►
From YouTube: Leeds City Council - Executive Board - 26 July 2023
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
Good
afternoon
everybody
and
welcome
to
the
July
meeting
of
Leeds
Council
executive
board,
I'd
love
to
see
everybody
I
just
remind
people.
As
we
start
the
meeting
that
this
meeting
is
webcast,
so
I'm
sure
you
can
tell
I'm
filling
in
time
lots
to
find
my
papers
on
my
iPad
ahead
of
the
meeting.
So
we
are
again
I'll
start
with
the
items
at
the
top
of
the
agenda
so
item.
One
please,
which
is
appeals
against
refusal
of
inspection
of
documents.
B
Thank
you,
chair
to
confirm,
there's
been
no
appeals
received
for
the
day's
meeting.
Thank
you
are
there?
Is
there
any
exempt
information?
Please
thanks
to
confirm
no
exempt
or
confidential
information
for
today.
Thank
you.
Are
there
any
late
items,
no
late
items
of
business
either
chair
no
not
today.
Thank.
A
You
so
I'll
turn
to
the
board
and
see
if
there's
any
Declarations
of
Interest
I,
don't
see
anybody
I,
don't
see
anybody
declaring
interests.
Item
five
I'll
turn
to
the
minutes
of
the
last
meeting,
and
are
we
happy
that
they
are
a
correct
record?
Cancel
the
alarm?
Please?
Yes,.
C
The
bullet
points
in
the
middle
of
the
page.
The
second
bullet
point
it
says
clarification
was
provided
that
the
intention
was
for
the
partnership
to
continue
to
have
an
independent
scrutineer
in
place,
which
would
follow
on
from
the
role
of
the
independent
chair
of
the
lscp,
with
it
being
noted
that
the
recruitment
process
for
the
new
scrutineer
was
underway.
Now
that
wasn't
my
recollection,
so
I
went
back
and
watched
the
the
video
of
the
webcast
twice
to
confirm
and
that
clarification
was
not
provided
in
the
meeting.
A
Thank
you,
I
haven't
watched
a
webcast
back,
so
I
can't
comment
on
that,
but
will
make
a
note
of
that
and
follow
it
up.
C
So
so
you
think
I've
got
the
hang
of
this
by
now.
Thank
you.
Thank
you.
So
underwriter
mate
we
resolved
that
it
be
noted
and
endorsed
that
the
council
is
committed
to
continuing
the
current
model
and
I
stress
current
model
of
independent
oversights
from
the
lead
sacred
and
children
partnership
by
having
a
role
of
independent
scrutiny.
So
the
current
model
is
that
the
independent
scrutineer
chairs
the
lead
safeguarding
children,
partnership
and
the
review
Advisory
Group.
It
came
to
my
attention.
C
Last
week
it
was
confirmed
verbally
by
the
director
of
children's
services,
the
chief
executive
and
in
writing
by
the
legal
advisor
to
the
to
the
board
that
that
model
is
in
fact
changing
under
the
independent
scrutiny.
It
will
no
longer
Act.
As
the
chair
now
I
went
away
from
the
exec
board
and
full
Council.
Given
the
resolutions
we
made
with
the
understanding
that
we
would
continue
that
model.
C
You
couldn't
argue
that
it's
not
a
change
and
there's
a
further
change,
and,
given
this
morning,
GPC
resolved
that
the
lscp
had
removed
the
elected
member
because
they
own
the
Democratic
oversight
of
the
partnership
and,
following
on
from
that,
because
I
understand
that
recruitment
has
started
the
independent
scrutineer,
given
that
Council
of
Vena
has
been
removed.
C
As
the
elected
member
on
what
basis
was
she
part
of
the
interview
panel
and
I'd
also
like
to
put
on
record
that
we
haven't
been
informed
of
any
of
these
changes
as
opposition
members,
and
so
I'd
like
to
understand.
What's
going
on.
D
I'll
respond,
first
of
all
on
the
issue
of
the
current
model
and
then
I'll
respond
to
the
points
you've
made
that
was
raised
in
general
purposes
this
morning.
So
there
is
not
a
significant
change
to
the
model
of
independent
scrutiny.
Whether
the
person
is
called
an
independent
scrutiner
or
a
chair.
They
are
in
the
same
role
and
just
to
be
really
clear.
When
our
current
chair
has
been
the
chair
of
exec,
she
does
not
hold
any
decision-making
powers
in
that
role.
D
They
rest
with
the
three
statutory
partners
working
together,
2018
brought
in
the
it
stopped
being
a
requirement
to
have
an
independent
chair
and
introduced
the
role
of
independent
scrutinya.
A
number
of
councils
at
that
point
went
for
an
independent
scrutiny
role
where
we
continued
with
the
chair,
the
executive,
the
executive
of
the
safeguarding
partnership
made
the
decision
to
go
for
the
independent
scrutineer
model,
but
I'm
sure
Rebecca
Roberts
can
provide,
as
our
legal
advisor
can
provide
Clarity.
D
If
you
need
this,
that
it
is
the
same
role
whether
they're
called
chair
of
scrutineer,
they
are
in
the
same
role,
to
provide
independent
scrutiny
of
children's
safeguarding
Arrangements.
It
is
not
in
any
way
downgrading
or
diluting
the
role,
as
you
have
suggested,
and
as
I
said,
many
councils
already
have
an
independent
scrutiner
in
again
I'm
sure,
Julie
and
Rebecca
can
provide
evidence
that
it
is
not
a
downgrade
of
the
role
to
call
them
a
scrutineer
which
our
current
share
is
rather
than
a
chair.
D
It's
the
same
role
with
regard
to
the
issue
that
was
raised
in
general
purposes
this
morning,
I'm,
not
sure
why
this
the
lead
safeguarding
children's
partnership
was
in
the
papers
because
that
was
disbanded
a
number
of
years
ago,
when
we
developed
our
new
models
of
unsafeguarding
the
lead
safeguarding
children's
partnership
and
the
Leeds
children,
families
trust
Bob,
were
merged
into
what
is
called
the
Leeds
children
and
young
people's
partnership,
which
is
a
group
I
am
part
of
I've,
been
part
of
since
the
beginning
and
I've
co-chaired
with
the
current
chair
until
recently,
so
I
have
been
on
that
board.
D
As
the
elected
member
from
its
creation
with
regard
to
the
recruitment
panel,
the
appointment
is
an
appointment
of
the
lead
safeguarding
children's
executive,
so
the
district
Commander
for
Leeds,
the
director
of
nursing
at
the
NHS
and
the
director
of
children's
services.
They
asked
me
to
attend
the
board
as
the
elected
member
who
leads
on
children's
services.
Thank
you.
E
Thank
you,
leader,
I'd,
just
like
to
reiterate
that
there
has
not
been
a
change
in
the
model.
We
have
had
a
model
of
an
independent
scrutinia
and
we
have
you
know,
maintained
that
model
and
indeed
going
forward.
We
have
just
recruited
to
the
new
independent
scrutinia,
and
that
reflects
the
commitment,
the
absolute
commitment
from
the
lscp
executive
to
the
importance
and
the
significance
of
the
role
of
the
independent
scrutinia
in
terms
of
the
independent
scrutinia,
cheering
the
lscp
exec
meetings.
E
We've
had
a
lengthy
conversation
about
that,
both
with
the
current
scrutinea
and
also
the
three
National
safeguarding
facilitators.
So
nationally.
We
have
a
safeguarding
facilitator
for
the
local
Authority
for
police
and
for
health
and
they've
really
been
helpful
in
meeting
with
the
exec
and
with
the
independent
scrutiny
just
to
talk
about
and
the
workings
of
the
lscp
exec
to
ensure
that
it
is
as
effective
as
it
possibly
can
be.
E
Within
those
conversations
and
the
feedback
that
we
had
from
those
three
National
safeguarding
facilitators
was
the
fact
that
it
was
very
difficult
actually
for
the
Independent
scrutinia
to
be
chairing
meetings
and
their
observation
on
that
point,
and
this
is
a
based
on
them.
Working
across
local
authorities
across
the
country.
Was
that
essentially,
you
know,
as
we
all
know,
it's
very
difficult
to
be
cheering
emitting
and
actually
being
able
to
sit
back
and
observe
and
scrutinize,
so,
basically,
their
recommendation.
E
Their
feedback
to
us
which
we'd
ask
them
for
because
we
want
to
have
the
best
practice
that
we
possibly
can
have
in
Leeds
was
that
there
was
a
potential
compromise
of
that
independent
scrutinea.
If
we
were
asking
them
to
cheer
a
meeting
so
effectively.
E
What
we
do
have
is
a
more
robust
set
of
circumstances
which
surrounds
the
meetings,
which
means
that
the
independent
scrutinia
is
now
in
a
position
to
listen,
to
observe,
to
scrutinize,
to
support
and
to
challenge
in
a
a
more
effective
way
than
they
may
have
been
able
to
if
they
were
trying
to
do
both
trying
to
share
a
meeting
and
provide
that
independent
scrutiny.
E
At
the
same
time,
so
I
would
say
that
actually,
following
the
feedback,
what
we've,
what
we've
tried
to
do
is
to
enhance
further
the
role
of
that
independent
scrutiny
in
terms
of
them
being
able
to
be
more
effective
in
the
role
as
councilor
Vena
has
said,
the
lscp
executive
invited
councilor
Bennett
to
take
part
in
the
recruitment
process
for
the
new
independent
scrutinia
because
of
the
current
rule
that
Council
lavender
has
in
terms
of
a
lead
member
for
Children
and
Families.
Thank
you.
