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From YouTube: Leeds City Council - Environment, Housing & Communities Scrutiny Board - 1st December 2022
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A
Yes,
good,
okay
right,
so
welcome
to
this
remote
meeting
of
the
scrutiny,
World,
environment,
housing
and
communities.
We
are
meeting
remote
today
because
we
actually
missed
a
meeting
here
because
of
the
entirely
day
of
our
Majesty
of
the
queen.
So
this
is
the
meeting
that's
been
shunted
along,
so
I'll
need
to
go
through
some,
which
makes
it
unusual
for
people
who
are
normal
editors
scrutiny.
This
is
a
remote
consultative
meeting
of
the
environment,
housing
and
communities
board.
A
This
remote
session
has
been
arranged
following
the
cancellation
of
September's
public
meeting
due
to
the
death
of
Queen,
Elizabeth,
II
and
the
period
of
national
morning
for
the
purposes
of
information
and
transparency.
Last
year,
a
high
court
ruling
clarified
that,
as
of
the
7th
of
May
2021,
local
authorities
are
required
to
conduct
physical
meetings
to
take
formal
decisions
under
the
consultative
arrangement.
We
will
therefore
not
legally
be
able
to
take
formal
decisions
on
the
consultative
status
means
that
some
of
the
usual
formalities
will
not
take
place
at
the
start
of
the
meeting.
A
A
So
that
said,
number
one
Declarations
of
interest:
does
anybody
get
any
interests
to
declare?
No
I,
don't
think
so.
Right,
introductions
and
apologies-
we've
got.
Apologies
have
been
received
from
counselors
can
and
councilor
Brooks
and
comes
with
Thompson
is
is
meant
to
be
substituting.
I
can't
see
her
on
the
screen.
That
doesn't
mean
to
say
that
she's
not
behind
the
scenes
somewhere,
but
I
can't
see
it
on
the
screen,
because,
obviously
there's
only
a
limited
number
of
people
could
be
on
the
screen.
Just.
A
A
D
Councilmani
Maloney
for
Beeston
and
holbeck
Ward
thank.
A
You
Council
Wadsworth,
no
I'm
not
doing
too
well
today,
councilor
Carlisle,
no
councilor
Graham.
F
A
K
Yeah
I'm
Council
Anderson,
but
if
you
can
see
me,
hopefully
you
can
it's
important
when
the
chief
officer
for
the
surface
stronger
communities
team
good
morning.
Thank
you.
Nadine.
M
M
P
Good
morning,
everyone
I'm
Francesca
wood
I'm
here
from
Forum
Central,
representing
the
voice
of
Health
and
Care
in
the
third
sector.
Here
in
Leeds.
A
Thank
you
right.
So
our
first
paper
today
is
ensuring
the
resilience
of
the
third
sector,
Who
Rose
to
the
occasion
during
the
pandemic
and
have
continued
with
their
good
work
ever
since.
But
like
what
other
things
within
the
city,
we
do
try
and
scrutinize
them
to
make
sure
that
everything
is
going
smoothly
and
that
all
sides
of
the
partnership
have
a
chance
to
have
their
say.
A
So
what
I
would
first
of
all
like
to
do
is
to
invite
counselor
Harland
and
the
various
officers,
and
then
the
guests
themselves
to
have
a
say
so
we'll
start
off
with
councilor
Harland
and
then
Mr
money
and
then
we'll
go
through
the
three
guests,
as
they
just
want
to
give
some
introductory
comments.
So
councilor
Harland.
J
Thank
you,
chair,
I
think
as
you've
just
alluded
to
the
third
sector.
Partnership
is
really
important
in
Leeds
and
we
continue
to
invest
in
that.
This
paper
gives
sight
of
how
we
want
to
go
forward
and
the
ambition
that
we
see
as
partners
going
forward.
J
It
goes
through
how
you
know
we
stood
at
the
third
sector,
really
stood
up
during
covid
and
what
we
are
facing
now
with
us
going
through
the
cost
of
living
crisis.
As
I
said,
it's
a
really
valued
relationship,
I
think
it's
really
important
that
we
hear
from
Francesca,
Chris
and
Hannah
today
and
get
their
views
of
how
the
seal
is
going
forward.
But
it's
also
always
important
that
scrutiny
has
overview
of
things
like
this
and
their
your
opinions,
as
members
of
that
screen
are
very
valued.
K
Thanks
Council
Anderson
yeah
I
am
I
mean
I,
just
probably
start
by
just
if
I'm,
just
just
echoing
the
point,
I
think
that
councilor
Hall
has
just
made,
which
is
you
know,
for
lease
to
be
a
thriving
City.
Then
we
we
absolutely
know
that
we
need
a
thriving
third
sector,
especially
you
know
with
the
challenges
that
that
that
we're
faced
with
at
the
moment,
but
in
our
in
our
conversations
with
with
colleagues,
a
number
of
whom
you've
introduced
I'll
have
introduced
themselves.
K
Councilor
Anderson
they're
also
despite
those
challenges,
I
think
some
some
exciting
opportunities
for
us
as
well
to
to
take
forward
piece
of
work
specifically
with
the
well.
You
know,
with
individuals,
with
families
and
with
communities
across
the
city.
K
We
have
been
doing
some
really
close
work
with
the
third
sector
through
our
established
links
historically
in
the
city,
I
think,
but
we've
kind
of
ramped
that
up
in
recent
in
recent
weeks
and
and
maybe
months,
particularly
as
the
kind
of
cost
of
living
crisis,
has
begun
to
really
bite
into
capability
for
for
all
sectors
really
across
the
city,
and
we
see
you
know
increasing
our
collaboration
with
the
sector.
K
Third
sector
and
public,
and
indeed
private
sector
as
being
kind
of
the
way
forward
and
as
councilor
Harlan
says
that
you
know
the
crisis
that
was
the
pandemic.
I
think
potentially
creates
the
way
that
we
approach
that
creates
somewhat
of
a
blueprint
for
us.
So
the
report
that
is
before
the
panel
today
really
kind
of
details
how
we
pres
you
know
how
we
intend
to
move
forward
on
that
particular
agenda.
K
It's
probably
as
much
as
I'd
want
to
say
at
this
stage,
councilor
Anderson.
By
way
of
supporting
that
introduction.
If
that's,
if
that's
helpful,
okay.
A
Thank
you,
I'll
take
out
guests
in
alphabetical
order,
just
like
when
you
were
back
at
secure.
Sorry
about
that,
but
it's
the
other
way
I
can
think
about
the
case.
Seeing
the
guests
around
so
first
of
all,
we'll
have
Hannah
Bailey,
then
Chris
Hollins,
then
Francesca
woods.
So
if
Hannah,
if
you
would
like
to
go
first,
please.
N
Obviously
it's
set
out
in
in
the
report,
that's
in
front
of
you,
but
just
to
really
reiterate,
but
in
terms
of
the
city's
response
to
the
pandemic,
the
role
that
the
sector
were
able
to
play
in
supporting
those
arrangements
and
that
response
to
support
communities
was
really
critical
and,
in
my
conversations
with
counterparts
from
other
parts
of
the
country,
I
think
the
strengths
of
leeds's
response
was
due
to
the
fact
that
those
Partnerships
and
relationships
were
well
established
already,
and
that
gave
us
a
really
strong
platform
on
which
to
design
that
city-wide
response.
N
Obviously,
the
sector
did
feel
the
impact
of
the
pandemic
in
various
ways,
but
I
think
what
we,
the
general
picture,
is
that
the
sector
weathered
that
storm
of
the
pandemic.
N
However,
coming
into
the
cost
of
living
crisis,
you
know,
is
potentially
a
more
uncertain
time
for
the
sector,
with
this
kind
of
dual
situation,
of
rising
levels
of
demand
within
communities,
coupled
with
the
impact
on
organizations
that
are
less
resilient
as
a
result
of
the
pandemic.
So
so
that's
something
that
obviously
we're
concerned
about
and
have
been
having
conversations
through
third
sector
leads
and
with
our
partners
across
the
city,
and
our
message
is
that
partnership
working
is
more
important
now
than
it's
ever
been.
N
Despite
the
fact
that
we
live
in
difficult
times,
there
are
difficult
conversations
that
we
need
to
have,
but
again
those
those
strong
foundations
that
we
have
in
place.
I
think
put
us
in
a
in
a
good
position
to
move
forward.
We've
got
some
very
immediate
issues
to
tackle
and
the
the
partnership,
conversations
and
workshops
that
we've
had
recently
and
the
principles
that
we've
agreed
in
order
to
kind
of
take.
N
Some
of
those
conversations
forward,
I
think,
are
really
valuable
and
then
we've
got
longer
term
work
to
look
at
securing
the
ongoing
resilience
of
the
sector,
because
I
think
you
know
over
a
decade,
we've
got
really
positive,
Partnerships
and
relationships
in
place
and
a
strong
commitment
from
the
city
to
supporting
the
sector
as
part
of
the
overall
system
within
the
city.
You
know
not
in
isolation,
but
we
can't
be
complacent
about
that.
N
We
want
to
continue
to
sort
of
drive
forward,
so
there
is
the
agreement
to
develop
a
third
sector
strategy
for
the
city
which
we're
going
to
be
taking
forward
over
the
coming
months
and
as
part
of
that,
it
is
about
understanding
the
value
of
the
sector
in
the
broadest
terms
possible,
and
not
just
about
the
cost
of
the
sector,
the
value
of
the
sector
and
how
it
contributes
to
the
overall
system
within
the
city
and,
first
and
foremost,
the
needs
and
aspirations
of
communities.
So
I'll
probably
leave
it
there.
For
myself.
Thank.
O
Thank
you,
I
I'll,
just
add
briefly
to
that
to
emphasize
the
the
growing
relationship
that
that
has
been
over
the
past
decade,
really
between
the
the
statutory
authorities
and
the
third
sector,
the
I
think
more
than
anything
else.
Well,
it's
developed
has
been
the
trust
that
we
are
all
working
towards
the
same
end.
We've
got
difficult
times,
we've
had
difficult
times
in
the
past
decade,
we've
got
even
more
difficult
times
now.
O
The
analogy
that
I've
used
is
that
we're
we're
all
in
the
same
storm,
even
if
we're
not
all
in
the
same
boat,
I
I
have
been
involved
with
the
discussions
that
have
gone
on
between
third
sector
and
the
local
Authority,
in
particular
for
the
past.
Seven
or
eight
years
and
I
have
really
valued
the
contribution
that
has
come
and
the
lead,
which
has
come
from
the
local
Authority,
which
I
think
has
been
exemplary.
During
that
time,
they
we
we
do
face
very,
very
difficult
times.
O
The
Practical
issues
that
we
face
now
during
during
covid
I
I
think
Hannah's
sort
of
already
started
to
set
out
those
and
I
think
I'll
hand
straight
over
to
Francesca,
who
will
also
add
more
practical
issues
that
need
to
be
dealt
with.
Thank.
P
Councilor
I'll
take
that
introduction
just
to
make
a
couple
of
observations
in
terms
of
that
context,
but
we've
talked
about
the
relationships
and
Partnerships
that
have
been
developing
over
a
number
of
years
and
I
think
that's
really
important,
because
it's
about
the
maturity
of
our
relationships
and
how
we
can
build
and
accelerate
on
that.
That's
going
to
stand
Us
in
incredibly
good
stead.
P
It
means
that
we're
really
well
placed
for
a
more
Collective
systems
approach
now
to
the
problems
we
collectively
face
as
City
Partners,
not
just
as
individual
organizations
or
even
individual
communities,
and
we've
heard
a
lot
I'm
sure
we
will
hear
more
about
the
challenges
in
terms
of
resources
and
that's
why
the
coordination
of
the
work
we
do
across
the
third
sector.
P
Infrastructure
organizations
with
the
council,
with
the
NHS
and
with
other
private
and
public
and
statutory
Partners,
is
so
important,
because
that's
the
only
way
we're
going
to
make
better
use
of
the
limited
resources.
