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A
A
The
work
of
the
task
and
finish
group
has
been
fabulous
in
terms
of
bringing
together
a
focus.
We've
managed
to
mitigate
some
of
these
overspends
by
a
million
pounds.
A
Some
of
the
ways
in
which
we
will
mitigate
them
for
next
year
is
in
the
next
paper
about
what
our
proposals
are
to
address
some
of
these
issues.
What
I
wanted
to
impress
upon
you
was
the
extent
to
which
you
know
we
do
not
want
to
be
in
a
position
where
children
and
families
are
overspending.
A
We
are
I,
think
mirroring
some
of
the
national
issues
going
along
both
in
terms
of
the
increasing
number
of
children
looked
after
some
of
the
issues
that
we've
got
in
terms
of
Recruitment
and
Retention,
and
and
to
finalize
my
comments,
one
of
the
one
of
the
factors
that
has
resulted
in
this
projected
overspend
going
up
in
month.
Seven
was
the
two
million
pounds
due
to
the
uplift
in
the
foster
care
fee
uplift.
That
was
the
subject
of
the
executive
board
discussion,
so
some
of
that
big
jump
in
this
paper.
A
A
There
there's
a
lot
of
detail
in
the
report,
some
of
which
is
Children
and
Families,
but
you've
got
the
report
for
the
for
the
whole
of
the
council
for
the
context,
we
will
continue
to
have
a
really
sharp
Focus
on
our
budget
and
undertaking
our
best
Endeavors
to
produce
a
balanced
budget
this
year
for
reasons
that
have
just
been
described,
it
hasn't
been
possible,
but
it's
not
a
situation
we
take
lightly
at
all.
Thank
you,
chair.
B
Does
any
other
officer
want
to
comment
on
it
before
I
open
it
up
to
the
group?
No
okay.
Does
anybody
have
any
sort
of
questions
for
the
officers
on
this
one.
C
Foreign
just
wanted
to
ask
the
external
residential
placements:
I
mean
it's
always
been
a
problem.
Hasn't
it
do
you
is
that
has
that
risen?
Is
that
because
I
know
cases
are
increasingly
complex
and
we
often
have
young
people
with
some
really
quite
extreme
sort
of
difficulty.
So
are
you
finding
that
you're
needing
to
use
more
external
residential
placements,
because
what
we've
got
within
the
city
isn't
able
to
meet
their
needs?
And
we
have?
Are
you
having
to
sort
of
look
to?
C
How
many
cases
are
you
needing
like
really
quite
bespoke
placements
for
and
on
page
63
as
well?
Just
looking
at
the
breakdown,
you've
obviously
got
a
fee
for
external
residential
placement.
You've
also
got
an
additional
figure
for
secure
welfare,
which
I
presume
is.
That's
then,
obviously,
on
top
of
the
external
residential
placement,
so
they're
quite
big
figures.
Aren't
they
and
ifas?
That's
independent,
fostering
placement,
so
are
we
sort
of?
How
are
we
going
in
terms
of
recruiting
more
internal
Foster?
You
know
recruitment,
internal
Foster
carers
as
well.
D
So
an
answer
to
your
question:
we
have
you
know
the
birth
rate.
Indies
has
fallen,
however,
what
we
are
seeing
I
think
it's
referenced
in
the
paper
is
I.
Suppose
that's
the
population
peak
in
terms
of
adolescence,
moving
through
and
I.
Think
that
is,
you
know,
that's
a
factor
in
this
I
think
the
pandemic.
You
know,
there's
no
doubt
about
it.
We
have
seen
an
impact
of
the
pandemic
just
in
terms
of
adolescents
who
do
have
more
complex
needs.
D
You
know
there
are
issues
in
terms
of
child
exploitation
which
actually
sometimes
not
always,
but
sometimes
do
mean
that
actually
the
best
place
for
a
child
is
not
to
be
in
leads
at
any
particular
time.
It's
not
always
the
case,
and
that
needs
to
be
carefully
assessed.
D
There
is
you
know
there
is
we
need
to
have
that
focus
on
I,
suppose
growing
our
own
in
terms
of
our
own
internal
provision,
and
we've
talked
already
at
scrutiny
this
morning
around
the
plans
and
to
continue
to
increase
the
numbers
of
our
own
internal
Foster
carers
to
continue
to
increase
the
number
of
children
who
can
live
with
family,
and
we
do
have
an
investor
saves
in
this
Council
of
anesetto.
You
know
we
are
building.
D
You
know
we
will
have
establishing
eight
additional
children's
homes
in
Leeds,
one
of
the
issues
that
we
do
have
and
it's
a
national
issue
I
meet
regularly
with
the
directors.
Of
course,
cities
across
the
country
I
meet
regionally
with
directors
is.
Is
these
matching
children
at
times
within
our
own
provision,
and
it's
a
really
detailed,
careful
process
that
we
have
to
go
through
to
ensure
that
when
we
place
children
together
that
the
individual
needs
can
be
met?
D
When
we're
looking
to
establish
the
new
children's
homes,
they
will
be.
Small
and
children's
homes
are
probably
for
about
two
young
people
at
a
time,
and
that
will
be
around
us
to
have
that
matching
process.
D
D
We've
already,
you
know,
talked
about
and
again
it
does
link
to
the
paper
that's
coming
on
in
terms
of
some
of
their
response
to
adolescence.
The
other
thing
that
we
have
seen
in
its
small
numbers,
but
some
quite
young
children
and
you
know
whose
needs
cannot
be
met.
D
You
know
within
a
family
setting.
We
would
never
want
that
to
be
long-term.
Clearly,
so
there's
something
about
us
developing
provision
internally
to
respond
to
that
small
and
cohort
of
children
and
two.
So
it's
very,
very
complex
and
again,
you
know
nationally
locally
regionally,
core
cities.
D
D
Some
of
that
links
to
recruitment
retention-
and
you
know-
and
we
that
is
out
with
our
control
again
I-
suppose
I'll
I'll
refer
back
to
the
Josh
McAllister's
National
Review,
and
the
recommendations
coming
out
of
that
in
terms
of
local
authorities
working
at
a
regional
level
to
develop
what
they're
calling
Regional
care
cooperatives
so
recognizing
that
there's
a
role
on
a
regional
level
for
local
authorities
to
come
together
to
think
about
the
provision
that's
needed
in
that
region
and
to
think
about
how
you
know
how
that
can
be
developed,
how
it
can
be
managed
and
cross
Authority.