C
Sure
you
are
but
I've
fundamentally
disagree
with
some
of
what's
just
been
said
that
Council
Venice
said
there
hasn't
been
a
significant
change
and
Julie
said
there
hasn't
been
a
change.
There
is
a
change
if
you
and
I
swap
places
right
now,
I'm
still
in
the
room
and
you're
still
in
the
room,
but
there's
been
a
fundamental
change
being
the
chair
and
the
independence.
Scrutiny
is
a
change
and
this
Council
unanimously
resolved
that
we
would
maintain
the
current
model.
C
Incidentally,
the
lscp
partnership
are
required
to
publish
on
their
website
what
their
model
is,
and
it
is
very
clear
as
of
this
morning
that
the
model
is
the
independence
scrutiny
at
wheelchair,
the
partnership
and
we'll
chair
the
review.
Advisory
Group,
the
executive
member
and
the
director
were
given
a
clear
instruction
by
full
Council
and
by
this
executive
board
that
they
should
go
and
argue
that
the
current
model
should
be
maintained.
So
I'd
like
to
understand
it
did
that
happen.
C
Okay,
in
that
case,
Chad
I
mean
I
reiterate
why
I
think
this
is
important
and
why
I'm
making
a
big
deal
about
it,
because
it
fundamentally
changes
the
ability
of
the
Independent
scrutineer
to
know
for
themselves
everything
that's
going
on
and
to
be
able
to
decide
what
they
want
to
scrutinize.
This
is
about
safeguarding
the
most
vulnerable
children
and
families
in
our
city.
F
Thank
you
thanks,
chair
I
think
it's
important
that
we
just
look
at
the
chronology
of
what
occurred
in
relation
to
this
decision
making,
because
my
understanding
is
and
Julie
you
might
be
able
to
keep
the
data.
Keep
me
right
on
the
dates,
but
my
understanding
is.
F
There
was
a
resolution
of
full
council
with
regard
to
the
wording
which
subsequently
became
a
resolution
of
the
executive
board,
but
the
resolution
of
thought
Council
is
a
statement
of
the
position
of
full
Council,
but
that
can't
Trump
any
executive
function
that
needs
to
be
a
decision
at
the
executive
board.
It's
then
my
understanding
that
the
decision
of
the
partnership
was
taken
after
the
resolution
of
full
Council,
but
before
the
executive
board
resolution
so
actually
full
Council
can't.
F
All
of
that
is
a
a
position,
a
factual
position
as
to
their
steer,
if
you
like,
it,
can't
Trump
any
executive
delegations
that
that
is,
that
is
given
to
an
officer
when
they
sit
on
an
independent
partnership.
F
C
So
the
forgive
me
effective
if
I
understand
what
you're
saying
in
simple
terms
when
full
Council
made
its
resolution,
the
model
hadn't
changed,
but
it
was
okay
for
the
partnership
to
ignore
that
by
the
time
it
came
to
Executive
Board,
they
changed
the
model
so
effectively.
It
was
correct
at
that
point.
F
Well,
it's
not
about
the
partnership,
ignoring
ignoring
the
resolution
of
full
Council,
because
that
can
only
go
so
far
as
the
council
is
able.
The
council
representative
is
able
to
is
able
to
have
influence
over
the
partnership,
but
the
function
of
the
officer
on
that
partnership
is
an
executive
one,
and
so,
while
she
would
have
regard
to
what
what
the
position
of
full
council
is,
it's
it's
the
executive
that
instructs.
If
you
like,
or
gives
the
Authority
for
the
officer
to
represent
the
Council
on
that
partnership.
F
G
I,
just
I
think
it
looks
like
the
partnership
made
that
decision
in
good
faith
with
you
know
with
with
the
the
resolution
that
had
been
made
and
and
the
view
is
the
slightly
difference
of
opinion
about
what
the
mod
the
model
of
independent
oversight
is
from
yourself,
and
you
know
the
the
the
rest
of
the
the
people
who've
spoken
can
I.
G
Just
ask
one
question:
will
the
independent
scrutiny
Julie
have
access
to
the
same
amount
of
information
and
the
and
have
the
opportunity
to
scrutinize
in
exactly
the
same
way?
Apart
from
chair
in
the
meeting
that
the
the
previous
attempt,
the
previous
incumbent
did.
E
Yeah,
thank
you.
I
did
want
to
come
back
on
that
and
the
point
that
Council
lamp
had
made
the
independent
scripture
near
will
have
exactly
the
same
access
to
information
that
they
had
previously
going
forward,
and
indeed
they
have
had,
regardless
of
whether
the
chair,
the
meeting
or
not-
and
that
is
you
know,
to
enable
them
obviously
to
to
maintain
and
to
conduct
their
role
effectively
and,
as
I've
said.
C
Alarm,
please
I
appreciate
your
lean
into
chair.
I
I
really
have
a
big
issue
with
this
and
I
think.
The
conversation
needs
to
continue
outside
of
outside
of
this
meeting
on
the
point
that
Thomas
just
made,
if
I'm
a
member
of
a
scrutiny
board
I'm
at
the
mercy
of
what
the
chair
decides
to
choose
with
me
or
not,
when
you
sit
in
the
chair,
you
have
a
very
different
role
and
a
very
different
level
of
access
to
information
than
if
you're
simply
attending
the
meeting.
D
It
is
the
same
role
whether
it's
skilled,
Independence,
Square,
to
scrutiny
or
independent
chair
and
a
number
of
councils
have
an
independent
scrutiny
and
some
councils
have
a
chair,
but
it
is
the
same
role
and
we
could
get
a
legal
view
on
that
if
we,
if
you
felt
that
was
that
was
helpful
leader
with
regard
to
democratic
oversight.
I,
as
I
said,
I
am
on
the
Leeds
children's
and
young
people's
partnership
and
have
been
since
it
was
created.
D
My
post
was
briefly
on
the
lead
safeguarding
executive
when
we
were
embedding
the
new
Arrangements,
but
it's
not
usual
that
it
would
be
not
on
the
adult
side,
but
there
is
not
a
reduction
in
Democratic
oversight.
I
sit
on
and
I've
always
sat
on
the
Leeds
children
and
young
people's
board,
which
replaced
the
Leeds
children's
safeguarding
partnership
and
as
the
lead
for
children's
services.
That's
why
I
was
invited
to
be
on
the
recruitment
panel
for
the
new
independent
scrutineer.
A
Thank
you,
Council
venner
I
want
to
take
up
your
suggestion,
Council
alarm
of
continuing
this
conversation.
We
are
at
the
moment
on
the
minutes
of
the
last
meeting,
we're
on
the
minutes
of
the
last
meeting
to
confirm
as
a
record
the
minutes
of
the
meeting
on
the
21st
of
June
I've
noted.
The
bullet
point
that
you
raised
we'll
have
a
look
at
that
and
with
that
is
the
board
happy
with
the
minutes.
H
Thank
you
chair.
So
the
director
of
Public
Health
has
a
statutory
duty
to
produce
an
annual
report
describing
the
health
of
the
population
and
recommendations
to
improve
this
following
a
break
in
producing
producing
the
director
of
Public
Health
annual
reports
during
the
covered
pandemic,
and
pleased
to
advise
that
these
reports
are
now
reinstated.
H
It's
good
to
see
that
Victoria
has
chosen
to
focus
on
children
for
this
year's
report
as
her
first
as
director
of
Public
Health
leads
and
children
were
much
less
likely
to
become
ill
from
with
covid-19
than
adults
and
weren't
were
not
the
main
focus
of
protective
measures
during
the
pandemic.
However,
this
report
highlights
how
the
pandemic
has
affected
the
health
and
well-being
of
children
profoundly
and
unequally.
The
report
is
particularly
strong
in
my
view,
because
the
voice
of
children,
young
people,
families
and
partners
who
work
with
them
are
Central.
H
It's
also
worth
noting
that
Leeds
has
been
nationally
recognized
by
the
Association
of
directors
of
Public
Health,
as
one
of
four
reports
highlighted
as
best
practice
practice,
and
this
is
because,
as
I
said,
children's
voices
are
at
the
heart
of
the
report,
coupled
with
a
rigorous
academic
approach,
which,
together
strengthens
the
power
of
recommendations.
This
report
also
adds
the
momentum
of
other
work,
important
work
that
we
are
leading
in
the
city,
including
work.
We
have
committed
to
become
a
marmot
City
and
our
attitude
to
reduce
Health
inequalities.
Thank
you,
chair.
A
C
It's
very
brief,
you'll,
be
pleased
to
know
it's
just
to
welcome
the
report,
and
particularly
the
involvement
and
approach
of
including
young
people
and
I
hope
that
something
will
continue
to
take
forward
in
future.
Saying
that
real
and
adds
real
value
and
color
to
to
the
report.
I
Yeah
thank
you
chair.
If
I
may,
I
just
had
a
few
more
very
brief
comments
to
the
comments
that
councilor
Arif
has
made.
Then
members
will
will
see
that
the
report
is,
by
its
own
nature,
very
Broad
in
scope,
because
we
are
looking
at
the
the
whole
state
of
Children's
Health
across
the
city.
The
the
findings
are
summarized
in
the
report
just
to
bring
that
to
the
attention
of
the
board,
but
also
we
do
have
this
four-page.
I
Child
friendly
version,
which
often
is,
is
the
kind
of
an
easy
to
read
version
for
for
many
of
our
kind
of
Partners
and
colleagues,
as
we've
been
sharing
the
reports
so
just
to
highlight
we
have.
We
have
got
that
version
of
the
report
as
well
and
and
just
to
pull
out
two
of
the
kind
of
key
overarching
messages
from
from
the
work.