We
all
have.
It's
the
only
way
we
can
play
to
our
strengths,
because
so
that
we're
not
trying
to
ask
everyone
to
be
everything,
and
it's
the
only
way
we
can
reduce
duplication
and
minimize
that
duplication,
so
that
coordination,
that
working
as
as
infrastructure
partners
with
the
council
is
incredibly
valued
by
Forum,
Central,
I'm
sure
the
other
third
sector.
P
Obviously
Forum
Central
is
very
much
involved
in
the
Health
Partnership
and
the
work
we're
doing
to
improve
health
outcomes
here
in
Leeds,
but
what's
becoming
increasingly
obvious
through
the
work
that
we're
doing
with
the
Leeds
ICB
is
the
importance
of
the
wider
determinants
of
Health,
so
whether
that's
environment,
whether
that's
education,
whether
that's
communities,
whether
that's
housing,
it
really
is
about
the
importance
that
those
aspects
have
on
improving
Health
outcomes,
so
we're
very
much
here
today
from
Forum
Central,
not
just
to
look
at
the
health
aspect
of
it,
but
to
really
make
sure
we're
joining
everything
together
for
particularly
for
the
most
vulnerable
people
in
communities.
A
You
very
much
thank
you
right.
So
what
works
now
I'm
going
to
do
now
is
just
open
it
up
to
member
questions,
so
anything
within
the
report
and
I'll
allow
a
degree
of
latitude,
even
if
it's
not
in
the
report.
As
long
as
it's
relevant
to
the
subject,
I
will
allow
the
conversation.
So
if
you
can
use
your
yellow
raised
hand
to
indicate,
but
if
not
don't
worry,
just
wave
at
me
and
as
long
as
the
signage
is
not
rude,
I'll
probably
respond
to
you.
E
E
My
observation
is:
how
do
we
get
the
different
third
sector
organizations
in
a
community
to
work
more
collegiately?
You
know
I've
seen
across
the
city.
There
are
a
couple
of
I
won't
say
clashes,
because
that
makes
it
sound
very
negative,
but
overlaps
is
probably
a
slightly
better
one
and,
and
it
would
be
good
if
we
could
somehow
unify
the
offerings
so
that
we
didn't
duplicate
effort
and
we
didn't
duplicate
expense
and
I.
Just
wondered
if
that
had
been
thought
about.
Please.
A
N
I'll
I'll
begin
on
that
one
and
I'm
sure
colleagues
will
have
contributions
to
ads
yeah
Council
Smith
on
that
issue.
I
think.
Obviously
the
third
sector
is
incredibly
large
and
diverse,
so
we
estimate
three
and
a
half
thousand
groups
and
organizations
in
Leeds
everything
from
multi-million
pound
turnover
organizations
to
volunteer-led
groups
within
communities.
N
So
a
very
diverse
picture,
but
I
do
think
that
the
experience
of
the
pandemic,
one
of
the
positive
legacies
of
the
pandemic,
is
increased
collaboration
amongst
third
sector
organizations,
particularly
at
a
local
level.
So
following
on-
and
it
is
outlined
in
brief
in
the
report.
But
following
on
from
the
community
care
Hub
structure
that
was
set
up
as
part
of
the
pandemic
response
what's
emerged
and
evolved
out
of
that
is
the
Leeds
Community
anchor
Network.
N
So
across
the
city
we
have
organizations
that
have
stepped
forward
to
be
the
community
anchor
for
their
area,
it's
primarily
on
award
basis,
but
we
do
have
some
variation
across
the
city,
but
that
network
is
about
organizations
kind
of
stepping
forward
as
a
kind
of
lead
within
their
area,
but
very
much
around
working
in
collaboration
with
the
other
groups
and
organizations.
N
In
an
area
nurturing
that
local
ecosystem
and
seeking
to
ensure
that
there
isn't,
you
know,
duplication
of
effort
that
there
is
partnership
working
that
actually
in
terms
of
the
needs
and
aspirations
of
communities
that
that
local
ecosystem
of
groups
and
organizations
are
working
collaboratively
to
meet
those
needs
and
to
demonstrate
sort
of
values
and
behaviors
such
as
sort
of
generous
leadership,
so
larger
organizations
providing
support
to
smaller
groups
and
organizations,
and
also
really
the
value
of
collaboration
over
competition,
because
we
know
that
you
know
over
the
last
couple
of
decades
actually
because
of
the
environment
and
that
the
sector
is
operating
in
that
competition
has
sometimes
you
know,
been
an
issue
I
think
really.
N
If
we
can
take
one
of
the
really
positive
legacies
of
the
pandemic
for
the
city
in
terms
of
the
sector.
It
is
that
reduce
renewed
kind
of
focus
on
collaboration
over
competition
and
I'm.
Sure
others
may
want
to
add
to
that
right.
O
You
just
to
add
to
that
the
as
Hannah
said
three
and
a
half
thousand
organizations,
so
inevitably
there's
going
to
be
some
organizations
that
are
working
in
different
parts
of
the
city
which
are
doing
similar
things
to
other
organizations
in
in
the
rest
of
the
city,
the
both
neighborhood
networks
and
the
community
anchors,
which
which
Hannah
has
described,
attempt
to
bring
together
organizations
out
to
locality
basis
and
during
the
the
cost
of
living
crisis
third
sector
leads.
O
Has
during
the
past
two
weeks,
we've
been
organizing
locality
meetings
so
bringing
together
groups
of
organizations
at
localities
to
discuss
the
issues
that
they
are
facing
in
those
localities.
They've
been
very
well
attended
across
the
across
those
across
those
meetings
and
we
we
will
feed
back
the
information
that's
coming
out
of
that.
But
there
are.
There
are
common
issues
which
come
across
all
of
the
cities
for
all
of
the
organizations.
O
It's
been
interesting
too,
that
there
have
been
some
local
Council
representations
at
those
meetings,
so
they've
also
fed
into
to
the
issues
clearly
that
that,
with
with
such
a
huge
diversity
of
organizations,
there's
going
to
be
some
some
overlap.
But
whilst
there
is
overlap,
I,
don't
really
see
it
as
being
a
problem
and
we're
trying
to
make
sure
that
in
so
far
as
we
can,
we,
we
maximize
the
benefits
of
cooperation.
A
Thank
you,
Francesca
and
then
I'll
bring
in
in
order
Sam
and
then
Mr
Money.
P
P
You
know,
have
their
head
down
we're
getting
on
with
their
work
and
the
pandemic
really
because
of
the
way
we
were
sharing
information
about
what
we
were
doing
and
the
the
role
of
the
third
sector
infrastructure
organizations
to
make
that
visible
was
a
way
for
organizations
to
realize
who
else
was
out
there
that
they
could
partner
with
collaborate
with
or
indeed
that
they
didn't
need
to
start
putting
on
Services,
because
there
was
actually
someone
else,
another
organization
on
their
doorstep,
who
were
doing
that
or
that
they
could
connect
to.
P
So
the
more
that
we
can
do
to
make
third
sector
organizations
and
their
networks
visible
the
more
we
minimize
the
risk
of
both
duplication,
but
also
some
of
that
competition,
and
that
computation
competition
is
also
mitigated
by
the
way
the
infrastructure
organizations
work
in
the
third
sector.
Our
grants
program,
the
network
meetings
that
Chris
was
just
talking
about,
is
how
we
are
facilitating
better
partnership
and
collaborative
work.
Thank.
A
You
right
Sam,
Powell
and
then
Paul
money.
M
Thank
you,
Council
Harland
I
agree
with
everything
that
Hannah
Chris
and
Francesca
have
said
there.
I
just
want
you
to
add
in
that
some
sometimes
medium
and
small
organizations
do
feel
some
barrier
and
challenge.
There
is
certainly
keenness
to
work
in
Partnership,
but
often
that's
around
conversations
connection
and
with
some
organizations
funded
in
such
a
way
that
they're
funded
for
delivery,
not
necessarily
to
do
the
joining
up
and
partnership
thing.
K
Yeah
thanks
councilor
Anderson
I
mean
some
of
the
things
I
was
thinking
of,
raising
have
kind
of
been
referenced
there
already
by
the
colleagues.
I
guess
I
would
just
say
that
councilor
Smith's
question.
Actually
the
answer
to
it
lies
at
the
heart
of
this
work
and
the
and
the
paper
that
that
that
colleagues
have
got,
because
you
know
at
a
time
of
decreasing
resources
and
increasing
demands.
K
Then
then
it's
right
and
proper
that
we
look
to
work
and
collaborate
as
effectively
and
as
efficiently
as
we
can
and
that's
essentially
what
this
this
piece
of
work
is
about.
Actually
I'm
just
minded
to
just
reference
briefly:
Council
Anderson,
the
next
paper
which
and
one
of
the
colleagues
has
talked
about
I-
think
it
was
Hannah
talked
about.
You
know
this
is
about
local
working
locality
working
and
it's
not
just
about
the
third
sector.
K
This
there's
a
there's,
a
there's,
a
there's,
an
onus,
I
think
on
all
sectors
to
work
as
effective
as
we
as
we
can,
and
the
next
paper
that
the
panel
will
be
we'll
be
discussing
actually
details
that
in
and
kind
of
is
a
useful
bridge.
I
think
to
this.
This
conversation.
A
Thank
you
all
right,
councilor
Smith.
Do
you
want
to
come
back
again.
E
A
H
Yeah,
oh
this,
this
is
this.
Is
it's
absolutely
amazing
to
hear
this,
because
this
is
exactly
what
I've
seen
happen
in
an
incredible
way
in
Seacrest
over
the
past
18
18
months,
the
the
all
of
the
local
sectors
because
of
the
pandemics
in
the
fire
it
was
forged
in
the
fire
of
the
pandemic.
H
The
third
sector
came
to
together
in
a
way
that
is
stuck
and
just
before
this
meeting
we
have
the
Thursday
morning
meeting
and
we
have
it
every
Thursday
early
in
the
pandemic,
they
met
every
day
in
terms
of
helping
people
with
medication,
food
shopping,
all
that
kind
of
thing,
but
they
realized.
It
worked
so
well
that
it's.
H
And
I
put
in
the
chat
the
website
that
they've
just
launched,
we
are
seacraft
the
we
are
Seacrest
Collective
anchored
by
the
ls14
first,
but
all
of
our
what
they've
done.
Two
two
main
things
that
they've
done
is
working
working
together
is
very
good
financially
for
efficiency
as
councilors.
We
have
just
that
they
put
in
a
combined
spreadsheet
if
you
like,
of
financial
asks
from
us
from
ward-based
initiative,
and
we
signed
it
all
up
together.
H
I
think
a
total
of
about
60
000
pounds
for
all
of
the
organizations,
but
they
all
work
together,
they're
all
talking
to
each
other.
It's
very
efficient,
it's
very
sensible.
The
other
point
was
that
they
learned
that,
let's
put
the
offer
in
let's,
let's
not
worry
about
what
all
these
organizations
are
called
so
much.
But
what
is
the
offering?
What
is
the
important
thing
for
the
community,
for
example,
food?
Well,
how
are
these
organizations
all
going
to
work
on
the
topic
of
food
people?
H
Don't
need
all
the
names
of
the
different
groups
and
companies
that
can
a
layer
of
bureaucracy
that
can
get
in
the
way
of
what
we're
actually
trying
to
deliver.
So
I.
Definitely
encourage
you
to
look
at
this
first
version
of
our
website.
I
only
know
my
award
I'm
sure
great
things
are
happening
in
the
cross
lead,
but
we're
very
excited
and
and
really
quite
to
be
honest,
quite
proud
of
what
has
been
forged
in
Seacrest
recently,
and
it
is
really
thriving
and
I'd
encourage
you
to
have
a
look.
Does.
