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From YouTube: Leeds City Council - Scrutiny Board (Adults, Health & Active Lifestyles) - 20 October 2020
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B
Thank
you.
I'd
like
to
welcome
everybody
to
today's
meeting
of
the
adults,
health
and
active
lifestyles,
scrutiny
board
and
I'm
helen
hayden,
I'm
council
for
temple
newsome
and
I
chair
this
scrutiny
board.
So
I'm
going
to
ask
board
members
to
introduce
themselves
and
now
now
I'll
start
normally
start
with
councillor
anderson,
but
she
has
sent
that
she
may
be
late
to
this
to
this
meeting,
so
I'll
introduce
her
when
she
when
she
gets
here
so
we'll
go
to
dr
john
beale.
Please.
B
B
Are
you
here,
is
she
here?
No,
she
was
also
counsellor
knight.
B
You
thank
you
very
much
everybody,
so
if
I
could
invite
spot
officers
and
those
speaking
to
of
introduce
themselves
when
it
will
come
to
the
items
that
would
that
be
lovely,
so
we'll
go
now
to
the
first
five
items.
Can
I
ask
harriet
if
you
would
talk
us
through
those
please.
A
Yes,
of
course
thank
you,
chair
under
agenda
item
number
one.
There
are
no
appeals
under
gender
item
number
two.
There
are
no
exclusions
to
the
public
today
under
agenda
item
number
three:
there
are
no
late
items
under
agenda
item
number
four.
Can
I
invite
board
members
to
declare
any
disclosable
your
interests?
Please,
okay,
I'll.
Take
that
as
none
thank
you
and
under
agenda
item
number.
A
Five
we've
received
notification
that
council
rick
bell
has
sent
his
apologies
and
councillor
brooks
is
here
today
as
substitute
and
as
you've
already
mentioned,
chair
councillor,
anderson
and
councillor.
Harrington
may
be
slightly.
E
B
Thank
you
very
much.
Thank
you
harriet
and
we
I
would
like.
Can
we
put
into
the
minutes
to
send
our
best
wishes
to
council
rick
bell
for
a
speedy
recovery
and
our
thanks
again
to
councillor
brooks
also
another
matter?
Can
the
board
agree
that,
should
I
have
technical
difficulties
that
councillor
trustwell
will
step
in
to
try
the
meeting
brilliant?
Thank
you
very
much
I'll.
Take
that
and
and
thank
you
to
cancer
being
on
standby,
okay.
B
So
moving
on
to
item
number
six,
the
minutes
of
the
meeting
of
the
fifth
16th
of
september
2020
so
can
I
have
them
approved
as
a
correct?
Yes,
chair
movement,
lovely!
Thank
you
very
much.
Any
matters
arising,
no
lovely.
Thank
you
very
much
right.
So
we'll
move
on
to
item
number
seven,
which
is
the
lead
adult
mental
health
services.
B
So
for
this
item
we
will
have
council
charwood
a
little
bit
later,
but
so
we
have
catharth
director
of
adults
in
health,
caroline
barrier,
deputy
director
integrated
commissioning
cash,
ahmed
head
of
commissioning
mental
health
and
learning
disabilities
for
leeds
caroline
townsend
senior,
commissioning
manager,
mental
health
lead
ccg,
sam,
prince
executive
director
of
operations,
leeds
community
healthcare,
nhs
trust
and
alison
kenyon
associate
director
leeds
and
your
partnership
foundation,
trust
and
naomi
lonegan,
director
of
operations,
north
yorkshire
and
york,
teas,
esque
and
weir
valley's
nhs
foundation.
B
Trust
I'd
like
to
welcome
you
all
here
today,
so
it's
I'm
thinking
is
it
you
is
it
cash?
Are
you
going
to
start
the
presentation
or
is
there
anybody
else
who
wants
to
introduce
it?
First
of
all,.
H
Yeah,
it
will
be
me
I'll
myself
and
alice
and
kenny
will
take
us
through
the
first.
H
Okay,
thank
you,
okay,
so
well,
while
that's
loading
up
so
just
want
to
just
first
of
all
thank
the
board
for
the
opportunity
to
talk
about
mental
health,
and
I
know
we've
got
a
number
of
items
today
and
we
felt
that
it
would
be
really
useful
just
to
have
a
quick
overview
of
some
of
the
some
of
the
challenges
that
we
have
in
mental
health
as
a
result
of
the
impact
of
corvid
and
pandemic
and
provide
an
overview
of
some
of
the
key
challenges,
but
also
what
the
work
is
happening
across
the
city
as
a
response
to
those
challenges
and
myself
as
a
as
the
commissioning
lead
and
also
alison
kenyon
as
the
operational
lead
within
leeds
and
york
partnership.
H
Trust
will
just
take
you
through
a
presentation.
I
appreciate
there's
lots
of
information
there,
so
we
want
to
obviously
open
up
and
have
more
more
questions
and
more
discussions.
So
we
will
try
to
go
through
this
as
a
high
level
and
not
go
through
each
bullet
point,
because
we'll
be
here
all
all
day,
so
we'll
we'll
try
to
be
succinct
at
high
level
and
then
we'll
we'll
take
some
questions.
H
So
next
slide
is
not
just
so
in
terms
of
impact
of
kobe
19
on
leeds
commissioned
mental
health
services.
I
think
at
the
very
beginning,
at
the
height
of
the
the
crisis
the
the
the
the
country
was
facing,
there
was
major
concerns
about
nhs
becoming
overwhelmed
and
it
was
a.
It
was
a
real
stressful
time
of
the
time.
H
However,
it
was
a
fantastic
response
across
the
city
across
all
mental
services
and
that's
just
not
just
statutory
services,
but
our
wontry
community
sector
to
adapt
services
and
and
adapt
services
and
actually
work
flexibly
to
manage
the
situation
in
terms
of
the
crisis
situation
we
were
facing,
in
particular
the
the
the
city
and
all
the
services
enacted,
their
their
individual
resilience
planning,
which
was
to
prioritize
inpatient
services,
crisis
and
community
services,
and
that
happened
right
across
the
board
across
all
all
services
and
face-to-face
offer
of
face-to-face
support
was
continued
to
be
offered
in
those
priority
areas
and
for
people
who
needed
face-to-face,
especially
in
the
in
the
first
phase
of
the
pandemic
and
and
also
services.
H
But
services
were
also
able
to
expand
and
scale
up
its
remote
support
using
digital
innovation.
Digital
platform,
so
that
was
a
really
fantastic
kind
of
response
from
all
mental
services
and
communities
in
its
broadest
sense.
In
terms
of
impact.
What
we
saw
was
at
the
very
beginning
of
the
of
the
at
the
kind
of
onset
of
kovid.
H
There
was
a
significant
reduction
of
of
referrals
and
demand
in
right
across
mental
health
services,
similar
similarly
to
what
happened
in
primary
care
and
also
in
the
general
acute
hospital
as
well.
So
there
was
a
reduction,
but
that
reduction
was
only
only
time
limited
and
what
we
have
seen
is
is
impact
or
demand
on
mental
services
has
begun
to
increase,
in
fact,
a
lot
of
the
services.
The
demand
has
been
increasing
ever
since
may
and
june,
and
so
that
that's
a
key
feature
of
this
presentation
is
that
demand
is
continue
to
increase.
H
H
Okay,
so
in
terms
of
the
national
picture,
there's
emerging
evidence
that
there
will
be
immense
impact
of
kobe
19
on
in
terms
of
uk
population,
around
mental
health
and
well-being
and
and
some
of
the
emerging
evidence
and
prediction
and
modeling
work
indicates.
H
Potentially
there
could
be
an
increase
with
the
surge
in
demand
estimated
at
around
to
25
percent.
So
as
a
as
a
system
as
a
system,
we
we've
got
to
plan
and
plan
in
a
joined
up
way
to
ensure
that
if
we,
if,
if
the
demand
does
increase
to
that
extent,
we've
got
to
have
mitigation
plans
to
respond
to
that
and
again,
a
bit
later
on,
we'll
talk
through
what
some
of
the
specific
plans
we've
got
in
place.
H
What
also
has
has
been
reported,
not
just
in
leeds
but
nationally
across
the
nationally
as
well,
is
that
there
are
some
specific
groups
that
have
have
reported
poorer
mental
health,
women,
young
adults,
those
people
with
existing
mental
conditions,
who
perhaps
you
know,
were
receiving
support
before
for
before
the
pandemic
and
because
of
social
distancing
are
having
to
cope
through
through
remote
support
as
well,
and
also
we're
seeing
people
with
lower
social
economic
background
and
also
people
having
employment,
their
employment
situation
changing
due
to
the
pandemic.
H
So
these
are
some
of
the
protected.
Some
of
the
groups
that
have
reported
part
of
mental
health
and
again
that's
a
challenge
for
the
system
going
forward.
Next
slide
just
want
to
really
briefly
talk
about
some
of
the
achievements
today.
So
at
the
very
beginning
of
of
this
crisis.
At
the
time
all
providers,
particularly
the
nhs
trust,
leisure,
new
york,
partnership,
trust,
as
well
as
adult
social
care
and
ccg,
came
together
to
look
at
how
we
can
expertise.
H
Additional
inpatient
discharges
so
really
be
proactive
around
discharge
and-
and
something
members
will
be
aware,
is
that
we've
that
have
discharges
can
be
really
really
challenging,
especially
with
complex
presentations.
So
one
of
the
things
one
of
the
key
achievements
we've
had
so
far
is
that
we've
been
able
to
develop
a
really
good
integrated
discharge
process
for
older
people,
as
well
as
for
people
with
working
age,
adults
and
and
and
that
work
has
has
enabled
a
really
good
three
pot
of
discharges.
H
In
addition
to
that,
what
we
also
did
is
as
a
ccg.
We,
we
also
increased
capacity
and
in
order
to
increase
capacity
around
step
down.
So
we
bought
some
purchased
again
more
provision
for
step
down
provision
in
the
community,
and
that
again
has
as
as
has
had
a
really
positive
impact.
H
Most
of
the
services
maintained
to
be
open.
They
continue
to
open
and
operate
and
offered
face-to-face
where
it
was
required
and
but
also
were
able
to
use
digital
options
to
provide
first
provider
remote
support
where
it's
required.
H
We've
also
got
so
many
examples
in
the
first
sector
how
how
the
third
sector
were
very
flexible
in
supporting
statutory
services
and
and
actually
work
collectively
in
in
sporting
people
who
needed
that
support.
So,
for
example,
we
had
on
working
very
closely
with
our
community
mental
health
teams
and
and
and
actually
offering
practical
support
on
the
ground,
and
we've
also
had
a
third
sector
really
mobilizing
and
working
with
local
care
partnerships
around
offering
and
providing
welfare
calls
and
really
coordinating
support
at
that
kind
of
locality
level.
H
There's
some
so
much
fantastic
work
has
happened
right
across
the
board
and-
and
the
other
thing
I
would
also
mention
here-
is
that
we
also
were
able
to
expedite
and
and
actually
develop
a
mental
health
support
line.
24
7
and
mental
support
lined
up.
We
already
had
plans
in
place,
but
we're
able
to
fast
track
that
work
as
well.
So
these
are
some
of
the
key
highlights
of
the
work
we
did
in
the
first
first
few
months
of
of
the
the
crisis
next
slide.
H
H
I
So
I'm
going
to
start
with
the
leads
mental
wellbeing
service,
which
you
will
be
aware
that
we
work
in
a
partnership
led
by
leeds
community
trust
around
delivering
what
was
previously
the
primary
care
mental
health
service
and
the
iap
service,
combined
and
and
so
just
to
share
some
information
around.
I
What's
happened
with
that
service
that
we
have
seen
referrals
increase
in
in
recent
months,
and
we
can
predict
that
that
is
more
or
less
as
a
response
to
the
pandemic
and
the
approach
that's
being
taken
on
the
iop
side
of
things,
and
some
may
want
to
say
a
little
bit
more
about
this.
Is
that
they've
taken
a
digital
first
approach
so
where
we
can
we'll
do
things
via
zoom
and
platforms
and
an
appointments
anywhere
platform
that
is
becoming
increasingly
popular
in
the
nhs
and
the
primary
care
element
of
this
service?
I
Has
increased
its
capacity
during
the
pandemic?
This
was
planned
past
the
planned
development
and
the
recruitment
phase
of
the
of
the
primary
care
mental
health
teams
and
and
now
every
primary
care
network
has
access
to
their
primary
care.
Mental
health
team
and,
as
you
can
see,
we've
seen
an
increase
in
referrals
to
those
teams,
as
the
services
now
fully
rolled
out
across
the
survey
across
the
city
next
slide.
Please.
