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From YouTube: Leeds CC - Scrutiny Board (Adults, Health & Active Lifestyles) Consultative Meeting, 8 February 2022
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B
Not
the
workouts,
thank
you
okay
very
good
afternoon,
and
welcome
to
today's
meeting
I
am
councillor
abigail
marshall
katung
and
I
chair
the
adults,
health
and
active
lifestyle
scrutiny
board.
At
this
point,
I
would
like
to
clarify
that,
while
this
meeting
has
been
webcast
live
to
enable
public
access,
it
has
not
been
held
as
a
public
meeting
in
accordance
with
the
local
government
act
of
1972..
B
As
such,
it
is
a
remote
consultative
meeting
of
the
adults,
health
and
active
lifestyle
scrutiny
board.
The
consultative
status
of
today's
meeting
means
that
some
of
the
usual
formalities
will
not
take
place
at
the
stat
of
the
meeting
and
well.
It
also
means
that
the
board
will
not
be
in
a
position
to
take
any
formal
decisions.
B
D
E
B
Thanks
for
coming
and
finally
councillor
taylor
good
afternoon,
I'm
councillor
taylor
and
I
represent
chapel
allison
award
thanks
for
coming.
I
would
now
like
to
invite
the
officers
supporting
today's
meeting
to
kindly
introduced
themselves
at
this
point.
Please,
if
you're
joining
us,
could
you
kindly
have
your
microphones
muted?
Thank
you.
B
B
Thanks
for
joining
us,
I
would
like
to
also
introduce
tasha
who
will
be
taking
over
from
harriet.
Could
you
kindly
note
and
say
a
huge
thank
you
to
harriet
for
all
her
hard
work,
supporting
the
adult
health
and
scrutiny
board
and
welcome
tasha,
welcome
to
the
team
and
I'm
sure,
you'll
enjoy
working
with
us
as
much
as
we
will
enjoy
working
with
you
so
kindly
introduce
yourself.
B
So
I'll
just
quickly
ask
if
we've
got
any,
has
anyone
got
any
pecuniary
interest
or
declarations
to
make
at
this
point
before
we
go
straight
into
our
agenda,
just
a
nod
will
be
fine
if
you
haven't
got
any
and
if
you
do
have,
could
you
just
kindly
put
your
hands
up,
use
the
race
hand
buttons
if
you've
got
a
button,
if
you've
got
anything
to
say
to
me,
that's
all
right,
all
right!
I
take
that
as
a
no.
So
thank
you
very
much.
B
B
Thank
you,
and
thanks
for
coming
in
early,
I
noted
that
good
man
right
so
in
response
to
a
request
made
by
board
members
last
month.
The
purpose
of
this
item
is
to
receive
an
update
from
leeds
teaching
hospital
trust
on
the
impact
of
the
kobe,
19
omicron
variant
on
service
delivery
and
how
the
trust
is
responding
to
this,
including
work
to
address
the
impact
on
elective
care
patients.
B
This
update
will
be
in
the
form
of
a
powerpoint
presentation,
but
before
we
start
the
presentation
and
we've
already
introduced
ourselves,
so
can
I
call
on
claire
and
rob
to
start
the
presentation
if
you're
unable
to
share
our
plan
b
is
angela.
Angela,
do
you
have
the
presentation
as
well
just
in
case
they
get
stuck?
D
The
level
of
that
the
level
of
difference
in
terms
in
terms
of
presentation,
because,
of
course,
of
the
vaccine
and
the
very
successful
vaccine
program
that
we've
had
across
across
the
country
and
just
in
relation
to
the
omicron
response
center.
We'll
talk
through
the
demand
on
the
services
and
then
we
will
talk
through
some
of
the
response
that
we've
had
and
then
very
specifically
on
the
reset
and
I'll
describe
to
you.
Some
of
the
actions
that
we're
undertaking
and
to
recover.
Some
of
the
elective
work
that
we
need
to
do
and.
J
D
To
bring
the
security
board
both
members
awareness
up
to,
but
to
current
levels,
with
the
development
of
the
elective
hubs.
I
can,
I
just
stress
a
big
phrase:
elected
hub
is
a
working
title
and
the
reason
for
stressing
that
is
that
there's
going
to
be
some
very
clear
guidance
that
comes
out
from
nhs
english
in
relation
to
how
they
are
commissioned.
So
I'm
just
going
to
hand
over
to
rob
to
take
us
through
the
data.
Thanks
rob
thanks
claire.
I
I
It
was
the
omnicron
way
for
us
was
different
because
there
was
five
five
distinguishing
things
about
the
overcrowd
wave
and
I'll
just
go
through
them
so
well.
The
first
thing
is
just
to
recognize
that
there
were
a
high
number
of
patients,
so
250
patients.
Additional
patients
is
a
high
number
and
a
lot
of
patients
to
be
caring
for
in
a
busy
hospital.
The
second
thing
you'll
notice
is
this
is
how
sharp
and
steep
that
rising
on
the
crop
was,
so
it
was
compared
to
other
ways.
I
It
was
the
fastest
way
that
we
have
so
because
it
was
happening
so
fast.
You
know,
in
the
course
of
a
few
days
we
had
over
100
more
patients.
It
meant
that
planning,
for
it
was
even
more
uncertain
than
it
has
at
the
point
in
the
pandemic
and
the
pandemic
has
thrown
onto
us
as
well
to
trust
more
and
certain
planning,
probably
than
we
have
ever
before.
I
So
just
how
steep
and
uncertain
that
what
rise
was.
Thirdly,
is
the
demand
is
difficult
to
see
on
this
graph,
but
the
demand
on
critical
care.
There
was
less
demand,
more
critical
care
than
there
was
at
previous
points
in
the
way.
So
previous
points
in
the
pandemic,
so
approximately
half
the
number
of
patients
in
critical
care
during
the
omnicron
wave
compared
to
the
peak
that
we
have
during
the
alpha
wave.
I
I
So
if
you
think
about,
if
you
see
as
we
go
into
the
omnicron
wave,
we
have
an
underlying
number
of
patients
already
in
our
bed
base
and
so
compared
to
say
the
alpha
wave.
If
you
look
at
august
2020
with
near
enough
no
coded
patients,
and
then
we
saw
this
steep
rise
with
the
omega,
we
already
had
an
underlying
number
of
patients
we've
covered
in
our
head
base
about
50
patients,
and
then
we
saw
this
big
device.
All
those
things
for
new
and
unique
challenges.
I
The
final
thing
to
recognize
is
just
thank
goodness
that
it
stopped
at
around
250..
It
was
we've
used
data
all
the
way
through
through
this
pandemic,
and
there
was
times
where
we
were
concerned
as
the
rest
of
the
country
were
that
it
could
have
been
much
much
higher.
We
could
have
been
looking
at
sort
of
350
400
patients
potentially,
but
thank
goodness
if
it
feeds
to
250
and
we'll
continue
to
see
that
decline
now.
I
Secondly,
just
on
staff
absences,
because
they've
got
an
increasing
about
focus
for
the
omicron
wave
compared
to
the
points
in
the
pandemic,
so
this
graph
shows
us
our
staff
absences
throughout
the
pandemic.
The
grain
bars
are
stackable
shielding,
obviously
that's
stopped
in
april
and
21..
The
green
bars
shows
those
patients
who
are
those
staff
members.
Sorry,
who
are
you
either
have
suspected
or
tested
positively
and
the
red
bars
of
those
staff
that
need
to
self-isolate?
I
I
They
were
obviously
still
at
very
high
rates
across
leeds
and
less
than
we
were,
but
rates
remain
very
high
as
adjust.
Thankfully,
we've
continued
to
see
a
decline
in
emissions
and
there's
currently
66
patients
in
our
hospitals,
who
are
positive,
yeah
and
that's
bullet
points
where
it's
obviously
remaining
high
he's
still
rotting
into
containing
transmission
within
the
city
and
within
our
hospitals
I'll
hand
over
to
claire
that
we'll
be
able
to
explain
to
you
all
about
how
those
numbers
and
how
we
responded
operationally
to
those
numbers.
D
Thank
you
very
much
rob
so
before
christmas
we
stepped
into
as
an
nhs
into
a
level
four
incident,
so
we
reinstated
all
of
our
command
and
control
structure.
So
I
am
the
silver
commander
for
our
covered
response
within
ltht
now
reporting
to
gold,
which
is
chaired
by
julian
hartley,
our
chief
executive
and
as
rob
described
christmas,
not
so
much
christmas
day
and
boxing
day.
But
straight
after
that,
it
really
started
building.
D
And
we
were
in
a
position
at
one
stage
where
we
were
having
to
convert
award
a
day
into
a
red
ward,
which
is
effectively
a
war
that
is
able
to
take
over
positive
her
code,
positive
patience
and
with
that
level
of
increase
that
we
saw.
It
was
really
quite
a
worrying
time
for
the
first
two
weeks
of
first
two
weeks
of
january,
and
we
managed
to
get
to
a
position
where
we
had
10
wards
that
were
actually
established
to
care
for
coded
coping
positive
patients.
D
K
D
D
But,
as
I
say,
I'll
come
on
to
that
in
a
short
while,
but
that
did
leave
and
he's
still
leaving
a
significant
impact
on
the
on
the
organization,
and
we
saw
in
the
first
week
of
january
quite
a
rise
in
terms
of
no
circumstance,
infection
rates
which
we
really
had
to
double
down
on
in
terms
of
making
sure
that
we
weren't
creating
a
covered
and
a
covered
growth
within
our
own
bed
base.
So
really
making
sure
our
infection
control
measures
were
as
tight
as
they
possibly
could
be.
D
Here
on
the
st
james's
site,
that
facility
has
not
been
used
at
this
point
where
we
have
a
fully
formed
and
board
approved
operational
document
in
case
we
need
to
if
we
do
need
to
do
that,
and
that
includes
the
workforce
plan
as
well
as
the
clinical
clinical
model
for
it
and
next
slide
pleasure.
Thank
you.
So
I
won't.
D
I
won't
lie
to
him
too
long,
but
I
do
think
it
is
important
because
it's
it's
got
to
be
seen
in
the
overall
context
of
the
pressures
that
we
have
as
an
organization
over
covered,
but
also
as
we
go
and
progress
into
our
elected
recovery.
The
slides
that
I
will
come
in
and
come
on
to
as
councillors
will
be
aware-
and
we
are
as
a
city
as
a
system
under
extreme
scrutiny
nationally
in
relation
to
our
position
for
no
reason
to
reside.
D
And
there
are
many
challenges
across
the
city
and
in
relation
to
infection,
control,
availability
of
workforce,
how
we're
able
to
compete
with
them
other
other
industries
in
terms
of
the
in
terms
of
the
salaries
that
are
able
to
provide.
So
there
are
lots
of
challenges,
lots
of
discussions,
lots
of
plans
in
place
in
order
to
be
able
to
try
and
address
that.
But
I
think
we
need
to
be
all
fully
cognizant
of
the
level
of
impact
that
has
and
is
having
on
our
overall
position
as
an
organization
next
slide.
D
So
just
moving
on
to
reset
and
recovery.
