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From YouTube: Leeds City Council - Adults, Health and Active Lifestyles Scrutiny Board - 17 January 2023
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A
Thank
you
very
much
for
attending
this
very
lovely
cold
afternoon,
but
at
least
the
sun
is
shining,
so
that
should
make
us
smile
a
little
bit
so
good
to
see
you
all,
and
this
is
the
first
meeting
of
2023
and
the
last
time
I
saw
some
of
you
was
last
year.
That
was
a
very
long
time
ago.
So
welcome
everyone,
and
thank
you
for
joining
us.
A
My
name
is
Abigail
Marshall
cartoon
I'm,
the
elected
member
representing
little
London
Woodhouse
and
the
city
center,
and
also
the
chair
for
scrutiny
board
for
adults,
health
and
active
lifestyle.
So
this
meeting
has
been
webcast
on
the
council's
website
so
that
any
interested
members
of
the
public
or
other
stakeholders
who
are
unable
to
observe
in
person
can
still
observe
remotely.
The
meeting
recording
will
also
be
available
on
the
council's
website.
After
today's
meeting,
so
I
will
now
invite
board
members
to
introduce
themselves
and
I
would
call
you
out
in
alphabetical
order.
B
A
J
Thank
you
chair
good
afternoon,
everyone
Rob
Clayton
advisor
to
the
board
today,
standing
in
for
my
colleague,
Angela.
A
Thank
you
very
much.
I
would
now
ask
Toby
to
go
through
agenda
items,
one
to
five.
Everybody
got
the
agenda
and
all
the
papers
is
that
a
yes
fabulous,
Thank
You
Toby.
K
Thank
you,
chair
under
agenda
item
number
one.
There
are
no
appeals
against
the
refusal
of
inspection
of
documents
under
agenda
item
number
two.
There
is
no
exempt
information
which
would
exclude
the
Press
of
the
public
under
agenda
item
number
three:
there
are
no
formal
late
items
noted
under
a
gender
item
number
four
Connect
members
to
declare
any
interests:
the
none
and
under
agenda
item
number.
Five
apologies
for
absence
have
been
received
from
councilor
kids
and
councilor
harbrook.
Thank
you.
A
Thank
you
very
much.
Toby
agenda
item
number
six
minutes
of
the
last
meeting,
which
was
held
on
the
22nd
of
November
2022,
any
matters
arising
from
that
please
very
good.
Okay,
do
we
accept
that
as
a
correct
record
of
minutes,
members
could
I
get
a
nod
please
and
a
smile
great.
Thank
you
very
much
right
straight
to
our
gender
item
number
seven
and
that's
on
Health
and
Care
Workforce,
very,
very
important!
So
could
I
actually
before
I
start
I'll,
ask
those
who
would
be
speaking
on
this
agenda
item
to
quickly
introduce
themselves.
L
O
Hi
I'm
Casa
Salma,
Arif
I'm,
the
exec
member
for
public
health
and
active
Lifestyles
can
I
just
thank
you,
chair
for
the
fruits
that
you've
bought
as
the
cabinet
member
for
public
health
I
wholeheartedly
approve.
Thank
you.
You're.
A
Thank
you
all
for
coming,
truly
appreciate
it.
Okay,
so
the
Leeds,
Health
and
Social
care
system
continues
to
experience
an
unprecedented
Demand
on
all
of
its
services
and
therefore,
as
a
scrutiny
board,
we
did
agree
to
consider
the
current
challenges
relating
to
the
Health
and
Care
Workforce
and
the
Strategic
approach
being
taken
to
address
these
challenges.
A
Partners
are
working
together
to
understand
and
prioritize
strategic
actions
required
to
strengthen
the
Health
and
Care
Workforce
across
leads,
and
this
work
is
primarily
planned
and
coordinated
through
the
Leeds
Health
and
Care
Academy,
to
inform
our
discussion
today.
The
board
has
therefore
taken
has
therefore
been
provided
with
a
briefing
paper
which
I
believe
each
and
every
one
of
you
has
got,
and
that
has
been
given
to
us
by
the
Leeds
Health
and
Care
Academy.
So
thank
you
very
much
for
joining
us
and
I
believe
Kate.
L
Thank
you
so,
hopefully,
you've
all
had
a
chance
to
to
read
and
digest
the
paper.
But
obviously
what
we're
trying
to
cover
here
is
a
really
large
and
complex
partnership
Arrangement,
which
really
tries
to
tackle
Health
and
Social
care
together
and
really
focusing
on
the
integration
of
our
Workforce
to
better
focus
around
person-centered
care,
rather
than
being
constrained
by
individual
organizational
boundaries.
L
And
so
the
benefits
of
working
together
is
what
are
well
established
in
Leeds.
And
it's
not
just
about
the
health
and
well-being,
ambition
for
the
city,
but
also
about
inclusive
growth
and
making
sure
that
we're
getting
the
contributions
and
the
benefits
to
all
partners
and
realized
in
practice,
as
well
as
in
intent
So
within
Leeds.
L
We
are
taking
a
really
proactive
approach
to
that
under
the
leadership
of
the
Leeds
one
Workforce
strategic
board,
which
is
chaired
by
Dr
Sarah
Monroe,
who
takes
a
she's,
the
chief
executive
of
the
Leeds
and
York
partnership.
Foundation
trust
so
has
a
really
key
strategic
role
in
the
city
and
to
drive
that
integrated
working
under
the
board.
L
So
in
terms
of
challenges,
I
mean
it
where
to
start
they're
absolutely
enormous
at
the
moment,
and
we've
had
long-standing
challenges
nationally
around
Health
and
Social
care,
but
from
a
Workforce
perspective,
but
then
overlaid
with
the
experiences
of
covid,
the
cost
of
living
pressures
and
the
realization
of
the
impact
of
brexit
and
and
many
many
of
the
environmental
factors
which
have
really
exacerbated
some
of
those
long-standing
Workforce
challenges.
L
We're
also
seeing
significant
changing
demand.
We've
got
backlogs
to
deal
with.
A
complexity
of
needs
for
our
population
is
also
increasing,
so
some
real
drivers
for
us
to
work
effectively
together
and
but
the
solutions
are
not
simple.
We're
seeing
increasing
numbers
of
vacancies
turnover
is
is
high
across
all
parts
of
the
system.
L
Our
Workforce
are
experiencing
exhaustion
burnout
from
from
the
pressures
of
the
last
couple
of
years
and
in
part
trauma
as
well,
which
we
have
to
recognize
and
understand
how
we
can
best
support,
support
our
Workforce
and,
sadly,
that's
leading
to
some
real
challenges
in
continuity
of
care
and
long
waiting
times
delayed
discharges
things
that
that
we
absolutely
want
to
avoid
and
mitigate
wherever
possible
and
now,
of
course,
these
are
not
unique
to
leads.
These
pressures
are
around
the
country
and
I.
Think
every
city
would
reflect
similar
challenges.
L
However,
within
leads,
we
also
are
a
specialist
center
as
well.
So
it's
worth
recognizing
that
we
serve
beyond
our
immediate
population.
We
provide
services
for
people
from
many
other
parts
of
the
country
as
well,
so
collaboratively
we've
come
together
to
to
help
manage
that
risk,
but
also
to
look
for
opportunity
in
this
space
as
well.
So
it's
not
just
about
what
individual
organizations
can
do,
of
course,
they're
really
critical
to
to
serving
their
own
communities
and
their
own
specialist
areas
but
collaboratively.
How
can
we
come
together?
L
As
a
city
to
to
tackle
those
interdependencies
and
some
of
the
things
that
we
think
we
can
do
better
by
working
together
so
key
to
that
is
taking
a
prioritized
approach
and
really
understanding
that
we
need
to
tackle
things
in
some
kind
of
sequence
that
allows
us
to
really
realize
some
of
those
benefits.
L
It's
also
a
balanced
between
now
and
the
future.
So
yes,
of
course,
we've
got
to
tackle
the
immediate
challenges
of
our
Workforce,
but
we
need
to
make
sure
as
well
that
we're
getting
ready
for
the
future
needs
of
our
population
and
and
planning
in
advance
of
that.
L
So
the
work
that's
set
out
in
the
paper
includes
our
approaches
around
the
lead
City
resourcing
Group,
which
is
about
how
do
we
make
sure
that
we
don't
compete
against
each
other
for
Recruitment
and
Retention?
And
actually,
how
do
we
work
together
to
make
sure
that
we're
prioritizing
particular
services
and
needs
of
our
populations?
L
L
So
finally,
I
just
want
to
to
kind
of
bring
to
the
attention
of
the
board
and
the
importance
of
this
collaborative
approach
and
the
need
for
this
to
continue
over
the
longer
term.
It
isn't
something
that
we're
going
to
resolve
quickly,
but
we
can
see
some
very
real
progress
of
this
approach
and
want
to
make
sure
that
we
continue
to
do
that
with
your
support.
A
N
Yeah,
thank
you.
I
just
wanted
to
add
a
few
comments
which
are
really
just
drawing
the
board's
attention
to
particular
items
in
the
paper
or
things
Kate
said
so.
It's
referred
in
the
purpose.
The
fact
there's
not
a
national
strategy
for
the
Health
and
Care
Workforce
and
that's
been
referred
to
by
a
number
of
the
bodies
that
represent
the
sectors
such
as
Adas
and
the
local
government
Association,
and
because
of
that
it
makes
it
even
more
important
that
we
demonstrate
leadership
locally
in
in
that
vacuum.
N
I
think
when
you
you
were
referring
to
the
need
for
than
not
the
anchor
institutions
really
not
to
compete
against
each
other.
Actually,
one
of
the
challenges
that
we
have
in
Social
care
is
that
there
isn't
parity
in
the
salaries
and
I
know
that's
a
national
issue.
N
That's
not
a
Leeds
issue,
but
I
read
somewhere
at
the
weekend
that
Frontline
health
workers
can
earn
eight
thousand
pounds
more
doing
a
comparable
role
in
health
as
opposed
to
in
Social
care,
and
that's
really
challenging,
because,
ultimately
it's
it's
one
Workforce
and
the
systems
are
totally
dependent
on
each
other.
So
I
think
that's
a
challenge
when
you've
got
nationally
set
pay
scales,
but
that
is
the
reality
that
people
really
often
move
from
social
care
to
health
and
not
not
the
other
way.
N
I
think
the
paper
does
refer
to
the
fact
we
have
got
a
huge
amount
of
resourcing
leads
through
the
anchor
institutions,
and
it's
really
positive
that
the
paper
refers
to
the
responsibilities
they
have
like
the
reference
to
supply
chains
and
purchasing
ethically
and
purchasing
locally
and
also
being
good
employers.