I
Firstly,
that
the
when
we
look
across
old
measures
of
children
and
young
People's
Health
across
the
city
or
almost
all
of
those
measures
have
worsened
over
the
last
few
years
of
the
pandemic.
Although
it
is
complex
and
we
are
seeing
different
patterns
across
different
areas
of
health.
So
the
report
does
provide
detailed
information
on
on
that
and
how
we
should
respond
to
it.
I
There
is
good
news
we
have
seen
some
positive
impacts
of
the
pandemic
on
children
and
young
people,
and
the
report
also
shows
the
great
work
happening
across
the
city
which
we
should
be
really
proud
of,
so
that
there's
there's
a
there's,
a
huge
amount
of
showcasing
programs
that
the
council
leads
on,
but
also
other
partners
lead
on
across
the
city.
So
the
10
recommendations
really
provide
a
way
forward
to
continue
to
meet
this
change
in
picture
and
very
much
building
on
the
good
work
we
do
so
I
do
remember.
I
I,
do
welcome
the
support
of
the
board
for
the
recommendations
of
the
report.
Thank
you.
G
It
was
just
to
thank
Victoria
for
the
report
and
I
think
it's
a
great
piece
of
work
that
that
has
been
done
and
it's
great
to
have.
The
TMO
here
yesterday
I
think
to
look
at
some
of
the
services
that
the
teams
are
providing
and
yeah
just
to
thank
the
all
the
partners
in
the
city
and
particularly
Leeds
Community,
Health
and
lypft
for
the
work
that
we've.
G
You
know
that
had
to
be
done
during
the
particularly
during
the
pandemic
and
since
with
our
teams
to
to
deal
with
the
issues
that
came
out
of
this
really
challenging
demand
pressures
in
the
system.
So
yeah.
Just
thanks
to
everybody.
A
H
Yes,
chair
so
at
acceptable
executive
board
on
15th
December
2021,
the
implementation
of
the
changes
to
the
council's
charging
policy
for
non-residential
adult
social
care
to
ensure
consistency
in
the
application
policy
was
approved.
These
were
where
more
than
one
care
worker
is
required
to
deliver
home
care
services.
At
the
same
time,
the
customer
would
require
to
contribute
towards
the
cost
of
all
workers
present
and
the
removal
of
the
maximum
assessed
charge.
Cap
of
482
pound
a
week.
The
changes
came
into
effect
in
April
2022
and
have
been
phasing
over
a
period
of
months.
H
It
would
not
had
we've
not
received
any
feedback
or
indication
that
these
Services
have
reduced
in
quality
as
an
impact
of
the
changes
made
to
the
charging
policy,
and
we
are
projecting
a
potential
income
or
savings
achieved
by
the
changes
to
the
charging
policy
in
a
full
year
to
be
over
3
million.
Thank
you,
chair.
C
Please
yeah
thank
you,
chair,
and
it
won't
come
a
surprise
that
we
had
some
concerns
about
this
policy
which
were
expressed
I
think
it's
still
early
days,
it'd
be
useful
to
get
some
some
comment
on
whether
we
think
there
are
people
who
haven't
taken
up
their
care
because
of
the
additional
costs
or
or
have
reduced
the
amount
of
care.
They're
taking
it'd
be
useful
to
know.
I
think
my
main
comment
would
be
it's
still
early
days.
C
The
commitment
was
to
come
back
in
12
months,
I'd
like
to
see
this
come
back
again
in
another
12
months,
so
that
we
can
keep
monitoring
it
if
our
concerns
prove
to
be
unfounded,
hold
our
hands
up
and
and
accept
that
and
that's
delivering
what
you
expected,
but
I
think
it's
too
soon
to
to
stop
keeping
a
watching.
Briefly.
J
Thank
you
very
much
just
to
provide
some
Assurance
to
councilor
Lam.
We
do
absolutely
monitor
demand
demand
for
services.
We
track
whether
demand
for
services
is
increasing,
so
in
doing
so
that
would
indicate
to
us
whether
the
removal
of
the
cap
and
the
charging
for
two
care
workers
is
having
an
impact
in
deterring
people
from
taking
up
services.
Of
course,
if
an
individual
is
assessed
for
needing
care
and
support,
the
discussion
happens
at
that
point
in
relation
to
the
charges
that
will
be
applied.
J
We
absolutely
undertake
a
financial
assessment
and,
and
by
doing
those
things
we
would
know,
we
would
hear
from
people
if
they
felt
that
they
were
unable
to
agree
to
a
service
being
provided
to
them
on
the
basis
of
the
charging,
so
just
to
provide
some
assurance
that
anybody
new
coming
into
the
service,
we
would
be
able
to
absolutely
check.
Our
data
shows
that
demand
for
services
continues
to
increase
and
take
up
of
services
also
continues
to
increase.
J
It's
really
important
to
labor
the
point,
also
around
ensuring
that
we
don't
apply
a
blanket
policy
without
taking
into
account
individual
circumstances
so
that
discretion
will
apply
if
we
find
that
either
through
the
social
work
assessment
or
the
financial
assessment,
an
individual
says.
Well,
we
need
the
service,
but
we
can't
afford
it
and
therefore
we're
not
going
to
take
it
up.
There
is
a
discretion
that
can
be
applied.
We
haven't
come
across
that
yet,
but
of
course,
that
position
is
maintained.
A
A
Great,
so
just
to
clarify
in
terms
of
recommendations
at
that
point
as
well.
Thank
you,
Alan
and
we'll
turn
to
item
eight.
Then
please.
Yes,.
H
Yeah,
this
is
final
report
from
me,
so
I'm
really
proud
to
present
this
report,
and
that
leads
is
the
first
city
in
the
auction
Humber
region
to
become
a
fast
track,
City
publicly
declaring
our
commitment
to
ending
the
HIV
AIDS
epidemic
epidemic
by
2030
and
achieving
the
triple
zero
targets,
which
is
zero
new
HIV
infections,
zero
age,
related
deaths
and
zero
stigma
and
discrimination,
and,
as
in
other
large
cities,
Leeds
has
a
high
number
of
people
living
with
HIV,
as
well
as
more
people
diagnosed
at
a
later
stage
of
infection.
H
People
living
in
areas
of
deprivation
and
people
from
newly
migrated
populations
are
overrepresented
in
our
late
HIV
diagnosis
rates
and
underrepresented
within
people
accessing
the
preventative,
h,
HIV
drug
prep.
In
addition
to
becoming
a
fast
track
City
for
HIV,
we
are
committed
to
working
outside
of
silos
when
it
comes
to
testing
for
blood-borne
viruses
recognizing
that
often
communities
at
most
risk
of
HIV
are
also
the
same
communities
at
higher
risk
of
viral
hepatitis
and
tuberculosis
chair
becoming
a
fast
track.
H
City
provides
us
with
an
opportunity
to
Galvanize
existing
services
and
initiatives,
identify
gaps
and
barriers
to
access,
stimulating,
honest
open
dialogue
between
communities
and
service
providers
and,
ultimately,
to
move
towards
becoming
a
city
where
awareness
and
conversation
around
HIV
and
bloodborne
viruses
is
normalized,
testing
and
treatment
is
accessible
and
awareness
and
education
is
embedded
across
all
communities
and
services.
Thank
you.
C
Simply
making
a
comment
because
I
always
feel
bad
when
someone's
come
to
present
the
hard
work
that
they've
done
of
that,
to
thank
them
for
their
report
and
and
it's
a
good
piece
of
work
and
our
group
wholeheartedly
endorses
it
and
thanks
you
for
what
you've
done
and
and
yeah
I
think
it's
something
we'd
all
get
behind
so
I'm.
Sorry,
I,
don't
have
anything
more
direct
to
ask
you
but
of
course,
you've
done
such
a
good
job.
A
Thank
you,
counselor
I
think
we
all
agree
with
your
comments
on
this
report.
It's
a
really
positive
piece
of
work
so
with
that
I'm
going
to
turn
to
the
recommendations
on
page
115
and
take
it
the
bodies
happy
with
that
report.
So
thank
you.
Councilor.
If
we'll
move
on
to
item
nine,
please
counselor.
D
Yes,
thank
you
so
I'm
bringing
this
this
paper
in
the
health
Partnerships
part
of
my
portfolio.
In
my
role
as
chair
of
the
health
and
well-being
board,
it's
a
statutory
requirement
that
we
have
a
health
and
well-being
strategy
and
I'm
really
delighted
to
introduce
the
strategy
that
will
take
us
to
2030..
D
D
With
this
report,
I
asked
Tony
last
week
at
the
health
and
wellbeing
board.
How
many
events
they've
done
and
Tony
said:
they'd
stop
counting.
After
50.
it's
been
to
every
Community
Committee,
it's
been
scrutiny,
a
huge
amount
of
other
Community
organizations
and
and
partner
Partnerships
to
get
their
feedback
and
I
hope.
What
also
comes
across
strongly
as
the
centrality
of
people's
choices
as
a
reference
to
the
big
leads
chat,
which
is
a
wonderful
event.
I
really
enjoyed
it
last
time.
Last
time
we
did
it.
D
I
went
to
Growing
rooms,
which
is
a
an
addiction
program,
met
with
a
group
of
guys
there
and
got
their
feedback
and
the
so
you
so
you've
got
in
the
the
10
wishes
from
the
health
and
well-being
chart
and
it
also
references
some
of
the
work
we
do,
which
is
about
us
as
board
members
getting
into
communities
in
our
role
as
board
members.
