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A
Good
afternoon,
everybody
and
welcome
to
the
September
meeting
of
Leeds
Council
executive
board,
I'm
I'm,
going
to
ask
everybody
here
to
remind
to
remember
that
this
meeting
is
webcast,
live
and
welcome
anybody
watching
online
and
I'm
going
to
turn
now
this
to
the
formal
start
of
the
meeting
so
item
one,
please:
are
there
any
appeals
against
refusal
of
inspection
of
documents.
B
Chair
should
the
board
be
agreeable
and
appendices
one
to
three
of
a
generator
and
15,
which
is
the
provision
of
a
loan
for
Leeds
culture,
trust
to
cover
culture
sector,
tax
relief
claims
designated
as
being
exempt
from
publication
and
access
to
information.
Procedural
10.43
would
be
considered
in
private
at
the
conclusion
of
the
public
part
of
the
meeting.
A
Thank
you
item
three.
Are
there
any
late
items
please
and.
B
To
confirm
chair,
there
are
no
formulate
items
of
business.
However,
with
your
agreement,
supplementary
information
has
been
circulated
to
board
members
and
published
in
the
form
of
appendix
to
item
13,
which
is
the
leads
inclusive
growth
strategy,
2023
2030
the
numbers
consideration
under
that
item.
B
A
Great
thank
you
item
four
I'm
going
to
turn
to
the
board
and
see
if
there's
any
Declarations
of
Interest
Council
Pryor.
Please.
C
It's
not
a
pecuniary
interest,
but
just
with
relation
to
item
15
I
am
a
trustee
of
the
lead
culture,
trust-
and
this
is
role
I
was
appointed
to
by
the
council
and
so
I'm
not
required
to
declare
an
interest
on
the
council's
code
of
conduct.
I
just
want
to
make
it
clear
to
the
board
that,
in
my
exec
board
role,
I'll
of
course
make
a
decision
on
what
is
in
the
best
interest
of
the
council,
not
with
withstanding
my
position
as
it
leads
culture
trusted
trustee.
A
Are
there
any
more
Declarations
of
Interest,
please
no
so
I'm
going
to
turn
to
item
five,
which
is
a
minute
of
the
July
meeting
just
before
we
get
to
that
one
of
the
items
in
the
July
meeting
minutes
was
we
agreed
to
agree
the
June
meeting
minutes,
subject
to
a
matter
of
accuracy
raised
by
councilor
lamine
looked
into,
we've
had
a
look
at
that
I've
considered
it
and,
as
a
chair
I'm
satisfied
that
the
minutes
of
the
June
meeting
were
a
correct
record,
as
agreed
by
the
board
in
July.
A
So
I'm
going
to
move
on
to
the
the
minutes
of
the
July
meeting
and
check
everybody's
happy.
They
are
an
accurate
record.
Take
it
everybody
is
it's
a
great
thank
you
and
we'll
move
on
then
to
the
first
paper
on
today's
exec
board,
which
is
item
six,
please
counselor,
Hayden.
D
This
is
the
lead
rail
infrastructure,
integrated
rail
plan
for
the
North
and
Midlands,
so
this
report
provides
an
update
on
the
government's
delivery
of
the
integrated
rail
plan
and
seeks
endorsement
of
the
SLC
rail
recommendation
for
a
phased
approach
towards
a
delivery
of
rail
capacity,
frequency
and
connectivity
for
the
Eastern
regions
and,
in
particular,
the
initial
delivery
of
a
t-state
shape,
a
t-shaped
station
in
Leeds
and
aligned
to
connect
into
the
upgraded
and
electrified
route
from
Sheffield
to
mothop,
and
it's
quite
a
technical
report
and
I
presented
to
accept
board
for
consideration
of
the
recommendations.
A
E
It's
a
big
question
and
then
a
comment.
So
just
wonder
if
you
could
talk
us
through
any
potential
impacts
on
allocated
sites
in
the
city
center
and
around
from
from
The
Proposal.
F
F
So
in
that
sense
it
doesn't
really
impact
on
our
site
allocations
other
than
the
legacy
of
the
junction
45
land
that
we
allocated
in
the
Enterprise
Zone
for
employment
purposes,
which
is
the
subject
of
the
depot
proposal
which
still
sits
there
I
think
looking
outside
of
the
SLC
rail
report.
It
then
comes
into.
Are
there
any
potential
implications
for
allocated
sites
for
the
government's
proposals
in
its
terms
of
reference
and
the
five
options
that
sit
there
and
whilst
they're
not
been
progressed
in
detail?
F
Yet,
given
the
constraints
around
the
existing
station
and
the
East-West
alignment,
the
potential
exists
for
some
clash
with
existing
site
allocations,
subject
to
the
detail
of
that
word,
that
that
is
a
risk.
But
it's
not
known
yet
in
terms
of
definitively
until
that
work
and
those
proposals
come
forward
for
how
hs2
trains
would
come
to
AIDS.
A
G
Tom
sorry
I
was
just
going
to
make
a
comment
about
the
the
depth
of
and
breadth
of
partnership
activity
around
this
piece
of
work,
which
is
the
the
you
know,
the
fact
that
we
can
get
all
these
all
the
authorities
on
the
Eastern
side
of
the
country.
To
agree
to
this
piece
of
work
and
and
to
put
it
Forward
into
the
process,
is,
is
very
much
Testament
to
a
lot
of
work.
G
That's
that's
gone
on
so,
although
the
the
terms
of
reference
was
delayed
for
two
years
or
so
sorry,
18
months
or
so
it
hasn't,
we,
we
haven't
sort
of
stopped
in
the
meantime
and
also
in
terms
of
partnership
working
with
the
key
agencies
and
with
DFT
there's
good
steps
forward
here
in
terms
of
commitments
to
work
together
working
groups.
G
We
have
the
Station
group
already
with
network
rail,
particularly
and
DFT,
and
there's
a
there's,
an
official
level
group
at
a
very
senior
level
in
DFT
that
myself
and
the
chief
executive
Bradford
are
involved
in
and
we're
making
sure
that
there'll
be
periodic
ministerial
and
political
meetings
as
part
of
that,
as
well
with
the
leader
and
the
mayor,
particularly
so
yeah
we're
trying
to
move
forward
in
the
context
that
is
clear
in
the
paper.
E
That's
helpful
and
reassuring
that
the
wider
point
for
me
is
I.
Think
given
where
we
are.
This
is
a
sensible
approach.
E
I
think
the
bits
that
we
still
need
to
really
grapple
with,
and
perhaps
something
can
be
brought
forward
to
Executive
Board
in
future
is
a
more
strategic
plan,
so
whether
one
station
is
sufficient
for
the
city
center
and
how
we
properly
integrate
the
train
capacity
with
bus
capacity
and
the
potential
future
mass
transit
system,
because
it
still
seems
Bonkers
to
me
that
there's
such
a
great
distance
between
the
bus
station,
the
train
station
and
I
think
we
need
to
have
a
strategic
think
about
how
we,
how
that
is,
delivered
and
looked
at
going
forward.
E
So
I'll
leave
it.
There.
G
Just
to
just
to
make
the
point
that
effectively,
this
is
a
new
station
that
we're
proposing
it's
just
it's
next
to
the
existing
station,
in
terms
of
rail
and-
and
so
there
is
a
big
argument
for
us
in
terms
of
the
you
know,
the
the
resilience
of
the
network
and
the
reliability
of
the
network,
that
that
is
that's
the
way
that
we've
tried
to
integrate
it
together.
The
point
about
bus
buses
is
is
another
one
that
we
can
come
back
to
in
the
future,
but
on
rail.
That's
the
solution
that
we're
we.
G
We
that's
one
of
the
reasons
why
we
think
we
need
to
stick
with
this
with
alongside
the
existing
station
because,
as
you
say,
we're
quite
almost
unique
in
having
such
a
big
city
with
only
one
major
station
in
the
city
center.
A
H
H
This
it's
been
temporarily
closed
since
September
of
last
year
and
that
it
wasn't
very
it
wasn't
really
viable
because
of
the
amount
of
the
provision
in
the
area.
There's
a
lot
of
private
provision,
in
particular
in
the
area
and
most
of
the
people
who
responded
to
the
consultation
about
this
have
been
in
favor,
because
it's
more
physical
space
in
the
primary
school
because
they're
not
running
the
nursery
where
people
did
race
concerns.
They
were
about
about
Choice
largely,
but
there
are.
There
are
a
lot
of
other
providers
in
that
area.