So
one
of
the
key
challenges
that
we've
got
is
how
we
now
start
moving
through.
So
this
is
two
years
now
I
mean
when
you
say
it
like
that
two
years
of
coding,
19
that
we've
been
responding
to
and
our
teams
have
been
up
and
down
and
those
waves
that
rob
showed
on
that
first
slide,
really
really
illustrative
of
the
peaks
and
troughs
in
terms
of
trying
to
restart
elective
activity
for
our
for
our
patients.
D
D
At
this
point
in
time,
and
the
last
formally
reported
position
for
our
weight
in
this
is
over,
seventy
thousand
seventy
five
thousand
patients,
so
seventy
five
thousand
patients
waiting
on
our
on
our
wasting
list.
But
let's
see
that,
in
the
context
of
where
we
are
nationally
so
out
of
out
of
rtt,
which
is
the
referral
to
treatment
standard
and
where
people
should
be
from
referral
to
treatment.
D
We've
seen
in
18
weeks,
we
are
see
we
are
67
out
of
147
in
the
country,
so
we
are
for
the
size
of
our
organization,
the
tertiary
nature
of
our
organization,
actually,
with
the
work
that
we
have
been
able
to
do
during
this
time,
we
have
been
able
to
stay
in
that
in
that
sort
of
area
we
do
have,
unfortunately,
patients
that
have
waited
a
long
period
of
time.
Patients
who've
waited
for
52
weeks
and
patients
over
104
weeks,
and
we
are
seeing
a
really
good
improvement
in
terms
of
the
number
of
patients.
D
D
We
have
lost
some
efficiency
and
therefore
productivity
of
our
of
our
estate
due
to
infection
and
prevention
control
measures.
They
are
appropriate
measures
and
we
are
reviewing
all
of
those
against
their
national
guidelines
to
make
sure
that
we
are
maximizing
our
opportunity
to
see
and
to
treat
our
patients.
D
So,
in
terms
of
the
actions
that
we're
taking
so
there
is
a
there
is
a
an
immense
amount
of
activity
happening
in
terms
of
recovering
for
this,
for
our
patients
and
the
the
sense
of
spirit
will
and
commitment
to
treat
these
patients
in
a
timely
way
is
really
quite
something
to
to
be
to
be
celebrated
and
to
be
proud
of,
and
certainly
as
the
chief
operation
officer
for
the
organization.
I
feel
that
I
feel
that
really
keenly,
but.
B
D
We
have
a
real
focus
in
terms
of
our
tactical
reset,
and
that
is
very
much
about
getting
back
to
previous,
if
not
better,
levels
of
efficiency
and
productivity
through
all
of
our
estates,
whether
it
be
outpatients
or
through
our
theatres
or
day
case
areas,
and
we
are
increasing
capacity,
so
we
are
and
we
will,
it
will
really
make
an
impact
actually,
and
we
know
our
patients
when
they
are
able
to
exert
choice
in
terms
of
appointment
times
and
so
on
that
they
attend
clinics
and
greater
so
on
dna
rates.
I
did
not
attend
rates.
D
We
anticipate
to
go
down
through
the
introduction
of
the
appointment
hub
that
we
have
and
that
we
are
rolling
out
and
we've
also
reinstated.
All
the
text
reminder
services
as
well,
which
we
did
actually
pause
over
the
covered
initial
coverage
response,
so
that
we
didn't
confuse
patients
and
due
to
virtual
clinics
and
so
on.
D
We
are
increasing
our
mri
and
ct
capacity.
Our
surgeons
and
our
nurses
and
our
ahps
are
working
additional
clinics
and
an
operating
list
over
the
weekend
in
order
to
be
able
to
try
and
maximize
the
number
of
patients
that
we
can
see
and
treat,
and
as
I
mentioned,
we
are
continually
reviewing
our
ipc
control
measures.
D
And
we
are
increasing
capacity
for
face-to-face
outpatients
in
november
last
year,
and
I'm
really
pleased
to
say
that
we
did
the
most
amount
of
outpatients
that
we've
done
since
right.
Back
at
the
beginning
of
covid,
and
even
in
january,
where
we
were
so
curtailed
around
our
activity.
We
were
really
starting
to
see.
A
good
number
of
patients
that
are
coming
through
the
number
of
patients
being
listed
now
on
a
weekly
basis
is
is
back
to
around
eight
percent
85
percent
of
previous
previous
levels.
D
So
we
are
really
focusing
on
our
elective
capacity
and
we
recognize
that
we
really
need
to.
We
can't
just
go
back
to
business
as
usual.
We
have
to
really
change
the
way,
our
offer
and
within
the
organization
to
make
sure
that
patients
are
actually
cared
for
in
appropriate
environment,
but
not
you
know,
but
also
have
a
positive
patient
experience
as
well
as
they
go
through
as
they
go
through
our
care.
D
We've
done
huge
amounts
of
work
in
order
to
be
able
to
reduce
the
amount
of
demand.
That's
on
our
organisation
from
the
unplanned
care
route,
and
the
reason
why
that's
important
is
that
on
any
given
day,
there
is
less
than
20
of
our
beds
as
an
organization
that's
actually
given
over
to
elective
activity.
The
majority
of
the
capacity
within
ltht
is
for
patients
on
an
unplanned
care
pathway.
D
So
we
really
need
to
maximize
the
opportunity
for
caring
for
patients
in
the
more
appropriate
environment
than
hospital
from
the
point
of
attendance,
the
ed.
So
we've
really
worked
hard
to
develop
our
same
day.
Emergency
care
offer
and
we've
seen
some
really
positive
benefits
from
that
which
will
have
better
outcomes
for
our
better
outcomes
for
our
patients
and
we're
working
really
hard
as
well
around
ensuring
that
we
are
and
make
that
our
patients
have
good
notice
in
terms
of
when
they
can
and
cannot
come
in.
There
is
there
is.
D
There
are
challenges
in
terms
of
just
national
guidance
from
the
royal
colleges
of
surgeons,
when
a
patient
has
had
covered
that
they
can't
attend
for
an
operation
for
a
given
period
of
time,
and
that's
not
a
moveable
feast
because
of
the
the
risk
of
those
individuals.
So
some
people,
unfortunately,
and
especially
with
the
level
of
infection
that
we've
had
as
a
city,
have
had
their
care
extended
further
because
of
some
of
the
some
of
those
principles
we
are
exploring
on
the
on
the
main
sites.
D
It
say
I
come
from
athletes,
my
town,
it's
where
I
was
born
at
wolfdale
hospital
that
we
continue
to
and
really
try
and
maximize
that
facility
for
the
use
of
not
just
local
people,
but
for
the
population
of
leads
and
we've
really
changed.
The
theater
time
table
there
so
that
we
can
really
maximize
those
patients
have
waited
longest
so
that
they
can
increase
their
access.
So
particularly
around
colorectal
surgery,
urology
gyning,
those
kinds
of
those
kinds
of
surgeries,
and
we
have
reintroduced
some
level
of
overnight
stay
at
wolfdale
hospital
as
well.
During
this
time.
D
In
order
to
be
able
to
maximise
opportunities
for
patients,
we
do
have
a
vanguard
theatre
that
will
be
moving
there
in
order
to
support
additional
orthopedic
surgery
at
waltdale
hospital
and
we're
also
looking
to
explore
additional
theater
capacity.
Two
additional
theaters
at
warfdale
hospital,
but
that's
subject
to
planning
approval
and
the
plans
have
been
planned
for
being
designed.
And
that
will
really
support
us
in
that
facility
to
provide
a
capacity
for
the
population
of
leaves
and
the
population
of
waterdale.
D
D
We'll
continue
to
maximize
our
other
hospital
sites
and
we
are
looking
around
and
we're
looking
at
all
of
our
capacity,
including
chapel
allerton,
who
currently
are
supporting
us
with
our
spinal
recovery
and
they're
working
extremely
hard
in
order
to
be
able
to
maximize
those
and
pathways
for
orthopedic
patients.
Recognizing
that
waiting
a
long
time
for
a
hip
and
a
knee
is
really
debilitating
for
our
patients
and
impacts
on
their
health
and
social
well-being,
and
but
also
the
the
need
to
treat
some
of
these
very,
very
long
waiting.
D
B
Thank
you
very
much
claire
for
that
yeah.
You
definitely
have
done
an
awful
lot.
I
do
have
a
few
questions
for
you,
but
I
would
take
questions
from
board
members
first
and
then
I'll
come
back
to
myself
and
ask
you
the
questions
I
know.
Counselor
dalton
has
had
her
hands
up
from
the
first
10
seconds
of
you,
starting
your
presentation,
so
yeah
counselor
nelson
thanks
for
your
patience
and
over
to
you.
C
Which
doesn't
mean
you're
going
to
have
to
be
a
bit
patient
with
me
because
some
of
it,
I
can't
remember-
and
I've
made
notes,
I'm
going
to
have
to
decipher
my
own
notes.
Now
the
first
slide
you
had
a
you
had
the
first
slide
with
the
lines
of
of
the
covered
infection,
one
was
marked
dna
and
the
other
was
critical
care
and
critical
care
is
what
we
used
to
call
intensive
care.
C
Right
that
was
quite
an
interesting
one
to
have
on,
because
you
would
expect
that
potentially
to
have
affected
the
figures
following
that
with
people
being
infected,
who
potentially
previously
would
have
shielded.
You
also
had
beds
so
currently,
66
beds
in
critical
care
are
occupied
by
people
with
covid,
no
general
beds
so
counselling.
C
C
D
Is
a
mobile
theater
and
it's
a
massive
piece
of
it.
So
it's
an
entire
structure,
that's
going
to
be
coming
down
the
chevy
and
all
the
way
through
to
the
hospital
I
think
next
week.
I
think
it's
due
to
be
to
be
there
and
we
will
be
doing
to
taking
day
case
orthopedic
surgery
through
there
in
austria
to
support
with
off
media
recovery.
Well,.
D
I'm
not
sure
I
haven't
seen
the
news
today,
I'm
afraid
I
so
I
don't
know
I
don't
know.
What's
being
said,
there
we've
taken
a
decision
as
board
as
a
board,
an
ltht
baltimore
commission
to
want
to
take,
though,
the
build
of
that
that
we
would.
We
would
only
be
using
it
for
the
purposes
that
it
was
originally
intended,
because
at
the
end
of
the
day
it
is
a
mountable
structure.
C
Could
you
find
out
about
the
beds,
though,
because
a
lot
of
money's
been
spent
on
these
and
if
the
ones
that
are
purchased
can't
be
used
anywhere
else?
It
just
seemed
like
quite
a
big
waste
of
money,
but
I'll
wait
to
get
news
from
you,
because
it
did
specifically
talk
about
harrogate's,
nightingale
hospital,
and
it
did
specifically
say
that
the
beds
that
had
been
purchased
couldn't
be
used
by
the
nhs
in
their
hospitals.
So
that'll
be
quite
an
interesting
one.
C
You
mentioned
104
weeks
waiting
for
elective
surgery
and
I
must
admit
I
hate
that
name
elective
surgery.
