn
will
be
Queen
to
this
sport
as
well
so
futures
or
is
it
next
month.
P
A
Okay,
thank
you.
Yeah
point
taken.
Councilor
amass
and
councilor
I'll
bring
your
contentiously
after
this.
G
Thank
you
chair.
Thank
you,
chair,
I,
think,
most
of
what
I
wanted
to
ask
was
covered
around
the
complaints
and
so
on,
and
specifically
around
pre-pandemic
figures
and
and
so
on
in
terms
of
the
communities,
housing
and
environment.
Obviously,
two-thirds
of
all
complaints
you
know
sort
of
of
within
that
remit.
G
We
we
requested
last
year
as
well,
especially
around
the
the
the
quartile
reports
and
so
on
in
terms
of
the
figures,
but
specifically
with
regards
to
the
the
last
meeting
of
the
of
the
of
the
municipal
year,
it
would
be
really
useful
to
have
the
the
final
quarter
in
the
edit
to
the
annual
report
as
well,
so
it
doesn't
spill
into
the
year
after.
If
you
know
what
I
mean
so
we
can
have
an
updated
figure.
G
You
know
you
know
before
our
last
meeting,
so
we
can
scrutinize
that
as
well.
Thank
you
and
also
if
we
could
put
something
around
in
lining
it
with
not
only
just
this
the
best
city
plan,
but
also
as
team
leads
in
terms
of
the
Muhammad
City
Ambitions
as
well.
Thank
you.
A
H
Thanks
chair
and
just
picking
up
on
Council
bethel's
point
about
mental
health
sickness.
When
we
do
look
at
the
detail,
can
we
look
at
the
services
that
are
most
affected
by
mental
health
sickness
and
whether
there's
any
patterns
in
terms
of
location
and
Ward
and
which
Services
is
most
affected?
Thanks.
M
A
Next
is
counselor
Burke.
Please.
F
Thank
you,
chair
can
I
just
come
in
across
all
the
mental
health
discussions
and
ensure
that
everything
I
know
it's
always
a
non
of
times,
but
it
needs
to
be
that
level
that
you
shouldn't
even
be
saying
what
that
problem
is
because
the
the
protected
characteristics
it
should
be
backed
up
by
risk
assessments
and
everything
so
I'm,
not
sure
if
they've
been
done,
but
if
they
haven't,
then
we
shouldn't
be
disclosing
someone's
mental
health
problems.
F
That's
that's
really
important
because
we
can
exacerbate
them
and
the
other
reason
is
what
we're
going
to
do
with
that
information.
When
we've
got
it
I
think
that's
key,
because
sometimes
we
collect
information,
then
it's
all
right
to
collect
it
as
long
as
we're
going
to
take
some
action
upon
it,
and
my
other
point
was
the
happier
and
engaged
Workforce
statistics
I
think
are
quite
worrying.
F
Now:
I
think
that
may
may
or
may
not
be
linked
to
mental
health
conditions
or
stress
or
unhappiness,
but
it's
certainly
got
to
be
linked
to
the
good
management
statistic
and
I.
Don't
think
it's
unreasonable
to
make
that
connection.
F
If
you
look
at
the
the
figures
are
slightly
different,
but
if
somebody's
unhappy
at
work
and
the
good
management
statistics
are
low
as
well
I
think
it's
a
reasonable
correlation
of
two
points.
So
my
question
is
and
I
know
it's
a
proxy
I'm
a
happy
and
engaged
Workforce.
So
my
question
is:
what
steps
are
we
taking
to
try
and
make
that
a
better
outcome
for
staff.
M
And
again,
Casper
we've
got
a
full
report
on
the
staff
survey
coming
in
July,
which
will,
in
you
know,
importantly,
give
us
an
updated
figure
for
those
things
because,
as
you
have
read,
we
haven't
done
one
since
July,
but
since
2019,
because
we've
been
doing
the
well-being
pool
surveys
during
covert.
But
Andy
can
perhaps
say
a
little
bit
more
about
that.
L
That's
what
we'll
do
so
so
the
figures
that
you've
got
there
have
been
are
proxy
for
those
indicators
for
the
last
couple
of
years,
because
they've
not
done
the
staff
survey,
so
they've
been
the
pulse
survey
that
we've
been
asking
and
a
smaller
proportion
of
our
staff
do
complete.
That
the
good
news
is
is
that
we
now
do
have
the
staff
and
Survey
results
where
much
larger
proportion
staff
engaged
with.
We
only
had
a
look
at
our
headlines
of
that
last
weeks.
L
It's
it's
brand
new,
and
so
we
do
need
to
come
back
to
you
with
the
detail
analysis,
which
Mariana
said
we
will
do
just
generally
speaking,
I
think
you
are
right
that
there
will
be
a
correlation
between
how
well
people
are
supported
and
how
they
feel
about
those
broader
indicators
and
the
role
their
manager
plays,
and
we
also
know
from
those
stats
that
there
is
around
10
to
15
percent
of
our
staff,
who
are
expressing
some
anxiety,
some
concerned
about
their
levels
of
well-being,
levels
of
support
and
happiness.
L
What
the
staff
survey
will
enable
us
to
do
is
really
drill
down
to
understand
where
and
why
and
then
your
early
pointers.
So
what
we're
going
to
do
about
it
so
so
that
that
data
set
will
be
really
rich
will
enable
us
to
identify
some
key
concerns,
and
then
we
can
start
doing
the
action
planning.