H
A
A
Take
it
the
Border
happy
with
those
so
we're
going
to
move
on
to
my
papers
under
my
portfolio
and
the
first
one
is
a
short
but
useful
report,
just
bringing
to
exec
board
the
recommendation
that
we
start
the
work
on
updating
the
best
City
Ambitions
it'll
come
back
to
November
exec
board
with
consultation
between
now
and
then
so
it
is
asking
exact
bar
to
agree
that
we
start
work
on
that.
So,
if
there's
any
comments
on
that,
please
cancel
the
alarm.
Please
yeah.
E
Thank
you
chair.
The
positive
first,
because
would
I
mean
it's
been
coming
forward
for
some
time
and
I'm
pleased
that
the
comments
have
been
made
in
previous
consultation,
we've
taken
on
board
about
measuring
and
the
sort
of
there's
an
awful
lot
of
indicators
and
things
to
measure
here.
The
bit
that
I'd
ask
for
and
I
think
it's
important
it's
in
at
this
stage,
for
people
to
consult
on
is
what's
not
clear
with
all
the
measuring
is
what
will
define
success
or
not
of
this
plan.
E
That
was
the
challenge
of
the
the
previous
10-year
iteration.
That
was
difficult
at
the
end
of
it
to
say
that
was
a
success
or
not
so
I
think
it
just
needs
something
in
there
to
clearly
Define.
What
would
success?
Look
like
from
this
this
strategy.
I
Yeah,
thank
you.
Chef
thanks,
Council
I
mean
we've
got
a
whole
range
of
things,
as
you
say,
and
we
do
want
to
sharpen
that
in
this
iteration.
I
But
equally,
we
do
need
to
just
realize
that
the
world
is
changing
so
much
that
you
know
it's
hard
to
be
absolute
and
categoric
about
what
the
what
will
be
delivered.
Given
some
of
those
changes,
I
mean
we
particularly
want
to
lots
of
the
social
Progress.
Index
that's
been
developed.
I
You
know,
through
the
inclusive
growth
strategy,
has
been
a
real
kind
of
acid
test
to
visit,
making
a
difference
on
the
ground
to
people
and
particularly
in
those
communities
that
need
things
the
most
and
then
we'll
try
and
make
sure
that
we've
got
a
good
basket
across,
in
particular
the
three
pillars
in
the
iteration
that
comes
forward
later
on
this
year.
E
Alarm
yeah
I
appreciate
that,
but
I
didn't
quite
answer
the
the
question
and
it
might
be
more
a
political
answer
rather
than
an
officer
answer,
but
what?
What
is
the
ambition
if,
if
I
asked
Tom
what
his
ambition
was
for
Middlesbrough
he'd,
be
able
to
say
it's
to
be
in
the
Premier
League
with
no
yes
and
stay
in
the
championship
be
in
the
Premier
League?
It's
clearly
definable
whether
that
was
success
or
failure
for
you.
It
would
be
Leeds
United
back
in
the
Premier
League
back
in
the
Champions
League,
that's
clearly
defined.
E
A
I
said
well,
I'll
pick
away
finish
because
again,
we
are
quite
clear
about
our
ambition
is
to
be
the
best
city
in
all
areas
that
we
all
areas
that
we
work
thing
I
do
think
it's
a
useful
challenge.
I'll
take
it
as
our
very
first
consultation
response,
a
look
as
we
take
this
work
forward
to
bring
that
back
as
we
as
we
move
forward,
but,
as
I
said,
we'll
bring
this
work
back
to
a
future
executive
board
and
again
be
very
clear
around
the
point.
A
You've
made
Council
about
how
we
how
we
use
it
as
Tom
touched
on.
We
talk
about
again
in
the
inclusive
growth
update
later
on
in
the
meeting
around
where
our
success
lies.
I
do
think
that
is
a
a
useful
Challenge
and
we'll
bring
that
back
when
we
bring
the
refreshed
best
city
ambition
back
later
in
the
year.
Are
there
any
more
comments
on
this
report?
A
Please
I,
don't
say
anything
I'm
going
to
turn
to
the
recommendations
on
page
99,
not
in
comments
made,
and
we
will
I
see
that
the
board
is
happy
with
those.
So
we'll
move
on
to
the
next
item,
which
is
the
annual
corporate
risk
and
resilience
report,
which
is
a
I,
think
it's
really
important
in
our
governance
as
an
organization
that
we
receive
this
report
at
executive
board
every
year.
A
So
as
key
decision
makers,
we
are
fully
aware
of
the
risks
that
are
within
the
activity
of
the
council
and
the
work
that
is
done
to
mitigate
those
risks.
Moving
forward,
it's
a
a
really
thorough
piece
of
work
that
the
team
put
together
on
that
and
and
the
work
across
the
council
to
try
and
make
our
if
not
make
our
lives
easier,
make
them
slightly
quieter
at
times
about
the
risk.
A
But
clearly
we
recognize
in
many
activities
of
the
that
the
council
undertakes
and
particularly
in
the
budget
pressures.
At
the
moment,
there
are
a
lot
of
risks
that
we
need
to
continue
to
continually
manage
with
that
introduction.
I'll
leave
it
there
and
see.
If
there
are
any
comments
on
the
paper,
please
Council
Alum,
please
yeah.
Thank
you,
chair.
E
The
I
I,
absolutely
the
big
red
light,
is
around
finances,
but
I
think
we're
going
to
cover
that
in
in
other
papers.
So
I
won't
bring
that
up
here
where
I
would
appreciate
a
bit
more
detail
is
around
the
increasing
risk
identified
to
safeguarding
Children
and
what's
what
that
risk
is
and
what
what
the
plan
is
for
it.
J
Thank
you
thanks.
Councilor,
lamb,
I
think
we've
talked
previously
in
the
executive
board
just
about
the
challenges
that
leads
face
in
conjunction
with
the
local
authorities
right
across
the
country,
some
of
the
national
challenges
that
we
have,
which
have
been
set
out
and
articulated
in
the
Josh
McAllister
review.
J
So
if
we
think
about
post-pandemic,
if
we
think
about
the
impact
of
poverty,
if
we
think
about
mental
health
in
particular
post-pandemic
on
children
and
families,
and
also
you
know
the
the
national
crisis
that
we've
got
around
placements
around
cost
of
placements,
but
what
I
would
say
is
we
have
a
very
clear,
successful
strategy
around
that
we
have
our
children
in
young
people's
plan.
We've
had
the
refresh
of
that
plan.
J
We
have
our
obsessions
our
outcomes,
our
priorities,
we've
had
the
ilac
last
year,
which
again
highlighted
the
strength
of
the
partnership,
the
strengths
of
of
the
lscp,
the
three
key
statutory
partners
and
The
Wider
children
and
young
people's
partnership.
That
sits
underneath
that
so
there's
an
awful
lot
of
work
going
on,
as
you
would
expect
within
the
directorate,
both
in
terms
of
our
ongoing
Performance
Management,
our
quality
assurance,
Workforce,
Development,
I.
J
Suppose
that's
scrutiny
and
grip
on
the
quality
of
our
practice,
which
essentially
is
what
will
keep
children
safe,
and
that
is
not
just
a
practice
within
the
directorate,
but
as
I've
referenced
a
practice
as
a
partnership
across
the
city.
So
our
focus
on
that
is
Relentless
both
within
the
director,
both
corporately,
but
both
at
a
strategic
level
across
the
partnership.
G
Tom
you've
done
the
same
thing.
I
just
add
that
there
is
a
lot
of
national
work
going
on
about
the
risk
in
the
sector,
more
generally,
and
a
dialogue
with
senior
civil
servants
and
ministers
about
the
challenge
in
year
Challenge
and
the
future
challenge
in
terms
of
particularly
the
impact
of
external
placements,
and
we've
submitted
some
some
material
on
that.
That's
been
helpful
to
them
and
there's
a
recent
there's.
An
nspcc
report
out
this
week.
G
I
think
that
our
last
week
that
that
really
sort
of
graphically
Illustrated,
just
how
big
the
challenge
is,
and
that
puts
additional
pressure
on
the
rest
of
the
councilors
we'll
hear
later,
and
it
puts
additional
pressure
on
the
service
who
are
trying
to
manage
the
extra
risk
in
the
system
coming
out
of
the
pandemic
and
cost
of
living
crisis,
etc,
etc.
G
So
yeah,
it's
a
really
important
issue
that
we
have
on
our
radar
within
the
council
and
I
think
it
is
important
to
say
that
it's
also
on
the
radar
of
nationally
and
of
virtually
every
council
with
this
responsibility
as
well.