D
So
every
member
of
the
health
and
wellbeing
board
is
part
of
the
allyship
program
where
they're
paired
with
the
third
sexual
Community
organization,
that's
doing
down
at
work
on
health
inequalities,
I'm
paired
with
Egyptian
traveler
exchange,
which
has
been
an
absolute
privilege
to
get
to
work
directly
with
the
community
on
health
health
issues.
In
terms
of
governance,
this
this
paper
belongs
to
the
health
and
well-being
board,
so
it
was
signed
off
by
the
health
and
well-being
board
last
week
and
we
will
monitor
its
implementations.
D
There'll
be
a
set
of
metrics
against
each
of
the
12
priorities,
so
exact
Bud
aren't
being
asked
for
approval
as
such,
because
that's
the
job
of
the
health
and
wellbeing
board.
We're
being
asked
to
endorse
the
report
and
to
note
the
work.
That's
got
into
it
and
Tony's
here
to
answer
detailed
questions
who
Tony
and
his
team
have
done
all
the
work
of
this
I've
just
kind
of
fronted
it,
but
they've
actually
done
all
the
really
hard
work
and
it's
taken
a
long
time
to
get
here
and
a
lot
of
people
have
contributed.
C
Yeah,
thank
you
to
the
the
two
things
I'd
be
grateful
for
some
comment
on
this
number
one.
C
What
what
do
we
think
are
the
outcomes
positives
and
the
negatives
of
the
first
strategy,
that's
being
replaced
and
I
just
have
a
concern
that
we've
been
asked
to
endorse
it
without
seeing
the
metrics
and
to
are
we
being
ambitious
enough?
Are
we
being
too
ambitious?
Well,
it's
very
difficult
to
give
a
view,
and
if
you
don't
know
exactly
what
you're
measuring,
if
there's
a
reason
why
that's
not
available
at
this
point
and
why
exact
Port
have
been
asked
to
endorse
it.
A
K
Me
please
thanks
and
yeah.
There's
there's
been
obviously
a
number
of
conversations
around
how
best
to
do
metrics
and
how
to
measure
the
success
of
the
strategy,
and
one
thing
that
was
clear
out
of
all
those
conversations
is
we
didn't
want
to
impose
a
a
huge
burden
on
the
system
in
terms
of
the
paper
chase
that
you
often
get
around
outcomes.
K
So
the
inclusive
growth
strategy
at
the
moment
is
undergoing
a
process
as
well
similar
to
this,
and
the
idea
is
is
potentially
to
to
share
some
of
those
and
then
probably,
equally
importantly,
we're
doing
a
piece
of
work
with
a
team
that
are
working
on
on
the
Marmot
City
work
as
well,
and
the
idea,
obviously
we've
got.
K
A
new
office
of
of
data
analytics
is
just
to
have
one
repository
for
a
lot
of
our
data
for
a
lot
of
our
outcomes
and
and
to
report
once
so,
because
that
work
has
been
delayed
a
little
bit.
The
idea
has
been
obviously
not
to
sort
of
land
a
load
of
metrics
and
then
have
to
review
them
a
few
months
in
a
few
months
time.
Obviously
we
can.
We
can
bring
those
back
to
exec
board
in
October
and
and
that's
the
plan
basically
for
for
when
we'll
we'll
do
that.
K
Piece
of
work
also
really
important
point
about
the
first
strategy,
I
think
and
that
I
think
there's
a
lot
of
things
that
have
been
been
reshaped
by
the
approach
of
of
the
first
of
the
last
health
and
well-being
strategy.
Probably
the
work
around
around
mental
health
has
potentially
been
been
the
most
significant
around
mentally
healthy
city
and
how
we've
reshaped
and
remodeled
Mental
Health
Services
to
to
be
far
more
Community,
focused
and
and
deliver
stronger
outcomes
for
particular
groups.
K
The
focus
on
improving
the
health
of
the
poor
is
the
fastest
has
been
a
challenge
in
many
ways,
but
it
has
galvanized
opinion,
particularly
in
neighborhoods
around
where
we
put
Services
how
we
remodel
some
of
the
some
of
the
pathways
that
that
we've
had
and
obviously
a
lot
of
the
focus
on
on
areas
like
obesity
and
physical
activity
see
have
had
some
some
considerable
success
as
well,
albeit
obviously,
some
of
the
the
bigger
challenges
I
think
are
around
areas
like
healthy
life
expectancy
and
some
of
the
sort
of
bigger
areas
around
Health
inequality
and
I.
K
Guess.
Finally,
one
of
the
things
that
that
we've
had
a
lot
of
politics
for
nationally
around
the
health
and
well-being
strategies,
the
manner
in
which
we've
we've
brought
together,
Health
priorities
with
economic
and
Community
priorities
as
well,
and
we
were
one
of
the
first
cities,
obviously
to
have
some
shared
approaches
across
our
economic
inclusive
growth
strategy
and
our
health
and
wellbeing
strategy,
and
that
work
continues
and
then
also.
K
Finally,
as
Council
of
Ender
said
some
of
the
work
looking
at
disadvantaged
communities
and
and
building
that
community
in
third
sector
response,
which
the
health
and
well-being
board
under
Council
of
vendors
leadership
has
has
led
from
the
front.
There
are
many
other
examples
that
are
in
recent
health
and
well-being
board
papers
that
we
can.
We
can
also
share
as
well,
and
obviously
we
welcome
coming
back
to
exact
bath
for
a
further
conversation.
D
Just
wanted
to
add
I
mean
I
highlighted
the
allyship
program,
because
that's
something
I'm
particularly
proud
of,
and
especially
having
come
from
the
third
sector,
myself,
I
think
as
well.
A
real
success
out
of
the
last
strategy
and
out
of
the
health
and
well-being
board
has
been
the
creation
of
the
team
leads
approach
and
the
fact
that
you've
got
the
most
senior
people
in
the
Health
and
Care
System
working
directly
with
people
who
are
from
Frontline
Community
groups,
I'm
working
directly
with
people
who
are
using.
D
You
know
in
receipt
of
services
and
I
think
that
team
leads
approach
of
collaboration
and
trust
and
warmth
and
cooperation
really
paid
off
during
the
pandemic
and
I
think.
The
vaccine
program
is
probably
the
best
example
of
that
and
and
the
best
example
of
the
health
system
going
out
into
communities.
D
Obviously,
councilor
we've
fled
a
lot
of
that
work
in
terms
of
the
you
know:
vaccines,
vaccine
centers,
going
out
to
community
venues,
particularly
in
communities
that
were
struggling
to
access
the
vaccine
and
we're
looking
to
so
I
think
the
creation
of
team
leads.
We
has
really
come
to
the
fore
through
the
pandemic
and
through
some
of
the
challenges
we're
having
now
and
I'd,
see
that
as
a
success
of
the
last
strategy.
Thank
you.
A
L
Thank
you,
leader
and,
and
my
report
for
today's
executive
board
is
a
combination
of
both
the
Financial
Health
monitoring
and
the
capital
program
for
quarter,
one
as
the
finance
report.
L
I
suppose.
I
should
start
by
saying
it's
fair
to
say
that
the
financial
position
that
we
find
ourselves
in
is
very
challenging
one
for
us
at
the
moment,
but
that
way
our
working
extremely
hard
as
an
organization
to
omitigate
any
of
the
other
spends
that
are
within
this
report.
So.
Within
the
report,
it
outlines
an
overspend
projected
of
28.5
million
quart
quarters,
one
on
the
on
the
Financial
Health
monitoring
report.
L
L
There
are
a
number
of
mitigations
that
are
taking
a
place
to
bring
the
overspends
within
budget
within
the
next
three
quarters
and
they're
out
also
outlined
in
the
report
and
detailed
in
the
report
for
exact
bar
to
see
also
the
Capital
program
up.
L
There
is
within
the
report
and
with
an
overspend
in
there
of
0.8
million,
which
is
to
do
with
the
cost
of
debt,
with
the
increased
interest
rates
that
that
we've
seen
recently
and
that
is
expected
to
come
also
back
in
within
budget
you'll,
also
see
the
capital
program
with
within
that
report,
that's
really
detailed,
showing
all
the
different
projects
and
also
the
recommendations
around
a
number
of
injections
of
of
Finance
into
the
HRA
to
help
fund
some
of
these
Capital
programs.
L
It's
very
detailed
I,
don't
want
to
go
through
every
detail,
so
I
shall
leave
it
for
questions
later.
If
that's
all
right.
Thank.
C
Thank
you
chair,
it's
obviously
a
very
challenging
time
and
concerning
and
the
implication
of
the
papers
is
it's
likely
to
get
worse
before
it
gets
better.
Children's
Services
is
the
is
the
obvious
area
that
stands
out
as
I.
Don't
fully
accept
demand
lead
pressures
you
if
a
child
needs
support
and
needs
a
placement,
we
have
to
provide
it
and
that's
quite
right
too,
and
the
cost
should
be
irrelevant.
C
But
the
question
is
for
a
bit
more
detail
and
clarity
about
what
we
think
we
can
do
to
to
close
that
that
Gap,
and
also
we
seem
to
come
to
this
point
every
year
where
we
say
if
we
put
enough
in
for
children's
services,
we
increase
the
budget
and
then
it's
not
enough
again,
the
next
year
and
repeat,
repeat,
repeat
and
I.
C
Just
wonder
if
we
need
a
fundamental
rethink
collectively
as
a
council
about
how
we
approach
that
and
and
stop
finding
ourselves
in
this
position,
because
it
puts
an
intolerable
pressure
on
every
other
part
of
the
council
to
to
step
up
to
the
plate
and
and
find
the
money
to
to
close
the
gap.
C
G
Please
yeah,
maybe
if
I
come
in
and
I
don't
for,
the
members
may
want
to
to
come
in
I.