I
So,
with
regard
to
the
acute
adult
inpatient
services
within
leads
in
your
partnership,
trust
me
mainly
based
at
the
beckling
center
with
one
well
a
couple
awards
down
at
the
newsome
center.
Initially,
we
saw
referrals
into
crisis
services
reduce.
However,
what
we
you
will
see
from
this
is
in
the
main
our
bed.
Occupancy
has
remained
the
same.
Where
you
see
it.
I
Dip
is
because,
in
order
to
comply
with
the
guidance
that
was
being
issued
around
covad,
we
were
asked
to
create
what
we
called
cohorting
spaces,
so
groups
of
of
beds
that
we
could
place
any
positive
service
users
with
covaid
in
these
areas
in
order
to
be
able
to
isolate
them
and
protect
staff
and
other
other
patients
and
service
users
and
from
further
infection,
and
we
in
order
to
do
this,
we
had
to
close
some
beds
and
to
create
the
space
and
this
accounts
for
the
dip
in
the
admissions.
I
So,
where
you
see
the
red
dots
on
the
graph,
however,
when
you
see
the
next
slide,
you'll
see
that
our
out
of
area
placements
actually
increased
during
this
time,
so
the
demand
for
beds
remain
the
same,
and
so,
if
you
could
move
on
to
the
next
side,
please.
I
And
this
is
the
slide
I
was
talking
about,
so
you
can
see
in
the
graph,
on
the
right
hand,
side
that
the
increase
in
demand,
particularly
around
july
for
out
of
area
placements,
was
some
of
the
highest.
It's
been
in
the
last
number
of
years
within
leads
in
your
partnership
foundation,
trust
and,
unfortunately,
we
had
up
to
30
people
at
one
time
placed
out
of
area
which
is
not
an
ideal
situation
to
be
in.
I
However,
as
the
rate
of
infection
reduced,
we
returned
those
in
beds
to
their
normal
use,
and
we
have
seen
that
we've
reduced
the
out
of
area
placements
significantly
and,
as
I
speak
to
you
today,
we
currently
have
12
people
placed
out
of
area,
and
that
includes
for
psychiatric
intensive
care
units,
as
well
as
for
acute
inpatient.
I
We
have
seen
our
delayed
transfers
of
care
increase
during
this
time.
Sadly-
and
part
of
this
is
due
to
some
of
the
delays
in
pulling
care
packages
together
and
in
awaiting
specialist
placements
and
the
these
have
been
impacted
on
by
the
pandemic
next
slide,
please.
I
The
point
I
wanted
to
bring
to
your
attention
on
this
slide
is
not
necessarily
the
rates
of
detention
which,
surprisingly
to
us,
it
have
improved
over
this
time,
but
is
to
the
to
the
first
paragraph
now.
Unfortunately,
because
we
moved
to
a
new
clinical
information
system
in
april,
we've
not
been
able
to
get
comparable
data
from
our
previous
system
in
relation
to
this.
But
we
are
aware
that
during
the
last
six
months,
38
percent
of
our
admissions
have
had
no
previous
contact
with
mental
health
services,
which
is
quite
surprising.
I
We
normally
have
a
much
higher
percentage
of
people
who
are
known
to
services
in
our
inpatient
beds.
So
this
leads
us
to
think
about
the
infrastructure
in
the
community
and
support
structures
that
people
had
that
haven't
been
there.
During
this
time,
we've
also
seen
an
increase
in
people
who
have
previously
been
very
well
and
stable
with
their
mental
illness
and
have
managed
it
with
the
help
of
their
gp
or
community
support
services
that
have
had
no
contact
with
us
for
up
within
secondary
care.
I
Mental
health
services
for
over
12
months
and
we've
seen
a
significant
rise
in
people
relapsing
and
requiring
an
admission
we
have
found.
The
acuity
of
our
admissions
has
increased
significantly
during
the
pandemic
and
again
this
leads
us
to
think
about
the
infrastructure
in
the
community
next
slide.
Please.
I
Initially,
as
cash
alluded
to,
our
referrals
into
services
decreased,
and
you
can
see
in
the
graph
here
on
the
right
hand,
side
the
number
of
referrals
into
the
crisis
team.
So
chris
stands
for
crisis
resolution
and
intensive
support
services,
which
is
the
reconfigured
crisis
service
that
I
believe
came
to
scrutiny,
probably
last
year
or
maybe
even
two
years
ago.
Now,
so
what
we
have
then
seen
is
once
we
started
to,
I
think,
raised
the
profile
that
mental
health
services
were
still
very
much
open
and
there
to
support
people.
I
We've
seen
an
influx
of
referrals
and
we've
seen
an
in
a
large
increase,
as
you
can
see
in
the
numbers
of
people
requiring
support
during
a
crisis,
and,
as
you
can
see
with
that
graph
on
the
right
hand,
side-
and
you
can
see
that
we've
had
significantly
more
referrals
during
the
last
few
months
than
we've
ever
had
into
the
crisis
service.
We
showed
data
back
to
october,
9,
2019
and
next
slide,
please.
I
So
we
also,
as
you
have
an
acute
liaison
team
in
the
emergency
department,
at
with
leads
teaching,
hospitals
and
they've,
been
very
busy
during
this
time.
Again,
there
was
a
drop
off.
Initially
we
supported
the
team
by
ltht
by
moving
out
of
the
emergency
department
and
recreating
space
for
the
liaison
team
in
the
becklin
center.
I
We
have
seen
that
this
has
led
to
it
being
more
challenging
for
us
to
achieve
our
one-hour
target
and
I've
seen
people
within
one
hour
of
referral,
and
we
are
encouraging,
as
many
service
users
as
possible
to
come
over
to
the
becklin
center
to
be
seen
rather
than
taking
the
space
in
the
a
e
department
which
allows
them
and
for
safer
practice
and
and
cohorting
spaces
into
hot
zones
within
within
the
a
e
departments.
I
And
but
we
continue
to
work
very
closely
with
ltht
to
ensure
that
we're
able
to
support
them
and,
as
they
have
recently
seen,
an
increase
in
the
number
of
people
with
mental
illness
admitted
to
acute
beds.
So
we
are
making
sure
that
we
are
receiving
referrals
for
each
of
those
individuals
and
providing
the
supporting
as
necessary
and
next
slide.
Please.
I
We
have
seen
in
our
community
services,
initially
the
drop-off
in
referrals.
But
again,
as
you
can
see,
those
levels
of
referrals
are
now
returning
to
previous
levels,
and
I
think
the
the
point
on
this
slide
to
point
out
is
that
we
have
done
some
amazing
work
with
touchstone
community
support
team
where
they've
supported
us
and
helped
us
in
providing
support
to
what
we
call
our
sum
amber
service
users.
I
So
these
are
people
who
are
still
quite
high
risk
and
need
quite
a
lot
of
support,
but
it's
enabled
us
to
manage
and
keep
those
individuals
safely
at
home
with
an
appropriate
level
of
support,
the
speed
of
which
we
were
able
to
come
together
and
develop
and
implement.
This
service
has
been
phenomenal,
and
I'd
really
like
to
thank
the
work
that
touchstone
have
done
in
supporting
us
to
achieve
this,
and
it
is
now
an
embedded
way
of
working
and
one
that
we
would
want
to
retain
in
the
future.
I
We
have
increased
in
a
lot
of
our
services,
the
digital
offer
and,
as
cash
has
pointed
out
and
offering
face-to-face
interventions
where
people
don't
have
access
or
where
it's
clinically
appropriate
to
see
them
face
to
face.
We've
done
a
lot
of
work
over
the
telephone
and
again
using
video
conferencing.
H
Okay,
so
just
a
couple
of
few
more
slides
here,
which
is
one
specifically
want
to
mention
third
sector
and
the
role
of
third
sector.
I
think
lisa's
been
really
fortunate.
H
We've
all
we've,
in
particular
around
mental
health
we've
had
a
very
diverse
and
quite
enriched
kind
of
offer,
from
third
sector,
with
a
range
of
providers
that
offer
crisis,
support,
accommodation,
support
services,
employment
for
and
peer
support
services
and
again
those
services
have
played
a
significant
role
in
in
the
overall
response
to
to
the
crisis
that
we
we
have
been
facing
and
the
challenges
posed
by
covert
19..
I
want
to
specifically
just
mention
again
more:
a
lot
of
the
services
have
been
able
to
develop
digital
offer.
H
A
lot
of
the
third
sector
perhaps
didn't
have
the
infrastructure
and
or
some
did
some
some
some
of
the
infrastructure
was
underdeveloped
and
again
when,
as
a
system,
we've
been
able
to
support
some
of
those
requests
and
actually
offer,
and
so
and
in
fact
actually
some
of
the
providers
will
say
that
they've
been
able
to
reach
all
the
other
other
groups
that
they
would
probably
not
otherwise
be
able
to
do
without
the
digital
infrastructure
so
or
the
digital
option.
So
that's
been
really
fantastic
and
then
also
just
some
also.
H
All
of
the
services
are
currently
looking
at
how
they
can
offer
face
to
face,
but
within
the
social
distancing
guidance,
and
that
is
really
challenging,
because
space
and
estates
are
quite
limited
and
and
it's
really
complex.
Having
said
that,
we've
had,
for
example,
dial
house
have
been
offering
coordinated
opening
times
to
access
face-to-face
where
it's
required.
H
So
that's
been
really
good
as
well,
and
just
overall,
the
the
overall,
the
there
is
more
work
happening
across
the
system,
but
also
with
third
sector
partners,
to
look
at
how
we
continue
to
reset
services
as
part
of
the
first
three
of
of
this
crisis.
Just
next
slide
again,
I
think
there's
been
significant
work
happening
with
sport
living
and
care
homes.
There's
constant
communication
with
pro,
with
all
of
the
providers
ongoing
regular
communication
through
our
adult
social
care,
colleagues
around
care
homes
and
any
any
support
they
need.
H
That's
been
communicated
and,
I
have
to
say
care
homes
and
support.
Living
providers
have
done
fantastic
work
around
supporting
discharges.
So
the
work
that
I
mentioned
earlier
on
those
discharges
would
never
not
be
possible
without
the
the
commitment
from
our
our
care
homes
and
support
and
living
providers,
and
we
continue
to
work
with
them.
We
continue
to
look
at
what
the
pressures
are
in
that
sector
and
how
best
to
support
those
individual
providers,
and
so
that's
that's-
that's
been
really
good.
H
We
recognize
that
during
these
current
times,
we
recognize
that
the
impact
on
carers
has
been
significant
and
more
pressure
on
carers,
around
caring
needs
and
so
on,
especially
where
services
have
have
had
no
choice.
But
to
close,
we
also
recognize
that
the
you
know
there's
been
also
an
inc.
You
know
more
challenges
for
carriers
on
loneliness
and
isolation.
H
However,
there
are
a
lot
there
is
more
work
happening
in
particular
carer
leads.
I
continue
to
keep
in
touch
with
carers,
providing
one-to-one
support
through
a
range
of
different
forms
and
means
whether
that's
telephone
email
and
another
digital
platforms,
and
also
preventing
support,
is
continuing
as
well
in
terms
of
carers.
H
Support
we've
also,
there's
also
launching
of
a
new
digital
inclusion
of,
inter
support
for
carer's
grant
scheme
which
again
aims
to
mitigate
loneliness
and
isolation
and
and
during
this
winter,
as
well,
which
has
been
administered
by
carers,
leads
so
again,
there's
more
work
happening
around
our
carers,
who
do
an
absolute
fantastic
work
on
a
day-to-day
basis.
H
Next
slide
just
want
to
highlight
really
quickly
as
part
of
our
response
to
mental
health
response.
We,
what
we've
done
is
set
up
a
a
quite
a
small,
simple
governance
structure,
just
to
ensure
that
we
have
oversight
of
of
how
the
overall
mental
health
system
is
coping
with
the
pressures
and
the
impact
of
corvid,
and
we
have
a
number
of
subgroups
that
actually
meet
as
a
system.
Collectively
we
meet
on
the
other
call
looking
at
what
the
what?
H
What
can
we
do
more
around
prevention,
what's
happening
in
our
acute
and
crisis
pathways,
and
also
around
older
people
and
dementia
subgroups.
So
we
have
these
constant,
regular
conversations
on
a
fortnightly
basis,
making
sure
that
operationally,
but
also
as
commissioners,
ensuring
that
we
are
doing
everything
that
is
possible
to
support
the
pressures
that
we
have
got
in
the
system
and
then
also
we
have
a
set
up,
an
oversight
group
where,
if
we
do
need
to
escalate-
and
we
do
need
to
make
quick
decisions,
we
can
escalate
and
actually
have
those
cr.
H
Okay,
this
one
is
just
really
about
the
next
steps
and
there's
a
lot
more
work.