D
You
know
in
Leeds
we
do
have
the
weight
loss
framework
and
we
are,
would
you
have
a
leader
role
in
the
delivery
of
that
white
rose
framework
so
again,
I
think
we're
really
well
placed
to
take
up
some
of
the
opportunities
around.
You
know
the
conversations
that
will
be
had
around
those
Regional
care
cooperatives.
So
there's
an
awful
lot
of
work
going
on,
but
it's
very,
very
complex.
C
D
Yeah
I'm
just
conscious
about
to
answer
your
question
just
in
relation
to
secure
so
again
within
our
residential
homes
and
including
adult
bet
within
that,
and
one
of
the
real
challenges
that
we
have
has
been
around
Recruitment
and
Retention.
And
so
you
know.
Obviously
we
have
to
have
really
stringent
and
ratios
of
staff
for
children,
which
means
that
we
have
had
to
rely
on
agency,
and
so
that's
been
a
real
pressure
in
terms
of
some
of
our
own
residential
establishment,
including
adult
Beck
and
I'm.
D
Sure
Tim
will
come
in
on
transport
and
he
is
our
expert
in
relation
to
transport.
But
again
it's
made
up
of
a
number
of
pressures
just
in
terms
of
recruitment
tension
in
terms
of
getting
drivers
in
terms
of
fuel
in
terms
of
pay
you
know
for
for
for
drivers,
but
also,
as
has
been
referenced,
the
increase
in
terms
of
the
number
of
children
who
do
have
an
educational,
Health,
Care
a
plan,
and
it
we
will
come
on
to
it
in
terms
of
our
our
savings
proposals.
A
Thank
you
yeah,
so
the
pressure
on
transport
is
across
all
areas
of
Transport.
Really
there
is
some
pressure
on
the
Children
looked
after
transport
budget.
A
A
The
book
of
our
transport
provision
is
provided
by
Passenger
transport
within
the
city
council
and
the
split
in
terms
of
provision
is
it's
it's
around
about
60
in-house
Fleet,
40
Reliance
on
the
private
higher
trade
in
the
city.
What
we've
been
experiencing
in
in
terms
of
some
of
the
pressure
on
that
homeschool
transport
is
a
reduction
in
the
number
of
private
hire
operators
in
the
city
over
the
last
couple
of
years,
which
is
had
an
upward
pressure
on
the
the
prices
that
these
routes
achieve
when
they're
put
out
to
Tender.
A
A
We've
reflected
long
and
hard
on
transport,
and
there
are
all
sorts
of
proposals
in
the
next
paper
around
how
we
offset
some
of
those
some
of
those
pressures
and
with
without
wishing
to
stray
into
some
of
the
things
in
the
next
paper.
What
we've
been
trying
to
do
is
increase
our
efforts
in
in
a
number
of
different
areas,
and
perhaps
two
are
worthy
of
mention.
A
Now
one
is
around
independent
travel
training
and
the
other
one
is
around
personal
transport
allowances
so
that
we
can
provide
a
personal
allowance
to
parents
or
carers
to
help
get
their
children
to
school.
Rather
than
rely
on
some
of
the
provision
that
the
council
and
or
the
private
hire
trade
in
the
city
can
provide.
A
If,
if
all
those
pressures
weren't
sufficient,
we
have
seen
big
increases
in
the
number
of
children,
with
educational,
Health
and
Care
plans
and
trying
to
do
work
on
the
transport
assessment
at
an
early
stage
in
the
ehcp
process,
so
that
we
can
start
off
as
we
sort
of
need
to
go
on
with
some
of
these
transport
offers
from
the
council.
E
Thank
you,
Julie's
already
covered,
probably
some
of
what
I
might
have
been
asking
about,
but
and
and
this
does
also
stray
probably
into
the
into
the
next
gender
item
as
well.
But
I
know
that
you
had
a
a
drive
to
recruit
more
Foster
carers.
Was
it
last
year?
I
can't
remember
now,
but
I
wonder
how
successful
that
was,
whether
that's
just
been
sort
of
absorbed
and
whether
there's
plans
for
continuing
that.
D
It's
absolutely
to
be
honest:
we
have
an
absolute
constant
drive
on
recruiting
more
Foster
carers,
so
we're
never
going
to
be
taking
our
foot
off
that
pedal.
You
know
it's
again
because
it's
Central
to
our
strategy
to
provide
children
with
family
placements
we're
doing
very
well.
We
feel
very,
very
well
and
I
think
yeah
we're
just
having
a
look
in
one
of
the
previous
papers.
I
think
75
of
our
children
and
young
people
in
care
are
in
foster
care
placements.
D
One
of
the
things
that
we
are
doing
is
and
again
this
links
back
to
I.
Suppose
what
we
know
about
the
makeup
of
the
children
coming
into
Care
at
the
moment
in
terms
of
adolescence
is
that
we
are
developing
an
additional
foster
care
level.
So
what
we
recognize
is
it
does
require
a
particular
skill
set
and
to
respond
to
the
needs
of
adolescence.
D
I
started
my
career
in
residential
children's
homes,
and
you
know:
love
working
with
adolescents
and
I
think
you've
really
got
to
love
working
with
adolescents
and
and
in
order
to
do
it
effectively,
children
know
you
know
when
you
are
sort
of
engaged
with
them
when
you're,
really
passionate,
and
so
what
we
are
doing
is
we're
establishing
an
additional
level
of
foster
care.
It's
who
will
be
remunerated
on
an
enhanced
rate
to
reflect
the
particular
skill
set
that
we
are
looking
for.
D
So
there's
a
range
of
work
that
goes
on.
You
know
around
sort
of
recruitment.
You
know
whether
that
is
you
know
what
our
offer
is.
You
know
whether
it's
training,
whether
it's
Financial
remuneration,
whether
it's
Mockingbird
in
terms
of
the
support
that
we
put
around
our
foster
care-
it's
you
know
a
whole
range
of
work
and-
and
we
are,
you
know
completely
focused
on
that.
B
Thank
you,
councilor
Bowden.
Next,
if
I
know
it's
it's
a
it's
a
huge
temptation,
but
if
you
can
try
to
avoid
moving
into
the
next
item
on
the
agenda,
I'd
be
very
grateful.
Thank
you.
