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A
A
My
name
is
councillor
fiona
vena
and
I've
recently
taken
over
the
portfolio
of
adult
social
care
and
chairing
the
health
and
wellbeing
board.
I'm
also
the
cabinet
member
for
children
and
families,
which
is
the
role
that
I've
held
for
just
under
two
years
and
prior
to
that.
I
worked
in
frontline
mental
health
services
for
a
very
long
time,
including
us,
the
chief
executive
of
leeds
survival,
like
crisis
service.
So
I'm
absolutely
delighted
to
be
chairing
health
and
well-being
board.
A
It's
a
privilege,
and
it
brings
together
a
lot
of
the
areas
of
work
that
I've
worked
in
for
a
long
time
and
I'm
very
passionate
about
I'd
like
to
pay
a
huge
tribute
and
give
thanks
to
my
previous,
my
predecessor,
councillor
rebecca
charlwood,
who
was
the
executive
board
member
for
adults
and
health
and
chaired
this
board
for
the
last
few
years
and
did
an
absolutely
outstanding
job
at
bringing
different
parts
of
the
city
together
to
address
issues
of
health
and
well-being
and
tackling
health
inequalities,
and
I'd
like
to
welcome
some
new
members
to
the
board
that
one
of
them
is
actually
sadly
unwell
today.
A
So
councillor,
selma
arif
is
the
new
executive
board
member
for
public
health
she's,
a
counselor
who
represents
gibson
of
hair,
hill's
ward
and
has
been
politically
leading
the
work
around
the
vaccine
roll
out
and
particularly
tackling
the
issues
of
vaccine
hesitancy
and
some
communities
which
she's
incredibly
well
placed
to
do.
And
if
you've
watched
the
news
at
all
in
the
last
few
months,
you
will
have
seen
it
because
she's
done
a
huge
amount
of
really
fantastic
media
work
around
encouraging
vaccine
taker.
A
I'd
also
like
to
welcome
superintendent,
richard
close,
who
has
replaced
superintendent
jackie
marsh
on
this
board.
So
a
very
warm
welcome
to
leeds
into
your
first
meeting
of
the
health
and
wellbeing
board.
So
if
I
could
remind
members
to
keep
on
mute,
if
you're,
not
speaking,
make
sure
that
the
name
on
your
zoom
picture
matches
your
actual
name
and
also,
if
you
could,
please
keep
your
cameras
on
if
you're
comfortable
doing
so,
and
if
you'd
like
to
speak
during
the
meeting.
A
Please
I
don't
know
if
she's
unable
to
me
but
she's.
She
may
just
be
a
little.
B
Busy
sorting
out.
C
A
A
D
Afnessing
two
new
governments
and
partnership
doctor
health
partnerships
team
supporting
the
meeting
today.
A
A
Thank
you.
Could
you
rename
your
ipad
if
possible,
please
I'll
just
try
my
best.
Thank
you.
Cass
very
helpfully
put
some
instructions
in
the
chat
good.
Thank
you.
Holly,
please,
good
morning.
A
E
Morning,
lindsey
springer
had
a
pathway,
integration
for
long
term
conditions
at
leeds
ccg
here
for
the
left
shift
blueprint
item.
B
Hi
yeah
pip
forum
central
to
here
on
behalf
of
health
and
care
third
sector,
good.
I
A
Dr
power,
thank
you
richard.
Please.
F
A
D
K
Hi
everyone,
tim
riley
chief
executive,
lead,
ccg.
J
Thanks,
sir
tony,
if
officer,
I
have
partnerships.
A
A
No
okay?
Thank
you,
so,
on
behalf
of
the
board,
I'd
very
much
like
to
thank
everybody
for
all
the
work
that
you're
doing
and
that
you've
done
up
to
this
point
in
responding
to
the
kovic
crisis.
A
We
know
that
the
impact
of
the
virus
is
going
to
be
with
us
for
a
long
time
and
that
it
has
profound
impacts
on
health
and
well-being
and
also
in
exacerbating
inequalities
that
already
existed,
and
one
of
our
functions
as
a
board
is
to
bring
light
to
those
inequalities
and
find
a
way
to
address
them.
A
In
this
wonderful,
diverse
city
and
during
this
crisis,
it's
been
really
clear
that
one
of
the
strengths
that
we
have
as
a
city
as
our
relationships,
our
partnerships
and
the
approach
that
we've
taken
as
team
leads-
and
this
is
more
important
now
than
ever
before,
as
we're
coming
out
of
this
crisis
and
finding
a
way
forward
and
supporting
the
city
to
deal
with
a
huge
fallout
from
the
pandemic
and
the
ongoing
crisis
and
the
team
leads
approach
has
been
very
much
highlighted
by
the
success
of
the
vaccine
programme,
both
in
how
we've
worked
the
city
and
also
the
relentless
focus
that
we've
had
on
making
sure
that
no
one's
left
behind
in
our
innovative
inequalities,
vaccination
plan,
which
is
focused
most
on
the
communities
that
are
most
at
risk
and
where
there
may
also
be
some
reluctance
to
take
up
the
vaccine.
A
A
A
No
okay,
thank
you
and
apologies
for
absence.
Please
harriet
thanks.
A
Great,
thank
you
very
much,
okay.
So
the
next
item
on
the
agenda
is
questions
and
public
deputations.
So
when
we
meet
in
person,
this
is
an
opportunity
that
any
member
of
the
public
can
come
to
the
health
and
wellbeing
board
and
ask
us
any
question
about
any
aspect
of
health
or
well-being
in
the
city
and
it's
a
really
important
part
of
the
meeting
in
terms
of
direct
engagement
with
the
public
and
we've
had
some
great
deputations
in
the
past
to
the
board.
A
What
we've
been
doing
while
he's
a
meeting
on
zoom,
is
asking
people
to
submit
questions
in
advance
by
email,
but
we
don't
actually
have
any
today.
So
we'll
move
on
from
that
part
of
the
meeting.
But,
as
you
heard
me
say
at
the
beginning,
there
is
the
opportunity
if
people
want
to
email
questions
in
and
I've
given
out
the
email
address
to
do
that.
A
A
Often
I
am
having
a
bit
of
a
technical
issue
that
I
can't
shut
my
participants
list,
and
that
means
that
I'm
not
because
I've
got
that
across
my
screen.
I
can't
actually
see
if
anyone's
got
their
hand
up,
and
I
can't
open
the
chat
function.
A
Okay,
is
it
possible
for
you
to
tell
me
how
to
shut
my
participants
list
because
it's
meaning
I
can't
I
can't
see
the
chat
function,
which
obviously
I
need
to
be
able
to
see
through
the
meeting.
D
A
I
don't
I
sorry
about
this
everybody,
but
I'm
not
going
to
be
able
to
share
the
meeting
effect.
If
I
can't
see
the
chat
function,
I
can't
see
that
anywhere
actually.
A
A
G
B
Yeah,
how
about
just
clicking
the
x
in
the
top
right
hand
corner
of
this
screen,
trying
to
leave
that
way.
A
I'm
on
an
ipad
rather
than
a
oh,
I
see.
A
C
Chair,
I
can't
seem
to
remove
you
from
the
from
the
call.
A
B
F
A
I
think
I'm
back.
Can
everybody
hear
me?
Yes,
we
can
thanks
chad.
Can
we
have
everyone
back
right?
Okay,
I'm
hoping
when
I
do
open
the
chat
function.
It's
not
going
to
freeze
my
screen
again,
I'm
sorry
about
that
everybody.
I
have
now
not
got
the
participant
list
up
and
seem
to
be
able
to
function
as
usual.
We'd
got
to
the
minutes.
How
didn't
we
are
there
any
materializing
or
matters
of
correction
from
the
minutes?
Oh
no,
we've
done
those
we're
on
the
we
were
going
on
to
the
next
item.
A
So
as
a
health
and
care
system
we've
been
talking
about,
the
leads
left
shift
for
a
number
of
years.
So
it's
really
helpful
to
have
this
item
coming
today,
so
we
can
clearly
set
out
what
our
ambitions
are
and
how
it
reflects
the
leads
health
and
well-being
strategy
and
our
approach
to
being
a
compassionate
city.
A
So
the
way
we've
structured
this
journey,
as
we
agreed
in
the
pre-meeting,
was
that
you
will
present
for
20
minutes
and
then
that
gives
us
25
minutes
for
discussion.
So
I'll
give
you
a
two
minute
warning,
but
please
start
whenever
you
would
like
to
thank
you.
H
Thank
you
thanks
very
much,
so
thanks
giving
us
the
time
today
to
talk
about
the
left
shift
blueprint
like
I
said,
my
name
is
jenny
cook
and
I'm
the
director
of
population
health
planning
at
the
ccg,
and
this
is
quite
a
new
role
and
I'm
quite
new
to
leeds.
So
I've
only
been
around
for
a
couple
of
months
now
and
I
can't
take
too
much
credit
for
the
work
that's
going
to
be
presented
today.
H
So
for
most
of
you,
I
think
this
won't
be
the
first
time
you've,
seen
or
heard
of
the
left
shift
blueprint,
and
I
don't
intend
to
rehearse
all
of
the
details
in
here,
especially
as
we
provided
you
quite
a
lot
of
detail
in
our
supporting
papers,
but
essentially
the
blueprint
sets
out
our
plans
to
improve
the
health
outcomes
of
the
people
of
leeds
and
it's
been
contributed
to
by
partners
across
the
city
over
the
last
year,
and
it's
based
on
a
number
of
really
important
principles
that
I'll
kind
of
talk
through
briefly.
H
So,
firstly,
we'll
support
people
in
needs
to
move
from
being
sick
and
dependent
on
services
to
living
aging
and
dying.
Well,
so
providing
high
quality
services
is
really
really
important,
but
we
think
it's
equally
important
that
we
help
people
stay
well,
meaning
they'll
experience
a
better
quality
of
life
and
won't
need
to
use
our
services
as
much.
H
Thirdly,
we'll
invest
in
prevention
and
personalize
proactive
care,
often,
but
not
always,
resulting
in
more
care
taking
place
in
community
settings,
including
people's
homes,
and
thirdly,
we'll
invest
in
and
finally
will
ensure
that
people
are
equal
partners
in
their
care
will
shift
our
focus
from
what's
the
matter
with
you
to
what
really
matters
to
you.
So
these
are
obviously
not
new
ideas
and
we
have
many
examples
and
leads
of
working
in
this
way
already.
H
So
and
the
priorities
set
out
in
the
blueprint
are
going
to
be
more
important
than
ever
over
the
next
12
months.
This
is
rightly,
you
know,
there's
going
to
be
a
lot
of
focus
on
backlogs
and
waiting
time
as
we
emerge
from
corvid,
but
it's
really
crucial
that
we
don't
take
our
eye
off
the
ball
of
reducing
health
inequalities
and
improving
our
population
health.
H
So
as
soon
as
I
finish
speaking,
we're
going
to
watch
a
short
video
outlining
mark's
story,
we
hope
this
will
bring
to
life
what
we
really
mean
by
left,
shift
and
demonstrate
this
isn't
new,
so
mark
talks
about
the
value
of
the
leads
program
for
diabetes,
which
he
went
on
three
years
ago
and
still
has
links
with
now
and
the
impact
it's
had
on
his
life.
This
video
is
part
of
the.
H
The
left
shift
is
made
up
of
lots
of
different
programs
and
link
to
the
video
we'll
hear
about
what
how
the
left
shift
has
influenced
the
work
of
the
long-term
conditions
program
board.
Then
catherine's
going
to
talk
a
little
bit
more
about
the
indicators
we're
using
to
ensure
we
know
we're
really
making
a
difference
with
the
blueprint
as
well
as
how
team
leads
are
working
together
practically
to
deliver
the
plan
and
then,
lastly,
I'll
summarize,
and
hopefully
we'll
move
into
some
questions
and
a
helpful
discussion.
H
So
we've
got
markup
on
the
screen
and
we
can
press
play
with
that.
Now.
L
Now,
if,
if
I
hadn't
been
on
that,
I
wouldn't
have
understood,
I
wouldn't
have
been
able
to
look
out
for
the
signs
and
make
adjustments
accordingly.
When
I
was
last
in
hospital,
it
was
because
of
diabetes.
It
was
because
my
blood
sugars
went
off
the
scale.
Basically,
that
was
probably
down
to
my
negligence
of
not
being
uber
or
religious,
about
checking
blood
sugar
levels,
but
to
turn
it
around
and
and
to
get
back
on
track,
took
using
the
knowledge
that
I
gained
on
the
leads
program.
L
The
lathe
program,
something
you
have
the
option
being
referred
to
when
you're
first
diagnosed
as
diabetic.
It's
a
series
of
six
classroom
led
sessions
which
about
two
hours
each
and
it
talks
you
through
the
risks
of
certain
activities.