A
G
Thanks
all
for
the
presentation,
so
I
I'll
Echo,
you
know
that
I
think
the
third
sector
and
all
the
work
they
do.
G
The
city
couldn't
function
effectively
for
our
residents
without
it
I
think
that
we
have
to
be
careful
that
we
don't
take
that
for
granted
and
I
don't
mean
that
in
a
way
that,
obviously
we
can
all
come
on
and
praise
it
I
mean
that
we
have
to
really
keep
track
of
how
we're
funding,
how
we're
feeding
into
these
organizations
and
recognizing
the
work
that
they
do
not
just
as
a
kind
of
platitude
but
as
a
real
driving
force
to
to
recognize
the
work.
G
That's
going
on
linked
into
that,
and
some
of
it
does
overlap
with.
Maybe
the
locality
paper
next
I'd
like
to
spend
a
bit
of
time
for
people
to
think
about
the
real
Grassroots
issues
that
emerge
and
I
know
that
we
talk
about
kind
of
things
on
award
basis.
G
But
what
I'm
tending
to
bind
with
some
of
the
some
of
the
funding
elements
is
that
there
aren't
always
clear-cut
definitions
in
terms
of
postcode,
cutoffs
and
things
like
that.
G
So,
for
example,
in
my
own
Ward,
most
of
army
is
ls12,
but
we've
got
brackets
of
it
that
are
ls13
and
ls5,
and
sometimes
I'm
finding
that
some
projects
are
assuming
that
all
of
ls12
is
armley
when
in
fact,
a
lot
of
ls12
is
finally
and
workedly,
so
I'm
just
interested
in
how
how
much
that
information
is
sped
through
to
organizations
that
are
working
with
our
communities
and
yeah.
That's
it.
Thank
you.
A
N
Yeah,
perhaps
just
a
brief
response,
I'm
sure
others
will
want
to
add
to
that
I
mean
I.
Think
just
in
terms
of
your
earlier
points,
cancer
Cunningham,
absolutely
you
know,
there's
a
lot
of
good
work
to
celebrate
here,
but
also
yeah,
not
being
kind
of
complacent
and
continuing
to
kind
of
keep
focus
on
the
issues.
N
Last
year,
Forum
Central
LED
onward
to
produce
a
state
of
the
sector
report,
so
really
valuable
data
about
the
sector
and
its
makeup
plans
to
refresh
that
report
over
the
coming
months,
which
this
time
voluntary
action
feeds,
will
also
be
working
in
partnership
with
Forum
Central
on
that
piece
of
work,
which
is
really
positive
and
will
give
us
that
kind
of
data
in
that
evidence
base
on
which
to
continue
to
sort
of
plan.
N
Our
work
I
think
in
terms
of
those
sort
of
very
Grassroots
issues
and
the
work
that
happens
at
a
kind
of
Grassroots
level.
Again,
you
know
I'm
not
suggesting
it's
the
answer
to
everything
that
this
is
where
I
do
feel
that
the
community
anchor
Network,
you
know,
gives
really
good
opportunities
to
ensure
that,
at
a
local
level,
you
know,
groups
and
organizations
are
networked
and
are
aware
of.
One
another's
work
can
support
one
another's
work
and
ultimately
ensure
that
you
know
it's.
N
As
I
said,
the
the
anchor
network
is
primarily
sort
of
on
Ward
organized
on
award
basis
currently,
but
there
is
some
variation
there
where
you
know
for
communities
in
different
areas,
those
Ward
boundaries,
you
know-
don't
mean
as
much
to
them.
So
there
is
definitely
that
kind
of
mixed
picture,
but
some
really
good
opportunities
to
ensure
that
you
know
local
groups
and
those
Grassroots
kind
of
issues
and
initiatives
are
well
linked
up
through
the
community
anchor
Network.
Thank.
P
Yeah,
it
would
just
add
to
that
that
we
should
remember
that
we
it's
important
to
balance
that
focus
on
communities
not
just
geographically
but
in
terms
of
communities
of
Interest,
so
Forum
Central
as
part
of
the
covid
response
working
with
the
council
and
the
NHS
Partners
established
a
community
of
Interest
Network.
P
So
what
we
mean
by
that
is
groups
of
people
who
share
an
identity
so,
for
example,
a
learning
disability
or
who
share
an
experience
so,
for
example,
the
homeless
community-
and
this
again
is
about
how
we
play
to
our
strengths
of
organizations
that
support
particular
communities
of
interests,
then
collaborating
through
the
anchor
networks.
The
system
through
the
ecosystems
at
a
local
Grassroots
level,
that
the
community
anchors
support
to
make
sure
that
we're
bringing
in
all
of
the
additional
support
or
reaching
communities
and
people
in
the
way
that's
most
relevant
for
them.
P
So
for
some
of
them
they
may
not.
That
may
not
necessarily
be
through
a
geographical
area.
It
might
be
through
that
community
of
interest
and
that's
particularly
important,
given
the
importance
of
the
overlap
between
those
identities,
particularly
as
a
lot
of
those
groups
experience
the
most
extreme
disadvantage
and
isolation.
Thank
you.
M
Press
the
wrong
button,
then
bank
accounts,
I,
understand
and
I
just
wanted
to
raise,
or
just
to
mention
something
that
can
be
quite
practical
in
navigating
the
funding
landscape.
So
we
do
have
the
funding
lead
platform
that
we
that
supports,
bringing
together
all
the
funding
information
really
accessible,
and
it's
about
to
be
redeveloped
to
make
it
easier.
M
So
we'll
be
helping
organizations
to
understand
more
about
that
and
they'll
also
do
a
number
of
funding
fairs,
making
funding
accessible
training
for
organizations
to
understand
how
to
navigate
that
and
also
build
Partnerships
in
the
room
and
I
think
those
things
are
really
valued
by
the
sector
in
navigating
what
can
be
quite
challenging,
especially
for
smaller
organizations.
Thank.
L
And
just
give
a
really
practical
example
of
of
what
Hannah's
alluded
to
in
terms
of
the
community
anchor
Network
and
also
relates
to
councilor
Cunningham
to
point
around
ensuring
that
whatever
we
deliver
are
constrained
by
geographical
boundaries
and
postcodes
and
so
forth,
and
and
we're
working
with
a
particular
care
Network,
one
that
actually
a
council
of
Tudors
referenced.
We
are
seacroft
to
look
at
looking
at
issues
around
extremism
in
a
particular
part
of
city
where
we
know
extremism
actually
has
no
boundaries
and
no
geography.
L
So,
although
we
are
trying
to
address
a
certain
issue
in
a
certain
Community,
we
are
working
with
a
wider
cohort
of
organizations
through
that
through
that
Network,
really,
which
is
a
partnership
between
statutory
and
Community
Partners,
to
address
a
really
difficult
issue.
That
I
think
has
the
potential
to
spread
throughout
leads
and
so
forth.
So
we've
been
doing
that
work
for
a
considerable
amount
of
time
and
I
certainly
think
it's.
It's
really
useful.
Having
Community
anchor
networks
in
the
way
that
Hannah
has
described
really
to
help
us
deliver
some
of
our
statutory
obligations
as
well.
H
It's
a
very
quick
point
to
Echo,
perhaps
the
Cunningham
and
others
that
ward-based
funding
you
know
the
the
need
is
you
know
that
the
need
doesn't
respect
boundaries,
so
we've
got
people
right
on
the
edge
of
the
ward.
Just
the
neighboring
Ward
got
funding
for
their
food
bank,
food
pantry,
and
so
when
people
turned
up
across
the
road
up
from
our
Ward,
they
were
turned
away
because
they
had
the
wrong
postcode
so
to
the
resident.
That
is
very
unfair
and
there
was
a
bit
of
a
you
know,
unhappiness
about
that.
H
We've
come
to
a
solution
now,
but
whether
it's
food
or
youth
services
or
whatever
it
is
boundaries,
people
don't
see
the
boundaries.
You
know
the
good
thing
is
often
just
over
the
ward,
boundary
and
I.
Think
in
this.
In
this
wider
conversation,
that's
something
that
really
either
that
can
be.
You
know
there
are
Financial
limits
to
what
services
people
on
the
ground,
these
organizations
that
are
doing
great
work,
that
we
are
limitations.
We
are
putting
on
them
that
is
actually
really
hampering
them
and
making
things
difficult
for
them.
O
Thank
you,
I
just
wanted
to
add.
With
regard
to
funding
that
as
part
of
the
the
development
of
a
third
sector
strategy,
we
will
be
looking
at
the
inward
investment
strategy
to
try
and
further
enhance
money
that
comes
into
leads
from
outside
leads,
particularly
from
organizations
that
providing
grants
that
come
into
leads.
There's
a
lot
of
capacity
for
increasing
on
on
that
that
we
estimated
at
the
moment
that
every
pound
that
is
spent
in
Leeds
by
organizations
in
Leeds
is
matched
by
about
3.9
times.
O
That
way
incoming
generation
from
a
number
of
different
areas
from
from
Grant
aid
from
fundraising,
and
we
think
that
we
can
strengthen
that
work
even
further,
so
that
that
would
be
an
important
part
of
developing
third
sector
strategy.
I
It's
an
event
yesterday
in
the
museum
which
brought
together
lots
of
organizations,
it
was
great
to
see
them
linking
up
with
each
other
for
the
first
time
in
a
few
years
in
in
that
setting
the
question
kind
of
follows
on
from
the
previous
one
and
I
think
Sam
has
already
got,
and
others
have
gone
some
way
towards
answering
it.
In
fact,
how
can
we
as
a
local
Authority
work
with
the
third
sector
to
help
level
out
the
Peaks
and
the
troughs
of
of
the
way
that
funding
so
often
works?
I
B
H
A
Okay
right,
in
that
case,
Mr
Holland
I,
think
indicated
here,
he's
like
to
come
in.
Thank.
O
You
I
I
just
want
I
think
it's
a
really
important
Point,
trying
to
make
sure
the
third
sector
is
obviously
used
to
dealing
with
funding
coming
on
a
year
by
year
basis.
What
what
I
hope
that
we
don't
do,
though,
as
a
result
of
consideration.
I
think
we
do
need
to
give
consideration
to
that
question.
But
the
at
the
moment
about
80
75
of
the
money
that
comes
from
the
Leeds
local
authority
to
the
third
sector
comes
in
the
form
of
contracts
rather
than
Grant.
O
Aid
I
I
would
urge
their
local
Authority
not
to
trying
to
increase
Contracting
rather
than
grante.
Grant
Aid
is
really
really
important
for
those
organizations,
especially
smaller
organizations,
to
enable
them
to
respond
to
that
flexibility
that
comes
from
Grant
Aid,
rather
than
the
more
formal
relationships
that
come
through
Contracting
are,
are
really
important.
The
so
yeah.
Let's
try
to
look
at
longer
term
funding,
particularly
funding
that
goes
on
from
one
year
to
the
next.
But
let's
not
try
to
tight
up
too
much
in
a
kind
of
formal
system.
N
Yeah
I
think
just
to
add
to
that
and
to
sort
of
respond
to
your
question.
Councilor
Thompson
yeah
I
mean
it
is
it's
a
perennial
issue
and
I
think
within
the
third
sector.
We
recognize
that,
certainly
from
a
local
government
perspective
that
often
the
funding
that
comes
down
to
local
government
is
also
kind
of
short-term
we've.
Seen
this
a
lot
during
covert,
you
know
much
needed
funds,
but
they
did
come
in.
N
You
know
three
months,
six
months
kind
of
trenches
because
of
the
kind
of
circumstances
which
we
were
operating
in,
but
we
see
that
sort
of
continuing
now,
through
the
cost
of
living
crisis.
You
know
vital
funds
like
the
household
support
fund.
N
You
know
coming
in
sort
of
six
monthly
tranches.