F
Yeah,
it's
just
to
sort
of
highlight
what
councilman
was
saying
before
about
sort
of
kind
of
how
disgraceful
is
that
there
is
a
market
or
where
we
do
appear
to
be
overcharged
with
the
protection
of
vulnerable
children,
I
mean
the
breakdown
of
the
cost,
it's
18
million
for
74
children,
and
so
that
works
like
on
average
like
240
000
per
child.
F
But
it
is
great
to
see
the
council's
moves
to
sort
of
adapt
and
adapt
and
re
and
refurbish.
So
we
can
make
those
those
cost
savings.
It
says
that
there'll
be
six
six
placements
by
the
end
of
20
23..
F
D
I
think
it
comes
back
to
that
overall
strategy.
You
know
so
if
we
have
more
families
who
feel
able
to
provide
care
for
children
within
their
extended
family
when
they
need
that,
if
we
have
more,
you
know
Foster
carers,
who
might
be
kinship
carers.
D
You
know
who
might
be
prepared
to
look
at
special
guardianship
orders
and
if
we
do
have
additional
residential
provision-
and
you
know
if
we
have-
that
real
focus
on
early
intervention
and
reducing
the
need
for
children,
you
know
safely
reducing
the
need
for
children
to
become
looked
after.
In
the
first
place.
You
know
it's,
it's
a
it's
a
it's
a
strategy,
you
know,
so
it's
made
up
of
very
different
dimensions,
but
essentially
our
focus
is
on
where
it's
safe
and
appropriate.
You
know
for
children
to
be
with
family
foreign.
G
Just
to
respond
to
to
councilor
Bowden,
there
does
need
to
be
National
leadership
around
this
issue
around
the
profiteering
that
so,
as
Julie
said
in
the
review
of
children's
social
care.
There
is
this
recommendation
of
emotional
care
cooperatives,
which
goes
some
way
to
trying
to
wrestle
back
some
control.
G
But
it's
really
it
I
mean
you're
right.
Actually,
250
000
per
child
per
year
is
just
not
an
unusual
figure
to
be
quoted
for
an
external
residential
placement,
but
there's
also
the
same
issue
with
agency
staff
with
agency
social
workers,
so
Julie
and
the
other
DCS
is
in
the
auction.
Hamburg
region
have
signed
a
memorandum
of
cooperation
about
what
the
cap
is.
They
will
pay
for
agency
staff
and
that's
to
stop
authorities
bidding
against
each
other,
which
was
happening
because
of
the
chronic
National
Recruitment
and
Retention
problems
in
in
Social
care.
G
You've
got
this
national
issue
where
authorities
are
out
visiting
each
for
agency
social
work,
which
of
course
just
drives
the
price
up
and
up
and
up
so
a
number
of
regions
like
our
region.
The
dcss
have
signed
these
memorandums
of
cooperation
and
the
same
on
the
adult
side
as
well,
but
they've
done
that
in
the
absence
of
any
kind
of
national
leadership
around
the
issue,
ofsted
are
various
concerns
about
it.
G
I've
been
in
some
local
government
Association
events
with
ofsted,
where
they've
said,
they're
really
concerned
about
the
practice
of
some
agencies
in
the
financial
incentives
they
used
to
get
staff
and
in
the
practice,
because
and
you
it's
really
understandable-
that
most
of
the
social
workers
going
into
agency
work.
Are
Young,
you
know
it's
people,
age,
20,
to
29
in
the
first
five
years
of
their
career
and
in
a
cost
of
living
crisis.
G
You
can
totally
understand
why
young
people
are
going
where
the
money
is,
but
you're
not
getting
the
same
CPD
you're,
not
getting
the
same
peer
support
that
you
would,
if
you
were
in
a
social
work
team
you
know
permanently
in
a
council.
So
there
is
a
real
issue
around
around
the
profiteering.
That's
happening
in
agency.
Work
on
an
external
residential
and
areas
are
trying
to
gain
control
over
that
largely
by
our
own
in-house
provision,
but
it
is
a
national
problem.
Thank
you.
H
I
I
just
want
to
talk
about
little
allowance
nurseries,
I'm,
just
wondering
how
do
we
advertise
to
parents-
and
you
know
that
there
is-
you-
know
our
nurseries
there
do
we
do
it
through
midwives,
when
parents
have
children,
because
that'd
be
a
good
way
of
maybe
trying
to
get
parents
to
know
where
the
nurseries
are
and
stuff
like
that
I
haven't.
My
children
are
well
grown
up
now,
but
I.
H
Remember
we
used
to
have
a
pack
with
loads
of
information
when,
when
you're
first
become
a
new
mum,
because
that's
when
you
need
nurseries
is
when
you
start
going
into
work.
So
is
our
advertising
strategy
good
enough?
If
our
Nursery
levels
are
going
down,
I
know
some
have
been
Amalgamated
because
of
Staff
shortages
and
stuff.
But
my
query
is
that
I
know
we're
reducing
nurseries
right
now,
but
will
we
be
able,
if
the
numbers
increase,
will
we
able
to
go
back
the
other
way.
D
Thank
you,
and
so
I
suppose
you
know.
The
first
thing
to
say
is
that
the
local
Authority
does
have
a
duty
in
terms
of
sufficiency
and
ensuring
that
we
do
have
enough
Nursery
provision
early
years,
provisioned
within
the
city.
So
that's
you
know
it's
a
clear
Duty
and
we
have
to
evidence
that
we
are
and
responding
to
that
effectively
in
terms
of
at
the
Little
Owls
provision
and
absolutely
there's
a
clear
marketing
strategy
that
the
centers
have
which
they
continue
to
adapt.
D
I.
Think
in
terms
of
you
comment
or
your
question
in
relation
to
health
colleagues
or
not
to
19
fin
service
or
health
visiting
service
actually
sits
alongside
it's
integrated
with
our
children's
centers,
so
the
very
sort
of
example
that
you've
given
there
in
terms
of
having
the
conversation
you
know
with
midwives
with
health
visitors
with
with
new
parents,
you
know,
is
Central
also
we
have
just
into
the
two-year
off
two-year-old
offer.