So
at
a
health
and
well-being
board.
N
Last
year,
where
we
talked
about
poverty
and
the
cost
of
living
crisis,
one
of
the
chief
execs
of
one
of
the
trusts
was
saying
they
have
a
responsibilities:
employers
not
to
add
to
that
so
paying
decent
wages
being
ultimately
how
they
would
do
that.
But
we
do
have
that
resource
and
there's
been
so
many
good
work
as
a
result
of
that,
like
the
hyper
local
recruitment.
N
Yes,
I
just
wanted
to
highlight
those
those
points.
Thank
you,
chair.
A
Thank
you
very
much,
councilor
venom
for
that
any
more
contributors.
Yes,.
M
I
I
wanted
to
endorse
what
Kate
said
from
an
NHS
trust
perspective
and
also
to
agree
with
with
Council
of
honor
of.
Of
course,
it
is
a
really
challenging
landscape.
At
the
moment
we
are
experiencing
some
labor
market
challenges,
retention,
challenges,
health
and
wellbeing,
challenges
such
that
we've
never
seen
before
in
my
20
years
in
in
the
NHS.
M
A
C
Thank
you
chair.
Thank
you
very
much
for
the
academy
producing
this
just
before
I.
Come
on
to
this,
though,
can
I
just
say
something
in
addition
to
what
council
of
inner
said.
Not
only
do
those
who
work
in
the
NHS
tend
to
earn
more
than
those
working
in
Social
care,
but
also
they
have
the
NHS
pension
scheme
and
I
think
that's
a
very
important
part
of
the
the
difference
in
their
remuneration.
So
I
think
we
need
to
bear
that
in
mind.
C
C
So
I
guess
my
question
is
some
of
it
is
already
happening,
but
a
lot
of
it
remains
to
be
happening.
It's
plans
which
are
ready
to
be
put
into
effect.
When
will
you
be
able
to
come
back
and
tell
us
how
it's
going
and
what
has
been
successful
and
what
what
perhaps
hasn't
been
successful?.
L
Thank
you
yes,
I
I
mean
it's
a
very
much
an
evolving
picture.
I,
don't
think
there
will
be
a
date
where
we
can
say
we've
done
it.
That's
like
that's
at
fair,
I,
think
so,
I
think
so
far
the
foundations
are
really
strong.
L
So
we've
got
some
really
good
success
stories,
around
staff,
portability
agreements
where
we've
been
able
to
actually
move
staff
to
work
in
different
parts
of
the
sector
and
the
narrowing
inequalities
work
where
we've
secured
over
130
people
have
secured
jobs
through
those
kind
of
local
community
engagement
over
the
last
18
months.
So
so
we've
got
some
real,
tangible
outputs
of
things
that
are
making
a
difference
already.
L
I
think
the
key
is
that
there's
so
much
to
go
at.
We
need
to
be
focused
and
we
need
to
retain
that
focus
and
prioritization,
and
so
our
plan
at
the
moment
is
around
building
on
those
foundations
and
really
embedding
them
and
making
sure
that
they
are
continuously
improving
the
situation
rather
than
moving
on
to
the
next
big
thing.
L
The
next
exciting
thing
so
I
think
there's
a
there's,
a
kind
of
I
guess
a
responsibility
for
us
to
continually
come
back
and
report
to
to
you,
as
as
colleagues
around
what's
working
and
what
progress
is
being
made
and
to
be
really
honest
and
open
about
where
the
challenges
are
and
what
doesn't
work.
And
some
of
this
is
really
important
that
we
are
pushing
boundaries,
which
means
that
not
everything
will
work.
You
know,
we've
got
to
kind
of
test
and
try
new
things
and
try
that
Innovation.
L
So,
from
my
perspective
very
happy
at
any
point
to
come
back
and-
and
you
know,
describe
and
talk
about
some
of
those
challenges
and
where,
where
we're,
making
real
progress.
A
D
Thanks
chair
can
I
ask
about
the
initiative
to
expand
technology
to
support
people
in
their
own
home.
What
does
that
look
like,
and
and
because
it
sounds
fantastic,
but
I'm
not
sure
how
that
would
work
in
reality?.
Q
I'll
do
my
best
to
answer
it's
not
a
project
I'm
massively
close
to,
but
we
have
a
project
in
the
city
called
100
digital
and
we
work
with
that
project
and
they've
got
all
sorts
of
different
strategies
to
improve
people's
access
to
digital,
and
so
some
of
it's
about
the
kit
and
some
of
it's
about
the
skills.
Q
So,
for
example,
I
know
our
libraries
lend
tablets
now,
but
we've
got
organizations
like
leads
older
people's
forum
and
a
number
of
our
neighborhood
networks
will
do
digital
skills
sessions
with
people
during
the
first
years
of
covid.
The
number
of
tablets
that
the
carers
association
in
her
carers
leads
had
expanded
and
they
do
things
on
digital
skills,
but
also
local
care.
Q
So
there's
now
like
a
little
digital
map
of
where
you
can
go,
and
so
that's
just
some
examples
in
terms
of
the
paid
Workforce,
that's
something
the
council
is
looking
at
as
well,
because
I
think
there
is
so
much
potential
in
digital
and
probably
all
of
our
children
and
grandchildren
are
better
at
it
than
the
older
generation.
She
said
just
slightly
stereotyping,
but
I
think
there
is
something
about
constantly
supporting
the
workforce
to
keep
abreast
of
what
digital
Innovation
can
support.
Q
So,
for
example,
there's
a
big
push
at
the
moment
on
developing
a
digital
social
care
record,
and
we
have
a
pilot
project
where
we
can
support
five
Care
organizations
to
go
through
the
process
of
you
have
to
have
a
level
of
digital
competence
and
security
before
you're
even
allowed
to
introduce
a
digital
social
care
record,
so
we're
supporting
a
number
of
organizations
just
through
that
process.
That's
just
a
little
example
of
some
of
the
things
we're
doing.
A
Thank
you
very
much
Kath
and
one
of
the
things
that
we
actually
have
seen
from
covid
as
well.
I
know
you
did
mention
the
gap
between
younger
people
and
older
people
in
terms
of
digital.
It's
amazing
what
our
elderly
population
have
learned
over
the
last
two
and
a
half
years
no
day
goes
by
without
my
mom,
not
mentioning
Zoom,
which
in
her
previous
life
no
way
would
she
have
known
that
so
one
of
the
good
things
about
digital
and
our
population.
A
Now,
in
terms
of
yes,
we
know
the
young
ones
are
quite
Savvy,
but
I
think
the
focus
that
has
gone
into
making
sure
elderly
people
catch
up
and
get
connected.
Whilst
we
were
in
lockdown-
and
you
know,
we
couldn't
see,
each
other
must
be
mentioned
and
say-
and
you
know
say
thank
you
and
that's
definitely
a
positive
in
this
very
difficult
times
right.
Okay,
any
other
question,
yes,
counseling.
F
Check
and
thank
you
for
this
report
as
well.
It
is
good
and
I.
Think
leaders
does
tend
to
be
on
the
front
foot
when
it
comes
to
sort
of
future
proofing
and-
and
this
is
sort
of
demonstrative
of
that.
But
you
can't
open
a
newspaper
and
read
about
the
NHS
without
hearing
about
integration
for
the
past
10
years,
it's
integration,
integration,
integration
and
indeed,
in
this
report
itself,
I
added
a
quick
search-
and
it's
mentioned
192
times
in
the
report.
F
So
you
know,
but
it
seems
that
integration
and
collaboration
is
used,
sort
of
interchangeably
and
I
wanted
to
to
know
where
we
are
truly
being
integrated,
as
opposed
to
be
it
as
opposed
to
being
collaborative
and
going
forward
where
you
see
more
integration
as
opposed
to
collaboration
and
because
it's
an
important
point,
because
everyone
talks
about
it,
but
they
use
either
using
integration
to
mean
collaboration,
and
they
are
completely
different
things
in
my
book.
Thank
you.
Q
I
think
you're,
right
and
I
I
think
there's
two
arms
to
this.
There
are
processes,
so
when
do
you
have
an
integrated
process
and
I
would
use
Hospital
discharge
as
an
example
of
an
integrated
process
where
there
are
multiple
agencies
involved
from
the
front
door
to
the
back
door
and
back
home,
and
then
there's
integration
in
terms
of
just
how
you
plan
and
deliver
your
services.
So
we
are
working.
We've
been
Lucid
counselor
working
very
closely
with
our
colleagues
in
Leeds
Community
Health
on
Far
projects
that
I
would
say
are
integrated.
Q
So
there's
the
transfer
of
care
hubs
in
St
James's
hospital
where
it
it
receives
discharge
notices,
triage,
is
what's
the
best
route
out
supports.
It's
that's
a
multi-agency,
multi-disciplinary
team
that
works
in
an
unhelistic
way.
We've
got
our
recovery
hubs
that
we
deliver
together
in
Partnership.
So
again
it
was
an
Innovative
model
back
in
2016,
where
these
Community
Health
age
partner
using
our
establishment,
so
our
refurbished
old
people's
homes
that
are
focused
on
recovery
and
they
provide
the
nurses.
We
provide
the
registered
manager
and
support
staff.
That's
an
integrated
delivery
model.
Q
We
are
also
working
on
integrating
our
rehabilment
service
with
lch's
Intermediate
Care
Service
stage.
One
of
that's
already
happened,
so
each
service
had
a
planner
who
rostered
their
work
fast,
but
they
did
it
like
parallel
play.
Now
they
sit
together
physically
and
we've
got
three
hubs
across
the
city
and
they
plan
together.
Q
So
we
might
be
able
to
do
the
morning,
but
if
they
can
do
the
afternoon
bit
and
the
it
is
greater
than
the
sum
of
its
parts,
when
you
do
that,
we
we
make
a
better
use
of
the
capacity
and
then
the
next
stage
of
that
is
actually
then
looking
at
the
workforce.
So
they
we
have
re-ablement
officers,
they
have
therapy
assistants
they're
roughly
paid
the
same.
Should
we
not
start
to
develop
a
concept
of
a
generic
therapy?
Support
work?
Q
I,
don't
know,
choose
your
title,
but
it's
starting
to
look
at
Rehabilitation
skills
that
span
social
care
and
health
and
then
the
fourth
thing
we're
working
on
together,
which
is
genuinely
will
be
an
amazingly
Integrated
Service.
It
is
the
transformation
of
home
care
where
we
envisage
sort
of
provide
a
collaborative
between
ourselves
at
least
Community
Health
home
care
providers
in
the
third
sector
to
create
Community,
Health
and
wellbeing.
Service
and
I
could
do
a
whole
scrutiny
session
on
that
that
ambition,
that
those
are
just
four
examples
of
where
we
are
genuinely
integrating.