H
Yeah,
if
I
could
just
add
to
that
I
was
at
the
like
a
government
Association
a
couple
of
weeks
ago,
because,
because
of
being
on
the
children
of
people's
board,
but
all
the
people
from
all
the
boards
were
there
and
the
LGA
officers
were
identifying
it
as
what
they
see
as
their
most
significant
lobbying
issue
in
terms
of
their
work
with
national
government
and
the
biggest
risks
currently
facing
councils
around
the
right,
the
overspends
on
children's
services
and
what
that
that
means
in
human
terms,
in
terms
of
more
children
coming
into
care,
but
also
it
is
identified
as
the
biggest
Financial
Risk
facing
councils.
H
And
that's
the
LGA,
as
you
know,
is
cross-party.
That
view
is
reflected
and
so
cross-party
nationally
through
the
councils
that
are
involved
with
the
LGA
stove
identified
it
as
the
biggest
risk
as
well.
The
most
important
issue
in
its
Lobby
government
on.
Thank
you.
A
Thank
you,
councilor
Bennett
I'm,
going
to
turn
to
the
recommendations
on
page
105
and
I
see
the
board
are
happy
with
those
recommendations.
So
we
move
on
to
councilor
Cooper's
items
please
and
paper
number
10.
K
Thank
you
later.
The
first
of
my
reports
today
is
the
annual
corporate
performance
report,
which
comes
to
Executive
Bard
on
a
regular
basis
annually.
It
covers
all
the
work
through
all
the
directorates
in
the
council,
and
it
highlights
performance
against
the
key
performance
indicators
that
are
in
the
report.
Executive
bars,
not
the
only
board
that
we
report
performance
to.
We
also
do
so
through
scrutiny
where
performance
goes
on
a
regular
basis
to
the
relevant
scrutiny.
K
Boards
also
performs
goes
through
to
Community
Committee
areas
and
to
other
boards,
such
as
health
and
well-being
board,
to
mention
just
one
I
think
it
seems
it
provides
some
important
information
as
well
in
terms
of
our
citizenship
tip
and
some
there's
a
there's,
a
good
infograph
that
shows
some
some
some
good
statistics
around
the
people
who
we
have
as
a
living
in
the
city.
K
The
report
also
mentions
the
new
off
log
requirements
and
the
metrics
that
that
we're
going
to
need
to
incorporate
into
our
regular
performance
reports
and
we'll
bring
further
information
back
to
executive
board
on
on
how
we
intend
to
do
that,
and
also
through
the
relevant
scrutiny
boards
too,
and
the
report
also
mentions
the
peer
review
team
that
that
visited
and
the
Departments
them
revisiting.
K
Well,
we've
already
had
the
revisit
that
took
place
last
week
and
we
await
the
report
from
that
revisit,
but
just
to
for
information
for
executive
board,
the
feedback
was
really
positive
from
that
from
that
revisit.
K
But
we
await
the
detail
as
I
say
in
the
in
the
report:
I'll
leave
it
there
chair
for
any
other
comments
or
questions.
E
You
there's
a
huge
amount
of
detailing
here
so
but
I'm
conscious.
This
will
go
to
scrutiny,
boards,
Etc
and
so
there's
just
two
areas:
I'd
like
to
ask
a
little
more
detail
about.
First
one
is
around
sickness
rates
which
stubbornly
12.84
days
and
the
target's
8.5.
So
I
wonder
if
someone
could
talk
about
what
the
impact
of
that
is
on
the
budget
and
what's
behind
that
and
what
the
action
plan
is
to
to
try
and
address
it.
I
Yeah
sure
thank
you,
chair
thanks.
Council
I
probably
have
to
get
back
to
you
on
the
precise
figure
in
terms
of
what
that
difference
means.
I.
Think
I
mean
scrutiny,
Board
of
explored
sickness,
a
lot
in
terms
of
helping
us
and
we've
been
a
big
priority
for
us,
and
you
know:
we've
had
a
really
extensive
program
in
the
last
12
months
or
so,
where
we've
really
focused
on
those
13
areas
where
the
sickness
is
the
highest
and
seeing
some
quite
dramatic
improvements.
I
But
still
you
know
further
to
further
to
go
and
and
I
know
all
directors.
It's
certainly
you
know
top
of
our
list
in
terms
of
making
sure
that
we
do
get
people.
E
Lam
yeah,
thank
you.
I
think
it
would
be
useful
to
get
some
more
information.
Perhaps
a
separate
briefing
about
having
a
rough
estimate
is
that's
about
60
000
working
days
lost
over
the
target,
which
is
obviously
when
we're
talking
about
budgets
and
things
and
impact
on
other
stuff
and
services.
Have
you
said
is
is
significant,
so
it's
right
to
be
a
priority.
E
The
second
area,
I
wonder
if
someone
could
talk
to
is
around
the
increase
in
road
traffic
incidents.
We've
gone
up
34
year
on
year,
which,
given
it
is
an
area
where
we
have
had
a
significant
amount
of
spend
in
highways,
improvements
with
the
ngt
money
and
so
on
over
years,
and
it
really
sticks
out
like
a
sore
thumb
that
we've
invested
a
lot
and
the
numbers
have
gone
the
other
way.
F
Yeah,
thank
you
chair.
So
in
terms
of
the
the
trajectory
of
those
numbers,
they
declined
over
a
number
of
years
and
then
they've
hollowed
out
and
started
to
increase.
We
then
had
the
pandemic
where
they
fell
significantly
clearly
as
a
consequence
of
much
lower
volumes
of
traffic
post
pandemic,
they
have
gone
up
and
they've
gone
up
above
to
where
they
were
pre-pandemic
in
terms
of
those
numbers,
and
so
that
is
a
concern
and
that's
one
of
the
principal
reasons
why
Leeds
as
part
of
the
wider
West
Yorkshire
initiative
are
working
on
the
vision.
F
Zero,
take
a
a
zero
tolerance
approach,
whereas
everybody's
responsibility
to
get
those
numbers
down
and
that's
where
we're
working
very
closely
with
transport
providers
that
police,
which
Yorkshire
combined
Authority
to
have
an
action
plan
and
we
go
to
scrutiny
regularly
to
focus
on
bringing
those
numbers
down,
because
it
is
a
concern
part
of
a
national
trend.
D
Thank
you
just
to
add
to
Martin's
points
there
Vision
zero,
that
there
is
nobody
killed
or
injured
on
Leeds
roads
by
2040
is
really
important
to
us.
But
as
Martin
mentioned,
it's
a
whole
system
approach,
there's
only
so
much
engineering
you
can
do
to
stop
accidents.
It's
about
Behavior
change!
It's
about
drivers
taking
responsibility,
realizing
that
it's
not
necessarily
an
accident.
The
car
doesn't
perform
on
its
own.
D
It's
all
about
responsibility
when
we're
driving
when
we're
using
the
roads
to
to
keep
everybody
safe
and
to
to
drive
properly
and
there's,
there's
so
many
so
much
engineering
out
on
money.
You
can
spend
on
roads
to
make
sure
if
Behavior
doesn't
change,
then
the
accidents
won't
sorry.
The
collisions
won't
reduce.
Thank
you.
A
K
You
calculator
item.
11
is
the
medium-term
financial
strategy
with
this
again
is
a
regular
update
that
we
bring
to
executive
board
on
the
longer
term
view
of
the
financial
situation
of
the
council
and-
and
this
report
brings
information
to
Executive
Board
around
the
money,
that's
coming
into
the
council
and
the
money
that
is
due
to
be
paid
out
from
the
council
as
well
in
terms
of
the
general
fund.
The
medium-term
financial
strategy
identifies
an
estimated
budget
gap
of
251
million
pounds
over
the
five-year
period.
K
The
the
other
element
to
this
is
the
capital
program
and
it
updates
executive
board
on
the
10-year
Capital
program
that
we
have
also
laid
out
for
you.
K
It
goes
into
other
detail
also
about
Ring
fenced
accounts,
the
HRA
and
the
which
is
the
housing
revenue
account
and
the
dedicated
schools
Grant
I'll,
leave
it
there
for
now
check.
Okay,.
E
You
chair
and
obviously
we're
going
to
come
to
the
the
current
year
in
a
minute,
so
I
think
what
this
tells
us.
We
have
to
think
differently.
E
The
the
chief
exec
choked
about
a
potential
snap
election
announcement
today,
which
some
may
hope
there
is
some
some
may
think
less
so,
but
what's
Crystal
Clear
is
whatever
the
outcome
of
an
election.
When
it
comes,
there
isn't
suddenly
going
to
be
a
whole
load,
more
money
flowing
anywhere
I
think
that's
been
made
pretty
obvious
by
all
parties.