L
It
talks
you
through
diet,
talks
you
through
exercise
and
the
need
for
all
these
things
and
there's
one
thing
that
has
drummed
into
you
is
that
the
only
person
who
really
knows
your
diabetes
is
yourself
and
because
there's
no
two
diabetics
of
the
same,
so
it
trains
you
to
look
after
yourself
because
the
more
you
know
about
your
health,
the
better
decisions
you
make
about
and
after
you've
done
that
period,
you
have
you
have
a
link
to
them.
You
know
you
can
answer
them
again
and
say
you
know.
L
I
need
some
help
with
it.
Well,
the
important
thing
about
the
leads
program
is
you,
you
don't
go
on
it
and
become
cast
adrift.
You
do
feel
like
you
belong.
You
do
feel
like
if
it's
not
even
a
clinician
that
you're
talking
to
you
can
reach
out
and
talk
to.
Maybe
a
patient
champion
say
you
know.
This
is
what
I'm
suffering
from
this
is
what
you
know.
Did
you
get
the
same?
How
did
you
deal
with
it
and
it
genuinely
works.
L
M
E
Integration
for
long-term
conditions
at
lead,
ccg
and
firstly,
thank
you
to
healthwatch
for
mark's
story
and
other
similar
stories,
they're
really
invaluable,
and
we
spent
a
lot
of
our
diabetes
stakeholder
group
meeting
yesterday.
Reviewing
mark's
story,
there
was
some
additional
bits
to
that
to
his
story
which
we
worked
through
and
we
have
a
plan
to
address,
but
as
well.
E
We
can't
you
know
we
need
to
focus
on
the
positives,
sorry,
the
leads
programme
and
that's
a
great
example
of
how
we
can
deliver
our
left
shift
blueprint
within
long
term
conditions,
specifically
our
program
measure,
as
detailed
within
your
pack
around
ensuring
that
people
with
one
or
more
long-term
conditions,
are
enabled
to
take
an
active
role
in
managing
their
condition
by
being
referred
into
rehabilitation,
structured
education
and
have
appropriate
patient
self-management
tools.
E
E
It's
designed
to
help
people
understand
their
diabetes
and
their
condition
the
healthy
lifestyles
they
can
make
to
improve
their
condition
with
the
aim
of
then
agreeing
a
plan
of
how
they'll
keep
healthy
to
avoid
kind
of
longer
term
complications.
E
So
three
years
ago,
in
leeds
we
did
have
limited
type
2
diabetes,
structured
education
provision,
but
we
were
able
to
secure
monies
from
nhs
england
to
be
in
a
position
where
we
now
deliver
125
courses
of
structured
education
to
over
100
to
over
1300
people
in
leeds
every
year,
and
we
aim
to
target
75
of
all
newly
diagnosed
type
2
diabetics
each
year
and
I'm
really
pleased
to
say
that
over
75
of
people
who
start
the
course
go
on
to
complete
it
and
are
therefore
equipped
to
better
manage
their
condition.
E
And
ultimately,
as
we've
seen
in
mark's
case,
avoid
kind
of
non-elective
admissions
and
attendances
at
a
e
due
to
their
condition,
which
has
obviously
been
vital
over
the
last
year
as
we've
lived
with
the
pandemic,
so
diabetes
costs
the
nhs
over
10
billion
pounds
per
annum
and
80
of
that
cost
is
actually
spent
on
managing
just
the
complications
alone.
E
Complications
like
amputations,
blindness,
kidney
failure
and
for
some
added
contacts
and
needs
we
have
44
000
people
currently
living
with
diabetes
across
the
city,
so
by
investing
in
structured
education
and
people
are
empowered
to
understand
their
condition
and
to
make
healthy
lifestyle
choices,
preventing
the
onset
of
complications
and
those
healthy
lifestyle
choices
can
include
things
like
eye
screening,
attending
regular
foot
checks,
joining
local
physical
activity
groups
and
attending
the
many
weight
management
classes.
We
commission
across
the
city
next
slide.
Please.
E
Thank
you,
so
I
just
want
to
give
a
feel
for
some
of
the
other
services
we've
commissioned
recently
to
facilitate
patient
self-management
and
personalized
care
within
diabetes
care
within
the
city.
So
over
the
last
year,
we've
piloted
very
low
calorie
liquid
diets
and
to
explore
diabetes
remission
for
those
living
with
type
2
diabetes
in
the
city.
E
We've
seen
fantastic
results
and
people
have
been
in
a
position
where
their
blood
sugar
levels,
due
to
their
new
diet
and
the
healthy
messaging
received
and
peer
support,
encouraged
where
they've
been
able
to
well
sorry,
their
blood
sugar
levels
have
returned
to
pre-diabetic
levels
and
therefore,
we've
been
able
to
stop
the
diabetes
medication
that
they're
taking,
which
is
brilliant,
ultimately
kind
of
avoiding
longer
term
complications
and
other
long-term
conditions.
E
Other
examples
include
freestyle
libra,
which
is
a
form
of
blood
glucose
monitoring,
which
is
a
wearable
device
that
patients
wear
on
their
arm
and
that
tracks
blood
blood
glucose
levels
and
increases
patients
ability
to
monitor.
Accordingly,
we
now
in
leeds
have
over
40
percent
of
our
population
with
type
1
diabetes.
E
Having
that
provision
self-monitoring
available
to
them,
which
is
a
great
achievement
and
we're
looking
at
ways,
we
can
expand
that
to
individuals,
for
example
within
learning
disabilities,
and
being
able
to
have
that
within
the
city
touched
upon
structural
education.
So
I
won't
go
into
that
for
type
one,
and
I've
also
touched
upon
the
annual
review
process,
which
is
in
primary
care.
E
Our
collaborative
care
support
planning
process
whereby
patients
needs
are
truly
understood
by
their
primary
care
collision
and
shared
decision,
making
vital
to
inform
how
a
patient
and
clinician
can
work
together
to
inform
their
care
plan.
E
We've.
Also,
over
the
last
few
months,
invested
in
home
monitoring.
Given
the
current
pressures,
we
have
now
issued
blood
pressure,
monitors
to
a
number
of
our
gp
practices
within
our
most
deprived
areas
of
the
city
to
to
take
away
equipment
and
monitor
their
blood
sugar,
sorry,
blood
pressure
levels
and
we've
also
implemented
kidney
function,
testing
at
home
to
enable
increased
access
across
the
city,
which
is
a
great
achievement
and
really
really
positive
developments.
E
In
addition,
we
also
work
to
prevent
the
occurrence
of
type
2
diabetes
by
identifying
patients
at
risk
of
developing
diabetes,
and
we
work
wherever
possible
to
refer
into
the
national
diabetes
prevention
programme,
which
again
is
one
of
our
key
program.
Indicators
within
the
left
shift
blueprint
as
we
have
over
35
000
people
at
risk
of
type
2
diabetes
and
leads.
E
I
Thanks
lindsay,
I
have
the
first
slide,
please.
I
So,
in
part,
this
has
allowed
us
to
both
test
and
innovate.
Some
of
the
principles
on
the
left
shift
blueprint,
so
I
thought
it
would
be
helpful.
I
know
this
is
rather
a
busy
slide
to
consider
what
the
left
shift
would
mean
to
people,
and
I
think
this
is
around
putting
people
in
control
of
their
condition
so
focusing
on
what
matters
to
people
so
that
they're
ensure
that
they've
developed
a
proactive
support
plans
to
support
and
manage
their
condition.
I
Then
we
do
this
already
thousands
of
times
across
the
city,
in
our
annual
care
planning
for
patients
with
long-term
conditions,
and
we
want
to
accelerate
that
and
that's
around
shared
decision
making
in
practice
with
the
patient,
but
also
about
setting
goals.
That
matter
to
the
individual
and
this
as
well,
we
include
in
our
cardiac
and
pulmonary
rehab
program,
so
we
set
very
individualized
and
personalized
goals
for
people
to
be
able
to
achieve.
I
We
also
want
to
look
at
reducing
health
inequalities,
so
that's
ensuring
that
populations
at
increased
risk
are
proactively
managed
to
contact
for
support,
so
those
at
higher
risk
of
diabetes,
vascular
conditions,
heart
conditions
are
supported
to
be
able
to
manage
their
risk
and
to
change
their
lifestyle
as
well.
I
And
the
final
point
in
this
slide
is
about
more
activity
happening
in
community
settings.
This
isn't
necessarily
in
primary
or
community
hubs,
but
also
about
individuals
being
able
to
have
control
of
their
condition
and
to
manage
themselves,
and
the
use
of
technology
will
help
us
greatly
with
us,
but
also
around
the
use
of
peer
support.
I
And
we
know
that,
from
our
experience,
sharing
covert
with
structured
education
programs,
national
diabetes
prevention
program,
that
people
have
really
managed
to
adapt
to
the
virtual
working
and
have
found
this
very
helpful
in
terms
of
the
peer
support
that
they've
had
so
next
slide.
Please.
I
So
we
have
had
a
meeting
with
the
clinical
directors
from
leeds
teaching
hospital
trusts
who
lead
on
each
of
the
clinical
service
units
and
also
the
clinical
directors
from
the
primary
care
networks.
And
this
was
in
november
last
year
when
we
discussed
the
left
shift
and
what
that
might
mean
to
them
as
clinicians.
So
again,
unfortunately,
another
busy
slide,
but
to
try
and
emphasize
as
to
how
it
appears
from
a
clinical
viewpoint.
I
If
we
look
at
integrated
working
one
of
the
areas
that
we
know
that
we've
managed
to
advance
quite
successfully
is
the
use
of
areas
of
virtual
wards.
I
And
this
helps
to
reduce
the
risk
of
hospital
admission,
helps
to
support
people,
manage
people
at
home
and
help
to
discharge
patients
home
earlier
with
support
so
that
they're
still
under
the
care
of
the
hospital
but
they're
actually
in
a
community
setting-
and
this
also
applies
to
respiratory
and
we're
developing
it-
for
patients
with
heart
failure
as
well.
We've
integrated
working
around
diabetes
leads,
so
our
community
and
specialist
services
work
as
one
unit
and
also
work
quite
closely
with
primary
care.
I
So
the
ultimate
goal
with
this
is
to
have
one
service
across
leads,
so
the
patients
don't
see
the
join
and
that
they
actually
get
a
very
supported
viewpoint
from
they
get
a
consistent
support
from
the
system
and
we've
also
got
same-day
specialist
access,
which
has
improved
during
covert.
So
I've
been
given
a
time
watch
here,
so
more
activity
in
community
settings
again
focus
on
self-management,
but
this
building
capacity
and
capability
in
primary
care.
I
We
know
that,
through
the
increased
resource
that's
available,
we
can
recruit
pharmacists
and
increase
the
role
that
they've
actually
got
in
supporting
papers,
patients
to
manage
their
long-term
condition
and
we've
also
reduced
attendance
at
hospital
clinics
through
changing
patients
from
warfarin
anticoagulation
to
a
different
anticoagulation.
That
requires
less
intensive
monitoring
and
is
requires
less
blood
tests
for
patients.
So
I
just
moved
quickly
to
living
well
with
the
condition
and
again
I've
talked
about
the
annual
review
for
patients
and
shared
decision
making
and
goals
that
manage
the
people
of
people
feeling
empowered
to
manage
their
condition.
I
What
do
they
want
to
work
on
and
again
around
influencing
health,
behaviors
and
lifestyle?
So
I
think
really,
my
passion
is
around
prevention
and
we
really
need
to
move
be
able
to
move
from
treating
patients
with
complications,
their
condition
to
preventing
them
developing
those
conditions
and
making
leeds
the
healthiest
place
to
live
in
the
country.
Thank
you
very
much
I'll
pass
over
to
catherine.
B
Great,
thank
you
brian.
I'm
just
going
to
very
quickly
take
us
through
how
we'll
know.
If
we
made
a
difference,
we
started
off
with
mark's
story
to
be.
B
How
does
it
feel
to
me
work
and,
as
we
hear
more
and
more
of
those
stories,
we
hope
to
be
able
to
pick
up
more
elements
of
the
left
shift
in
there,
but
we
do
have
a
framework
of
measurable
indicators
and
you'll
have
seen
that
in
the
report
we've
set
some
quite
high
level
outcome
ambitions,
some
system,
activity,
metrics
and
quality
experience
measures
as
it's
as
the
left
shift
units.
B
It
seems
like
a
good
thing,
but
we
need
to
make
sure
we're
taking
people
with
us
for
each
of
the
indicators
we're
committing
to
be
as
good,
if
not
better
than
the
england
average,
and
where
we
can
measure
it.
We
commit
to
reducing
the
gap
between
leads
and
deprived
leads
by
10,
and,
as
jenny
stressed,
these
indicators
are
measurable.
We
are
building
them
into
the
way
that
we
work
and
within
the
left,
shift
blueprint
document
you'll
see
how
we're
performing
against
those
we'll
just
move
to
the
next
slide.
B
This
is
a
breakdown
of
the
strategic
indicators.
These
have
been
developed
in
in
in
partnership
as
you'll,
hopefully
see
the
health
outcome.