So
I'm
glad
you're
going
to
change
that
because
nobody
with
knee
and
hip
problems
elects
to
wait
104
weeks
for
their
surgery-
and
you
mentioned
lots
of
reasons
why
you
know
it's
hard
for
them,
but
you
didn't
mention
their
mental
health
because,
if
you've
been
in
extreme
pain
for
that
amount
of
time,
trust
me,
your
mental
health
will
actually
be
affected
too.
C
So
it
might
be
worth
adding
that
onto
the
list
of
results
of
waiting
an
awful
long
time
for
surgery
two
years
104
weeks
doesn't
sound
as
long
as
two
years.
Two
years
is
a
heck
of
a
long
time.
Absolutely
appreciating
the
fact
you're
doing
all
you
can,
but
I
suppose
it's
working
together
with
partners
what
we
can
do
to
bring
that
even
the
recovery
down,
so
that
people
aren't
then
having
to
wait
12
weeks,
let
alone
104
weeks.
C
You
said
some
other
complex
cases
and
critical
care
beds
available
you're
talking
about
operations-
and
this
is
one
of
my
notes.
I
can't
quite
guess
I
might
come
back
to
you
on
that
one,
and
you
mentioned
the
independent
sector
as
well,
and
it
always
concerns
me
when
we
talk
about
the
independent
sector,
picking
up
work
from
the
nhs
and
you
talked
about
in
a
timely
manner
as
well,
bringing
down
the
104
week
waiting
time
in
a
timely
way.
C
B
D
And
thank
you
just
on
just
on
the
just
to
clarify
the
the
language
that
will
be.
I've
asked
precaution
on
this
elective
hub,
which
is
a
natural
entity
as
opposed
to
the
language
or
the
non-culture,
that's
not
aligned
in
terms
of
elective
surgery.
I
agree
with
you
completely
people
don't
elect
to
wait,
but
the
difference
that
the
differential
there
is
between
patients
that
come
from
an
unplanned
care
route
versus
the
patients
that
come
through
the
other
route
and
they're
not
classed
as
being
immediately
acute.
D
I'm
not
able
to
answer
that
question
in
terms
of
how
long,
because
we
have
so
many
moving
parts
at
the
moment
in
terms
of
our
being
able
to
create
and
working
with
our
city
partners
to
be
able
to
create
additional
capacity
on
the
main
on
our
main
sites.
For
some
of
this,
some
of
this
work
not
really
understanding
whether
or
not
we're
gonna
get
a
further
wave
and
what
that
might
mean
in
terms
of
our
activity
and
also
in
terms
of
workforce
availability.
D
D
It
is
a
drop
in
the
ocean
compared
to
what
we
do
within
the
within
our
tht
and
the
volume
of
work
that
we
do,
and
they
have
been
a
very
good
partner
to
us
throughout
the
whole
of
the
covered
response,
including
surge
one
where
they
took
it
and
really
supported
us
with
both
equipment
with
workforce
with
facility.
And
so
I
view
them
as
part
of
our
overarching
response
to
be
able
to
recover
timely
care
for
our
for
our
patients.
D
D
D
So
we
are
really
committed
to
this
as
a
as
a
piece
of
a
piece
of
work.
I've
been
involved
in
warfare
hospital
professionally
for
a
number
of
years
and
we've
been
able
to
build
up
the
amount
of
cases
that
have
been
going
through
here.
But
this
is
a
real
opportunity,
a
real
opportunity
for
us
to
really
maximize
what
a
wonderful
estate
that
we
have
there
in
a
wonderful
environment
in
a
wonderful
town-
and
she
says
coming
from
ottoley,
but
it
is.
D
But
it
is
a
real
opportunity
for
us
to
to
create
protected
capacity
so
that
those
patients
can
be
can
be
treated
in
their
can
be
treated
quicker.
We
are
really
working
hard
to
make
sure
that
the
offer
there
is
not
disadvantageous
to
other
members
of
the
population
who
don't
who
and
may
struggle
for
access,
and
we
will
not
be
it-
will
not
be
to
the
detriment
of
people
if
they
cannot
access
that
that
site
and
we
will
be
supporting
them
in
some
of
the
conversations
in
terms
of
access
as
well.
Recognizing.
D
B
Thank
you.
Thank
you
very
much
claire
and
the
last
question
I
would
like
to
ask
on
my
bit
from
from
myself
will
be
so
we've
had.
You
know,
we've
seen
the
number
of
you
know
the
number
of
people
who
have
waited
52
weeks
and
104
weeks,
obviously,
which
is
the
two
years.
What
would
you
say
is
the
impact?
Have
you
done
any
impact
analysis
on
patient
waiting
time,
so
the
direct
effect
that
these
waiting
times
has
had
on
patients,
individuals
and
I'll.
Give
you
a
typical
example.
B
D
So
not
every
specialty
is
waiting
104
weeks.
I
just
want
to
be
really
clear
about
that.
There
are
some
specialties
that
are
under
extreme
pressure,
so
spinal
surgery,
colorectal
surgery
and
some
of
our
urology
surgeries
as
well
are
under
pressure,
but
that's
not
the
same
for
all
services
and
those
patients
that
have
been
referred
through
either.
On
a
two
week,
weight
cancer
pathway
or
on
an
urgent
pathway
from
our
gp
colleagues,
continue
to
be
prioritized
through
those
clinical
areas,
so
the
average
weight
through
our
clinics
will
also
be
demonstrated
on
this.
D
B
Okay,
that's
reassuring
to
know,
thank
you
very
much
to
claire
and
rob.
I
can't
see
any
hands
up
for
that
particular
agenda,
so
we
would
like
to
say
thank
you
very
much
for
your
presentation.
If
we
do
have
any
further
questions
or
clarifications,
we
will
definitely
pop
an
email
through
and
be
in
touch
with
yourselves
we're
going
to
have
to
move
swiftly
to
our
next
agenda.
B
I'm
not
sure
if
you're
staying
on
that
or
if
you're
leaving
but
always
know
that
you're
happy
to
stay
and
enjoy
the
next
hour
and
a
half
with
ourselves.
But
if
you're
leaving
team
can
we
just
use
our
race
and
buttons
and
say
thank
you
to
them
like
we
normally
would
and
just
give
them
a
little
clap.
And
yes,
we
are
grateful
for
your
time
and
joining
us
this
afternoon
right
we're
going
straight
on
to
agenda
number
three,
which
is
primary
medical
services
in
leeds
workforce
development.
B
In
september
last
year,
the
board
had
received
a
briefing
from
leeds
clinical
commissioning
group
on
actions
taken
to
address
the
increase
in
demand
for
same-day
responses
services.
This
involved
building
greater
capacity
in
primary
care
and
developing
the
primary
care
force
in
general.
At
the
request
of
this
board,
further
information
surrounding
the
workforce,
development
of
primary
medical
services
needs
has
now
been
provided
for
members
consideration.
B
C
C
B
H
B
L
K
B
H
We
think
when
it
comes
to
workforce,
obviously
some
complexity
with
regard
to
general
practicing
that
we're
in
effect
and
talking
about
92,
individual
business
units
and
with
very
much
their
own
workforce,
their
own
terms
and
conditions
and
their
ability
to
recruit,
train
and
have
the
there's
kind
of
there's,
not
a
one-size-fits-all
approach
for
general
practice.
Workforce
and
there's
no
fixed
model
of
of
delivery
and
there's
certainly
no
set
numbers
of
patients
per
or
number
of
gps
that
we
should
have
per
thousand
population.
H
So
it
is
very
much
working
with
our
partners
in
general
practice
to
think
about
our
plans
and
trajectories
for
the
future.
Obviously,
workforce
is
key
to
delivering
high
quality
services
and
strategically
the
purpose
sets
out.
Obviously,
a
number
of
priorities,
and
certainly
some
of
that
focus
is
very
much
around
the
softer
side
of
workforce.
If
we
think
about
the
health
and
well-being
of
our
colleagues
about
recruitment
and
retention
initiatives
and,
obviously
a
key
role
that
we
we
need
to
focus
on,
which
is
about
equality
and
diversity
as
well.
H
L
Thanks
christy,
yes,
I
was
just
gonna.
Take
you
through
some
of
the
data,
that's
in
in
the
paper
and
some
of
the
highlights.
So,
as
christy
said,
there's
no
specifications
in
the
contract
around
what
the
workforce
should
look
like
in
any
general
practice
and
as
the
populations
that
each
practice
serves
varies
a
lot,
then
all
the
models
as
it
follows
that
they
all
vary
quite
a
lot
as
well.
L
The
the
data
is
therefore
quite
hard
to
to
do
any
comparison
on
because
you're,
comparing
apples
and
pears.
So
when
we
look
at
the
data,
it's
really
important
that
we
triangulate
that
with
other
information
such
as
the
patient
survey
or
various
different
quality
metrics,
that
we
have
that
we
can
look
at
so
practices
have
to
complete
a
workforce
return,
so
they
they
keep
it
up
to
date,
all
the
time
and
a
an
extract
is
generated
is
generated,
monthly,
the
so
looking
at
the
data.
L
Some
of
the
highlights
that
we
have
for
leads-
and
it
looks
like
a
fairly
positive
picture,
which
is
which
is
great
and
christie,
and
I
reflect
in
earlier
that
you
know
we
feel
a
lot
of
that.
Starting
to
kind
of
leads
as
a
city,
it's
a
it's
quite
a
vibrant
city.
We've
got
a
lot
of
universities
within
the
city,
so
we're
in
a
good
position
in
terms
of
attracting
the
workforce
compared
to
what
some
other
areas
might
be.
L
So
some
of
the
highlights
are
so
we
are
just
above
the
national
average
in
terms
of
levels
of
satisfaction
with
appointment
times.
The
gp
numbers
are
increasing
and
they're
still
increasing.
When
you
look
at
population
growth,
taking
that
into
your
account,
we
have
a
slightly
younger
than
nationally
the
national
average
population,
sorry
workforce.
L
So
the
the
data
that
we
have
is
is
is
is
fairly
good,
but
we
do
recognize,
there's
some
gaps
in
the
data
and
we're
hoping
to
do
a
little
bit
of
further
work
in
leads
to
try
and
fill
in
some
of
those
gaps.
So
one
of
the
big
ones
that
we
don't
have
from
the
workforce
return
that
practices
complete
is
information
on
vacancies.
L
L
We
also
just
wanted
to
talk
a
little
bit
about
the
additional
roles
reimbursement
scheme.
Is
that
something
that's
quite
new
within
primary
care.
So
this
was
a
scheme
that
was
introduced
in
2019
and
it
was
a
significant
investment
in
primary
care
to
introduce
multi-disciplinary
teams
at
pcn
level
so
nationally
that
equated
to
a
name
for
26
000.
Additional
rules
by
the
end
was
23-24,
which
is
a
a
real
investment.
L
A
lot
of
the
roles
are
very
new
to
primary
care,
so
there's
13
rules
there,
such
as
paramedics,
social,
describers,
pharmacists
and
when
the
rules
initially
began
to
be
employed.