Obviously,
in
the
Autumn
statement
it
was
confirmed
that
there'd
be
another
year
of
household
support,
and
so
you
know
we
recognize
that
often
the
local
Authority
are
in
a
difficult
position
in
this
regard
as
well,
and
this
is
where
again,
I
think
the
work
that
will
go
on
to
develop
the
third
sector
strategy
and
the
point
that
Chris
has
raised
around.
N
And
how
do
the
third
sector
play
a
key
role
in
being
able
to
attract
investment,
that
statutory
Partners
can't
but
I
think
there
is
there's
some
quite
detailed
work
that
we
need
to
do
as
part
of
that
strategy.
So
I
think
the
local
authorities
support
for
that
that
work
to
happen
so
that
we
can
really
understand
that
picture
and
seek
to
set
out
a
really
clear
investment
strategy
for
the
sector
for
the
city.
As
part
of
that
wider
piece
of
work.
Thank.
I
B
It's
time
Barry
here,
thank
you,
Echo.
What
everybody
else
has
said
really.
First
of
all,
thank
you
all
for
the
immense
and
very
important
work
that
you
do
across
all
of
the
city.
I've
just
got
a
couple
of
sort
of
questions,
really
sort
of
a
a
philosophical
one,
really
to
start
with.
In
first,
very
first
paragraph
of
the
statement
of
ambition
we
talk
about
leads
needing
to
be
brave
enough.
B
Do
our
guests
believe
that
as
a
city,
We
are
brave
enough,
because
my
experience
of
our
city
council
is
that
we're
actually
quite
risk
adverse
and
to
be
brave
normally
requires
some
form
of
risk,
and
it's
not
something
that
in
my
11
years,
as
a
council
arrive,
really
identified
this
city
as
being
second
day.
If
I
could
just
ask
about
in
the
key
findings
from
the
three
surveys
last
year
or
or
that
finished
in
September
21
has
any
fur
that's
15
months
ago?
B
Has
any
further
surveys
been
done
because
I
we
make
reference
to
the
cost
of
living
crisis,
and
obviously
we
made
reference
to
the
pandemic
and
the
impact.
The
reason
I
asked
really
is
because
many
of
the
board
will
know
that
I'm
an
a
e
nurse
and
during
the
pandemic,
all
those
silos
that
we
talk
about
and
and
I
can
hear
it
in
conversations
that
people
are
having
in
in
on
this
report
around
collaboration,
all
of
those
silos
that
stop
collaboration
fell
away
and
there
was
a
common
purpose.
B
Now
the
urgency
of
the
pandemic
has
passed.
Those
silos
have
returned,
certainly
in
my
a
e,
so
I
just
want
to
I
just
want
to
sort
of
get
a
feel
whether
our
guests
feel
that
and
and
I
guess.
You've
already
silos
are
still
a
problem
and
silos
within
the
council,
because
we
often
we
often
as
elected
members,
note
silos
in
the
council,
between
different
departments
and
finally,
Whoever
thought
up
communities
of
Interest
Kudos.
B
It's
not
a
term
I'd
heard
before
I,
actually
quite
like
it
to
describe
those
multi-war
based
interest
groups,
because
we're
right,
we
obviously
as
elected
members
fixate
on
our
own
Wards,
without
recognizing
that
they
are
very
diverse
communities
of
interest
within
that
one
Ward.
So
funding
around
communities
of
Interest,
as
well
as
ward-based
initiatives,
I'm
fully
in
favor
of
and
just
finally
thank
you
for
all
that
you
do
and.
A
N
Right
thanks,
councilor,
Anderson
and
and
Council
lay
for
those
questions,
I'll
sort
of
take
them
in
turn.
So
are
we
Brave
as
a
city
and
I
guess,
particularly
from
a
local
Authority
context?
N
I
would
say
yes
and
I
think
during
the
pandemic
that
was
demonstrated.
You
know
the
speaking
from
the
perspective
of
voluntary
action
leads
and
the
setup
of
the
Community
Care
Hub
Network.
That
was
done
in
a
matter
of
days
and
that
was
I,
think
a
brave
move
by
the
local
Authority,
but
an
absolutely
essential
move.
But
we
were
taking
a
bit
of
a
leap
into
the
unknown
it
paid
off.
N
You
know
bottom
up
if
you
like
so
I,
think
generally
speaking,
yes
but
I,
guess
the
local
Authority
is
a
large
organization
and
as
we
return
to
more
sort
of
business
as
usual,
and
that
immediate
priority
and
the
urgency
of
the
pandemic
you
know
is,
is
gone.
Then,
inevitably,
there
will
be
certain
parts
of
the
local
Authority
that
are
kind
of
more
risk-averse
and
for
good
reasons.
You
know,
colleagues
in
procurement
and
legal
have
to
keep
the
local
Authority
on
the
straight
and
narrow,
so
I
guess
we.
N
We
need
to
kind
of
balance
those
things
in
terms
of
sort
of
that
common
purpose,
question
and
Silo
working
I.
Guess
it's
sort
of
related,
but
I,
think
from
a
sector
perspective,
one
of
the
things
that
you
know
there's
a
real
appetite
to
continue
that
the
work
that
happened
during
covert
in
terms
of
you
know
getting
rid
of
those
silos
getting
rid
of
the
kind
of
emphasis
on
competition
focusing
on
collaboration.
N
So
I
think
there
is
a
really
concerted
effort
within
the
within
the
sector
to
try
and
ensure
that
we
continue
with
that
kind
of
common
purpose
which,
although
the
threat
of
covid,
has
receded.
We've
got
the
common
purpose
of
supporting
communities
through
the
cost
of
living
crisis,
so
I
think
that
endures
and
then
in
terms
of
sort
of
further
surveys
and
following
on
from
the
that
set
to
resilience
work
that
happened.
N
Obviously,
we've
already
made
reference
to
the
state
of
the
sector
report
and
research
that
Forum
Central
LED
last
year
and
obviously
we're
going
to
be
refreshing
that
that
work
over
the
coming
months
and
I'm
sure
Francesca
will
talk
about
some
work
that
Forum
Central
have
done
with
their
membership
in
particular
to
understand.
You
know
the
impact
that
the
current
crisis
is
having
on
organizations
so
I'll
leave
it
there
and
pass
on
to
others.
Thank.
O
That
thank
you,
I
will
just
on
on
silos,
I
think
it's
fairly
inevitable
in
the
city,
where
you've
got
a
a
large
third
sector,
three
and
a
half
thousand
organizations,
but
also
the
local
Authority
itself,
is
one
of
the
largest
in
in
the
in
in
the
country.
So
it's
very
inevitable
that
you're
going
to
get
specialisms
which
develop
and
one
of
the
most
important
of
those
is
around
Health
that
there
are
loads
of
ways
in
which
the
different
parts
of
the
third
sector
relate
to
different
parts
of
the
of
the
local
Authority.
O
But
there
are
also
some
very
long
established,
Partnerships
and
means
of
communication,
and
one
of
the
most
important
and
effective
of
those
is
the
third
sector.
Partnership
Group,
which
councilor
harland's,
chairs
and
I
I,
think
that
it
would
be
helpful
if,
if
that
could
be
seen
as
being
the
focus
by
which
the
relationships
between
the
third
sector
and
the
local
Authority,
if
it
was
seen
that
that
is
always
the
the
case
where
it
doesn't
need
to
control
everything.
But
it's
seen
as
being
the
means
of
which
communication
is
focused
and
there's
perhaps
more.
O
That
could
be
done
in
that
in
those
areas,
and
one
of
the
things
which
is
happening
at
the
moment
is
because
of
the
development
of
why
car
and
new
relationships
are
establishing
that
that
is
not
necessarily
focusing
on
the
existing
relationships.
There
are
in
the
third
sector,
very
strong
relationships
with
communities
and
neighborhoods
they,
but
wycle
has
got
other
fish
to
fries.
So
it's
coming.
O
It's
looking
at
the
economy,
it's
looking
at
education
and
there
are
other
relationships
there,
which
are
sometimes
Overlook
the
fact
that
they're
already
existing
patterns
of
communication,
which
are
there
in
the
sector,
which
I
think
could
be
used
even
better
than
they
already
are.
So
thank.
P
Thanks
councilor
in
terms
of
the
City
being
brave
enough,
I
think
if
we're
comparing
to
other
local
authorities,
we
probably
are
braver
and
Bolder.
Certainly
that's
the
feedback
we
get
when
we
talk
to
to
counterparts
in
other
in
other
local
authorities,
but
this
is
about
our
own
ambition.
As
a
city
and
I
think
you
know
we
want
to
be
brave,
we
want
to
be
bolder
and
I
and
I
think
we
can.
We
should
be
pushing
further
to
do
that,
so
I'd
absolutely
support.
P
You
know
there
are
opportunities
for
us
to
do
more
of
that.
A
lot
of
that
is
about
Behavior
change
and
I.
Think
in
terms
of
our
culture,
our
organizational
culture,
but
our
systems
thinking,
culture,
I,
think
that
has
changed
as
a
result
of
kovid
I.
Think
we've
seen
really
what
we
can
do
collectively
and
I
hope.
P
That's
given
us
the
strength
of
belief
that
actually
this
is
the
right
way
for
us
to
work
and
it's
the
only
way
we're
going
to
overcome
problems,
but
also
not
just
overcome
and
endure,
but
actually
make
life
better
for
our
people
and
communities.
So
I
I
would
say
that
we
should
absolutely
be
being
even
braver
than
we
already
are
and
I
would
say.
The
third
sector
is
the
opportunity
to
mitigate
some
of
the
risks.
You're,
a
statutory
organization,
you
you're
a
large
organization.
We
are
a
collection
and
collaboration
of
much
nimbler
organizations.
P
We
already
exist
where,
where
we
have
to
take
risks-
and
so
I'm
not
saying
put
all
the
risk
on
us,
but
I'm
saying
use
that
capacity
that
we
have
as
system
Partners,
so
that
we
are
testing
out
things
faster,
that
we
are
getting
back
feedback
quicker,
that
we
are
making
improvements
more
limbly
rather
than
well.
P
You
know
we'll
do
we'll
do
a
Year's
work
on
that,
we'll
assess
that
and
then
we'll
slowly
see
what
what's
happening
at
the
end
of
that,
by
which
time
the
world
will
have
changed
again
on
us,
so
that
sort
of
continuous
Improvement
as
a
way
to
to
push
for
being
Bolder
I
would
absolutely
support
in
terms
of
the
silence
those
I
would
again
say.
Third
sector
organizations
are
people
focused,
we're
Community
focused.
A
You
all
right
what
I'm
going
to
do
now
is
I'm
going
to
invite
Mr
Money.
To
summarize
what
he's
here
today
and
then
I'll
give
the
last
word
to
councilor
Ireland
and
then
we'll
move
on
from
this
agenda,
so
Mr
money
first
and
then
councilor
Ireland.
K
That's
Council,
Anderson,
yeah,
I,
think
I.
Think
what's
coming
across
here,
particularly
strongly
is
the
is,
is
recognition
that
that
there's
a
significant
challenge
in
front
of
us
kind
of
a
multi-dimensional
challenge,
particularly
when
you
think
about
cost
of
living
and
covered
most
challenging
enough.
Wasn't
it
but
I
I
think
there
are
a
number
of
threats,
some
of
which
have
been
sort
of
referenced
in
the
in
the
questions
and
in
the
discussion
today.
K
Links
to
the
work
that
we
that
we're
keen
to
do
with
the
third
sector
and
I'm,
of
course,
a
keen
to
do
together
to
support
communities
and
and
people
of
farmers
across
across
the
city.
I
think
I
think
the
reference
that
Chris
made
to
trust
I,
I
Chris,
made
it
I
think
in
the
context
of
the
relationship
between
the
sector
and
the
local
Authority.
Oh
that's
what
I
think
Chris
was
alluded
to
at
that
point.
F
K
Think
that's
really
important
in
terms
of
partnership
working
and
I
and
I'm
being
as
transparent
as
we
can
with
with
the
way
that
we
need
to
work
through
this.