Think
it's
important
to
just
make
make
a
couple
of
points
that
I
think
councilum's
right
to
flag
the
that
this
will
get
slightly
worse
before
it
gets
better.
I
think
that's
our
expectation
in
the
next
at
the
next
exact
board.
Unfortunately,
and
it
is
due
to
demand
pressures
principally
around
children's,
we
have
an
inbuilt
pressure
in
the
system.
G
That's
been
inherited
from
last
year
and
the
year
before
as
well,
and
it
is
directly
linked
actually
to
Victoria's
paper
on
the
the
impact
of
the
pandemic
and
the
impact
of
the
consequent
impact
of
the
cost
of
living
crisis.
On
too
many
families
in
Leeds
who
were
really
struggling
and
and
finding
it
very
hard,
and
as
you
say,
we
can't
not
do
what's
needed
to
to
help
them.
G
G
It
is
an
issue
for
right
across
the
sector
and
a
quick
Google
of
other
other
councils,
and
the
pressures
that
they're
under
will
will
send
you
to
numbers
which
are
nearly
four
times
bigger
than
ours.
Three
times
bigger
than
I
was
sorry
and
and
quite
a
range
of
other
councils
in
a
similar
position.
Last
spending
settlement
I
think
the
to
be
fair
to
the
overall
lobbying
that
was
done
cross-party
and
then
the
government's
response
I
think
there
was
quite
an
effort
to
fill
the
gap
on
on
adult
social
care.
G
I
know
that
if
we
were
to
get
into
the
detail
of
that,
there
would
be
strong
views
about
whether
it's
enough
and
given
the
inflationary,
linked
pay.
Rises-
and
you
know
the
state
of
the
market
is
still
really
challenging
on
that
side
and
really
challenging
with
NHS
Partners.
However,
there
was
you
know
quite
an
increase.
There
wasn't
an
increase
in
children's
and
at
the
time
you
know
we
lobbied
cross-party,
I,
certainly
lobbied
on
the
national
role.
G
G
We
don't
have
that
and
I
think
that's
what
you've
seen
in
this
system
and
it's
something
that
we
need
to
Lobby
about
nationally
and-
and
we
need
to
do
everything
that
we
can
to
to
address
it
in
the
city
as
well,
because
you
write
changes
needed
here
as
well.
But
it's
it's
in
line
with
national
reforms
and
it's
in
line
with
a
national
picture.
That's
really
really
challenging.
D
Come
in
with
a
brief
both
of
you
and
then
I'll
hand
over
to
Julian
Victoria
in
terms
of
more
detail,
I
mean
absolutely.
It
is
a
national
picture.
I
sit
on
the
LGA
board
for
children
of
people,
which
is
the
national
cross
party
board,
and
it
is
everybody's
biggest
challenge,
is
Children's.
Services
we've
currently
got
a
rate
for
10
000
of
80
86
per
10.
000
is
our
looked
after
rates.
I
think
the
course
City
average
is
about
94.,
so
believe
it
or
not.
D
We
are
still
doing
better
than
a
lot
of
councils
in
keeping
children
out
of
care,
but
the
particular
pressure
we've
got
and
again
it's
a
national
issue
is
the
number
of
adolescents
that
are
coming
into
care
and
coming
in
with
particularly
complex
needs,
and
that's
where
you
get
the
really
expensive
external
residential
placements.
We
do
have
a
number
of
strands
of
work
which
are
overseeing
this,
which
are
being
overseen
by
the
delivery
board.
Specific
delivery
board
around
this
we've
talked
about
I
mean
a
lot
of
these.
D
D
That
alone
is
going
to
bring
five
children
back
to
Leeds,
who
will
currently
be
in
really
specialist
placements,
because
that's
for
children
with
very
very
complex
physical
and
physical
disabilities
on
learning
disabilities,
it's
a
very
similar
model
to
Acorn
house
and
we've
just
done
a
briefing
for
councilors
in
the
world
where
we're
proposing
to
open
our
first
children's
home
after
that,
so
things
like
that
are
coming
to
fruition
and
should
have
an
impact
this
year.
Similarly,
we've
learned
a
lot
from
adults.
D
One
of
our
investors,
safe
proposals,
was
about
having
more
people
in
commissioning,
so
there's
more
work
around
driving
down
some
of
the
prices
of
those
very
expensive
care
packages.
We've
also
got
recruitment
out
at
the
moment
for
a
transformation
team
in
children's
which
again
will
mirror
what
we
have
in
adults
in
terms
of
doing
some
of
that
turn
around
work,
some
of
that
edge
of
care
work
and
particularly
focusing
on
you
never
unification
and
keeping
adolescents
out
of
care.
That's
just
an
overview
I'll
let
Julie
and
Victoria
go
closer
to
it.
E
You
leader,
I
suppose,
I,
would
just
like
to
reiterate.
What's
already
been
said
in
terms
of
this,
not
this
been
a
national
challenge,
a
national
problem,
the
Josh
McAllister
review,
you
know,
is
really
clear
that
we've
got
a
broken
system,
especially
when
it
comes
to
placements,
as
councilor
Benner
says,
although
we
have,
you
know,
continue
to
have
many
challenges
in
Leeds
we're
still.
E
Our
trajectory
still
is
a
positive
trajectory
in
terms
of
our
comparators
in
terms
of
some
of
the
specific
things
that
we
are
doing,
and
you
know,
as
councilor
Benner
said,
we
are
increasing
our
own
internal
provision
and
they're.
You
know
smaller
residential
children's
homes,
who
will
have
the
capacity
to
really
meet
the
needs
of
children
who
some
children,
who
are
currently
in
external
placements,
who
do
have
a
most
complex
needs
and
do
require
that
small
group
specialist
living
and
in
recognition
of
the
challenges
that
we
have
got
around
adolescents
in
particular,
coming
into
care.
E
You
know
and
within
that,
if
we
think
about
you
know:
child
exploitation,
criminal
exploitation,
sexual
exploitation,
you
know
what
we
refer
to
as
risk
outside
the
home,
but
also
serious
youth
violence
and
the
increase
that
we
have
seen
in
that
right
across
the
country.
There
is
a
need,
for
you,
know
real
specialist
workers,
and
with
that
in
mind,
we
are
developing
a
service
specifically
for
adolescents.
E
Equally
linked
to
that
is
the
the
work
that
we're
doing
around
an
additional
level
of
foster
carers
again,
who
have
the
the
skills,
the
experience,
the
knowledge
to
respond
directly
to
the
particular
challenges
you
know
from
adolescence,
I
started
my
career
working
in
residential
children's
homes.
You
know
I
developed,
adolescent,
Support,
Services,
I,
love,
I,
loved
working
with
adolescents,
but
it's
not
everybody's
skill
set
so
again,
really
developing
those
particular
Foster
carers
and
who
do
have
the
skill
set
is
going
to
be
key
and
I.
E
Think
the
other
thing
that
we're
doing
and
really
is
looking
at
the
local
market.
You
know
we
do
have
private
providers
operating
in
Leeds.
We
want
Leeds
children
to
be
in
Leeds,
so
a
lot
of
work
through
our
commissioning
team
to
shape
that
local
market
to
ensure
that
our
release
children
can
and
stay
in
needs.
You
know
in
high
quality
care,
even
if
it's
not
within
within
our
own
I,
think.
The
other
bits
are
really
highlight
here
is
early
intervention
and
prevention.
E
You
know
and
the
commitment
within
the
city-
and
it's
been
an
ongoing
commitment
to
early
Interventional
prevention,
so
really
thinking
about
restorative
early
support
teams.
Thinking
about
our
work
within
the
Clusters,
our
children's
centers,
our
work
with
our
schools,
you
know,
is
absolutely
key
and
that
continued
Focus
really
in
terms
of
family
help
and
the
Josh
McCallister
review,
and
what
that's
going
to
look
like
in
Leeds.
E
So
you
know:
I
meet
with
directors
of
children's
services
from
the
core
cities
from
councils
right
across
the
country,
and
all
of
us
are
grappling
with
this
issue
in
terms
of
demanding
demography.
You
know,
but
there's
certainly
an
awful
lot
of
work
going
on
and
we
will
continue
to
keep
our
foot
on
the
pedal.
M
Thank
you,
chair
I,
would
just
add
that
we
are
working
across
all
services
and
directorates
on
on
the
position
within
children's
and
families
and
we're
working
well
together
and
we're
also.
It
will
take
time
to
implement
some
of
these
initiatives
that
we've
we've
got
working
on
and
therefore
we
are
going
to
have
to
take
action
across
the
council
as
well
to
help
and
bring
this
position
down,
so
we're
working.
M
Obviously,
in
the
report
it
mentions
around
the
recruitment
freeze
and
the
non-essential
spend
we're
also
reviewing
all
budgets
and
looking
at
where
we're
able
to
reduce
and
we
are
doing
and
we'll
bring
options
to
Executive
Board
in
September
and
October.
Okay,
thank
you.
C
Thank
you.
Thank
you
for
all
the
comments
very
helpful.
We're
like
a
little
bit
of
reassurance
is
that,
outside
of
the
demand
load,
pressures
that
were
doing
everything
that
we
can
to
control
costs
and,
as
you
know,
Julie
and
Tom
and
I'm
sure
I'm
not
alone,
my
inbox
is
very
full
I'm.
C
That's
in
our
gift
to
control,
so
I'd
be
grateful.
Some
reassurance
on
those
things
please.
G
Tom,
please
yeah
sure
I
mean
I'm
sure
Julie
can
come
in
on
that
I
I.