I
think
we
maybe
had
one
paramedic
working
in
primary
care
and
a
handful
of
pharmacists
and
that's
not
taken
into
account
the
ccg
pharmacy
team
that
had
been
deployed
into
primary
care
for
a
number
of
years,
but
it
just
demonstrates
that
a
lot
of
these
rules
were
quite
new
to
primary
care.
L
L
It
enables
the
gps
to
focus
on
the
more
complex
patients
and
and
it
puts
more
specialist
skills
within
primary
care,
which
really
enhances
the
offered
patients
and
also
benefits
the
system
in
terms
of
being
able
to,
I
guess,
do
more
in
primary
care
and
manage
patients
more
proactively,
hopefully
having
an
impact
and
then
the
demand
that
follows
through
to
secondary
care.
It's
not
without
its
challenges.
L
So
again,
as
you
can
imagine,
530
additional
staff
by
the
end
of
the
term,
we
simply
don't
have
the
estate
within
primary
care
in
the
community
to
accommodate
all
those
staff
at
the
moment,
the
funding
it
it
allows
for
the
salaries
for
the
staff
and
on
class.
So
your
national
insurance
and
your
pension
contributions.
But
what
doesn't
account
for
is
the
the
time
that
it
takes
for
supervision
and
development
of
these
new
rules,
so
some
of
them,
because
they're
new
to
to
primary
care.
L
So,
for
example,
first
contact
physiotherapist,
there's
a
quite
a
heavy
road
map
of
qualifications
that
they
need
to
complete
to
be
able
to
practice
independently
within
primary
care.
So,
whilst
it's
really
really
welcomed
this
additional
input
into
primary
care,
there's
a
real
investment
that
practices
need
to
need
to
make.
L
So
it's
really
important
that
we
we
start
to
think
about
how
we
can
work
with
our
partners
and
and
other
providers
in
the
city
who
have
that
infrastructure
and
some
of
these
roles
in
place
to
think
about
how
we
can
work
smarter,
because
of
course
the
other
challenge
is.
What
we
don't
want
to
do
is
to
be
moving
some
of
these
rules
just
around
different
organizations.
L
We
just
also
wanted
to
touch
on
care
navigation,
which
is
something
that
was
introduced
a
couple
of
years
ago.
So
we've
had
around
300
staff
who
are
patient
facing
within
practice,
so
it
tends
to
be
your
kind
of
gp
reception
as
an
admin
star
trained
to
be
able
to
offer
care
navigation
to
patients,
which
is
even
more
important
as
we're
getting
these
additional
rules
into
primary
care.
L
H
Yeah,
that's
fine!
I
I
just
wanted
to
mention
so
certainly
in
the
cover
paper,
I
think
there
was
community
pharmacy
consultation
service
highlighted
as
a
particular
area
of
interest,
so
the
community
pharmacy
consultation
service
is
part
of
the
national
community
pharmacy
contract
and
it
allows
for
a
formal
mechanism
of
referral
from
general
practice
to
community
pharmacy.
H
H
Trajectory
directories
for
the
next
couple
of
years
and
allow
us
to
work
with
some
of
our
education
providers
to
think
about
that
next
training
per
heart
and
and
what
does
the
staffing
look
like
for
for
the
for
the
next
couple
of
years
and
and
very
much
focused
on
that
forecast,
succession,
planning,
etc
for
the
next
year?
So
we
were
going
to
pause
there
if
that's?
Okay,
again
or
I
didn't
know.
If
you
wanted
to
offer
anything
and
I'm
happy
to
take
questions.
B
E
Thank
you.
Chair
won't
surprise
you
to
know
that
one
of
the
starting
points
that
I
looked
at
was
what
do
the
people
for
whom
the
services
provided.
Think
of
it
and
we've
got
the
figures
there
and
68
are
satisfied,
which
is
just
above
the
national
average
and
and
13
are
dissatisfied,
which
is
exactly
the
same
as
the
national
average
just
below.
E
That
figure
is
the
practice
with
the
lowest
number
of
people
satisfied,
and
it's
only
30
percent,
in
other
words,
more
than
one
in
three
of
the
patients
of
that
practice,
which
were
part
of
the
survey
anyhow
were
not
happy
about
what
service
was
being
provided
to
them.
So
my
question
around
that
is
what
can
be
done
both
within
the
practice,
but
also
by
the
ccg,
and
to
try
to
make
sure
that
the
service
which
is
provided
is
more
akin
to
what
the
local
population
need
and
what
would
please
them.
E
So
that's
the
first
question
and
the
second
relates
to
those
additional
staff
which
lisa
has
been
talking
about
and
we're
shown
here
by
the
primary
care
network.
Now,
of
course,
we
don't
have
the
figures
for
the
population
of
each
primary
care
network,
and
I
must
confess
I
haven't
spent
time
looking
it
up,
and
I
guess
it's
somewhere
on
the
web.
E
H
H
So,
whilst
the
survey
that
we've
included
within
the
paper
here
is
is
a
kind
of
a
snapshot
of
what
you
know
one
point
in
the
year,
we
obviously
take
feedback
in
terms
of
social
media.
What's
on
nhs.uk,
and
so
so
we
do
make
sure
that
praxis
responds
to
that
feedback
and
have
a
plan
in
place.
I
think
curvid
has
paused
to
some
extent
the
kind
of
engagement
with
patient
representation
groups.
There's
still
there's
some
work
going
on.
H
I
guess
it's
just
not
been
as
as
easy,
because
it's
remote
and
and
for
all
the
reasons
that
I
know
you
as
councils
will
be
aware
of,
but
but
certainly
each
year,
when
the
practice
survey
comes
out,
we
encourage
patients,
encourage
practices
and
their
patient
groups
to
discuss
their
survey
findings
and
develop,
develop
an
action
plan,
and
so
absolutely
I
hear
what
you're
saying
and
take
the
point.
I
know
specifically
the
practice
that
was
that
very
bottom
end.
We've
done
some
very
specific
work
with
around
patient
satisfaction
in
that
area.
H
Just
in
terms
of
your
point
around
the
spread
of
roles
across
pcn,
the
the
funding
that's
available
is
kind
of
based
on
the
the
the
population
size.
So
that's
why
there
is
some
kind
of
difference
in
numbers
because
it
is
based
on
site.
So
I
do
take
your
point
that
maybe
that
kind
of
feedback
based
on
population
social
prescribing,
I
guess
is-
is
an
interesting
one,
because
obviously
it's
a
city-wide
service.
H
So
it
is
very
much
around
pcns,
looking
at
the
needs
of
their
population
and
trying
to
identify
workforce
roles
over
the
last
couple
of
years,
it's
incrementally
grown
as
well.
So
I
think
that's
why
this
has
spread
over
certain
years
around
that
that
works,
workforce
role,
the
kind
of
ask
of
pcns
that
sits
alongside
this
workforce
and
has
also
changed
over
the
years.
H
So
there's
certain
service
specifications
that
are
being
introduced
that
coincide
with
the
kind
of
real
life
smooth
of
the
role
so
for
this
year
and
the
service
specifications
that
are
expanded
are
around
cbd
prevention,
around
personalized
care
and
around
anticipated
care,
and
so
again
pcns
need
to
think
about
the
needs
of
their
population.
The
ask
of
these
service
specifications
and
and
kind
of
plumb
their
workforce
accordingly.
So,
as
I
said,
I
think
I
think
part
of
our
role
is
around
making
sure
those
conversations
continue
to
happen
around.
H
K
Just
to
add,
I
think,
to
that
assurance
around
the
citywide
social
prescribing.
So
as
a
confed,
we've
done
a
lot
of
work
as
a
strategic
partner
with
lincoln
leeds
the
city-wide
social
prescribing
service
and,
at
one
point
funded
within
our
within
our
costs,
a
liaison
in
person
to
work
directly
with
linking
leads.
As
that
contract
was
was
mobilized
and
then
just
pre-covered
when
there
was
still
some
implementation
issues
and
it
was
felt
like
the
offer
at
general
practice
level
wasn't
where
we
wanted
it
to
be.
K
So,
we've
done
some
like
say
some,
both
strategic
and
some
operational
work
to
improve
relationships
and
to
improve
access
at
practice,
level
for
social
prescribing
from
the
citywide
service,
and
I
think,
as
kirsty
says,
we've
got
some
pcns
now,
who
feel
very
very
supported
by
that
citywide
service
and
are
therefore
choosing
their
additional
roles
reinvestment
into
other
roles,
rather
than
potentially
duplicate
or
top
up.
The
city-wide
services.
E
Yes,
just
on
that
last
point,
I
I
just
a
lighted
on
seacraft,
but
if
I
can
pick
up
c
croft
again,
they
might
be
investing
more.
But
if
you
look
at
the
total
number
across
the
the
whole
range
of
those
posts,
they
are
on
the
low
side.
Now
it
may
be
that
they've
got
a
smaller
population.
I
accept
that
or
maybe
they've
got
more
doctors
and
nurses
and
therefore
they
don't
need.
Quite
so
much
other
support.
E
F
Thank
you
chair.
Whilst
it's
still
fresh
in
our
mind,
I'll
also
speak
as
well
about
the
satisfaction
figure.
That's
as
you
as
dr
bild
already
mentioned,
is
his
percentile
percentage
above
the
national
average,
which
is
which
is
great,
but
I
wanted
to
know
whether
or
not
that
that's
that
statistic
is
relatively
static
over
time.
So
I
don't
know
say
over
the
past
10
years
or
so
is
the
satisfaction
rating
remained
roughly
the
same
or
have
we
seen
a
dip
over
time?
F
And
I
do
have
a
much
longer
question,
but
I
guess
it
does
really
depend
I'll.
Ask
a
a
preemptive
question.
First,
which
is:
do
you
think
there
is
a
workforce?
There
is
a
crisis
in
in
our
workforce
in
terms
of
vacancies
in
primary
care,
because
from
reading
the
report
you
know
we
all
hear
on
the
news
that
there
is
a
workforce
crisis
and-
and
perhaps
I
read
the
report,
a
little
bit
president
of
prejudice
looking
through
that
lens,
but
actually
from
what
you've
reported
today.
K
I'm
happy
to
take
that
as
a
first
stab
yeah.
Thank
you.
So
I
think
I
think
we
are
in
a
better
position
than
lots
of
other
places
and
nationally.
I
think,
as
cursey
said
during
the
during
the
introduction,
and
one
of
the
things
that
we
want
to
get
better
at
over
this
coming
year
is
having
much
a
much
more
granular
idea
of
those
car
vacancies
within
general
practice
and
the
information
that
they
need
to
submit
as
part
of
the
national
workforce
survey
again
collects
people
in
post.
It
doesn't
necessarily
collect
vacancies.
F
Sorry
can
I
there
was
also
the
question
I
did
want
to
ask
a
supplementary
about
the
workforce
if
that's
okay,
but
also
there
was
the
question
as
well
about
the
the
satisfaction
rate
that
wasn't
answered.
Whether
or
not
this
is
it's
quite
a
static
figure
at
roughly
68
or
whether
or
not
we've
seen
a
significant
decline
over
say
the
past
10
years
or
so
can
I
can.
I
ask
that
before
I
ask
my
supplementary
question:
please
would
that
be
okay.
H
And
I'm
happy
to
answer
that.
