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From YouTube: Leeds City Council - Adults, Health and Active Lifestyles Scrutiny Board 26th April 2022
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A
A
As
such,
it
is
a
remote
consultative
meeting
of
the
adults,
health
and
active
lifestyle
scrutiny
board.
The
consultative
status
of
today's
meeting
means
that
some
of
the
usual
formalities
will
not
take
place
at
the
start
of
the
meeting,
and
while
it
also
means
that
the
board
will
not
be
in
a
position
to
take
any
formal
decision
decisions,
today's
discussion
will
still
very
much
inform
the
work
of
the
scrutiny
board
and,
when
necessary,
any
proposed
actions
that
do
require
formal
ratification
will
be
referred
to
the
next
formal
public
meeting
of
the
scrutiny
board
for
approval.
A
A
A
Okay,
thank
you
very
much
agenda
item
number
two
is
the
update
on
the
development
of
the
local
integrated
care
system
so
board
since
july
last
year,
this
group
board
has
continued
to
monitor
the
ongoing
development
of
the
new
integrated
care
system.
It
is
now
anticipated
that
from
first
july,
2022
ics
will
be
put
onto
a
statutory
footing
and
compromise
an
integrated
care
partnership
and
an
integrated
care
board.
Back
in
november,
the
west
yorkshire,
health
and
care
partnership
had
published
the
draft
constitution
of
the
west
yorkshire
integrated
care
board
for
consultation
as
a
security
board.
A
A
A
A
briefing
note
has
therefore
been
provided
by
the
leeds
nhs
clinical
commissioning
group,
which
sets
up
the
latest
position
regarding
the
draft
icb
constitution
and
leads
place-based
governance
arrangements.
I
will
now
invite
participants
to
introduce
themselves
and
I
will
start
with
counselor
wenner.
B
B
A
D
Yes,
thank
you
very
much
again
for
the
opportunity
and
also
thank
you
for
the
feed
this
time.
It's
really
useful
to
come
and
see
all
of
you
talk
through
some
of
these
issues
and
keep
you
abreast
of
the
changes
and
the
development
as
it
goes
ahead.
I
think
it's
probably.
We
will
all
be
aware
that
the
bill
is
going
through
parliament.
Indeed,
it's
meant
to
complete
it
complete
going
through
parliament
by
the
end
of
this
week.
D
If
it
doesn't,
then
the
first
of
july
becomes
a
little
bit
of
a
problem,
but
the
expectation
is
that
it
will.
It
will
go
through
and
therefore
the
west
yorkshire,
integrated
care
board
will
be
established
as
a
statutory
body
from
the
first
of
july
and
the
ccg
in
leeds
and
the
other
ccgs
across
the
country
that
will
effectively
cease
to
exist
from
that
date.
So
it's
made
progress.
D
There
not
been
any
significant
changes
in
in
the
legislative
process,
although
I
think
some
of
the
powers
of
the
secretary
of
state
to
intervene
have
been
adjusted.
Shall
we
say
in
terms
of
that
bill,
but
that,
but
once
that's
gone
through,
we
will
be
full
steam
ahead
first
of
july,
and
we
are
expecting
that
to
be,
as
I
say,
by
the
end
of
this
week
in
terms
of
the
constitution
of
the
ics,
because
certainly
we
spent
some
time
talking
through
that.
D
Last
time
we
came
together
in
january,
we've
we've
done
further
iterations
and
that
draft
is
now
going
forward
as
a
sort
of
draft
for
nhs
england
to
to
look
at
and
have
their
lawyers
check
over
and
check.
It's
all
legal
and
sound.
That
latest
version
I
think,
is
attached
in
your
pack.
It
will
then
come
back
with
any
advice
and
then,
as
ccg
chief
officers
across
west
yorkshire,
we
will
then
have
to
formally
propose.
D
The
very
final
version
is
the
way
that
the
sort
of
legislation
and
has
decided
it
should
be
done
in
terms
of
the
sort
of
feedback
that
we
gather
through
quite
an
extensive
consultation
and
engagement
process
between
sort
of
through
november
december
and
early
january.
I've
been
a
number
of
changes,
been
really
helpful
to
have
the
feedback
that
we've
had.
D
Some
of
those
are
set
out
in
the
papers
that
you've
got,
but
also
we've
attached
a
full
sort
of
summary
of
the
learning
that
we
gathered
together
from
right
across
the
west
yorkshire
system,
including
colleagues
on
this
call
and,
and
others
in
leads.
I
suppose,
just
drawing
attention
and
noting
probably
some
of
the
main
changes.
And
you
can
see
these
on
page
nine
of
your
report
and
we've
really
emphasized
that
we
will
continue
to
provide
as
the
nhs
comprehensive
healthcare
service.
D
D
That's
been
strengthened
and
emphasized
and
been
made
very
clear
that
this
is
a
unitary
board
and
all
members
are
members
of
that
kind
of
board
and
therefore
are
not
taking
decisions
on
behalf
of
their
individual
organisation,
but
on
the
collective
benefit
for
the
west
yorkshire
system
online.
