Public Document Pack

EXECUTIVE BOARD

Meeting to be held in Civic Hall, on Wednesday, 19th September, 2018 at 1.00 pm

MEMBERSHIP Councillors

J Blake (Chair) A Carter S Golton R Charlwood D Coupar J Lewis R Lewis L Mulherin J Pryor M Rafique

Agenda compiled by: Gerard Watson Governance Services 37 88664 Civic Hall

Produced on Recycled Paper 1 CONFIDENTIAL AND EXEMPT ITEMS

The reason for confidentiality or exemption is stated on the agenda and on each of the reports in terms of Access to Information Procedure Rules 9.2 or 10.4(1) to (7). The number or numbers stated in the agenda and reports correspond to the reasons for exemption / confidentiality below:

9.0 Confidential information – requirement to exclude public access 9.1 The public must be excluded from meetings whenever it is likely in view of the nature of the business to be transacted or the nature of the proceedings that confidential information would be disclosed. Likewise, public access to reports, background papers, and minutes will also be excluded. 9.2 Confidential information means (a) information given to the Council by a Government Department on terms which forbid its public disclosure or (b) information the disclosure of which to the public is prohibited by or under another Act or by Court Order. Generally personal information which identifies an individual, must not be disclosed under the data protection and human rights rules. 10.0 Exempt information – discretion to exclude public access 10. 1 The public may be excluded from meetings whenever it is likely in view of the nature of the business to be transacted or the nature of the proceedings that exempt information would be disclosed provided: (a) the meeting resolves so to exclude the public, and that resolution identifies the proceedings or part of the proceedings to which it applies, and (b) that resolution states by reference to the descriptions in Schedule 12A to the Local Government Act 1972 (paragraph 10.4 below) the description of the exempt information giving rise to the exclusion of the public. (c) that resolution states, by reference to reasons given in a relevant report or otherwise, in all the circumstances of the case, the public interest in maintaining the exemption outweighs the public interest in disclosing the information. 10.2 In these circumstances, public access to reports, background papers and minutes will also be excluded.

10.3 Where the meeting will determine any person’s civil rights or obligations, or adversely affect their possessions, Article 6 of the Human Rights Act 1998 establishes a presumption that the meeting will be held in public unless a private hearing is necessary for one of the reasons specified in Article 6.

10. 4 Exempt information means information falling within the following categories (subject to any condition): 1 Information relating to any individual 2 Information which is likely to reveal the identity of an individual. 3 Information relating to the financial or business affairs of any particular person (including the authority holding that information). 4 Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matter arising between the authority or a Minister of the Crown and employees of, or officer- holders under the authority. 5 Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings. 6 Information which reveals that the authority proposes – (a) to give under any enactment a notice under or by virtue of which requirements are imposed on a person; or (b) to make an order or direction under any enactment 7 Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime

2 A G E N D A

Item Ward Item Not Page No Open No K=Key Decision

1 APPEALS AGAINST REFUSAL OF INSPECTION OF DOCUMENTS

To consider any appeals in accordance with Procedure Rule 15.2 of the Access to Information Procedure Rules (in the event of an Appeal the press and public will be excluded)

(*In accordance with Procedure Rule 15.2, written notice of an appeal must be received by the Head of Governance Services at least 24 hours before the meeting)

2 EXEMPT INFORMATION - POSSIBLE EXCLUSION OF THE PRESS AND PUBLIC

1 To highlight reports or appendices which officers have identified as containing exempt information within the meaning of Section 100I of the Local Government Act 1972, and where officers consider that the public interest in maintaining the exemption outweighs the public interest in disclosing the information, for the reasons outlined in the report.

2 To consider whether or not to accept the officers recommendation in respect of the above information.

3 If the recommendation is accepted, to formally pass the following resolution:-

RESOLVED – That, in accordance with Regulation 4 of the Local Authorities (Executive Arrangements) (Meetings and Access to Information) () Regulations 2012, the public be excluded from the meeting during consideration of those parts of the agenda designated as exempt on the grounds that it is likely, in view of the nature of the business to be transacted or the nature of the proceedings, that if members of the press and public were present there would be disclosure to them of exempt information.

3 Item Ward Item Not Page No Open No K=Key Decision

3 LATE ITEMS

To identify items which have been admitted to the agenda by the Chair for consideration

(The special circumstances shall be specified in the minutes)

4 DECLARATION OF DISCLOSABLE PECUNIARY INTERESTS

To disclose or draw attention to any disclosable pecuniary interests for the purposes of Section 31 of the Localism Act 2011 and paragraphs 13-16 of the Members’ Code of Conduct.

5 MINUTES 1 - 12

To confirm as a correct record the minutes of the meeting held on 25th July 2018.

ECONOMY AND CULTURE

6 and CITY CENTRE VISION AND OUR SPACES 13 - Riverside; STRATEGY 58 K Little London and To consider the report of the Director of City Woodhouse Development providing an overview of the City Centre Vision to date and which also introduces the draft Our Spaces Strategy, with a view to obtaining approval to commence stakeholder engagement, prior to the formal adoption of the strategy in early 2019.

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COMMUNITIES

7 Beeston and STREET SUPPORT: SAFEGUARDING PEOPLE 59 - Holbeck; IN NEED ON THE STREETS, AND ADDRESSING 76 CRIMINALITY AND ANTI-SOCIAL BEHAVIOUR and Richmond IN Hill; Hunslet and Riverside; To consider the report of the Director of Little London Communities and Environment providing an and overview of the developing ‘Street Support’ Woodhouse programme of change to deal with the reality of significant and acute safeguarding issues in the city centre. In addition, the report highlights the significant ‘step-change’ in how the city collectively approaches such issues, with an emphasis on the establishment of an integrated multi-agency approach for the ‘day to day’ function and delivery of services through ‘Street Support’.

8 Beeston and 10.4(3) RIGHT TO BUY REPLACEMENT FUNDING: 77 - Holbeck; (Appendix INVESTMENT TO SUPPORT THE DELIVERY OF 92 K Chapel 2 only) NEW SUPPLY AFFORDABLE HOUSING Allerton; and To consider the report of the Director of Resources ; and Housing which provides an overview of the Hunslet and ‘Right to Buy’ Replacement Programme and which Riverside; seeks approval for funding contributions to a Middleton number of affordable housing schemes being Park delivered by Registered Providers and the Third Sector.

(Please note that Appendix 2 to this report is designated as being exempt from publication under the provisions of Access to Information Procedure Rule 10.4(3))

5 Item Ward Item Not Page No Open No K=Key Decision

9 Killingbeck COMMUNITY ASSET TRANSFER OF 93 - and ; KENTMERE COMMUNITY CENTRE & 114 K COMMUNITY CENTRE TO LEEDS COMMUNITY SPACES

To consider the joint report of the Director of Communities and Environment and the Director of City Development which seeks approval for the community asset transfer of Kentmere Community Centre and Meanwood Community Centre to Leeds Community Spaces, and which also seeks approval of associated grant funding.

RESOURCES AND SUSTAINABILITY

10 BEST COUNCIL PLAN ANNUAL 115 - PERFORMANCE REPORT: LOOKING BACK ON 156 2017/2018

To consider the report of the Director of Resources and Housing which presents an end of year review on performance in the delivery of the 2017/18 Best Council Plan.