Well,
while
skaden
was
talking,
I
was
busily
trying,
because
I
know
I've
got
the
the
answer.
I
think
we've
got
some
figures
going
back
to
2016
and
we've
been
consistently
above
the
national
average
and
throughout
that
period,
and
I
think
I
think
where
we
took
a
dip
was
last
year
which
was
2020
and
obviously
at
the
height
of
curving,
etc.
H
So
I'm
not
saying
we
excuse
it,
then,
but
that's
the
only
time
when
the
response
has
kind
of
significantly
dipped,
but
but
also
being
below
that
national
average
as
well
happy
to
share
those
figures
it's
publicly
available
outside
and
I
think
the
response
rate
needs
looking
at.
I
think
over
time
people
have
not
necessarily
responded.
So
the
the
national
patient
survey
is
a
great
tool
and
particularly
on
an
individual
practice
basis.
F
F
So
with
regards
to
that,
we
do
hear
that
there
is.
We
hear
announcements
from
the
government
that
there
are
plans
to
recruit
internationally
and,
of
course,
we'll
be
aware
that
the
last
last
time
there
was
issues
with
regards
to
significant
vacancies
within
the
healthcare,
more
generally,
around
sort
of
97
that
the
key
strategy
to
try
and
overcome
that
was
to
to
recruit
from
abroad.
So
I
was
wondering
whether
you're
you're,
conscious
of
that.
F
If
the
government
are
talking
to
you
about
what
their
plans
are
and
if
you
can
elaborate
on
on
that
and
and
if
and
if
there
are
plans,
how
does
it
work?
I
don't
know
if
you
you're
aware
of
how
it
would
work
in
terms
of
ensuring
that
there's
a
fair
distribution
of
of
workers
coming
in
into
into
the
country,
so
that
your
workers,
don't
coalesce
around,
say
the
southeast,
for
example,
and
and
cities
like
ours
in
the
north,
would
also
benefit
from
that
recruitment.
K
So
there
was
we're
talking
probably
three
years
ago
and
I
was
at
the
launch
of
a
west
georgia
scheme
in
terms
of
international
recruitment
for
for
gps
and
the
way
that
that
worked
was
that
practices
had
to
express
an
interest
in
being
willing
to
take
a
doctor
from
from
overseas
and
then
once
they'd
expressed
an
interest
as
a
practice.
There
was
a
whole
sort
of
west
georgia
level
support
program
for
doctors
coming
into
this
country
that
then
needed
additional
training
in
our
additional
qualification.
K
Our
additional
sign
off
of
competencies
and,
like
I
said
that
was
a
that
was
a
structured
program
and
we
did
have
a
small
number
and
I'm
sorry
I
don't
know.
The
number
kirsty
may
may
well
have
the
more
of
the
detail
to
hand.
There
were
a
small
number
of
practices
who
elected
to
host
and
support
an
international
doctor
to
come
into
general
practice,
but
it
wasn't.
It
wasn't.
K
H
You
know
I
mean
you've
said
what
I
was
going
to
say
in
terms
of
that
west
yorkshire
program
and
there
isn't
a
kind
of
nhs
england
funded
campaign.
I
think
there
are
organizations
across
west
yorkshire
and
trusts
our
systems
that
might
look
internationally
for
recruitment
and
it's
how
we
partner
up
and
but
but
there's
nothing
active
that
that
we're
part
of
at
the
moment.
I
think
I
think
the
plan
or
the
the
preference
for
once
the
better
word
is
around
trying
to
guess.
H
Our
trajectory
is
right
so
that
we're
supporting
the
education
institutions
to
make
sure
we're
getting
the
right
numbers
through
training
to
kind
of
future
proof
that
the
service
of
that
that
tends
to
be
the
focus
at
the
moment,
which
is
about
kind
of
working
with
our
education
providers
to
make
sure
we've
got
young
people
coming
through,
who
are
wanting
careers
in
health
and
care,
etc,
and
supporting
development.
That
way.
B
Okay,
I
would
just
like
to
say
a
very
huge
thank
you
and
bring
that
agenda
to
iraq
if
there,
just
before
we
wrap
that
is
wrap
that
up
any
of
the
officers
or
exec
members
would
like
to
add
anything
anything
to
that
before
I
move
on.
Are
you
okay,
with
all
the
replies
I'm
looking
at
councillor,
venera
and
councillor
harry?
Is
that
a
yes.
C
Yeah,
I
think
the
only
thing
I'd
I'd
like
to
answer
is:
over
the
last
week,
I've
been
in
the
primary
care,
commissioning
committee
and
also
in
the
mental
health
partnership
board,
and
what
what
is
quite
apparent
is
that
there's
a
real
mismatch
between
public
perception
of
what's
happening
in
primary
care
and
the
fact
that
they
are,
you
know,
offering
more
appointments
and
they
weren't
pretty
pandemic
and
and
and
also
some
kind
of
inconsistency
across
primary
care.
But
I
think
there
is
a.
I
think
there
is
a
comms
issue,
really
where
I
don't.
C
The
public
are
aware
of
quite
how
hard
primary
care
are
working
and
how
much
is
being
offered
and
yeah
that's,
resulting
in
some
dissatisfaction
and
also
I'm
aware
some
additional
pressure
being
put
on
gp
practices
through
unacceptable
behavior
from
dissatisfied
patients
and
and
we
have
a
responsibility
to
the
kind
of
mental
health
and
well-being
of
our
gps
and
the
staff
who
work
in
in
their
practices,
as
you
know,
as
well
as
to
the
rest
of
our
citizens.
So
yeah,
that's
just
become
really
apparent
to
me
in
the
last
week.
C
K
So,
I
think
we're
we're
constantly
alert
to
those
comms
campaign
opportunities
and
some
of
which,
some
of
which
have
been
because
we've
been
in
level
4
of
national
command
and
control
have
been
limited
because
messages
have
been
very
much
about
covered
in
the
pandemic
yeah
but
yeah.
Absolutely
then,
turkey,
point
council
of
ender
around
that
that
perception
and
mismatch.
B
C
Yeah
I
just
wanted
to
come
in
on
the
back
of
gainer's
comment
on
castlevania's
as
elected
members.
If
there's
anything,
we
can
do
to
support
in
terms
of
getting
that
message
out.
Please
let
us
know
we.
We
have
obviously
lots
of
social
media
presence.
You
know
our
residents
know
us
trust
us
in
terms
of
the
information
we
provide
them
and
in
terms
of
those
particular
messages,
if
we're
more
than
happy
to
support
with
with
that
with
the
comms.
K
That'd
be
great,
I
think,
sharing
some
of
that
data,
that
we've
got
around
number
of
appointments,
types
of
appointments,
etc.
I
think
it's
useful
information
for
you
to
have
at
your
fingertips
as
well
as
things
like
you
know,
just
discussing
the
plethora
of
roles
and
the
fact
that
actually
seeing
a
gp
is
not
always
the
the
the
best
thing
or
the
most
appropriate
thing,
but
there
are
other
professionals,
but
we
can
pick
that
outside
affair,
I'm
conscious
of
time,
but
thank
you.
B
Sure
we
can
yeah,
we
always
do
so.
Thank
you
very
much
for
that
truly
appreciated.
Did
we
actually
say
virtual?
Thank
you
to
them.
Did
we
do
that?
Come
on
team
show
a
virtual
thank
you
to
lisa,
gayner
and
kirsty.
Thank
you
very
much
for
coming.
We
appreciate
it
right
we're
going
straight
to
agenda
four
now
active
leads
and
physical
activity.
Ambition
update
the
big
board
we
have
so
we
always
still
have
lots
of
other
bits
that
we
definitely
need
to
go
to,
and
this
is
one
of
them
for
us.
B
The
report
within
the
agenda
pack,
which
all
of
you
do
have
provides
a
further
update
to
the
scrutiny
board
in
relation
to
the
development
of
physical
activity.
Ambition
for
leads
and
also
the
work
of
active,
leads
programs
and
activities
so
steve
baker.
You're
welcome.
Would
you
like
to
introduce
your
team?
I
definitely
saw
you
on
the
screen
somewhere.
G
I've
got
on
the
call
with
me,
and
so
I'm
stephen
baker
on
the
head
of
active
leads.
I've
also
got
natalie
who's
on
the
call
and
also
jill
keddy
who's.
A
development
manager
also
for
active
leads.
We've
also
got
a
couple
of
public
health
colleagues
kind
of
join
us
as
well,
because
we
are
doing
kind
of
a
joint
working
practice
in
terms
of
the
ambition
work.
We're
doing
so.
Judith
fox
is
also
on
the
call,
as
well
to
kind
of
join
us
as
part
of
that
kind
of
effort.
B
C
C
Okay,
so
I've
heard
some
activity
downstairs.
I
can't
smell
anything,
so
I'm
sure
everything's,
fine
and
but
I
it's
never
happened
before
so.
Forgive
me
so
yeah
thank
you
chair,
and
I
hope
you
can
see
from
the
part
that
there's
been
some
excellent
work.
That's
been
led
by
active,
leads
and
public
health
around
developing
a
physical
activity,
ambition
for
the
city,
we've
sought
to
engage
communities
throughout
via
the
get
set,
lead
city
conversation
and
through
the
use
of
a
co-production
approach.
C
It's
also
good
to
see
more
people
from
our
different
groups
using
the
facilities
as
well,
but
we
do
have
a
long
way
to
go
to
get
back
to
pre-covered
levels
and
ensure
we
continue
to
develop
more
opportunities
for
communities
to
access
the
service
and
help
address
the
inequalities
that
exist.
Physical
activity
has
played
an
important
role
as
part
of
the
response
to
kovid,
as
highlighted
by
some
of
the
examples
included
in
the
reports.
C
There
is
now
potential
for
physical
activity
to
contribute
to
the
city's
recovery
and
rebuild
from
corvid,
and
particularly
reducing
health
inequalities
as
well.
We
know
that
increasing
levels
of
physical
activity
can
support
the
achievement
of
a
range
of
city
priorities
and
that
benefits
of
doing
so
are
positive
for
people's
health,
the
environment
and
inclusive
growth.
The
approach
we
are
taking
seeks
to
reduce
inequalities
by
using
a
co-production
and
an
asset
and
place-based
approach
to
create
healthy
and
sustainable
communities.
C
Actually,
I
look
forward
to
hearing
the
board's
views
on
the
team's
work
and
specifically
the
proposed
priorities
for
the
physical
activity,
ambition,
governance
arrangements
and
our
role
as
system
leaders
in
supporting
the
ambition
for
more
people
in
need
to
be
physically
active.
More
often,
thank
you.
B
Excellent,
thank
you
very
much
council
arif
and
yes,
I
am
particularly
aware
of
some
very
good
work.
That's
been
carried
on
with
the
active
life
lifestyle
team,
so
steve,
I
believe,
you've
got
a
report
for
us.
Is
that
correct
and
you've
also
got
some
fancy
youtube
videos.
Is
that
right,
as
long
as
it
works.
G
G
To
you
thank
you,
chair,
so
yeah.