E
So
what
this
paper
demonstrates
is
a
requirement
to
think
differently
and
to
put
my
challenge
would
be-
and
there
is
an
element
of
this
within
the
papers
is
we
have
to
look
more
to
Partners,
who
perhaps
haven't
had
to
face
the
same
Financial
challenges
to
date,
as
local
government
has
I'm
thinking
of
the
devolved
authorities,
where
the
last
time
we
met
the
next
day,
was
a
meeting
of
weiker
and
I
came
away
from
here
thinking.
E
Well,
we're
doing
all
we
can
to
scrape
around
and
find
the
money
to
do
the
things
we're
required
to
do,
and
then
I
went
to
Waco
the
next
day
and
felt
the
exact
opposite
that
it
felt
like
an
organization
scrambling
around
trying
to
find
things
to
spend
all
this
money
on
and
I
think
there's
some
conversations
to
be
had
about
how
we
look
at
the
responsibilities
each
organization
has
and
how
there's
a
more
joined
up
strategic
approach
and
how
we
make
Devolution
really
work
and
also
as
an
element
in
the
health
service,
where
I
fully
accept.
E
There
are
a
lot
of
pressures
there,
but
the
challenge
they
face
with
ring
fence,
protected
budgets
for
the
last
decade
or
so
is
very
different,
and
there
are
a
lot
of
shared
outcomes
where
I
think
that's
really.
The
challenge
is
to
think
differently
about
how
we
deliver
services
and
how
we
look
at
working
in
Partners,
who
perhaps
are
in
a
better
financial
position
than
we
are
so
I.
Just
wonder
what
the
thinking
is
around
those
kind
of
things.
K
Well,
if
I
can
start
and
if
there's
any
further
detail,
need
and
I'm
sure
that
Victoria
and
Mariana
May
want
to
come
in,
but
as
you
would
expect,
councilor
Lam.
All
of
that
work
has
been
undertaken,
given
how
our
really
challenging
financial
situation
that
that
we
are
in
as
a
council.
So
the
work
with
our
partners
around
you
know
what
we
might
be
able
to
do
differently
in
terms
of
the
partnership
work
with
them.
K
What
we
fund,
what
they
fund
and
how
we
may
look
at
it
do
things
differently
is
already
happening,
as
is
lots
of
conversations
within
our
organization
within
the
council
as
to
what
we
can
look
at
in
terms
of
saving
money
and
more
of
those
proposals
will
be
brought
to
Executive
Board
in
October
around
the
current
year
pressures
and
also
about
next
year's
pressures.
K
But
we
are
facing
significant
pressures
in
this
organization,
and
there
is
no
doubt
that
we
are
going
to
have
to
take
some
difficult
decisions
in
the
the
few
months
ahead
of
us.
A
Do
anybody
else
like
to
come
on
in
on
this
report?
Please
I
think
it's
worth
just
on
the
on
on
the
biker
comment,
because
I
was
at
the
same
meeting
as
well.
I
mean
clearly.
The
current
government
has
chosen
the
funnel
funding
through,
like
for
a
number
of
areas.
I,
don't
feel
any
of
the
transport
investment
or
money
to
regenerate
Brownfield
areas.
A
We
that
was
agreed
at
the
waika
meeting
that
would
come
to
us
is
is
particularly,
is
important,
work
and
and
work
that
we
would
work
that
we
would
all
support.
So
I
do
think
again.
There
are
some
decisions
around
how
the
government
has
decided
to
fund
regeneration
and
transport
and
infrastructure
investment.
A
That
means
that,
like
I
say,
that
means
that
we
do
receive
a
significant
amount
of
money
through
waiko
when
we
going
back
to
when
we
signed
up
to
the
evolution.
One
of
the
main
reasons
we
signed
up
to
it
was
to
get
more
resources
into
more
resources
into
sort
of
the
vital
things
that
we
need
and
the
only
route
the
government
made
available
to
us
at
that
time
was
Devolution,
so
I,
don't
think.
A
There's
some
important
work
to
do
around
making
sure
we're
maximizing
the
benefits
of
maximizing
the
benefits
of
devolution
and
also
making
sure
that
why
crew
are
working
with
those
two
on
our
key
priorities,
as
well
as
a
city
to
make
sure
we're
able
to
move
forward
on
on
on
on
those
as
well.
So
if
there's,
nobody
else
wants
to
come
in
on
this
paper,
I'll
turn
to
the
recommendations
on
page
179
and
see
everybody's
happy
with
those
recommendations.
So
if
we
move
on
to
8
and
12,
please.
K
Thank
you
later
and-
and
the
next
of
my
purpose
is
also
one
of
the
financial
reports
and
that's
on
the
Current
financial
reporting
of
month.
Four
and
I
just
want
to
say
that
they
at
the
outset
of
my
introductions
today
that
I
want
to
thank
the
Victoria
and
the
financial
team
for
the
work
that
they've
they've
done
in
bringing
together
the
information
and
and
all
the
information
about
the
work.
That's
been
done
to
try
and
and
mitigate
the
financial
position
that
the
the
council
are
in.
K
It
also
gives
me
enough
pleasure
in
reporting
to
Executive
Board
the
month,
for
we
are
projected
I,
don't
know
of
a
spend
of
33.9
million
pounds
at
the
last
executive
board
meeting.
We
did
say
that
it
was
likely
to
get
worse
before
it
got
better
for
us,
and
indeed
that
has
happened.
K
So
the
report
gives
some
more
detail
for
executive
board
members
about
the
work
that's
been
undertaken
to
try
and
mitigate
get
those
pressures,
such
as
absorbing
the
in-ear
pressures
and
staying
within
budget,
a
recruitment
phrase,
an
essential
spend
phrase
as
well
as
a
non-essential.
Stone
phrase.
K
Sorry
so
as
well
as
other
other
avenues
that
we're
already
taking
the
the
position
is
extremely
challenging
for
all
the
directors,
but
the
main
overspend
for
us
appears
to
be
in
children's
and
families
where
we've
heard
previously
about
a
national
issue
of
the
council's
not
being
funded
enough
to
deliver
the
statutory
services
that
they
need
to
protect
children.
K
I
wish
I
could
report
something
different
to
Executive
Board,
but
unfortunately,
I
can't,
but
we're
doing
everything
we
can
to
bring
that
spend
back
into
balance
for
the
end
of
the
year.
Thanks
leader.
E
I
think
it
was
the
councilor
Carter
that
made
the
the
comment
in
full
Council
last
week
that
there
have
to
be
serious
questions
asked
when
we
set
a
budget
in
February
and
we're
so
far
away
from
it
in
month,
four
that
that
is
I,
don't
resil
in
any
way
from
the
financial
times
that
we
have,
but
in
terms
of
a
budget
setting
process,
there
has
to
be
questions
about
whether
we
set
the
budget
correctly
in
the
first
place
when
we're
we're
so
far
away
so
quickly.
E
Thankfully,
I
don't
look
at
this
and
feel
like
we're
we're
the
next
Birmingham,
but
we
are
the
second
largest
Council
in
the
country.
I.
Don't
give
a
huge
surprise
to
anyone
in
this
around
this
table
if,
following
the
situation
in
Birmingham,
we
end
up
being
the
biggest
Council
in
the
country
before
too
long
and
all
eyes
are
honors
I'm
astonished
at
the
four
new
measures
that
are
introduced,
not
that
they're
there,
but
that
they're
new
that
stay
within
budgets
absorbing
the
air
pressures
highlight
issues
early
and
robust
monitoring
is
essential.
E
Why
isn't
that
just
what
we
do?
Why
is
that
and
you
measure
in
response
to
to
this
situation,
so
yeah
I,
think
we
understand
where
the
challenges
are
children
services.
We
have
to
look
at
how
we
budget
their.
We
know
it's
demand
pressures.
You
can't
not
spend
the
money
when,
when
children
and
families
need
support,
they
need
support
and
money
should
never
be
an
object
and
I
absolutely
get.
We
need
to
join
the
lobby
for
government
to
to
do
more
on
that,
but
we
can't
hide
behind
that
and
say
absolutely.
E
We
shouldn't
be
in
this
position
in
month,
four
having
set
a
budget
in
February
yeah.
There
are
a
lot
of
questions
to
answer.
I.
Think
there's
a
job
for
all
of
us
to
do,
but
mine
is
to
ask
those
questions
and
how
do
we
find
ourselves
in
in
this
position
so
quickly?
E
The
plan
is
there
yeah?
It's
we've
got
to
do
better.
L
Thank
you,
chair
I
would
say
that
the
budget
is
set
through
the
Autumn.