This
this
next
period
of
of
time
and
I,
think
also
we.
We
acknowledge
that
from
a
local
Authority
point
of
view,
there
is
something
about
public
money
and
cost
here,
but
there's
something
much
more
significant
in
terms
of
value.
K
The
value
that
has
been
delivered
through
through
appropriate
use
of
of
of
of
of
funding
and
support
and
and
we've
got
some
arrangements
in
place,
I
think
to
to
continue
to
keep
those
those
key
fundamentals.
You
know
trust
and
and
value
in
the
work
that
we
do
at
the
heart.
As
of
the
workers,
we
kind
of
move
forward.
K
I
I
think
the
comment
that
that
was
just
made
there
by
by
councilor
I
think
it
was
around
around
silos
and
an
organizational
structures.
I
I
think
that's
a
fair
point
to
be
honest.
Councilor,
Anderson,
I
think
I
think
that
the
trick
for
us-
and
it
involves
all
of
us
in
terms
of
of
of
the
conversation
today
and
others-
is
the
leadership
challenge
here.
K
About
making
sure
that
you
know
structures
around
certain
things
are
critical,
particularly
organizations,
but
what
they
shouldn't
do
is
lead
to
sub-optimal
Service
delivery
to
to
communities
in
need
in
the
city
and-
and
you
know,
whereas
charged
up
as
we
can
be
I
think
from
a
leadership
point
of
view
in
making
sure
that
we
we
navigate
that
to
that
critical
Journey
through
these.
Through
these
difficult
times,
it's
probably
probably
a
little
bit
more
than
something
up
there.
A
That's
fine,
that's
not
a
problem!
Kester
Harland.
J
Follow
all
that
it,
it's
all
being
said
what
I
will
say
is
as
as
a
relatively
new
chair
of
the
third
sex,
apparently
I
do
feel
that
it
has
got
the
right
people
around
the
right
table
and
I
do
think.
J
You
know
it's
a
really
good
forum
for
that
communication
to
where
communication
as
well.
You
know
we
are
at
the
beginning
of
this
new
strategy
and,
as
I
said,
you
know
a
minute
ago.
I
do
think
the
right
people
are
around
the
right
tables
to
be
discussing
this
and
moving
it
Forward.
J
Yes,
we've
got
some
challenges,
but
let's
not
just
talk
about
the
third
set
of
partnership.
It's
vital
that
we
really
make
that
work
and
I
think
you
know
we're
all
on
the
same
page
with
that
one.
Yes,
there'll
be
Financial
challenges,
but,
and
you
know
what
would
the
fundamental
basis
basics
of
this
is
the
people
of
our
city
in
those
areas
that
need
our
help
and
the
third
people.
The
third
sector
often
deal
with
the
people
that
would
never
ever
come
to
the
council
for
help.
J
So,
yes,
we've
got
some
work
to
do,
but
looking
forward
to
that
work,
Sam's
relatively
new
for
looking
at
after
the
third
sector.
Partnership
I
know
that
she's
Keen,
you
know
all
officers,
Paul
Nadine
are
so
Keen
to
make
this
work
and
we'll
do
it
together
because
we
have
to.
A
Yeah,
thank
you
very
much,
councilor
Harland.
So
as
far
as
they
board,
the.
What
we
were
asked
to
do
was
to
determine
whether
we
support
the
series
of
actions.
Well,
I've
not
had
anybody
making
any
undue
adverse
comments,
so
we
will
take
it
as
read
that
you
do
support
the
actions
that
were
set
out
under
the
four
headings
in
appendix
four
on
page
20..
So
can
I
thank
our
guests,
Hannah
Bailey,
Chris,
Hollins
and
Francesca
wood
for
coming
along
here
today.
A
Thank
you
for
your
contributions
and
because
this
is
an
important
part
for
us.
You
are
welcome
to
stay
in
the
call.
If
you
want
to
find
out
about
the
the
paper
that
Paul
tantalized
you
with,
so
that
you
can
see
how
it
all
fits
together.
But
thank
you
all
very
much
for
coming
along
today,
so
on
that.
A
If
we
can
now
move
on
to
item
four,
which
is
tackling
inequality
and
disadvantage
in
communities
localities,
so
the
people
who
are
speaking
in
this
one
we've
got
councilor
Harland
you've
already
met
Mr
money.
You've
already
met
so
Liz
German.
Do
you
want
to
introduce
yourself?
Please.
S
I
am
here:
yeah
Andy,
bertback
localities
program
manager
in
the
safer,
stronger
communities,
team,
Taj,
Verdi.
A
I
C
Cancer
Anderson
just
to
mention
that
Rachel
did
have
a
in-person
meeting.
She
had
to
attend
and
said
she
may
arrive
a
little
bit
late.
So
she'll
probably
join
us
at
some
point
towards
the
end
of
the
presentation.
That's.
L
Hi
morning,
all
Stuart
Burton
localities
program
manager
with
the
safe,
stronger
communities
and.
A
So
if
Liz,
if
you
can
give
some
introductory
remarks,
introducing
the
paper
and
I
got
a
message
to
say
that
you've
got
a
presentation
for
us
as
well,
which
is
fine
and
then
I'll
invite
councilor
Harland
to
say
a
few
words
and
then
we'll
go
through
some
headlines
that
the
locality
managers
want
to
bring
to
our
attention
from
their
respective
areas.
So
over
to
you,
Liz.
C
C
So
this
is
our
annual
update
you
all
so,
hopefully
we
can
Enlighten
you
in
terms
of
the
work
that's
been
taking
place
since
well,
really,
since
the
end
of
end
of
covered,
when
the
team
got
back
to
business
as
usual,
in
terms
of
accelerating
our
approach
to
how
we
tackle
inequality
and
poverty
in
our
our
most
deprived
areas,
and
that's
right
largely
around
to
focus
on
the
one
percent
areas
that
resided
that
occupy
the
city
and
so
I'm
just
going
to
talk
you
through
a
presentation
shortly
to
outline
some
of
the
progress
that
we've
made
and
also
to
set
out
how
we're
planning
to
work
with
scrutiny
and
and
our
other
panels,
including
the
third
sector
and
moving
forward
so
I'll
leave
their
counselor
Anderson.
C
J
Just
to
reiterate
what
what
Liz
has
said,
you
know
this
is
the
annual
update
this.
This
board
is
AD
overview
of
this
for
for
a
long,
long
time
when
I
was
on
the
board
many
years
ago,
when
this
first
started,
it
really
has
progressed,
and
you
know
made
diff
made
a
difference
to
to
people
out
in
those
communities
but
as
always
value
the
opinion
of
members,
and
so,
if
it's
a
list
for
the
presentation,
I
would
say.
A
A
C
Lovely
so
I'm
just
going
to
start
by
giving
you
a
bit
of
an
overview
in
terms
of
a
stock
tick
should
we
say
of
where
we
are,
and
so
as
you're
on
up
until
I
mean
2017.
We
start
to
develop
a
different
way
of
working,
which
I've
done
as
a
proof
of
concept
of
material.
C
Earlier
this
year,
where
we
took
a
report
to
Executive
Bard
setting
out
the
progress
that
had
been
made
in
improving
some
of
those
areas
and-
and
that
was
evident,
that
I
should
add
by
the
fact
that
some
of
the
areas
that
had
been
identified
in
the
2015
indices
of
multiple
deprivation,
that
were
one
percent
errors
that
actually
lifted
out
of
that
one
percent
area.
C
Those
one
percent
areas,
not
not
massively
I-
should
add,
but
certainly
demonstrated
that
by
working
differently
and
More
collegiately
in
those
areas
and
that
we
that
are
struggling
the
greatest
and
that
we
can
really
make
some
minerals
in
terms
of
addressing
those
issues.
So,
on
the
back
of
that
report
to
my
Executive
Board
in
March,
there
was
an
agreement
that
we
would
extend
the
locality
working
approach
to
all
12
areas.
C
So
the
2019
indices
of
multiple
deprivation
actually
indicated
was
that
we
Pat
we'd
moved
from
having
I
believe
it
was
off
the
top
of
my
head
16
areas
in
the
one
percent,
mostly
proud
areas
to
12.,
and
so
the
executive
board
supported
that
we've
moved
to
cover
all
those
areas
and-
and
that's
really
why
we've
been
focusing
over
the
last
six
months
or
so.
And
alongside
that,
we
did.
C
We
agreed
that
we
would
develop
local
area
plans
and
which
we're
currently
interned
with
we're,
just
at
the
point
start
to
co-produce
those
so
I'll
go
into
that
into
that
little
bit
more
detail
further
into
the
presentation,
but
also
continuing
our
work
to
drive
forward
that
whole
system
approach
in
terms
of
how
we
can
work
together
in
collaborate
operation
with
all
our
key
sectors
that
are
relevant
to
locality
and
local
locality
working
and
to
improve
I
want
whilst
deprived
neighborhoods.
Alongside
of
that
work,
we
she
just
before
he
left
here.
C
He
moved
our
former
Chief
officer
also
did
a
review
about
which
seeks
are
to
look
at
how
some
of
the
learning
from
the
locality
approaches
could
be
built
upon
and
that
slide
to
the
right
and
sound.
Just
depicts
those
four
areas
that
it
focused
on
and
some
of
the
fox
says
it
would
be
agreed
that
we
would
would
concentrate
on
and
would
would
fall
into.
C
The
locality
working
program
was
around
children
and
young
people,
community
entrepreneurship
and
health
and
well-being,
so
probably
no
real
surprises
and
actually
in
terms
of
the
community
entrepreneurship
element
and
that
that
is
still
in
development.
But
I
think.
The
previous
conversation
in
regards
to
the
third
secretary's
particular
Personnel,
because
our
third
sector
is
incredibly
entrepreneurial
and
we
really
need
to
look
at
how
we
support
and
grow
that
entrepreneurial
into
in
across
our
last
City.
In
a
much
more
focused
and
developed.
J
C
And
in
terms
of
the
community
entrepreneurship
element
and
that
that
is
still
in
development,
but
I
think
the
previous
conversation
in
regards
to
the
third
secretary's
particular
Personnel,
because
our
third
secretary
is
incredibly
entrepreneurial
and
we
really
need
to
look
at
how
we
support
and
grow
that
entrepreneurial
into
in
across
our
last
City.
In
a
much
more
focused
and
if
apologies,
everybody,
I'm
getting
feedback
from
my
computer
I
thought
that
somebody
else
was
speaking
to
me.
A
C
Right,
I'll,
I'll
plow
on
so
just
to
just
to
feedback
that
we
as
you'll
all
be
aware.
We
did
have
a
really
intense
assessment
by
the
LGA
in
February
time,
October,
February
time
and,
and
that
really
did
highlight-
and
it
was
given
in
feedback
from
from
Tom
to
to
staff
and
to
members
around
how
we
do
have
a
really
good.
We
have
all
the
right
components
for
a
great
locality
based
system,
but
there
is
work
to
do
to
both
bring
that
together
and
also
to
accelerate
it.
C
I
think
is
one
of
the
key
issues
that
was
raised
and
that
we've
done
a
lot
of
work
and-
and
there
was
a
real,
acknowledge
that
we
we
have
the
real
buying
of
local
community
organizations,
particularly
our
third
sector,
Partners,
on
this
and
and
again
that
last
Point,
around
partnership.
C
Work
is
seen
as
our
strength
and
I
suppose,
just
to
emphasize
yet
again
the
previous
some
of
the
discussions
that
happened
in
the
previous
report
that
we
see
our
third
sector
has
absolutely
being
fundamental
to
the
way
that
we
deliver
services,
not
just
in
our
mostly
private
communities
but
across
the
home
of
the
city.
I
think
it
was.
The
comic
was
made
by
by
Council
Harland,
quite
often
as
much
as
we
try
to
to
be
a
trusted
organization.
C
A
lot
of
people
won't
come
to
us
because
of
various
different
issues
and
life
factors.