Of
that
we've
also
extended
the
representation
to
a
couple
of
other
sectors.
I
think
in
the
early
versions,
voluntary
and
the
sector
was
not
not
clearly
established
as
a
key
member
with.
D
D
The
governance
handbook
is
something
that
is
probably
more
managed
by
the
west
yorkshire
system
rather
than
requiring
nhs
england
approval,
and
that
will
have
a
lot
more
of
the
detail
in
it's
going.
Be.
We've
used
the
extension
to
the
first
of
july
to
do
some
more
work
on
that
and
make
sure
it's
been.
It's
well
engaged
with
and
talk
through.
D
It's
page
page
10.
I
think
of
the
pack,
also
describes
the
membership
of
the
icb
board
in
a
little
bit
more
detail.
I
think
it's
really
important
that
we
remember
that
the
icb
board
is
only
one
part
of
a
complex
ics
system,
so
the
system
itself
has
got
multiple
partners.
The
icb
sees
itself
as
one
of
those
it
is
not
over
it.
It's
not
above
it,
it
is
part
of
it
and
it
sits
within
a
sort
of
complex
matrix
of
different
partners
within
the
wider
integrated
care
system.
D
Ccgs
moved
a
little
bit
away
from
that
with
a
membership
model,
but
but
not
that
far
away
from
it.
I
think
this
probably
goes
one
step
and
further
in
that.
What
we
are
seeing
and
then
and
designing
in
west
yorkshire
is
a
multi-perspective
board,
so
as
it
sets
out
on
page
10,
there
are
multiple
perspectives
coming
in
there.
There
are
some
executives
working
at
the
center
of
the
ics.
D
There
are
some
place
leads
accountable
officers
which
are
one
who
have
responsibility
for
making
sure
the
system
in
their
place
works
effectively.
But
then
there
are
some
independent
members.
There
are
also
members
from
provider
groups
and
that
doesn't
just
include
nhs
providers
and
there's
also
a
council
officer
and
health
watch
and
a
director
of
public
health.
So
there
are
a
number
of
different
perspectives
that
come
together
so
in
the
traditional
sense
of
independence
and
executive
of
independent
members
and
executives.
D
It's
we've
sort
of
we've
gone
slightly
beyond
that,
and
I
think
that's
really
important
to
note
and
probably
is
quite
exciting,
but
it's
it
presents
some
other
challenges
and
which
we
may
want
to
talk
about
later
on.
But
I
just
did
want
to
note
that
most
of
that
board
is
now
appointed
in
terms
of
the
independent
members
and
chair.
So
the
kathy
ellis
chair,
a
number
of
independent
members,
one
more
independent
member
still
to
be
appointed
and
that
will
be
happening
shortly.
D
D
D
So
I
think
a
danger
of
seeing
this
change
is
that
we
are
creating
some
integrated
care
borders,
a
very
nhs
focus
that
sits
and
controls
the
system.
What
we're
trying
to
do
is
create
a
system
in
which
we're
very
clear
about
the
different
functions
that
different
partners
play,
but
there's
not
that
more
traditional
hierarchical
approach,
and
I
think
it's
it's.
It's
been
strength
of
west
yorkshire.
The
degree
of
engagement,
the
breadth
of
the
membership
of
different
parts
of
that
infrastructure
and
the
way
that
responsibilities
are
being
delegated
to
place
in
joseph
leads.
D
So
the
plan
is
that
each
place
will
have
a
committee
of
the
icb.
That
committee
will
have
substantial
delegated
powers
and
substantial
delegated
financial
resources.
Currently
through
the
ccg
about
1.3
billion
pounds
a
year
of
nhs
money
comes
in
to
leeds
the
plan.
Is
that
the
vast
majority
of
that,
if
not
all
of
that,
will
come
into
the
ice,
the
committee
of
the
ice,
the
leads
committee
of
the
icb
and
delegated
delegated
through
me,
but
also
then
overseen
by
that
committee?
D
So
it's
a
really
significant
committee
really
in
terms
of
managing
nhs
resources,
making
sure
that's
aligned
to
the
health
and
well-being
strategy
and
leads
and
the
plans
that
we've
developed
locally,
as
well
as
having
some
of
the
statutory
responsibilities
of
the
west
yorkshire
icb
so
that
commit
we've
been
working
quite
hard
in
leeds
to
get
that
committee
in
place
to
understand
its
relationships
with
other
partners.
We've
agreed
the
membership
and
we've
been
appointing
to
that
we've
yet
to
appoint
the
chair.
D
We
had
interviews
didn't
feel
either
the
candidates
were
strong
enough
or
didn't
have
the
right
fit
for
leads,
so
we've
gone
back
out
to
recruitment
and
hope
to
recruit.
Well,
we've
got
six
very
strong
candidates.