Okay,.
F
Thank
you
and
that
kind
of
leads
in
as
well
to
the
statistics
around
mental
health.
Is
there
an
action
plan
in
place
that
can
offer,
because,
as
an
employee,
you
can
only
offer
a
certain
amount,
obviously,
because
it's
not
all
workplace,
Stress
and
Anxiety?
L
Yeah,
thank
you
Council
that
yeah,
so
about
six
months
ago,
we
did
develop
a
specific
mental
health
action
plan
which
will
be
in
socializing
and
sharing
with
managers
and
colleagues
across
the
organization
we
need
to
revisit
it
on
the
back
of
the
staff
survey
results
that
I've
mentioned,
but,
generally
speaking,
what
that
plan
does
is
look
up
free
key
areas,
so
we're
very,
very
much
looking
at
promotion
and
prevention
and
support,
and
each
of
those
areas,
as
particular
interventions
that
we're
focused
on
some
of
them.
L
We've
obviously
spoken
to
before
now
at
previous
scrutiners.
So,
as
you
know,
we're
doing
a
lot
of
additional
training
support
for
managers
in
terms
of
supporting
them
with
managing
stress
and
mental
health
in
the
workplace.
L
We
are
doing
a
few
mentioned
about
well-being,
risk
assessments.
We
now
have
stronger
better
on-site
counseling
support
for
staff.
We've
also
mentioned
earlier
on
about
the
freedom
to
speak
up
Guardian,
another
intervention
to
support
staff,
and
also
we've
spoken
before
about
our
mental
health
first
aiders.
L
So
we
do
have
well
over
700
of
those
across
the
organization
and
we
continue
to
train
and
support
those
in
terms
of
another
mechanism
and
other
support,
so
there's
a
whole
range
of
different
interventions
within
that
strategy,
but
I'm
more
than
happy
at
a
later
date
to
come
back
with
more
specific
detail
on
how
that
action
plan
is
going.
Thank
you.
A
Thank
you
Marianne.
Do
you
want
to
come
back.
M
Anything
I
was
just
going
to
mention
in
relation
to
castleberg's
point
just
to
build
on
what
you've
said
about
confidentiality
when
we
do
bring
the
staff
survey
back.
Obviously,
it'll
have
like
those
global
figures
across
the
organization
and
each
directorate
and
a
lot
of
service
areas,
but
for
the
much
smaller
service
areas.
You
can't
drill
down
that
far
for
those
very
reasons
so
just
to
manage
those
expectations
and
say
that
upfront
well,
we've
got
it
to
absolutely
the
lowest
lowest
level
we
can
get
to
so
that
you
can
get
meaningful
action
without
compromising
that
anonymity.
C
You
yeah
just
again
to
add
on
to
councilor
Burke's
comments,
I,
wonder
whether
we
can
look
at
the
different
members
of
Staff
in
terms
of
how
much
access
they
have
to
ICT
I
know
we
have
a
lot
of
Frontline
staff
who
don't
have
ICT
and
a
lot
of
the
things
that
we
discuss
in
terms
of
ways
to
access
support
or
ICT
based
so
it'd
be
good
to
see
what
is
available
for
each
of
the
different
parameters
of
Staff
working
environment.
Thank
you.
L
One
of
the
things
that
we
will
do
when
we
come
back
with
the
staff
survey
analysis
is,
we
will
cook
the
data
looking
at
those
who
do
have
access
to
our
systems
or
online
staff,
and
also
around
5000
staff,
who
are
offline
and
will
be
able
to
analyze
a
different
type
of
responses,
depending
on
which
of
those
two
categories.
So
that
will
really
help
us
to
understand
how
they
feel
about
that
level
of
support,
and
that
will
lead
into
those
issues
that
you've
raised
about
accessibility.
C
Sorry
and
if
I
can
be
a
real
pain,
if
we
could
also
look
at
those
who
are
online
in
the
sense
that
they
have
access
to
a
computer,
but
so
I'm
thinking
refuse
Crews.
For
example,
we
have
computers
in
their
mess
room
that
they
can
access,
but
actually
because
it's
not
part
of
their
day-to-day
job.
When
something
comes
up,
they
aren't
necessarily
utilizing
it
straight
away.
Does
that
make
sense,
so
there's
like
three,
those
that
don't
use
it
at
all,
those
that
have
access
a
bit
and
those
that
are
on
all
the
time?
Thank
you.
A
D
Yeah
again
on
Mental
Health
Reese
rate,
what
Sharon
said:
councilor
Burke,
councilor
Bethel
and
appreciate
you
going
to
come
back
in
July
with
more
details,
but
I'm,
just
thinking
on
page
64
of
the
report.
When
we
look
at
different
comparisons
between
the
course
it
is
on
gender
pay.
D
I
wonder
if
it's
possible
to
have
a
look
at
differences
between
the
course
cities
on
on
on
Mental
Health
in
particular,
and
and
also
I,
think
we're
all
concerned
on
the
board
at
looking
at
some
going
forward
and
potential
Solutions
resolutions.
I
wonder
if
there
are
any
cities
out
there
that
are
particularly
low
rates
of
mental
health
and
possibly
even
abroad,
any
European
cities.
And
we
could
you
say
these
are
the
way
that
working
practices
are
there
possibly
for
a
way
forward.