11 FINANCIAL HEALTH MONITORING 2018/2019 - 157 - MONTH 4 182

To consider the report of the Chief Officer, Financial Services providing an update on the Authority’s projected financial health position for 2018/19, as at month 4 of the financial year.

6 Item Ward Item Not Page No Open No K=Key Decision

REGENERATION, TRANSPORT AND PLANNING

12 AIR QUALITY IMPROVEMENT- OFFICE FOR 183 - LOW EMISSION VEHICLES GRANT FOR 198 K ELECTRIC CHARGE POINTS

To consider the report of the Director of City Development which provides details of the successful grant funding application submitted by the West Combined Authority and the district councils, together with details of the additional funding from the Local Transport Plan. In addition, the report requests an injection of the funding, authority to spend and the approval of the use of a framework contract to engage a single supplier to install rapid charge points in Leeds.

13 Hunslet and 10.4(3) SOVEREIGN SQUARE - FINAL DEVELOPMENT 199 - Riverside (Appendix PLOT 218 K 1 only) To consider the report of the Director of City Development providing information on the offers and development proposals received for the final development plot at Sovereign Square. The report advises how the recommended development proposals will complement Sovereign Square, the surrounding area and how it will contribute towards the links between the city centre and South Bank proposals.

(Please note that Appendix 1 to the submitted report is designated as exempt from publication under the provisions of Access to Information Procedure Rule 10.4(3))

7 Item Ward Item Not Page No Open No K=Key Decision

14 Adel and LEEDS BRADFORD AIRPORT TRANSPORT 219 - Wharfedale; INFRASTRUCTURE PACKAGE 238 K and Rawdon; To consider the report of the Director of City ; Development providing and update on the recent and progress made in developing schemes to improve Yeadon connectivity and surface access to Leeds Bradford Airport (LBA) in the context of airport growth, the proposed Employment Hub and the wider transport strategy. Also, the report seeks endorsement of a proposed joint consultation exercise between the Council and the West Yorkshire Combined Authority, and seeks approval to enter into funding agreements with the Combined Authority, as may be necessary for scheme development.

15 Adel and 10.4(3) HOLT PARK DISTRICT CENTRE - ASDA 239 - Wharfedale (Appendix 258 K 2 only) To consider the report of the Director of City Development providing an update on the proposals emerging for the Holt Park District Centre site and which seeks approval to the terms of a land transaction with Asda in order to facilitate their centre reconfiguration and improvement proposals.

(Please note that Appendix 2 to this report is designated as exempt from publication under the provisions of Access to Information Procedure Rule 10.4(3))

16 Middleton 10.4(3) DISPOSAL OF MIDDLETON PARK COMPLEX 259 - Park (Appendices TO THE MINISTRY FOR HOUSING, 284 K 3 and 5 only) COMMUNITIES AND LOCAL GOVERNMENT

To consider the report of the Director of City Development which seeks approval for the disposal of part of the Middleton Park Complex to the Ministry for Housing, Communities and Local Government in order to provide land for the new Laurence Calvert Academy Free School.

(Please note that Appendices 3 and 5 to this report are designated as exempt from publication under the provisions of Access to Information Procedure Rule 10.4(3))

8 Item Ward Item Not Page No Open No K=Key Decision

HEALTH, WELLBEING AND ADULTS

17 LOCAL AUTHORITY HEALTHY WEIGHT 285 - DECLARATION 300

To consider the report of the Director of Public Health providing details of the Healthy Weight Declaration, which consists of 14 standard commitments and six locally chosen priorities. In addition, the report seeks agreement to the adoption and implementation of the Declaration.

18 BETTER LIVES FOR PEOPLE WITH CARE AND 301 - SUPPORT NEEDS IN LEEDS: THE 2017-18 312 ANNUAL ADULT SOCIAL CARE LOCAL ACCOUNT

To consider the report of the Director of Adults and Health presenting the 2017-18 Local Account of Adult Social Care Services in Leeds.

19 WEST YORKSHIRE FINANCIAL EXPLOITATION 313 - AND ABUSE TEAM 324

To consider the report of the Director of Adults and Health providing details of the innovative approach taken across West Yorkshire to create a co-located specialist, multi-disciplinary team to investigate the financial exploitation and abuse of vulnerable and older residents in West Yorkshire in relation to scams, frauds and door step crime. The report specifically details the work of the team, the outcomes achieved and the future plans.

CHILDREN AND FAMILIES

20 CHILDREN AND FAMILIES SERVICES 325 - WORKFORCE - PROGRESS AND NEXT STEPS 336

To consider the report of the Director of Children and Families reviewing the progress made in Leeds in developing the Children and Families Services workforce and which also seeks the Board’s support for the next steps in the ongoing strategy for improvement.

9 Item Ward Item Not Page No Open No K=Key Decision

LEARNING, SKILLS AND EMPLOYMENT

21 Moortown; OUTCOME OF STATUTORY NOTICE ON A 337 - PROPOSAL TO INCREASE LEARNING PLACES 360 K AT MOOR ALLERTON HALL PRIMARY SCHOOL

To consider the report of the Director of Children and Families detailing the outcome of a Statutory Notice published regarding a proposal to expand primary school provision at Moor Allerton Hall Primary School and which seeks a final decision in respect of this proposal.

ENVIRONMENT AND ACTIVE LIFESTYLES

22 DEVELOPMENT OF A CITY PHYSICAL 361 - ACTIVITY AND SPORT AMBITION IN LEEDS 378 K To consider the joint report of the Director of City Development and the Director of Public Health which highlights the benefits of physical activity and the contribution it can make to city priorities. The report also provides an update on the development of a new city physical activity and sport “ambition” and outlines some of the practical work that is underway by the Active Leeds Service.

10 Item Ward Item Not Page No Open No K=Key Decision

Third Party Recording

Recording of this meeting is allowed to enable those not present to see or hear the proceedings either as they take place (or later) and to enable the reporting of those proceedings. A copy of the recording protocol is available from the contacts named on the front of this agenda.

Use of Recordings by Third Parties– code of practice

a) Any published recording should be accompanied by a statement of when and where the recording was made, the context of the discussion that took place, and a clear identification of the main speakers and their role or title. b) Those making recordings must not edit the recording in a way that could lead to misinterpretation or misrepresentation of the proceedings or comments made by attendees. In particular there should be no internal editing of published extracts; recordings may start at any point and end at any point but the material between those points must be complete.

Webcasting

Please note – the publically accessible parts of this meeting will be filmed for live or subsequent broadcast via the City Council’s website. At the start of the meeting, the Chair will confirm if all or part of the meeting is to be filmed.

11 This page is intentionally left blank Agenda Item 5

EXECUTIVE BOARD

WEDNESDAY, 25TH JULY, 2018

PRESENT: Councillor J Blake in the Chair

Councillors D Coupar, S Golton, J Lewis, R Lewis, L Mulherin, J Pryor and M Rafique

SUBSTITUTE MEMBER: Councillor A Lamb

APOLOGIES: Councillors A Carter and R Charlwood

32 Substitute Member Under the provisions of Executive and Decision Making Procedure Rule 3.1.6, Councillor A Lamb was invited to attend the meeting on behalf of Councillor A Carter, who had submitted his apologies for absence from the meeting.