We
need
to
do
with
the
system,
so
we
continue
to
look
at
forecasting
for
demand
and
capacity
and
really
really
get
a
much
clearer
picture
around.
What
the
demand
capacity
might
look
like
over
the
you
know,
we've
already
seen
a
10
11
increase
of
of
pressure
in
most
of
the
services,
including
our
mental
health
act
assessments
are
increasing.
H
So
again
we
have
got
a
number
of
work.
We've
got
workshops
planned
with
all
the
providers
to
look
at
how
we
collectively
understand
our
demand
and
capacity
pressures.
We
continue
to
look
at
reducing
pressures
on
inpatient
crisis
services.
I
often
call
we
look
at
all
of
our.
How
can
we
prevent
reduce
and
delay
people
needing
crisis
and
and
and
inpatient
services,
so
looking
at
all
of
our
preventative
and
hospital
avoidance
schemes
and
making
sure
that
they
are
fully
optimal?
Also
within
the
within
the
current
guidelines
and
ensuring
that
that
work
continues?
H
We
also
want
to
as
a
system
we
continue
to
work
with.
Our
third
sector
are
helping
us
to
understand
specific
communities
around
health
inequalities
and
ensuring
that
there
are
tailored
responses
to
specific
localities
as
well.
So
there's
a
lot
of
work
happening
in
terms
of
our
reset
and
stabilization
priorities.
I
won't
go
through
all
of
those,
but
you
can
see.
There's
there's
a
lot
happening
at
the
moment
in
terms
of
that
reset
work.
Just
next
slide.
H
Again
alison,
do
you
want
to
just
very
briefly
cover
the
next
two
which
are
more
related
around
winter
planning
and.
I
Yes,
I
will
do
remember
to
take
myself
off
mute,
so
in
order
to
ensure
we're
ready
for
the
winter
and
to
support
the
system.
With
the
available
capacity,
we've
looked
at,
adding
in
some
additional
capacity
into
the
intensive
home
treatment
team
for
older
adults
and
around
working
across
the
the
ics
across
west
yorkshire
and
harrogate
to
look
at
how
we
might
increase
additional
bed
capacity,
particularly
when
we
have
outbreaks
of
covid
within
our
impatient
wards.
I
So
as
an
example,
we
recently
had
an
outbreak
within
one
of
the
leads
wards,
and
I
know
bradford
at
the
moment
has
an
outbreak
and
we
need
to
reduce
admissions
into
areas
and
stop
admissions
into
the
affected
areas
in
those
situations.
So
we
are
looking
at
how
we
might
work
with
the
independent
sector
and
develop
proposals
to
work
more
jointly
with
our
west
yorkshire.
Colleagues,
over
the
winter
period,
we've
targeted
additional
support
into
crisis
and
the
liaison
psychiatry
service
to
support
the
emergency
department
at
ltht.
I
H
Yeah,
I
can.
I
think
this
is
the
final
slide,
so
I
can
I'm
happy
to
wrap
up
now.
So
again,
you
know
what
we've
got.
We've
got
plans
in
place
later
this
month,
which
is
to
have
a
community
system
planning
workshop
to
look
at
all
of
our
capacity
and
and
actually
do
some
scenario
based
planning.
So
what
hap?
What
do
we
do
as
a
system
as
a
city?
H
If
scenario,
if
you
know
with
based
on
different
scenarios,
so
making
sure
that
we've
got
all
plans
in
place
operationally,
but
also
from
a
commission
point
of
view,
continue
to
use
all
the
resources
and
expertise
that
we
have
in
the
systems
around
intelligence
around
modeling
and
inform
demand
and
capacity,
which
is
very
difficult
and
challenging
to
do
in
in
normal
circumstances.
But
with
the
current
circumstances,
it
can
be
very
complicated.
H
So
we've
got
to
look
at
different,
different
kind
of
scenarios
that
might
that
may
play
out
over
the
next
six
months
again.
Also,
as
allison
mentioned,
we've
we're
specifically
also
looking
not
just
at
the
demand
around
corvid,
but
also
the
demand,
we're
gonna
likely
to
see
during
winter.
I
know
and
you
and
try
to
triangulate
that
information.
H
We
continue
to
work
with
our
third
sector
partners
around
in
terms
of
how
we
can
mobilize
and
respond
more
effectively
over
the
next
six
months,
and
the
final
point
I
would
also
mention
is
that
between
ccd
and
local
authority,
adult
social
care
teams,
we
we've
got
a
program
of
work
around
developing
support,
supported
accommodations
about
living
provision
in
the
city
for
people
with
complex
needs,
and
we've
got
70
plus
units
of
accommodation
planned
for
the
next
six
months,
which
is
again
will
play
a
huge
role
in
in
that
flow
in
and
out
of
of
of
the
health
and
care
system.
H
I
think
that's
the
last
slide.
Angela
will
confirm
okay,
so
thank
you
happy
to
to
take
any
questions.
B
Thank
you
very
much,
but
to
both
cash
and
allison
and
the
sheer
amount
of
work
that
has
happened
over
the
last
six
months.
The
iap
recommission,
which
you've
been
quite
a
few
times,
just
want
to
say
publicly
that
it
was
a
really
innovative
and
well
thought
out
piece
of
commissioning
and
the
work
with
the
third
sector
with
partners
in
the
nhs
was
just
exemplary,
as
was
the
consultation
it
was
done
early.
B
It
was
done
widely
and,
and
I'd
like
to
you
know
thank
cash
and
all
the
team,
for
you
know
a
brilliant
piece
of
work,
and
it
was
really
timely
because
you
were
up
and
running
with
partners
when
we
were
hit
by
a
global
pandemic
which
nobody
was
expecting
and,
and
it's
already
gone
digital
in
terms
of
the
services
you
offered
online.
B
That
was
really
insightful.
Can
I
invite
caroline
barrier
and
sam
prince
if
you
wanted
to
make
any
comments
on
on
that
on
the
report
and
naomi
as
well
following
on?
If
you
want
to
make
any
comments
on
the
working
weather
bay?
So
caroline,
would
you
like
to
say
anything?
First.
E
Thank
you
very
much
councillor
hayden
I'd
just
like
to
say
that
we're
starting
the
progression
at
full
force
in
relation
to
the
adults,
all
agent,
sorry,
the
all-age
mental
health
strategy.
We've
got
clear
governance
processes
to
do
so
now,
as
is
outlined
in
the
report
that
was
submitted.
E
One
of
the
reports
that
was
submitted
and
we've
got
a
process
whereby
we've
got
a
cd
responsible
owners
for
each
of
the
eight
priorities
who
are
pulling
together
the
work
to
ensure
that
we
meet
the
the
requirements
set
out
and
identified
in
the
strategy
and
to
keep
an
overview
of
its
implementation.
E
That
will
then
report
to
the
mental
health
partnership
board,
which
is
a
board
with
a
wide
range
of
stakeholders
and
service
user
and
carer
representation
as
well
to
ensure
that
we
are
absolutely
keeping
on
track
and
informing
of
the
progress
we're
making
and
ultimately
that
reports
to
the
health
and
wellbeing
board.
So
I
just
wanted
to
to
add
that
point
really.
Thank.
A
A
That's
both
lch,
but
all
our
partners
as
well
in
the
way
they
embrace
the
move
to
a
digital,
first
approach
to
the
service,
and
so,
whilst
we
had
a
concerning
dip
in
referrals
at
the
beginning
of
the
pandemic,
I'm
pleased
to
see
that
that's
recovered
now
and
in
fact,
we're
seeing
far
more
patients
than
we
were,
and
so
so
that's
great
and
the
this
short
dip
in
referrals
gave
us
an
opportunity
to
really
review
what
we
were
doing
and
again,
please
to
say
that,
whereas
at
the
start
we
had
up
to
an
eight
week,
wait
for
access
to
service
it's
now
a
week,
so
we've
been
able
to
do
some
of
that
and
developmental
work.
A
So
you
know
sometimes
you
get
opportunities
when
crises
come
along
to
to
do
things
differently,
so
I
think
a
a
challenging
year
ahead.
I'm
hoping
that
we're
going
to
be
able
to
maintain
the
increase
in
the
numbers
of
people
accessing
the
service
and
will
continue
to
innovate.
B
Done
with
with
touchstone,
I
mean
yeah,
there's
nothing
like
crisis
to,
but
that
just
showed
the
strength
of
relationships
and
the
strength
of
the
partnership
and
how
innovative
you
know
you
all.
The
whole
team
is
across
leeds
in
terms
of
stepping
up
really
quickly
and
getting
things
done
really
well.
Can
I
bring
in
councillor
charwood
and
before
we
go
to
naomi,
to
see
if
you've
got
anything
to
add,
welcome
council
charwood.
Thank
you.
A
Thank
you
chair.
Thank
you,
cancer.
Hayden,
sorry.
I
was
a
bit
late,
we're
dealing
with
some
nhs
west
yorkshire
wide
issues,
obviously
at
the
moment,
so
I
had
to
share
a
panel
there
and
I
just
wanted
to
very
quickly
add
a
bit
to
the
strategy
stuff
about
just
so
members
are
aware.
A
We
and
I'm
sure
you
are
but
just
worth
reiterating-
that
the
mental
health
strategy
has
been
something
which
we've
led
on
from
the
health
wellbeing
board
and
in
my
role
as
exec
member,
I've
really
pushed
as
obviously
I'm
the
mental
health
champion
as
well.
So
really
pushed
for
this
one
approach
across
the
whole
partnership.
A
You
know
we
have
got
a
good
partnership,
but
I
think
mental
health
is
one
of
those
things
which
hasn't
has
been
in
historically
quite
bitty
here
and
there,
and
we
wanted
to
really
really
pull
that
together,
so
that
if
you
need
mental
health
support
wherever
you
are
in
that
continuum,
you
get
a
sort
of
see,
hopefully,
a
seamless
transition
between
different
sorts
of
services
from
the
community
sector
right
up
to
acute
and
back
again,
and
also
you
might
get
support
from
your
friends
and
family
in
an
asset-based
community
development
sort
of
way
as
well,
and
that
we
really
pull
that
partnership
together
for
people
with
mental
health
difficulties.
A
B
Thank
you,
it's
good.
It
is
going
to
be
really
challenging
and
I
think
what
this
pandemic
has
shown
and
the
lockdown
is
that
people
who
were
managing
and
were
doing
okay
yeah,
it's
very
challenging
for
everybody.
B
If
you
know
everybody
suffered
in
in
certain
ways
over
the
last
six
months,
and
and
you
know
if
you
could
pass
on
to
the
all
the
staff,
because
they
will
have
suffered
as
well
during
this
pandemic-
and
you
know,
but
they
were
there
for
other
other
people
to
help
so
that
that's
incredibly
incredibly
good.
Can
I
welcome
naomi
lonegan,
who
is
from
the
tease
and
s
valley
who
who
basically
look
after?
Can
adult
mental
health
services
in
weatherby
in
that
part
of
the
leads?
B
And
so
would
you
like
to
add,
say
anything
about
your
part
report
on
the
work
done
in
weatherby.
Thank.
D
You
thank
you,
so
I'm
naomi
lona
gunfield
haven't
seen
me
before.
I'm
director
of
operations
in
north
yorkshire,
new
york,
the
tease,
esque
and
wheel
valley
and
really
the
report
is
a
summary
progress,
update
on
the
transformation
of
services
for
harrogate
and
weatherby
that
we
came
and
reported
on
in
january
earlier
this
year.
D
I
think
the
first
thing,
I'd
want
to
say
is
just
reflections
of
the
presentation
from
leeds
the
themes
around
pressures
on
urgent
care,
admissions,
acuity
and
so
on,
and
something
that
we
have
also
seen
and
recognized
across
teas
eskimo
valley,
but
in
particular
I
suppose,
in
relation
to
the
transformation.
The
report
just
summarizes
and
highlights
that,
despite
the
pandemic,
we
were
able
to
complete
the
building
of
a
new
hospital,
and
actually
we
were
able
to
bring
that
forward,
which
was
a
real
risk
to
us
at
that
time.
D
In
the
middle
of
a
national
lockdown,
we
thought
it
would
get
to
a
certain
point
and
supply
chains
and
contractors
would
be
so
effective.
We
couldn't
do
that
so
full
credit
to
all
the
staff
and
our
partners
in
delivering
that
we've
been
able
to
implement
some
of
the
community
changes
despite
the
pandemic
and
in
older
peoples.
D
I
suppose
I
would
draw
attention
to
the
fact
that
we've
reorganized
the
community
teams
around
gps
and
primary
care,
which
again,
I
think,
is
a
strength
in
the
current
situation
that
we're
in
and
in
adults
we've
been
able
to
recruit
to
the
post,
to
strengthen
our
crisis
response
and
in
relation
to
corvid
itself,
we
have
created
a
knowledge,
24
7,
free
foreign
helpline,
for
the
whole
area,
which
has
been
very
well
utilized
at
the
moment,
so
there's
been
some
key
strengthening
and
outside
of
the
transformation
it's
not
referred
to
in
the
report,
but
actually
acute
hospital
ears.