D
You
know
letters
go
around
that,
but
the
bottom
line
is
it's
not
resulting
in
all
of
our
notaries
being
financially
sustainable
and
despite
our
best
interests,
and
we
have
seen
an
impact
of
the
pandemic
and
in
terms
of
different
working
patterns,
you
know
more
people
being
able
to
work
at
home
and
perhaps
share
child
care
in
a
way
that
they
didn't
do
before
so
I
think
you
know,
as
as
it's
been
seen
in
as
you've
referenced,
we
have
taken
the
decision
and
to
amalgamate
some
of
our
nurseries,
and
we
do
have
you
know
a
review
underway
in
terms
of
others
in
terms
of
potential
closure,
but
I
think
there's
a
wider
conversation
and
we're
asking
on
to
the
next
purpose:
I'm
going
to
stop
myself
cheer,
but
in
terms
of
your
specific
question,
the
marketing
strategy
and
how
we
can
improve.
D
That
again
is
just
an
absolute
constant
and
focus
on
that
and
we've
also
looked
to
so
as
an
example,
one
adoption
in
West
Yorkshire
who's,
our
regional
adoption
agency.
You
know
looking
at
actually
and
some
of
their
best
practice
as
an
example
in
terms
of
social
media
digitization.
You
know
so
where,
wherever
we
can
see
best
practices,
or
we
feel
that
we
can
learn
around
that,
you
know
we're
really
sort
of
trying
to
take
advantage
of
that.
B
Thanks
Julie,
I
I
think
we're
in
danger
of
staying
on,
so
I'll
call
a
hold
to
the
subject
after
the
next
question,
which
is
case
right.
C
D
Is
just
that
direct
correlation
and
also
delay
in
terms
of
again
impact
of
covid
and
just
on
the
whole
sort
of
court
process.
B
Okay,
thanks
very
much
indeed
for
that,
the
the
move
on
to
the
recommendation,
which
is
we
are
asked
to
consider
the
executive
board
report
and
pass
comment
on
the
children
and
families
section
of
it,
which
I
think
you've
done
in
some
considerable
detail:
I've
just
sort
of
been
scrimming
down,
some
of
the
the
issues
that
have
been
raised,
number
of
cost
of
Children
looked
after
Little
Owls,
foster
care
charges,
transport
pay,
pressures
and
I'm
sure
Rubble
have
picked
up
anything
else
that
I
may
have
have
missed
there.
B
I'm
sure
these
will
spill
over
I
think
into
into
the
next
into
the
next
item,
which
is
number
11.,
which
is
the
initial
initial
budget
proposals
for
23
24..
B
Now
it
actually
also
covers
the
rest
of
the
medium-term
financial
strategy
over
the
following
sort
of
two
years,
I'm
perfectly
happy
for
you
to
comment
in
in
the
longer
term,
but
bear
in
mind
that
what
we
want
to
really
do
do
is
is
to
comment
about
next
year's
budget
for
the
executive
board
early
next
month,
I
think
on
the
eighth
prior
to
the
budget
Council
on
the
22nd.
G
Thank
you,
I'll
just
make
some
brief
introductory
comments,
so
these
proposals
do
include
some
addictions
and
we
can't
kind
of
shy
away
from
that.
The
council's
in
an
absolutely
awful
position
in
terms
of
our
budget
for
next
year.
However,
more
positively,
as
we've
already
referred
to,
there
are
a
number
of
investor
safe
proposals
and
for
children's.
These
are
primarily
around
either
children
coming
out
of
care
or
not
going
into
care
in
the
first
place.
G
So
there's
a
proposal
specifically
that's
about
looking
in
detail
at
the
external
research
placements
and
children
returning
to
Leeds
whether
that's
into
you
know
our
new
children's
homes
that
we're
building
or
reunification
with
families
of
foster
care.
There's
a
proposal
about
working
with
an
identified
group
of
adolescents
on
the
edge
of
care
to
prevent
them
from
coming
into
the
care
of
the
authority
and
there's
also
a
proposal
about
increasing
capacity
and
commissioning
in
order
to
drive
down
costs
which
might
sound
a
bit
counterintuitive,
but
it
it
first.
G
We
were
just
talking
about
about
very
expensive
care
packages,
and
this
is
really
learning
from
adult
social
care,
because
there's
much
more
of
a
culture
in
adult
social
care
and
I
think
this
is
a
National
History,
not
just
leads
of
haggling
over
care
packages,
so
adults
commissioning
are
very
expert
at
driving
down
prices,
and
so
we're
we've
been
working
in
children's
with
adults
to
get
some
of
their
expertise,
but
there's
a
specific
propose:
that's
about
creating
more
capacity
in
commissioning
in
order
that
we
can
do
some
of
that
negotiation
and
get
some
of
that
expertise
to
get
some
of
those
packages
down
and
given
the
eye
watching
cross
switch
Jordan
kind
of
worked
out
how
much
that
is
per
child.
G
You
know
you
could
imagine
that
being
cost
effective
very
quickly
if
we
can
get
some
of
those
children
out
of
those
placements
and
also
if
we
can
get
some
of
the
cost
of
those
placements
reduced,
so
I'll
leave
it
there
chair,
thank
you
and
pass
them
to
Tim.
A
Comment,
thank
you
chair.
Yes,
I'm,
conscious
that
this
scrutiny
board
has
had
the
opportunity
to
look
at
some
of
these
proposals
at
the
working
group
that
we
had
before
Christmas
and
effectively.
What
we've
got
in
these
papers
doesn't
digress
from
any
of
the
proposals
that
we
that
we
talked
about
on
the
13th
of
December.
A
If
I
can
just
to
highlight
one
or
two
key
things
from
my
point
of
view
from
the
papers,
so
we
brought
forward
proposals
that
total
11.5
million
pounds
worth
of
savings
and,
in
common
with
previous
years,
we've
split
that
between
what
we've
termed
business
as
usual
proposals
and
service
review
proposals,
the
distinction
I'm
drawing
there
is
that
something
that
is
a
service
review
requires
consultation
with
staff
with
with
citizens
with
whoever
it
might
be,
including
part
partners
and
the
business
as
usual
ones
as
effectively
things
that
we
can
just
get
on
with
the
the
balance
of
our
proposals
has
shifted
this
year
more
towards
the
service
review
area,
for
the
reasons
that
councilor
Vena
has
just
highlighted
and-
and
those
are
all
set
out
on
page
102
in
the
pack
and-
and
we
did
have
some
discussion
at
the
working
group
in
December
about
those
and
Council
vener-
has
just
highlighted
some
of
the
really
really
significant
ones
in
terms
of
those
service
reviews.