F
Thanks
for
that
Kath,
and
that's
that's
good
stuff,
what
what
do
you
think
have
been
the
challenges
with
with
integration
and
we've
seen
in
some
areas?
Actually,
that
there's
been
a
backward
steps
when
I
first
started
so
not
necessarily
in
Leeds
by
the
way,
but
when
I
first
started
in
in
social
work,
I
finished
by
the
way.
Last
year,
last
Tuesday
I'm
not
longer
a
social
workers.
I
can't
say
that
so
when
I
first
started,
I
worked
in
a
different
local
Authority
with
a
team,
a
learning
disability
team
that
was
integrated.
F
We
all
sat
together,
the
psychologists,
the
social
workers,
the
nurses
and
you
and
the
OTS,
and
it
worked
really
well
because
it
created
that
really
good
collaborative
working
sort
of
environment
ethos.
You
know
and
we're
all
in
it
together.
As
soon
as
we
sort
of
we
split
up,
then
it
became
a
little
bit
more
awesome
them
a
little
bit.
More
sort
of
you
know
gatekeeping
and
the
rest
of
it.
F
So
why
you
know,
and
that
wasn't
that
long
ago,
why
have
we
seen
backward
steps
and
what's
the
what's
prohibiting
those
actually
moving
forward
with
further
Integrations
and
other
teams
like
learning
disabilities
and
things
like
that,
foreign.
M
We
are
seeing
some
real
successful
integration
of
of
teams
together
working
across
organizational
boundaries.
Social
workers
sitting
with
our
community
nursing
teams,
is
a
really
good
example
of
where
physical
proximity
can
really
underpin
a
shared
culture,
shared
teamwork.
We
do
as
if,
as
you've
rightly
pointed
out,
see
greater
challenges
in
working
alongside
one
another,
in
an
integrated
way
when
we're
sitting
in
in
different
buildings,
where
we
also
work
with
different
terms,
conditions
and
may
have
different
cultures
or
microcultures
things
like
the
workforce.
M
Portability
agreement,
which
is
I,
think
fairly
unique
to
us
and
leads,
are
really
helping
us
to
smash
down
organizational
boundaries
in
terms
of
enabling
people
to
to
work
across
boundaries,
regardless
of
their
terms
and
conditions
in
their
host
organization.
But
it
is
overall
for
me
where
we
see
the
greatest
successes
where
people
feel
culturally
one
team
and
we
work
really
hard
to
talk
about.
M
One
leads
Workforce
in
in
terms
of
Health
and
Care,
and
that's
a
branding,
opportunity
and
I
think
a
USP
for
the
city
and
we've
really
got
an
opportunity
to
leverage
going
forward.
Catherine.
If
you
want
to
say
more
about
learning
disabilities
in
particular,
or
anything
else,.
Q
Our
learning
disability
teams
are
currently
co-located,
so
I
I,
don't
know
where
that
sits
on
your
spectrum
of
true
integration,
because
I
think
I
think
often
people
envisage
integration
as
a
structural
integration
where
it's
got
to
have
the
characteristics
of
online
management
and
one
brand
and
I
think
we
realize
our
world
is
wee
bit
more
complex
than
that.
So
sometimes
you
can
have
co-located
teams
who
still
have
autonomy.
You
know
they're
separate
employers,
but
they
work
together
in
such
a
collaborative
way.
Q
The
citizen
experiences
that,
as
an
holistic,
integrated
often
I
think
you
know.
One
of
the
litmus
tests
for
me
is
what
what's
people's
experience
of
the
service
and
the
bit
about
the
wiring
behind.
It
really
is
for
us
to
sort
out.
Similarly,
with
mental
health
services,
you
know
we
have
Cola
aspects
of
co-location
and
I've
worked
in
a
number
of
places
where
adult
social
Care,
Mental
Health
had
been
transferred
over
to
the
mental
health
trust
and
every
single
time
I've
had
to
pull
them
back
because
they
lost
their
professional
identity.
Q
Q
F
Q
I
mean
some
of
it
is
pay
again.
When
I
was
director
at
healing
I
had
an
integrated
service,
some
team
managers
for
social
care,
some
were
Health,
the
health
ones
were
paid
two
to
three
brands
more
and
it
really
cheesed
off
my
social
care
people
so
pay
attention.
Conditions
can
really
make
a
difference
in
terms
of
barriers
to
integration.
Sometimes
it's
it
can
be
the
choice
of
Services
of
the
organization.
You
know:
does
this
local
Authority
want
to
transfer
out
its
its
own
in-house
Services
over
to
the
nhsr?
Q
L
And
yeah
I
think
also
cath
describes
the
the
kind
of
local
situation
very
clearly
I
think
there's
some
national
contextual
issues
which
are
genuine
hindrances
to
this.
So
we
are
working
as
a
leads
partnership
with
the
Department
of
Health
and
Social
care
to
help
understand
the
decisions
around
policy
and
funding
and
what
integrated
policy
and
funding
looks
like
between
Health
and
Social
care
and
how
that
actually
plays
out
in
a
real
live
place
with
real
people,
because
I
think
that's
that's
really
at
the
heart
of
making
some
of
this
sort
of
work,
I.
L
Think
in
Leeds,
we've
been
very
good
at
being
creative
and
looking
at
innovative
ways
around
things
and
and
how
we
can
get
past
them,
but
ideally
we'd
remove
the
barriers,
and
then
we
wouldn't
have
to
work
around
them.
We'd
actually
tackle
it
at
source.
Q
I
was
just
going
to
add.
One
final
challenge
is
around
the
fact
that
social
care
services
are
mainly
means
tested
and
charging,
and
the
fact
we
charge
can
really
get
in
the
way.
Sometimes,
and
is
it
is
something
that
Bots
right
up
against
nhss
Services
free
at
the
point
of
delivery,
foreign.
E
Thank
you.
So
obviously,
there's
been
a
lot
of
conversation
nationally
about
increasing
the
size
of
the
the
workforce.
Distinctly
remember
something
about
50,
000
extra
nurses,
a
short
while
ago
and
I
understand
that
part
of
that
is
looking
both
domestically
and
internationally
in
terms
of
how
do
we
increase
the
size
of
the
workforce?
E
So
quite
quite
a
specific
question:
what
does
what
does
international
recruitment
look
like
in
Leeds
and
how
are
we
looking
at
specific
areas
targeted,
for
example,
Midwifery,
mental
health,
nursing
where
there's
a
clear
deficit
in
terms
of
people
joining
the
workforce
and
then,
as
as
an
addend
to
that
question?
How
does
this
then
compare
to
to
local
domestic
efforts?
I
understand
that
there's
been
a
program
in
in
Lincoln
Green,
which
is
part
of
my
award,
so
I
do
have
an
interest
there
and
how
are
we?
L
Thank
you,
so
International
recruitments
a
really
interesting
area,
because
it's
it's
it's
quite
fraught
with
tensions,
as
you
can
imagine,
West
Yorkshire,
integrated
care
system
is,
is
quite
at
the
Forefront
of
international
Recruitment
and
doing
that
through
long-term
valuable
partnership
Arrangements,
rather
than
the
kind
of
agency-based
recruitment
that
some
sectors
use.
L
So
it's
very
much
about
building
those
long-term
reciprocal
Partnerships
with
different
areas
around
the
world
where
there's
a
mutual
exchange
of
education
and
as
well
as
that
linked
to
International
Recruitment
and
within
Leeds
Leeds
teaching
hospitals
have
been
very
active
in
international
recruitment
for
some
time,
so
they've
got
quite
well-established
Pathways
and
over
the
last
couple
of
years,
we've
been
exploring
how
we
open
that
up
and
to
make
that
a
collaborative
approach
so
specifically
joining
with
Leeds
Community
Health
to
to
do
a
kind
of
joint
approach
to
that
International,
Recruitment
and,
more
recently,
within
social
care
as
well.
L
So
really
exploring
all
the
different
roles
and
the
the
workforce
needs
that
we
have
and
how
those
Partnerships
can
be
utilized
to
to
build
that
International
pipeline
I.
Think
we've
got
lots
of
learning
around
International
recruitment,
particularly
about
the
support
required
for
people
as
they
come
over,
as
they
start
to
find
their
feat
in
society
and
and
the
kind
of
local
communities
that
they
come
into,
as
well
as
that
longer
term,
career
progression
and
retention,
and
thinking
about
all
of
the
challenges
that
that
they
as
individuals
face,
and
so
it
isn't
without
difficulty.
L
But
we
have
made
some
some
firm
kind
of
steps
forward
in
making
sure
that
that's
a
more
successful
approach,
collaboratively
I
think
it
is
really
challenging
for
specific
hard
to
fill
vacancies,
and
you
know
it
works
well
for
adult
nursing,
for
example,
because
it's
a
it's
a
very
broad
there's
lots
of
different
opportunities
and
it's
a
quite
a
broad
profession.
But
when
you
get
into
those
those
more
specialist
roles,
it
is
absolutely
more
challenging
and
so
we're
starting
to
explore
what
different
relationships
we
would
need
to
to
Target.
L
E
Yeah,
it
was
just
just
just
following
on
from
kind
of
the
conversation
around
International
recruitment
can
I.
How
does
how
does
International
recruit?
How
do
International
recruitment
efforts,
and
it
feels
like
there's,
there's
International
recruitment
happening,
but
nothing
particularly
specific.
L
Because
we
we
do
have
specific
programs
around
International
recruitment.
So,
yes,
we've
got
a
two-year
plan
in
place
at
the
moment
for
the
facility
of
Leeds,
which
includes
Leeds
teaching,
hospital
lch
and
the
council
as
well.
So.
E
M
So
the
organizations
that
are
working
together
on
International
recruitment
each
individually
have
a
number
that
they
seek
to
recruit.
We
look
to
do
it
collaboratively
where
possible,
we're
looking
to
share,
for
example,
the
sort
of
cultural
and
pastoral
induction
packages
that
we
put
in
place
for
people
in
my
own
organization
that
leads
Community
Healthcare.
M
We
were
successful
in
bringing
in
seven
International
Community
nurses
last
year
for
the
very
first
time,
which
is
indicative
of
what
Kate's
saying
we're
expanding
our
reach
on
International
recruitment
into
areas
we
haven't
explored
before
in
quarter
four
of
this
year,
we're
looking
to
bring
in
a
further
30
3-0,
which
is
indicative
of
our
ambition
to
to
expand
that
market
I
would
just
want
to
put
a
Counterpoint
to
that,
which
is
that
we
also
continue
to
really
focus
on
our
domestic
recruitment,
both
inside
and
outside
Leeds
City
boundaries.