So
we
do
a
lot
of
work
with
the
refresh
medium
term
Financial
strategy
through
the
summer,
as
we've
done
this
year,
and-
and
we
present
the
position
here
as
part
of
that
medium
term-
Financial
strategy
in
September,
then
up
until
the
through
the
Autumn
months
and
we're
refining
that
position
ready
for
the
provisional
budget
that
goes
to
Executive
Board
in
December.
L
L
Children's
and
families
is
a
national
issue.
It's
not
something!
That's
specific
for
leads
and
there's
been
a
significant
increase
in
the
number
of
children
coming
into
into
looks
after
for
The
Authority,
but
where
we've
placed
those
is
within
within
the
city,
where
it's
possible
with
those
measures
of
keeping
the
children
at
home
or
in
Foster
carers
Etc.
L
But
we
have
seen
the
cost
of
external
residential
and
for
those
children
where
we've
not
seen
as
as
a
significant
increase
in
the
number,
but
the
cost
of
providing
that
care
has
significantly
increased
for
those
who
are
already
placed
there,
but
for
new
children
coming
in
and
it
you
can
see
over
the
last
couple
of
years
how
that
has
doubled
and
nobody
could
have
foreseen
that
and
I
think,
even
when
we
did
set
the
budget.
L
It
was
robust
at
that
point,
but
we
started
to
see
the
trajectory
of
the
increase
in
the
overspend
for
children's
of
the
latter
year
of
last
year,
and
that
was
reported
and
because
of
that
position
we
took
a
stance
that
we
would
start
the
detailed
monitoring
as
soon
as
the
end
of
the
financially
in
the
beginning
of
the
new
one,
and
that's
why
you
started
to
see
that
positioned
so
early
in
August.
So
I
would
say
that
the
the
setting
of
the
budget
and
the
monitoring
was
robust
through
that
period.
L
What
we
have
done
going
forward
is
recognize
that
that
Trend
is
continuing
and
that
the
cost
of
that
provision
is
there
and
that
we've
built
that
into
the
into
the
budget,
and
that's
why
we
are
seeing
a
budget
gap
of
the
scale
that
we've
got
for
next
year
to
reflect
those
demand
and
demography
pressures
that
we're
seeing
both
in
adults
and
children's
and
those
inflationary
pressures.
L
Just
on
the
other
point
around
the
key
messages,
there
were
key
messages,
not
key
measures
and,
and
the
messages
were
for
all
and
staff
within
the
authority
around
what
we
needed
to
continue
to
do.
The
key
key
measures
were
that
have
been
in
place
now
and
through
the
summer,
was
around
the
recruitment
freezing
the
non-essential
spend
okay.
Thank
you.
G
Yeah,
thank
you,
chair,
I.
Think
it's
a
it's
a
good
discussion
to
be
having
and
a
good
a
good
challenge
that
we
should
be
making
I.
I,
won't
repeat
what
Victoria
said,
because
I
completely
agree
with
what
she
said
and
we
would
never.
You
know
be
any
other
position
where
we
wouldn't
have
a
robust
process
and
be
happy.
You
know
with
the
with
the
budget
that
we
set.
G
However,
there
are
a
number
of
things
in
the
process
that
make
it
very
difficult
for
us
to
deal
with
these
deal
with
a
you
know,
a
stable
and
medium-term
planned
budgetary
process.
G
One
is
that
the
the
the
pay
rise
is
that
went
through
the
system
were
delayed
significantly,
and
so
we
and
weren't
fully
funded
in
the
settlement,
so
that
rebounded
straight
into
our
Baseline,
which
has
caused
underlying
pressures
which
we're
still
feeling
now
another
one
was
the
repeated
case
that
was
made
cross-party
about
the
pressures
in
children's
services
that
were
that
have
been
made
for
over
two
years
and
has
not
been
addressed
and
needs
to
be
addressed.
G
The
fact
that
councils
get
the
get
the
settlement
usually
a
week
before
Christmas
Eve,
which
makes
it
incredibly
difficult
for
us
to
consult
properly
and
to
do
things
in
the
way
that
we
want
to
in
the
city
the
fact
that
new
burdens
is
really
a
discredited
process.
Now,
if
you
take
pops
the
waste
provision
that
we
have
to
now
make
mid-year,
we've
got
a
pressure
of
about
I,
think
it's
a
million
or
two
million
in
the
budget,
so
I
think
there
are
a
number
of
things
that
we
need
to
work
with.
G
The
government
work
with
Whitehall
to
try
and
make
it
easier
for
local
government
to
plan
properly
in
a
situation
to
where
we're
having
underlying
pressures
on
demand
and
I
would
make
a
final
point
that
the
way
why
tiles
money
is
organized
is
that
they
have
two
separate
funding
streams
for
their
departments.
One
is
called
Amy,
which
is
annual
manager
expenditure
and
the
other
one
is
called
Dell,
which
was
the
departmental
expenditure
limits.
G
E
It
was
just
to
come
back.
The
one
thing
I
wanted
to
add
was
I.
Think
we're
very
unlucky
who
needs
to
have
some
excellent
Finance
officers
and
I'd
add
my
thanks
to
to
them
for
the
work
that
they
do,
but
we
can't
get
complacent
I.
Take
it
fully
on
board
the
points
Tom
has
made
and
I'm
committed
to
working
with
the
leader
and
Tom
to
try
and
make
those
representations
to
government
I
think
we
do
have
to
make
sure,
though,
that
we
don't
just
focus
on
that.
E
There
are
more
things
we
can
do
for
every
year,
one
of
the
17
years
I've
been
in
this
Council
I.
Think
we've
had
this
discussion
about
children's
services
and
the
director
overspending
I
won't
embarrass
anyone
around
the
table,
but
there
are
more
than
one
officer
in
multiple
departments
who
predict
when
the
budget
is
set,
that
they
will
be
asked
to
make
additional
savings
in
year
to
help
children
services
and
they
kind
of
squirrel
away
in
advance.
E
So
they
already
know
where
they're
going
to
look
and
when
the
time
comes
and
I
agree
with
Tom
actually
I
think
this.
It
is
a
demand.
Led
service
and
there
has
to
be
flexibility
built
into
it.
That
has
to
be
flexibility
built
into
our
budgeting
process.
We
only
ever
seem
to
underestimate
the
demand.
I
can't
ever
remember
a
time
that
we
overestimated
it,
and
so
we've
got
to
take
our
share
of
responsibility
and
do
those
things
locally
as
well
as
do
the
the
lobbying
for
the
changes
that
are
needed
nationally.
H
You
I
just
wanted
to
emphasize
the
point
that
the
the
issue
with
children's
services-
and
it
is
a
national
issues
has
already
been
said-
is
the
obscene
cost
of
external
placements.
So,
although
our
number
of
looked
after
children
is
rising
as
it
is
nationally,
the
cost
is
rising
disproportionately
to
that
at
the
moment.
There's
a
lot
of
we're
experiencing
adolescents
coming
into
care
and
again
that's
the
national
picture.
H
There's
a
there's,
a
picture
of
long-term
Foster
placements
breaking
down
adoptive
placements
breaking
down
SGA
placements
and
that
reflects
the
pressure
Julie
referred
to
earlier
that
families
are
under
in
terms
of
the
the
pandemic,
the
cost
of
living
crisis
and,
of
course,
when
you're
talking
about
children
that
looked
after
I
have
been
previously,
that's
children
with
a
history
of
trauma,
who've
been
disproportionately
impacted
by
the
last
few
years
as
a
result.
So
there's
a
lot
we're
doing
that.
H
We've
talked
about
the
previous
meetings
around
developing
our
own
children's
home,
so
we
can
keep
children
in
leads
recruiting
more
Foster
carers.
Our
number
of
Foster
Career
beds
has
actually
stayed
really
stable,
but
we've
got
this
increase
in
external
residential
because
of
more
children
coming
into
care
with
more
complex
needs,
but
the
cost
of
those
placements
is
just
they've
gone
up
ridiculous
percentages,
and
that's
the
case
nationally.
H
If
we
were
the
only
Council
in
this
position,
I
think
the
criticism
would
be
fair,
but
actually
this
is
the
area
where
every
council's
over
spent
pretty
much
regardless
of
whether
they're,
Urban
or
rural,
which
partisan
Administration
we're
all
really
really
losing
a
lot
of
money,
primarily
on
an
external
residential
placements,
and
there
needs
to
be
some
national
leadership
around
the
obscenity
of
profiteering
in
relation
to
children
that
are
survivors
of
trauma.
Thank
you.