Ambitions
take
us
through
pretty
much
the
life
course
and
the
activity
metrics,
as
as
you
might
expect
about
about
reducing
the
growth
in
non-elective
bed
days
and
a
e
attendances
and
increasing
proportion
of
people
being
cared
for
in
primary
and
community
services,
and
I
think
brian
and
lindsey
have
given
some
great
examples
from
the
perspective
of
long-term
conditions
as
to
how
how
we
might
do
that.
B
We've
heard
from
long-term
conditions,
but,
as
you
will
have
seen
in
the
paper,
we
have
a
num.
The
left
shift
blueprint
is
based
around
a
number
of
programs
and
it's
within
the
programs
where
we
see
the
detail
and
each
of
in
terms
of
how
we've
worked
as
team
leads
to
develop
the
blueprint.
Each
of
these
programs
has
board
so
we've
been
working
with
those
cross
system
boards
where
they've
been
meeting
during
covid
and
where
they
haven't
been
meeting.
We've
been
working
with
the
kind
of
key
professionals
in
that
area.
B
In
order
to
to
to
to
pull
pull
their
plan
together
so
I'll
hand
over
to
jenny,
now.
H
H
I
kept
hearing
people
talk
about
it
and
I
wasn't
entirely
sure
what
it
was
all
meant
by
it,
but
kind
of
as
we
dig
into
it,
and
we
see
those
real
examples
of
how
we
can
make
a
difference
to
people's
lives
and
professionals
and
we
get
a
real
feel
about
what
left
shift
is
going
to
mean
for
us.
So
I
really
hope
that
we
can
sign
up
to
this
as
a
board
and
that
you
can
help
us
kind
of
make
this
the
framework
for
how
we
deliver
our
work
over
the
next.
A
Thank
you
very
much
very
well
timed
as
well.
Thank
you
for
getting
so
much
information
into
in
such
a
concise
way
and
thank
you
for
reminding
us
of
the
recommendations
as
well
that
I'll
come
back
to
at
the
end
of
this
discussion.
A
A
A
One
of
the
things
oh
alison,
please
alison
kenyon,.
B
I've
been
working
with
the
team
on
developing
the
left
shift
measures
and
I
think
it's
I
think
it's
useful
to
raise
with
the
board
the
challenge
that
we
have
had
in
identifying
measures
for
mental
health
services
and
the
concept
of
life
shift
is
sometimes
difficult
to
apply,
particularly
when
we
think
about
the
physical
location
of
services,
given
that
over
90
percent
of
the
services
we
deliver
within
our
ypft
are
done
in
the
community.
B
I
think
putting
people
at
the
heart
of
their
journey
and
equipping
them
to
manage
their
condition
and
to
maintain
their
well-being
and
live
long
and
healthy
lives
is
absolutely
the
right
way
to
go
and
we're
completely
supportive
of
that.
B
I
think
the
challenge
is
finding
indicators
that
will
measure
that,
in
relation
to
mental
health,
so
I
think
it's
it's
fair
to
say
when
you
read
the
documents,
that's
why
we've
still
got
the
some
of
these
are
still
in
development,
we're
still
having
discussions
and
we're
still
working
together
to
try
and
identify
the
best
ways
of
measuring
that
impact
for
the
city.
H
Journey
yeah,
I'm
just
to
say
I
completely
agree.
There's
a
real
balance:
isn't
that
between
measuring
things
in
a
kind
of
widget
county
way
for
the
sake
of
measuring
something,
but
also
not
really
having
a
sensitive
weight,
making
a
difference
by
not
measuring
anything
either,
and
I
think
for
some
areas
that
is
significantly
more
challenging
than
others.
So
really
welcome.
Kind
of
the
continuing
work
to
do
with
our
mental
health
provider.
Partnerships
to
to
find
the
good
balance
between
those
two
things.
D
Thank
you,
councillor,
benner,
thank
you
for
the
presentation,
fully
support
and
familiar
with
the
with
the
concepts
and
the
principles
of
the
leicester
blueprint
when
it's
discussed
with
my
colleagues
in
in
primary
care,
it's
clear
that
there's
there's
a
way
to
go
with
socializing
and
making
sure
it's
understood
across
everybody.
So
there
are
different
understandings
of
different
aspects
of
the.
What
left
shift
means,
and
some
of
it
ends
up
being
quite
complicated
for
people
to
to
understand.
D
So
I'm
interested
in
how
we
can
as
a
board-
or
I
can
in
my
organization,
particularly
thinking
around
the
construct
of
local
care
partnerships,
can
socialize
left
shift
blueprint
and
what
that
means
and
how
that
can
be
enshrined
in
joint
outcomes
that
we
all
work
for
either
through
a
contractual
mechanism
or
other
mechanisms
just
to
make
it
more
grounded
and
cemented
in
in
in
how
we
are
working
in,
particularly
in
in
local
care
partnerships
around
particular
populations
involving
primary
secondary
mental
health
for
sector,
social
care.
I
So
I
think
there
is
a
real
need
to
understand
that
it's
not
just
about
health,
that
the
well-being
of
individuals
and
understanding
those
wider
indicators
of
their
well-being
in
the
community
and
the
environment
that
people
live
in
and
the
communities
and
how
they
are
supported
needs
to
form
part
of
that
intelligence.
I
I
think
we
started
to
do
some
of
that
work
with
our
primary
care
networks
and
our
locality
care
partnerships,
but
I
think
there's
a
real
need
to
be
able
to
ramp
that
up
and
to
ensure
that
the
teams
that
are
working
to
support
people
have
access
to
this
information
and
are
able
to
make
the
the
right
decisions
regarding
that,
we
must
ensure
that
we
don't
have
a
narrow
focus
just
on
health,
that
we've
also
got
the
well-being
of
individuals
at
the
core
of
what
we
do.
A
Thank
you
victoria.
Please
thank.
C
You
chair
and
thanks
jenny
and
colleagues
for
the
presentation
to
echo
jim
jim's
comments,
also
hugely
supportive
of
the
work
really
familiar
with
it,
and
it's
it's
great
to
see
the
the
progress
I
I
guess
my
point
is
also
a
well
rehearsed
one
that
links
to
your
comment
just
now,
brian,
that
it's
how
we
we
manage
the
the
great
work
you've
described
and
how
it
links
to
all
of
the
other
work
that
goes
on
around
the
city
in
in
in
hopefully
trying
to
prevent
those
35
000
people
in
the
first
place
being
on
that
pre-diabetic
list.
C
So
I
think
that,
as
we
know
from
the
evidence,
around
eighty
percent
of
of
health
is
created
outside
healthcare
and
twenty
percent
from
the
impacts
of
healthcare
and
and
this
this
work
absolutely
shows
that
we're
really
stretching
that
left
shift
within
health
and
care.
And
it's
great
to
hear
that
all
healthcare
partners
are
signed
up
to
the
approach.
I
think
as
a
board.
C
C
So
I
think,
as
a
system,
it
would
be
great
to
to
kind
of
see
how
those
other
elements
will
contribute
to
the
outcomes
that
you
you
shared.
So
I
think
that's
the
challenge
for
us
as
a
city
to
to
start
to
to
join
that
other
work
up
around
the
work
you've
presented.
So
thank
you.
H
Yeah,
I
mean
just
to
say
thanks
victorian
com
completely
agree,
and
I
think
that's
why
I
made
the
point
that,
what's
in
the
left,
shift
blueprint
document
now
is
just
a
starting
point
really,
and
you
know
we,
we
need
to
kind
of
keep,
keep
working,
keep
iterating
and
and
be
more
ambitious
in
our
plans
to
kind
of
meet
those
strategic
ambitions
because
they
are
kind
of
very
ambitious
in
in
what
we've
set
ourselves
as
a
city.
A
Thank
you
fear
please.
F
Thanks
really
enjoyable,
obviously
very
familiar
with
it
as
we
deliver
the
education
part
of
it
and
and
the
community
services
part
of
it,
and
I've
been
to
some
of
the
education
sessions
and
saturn
on
them,
which
are
really
good.
F
I
think
the
issue
which
probably
links
with
jim
um's
points
and
and
victoria's
is
we
have
to
always
look
at
the
data
from
these
programs
to
granular
level
and
to
local
level,
because
I'm
aware
that
that
that
hides
a
huge
variation
of
access,
so
you
can
look
like
you're
having
a
very
successful
citywide
program.
But
I
know,
for
example,
that
the
dna
rate
is
twice
as
big
from
certain
communities
than
from
other
communities
into
those
programs
and
the
the
take
up
of
the
program
is
differential
from
different
groups
and
different
postcodes.
F
So
I
think
as
we're
going
forward-
and
I
know
jenny
it'll-
be
something
you're
absolutely
wanting
to
do,
and
tim
is
us
understanding
as
a
board
that
we
don't
simply
look
at
the
data
at
a
city-wide
level.
But
we're
always
looking
at
the
postcode
data
of
the
poorest
communities
and
the
dna
rates,
which
I
I
know
are
very
differential
into
those
programs
from
different
communities.
F
E
Yes,
I
I
can
fear
just
to
completely
agree
and
we
are
doing
detailed
work
as
we
as
we
kind
of
re
we
set
and
look
at
our
new
modes
of
delivery
and
what
elements
we
want
to
keep
and
what
elements
we
incorporate
going
forward.
But
we
are
doing
that
deep
dive
into
postcode
across
structural
education
and
across
our
cardiac
and
primary
services.
Due
to
the
variation
we
have
been
seeing,
so
that
work
is
underway.
D
Thank
you
councillor
and
thank
you
for
that
presentation
really
good,
obviously
familiar
with
it
and
kind
of
seeing
and
very
supportive
of
the
the
general
approach.
My
question
really
is:
it
builds
a
little
bit
on
theaters
around
some
of
that
analysis
and
data,
and
I
think,
there's
a
couple
of
things
I
want
to
look
at
given
the
wide
ranging
support
for
this.
D
I
think
one
of
the
things
the
board
ought
to
be
looking
at
is
that
we
do
see
a
genuine
shift
in
resources
in
that
direction
to
support
the
activity,
and
I
think
we
should
be
holding
ourselves
to
account
as
a
city
to
achieve
that
and
to
monitor
that
as
well.
My
other
point
is
around
the
actual
data.
Is
that
one
of
the
real
challenges
we
know,
obviously,
with
the
pandemic,
we're
going
to
see
a
deterioration
in
a
lot
of
measures
and
a
lot
of
metrics?
I
So
if
I
can
just
pick
that
point
to
ballister
so
really
important
to
ensure
that
as
we
catch
up
from
covert,
we
do
understand,
we've
got
a
backlog
not
only
of
elective
care
but
of
long-term
condition.
Reviews
that
we're
wanting
to
ensure
practices
supported
to
be
able
to
clinically
prioritize
those
patients
and
to
risk
stratify
them.
So
they
can
identify
which
patients
need
to
be
brought
in
more
urgently
and
earlier
for
clinical
review
to
ensure
that
their
control
of
their
condition
is
is
is
optimized.
I
So
I
think
that's
that's
really
important
to
ensure
that
we
recognize
that
we
will
have
some
capacity
constraints
going
forward
in
terms
of
workforce
as
a
result
of
covert
and
it's
ensuring
that
we
can
use
that
workforce
and
ensure
it
focuses
on
those
with
the
highest
risk
not
only
of
harm
from
covet.
But
those
whose
long-term
condition
may
well
have
deteriorated
during
the
the
period
of
covert.
I
I
I
think
that,
with
the
left
shift,
we're
really
setting
a
very
high
ambition
level
for
ourselves
long
term,
but
we
really
have
to
close
that
gap
in
terms
of
what
we
already
know
as
we
go
forward
to
address
that
longer-term
ambition.
But
everything
that
we
do
here
aligns
to
what
are
national
priorities
and
we're
very
much
aligned
to
the
long-term
plan
and
the
goals
and
ambitions
within
the
long-term
plan,
particularly
around
vascular
conditions
and.
I
K
About
it,
three
things
really
the
first
one
is
that
was
theo's
points
around
the
health
inequalities,
and
I
wonder
what
the
shift
we
really
need
to
make
is
not
that
this
work
isn't
being
analyzed
at
that
level,
but
I
don't
think
we
present
it
up
front
at
that
level,
so
at
senior
boards
and
so
on.
We
present
the
overview
and
then
get
reassurance,
it's
being
broken
down.
I
think
we
need
to
flip
that.
Actually,
I
think
we
need
to
see
that
breakdown
as
the
the
measure
not
a
bit
of
work.
K
That's
done
off
somewhere
else,
and
we
really
need
to
understand
that.
So
I
think-
and
that's
that's
the
approach
we're
trying
to
take
through
this
with
that
commitment
to
particularly
narrow,
though
the
gap,
but
I
do
think
there's
a
bit
of
a
cultural
change
where
we
don't
just
don't
just
look
at
the
sort
of
totality
of
leads
in
senior
meetings
and
then
know
somebody's
doing
the
detailed
work.