E
That
thank
you
yes,
I
suppose
the
the
second
part
of
that
my
original
question
was:
how
does
it
compare
to
to
local
domestic
efforts?
Now
you
sort
of
gone
into
that
I
appreciate,
can
io4
it's
you
know.
I
I
was
going
to
say
it's
easy,
it's
not
necessarily
easier,
but
if
you're
going
around
the
world
and
you've
got
fully
recruited,
nurses,
that's
slightly
different
to
recruiting
people
on
say,
like
a
band
to
clinical
support
worker,
but
how?
E
L
So
it's
a
really
crucial
area
so
as
part
of
the
partnership
and
the
leads
one
Workforce
board
are
all
of
our
three
universities
in
Leeds
are
represented
on
there,
as
well
as
the
University
Center
from
from
Leeds
City
College
as
well,
so
they
are
intrinsic
to
our
strategic
planning
around
Workforce
and
they
have
a
voice
at
the
table
to
help
shape
what
that
looks
like.
L
L
We
can
really
support
the
workforce
that
we
need
within
leads,
but
it's
we
can
see
that
there's
still
a
gap,
so
I
think
it's
it's
fair
to
say
that
we
know
that
the
undergraduate
placements
in
the
traditional
sense
are
not
going
to
fill
all
our
Workforce
needs
and
we've
we've
mapped
that
through
collaboratively
as
a
city,
so
we've
got
a
good
understanding
of
where
those
risks
sit
and
and
what
the
challenges
are.
L
L
A
Thank
you
very
much.
Councilor
Harrington.
G
G
I
just
wanted
to
ask
about
the
the
flexible
working
design
now
we
know
that
there's
been
a
lot
of
changes
throughout
covid
about
people
working
from
home.
How
do
you
see
that
actually
impacting
on
your
recruitment
of
social
care
workers
and
health
professionals,
because
it's
a
little
difficult
for
a
care
worker?
They
can't
work
from
home.
So
what
are
they?
What
are
the
kind
of
issues
that
you're
going
to
be
looking
at
about
giving
them
some
flexibility?
Thank
you.
Q
All
right,
I'll
start
with
that
and
then
hand
over
to
Laura.
So
in
terms
of
you're
right,
if,
if
you're
a
care
worker,
you
need
to
deliver
Hands-On
care,
you
need
to
be
in
the
house
with
the
individual,
but
we
are
looking
increasingly
at
the
role
that
technology
can
play.
Also,
that
might
need
mean
that
you
don't
need
to
go
actually
physically
into
the
house.
Q
So
there's
all
sorts
of
gizmos
and
gadgets
around
that
support
people
to
talk
to
one
another,
not
necessarily
Zoom,
but
the
company
called
Foss
that
have
got
a
screen
like
are
telling
you
turn
it
on.
It's
that
easy
and-
and
you
can
chat
with
somebody
so
rather
than
turn
up
and
do
a
medication
prompt
you
could
just
dial
in
chat
to
them,
say
Margaret,
it's
time
to
take
your
pills,
can
you
go
and
get
your
pills
and
let's
I'll
watch
you
take
your
tablets.
Q
You
can
do
that
think
things
like
that
they
is
remote
monitoring.
We
can
do
now
around
movement,
so
in
the
past
you
might
physically
go
in
and
check
on
somebody.
Now,
we've
got
the
technology
that
can
say
we
can
tell
somebody's
got
up.
They've
opened
the
fridge
they
put
the
kettle
on
clearly
probably
made
breakfast
it's
okay,
so
I
think
there's
things
like
that.
Obviously,
with
social
work
excuse
me,
we
had
to
really
innovate
during
covid,
so
I
think,
there's
much
more.
Q
Now
that
we're
able
to
do
over
telephones,
there's
always
a
judgment
we
know
at
times.
We
need
to
be
in
there
seeing
the
state
of
the
home.
So
it
is
a
judgment
call
and
we
also
found
with
our
financial
assessment
team.
In
the
past
we
used
to
go
to
people's
homes.
Actually
people
are
quite
happy
to
just
send
us
stuff.
We
don't
need
to
go
and
collect
things,
people
scan
and
email
it
in
now.
So
again
we
can
do
things
more
efficiently
and
effectively
hand
over
to
Laura.
M
Building
on
what
Cass
said
and
thinking
in
particular
about
flexible
working
project,
that's
part
of
the
the
city
resourcing
group,
Suite
of
of
projects,
one
of
the
things
we're
really
conscious
of
and
I
speak
as
SRO
of
that
of
that
project.
M
So
working
patterns,
as
as
well
as
the
the
opportunities
for
remote
and
agile
working
are
aims
are
to
not
only
make
sure
that
all
of
our
organizations
across
Health
and
Social
care
understand
what
the
legal
requirements
are
and
what
the
opportunities
are
in
terms
of
flexible
working,
but
that
we
understand
what
our
prospective
and
current
Workforce
wants.
My
workplace,
because
it
is
a
buyer's
market
in
terms
of
employment
and
what
the
the
cultural
barriers
are
amongst.
M
Our
employers
that
are
preventing
us
from
offering
what
our
prospective
Workforce
wants,
so
the
classic
is
I,
can't
allow
this
person
to
take
every
Friday
off
in
order
to
fit
with
their
their
outside
of
work
commitments
because
then
I'll
have
to
give
it
to
everybody,
and
those
are
the
kind
of
myths
that
we
are
looking
to
bust
through
this
program.
So
we
don't
have
direct
control
over
how
the
organizations
in
Health
and
Social
care
in
the
city
Implement
flexible
working.
A
Thank
you
very
much.
Laura
you
happy
great
okay.
We
would
need
to
move
on
to
the
next
agenda
now.
So
a
huge
thank
you
to
Laura
and
to
Kate
as
well
for
coming
and
like
I
said
earlier,
we
will
keep
a
holding
watch
and
we
will
definitely
invite
you
again
to
update
us,
but
thank
you
very
much
for
this
very
comprehensive
report
and
we
are
grateful.
Thank
you.
A
You're
happy
to
stay,
it's
a
very
lovely
board
so,
but
if
you've
got
other
things
to
do,
please
by
all
means
and
feel
free
to
to
to
leave.
But
thank
you,
okay
agenda
item
number
eight
will
is
on
the
best
city
ambition
update.
It's
been
a
year
since
we
we
were
sat
around
the
table
listening
to
the
plans
and
it's
just
nice
to
know
that
we
can
come
back
and
ask
yourselves.
A
You
know
to
just
give
us
an
update
on
all
the
work
that
has
been
undertaken
to
to
implement
the
best
city
ambition,
which
was
obviously
adopted
at
full
Council
in
February
of
2022..
Is
there
anyone
on
joining
us
that
hasn't
introduced
this
stuff
on
this
item?
Mike?
Is
that
you
can't
see
from
here
yeah?
That's
you
great!
Okay,
every
other
person
has
introduced
herself.
So
if
you
can
introduce
yourself
and
then
I
think
you're
starting
off
is
that
right?
A
T
T
So
yeah
here
to
talk
to
you
today
about
an
update
on
the
the
best
city
ambition
and
as
the
chance
just
indicating
the
members
of
remember,
the
ambition
was
adopted
by
full
Council
last
February
and
at
the
same
time
as
as
we
adopted,
that
Council
agreed
that
the
current
year
would
be
a
transitional
year
when
we
would
move
from
on
a
whole
range
of
things
from
the
arrangements
we
had
in
place
for
the
previous
best
council
plan
to
what
we
want
to
have
in
place
going
forward
for
the
best
city
ambition,
the
reporting
in
front
of
you
today.
T
It's
really
a
relatively
high
level
overview
of
that
of
that
transitional
activity
and
the
implementation
of
the
ambition
so
I'm
I'm,
just
going
to
so
I'll
assume.
Obviously,
people
have
a
chance
to
look
at
the
papers.
I'll
just
briefly
touch
on
on
what
it
covers
so
before
I.
Do
that?
The
first
thing
to
mention
is
members,
hopefully
will
be
aware.
T
We
had
a
recent
LGA
peer
review
at
the
back
end
of
last
year
and
we
got
some
feedback
on
the
ambition
through
that
process,
which
was
really
encouraging
actually
and
and
demonstrated
that
both
within
the
council
and
The
Wider
City,
there's
already
quite
good
ownership
of
the
ambition
which
I
think
is
Testament
to
the
way
that
everyone
has
done
on
it
really
and
there's
a
lot
further
to
go.
But
we
were
pleasantly
surprised
by
how
much
progress
has
been
made
in
quite
a
short
period
of
time.
T
So
in
terms
of
those
implementation
strands,
the
first
that
we've
been
looking
at
is
our
is
our
broader
strategic
framework
that
we
have
as
a
city
and
as
a
council
as
well,
and
members
may
be
aware
that
the
account
has
quite
a
lot
of
strategies
and
I
think
probably
broad
agreement
slightly
too
many
in
some
places.
So
we've
been
going
through
a
process
really
of
looking
at
what
they
are
and,
where
possible,
trying
to
put
plans
in
place
to
bring
them
together.
T
We,
with
with
cabinet
except
board,
have
had
a
discussion
about
what
what
are
the
key
strategies
around
which
we
can
coalesce
and
the
paper
notes
and
some
of
those
that
we
would
I
should
say
they
are
only
the
sort
of
more
externally
facing
strategies
that
doesn't
cover
things
that
we
have
internally
or
about
our
own
Workforce
Etc.
T
But
as
a
starting
point,
we
thought
we'd
try
to
build
around
these
things
and
you'll
see
several
of
those
are
relevant
to
this
board.
We've
we've
been
doing
a
similar
exercise
off
the
back
of
that.
Looking
at
the
partnership
structures,
we've
got
in
the
city
and
trying
to
just
ensure
that
they
are
their
fit
for
purpose.
I
would
say
certainly
around
health
and
well-being,
the
health
and
well-being
pillar
of
the
best
city
ambition.
T
Obviously,
a
lot
of
those
arrangements
are
statutory
and
certainly
with
the
health
and
well-being
board,
Etc
and
and
I
think
really
rigorous.
That's
not
necessarily
the
case
right
across
the
picture,
so
we're
working
with
colleagues
and
leads
on
those
pillars
about
about
how
we
could
potentially
improve
the
partnership
for
interest
that
we've
got
in
place
and
the
team
leads
approaching.
The
ambition
is
really
guiding
how
we
do
that.
T
The
appendix
to
the
paper
provides
a
brief
update
on
the
Breakthrough
priorities
as
well,
which
were
launched
as
part
of
the
best
city
ambition
last
year
and
all
five
of
those
are
progressing
progressing
well
at
slightly
different
pace.