Would
you
know
when
we
deal
with
thousands
of
cases
every
year
and
it's
inevitable
that
we're
we're
not
always
going
to
get
it
right
and
where
we
don't?
We
need
to.
You
know,
address
that
and
deal
with
it,
and
you
know
that's
what
we're
doing
in
in
cases.
G
You
know
that
that
will
be
in
that
will
be
in
the
system.
I
would
say
that
we
deal
with
a
huge
amount,
we're
dealing
with
a
huge
amount
of
demand
in
a
system
that
is
set
up
in
a
in
a
way
that
you
know
again.
G
This
is
a
cross-party
position
across
you
know
across
the
LGA,
in
a
way
that
is
just
not
sustainable
for
for
the
for
the
the
councils
in
terms
of
meeting
the
demand,
that's
in
the
system
and
again
it
goes
back
to
Victoria's
report
about
you,
know
the
the
impact
of
the
pandemic,
the
subsequent
impact
of
cost
of
living
crisis
and
the
ability
of
a
system
to
deal
with
a
pressure
that
is
that
is
set
up
to
to
to
you
know:
Drive
Financial,
challenge
to
to
the
council
Alone
in
a
way
that
just
isn't
isn't
sustainable
and
that's
right
across
the
country
and
it's
a
system
that
I
think
DFE
does
recognize
they
need
to.
G
They
need
to
look
at
so
yeah,
but
I'm
sure
that
Julie
can
provide
more
more
detail
and
reassurance.
Julie.
A
E
Thank
you
absolutely
councilor,
lamb.
You
know
at
the
end
of
the
day,
and
you
know
we
are
in
the
rules
that
we're
in
you
know
every
level
of
the
direction
we
choose
to
work
with
Children
and
Families.
We
choose
to
come
into
the
public
sector
because
we've
got
a
vocation,
you
know,
and
that
vocation
is
to
deliver
the
very
very
best
service
and
the
best
quality
service
that
we
can
for
children
and
families
and
Central
to
that
is
a
focus
on
best
practice.
E
You
know
and
that
culture
you
know
the
culture
that
we
talk
about
in
needs
of
working
with.
You
know
so
really
seeing
our
children
our
families
as
our
key
Partners.
You
know
the
importance
of
listening
to
them.
You
know
absolutely
and
actually
acknowledging
where
we
don't
get
it
right.
You
know
we
are
a
large
core
City.
We,
you
know
we're
supporting
thousands
of
Children
and
Families
and
there
will
be
times
when
we
do
not
get
it
right
and
we've
got
to
have
the
responsibility,
the
humility.
E
You
know
to
acknowledge
when
that
is
the
case,
but
you
know
I
can
speak.
You
know
on
behalf
of
you
know.
Colleagues,
right
across
the
direction,
you
know
we're
absolutely
committed
to
ensuring
that
we
get
the
best
practice
and
that
we
learn.
You
know
we
learn
elsewhere.
You
know
so
again.
We
we
look
outwards.
We've
recently
had
Carlin
Fuhrman.
Who
is
a
renowned?
You
know,
academic
in
terms
of
risk
outside
the
home.
E
E
You
know
since
2016
2018,
so
with
the
best
will
in
the
world.
You
know
that
does
create
additional
pressures
and
additional
challenges,
as
we've
talked
about,
but
key
to
everything
that
we're
doing
Liz
has
got
to
be
keeping
the
child
at
the
center.
You
know,
and
in
order
to
do
that
effectively,
is
about
that
focus
on
practice
and
we'll
never
take
our
eye
off
that
yeah.
L
You,
and,
and
and
thanks
for
that
commitment,
around
keeping
children
safe
in
the
city,
Julie
and
Tom
I
think
it's
really
important,
but
just
to
move
back
to
the
finances
as
we
are
on
a
financial
paper,
if
that's
okay
as
us
as
I,
sat
out
at
the
beginning,
when
I
was
introducing
the
report,
we're
in
a
very
challenging
position
financially
and
indeed
is
likely
to
get
worse
before
it
gets
better
as
a
local
Authority.
L
We
are
currently
underfunded
by
government
and
clearly
we
are
seeing
coming
through
the
pressures
in
all
service
areas
at
the
moment,
because
the
the
budget
is
just
not
sufficient
enough
to
cover
the
need
and
the
demand
within
the
city.
Clearly,
children's
is
obviously
where
the
biggest
demand
lies
at
the
moment
and
you've
heard
about
the
national
effect
of
that
demand
as
well.
Today,
I
think.
L
As
a
as
a
as
an
authority,
we
bring
to
Executive
Board
every
month
a
clear,
open,
transparent
report
on
our
finances
that
details
to
you,
the
the
position
that
that
we
are
currently
in
at
that
period
in
time,
and
we
also
have
yourself
Castle
arms
sitting
as
an
independent
member
of
the
opposition
and
to
who
gets
those
papers
and
is
able
to
comment
them.
As
you
have
done
today.
L
Clearly,
I
would
add
to
the
commitment
that
we
we
have
around
that
and
around
our
scrutiny,
Arrangements,
that
the
work
that
we're
undertaken
in
several
work
stream
areas
to
do
with
bringing
hopefully
the
the
position
of
the
overspend
into
a
better
position
that
I'm
more
than
happy
to
meet
outside
of
executive
bar
to
ensure
that
you
have
as
up
to
date,
briefing
as
possible
on
The
Current
financial
position
and
also
the
action
plan
and
the
work
going
on
to
bring
that
into
line
and
I'm
happy
to
to
set
that
up
for
you
and
ensure
that
that
that's
done
as
well
as
I
mentioned
earlier.
A
N
You
leader,
this
report,
brings
a
further
update
on
the
council's
position
regarding
the
cost
of
living
crisis
and
the
actions
we've
taken
with
our
partners
to
help
tackle
it.
Since
our
last
update
back
in
March,
it
outlines
the
great
work
being
done
across
the
council
and
what
support
is
being
delivered
by
Leeds
city
council,
our
third
sector
Partners,
first
groups
and
others.
N
Our
local
welfare
support
is
facing
unprecedented,
unprecedented
and
unsustainable
demand.
Our
welfare
rights
unit
is
facing
a
situation
where
clients
are
increasingly
receiving
all
the
benefits
that
they
are
entitled
to,
but
are
still
unable
to
pay
for
the
essentials.
A
sobering
thought,
with
inflation
still
high
the
energy
price
guarantee
effectively
coming
to
an
end
and
basic
income
not
sufficient
to
make
meet
basic
needs.
N
The
appendices
to
the
report
go
into
much
greater
detail
and
data
of
what's
being
achieved,
but
they
also
show
some
very
much
stack
statistics.
Some
case
studies
are
also
a
reference
within
the
report
from
some
of
our
third
sector
Partners.
It
seems
wrong
to
sit
in
some
ways
to
say
that
it's
a
good
report
due
to
the
nature
of
some
of
the
content,
but
as
ever,
the
teams
are
working
to
ensure
our
residents
are
supported
when
and
where
needed.
N
I'd
like
to
thank
our
teams
for
their
continued
support
and
dedication
when
dealing
with
people
in
such
difficult
circumstances,
it
cannot
be
easy
for
them
to
face
day
to
day
in
Day
Out.
Obviously,
we
will
bring
further
updates,
as
the
cost
of
living
crisis
doesn't
appear
to
be
easing
as
yet,
but
we
can
rest
assured
that
we
are
always
doing
all
we
can
and
will
continue
to
do
everything
we
can
to
support
our
residents
across
the
city.
Thank
you.
A
Thank
you,
councilor
Holland,
or
any
comments
on
this
paper.
Please,
okay,
don't
see
anybody
else
wanting
to
come
in
so
I
will
thank
the
officers
for
all
their
work
on
developing
this
strategy
and
supporting
people
in
the
city
and
thank
you,
councilor
Harland
I'll
turn
to
the
recommendations
on
page
263
and
take
it.
The
bodies
happy
with
this
paper.
N
Thank
you
again,
leader,
so
I'm
pleased
to
bring
the
annual
equality
report
on
progress
against
our
equality
Improvement
priorities
to
exec
mode
for
the
22-23
period.
As
members
will
be
aware,
we
have
a
duty
under
the
equality
act
2010
to
set
out
equality,
Improvement
priorities
and
report
against
these
annually.
N
There
is
an
expectation
that
the
content
of
these
priorities
reflect
the
size
and
functions
of
the
relevant
public
sector
organizations
setting
them.
The
priorities
are
a
snapshot
of
the
extensive
work
taking
place
across
the
council
and
are
supported
by
a
much
wider
range
of
work
within
the
organization
and
the
city
to
make
us
the
best
city
for
equality,
diversity
and
inclusion
work.
N
N
The
report
shows
that
leads
into
one
of
the
most
diverse
local
Authority
areas
in
the
country,
and
this
is
reflected
in
the
results
of
the
consensus.
Sorry,
sensors,
not
consensus,
2021.
The
city
continues
to
have
a
large
number
of
people
who
identify
as
disabled
at
a
very
varied
Faith
landscape
we've
seen
increases
in
both
the
youngest
and
oldest
age.
Demographics.
The
proportion
of
people
from
ethnic
alert,
diverse
backgrounds,
is
increased
significantly
since
2011,
with
over
a
quarter
of
the
population
now
from
non-white,
British
backgrounds.
N
We
have
also
included,
apart
the
year,
update
against
the
three
pillars
of
the
EDI
action
plan
in
the
report
on
the
council
as
an
employer,
our
service
delivery
and
our
work
with
people
and
communities,
as
shown
in
the
previous
cost
of
living
update
report
inequalities
continue
to
impact
households
in
Leeds
and
across
the
country,
and
whilst
this
report
shows
the
breadth
and
depth
of
what
we
do
on
this
very
important
gender,
we
also
recognize.