The
report
is
pretty
much
a
bit
of
an
update,
since
we
last
reported
to
scrutiny-
probably
actually
november
2020,
so
nearly
over
a
year
ago.
Now-
and
obviously
that
report
was
very
much
coded
related
in
terms
of
what
we
were
doing
during
that
period
of
time,
but
as
kind
of
facilities
and
activities
were
closed
down.
G
G
It
also
kind
of
highlights
the
progress
of
the
city's
ambition,
which
is
just
the
in
terms
of
the
public
health
work
with
ourselves
in
terms
of
where
we're
looking
at
and
what
we
have
achieved
over
that
period
of
time
as
well
again,
that
was
kind
of
an
update
compared
to
last
year's
back
in
november
as
well.
So
we
have
done
some
extra
work
in
that
side
of
things.
G
So
I
kind
of
welcome
the
board's
kind
of
comments
and
observations
around
some
of
the
priorities
that
we
have
kind
of
looked
at
those
two
priorities
around
active
environments
and
active
people,
especially
focusing
on
people
who
are
coming
back
into
activity
or
people
re
starting
or
those
ones
that
obviously
have
during
this
period
of
time,
been
shielding
the
lights
as
well,
which
we
need
to
kind
of
address
and
get
people
back
into
activities
as
quickly
as
we
can
do.
It
does
very
much
highlight
and
what
goes
across.
G
Those
two
priorities
is
very
much
around
the
inequality
side
of
things
that
we've
kind
of
seen
worsen
over
this
period
of
time,
especially
in
terms
of
physical
activity
and
health
in
general,
but
also
in
terms
of
paying
communities
and
the
likes
and
the
biggest
impacts
on
those.
As
I
kind
of
reported
last
time
in
terms
of
the
kpis
around
inactivity
levels
at
the
previous
board
meeting
as
well,
there's
also
a
kind
of
update
in
terms
of
the
governance
arrangements.
G
We've
got
for
the
board
for
the
partnership
board
that
we're
looking
to
set
up
for
the
physical
activity,
work
and
again
it'd
be
useful
to
kind
of
get
your
kind
of
observations
around
that
side
of
things.
But,
more
importantly,
there's
only
so
many
resources.
We've
got
within
the
service
and
public
health
and
likes,
and
it's
very
much
how
we're
working
across
the
board
now
in
terms
of
working
with
others
and
to
help
us
make
sure
we
are
reaching
the
people
we
need
to
reach
and
increasing
activity
around
physical
activity.
G
So
again,
in
terms
of
that
side
of
things,
it's
really
is
that
systems
approach
that
we
keep
talking
about
and
how
we
kind
of
come
together
and
make
that
happen,
because
it's
it's
not
an
easy
task
and
there's
lots
of
work.
That's
going
on
to
make
that
happen.
There's
a
lot
more.
We
need
to
do
in
terms
of
that
side
as
cancer
wreath
kind
of
highlighted.
G
I
have
included
lots
of
examples
in
the
work
that
we
have
done
over
this
period
of
time,
and
that
is
only
a
few
examples
of
the
work
that
the
team
have
done
and
worked
for
communities,
co-produced
kind
of
activities
and
sessions,
and
I
do
have
a
short
video
now,
which
I'll
just
kind
of
show
and
share
if
it
works,
hopefully
with
everyone
just
to
highlight
one
of
the
initiatives
that
we
have
kind
of
done
with
the
team
as
well.
So
just
bear
me
a
second
I'll
just
share
my
screen.
B
C
B
A
B
G
So
hopefully
that
worked
okay.
So
that's
just
one
of
the
kind
of
examples
that
the
team
have
done
with
co-producing,
with
communities
to
kind
of
get
sessions
up
and
running
which
they
require
and
and
obviously
from
our
team's
perspective.
We've
just
come
on
up
out
there
and
just
supported
them
to
be
able
to
give
them
the
tools
and
to
get
those
sessions
started.
Obviously,
financial
wires
as
well.
We've
kind
of
had
some
funding
to
enable
us
to
do
that
as
well.
G
So
that's
just
one
of
the
examples
that
we
kind
of
do
and
there's
numerous
examples
of
those
which
I
could
talk
about
forever,
but
I
won't
do.
The
report
also
highlights,
obviously
in
terms
of
the
leisure
center
side
of
things
as
well,
and
that's
the
part
of
the
team
who
heads
up
the
kind
of
leisure
center,
operationals
kind
of
side
of
things.
G
It
just
shows
the
impacts
of
oversea
covered
during
that
time
in
terms
of
some
of
the
performance-wise
in
terms
of
the
memberships
levels,
the
swim
lesson
numbers
and
the
lights
which
are
encouraging
to
start
to
come
back
up.
But
it's
taken
quite
a
while
and
quite
a
number
of
a
lot
of
initiative
through
the
team
to
make
that
happen.
G
Lots
of
different
marketing
kind
of
been
deployed
during
that
period
of
time
as
well,
and
we
have
changed
our
kind
of
martin
to
be
more
reflective
of
the
communities,
we're
trying
to
aim
to
encourage
them
to
come
into
those
centers
as
well.
So
there's
a
lot
that
we
have
done
in
there
and
it
is
starting
to
make
improvements.
G
January
time.
Specifically,
we
have
seen
a
lot
more
people
coming
back
into
the
service,
but,
more
importantly,
as
councillor
reef
highlighted
that
new
people
coming
into
the
service
you
haven't
been
here
before
new
to
kind
of
physical
activity,
but
also
people
coming
from
more
deprived
areas.
There's
definitely
more
kind
of
juniors
and
young
children
kind
of
coming
into
the
activities
that
we're
kind
of
putting
on
as
well,
which
is
really
encouraging
to
see,
and
then
the
older
kind
of
clientele
as
well
we're
seeing
coming
in
and
using
the
activities
so
again,
performance
wise.
G
We
are
starting
to
see
some
recovery,
but
as
counterfeit
also
highlighted,
we've
still
got
a
long
way
to
go
to
get
back
to
pre-copied
levels
financially
and
obviously
performance
wise
and
then
the
report
kind
of
talks
around
the
investments
into
the
legislators.
So
we've
made
quite
a
hefty
number
of
investments
over
this
period
of
time.
G
So
we've
been
very
fortunate
to
be
able
to
do
that
in
terms
of
some
gym
refurbs,
some
kind
of
changing
rooms,
upgrades
and
the
lights,
which
we've
been
very
fortunate
to
do,
and
that
has
helped
with
our
performance
that
we've
kind
of
done
over
january
time
as
well
to
to
coincide
with
that
and
our
impact
on
the
carbon
side
of
things.
We
have
also
part
of
the
decarbonization
works,
which
is
in
the
region
about
10
million
pounds
going
to
those
centers
to
improve
their
kind
of
energy
efficiency
and
reduce
our
carbon
footprint.
G
So
again,
that's
really
good
and
that's
continuing
over
the
next
kind
of
six
months
or
so
as
well,
and
then
just
to
highlight
that
we
were
fortunate
to
receive
an
apse
award
for
the
best
service,
sport,
pleasure
and
cultural
service,
which
is
great
to
just
be
highlighted
nationally
in
terms
of
the
work
that
the
team
have
delivered
on
as
well.
So
again,
that's
really
encouraging
and
obviously
gives
a
lot
of
praise
to
the
staff
around
that.
B
It
is
actually
my
earnest
prayer
and
desire
that
every
single
citizen
in
leeds
you
know
we'll
be
able
to
have
access
to
to
to
to
live
in
a
very
active
lifestyle
and
bridge
the
gap
with
health
inequalities
and
making
sure
that
funding
is
not
a
barrier
for
for
people
to
be
able
to
live
an
active,
healthy
lifestyle,
and
hopefully
you
know
with
all
our
centers
and
leisure
centers
and
all
the
different
facilities
we
have
cuts
across
from
children
right
through
you
know
to
our
elderly
population.
So
thank
you
very
much.
Phil
evans.
B
F
Thank
you
chair
and
yeah.
I
completely
concur
with
what
you
said
and
this
report
really
is
fantastic
and
we
should
really
be
proud
of
the
city
that
we
have
this
focus.
It
feels
a
little
bit
harsh
scrutinized
a
bit
really
but
wouldn't
be
doing
our
job.
If,
if
we
didn't
but
it
I,
I
was
really
really
impressed
with
it.
I
really
was
with
all
the
work
that
you've
been
doing,
but
I
do
have
a
couple
of
questions
and
and
the
first
one
is
to
do
with
to
do
with
travel
and
and
and
mama.
F
The
marmot
review
does
mention
transport,
and
you
cite
active
travel
under
point
14
in
your
in
your
report,
and
but
I
I
I
may
be
wrong,
but
I
didn't
see
any
any
mention
of
wider
travel.
So
specifically,
I
mean
public
transport
and
I
wondered
if
there
has
been
any
work
to
bring
to
bring
perhaps
tracy
braven
and
the
combined
authority
into
the
loop
with
regards
to
public
transport,
so
that
people
can
access
physical
activities
more
easily,
and
so
that's
my
first
question.
F
F
You
can
go
for
16
pounds,
but
the
the
issue
is
with
with
the
private
gyms
is,
you
know
they
have
a
different
atmosphere
and
I'm
speaking
for
my
own
and
my
own
experience
here
and
people
are
very
much
put
off
by
that
and
want
to
access
council
gyms
because
of
that,
because
they
do
have
a
a
different
atmosphere,
say,
let's
say
more
more
inclusive
and
people
from
that.
Perhaps
don't
normally
take
part
in
exercise.
So
has
that?
F
Has
that
been
looked
at
in
terms
of
offering
different
costs
for
say
a
gym
only
offer,
rather
than
this
sort
of
inclusive
broad
offer
that
we
are
that
you
that
that's
fabulous?
You
know
scott
hall
road
gym
for
your
35
pounds,
which
is
the
highest
highest
rate.
You
must
have
said.
Obviously
the
students
and
everything
you
do
get
used
to
the
pool
you
do
get
used
to
badminton
courts,
etc.
But
there
will
be
some
people
that
won't
want
to
participate
in
in
those
activities
and
would
just
want
to
perhaps
prefer
only
to
access
the
gym.
G
So
there
is
a
lot
of
work
kind
of
happening
in
that
spirit.
In
a
minute,
it's
probably
fair
to
say
it's
been
early
days
in
terms
of
some
of
the
public
transport
that
we
probably
need
to
kind
of
pick
up,
wider
connections
with
wiki
and
the
likes
that
we
kind
of
need
to
kind
of
put
a
bit
more
of
our
thoughts
and
processes
in
involved
in
that.
G
C
Not
a
lot
more
to
that,
I
think
you've
picked
up
the
main
things
there.
I
think
we
are
definitely
in
a
different
place
with
the
conversations
now
with
our
highways
and
transport.
Colleagues.
Within
the
priorities
in
the
report,
active
environment
is
a
biggie
for
us,
and
active
travel
sits
in
there,
and
so
we
are
still
scoping
out.
C
What
that
might
look
like
and
feel
like
steve's
mentioned
there,
the
creation
of
the
new
active
travel
and
healthier
streets
partnership-
and
we
sit
on
that,
and
that
is
that
idea
of
bringing
the
kind
of
infrastructure
side
and
the
people
bit
together.