J
Thank
you,
leader,
I'd,
just
like
to
add
really
that
when
you
compare
leads,
you
know
when
you
look
at
leads,
you
know,
and
the
scale
of
leads
the
size
of
leads
the
challenges
that
we
have
in
Leeds,
which
we've
previously
talked
about
in
terms
of
impacts
of
the
pandemic
in
terms
of
costed
living
crisis,
in
terms
of
the
issues
that
are
facing
Children
and
Families
mental
health
substance
misuse
domestic
violence.
J
Actually
we
compare
very
very
well
with
our
comparators,
so
whilst
every
local
Authority
is
seeing
an
increase
in
the
numbers
of
Children
looked
after,
actually
we
are
not
seeing
an
increase
to
that
extent
and
what
that
still
reflects
really
is
the
quality
of
the
practice
and
the
dedication.
The
commitment
that
we
have
got
you
know
through
our
own
Workforce,
but
also
as
a
partnership,
and
you
know
so.
Whilst
we
have
had
those
increases,
we
continue
to
compare
very,
very
well
with
other
core
cities
and
other
other
comparisons.
J
I
would
just
like
to
see,
as
we
have
you
know,
discussed
here
previously,
that
we've
got
a
very,
very
rigorous.
You
know
cross
corporate
approach
to
this.
We
have
our
delivery
board.
We
have
our
transformation
service.
I
have
a
meeting
this
afternoon.
I've
got
a
meeting
tomorrow
morning.
You
know
the
focus
the
priority.
The
grip,
the
constant
monitoring
on
this
area-
and
you
know
is,
is
is
absolutely
second
and
that
will
continue.
K
Thank
you,
and,
and
can
I
thank
everybody
for
their
contribution
to
this
conversation
around
the
report
this
afternoon.
K
I
just
want
to
make
a
couple
of
points
really
and
and
Council
Alamo
picked
out
a
few
things,
and
one
in
particular
was
that
you
were
surprised
that
we
weren't
already
doing
these
things.
We
are
already
doing
those
things
and
have
been
doing
for
a
long
time.
K
It's
about
reiterating
those
messages
to
everybody
within
the
organization
to
ensure
that
we're
repeating
those
messages
yet
again
and
that
work
is,
as
Victoria
said,
as
Mariana
said
in
earlier
report
and
as
Julie
has
mentioned
as
well
cross
Council
work
is
going
on
to
try
and
bring
down
the
pressures
within
the
budget
that
we
are
facing
and
we
are
also
building
those
pressures
into
next
year's
budget
and
the
medium
term
financial
plan,
which
was
the
earlier
item
that
I
reported
on,
has
already
got
those
pressures
built
in
around
looked
after
children
and
also
in
terms
of
the
pay
rise
they're
going
forward
in
the
next
five
years
as
well.
K
So
hopefully
they
won't
become.
K
You
know
so
quickly,
overspent
in
future
years
and
and
that
pressure
is
already
there,
but
you
I
have
to
say
I've
got
to
take
you
to
task
about
saying
that
directors
have
some
amounts
squiddled
away,
because
after
13
years
of
austerity
year
on
year
on
year,
on
cuts
to
Public
Funding
to
suggest
that
we
have
got
anything
left
in
a
draw
in
a
cupboard
in
somebody's
squirrel
fund
away
is
in
fact,
quite
I
find
that
offensive,
and
you
know
how
much
money
Leed
City
Council
has
had
withdrawn
from
its
budget
or
since
2010.
K
And
if
you
don't
I'll,
reiterate
it's
2.5
billion
pounds
over
that
amount
of
time
you
may
dispute
the
figures.
I
can
actually
tell
you
they
are
true
and
they
are
going
up
and
next
year
they
will
go
up
even
more.
So,
as
for
the
perhaps
comment
on,
are
we
gonna
get
a
snap
election?
Yes,
please.
E
Well,
I'm
just
I
need
to
come
back
on
that
on
that,
so
the
2.5
billion
for
it's
a
nice
neat
cumulative
political
figure.
I
won't
put
the
finance
office
in
an
uncomfortable
position
of
having
to
be
asked
if
they
recognize
that
number,
but
just
say
we
all,
we
yeah
it's
a
it's
a
cumulative
number
that
is
not
the
amount
that's
cut
from
the
city's
budget,
so
I
take
some
of
the
points
which
are
fair.
That's
a
that's
a
political
convenient
bit
of
ingenious
mathematics
we
could.
E
We
could
do
lots
of
cumulative
things
like
that
of
money.
That's
been
spent
and
get
to
similar
big
numbers,
but
it's
not
really
helpful.
The
rest
of
the
points
valid
that
one
not
so
much.
A
Thank
you.
It's
adding
up
so
at
the
clever
mathematics,
it's
adding
up
every
year
the
amount
of
money
that's
been
taken
away
from
this
Council,
since
austerity
is
imposed
in
2010
I,
don't
think
simple.
Addition
is
clever,
clever,
mathematics,
I'm
too
old
to
have
benefited
from
a
the
Tony
Blair
numeracy
hours
at
school.
Well,
no,
some
of
my
younger
cabinet
colleagues
probably
did
but
I
I
think
it
is
simple.
It
is
simple
addition
and
I.
A
Don't
think
it's
clever
mathematics
at
all,
but,
as
you
say,
Council
Lam
will
agree
to
disagree
on
this
point
and
I
shall
turn
to
recommendations
on
page
290
and
see
if
see
if
the
board
agree
with
those
which
they
do.
That's
great.
Thank
you,
Council
Cooper
and
we're
on
to
council
prize
papers.
Please
in
item
13.
C
Thank
you
lead
us
so
item
13
is
the
Leeds
inclusive
growth
strategy.
Appendix
2
has
been
circulated
as
supplementary
information
on
this
as
well,
and
so
initially,
the
plan
from
2018
to
2023
was
agreed
in
the
July
18
executive
board,
and
this
plan
takes
us
through
to
2030.
page.
Three
of
the
report
covers
some
of
the
achievements
to
date,
which
includes
working
with
our
anchor
institutions
to
create
jobs,
keeping
procurement
spend
within
Leeds
and
West
Yorkshire.
C
A
lot
of
this
was
covered
in
one
of
our
white
papers
in
full
Council
only
last
week,
and
Report
also
highlights
the
additional
investment
from
the
Arts
Council
to
Leeds,
which
is
an
additional
eight
million
pounds
this
year
in
our
year
of
culture
and
also
details
some
of
the
work
we're
doing
to
bring
forward
with
business
anchors
to
spread
that
good
practice
across
the
city,
and
the
report
also
goes
into
our
future
use
of
the
social
process
social
program
address
index,
which
will
be
a
really
helpful
way
of
us
being
able
to
monitor
the
the
impact
of
this
policy
and
impact
by
Ward
as
well.
C
So
we
can
really
kind
of
get
down
in
that
detail.
I
know:
councilor
Galton
is
no
longer
with
us,
but
he
always
used
I'll
ask
how
we
how
we
could
prove
the
results
of
things
so
hopefully
he's
watching
somewhere
and
we're
very
happy
to
see
that
I
will
leave
it
there
for
introductory
remarks.
Thank
you.
E
Yeah
well,
there's
very
little.
You
could
disagree
with
here.
The
I
think
the
challenge
I
would
have
is
the
same
as
the
previous
strategy
and
the
one
thing
that
I
wish
I
was
making
this
upper,
but
a
scrutiny
board
meeting
earlier
this
year.
An
officer
told
us
that
there
was
now
so
many
strategies
in
Leeds
that
we
have
to
have
a
strategy
to
deal
with
all
the
strategies,
and
this
is
another
one
where
it
sounds
great.
But
what
is
the
measure
of
success?
E
C
So
I
think
already
we're
five
years
into
using
this
inclusive
growth
measure.
As
I
said,
page
three
covers
what's
already
been
achieved,
which
includes
I,
think
it's
just
shy
of
one
billion
spend
that
have
been
kept
in
West
Yorkshire,
rather
than
being
sent
out.
Delighted
to
you
say
you,
you
would
agree
with
everything
in
the
paper.
The
economics
of
this
are
quite
different
to
some
of
the
other
economics
of
austerity
sent
to
us
from
the
government
and
and
I'd
reiterate
the
fact.
C
The
only
thing
that's
really
holding
leads
back
in
terms
of
what
progress
we
can
make
in
terms
of
economics
is
the
two
and
a
half
billion
pounds.
That's
been
cut
from
lead
city
council
over
the
past
13
years.
M
M
Thank
you
leader.
My
name
is
Eva
root,
house
I'm,
chief
officer
for
culture
and
economy.
So
there's
three
key
key
things.