This
time,
we're
just
going
through
the
shortlisting
process
at
the
moment
and
we'll
be
interviewing
in
the
middle
of
may
so
we'll
have
that
person
in
place
before
the
july
deadline.
D
We've
imported
two
independent
members,
alongside
john
from
healthwatch,
to
give
us
that
sort
of
independent
perspective
in
leeds,
and
we
have
the
executive
people
who
myself
and
others
who
work
for
me
and
our
partner
leads
as
well
all
in
place.
So
we've
been
meeting
in
shadow
form
for
a
while
now
and
we'll
continue
to
do
so
right
up
to
the
july
meeting.
D
I
guess
the
sort
of
key
responsibilities
of
that
committee
are
ensuring
that
we
deliver
the
statutory
duties
of
the
icb
in
leeds
which
are
around
quality
outcomes
and
finance,
making
sure
that
we
invest
in
line
with
our
strategies
and
plans
across
west
yorkshire
and
in
leeds,
and
that
we
continue
to
develop
the
level
of
integration
and
partnership
working.
That
we'd
want
between
healthcare
providers
and
voluntary
sector
and
local
authority,
as
we
have
been
doing
for
a
number
of
years
and
leads.
But
we
want
to
keep
that
focus
and
that
sense
of
movement
and
going
forward.
D
D
So
that's
the
sort
of
thinking
behind
how
that
committee
in
leads
will
work,
but
that's
the
way
we've
worked
to
lead
anyway.
That's
just
continual
evolution
of
how
we,
how
we
see
the
world
and
how
we
do
things
in
terms
of
the
interviews
for
the
chair
and
the
independent
members.
Probably
just
so
to
say,
council
of
ernest
was
the
has
been.
D
Was
the
chair
of
the
panel
appointing
the
independent
members
and
was
also
on
the
panel
pointing
the
chair
super
opt
I
think
from
ypft
was
chair
of
that?
Oh
no,
it
was
kathy.
Elliott.
Sorry
was
chair
of
that
panel,
kathy
from
the
icb,
so
we've
had
quite
an
inclusive
process.
The
local
authorities
have
certainly
been
involved
in
the
appointment
process,
as
have
our
nhs
partners
and
the
ccg
and
the
voluntary
sector
as
well.
D
A
B
Thank
you
to
thank
you
chair.
I
just
wanted
to
add
some
comments
through
to
the
to
the
comments
that
tim's
made
one
of
the
areas
that
I've
been
particularly
interested
in
because
I
share
the
health
and
wellbeing
board
is
the
links
between
the
health
and
wellbeing
board
and
the
place
based
committee
and
actually
in
in
the
legislation.
B
That's
quite
a
weak
point:
there's
not
like
formal
accountability
in
really,
but
the
the
document.
The
diagram,
that's
in
one
of
the
appendices
of
of
the
reports
that
you've
got
sets
it
up
very
well.
The
way
we're
planning
to
proceed
in
west
yorkshire,
because
we're
really
clear
that
the
health
and
well-being
boards
in
each
area
should
set
the
vision
for
health
and
well-being
for
the
area.
And
then
that's
what
the
place
based
committee
would
implement.
B
But
actually
that's
not
set
out
that
clearly
in
the
legislation
and
in
terms
of
accountability
between
the
place,
spacecraft
and
the
health
and
well-being
board,
that's
really
reliant
on
relationships
which
feels
positive
and
fine
in
leeds,
because
we
have
really
good
relationships
and
the
senior
leaders
of
the
health
and
care
system
all
sit
on
the
health
and
well-being
boards.
So
tim,
you
know
the
chief
execs
of
the
teaching
hospitals,
trust
the
mental
health
trust,
the
community
healthcare
trust.
B
It's
a
really
interesting
point
about
elected
elected
members
not
being
on
place-based
committees
and
that's
it's.
I
think
this
is
outlined
in
the
papers
that
you've
had
that
we've
gone
backwards
and
forwards
a
bit
on
that,
because
initially
people,
certainly
in
west
yorkshire,
were
talking
amongst
ourselves
about
whether
we
thought
elected
members
should
be
on
the
first
place
committee.
Then
it
seemed
like
the
legislation
actually
was
prohibiting
that
and
then
that
was
amended
slightly.
B
But
actually
I
think
it's
better
that
the
political
leadership
is
at
the
health
and
well-being
board
level
and
has
a
slight
kind
of
separateness
and
isn't
a
member
of
the
place-based
committee.
Although,
as
I've
already
said,
there'll
be
a
really
strong
link
and
then
the
partnership
board
the
west
yorkshire
partnership
board.
I
completely
love
check
out
what
it's
going
to
be
called
commonly
called
the
partnership
board.
B
It
is
politically
led-
it's
chaired
at
the
moment
by
councillor
tim,
swift,
who's,
the
leader
of
calderdale,
so
that's
where
the
kind
of
political
leadership
is
in
the
system
as
as
tim's
outlined,
there's
a
really
strong
focus.
That's
continued
in
this
new
structure
around
the
voice
of
the
community
and
the
voice
of
individuals
in
the
community.