So
a
really
key
partnership
for
us
to
be
involved
with
and
influencing
on,
and
I
think
also
in
terms
of
the
transport
strategy
and
the
action
plan
we've
been
involved
in
that
and
continue
to
kind
of
influence
in
that
side,
and
probably
the
last
thing
to
mention.
C
That's
in
the
report-
that's
a
real
opportunity
as
well
is
the
department
of
transport
funding
and
for
the
first
time
they
put
out
some
funding
revenue
funding.
That's
it's
called
an
active
travel,
social
prescribing
pilot,
but
it's
really
key
for
us
in
terms
of
looking
at
those
social
prescribing
pathways
into
cycling
and
walking
and
in
terms
of
that
whole
kind
of
community
activation
around
cycling
and
walking,
and
that's
going
to
be
based
out
in
the
vhr
kind
of
pcm
footprints.
C
That's
berman,
hair
hills
and
richmond
hill,
and
that
will
give
us
a
real
opportunity
to
again
really
look
at
the
people
there.
The
inside
the
research
motivation
barriers
and
how
our
infrastructure
helps
people
or
supports
people
to
cycle
and
walk
more.
So
it's
totally
right
to
call
it
out.
I
think
we're
in
a
a
real
good
place
now
in
terms
of
conversation
and
influence
and
there's
some
things
coming
up.
B
C
C
About
you
might
know,
what's
coming
about
table
tennis,
no
longer
being
included
in
the
active,
leads
offer
and
also
another
potential
barrier
about
not
being
able
to
have
female,
only
changing
space
for
female
only
sessions
such
as
swimming,
which
has
been
raised
by
some
of
the
asian
women
in
my
community.
Thank
you.
G
Thank
you,
cancer,
coming
in
terms
of
the
table,
tennis,
which
is
specifically
around
the
active
life
program,
which
I've
mentioned
around
the
consultation
we
have
done
in
terms
of
that,
so
we
still
kind
of
are
doing
a
bit
more
kind
of
research.
In
terms
of
that
and
like
I
said,
it
would
be
good
to
kind
of
bring
that
kind
of
report
back
and
get
comments
done.
G
The
tennis
program
hasn't
been
taken
out
of
our
offer.
The
tenant
table,
tennis
side
of
things
still
is
in
there.
It
was
just
never
part
of
our
membership
offer
that
we
kind
of
did
so.
We
are
kind
of
looking
at
how
we
kind
of
broaden
that
kind
of
gap
in
terms
of
our
offer
and
making
it
accessible
by
other
means,
because
normally
our
membership
just
includes
gym
swim
and
fitness
classes
elements
and
then
some
squash
elements
in
there
as
well.
G
Unfortunately,
during
that
period
of
time
we
did
lose
a
lot
of
staff
resources
who
we
use
to
kind
of
coach
that
program
as
well,
so
it
has
impacted
on
us,
but
now
we
we've
got
a
few
more
kind
of
coaches
that
are
able
to
kind
of
offer
that
side
of
things
as
well
in
terms
of
the
female
only
changing
capacities.
I'd
need
to
have
a
look
at
it
in
terms
of
what
we
can
do
in
terms
of
if
it's
any
specific
sites
and
the
lights
that
we
kind
of
offer.
Obviously
some
sites.
G
We
have
female,
only
kind
of
changing
rooms,
male
owning
changing
rooms,
then
other
sites.
We
also
have
kind
of
village
changing
room
which
is
kind
of
open,
cubicle
kind
of
access
for
anyone
which
is
really
good
from
a
family
perspective,
because
you
don't
have
to
have
just
boys
going
into
the
male
side
of
things
and
that
a
parent
might
not
have
the
same
kind
of
sex
kind
of
going
into
those
areas.
G
So
the
village
changing
rooms
is
a
very
family-friendly
kind
of
development
plus
it
allows
us
to
kind
of
monitor,
as
is
staffing
the
lights
in
terms
of
cleaning
and
lights,
that
we
can
get
in
there
any
time
on
at
specific
times
when
those
change
rooms
are
not
in
use.
So
this
is
roundabout
ways,
but
we
can
definitely
look
at
it
in
terms
of
the
specific
sites
that
we're
kind
of
looking
at,
because
we
do
try
and
make
sure
when
we
do
do
our
female,
only
kind
of
swimming
sessions
or
other
activities.
G
That
is
only
females
that
are
in
those
kind
of
areas,
and
likewise
we
try
and
make
sure
our
staffing
quartet
also
are
a
female
based
as
well.
But
obviously
we
can't
always
guarantee
that,
because
the
likes
of
sickness
and
different
things
that
sometimes
we
need
to
make
sure
the
pool
life
guarding,
for
example,
is
covered.
But
yes,
council
coming.
If
you
let
us
know
which
sites,
then
we
can
definitely
look
at
that.
B
B
G
Yeah
the
membership
side
of
things
we
do
try
and
be
as
much
for
everyone
as
we
can
do.
You
know
we
that's
why
we've
kind
of
got
a
junior
offer
there.
So
that's
where
we've
seen
our
membership
increase
from
that
point
of
view
to
kind
of
families
and
kind
of
yeah,
so
we're
trying
to
cater
for
everyone
as
much
as
we
possibly
can
and
that's
why
our
kind
of
membership
is
based
on
not
segregating
it
into
certain
elements,
whether
that's
gym
just
swim,
all
the
lights.
G
I
take
your
point
and,
to
be
honest,
it
was
something
I
first
introduced
once
I
got
to
leeds
that
we
had
a
gym
only
a
swim,
only
and
a
fitness
only
the
problem
being,
as
at
that
particular
time.
Our
price
point
was
actually
39
pound
a
month.
So
what
I
kind
of
did
during
that
period
of
time
is
actually
reduce
all
the
prices
for
our
membership.
So
now
we've
got
a
price
point
of
24.95.
G
Our
average
yield
is
around
22
pound
at
the
minute
people
pay
across
the
piece.
So
the
24.95
includes
everything
so,
depending
on
what
people
require
and
likes
and
we're
trying
to
cater
for
as
many
people
as
possible.
We
take
for
granted
that,
obviously
not
everyone
could
be
able
to
afford
that
side
of
things
and
that's
where
we
look
at
different
options
and
discounts
and
likes
the
recent
color
promos.
We
did
across
black
friday
and
christmas,
the
out
at
she
kind
of
yield,
for
that
is
actually
was
16.95
a
month.
G
So
if
people
are
able
to
kind
of
pay
for
those
kind
of
things,
then
it
they
had,
it
brought
the
membership
price
down
quite
substantially
to
lower
than
some
of
the
gym,
only
kind
of
offerings
and
private
gyms
as
well
out
there.
Obviously,
we
have
to
kind
of
make
sure
we
from
a
financial
point
of
view.
J
Yeah
yeah,
thank
you,
chair
and
counselor.
Gibson
raises
an
important
point,
and
it's
one
that
we
we
are
alive
too.
I
I
think
that
the
challenge
that
we
have
realistically
is
recognizing
that
you
know
the
overwhelming
majority
of
our
facilities
have
that
multi
offer
so
they
have
a
swimming
pool,
so
it
gets
re.
J
You
know,
a
gym
area
with
carp
with
some
cardio
and
some
free
weights,
but
one
of
the
the
other
things
that
we
are
seeking
to
do
is
he's
recognized
that
we
have
got
a
range
of
discounts
in
place
for
students
and
for
young
people
and
for
older
persons
and
for
people
on
concessions.
So
we
do
have
some
measures
to
try
to
bring
the
price
down.
J
What
we've
also
got
is
in
those
areas
where,
for
example,
we
know
that
we
haven't
got
the
full
range
of
facilities
so
for
fernville
and
middleton
there's
a
gym
only
price
there,
and
that
jim
only
price
is
available.
Recognizing
that
the
nearest
center
is,
it
isn't,
doesn't
have
those
four
facilities,
but,
but
also
we've
just
started
a
wider
conversation
that
councillor
arif
will
know
about
about.
J
J
We're
also
happy
to
take
cash.
So
we've
had
conversations
about
you
know
where
members
of
the
community
are
economically
disadvantaged.
Don't
have
access
to
bank
accounts
will
happily
take
cash,
so
we're
doing
everything
that
we
can
do
to
make
the
reach
as
best
as
we
can
do,
but
we
are.
I've
also
undertook
to
have
another
look
at
that.
J
So
if
you
watch
this
space,
we
might
be
coming
back
with
some
some
other
stuff
that
we
could
do
potentially
on
a
trial
basis,
because
one
of
the
things
that
members
will
know
is
that
the
service-
you
know
the
service
costs
25
million
pounds,
22
million
pounds
of
that
21.
22
million
of
that
comes
from
income.
So
we've
got
to
be
very
careful
about
where
we
price
point
and
the
income
that's
derived,
because
it's
that
income
that
then
allows
us
to
do
quite
a
lot
of
the
other
things.
C
Do
and
the
lamb
literally
it
goes
off
five
seconds
before
you
bring
me
in
something's,
not
quite
right
here
very
quickly,
just
to
to
say
from
what
phil
has
said.
Look.
It
would
be
remiss
of
me
not
to
know
that
some
parts
of
our
communities,
particularly
in
the
inner
city
areas,
can't
afford
to
go
to
the
gym,
because
they've
got
to
make
a
decision
about
bringing
food
to
their
table
and
paying
their
electricity
bills.
C
So
I
have
actually
challenged
phil
on
this
and
and
and
and
ask
the
question
if
there's
a
way
we
can
offer
and
or
do
some
work
around,
potentially
how
we
can
make
it
more
accessible
in
terms
of
the
cost
pricing
for
people
to
access
the
local
community
centers,
because
if
you
look
at
the
footfall,
the
outer
areas,
it's
far
more
larger
but
the
in
areas
that
the
football
isn't
quite
there.
And
actually,
if
you
look
at
the
health
inequalities,
it's
the
inner
city
areas
where
we
know
the
health
and
qualities
are
widening.
C
B
A
C
In
my
area,
obviously,
I
know
covered
the
leisure
centers
weren't
open
and
I
think
when
they
got
the
private
gyms,
they
got
the
access
sort
of
what
the
the
leisure
center's
got,
and
you
know
they
obviously
got
busy
and
what
have
you?
I
have
two
particular
families
who
only
yesterday
after
contacting
them
not
getting
anywhere
with
any
answers.
C
She's
saying
this
lady
rang
me
yesterday
and
said
you
know
any
news
on
a
family
membership
at
the
sports
centres
at
our
leisure
centers.
You
know
where
the
parents
they
all,
can
go
together
and
do
various
things
and
have
we
ever
thought
about
that?
Do
we
have
we
have
plans
to
do
anything
like
that.
I
know
it's
all
about
costs
and
everything,
but
it's
just
that.
You
know.
I
don't
think
it's
important
that
we
get
people
into
our
leisure
centers.
C
B
G
G
We
just
need
to
kind
of
work
through
some
logistics
kind
of
principles
about
how
it
works
in
the
system
and
different
things
as
well,
but
also
around
the
price
point
and
the
likes
we
did
do
as
part
of
the
reduction
of
prices.