We
actually
take
the
variation
as
the
main
issue
that
we
want.
We
want
to
see.
The
second
thing
is
about
the
different.
K
It's
really
important
that
we
think,
through
the
different
levels
of
data
and
measurement
that
we
use,
and
some
of
them
are
clearly
going
to
take
five
to
ten
years
to
shift.
If
we're
successful
others,
we
can
make
a
real
difference
in
quite
quickly
and
it's
the
link
between
those
two
types
of
data.
That's
for
me
are
really
important.
K
What
we've
seen
in
in
the
covi
pieces
we've
had
some
very
measurably
easy
to
see
pieces
of
data,
some
negative
around
covered
rates,
some
really
positive,
around
vaccination
rates,
and
that
has
galvanized
action
and
we
need
those
immediate
and
things
that
are
going
to
happen
in
three
months
six
months,
12
months.
The
connection
then
through
to
the
strategic,
sometimes
is
evidence-based,
really
good,
international
or
even
local
evidence.
That
shows
that
if
we
do
these,
we
do
them
really
well.
That
happens
other
times.
K
K
If
you're
going
to
galvanize
action,
get
people
around
something
it
needs
to
to
come
back
to
that
more
immediate
piece,
and
then
I
suppose
the
other
thing
which
I
think
we've
talked
about
a
lot-
is
local
care
partnerships
and
making
sure
that
the
the
the
goals
and
the
ambitions
are
really
meaningful
at
that
level.
So
that
to
me
is,
is
this
sort
of
one
of
the
next
challenges
we've
got
program
boards
working
together
across
the
city?
How
do
we
translate
what
they
do
back
into
localities
in
the
right
way?
K
A
Thank
you.
Does
anyone
wish
to
respond
to
any
of
those
points?
Okay,
we'll
we'll
move
on
to
I've
got
sorry.
Having
had
a
technological
meltdown,
I'm
not
going
to
have
a
lucky
dog
to
contend
with.
I've
got
john
hannah
and
jason,
who
have
their
hands
up
I'll.
Take
those
as
the
last
three
points
and
then
we'll
move
to
the
next
item.
So
if
anyone
else
has
questions
or
comments,
could
you
please
put
those
in
the
chat
so
john?
Thank
you
for
waiting
for
so
long.
Do
you
want
to
ask
your
question.
D
Thanks
very
much
chair,
yeah
I'd
just
like
to
pursue
a
bit
further.
What
thea
was
talking
about
in
her
presentation
lindsay
said
that
75
of
the
people
complete
the
course
and
and
that's
good,
but
it
doesn't
mean
that
one
in
four
didn't-
and
I
just
wondered
whether
you've
done
any
work
to
find
out
what
it
was
about,
the
course
that
they
thought
it
didn't
address.
What
matters
to
them.
Why
did
they
drop
out.
E
E
As
we've
taken
the
courses
online,
I
think
we
have
actually
seen
an
increase
in
our
uptake,
and
I
guess
it's
that
at
this
point,
where
we
now
we
reconsider
how
we
look
to
now
deliver
that
course,
in
the
long
term.
Whether
there
are
you
know
online
sessions
that
continue
or
whether
we
revert
back
to
the
classroom.
There
are
some
of
the
decisions
we
now
need
to
make
and
we
will
use
that
data
and
use
that
intelligence,
and
we
need
to
do
that.
E
Engagement
with
service
users
with
patients
around
access,
and
so
that's
all
work
that
is
planned.
B
B
We
came
late
to
the
presentation
because
alice
and
I
were
speaking
at
a
kingsford
event
around
the
house
of
field
for
me
work,
but
the
I
suppose
you
know
it
would
be
good
just
to
see
that
that
co-production
element
is
run
throughout
all
these
pieces
of
work
on
the
voice
of
inequalities
again,
following
on
what
others
have
said,
that
the
voice
and
experience
of
inequalities
sort
of
things
out
of
it
as
well.
B
So,
particularly
in
the
measures
you
know
around,
how
we
hear
in
that
voice
of
inequalities
within
that,
and
I
suppose
just
the
profile.
We've
done
a
piece
of
work
working
with
the
communities
of
interest
network
asking
them.
What
can
health
and
care
services
do
differently
to
meet
the
needs
of
people
with
the
greatest
health
inequalities?
So
it
would
be
good
to
sort
of
cross
reference
that
against
the
left
shift
blueprint
to
to
to
you
know
to
to
make
sure
that
what
the
communities
are
saying
is
sort
of
playing
into
that.
B
It
might
be
helpful
just
to
come.
Come
back
on
that
that,
in
terms
of
the
program
measures,
we
talked
about
the
strategic
measures
and
the
and
the
10
percent,
also
within
the
program
measures
we're
looking
for
each
measure
wherever
possible
to
have
that
inequalities
element
in
it
and
I
think,
as
tim
said,
not
necessarily
as
the
afterthought,
but
as
the
actual
measure.
So
I
think
probably
one
good
example
of
that
in
in
one
of
our
programs
is,
is
the
mental
health.
I
act
on
that.
B
It's
actually
looking
at
bail
and
all
the
people's
access.
It's
not
general,
it's,
because
because
we
know
that
those
particular
communities
don't
experience
the
same
the
same
outcomes.
So
we're
certainly
looking
to
build
that
into
all
the
program,
measures
and
everything
we
do
at
the
program
level,
as
well
as
just
as
well
as
at
that
strategic
level
that
we
talked
about
in
the
presentation.
A
Thank
you
and
final
question
or
comment
from
jason.
Please
thank.
G
That's
involved
in
this
piece
of
work,
putting
putting
metrics
and
stuff
that's
really
measurable
about
around
a
concept
like
left
shift
is
is
really
difficult
compared
to
the
way
that
we've
worked
in
the
past,
but
I
I
think
it's
worth
thinking
about
it
in
the
context
of
what
we're
trying
to
achieve
strategically
and
why
it's
so
important
for
the
health
and
well-being
board,
because
at
face
value
it'd,
be
very
easy
to
interpret
the
work
here
as
moving
activity
away
from
say,
the
hospital
or
high
medically
to
other
to
other
areas.
G
And
yes,
it
is
on
face
value,
but
this
is
actually
about
moving
to
a
focus
on
wellness
rather
than
disease.
That's
the
the
key
point
here
for
me
that
we
can
often
miss,
and
it's
not
about
changing
the
setting
for
care,
it's
about
making
people
more
well,
so
they
don't
need
such
intensive
places
for
their
care
and
if
we're
really
going
to
be
successful
in
in
making
our
citizens
more
well,
there's
something
that
we
need
to
do
which
we've
started
to
hint
on.
G
In
the
discussions
and
some
of
the
work
we've
done
in
population
health
management,
we
need
to
understand
what
those
things
are:
medical
and
non-medical
that
are
going
to
make
them
unwell
in
the
first
place,
and
the
left
shift
is
about
starting
to
focus
on
that
more
preventative
element,
those
things
that
are
either
optimizing
their
clinical
treatment,
but
also
thinking
about
their
wider
health
and
well-being.
Their
wider
determinants,
and
in
that
the
tackling
health
inequalities
is
paramount.
G
So
I
I
don't
think
we
should
lose
sight
of
the
track
that
this
is
about
making
people
more
well
and
tackling
hell
in
health
inequalities
at
the
very
core
of
the
work
around
left
shift
blueprint,
and
we
can
do
that
by
creating
an
integrated
way
of
delivering
care.
That's
both
personalized,
but
more
proactive
and
preventative
in
nature.
G
I
think
also.
We
need
to
take
a
step
back
and
say:
well,
actually
we
can't
look
at
this
as
something
that
we'd
like
to
have
achieved
over
the
next
10
20
years.
The
reason
that
we
really
need
to
make
it
real
now
is
that
actually
it's
important
to
the
recovery
following
what
kovid
19
has
done
to
us
and
there's
there's
two
reasons:
if
we
think
about
the
work
and
the
state
that
people
are
in
following
covid,
it's
not
just
about
waiting
lists.
G
There
are
waiting
lists
everywhere,
not
necessarily
just
for
elective
activity,
but
all
sorts
of
things
that
are
a
sort
of
pent
up
need
over
time
from
a
health
and
wellbeing
perspective,
and
the
only
way
we
can
deal
with
that.
Okay
is
focus
the
resources
better
on
areas
of
high
risk
and
need
yes,
sweating,
our
assets,
assets
to
increase
the
activity
and
efficiency
of
all
our
services.
G
But,
more
importantly,
is
we
need
to
stop
those
lists
getting
bigger
and
the
only
way
we
do,
that
is
focusing
on
prevention
and
helping
keep
people
well,
and
that's
at
the
heart
of
this.
So
I
I
just
wanted
to
say
them
to
put
it
in
context
really
and
not
lose
track
of
what
actually,
why
it's
so
important
to
the
function
of
this
particular
board.
A
Thank
you
and
a
key
task
for
us
as
a
board
is
to
is
to
work
out
over
the
over
the
coming
months
and
years
how
we
need
to
work
differently
as
a
board
in
relation
to
left
shift.
So
thank
you
for
those
comments,
jason
to
conclude
this
item
and
thank
you
very
much.
Catherine
jenny
lindsay
dr
power
for
presenting
to
us
this
morning.
A
So
the
recommendations
are
that
we
support
the
we
sign
up
to
the
concept
of
the
left
shift
blueprint
under
strategic
indicators
and
that
we
support
the
implementation
of
the
left
shift
blueprint.
So
I'm
assuming
everybody
on
the
board
is
happy
to
accept
the
recommendations
and
we'll
move
on
to
the
next
item,
which
is
the
lead
strategic
assessment,
leeds
joint
strategic
assessment
and
we've
we've
dedicated
an
hour
to
this
item,
because
it
is
really
important.
A
But
also
the
challenges
is
especially
in
recovering
from
the
pandemic,
and
this
piece
of
work
is
really
important
because
it
will
be
so
key
to
getting
an
understanding
of
the
city
and,
as
it
is
at
the
moment
and
shaping
how
we
respond
to
the
pandemic
and
what
services
we
provide
and
what
we
need
to
address
going
forward.
So
simon
foye
is
going
to
present
and
simon.
We
agreed
you
present
for
up
to
half
an
hour
and
then
we'd
have
half
an
hour
for
discussion.
A
So
I'll
give
you
a
two
minute
warning,
but
please
start
whenever,
whenever
you're
ready.
Okay,
thank
you.
M
That
thanks
councillor,
venna
and
and
oh
thank
you
for
the
slides
coming
up
as
if
by
magic.
Actually
tony-
and
I
are
going
to
do
this
as
a
joint
presentation,
but
I'm
going
to
kick
it
off.
I'm
simon
foy,
I'm
head
of
policy
intelligence
at
the
council,
and
I
think
you
all
know
tony
who's,
our
chief
officer
for
health
partnerships.
M
It
could
have
the
next
slide,
please.
So
what
we're
going
to
cover?
Well,
hopefully,
a
few
things
really.
Firstly,
I
want
to
set
out
the
purpose
of
the
context
of
the
joint
strategic
assessment,
but
briefly
because,
hopefully
that's
covered
by
the
paper
and
most
of
the
time
available
to
us.
What
we
want
to
do
is
to
share
the
emerging
findings
and
headlines
likely
to
be
in
the
the
the
report
once
we've
undertaken
all
the
analysis,
but
also
identify
the
current
lines
of
inquiry,
but
other
additional
lines
of
inquiry.
M
Understanding
that
you
know
the
analysis
and
the
data,
particularly
socioeconomic
data,
lags
behind
what's
happening
on
the
ground.
So
I
think
that's
quite
important
and
we're
still
collecting
and
analyzing
the
data.
But
we
want
to
engage
with
the
board
at
the
earliest
opportunity,
because
your
your
input
in
shaping
this
is
absolutely
vital,
as
council
of
enemies
just
said,
and
then
the
final
bit,
which
is
the
hopefully
the
discussion
we'll
have,
is
about.
Do
the
messages
that
and
the
emerging
findings
that
you've
heard
chime.
M
Are
there
further
lines
of
inquiry
and
alternative
insights
that
we
can
draw
and
look
at
and
to
say
that,
hopefully,
will
set
us
on
the
way
for
the
next
stage,
which
is
continuing
with
the
detail
analysis
and
coming
back
to
you
in
a
couple
of
months
with
with
you
know,
some
more
fuller
findings,
because
we
have
got
a
lot
of
ground
to
cover.
M
So
the
approach
that
we've
done
tony
and
I
are
going
to
cover
the
key
themes
with
a
kind
of
a
starter
slide
which
is
a
bit
of
narrative,
but
then
there's
some
kind
of
pictures,
some
graphics,
which
are
meant
to
be
illustrative
rather
than
comprehensive.
M
So
it's
kind
of
a
flavor
of
the
types
of
things
that
we're
looking
at
and
the
likely
findings,
rather
than
the
definitive,
a
definitive
picture
so
I'll
cover
the
next
slide.