A
What
all
this
means
is
that
the
children
and
families
budget
will
constitute
just
over
25
percent
of
the
council's
net,
managed
budget
and
and
one
of
the
ways
in
which
and
in
my
mind,
I
helped
to
piece
together.
The
budget
is
the
table
on
page
172
of
the
report,
which
gives
you
some
indication
of
where
we
started
at
what
we've
added,
what
we've
taken
away
and
where
we've
arrived
at
in
terms
of
next
year's
budget.
A
So
I
don't
intend
to
read
out
the
the
table,
but
I
just
wanted
to
highlight
one
or
two
key
facts
from
the
budget,
because
I
think
it
says
something
about
the
approach
that
we've
taken
in
terms
of
protecting
services
for
the
some
of
the
most
vulnerable
people
in
the
city,
so
that
the
net
managed
budget
for
2223
is
is
in
round
figures,
133
million,
and
that
table
goes
through
a
number
of
changes
that
we've
made
to
the
budget.
A
A
We
we've
also
provided
8.3
million
in
respect
of
inflationary
pressures,
so
some
of
the
some
of
the
areas
where
we
are
seeing
inflation
I've
talked
about
transport.
We've
talked
about
children
looked
after,
we've
tried
to
give
an
accurate
reflection
of
what
we
think
the
the
level
of
inflation
will
be
on
those
those
budgets
there's
also
energy
inflation
included
there
at
1.5
million
and
because
of
the
problems
that
we've
just
described
in
the
transport
budget.
A
We've
tried
to
restate
the
Baseline
for
the
transport
budget
and
added
in
two
million
pounds
for
that,
and
and
also
we've
included
around
about
1.6
million
to
reflect
demand
and
demographic
changes.
So,
reflecting
on
some
of
the
conversation
that
we've
just
had
about
the
number
of
children
looked
after
in
Children,
looked
after
in
the
care
of
the
local
Authority
and
some
of
those
issues
around
poverty
and
the
cost
of
living
crisis
and
how
that
might
be
driving
some
of
those
figures.
A
We've
included
1.6
million
for
that,
and
then
we
get
down
towards
the
bottom.
And
there
are
some
of
the
significant
savings
figures
to
to
try
and
balance
up
the
budget.
A
The
the
approach
that
we've
taken
is
very
much
around
a
system
being
in
fine
balance,
and
that
is
our
holding
our
nerve
with
the
children
and
New
People's
plan,
and
not
wanting
to
digress
from
that
holding
our
nerve
with
our
partners
in
the
city,
predominantly
Health,
but
all
sorts
of
of
Education
Partners
as
well
and
and
trying
to
deliver
the
sort
of
savings.
A
We
need
to
manage
the
budget
by
doing
the
sort
of
things
that
Council
of
Van
has
just
talked
about
in
terms
of
a
renewed
focus
on
some
of
the
cost
of
those
packages.
So
significant
savings
from
the
cost
of
Children,
looked
after
both
in
terms
of
looking
to
reduce
the
number
of
children
looked
after
and
also
looking
to
have
a
really
sharp
focus
on
some
of
those
commissioning
arrangements
for
some
of
those
packages.
The
average,
as
we've
just
identified
for
an
external
residential
place,
is
250
000
pounds
a
year.
A
There
are
packages
that
cost
significantly
more
than
that.
The
average
for
an
external
residential
package
for
a
child
with
special
educational
needs.
Disability
is
far
greater
than
a
quarter
of
a
billion
pound
a
year
and
I
know
in
some
respects.
It
is
a
nonsense
to
talk
about
averages,
but
it
helps
us
plan
through
the
budget,
because
we
make
assumptions
about
those
unit
rates
and
we
make
assumptions
about
both.
The
number
of
children
looked
after
and
their
tenure
have
looked
after,
whether
it's
foster
care
as
ifa's,
external
residential
in-house
and
so
on,
and
so
forth.
A
The
the
other
thing
that's
reflected
in
some
of
these
proposals
is
is
that
further
forensic
work
on
Children
looked
after
because
clearly,
if,
if
we
manage
to
make
any
savings
on
sorry,
what
did
they
say?
Children
looked
after
I
meant
Little
Owls.
If,
if
we,
if
we
look
again
at
Little
Owls,
what
we
are
in
effect
doing
is
not
altering
the
base
budget,
we're
just
addressing
the
overspend,
that's
inherent
in
in
this
year's
budget.
A
We
we
will
have
to
look
at
generating
other
efficiencies
across
children
and
families,
and
that's
where
the
transformation
agenda
is
really
really
important.
So
some
of
these
proposals
include
investing
in
some
of
the
capacity
to
deliver
on
some
of
these
transformational
agendas,
both
around
commissioning
savings,
but
in
also
in
Social
care
around
having
the
capacity
to
generate
those
efficiencies.
A
I've
said
quite
a
lot
there
and
not
really
gone
into
the
detailed
proposal,
so
I
I
think
to
to
finalize
there.
There
are
some
savings:
there's
1.7
million
pounds
of
savings
in
there
around
efficiencies
that
there
are
savings
around
commissioned
contracts
that
we
have
with
the
third
and
private
sector
around
how
we
deliver
these
Services.
There
are
savings
around
turning
the
curve
and
reducing
the
number
of
children
looked
after.
A
There
are
savings
around
commissioning
and
Market
management
for
the
cost
of
Children
looked
after,
and
there
are
Savings
in
there
around
a
review
of
children's
centers
and
commissioned
Family
Services
working
in
in
localities,
and
there
are
also
Savings
in
there
to
try
and
stop
what,
to
my
mind,
seems
to
be
sort
of
a
recurring
theme
about
projected
overspends
against
the
Little
Owls
budget.
B
Don't
worry,
Tim
is
all
very
good
stuff.
Does
anybody
have
any
questions
or
comments
on
it?
So
far,
okay,
I
I,
I'm,
very
interested
in
the
the
transformation
Team
sort
of
agenda
which
I
know
is
taking
place
right
across
the
council.
It's
not
just
in
children.
Families
at
the
moment,
I
mean
I.
B
Think
as
Fiona
said,
adults
and
health
have
been
very
successfully
used
a
transformation
team
for
a
number
of
years
now
to
to
reduce
costs,
but
it
hasn't
really
grown
to
any
great
extent
in
the
other
directorates
and
I
I.