So
our
third
sector,
and
not
only
you,
know
absolutely
astounding
Professionals
in
their
own
Fields,
but
also
really
trusted
partners
and
partners
that
sometimes
unable
to
reach
out
to
those
parts
of
the
community.
But
sometimes
we
we
can.
So
that's.
You
know
that's
absolutely
fundamental
in
terms
of
our
way
forward.
C
So
you've
seen
this
model
before,
but
but
in
it
will
contain
lots
of
information
about
how
our
how
our
service,
from
a
community's
perspective,
work
at
that
Universal
level
in
that
more
targeted
level
in
terms
of
our
MasterCard
areas
and
the
seasonal,
responsive
work
and
you've,
probably
all
seen
some
of
that
in
some
way
or
another
just
recently
throughout
the
Halloween
and
bonfire
period,
where,
thankfully
other
than
some
small
small,
unexpected
uprisings.
C
In
some
small
parts
of
the
city,
the
city
largely
went
through
one
Fair
night,
with
very
low
disturbances
and
and
reports
from
the
fire
service,
and
indeed
our
police
colleagues
suggest
that
they,
they
definitely
say
a
downturn
in
terms
of
the
number
of
calls
for
service
and
Lucy,
seen
as
the
front
runner.
What's
the
option
level
in
terms
of
how
we
deal
with
some
of
those
pinch
points
that
we
see
happening
year
every
year
at
certain
times
at
the
year.
C
So
what
we're
trying
to
do
now
is
where,
in
discussions
with
with
all
our
key
services
that
operate
in
in
localities,
to
look
at
what
this,
what
this
city-wide,
targeted
and
seasonal
responsive
model
looks
like,
and
we're
actually
holding
a
workshop
at
later
this
month
with
key
Partners,
including
also
sector
partners
and
the
anchor
organizations
that
sit
within
six
priority,
Wards
to
really
start
to
unpick,
what
what
for
their
services
and
their
organization
that
approach
means
to
them
and
how
we
start
to
bring
some
of
that
of
our
tactical
approaches
together
in
a
much
more
career
where,
at
a
locality,
level,
foreign,
some
recurring
themes
across
each
of
their
across
all
of
the
city
for
different
reasons.
C
It's
you
will
all
be
aware.
Cost
of
living
is
absolutely
top
priority
for
us
all.
At
this
moment
and
health
inequality
is
life
expectancy,
life
expectancy,
social
behavioral,
educational
attainment
skills
and
employment
and
housing
environment,
and
what
we're
trying
to
do
from
a
local
perspective
is
is
look
at.
Look
as
I.
Think.
C
One
of
my
this
because
from
the
previous
presentation
mentioned,
was
really
try
to
focus
not
just
on
how
we
are
responsive
in
terms
of
those
issues,
but
how
we
work:
Across,
The,
Wider
determinants
and
much
more
in
the
preventative
element
of
element
of
the
delivery
to
try
and
stop
us
getting
to
the
point
where
we're
at
crisis
point,
which
we
all
know,
places
huge
demands
on
services
for
all
different
reasons,
resources
and
otherwise,
but
are
actually
really
difficult
for
us
to
recover
from
take
far
longer.
C
So
if
we
can
work
in
about
preventative
and
early
intervention
space,
so
we're
so
much
more
likely
to
have
much
more
resilient
communities
and
much
much
better
use
of
an
efficient
use
of
our
local
resources.
C
Key
to
our
locality
working
approach
is
our
community
committees.
They
are
our
main
Democratic
infrastructure
in
terms
of
the
way
that
we
engage
with
our
local
communities.
I
would
say
that
we're
probably
not
making
as
much
as
we
could
of
that
infrastructure.
So
we
really
want
to
deliver
a
much
more
focused
approach
around
how
we
work
with
our
community
committees
and
how
our
community
committees
engage
with
our
local
communities.
C
So
we
are
looking
at
the
we've
been
looking
for
some
time
with
the
role
of
Community,
Committee
Champions
and
the
new
year
will
start
in
Earnest
to
really
look
at
how
we
can
make
that
role.
Much
more
focused
and
much
more
targeted
in
terms
of
the
areas
where
it
would
be
best
to
deliver
best
effect
in
terms
of
their
time
and
effort
that
we
know
many
elected
members
put
into
that
role.
Delivery
of
the
youth
Summits.
We
are
in
the
midst
of
a
program
of
the
use
limits
at
the
moment.
C
I
think
we've
delivered
three
so
far
where
we've
engaged
with
over
a
thousand
young
people.
So
how
do
we
make
sure
that
we
use
that
information
which
more
effectively
in
terms
of
what
your
people
want
to
see
in
their
local
communities
and
and
what
young
people
can
also
be
a
part
of
and
deliver
in
terms
of
their
own
Civic
responsibilities?
C
We're
about
to
launch
a
priority,
setting
Frameworks,
which
will
come
out
to
all
the
Committees
early
next
year.
Probably
at
the
end
are
just
at
the
beginning
of
the
new
Municipal
year,
which
will
merely
set
out
what
some
of
the
presenting
issues
are
in
those
areas
from
data
perspective,
but
also
from
a
local
intelligence
perspective,
so
that
committees
can
start
to
really
think
about
what's
important
to
them
and
what
they
need
to
use
their
time,
effort
and
resources
to
to
best
effect
and
to
to
affect
change.
And
I
mentioned
at
the
onset.
C
We
really
want
to
have
a
focus
around
our
increase
in
community
engagement
and
making
the
community
community
discussions
pertinent
to
local
people
and
because
that's
how
we're
going
to
get
people
engaged
if
they
feel
that
the
discussions
and
the
reports
that
are
being
taken
there
are
relevant
to
their
and
and
their
lives.
C
Just
in
terms
of
the
targeted
work
that
we
do
in
through
the
the
sort
of
the
six
priority
wards
that
that
just
depicts
the
six
priority
words
that
we're
focusing
on
these
ones
like
Riverside,
killing,
Becca,
Seacrest,
beating
and
holbeck,
family
Berman,
Thompson,
Richmond,
Hill
and
Gibson
hair
halls,
and
if
I
can
just
draw
your
attention
to
the
report
in
appendix
one,
you
will
find
a
more
detailed
breakdown
of
what
some
of
the
presenting
issues
are
in
each
of
those
areas.
C
So
that's
mixed
with
some
quite
interesting,
quite
interesting
reading
and
obviously
lots
of
work
going
on
to
try
and
look
at
how
we
bring
all
that
information
together
as
part
of
the
local
area
planned
approach
in
terms
of
governance.
We
still
are
working
to
the
neighborhood,
Improvement
board
and
you'll
see.
C
Scrutiny
is
mentioned
at
the
top
in
terms
of
our
strategic
approach
from
a
corporate
level,
so
very
much
about
how
we
support
the
delivery
of
the
best
city
ambition
at
a
local
level
and
how
we
bring
all
those
plans
and
strategies
that
are
relevant
to
localities
and
to
life
in
both
in
those
six
worlds.
C
We
very
much
want
to
take
learning
that
we
have
that
we
get
from
working
differently
those
worlds
Across
The
Wider
city,
where
the
issues
are
where
these
issues
that
are
presenting
elsewhere
that
are
relevant
and
we
can
demonstrate
their
different
way
of
working
in
one
area
could
be
adopted
and
and
used
elsewhere,
and
very
much
want
to
look
at
how
we
use
scrutiny
and
our
previous
recommendation
that
was
made
was
that
that
there
were
elements
of
the
locality
working
program
that
would
sit
across
each
of
the
scrutiny
boards.
C
What
we're
trying
to
do
now
is
is
look
at
those
local
area
plans
and
once
those
are
agreed
and
and
ratified,
is
that
the
relevant
actions
for
the
relevant
security
guards
would
then
sit
in
their
work
programs
moving
forward.
So
that's
that's
where
we
are
in
terms
of
looking
at
how
we
can
Engage
The,
broader
scrutiny.
Work
program
We've
also
recently
set
up
a
locality,
working
delivery,
Group,
which
will
sit
in
between
the
nib
and
the
core
groups
that
will
operate
within
those
six
priority
worlds.
C
We
have
we
have
the
inaugural
meeting
earlier
this
month.
We've
got
a
workshop
session
middle
of
this
month
and
that's
really
going
to
start
to
look
at
how
we
develop
the
log
Library
plans
and
what
are
the
across
the
different
strategies
that
operate
at
a
city
level.
What
are
the
ones
that
a
person
and
to
first
to
focus
on
at
a
locality
level?
C
And
how
can
we
look
at
our
individual
Royals
in
terms
of
what
we're
delivering
those
areas
from
not
just
such
statutory
services,
but
the
third
sector
Hannah
was
involved
and
also
the
anchor
networks
that
that
operate
in
those
areas.
How
we
can
really
think
about
that?
C
Those
broader
determinants
that
we
will
we
can
work
on
together
to
to
bring
about
some
real
change
and
some
real
Improvement
to
the
lives
of
the
people
that
live
in
those
areas,
and
that
group
will
also
be
looking
at
how
we
can
better
collaborate
and
also
that
the
point
around
learning
and
sharing
a
good
practice
so
making
sure
that
where
we
know
that
something
works,
how
do
we
make
sure
that
that
can
be
adopted
elsewhere
and
and
put
to
best
effect
next
slide?
C
So
the
local
area
plans
just
to
to
give
you
an
idea?
What
they're
going
to
look
like?
They
will
include
some
information
that
around
the
demographics
of
the
area
and
some
of
the
presenting
issues
but
I
suppose
the
main
element
of
it
will
be
looking
at
how
we've
got
looking
at
those
locality,
relevant
strategies
that
have
a
look
at
relevant
locality,
focus
and
distill.
C
Those
into
one
cohesive
plan,
which
we
can
work
on
collegiately
over
a
period
of
time,
and
that's
probably
going
to
be
between
three
and
five
years
that
we're
looking
at
with
an
annual
refresh
taking
place
as
well.
C
So
our
timetable
for
implementation.
So
our
journey
started
in
March
this
year,
when
executive
Bard
approved
the
new
locality
working
approach.
We've
done
a
lot
of
work
in
the
meantime
to
to
reshape
the
way
that
my
team
works.
So
some
of
you
will
be
aware
that
you've
now
got
a
program
manager,
that's
linked
into
your
Community
Committee
area,
and
so
we've
sort
of
changed
the
structure
so
that
that
took
a
little
bit
of
time,
but
we're
now
that's
now
operational
and
and
working
really
well
and
we're
aiming
to
actually
have
the
local
area
plans.
C
I'll
just
jump
straight
to
the
end
finalized
by
mid-year
next
year,
so
they'll
be
and
they'll.
They
won't
be
public
documents
in
the
first
instance,
because
we
wanted
to
make
sure
that
we
we
know
what
we're
asking
the
public,
what
for
what
they
mean
to
the
public
file?
We
start
sharing
them
with
with
them,
but
but
there
will
be
hopefully
supported
and
in
place
by
June
next
year.
So
we
can.
C
We
can
start
delivery
around
those
areas
that
we've
we've
agreed
that
we'll
all
work
together
ever
on
so
I'll
stop
there
counselor
Anderson.
Thank.
A
You
very
much
right
is
any
any
of
the
officers
got
anything
they
would
want
to
add
at
this
stage.
If
you
want
to
open
it
up
to
members
right,
in
that
case,
canister
Cunningham,
you
are
first.
G
Thanks
chair
thanks
Liz
for
the
report,
which
I've
read,
including
the
appendix
one
of
the
things
that
I
note
in
the
report,
is
that
there
is
no
mention
of
volunteer
time
and
and
I
think
that
in
in
my
community
in
particular,
that
is
very
underestimated.
G
So
I
refer
to
appendix
one
I
see
and
here
I
will
declare
my
non-pecuniary
interest
in
armley
action
team
and
most
of
the
other
Associated
working
groups
on
the
volunteer
front
in
armley.