Overall,
we
went
to
kind
of
individual
memberships
because
we
reduced
the
price
across
the
board.
G
So
again
we
have
tried
tried
to
bring
that
price
down,
but
there's
a
bit
more
that
we
need
probably
need
to
do
into
the
family
side
of
things
to
make
that
offer
slightly
improved
in
that
area.
Just
to
welcome
more
people,
because,
as
I
kind
of
highlighted,
we
are
getting
a
lot
more
juniors
attending
our
programs
and
the
likes
that
we
we're
really
kind
of
pleased
to
see
so
the
offer
is
there.
G
G
G
So,
for
example,
we
we
have
our
lease
card
extra
kind
of
pricing
points
in
there,
which
does
substantially
reduce
the
cost
of
activities
and
the
likes
that
we
do
and
that's
open
to
kind
of
off-peak
times,
where
there's
even
more
reduced
prices
in
there
as
well.
So
there's
a
multitude
of
different
prices
that
we've
got
that
kind
of
do
help
lower
the
cost
of
access
to
the
service
as
well.
A
A
So
if
a
parent
comes
along
with
a
child
who's
in
a
wheelchair
or
even
even
an
adult,
that's
in
the
wheelchair,
it's
extremely
difficult
for
them
to
actually
facilitate
that
swimming
session.
Swimming
and
gym
are
the
only
things
that
there
are
at
weatherby.
There's
no
five
aside
football,
there's
no
children's
youth
programs.
A
So
please
don't
forget
about
the
outer
areas
when
you're
talking
about
all
the
things
that
you're
doing
and
also
what's
happening
with
health
center
prescribing
fitness
sessions,
and
is
there
any
way
that
you
could
look
at
reducing
the
cost
for
that,
maybe
not
making
it
totally
free,
but
maybe
that's
something
that
we
could
link
in
with
with
victoria.
Possibly
thank
you.
B
G
Yeah
disabled
success,
particularly
at
weberby,
is
a
a
concern
for
us
in
terms
of
how
we
get
access
to
that
facility.
So
we
have
done
a
number
of
improvement,
works
around
sort
of
changing
room
kind
of
side
of
things,
so
we
had
have
added
in
a
disabled
kind
of
changing
room,
whether
it
be,
but
ultimately
because
of
where
and
how
the
services
the
facility
sits.
G
It's
quite
high
level
so,
in
terms
of
we
have
been
working
with
colleagues
in
cpm
and
the
access
unit
in
terms
of
how
we
do
kind
of
try
and
get
better
access
into
that.
Currently,
it's
through
kind
of
the
pool
hall
that
we've
got
there,
but
we
are
looking
to
see
how
we
can
improve
it.
But
I'll
be
honest:
it's
not
that
straightforward!
G
A
Yeah
we
we
have
got
some
plans,
as
steve's
alluded
to
and
due
to
the
the
length
in
terms
of
the
ramp,
it's
been,
we've
been
unable
really
to
come
up
with
a
solution
other
than
looking
at
a
a
lift,
a
mobile
lift
up
the
stairs
which
which
we're
exploring
now
with
cpm,
which
isn't
completely
ideal
but
will
provide
people
in
a
wheelchair
or
mothers
with
with
friends
and
access
to
that
site.
So
that's
what
we're
looking
at
and
as
steve
has
alluded
to.
G
Okay
of
a
point
around
social
subscriber
and
likes,
we
are
currently
working
with
uk
active
in
terms
of
a
pilot
scheme
which
is
working
with
the
nhs
as
well
to
look
at
social
prescribing
and
how
we
can
get
reach
more
people
and
access
into
the
services
which
will
be
part
of
the
funding
side
of
things
at
the
minute.
We're
just
waiting
on
some
more
feedback
in
terms
of
that
side
of
things.
But
it's
looking
like
it
will
be
a
pilot
program
for
that
in
leeds.
G
G
So
that
program
does
encourage
more
of
that
social
prescribing
and
more
referrals
from
gps
and
lights
as
well
to
kind
of
make
sure
the
people
who
need
the
health
needs
are
getting
access
into
the
legislative
programs
and
activities
as
well.
So
there's
a
lot
that
the
health
programs
team
kind
of
deliver
in
that
sphere
as
well.
A
Okay,
madam
check
and
I'll
just
ask
one
supplementary
then
on
that
yes
there's,
I
wasn't
actually
referring
necessarily
totally
to
weatherby
about
disabled
access.
I'm
thinking
I'm
thinking
about
broader
issues
across
the
whole
city,
because
I
know
there
are
many
many
leisure
centres
across
the
city
and
have
they
all
got
changing
places
toilets?
Probably
not
because
when
you
look
at
the
map
there
aren't
that
many
in
our
area
at
all.
So
it
wasn't
it
was.
A
I
wasn't
being
parochial
about
whether
it
be
particularly
on
that
basis,
and
I
do
understand
the
difficulties
that
we've
got
with
the
layout
of
the
building
there.
But
again
there
is
a
there
is
a
swimming
pool
and
there
is
a
gym
for
adults,
but
there
are
no
other
facilities
for
young
people.
So
it's
it's.
How
we
can
we
can
make
an
offer
for
that
and
the
the
health
center
prescribing.
A
E
E
G
Aspect
of
it,
so
I'm
not
aware
we
did
clear
close
any
of
those
bowling.
Greens
as
part
of
the
kind
of
savings
options
on
the
table.
Cancer
reef
might
be
able
to
add
more
into
that,
but
but
yeah,
I
don't
think
any
of
those
kind
of
bowls
facilities
were
closed
during
that
time,
because
it
is
an
important
offer
that
we
do
do
and
in
terms
of
obviously,
usually
across
the
piece
of
bowls
in
general.
G
It
depends
on
which
areas
and
which
are
kind
of
bowling
greens
that
are
utilized,
but
they
they
are
well
used
across
the
board,
but
obviously
there
might
be
certain
ones
which
are
a
bit
less
well
used
and
likes.
Obviously,
in
terms
of
bowls
offer,
we
do
have
an
indoor
facility
at
john
charles,
that
we
kind
of
deliver
on
as
well,
and
that
is
a
well
used
kind
of
area.
It
has
been
affected
by
covert
just
because
of
people
coming
indoors
and
once
that
kind
of
activity.
B
Yeah,
thank
you.
Steve
john
are
actually
coaching
john
charles,
so
you
can
actually
come
and
we
can
bowl
together
there.
It's
so
much
fun,
so
yeah
I'll.
Take
you
up
on
that
very
good.
Let's
do
it
right
steve.
We
did
agree
at
our
pre-meeting
with
members
and
they
are
very
happy
to
actually
have
a
site
visit
to
some
of
your
leisure
centers.
So
we're
going
to
leave
yourself
and
angela
to
discuss
in
terms
of
appropriate
dates
and
which
centers
we
would
be
looking
at.
B
You
know
it's
just
to
get
a
feel
and
understanding
of
all
the
different
facilities
that
we
have
in
the
city
so
that
at
least
when
you're
making
presentations
yeah,
we
have
a
visual
understanding
of
what
you
are
saying
to
us.
So
thank
you
for
agreeing
to
carry
out
that
site
visit
with
us
and
we
will
definitely
wait
and
get
the
dates
from
yourself
and
we
look
forward
to
attending.
B
A
Yeah,
thank
you
chair.
I
just
posted
in
the
chat,
actually
a
comment
which
picked
up
on
the
conversation
from
the
last
two
board
members
around
practical
and
financial
barriers,
because
I
do
think
it
is
a
it's
a
critical
issue
around
how
much
we
can
invest
in
supporting
and
removing
some
of
those
barriers.
A
For
example,
as
stephen
described
earlier,
when
we've
been
able
to
pull
down
the
prices
or
have
free
sessions,
so
I
think
that
we,
you
know,
that's
that's
not
where
we
are
at
the
moment,
but
I
think
it's
an
absolutely
critical
issue
for
us
to
think
about
how
how
do
we?
How
do
we
kind
of
keep
that
high
on
the
agenda?
A
How
do
we
understand
what
those
financial
barriers
are
in
order
for
all
communities
to
have
you
know
as
few
barriers
as
possible
to
accessing
physical
activity,
including
when
they're
referred
through
social
prescribing
schemes
such
as
gps
or
from
health
centers?
So
obviously,
resources
is
the
key
issue,
because
it's
down
to
the
service
providers,
mainly
ourselves
as
a
council,
to
be
able
to
do
that
so,
but
I
think
we
should.
A
There
may
be
other
creative
ways
we
we
want
to
look
at
that
issue,
so
I
I
just
very
much
support
that
conversation
and
council
rf's
comments
around.
We
have
to
keep
challenging
ourselves
around.
You
know
how
how
we
are
doing
everything
we
can
around
access
for
absolutely
everybody,
including
people.
You
know
where
the
cost
is
prohibitive
or
the
transport
to
get
there
is
is
a
problem.
So
I
just
really,
I
think
the
points
well
made
and
I
think
we
we
need
to
keep
looking
at
this.
B
Definitely
yeah.
We
will
definitely
keep
this
on
the
agenda
going
forward,
so
you
will
hear
hear
from
us
very
soon.
So
thank
you
very,
very
much
as
we
normally
do.
Can
we
give
a
virtual
thank
you
to
all
those
who
have
prepared
the
report
from
public
health
active
lifestyle?
Thank
you
so
much
for
all
you
do
and
please
continue
to
keep
up
the
good
work.
We
look
forward
to
hearing
from
you
on
the
dates
for
this
lovely
school
trip
that
I
can't
wait
to
get
onto.
So
thank
you
all
very
much.
A
A
The
board's
next
meeting,
that's
scheduled
for
15th
of
march.
There
will
be
a
summary
note
of
the
dentistry
working
group.
That'll
be
brought
back
to
that
march
meeting
for
formal
acknowledgement
and
ratification
by
the
full
board
in
relation
to
the
march
meeting.
There'll
also
be
an
additional
item.
H
A
A
A
B
Okay,
thank
you
very
much
and
angela
just
to
also
let
you
know
that
he
was
also
angela's
birthday
on
sunday.
So
can
we
give
her
a
virtual
happy
birthday,
just
like
we
did
to
councillor
verna
february?
Is
a
lovely
month
so
happy
birthday
and
to
others
who
are
february
born
and
have
not
told
us
happy
birthday
to
all
of
you
as
well.
So
thank
you
all
very,
very
much
thanks
for
your
patience
and
for
your
time,
our
next
scheduled
meeting
like
angela
has
just
said,
will
be
the
working
group
for
the
25th
of
february.
B
I
know
it
depends
on
people's
availability,
but
as
much
as
you
can,
please
try
and
join
us.
We
will
keep
you
for
so
long
on
that
one
and
that's
it
from
us
here.
It's
a
huge!
Thank
you.
Thank
you
for
being
very
good
members
today
and
for
all
your
contributions
and
officers
and
exec
members.
We're
truly
grateful
for
all
your
hard
work
truly
appreciated
have
a
lovely
afternoon.
Thank
you
thanks.
Everyone.