Please
so
in
terms
of
what
a
jsa
for
is
in
leeds,
and
I
qualify
that
in
leeds,
because
we've
actually
got
a
slightly
different
approach
to
it
than
perhaps
the
the
narrower
statutory
requirement.
M
The
past
two
iterations
haven't
said
a
great
deal
about
climate
change.
We're
also
wanting
this
to
become
much
more
real-time
and
interactive.
It
is
a
little
bit
the
the
current
jsa
is
hosted
on
the
leeds
observatory,
but
it's-
and
you
know
that
is
a
platform
where
people
can
explore
a
wider
set
of
cities,
socioeconomic
data,
but
there's
a
real
opportunity
to
make
this
much
more
interactive
and
much
more
real
time
as
much
as
we
can
do.
M
It
also
needs
to
be
sharper
in
its
focus.
I
think
it
needs
to
move
beyond
providing
insights
narrative
to
what
you
know
of
the
key
challenges
and
opportunities
the
city
faces,
but
it
needs
to
better
inform
not
only
the
priorities
but
the
allocation
of
resources
and
and
the
assessment
and
the
evaluation
of
our
of
our
of
our
interventions
and
then
again.
Another
long-standing
aspiration
is
for
it's
much
to
focus
on
opportunities
and
assets
as
well
as
needs
and
challenges.
M
If
you
have
the
next
slide,
please
and
then
again
as
council
vendor
said,
this
is
clearly
a
bit
of
a
pivotal
moment
in
terms
of
doing
a
city
analysis
where
we've
seen
the
impact
of
the
pandemic
over
the
last
12
months
really
put
a
spotlight
on
the
long-standing
inequalities
that
the
cities
faced
and
experienced
over
a
much
longer
period,
and
I
think
we
have
the
opportunity
to
perhaps
really
further
focus
on
some
of
those
underlying
trends
and
experiences
within
the
city.
M
I
think
the
other
thing
that
is
really
going
to
be
helpful
this
time
around
is
that
the
response
to
the
pandemic
has
really
upped
the
kind
of
inter-agency
cross-partnership
key
stakeholder
engagement,
cooperation,
joint
working
sharing,
data
sharing
insights
and
again,
I
think
we
can.
We
can
really
draw
on
that
and,
if
you
think
of
the
work
around
our
relationship
with
the
universities,
the
work
of
their
ancient
institutions,
the
potential
of
the
city
office
for
data
analytics
are
all
key
there,
so
that
kind
of
hopefully
sets
up
what
we're
trying
to
achieve.
M
As
I
say,
the
primary
part
of
what
we're
going
to
do
now
is
look
at
some
of
the
emerging
findings,
so
tony's
going
to
cover
demography,
some
things
around
health
and
well-being,
but
kind
of
the
wider
kind
of
some
of
the
wider
issues
around
inequality.
Then
I'm
going
to
pick
up
young
people,
the
labor
market,
the
economy
and
climate
change,
then
we're
going
to
hopefully
have
a
good
slug
of
time
for
discussion.
So
I'm
going
to
hand
over
to
tony.
J
J
So
yeah
some
of
this
is
obviously
has
been
relatively
well
rehearsed,
but
these
trends
obviously
here
to
stay,
there's
no
question.
So
there's
a
few
slides
on
this,
but
just
to
summarize
the
aging
population
trends,
obviously
continuing
and
as
we
heard
in
the
previous
presentation,
serious
issues
with
long-term
conditions,
many
people
age
in
in
poor
health,
with
multiple
conditions.
J
Looking
at
the
chat
and
stuff
that
jim's
been
been
putting
up
there,
you
know
absolutely
need
to
get
our
heads
around
how
we
prevent
some
of
this
stuff
and
how
to
do
that.
You
know
he's
rooted
in
in
all
our
communities
and
all
the
work
that
we're
all
doing
a
really
key
one
around
the
structure
population
by
age,
I
think,
is
around
the
school
age
population.
J
It's
growing
and
becoming
more
diverse,
increasingly
concentrated
in
deprived
areas.
I
think
some
real
implications
for
social
mobility
that
we
haven't
yet
investigated
on
that
one
and
likewise,
obviously,
if
you've
got
more
older
people
and
a
significant
increase
in
young
people,
inevitably
there's
a
squeeze
on
the
proportion
of
people
of
working
age
and
again
I
don't
think
we
fully
understood
what
the
the
medium
and
longer
term
implications
of
of
that
are
and
then
finally,
we've
been
asked
a
few
questions
about
the
impact
of
brexit.
J
It
is
you
know
there
are
some
possible
emerging
trends,
but
probably
too
early
to
to
capture
those.
So
there'll
be
a
number
of
lines
of
inquiry
to
fully
understand
that
I
think
overcoming
months
next
slide.
J
So
people
be
aware
from
the
the
last
jso
we
had
a
good
look
at
population
and
we
attend
again
to
project
the
leads
population
to
2035.
That
work
hasn't
happened
yet,
but
obviously
you
know
if
you
look
at
those
population
pyramids
there's
a
significant
bulging
lead
to
the
student
population
and,
as
I've
mentioned,
there's
also
those
issues
either
end
of
the
the
age
structure
as
well,
which
we'll
need
to
work
through.
J
Interestingly,
in
leeds,
we
have
two
percent
more
more
women,
more
females
than
males,
not
sure
what
the
implications
of
that
are
probably
positive,
rather
than
anything
else.
But
again
the
whole
point
with
this
is
we
really
need
to
understand
some
of
those
longer-term
trends,
but
the
one
thing
that
we
have
had
a
look
at
so
far
next
slide.
J
It
is
this
and
I'll
just
ask
you
to
just
just
to
have
a
look
at
that
for
a
few
seconds.
The
gray
bar
is
the
current
primary
school
population
and
the
blue
one
is
new
primary
age
populations
and
obviously
that's
by
by
imd
decile,
and
I
think
some
really
significant
trends
there.
Obviously
in
imd
decile
one
so
the
index
of
multiple
deprivation.
J
J
So
in
leeds
we
have
24
of
the
population
that
live
in
amd,
decile
1,
but,
as
you
can
see,
we
have
almost
35
percent
of
the
primary
population
in
that
decimal,
and
probably
a
really
stark
figure
is
over
50
percent
of
new
primary
aged
pupils
in
that
decile
and
that's
hugely
significant
thing
for
us.
I
think-
and
we
did
look
at
this
the
last
time
around,
and
I
think
you
know
when
we
brought
this
into
the
health
and
wellbeing
board.
J
J
That's
not
six
to
ten
on
this
slide
as
well,
and
what
we're
seeing
is
a
significant
reduction
in
the
number
of
children
starting
school
in
the
more
affluent
areas
you
know
so
there's
a
real
risk
of
of
you
know
some
of
our
more
often
areas
being
broadly
child,
free
and-
and
there
are
some
obvious
social
policy
implications
for
all
this-
that
that
we
need
to
understand
next
slide.
Please
so
in
terms
of
health
and
well-being
and
you'd
almost
think
you've
planned
this.
J
Obviously
because
you
know
the
the
importance
of
all
the
work
around
the
left
shift.
Blueprint
is
going
to
be
hugely
here,
but,
as
simon
said,
you
know,
there
was
huge
health
inequalities
in
leeds
and
obviously
you
know
the
health
and
well-being
strategy
was
rooted
in
improving
the
health
of
the
poorest
the
fastest.
J
J
Certainly
one
thing
the
data
shows
us
already
is
that
link
between
mortality
and
deprivation
in
covid,
and
certainly
personally-
and
I
chair,
the
the
the
shielding
one's
bronze
group
and
we've
had
some
quite
stark
data
presented
in
in
that
group,
and
it's
really
clear
that
ultimately,
more
people
are
dying
in
the
poor
deciles
in
that
shielded
cohort
in
that
clinically
extremely
vulnerable
cohort,
which
is
obviously
extremely
worrying
for
for
all
of
us
really,
and
we
do
know
that,
obviously,
poor
living
and
working
conditions
increase
exposure
to
covered
in
other
illnesses
and
some
really
strong
evidence.
J
Obviously
you
know
around
from
my
workers
around
housing
density
and
other
things
as
well
and
again,
the
next
line
there
is,
you
know
that
a
higher
proportion
of
people
with
clinical
clinically
extremely
vulnerable
living
in
that
imd-1
decile
testing
positive
for
covid
than
in
the
other
deciles.
J
So
some
real
real
issues,
I
think
for
us
to
to
take
into
account
and
again
the
vaccine
program
has
been
mentioned-
has
been
hugely
hugely
successful,
but
some
similar
associations
between
deprivation,
ethnicity
and
lower
vaccine
uptake
last
couple
of
points
from
there
housing
tenure,
the
map
of
housing
tenure
again
mira's
inequalities
and
a
number
of
conditions
also
mirror
that
inequality.
J
So
I'm
just
gonna
talk
through
very
quickly
a
couple
of
slides
that
just
show
this
next
slide
please.
So
this
is
a
this.
Is
the
imd
nationally
total
coronavirus
cases,
clearly
free
and
clear
association,
as
noted
next
slide,.
J
This
was
the
latest
imd
for
leads.
The
blue
ones
are
in
the
center
of
the
most
deprived
and
the
the
lighter
ones
on
on
the
outer
parts
of
leagues,
obviously,
the
least
deprived
and-
and
you
can
see
you
know
the
closer
you
are
to
the
center
of
leeds,
the
more
likely
you
are
to
live
in
a
deprived,
neighborhood
next
slide.
J
Housing
tenure
mirrors
this
and,
on
those
again
those
those
blue
and
green
bits
in
the
middle.
There
are
both
the
blue
one.
This
is
council
accommodation
and
the
green
one
is:
is
private,
rented
and
we're
increasingly
seeing
a
stratification
in
the
housing
market
between
social
housing
and
private,
rented
and
owner-occupied
housing
in
the
more
affluent
parts
of
the
the
city,
and
I
suspect,
one
of
the
challenges
from
from
the
previous
slide.
J
If
we're
grouping
lots
and
lots
of
people
together
in
inner
cities,
in
overcrowded
accommodation
and
also
in
you
know,
in
some
of
the
lower
skilled
work
that
we
know,
we've
got
as
well
next
slide.
J
So
this
is
the
map
of
a
vaccine
uptake.
There
is
a
really
positive
spin
on
this.
Obviously,
is
that
you
know
when
we
were
formulating
the
vaccine
program,
and
you
know
sort
of
myself
and
others
were
submitting
evidence
nationally,
and
you
know
we
were
being
told
that
75
vaccine
uptake
would
be
a
success
for
the
entire
program.
You
know
the
great
majority
of
the
of
areas
in
leeds
are
over
75,
but
unfortunately
there
is
this.
J
This
really
clear
inequality,
as
we
can
see
on
the
slides
and
again
that
that
mirrors,
you
know
very
very
closely
the
nature
of
of
inequality,
the
nature
of
the
the
housing
market,
the
nature
of
the
employment
market
and,
ultimately,
the
nature
of
deprivation
in
the
city
next
slide.
J
So
I'm
not
going
to
go
into
these
in
in
a
huge
amount
of
detail,
it's
relatively
well
rehearsed,
but
what
leads,
as
a
city
does
have
lower
life
expectancy
than
the
regional
and
national
average,
and
one
of
the
trends
that
has
continued
from
the
last
jsa
now
we've
got
two
more
years
of
data.
Is
that
particular
challenge
with
female
life
expectancy
and
a
widening
of
the
gap,
and
I
think
I
can't
remember
the
exact
academic,
but
one
of
the
academics.
J
Oxford
university
recently
was
talking
about
the
forward
march
of
life
expectancy
being
halted,
and
there
is
a
a
leveling
out.
There's
no
question
in
leeds,
but
also
the
problem
is
that
widening,
as
I
say
in
some
groups
and
in
some
communities,
which
we
really
need
to
to
understand
and
act
on
next
slide
and
again,
you
know
you
can
look
at
a
number
of
conditions
and
that
inequality
is
really
clear.
I
think
whilst
we
we
have
made
some
some
progress.
J
Obviously-
and
you
know
the
the
bottom
right
hand-
one-
there
primarily
covers
heart
conditions
and
some
significant
reduction
respiratory
diseases
and
the
gap
has
has
worsened
somewhat
over
the
last
couple
of
years.
We
suspect-
that's,
probably
the
long
tail
of
things
like
lung
cancer.
J
Copd,
our
smoking
levels
haven't
declined
as
fast
and
deprived
leads
as
in
the
rest
of
of
the
city.
But,
as
you
can
see,
you
know
some
significant
challenges.
I
think
for
for
all
of
us
here.
So
the
last
slide
on
on
health
and
wellbeing
is
the
next
next
one,
and
I
think
this
this
broadly
sums
up
the
challenge.
We've
had
a
good
look
by
ward
and
again,
you
know
the
difference
between
you
know:
a
resident
of
burma,
tufts
and
richmond
hill.