Just
wonder
if
someone
could
give
me
a
little
bit
more
information
on
on
how
that's
actually
going
to
work
and
what
the
effect
will
be
on
on
the
quality
of
service
that
we
provide
to
to
Children
and
Families.
D
I'm
happy
to
come
in
there,
counselor,
Flynn
I,
think
we've
talked
already
and
we've
made
reference
about
the
Tuscan
finish
group.
So
essentially
we
had
an
in-year
pressures
that
we
needed
to
address
before
we
started
to
think
in
some
ways
about
this
year's
budget.
D
So
the
task
and
finish
group
were
set
up
really.
With
that
in
mind,
it's
been
cross-directorate
task
and
finish
group,
so
Chief
officers
from
different
directions,
and
then
we've
pulled
in
colleagues
from
transport
colleagues
from
Residential
Care
from
looked
after
Children's
Services,
housing
and
I
have
to
say
it's
been
transformative
in
itself.
D
I,
don't
think
you
know
I,
don't
think
I've
experienced
the
level
of
cross-directorate
working
and,
to
that
extent,
and
since
I've
been
in
Leeds,
so
I
think
I
think
there's
some
principles
there
in
terms
of
how
we
work
together
as
a
council
and
I
suppose
seeing
the
council
as
a
system.
You
know
if
we
think
about
external
placement
as
an
example
and
moving
children
back
into
and
to
leads,
you
know
safely
and
appropriately,
and
you
know
we're
absolutely
dependent.
You
know
in
terms
of
our
our
way
leads
provision.
D
So
that's
provision
that
we
have
for
children
who
live
in
sembian,
departed,
semi-independent
accommodation.
Ultimately,
they
will
want
to
have
their
own
tenancy
they'll
want
to
have
their
own
home,
but
then
we're
dependent
on
colleagues
within
housing.
You
know,
so
it's
that
whole
systemic
approach,
so
that
group's
met
fortnightly.
It's
been
cheered
by
myself
in
Victoria
Bradshaw,
so
we've
co-shared,
it
and
I
think
that's
a
key
message
there,
as
well,
just
in
terms
of
that
focus
on
finance,
but
the
focus
on
outcomes
for
children.
D
So
as
we
go
forward,
what
we'll
want
to
do
in
the
transformation?
Services
really
take
some
of
those
principles
and
continue
to
develop
those
and
embed
those.
D
We
will
have
colleagues
from
the
different
directorates,
who
will
trip
sit
on
the
transformation
board?
We
had
a
whole
conversation
in
cflt
last
week
that
actually
you
know
this
is
not
really
about
transformation.
This
is
about
Service
delivery,
because
this
is
business
as
usual.
D
In
some
ways
you
know
this
is
this
is
what
we
need
to
do
in
order
to
address
the
challenges
that
we've
got,
which
is
that
cross
Council
cross
partnership
work
so
we'll
have,
as
I've
said,
colleagues
from
different
directorates,
underneath
the
delivery
board
I'm
going
to
call
it
there'll,
be
a
number
of
different
work
streams
and
in
some
ways
those
work
streams
reflect
the
service
reviews
that
you
have
in
the
paper
today.
D
So
if
we're
looking
at
turning
the
curve,
if
we're
looking
at
reducing
safely,
reducing
the
need
for
children
to
become
looked
after
and
looking
at
reunification,
if
we're
having
a
written,
Branch
review
of
Transport,
if
we're
going
to
process
map
from
beginning
to
end,
the
decision
making
in
terms
of
you
know
when
we
do
assess
a
child
is
needing
transport
and
then
how
we
commission
that
and
deliver
that
and
review,
do
that
this
is
going
to
require
an
absolute
focused
effort,
so
there'll
be
individual
work
streams
that
reflect
the
reviews
that
you
have
in
your
paper.
D
D
So
looking
at
data
looking
at
outputs,
looking
at
outcomes
on
a
fortnightly
basis,
you
know-
and
that
requires
a
lot
of
capacity-
and
the
other
thing
I
think
which
is
really
important
to
see,
is
that
while
we
obviously
need
to
have
that
cross-counter
cross-directory
approach,
we
need
to
bring
Partners
into
this
conversation.
You
know,
because
why
would
we
be
looking
at
transformation
and
delivery?
D
You
know
in
isolation,
and
so
as
an
example,
we
have
the
newly
and
established
our
relatively
newly
established
and
population
board,
no
Health
population
board
for
children
and
young
people
in
the
city.
It's
the
first
time
really
that
we've
had
a
strategic,
Health
Board,
with
a
complete
focus
on
children
and
young
people.
What
that's
really
enabling
us
to
do
is
have
some
of
those
joint
conversations
across
the
system
about
actually
what
are
our
priorities
for
children
and
young
people,
and
so
you
know
in
particularly
thinking
about
transitions.
D
You
know
where
we
do
have
children
with
complex
needs
and
who
are
going
to
transition
and
need
a
service
from
adults
and
health.
You
know
how
can
we
work
together,
so
we're
wanting
to
involve
you
know.
I
will
certainly
want
to
think
about
a
different
approach
to
how
we
perhaps
recruit
to
that
service.
You
know,
might
it
be
open
to
the
comments?
D
Might
we
be
able
to
look
at
how
actually,
colleagues,
from
education
from
Health
from
the
third
sector
can
contribute
to
the
service
that
we're
wanting
to
to
deliver
so
I
hope,
that's
answered
you,
your
question,
foreign.
I
I
just
wondered
if
you're
on
a
figures
that
sort
of
demonstrated
children
who
were
looked
after
pre-covered
and
during
the
years
of
the
covet,
have
developed
mental
health
issues
because
I
do
know
of
families.
In
my
world,
where
they've
got
looked
up
to
children
who
have
suddenly
developed
this
anti-social
behavior
issues
with
and
the
bringing
things
from
the
past
start
blaming
the
carer.
Are
they
thought
that
they've
been
isolated
in
the
home
and
that
will
have
an
impact
on
the
number
of
children
with
mental
health
issues?
I
D
Thank
you,
yeah
I
think,
that's
again,
a
really
valid
and
and
pertinent
point
and
I
think
what
we
have
seen
in
leaves
certainly
again
across
this
system
is
certainly
over
the
last
12
months,
which
is
interesting,
I
think
perhaps
some
of
the
impact
of
the
the
pandemic,
just
in
terms
of
complexity
of
need
and
absolutely
in
relation
to
mental
health
I
think,
is
coming
more
to
the
fore.