Naturally,
as
you
would
expect
being
done
alongside
alongside
other
activity
and
a
couple
of
those
four
with
an
arena
of
this
board
and
happy
to
take
any
questions
and
come
back
to
the
board
with
more
detail
on
those
as
needed.
T
T
This
is
something
that
came
out
quite
strongly
from
the
peer
review
as
well
that
there's
loads
of
good
work
going
on
at
a
community
level
in
the
city,
but
probably
more
opportunities
to
bring
that
together
and
to
to
integrate
sort
of
referring
back
to
the
previous
item
a
little
bit
more,
and
that
includes
with
you
know,
local
care,
Partnerships,
Community
committees
and
locality
teams
Etc.
So
there
will
be
a
program
of
work
coming
out
of
the
peer
review.
That's
already
pretty
well
aligned.
T
With
with
what
we
said
we
want
to
do
in
the
best
city
ambition,
it's
an
opportunity
to
really
accelerate
that
over
the
coming
year
and
I
know,
all
members
will
be
engaged
in
that
process,
certainly
initially
from
through
Community
committees
at
some
point
later
this
year
and
then
very
finely
before
I
sort
of
pause
for
questions.
The
paper
also
touches
on
changes
in
the
transition
on
performance.
Arrangements
I
wasn't
going
to
go
into
too
much
detail
because
I
know.
T
So
just
stuff
like
that,
is
there
it's
included
in
the
papers
really
as
a
as
an
indication
of
the
direction
of
travel,
and
it's
not
a
final
document
and
an
eagle
item,
one
you
will
notice.
There
are
some
indicators
in
there
that
that
are
duplicative
of
The
Wider
performance
reporting
that
you've
got
and
in
places
use
slightly
different
metrics.
A
Thank
you
very
much
Mike.
You
just
saved
yourself
there,
because
I
was
going
to
ask
you
a
question
on
the
sbis
on
page
19.
So
if
that's
going
to
come
in
your
performance
update,
then
yeah
I'll
I'll
hold
fire
for
now
board
members.
Any
questions
for
Mike,
oh
wow,
amazing,
good
job
Mike
right!
Thank
you
very
much.
Oh,
there
is
Dr
Bill,
of
course,.
C
I
just
wanted
to
pick
up
the
bit
about
promoting
mental
health
in
the
community
and
it
talks
about
being
delivered
by
humans
being
inconsol
consultation
with
third
sector
Partners
in
public
health,
and
they
are,
of
course,
both
groups
and
and
person
who
are
very
important,
but
I
just
wondered
about
whether
the
GPS
are
involved
at
all
and
in
particular,
possibly
with
with
social
prescribing.
That's
a
bit
bigger
topic,
and
maybe
that's
something
we
ought
to
look
at
in
more
detail.
T
Thanks
for
the
question
yet
so
at
this
stage,
that
is
that's
in
a
pilot
form
and
as
far
as
we're
at
this
stage
know
that
said,
what
we
are
looking
at
is
we're
we're
monitoring
that
pilot
as
it
goes
along
and
I
think
so
far,
we've
seen
relatively.
You
know,
good
results
from
that,
and
so
now
the
conversation
is
turning
to.
T
How
might
this
become
something
we
can
do
more
of
in
the
longer
term
and
that's
where
I
think
a
broad
range
of
patterns,
including
GPS,
but
but
others
too,
we're
actively
thinking
about
the
rolling
broad
rank
of
organizations
might
play
both
with
their
own
and
their
own
staff,
but
also
their
their
customers
as
well.
So
as
we
move
into
that
longer
term
conversation
I
think
it
will,
it
will
broaden
out
and
then
a
wider
group
of
people
will
be
involved.
P
Just
to
add
to
Mike's
comments
and
that
question,
because
we
are
very
involved
in
this
from
the
public
health
Team,
the
the
the
the
the
Breakthrough
project
is
because
there's
so
much
going
on
with
GP
practices
and
with
mental
health
across
the
city.
P
The
the
rationale
around
this
work
is
to
actually
add
more
to
what
we're
already
doing,
rather
than
doing
something
completely
separate.
So
the
the
Breakthrough
bit
of
the
new
work
of
the
of
the
program
is
not
directly
involving
GPS
John
but
they're,
the
all
of
the
rest
of
the
work
that
the
wider
program
does
does
so
it
it
it
it
will.
P
It
will
join
up
and
sit
alongside
and
connect
with
social
prescribing,
but
the
added
they
added
impetus
of
doing
this
additional
work
is
very
Community
focused,
really
as
a
response
to
what
we're
really
seeing
in
communities
around
that
longer
term
mental
health
impact
of
covid.
So
it's
meant
to
be
sort
of
additional
and
enhanced
work,
work
which
absolutely
will
connect,
but
the
the
extra
breakthrough
bit
is
very,
very
Community
focused,
but
yeah
we're
happy
to
bring
back
more
more
of
an
update
on
that.
That's
helpful.
A
T
But
there's
a
new
inclusive
growth
strategy
coming
this
year
as
well,
which
in
which
the
tackling
poverty
and
inequality
message
we
expect,
will
be
it's
in
there
already,
but
will
be
boosted
further,
and
certainly
a
lot
of
the
work
that
goes
on
around
zero.
Carbon
is
focused
on
on
those
those
lower
income
communities
as
well-
and
you
see,
through
things
like
the
district
heating
scheme,
that
a
lot
of
low-income
communities
have
benefited
benefited
from
that
work.
T
The
other
thing
I'd
probably
mention
is,
is
the
we're
actually
talking
to
to
Tim
fielding
and
and
the
the
Marmot
work
that's
kicking
off,
and
when
we
refresh
the
best
city
ambition
later
this
year,
there'll
be
a
really
strong
opportunity
to
bring
that
in
much
more
wholeheartedly
than
it's
in
there
currently
and
to
place
the
best
city,
ambition
and
the
moment
worked
very
clearly
in
partnership
in
terms
of
pushing
forward
that
agenda
on
tackling
Health
inequalities.
A
Before
that
right
we
shall
move
on
to
the
next
agenda.
I
think
Mike,
I'm,
sorry
I
can't
tell
you
you
can
leave,
because
you
will
be
part
of
the
next
item
as
well,
and
that's
on
performance
update,
adult
social
care,
public
health
and
active
lifestyle.
So
I
can
see.
We've
got
contributors
to
that
agenda
who
are
coming
to
sit
down,
and
it
will
be
great
if
you
could
kindly
introduce
yourselves.
Please.
U
Stephen
Baker,
head
of
activities.
A
Thank
you
for
joining
us,
okay
and
I
believe
every
other
person
on
the
item
has
introduced
themselves.
Okay.
So
this
report
provides
an
overview
of
outcomes
and
service
performance
related
to
the
council
priorities
and
services
within
the
remit
of
this
scrutiny
board.
So
there
are
three
distinct
sections
which
we
know
this
board
looks
after
so
Public,
Health,
adult
social
care
and,
of
course,
active
lifestyle,
and
therefore
it
is
proposed
that
this
board
considers
these
in
turn
to
help
structure.
A
Our
discussion
this
afternoon
and
I
would
love
to
start
with
active
lifestyle,
so
I
believe
who's
who's,
starting
that
would
that
be
counselor
Arif
over
to
you.
Thank.
O
You
chair,
I've,
just
got
some
introductory
notes
for
me
and,
firstly,
I'd
just
like
to
advise
on
an
amendment
in
the
performance
report.
The
active
leads,
and
it
says,
leads
now-
has
one
of
the
lowest
inactive
rates
in
North
Yorkshire.
This
should,
of
course,
read
Yorkshire
and
Humber,
and
just
to
clarify
that,
so
the
important
that's
that
activity
levels
are
continue
to
recover
following
the
lad
drops
that
are
caused
by
the
pandemic
restrictions.
O
There
are
more
people
active
now
than
the
first
service
findings,
which
is
a
testament
to
the
obviously
the
work
and
investment
that
went
into
helping
people
stay
active
during
this
very
difficult
period.
Leeds
now
has
one
of
the
lowest
inactivity
rates,
as
I
mentioned
in
Yorkshire
and
Humber,
and
it's
the
second
best
in
relation
to
cost.
It
is
only
behind
Bristol,
which
is
one
of
the
best
activity
rates
nationally
leads
in
active
and
active
to.
O
It
is
also
substantially
lower
than
the
national,
which
is
I,
believe
27
and
the
regional
28
and
and
the
corsages,
which
are
26
percent
averages,
which
needs
to
be
obviously
celebrated.
O
Despite
that,
despite
the
good
news,
numbers
are
still
down
compared
to
pre-pandemic
levels
and
it's
been
most
acute
in
our
more
deprived
communities
and
groups
where
we've
got
higher
deprivation
and
which
is
why
we've
got
a
strong
focus
on
tackling
Health
inequalities
and
by
especially
through
the
public,
health
and
active
leads.
We
are
leading
on
to
the
physical
activity,
ambition
and
I'll
leave
it
at
that
chair.
Thank
you.
A
D
Thanks
chair,
it's
a
really
simple
question
with
the
impact
of
cost
of
living,
obviously
attending
the
gyms
and
everything
is
becoming
an
issue
for
some
people
and
of
course
we
want
to
promote
that
and
I
know
we
need
to.
We
need
the
revenue,
so
it's
a
bit
rocking
a
hard
place.
Are
there
any
plans
or
initiatives
that
we
can
promote
in
Worlds
to
encourage
people
to
go
and
use
the
facilities
more.
S
Yes,
chair,
if
I
pick
that
up
in
the
first
instance,
we
are
alive
very
much
to
the
challenge
of
the
cost
of
living
crisis
and
we'll
probably
pick
up
on
this
on
one
of
the
later
agenda
items
in
terms
of
fees
and
charges
that
we
had
to
introduce
some
fees
and
charge
increases
last
year.
What
we
did,
though,
however,
was
try
to
protect
the
most
disadvantaged
and
the
most
vulnerable
in
terms
of
those
those
chart.
S
Those
fee
increases,
and
so
we
minimize
the
level
of
fee
increases
for
Leeds
cards
list
card
goes
leads
card
extra.
So
all
those
mechanisms
that
exist
to
try
to
make
facilities
as
affordable
as
possible
we're
protected
in
the
increases
that
we
made
last
year.
A
C
If
you
look
at
the
page,
47
percent
of
people
classed
as
obese
and
just
one
word
of
caution,
it
looks
as
if
Leeds
is,
is
sort
of
bobbing
up
and
down,
but
actually
I
suspect
that
they
are
fairly
small
samples
from
the
survey
and
if
you
drew
the
the
access
from
zero
percent
to
100,
you
will
see
that
it's
not
very
much
up
and
down
it's
pretty
constant,
around
60
percent.