But
I
note
that
on
the
action
team
is
listed
under
the
arm
reward
actions,
you
see
I
think
there.
It
should
be
made
clear.
G
The
army
action
team
is
in
fact
a
volunteer
group,
not
a
third
sector
organization
and
and
in
within
that
that
there
have
been
quite
a
number
of
issues
surrounding
things
like
voluntary
sector
groups
accessing
funding
on
time,
their
applications
being
faced
with
perhaps
more
criticism
than
organized
the
sector
groups
and
speaking
with
knowledge
of
the
army.
G
Action
team
I've
already
fed
this
back
centrally,
but
there's
a
great
feeling
amongst
many
of
the
volunteer
groups
within
armley
that
they
are
underappreciated
for
the
work
that
they
do
to
support,
to
support
things
and
based
on
that,
there
are
questions
on
whether
some
of
these
volunteer
groups
will
be
able
to
go
ahead
and
and
and
carry
on
with
the
events
that
they
have
been
producing
in
army.
G
So
I
think
that's
something
that
really
needs
news,
highlighting
in
the
report
that
the
the
work
of
the
volunteers-
and
that
goes
for
things
like
friends
of
Army
and
got
spark,
for
example,
who
now
oversee
flower
beds
that
would
have
been
filled
in
in
armley
park
and
just
a
point
of
note,
the
Omni
town
team
no
longer
does
exist.
That
was
a
business
group
for
only
town
street,
but
it's
no
longer
in
place.
Okay,
thank
you.
A
R
I
think
it's
all
a
very
fair
point
and
and
all
the
issues
that
have
been
referred
to
and
we
are
sort
of
trying
to
build
those
relationships
up,
particularly
the
army
action
team.
So
we
can
actually
plan
longer
term
what
support
they
need
to
make
sure
they're
not
in
that
position
again
where
funding
becomes
an
issue
why
it
takes
too
long.
It's
absolutely
agree
with
what
council
Cunningham
said.
So
it's
learning
for
us.
A
H
I
feel
very
lucky
to
be
an
award
where
the
three
members
speak
constantly
and
work
together,
extremely
well
and
closely
and
I.
Don't
believe
that
in
some
of
the
awards
in
the
city
that
that
happens,
and
while
we're
sitting
here
talking
about
how
can
local
governments
do
their
best
with
the
third
sector
and
and
their
War
generally,
closer
collaboration
between
members
of
the
three
members
in
each
Ward
would
be
so
so
valuable.
H
C
And
I
I'll
just
say
that
you
know
all
of
our
community
committees
are
unique.
They
have
some
guiding
principles
where
they
all
operate
differently
and
and
I
think
that
they
all
they
are
all
really
hard
work
in
terms
of
the
needs
of
their
communities,
but
they
they
do.
They
do
have
differences
of
opinion,
but
I
think
largely.
C
We
do
manage
to
come
to
consensus
around
issues
and
and
where
we
can,
then
we
refer
them
to
the
appropriate
policy
to
to
make
sure
that
those
issues
are
dealt
with,
but
I
I
would
say
that
I
work
with
all
99
councils
and
my
team
probably
have
the
most
contact
with
councilors
and
any
other
team
in
the
whole
of
the
council,
both
at
an
executive
level
and
at
a
local
level
and
I'm
incredibly
proud
of
the
work
that
the
councils
do.
It's.
C
The
our
councils
are
really
committed
and
I
hope
that
those
issues
of
of
where
the
council's
dancing
eye
to
eye
are
largely
resolved
in
a
in
a
way.
That's
professional
and
appropriate,
and
and
I,
don't
see
it.
Presenting
massive
issues
on
a
recurring
basis.
A
A
H
I
do
accept
that
response.
I
think
that's
that's
sensible
and
and
knowledgeable
and
fair,
so
yeah,
I
I
do
accept
that
I
do
I.
Just
do
reiterate.
I
think
there
are
opportunities
for
counselors
to
work
better
together
in
in
some
Wards,
not
really
I
didn't
really
mean
about
Community
committees.
I
just
meant
the
fact
you
know
of
just
general
collaboration.
G
It's
not
it's
I,
don't
I,
don't
feel
that
I
got
a
response
about
how
how
the
volunteer
time
would
be
accounted
for.
You
know,
within
within
the
locality
project.
Thank
you.
C
Yeah
I'll
come
back
on
that
one
cancer
Cunningham
we
can.
We
do
have
those
figures.
I
apologize
that
they're
not
in
the
report.
It's
an
oversight
of
our
part.
We
certainly
published
them
in
the
annual
report
that
was
recently
went
to
full
Council.
So
we
do
have
those
figures
and-
and
it's
it's
an
oversight
in
our
part,
so
apologies
for
that.
Okay,.
A
E
Thanks,
thank
you,
chair
just
wanted
to
say
thank
you
for
a
great
report
and
again
some
excellent
work
in
terms
of
the
priority.
Neighborhoods
I
wonder
whether
there
was
any
scope,
obviously
not
not
until
we've
kind
of
solved
a
few
more
issues
in
these
priority.
E
Neighborhoods
shall
I
say,
but
at
some
point
to
expanding
that,
because
I
think
there
is
need
pockets
of
need
all
around
the
city
and
and
I
do
think
that
you
know
we
we
do
need
to
focus
slightly
wider
in
our
net
I
mean
some
of
the
some
of
the
issues
could
could
literally
be
poor
transport,
as
we
see
often
in
the
sort
of
the
North
End
of
the
city,
and
you
know
in
my
own
Ward,
you
know,
I
do
have
a
priority
section
of
my
my
own
Ward,
which
you
know
I
try
to
focus
on
greatly
and
I
just
wondered
whether
that
would
be
any
scope
for
that
in
the
future.
C
Our
approach,
counselor
Smith,
is
as
I've
said,
is
that
we,
you
know
we
we
focusing
on
these
areas,
because
these
are
the
world
where
the
12
1
areas
reside
in
the
city.
But
we
very
much
want
to,
as
I
said
in
the
presentation.
Take
the
learning.
C
So
if
we
have
got
issues
that
in
those
in
those
areas
where
we've
adopted
a
different
way
of
working-
and
we
have
similar
issues
in
pockets
of
the
city
that
that
are,
you
know,
perhaps
not
presented
in
quite
the
same
way
from
a
deprivation
perspective,
then
we
would
be
seeking
to
look
at
how
we
could
adopt
those
that
those
ways
of
working
in
those
areas
so
I
think
it's
work
in
practice.
C
Obviously,
we
review
our
approach
to
work
out
you're
working
on
a
regular
basis,
so
I'm
hopeful
that,
although
we
won't
be
looking
to
expand
Beyond
those
six
worlds
and
because
that's
what's
been
agreed,
we'll
focus
on
at
least
for
the
foreseeable
future.
Is
that
where
there
are
those
issues,
we
can
take
the
learning
and
look
at
how
we
can
support
those
areas
using
using
the
using
the
good
practice
that
we
developed
elsewhere.
C
Then
we
you
know
we
will
be.
You
know
we'll
we'll
do
our
best
to
support
it.
That
way
through
the
current
iteration
of
the
program.
E
Thank
you
I'm,
particularly
thinking
of
my
area
of
swinner,
and
we
have
a
community
center
there,
which
is
Council
owned
and
volunteer
run,
and
they
struggle
with
funding.
I
mean
we
fund
them
greatly
through
various
things.
I've
I've
got
them
tens
of
thousands
of
pounds
of
funding
over
over
my
term,
but
you
know
I
do
think
we
need
a
you
know,
a
better
approach
with
them,
so
that's
I'll,
take
it
up
separately,
but
I
think
that's
where
I'm
coming
from
Mostly.
Thank
you.
F
Yeah
thanks
yeah,
yes
very
interesting
couple
of
reports
a
bit
comprehensive
about
the
amount
of
work
going
on
across
the
city,
I
mean
no
one's
watching
the
scrutiny
body,
we're
leaving
no
doubt
that
the
the
breadth
and
F
and
depth
of
efforts
that
have
gone
on
with
the
the
both
the
council
and
the
voluntary
sector.
I
don't
certainly
recognize
anything
I've
seen
over
the
last
few
years
as
this
Council
been
risk-aversed.
Yet
another
question
where
that
comment
came
from
just
I
commit
this
question
from
in
the
interest
of
full
disclosure.
F
Some
people
know
I
I
co-chair
the
card
in
community
sleeper
as
a
as
a
trustee
and
we've
been
busy
putting
together,
along
with
other
organizations
in
my
world
of
Henley
and
I
apartment
across
in
the
Northwest,
because
I'm
also
the
community
community
chair,
we've
been
putting
together
our
cost
of
living
responses
and
I'm,
and
it
perhaps
it's
not
perhaps
a
question
that
the
officers
could
get
and
Council
Harlan
could
give
now
and
are
happy
for
it
to
come
at
a
later
point.
But
how
are
we
going
to
maximize
the
reach
of
the
offer?
F
Because
there's
a
lot
going
on
people
are
putting
amazing
efforts
in,
but
nothing
feels
more
dread
than
when
a
public
sector
organization
says
yeah
we're
going
to
put
messages
out
on
our
socials,
because
we
don't
have
the
biggest
reach
in
the
world
without,
despite
our
best
efforts,
so
wondering
what
are
people's
thoughts
on
how
we
can
maximize
that?
Are
we
going
to
perhaps
try
to
try
to
bring
in
some
economies
of
scale
and
coordinate
that,
for
example,
things
as
simple
as
individual
leaflets,
but
bulk
buying
on
scale?
Are
we
going
to
use?
F
Are
we
going
to
use
directly
use
either
voluntary
sector
or
Council
staff
for
leaflet
distribution?
That
kind
of
thing
are
we
going
to
vote
by
in
paid
for
deliveries?
The
reason
I
ask
all
of
this
is
just
on
a
practical
basis.
F
We
do
a
lot
of
food
bank
collection
drives
and
when
we
use
our,
if
you
like,
just
our
socials
in
in
sort
of
heading
me
in
Hyde
Park,
it's
okay
to
a
point,
but
whenever
we
use
just
the
basic
old-fashioned
leaflet,
it's
it's.
The
the
donations
go
by
about
two-thirds,
chair,
I'll,
put
in
Practical
terms.
F
Three
car
lots
of
three
loads
of
my
vauxhall's
favorite
stuff,
full
of
donations,
as
opposed
to
five
to
six
vauxhalls
and
viewers
of
donations.
If
you
were
to
put
it
in
a
simple
graphical
term,
chat
and
I'm
just
wondering
what
what
are
people's
thoughts
on
that
at
the
moment,
because
on
my
patch,
we're
thinking
that
we're
going
to
have
a
we,
we
we're
preparing
for
sort
of
an
avalanche
of
need
in
sort
of
January
February
period,
March
period.
F
When
that's
when
the
cost
of
living
crisis,
we
think
will
really
hit
a
home
in
the
city
when
people
have
started
to
get
their
next
quarter,
energy
bills
and
then
they've
had
some.
Maybe
it's
the
festive
season
and
people
people
sent
spend
their
money
money
then
so
I
mean
what
are
the
practical
steps
we
can
take,
and
if
this
requires
an
ancillator
Roger,
that's
absolutely
fine,
because
I
appreciate
it.
It's
quite
a
question.
It's
quite
broad,
ranging
thanks.
A
All
right,
let's
are
the
local
Pro
program
manager,
do
either
of
you
want
to
come
in.
C
T
I
could
just
chip
in
just
as
a
small
example
in
in
holbeck.
We
we
do
have
a
little
bit
of
what
cancer
walshaw
just
described
there,
so
we
we
have
as
a
response
to
issues
in
regards
to
one
Street's
sex
work
in
the
whole
bit.