So
there's
a
really
strong
third
sector
and
health
watch
presence
in
the
structure.
B
We've
got
the
allyship
program
of
the
health
and
wellbeing
board,
which
is
amazing.
I'm
I'm
really
proud
of
it.
I'm
loving
my
own
allyship
partnership,
so
everybody
who
sits
on
a
health
and
well-being
board
and
bearing
in
mind
this
is
incredibly
senior
people
they're
all
paired
with
a
third
sector
organization
that
works
in
the
area
of
health
inequalities,
to
do
a
piece
of
work
around
health
inequality.
B
So
I'm
paired
with
the
gypsum
traveler
exchange,
fear
who
is
the
chief
executive
community
health,
coach,
hostess
paired
with
pafras,
and
she
was
talking
about
doing
a
path
frost
drop
in
you
know,
giving
out
food
passes
to
refugees
and
silent
seekers.
So
I
think
it's
really
positive
in
terms
of
people
that
are
very
senior
leaders
who,
if
they
were
practitioners,
it
was
quite
a
long
time
ago
doing
getting
sort
of
back
on
the
front
line
really
with
some
of
these
really
grassroots
organizations.
B
B
I've
mentioned
before
we've
talked
about
the
the
new
structures
and
the
legislation,
one
of
the
as
a
politician.
One
of
the
concerns
that's
been
raised
most
with
me,
which
probably
you
know
isn't
a
surprise
to
people,
is
whether
this
represents
risks
around
privatization
of
the
nhs
and
hopefully,
you've
noted
that
in
the
constitution
that
you've
had
in
the
papers,
the
fact
that
private
sector
provides
a
knot
on
the
ice
on
the
place.
Basically,
this
is
very
much
strengthened.
B
A
D
I
think
the
the
importance,
certainly
in
leeds
but
also
across
across
west
yorkshire,
the
health
and
well-being
board,
is
recognized,
acknowledged
and
I'm
I'm
really
pleased
it's
written
into
our
constitution
and
into
the
way
that
we
work
in
leeds.
I
think
the
annex
was
alex
five,
it's
page
102
and
I
think
it's
a
really
helpful
diagram
to
describe
the
west
yorkshire
system
and
where
health
and
well-being
boards
sit
in
that
and
you
know
we'll
continue
and
I've.
You
know
once
we
appoint
the
chair
of
the,
I
see
the
committee
in
needs.
D
I
would
hope
that
they,
you
know,
become
instead
of
this.
Perhaps
the
ccg
chair,
a
representative
on
the
health
and
well-being
board
as
well,
so
we
keep
that
really
strong
tight
link
there.
I
think
the
other
thing
is
on
the
sort
of
keeping
in
touch
with
the
communities
and
involved,
and
so
on
you
know
I.
I
love
the
allyship
program.
D
I'm
I'm
an
allied
to
the
hamara
center
and,
what's
really
good
has
come
out
of
that
is
that
shannon's
garlic's
the
sort
of
managing
director
of
the
mara
center
is
the
voluntary
sector
person
on
the
leads
committee
of
the
icb
and
felt
confident
to
put
herself
forward,
which
I
don't
know
that
she
would
have
done
before
that.
Not
only
gives
us
that
sort
of
grassroots
feel
but
broadens
the
perspective
of
the
committee.
I
think
very
strongly
and
on
that
we
have.
C
Thank
you
chair,
I'm
just
to
start
with
and
and
we've
said
it
before,
but
I
think
it's
important
that
we
reaffirm
it
very
pleased
to
see
that
people's
voices
is
at
the
center
of
the
policy
making
and
particularly,
of
course,
from
the
healthwatch
point
of
view,
the
recognition
that
the
the
the
local
health
watch
in
each
of
the
police
areas
is
a
statutory
body
and
not
the
only
source
of
people's
voices,
obviously
but
a
statutory
voice
of
people.
I
was
very
pleased
to
see.
C
C
C
At
the
moment,
it's
with
nhs
england
that
the
what
one
might
call
the
the
regional
level
at
yorkshire
and
the
humber,
it
will
presumably
come
to
a
west
yorkshire
level,
but
we
know
from
what
tim
has
said
and
what
we've
heard
before
that
many
of
the
commissioning
aspects
are
going
to
be
delegated
to
the
place
based
committees.
I
think
it's
quite
important
that
bodies
like
this
scrutiny
board
do
know
where
the
various
services
are
commissions,
so
they
know
who
to
turn
to
when
they
have
questions
about
a
particular
service.
C
That
includes
dentistry,
and
I
would
argue
that,
whether
it's
west
yorkshire
or
whether
it's
place
base-
and
I
I
understand
that
no
one
wants
to
do
it-
really
it's
a
it's
a
nightmare
service
to
to
commission
that
at
the
moment
and
many
of
the
things
which
would
improve
dental
care
can't
necessarily
be
done
at
a
a
place
level,
even
the
west
yorkshire
level.