D
Services
were
also
invested
in
and
heavily
strengthened
earlier
this
year,
just
before
covert
hit.
So
that's
really
positive
for
all
of
our
populations
that
require
our
services
in
terms
of
inpatient
admissions
concerns
from
the
engagement
public
concerns.
Our
own
engagement
particularly
focused
on
older
people
with
organic
needs
and
then
receiving
inpatient
ambitions.
D
We
have
had
long
numbers
of
admissions
from
the
weatherby
population,
which
is
which
is
positive,
but
we
did
have
an
impact
from
the
cohorting
that
leeds
colleagues
have
also
described
and
explained
so
on
admission.
D
Older
people
did
need
to
be
admitted
to
a
ward
in
crosslane
hospital
and
so
that
we
could
manage
that
safely
and
effectively,
but
we're
currently
in
the
middle
of
works
so
that
all
patients
admitted
from
the
harrogate
and
weatherbieri
would
go
to
their
homewood
straight
away,
regardless
of
the
cohort
and
and
we're
also
looking
to
increase
our
capacity
for
curvy
positive
patients
across
the
patch
as
well.
D
B
B
Thank
you
very
much,
naomi
that
was
it's
and
to
get
a
hospital
over
up
and
running
in
a
national
lockdown
in
the
middle
of
a
global
pandemic
was
quite
an
achievement.
So
well
done
so
I'll.
Go
to
questions
now
and
I'll
start
with
councillor
brooks.
Thank
you
very
much,
and
then
I've
got
dr
beale
councillor
lay
and
trustwell.
B
D
Thank
you
chair.
It's
it's
regarding
more
more
than
the
the
sort
of
service
side
of
things
it's
it's
regarding
the
people
presenting
in
the
first
place,
so
I
sit
on
the
light
and
lead
student,
medical
practice
lcp,
and
we
we
saw
some
more
recent
data
and
it's
it's
showing
that
there
isn't
the
expected
increase
in
people
presenting
with
mental
health
problems.
D
So
I'm
just
wondering
what
what's
being
done
to
reach
out
to
those
people
that
might
need
that
support,
because
yeah
I
was.
I
was
quite
concerned
to
see
that,
because
you'd
expect
with
that
those
two
sort
of
demographics,
that
there
would
be
an
increase.
Thank
you.
B
Thank
you.
I
don't
know
who
wants
to
and
and
mob
about
the
fact
that
people
might
not
be
coming
forward.
Who
should
be
doing?
I
don't
know
who
wants
to
take.
H
It
I
can,
I
can
respond
to
that.
Thank
you,
cash.
Okay,
so
I
think
the
possible
factors
of
the
there
has
been
the
demand
from
the
on
the
leads
to
the
medical
practice
has
has
reduced
and
possible
factors
are
because
people
were
at
the
beginning
of
the
pandemic.
The
people
were
either
at
home
or
they
were
thought
there
was
a
social
distancing
criteria
was
much
more
stricter.
I
think
you
know
so
it
depends.
Very
much
depends
on
the
the
period
of
the
of
the
of
the
data
that
you're.
H
There
was
an
overall
reduction
in
demand
on
primary
care
and
also
secondary
care
services
at
the
at
the
beginning
of
in
the
first
few
months
of
the
pandemic.
When,
overall,
I
think
what
we're
now
seeing
is
an
increase
in
terms
of
what
we've
got
in
plans
is
that
the
universities
have
specific
mental
health
support
services
in
place
that
they've,
commissioned
and
developed
themselves
as
a
university
would
do,
but
also
they
have
close
working
arrangements
with
lead
student,
medical
practice
as
well
as
working
with
community
mental
teams.
H
So,
and-
and
so
there
are,
there
are
arrangements
in
place
in
addition
to
that,
when
we've
commissioned
the
new
primary
care,
mental
health
service,
the
lee's
mental
well-being,
service,
we've
also
got
mental
health,
primary
care,
mental
health
practitioners
effectively
nurse
mentored
nurses
in
co-located
and
part
of
the
the
student
student
medical
practice
as
well.
So
there
are
range
of
offers
either
through
then
through
the
primary
care,
but
also
there
are
also
offers
of
supports
through
through
through
the
university
but
again
what
we've.
H
What
we
have
to
do
is
keep
a
close
eye
on
on
the
demand
and
and
see
how
we
can
respond
to
that
going
forward.
B
A
I
definitely
very
much
what
cash
said,
but
I
think
there's
also
the
increase
that
was
seen
in
self
referrals
and
and
people
going
straight
through
into
leads
mental
wellbeing
service.
And
so
I
think
we
need
to
look
at
it
in
the
round.
But
you
quite
rightly
to
keep
a
careful
eye
on.
Are
there
any
groups
that
aren't
accessing
the
service
and
look
at
what
actions
we
can
take
to
bring
them
in.
I
I
How
can
we
encourage
people
who
are
experiencing
problems
to
come
forward
sooner
rather
than
leave
it,
and
this
is
certainly
something
we've
experienced,
as
I
showed
you
in
the
days
from
ly,
pft
that
people
are
coming
forward
very
late
in
their
presentation
and
often
requiring
admission,
then
so,
if
we
can
encourage
people
to
come
forward
sooner,
there's
an
awful
lot
of
help
and
support
that
is
available
to
people
so
through
that
reset
group
and
what
that's
being
led
by
caroline
townsend.
I
We
are
looking
at
working
with
our
communication,
colleagues
and
media
campaigns
and
and
other
opportunities
where
we
can
raise
the
profile
about
seeking
help
sooner
so
I'm
I
don't
know,
if
caroline
wanted
to
kind
of
make
a
comment
on
that.
But
I
am
aware
that
we're
participating
in
that
work
across
all
of
the
organizations.
A
Yeah
I
mean
allison's
covered
much
of
what
I
was
was
just
going
to
pick
up,
but
yeah,
just
to
add
that
that
is,
and
certainly
something
that
we're
looking
at
as
part
of
like
the
comms
work
stream,
that
we've
got
on
ongoing
and
also
a
sort
of
linked
prevention,
work
stream
in
terms
of
making
sure
that
people
do
come
forward
for
help
or
or
get
that
early
support
when
they
need
to.
So
in
the
slides
that
were
presented.
A
I
think
there
was
a
reference
there
to
the
fact
that
we
want
to
do
a
quite
focused
comms
campaign
around
winter
well-being,
where
we'd
hoped
to
pick
up
some
of
this,
including
a
focus
on
what
people
can
do
for
themselves
to
to
to
look
after
their
own
mental
health
and
and
well-being,
but
also
reiterating
that
the
services
and
support
are
there
for
people
who
need
them.
A
B
You
councillor
brooks.
That
was
a
really
good
question.
Thank
you.
Would
you
like
to
come
back
at
all.
D
Yeah,
I
know
the
later
answers
were
a
bit
more
generalized
but
yeah
like
I
was
asking
about
the
lead
student,
medical
practice
and
also
the
light
so
and
obviously
those
two
those
who
the
those
two
surgeries
have
very,
very,
very
different
demographics.
D
So
so,
in
the
light,
there's
almost
50
percent
of
people
from
a
bain
background.
So
I
was
concerned
that
perhaps
people
from
a
bain
background
excuse
me
for
lumping
them
all
together.
It's
just
the
date
that
I
was
given
and
so
yeah
concern
that
the
people
from
the
sort
of
being
back
background,
don't
are
less
likely
to
to
present
with
mental
health
issues.
So
yeah
israel
is
there
anything
that's
being
done
around
that,
or
is
that
just
coming
into
the
comms.
B
I
don't
know
if
anybody
can
answer,
caroline
did
you
want
to
come
in
or
whether
we
could
have
ask
colleagues
to
have
a
look
at
that
data
in
particular
and
and
get
back
to
get
back
to
us
later,
but
caroline
and
then
cash.
I
think
you've
indicated
that
yeah.
A
I'm
happy
to
to
have
a
look
at
the
data
being
mentioned,
but
just
to
say
that
looking
at
inequalities
is
a
a
key
area
for
a
number
of
our
work
streams
which
we're
looking
at
including
the
comms
but
but
wider.
Although
yeah,
I
think
it's
fair
to
say,
there's,
there's
more
work
to
do
about
that.
A
Something
else
just
just
may
be
worth
being
aware
of
as
well
is
that
we
do
have
a
regular
and
student
mental
health
forum
that
meets
regularly
with
representation
from
lead
student,
medical
practice
and
the
lights,
but
also
the
university
mental
well-being
teams
so
yeah.
We
have
been
having
that
regular
conversation
with
them
about.
A
You
know
what
what's
happening,
what
we
can
continue
to
do
around
the
student
population,
but
also,
I
suppose,
with
that
representation
of
two
practices
there,
then
feeding
in
what
the
issues
are
from
their
point
of
view.
I
hope
that
helps.
H
Yeah,
just
just
finally
just
to
say
that
I
think
in
terms
of
being
communities,
we
recognize
as
a
system
as
a
society
that
there
are
specific
inequalities
and
disparities
relating
to
some
of
the
beam
groups
and
especially
in
in
the
context
of
access
to
mental
health
services
and
as
a
result
of
that
and
the
feedback
that
we
received
through
the
engagement
that
we
undertook
to
formulate
and
develop
our
new
mental
strategy.
H
I
think
one
of
the
keys
one
of
the
key
priorities
is
around
improving
outcomes
and
access
for
beam
groups
from
around
mental
health
services.
So
there
is
a
work
stream
that
is
being
developed
and
there
will
be
a
clear
delivery
plan,
a
multi-agency
delivery
plan
to
look
at
the
specific
gaps
and
and
the
data
to
help
us
to
ensure
that
we
have
got
an
overall
plan
to
respond
to
those
some
of
those
challenges.
Around
diverse
groups,
as
as
councillor
brooke
has
mentioned.
H
So
there
will
be
a
a
comprehensive
plan
being
formulated
as
part
of
that
strategy
delivery
plan
in
the
next
couple
of
weeks
and
months
ahead.
So
we
can
share
some
of
that
detail
again
and
also
anything
specific
around
the
student
medical
practice.
More
than
happy
for
myself
and
caroline
to
be
contacted
to
analyze
any
data
to
look
at
anything
specific
in
more
detail
outside
this
small
meeting.
B
A
So
this
is
that's
really
important
to
the
western
partnership.
A
In
the
year
to
date,
18
of
people
accessing
lmws
have
identified
from
a
main
background,
it's
keeping
a
really
close
eye
on,
and
we,
some
of
our
partners
are
particularly
skilled,
touchdown,
for
example,
at
reaching
some
communities
that
and
statutory
services
haven't
accessed
previously,
and
so
it
is
something
that
we
obsess
on
actually
at
our
partnership
boards
as
to
how
we
can
bring
more
people
from
disadvantaged
groups
into
the
service.
B
Thank
you,
councillor
brooks
sure.
Would
you
like
cash
and
caroline
to
have
a
look?
We
look
at
that
data
and
and
get
back
to
us.
Is
that
a
way
forward.
D
Yeah
that
would
be
that
would
be
brilliant
if
possible.
I
know
that
I
know
that
you're
very
busy,
but
obviously,
but
it's
very
important-
it's
very
important
yeah
yeah
thank.
B
You
lovely
thank
you
very
much
and
thank
you
for
those.
You
know
this,
the
selection
of
our
answers
there
and
and
the
detail
it's
we
really
appreciate
it.
Thank
you
so
I'll
go
on
to
dr
beale
and
please.
C
Thank
you
chair
two
questions.
If
I
may
one
of
the
things
the
media
picked
up
during
the
whole
process
of
of
it
has
been
in
care
homes
and
the
issue
about
family
and
carers,
family
carers
not
being
able
to
see
their
loved
ones,
and
that
has
resulted,
of
course,
in
certainly
an
increase
in
the
mental
health
issues
of
the
family,
but
also
undoubtedly
of
those
in
the
residential
at
home
themselves.
C
It
is
addressed
in
one
of
the
slides
providers
have
developed
risk
assessments,
I'm
sure
a
lot
of
work
has
been
done
on
that
over
the
summer
period
created
space
indoors
and
outdoors
for
secure,
separate,
visiting
space.
Well,
indoor,
okay,
but
outdoor
is
going
to
be
less
and
less
possible,
particularly
for
older
and
frail
people
and
provided
ppe
for
visitors.
So
I
suppose
the
question
is
is
largely
to
cath
rather
than
to
the
ccg.