We
still
have
more
to
do.
N
C
Thank
you,
Chad
just
I'd,
like
a
little
more
information
and
clarity
about
the
role
of
the
freedom
to
speak
up
guardian
and
why
we
felt
the
need
to
to
introduce
it.
My
understanding
is
that
there
is
still
a
lot
of
Staff
in
this
organization
that
feel
they
are
being
held
back
or
missing
out
on
opportunities
because
of
their
characteristics
and
I
was
surprised.
C
J
Thank
you
yes
happy
to
come
in
here.
We
felt
very
much
the
need
to
look
at
what
we
were
doing
in
Social
care,
both
adults
and
children,
social
care
about
our
staff's
experiences
of
doing
the
job
every
day,
both
in
terms
of
their
experiences
in
when
talking
to
and
meeting
with
communities,
but
also
in
their
experiences
as
members
of
Staff
in
our
respective
directorates,
and
it
was
very
much
on
the
model
that
the
NHS
has
already
in
place.
J
The
NHS
has
freedom
to
speak
up,
Guardians,
to
provide
a
confidential
and
Anonymous
place
for
staff
to
go
and
talk
about
their
experiences,
and
they
could
be
related
to
the
work
that
they
do
every
day
or
it
could
be
around
the
support
they
receive
from
their
managers
and-
and
this
came
about
as
a
result
of
the
workforce-
race,
equality
standard.
So
we
piloted
back
in
2019.
We
were
one
of
17
authorities
that
put
our
hands
up
to
say.
We
would
like
to
Pilot
looking
at
the
workforce.
J
Race
equality
standard
within
leads
really
very
much
focusing
on
the
experience
of
our
social
work
staff
in
adults
and
children's
and
part
of
that
pilot
entailed
looking
out
and
talking
to
her
staff
around
how
they
were
feeling
and
a
number
of
recommendations
came
about
from
that
Workforce
race,
equality,
standard
review,
as
it
were,
and
in
parallel
to
that,
what
we
decided
was
to
address
some
of
the
concerns
that
staff
were
experiencing
by
developing
this
post
of
freedom
to
speak
up
Guardian
a
unique
Post
in
local
authorities.
J
No
other
local
Authority
has
done
it
but,
as
I
say
modeling
on
the
benefits
that
that
role
was
bringing
to
our
NHS
Partners.
So
we
thought
we
also
want
to
be
proactive
around
giving
our
staff
the
opportunity
and
a
a
safe
space
where
they
might
want
to
raise
their
concerns.
Now
this
isn't
specifically
about
people's
experiences
around
racism
or
ethnicity.
J
J
So
we
and
and
that's
how
we've
developed
the
freedom
to
speak
up,
Guardian
role
that
that
the
person
in
that
post,
Vanessa
Wenham,
has
been
in
post
for
several
months.
Now
we
meet
with
her
regularly
and
her
feedback
is
that
this
is
not
just
about
our
Workforce
that
are
from
ethnically
diverse
backgrounds.
She
hears
and
speaks
to
staff
from
all
disciplines
and
all
backgrounds.
So
just
a
bit
of
a
reassurance
that
it
isn't
specific
to
ethnicity
and
race.
G
I
I
just
aren't
just
fully
support
what
what
Caroline
said
and
and
just
add
that
I
I
see
it
very
much
as
a
a
shot,
and
you
know
example
of
a
confident
organization
in
this
area
that
that
we
can
put
a
post
like
this
in
place.
I
think
we
do
generally
have
a
good
track
record.
I
think
we've
got
a
good
history
and
you
know,
as
you
said,
a
new
question.
It's
one
that
we've
always
you
know,
we've
always
taken
extremely
seriously.
G
It's
one
of
the
reasons
I
came
to
Leeds
because
of
its
track
record
in
this
area
and
I
think
we're
doing
fantastic
work.
However,
we're
a
big
organization
we're
very
diverse.
G
We
run
lots
and
lots
of
different
services
so
to
have
a
a
single
culture
across
the
whole
of
15
000
people
is
really
hard
and,
having
you
know,
the
processes
we
have
in
place,
you
know
through
HR
and
through
you
know,
through
the
unions
through
through
our
our
staff
networks,
all
add
layers,
if
you
like,
of
reassure
and
that
we're
we've
got
the
right
things
in
place
to
do
the
job
that
we
need
doing.
G
Actually,
in
my
experience-
and
that
was
a
survey
of
over
8
000
people,
however,
a
lot
of
people
didn't
fill
in
the
survey
and
a
lot
of
people
in
a
big
organization
sometimes
feel
that
if
they
speak
up,
they
might
be
penalized
in
some
way,
even
though
from
my
position
and
from
I'm
sure
all
members
position
around
this
table,
we
wouldn't
that
want
that
to
be
the
case
so
having
something
like
the
freedom
speak
up.
G
Guardian,
which
has
worked
well
in
the
NHS,
was
an
innovation
that
we
felt
was
important
to
bring
in
and
Vanessa's
doing,
a
fantastic
job.
I
see
all
the
individual
cases
and-
and
there
is
a
real
mixture
but
I
think
it
definitely
is
adding
value
and
maybe
hitting
those
areas
of
the
council
that
we
just
don't
quite
manage
to
reach
in
the
in
all
the
other
things
that
we're
doing
with
good
intent.
L
Yeah,
thank
you
ladron
and
I'd
just
like
to
add
to
agree
with
what
what's
already
been
said,
but
just
to
add
to
that
that
there
is
a
lot
of
work.
That's
that's
going
on
analyzing
the
results
of
these
recent
staff
surveys,
star
survey
and
and
it
will
be
going
to
scrutiny
and
in
September
with
all
of
that
detail.
It
will
also
then
be
coming
to
executive
board,
so
we'll
have
the
opportunity
to
discuss
it
again
at
executive
board
with
the
results
of
that.
L
But
the
kind
of
headline
that's
coming
out
of
that
is
the
our
staff.
Are,
you
know
happy
in
the
areas
that
they're
working
in-
and
the
other
thing
to
know
is
the
level
of
work
that's
going
on
in
equality,
diversity
and
inclusion
within
the
organization,
and
there
will
be
a
paper
coming
to
an
executive
board
around
all
of
that
work.
L
That's
that's
that
we've
been
undertaking
from
the
to
be
our
best
program
with
2
200
managers
and
mandatory
training
in
EDI
for
all
of
those
managers
to
be
able
to
Cascade
that
throughout
the
organization,
so
that
that
work
and
all
that
detail
will
be
coming
through
to
Executive
Bard.
Hopefully
Council
alham,
to
reassure
you
around
the
work
that
we're
doing
as
an
organization
to
ensure
that
that
we
are
a
a
an
equal,
a
diverse
and
inclusive
organization.
C
You
chair
welcome
the
information
that's
going
to
come
back
to
us
and
that's
what
I
was
going
to
ask
by
a
way
of
a
follow-up.
I'll,
certainly
keep
an
open
mind
to
Fritter.
I
was
a
surprise
to
me
that
the
implication
of
having
this
post
is
that
some
of
our
staff
didn't
feel
free
to
speak
up
and
I
didn't
feel
that
was
the
kind
of
organization
we
are
I
think
in
the
main.
We're
certainly
not
but
I'll
be
interested
to
see
what
the
results
are
and
I
hope.
C
I'll
keep
an
open
mind,
but
you'd
hope
it
wasn't
necessary
to
have
it
that
our
managers
can
deal
with
those
queries.
But
I
look
forward
to
the
information
coming
back.
A
Thank
you,
Council.
Are
there
any
more
comments
on
this
report?
Please
I,
don't
see
anything
else
coming
in
so
I'll
turn
to
the
recommendations
on
page
299
in
the
scene.
The
board
is
happy
with
those
recommendations.
Thank
you
and
thank
you.
Councilor
Holland
and
we'll
move
on
to
councilor
fixed
papers.
Please
in
1913.
O
Thank
you.
Thank
you
leader.
This
is
the
annual
report
for
lease
pie.
District
heating
Network,
which
is
well
establish
across
the
Leeds
following
three
main
faces.
The
latest
is,
is
due
to
be
completed
in
early
2024..
Customers
continue
to
connect
to
the
network
and
there's
been
a
rapid
increase
in
the
number
of
prospective
customers.
I
think
paragraph
15
in
the
report
explains
who
are
who
are
continuing
to
you
know
connect
with
our
network.
O
The
annual
report
also
provides
an
update
of
the
progress
since
the
last
report,
which
was
brought
to
Executive
Board
in
November
2022
somebody
with
a
performance
of
the
network
over
the
past
year,
and
it
provides
a
performance
forecast
for
2020
324,
an
outline
of
planned
construction,
including
seeking
approval
from
application
to
the
green
heat
Network
for
London
gransky,
an
update
on
the
continuing
and
development
of
heat,
heat,
Network
and
Zoning
policy
by
central
government.
An
update
on
the
council's
plans
submit
an
application.
O
The
heat
trust
for
accreditation
to
Quality
assure
the
network
and
prepare
forthcoming
regulation.
Paragraph
18
table
3
explains
the
benefits
and
savings
to
customers
bought
in
terms
of
our
own
Civic
buildings,
businesses,
non-domestic
customers
and
also
housing
leads
residents
as
well.
We
are
also
looking
to
you
know,
expand
the
scheme
as
health
banking
around
Wellington
Street.
All
in
all,
I
think.
You
know
it's
a
very
positive
story.