33 Exempt Information - Possible Exclusion of the Press and Public RESOLVED – That, in accordance with Regulation 4 of The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012, the public be excluded from the meeting during consideration of the following parts of the agenda designated as exempt from publication on the grounds that it is likely, in view of the nature of the business to be transacted or the nature of the proceedings, that if members of the public were present there would be disclosure to them of exempt information so designated as follows:-

(a) That Appendix 2 to the report entitled, ‘Redevelopment of the former District Centre’, referred to in Minute No. 46 be designated as exempt from publication in accordance with paragraph 10.4(3) of Schedule 12A(3) of the Local Government Act 1972 on the grounds that it contains information relating to the financial or business affairs of a particular person, and of the Council. This information is not publicly available from the statutory registers of information kept in respect of certain companies and charities. It is considered that since this information is subject to one to one discussions with Artisan, it is not in the public interest to disclose this information at this point in time. Also it is considered that the release of such information would or would be likely to prejudice the Council’s commercial interests in relation to other similar transactions, in that prospective purchasers of other similar properties would have access to information about the nature and level of consideration which may prove acceptable to the Council. It is considered that whilst there may be a public interest in disclosure, much of this information will be publicly available from the Land Registry following completion of this transaction and consequently, the public interest in maintaining the exemption outweighs the public interest in disclosing this information at this point in time.

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 1 34 Declaration of Disclosable Pecuniary Interests No declarations of disclosable pecuniary interests were made at the meeting.

35 Minutes RESOLVED – That the minutes of the previous meeting held on 27th June 2018 be approved as a correct record.

ECONOMY AND CULTURE

36 European Structural and Investment Funds (ESIF) Programme 2014-2020 Update The Director of City Development submitted a report which presented an update on the European Structural and Investment Funds (ESIF) Programme for Leeds City Region, detailing the progress which had been made by the Council in developing and implementing the approved projects, and which highlighted the success and achievements to date.

Responding to a Member’s enquiry regarding the actions being taken to access alternative funding streams once the programme had concluded, the Board was provided with further information on this, with it being noted that Councillor Blake, in her position as Chair of Core Cities UK, had been invited to attend future meetings regarding such matters, which were organised via the Local Government Association.

RESOLVED – (a) That the update on the progress made to date by the Council in developing projects funded by the ESIF Programme, as detailed within the submitted report, be noted;

(b) That support be provided to the applications in appraisal, in particular Phase 2 bids for Ad:Venture and Digital Enterprise, which are aligned to the delivery of the Inclusive Growth Strategy.

COMMUNITIES

37 Draft Safer Leeds Community Safety Strategy (2018-2021) The Director of Communities and Environment submitted a report which presented the initial proposals for the Council’s Safer Leeds Community Safety Strategy, in order to seek the Board’s comment and agreement for the draft document to be released for the purposes of consultation.

In presenting the submitted report, the Executive Member for Communities welcomed Steve Cotter, newly appointed Chief Superintendent for Leeds, West Yorkshire Police, together with Paul Money, Chief Officer, Safer Leeds, to the meeting.

Acknowledging a Member’s suggestion, officers undertook to include within the associated consultation exercise for the draft strategy, the issue of using vehicles for anti-social and criminal behaviour.

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 2 In response to a Member’s comments, the Board received further information regarding the ongoing work being undertaken with local communities in respect of the managed area for prostitution, with assurance being provided that this was an area which was being continually monitored.

RESOLVED – (a) That the draft Safer Leeds Community Safety Strategy for 2018–21, as appended to the submitted report, be approved for the purposes of consultation with the relevant Scrutiny Board and other stakeholders;

(b) That support be provided for the Community Safety Partnership in its further consultation on the Strategy, prior to its resubmission to Executive Board before the draft is submitted to Full Council for approval;

(c) That the funding allocations from West Yorkshire Police and Crime Commissioner for 2018/19, as outlined within the submitted report, be noted;

(d) That it be noted that the Chief Officer for Community Safety (Safer Leeds) will be responsible for the implementation of the Strategy through the Safer Leeds Executive, over the next three years.

(The matters referred to within this minute, given that they were decisions being made in accordance with the Budget and Policy Framework Procedure Rules, were not eligible for Call In, as Executive and Decision Making Procedure Rule 5.1.2 states that the power to Call In decisions does not extend to those decisions being made in accordance with the Budget and Policy Framework Procedure Rules)

38 A Strategic Approach to Migration in Leeds Further to Minute No. 45, 17th July 2017, the Director of Communities and Environment submitted a report providing an overview and update of migration activities, together with the support to migrant communities being delivered in Leeds. The report also highlighted the related opportunities and challenges which were being addressed by the service.

Responding to a Member’s enquiry, the Board was advised that the submitted report aimed to provide a succinct overview of the wide range of work being undertaken in this area, with Board Members being offered the opportunity to receive further briefing on such matters, if required.

Regarding a Member’s comments on the issue of migrants’ access to healthcare and the role of community pharmacists, the Board was advised that the Health and Wellbeing Board had established a Migrant Health Board (MHB) to consider such issues, and although it was highlighted that the MHB’s initial priority was around regulation changes to the charging for health care services, the MHB would be considering other related issues in due course.

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 3 Responding to a Member’s enquiry, the Board received an update regarding new asylum contracts for the region, and the fact that to date, the Home Office had been unable to award such contracts. The Board noted that the Council had raised its concerns with the Home Office in respect of such matters, with a reassurance being provided by the Home Office that the issue would be addressed shortly.

In conclusion, Members highlighted the valuable work undertaken by Scrutiny with regard to migration, and emphasised the partnership approach which had been taken by the Executive, officers and Scrutiny.

RESOLVED – (a) That approval be given to the continuation of the strengthened arrangements, which were developed following the Scrutiny Board (Citizens and Communities) inquiry into migration, and which aims for a more strategic, co-ordinated and inclusive approach towards migration, with the Board also providing its endorsement of the current and future work that is planned;

(b) That the responsibility of the Director of Communities and Environment and the Executive Member for Communities for leading this work through the Council’s Stronger Communities Breakthrough Programme be noted, with it also being noted that the Chief Officer (Communities) is responsible for leading on the work of the Strategic Migration Board;

(c) That a further update report regarding the progress made in respect of migration activities in Leeds be submitted to Executive Board in July 2019.

(During the consideration of this item, Cllr Blake vacated the Chair and left the meeting. In accordance with Executive and Decision Making Procedure Rule 3.1.5, in the absence of Councillor Blake, Councillor Coupar presided as Chair of the Board whilst Cllr Blake was absent from the meeting)

39 Update on the Delivery of the Leeds High Rise Strategy Further to Minute No. 96, 19th October 2016, the Director of Resources and Housing submitted a report providing an update on the delivery of each of the High Rise Strategy priorities, and where available, outlined the impact that the actions have had on resident satisfaction and management issues. In addition, following the Board’s consideration of a report entitled, ‘Grenfell Tower Update’ on 17th July 2017 (Minute No. 44 refers), the submitted report also provided information on the actions which had been taken in response to the Grenfell Tower fire.