It
needs
to
be
tackled
at
a
national
level,
but
nevertheless
it's
got
to
be
commissioned
from
somewhere.
C
D
D
The
leads
committee-
and
you
know
the
work
we've
done
around
people's
voice
and
leads
is
strong
and
well
known
and
understood,
and
it
will
continue
to
play
an
important
part
and
one
of
the
subcommittees
that
seek
assurance
on
behalf
of
the
system
we've
deliberately
named
quality
and
people's
voice,
because
we
want
to
make
sure
those
are
clearly
tied.
It's
not
just
a
traditional
view
of
nhs
quality
but
bringing
that
experiential
feedback
into
that
loop,
so
that
that
I
think,
is
positive
in
terms
of
dentistry.
D
I
think
those
things
that
have
been
commissioned
by
nhs
england
separately
have
generally
become
detached
from
the
rest
of
the
health
system,
so
there
is
a
strong
opportunity
to
bring
that
back
in.
There
will
be
work
done
over
the
next
12
months
or
so
to
make
decisions
about
how
best
to
commission
that,
within
the
west
yorkshire
system,
whether
that's
once
a
centre
or
whether
that
needs
to
be
played
back
into
place,
I
think
my
natural
and
sort
of
philosophical
mindset
is
to
argue
very
strongly.
D
It
needs
to
come
back
to
place
and
be
linked
into
all
the
other
parts
of
the
system
at
a
place
level.
It
is
something
very
local.
That's
how
I
see
it,
I
think
that's.
However,
I
would
caveat
it
with
the
concerns
about
the
resource
that
will
come
from
nhs
england
to
do
the
job
alongside
some
of
the
very
significant
challenges
there
are,
which,
as
you've
rightly
said,
can
only
be
addressed
at
a
national
level.
D
Some
of
you
know
make
some
of
the
necessary
changes
at
a
national
level
before
they
pass
it
down
to
places
and
that's
quite
a
live
conversation
at
the
moment,
because
it
frankly,
if
it
just
gets
passed
in
the
current
state,
with
the
current
restrictions
on
what
we're
able
to
do,
I
think
we
will
struggle
to
do
any
better
than
that
has
been
done
so
far,
but
this
is
an
opportunity
to
make
a
case
doing
it
differently.
The
other.
G
D
A
F
The
I
think,
in
a
sense
I
it's
not
a
shame,
I'm
I'm
going
out
on
a
moaning
note,
so
to
speak.
But
last
time
I
raised
the
the
question
of
the
size
of
the
board
and
it
would
appear
from
from
the
papers
that
we
were
talking
about
today,
that
I
wasn't
alone
that
this
was
quite
quite
a
popular
response.
As
you
might
say,
the
size
of
the
board,
but
anyway
yeah.
It
is
what
it
is
and-
and
we
can't
do
anything
about
that
now,
but
I
I
do
again.
F
And
produce
this
integrated
care
system
which
fantastic
idea-
and
we
cannot
not
be
behind
that,
but
the
people
who
feed
the
patients
into
that
integrated
care
system
are
beyond
control,
and
I
just
think
this
is
an
immense
weakness
and
I
don't.
I
don't
feel
from
the
way
things
are
going
at
the
moment
that
general
practice
is
climbing
out
of
the
hole
that
it
got
itself
into
and
well,
I
won't
say
any
more
because
I
say
it
sounds
a
bit
like
about.
D
To
respond,
so
I
think
that
probably
two
or
three
things
that
can
respond
on
that,
I
think
we're
making
progress
involving
general
practice
much
more
in
decision
making
across
both
leeds
and
indeed
the
west
yorkshire
system
and
they've
certainly
got
a
place
at
the
table
in
all
our
committees
and
and
boards
within
in
leeds,
and
so
I
don't.
I
don't
want
us
to
be
overly
pessimistic
about
the
opportunity
we
have
to
bring
them
into
the
system
rather
than
see
them
sat
outside
the
system.
D
We
would
we
would
view
it
and-
and
they
are
chomping
at
the
bit
to
be
make
sure
that
we
view
it
this
way
that
they
are
part
of
the
system.
They
want
to
be
part
of
the
system.
They
are
nervous
that
they're
going
to
sit
outside
it
and
we're
really
keen
that
they
don't
and
they're
very
keen
that
they
don't
so
both
within
the
lead
structures
and
the
west
yorkshire
structures.
They
are
an
integral
part
of
what
we're
doing.
D
I
think
there's
a
sec,
there's,
probably
two
other
challenges
that
we
face.
One
is
the
very
model
of
general
practice
which,
of
course,
each
gp
practice
is
a
private
provider
in
its
own
right.
It's
an
independent
contractor,
that's
the
nature
of
them.
There's
a
contract
with
them.
That's
set
and
negotiated
nationally
that
we
then
operate
what
what
so
our
roof
and
maneuver
in
that
respect
is
somewhat
limited
a
little
bit
like
it
is
with
dentistry.