C
Can
we
be
pretty
confident
that,
should
we
go
into
tier
three
or
or
a
complete
lockdown
that
the
situation
will
be
better
in
the
future
than
it
was
in
the
past,
when
we
were
in
unknown
territory,
but
at
least
we
we
have
had
an
opportunity
of
of
trying
to
find
a
way
through
the
worst
of
those
problems,
and
I
know
it's
a
difficult
issue,
but
we
do
need
to
minimize
the
mental
health
issues
and
the
second,
if
I
may
share,
relates
to
a
very
particular
group,
and
that
is
prisoners.
C
A
very
high
proportion
of
prisoners
already
have
when
they're
going
to
prison
mental
health
issues,
and
I'm
quite
sure
that
if
what
we
read
in
the
papers
of
the
increased
number
of
hours
that
prisoners
are
being
locked
up
in
their
cells,
their
level
of
mental
health
will
have
deteriorated
from
what
was
already
not
good.
B
Okay,
so
so
cath
did
you
want
to
take
the
first
one
or
and
I'm
not
sure
who
will
take
the
prisoner
and
present
their
mental
health.
One
that'll
be
me:
if
that's
okay,
okay,
yeah,
that's
great!
Do
you
want
to
go
ahead
then?
Now.
E
Thank
you.
This
is
a
very
difficult
issue,
but
you're
absolutely
right,
dr
beal,
we
are
in
a
better
situation
of
knowledge
and
what
we
can
do
to
mitigate
the
risk
than
we
were
in
march
and
april.
E
At
that
point,
the
level
of
asymptomatic
presentation
of
the
virus
wasn't
known,
and
so
people
were
being
discharged
from
hospital
thinking.
That
was
the
safest
thing
to
happen.
E
As
we
know,
hospital
acquired
infections
do
occur
even
before
covid,
and
also
the
the
ppe
protocol
at
that
point
in
march
and
april
isn't
what
it
is
now,
which
is
a
much
higher
level
of
ppe
protection
we
we
are.
We
are
very
clear
that
the
the
national
guidance
isn't
a
blanket
ban.
E
E
We
are
very
clear
that
it
has
to
be
on
a
risk-based
pro
process
and
that
there
is
a
material
difference
between
window
visits,
for
example,
and
actually
crossing
over
the
threshold
into
the
home.
So
the
guidance
that
we
have
issued
to
support
care
homes
in
their
decision
making
is
to
do
an
individualized
risk
assessment
and
it's
not
just
the
risk
to
the
individual,
but
it's
also
the
risk
the
visitor
presents.
E
We
are
asking
homes
to
look
at
the
harm
that
is
caused
to
the
individual
by
not
having
a
visit
versus
the
potential
harm
that
could
occur,
should
they
acquire
a
covid
and
what
their
personal
health
circumstances
are,
and
it
it's
that
defensible
decision
making
that
we're
asking
the
homes
to
consider.
E
They
are,
quite
rightly,
extremely
cautious
about
letting
people
over
the
threshold
for
very
understandable
reasons,
because
we
saw
in
march
in
april
how
absolutely
devastating
this
disease
can
be
for
all
the
vulnerable
people.
So
what
I
would
say
is
there
is
no
one
right
answer
and
we
are
trying
to
encourage
an
enabling
approach.
But
ultimately
the
decision
is
that
of
the
care
home
and
the
registered
manager,
and
they
walk
a
bit
of
a
tightrope
about
what
is
the
right
thing
to
do
and
I'll
leave
it.
There.
B
H
Yes,
so
we've
we've
not
had
any
specific
requests
from
prisons
or
in
regards
to
needing
further
support
or
mental
support,
specifically
from
from
from
that
sector.
Although
we're
in
constant
contact
with
the
criminal
justice
sector
around
supporting
effect
people
who
are
are
being
released,
so
there's
been
no
specific
requests.
However,
what
I
would
say
is
that
we
have
a
range
of
universal
services
in
in
place.
H
So,
for
example,
we've
recently
commissioned
the
mentor
support
line
which
is
24
7.,
and
anyone
can
access
that,
but
also
if
the
support
line
feel
that
someone
someone
needs
a
primary
care
offer
or
a
secondary
care
mental
support
offer,
then
they
can.
They
can
actually
transfer
the
calls
to
to
the
relevant
service
if
required,
and
and
so
that
that
so
we
have
got
a
universal
support
line,
but
also
we,
you
know,
as
we've,
commissioned
lee's
mental
well-being
service,
which
is
obviously
iappt,
but
also
primary
care.
Mental
health
team
across
local
care
partnerships.
H
So
that's
also
available
in
addition
to
the
secondary
care
offer.
However,
again,
if,
if
we've
you
know,
but
what
we
can
do
is
be
proactive
and
again
we
have
contacts
direct
contacts
with
the
prison.
So
you
know
I'm
more
than
happy
to
contact
and
just
off
continue
to
see.
If
there
is
any
further
support,
we
can
offer
as
a
mental
system,
and
I
do
think
what
will
what
will
play
a
key
role.
H
Is
the
communication
strategy
to
really
remind
people,
the
services
are
still
open,
are
open
and
available,
and
that
marketing
communication
strategy
will
hopefully
ensure
that
people
that
are
not
getting
that
support.
The
messages
can
get
out
to
them
to
to
seek
support
much
earlier
on
in
the
pathway
as
well.
B
C
Well,
no
just
to
say
that
I
mean
they
are
two
difficult
areas
to
address,
and
I
mean
the
reassuring
thing
is
from
both
caf
and
cash
to
pronounce
them
not
get
the
words
muddled,
that
they
are
on
their
their
their
radar
and
that
as
we
proceed,
they
will
have
to
be
flexible
and
do
whatever
is
necessary.
So
thank
you
very
much.
Both
of
you.
B
Yeah,
thank
you
because
I
had
in
my
mind
that
there
was
a
blanket
ban
on
visits
to
care
homes
that
you
know
and,
and
it's
really
useful
to
know
that
it's
actually
not
a
ban
as
it
as
it
were.
Thank
you,
councillor
lay.
Can
I
bring
you
in?
Thank
you.
F
Thank
you
yeah.
I
first
of
all
want
to
thank
everybody
for
the
great
work
that
that's
been
going
on
in
these
difficult
times,
there's
clearly
an
increased
need
at
the
moment.
My
three
elements
really
are
usual
sort
of
around
the
money
around
service
users
and
around
the
secondary
care
really,
so
the
first
thing
is
large
increase
in
need,
projected
increase
in
need.
Have
we
had
any
extra
money
from
central
government
to
do
these
things,
or
are
we
working
within
the
same
budgets
but
being
expected
to
do
significantly
more?
F
Have
we
spoken
to
the
people
who
use
these
services,
because
I
know
from
my
own
family's
experience
and
my
young-
and
some
of
you
will
know
this,
but
from
my
young
daughter,
my
daughter's
experience,
zoom
doesn't
work
for
everybody
and
it's
not
just
about
being
digitally
connected
that
don't
work
for
it's
for
some
people.
They
need
that
sort
of
face-to-face.
C
F
F
And
secondly,
we
talked
about
the
the
presentation
talked
about
coho
cohorting
and
not
just
about
cohort
in
patients
who
are
positive.
But
how
is
there
a
reduction
in
the
in
bed
patient
in
patient
bed
base
because
of
the
need
to
socially
distance?
So
in
my
own
hospital,
of
course,
in
secondary
care,
I've
seen
a
reduction
in
the
number
of
inpatient
beds
because,
instead
of
having
six
bedded
bays-
and
some
of
you
will
have
heard
me-
go
on
about
this
before
councillor
trusts-
well,
six
bedded
bays.
F
F
Where
do
we
think
those
additional
beds
are
going
to
come
from
if
we
have
less
beds
because
we're
having
to
socially
distance
people?
And
my
three
questions,
but
mostly,
I
just
wanted
to
thank
you
for
all
that
you're
trying
to
do
and
continuing
to
do.
I
I
It's
a
new
way
of
delivering
therapy
treatment
for
a
number
of
our
service
users
and
for
our
staff
as
well.
Actually
so
we
have
within
leads
in
your
partnership,
trust
being
undertaking
research
and
evaluating
by
asking
service
users
for
their
input
and
getting
feedback,
we're
also
looking
at
the
clinical
outcomes
of
the
effectiveness
of
delivering
treatment.
I
This
way
as
well
we're
participating
in
a
number
of
national
studies,
as
well
as
undertaking
local
research
and
because
this
will
inform
whether
this
is
a
suitable
way
of
delivering
treatment
going
forward
or
not,
and
also
we
are
trying
to
accommodate
everyone's
needs.
So
if
someone
isn't
able
to
use
digital
technology
or
it
doesn't
work
for
them,
then
they
are
able
to
access
choice
and
and
choose
a
more
suitable
route
and,
as
we've
opened
up
and
and
kind
of
reset
the
volumes
of
services
that
we're
delivering
we're
delivering
an
increasing
amount.
I
Now
within
our
buildings,
as
well
as
offering
home
visits,
as
well
as
maintaining
the
digital
platforms
as
well.
So
I
hope
that
answers
the
question
cancel
the
way
that
we
are
looking
at
the
effectiveness
and
people's
choice
about
accessing
treatment
by
different
ways,
and
if
I
move
on
then
to
look
at
the
bed
numbers
and
the
impact
that
covid
is
having
on
that
there,
and
this
was
the
cohorting
work
I
was
talking
about
within
ly.
Pft.
I
We
are
in
the
main,
in
the
fortunate
position
of
having
individual
bedrooms
for
most
of
our
service
users
who
are
impatient,
and
what
that
enables
us
to
do
is
maintain
social
distancing
without
having
to
reduce
the
bed
numbers.
So
we've
not
actually
reduced
the
bed
numbers
now
and
we
have
created
some
additional
space
and
by
moving
some
of
our
services
around
to
open
up
award
within
the
mount
where
we
can
isolate
people
again
on
individual
ink
within
individual
bedrooms.
I
Isolation
is
rather
challenging
because
most
of
our
facilities
do
not
provide
ensuite
and
and
have
to
share
bathrooms.
So
we
have
to
create
spaces.
So
we
don't
always
use
our
live
ed
capacity
if
we
have
people
with
infections
in
the
hospital,
but
we
don't
we've
not
actually
had
to
close
any
beds.
I
So
I
hope
that
answers
that
question
for
you
and
if
I
may
take
the
limited
chair
to
respond
to
the
question
in
the
chat
about
the
prisoners.
I
What
I
will
say
is
nhs
england,
commission,
a
specialist
mental
health
service
for
prisoners,
so
each
prison
has
a
mental
health
team
attached
to
it.
Now,
I'm
not
quite
sure
who
provides
the
service
any
longer
in
leeds.
It
is
a
private
provider,
I
believe,
but
that
we
do
link
in
with
the
prison
service
and,
if
need
be,
we
will
take
prisoners
into
the
acute
beds
within
our
pft
or
other
specialist
facilities.
B
Yes,
I
think
that
came
from
councillor
harrington
in
in
the
chat
and-
and
so
thank
you
for
that
question
and
counselor
harrington
before
I
bring
in
cash
about
the
about
the
the
finance
answer.
Would
you
like
to
say
anything:
counselor,
harrington,
no
you're?
Okay,
oh.
A
B
H
Fine
ass,
nice
and
easy
question,
though
okay,
so
so
far
as
during
the
the
crisis,
the
health
and
care
system
of
being
able
to
access
core
with
monies
or
funding
related
that
is
more
specifically
related
to
corvid,
and
so
we've
been
able
to
being
able
to
access
those
those
funds
that
have
been
allocated.
You
know
nationally
to
local
systems,
and
we
expect
to
have
we've
got
similar
arrangements
in
place
for
the
rest
of
the
financial
year.
H
However,
it's
it's
not
it's
always
going
to
be
a
finite
resource,
so
what
we
have
to
also
look
at
is
existing
resources,
how
they
can
be
adapted,
how
they
can
be
more
agile
to
respond
to
the
ever
changing
picture.
Really.
H
In
addition
to
this,
I
think
what
we
have
also
got
us
from
a
mental
health
point
of
view.
Nhs
long-term
plan
is
one
of
the
most
progressive
policies
of
our
mental
health.
I'm
pleased
to
say-
and
you
know
as
a
result
of
that
national
policy
ccgs
are-
are
expected
to
receive
additional
funding
from
next
year
for
community
mental
health
teams
and
also
for
crisis
support
services
and
and
so
those
additional
fundings
that
will
come
in
from
next
year
over
the
next
three
years.
H
So
the
funding
starts
next
financial
year,
but
over
the
next
three
years
will
also
ensure
that
we
have
more
support
services
more
capacity
in
the
future.
But
at
least
in
the
short
to
medium
term.