O
It's
a
it's
one
of
the
Exemplar
projects
of
his
kind
around
around
the
country,
so
the
recommendation
of
the
report
will
support
is
is
to
support
the
contigued
expunge
of
the
network
and
further
and
sounds
The
council's
credibility
to
the
market.
A
C
Thank
you,
chair,
I,
think
I
would
agree
with
counselor
I
think
this
is
a
success
story.
So
far
for
the
council,
I
thought
my
my
questions
are
really
around
one
hour
on
track
to
for
it
to
come
into
Surplus
as
per
the
the
project
plans.
P
Yeah
sure
so,
yes,
we
are
on
track
to
coming
to
Surplus,
we've
seen
a
massive
growth
over
the
last
year
or
so,
especially
with
the
changes
in
Energy
prices,
so
that
that's
positive,
I
think
what
your
second
question
was.
Can
remember
your
third.
What
was
sorry,
can
you
just
say
your
second
question
again
so.
C
P
I'd
written
down
the
answer
to
the
question,
but
not
the
question:
it's
really
me
so
we're
using
about
15
of
the
heat
at
the
moment.
So
it's
still
got
a
lot
of
potential
for
further
expansion,
I
suppose
the
other
thing
to
bear
in
mind.
That's
linking
it
to
the
energy
from
waste
plant
with
our
next
stage
of
expansion,
we're
looking
to
bring
in
additional
heat
sources.
So
actually
that
changes
it
again.
P
So
there
is
an
ultimate
limit
in
certain
bits
of
the
pipe
Network.
So
we're
doing
an
order
at
the
moment
to
see
where
the
pinch
points
are.
But
it's
got
a
long
way
to
go
before
we
reach
that
capacity
and
it's
got
other
ways
of
expanding
so
and
then
the
third
one
about
risk
of
expansion.
P
P
So
I
think
when
we
look
to
expand
into
something
like
the
South
Bank,
there
has
to
be
multiple
customers
in
order
to
make
sure
that
that's
a
sure
decision,
but
I
think
we've
evidence
that
we've
done
that
all
the
way
today,
so
I
feel
confident
that
we'll
carry
on
along
those
lines.
A
O
Thank
you.
Thank
you
chair.
This
report
has
been
brought
a
result
of
the
white
paper
that
was
brought
to
full
Council
in
January
of
this
year,
which
requested
that
we
look
at
the
potential
Community
bonds
report.
I'll
also
outline
the
progress
date
on
climate
emergency
since
2019,
including
details
of
money
spent
and
the
reason
half
a
billion
on
related
projects
and
initiatives
going
back
to
the
community
bonds.
O
No,
the
council's
focus
is,
it
is,
is
to
focus
his
resources
on
key
areas
of
action
that
will
accelerate
our
path
to
Net
Zero,
for
example,
I
work
with
the
Lloyd's
to
develop
a
retro
scheme
from
homeowners
or
or
to
leverage
further
investment
from
from
our
commercial
sector,
from
businesses
to
roll
out
or
match
fund
the
grant
funding
to
roll
out
the
electric
vehicle
infrastructure
other
than
that
I.
O
Think
I
mentioned
about
the
the
actual
raising
awareness
and
engagement,
I,
think
the
complex
policy
framework
and
the
lack
of
availability
of
skills
in
supply
chain,
often
bigger
bodies
than
the
ability
of
Finance.
In
this
case,
the
theme
is
actually
working
hard.
We've
continued
to
to
deliver
an
average
of
35
billion
per
year,
grant
funding
and
the
fund
these
countries
for
23
24
expected
to
contribute
the
same
level
as
as
previous
years
again.
I'll
stop
there
and
happy
to
take
any
comments.
Questions.
C
One
simple
question
for
councilor
I.
Think
just
do.
Do
you
agree
with
me
that
what
the
paper
demonstrates
clearly
is
that
municipal
bonds
are
not
the
right
option
for
the
council
at
the
moment.
O
I
think
we
when,
as
I
said
you
know,
Finance,
isn't
our
biggest
problem,
it's
some
of
the
other
things
and
if
it
you
know
to
raise
a
million
to
do
all
that
work
to
manage
the
bonds
and,
and
then
the
company
and
the
report
explains
obviously
that
our
other
Council
have
done
it.
But
you
know
we're
not
blocking
about
multi-million
pounds,
I
think
I
think
you're
looking
at
maybe
a
half
a
million
700
000,
a
million
the
most
and
and
the
administrative
work
involved.
A
Thank
you
if
nobody
else
wants
to
comment
on
this
paper,
we'll
turn
to
the
recommendations
which
again
confirms
the
question
Council
I'm
around
it
not
been
the
right
option
at
the
moment,
so
I
see
everybody
on
the
board
is
happy
with
happy
with
those
recommendations.
Thank
you.
Thank
you,
Council
Rafiq
and
we're
on
to
council
lennox's
paper.
Please.
Q
Thank
you,
chair
and
I'm
really
pleased
to
introduce
this
paper,
which
is
the
revised
homelessness
strategy
for
2023
to
2028,
and
so,
if
accepted,
this
will
run
for
five
years
as
our
strategy
to
replace
the
previous
2019
strategy
and
as
a
local
Authority,
we
do
have
a
legal
requirement
to
refresh
these
on
a
regular
basis.
Q
This
strategy
covers
a
number
of
key
themes
for
the
service,
including
four
Ambitions,
which
have
been
identified,
which,
namely,
are
Universal
prevention,
which
seeks
to
strengthen
Partnerships,
both
internally
and
externally
and
I.
Think
at
this
point
it's
just
worth
mentioning
that
we
have
a
really
really
good
record
on
homelessness
prevention
in
our
city,
which
is
down
to
those
Partnerships.
Q
Our
record
is
that
70
75
of
people
faced
with
homelessness
in
the
city
are
supported
into
accommodation
and
the
national
picture.
That's
some
of
the
highest
in
the
country.
The
national
picture
is
52
of
homelessness
is
prevented,
so
just
a
real
to
underline
what
our
code
on
that
is.
Q
The
second
of
this
of
the
key
themes
is
targeted
prevention,
which
is
particularly
for
Under
and
Over
represented
groups
of
people
within
the
city.
The
third
is
Intervention,
which
is
for
those
at
risk
of
homelessness,
to
ensure
tenancy,
sustainment
and
the
fourth
being
an
integrated
approach
to
building
on
our
support
model,
to
make
sure
that
the
right
mix
of
options
are
available
to
assist
those
facing
homelessness.
Q
Q
Through
the
rough
sleeper
accommodation
program
in
the
city
to
provide
accommodation
and
intensive
support
to
those
most
in
need
and
consistent
with
the
strong
performance
that
I
mentioned
before
sorry,
the
figure
is
around
80,
which
is
considerably
higher
than
the
national
figure
which
is
now
at
54.
So
that's
those
are
updated
figures
and
that's
our
extremely
no
low
numbers
of
applicants
to
housing
options
are
being
placed
in
temporary
accommodation.
We
also
have
an
exemplary
record
on
that.
We've
got
around
140
I.
Q
Think
as
of
today,
it's
149
people
in
in
temporary
accommodation,
which
in
compared
with
other
core
cities,
is,
is
a
very,
very
different
figure.
Some
are
running
into
their
thousands
in
temporary
accommodation.
That
said,
we're
not
complacent
and
I
will
be
working
hard
with
the
service
to
ensure
that
housing
options
remains
a
strong
performer
nationally
to
present
prevent
homelessness
in
the
city,
particularly
given
the
recent
challenges
faced
around
affordability
and
the
increased
demand
from
customers
for
assistance.
Q
So
the
board
today
is
asked
to
consider
the
recommendations
of
the
report
and
approve
the
new
strategy,
approve
our
prevention
Ambitions
and
approve
the
focus
on
overrepresented
groups,
namely
16
and
17
year
olds,
and
potentially
those
within
the
LGBT
community,
black
African
Caribbean
and
black
British
homelessness
applicants
and
also
to
note
the
financial
risks
associated
with
the
increased
use
of
emergency
accommodation.
Thank
you,
chair,
happy
to
take
any
questions.
C
Thank
you
chair.
It's
quite
brief.
Again,
I
had
a
very
good
briefing
from
Kerry
earlier
in
the
week
and
I
know
it's
her
first
first
executive
board,
so
I
promised
I
wouldn't
be
too
too
challenging
and
so
Council
lennox's
first
paper
as
well.
So
my
request
again
I
absolutely
support
the
the
aims
and
objectives.
C
The
question
is
really
about
metrics
again
and
measuring
so
that
we
can
really
be
robust
and
focused
on
delivering
the
right
outcomes
and
what
are
the
things
that
we're
going
to
measure
specifically
how
we
know
a
year
from
now
that
we've
made
good
progress
and
we're
happy
with
the
progress
that
we've
made.
R
Thank
you.
So
we
did
a
review
of
all
our
data
in
January
2023,
so
that
has
enabled
us
to
see
where
the
greatest
need
is.
So
we
need.
What
we
need
to
be
doing
now
is
really
slicing
down
that
data
and
understanding.
You
know
what
postcodes
in
the
city
are
over
represented,
what
the
family
compositions
are
like,
and
then
we
can
really
do
sort
of
more
targeted
Outreach
to
those
groups.
R
More
targeted
communication
in
in
the
local
communities
work
with
organizations
within
the
communities
to
make
sure
that
we
are
targeting
the
people
most
in
need
and
the
data
we
have
is
gonna
and
will
enable
us
to
do
that.
So,
hopefully
we'll
be
able
to
review
it
six
months
and
see
whether
we've
made
a
difference.