D
However,
most
of
us
have
got
to
the
point
where
there
are
a
variety
of
more
local
schemes
that
we
work
with
general
practice
and
that
we
are
able
to
use
to
bring
them
in
and
encourage
them
to
participate
in
a
different
way.
So
I
I'm
not
it's
not
entirely
resolving
the
issue
of
that
independent
nature
of
general
practice.
That's
been
there
right
since
the
formation
of
the
nhs,
but
nevertheless
it
is
it.
Can
it
help
mitigates
that
and
we
will
continue
to
do
that,
both
within
leeds
and
within
west
yorkshire.
D
D
Leeds
is
relatively
well
well
provided
for,
partly
because
we
have
a
medical
school
in
leeds
and
therefore
people
end
up
in
practices
near
where
they
train
quite
often,
but
that
gap
in
workforce
remains
a
significant
problem.
It's
not
just
in
general
practice,
it's
elsewhere
in
the
nhs
and
indeed
social
care,
as
we've
discussed
that
other
times,
but
that
gap
of
5,
000,
gps
across
england
and
worsening,
is
not
is
not
conducive
to
delivering
the
kind
of
service
and
opportunity
we
would
want
to
see,
and
indeed
gps
want
to
deliver.
D
So
when
we,
when
we
hear
the
stories-
and
we
do-
and
I
hear
them
regularly
anytime-
I
open
my
mouth
and
say
I'm
an
nhs
manager.
I
get
them
of
all.
I
can't
get
hold
of
my
gp.
I
think
the
assumption
is
sometimes
the
assumption
is
gps
are
not
doing
anything.
The
simple
clue
is
that
gps
are
doing
probably
the
most
increase,
their
productivity
beyond
any
other
part
of
the
economy,
but
nevertheless
there
are
still
not
enough
gps
to
meet
the
level
of
demand
and
one
one
in
three
people.
D
Every
month,
equivalent
of
the
residents
of
leeds
consultant
general
practitioner
and
have
a
consultation
in
some
form
and
with
them
so
given
that
sort
of
size
and
scale
gaps
in
the
service
are
inevitable,
when
your
workforce
is-
and
it
takes,
you
know
10
years
to
train
gp.
So
this
is
not
a
problem,
that's
being
resolved
or
being
resolved
quickly.
D
So,
yes,
there
are
some
challenges
undoubtedly,
and
it
is
not
an
easy
world
to
work
in
it's
complex
and
involves,
but
I
don't
want
us
to
be
entirely
pessimistic.
General
practice
is
at
the
heart
of
our
plans.
It
is
contributing-
and
I
think
we'll
will
be
some
something
that
we
we
continue
to
build
on,
particularly
in
things
like
localities
and
local
care.
D
Partnerships
aligned
to
the
primary
care
networks
are
actually
in
some
parts
of
leeds
doing
a
really
really
good
job
at
bringing
sort
of
wider
perspective
on
health
and
and
health
care,
together
with
partners
in
the
city.
So
yeah
recognize
some
of
the
challenges.
Definitely
council
attic,
but
I
don't
want
us
to
be
completely
pessimistic
about
how
much
we
can
do
with
them.
That's
all
right.
A
H
H
I
mean
really
just
a
couple
of
of
short
points
really
to
emphasize
the
comments
that
have
been
made
by
tim
and
councillor
specifically
around
how
we've
how
we
have
built
our
local
system
to
really
strengthen
those
relationships
across
the
city
and
and
going
much
more
beyond
the
national
requirements
for
that,
so
that
that
does
feel
incredibly
positive.
It
reflects
absolutely
how
we
work
already.
H
I
think
the
risk
the
risk
with
it
is
that
if
we,
if
we
don't
proactively
make
that
work
the
default,
you
know
the
default
position
is
that
it's
not
a
you
know
a
statutory
requirement.
So
it's
it's
up
to
very
much
up
to
us
as
local
leaders
to
to
make
that
work
and
also
see
some
tangible
benefits
from
from
from
those
enhanced
arrangements.
H
That,
at
the
moment,
are
heading
in
the
wrong
direction,
so
that
the
challenge
is
great.
But
I
think
we've
got
the
right
mechanisms
in
place
as
have
been
described,
that's
really
positive
and
and
building
on
that.
I
think
the
other
point
is
just
that
that
level
down
in
really
thinking
about
how
we
do
join
up
it's
a
very
complex
system,
isn't
it
and
tim's
taken
us
through
the
complexities
of
the
ics
arrangements
across
west
yorkshire,
we're
a
big
city
that
has
you
know
multiple
layers
of
partnerships
already.
H
So
I
think
the
getting
into
some
of
the
detail
around
what
this
means
for
your
really
specific
programs
of
work
and
how
we
how
we
can
simplify
and
streamline
them
as
much
as
possible.
So
we
don't
have
a
super
complex,
multi-layered.
You
know
system
of
eight
meetings
for
one
issue
and
because
there's
a
danger
that
that's
what
happens
within
this
new
system,
so
I
think
again
to
challenge
ourselves
around
very
specific
work
areas.