C
Turning
forward,
we
come
across
then
children
in
year.
Six
with
already
at
that
stage,
are
quite
frightening,
really
level
of
obesity,
and
then
you
come
to
the
very
young
children,
the
primary
school
children
going
into
school
and
even
them
have
a
level
of
obesity,
which
is
is
quite
frightening.
C
So,
yes,
Leeds,
is
more
active
than
many
other
places,
but
obviously
a
lack
of
Healthy
Lifestyles
is
is
one
of
the
actors,
and
diet
must
also
be
another
Factor.
What
are
we
doing
to
try
and
pull
the
prevalence
down
from
the
current
level
to
what
might
be
regarded,
at
least
as
a
a
better
prevalence?
If,
if
not
ideal,
foreign.
P
Mindful
we,
we
have
got
some
introductory
comments
for
our
report
as
well,
so
we
can
pick
those
up
as
we
as
we
go,
but
just
to
respond
to
this
question
specifically
I
mean
Dr
Bill
pulls
out
a
couple
of
critical
areas.
There
I
think
the
most
Stark
one
which
comes
back
with
this
report
was
the
last
time
we
were
here
in
June.
We
were
remarking.
P
We
were
commenting
on
a
quite
a
quite
a
remarkable
jump
in
reception,
age
generally
four-year-olds
in
obesity,
where
we'd
never
seen
an
increase
like
it,
which
was
kind
of
post
pandemic
and
you'll
see
from
the
data
that
the
good
news
is
that
that's
significantly
improved
now,
so
that's
really
bounced
back
to
to
pre
pandemic
levels,
so
that
there's
there's
some
very
good
news
in
the
report
around
four-year-old
weight
and
and
obesity
I
mean
obviously
still
work
to
do
and
we're
looking
at
the
Gap
across
the
city
still
that
the
year
six
data,
even
though
it's
it's,
it
has
gone
up
a
little.
P
So
this
is
top
under
Primary
School
I
think
there
was
a
general
sense
that
we
could
have
seen
similar
jumps
to
the
that.
We've
seen
in
the
four-year-olds
and
and
we've
not
seen
that
so,
even
though
it's
not
showed
such
a
marked
improvements
as
the
four-year-olds
it
is,
you
know
it
it.
P
It's
relatively
well,
it's
still
moving
slightly
in
the
wrong
direction,
but
it's
more
positive
than
it
that
it
could
have
been
seen
what
was
happening
with
children
generally
so
and
then,
as
you
say,
Dr
Bill
we've
still
got
long-term,
long-standing
challenges
around
all
age,
healthy
weights
and
obesity
and
I
think
that,
in
terms
of
in
very
broad
terms,
our
strategy
across
the
city,
both
for
children
and
for
for
adults,
we
as
a
council
have
recognized
that
there's
a
whole
different,
a
lot
of
factors
that
play
into
that.
P
So
there's
not
one
single
Magic
Bullet
around
you
know
if
we
improve
access
to
gyms
or
Leisure
facilities
or
if
we,
if
we
particularly
do
great
things
like
that
I
know
we're
doing
through
the
food
strategy
in
not
one
single
one
of
those
interventions
is
the
single
difference
and
we
know
from
all
the
learning
from
our
work
around
children's
healthy
weights.
P
That
quite
rightly,
was
nationally
and
internationally
recognized.
It
was
the
combination
of
the
facts
that
we've
got
so
many
different
things
happening:
we've
got
children,
centers
doing
fantastic
work,
we've
got
the
Henry
program
around
healthy
eating
and
nutrition
for,
for
the
very
young,
we've
got
all
sorts
of
things
that
are
kind
of
happening
as
a
system
and
as
a
city
that
we're
all
very
con
committed
to.
So
we've.
P
We
have,
as
a
council,
signed
up
to
the
healthy
weight
declaration
and
which
recognizes
that
every
single
part
of
the
council
and
the
city
has
a
role
to
play
in
looking
looking
at
the
whole
environment
in
which
people
live,
which
is
the
main
thing
that
contributes
to
healthy
way,
and
we
particularly
use
the
phrase
around
healthy
weight,
because
it
is
more
positive
than
just
talking
about
obesity
or
overweight,
and
we
also
know
that,
through
pandemic
with
we,
we
are
seeing
an
increased
proportion
of
underweight
children
and
young
people
and
and
agiles.
P
So
it
is
we
so
in
Broad
terms,
we
want
a
healthy
weight
strategy,
we're
already
signed
up
to
a
healthy
weight
declaration.
We
need
to
regroup
and
review
around
the
action
plan
underneath
that
healthy
weight
declaration-
and
there
is
two
there-
are
streams
of
work
that
are
happening
both
in
the
children's
world
to
refresh
the
healthy
weight
action
plan
for
children
and
the
healthy
way
action
plan
for
adults
which
are
happening
now
post
covered
and
we
can
bring
those
back.
I
think.
P
The
final
comment
on
this
just
for
all
of
your
interest
is
that
there
is
growing
work
nationally
and
internationally,
that
we'll
be
very
engaged
in
about
how
we
work
more
proactively
with
some
of
the
industries
that
have
the
biggest
impact
on
health
to
to
really
look
at
what
are
often
called
the
commercials
determinants
of
Health.
Where,
where
companies
look
to
minimize
harm
from
some
of
the
products,
you
know
so
being
really
creative.
P
Looking
at
Licensing
in
areas
where
we've
got,
you
know
lots
of
fast
food,
takeaways
and
lots
of
shops
selling
food,
which
is
which
is
making
it
harder
for
people
to
live
a
healthy
lifestyle.
So
it
is
about
taking
that
really
broad
approach
across
the
city,
so
I
hope
that's
helpful.
Thank
you.
Yeah.
C
That's
that's
very
helpful
just
to
pick
up
that
last
point
from
Victoria,
sadly,
and
I
might
be
wrong
here,
but
it
seems
to
me
that
many
of
the
fast
food
outlets
in
the
city
are
in
some
of
the
most
deprived
areas
of
the
city
and
there
is
clearly
a
relationship
there.
B
Thank
you
chair.
One
of
the
things
in
I
could
have
raised
this
under
the
last
item,
this
item
or
the
next
two
items,
but
something
that's
going
to
go
completely
against
health
and
well-being
and
stopping
people
accessing
something.
That's
actually
free
is
the
proposal
that's
being
brought
forward
to
charge
for
people
to
park
in
our
parks
and
green
spaces.
That
is
not
going
to
encourage
people
to
get
out
and
about
in
nature.
A
H
One
Umbrella
I'm,
going
to
start
with
active
lifestyle.
First
active
lifestyle
is
absolutely
brilliant,
but
with
the
cost
of
living
you
mentioned,
you
cut
the
price
for
Jim,
but
we
also
have
to
take
the
I
go
to
a
gym.
We
have
to
take
him
to
consideration.
You've
got
bills
to
pay.
So
it's.
How
much
can
you
cut?
You
know
it's
so
only
so
much
we
can
cut
so
active
lifestyle
is
a
lot
of
activities.
Counselor
and
listen
just
mentioned.
The
part
that
we
have
to
drive
leaves
have
some
beautiful
Community
parks.
H
Where
you
don't
have
to
drive,
you
can
just
walk.
You
just
have
to
encourage
the
young
people,
adults
walk.
We
have
groups,
elderly
groups
that
walk.
They
can
do
that,
instead
of
getting,
for
instance,
go
to
round
their
park.
Of
course
it's
good
to
go
to
different
Parks,
but
there's
so
many
local
parks.
It's
only
five
minutes
away
and
a
lot
of
Green
Space
around
some
areas.
H
I
can't
remember.
I
was
going
to
say
that,
because
it's
all
puddled,
oh
but
Victoria,
is
quite
right
and
with
the
diets
it's
a
balanced
diet.
Again,
it
go
back
to
cost
of
living,
School
males
where
the
kids
could
eat
school,
but
some
parents
cannot
afford
to
nourish
them.
We
know
one
meal
a
day
is
no
good.
We
need
three
meals
a
day,
especially
breakfast,
so
they
will
get
breakfast,
probably
at
school
wherever
and
no
meal.
Again
we
talk
about
licensing.
H
We
need
to
take
the
fast
food
at
City,
Time
and
Time
Out
of
the
community.
We
need
to
work
closely
with
licensing
how
they
provide
it
with
the
fast
food.
We
need
to
not
just
focus
on
young
people,
as
it
says,
to
the
police
we're
focusing
on
young
people,
but
they
have
to
go
back
home
to
the
parents.
We
need
to
work
with
the
parent
as
well.
It's
no
need
telling
one
kids,
you
can't
have
that.
H
Go
home,
mom,
fully
free
drop,
a
chocolate
and
chips
and
whatever
is
a
community
issue,
and
it's
in
for
all
of
us
to
work
together.
It's
diet
activities,
but
again
our
stress
leads,
have
some
lovely
local
park
where
the
kids
can
go
on
kickball,
there's
a
lot
of
parks
with
equipment,
seeing
it
where
they
can
do
exercise
free.
As
well,.
A
S
Thanks
thanks,
chair
I,
just
pick
up
on
councilor
Anderson's
point
and
there
aren't
any
colleagues
here
from
Parks,
but
I'll
make
sure
those
comments
are
passported
through
and
I'm
sure
there'll
be
some
discussion
of
that
at
Council.
In
terms
of
the
budget
setting
debate,
that's
held
there.
What
I
would
share
with
members
more
generally
is
one
of
the
streams
of
activity
that
we're
trying
to
do
within
active
leads
is
about
working
with
colleagues
in
highways
about
active
travel
and
that's
about
doing
the
most
local
sort
of
activity.
S
So
how
can
we
encourage
more
people
to
take
physical
activity
in
their
home,
going
up
and
down
the
stairs
going
out
into
their
street,
going
up
and
down
their
street,
trying
to
activate
that?
We
can
do
where
we,
where
there
are
green
spaces,
where
we
can
get
people
to
walk
to
those
green
spaces
or
cycle
to
those
green
spaces
and
undertake
that
activity
there.
S
So
there
is
a
balance,
I
think
to
be
struck
in
relation
to
leveraging
the
green
parks
and
the
green
spaces
of
parks
that
we
have,
but
I
will
make
that
point
to
colleague
in
parks
and
Countryside
Castle
Anderson.
A
similar
in
relation
to
councilor,
Taylor's,
point
I
I
think
we're
very
live
to
the
challenge.
There
is
a
real
balance,
I
think
in
terms
of
how
do
we
balance
the
council's
need
to
to
deliver
significant
income
from
some
of
these
activities.