For
us
as
a
city.
L
Please
yeah.
Thank
you.
It
is
a
good
point
and
we're
always
Keen
to
do
appropriate
Benchmark
and
particularly
with
our
geographical
neighbors,
the
anchors
that
he's
mentioned
already,
but
equally
the
course
it
is.
L
There
will
be
some
core
City
analysis
that
we
can
do
on
the
mental
health
always
depends
a
little
bit
about
how
and
when
corset
is
share
that
information
in
public
domain.
Obviously,
I
can
talk
to
my
peer
group
as
well,
and
they
will
share
information,
often
readily
there's,
sometimes
a
bit
of
a
variation
as
to
how
they're
measure
and
Records.
So
we
always
have
to
be
a
bit
guarded
about
comparisons,
because
it
depends
on
their
definition
and
how
they
report,
but
I'm
pretty
confident
we
will
be
able
to
come
back
with
some.
Q
Thank
you,
chair,
I,
just
want
to
apologize,
I
need
to
leave
for
another
meeting,
but
I
do
I
do
think.
It's
always
important
when
we're
comparing
us
with
other
councils.
It's
just
a
sheer
scale
of
our
in-house
Services
compared
to
compared
to
some
other
councils
that
may,
on
the
surface,
appear
very
similar
to
us
so
off
the
top
of
my
head,
and
these
figures
may
not
be
accurate
now,
but
there
certainly
were
a
few
years
ago
we
had
around
three
times
the
number
of
employees
at
Sheffield.
Q
City
Council
does
we're
not
three
times
the
size
of
Sheffield,
and
that
just
reflects
the
fact
that
we
have
like
say
over
many
years
have
a
much
larger
in-house
Workforce
I.
Don't
think
that
that
means
the
points
have
been
raised
about
how
we
support
our
Workforce
are
are
really
valid
around
what
we
do,
but
I
just
think.
Once
we
start
going
down
the
line
of
comparisons
with
all
the
comparisons
with
other
cities.
We
have
to
reflect
the
fact
like
I
say:
we,
for
example,
have
all
our
housing
stock
in-house.
Q
Not
every
city
can
say
that,
and
certainly
around
having
internal
service
providers,
doing
work
and
doing
work
with
other
councils.
Don't
we're
very
different
on
that,
so
I
think
we
should
always
be
mindful
of
looking
at
that
before
around
when
we
start
making
comparisons
with
with
other
cities.
It
is
a
it
is
a.
Q
We
are
a
bit
of
a
different
Beast
to
lots
of
other
Council.
Charlotte's
comparison
can
be
made,
you
know
we're.
Not
we
don't
do
anything
completely.
Different
than
other
places
are
from
Charlotte
are
some
comparison.
Maybe
I
do
think
that's
worth
bearing
in
mind.
Thank.
A
F
Well,
one
of
the
things
I
wear.
Thank
you
chair.
One
of
the
things
I'm
going
to
say
is
sometimes
it's
like
comparing
apples
and
pears,
but
Council
always
said
it
much
more
eloquently
well
well,
I
was
going
to
make
a
suggestion
if
I'm
here
there
is
a
a
particularly
useful
qualification.
It's
ncfe
cash.
It's
a
level,
one
well-being,
it's
very
stretching,
and
it
is
incredibly
useful
because
it
can
be
written
I'm
happy
to
share
it
with
you.
If
you'd
like
me
to,
but
it's
individuals
can
do
it.
F
A
Thank
you.
Does
anybody
want
to
come
back
or
are
you
happy.
A
You
I've
got
cancer
Thompson
and
then
Council
Hinckley
wants
to
come
back
again.
E
Thank
you
chair,
so
bearing
in
mind
what
council
Lewis
said
about
benchmarking,
just
Keen
to
understanding,
maybe
it's
something
for
more
detailed
work
later
on
looking
at
benchmarking
on
the
gender
pay
Gap.
What
are
we
learning
from
other
authorities,
what
best
practices
they're?
How
just
yeah
the
general
question
for
now,
but
perhaps
more
detailed
work
later
on?
What
are
we
doing
differently?
What
could
we
be
doing
better?
How
can
we
learn
from
them?
Thank
you.
A
Thank
you
for
that.
Are
you
okay
with
that,
because
Thompson
okay,
I'll
move
to
councilor
hingeclosure,
please.
H
L
Thank
you,
counselor
we'll
have
a
look
to
see
what
information
we've
got
on
that.
We
can
certainly
provide
more
information
about
duration
of
ill
health
because,
obviously
we
we
spend
a
lot
of
time
supporting
staff
in
different
ways,
depending
whether
it's
short-term
ill
health
or
long-term
health,
because
obviously
our
support
and
intervention
will
be
different.
Whoever
we
will
always
know
whether
the
individual
members
of
Staff
have
sought
clinical
input
from
their
general
practice
or
through
tertiary
care.
L
We'll
have
a
look
to
see
whether
the
system
allows
us
to
to
drill
down
at
that
level,
I'm,
not
sure
if
it
will.
If
you
can
leave
that
with
me
and
we'll
come
back
to
you.
Thank
you.
A
M
A
E
A
Okay,
we're
moving
on
to
item
agenda
11,
which
is
the
best
of
our
sort
of
being
our
best
organization
plan
for
2023
onwards.
Can
I
ask
Mariana
to
introduce
this
report?
Please.