H
H
A
E
E
E
I
think
liz
is
very
clear
about
the
sort
of
strategic
shift
we
want
to
engineer
for
health
and
care
services,
moving
care
close
to
home,
having
a
big
focus
on
prevention,
and
I
think
our
ambition
is
very,
very
clear.
Obviously,
the
challenge
as
ever
will
be
delivering
that.
So
I
think
this
presents
us
an
opportunity
to
do
that
at
pace
alongside
a
huge
complexity
in
the
system
and
social
care
reform
that
we'll
be
put
in
place
over
the
next
couple
of
years.
E
So
I
constantly
feel,
like
I'm
looking
two
ways
with
terms
of
navigating
where
social
care
lands
in
this
system.
But
we've
had
really
positive
conversations,
and
you
know
I
genuinely
think
we
sit
within
the
best
ics
in
the
country.
I
compare
notes
with
colleagues
who
work
in
other
systems
and
it's
nowhere
near
the
caliber
of
the
west
yorkshire
ics.
A
A
B
Have
read
the
papers
and
I
agree
with
kath,
because
I
think
we
have
to
compare
ourselves.
Don't
we
with
how
things
happen,
and
we
often
don't
look
at
what's
happening
across
the
the
sort
of
core
cities,
and
I
I
do
appreciate
everything
we're
doing
in
leeds,
and
that
includes
the
work
you
do.
Abigail
with
the
scrutiny
board,
holding
everybody
to
account.
A
A
Definitely
yeah,
so
thank
you
very
much
for
all
your
help
with
this
and
just
to
let
the
board
know
that
this
discussion
will
be
acknowledged,
and
the
intention
is
actually
to
bring
a
further
report
on
the
latest
position
of
the
ics
and
that
will
be
at
the
first
meeting
of
the
new
successor
scrutiny
board
later
in
june.
So
thank
you
very
much
for
that.
I
will
now
hand
over
to
angela
to
go
through
our
work
schedule
for
us.
G
Thank
you
chair,
so
this
report
presents
the
latest
version
of
the
board's
work
schedule
which
is
set
out
in
appendix
one
for
members.
Consideration
within
this
you'll
note
the
intention
to
hold
a
visit
to
various
active
leads
facilities
during
may
and
the
date
of
this
visit's
now
being
confirmed
as
monday,
9th
of
may
and
the
members
attending.
This
visit
includes
councillor
marshall,
cartoon
cancer,
gibson
council,
anderson
councillor,
taylor
and
dr
beale.
So
final
arrangements
are
still
being
put
in
place,
and
so
should
any
other
members
wish
to
attend.
G
Then,
if
you
could,
let
me
know
as
soon
as
possible.
Please,
as
this
is
the
board's
final
schedule
meeting
of
the
municipal
year.
Bob
members
have
also
requested
to
consider
and
discuss
the
draft
work
schedule
of
the
successor
scrutiny
board
for
the
for
the
next
municipal
year.
So
the
drafted
work
schedule
for
next
year
is
set
out
in
appendix
3,
and
this
includes
proposed
meeting
dates.
G
It
also
includes
known
items
of
scrutiny,
activities
such
as
performance
and
budget
monitoring,
as
well
as
other
identified
areas
that
this
board
has
already
recommended
that
the
successor
board
pursues
in
the
new
municipal
year
and
then
paragraphs
five
to
nine
of
the
work
schedule
report
also
references
the
recent
publication
of
a
final
report
for
the
independent
review,
known
as
the
oculum
review
of
maternity
services
at
shrewsbury
and
health
hospital
nhs
trust
so
linked
to
this.
It
was
also
suggested
that
the
successor
scrutiny
bar.
G
We
recommend
that
we
utilize
the
july
meeting
to
receive
a
report
on
maternal
health
provision
in
leeds,
and
in
doing
so,
this
could
include
an
update
on
the
leads
maternity
strategy
work
and
the
current
position
on
the
leads
fertility
ivf
service
work
that
the
board
looked
at
last
year
and
also
the
implications
of
these
review
findings
and
how
any
recommendations
are
being
taken
forward
across
our
local
maternity
system
in
leeds.
So
I'll
pass
back
to
you
now
chair.
Thank
you.
A
Thank
you
very
much,
angela,
okay,
just
before
we
conclude,
I
would
just
like
to
let
all
of
us
know
that
one
of
our
very
long-standing
members-
counselor,
graham
latte,
it's
his
last
meeting
today
and
we've
just
got
a
little
summary
about
him
for
those
who
do
not
really
know
him
or
for
those
who
are
quite
new
to
the
board.
So,
like
I
said,
councillor
lati
has
been
a
long-standing
member
of
this
scrutiny
board
and
he
will
be
retiring
from
the
council.
A
A
council
alati
has
given
a
total
number
of
22-year
service
as
a
local
councillor
and
representing
his
constituents.