D
I
think
that's
where
our
work
around
early
help.
You
know.
So
we
have
three
early
help
hubs
in
the
city
and
within
those
early
help
hubs.
We
have
a
mental
health
coordinators
who
come
from
the
commission
from
the
third
sector.
So
again,
what
we've
wanted
to
do
is
really
bring
that
mental
health
expertise
into
that
and
early
intervention
offer.
I've
talked
about
our
plans
around
trauma-informed
city
and
we
have
received
funding
from
Health
colleagues
to
support
our
work
around
trauma-informed
approach.
D
So
that
really
is
upskilling
the
workforce,
whether
that's
teachers,
whether
that's
cluster
colleagues,
whether
it's
Health
visitors,
early
Health
practitioners,
around
B,
being
able
to
identify
at
the
earliest
opportunity
when
a
young
person
may
be
struggling
with
their
mental
health.
But
then
more
important
than,
as
importantly,
to
be
able
to
provide
a
timely
and
effective
response
to
that,
and
so
again
it's
it's
got
to
be
part
of
our
our
you
know
our
early
help
and
prevention
strategy,
Council
of
Ender
talks
earlier
about
future
remains
strategy.
D
You
know,
and
so
again
an
absolute
key
focus
and
it's
not
just
I
suppose
young
people,
you
know
what
we
are
seeing
and
we
have
seen
continue
to
see
and
is
the
impact
on
parents
and
carers.
Really
you
know
of
of
the
pandemic
and
I
think
there's
something
about
that
accumulative
effect
and
when
you
you
know
that
accumulative
effect
of
the
pandemic,
but
also
then
the
cost
of
living
crisis.
D
You
know
the
existing
inequalities,
so
I
think
you
know
I
think
for
me.
What
we
are
seeing
is
the
accumulation
of
a
number
of
things
that
have
come
together
and
mental
health
is
key.
B
J
I
just
wanted
to
ask
about
the
intergenerational
aspect
of
the
number
of
children
in
Karen
and
whether
given
that
whereby,
where
sorry,
whereby
care
leavers
are
more
likely
to
have
their
children
taken
into
care
and
I.
Just
wonder
whether
you
could
talk
about
any
work
being
done
to
support
care
leavers
in
preparation
for
them
becoming
parents,
and
then
the
support
once
they
become
parents.
And
whether
that's
part
of
your
turning
the
curve
review
to
address
the
overall
number
of
children
in
caring
leads.
D
Thank
you
again,
that's
a
really
key
point.
When
we
talked
earlier
about
our
futures
program
and
I
talked
about
some
of
the
additional
investment,
then
that
we're
hoping
to
secure
from
Health
in
relation
to
Futures
there's
an
absolute
emphasis
on
our
children
whose
left
care,
because,
just
as
you
say,
we
know
that
they
are
much
more
likely
and
to
be
in
a
position
where
they
may
have
their
children
removed
and
but
also
I.
Think
this.
You
know
again
it's
that
early
intervention.
So
there's
something
about
how
do
we?
D
How
do
we
equip
you
know
our
young
people
leaving
care
with
the
skills
that
they
need
in
order
to
appear
in
effectively
really
so
that
is
a
key
focus
of
the
developments
that
we
want
to
undertake
and
in
Futures,
and
we've
also
got
an
archway,
so
we've
developed
a
new,
a
new
I
would
call
it
One-Stop
shop
in
a
sense
you
know,
but
a
new
provision
where
our
young
people
who
have
left
care
can
come
together
other
and
can
utilize
a
whole
host
of
information,
advice
and
support
services,
and
so
you
know
absolutely
and
councilman.
D
That
is
you
know
again.
It's
another
key
key
Focus
for
us,
and
it
is
about
turning
that
curve
and
when
we
look
at
when
we're
looking
at
the
turning
the
curve
work,
we
are
focusing
on
specific
cohorts
of
young
people,
so,
as
I've
already
talked
about
just
in
terms
of
our
fit
homes
and
the
young
people
that
we
know
are
more
likely
to
be
able
to
be
reunified
successfully.
You
know,
as
a
cohort
we'll
be
looking
at
care
leavers
as
another
cohort
who
require
a
specific
focus.
Rule.
C
Nice
I
know
we've
talked
about
this
in
in
the
past
at
previous
meetings,
but
how
much?
How?
How
closely
are
we
working
with
cams
and
health,
because,
speaking
from
experience,
I,
think
access
to
mental
health,
specialist
Mental
Health
Services
is
really
key.
It's
key
in
relation
to
young
people
experiencing
mental
difficulties.
I
know.
We've
got
lots
of
really
great
organizations
where
children
can
go
to
for
mental
health
support,
but
I
think
for
those
more
complex
cases
where
they
need
specialists,
support
and
intervention
there
is
there
is.
C
So
often
the
placements
break
down.
They
have
to
move
again.
That
compounds
the
trauma
that
these
young
people
have
already
experienced
because
they're
having
to
keep
moving
on
and
then
thinking
about
League
people
who
leave
care
and
then
go
on
to
have
children
removed.
Quite
often,
we
know
it's
patterns,
don't
we
and
we
see
that
they've
got
mental
health
issues
that
haven't
been
addressed,
they've
experienced
trauma.
They
then
have
a
child
removed,
it's
more
trauma.
So
for
me,
a
massive
part
of
this
is
access
to
Mental,
Health
Services.
C
It's
it's
huge
and
I
know
we
work
really
closely
with
health,
but
is
there
any
more
that
we
can
do
I'm
sure
you're
doing
everything
that
you
absolutely
can?
But
it's
it's
huge,
isn't
it?
We
hear
a
lot
in
the
Press
about
the
impact
of
social
Care
on
health
and
bed
blocking
because
patients
Elder
patients
can't
be
discharged
because
they're
waiting
for
social
care
placement
but
equal,
think
a
lot
of
problems
and
children's
social
care
are
as
a
result
of
the
lack
of
mental
health
provision
for
young
people,
children
and
young
people.
D
Thank
you.
So
again,
it's
a
key
priority
for
rules,
and
it's
just
it
is.
You
know
it's
a
live
feature
of.
You
know
a
lot
of
our
discussions
with
health.