We
have
got
those
arrangements
in
place
that
where
we
can
access
the
the
covered
funding,
although
having
said
that,
I
would
say
that
the
overall
financial
the
system
is
financially
challenging.
So
we've
got
to
continue
to
look
at
existing
resources
and
how
they
can
be
more
innovative
and
more
flexible.
Going
forward.
B
Thank
you.
I
noticed
caroline
thank
you.
Karen
townshend,
I
put
in
the
chat
that
actually
digital
has
helped
some
people
who
don't
like
going
face
to
face,
and
you
know
it
swings
around
about
some
people.
It's
actually
better
to
be
on
a
screen
and
not
have
to
travel
somewhere,
and
you
know
it
actually
brings
down
the
barrier,
but
it
it
is
about.
You
know,
addressing
the
needs
of
each
individual.
Isn't
it
so.
Thank
you
for
that
councillor.
Lady.
Did
you
want
to
come
back
on
any
of
that.
F
Yes,
just
I
would
say
exactly
the
same,
I
think
I
quite
like
using.
I
do
you
know
I
don't
have
a
problem,
but
it's
not
for
everybody
as
we
all
recognize.
F
Could
I
just
ask
one
very
specific
question
of
caroline
in
her
report
on
page
22.,
I
didn't
know
whether
page
22,
caroline
under
section
3.31,
your
first
bulletproof
says
that
work,
and
this
is
around
the
collaborative
principles
work
together
to
practically
make
a
change
to
wicked
issues
facing
the
system.
I
think
quite
is
that
misprint
or
what
are
wicked
issues.
H
Count
councillor
lake
can
I
come
in
because
that
I
may
have.
I
may
have
used
the
word
wicked
issue
a
couple
of
times
in
other
forums.
So
sometime
I
will
use
that
term.
So
what
you
know
in
terms
of
mental
health,
we
have
some
real
real
challenges,
so
delayed
transfers
of
care
historically
have
been
a
challenging
leads.
H
Although
we've
had
some
recent
success-
and
also
we
mentioned
earlier
on
some
of
the
inequalities
relating
to
some
some
of
the
bam
groups
as
well
as
have
been
around
for
a
very
very
long
time
and
often
these
issues,
these
complex
issues,
which
we
I
may
have
referred
as
a
whip
as
a
wicked
problem,
but
that
requires
a
system,
a
system
solution,
so
system
coming
together
and
it's
beyond
one
organization.
H
So
it's
possibly
that's
what's
been
quote,
that's
the
context
is
to
is
to
bring
providers
commissioners
together,
to
look
at
some
of
those
key
complex
issues
that
I've
probably
described
as
as
wicked.
I
hope
that
makes
sense.
B
I
think
cancer
childhood
well.
I
know
that
she's
put
in
the
the
chat
there.
It's
a
thing
that
you
know
traditionally
was
too
hard
to
kind
of
you
know
and
but
wanted
to
tackle
it
together.
B
B
I
do
yes,
chad.
Yes,
I'm
just
wondering
if
there's
any
questions
for
naomi
before
she
needs
to
leave
at
three
o'clock.
If
you
could
indicate
please.
B
No,
that's
it
well
before
you
before
you
leave,
thank
you
for
being
here
and
and
thanks
for
all
the
work
that
has
been
done.
So
I
really
really
appreciate
it
so
I'll
bring
in
council
trustful.
Then
please
thank
you
for
waiting.
G
It
seems
that
quite
a
while,
since
we
were
discussing
the
presentation
on
kobe,
but
my
first
question
is
about
how
mental
health
figures
in
the
overall
code
would
debate
want
to
be
a
better
expression,
because
I'm
becoming
increasingly
concerned
that
when
people
talk
about
covid
and
the
measures
that
have
been
taken
to
try
and
restrict
its
development,
mental
health
gets
put
in
the
other
side
of
the
equation,
with
the
economy
as
one
of
the
considerations
to
be
taken
into
account
in
terms
of
just
how
stringent
the
measures
are
to
control
kovid.
G
Now
I
understand
that
if
you
lose
your
job,
you
lose
your
income
you're
in
overcrowded
accommodation.
You
can't
socialize
you're
a
victim
of
domestic
abuse.
I
can
understand
those
wider
considerations,
but
I
just
like
the
the
views
of
officers
about
the
mental
health
elements
have
covid
itself,
which
kind
of
balance
out
that
that
sees
us.
G
I'm
thinking
about
you
know
people
now
living
with
what's
called
lung
covey
with
the
impact
of
bereavement,
where
people
have
lost
loved
ones
from
covid
from
the
anxiety
of
people,
especially
those
in
pain
groups
in
older
groups,
those
with
underlying
conditions,
the
anxiety
they
feel
as
they
see
the
the
rates
increasing
those
who
are
awaiting
physical
treatments,
but
are
in
pain
and
developing.
You
know
mental
health
responses
to
that.
G
It's
I
suppose
it's
a
plea
for
saying
that
when
we
talk
about
mental
health
in
the
context
of
covered,
we
don't
pile
all
those
considerations
on
the
other
side
of
the
seesaw
and
there
are
mental
health
considerations
when
you
talk
about
kovi.
So
that's
my
first
observation
and
kind
of
general
question.
G
Moving
on
to
the
strategy,
I
think
that
this
strategy
is
really
coherent
and
I
welcome
it
as
someone
who's
been
involved
with
mental
health
issues.
Since
I
was
first
elected
in
1982
and
we
still
had
institutions
like
high
rates
with
2
000
patients
in
and
a
very
impersonal
service,
we've
moved
a
very,
very
long
way.
We've
closed
those
establishments.
G
We've
got
more
community
support,
more
preventative
support,
but
I
suppose
the
the
the
slight
skeptic
in
me
is
that
over
that
time,
I've
seen
so
many
strategies,
every
cohort
of
officers
and
members
of
all
authorities
over
that
time
have
produced
strategies
and
they've
all
had
the
same
components.
Whether
it's
been
about
addressing
the
over-representation
of
brain
communities
about
co-production
about
collaboration
about
co-commissioning,
about
single
point
of
access.
The
list
goes
on:
they've
all
been
components
of
that.
So
what
is
so
special
about
this
strategy?
G
Is
it
going
to
be
the
mental
health
strategy
to
end
all
mental
health
strategies
and
moving
on
really
quickly
sandy's
covered
the
the
finance
stuff?
So
I'm
not
going
to
go
into
that.
There
is
a
figure
quoted
on
page
16
about
the
costing
leads
of
mental
health
issues
at
500
million
pounds.
How
is
that
figure
calculated,
because
we
often
see
these
global
things
thrown
out
without
the
methodology
behind
them
and,
I
suppose,
just
to
cut
short
we've
had
a
suicide
strategy.
G
Is
it
yet
having
any
impact,
or
is
that
a
more
longer
term
measure
and
sorry?
I
have
one
final
question:
there
are
a
lot
of
outcome
measures
which
is
really
good
to
see
because
we
need
those.
What
is
the
baseline
going
to
be?
Is
it
going
to
be
last
year's
figures,
this
year's
figures
when
they're
available
next
year
or
whatever,
and
I
do
appreciate
that
it's
going
to
be
very
difficult
because
we're
living
in
in
difficult
times.
Thank
you,
chair.
B
Thank
you
very
much.
I
know
that
sam
has
to
leave
at
three
o'clock
as
well.
So
I
just
want
to
publicly
thank
her
for
her
input
and
and
her
detailed
answer
to
the
questions.
Okay.
So
there
was,
I
don't
know
who
wants
to
go.
First,
cash.
You've
got
your
microphone
off.
So
do
you
want
to
tackle
any
of
those
questions.
H
Yes,
so
I
will
invite
other
colleagues
to
also
make
comments
as
well
and
and
their
views
as
well.
Okay,
so
in
terms
of
the
question
around
the
strategy
and
and
what
what?
Why
will
this
be?
So
why
will
this
be
special
and
and
how
will
it
achieve
the
impact
it
needs?
Because
we've
had,
like
you
say,
counselor
trustworthy,
we've
had
previous
strategies.
H
I
think
I
mean
I've.
I've
worked
in
many
different
health
and
care
economies.
I
have
to
say
that
leads.
H
I
think
the
strategy
the
priorities
have
been
co-produced
and
they
are
are
very
much
evidence-based
in
terms
of
where
we
need
to
focus
our
energies
on,
and
I
think
the
approach
that
we've
taken
is
to
have
a
senior
responsible
officer
for
each
priority
area
and
ensure
there
is
a
clear
work
stream,
a
clear,
measurable
project
plan
or
delivery
plan,
with
some
with
clear,
baseline
and
also
clear
outcome
measures,
and
so
that
approach
that
we
have
put
in
place.
H
I
I
believe
that
that's
that's
going
to
really
ensure
that
we're
really
outcome
focused
good,
because
the
reality
is
that
we
can
do
lots
of
work
and
not
shift
the
out.
You
know
not
make
impact
on
the
outcomes
that
we
want
to
see
as
a
system
as
a
on
a
population
level,
so
we've
we're
going
to
utilize
all
of
the
kind
of
expertise
in
the
city
around
business
intelligence.
H
Around
neat
data
needs
assessments
to
really
help
us
to
ensure
that
we
got
the
correct
measures
in
place
and
every
year
we
we
refer
back
to
say
what
progress
have
we
made,
and
so
that's
the
approach.
I
think
we
will
take
and
I'm
sure
the
colleagues
might
want
to
add
more
to
that
on
that
particular
question
in
terms
of
the
finance
question
I
think
in
in
terms
of
finance,
are
it
be?
I
mean
we
can?
Overall
there
is.
There
is
a
significant
investment
in
mental
health.
G
H
That,
okay,
okay,
that's
fine,
so
I've
done
finance
the
other
question,
which
was
a
general
point
you
made
around
covid
and
and
the
child
and
how's
that
being
treated
around
mental
health.
I
think
I
think,
for
I
can
only
speak
around
leads
and,
I
think
leads.
Mental
health
is
a
high
profile.
H
It's
it's
all.
You
know
I
think,
there's
you
know.
We
recognize
that
impact
of
core
with
the
mental
health
is
is
gonna.
You
know
the
demand
and
these
are
gonna
increase.
So,
whilst
I
recognize
that
historically
mental
health
has
been
perhaps
not
received
attention
it
needed,
but
from
a
local
leads
system
level,
I
believe
that
the
the
arrangements
we
have
in
place-
the
relationships
we've
got
in
place
very
much
ensure
that
mental
health
will
be
at
the
forefront
of
any
responses.
H
We've
got
overall
around
the
pandemic
and
the
presentation
that
you've
you've
that
we've
we've
presented
kind
of
highlights,
the
the
the
wide
broad
the
breadth
and
the
depth
of
work-
that's
happening
in
the
city,
but
what
I
would
say
is
more
more
needs
to
be
done.
You
know
if
we
are
really
you
know.
We
are
very
clear
that
the
the
increase
is
going
to
increase,
the
demand
is
going
to
increase
and
therefore
we
do
need
to
ensure
that
we've
got
robust
plans
in
place
for
the
next
six
months
or
longer.
H
So
that's
just
my
perspective.
I'm
happy
for
others
to
come
in
allison
may
have
a
view
as
well
and
caroline
barry
in
terms
of
the
strategy
as
well.
I
Okay,
I'll
continue
with
the
covered
part
of
the
question.
If
I
may,
there
has
been
some
very
specific
guidance
produced
by
nhs
england
in
response
to
colby
and
the
impact
of
it
on
mental
health,
and
we
have
been
given
directives
around
ensuring
that
we
are
targeting
services
at
particular
kind
of
areas
of
the
population,
and
that
includes
those
who
have
been
bereaved
by
a
kobe
and
I
can
say
within
leeds
and
across
west
yorkshire.
We
have
set
up
bereavement,
helplines,
that
are
accessible
to
people.
I
So
it's
the
impact
of
the
grief,
its
impact
on
carers,
as
well
of
looking
after
people
who
have
had
covered,
and
we've
been
asked
specifically
to
address
the
psychological
impact
of
people
that
have
been
in
intensive
care
for
periods
of
time
because
of
covad,
and
also
the
impact
now
of
long
coved
on
people
and
and
also
not.
We
mustn't
forget
the
psychological
impact
on
the
staff
in
the
nhs
we've
been
carrying
now
for
a
long
period
of
time.
I
For
these
people
in
quite
difficult
circumstances-
and
you
know
we're
now
entering
the
second
peak-
it
would
seem
so
as
well
as
recognizing
and
the
level
of
anxiety,
that's
caused
within
the
general
public
and
making
provision
for
that
as
well.
So
these
are
the
specific
areas
that
have
been
recognized
in
kind
of
national
policy
that
we're
then
being
asked
to
look
at
how
we
apply
that
locally.