I'd
highlight
so,
first
of
all,
we're
committed
to
do
an
annual
progress
report
so
that
we
can
demonstrate
how
we're
progress
against
each
of
the
the
big
ideas
that
are
set
out.
M
Secondly,
we
report
and
pay
attention
through
scrutiny,
in
particular
on
traditional
economic
measures
like
GDP
and
employment
figures,
but
also
increasingly
discuss
the
social
Progress
Index,
which
we're
embedding
into
some
of
our
discussions
in
the
council.
So
we
will
also
be
looking
at
those
measures
on
an
ongoing
basis,
as
we
do
with
scrutiny
over
time
and
Report
scrutiny
on
different
areas
of
the
strategy
in
terms
of
delivery.
E
C
G
Yeah
and
I
I,
just
I
I,
was
with
a
global
tech
company
this
week
and
talking
about
productivity
issues
in
the
private
sector
in
the
public
sector,
and
we
were
agreeing
that
the
private
sector
is
very
is
a,
is
a
simpler,
clearer
and
more
predictable
way
method
of
understanding
success.
The
answer
is
very,
is
pretty
simple,
although
you
could
have
a
debate
of
even
that
in
the
private
sector
about
which
is
the
which
is
the
one
you
use.
Is
it
profit?
Is
it?
Is
it
shareholder
value?
G
Is
it
some
of
the
environmental
sustainability
goals
that
some
businesses
hold
DSO?
Even
that
isn't
that
simple?
When
you
apply
that
to
the
absolutely
you
know
accurate
description
from
councilor
prior
there
isn't
a
single
Silver
Bullet
indicator
for
that
for
what
everybody
is
agreed.
We
want
to
happen
in
you
know
in
in
this
strategy
in
the
city,
because
gva
is
flawed.
G
There
was
a
time
when
I
started
out
on
economic
development,
where
it
would
be
jobs,
we'd
sit,
we'd
stand
there,
we'd
say:
actually
it's
all
about
jobs,
it
isn't
anymore
because
we've
got
jobs,
but
people
are
doing
three
jobs
at
once
and
they
haven't
got.
You
know
the
the
the
the
security
of
that
so
I
I
think
you
do
end
up
with
a
more
balanced
scorecard
behind
it.
G
C
And
I
think
in
economic
terms,
a
lot
of
these
things
are
linked
when
you
look
at
things
like
the
health
of
a
population
compared
to
the
economy.
Well,
they're
quite
separate
things
that
you
would
measure
if
you're
looking
to
get
the
best
out
of
a
Workforce
actually
having
healthy,
Workforce,
significantly
improves
that
which
is
building
on
from
what
Tom
says.
Just
surely,
looking
at
kind
of
the
top
line
figures
doesn't
give
you
a
full
picture,
it
doesn't
give
you,
you
know
a
full
sense
of
what
you
want
to
achieve
an
economy
and
I.
C
Think
that's
why
the
the
the
social
Progress
Index
is
really
useful
because
it
can
show
all
those
measures
and
how
they
all
feed
into
each
other
to
have
a
healthy
economy.
You
need
a
healthy
Workforce.
You
need
a
happy
Workforce
and
all
of
this
feeds
in
together
to
to
to
create
that
inclusive
growth
that
we
want
to
achieve.
I
know
this
is
called
a
lot
of
different
things
by
different
people.
There's
a
lot
in
here
that
I
think
in
other
areas
of
the
country.
People
would
refer
to
as
Community
wealth
building
it.
C
It's
all
very
similar
economic
model
that
hopefully
will
just
lead
to
a
stronger
leads
economy,
foreign.
A
C
Thank
you
leader,
so
this
is
the
learning
places,
program
and
school
condition
update
report,
so
this
updates
executive
board
on
the
current
position
on
school
Place
planning
in
the
future.
Between
2009
and
2018,
we
created
14
000
new
Primary
School
places.
Obviously
those
children
are
aging
through
the
system,
so
we've
had
to
create
the
new
secondary
places
and
at
the
moment,
Fe
places.
However,
we
also
know
there's
a
decline
in
the
birth
rate
at
the
bottom
end
and
has
been
for
a
few
years
and
that
decline
isn't
uniform
across
the
city
as
well.
C
Obviously,
the
increase
in
demand
on
sen
places
continues
and
we're
working
hard
to
to
provide
those
places
too,
and
that's
a
real
mix
across
the
board.
We've
seen
a
huge
increase
in
demand
for
for
Sen
places
since
covid,
and
some
of
those
are
around
short-term
issues
that
hopefully
children
will
be
able
to
to
see
the
other
side
of
whether
whether
that
means,
perhaps
their
language
hasn't
developed
as
much
as
it
could
throughout
those
covered
years.
C
Some
of
the
sen
need
is
going
to
be
more
longer
term
for
those
children
is
a
real
mix
of
that.
The
report
obviously
talks
about
school
condition,
funding
something
which
we
talked
about
at
length
at
Council
last
week
as
well,
and
obviously
it's
been
in
the
news
recently.
C
It's
got
a
full
list
of
the
schools
in
the
pspb,
the
priority
schools
building
program,
which
includes
Weatherby
high
in
in
Council
lambzone
Ward,
and
also
details
the
school
repair
backlog,
which
we
have
conservatively
estimated
conservative
with
a
small
say
at
around
66
million
pounds.
For
this
we're
given
around
six
million
pounds
a
year.
So
that's
less
than
10
percent
of
the
need
I
know.
C
Obviously,
the
issues
around
rack
are
very
high
on
on
people's
agenda
and
are
provided
council
with
an
update
on
that
which,
which
hasn't
really
progressed
since
last
week,
but
I'm
clear
that
I
think
the
debate
around
school
condition.
Funding
needs
to
be
much
wider
than
that
rack
and
concrete
is
only
one
issue.
One
of
many
issues
that
school
buildings
are
facing
following
Council
voting
for
the
white
paper
last
week
to
call
on
the
government
to
properly
fund.
C
This
I
will
be
writing
to
the
department
for
education
for
a
ninth
time
to
ask
that
they
properly
fund
School
repairs
and
I.
Look
forward
to
Julian
Keegan's
response,
as
the
busiest
person
in
the
UK
I
believe
I
will
leave
it.
There.
E
You
chairman,
hopefully
the
response,
is
cleaned
and
with
with
no
expletives
well
I,
just
I.
Couldn't
let
the
opportunity
pass
not
to
welcome
the
investment
into
wetherby
high
school,
which
has
long-standing
members.
This
poor
will
know
is
something
I've
been
pushing
for
for
some
time
and
also
like
to
put
on
record
my
thanks
to
councilor
Pryor,
a
large
number
of
officers
Jay
wall
in
particular
Martin
Farrington,
Neil
Evans,
when
he
was
today
and
Tom,
even
the
the
former
leader
baroness
Blake.
E
If
I
had
to
be
willing
to
work
flexibly
and
openly,
and
we
did
have
a
solution
ready
to
go
if
the
government
didn't
fund
it
and
it
shows
what
we
can
do
when
we're
creative,
flexible
and
willing
to
work
together,
and
that
offer
is
always
on
the
table
from
me
and
not
just
where
it's
in
my
own
Ward
but
anywhere
in
the
city,
to
try
and
deliver
good
outcomes.
E
So,
and
it's
only
fair
to
say
my
job
generous
to
come
here
and
criticize,
but
it's
nice
from
time
to
time
to
be
able
to
say
no.
Thank
you
and
good
work
done.
I.
Think
the
on
the
rack
issue.
I.
Think
we
have
to
be
a
bit
careful,
I.
Think
there's
no,
certainly
no
intention
of
repeating
the
debate
last
week,
which
I
think
was
unfortunate
and
unhelpful.
Actually,
because
I
think
this
is
a
wider
issue
than
even
for
schools.
E
I
think
the
council
is
probably
waiting
with
baited
breath
for
the
sort
of
things
that
are
going
to
come
that
are
in
our
direct
responsibility
and
actually
I
think,
rather
than
turning
into
a
political
football.
E
We
all
need
to
take
a
breath
and
accept
that
what
happened
here
was
governments
and
councils
of
all
colors
over
many
years,
prioritized
trying
to
build
things
very
quickly
and
cheaply
that
weren't
built
to
last,
because
it
when
we're
having
to
rebuild
a
school
like
Weatherby
that
was
built
in
the
60s,
where
Victorian
buildings
are
standing
perfectly
well,
and
there
are
many
examples
of
buildings
like
that,
where
the
race
to
deliver
stuff
fast
has
resulted
in
poor
quality
housing
schools.