J
If
you're,
a
man
there's
an
eleven
and
a
half
year,
gap
in
life
expectancy
and
if
you're,
a
woman
between
berman
thompson,
richmond
hill
and
adele
and
wolfdale
there's
almost
14-year
gap
in
life
expectancies.
So
these
differences
are
a
stark
and
significant
and
really
do
reveal
why
we
need
all
the
initiatives
that
we're
hearing
about
around
the
left
shift
blueprint
and
population
health
management.
So
we
can
really
drill
down,
try
to
understand
how
long-term
conditions
emerge
in
these
neighborhoods
and
intervene
more
earlier
and
ultimately,
more
more
effectively.
J
So
I'm
going
to
hand
back
to
simon
now,
who's
going
to
give
us
a
a
run
through
children
and
young
people
and
some
of
the
economic
issues
as
well.
M
I
think
there's
a
whole
range
of
things
there,
which
are
also
linked
to
deeper
concerns
regarding
mental
health,
and
I'm
aware
there's
some
wider
work
going
on
in
terms
of
mental
health.
Looking
at
mental
health,
young
people,
so
I
won't
perhaps
go
into
a
great
deal
detail
here
and
there's
a
there's.
Also.
M
So,
I
think,
there's
a
whole
range
of
things
there,
but
for
the
sake
of
today,
I
think
there's
kind
of
some
kind
of
recent
data
that
perhaps
highlights
the
challenge.
Dwp
and
hmrc.
I've
released
some
new
data
around
relative
poverty
of
young
people
under
16,
and
it's
called
before
housing
costs.
It's
I
mean
we
can.
We
can
share
the
methodology,
but
this
new
data
highlights
that
eight
is
thought
that
18
of
under
16s
in
the
uk
suffer
from
relative
are
in
relative
poverty
before
housing
costs
that's
18
nationally.
M
M
When
I
came
in,
I
think
it's
the
the
picture,
the
local
picture,
that's
actually
more
interest
in
terms
of
trying
to
understand
the
patterns
of
educational
attainment,
but
that's
something
we
can
look
at
in
the
full
jsa
next
slide.
Please
so
I've
got
quickly.
I
mean
this,
you
know
the
wider
determinants
of
health
and
well-being
are
economic
and
social,
and
I
think,
in
terms
of
the
economy,
I'd
just
say
some
things
very
quickly.
M
You
know
leeds
has
got
some
positives
around
his
economy.
We've
got
along
we've
seen
a
long
period
of
relative
economic
growth
and
expansion
in
the
city.
M
So
if
the
the
lockdowns
have
impacted
on
specific
sectors
and
again,
there's
a
whole
range
of
narrative
about
that
which
I
won't
go
into
now,
but
I
think
there
might
be
some
longer-term
impacts
on
the
economic
geography
of
the
city
and
again
I'll
just
perhaps
illustrate
this
with
some
slides.
So
the
next
slide,
please.
M
So
this
slide
a
bit
like
tony's
last
slide.
If
you
had
to
pick
one
slide,
that
explained
the
economy
and
tony's
last
slide
probably
was
what
the
one
slide
you'd
need
to
a
picture
of
inequality
in
the
city,
the
x,
the
the
the
the
x
axis.
The
bottom
axis
is
employment
rate,
and
the
vertical
access
is
gdp.
M
Basically,
and
it's
indexed
for
major
major
towns
and
cities
in
the
uk
and
the
ones
with
names
on
are
the
english
core
cities.
But
the
place
you
want
to
be
is
the
top
right
hand
corner
because
you've
got
high
productivity
and
high
jobs,
and
the
only
core
city
that
goes
in
that
box
is
bristol
the
next
two
core
cities,
on
the
bounds
of
the
kind
of
best-in-class
box
for
one
of
the
better
phrases
manchester
leeds
manchester's
there
by
its
gdp
output.
M
So
manchester
performs
well
on
its
economic
productivity
and
not
necessarily
the
jobs.
It
creates
we're
on
the
fringes
of
the
best
in
class
because
of
the
high
levels
of
employment
that
we
have
primarily,
but
we
still
have
relatively
half
decent
gdp,
but
it's
the
higher
levels
of
employment.
Now
the
higher
levels
of
employment
are
a
bit
of
a
double-edged
sword
because
meant
a
lot
of
the
more
recent
jobs
that
the
cities
have
have
produced
are
in
the
in
consumer
services,
which
are
those
services
which
are
under
severe
pressure
at
the
moment.
M
Next
slide,
please
that
just
this
slide
is
just
gdp
for
the
last
20
years,
and
it
just
shows
the
kind
of
the
impact
of
the
pandemic
next
slide
again.
This
slide
is
based.
I've
nicked
this
from
the
the
center
for
cities
and
it
basically
looks
at
the
core
cities
with
the
named
ones
and
it
does
it
against
two
axes.
M
So
the
vertical
axis
is
the
take-up
rate
of
the
job
job
retention
scheme,
and
the
bottom
axis
is
the
propensity
to
work
from
home
or
the
ability
to
work
from
home
of
the
workforce
in
any
given
city
so
leads.
M
So
it's
not
entirely
unsurprising,
but
it
does
show
that
some
of
you
know
some
of
the
smaller
satellite
towns
and
cities
have
fared
better
because
of
that
local
that
that
tracking
of
local
activity
through
the
pandemic
and
again
something
that
I
really
need
to
get
to
the
bottom
of
is
why
huddersfield
particularly
has
done
very
well,
but
we'll
come
back
to
that.
So
there's
some
issues
there
about
the
drug,
the
economic
geography
post
pandemic,
what
that
means
for
suburbs,
villages,
satellite
towns
and
the
city
center
next
slide.
Please
and
then.
M
But
I
guess
there
was
a
time
in
the
early
days
of
the
pandemic,
where
we
were
thinking.
Are
we
the
start
of
a
renaissance,
a
new
alternative
model
of
living
with
traffic
free
existence,
no
planes
in
the
sky,
the
silence
of
the
morning
walk
before
work
and
all
of
that.
Well,
I
think
it's
a
couple
of
there's
some
issues
around
that
as
well.
So
again,
a
couple
of
illustrative
slides.
So
next
slide
please.
M
So
this
slide
looks
at
two
things:
the
top
the
top
graph
is
footfall
that
leads
to
city
station.
The
bottom
graph
is
bus
used
primarily
as
man
measured
by
the
metro's
m
card.
So
you
see,
in
terms
of
you
know,
leads
city
station
before
being
a
bit
of
a
thing
for
both
an
identity.
M
It's
both
kind
of
a
use
of
public
transport
also
leads
to
the
center
as
well.
But,
let's
think
about
public
transport
use,
so
you
saw
a
huge
drop-off
in
public
transport
use
that
recovered
a
little
over
the
summer
and
then
there's
kind
of
dropped
and
kind
of
come
back
a
bit
as
various
bits
of
restrictions
have
come
into
place.
M
M
The
bus
use,
I
think
is,
is
interesting
as
well,
because
in
many
cases
the
use
of
a
train
to
go
to
work
is
simplifying
it,
but
in
in
many
cases
it
is
a
choice
that
people
choose
to
use.
The
train,
rather
than
perhaps
driving
to
leeds
bus
use,
I
would
say,
is,
is
often
more
less
of
a
choice
for
people.
It's
more
people
are
reliant
on
a
bus
to
travel
around
who
use
a
bus,
so
you've
seen
bus
use
higher,
but
it's
still
significant
below
what
it
was.
M
M
The
this
is
daily.
This
is
weekly
patterns
of
traffic
use
and
the
blue
lines
are
last
the
depend.
The
the
pandemic
period
and
the
black
line
was
is
1999
as
the
baseline
and
you
saw
a
huge
drop
off
in
car
use,
but
you've
actually
seen
it
recover
much
more
than
you've.
Seen
public
transport
recover,
which
again
is,
is,
I
would
say,
a
cause
for
concern.
So
sorry,
next
final
slide
now.
M
M
Clearly
you'll
have
the
opportunity
for
a
much
deeper
look
at
it
when
we
produce
the
draft
report
and
come
back
to
you,
but
we
wanted
to
use
the
opportunity
to
to
ask
you
really
whether
you
know
what
we're
saying
does
it?
Chime
are
the
things
that
we're
missing
are
the
further
insights
and
sources
of
data
that
we
and
people
we
should
be
talking
to
we've,
we've
kind
of
brought
together
a
kind
of
an
informal
sounding
board.
M
Some
of
those
people
are
on
this
call
and
we
want
to
engage
as
broadly
as
we
can
and
do
that
as
transparently
as
we
can
as
we
pull
the
analysis
together.
So
I
was
going
to
finish
there
and
tony.
I
don't
if
you've
got
anything
to
ask.
Hopefully
councillor
venue,
we've
squeezed
it
within
the
time
available.
A
Perfect,
perfect
timing.
I
think
that's
almost
exactly
30
minutes,
so
thank
you
again
for,
like
the
last
presenters
managing
to
get
so
much
information
into
a
relatively
short
amount
of
time.
So
who
would
like
to
start
with
questions
or.
F
Hello,
simon,
it's
a
long
time
since
I
sat
and
listened
to
a
really
excellent
presentation
from
you
around
all
of
this
simon
and
I
worked
for
some
years
at
the
regional
development
agency
and
the
reason
why
I'm
mentioning
it
is
because
some
of
the
presentation
makes
me
quite
sad
because
it's
I've
heard
some
of
it
before,
and
it's
about
the
unmoving
nature
and
the
endemic
embedded
nature
of
some
of
this,
which
is
so
overwhelming,
really
and
so
so
sad
to
to
both
see
it
and
to
know
that
it
is
only
getting
worse.
F
I
think
I'm
particularly
taken
by
the
figures
right
at
the
beginning,
in
particular
around
primary
school
children
living
in
the
most
deprived
areas.
F
There's
so
much
in
the
presentation,
my
overall
feeling
and
thought
at
the
end
of
it
is.
We
must
commit
to
do
one
or
two
things
well,
and
I
think
we
often
say
that,
because
it
can
feel
so
big
that
you
don't
know
what
to
do
and
where
to
go.
But
there
are
certain
things
we
we.
I
think
we
do
need
to
to
focus
on
the
children,
because
the
other
things
we
know
is
that
educational
attainment
18
has
the
biggest
impact
on
your
life
chances
and
your
health.
A
I
would
agree
with
that
I'll
just
come
in
there
myself
for
a
minute,
because
we
made
that
point
when
this
was
presented
to
cabinets,
that
we
recommended
that
the
work
was
strengthened
around
its
focus
on
children
and
young
people,
particularly
with
reference
to
the
mental
health
fallout
of
the
pandemic,
but
also
the
expected
huge
surge
in
youth
unemployment
16
to
25
year
olds
are
already
the
group
have
been
most
impacted
by
unemployment,
because
they
were
the
group
most
employed
in
the
sectors
that
have
been
badly
hit.
A
So,
yes,
I
would
entirely
agree
with
the
need
to
particularly
focus
on
children,
and
we
know
that
gibson
and
herrera
hills
is
the
ward
with
not
only
the
highest
deprivation,
but
also
the
highest
birth
rate.
So
you
know,
and
the
population
of
children
is
growing
in
our
most
deprived
areas,
so
I'd
very
much
support
those
comments
from
thea
click.
You
were
next,
please,
with
your
hand
up.
H
B
You
yes,
brilliant
simon,
to
get
all
of
that
so
much
to
think
about
and
take
away.
I
suppose
I
was
just
particularly
interested,
and
you
know
this
relates
very
much
back
to
the
whole
conversation
around
health
inequalities
and
how
we're
working
together
as
a
lead
system,
if
we
should
actually,
when
we're
talking
about
the
key
sectors,
be
including
our
health
and
care
sector,
which
is,
I
think,
an
area
where
we're
a
bit
of
a
market
leader
and
and
absolutely
the
third
sector
and
communities
a
part
of
of
that
system.
B
B
You
know,
and
also
so
much
around
people's
health
and
well-being,
but
also
to
those
opportunities,
huge
links
to
employment
and
housing,
and
you
know
all
of
those
80
of
things
as
victoria
referenced,
the
things
that
add
to
health
and
well-being
too.
So
just
wondering
if,
if
that's
something
that
we
can
explore,
I
mean
I
know:
we've
got
a
conversation
with
you,
simon,
so
it'd
be
good
to
pick
that
up.
J
Yeah
I
can.
I
can
certainly
come
back
on
on
the
last
point.
So
people
be
aware,
I
don't
think
julian's
on
the
on
the
call
anymore,
because
he
put
the
the
anchor
institutions
program
has
been
a
really
excellent
way
of
doing
some
of
that
work,
which
is
using
things
like
the
purchasing
and
commissioning
power
of
some
of
the
big
organizations
to
try
and
drive
change
in
the
communities
and
try
and
reshape
their
workforce
and
access
and
frontline
workforce
in.
J
In
particular,
we
are
looking
to
further
expand
that
scheme,
so
we
we've
actually
got
through
a
shortlist
of
90
areas
down
to
the
last
nine
to
develop
that
and
to
develop
a
more
of
a
community
focus
on
the
anchors
model
as
well
and
then,
finally,
on
you
know
the
children
and
young
people
stuff.