S
But
one
of
the
things
that
we
are
trying
to
do
is
to
keep
that
very
much
in
balance
and
try
to
protect,
where
possible,
those
people
who
are
potentially
most
disadvantaged
economically
so
that
they
do
have
those
opportunities
that
are
afforded
to
other
areas
of
the
community,
and
that
is
at
the
the
Forefront
of
our
thinking.
I
can
just
reassure
members
on
that.
A
Thank
you
very
much.
Sorry
counselor
Taylor
is
that
supplementary
question
or
a
new
question.
H
Without
it,
it's
just
the
same
really
right,
I
just
think
it
starts
from
home.
Parents
need
also
to
take
the
phones
of
young
people.
Sometimes
they
come
from
school
and
they're
locked
in
their
rooms.
They
need
to
encourage
young
people
public
else
in
lease
I
think
they
are
doing
the
best
they
can
with
what
resources.
They've
got
lead
city
council
I've
shared
it
the
best
they
can,
that
make
sure
everyone
have
a
slice
of
cake,
but
we
need
the
community
to
work
us
to
maintain
their
health.
H
I
Thank
you
chair
two
parts,
if
that's
okay,
so
for
active
Lifestyles,
if
there
is
one
thing
that
you
would
say
has
improved
things
in
the
last
year,
one
measure
that
you've
taken
one
opportunity
that's
been
taken
up.
What
do
you
think
has
made
the
most
difference
and
led
to
the
most
progress
and
then
Public
Health?
There
is
the
food
strategy
which
looks
great.
I
A
I
A
U
Thank
you,
chair,
there's
numerous
things
here
and
just
one
is
probably
quite
difficult,
but
in
terms
of
how
we
actually
work
with
the
qees
now
is
around
how
we
co-produce
a
lot
of
our
activities
and
that's
probably
the
biggest
kind
of
impact
that
we've
seen
about
you
know
previously.
Probably
it
was
very
much
as
we
would
go
into
an
area
to
do
some
activities
then
come
out
again,
but
it's
very
much
around
actually
understanding
what
that
Community
needs
and
support.
U
It
doesn't
necessarily
need
us
necessary
to
deliver
activities
as
long
as
we
give
people
the
tools
and
the
capabilities
to
be
able
to
do
it,
then
they
can
do
it
themselves.
So
it's
also.
They
know
their
Community
is
better
than
what
we
do.
So
in
terms
of
that
aspect
in
terms
of
getting
people
involved
and
other
people
and
sharing
that
and
that
building
that
kind
of
knowledge
of
the
base
is
probably
the
biggest
element
there.
U
So
it's
around
how
we
build
people's
capabilities
to
be
able
to
do
that,
where
that's
some
training,
where
it's
some
funds
to
kind
of
get
them
started
and
like
there's
numerous
groups
that
we've
seen
over
this
time
that
have
grown
a
number
of
kind
of
initiatives
that
I've
done
that
through
the
actual
communities
themselves,
not
necessarily
as
coming
in
with
ideas
so
yeah
around
that
co-produce
kind
of
activities
is
probably
the
biggest
biggest
area
that
we've
kind
of
seen
make
a
big
difference.
A
Thank
you
very
much.
Steve
you
happy
excellent.
Okay.
I've
still
got
one
more
question
for
you:
Phil
really
proud
that
Leeds
is
going
to
be
hosting
the
marathon
in
May
this
year,
I
I
know
there
are
two
here:
I
can
see
them
who
will
be
participating,
councilor,
Vena,
councilor,
Thompson
and
myself.
A
A
How
can
people
who
are
not
as
privileged
as
ourselves
take
part
in
such
a
sport?
We
have
amateur
Runners,
we
have
Elite
Runners,
we
have
people
who
are
trying
to
think
should
I
should
I,
not
so
if
you
think
of
that
cost
of
going
for
a
run
or
participating
I'm,
just
thinking
of
the
barriers
and
what
are
we
doing
as
a
council
to
encourage
especially
amateur
Runners,
to
take
part
in
such
a
beautiful
event
coming
up
in
our
city.
S
Thank
you
castle.
That's
a
very
good
question.
I
think
it's
probably
helpful
in
terms
of
response
just
to
set
out
that
the
event
the
marathon
is
something
that
the
council
is
facilitating
and
supporting
we're,
not
actually
the
organizers
of
the
event.
The
event
is
being
run
for
is
being
organized
by
Jane
Tomlinson's
run
for
all,
who
obviously
delivered
the
10K,
deliver
the
half
marathon
and
do
marathons
across
the
city.
What
I
will
do
is
I'll.
S
S
Is
that
there's
quite
a
lot
of
costs
associated
with
the
marathon
in
terms
of
the
logistics
and
particularly
the
traffic
management
that
needs
to
be
put
into
it,
and
there
is
also
the
need
to
generate
a
significant
sum
for
charity
because,
as
we
know,
all
the
money,
but
the
money
will
be
raised
between
ltht
charity
and
the
m
d
charity.
But
what
I
will
do
is
I'll
go
away
and
have
a
conversation
with
them
and
what
I
suggest
counselor
is
I'll
drop.
S
You
a
note
back
to
see
what
we
can
or
can't
do
to
to
facilitate
that.
What
we
are
doing,
even
if
we
can't
help
with
the
funding
is,
we
are
planning
some
activity
in
terms
of
how
we
get
some
some
sort
of
preparation
and
advice
to
our
most
disadvantaged
communities
so
how
they
can
actively
participate.
So
I'll
come
back
to
you
on
the
barrier
of
cost,
but
just
to
let
you
know
also
that
we
are
planning
on
doing
Outreach
work
that
encourages
as
many
people
in
the
communities
to
be
able
to
participate.
A
Thank
you
very
much
Phil.
Now
the
last
bit
of
your
answer
is
very
comforting.
So
it's
good
to
know
that,
because
we
do
know,
we
have
a
good
chunk
of
deprived
deprivation
where
people
would
love
to
participate
and
when
I
am
asked,
it's
good
for
us
to
have
answers
and
say,
okay.
Alternatively,
this
is
what
we
have
in
place,
so
that
is
really
really
good
to
know
and
I
look
forward
to
your
email.
Thank
you.
A
O
You
chair,
just
in
the
back
of
what
Phil
has
just
said,
I
think
it's
important
for
us
for
this
not
to
be
just
something:
that's
going
on
one
part
of
the
city
and
how
do
we
make
a
make
and
leverage
something
out
of
it
across
the
whole
of
the
Cities,
particularly
certain
areas?
Certain
communities
just
get
them
involved
certain
young
children
to
say
so.
O
I
think
we've
had
a
conversation
about
having
a
program
of
events
in
the
East,
the
west
side
of
the
city
as
well,
so
everybody,
the
whole
city
Gets
behind
it
and
and
that's
something
that
we'll
make
sure
we
do
and
it's
just
doing
different
activities,
which
means
more
people
are
out
and
celebrating
it
as
well.
Thank
you.
D
Thank
you,
chair,
I,
just
want
to
go
back
to
the
food
and
obesity
and
I'm
sure
this
has
been
considered.
But
the
thing
about
cultural
awareness
isn't
that
and
different
cultures
have
extremely
different
diets
and
different
times
of
eating
in
different
ways.
So
it's
not
always
just
a
matter
of
eating
more
fruit
or
you're,
not
having
enough
vegetables.
I
agree
with
all
the
comments
about
fast
food
takeaways
and
everything
that
my
colleagues
have
made.
But
there
does
need
to
be
some
cultural
awareness
built
into
that
dialogue
as
well.
D
A
Councilor
Anderson,
just
to
let
you
know
as
well
the
question
on
the
parking
and
the
parks,
obviously
that
sits
under
housing
and
environment.
But
definitely
some
information
will
come
out
for.
B
You
just
say
that
to
yourself
the
director
isn't
here,
but
I
would
like
to
think
that
he
consulted
with
councilor
Arif
with
Victoria
Eaton
and
with
the
best
city
people
before
he
actually
made
that
decision
so
to
say
that
there
isn't
anybody
here,
that's
a
that
can
answer
that.
I
would
like
to
think
that
they
will
be
lobbying
them
to
drop
it.
O
Arif,
just
obviously,
as
you
know,
the
council's
been
looking
at
a
number
of
options
to
establish
a
sustainable
budget
for
23.24,
and
one
of
those
options
is
in
relation
to
to
car
parking
and
what
I
will
say
at
this
point
is
no
decisions
have
been
made,
and
obviously
I've
taken
by
the
points
that
you
have
raised
and
Council
Anderson,
and
what
I
will
say
at
this
point.
O
The
proposals
will
be
consulted
on
and
all
those
comments
that
are
being
made
that
are
being
fed
to
me
as
well
will
certainly
be
reflected.
Thank
you.
A
Hear
it
thank
you
back
to
you,
councilor
and
now
I'm
just
going
to
take
on
public
health
now,
because
we
still
have
adult
Health
to
to
consider
as
well,
if
that's,
okay,
so
public
health
and
all,
is
that
yourself
taking
the
introductory
or
it's
Victoria
yourself.
It's.
O
Me
yes,
and
then
I'll
come
back
on
with
you,
the
takeaway
point,
and
so
in
relationship.
Public
Health
through
pot,
summarizes
what
we're
doing
as
a
city
to
improve
health
and
address
Health
inequalities.
It
shows
our
progress
across
a
range
of
Health
outcomes
and
outcome
measures
providing
us
with
information
about
how
these
are
changing
over
time
in
Leeds
and
faring
against
other
core
cities
in
in
the
UK.
It
also
includes
an
overview
of
the
performance
of
key
public
health
services,
including
Sexual
Health
and
Drug,
and
Alcohol
Services.
O
In
this
report,
Public
Health
Services
continue
to
perform
well,
including
sustained
high
performance
of
NHS
health
checks
and
the
completion
of
drug
and
alcohol
treatment.
Having
said
that,
we
may
now
be
seeing
the
emerging
impact
of
covid-19
on
on
the
high
level
of
Health
outcomes
such
as
life
expectancy.
There
are
small
decreases
in
life
expectancy
across
all
groups
in
the
city
which
we
will
continue
to
track
carefully
at
the
rate
nationally
in
other
core
cities
also
has
decreased
over
the
same
period
in
terms
of
the
positives.
O
Some
of
the
positive
points
to
highlight
and
we've
seen,
improvements
in
in
reporting
on
breastfeeding
rates
at
six
to
eight
weeks
and
the
proportion
of
population
that
is
physically
inactive,
as
we've
discussed,
is
in
leads,
is
lower
than
for
the
England
or
for
the
England.
Average.
Inequalities
unfortunately
remain
across
a
range
of
other
indicators,
including
adult
obesity,
which
we've
had
a
conversation
about
deaths
associated
with
circulatory
and
respiratory
disease
and
cancer.