Responding to a Member’s enquiry, the Board received an update on the actions being taken to address any potential fire risk in respect of waste management and the use of refuse chutes within high rise blocks.

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 4 In addition, responding to a Member’s comment, it was acknowledged that although resident wardens for older residents had been withdrawn, Support Officers were now in place to provide regular ongoing support to residents, with examples of such provisions being provided.

RESOLVED – (a) That the progress made in delivering the different areas of the High Rise Strategy, be noted;

(b) That the Director of Resources and Housing be requested to continue to monitor the progress being made in delivering the High Rise Strategy and submit a further update report to the Board in 12 months’ time;

(c) That the Board’s support for the proposal to continue the concierge service pilot during 2018/19, be confirmed;

(d) That the Board’s support for the proposal to continue ‘Operation Leodis’ during 2018/19, be confirmed.

RESOURCES AND SUSTAINABILITY

40 Additional Clean Air Measures Further to Minute No. 15, 27th June 2018, the Director of Resources and Housing submitted a report which provided details of the citywide clean air strategy, separate to the clean air charging zone provisions. The report highlighted the proposed partnership between Highways England and the Council to deliver a centre of excellence for ultra-low emissions vans in the south of the city and provided information on the associated public engagement campaign.

A Member made reference to work place levy schemes and suggested an initiative involving the Council working in partnership with private firms to promote the use of electric vehicles as part of their respective company car schemes. In response, the Board noted the suggestions, highlighting that the Council was open to looking at new ways of encouraging greater use of electric vehicles.

In response to Members’ comments, the Board considered the need to strike the correct balance between establishing short term goals in order to improve the city’s air quality to achieve compliance in line with Government regulation, with a longer term vision to ensure that further improvements were made to air quality.

Emphasis was placed upon the role of scrutiny in this area and the value of the work which had been undertaken in respect of air quality. Also, as part of the discussion, the reasons and rationale for the proposed amendment to the CAZ boundary, as discussed at the previous meeting, were reiterated.

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 5 In conclusion, the Chair emphasised the importance of a continued cross- party approach when lobbying Government to provide the Local Authority with appropriate assistance in this area.

RESOLVED – (a) That the necessary authority be delegated to the Director of Resources and Housing, in order to:- (i) enter into the required legal agreement to support the partnership with Highways England; and (ii) approve the authority to procure for the low emissions vehicles, the business engagement partner and the associated electric charging infrastructure to support the regional ultra-low emissions vehicle centre.

(b) That a campaign to focus on anti-idling outside schools, be endorsed;

(c) That the Highways Service be requested to examine traffic restrictions on Heavy Goods Vehicles (HGVs), with particular focus on the areas that are now excluded from the CAZ (Clean Air Zone) in the modified boundary;

(d) That support be provided for a publicity campaign which would provide advice on cleaner travel alternatives;

(e) That the Government be requested to provide a targeted scrappage scheme which is aimed at the most polluting older vehicles.

(During the consideration of this item, Councillor Blake returned to the meeting and resumed her position as Chair of the Board, for the remainder of the meeting. At this point, Councillor Coupar left the meeting)

41 Annual Corporate Risk Management Report The Director of Resources and Housing submitted a report presenting the annual update of the Council’s most significant corporate risks and which detailed the arrangements in place, together with the further activity planned during 2018/19 to manage them.

RESOLVED – That the annual risk management report, as submitted, together with the assurances given on the Council’s most significant corporate risks, be noted, in line with the authority’s Risk Management Policy and the Board’s overarching responsibility for their management.

42 Financial Health Monitoring 2018/19 - Quarter 1 The Chief Officer, Financial Services submitted a report which presented the Council’s projected financial health position for 2018/19, as at the conclusion of the financial year’s first quarter.

Responding to a Member’s enquiry regarding the budget pressures in respect of Children Looked After (CLA), the Board received further details on the range of actions and resultant improvements that had been made by the

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 6 Council in this field, with it being highlighted how Leeds had bucked the national trend by reducing the number of CLA in the city in recent years.

Members noted that the planned efficiency in 2018/19 arising from the changes to Transport provision was still projected to be achieved from the 18/19 Children and Families directorate budget despite the current pause on SEND transport changes. Responding to a Member’s enquiry regarding this, the Board was provided with further information and context on the rationale for introducing such measures for the longer term.

RESOLVED – That the projected financial position of the authority, as at Quarter 1 of 2018/19, be noted.

43 Capital Programme 2018/19 - 2021/22 Quarter 1 Update The Chief Officer, Financial Services submitted a report providing an update on the Council’s Capital Programme, as at Quarter 1 of the 2018/19 financial year, which included details of capital resources, progress on spend and a summary of the economic impact of the capital programme.

RESOLVED – (a) That the injection of £629.6k in relation to Capital Receipts to be utilised by Ward Councillors under the Capital Receipts Incentive Scheme (CRIS), as detailed within Appendix C of the submitted report, be approved;

(b) That the latest position on the General Fund and Housing Revenue Account (HRA) capital programmes, as detailed within the submitted report, be noted;

(c) That it be noted that the above resolution to inject funding of £629.6k, as detailed within the submitted report, will be implemented by the Chief Officer, Financial Services.

44 Medium Term Financial Strategy 2019/20 to 2021/22 The Chief Officer, Financial Services submitted a report which presented the Council’s proposed Medium Term Financial Strategy (2019/20 – 2021/22) for the Board’s consideration and approval.

Following a recent announcement by the Ministry of Housing, Communities and Local Government relating to the Local Government Finance Settlement for 2019/20, the Chief Officer, Financial Services provided the Board with details of the announcement. Specifically regarding the Business Rates Retention pilot for 2019/20, the Board noted that Government had confirmed that invitations for the pilot in 2019/20 would be sought, and that the Leeds City Region would not automatically be accepted onto the scheme and would need to submit a bid. It was also noted that the 2019/20 initiative would be for the retention of 75% of Business Rates and not 100%, as in previous years.

Responding to a Member’s enquiry, the Board received further information regarding the projections within the report regarding the level of resource

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 7 allocation to the Minimum Revenue Provision (MRP), with details being provided on the approach which had been agreed by the Council on the MRP policy in the 4 year period leading up to 2020/21.

In response to an enquiry, the Board received further information on the provision in the Medium Term Financial Strategy for pay awards and the Leeds Living Wage. In addition, responding to the recent Government announcement regarding an increase in public sector pay, although it was noted that Local Government salaries were separate to Government negotiations, should there be any implications for the Council arising from the recent announcement, then the Board would be kept informed, as appropriate.

RESOLVED – (a) That the 2019/20 – 2021/22 Medium-Term Financial Strategy for both General Fund services and the Housing Revenue Account, as detailed within the submitted report, be approved;

(b) That it be noted that further proposals will be brought forward to address the current identified shortfall as part of the Council’s budget process;

(c) That it be noted that the Chief Officer, Financial Services will be responsible for the implementation of the above resolutions.

REGENERATION, TRANSPORT AND PLANNING

45 Update on Progress and Implementation of the Leeds Public Transport Investment Programme (LPTIP) Further to Minute No. 17, 21st June 2017, the Director of City Development submitted a report providing an update on the significant scheme and package development of the Leeds Public Transport Investment Programme (LPTIP) during 2017/18 and the first quarter of 2018/19, and which also set out the next steps for delivering the programme.