You
know
absolutely.
J
We
brought
this
out
really
clearly
in
the
last
chance
to
teach
assessment,
but
I
think
we
were
in
a
bit
of
a
sort
of
so
slightly
paralyzed
by
by
what
to
do
and
how
to
to
really
respond
to
that
rapid
growth
of
children
and
young
people
in
in
some
of
those
deprived
areas.
J
I
think
now
you
know
we
probably
know
what
some
of
the
things
that
work
around-
that
mentoring
around
promoting
social
mobility
around
employment
opportunities,
but
we
probably
need
to
build
a
bit
of
a
program
around
it
and
probably
need
to
to
do
that.
We
work
across
both
the
health
and
wellbeing
board
and
the
children's
trust
board
as
well,
really
but
yeah.
All
this
work
is
is
is
about
what
are
you
know
what
the
implications
for
commissioning
and
for
service
redesign,
and
I
think
you
know-
we've
got
a
really
strong
opportunity
now.
J
A
Thank
you,
jason.
Please.
G
So
again,
I
want
to
say
just
thank
you
for
that
presentation.
I
I
found
it
fascinating.
I
think
it
tells
quite
an
interesting
story
that
others
have
already
concluded
a
bit
about
where
we
are
as
a
city
in
terms
of
the
outcomes
and
life
expectancy,
etc
for
our
population
deprivation
and
by
geography.
G
But
it's
also
telling
us
a
bit
about
the
drivers
of
that
and
why
that
we
end
up
with
those
outcomes
and
we're
seeing
the
importance
of
opportunities
in
terms
of
employment
and
young
people,
but
also
educational
attainment,
and-
and
you
know,
the
thing
that
you
know
underpins
all
that
difference
is
deprivation
and
inequality,
which
is
which
is
key
and
towards
the
end
of
the
the
presentation
we're
seeing
how
people
are
living
their
lives
differently,
primarily
because
of
the
impact
of
the
pandemic
and
there's
a
couple
of
things
in
there
really
so
we're
seeing
less
traffic
into
the
city
center.
G
We're
seeing
people
using
modes
of
transport
that
might
be
less
good
for
our
environmental
ambitions
and
but
what
we're
also
seeing
is
potentially
a
strengthening
of
more
local
communities
and
smaller
communities
through
this
and
and
the
bit
I'd.
Be
really
interested
in
that
wasn't
in
the
presentation,
necessarily
is
how
that
links
to
the
more
longer
term
trends.
So
is
that
something
that
was
happening
anyway,
that
has
been
really
accelerated
by
the
impact
of
kobe
19,
or
is
that
something
that
has
been
changed
significantly
by
it?
A
Thank
you
is
anyone
able
to
respond
to
that
question
on
transport,
simon
yeah?
I.
M
A
M
It's
a
bit
of
both
actually
jason,
so
so
in
kind
of
macro
trends,
you
could
argue
that
leed
city
center
was
soaking
up
economic
activity
from
some
of
the
neighboring
towns,
so
so
to
a
certain
extent,
that
is
paused
and
even
reversed.
M
It's
designed
to
move
people
into
the
city
so
again,
there's
a
lot
of
unknowns,
but
clearly
a
lot
more
to
to
understand.
A
Thank
you,
simon
allison.
Please.
B
Yeah
so
really
really
interesting
presentation,
and
I
just
wonder
that
when
we
do
the
the
actual
time
needs
assessment,
we
also
dig
deeper
into
the
different
protected
characteristics
of
some
of
these
deprived
communities
and
particularly
around
young
people,
and
looking
at
other
associated
issues
like,
for
example,
english
as
a
second
language,
because
all
these
are
going
to
impact
on
the
the
the
resources
that
educational
establishments
have
today,
but
also
build
up
the
resources
that
we're
going
to
need
for
the
future
and
also
the
needs
of
those
children
and
the
families
are
going
to
be
critical
as
well.
B
So
I'd
like
to
also
see
whether
particular
communities
of
interest
are
more
adversely
effective.
So
we
know,
for
example,
that
law
and
redundancies
that
mostly
affected
women,
but
also
black
people
disproportionately,
and
if
lots
of
young
people
have
lost
their
jobs,
then
I
suspect
more
black
people
have
lost
their
jobs,
but
also,
let's
look
at
gypsy
travel
communities.
B
A
Alice
and
I've
read
some
research
on
that
recently.
It's
absolutely
the
case
that
high
percentage
of
black
young
people
and
a
high
percentage
of
asian
young
people
have
lost
their
jobs
compared
to
white
people.
It's
something
like
25
unemployment
among
young
black
people
and
13
among
young
non-veined
people,
white
people,
so
that
is,
that
is
a
really
stark
outcome
of
of
the
last
year
victoria.
Please
thank.
C
You
chair
two
points.
The
first
one
is
first
of
all,
simon
tony
thanks
so
much
you
know
it's
it's
it's
so
key
and
and
incredibly
challenging.
The
first
point
I
wanted
to
make
was
in
terms
of
the
gap.
The
gap
clearly
between
deprived
leads
and
leads
as
a
whole
and
non-deprived
leads
is,
is
absolutely
critical,
but
the
point
I
wanted
to
make
was
also
about
the
the
the
scale
of
the
population
in
each
of
those
categories.
C
So
the
the
slide
on
the
number
of
primary
school
children
and
new
primary
school
children
in
quintile,
one,
the
most
deprived
10,
is
really
powerful,
but
so
is
the
the
breakdown
of
the
whole
population
in
quintile
one
it's.
The
latest
figures
I
got
was
that's
well
over
200
000
of
our
population
kind
of
one
in
four
of
the
people
of
leeds
lives
in
that
most
deprived
10
percent.
So
it's
really
interesting
that
it
com.
C
When
we
just
look
at
the
gap,
the
gap's
really
important,
but
it
doesn't
take
into
account
that
scale
of
just
how
many
of
our
citizens
were
talking
about
so
had
some
conversations
with
york
recently
to
say,
yeah.
Well,
we've
got
a
similar
gap.
Now
less
than
one
percent
of
the
population
of
york
live
in
the
most
deprived.
10
we've
got
more
than
a
quarter
of
leeds
living
in
that
most
prep
10,
you
know,
york
has
a
gap.
C
Cambridge
has
a
gap,
but
it
is
the
you
know
it's
about
the
kind
of
scale
and
majority
of
people
who
are
facing
those
issues.
So
I
guess
that's
just
a
challenge
for
us
to
be
able
to
work
at
scale
with
our
inequalities
programmes
rather
than
these
just
being
kind
of
quite
niche
things
for
a
few
people
in
a
few
streets
as
in,
as
is
the
case
in
other
cities.
C
The
second
point
was
around
links
to
thea's
point
about
moving
on
and
and
what
are
the
priorities
that
we
want
to
focus
on
and
and
also
in
terms
of
the
work
that
michael
marmot's
done
this
year.
People
refer
to
the
marmot
report
and
I
think,
what's
really
important.
Is
that
he's
done
two
reports
recently,
so
the
first
one
that
came
out
right
at
the
beginning
of
the
pandemic
february
march
last
year
was
the
one
that
reviewed
all
the
evidence
in
terms
of
what
works
around
health
inequalities
10
years
on.
C
C
And
then
the
report
that
came
out
in
february
this
year
just
gone
and
was
the
buildback
fairer
impact
of
covid
on
inequalities
which
very
much
followed
on
from
that
10-year
review
report.
So
I
guess
in
terms
of
that
challenge
around
so
what
you
know,
rather
than
describing
the
problem,
how?
C
What
are
we
going
to
do
about
it
that
that
menu
of
evidence
is
very,
very
clearly
set
out
through
the
marmot
report
and
as
a
system
we
probably
need
to
have
a
conversation
about
which
elements
we
want
to
focus
on
more
and
first
and
f
and
fastest,
but
and
how
explicitly
we
want
to
be
a
marmot
city.
You
know
some.
Some
cities
are
very
explicitly
signing
up
to
that
that
direction
of
travel,
so
I
I
I
think
it
would
be.
C
It
would
be
great
for
us
to
have
a
a
conversation
about
how
much
we
wanted
to
to
use
that
evidence
to
inform
the
refresh
of
the
health
and
well-being
strategy
and
leads,
so
it
feels
an
exciting
time
to
do
it,
and
the
jsa
will
be
really
key
in
helping
us
to
shape
that
work.
So
thanks,
chad.
I
just
wanted
to
make
those
points.
C
A
M
M
On
scale,
I
think,
because
the
scale
of
deprivation
in
the
city
leeds
often
loses
out,
because
government
funding
is
done
on
the
proportion
of
of
of
disadvantage,
often
and
because
we've
got
such
a
wide
boundary
that
takes
into
kind
of
relatively
affluent
rural
parts.
We
often
need
kind
of
underplays,
but
if
you
just
count
the
number
of
neighborhoods
or
the
number
of
people
who
live
in
the
kind
of
highest
quartiles
of
deprivation,
the
scale
is
on
on
a
is
on
the
par
with
liverpool
and
manchester,
and
I
think
the
national.
M
No,
I
don't
think
center
that
that
that
passes
central
government
by
I
don't.
I
think
they
when
they
look
for
cities
that
are
deprived,
they
think
of
manchester
and
liverpool.
They
don't
think
of
leeds.
But
there
is
a
there's.
A
manchester
or
liverpool
in
the
center
of
leeds
is
a
local
authority.
Boundary.
J
Yeah,
actually
I
just
I
mean
on
the
back
of
the
points
and
on
the
points
about
different
communities
so
yeah
I
mean
I
know,
we've
touched
on
this
victoria
and
bill
blackferrer
has
got
to
be
absolutely
at
the
heart
of
the
health
and
wellbeing
strategy
when
we
refreshed
that
and
and
some
of
the
work
actually
that
leonovers
were
leading
beforehand
was,
you
know,
was
really
on
the
monitor.
You
know
rooted
in
an
approach
to
fairness.
J
So
actually
there's
been
a
lot
of
thinking
already
and
absolutely
we
need
to
do
that.
I
think
in
relation
to
some
of
the
data
it
doesn't
stand
still
actually.
So
obviously,
as
people
might
imagine,
there's
a
lot
more
data
behind
these
these
slides
and
if
you
look
at
the
imd
data,
we
do
have
24
of
people
living
in
that
poorest
decile,
but
it
was
so
that's.
J
You
know
nearly
one
in
one
in
four,
but
it
was
19,
so
nearly
one
in
five
in
2010,
so
it
has
worsened
and
that
does
need
pointing
out
you
know
so,
just
as
it
worsens
you
know
it
can
improve
at
some
point
in
the
future.
J
There's
no
question
and
I
think,
in
terms
of
understanding
different
communities,
you
know
we've
really
understood
during
hovi,
particularly
on
things
like
vaccine
programme,
the
shielding
program
and
how
we
manage
outbreaks
that
we
really
have
to
take
into
consideration
the
differences
between
different
communities
and
their
differences
of
access
and
some
of
the
the
issues
and
concerns,
but
obviously
not
all
communities.
Not
all
brain
communities,
for
example,
are
the
same.
There
are
significant
differences,
and
likewise,
not
all
communities
that
are
poor,
lack
resilience.
Some
of
them
have
done.
J
You
know
really
well
with
lots
of
volunteering
and
lots
of
community
efforts
during
coverage
about
also
how
we
build
on
some
of
those
strengths
and
assets,
and
I
think
that's
probably
one
of
the
things
that
we
need
to
better
bring
out.
You
know
when
this
comes
back
to
the
the
health
and
wellbeing
board.
A
Council
harrington,
thank
you
for
waiting
so
long
to
come
in.
Please
ask
your
question
or
make
your
comments.
That's.
B
Okay,
it's
just
a
comment
really
with
both
of
the
items
that
we've
been
discussing
this
morning.
I'd
just
like
to
make
the
point
that
we
know
that
the
most
deprived
areas
are
in
the
initiator
areas.
Of
course
they
are,
but
there
are
pockets
of
deprivation
for
education
attainment
for
employment
opportunities
for
financial
resources
in
many
of
the
outer
areas
as
well.
B
Even
all
woodley
has
one
of
the
areas
of
deprivation
that
are
listed
on
on
for
leeds,
but
in
all
of
the
outer
areas
there
are
pockets
and
transport
is
a
major
influencer
on
that
and
if
you
live
in
some
of
the
outer
areas,
if
you
get
outside
the
ring
road,
there
isn't
a
bus
or
certainly
not
enough
buses
to
get
you
to
work
and
back
at
the
right
times.
B
So
what
anybody
who's
dealing
with
anything
across
the
city,
I
would
say
please
don't
forget
that
there
are
areas
of
deprivation
across
all
of
the
kind
of
things
that
we've
been
looking
at
this
morning
in
many
of
the
outer
areas,
and
we
don't
want
to
leave
those
people
behind
talking
about
fairness.