E
Other
buildings
is
going
to
be
the
same
in
the
private
sector,
and
the
chickens
are
really
going
to
come
home
to
roost
when
the
PFI
schools
that
were
built
under
the
last
Labor
government
come
back
into
public
ownership
and
again
prefabricated
buildings
done
very
cheaply
not
built
to
last,
and
we're
gonna
have
to
pick
up
the
responsibility
for
that
for
too
long.
So
I
think
we
probably
need
to
take
a
step
back
and
take
a
breath
and
really
think
about
how
we're
going
to
deal
with
those
those
condition.
Issues
going
forward.
Foreign.
K
Yes,
I
can
just
pick
up
your
point
about
the
wider
potential
for
Iraq
in
other
other
buildings,
and
just
for
some
reassurance
to
Executive
Bard
that
we
have
gotten
or
identified
Rack
in
our
buildings.
K
Currently,
there
is
a
audit
being
undertaken
with
buildings
that
might
fall
into
the
time
span
from
when
they
were
built
and
that
detailed
work
is
going
on
to
survey
them
and
find
out
if
there
is
any
Rack
in
those
buildings.
But
so
far
we
haven't
got
any
identified.
E
But
it
would
be
useful
to
get
something
back
actually
because
it's
not
just
rack,
it's
the
whole
principle
that
was
taken
in
multiple
forums
of
cheap
buildings,
with
cheap
types
of
concrete
that
water's
got
in
caused
all
kinds
of
problems.
E
If
we
just
focus
purely
on
rack,
I
think
there
are
other
types
of
building
types
of
concrete
use.
It's
that
principle
of
cheap
buildings
to
try
and
deliver
fast
outcomes.
E
That
is
really
what's
going
to
be
at
the
root
of
this
and
I.
I
think
this
is
sadly
I
fear.
We've
barely
stretched
the
surface
of
the
the
issue.
C
Just
to
sum
up
really
I
appreciate
councilor
Lam's
comments
that
obviously
this
has
been
going
on
some
time.
A
lot
of
these
buildings
have
been
built
decades
ago,
but
I
would
have
to
to
push
back
on
some
things.
I
would
be
love
to
just
get
on
and
repair
a
lot
of
these
buildings,
but
the
fact
remains
that
it's
reported
that
the
Prime
Minister
was
told
two
and
a
half
years
ago
that
there
was
a
risk
to
life
unless
he
did
this
and
he
chose
not
to
I.
C
Think
all
of
us
all
of
us
deal
with
situations
as
they
arrive
on
our
desk
and
and
it's
clear
that
the
the
then
Chancellor
she's
you
know
chose
not
to
we
are
funded
less
than
10
of
what
we
need
to
fully
repair
our
school
estate
and
that's
something
that
that
we've
been
talking
to
the
government
for
over
five
years
now.
So,
yes,
I
would
love
to
just
crack
on
and
deal
with
some
of
these
issues.
But
right
now
we
don't
have
the
tools
to
do
it
and
a
lot
of
the
work.
C
E
You
yeah
I
I
thought
we
weren't
going
to
go
there,
but
we
have
just
to
be
clear.
This.
The
first
report
of
rack
issues
was
put
on
Tony
Blair's
desk
in
1997,
from
a
report
commissioned
from
a
report
from
a
report
commissioned
by
John
Major's
government
in
1994..
I,
don't
think
any
government
for
decades
is
is
immune
from
this.
E
So
if
we're
going
to
play
that
game,
then,
let's
make
sure,
let's
make
sure
everybody
is
taking
their
share
of
responsibility
and
as
I
made
the
point
last
week,
the
reason
schools
don't
have
enough
money
is
because
of
the
extensive
cost
of
PFI
that
Gordon
Brown
saddled
them
with.
A
John
Major's
PFI,
if
we're
doing
history
lessons
your
Majors
PFI
but
anyway,
as
as
you
know,
we're
dealing
with
the
government
of
the
day
that
we've
had
for
13
years
and
we'll
move
on
on
on
that
basis.
So
I'll
turn
to
the
recommendations
on
page
359
and
I.
Take
it
the
Border
happy
with
those
recommendations
that.
C
C
C
This
loan
would
allow
them
to
spend
the
money
in
year
rather
than
concluding
the
year
and
having
money
left
over
and
obviously,
given
the
financial
challenge
of
council,
which
we've
heard
today
we're
reassured
that
that
loan
will
be
repaid.
The
culture
Trust
of
c
c
have
sought
their
own
legal
and
financial
advice
on
this,
and
we,
as
a
council,
sought
our
own
as
well.
C
E
You
chair
can
I
get
some
clarity
before
make
my
comments
on
what
it
is.
Okay
to
discuss
in
public
I
think
this
is
a
conversation
should
be
had
in
public,
but
I
know
some
of
it
is
on
pink
papers
and
I
want
to
make
sure
I.
Don't
inadvertently
stray
into
an
area
that
I
shouldn't.
E
So,
are
we
happy
that
the
amount
is
because
we
didn't
mention
the
amount
in
public
session?
Are
we
happy
that
that's
said
in
the
public
domain?
Yeah?
Okay?
E
So,
in
the
an
earlier
executive
board
this
year,
I
was
admonished
for
suggesting
that
we
were
heading
for
this
to
be
a
damp
squim
of
a
year
of
culture.
I
think
perhaps
I
I'd
overstated
it.
It's
been
a
disappointment
with
some
notable
exceptions,
particularly
in
the
the
ward-based
work,
but
I
am
absolutely
wholly
opposed
to
putting
the
council's
money
at
risk.
E
Nearly
1.9
million
pounds
of
council
taxpayers
money
I
appreciate
that
there
has
been
advice
given
which
I
won't
refer
to,
but
I've
sat
in
recent
meetings
and
been
assured
of
similar
advice
that
turned
out
to
be
wrong
and
just
to
be
Crystal
Clear.
If
this
money
wasn't
forthcoming
from
hmrc,
the
council
is
on
the
hook
and
the
taxpayers
of
leads
are
on
the
hook
and
when
we're
talking
about
non-essential
spend
this
is
non-essential
spent.
Why?
Why
have
they
not
gone
to
the
to
the
mayor
and
to
wika
to
ask
for
help?
E
Why
have
they
come
to
to
the
city?
Council?
I?
Think
I
I
note,
even
without
this
money
they're
already
having
to
scale
back
programs,
cut
things
back
all
of
the
warnings
that
we
gave
for
years
to
use
your
cumulative
approach,
we
spend
about
50
million
pounds
of
Council
taxpayers
money
delivering
this
year
of
culture
just
to
take
your
mathematic
approach
to
it
and
I,
don't
think
the
people
of
Leeds
would
feel
this
has
delivered
good
value
for
money.
I'm
absolutely
opposed
and
would
want.
E
It
noted
that
I
cannot
support
putting
1.9
million
pounds
of
council
taxpayers
money
at
risk.
For
this.
C
And,
first
of
all,
there
is
absolutely
no
cumulative
approach
you
could
have
to.
You
could
have
reached
that
figure
with
absolutely
none
that
that
figure
is
completely
bogus
that
you're,
quoting
that
we've
spent
on
on
2020
no
you're,
not
Alan,
actually
you're
cumulative
I'll
I'll
get
the
crayons
out
later.
If
you
want
to
explain
that,
because
there
is
no
way
you
have
reached,
that
figure,
the
figure
is
actually
about
10.
C
Of
what
you
quoted
from
core
Council
funding
now
2023
is
a
year
has
faced
the
same
Financial
challenges
that
a
lot
of
other
places
have
around
inflation
around
difficulty,
raising
money
and
actually
what
this
loan
allows
them
to
do
is
spend
the
money
in
year
over
the
next
101
days,
rather
than
ending
the
year
in
101
days
and
then
having
money
left
over.
So
it
keeps
the
money
in
the
air.
C
A
Cancel
alarm-
and
it's
also
worth
reflecting,
of
course,
2023
approach
to
ecms
who
didn't
provide
any
money,
although
I
believe
it
provided
money
for
Bradford
but
Council
lamp.
Please
yeah.
E
Just
it's
a
very
specific
question
to
be
really
clear:
if
this
money,
this
this
tax
rebate
wasn't
forthcoming
and
their
advice
was
wrong.
If
I've
read
the
papers
correctly,
the
council
is
liable
in
full
for
that.
A
F
Please
yeah
the
council
alum's
right:
that's!
That
is
the
risk
that
was
set
out
in
the
public
part
of
the
report
that
it's
a
low
risk,
but
it's
a
residual
risk
balanced
against
the
risk
of
not
providing
the
loan
and
the
consequences
as
councilor
Pryor
set
out.
So
it's
it's.
The
members
view
that
they
take
on
on
that
balance
of
risk.