The Board welcomed Mr Nigel Foster, Chair of the associated independent Expert Advisory Panel, who was in attendance at the meeting in order to provide detail on the composition of, and role played by the Panel. Mr Foster also introduced the key points of the Panel’s report.

The Board noted the significant level of consultation which had been undertaken when developing the proposals, with the valuable role of the Expert Panel being highlighted.

In response to a Member’s enquiry, the Board received further details regarding the aims of the proposed bus priority improvement schemes, with increased reliability and resilience to services being highlighted. In addition, with regard to comments made on the provision of bus services in more rural communities, the Board noted that work continued to be undertaken with bus operators and West Yorkshire Combined Authority (WYCA) on this issue.

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 8 With regard to HS2, Members received further information on the actions being taken to ensure that the HS2 station in Leeds would be integrated with the rest of the local and regional public transport network, with the development of the Integration Masterplan being highlighted.

Responding to a Member’s enquiry, the Board received further details on the contractual arrangements in place between the Council, WYCA and the bus operator regarding the provision to share profits earned from park and ride facilities at Elland Road and Temple Green, with it being noted that Board Members could be provided with details of the relevant patronage levels required for such arrangements to be activated. Members were also advised that the bus operator bore the financial risk, should either of those two sites not break even. Finally, it was noted that in terms of the proposed Stourton site, such issues would be discussed with the relevant parties as part of any contractual negotiations.

In conclusion, it was highlighted to the Board that should the recommendations within the submitted report be agreed, then the Board would be giving its approval to submit the planning applications for the expansion of the Elland Road Park and Ride site and a new Park and Ride site at Stourton.

RESOLVED – (a) That the progress made since April 2016 on developing proposals and the public consultations, be noted;

(b) That the report of the independent Expert Advisory Panel, as appended to the submitted report, be noted;

(c) That the development work undertaken on the popular Park and Ride sites be noted; and that support be given on the continued roll out of the park and ride programme including:-

(i) Progress on the feasibility work at Gates in the North of the city; (ii) Approval of the submission of a planning application for the expansion of the Elland Road Park & Ride site, and subject to the granting of planning permission and the funding approval of the West Yorkshire Combined Authority, approval be given to the expenditure of £5.12m from the LPTIP Capital Programme to carry out detail design and construction of the site; (iii) Approval to the submission of a planning application for a new park & ride site at Stourton, and subject to the granting of planning permission and the funding approval of the West Yorkshire Combined Authority, approval be given to the expenditure of £23.74m from the LPTIP Capital Programme to carry out detail design and construction of the Park and Ride site;

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 9 (d) That the expenditure of £11.98m from the LPTIP Capital Programme to carry out detail design and construction of the Bus Priority measures and cycling improvements on the route from the Stourton site into the city centre along Road / Low Road / Hunslet Road, be approved;

(e) That the expenditure of £5.19m to be funded from the LPTIP Capital Programme for the detail design and construction of the following initial schemes, be approved:-

(a) A647 – Bradford to Leeds: Road bus gate and bus stop relocation;

(b) A61(N) – Alwoodley to Leeds – i Harrogate Road outbound bus lane/gate at Alwoodley Lane ii Harrogate Road inbound bus lane to Outer Ring Road iii Harrogate Road inbound bus lane to Street Lane;

(c) A58 – Oakwood & Roundhay to Leeds i Easterly Road verge hardening for off-carriageway parking provision ii Street bus only;

(d) A660 – Adel to Leeds - Holt Lane signalisation.

(f) That it be noted that the Chief Officer for Highways and Transportation is responsible for the implementation of the resolutions as outlined within the submitted report.

(During the consideration of this item, Councillor Coupar returned to the meeting)

46 Redevelopment of the former Kirkstall District Centre The Director of City Development submitted a report providing an update on the development schemes emerging for the former Kirkstall District Centre site and which also sought approval for the draft terms of disposal of the Council’s land interests which form part of that site.

Responding to a concern raised by a Member in respect of the proposals, the Board received further information and context regarding the location, ownership and composition of the site, which had led to the recommended approach, as detailed within the submitted report.

Following consideration of Appendix 2 to the submitted report designated as exempt from publication under the provisions of Access to Information Procedure Rule 10.4(3), which was considered in private at the conclusion of the meeting, it was

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 10 RESOLVED – (a) That the positive progress achieved in securing a redevelopment scheme for land in the heart of Kirkstall, be noted;

(b) That all Council owned land within the site, as detailed within the red line boundary shown in Appendix 1 to the submitted report, including that leased to Tesco, be declared as operationally surplus;

(c) That the disposal of the Council’s freehold interest in land forming the site to Artisan Real Estate UK Limited on the draft terms, as set out in exempt appendix 2 to the submitted report, be approved;

(d) That the necessary authority be delegated to the Director of City Development to enable the Director, with the concurrence of the Executive Member for ‘Regeneration, Transport and Planning’, to approve the final disposal boundary and terms.

(Under the provisions of Council Procedure Rule 16.5, Councillor Golton required it to be recorded that he abstained from voting on the decisions referred to within this minute)

CHILDREN AND FAMILIES

47 Leeds Children's Services Innovation Programme and Partners in Practice: Update Summer 2018 The Director of Children and Families submitted a report providing a summary of the progress made in respect of the Children and Families directorate’s Innovation Programme. In addition, the report provided an update on Leeds’ support for sector led improvement as a ‘Partner in Practice’.

In presenting the report, the Executive Member for Children and Families provided examples of key areas where innovative work continued to be developed and undertaken.

Responding to a Member’s enquiry, the Board received further information on the work that continued to be undertaken by Children and Families in its role in developing sector led improvement, but also on the continued work to support the children and young people of Leeds, with tangible outcomes from that work being provided to the Board. It was highlighted that the Council’s service provision in this field had been the subject of external evaluation, and was scheduled to be in the future, with it being noted that when the results of such evaluation were known, they would be submitted to the Board for consideration.

In response to a Member’s enquiry regarding Leeds’ capacity at a senior management level to deliver its own services when also providing support to Kirklees, the Board received assurances that the Authority continued to have sufficient capacity in this area, with it being highlighted that since the Council’s involvement with Kirklees, the Council had received a positive outcome from an unannounced Ofsted inspection into service provision for children in care.

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 11 It was also noted that agreement had now been reached with the Department for Education (DfE) for Kirklees Council to recruit its own Director of Children’s Services, with it being highlighted that such recruitment was underway.

RESOLVED –That the progress made in Leeds’ Children’s Services Innovation and Sector Led Improvement work, as detailed within the submitted report, be noted.

LEARNING, SKILLS AND EMPLOYMENT

48 Equality Improvement Priorities Progress Report 2017 - 2018 and Equality Improvement Priorities 2018- 2022 The Director of Communities and Environment submitted a report presenting for the Board’s consideration and approval the Council’s Equality Improvement Priorities Annual Report for 2017 – 2018, together with the Council’s revised Equality Improvement Priorities for the period: 2018 – 2022.

Members welcomed the comprehensive report which had been submitted.