M
M
It's
probably
the
first
time
I
think
we've
had
a
document,
that's
so
directly
targeted
at
that
cohort
that
we've
been
working
on
with
councilor
Cooper
and
that
you
know
we've
we've
now
shared
with
that
group
here:
okay,
getting
the
presentation,
oh
okay,
that's
all
right
and
as
I
say,
because
they
are
so
important.
But
again
we've
talked
about
how
big
the
work
for
courses
those
managers
range.
M
You
know
using
the
examples
that
cancer
Bittle
raised
before
you
know
from
colleagues
who
are
in
here
connected
all
the
time
and
and
very
much
you
know
seeing
their
Workforce
other
than
when
they're
working
at
home
day
in
day
out
through
to
colleagues
who
are
managing
people
who
are
perhaps
working
a
couple
of
hours
a
week
and
who
are
very
remote
from
the
Civic
Hall
and
that
kind
of
thing.
M
So
what
we're
trying
to
do
is
make
sure
this
can
appeal
to
everybody
and
support
all
of
those
managers
in
the
work
that
they're
doing
to
lead
those
14
000
staff.
So
this
is
It's
a
relatively
simple
document:
we're
trying
to
be
really
clear
about
the
manager
expectations
within
that.
So
the
first
thing
that
this
will
come
up
with
in
a
minute.
M
We've
just
gone
to
slide
two,
if
you
don't
mind,
Rob
thanks
brilliant.
Thank
you
just
so
as
I
say,
people
can
understand
why
we,
what
we're
trying
to
achieve,
why
we're
trying
to
achieve
that.
And
importantly,
this
has
been
done
and
directly
engaging,
obviously
not
with
all
2
200
managers
on
the
whole
lot,
but
with
quite
a
lot
of
leaders
and
managers
from
various
different
parts
of
the
of
the
councils
and
as
I
mentioned
before.
Crucially,
this
does
also
include
those
peer
review
recommendations.
Do
you
mind
going
on
one?
M
The
first
and
most
important
part
of
this
document
is
our
values
and
behaviors.
Now
the
values,
the
fact
and
I
know
you
won't
be
able
to
see
that
and
read
the
words
on
it
in
this
context,
but
hopefully
say
you
have
had
it,
the
five
values
haven't
changed.
They
are
the
same.
You
know
really
important
in
terms
of
you
know.
M
They
are
the
things
that
we
absolutely
want
to
drive
the
day-to-day
behaviors,
the
smaller
text
in
Black
underneath
each
of
those
values
they
have
been
refreshed
most
recent
more
recently,
particularly
to
take
account
actually
of
things
like
black
lives
matters
and
societal
changes
in
language
and
and
also
learning
from
rolling
out
the
previous
set
of
of
values
and
behaviors.
So
that's
really
important
in
terms
of
how
they're,
in
the
appraisal
conversation
in
the
day-to-day
conversation
that
people
are
having
and
how
they
drive.
What
we're
doing
do
you
want
moving
on
Rob?
M
Thank
you,
the
next
thing,
and
again
this
you
know
it's
something
I
know
Council
Cooper
feels
strongly
about,
and
I'm
really
Keen
to
do,
and
actually
you
know
it's
been
quite
topical
in
previous
scrutiny.
Conversations
at
this
board
is
about
being
clear
about
what
we
do
expect
of
those
managers
and
the
support
we're
providing
to
those
managers
in
delivering
those
expectations.
M
So
we
are
being
very
explicit
about
what
we're
asking
those
managers
to
do
in
terms
of
them
driving
the
organizational
culture
and
that
behavior
that
they're
getting
everybody
to
be
the
best
and
deliver
the
best
possible
services
that
we
can
do
you've
heard
previously
I
think
about
we've
got
a
this
is
a
bit
confusing
language,
but
be
your
best
program
which
is
about
those
individual
managers
and
what
their
own
development,
how
we
upskill
them,
for
example,
to
handle
those
stress,
risk
assessments
that
councilor
Burt
talked
about
in
a
really
constructive
and
Safe
Way,
and
then
another
important
one.
M
Given
that
we
are
going
to
be,
you
know
having
a
new
Finance
system,
we're
going
to
be
having
a
new
HR
System
that
all
those
managers
are
engaged
in
the
changes
that
will
affect
all
the
organization,
because
we
need
them
to
be.
You
know
engaging
with
that,
so
that
they
can
understand
it
as
well.
Do
you
mind
just
going
on
one
Rob
and
then
again
I'm
not
going
to
go
through
these
in
loads
of
detail,
but
just
trying
to
be
really
clear
at
a
top
level?
What
our
change
programs
are
there?
M
This
is
obviously
with
this
is
work
in
progress
in
terms
of
the
implementation
of
this,
but
just
trying
to
make
sure
that
we're
really
clear
about
what
other
programs
of
work
that
we're
trying
to
do
to
improve
our
efficiency,
which
colleagues
talked
about
earlier
on
today.
M
M
You
know
that
one-to-one
type
work
and
work
with
families,
and
also
something
that
was
topical
for
the
peer
review
recommendation-
was
that
kind
of
coordination
of
our
services
in
each
locality
that
you
know
where
again,
we
think
probably
we
can
do
even
better,
remove
some
duplication
and
think
about
our
asset
base
in
each
locality,
so
more
work
to
come
on
this
one,
but
we
felt
it
was
worth
you
know
engaging
with
this
board
at
this
stage,
although
this
is
also
for
except
board
this
month,
but
so
that
during
the
year
there
are
bits
of
your
work
program.