I
So
I
do
know,
for
example,
that
the
health
psychology
team
at
ltht
have
been
particularly
focusing
on
people
that
have
been
in
intensive
care
and
the
staff,
and
there
are
groups
that
our
psychologists
are
involved
in
a
west
yorkshire
group,
but
looking
at
provision
of
support
for
staff
etc.
So
those
are
just
a
couple
of
examples.
There
is
an
awful
lot
of
work
going
on
that
is
addressing
that
impact
of
profit
on
mental
health.
I
In
terms
of
the
strategy,
I
think
caroline
summed
it
up
in
the
chat
beautifully
about
this
brings
together
in
partnership
in
a
way
that
brings
people
together
in
a
partnership
in
a
way
that
we've
not
done
before
in
leeds,
and
I
think
it
will
be
very
powerful,
a
very
powerful
structure
and
process
to
implement
change
and
improvement,
and
I
particularly
wanted
to
pick
up
your
comments
around
the
suicide
strategy
and
the
the
suicide
strategy,
and
unfortunately
we
don't
have
any
colleagues,
I
don't
think
from
public
health
on
the
on
the
call
today,
but
the
working
on
the
suicide
strategy
has
been
continuing.
I
It
does
appear
that
we
have
seen
some
areas
of
the
population.
Sadly,
rates
increase
during
the
pandemic,
and
but
generally,
the
impact
of
the
suicide
strategy,
that's
being
coordinated
across
yorkshire
is,
is
making
the
positive
impact.
I've
just
seen
a
comment
there
about
victoria's
on
the
call,
so
I'm
going
to
hand
over
to
victoria
because
much
more
expert
at
this
than
I
am.
D
Hi
everyone,
I'm
really
sorry.
I
joined
the
call
about
30
seconds
ago.
So
I'm
sorry,
I've
missed
the
train
of.
B
About
the
suicide,
it's
about
the
council
trust
well
asked
about
how
suicide
is
fitting
into
and
that
we
have
a
suicide
strategy
and
how
that's?
What.
G
We'll
we'll
share
from
from
victoria's
point
of
view-
and
I
I
hate
to
repeat
myself,
but
to
some
extent
I
was
hoping
that
I
saw
victoria
was
on
the
call
previously,
and
I
didn't
realize
that
she'd
kind
of
gone
out
and
come
back
in.
I
think
the
point
I
was
making
victoria
was
not
just
about
suicide.
It
was
the
way
we
view
mental
health
in
the
debate
about
covid
prevention
restriction
measures
that
all
too
often
we
have
the
covered
on
one
side.
G
You
know
it's
impact,
the
numbers,
the
deaths
etc
and,
on
the
other,
we
have
the
factors
that
are
used
to
suggest.
We
need
to
moderate
the
covert
restrictions
and
mental
health
is
often
quoted
in
that
alison
has
given
a
really
good
response.
I
think
to
that
in
the
you
know,
shift
I
ask
the
question
about
mental
health
purely
from
a
covered
perspective
and
allison
has
touched
upon
most
of
the
points
you
know
around
long
covered
around
bereavement
around
all
the
others.
G
So
really
it
was
a
plea
that
when
we
talk
about
mental
health
in
relation
to
kovi,
we
don't
just
put
it
on
one
side
of
the
seesaw.
With
economy
and
things,
but
we
actually
address
it
as
part
of
kobe
itself,
because
I'm
wondering
I'm
just
fearful
that
we're
getting
out
of
kilter
in
that
debate
about
the
need
for
stringent
measures
and
the
the
longer
this
disease
is
embedded
in
our
community.
The
more
the
economic
and
mental
health
issues
will
be
perpetuated.
B
Yeah,
and
and
and
and
this
paper
was
looking
at
the
effects
of
covert
on
on
mental
health
and
it,
but
it
causes
more
problems
in
terms
of,
and
we
already
had
enough
that
were
being
addressed
so
yeah.
It's
thank
you.
Victoria,
yeah,.
D
Sorry,
and
just
briefly,
because
you've
obviously
had
a
longer
discussion
about
this
I'd
just
like
to
fully
support
those
points,
councillor
trustwell
and
all
of
the
conversations
we're
having
around
not
just
restrictions
but
the
whole
approach
to
our
management
of
the
pandemic.
It
does
feel
very
healthy.
The
lead
system
conversation
about
that
at
the
moment,
with
we're
talking
much
broader
in
terms
of
health
harms
around
the
pandemic,
not
just
about
suppressing
the
virus.
D
So
clearly,
some
of
those
health
harms
our
mental
health
and
some
of
those
will
be
immediate
around
people
who
feel
very
isolated.
You
know,
with
with
current
restrictions
and
potential,
further
restrictions,
but
we
know
some
of
those
impacts.
Are
you
know
much
longer
term
over
the
than
the
following
months
and
years,
with
the
impact
of
any
economic?
D
You
know
issues
created
by
the
pandemic,
so
we
we're
and
we're
working
really
closely
with
nhs
colleagues
too
around
that
their
perspective
on
mental
health
harms
not
not
just
from
a
not
just
from
an
economic
perspective
but
from
a
broader
perspective.
So
there's
there's
very
much
kind
of
a
joined
up
response
across
the
lead
system
around
this
with
health.
Colleagues,
so
I
would
really
want
to
continue
to
promote
that
and
and
support
the
points
you've
made.
B
Before
I
climb
in
thank.
B
Oh,
thank
you
yeah
yeah.
That
would
be
good
because
it
might
bamboozle
me
anyway,
if
it's
just
if
somebody
does
have
that
to
the
at
their
fingertips
in
terms
of
I'll
bring.
But
catharth
makes
a
point
in
the
chat
that
national
government
has
a
role
in
creating
conditions
for
good
mental
health.
You
know
in
terms
of
our
jobs,
affordable,
housing
living
wage
and
that
we
can
only
do
so
much.
Can
we
in
terms
of
our
strategy,
but
caroline,
would
you
like
to
come
in?
Thank
you.
E
Thank
you
very
much
councillor
hayden.
Yes,
I
just
just
really
wanted
to
touch
on
the
point.
I
think
it
has
been
covered
to
not
to
not
to
dwell
on
it
too
much,
but
what
why
this
strategy?
What
difference
is
this
strategy
going
to
make?
I
think
it's
really
a
significant
point
to
make
that
that
this
all
age
strategy
is
not
just
focusing,
as
previous
strategies
have
done,
on
current
statutory
services
on
crisis
support,
but
actually
very
much
looks
at
wider
determinants.
E
Mental
health
support
to
prevent
escalation
and
mental
ill
health.
And
the
only
other
thing
I
wanted
to
add
was
a
certainly
pre-covered.
E
E
So
you
know
all
the
sort
of
sort
of
upstream
stuff
to
prevent
the
need
for
people's
needs
to
to
have
escalated,
and
it
hit
crisis
point
and
this
strategy
as
much
as
focusing
on
the
the
sort
of
crisis
and
and
high-end
support,
also
focuses
on
how
we
can
help
people
to
maintain
good
ill
health,
good
mental
health.
Sorry
and-
and
that
is,
I
think,
a
significant
difference
and
and
with
the
right
sort
of
input
from
wider
range
of
stakeholders.
I
think
we
can
work
towards
that.
B
E
Think
I
think
some
of
my
questions
have
been
answered,
but
I'm
just
going
to
raise
the
issue
again.
I
cover
birmingham
richmond
hill,
which
is
one
of
the
most
deprived
and
on
economic
areas
of
the
city,
and
it's
got
an
increasing
amount
of
beam
people
in
that
that
are
in
the
hospitality
sector
of
which
he's
been
hit
at
a
rate
of
knots
with
losing
jobs
and
restrictions.
E
Now
I'm
really
fearful
that
not
only
birmingham
richmond
but
all
the
inner
city
areas
are
going
to
have
this
increase
in
in
in
health
and
well-being
and
and
mental
health
from
from
people
that
are
suffering
not
getting
that
you
know
having
their
jobs
taken
away
and
not
having
an
economic
well-being
to
to
sustain
their
their
families
and
their
their
own
life.
So
how
is
the
mental
health
strategy
working
with
that?
And
because
I
think
as
well,
it
doesn't
have
all
the
people
in
those
areas
are
accessible
by
digital
yeah.
E
B
Thank
you
who
would
like
to
pick
that
up.
E
I'm
I'm
happy
to
come
in
again
councillor
hayden.
If
that's
okay,
yeah,
that's
great!
Thank
you!
So
so
again,
I
think
this
is
the
focus
on
or
making
making
sure
that
we've
got
our
site
on
and
are
refocusing
around
how
we
can
do
our
level
best
to
support
our
communities
at
a
time
when
there
is
quite
significant
risk
of
people
losing
their
their
work,
their
paid
employment.
E
As
you
know,
we've
got
a
strategy
which
is
our
focus
on
skilling
people
and
getting
people
back
into
work
and
one
of
the
strands
of
the
mental
health
strategy.
One
of
the
eight
priorities
is
around
access
to
paid
into
paid
employment.
E
Obviously
we
developed
this
strategy
through
huge
consultation.
Well
before
we
have
the
covid
outbreak.
The
covid
pandemic
has
just
compounded
the
problem
around
employment
and
support
to
meaningful
and
paid
employment.
So
we
just
recognize
that
we've
got
to
do
our
level
best
to
support
what
we,
whatever
we
can
to
get
people
back
into
employment.
But,
as
cath
has
already
noted
in
in
the
in
the
in
the
chat,
this
is
a
much
wider
issue
than
something
that
just
the
mental
health
strategy
is
going
to
be
able
to
crack.
B
E
Since
lockdown
ended,
a
lot
of
people
have
been
encouraged
to
go
back
to
work,
shall
we
say
forced
in
some
cases
to
go
back
to
work
despite
the
fact
that
previously
they
were
shielding-
and
this
has
been
one
of
the
main
causes
of
anxiety
for
a
lot
of
people-
the
fact
that
they
now
have
to
go
to
work
in
places
where
they're
not
sure
it's
fully
covered
safe
for
them,
etc,
etc.
Whether
it
is
or
isn't
is
not
really.
My
point.
E
So
our
first
question
is
how's
funding
and
resources
being
able
to
have
been
able
to
channel
more
funding
and
resources
into
training,
mental
health,
first
aiders,
perhaps
or
any
other
means
of
getting
this
service
into
workplaces.
Has
it
been
widely
publicized,
so
people
aware
that
they
can?
They
can
do
that
and
would
a
mental
health
first
aider
be
able
to
refer
somebody
on
if
they
became
aware
that
the
person
they're
dealing
with
has
issues
that
are
beyond
their
own
skills
to
deal
with.
Can
they
refer
elsewhere.
B
You
thank
you,
who's
best
place
to
answer
that
one
about
in
the
workplace
cash.
Thank
you.
H
So
I
think,
in
terms
of
first
aid-
mental
health
training,
our
what
we
have
is.
We
have
a
a
programmable
work
in
terms
of
first
aid.
Mental
training
assist
training.
This
is
all
our.
These
are
preventative
measures
or
or
schemes
in
place
just
to
to
improve
the
the
mental
health
and
well-being
of
our
of
our
of
our
citizens
as
part
of
the
reset
work
as
part
of
the
work
of
of
resetting
services.
H
This
is
a
this
is
one
of
the
key
discussions
that
we've
had
as
part
of
our
reset
work.
Where,
where
we,
we
want
to
look
at
explore
opportunity
to
expand
the
work,
so
what
we've
already
got
is
really
good,
but
how
can
we
actually
expand
and
actually
provide
further
investment
into
this
into
this
type
of
work,
which
is
even
more
needed
as
a
result
of
the
the
the
the
impact
of
corvid
and
at
the
moment
that
proposal
it
has,
is
being
developed
by
our
public
health
colleagues?
H
And
it
will
be
coming
to
the
mental
health
oversight
group
for
for
for
a
decision
about
in
terms
of
funding
and
how
we
can
potentially
prioritize
that
I
think,
there's
a
there's,
a
clear
consensus
to
support
more
preventative
types
of
of
schemes.
H
So
that
is
very
much
a
live
discussion
topic
and
I
I
I'm
you
know
we're
already
supportive
and
I'll-
be
able
to
communicate
a
decision
in
the
next
couple
of
weeks
around
whether
we're
able
to
source
the
funding
for
that
particular
scheme
to
expand
further
in
terms
of
just
also
would
like
to
add
to
this
is
that
you're
actually
right
in
terms
of
the
the
anxiety
the
increased
anxiety
levels
are
within
the
population.
H
You
know:
leave
ccg
have
made
a
significant
investment
in
our
iap
service.
You
know,
potentially
that's
a
a
a
it's
a
it's
a
significant
service
or
in
terms
of
offering
an
intervention,
psychological
interventions
for
people,
you
know
experiencing
anxiety,
depression,
low
mood
and
other
common
mental
health
conditions.