RESOLVED – (a) That the Equality Improvement Priorities Annual Report 2017 – 2018, as appended to the submitted report, be approved;

(b) That the revised Equality Improvement Priorities 2018 – 2022, as appended to the submitted report, be approved.

DATE OF PUBLICATION: FRIDAY, 27TH JULY 2018

LAST DATE FOR CALL IN OF ELIGIBLE DECISIONS: 5.00 P.M., FRIDAY 3RD AUGUST 2018

Draft minutes to be approved at the meeting to be held on Wednesday, 19th September, 2018

Page 12 Agenda Item 6

Report author: Susan Upton / Jane Walne Tel: 0113 373 0243 / 0113 378 7705

Report of the Director of City Development

Report to Executive Board

Date: 19 September 2018

Subject: City Centre Vision and Our Spaces Strategy

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s):

Little London and Woodhouse, Hunslet and Riverside

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: Appendix number:

Summary of main issues

1. The 2010 City Centre Vision Conference set an ambition for Leeds to be the "Best City Centre by 2030", detailing aspirations and prioritising a number of projects to underpin that ambition.

2. The “Best City Centre” ambition has not changed, but it is now timely to update the aspirations within the Vision following a range of conversations and consultations to tackle the current challenges facing the city and to recognise the importance of Leeds City Centre in a local, regional, national and international context.

3. Members will be aware that in early 2018 that the Council formally adopted the Leeds Inclusive Growth Strategy. Of the 12 BIG ideas set out within the Inclusive Growth Strategy, the updated aspirations, opportunities and proposals for the City Centre detailed in this report will contribute to: Best City for Health and Wellbeing; Doubling the Size of the City Centre; 21st Century Infrastructure; Promoting Leeds and Yorkshire and Maximising the Economic Benefits of Culture.

4. Leeds is halfway through a £10bn investment pipeline to regenerate the South Bank around a revamped HS2 train station and develop an innovation district to the North with universities, colleges and the teaching hospital. The shopping and leisure offer have already been transformed with Trinity, Victoria Gate, the First Direct Arena and countless new restaurants adding to the museums, galleries and events. The

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City Centre is expected to double in size, with up to 16,500 new homes to be built by 2028 and 25 million day visitors to Leeds worth £31.2bn to the local economy. With the plans and strategies in place, the importance of place-making and people’s experience, cannot be understated, alongside the development and delivery of high quality, resilient 21st century infrastructure.

5. Leeds being a diverse and vibrant city is looking to the future as an economic centre and capital of the Northern Powerhouse and Leeds City Region. Central to this city positioning is the drive to create world class public realm and spaces across Leeds, which respond to the city’s diverse population, cultural significance and the effects of climate change.

6. Our spaces are often people’s first encounter with the city, as our ‘front door’ to visitors, businesses and residents. Ensuring we design, deliver improvements and then maintain our spaces to the highest standards possible is essential for our city’s profile locally, nationally and internationally and so the development of the Our Spaces Strategy, as set out in this report, is one key aspect of the Best City Centre Vision.

7. In October 2015, as early recognition that the City Centre is growing and to ensure that the quality of place was embedded through the transition, the Council developed its ‘Design Ideas and Opportunities Document,’ which captured public realm works that were either in delivery, in development or potential options to consider further. The outcome of this was that Executive Board endorsed the principle of the Council developing a strategic plan for public realm improvements in the City Centre.

8. Subsequent to this, the ‘Our Spaces Strategy’ has been developed as the Council’s strategic document setting out the ambition for the development of public realm within the City Centre to be vibrant, inclusive, world class and to be our greatest cultural asset. This is an integral part of this Best City Centre Vision report and we are seeking Executive Board approval to commence stakeholder engagement to this draft document prior to its formalisation in early 2019.

9. The Best City Centre Vision and Our Spaces Strategy report has strong synergies with the Street Support, Executive Board report that is also being considered as part of this Board agenda. Taken together, the Street Support Team and the Our Spaces Strategy show a combined consideration for both people and place and are both central to the delivery of the Best City Centre Vision. With new opportunities and proposals to create a placed-based architecture for the City Centre and a new operating model for community safety, putting people at the centre regardless of the issue; the introduction of the Safer Leeds Street Support Team, will seek to significantly improve the daily focus, planning and service delivery or intervention requirements to respond to the range of challenges faced on the streets of the City Centre. The benefits and opportunities that the people and place two work-streams, present will continue to be explored and achieved in partnership moving forward.

10 Recommendations

Executive Board is recommended to:- a) Reaffirm the Vision to be the "Best City Centre by 2030” and endorse the aspirations for the City Centre contained in this report;

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b) Note the content, vision and ambition for the draft Our Spaces Strategy and approve the request to commence stakeholder engagement with a view to seeking its formal adoption early 2019, once consultation is complete. c) Note that the Chief Asset Management & Regeneration Officer will be responsible for progressing the consultation on the Our Spaces Strategy.

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1.0 Purpose of this report

1.1 The purpose of the report is to provide a headline review of the Best City Centre Vision to date and introduce to Executive Board the draft Our Spaces Strategy with a view to obtaining approval to commence stakeholder engagement, prior to seeking formal adoption of the strategy in early 2019.

2.0 Background information

2.1 To meet the ambition to become the “Best City Centre by 2030” a number of aspirations were defined in 2010. Over the last eight years there has been significant progress on the aspirations set in 2010 and the projects that were defined at that time:

o Supporting the physical development of Leeds train station internally and externally, working closely with Network rail as major partner. o A focus on developing Leeds City Centre as a family friendly city through events and planned activities that promotes the City Centres’ location as a welcoming city to families and children. o To support the private sector in developing a Business Improvement District that will help fund improvements in distinct areas within the City Centre. o A continued focus on high quality public realm and improvements, which have so far delivered the redevelopment of Bond Court, Albion Street and Victoria Gardens and a new business destination at Sovereign Street with new high quality public realm. o To capitalise on the opportunities for a transformative South Bank redevelopment, which has included support for the delivery of a new 3.5ha City Park

2.2 In early 2018, the Council formally adopted the Leeds Inclusive Growth Strategy 2018-2023. Thise Strategy sets out our ambition for Leeds and a route map of how best to deliver growth that is inclusive, draws on the talents of, and benefits all our citizens and communities. The 12 BIG ideas identified within the Strategy have been developed to shape our city by boosting our long term productivity, competitiveness and social inclusion. It aligns seamlessly with our Best Council Vision for the ‘Best City Centre by 2030’ and the 7 principles developed as part of the Our Spaces Strategy support the 12 BID ideas, specifically Best City for Health and Wellbeing; Doubling the Size of the City Centre; 21st Century Infrastructure; Promoting Leeds and Yorkshire and Maximising the Economic Benefits of Culture. 2.3 The recognition that communities on the rim of the City Centre feel disconnected from it socially, economically, and technologically, also sets a background context for the refreshed aspirations of the Best City Centre Vision and the strategy centred on inclusive growth for everyone to benefit from the economy to their full potential.