I
totally
get
that,
and
I
know
that
we
need
to
concentrate
on
the
worst
areas,
but
please
don't
forget
that
some
of
those
areas
will
become
worse.
B
If
we
don't
do
something
about
it
and
in
a
lot
of
the
outer
areas
as
far
as
redundancies
go
and
furlough
and
people
being
out
of
work
because
they're
in
service
industries,
a
lot
of
the
outer
areas
have
suffered
dramatically
from
that,
and
there
are
many
many
families
in
my
own
world,
for
instance,
who
are
now
having
to
access
the
food
bank
that
weren't
using
it
before,
but
purely
because
of
the
they're
very,
very
low
income,
and
because
the
rates
are
furlough
and
we
we
anticipate
that
that
is
going
to
continue
for
some
considerable
time.
B
A
Thank
you.
I
was
very
struck
by
that
council
harrington
when
I
went
to
visit
whether
the
children's
center
a
couple
of
years
ago,
which,
as
you'll
know,
is
on
the
edge
of
a
councillors
date
and
they
were
describing
the
challenges
that
they
have
and
hair
would
have
in
terms
of
children's
centers,
covering
a
massive
geographical
area
with
very,
very
poor
transport
links.
It's
a
really
different
challenge
than
you
know.
It
was
very
it
was.
A
It
was
a
learning
point
for
me
as
someone
who
represents
an
inner
city,
ward,
that's
actually
quite
a
small
geographical
area.
I
think
that's
a
really
good
challenge
to
put
to
us
that
the
pockets
of
deprivation
in
the
outer
areas,
it's
very
difficult
for
people
to
get
services
and
support,
and,
of
course,
because
the
overall
area
is
not
deprived,
there's
less
less
resource
yeah.
I
don't
know
if
anyone
else
wants
to
respond
to
that
point.
Before
we
move
to
tim,
okay
tim,
I
was
wondering
I
was
in.
A
I
know
you're
hearing
questions
or
comments
that
you
wish
to
make,
but
I
was
also
interested
in
your
view
on
the
points
theorised
around
children
and
young
people
and
from
your
perspective,
in
your
role,
how
the
left
shift
blueprint
can
address
those
challenges.
K
Yeah
thanks,
I
was
going
to
touch
on
that
about
a
couple
of
things.
I
think,
like
just
very
much
as
thea
said
it's
and
others
have
already
commented
at
one
level.
It's
quite
it's
quite
depressed
to
look
at
some
of
those
figures
and
and
presents
a
real
challenge
for
us
as
a
city,
and
I.
K
M
K
Both
as
a
human
being
and
a
leader
in
the
general
sense
of
across
leads,
but
also
from
an
nhs
perspective,
and
we
know
that
most
of
nh
well,
a
big,
a
disproportionate
amount
of
nhs
activity
is
driven
by
those
who
are
suffering
inequality
and
therefore,
what
these
figures
are
indicating
to
us
is
there's
going
to
be
a
higher
demand
on
those
services
that
we
are
trying
to
left
shift
from
going
forward,
whether
those
are
mental
health,
acute
services,
general
practice,
community
based
services.
K
The
reality
is
that
unless
we
address
the
health
inequalities
and
and
the
numbers
the
sheer
scale,
what
we're
going
to
see
is
a
growing
demand
for
them,
not
a
reducing
demand,
and
I
suppose
that
then
led
me
to
what
is
what
is
the
nhs
contribution
in
this
broader
conversation?
What
can
it
be?
K
And
I
think
why
I
was
really
keen
on
on
and
absolutely
agree
with
fear
if
we
think
about
that
eight
education
attainment
goal
at
18
and
it's
a
hugely
significant
indicator
of
what
happens
next
and
then
we
we
think
through
what
are
the
drivers
for
people
who
are
not
and
who
don't
achieve,
and
we
then
start
to
look
into
things
like
children's
mental
health
and
well-being.
You
can
see
that
the
nhs
can
have
a
significant
impact
in
the
medium
to
long
term.
K
K
I
think
the
so
and
those
are
really
strong
in
the
left
shift
blueprint.
I've
always
said,
and
the
left
shift
blueprint
is
is
as
much
about
shifting
resource
and
from
adults
to
children
as
it
is
from
acute
to
primary
into
community.
K
K
Well,
there
is
clearly
a
part
the
nhs
can
play
in
that,
particularly
the
anchor
institutions,
and
we
we
really
need
to
think
about
that
quite
carefully,
but
I
don't
want
us
to
lose
that
15
20
either.
Actually,
if
we
can,
if
we
can
really
work
well
to
address
that
20
percent,
that
is
a
major
contribution
to
addressing
health
inequalities
and
outcomes,
and
I
I
do
think
some
of
the
work
we're
doing
around
local
care
partnerships.
K
Some
of
the
work
we've
been
doing
around
sort
of
developing
outcomes
of
population.
Health
management
should
be
a
major
contributor.
K
A
Thank
you,
tim
pouncy,
please
thank
you.
D
I
thought
that
presentation
was
great
and
it
put
me
in
mind
again
of
a
conversation
that
we
had
probably
only
last
week
at
the
integrated
commissioning
executive,
about
thinking
about
that
left
shift
paradigm
and
how
we
work
across
some
of
those
population
cohorts
from
a
children's
perspective,
and
I
think
we
probably
excuse
me
had
three
particular
cohorts
in
mind:
children,
young
people
with
scnd
children
and
young
people
experiencing
adverse
childhood
experiences
and
those
experiencing
mental
health
issues,
and
that
there
was
a
real
reader
cross
between
some
of
those
graphs
and
some
of
the
geographical
analysis
of
the
populations,
particularly
for
the
last
of
the
last
two
of
those
cohorts.
D
But
then
really
building
on
everything
that
we've
just
talked
about
in
terms
of
some
of
those
recommendations
that
are
coming
out
of
building
back
fairer
and
I'd
just
support
everything
that
tim
riley's
just
said,
but
but
just
to
nail
it
down
really
in
terms
of
that
piece
of
work
that
I'm
involved
with
both
with
both
jane
michenko
and
bishop
asian
sites.
D
Looking
at
focusing
on
mental
health
in
schools,
preventative
work
at
early
indicators
of
of
of
need-
and
I
think
that's
where
we
we
can
really
link
in
with
some
of
the
data
that
simon's
got,
and
perhaps
the
other
one
that
I
would
mention.
That's
that's
sort
of
been
hinted
at
before
is
the
inequalities
in
early
early
years
development.
A
Thank
you,
simon
tony,
do
you
want
to
respond
to
points
mate
made
by
either
either
of
the
tims.
M
A
growing
young
population
from
northern
city
should
be
an
asset
because
it
actually
is
out
of
step
with
what's
happening
in
many
other
northern
cities,
where
you're,
seeing
a
depopulation
of
a
young
people
and
an
economic
migration
of
our
most
talented
young
people
to
other
places
so
having
a
growing
young
population,
isn't
the
norm
really
particularly
the
scale
of
our
growing
in
population.
M
So
it's
about
how
we
turn
the
concerns
that
we've
got
we're
talking
about
this
this
morning,
and
primarily,
I
would
say,
as
many
have
said,
educational
attainment
and
the
nature
of
the
labor
market
offer
for
young
people
been
absolutely
critical
in
that
into
the
real
asset
that
it
should
be
for
the
city
really.
So
I
think
so,
I
think
I'd
say
a
lot.
Lots
of
people
have
said
putting
young
people
at
the
heart
of
the
responses
is
absolutely
going
to
be
vitally
important.
A
J
Just
just
one
thing
that
maybe
we
haven't
pointed
out,
which
is
in
the
report
is
there
will
be
an
ask
for
obviously
for
volunteers
for
a
steering
group.
We've
already
nobled
a
few
people,
but
there
are
a
few
others
that
I
think
would
be
great
to
have
on
board
as
well.
So
watch
this
space
on
that
one,
but
yeah
just
a
big
thanks
for
everybody
for
a
really
good
conversation.
J
This
is
a
really
early
cut
for
the
data,
so
obviously
there'll
be
more
detailed
analysis
and
there'll
be
a
lot
of
things.
Also
that
we
bring
into
the
conversation
that
will
need
to
sit
behind
this.
For
example,
sarah
skinny
public
health
doing
an
excellent
piece
of
work
on
mental
health
that
will
need
factoring
in,
and
there
are
a
number
of
other
pieces
of
work
that
will
also
inform
what
we're
doing
as
well.
A
Okay,
thank
you.
Thank
you
both
very
much
for
that
presentation
and
a
really
good
discussion.
So
the
recommendations
we're
being
asked
to
consider
are
to
consider
the
proposed
approach
of
the
jsa
to
provide
a
steer
on
the
focus
proposed,
including
stakeholder
engagement
and
partnership.
Working
considering
the
emerging
likely
headlines
and
potential
lines
of
inquiry
agreed
to
receive
a
further
report
when
detailed
work
has
progressed
and
encouraged
wider
engagement
with
the
jsa
development
process.
So
I'm
assuming
everybody's
happy
to
accept
those
as
the
recommendations
of
the
report.
A
I
think
we've
given
you
a
steer,
particularly
around
putting
children
young
people
at
the
heart
of
the
of
the
piece
of
work.
So
thank
you
very
much.
Everybody
we'll
move
on
now
to
so
we've
just
got
a
few
items
that
are
here
for
kind
of
final
sign
off
really
that
we've
had
in-depth
discussions
on
at
previous
meetings.
A
A
As
the
chair
of
the
future
of
mine
board,
it
felt
very
timely
that
it
happened
to
be
due
for
refresh
at
this
point
in
time,
because
we've
talked
already
in
this
meeting
about
the
impact
of
covered
on
children,
young
people,
so
the
strategic
strategy
has
been
very
much
rewritten
in
the
context
of
covid.
A
You
know
with
a
particular
emphasis
on
trauma
and
also
on
transitions,
which
is
also
a
priority.
Mule
age,
mental
health
strategy.
A
I've
read
this
quite
a
lot
of
times
and
I
think
one
of
the
things
that
really
stands
out
from
it
is:
it's
been
a
proofed
by
children
and
young
people
in
terms
of
making
sure
it's
readable
for
children,
young
people,
and
I
think
that
really
shows
when
you
read
it,
it's
very
accessible
and
it's
got
a
lot
of
direct
pieces
of
writing
and
quotes
from
children
themselves.
A
So
thank
you
very
much
to
everyone.
Who's
been
involved
in
that
strategy.
It's
for
21-26.
Does
anyone
have
any
questions
or
comments?
Are
we
happy
just
to
finally
approve
the
strategy?
Okay,
I'll.
Take
that
as
meaning
that
it's
approved,
and
next
we
have
the
leads
maternity
strategy,
we
had
a
really
powerful
session
on
this.
In
september,
we
had
the
listening
exercise
where
we
heard
direct,
first-hand
experience
from
people.
A
You
know
who'd
been
you
know,
used
on
return
to
services
or
worked
in
them,
particularly
looked
at
the
experiences
of
people
from
bone
groups
and
maternity
services.
Obviously,
there's
been
a
lot
of
focus
on
that
nationally
with
the
higher
rates
of
maternal
death
in
black
women.
So
this
is
again
a
strategy.
That's
coming
here
for
final
approval
and
again
thank
you
very
much
to
everyone.
Who's
been
involved
in
its
development.
A
We
next
have
the
ccg
annual
report,
so
the
ccgs
have
a
duty
to
reflect
on
the
health
and
well-being
strategy
as
part
of
their
annual
report
and
all
those
ccgs
this
year
because
of
kobe
were
given
dispensation
around
that
it's
it's
positive
that
lead
ccg,
has
continued
to
produce
a
report
and
bring
it
here.
So
we're
asked
to
note
the
process
to
develop
the
annual
report
and
its
contribution
and
the
contribution
of
the
ccd
ccg
to
the
delivery
of
the
health
and
well-being
strategy.
A
Okay,
so
those
items
are
just
for
noting,
so
I
won't
open
those
up
to
questions
or
comments.
Does
anybody
have
any
items
of
any
other
business.
A
A
Thank
you
for
your
patience
and
forbearance
when
I
had
to
leave
the
meeting
and
come
back
because
my
ipad
throws
our
lord
mayor
had
a
technological
collapse
at
one
point
when
she
was
chairing
full
council,
so
I'm
taking
comfort
and
being
in
being
a
good
company.
A
So
again,
thank
you
very
much
for
all
your
work
during
the
challenging
year.
I'm
sure
we're
all
proud
of
how
leads
has
responded,
and
you
know
the
continued
focus
that
we
will
have
on
challenging
inequality
and
making
leeds
the
best
city
to
grow
up
in
the
best
city
to
live
in
and
the
best
city
to
grow
old.
In
so
with
that.
Thank
you
very
much
for
being
here
today,
whether
you're
here
on
zoom
or
you're,
watching
us
on
youtube,
and
with
that
I
will
close
the
meeting.
Thank
you.