H
People
can
access
that
either
through
self
referral
or
through
gp
or
through
other
means,
like
digital
platforms
and
also
mind.
Well,
so
there
are
opportunities
to
access
those
types
of
intervention
and
support.
In
addition
to
that,
we
are
very
much
aware
of
that
that
some
of
our
preventative
prevention
scheme
need
to
scale
up
and
those
are
being
considered
and
go
will
go
through
the
right
governance
to
to
seek
approval
around
that
just
want
to
just
check
if
anyone
else
any
other
colleague
of
mine
would
like
to
add
anything
further.
B
Victoria's
added
into
the
chat
that,
as
a
council,
we
commission
lee's
mindful
employer
network
to
support
best
practice
and
of
employers
in
health,
so
there's
that
network
as
well
so
yeah.
Okay.
Thank
you
very
much.
That
was
a
very
long
but
very
productive
and
interesting
and
vital
discussion.
So
it's
in
it's
incredibly
important.
I
just
want
to
thank
everybody
for
your
inputs.
Everyone's
been
really
engaged,
and
you
know
I
just
say
I
was
just
thinking
at
one
point
was
like
a
video
game.
B
There
was
hands
going
up
all
over
the
place
I
couldn't
like,
but
it
was
it
really
really
appreciated.
So
thank
you
very,
very
much
we're
moving
on
to
the
budget.
So
if
nhs
colleagues
would
like
to
leave
the
meeting
now,
then
you're
free
to
do
so
and
just
a
huge
thank
you
to
to
cash
and
allison
and
and
caroline
and
I'm
hoping
I'm
not
leaving
anybody
out
as
sam
and
naomi
have
already
already
gone.
B
So
so
thank
you
so
much
for
being
here
and
part
of
this
really
really
vital
discussion.
I
really
appreciate
it,
and
hopefully
we'll
have
some
follow-up
on
on
the
figures
that
cancer
trust
have
talked
about
and
some
interrogations
the
data
that
brook
talked
about
in
in
the
centre
of
leeds
there
now
student
and
city
center
populations.
B
So
thank
you
so
and
we'll
see
you
again
soon.
I
hope
so.
Moving
on
to
item
eight,
the
revenue
budget
update
21,
2021,
22
and
budget
savings
proposal,
so
we
all
received
the
report
to
provide
members
of
scrutiny
board
with
details
of
the
latest
revenue
budget.
Update
and
budget
saving
proposals,
as
considered
by
the
executive
board,
is
meeting
on
the
24th
of
september
2020
and
those
are
the
papers
that
we'll
be
discussing
this
afternoon.
B
B
B
It
is
important
to
acknowledge
that
further
savings
proposals
are
expected
to
be
brought
to
the
executive
board
over
the
next
couple
of
months,
and
so
all
scrutin
boards
will
continue
to
be
consulted
and
has
to
share
their
views
and
we've,
and
we
will
be
discussing
another
working
group
in
in
november
so
and
it
suggested
that
we
meet
on
the
20th
of
those
who
can
on
the
20th
of
november
2020
at
12
p.m,
and
angela
has
proposed
that
for
for
this
meeting
today
to
discuss
any
further
developments.
B
So
can
I
ask
kath
first
to
introduce,
if
that's
okay,
catherine
and
then
we'll
to
introduce
the
report,
and
then
we
can
go
to
questions
on
it
then
afterwards.
Thank
you.
Kath,
okay,.
E
We
are
trying
to
do
things
that
is
either
around
improved
efficiency,
extending
our
strength-based
approach
to
practice,
ensuring
that
the
cost
of
care
falls
to
the
appropriate
agency
and
anything
we
can
do
through
more
efficient
business
processes
so
that
so
that
was
the
sort
of
philosophy
of
our
approach
and
the
probably
the
most
accessible
way
of
looking
at
the
savings
is
what's
summarized
in
appendix
one
of
the
executive
board
report.
E
So
you
will
have
a
a
landscape
table
line
by
line,
and
I
think
probably
the
best
thing
to
do
is
first
of
all
say
other
any
questions
of
clarity
or
clarification
from
scrutiny
board
members
just
on.
What's
the
information,
so
you
understand
what's
put
before
you
and
then
any
further
questions
about
why
this?
Why
not?
Something
else
perhaps
is
the
best
way
to
deal
with
the
item.
B
Okay,
can
I
invite
anybody
that
might
need
questions
of
clarity
or
on
the
table?
We
did
have
quite
a
discussion,
quite
detailed
in
in
the
in
the
working
group.
No,
I
don't
think
there's
any
questions
for
clarity
on
that.
E
B
Absolutely
do
I,
we
seem
to
have
gone
all
gone
quiet
on
on
on
this
now.
Is
there
anybody
else,
because
we
wish
you
to
make
any
comments
or
questions
on
on
these
budget
on
these
savings.
B
Thank
you
if
you're,
not
if
you're,
not
speaking
right.
Thank
you
very
much.
We
have
so
there's
no
questions.
Kath
and
I
don't
know
whether
anybody
any
other
officers
want
to
come
in
and
talk
about,
or
do
we
just
go
to
making
the
recommendation
that
we
take
these
savings
proposals
councillor.
E
Just
in
the
section
on
staffing
implications
and
cath,
it's
talking
about
managing
staff
reductions
policy
and
that
there's
been
quite
a
high
uptake
on
those
wanting
early
retirement,
etc.
How?
How
are
we
going
to
manage
the
expectations
of
people
that
we
still
need
to
retain
people
with
the
requisite
experience,
so
that
we
don't
lose
people
at
the
top
end
of
experience
and
be
left
with
people
who
are
very
new
to
the
job
and
don't
actually
have
that
experience
ongoing.
E
E
E
So
is
it
affordable
and
makes
financial
sense
to
let
them
go,
but
also
do
they
play
a
key
role
that
I
simply
cannot
allow
somebody
to
leave
and
there
have
been
individuals
where
that
has
been
those
circumstances
and
we've
had
to
decline.
Somebody's
eli
and
we
are
looking
at
skill,
makes
we
are
looking
at
service
continuity,
we're
looking
at
service
resilience
and
it's
sort
of
a
rounded
judgment
that
we
are
making
so
well.
We
will
have
a
number
of
people
going
on
like
eli.
E
D
B
It
is
a
balancing
act,
isn't
it
because
it
could
be
left
in
a
situation
where
your
experience
goes
and
yeah
we're
in
a
worse.
Well,
I
mean
we're
in
a
pretty
bad
situation
anyway.
Okay
right,
so
should
we
go
to
that?
We
we
are
accepting
of
these
proposals.
If
I've
got
no
other
questions
and
I'm
wondering
now,
we've
got
councillor
rafiq
on
the
and
mark
allman
from
active
lifestyles.
I
just
wondered
if
he
wanted
to
say
anything,
counselor
rafiq
and
thank
you
for
being
here
this
afternoon.
B
F
No
I'm
just
there
for
the
as
you've
said
for
the
the
budget,
part
of
the
discussion
relating
to
my
portfolio
with
mark
to
answer
any
any
questions
her
colleagues
have.
It
is
a
very
difficult
and
challenging
time
for
the
council
and-
and
we
are
happy
to
make
some
decisions
which
are
very
difficult
and
something
we'll
do
under
normal
circumstances.
F
But
everybody
knows
you
know
this
is
something
we've
never
faced
or
check.
You
know
the
challenges
we
have
at
the
moment,
so
these
are
unprecedented
times
so
happy
to.
I
don't
want
to
go
on
for
too
long
happy
to
answer
any
any
any
questions
or
concerns
members
have
around.
B
Thank
you,
and
would
you
like
to
add
anything
back
about
the
financial,
because
I
know
that
we've
you've
been.
It's
been
really
good
over
the
last
six
months
that
I've
had
regular
updates
every
two
weeks
at
one
point
during
the
during
the
lockdown
from
mark
and
both
myself
and
council
rafiq.
But
it's
been
really
challenging
for
yours,
your
partners,
you're
part
of
the
service,
so
yeah
it's
been.
D
Really
difficult,
but
obviously
we've
got
some
quite
challenging
proposals
that
are
now
being
in
the
public
domain
and
going
to
exec
board
tomorrow.
So
I
understand
we'll
be
having
a
conversation
at
the
next
scrutiny
board
meeting
in
no
november
I
mean
suffice
to
say
I
mean
it's
all
about
having
a
conversation
on
the
back
of
the
proposals.
D
As
I
said,
none
of
them
are
decisions
or
proposals
that
we've
taken
lightly,
but
you
know
the
great
position
that
counsellors
with
the
budget
we're
having
to
consider
things
that
we
really
really
wouldn't
like
to
normally,
but
it
is,
but
it
is
so
it's
the
start
of
a
conversation
as
well.
So
we
need
to
consult
on
those
proposals.
I
don't
want
to
preempt
anything
from
executive
board
tomorrow,.
B
Yeah,
thank
you.
Thank
you
very
much,
and
and
thank
you
to
if
you
pass
on
to
your
team
as
well,
in
active
lifestyles
in
all
the
leisure
centres
and
and
how
fantastic
they've
been
over
the
last
six
months
in
their
versatility
and
adaptability
and
resilience.
They've
been
fantastic.
B
Okay,
so
we'll
take
the
recommendations
and
agree
the
recommendations
and
from
the
report
and
then
continue
this
conversation
in
in
november,
and
and
and
thank
you
to
everybody
for
for
the
report
and
for
all
the
work
done
on
on
this
on
the
on
the
budget.
B
So
if
it's
very,
very
challenging
and
very
very
difficult
for
everybody
and
making
those
decisions
that
you
don't
want
to
have
to
make.
B
So
thank
you
so
we'll
move
on
to
item
nine,
which
is
the
work
schedule
and
if
officers
would
wish
to
leave
then
that
that's
absolutely
fine,
and
so
can
I
invite
angela
to
to
speak
to
this.
Please.
A
Thank
you
chair,
so
within
this
report
this
asks
the
board
to
consider
its
work
schedule
for
the
remainder
of
the
municipal
years,
so
the
latest
version
of
the
work
schedule
has
set
out
an
appendix
one
for
consideration.
A
This
is
to
be
updated
to
incorporate
the
the
budget
consultation
working
group,
which
is
scheduled
for
the
20th
of
november
board.
Members
are
also
reminded
that
there
is
a
working
group
meeting
scheduled
for
the
3rd
of
november
at
1
pm,
and
this
is
to
complete
the
outstanding
piece
of
work
from
last
year
in
relation
to
the
leisure
center
renovation
project.
A
A
summary
note
of
that
working
group's
meeting
will
be
brought
back
to
the
board's
next
formal
meeting
on
the
24th
of
november
and
at
that
next
meeting
the
board
will
also
be
receiving
the
annual
report
of
the
lead
safeguarding
adults
board,
as
well
as
an
update
on
the
work
that's
being
undertaken
to
promote
healthy
and
active
lifestyles
across
the
city.
So
members
are
now
asked
to
consider
an
agree
or
to
make
any
further
suggested
amendments
to
the
board's
work
schedule
at
this
stage.
Thank
you.
Chip.
B
Thank
you
very
much,
so
any
comments
on
those
proposals
going
forward.
It
can
be
busy
in
november,
but
everyone's
a
bit
busy
now
right,
so
we'll
take
those
as
being
agreed,
so
the
next
the
date
and
time.
The
next
meeting
of
the
of
the
full
scrutiny
board
is
tuesday,
24th
of
november
at
1,
30
pre-meeting
for
all
by
board
members
at
one
o'clock,
and
then
we
have
the
working
group
meeting
for
abra
on
the
3rd
of
november.
B
So
any
as
many
people
as
can
and
council
latter,
you
will
be
there
and
with
your
yeah
guys
enrolled
and
colleagues
as
well,
and
I
know
that
councillor
lay
you're
very
interested
in
in
that
situation
as
well.
So
that's
on
the
third
of
november
and
then
the
budget
working
group,
as
angela
said
on
the
20th
of
november,
just
before
a
couple
few
days
before
the
the
full
scrutiny
on
the
24th.
B
I
don't
know
what
the
world
will
look
like
by
then
so
we'll
have
to
just
wait
and
see.
Won't
we
and
I
don't
know
about
anybody
else,
but
I'm
taking
each
day
as
it
comes
and
I'm
getting
through
today
and
then
we'll
do
it
tomorrow
when
tomorrow
comes
because
it's
it's
all
very
train
time
for
a
lot
of
people.
So
thank
you
for
this
afternoon
for
your
excellent
questions
on
the
mental
health
strategy
and
the
culvert,
the
impact
of
culvert,
for
your
patience
for
your
intelligence
and
just
interest.