T
We
do
have
a
partnership
group
that
obviously
deals
with
lots
of
things,
but
one
of
the
things
we've
been
doing
recently
is
engaging
with
residents,
particularly
in
the
Recreations,
the
one
percent
area
and
engaging
with
them
through
leaflet
drops
so
every
couple
of
months
we
do
a
leaflet
drop,
so
one
one
month
it
might
be
for
a
safer
leads
update.
It
might
be
a
an
anti-social
Behavior
update.
It
might
be
a
third
sector
support
services
update,
but
we
all
come
together
to
deliver
those
leaflets,
so
we
might
have
about
16
20
people.
T
What
one
Friday
morning
we
Blitz
the
whole
area.
So
we
do
do
that
sort
of
thing.
It
does
work
and
yeah
we
get
we
get
in
terms
of
economies
of
scale.
We
get
our
best
deal
on
on
producing
the
leaflets
of
newsletters,
but
yeah
services
will
come
together
and
do
that
sort
of
work.
Q
Thank
you,
sorry,
I,
don't
know
how
to
get
the
hand
off
okay,
you
can
never
work.
Apologists
have
been
late,
but
I
couldn't
get
you
onto
the
system.
It's
just
a
comment
really
and
I.
Think
as
regarding
World
members
and
getting
on
or
not
that's,
not
what
we're
here
for
we're
here
and
elected
to
deliver
for
our
constituents
and
as
regarding
the
community
committees
and
scrutiny,
Liz
and
Beth,
their
teams
do
a
fantastic
job
of
supporting
us
so
that
we
deliver
for
our
residents
in
Leeds
and
that's
what
it's
all
about.
Thank
you.
Thank
you.
H
L
H
This
such
as
secret
and
vermintosh
we're
spending
a
lot
of
money
on
leads
watch
cameras
in
some
other
Wards.
You
know
we
encounter
costs
because
of
things
like
these
watch
that
perhaps
aren't
paid
for
in
other
areas
and
I.
Don't
I,
don't
know
it
might
be
compensation
for,
but
it,
but
it
might
not.
H
And
lastly,
about
councilman
warsaw's
excellent
comment
that
locally
we
we
are
too
crop
Collective
first
week
of
January,
we'll
be
delivering
10
000
leaflets
about
cost
of
living
via
raw
male
door
to
door
and
they're
also
delivering
7
000
liters
to
school.
So
yeah
social
media
is
not
the
answer
to
everything.
A
Okay
right
so
I
gave
the
opportunity
earlier
on,
but
the
neighborhood
chose
the
locality
program.
Managers
set
to
wait
until
the
presentation.
Now
that
you've
heard
the
discussion
do
any
of
you
want
to
come
in
to
set
up
what's
been
working
well
in
your
area
or
anything
you
want
to
bring
to
scrutiny's
attention,
or
do
you
feel
that
Liz
has
explained
everything
Andy
you've
taken
your
mutoff?
Does
that
suggest
that
you
are
happy
too
thanks.
S
Chair
just
a
general
comment
really
just
because
I
think
most
of
us
have
sat
through
the
excellent
first
paper
and
presentation
that
was
done
around
the
third
sector
and
it
was
just
a
general
comment
really
around
locality.
You're
working
in
the
in
the
seeds
that
were
sown
right
from
2017,
really
I,
think
with
the
The
Hub
response
and
the
crisis
response,
which
was
a
fantastic
collaborative
effort.
S
That
happened
for
loads
of
different
reasons,
but
partly
partly
because
some
of
those
local
relationships
were
forged
because
of
that
focus
on
place
and
I.
Think
some
of
the
maturity
of
the
relationships
with
the
third
sector
started,
sort
of
in
2017
and
and
obviously
Beyond
before
then.
But
people
working
in
collaboration
and
then
when
the
crisis
did
hit,
people
were
able
to
activate
in
a
matter
of
days
as
I,
think
Hannah,
said
and
and
get
things
set
up
quite
quickly
and
I
think
that's
sometimes
the
sort
of
the
nature
of
locality
working.
S
Quick
wins
which
we
talk
about
and
we
can
talk
about
as
we
go
forward,
but
I
think
sometimes
it's
the
more
long-term
cultural
change
of
people
work
into
place,
people
working
in
collaboration,
people
working
to
Citizen
letters
agendas,
and
it
was
just
that
it
just
it
seemed
to
as
I
think
again
as
Paul
said
it
all
ties
together
as
a
golden
thread
really,
which
is,
if
you
know
you
solidify
those
relationships.
S
You
start
that
sort
of
spirit,
decor
and
everybody
work
into
a
sense
of
purpose
and
common
purpose
that
when
we
do
get
these
crises,
whether
it
be
covid
or
more
recently,
the
cost
of
living
crisis,
we
can
activate
better,
so
I
think
that's
just
something
to
bear
in
mind.
When
we
talk
about
locality,
work,
it's
an
ongoing
Journey,
but
the
benefits
really
do
get
realized
when
the
pressure's
on
as
a
council
that
was
that
was
all
cheer.
That's.
C
Yeah,
very
briefly,
thank
you,
chair,
so
I'm.
The
locality
program
manager
for
killing
Beck
and
seacroft,
as
constitute
has
alluded
to
the
we
RC
craft
Collective,
has
grown
out
of
that
covered
response.
C
That
Andy
has
just
mentioned
how
organizations
came
together
to
deliver
around
the
anchor
organization
and
then
have
created
a
a
long-term
sustainable
partnership,
which
is
the
really
interesting
work
for
me
going
forward
about
how
we
work
with
that
partnership
to
deliver
the
local
area
plans
that
we've
we've
talked
to
that
that
Liz
mentioned
in
the
in
the
presentation
and
also
about
sort
of
innovative
work
going
forward.
C
A
You
thank
you
Rachel
right.
It
doesn't
look
as
anybody
else
indicating
for
Liz.
Do
you
want
to
have
a
final
comment
and
then
I'll
pass
over
to
councilor
Harland
to
sum
up
the
session
and
any
further
comments
she
wants
to
meet.
A
C
I'm
going
to
the
partner
with
cab
from
you
all
around
this
agenda
and
really
hopeful
that
moving
forward.
As
we
start
to
get
the
nailed
down
the
local
library
plans
and
those
local
plans
are
developed,
we
can
start
to
import
the
the
pro
import
our
actions
under
the
services,
the
actions
of
other
services
and
organizations.
C
Interviews
group
regards
so
we'll
have
a
much
broader
support
mechanism
around
how
we
really
start
to
drive
files
and
accelerate
our
work
in
those
areas
and
making
sure
that
the
really
good
work
that's
already
started
is
shared
Across,
The,
Wider
City,
because
we
know
that
we
know
that
when
we
do
things
well
together,
we
really
do
make
a
big
difference
and
if
it
could
just
continue
on
that,
fine
and
I
really
start
to
make
sure
that
that
learning
is
shared
across
all
the
parts
of
the
city
and
indeed
strengthen
and
continue
to
work
with
our
amazing
Community
committees.
C
Then
I'm
really
excited
for
the
next
12
to
18
months
and
really
excited
to
to
work
with
with
you
all
Marbach
from
a
security
perspective
and
a
Community
Committee
level.
A
A
To
someone
Council
of
Ireland.
J
Thank
you
chair
and
thank
you,
everybody
feeling,
but
today,
as
always
said,
you
know,
this
has
been
an
ongoing
journey
and
your
overview
on
this
particular
thing
is
being
valuable
over
the
years
and
hopefully
that
that
will
continue
as
Liz
alluded
to
about
the
local
area
plans
once
these
are
up
and
running
and
we'd
really
like
to
embed
that
across
the
scrutiness
and
the
different
scripture
boards,
so
I
know
help
with
that.
Counselor,
Anderson
and
Becky
would
be
appreciated.
J
The
will
the
stuff
that
crosses
over
so
we're
really
liking
out
with
that,
I've
also
got
an
asked
about
a
working
group.
I
know
that
sometimes
members
think
oh,
my
God,
not
another,
but
we
Liz
and
I
and
and
Paul
have
spoken
about
the
Community
Committee
and
reviewing
the
community
committees
for
quite
some
time,
and
it
did
come
up
in
the
peer
review
that
these
are
the
real
vital
important
where
members
of
a
real
feel
for
the
local
communities.
J
J
I'd
just
like
to
say
for
both
of
the
teams
that
presented
purpose
here,
I'm
really
proud
to
work
with
these
wonderful
set
of
people
and
officers
that
are,
you
know,
on
the
front
line,
sometimes
in
the
front
line
or
in
between
members,
and
you
know:
that's
not
what
they're
there
for
and
I
don't
think
they
handle
things.
And
yes,
you
know
we
do
a
bit
I
mentioned
in
Council
people
out.
J
There
think
that
we
should
be
working
a
little
bit
more
collaboratively,
but
as
members
we're
all
grown-ups
and
that's
incumbent
on
us
to
make
sure
that
that
happens
when
and
where
it
can.
But
thank
you
again
just
need
those
two
asks
in
then.
That
would
be
great.
J
You
know
a
busy
schedule,
but
and
I
do
think
that
Community
committees
can
be
the
beacon
out
there,
especially
after
how
you
know
they
stood
up
in
in
the
pandemic
and
what
we're
doing
now
and
of
course,
Chris
is
still
here.
I've
gotten
with
Anna
and
our
Hammer
is
in
Francesca.
Well
that
collaborative
working
is
across
the
city,
and
it's
incumbent
around
with
us
to
to
do
that.
Thank
you.
Yeah.
A
Thank
you
very
much.
Okay
right
so
could
I
thank
cancer.
Harland
Mr
Money,
this
Jarman
Andrew
Burke
Taj,
Verde,
Rachel,
Marshall,
stewartburn
and
Jane
Patterson
for
coming
along
to
the
meeting
today
so
Becky.
What
schedule
item
five.
D
Thanks
check
yeah,
if
I
can
just
draw
a
members
attention
to
three
dates:
you've
got
your
budget
working
group
on
the
12th
of
December.
D
You
then
got
a
social
Progress
Index
working
group
on
Wednesday,
the
14th
of
December
and
that's
designed
to
provide
a
bit
more
context
before
your
performance
monitoring
in
January
and
then
finally,
you've
got
a
further
working
group
just
having
gone
into
the
diary
for
February
on
the
air
quality
action
plan,
you
should
have
received
invitations
to
all
of
those
and
all
of
those
are
being
held
remotely,
but
it's
just
to
make
sure
that
they're
on
your
radar
and
you're
aware
of
them.
Okay,
so.
A
The
next
formal,
formal
meeting
we've
got
is
on
the
5th
of
January
at
10
30,
with
a
pre-meeting
at
10
o'clock,
but
we've
got
the
other
two
meetings
that
are
coming
up
shortly:
one
on
the
budget,
one
of
the
social
Progress
Index
I,
don't
know
how
many
of
you
are
actually
I
know.
Council
of
Tudor
was
at
the
seaac
meeting
the
other
day
where
this
social
Progress
Index
was
was
mentioned,
which
is
very
interesting
as
to
what
it's
showing
and
I
think.
A
By
their
own
admission,
they
would
say
that
it's
not
necessarily
finished
yet.
There's
still
some
more
work
to
be
done,
but
the
information
that
they're
pulling
out
just
now
is
very
interesting
in
terms
of
where
there
might
be
gaps
in
delivery
or
the
the
way
that
some
residents
are
facing
up
to
some
of
the
problems
that
we've
got
in
this
city.
So
thank
you
all
very
much
for
your
time
and
attention.
A
It's
very
difficult,
I've
learned
my
lesson
today
not
to
try
and
share
a
meeting
using
an
iPad,
because
I
can
only
see
12
people
at
any
one
time
and
it
is
very,
very
difficult
to
do
it.
But
I've
learned
a
lesson
so
I'm
letting
everybody
else
know
that
the
lesson
I've
learned
today
is
to
be
careful
as
to
how
you
chair
a
meeting.
But
thank
you
all
very
much
and
all
have
a
good
weekend
see
you
later
bye.