During
that
time
he
has
held
a
number
of
roles,
including
being
a
long-standing
member
throughout
his
22
years
and
representing
this
great
city
of
leeds.
As
lord
mayor
in
to
19.,
he
first
joined
this
scrutiny
board
in
december
2014
and
apart
from
his
year
as
lord
mayor,
he
has
been
a
member
of
the
board
since
that
time.
As
fellow
members
we
know
the
time,
effort
and
dedication.
A
That's
needed
to
be
a
member
of
the
scrutiny
board
and
we
are
grateful
for
all
his
efforts
and
contribution
to
the
board's
work
and
also
that
of
the
west
yorkshire
joint
health
overview
and
scrutiny
committee,
which
both
of
us
sit
on.
So
on
behalf
of
all
members
of
this
board
past
and
present
counselor
latin.
We
would
just
like
to
say
a
very
huge
thank
you
to
you
and
wish
you
every
success
as
you
retire,
and
every
good
luck
in
all
that
you
do
from
the
bottom
of
my
heart
is.
Thank
you
from
all
of
us.
F
I
said,
thank
you
very
very
much
and
do
I
have
the
right
of
reply.
Of
course
you
do
well.
You've
summed
it
up
very,
very
nicely
22
years
in
which
yes
2014
on
this
board,
but
I
was
on
sort
of
different
models
of
it.
Prior
to
that,
and
my
my
whole
time
really
seems
to
have
been
spent
between
health
and
planning.
F
I've
been
a
member
of
city
plans
for
about
16
of
those
22
years,
and
this,
as
I
say,
a
long
time,
I've
enjoyed
every
minute
that
might
sound
like
an
exaggeration,
but
I
really
have
enjoyed
it
and
I'm
going
to
miss
the
people
that
I've
met
and
known,
and
the
lovely
thing
about
this
board
is
that
it
gets
you.
It
gets
your
fingers
out
into
the
real
world.
F
Doesn't
it
you
know
it's
not
just
sitting
here
and
and
talking
about
it,
you
do
actually
get
involved
and
and
get
get
saying,
get
your
fingers
into
into
what's
really
happening
out
there.
Unlike
some
aspects
of
the
council,
which
is
a
bit
like
you
know,
sitting
in
an
ivory
tower,
there's
no
ivory
tower
in
health.
F
So,
all
to
all
of
you
all
the
people,
I've
met
to
the
officers,
particularly
I've,
had
some
lovely
relationships
in
offices,
and
I
I
I'm
one
of
those
counselors
who
I
don't
mean
particularly
different,
but
I've
always
felt
that
you
know
get
on
with
officers
the
a
damn
sight
better
life-
and
that's
very,
very
true.
It's
also
the
deeper
life
you
get.
You
get
more
into
the
into
the
nuts
and
bolts.
So
thank
you
to
everybody
councillors
and
officers
and
nhs
members.
A
C
Him
thank
you.
Thank
you
very
much
chair.
I
mean
first
of
all,
I'd
just
like
to
endorse
everything.
You
said
about
council
of
that
he's
one
of
the
few
councillors
who's
been
on
this
board
ever
since
I
joined,
and
so
it's
really
nice
to
see
him
still
there,
but
sadly,
when
we
meet
next
month
he
won't
be.
Can
I
also
take
this
opportunity
of
thanking
you
as
chair
for
the
way
you've
chaired
this
board?
A
Thank
you
very
much,
dr
bill
for
your
kind
words
and
to
all
the
officers
we
couldn't
have
been
able
to
achieve
and
be
where
we
are
without
each
and
every
one
of
you
kath
victoria,
angela,
stephen
becky,
all
the
back
office
staff
in
in
the
civic.
You
know
for
all
your
hard
work
behind
the
scenes.
Exec
members
counselor
aries
council
of
winner
each
and
every
member
of
this
board.
We
just
want
to
say
huge.
Thank
you
for
your
time
participation.
A
You
know,
I
mean
we,
everyone
is
busy
right
now,
but
we're
all
here
today
and
that's
because
we've
got
the
community
in
our
hearts.
So,
on
behalf
of
the
board
again,
we
just
want
to
say
another
huge,
thank
you
and
wishing
everyone
good
luck.
As
we
go
back
onto
the
campaign
trail
and
hopefully
the
thing
is
with
health
everything
stops,
but
health
doesn't
stop.
Hospitals
will
have
to
keep
running.
Doctors
will
have
to
still
work
to
still
work.
Nurses
will
have
to
still
work,
so
our
job
still
continues.
A
Fantastic
forever
hold
your
peace
until
we
come
back
in
may
or
in
june.
So
thank
you
all
very
much
have
a
lovely
afternoon.
Those
of
you
joining
us
in
may.
It's
may
the
9th.
So
I
we
would
send
out
a
confirmation
anyway
in
terms
of
meeting
points
and
how
we
would
take
off.
So
thank
you
all
very
much
have
a
lovely
lovely
afternoon.
Look
after
you.