2.4 In acknowledging the continued expansion of the City Centre and to ensure that quality of place is embedded in all developments being brought forward, the Council developed its ‘Design Ideas and Opportunities’ document, which was presented to Executive Board in October 2015 for consideration. The document identified public realm schemes that had recently been delivered and the positive impact that these had on the look and feel of the City Centre; schemes that were currently in design or delivery and potential schemes that could be brought forward for consideration in

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the future. It also set the benefits of developing a strategic plan for the development and delivery of public realm moving forward. Executive Board endorsed the principle of developing a strategic plan for public realm improvements in the City Centre, and agreed to the Council consulting and engaging with stakeholders on potential schemes to be brought forward based on the design ideas and opportunities document.

2.5 From these recommendations, the draft Our Spaces Strategy has been developed to embed our ambition and provide a framework for the development and delivery of future high quality public realm in the City Centre.

3 Main issues

3.1 One of the City Centre’s key virtues is that it is compact and offers an existing variety of activities that contribute to its vibrancy and vitality. There is a well- established understanding of the importance of the City Centre as a location for commercial investment, housing growth, economic development and a growing national and international focus across key sectors. We are also seeing the City Centre expand with an increasing concentration of services and facilities serving the city’s and wider city region’s resident population.

3.2 As the City Centre grows in size and success, refreshing the aspirations in our “Best City Centre Vision”, as summarised below, will aid even more agile and joined up working as we look to further integrate, manage and co-ordinate the varied and wide ranging programme of activities across partners. ‘Our Principles’ detailed in para 3.28 will deliver the direct outcomes to meet the Best City Centre Vision aspirations.

Vision: "Best City Centre by 2030"

Where we are renown as Being world class, Being a City Centre for all, Being a City Centre that feels as good as it looks

2010 Aspirations 2018 Aspirations ( refresh and update) Our Principles

A welcoming City A welcoming City Centre, to be distinctive, Centre, with strong arrival with strong arrival gateways that are clean gateways that are clean and uncluttered, making everyone feel safe and uncluttered, making and welcome. everyone feel safe and welcome.

A cultural City Centre, A cultural City Centre, building a national with national and and international reputation for culture. To international reputation for celebrate the exceptional and diverse

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theatre, dance and music cultural landscape of the city and its with performance facilities communities, where culture is an integral putting Leeds on the part of plans building community cohesion, international stage. creating vibrant communities, increasing tourism and creating opportunities for inward investment.

A quality environment, A quality environment that has a positive where the public realm is effect on people’s health and wellbeing, of a high quality design, raising health and environmental standards well maintained and across the city through the promotion of aspirational walking, cycling and the reduction of air pollution, noise and carbon emissions

A well connected City A well connected City Centre, To aid Centre, accessible inclusive growth, promote equality and nationally and connect communities, with visitors knowing internationally, with that they can access our City Centre easily visitors knowing that they from the region, the country and can arrive at our City internationally Centre easily from the region, the country and internationally.

A City Centre that is A City Centre that is legible, accessible legible and walkable. A and walkable, easy to find your way around city that makes it easy to with the use of smart technology to capture find your way around on data and help inform people what’s on and foot, bike, by car or public how to get there. transport.

A liveable City Centre. A A liveable and compassionate City City Centre for the whole Centre that provides good quality residential of your life. One you can opportunities for all. A safe, appealing and live in for a day, a well-managed City Centre for all of your life. weekend, a month, a year or permanently.

A business friendly City A business friendly City Centre, a thriving Centre. A great place to place to do business, attracting new do business, attracting companies and nurturing existing ones new companies and

retaining existing ones.

A Welcoming City Centre 3.3 Leeds City Centre being recognised as distinctive from other city centres and a destination of choice, will attract additional visitors, who then stay longer. Data

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summarised in Appendix A, shows how the Leeds’ visitor economy sector is growing at an impressive rate. The strength of the overall visitor economy in Leeds is supported by the Lonely Planet accolade in 2017 naming Leeds as a top 10 European city-break destination and VisitBritain’s recent analytics highlighting Leeds as one of the top destinations used in search criteria for destinations and attractions to visit in Britain. In Leeds, 2016 and 2017 saw the highest total footfall figures since 2009, totalling over 66,000,000 each year. From January 2016 to date, the city has been awarded Purple Flag status for excellence in managing its evening and night time economy.

A Cultural City Centre 3.4 The new Culture Strategy for Leeds 2017-2030 sets an ambition for our public realm in the City Centre to become its greatest cultural asset. The City Centre events programme has grown significantly in scale and impact including the , , World Triathlon Series, Olympic Homecoming Parades, growth of Pride and the increased use of Millennium Square through events such as Light Night, which based on its success was extended to a two day event in 2017.

3.5 Leeds is distinctive through its diversity with the 170 different languages spoken. The City Centre that serves those communities, provides opportunities to celebrate the exceptional and diverse cultural landscape of the city and so help to build community cohesion, as well as increasing tourism and creating opportunities for inward investment

A Quality Environment 3.6 Our Best City Centre Vision embodies the provision of a safe and welcoming environment in the City Centre, for all to enjoy. In recognising that Leeds City Centre is experiencing significant growth, with increasing footfall in the pedestrianised retail core, night time economy and vibrant street café areas, the installation of a city centre vehicle access scheme by early 2019, provides reassurance to the public and a measure of protection from hostile vehicles that are a modern phenomenon of key cities.

3.7 To animate and enliven the City Centre a range of temporary, "tactical" and public art schemes, have been developed. These include the pop-up parks at Street, Briggate and the Town Hall; the City Less Grey project in partnership with the BID and the park here and play initiative with DLA, PlayBox and other partners that has run for the last 2 years and seen c5000 visitors each year.

3.8 The challenge to improve air quality has stimulated a range of activities through the @cleanairleeds conversations to reduce traffic passing through the City Centre by improving the walking, cycling and public transport offer and so encourage a shift to healthier and more sustainable travel and also implementing measures to encourage the uptake of low emission vehicles.

3.9 Through the Our Spaces Strategy (paras 3.23 - 3.36) we will set out a visual first impression of how the City Centre could look as a whole, taking account of the rapid transformation and growth taking place. It will be an instrumental strategy for demonstrating to residents, visitors and businesses that by re-thinking the approach to the design of our spaces and exploring opportunities to reduce highway infrastructure at key gateways and connections, we will be able to transform our City Centre and generate opportunities for new and exciting spaces to develop.

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Whilst the strategy does not provide specific scheme details, it clearly sets out our thinking and ambition.

3.10 Education and behavioural change are other important aspects for both residents and visitors as well as businesses and retailers operating from within the City Centre. There is the need to further develop actions and initiatives that support and encourage real behavioural change that will have a positive impact on the City Centre such as; increased walking and cycling, responsible parking, people not abusing blue badge use, increased recycling on the go, as well as people disposing of their litter and gum responsibly and alternative avenues of support to dissuade begging.

A Well Connected City Centre 3.11 Inclusive growth means that everyone can benefit from economic growth to their full potential. The Inclusive Growth Strategy sets out 12 BIG ideas to create the underlying conditions for inclusive growth that includes 21st Century infrastructure, transport and connecting people to jobs by improving links between the City Centre and surrounding communities. Through the "Transport Conversation” people also recognised the need to improve journeys to the City Centre, the importance of more local journeys made between communities and there was strong support to take traffic out of the City Centre.