What
I
would
say
and
I
go
back
to
the
fact
that
we
do
now
have
the
Health,
the
children,
your
People's
Health
population
board
and
actually
some
of
the
conversations
that
are
taking
place.
D
There
are
just
invaluable
just
about
us
coming
together
to
look
at
what
the
priorities
are,
what
the
gaps
are,
what
are
we
doing
well,
but
where
do
we
need
to
do
better
and
I've
talked
about
transitions?
That's
an
area
where
we
do
think
that
we
could
do
differently.
Do
better,
I
suppose,
in
response
to
your
question,
it's
Gotta
come
back
to
the
whole
system.
You
know
so
actually,
if
we
can
prevent
children,
young
people
having
you
know,
issues
with
their
Mental
Health.
D
That's
got
to
be
where
we've
all
got
to
be,
and
you
know
we
want
to
be
so
there's
something
about
our
early
intervention
and
prevention
that
takes
us
back
to
our
early
help,
hubs
that
trauma-informed
approach
obstacle
in
the
workforce
and
early
identification,
timely
response
to
need,
but
it
also
is
about.
Where
do
we
have
precious?
You
know,
and
actually,
how
do
we
work
together
to
respond
to
some
of
those
pressures
when
I've
talked
about
the
investment
that
we're
receiving
from
health
and
into
the
trauma-informed
work?
D
Part
of
that
is
part
of
it
is
upskilling
the
workforce,
but
also
part
of
that
is
about
delivering
more
one-to-one
support
to
children
who
do
require
it
and
that
specialist
intervention.
You
know
whether
that
is
you
know
we
do
have
a
therapeutic
Social,
Work
team
based
within
Children
and
Families,
which
was
really
highly
recommended
when
we
had
our
recent
ilac
so
part
of
the
work
that
we're
doing
is
how
do
we
expand
that?
D
But
actually,
how
do
we
take
some
of
the
learning
from
that
service
that
we're
provided
into
children
at
chapter
for
their
other
children
and
in
the
city
and
there's
something
there
about
I
suppose
not
working
in
silos?
You
know
if
we
have
a
really
good
service
over
here.
Actually,
how
can
we
learn
from
that?
And
how
can
we
get
a
more
integrated
approach,
though,
and
I
certainly
don't
have
all
the
answers
this
morning?
D
But
what
you
know,
what
I
am
will
say
is
that
the
really
really
live
discussions
and
they
feel
the
resulting
in
action,
which
I
think
is
the
most
important
thing
and
I
think
just
some
of
the
conversations
that
we're
having
at
the
moment
with
health
both
within
as
I've
said,
the
young
people's
population
board,
but
the
partnership
executive
group
I
suppose
just
about
how
we,
how
we
combine
our
funding.
You
know
actually,
where
we
do
have
pressures.
B
E
Right,
thank
you.
You
talk
about
having
some
specific
poker.
If
you
like,
I,
wonder
whether
teenage
conceptions
were
one
of
those
I'm
actually
referring
back
to
the
data
that
we
were
discussing
under
agenda
item
nine
earlier
and
although
they
they've
clearly
gone
down,
actually
they
were
already
quite
High
compared
to
to
National,
and
so
I
just
wondered
about
that.
D
Again,
you
know
that
goes
back
to
suppose
all
of
the
work
that
we're
doing
in
schools
in
colleges
and
we
do
have
sort
of
specific
Services
which
are
jointly
funded
by
Children
and
Families,
director
and
health,
and
as
opposed
just
to
work
with
young
people,
support
young
people.
Just
thinking
about
personal
relationships
and
thinking
about
you
know,
pshe
education
and
so
again
an
awful
lot
of
work
going
on
around
that
and
I
suppose.
It
is
just
taking
that
again
that
early
intervention
and
preventative
approach,
foreign.
E
In
the
past
that
have
specifically
worked
on
that,
I
was
I
worked
on
one
of
those
quite
a
few
years
ago,
not
in
Leeds
that
was
targeted.
That
was
that
was
actually
very
you
know
quite
effective,
so
I
just
was
wondering
I
know
about
this,
the
finances
and
everything,
but
that
just
wanted
to
flag
that
up.
B
Yeah
thanks
Anna
I'll
draw
this
one
to
a
close.
If
nobody
has
any
other
comments
or
questions
and
Justin
and
summing
up
I
I,
think
Julie
will
correct
me
if
I'm
wrong
I'm
sure
you
were
saying
that
the
the
car
the
pandemic
had
a
a
disproportionate
effect
on
children
and
families
and
and
within
children,
families,
particularly
with
regard
to
more
vulnerable
children.
Children
looked
after
sort
of
special
educational
needs,
children
with
mental
health
problems,
etc,
etc,
and
that
you
you
welcome
the
the
new
transformation
agenda.
B
B
K
Thanks
Council
Flynn,
just
to
briefly
explain,
we
will
be
pulling
together
a
composite
statement
for
executive
board
from
security
which
will
go
through
the
chairs
for
their
for
their
approval
prior
to
submission
to
that
8th
of
February
meeting.
As
you
said,
counseling.
Thank
you.
B
Thanks
Rob
moving
on
to
item
12,
which
is
the
work
schedule
and
if
you've
got
any
other
suggestions,
of
course,
the
workshare
Dual
for
what's
left
of
the
current
year,
then
please,
please,
speak
up
Rob.
Would
you
like
to
lead
us?
Yes,.
K
K
There
is
some
uncertainty
around
a
a
future
meeting
which
is
currently
diarized
for
the
first
of
February,
as
the
chair
set
out,
I
would
I
will
be
taking
account
of
member
feedback
on
that
today,
and
the
decision
will
be
made
as
Council
lamb
said
by
five
o'clock
in
terms
of
whether
that
goes
ahead
for
the
reasons
that
were
discussed
in
the
pre-meeting.
B
Councilman,
which
takes
us
very
nicely
onto
the
last
item,
which
is
the
date
and
time
of
the
next
meeting,
which
I
understand
you'll,
know
by
five
o'clock
tonight-
is
that
right,
that's
correct,
yeah!
Thank
you,
yeah
all
right.
Thank
you
all
very
much
indeed,
for
coming
and
for
being
very
gentle
with
me
lovely
to
be
back
on
this
on
the
security
board.
Again
hope
to
see
you
again
in
the
future.
Okay
cheers.