M
Perhaps
that
can
inform
subsequent
iterations
of
this
and
how
we're
doing
in
terms
of
implementation.
Do
you
mind
going
on
thanks?
So
I
won't
go
through
this
with
too
much
detail,
because
actually
we've
touched
on
these
things
already.
So
what
we're
asking
managers
to
do
is
use
this
as
a
way
of
helping
to
manage
that
performance,
motivate
colleagues,
you
know
Champion
the
culture
and
make
sure
you
know
when
we
do
write
reports,
for
example,
the
Eda
is
considered
or
value
for
money
is
considered
so
that
it's
very
actively
used
thanks.
M
Rob
like
this
is
more
an
officer
thing,
but
it's
quite
important
that
you
know
that
we've
got
a
fairly
clear
internal
comms
and
engagement
strategy.
M
You
get
the
member
and
MP
update
from
us
periodically
and
we
also
obviously
do
a
lot
of
that
kind
of
communication.
You
know
particularly
to
all
managers
every
week,
all
staff
every
week
and
to
senior
colleagues
as
well
and
then
periodically.
There
is
a
partner
update,
trying
to
just
make
sure
everybody
is
as
engaged
as
possible
and
aware
of
what's
going
on
as
they
can
be.
M
Stuff
looks
like
for
each
manager
so
whether
that's
engaging
with
the
financial
planning
and
budget
planning
that
we
do
appraisal
cycle
stuffing
stuff
survey
results
that
we've
talked
about
already
and
importantly
in
December,
when
we
have
that
recognition
week
where
we
say
thank
you
to
our
staff
and
try
and
make
them
feel
nude
so
that,
hopefully,
that
kind
of
helps
well-being,
Etc
is
laid
out
in
there.
That's
it
chair
to
a
quick
run
through
sorry,
that's
a
bit
superficial
but
hopefully
helps
bring
it
to
life
a
bit.
A
Thank
you,
Mariana
and
I
will
open
up
to
any
comments
or
questions
from
Members.
Please
councilor
Bethel,
please.
C
Just
for
a
change
chair
the
could
we
hear
more
about
the
staff
recognition
week
and
what
that
actually
entails.
Please
also,
it
would
be
good
to
have
come
back
chair
to
another
meeting,
an
update
on
the
manager
training.
C
Obviously,
we've
already
heard
tonight,
Tonight
Tonight
today
about
the
number
of
managers
we
have
and
obviously
the
training
that's
going
on
will
be
hugely
impactful
and
it'd
be
good
to
know
where
we're
up
to
what
the
training
consists
of
and
how
many
are
going
through
it
and
then
I
just
wanted
also
to
comment
on
the
chief
exec's
messaging
I
hear
really
regularly
from
our
staff,
especially
those
on
the
front
line,
how
much
that
is
valued
and
how
much
Tom's
openness
and
how
much
they
feel
like
he
really
is
listening
to
them
and
responding
to
them
and
I
just
thought
that
would
be
useful
to
be
in
a
scrutiny
minutes.
M
Just
quickly
in
terms
of
answering,
but
obviously
we
can
provide
more
information
recognition.
Week
is
a
week
during
December,
usually
the
second
week
in
December
I,
think
where
we
try
and
do
something
every
day
around
Communications
and
saying.
Thank
you
to
people
and
that's
where
stuff.
That's
happened
earlier
in
the
autumn,
culminates
in
a
an
awards
ceremony
with
a
set
of
categories
and
some
Council
nominees
and
what
happens
in
sort
of
October
November
is
each
direct
trip.
M
Has
a
standard
set
of
nominees
and
award
categories
and
each
directorate
has
a
an
event
to
you
know
say
thank
you
and
recognize
those
colleagues,
and
then
they
go
forward
during
that
week,
but
we
deliberately
make
it
a
week
rather
than
just
an
event
so
that
you
know
we
can
have
a
lot
of
communications
around
that
to
try
and
help
with
people
feeling
valued
in
terms
of
the
be
your
best.
We
can
definitely
I
mean.
M
Obviously
you
can
tell
I'm
really
passionate
about
this
program,
so
we're
very,
very
happy
to
bring
back
something
on
that.
It's
kind
of
got
three
component
parts
to
it.
I.
Suppose,
though,
one
is
something
called
a
be.
Your
best
community,
which
is
more
sort
of
like
self-led
and
more
where
people
really
actively
want
to
engage
and
that
Community
is
about
a
hundred
at
the
moment,
I
think
and
that
their
colleagues
who
have
really
put
themselves
forward.
M
The
second
is
where
we've
got
more
mandatory
elements
and
the
EDI
training
is
the
mandatory
element
that
we've
had
most
recently
and
we're
on
literally
the
last
last
week.
There
were
two
sessions
this
week.
There's
one
more
EDI
session
and
we
hope
to
have
like
almost
100
of
managers
will
have
attended
that
EDI
training
and
we
have
got
a
forward
program
of
what
those
elements
of
mandatory
training
will
look
like
for
the
next
two
years.