O
Finally,
just
to
say
to
know
that
the
indicators
in
this
report
will
be
kept
under
constant
review
alongside
the
ongoing
work
towards
becoming
a
marmot
City.
This
will
ensure
that
we
continue
to
review
our
local
progress
towards
improving
the
health
of
the
poor
risks
the
fastest.
Thank
you
chair.
A
A
A
N
Yeah,
the
part
of
the
portfolio-
that's
that
falls
to
me
is-
is
the
adult
social
care
aspect
of
the
performance
report
and
obviously
we're
very
mindful
that
our
our
figures
have
declined
in
a
number
of
areas,
and
this
is
very
much
part
of
a
national
picture
and
it
reflects
the
huge
challenges
in
adult
social
Care
at
the
moment,
both
with
regard
to
increased
demand
and
some
of
the
challenges
we're
having
around
recruitments
and
retention.
And
when
we
last
had
this
data,
we
hadn't
yet
got
the
national
comparators.
N
So
when
we
last
discussed
this
at
scrutiny,
we
were
aware
that,
for
example,
a
domain's
around
quality
of
life
for
both
services
and
carers
have
declined.
But
we
didn't
know
if
that
was
the
same
elsewhere,
and
we've
now
got
the
comparator,
which
shows
this
is
very
much
part
of
a
national
picture
which
isn't
that
surprising,
in
a
sense,
when
you
think
about
the
time
span
that
it's
covering
I
think
most
people's
quality
of
life.
Probably
wasn't
that
fantastic
coming
out
of
the
pandemic.
N
On
a
more
positive
note,
we
are
above
the
comparators
with
regard
to
people
feeling
safe
and
people
feeling
safe
in
services,
and
we
do
have
a
very
Dynamic
and
engaged
and
proactive
safeguarding
adults
board
which
oversees
that
area
of
work,
but
the
picture,
that's
in
this
report
is
very
reflective
of
the
challenging
context
that
adult
social
care
is
in
at
the
moment.
Thank
you.
A
Wonderful,
that's
really
really
good.
I
did
promise
our
principal
scrutiny
advisor
to
my
right.
It's
his
birthday
today,
so
I
promise
that
we'll
be
good
and
finish
on
time.
So
if
there
are
no
question
that
makes
us
give
him
a
good
birthday
gift
and
now
in
terms
of
going
home
early,
so
that's
great
well
done
right.
Okay,
we
will
now
move
straight
into
agenda
item
number
10..
Thank
you.
All
partners
and
officers
who
have
joined
us
so
feel
free
if
you're
not
on
the
agenda
for
the
next.
A
For
the
next
item,
please
do
feel
free
to
to
leave
and
thank
you
very
much
for
coming
so
the
Financial
Health
monitoring
for
2022
and
2023,
obviously
we're
looking
at
October
months,
seven
with
this,
and
therefore
it
is
proposed
that
these
be
considered
together.
If
that's
all
right
now,
the
item
10
includes
a
report
detailing
the
council's
projected
Financial
Health
position
for
2022
and
2023.
A
at
the
end
of
October
of
2022,
and
this
is
helpful
in
terms
of
also
providing
context
to
the
initial
budget
proposals
that
are
set
out
in
item
11.
members
are
invited
to
provide
any
comment
in
relation
to
those
areas
that
fall
within
our
security
boards
remit.
A
So
the
outcome
of
the
board's
deliberation
today
will
inform
composite
report
from
scrutiny
that
will
be
submitted
to
the
executive,
but
for
consideration
during
its
meeting
on
the
8th
of
February,
so
I
will
ask:
do
we
have
anyone
who's
just
joining
us
on
this
agenda
item
that
hasn't
introduced
himself
or
herself?
Please
feel
free
to
do
so.
R
I'll
pick
up
with
the
adult
social
care,
Public
Health
Financial,
monitoring
coming
over
to
Steve
and
Phil,
and
then
we
can
go
through
the
the
budget
action
plan
which
actually.
R
R
So
from
an
adult
social
care
perspective,
we
Public
Health
as
well,
so
we
we
do
anticipate
and
project.
We
will
deliver
a
balanced
budget
this
financial
year.
That
doesn't
say
there
aren't
a
lot
of
ups
and
downs
in
there
and
I.
I'll
briefly
explain
some
of
those
we
have,
as
all
directions,
have
a
series
of
savings
plans.
In
year
we
had
seven
million
in
adults
and
health,
we're
confident
we'll
deliver
5.2,
but
we
will
struggle
on
around
1.7
I.
R
Think
it's
really
key
to
state
that
when
we
say
we
will
struggle
to
do
it.
It
is
slippage
and
some
of
the
comments
that
have
been
made
in
previous
discussions
around
being
able
to
find
people
to
do
certain
jobs
is
key.
In
some
of
our
plans.
We
took
a
decision
to
phase
some
of
our
income
recovery
and
that
has
affected
and
and
getting
people
to
do.
Building
Works
in
our
refurbishment
of
Care
Homes
has
been
and
asked.
R
So,
whilst
it's
disappointing
to
put
four
plans
that
aren't
delivered
from
my
perspective,
I
I'm
comfortable
that
those
will
ultimately
be
delivered
in
due
course
as
a
as
a
just
concentrating
on
social
care.
For
the
next
couple
of
minutes,
we
have
demand
budgets
approaching
250
million
pounds
and
we
have
pressures
in
there
of
around
about
5.4
million,
primarily
across
residential
care,
a
little
bit
in
LD
and
home
care.
R
I
think
it's
also
key
to
say
that
some
of
those
pressures
are
caused
by
in-ear
uplister
fees,
which
have
been
funded
through
things
like
the
fair
cost
of
care
funding
that
came
from
government,
and
we
have
had
some
betterment
in
some
areas,
particularly
around
direct
payments
and
supported
living
we've.
Also
within
that,
within
that
balanced
position,
we
are
taking
a
hit
on
the
pay
award,
the
unbudgeted
element
of
the
pay
award,
which
is
around
about
2.4
million.
Although
again
some
of
that
is
recovered
because
some
of
our
partnership
work.
R
How
is
all
that
supported
to
deliver
a
balanced
position?
Well,
we
have
had
additional
granting
comes
with
a
better
care
fund
and
the
full
year
effect
of
some
of
our
previous
income
plans
of
of
have
come
in
much
better
than
we
anticipated
and
there
has
been
a
general.
Although
I
mentioned
a
pressure
around
the
pay
award,
it
has
been
offset
by
vacancies
throughout
the
year.
R
In
terms
of
Public
Health,
they
they
operate
within
a
this
current
year
around
about
47
million
pound
ring
fence
Grant,
and
we
are
very
confident
that
they
will
maintain
their
expenditure
within
those
levels.
But
again
I
think
is
key
to
say
that
there
are
ups
and
downs
in
there
and,
like
adult
social
care,
still
feeling
the
impacts
of
covid
and
changes.
R
The
way
that
we
work
changes,
the
trends
of
things
that
we
work
I
think
that's
broadly
want
to
I
wanted
to
say
on
that
I'm
happy
to
take
questions
now
before
I
pass
on
to
to
Phil
and
Steve.
If
you
wish,
or
you
can
take
them
at
the
end,.
A
S
So
it's
in
the
sort
of
situation
as
Jonas
sat
out
in
terms
of
the
current
year.
It's
been
a
challenging
year
for
the
service.
Similarly,
challenges
around
the
pay
award
and
the
active
lead
Services
also
had
the
ancillary
challenge
of
energy
costs,
and
it
all
covers
no
surprise
to
members
that
the
Leisure
portfolio
is
the
third
most
extensive
user
of
energy
across
the
council's
estate.
S
In
terms
of
the
position
as
a
whole,
the
directorate
he's
proposing
that
we're
forecasting
a
balanced
position
at
year
end
at
the
time
of
writing
for
period.
Seven
are
set
out
in
paragraph
3.63
at
the
end
of
page
one,
one,
two,
the
active
leads
element
of
that
was
forecast
to
a
0.2
million
pounds
overspend
so
200
000
pounds
was
expected
to
be
the
overspend
position,
we're
working
very,
very
hard
to
improve
that,
so
that
we
get
that
down
even
further.
S
But
at
the
time
of
speaking,
because,
obviously
there's
a
there's
a
there's,
a
lag
in
terms
of
this.
We
think
there's
a
bit
of
betterment
there,
and
we
still
think
that
the
directorate
as
a
whole
will
deliver
a
balanced
position
in
the
same
way
that
John
has
set
out
will
be
the
position
for
adults
and
health.
Happily
take
questions.
A
Thank
you
very
much.
Steve
Kath
are
you
coming
in
on
yours
or
foreign.
Q
Not
on
the
budget
monitor
bit
of
it,
I
think
John's.
A
That's
fine,
yeah,
okay,
any
other
contribution.
Members
I
know
he
went
through
this
in
December.
So
don't
think
you
have
to
ask
a
question
just
because
you
have
to
so
comments.
Questions
if
you
do
not
have
I
am
very
happy
to
move
on
to
the
next
agenda.
A
You
are
happy,
can
I
get
nod
and
a
smile
fabulous?
Okay,
thank
you
very
much
right.
You
all
will
be
pleased
to
know
and
that
item
the
members
are
satisfied
with
what
we
have
so
for
bearing
in
mind.
We
went
through
a
lot
of
this
in
in
December
last
year.
So
thank
you
very
much
for
the
reports.
Thank
you
for
all
that
you
have
provided.
We
are
truly
truly
grateful,
but
before
you
go,
it'll
be
nice
for
you
to
hear
about
the
next
item
over
to
you.
A
Q
J
Yes,
thank
you
chair.
So
briefly,
on
the
the
work
program
item
just
to
flag
up.
There
is
a
planned
working
group
on
Mental
Health
that
I
need
to
send
a
date
out
for
obviously
I'm,
not
the
permanent
advisor
this
board,
but
I
will
discuss
that
with
Angela
and
ensure
that's
in
your
Diaries
as
soon
as
possible
and
then
further
two
discussion
today.
I
did
note
a
couple
of
areas
where
work
programming
could
reflect.
J
What
was
discussed
at
another
cell
would
take
that
forward
with
the
councilor
Marshall
Caton
and
and
Angela
to
ensure
that
they
do
feature
either
later
in
this
year
or
in
the
next
Municipal
year.
Thank
you,
Chuck
thank.
A
A
Better,
absolutely
yeah,
please
could
you
note
that
and
thank
you
Angela
if
you're
listening
and
I
think
you
are,
you
know,
she's
put
a
lot
of
work,
making
sure
each
and
every
one
of
you
who
have
turned
up
today
have
turned
up
so
yeah.
Thank
you
very
much
Angela
and
do
get
well
soon.