M
I
think
18
months,
two
years
and
then
the
other
is
just
what's
unavailable
all
the
time,
whether
that's
New,
Management,
training,
refresher
training,
Lots
on
ADI
Lots,
on
managing
performance
Lots
on
digital
in
skills,
Etc,
there's
a
really
rich
offer
and
we'd
be
very,
very
happy
to
you
know,
come
and
demo
that
and
and
talk
to
you
about
that,
and
thank
you
for
the
feedback
about
Tom's
messaging.
We
appreciate
that.
R
Thank
you,
chair
and
just
to
follow
on
from
what
Mariana
responded
to
there
in
terms
of
the
be
our
best
program.
R
I
think
it's
all
well
and
good
scrutiny
board,
receiving
reports
and
hearing
comments
from
officers,
directors
and
even
except
board
members,
but
there's
nothing
like
actually
going
and
doing
it
and
seeing
it
for
yourself.
I
know
you
mentioned
at
the
beginning
of
the
meeting
about
the
visits
that
you
intend
to
undertake
around
various
areas
within
the
portfolio
of
the
scrutiny.
Bard
and
I
just
wondered
whether
it
might
be
useful
for
the
scrutiny
board
to
visit
some
of
the
training
that
these
managers
have
been
undertaking.
R
So,
for
instance,
the
EDI
training
I
went
to
one
session
so
that
I
could
have
an
understanding
of
what
was
being
asked
to
the
managers.
What
the
training
was,
what
you
know,
and
all
all
of
that
and
and
I
would
just
suggest
to
fluently
Bob
that
maybe
the
The
Bard
would
like
to
go
and
undertake
a
session
of
that
training
so
that
you
get
an
understanding
of
what
managers
have
have
been
undertaken
in
their
training
and
maybe
further
throughout
the
year.
R
There
might
be
other
opportunities
in
terms
of
that
training
and
the
be
our
best
program.
I
think
it
just
you
know,
makes
it
real.
Brings
it
to
life
for
you,
instead
of
on
a
sheet
of
paper
or
on
a
presentation,
or
you
know,
on
on
a
screen.
So
and
then
you,
you
really
get
some
understanding
about
what
the
organization
is
doing
and
the
values
that
it's
portraying
through
the
training.
A
N
Thanks
guys,
a
couple
of
things
I
think
probably
more
linked
to
the
staff
survey
so
more,
where
for
Graham,
Sefton,
I'm,
afraid
I
I'd,
like
more
information
on
the
capacity
and
capability
of
managers
and
staff
to
deliver
Council
services
from
their
perspective,
not
from
ours
but
from
their
perspective.
N
I,
don't
know
if
you
can
actually
cover
that
or
if
it
is
covered
currently
during
the
staff
service
that
we
do.
But
we
lost
a
considerable
amount
of
capability
with
the
early
leaving
program
a
couple
of
years
ago
for
understandable
reasons,
but
I
just
wonder
how
we've
actually
recovered
from
that,
and,
secondly,
is
Debbie
more
well
know.
N
I
I'm,
always
very
interested
in
what
our
digital
officers
are
offering
us
that
I'd,
like
a
regular
analysis
of
the
digital
offer
so
far
as
how
it
improves
the
quality
of
service
to
the
public,
is
concerned
from
The
public's
perspective
not
from
ours,
and
that
includes
the
new
offer
that's
available
to
Frontline
staff
again
in
terms
of
How
It's
perceived
from
the
public
perception.
Okay,
also
part
of
next
year's
work
program.
Possibly
that's
good.
A
M
Yeah
I
mean
in
terms
of
the
staff
surveys,
I
say
we'll
we'll
bring
a
pretty
thorough
report
and
probably
we'll
do
another
presentation
to
be
honest:
to
bring
it
to
life
for
you
in
July
and
we'll
try
and
make
sure
it
answers
the
your
first
question:
Council
Flynn
and
the
second
one
you
know
I
think
we're
going
to
keep
returning
to
that.
M
The
staff
survey
will
give
us
some
information
about
digital
and
not
necessarily
the
impact
directly
from
in
terms
of
public
feedback,
but
how
Staff
feel
about
it
and
it
will
be
an
area
for
us
to
work
on
so
we'll
we'll
be
progressing,
that
one.
R
Thank
you,
chair
and
again,
I
know
that
there's
a
lot
a
long-running
history
of
councilor,
Flynn
and
and
digital
issues
that
that
I
have
been
involved
with
over
a
number
of
years,
but
I
think
it's
important
actually.
So
some
of
the
points
that
councilor
Flynn
made
about
getting
other
other
people's
perspective
on
what
we
do
and
what
we
think
we're
doing.
R
You
know
in
the
right
way
and
I
think
it's
really
important
that
scrutinibad
can
capture
those
perspectives
as
well,
so
add
support
what
councilor
Flynn
said
about
that
and
any
additional
training
or
visits
Billy.
That's
needed,
I'm
happy
to
to
accompany
you
along
the
way.
Yeah.
N
One
I
I
mean
I
I
generally
I,
know
I'm
holidays
and
I
accept
that,
but
but
I've
actually
stopped
going
to
it
now
for
for
service,
because
what
happens
is
whatever's
wrong
is
fixed
for
five
minutes
that
it
goes
wrong
again.
N
I
mean
took
me,
I
think
other
16
minutes
or
90
minutes
to
get
into
my
laptop
one
morning,
no
particular
reason
the
wheel
of
death,
very
good,
very
good
sort
of
Broadband
signal
and
all
the
rest
of
it
teams
meetings
just
when
connecting
at
all
for
weeks
and
I
I.
That's
me,
I'll
get
a
good
service.
N
M
I'm
happy
to
try
and
have
maybe
as
part
of
July's
report
on
staff
satisfaction
I
can
also
look
into
what
feedback
we
have
about
the
help
desk
and
maybe
bring
something
on
that
in
July.
Alongside
it,
I
don't
know
what
that
performance
is,
although
I'm
not
aware
of
major
issues
either
in
terms
of
quantity
or
quality
of
feedback
generally
I
think
the
view
to
be
very
helpful
but
we'll
try
and
bring
that
back
in
July.
D
So
I
know
we're
critical
friends
on
scrutiny,
but
I
have
to
say
that
the
reports
I'm
very,
very
pleased
to
read
and
also
about
these
sort
of
team
leads
and
building
the
best
city.
The
ambition
I
read
that
I've
read
all
this
scrutiny
papers
as
Rhythm
as
a
as
a
newly
elected
member
for
armley
and
as
although
there's
many
wonderful
things
happening
in
armley.
Of
course,
we
Face
some
difficulties.
D
The
managers
I've
met
in
the
previous
month,
I've
got
to
say,
I've
been
exceptional,
very
supportive
and
for
us
to
be
able
to
deliver
in
places
like
armley
and
Beast
and
the
the
targets
of
equality
that
it's
out
and
these
these
reports.
We
really
do
need
to
take
that
cohort
of
managers
with
us
long
term
I
think
that's
essential.
So
I'm
I'm
really
really
delighted
to
read
about
about
that.
So
I
just
wanted
to
say
that
as
a
positive
comment.
O
Just
a
quick
one
Mariano
when
you
looking
at
the
help
desk
stats,
could
we
look
at
maybe
repeat
calls
if.
F
F
Perhaps
some
of
my
colleagues
would
also
that
I
certainly
would
be,
and
the
LG
AP
challenge
revisit
I
think
it's
essential
that
that's
brought
back
to
scrutiny,
barred
as
well,
and
we
had
it
last
year
and
I
think
we
need
to
kind
of
do
a
comparison
and
have
that
updated
and
then
the
last
one
I
just
want
to
agree
with
Billy
about
taking
20
minutes
to
log.
On
so
does
mine.
A
Thank
you
for
those
comments
and
I
bring
in
counselor
Thompson.
Please.
E
Thank
you,
chair,
I'm,
not
sure
if
this
is
the
right
place
for
it,
but
it
was
on
my
mind
at
the
international
Women's
Day
event
in
March
chief
executive
made
a
very
strong
commitment
on
tackling
issues
around
menopause
and
I'm,
just
wondering
how
that's
being
built
into
this
process.
Thank
you,
I
think.
M
Mayor
Andy
can
come
back,
perhaps
just
in
terms
of
Castle
books
comments
first,
if
I
may,
just
in
terms
of
inclusive
growth
strategy,
that
is
almost
at
the
closing
State
I
think
it's
been
reported
to
accept
board
in
either
July
or
September.
September
is
the
inclusive
growth
strategy
and
and
also
the
comment
made
about
needs
earlier,
and
that
might
be
something
that
is
actually
more
for
the
inclusive
growth
perspective
as
well.
But
you
know
pick
up
with
Eve
in
terms
of
inclusive
growth
strategy
would
be.
M
You
know,
good
opportunity,
peer
review
just
to
reassure
colleagues
yeah
we'll.
Definitely
we
have
got
a
day.
I
think
it's.
The
11th
of
September
I
want
to
say
is
the
peer
review.
They
only
come
back
for
part
of
the
day,
it's
not
like
another
week,
but
we
will
certainly,
you
know,
re-engage
scrutiny
and
we'll
keep
scrutiny
posted
with
how
we're
doing
with
those
recommendations
and
I'm.
M
Sorry,
if
it
also
took
20
minutes
for
logging
on
and
I
appreciate
it
it's
a
problem
and
then,
in
terms
of
the
menopause
commitment
there
is
I
think
the
menopause
strategy
has
recently
been
policy
has
recently
been
reviewed
with
Fair
bit
of
guidance
that
has
gone
out
to
managers.
It
has
definitely
featured
in
Tom's
Communications
and
in
manager
updates.
M
Funnily
enough
I
was
talking
to
one
of
my
reports
about
it
this
morning.
As
it
happens,
it
was
a
very
live
and
and
trying
to
you
know,
Provide
support
and
advice,
and
you
know
we
can
try
and
make
sure
it
feeds
in
those
conversations
regularly.
But
the
big
thing
for
me
is
just
treating
everybody
as
individuals,
whether
that's
you
know
their
men
are
their
own
menopause
or
how
they're
supporting
a
family
member
with
menopause
or
bereavement.
M
If
we
can
keep
it
at
that
level
of
people
treating
everybody
individually
and
with
some
empathy
and
then
support
kind
of
think,
a
lot
of
the
rest
will
follow,
but
yeah,
hopefully
that
helps
I'm
happy
to
share
links
to
the
guidance
and
stuff
that
we've
got
so
that
you
can
check
and
challenge.
If
we've
got
it
right,.
A
Thank
you.
Anybody
else,
nope.
Thank
you.
Are
we
happy
with
the
recommendation
on
report
on
page
72
on
our
pack
yeah.
Thank
you.
Thank
you
to
all
our
guests
for
contributing.
Today,
you
are
free
to
go
before
we
move
on
to
our
work
program
item.
Thank
you.
Rob
I
will
run
through
the
this
item.
Please
over
to
you,
Rob.
P
Thank
you
chair.
Yes,
obviously,
there's
been
a
fairly
length
of
discussion
under
the
sources
of
work
and
I.
Think
generally
in
discussion,
we've
just
had
about
potential
work
items
which
would
obviously
feature
under
this
item,
so
I
think
what
I
would
commit
to
doing
here
is
bringing
back
a
revised
draft
work
program
schedule
which
should
hopefully
feature
many
of
the
things
that
that
you've
all
mentioned
today.
P
To
reiterate
some
of
the
stuff
I
said
earlier,
this
is
a
it's
it's
an
iterative
document
it
develops
as
the
year
goes
on,
so
there
are
opportunities
to
change
as
our
priorities
change
should,
should
they
change
yeah
I
think
that's
it
Chef.
Thank
you.
Thank.
A
A
N
I'm
just
wondering
if
we
can
have
a
look
at
some
stage
during
the
course
of
the
Year
about
how
realistic
the
budget
active
plans
in
each
direct.
It
actually
are
whether
it's
wizard
was
territory
if
we're
failing
on
a
third
of
them.
N
No,
no
information
on
the
amount
of
money,
that's
sort
of
involved,
with
whatever
I
I
think
we
need
a
lot
more
information,
because
some
of
these
were
radically
affected
the
service
for
public
and
and,
as
Andy
was
saying
earlier,
the
particularly
the
more
vulnerable
members
of
society
like
home,
social
care,
that
kind
of
stuff
where
the
cap
was
wiped
out
a
year
or
two
ago
and
I
think
they're
originally
claiming
over
four
million
pound
in
savings.
N
That
last
time,
we're
looking
I
think
was
around
about
a
million,
but
you
know
the
effect
it
has
on
on
those
families.
You
know
who
have
had
double
or
travel
or
quadruple
the
amount
of
money
they're
paying
for
social
care
for
a
member
of
the
family.
So
really
a
more
critical
look
at
budget
action
plans
know
how
that
fits
in
with
the
other
scrutiny.
Boards.
Rob,
of
course,
is
another
matter.
You
know:
okay.
A
Thank
you,
Council,
Flynn
and
I'm
sure
we
can
look
into
a
budget
plan,
sorry
action
plan
as
well
and
Rob
and
myself.
We
will
go
back
and
we'll
come
back
later
on
this
year
to
bring
that
forward
for
you
as
well.
Thank
you
any
and
so.
D
Various
issues,
so
so
what
happens,
though,
do
you
both
go
back
and
work
out
a
format
of
words,
and
then
it
comes
back
to
us
next
or
or
do
you
get
in
touch
with
us
informally
about
what
we
want
to
look
at
I,
just
just
a
bit
of
unclear?
That's
all.
P
Yeah,
thank
you
councilman.
Yes,
some
of
it
is
discussion
with
colleagues
about
timing,
so
you
wouldn't
want
to
have
a
a
you
know,
a
large
piece
of
working
in
area
where
there's
going
to
be
work
or
pressures
for
colleagues.
So
you
need
to
discuss
with
directors
and
exec
members
around
the
timing
of
stuff.
So
we're
not
you
know
getting
in
the
way
of
some
of
the
major
priority,
for
example.
P
S
I
just
realized
I
mean
I,
know
I'm
on
a
different
scrutiny
altogether.
The
last
one
I
was
on
last
year
was
infrastructure,
investment
and
inclusive.
S
So
that's
why,
when
I've
come
into
here
and
I,
don't
reckon
well
I,
don't
recognize
you,
but
I've
realized
it's
a
different,
mod
and
I
did
enjoy
the
one
last
year,
but
I'm
really
looking
forward
to
working
on
this
one.
You
know
I've
just
sat
here
and
listened
to
you
all
and
I
think
yes,
I'm
looking
forward
to
it.
So
thank
you.
O
In
terms
of
future
work,
one
of
the
things
we've
looked
at
the
last
couple
of
years
has
been
the
contact
centers
and
their
performance.
It
was
pretty
dire
two
years
ago.
It
was
getting
better,
but
I
think
it'd
be
useful
for
us
to
have
that
again,
particularly
the
the
web
contact,
because
last
time
we
checked,
we
weren't
able
to
track
how
long.
If
someone
comes
to
us
via
the
web,
the
the
the
website,
we
can't
track
how
long
it's
taken
to
resolve
the
query
and
I
still
think.
That's
a
big
issue.
P
Thanks
Council
Chapman,
yeah
I
think
within
the
discussion
we've
had
today,
I've
taken
a
lot
of
notes,
I
think,
actually
that
that
element
came
up
perhaps
not
directly
as
a
review
of
contact
sensor,
but
certainly
in
my
mind,
I
thought.
Well,
we
could
look
at
those
stats
again,
so
subjecting
obvious
cancer,
Canyon
yep.
A
Thank
you.
That
brings
us
to
the
end
of
today's
business.
Thank
you
all
for
your
contribution
and
I
will
look
forward
to
our
next
meeting
on
the
17th
of
July
at
10
A.M.
Thank
you
for
all
of
your
attendance
and
I
will
now
conclude
this
meeting.
Thank
you
have
a
safe
journey
back
home.
Thank
you.
Bye.