A City Centre that is Legible and Walkable 3.12 Since 2010, the ‘Legible Leeds’ system has been continually updated and extended to coincide with significant new developments and the ongoing expansion of the City Centre into the South Bank. The network of over 80 on-street signs helps visitors to find their way around on foot, and the aim is to increase visitor numbers at key destinations with the morning peak weekday travel mode assessment showing a 1.2% increase (c2,000 people) walking on radial routes approaching the City Centre. The A3 printed map is especially popular with visitors, with over 100,000 copies distributed free of charge every year. Leeds City Council is currently working with WYCA to use the Legible Leeds style mapping as the standard map for transport nodes across West Yorkshire. As part of the implementation of the Our Spaces Strategy, the Principles (section 3.28) and the proposed schemes being developed will ensure that accessibility is considered at all stages and that accessibility groups are approached directly as part of ongoing stakeholder engagement.

A liveable and compassionate City Centre (including the introduction of the Safer Leeds Street Support Team) 3.13 The Council’s ambition is to develop the City Centre as a mixed and vibrant residential community with a broad mix and range of housing types, tenure and price. The Council is also working with a range of landowners and investors on the Leeds Living programme, to identify and seek funding for a range of infrastructure projects that will help accelerate residential development on a range of identified sites across the City Centre and its fringes. The Council submitted an initial Expression of Interest for funding to the government’s Housing Infrastructure Fund (HIF) in September 2017 and is now working on a full business case for submission in December 2018, which has the potential to draw in up to £113m to stimulate delivery of up to 16,500 new homes in the City Centre through improvements to highways, public spaces, new bridges, site enabling and delivering elements of the Our Spaces strategy.

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3.14 Alongside this, the City Centre’s resident population is increasingly a community in its own right with all the features of a community anywhere in the city including a mix of long term residents and those of a more transitory nature. In addition, there are some of our poorest communities on the rim of the City Centre who feel disconnected from it socially, economically, and technologically. A successful HIF bid would help address issues of physical severance around the City Centre rim and reconnect these communities to ensure that residents are not cut off from the services and economic and social opportunities available there. 3.15 Leeds has witnessed an increase in street begging and rough sleeping, and although the position in Leeds is less than seen in other comparable cities, it is significant and one person without a home is one too many. A joint approach has been implemented between Council and partner services to address these complex issues and support people in challenging circumstances.

3.16 The Council and partners continue to offer emergency and longer-term supported accommodation to people who need it and there is always sufficient availability for any rough sleeper, who wishes to take up the offer. Leeds puts on extra bed spaces during periods of cold weather (activated on the first night of sub-zero temperatures) and people who have slept rough are awarded high priority for council re-housing. The “housing first” approach and the fact that temporary bed and breakfast accommodation is not used to house people who find themselves on the streets of Leeds, exemplifies our approach as a compassionate city. When help is offered to bring some structure and organisation into the lives of street users, it can take many attempts to succeed and the biggest obstacle is not always about providing a home.

3.17 The visibility, activity and behaviour of some street users can directly influence the public’s perceptions and concerns. We want all people who come in to the city and in neighbouring communities to be safe and feel safe on the streets and the places they go. Everyone has the right to live, work and socialise in a safe, clean and tolerant city and everyone has a responsibility to behave in a way that respects this right.

3.18 As detailed in a further report to this September Executive Board, there are new opportunities and proposals to create a placed-based architecture for the City Centre and a new operating model for community safety, putting people at the centre regardless of the issue. This includes the introduction of the Safer Leeds Street Support Team, which will seek to significantly improve the daily focus, planning and service delivery/ intervention requirements to respond to the challenges.

A business friendly City Centre 3.19 The Business Improvement District (BID) reinforces the city's ambitions in terms of place shaping standards to maintain and enhance the quality of provision and service across the city. LeedsBID has the ability through co-ordination of effort and investment to increase performance and achieve cost efficiencies whilst ensuring it doesn't just duplicate or replace existing provision.

3.20 With c1810 businesses in the City Centre, as of 2017, Leeds has now risen above Birmingham to 3rd place in the national retail rankings (outside London) and at the 2017 MIPIM event, Victoria Gate was named as the World’s best new shopping centre. In March 2018, Leeds saw 386 new businesses start up, which accounts for 17.4% of all start-ups in Yorkshire and the Humber, with the City and Hunslet Ward

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seeing over 40 individual start-ups. The number of business visitors to the city is integral to the success of the visitor economy as a whole. Business tourism is worth £409.5m to the economy with 2.9m delegates visiting in 2016.

3.21 The continued growth of the city centre retail and hospitality offer within the wider visitor economy now supports over 69,900 jobs in Leeds, many in the City Centre. However, there are significant challenges for the sector from Poundstretcher to House of Fraser for employers seeking to attract and retain employees at a range of levels, and for residents seeking to access relevant skills and training and to compete for jobs in the industry. Over 25% of customer service employers in the Leeds City Region report they are facing skills gaps when it comes to their workforce. Placemaking alongside our vibrant city centre ambitions will assist in supporting both the business and retail city centre offer.

3.22 The Council working with LeedsBID and the business community will launch Ambition Leeds, the centre of excellence for retail and hospitality skills, in October 2018. Supported by Leeds Beckett University, Leeds City College and the Source Retail Academy it will support both residents and employers through the provision of high quality, employer-led training and skills programmes and a recruitment brokerage service. It will seek to improve productivity, share best practice on workforce development and enable local residents to access opportunities and existing employees to upskill and progress. In addition, significant progress has been made in Leeds with regards to living wage and the Council’s agreement to increase the living wage hourly rate from January 2017 and Leeds BID becoming an accredited Living Wage employer.

Our Spaces Strategy 3.23 Our spaces are the streets and places between buildings. They are continually interconnected spaces including streets, squares, parks, cycleways and the waterfront. Our spaces positively support commerce, reflect our culture and heritage, provide opportunities for relaxation, events and social interaction. They speak of place and community and are our visual first impression to businesses and visitors. The development and delivery of the Our Spaces Strategy will be a mechanism through which the Best City Centre Vision will be achieved.

3.24 In the City Centre, our spaces are a unique mix of old and new, where no two spaces are the same. They include formal Georgian Squares, such as Park Square, Queen Square and Hanover Square, informal parks such as St John’s churchyard, Penny Pocket Park and Lovell Park, Woodhouse Moor, a historic parkland on the fringe of the City Centre, to event spaces such as Millennium Square and Victoria Gardens. There are also new and improved spaces such as Sovereign Square, the first new piece of green space within the City Centre for decades which is over half a hectare in size, alongside the recently improved Bond Court and Victoria Gardens. In addition, as part of South Bank, the Council in partnership with Vastint are bringing forward proposals for the delivery of a new City Park using land holdings at Meadow Lane and the former Carlsberg Tetley site, to create a new piece of green infrastructure in the City Centre of over 3.5 hectares.

3.25 Through the development, engagement and formalisation of Our Spaces Strategy we will:-  Set out our vision and ambition for the development of public realm within the City Centre;  Provide a baseline for the development of future public realm interventions;

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 Provide a tool to test the robustness of site specific projects and how these integrate with wider public realm aspirations;  Reflect upon the current public realm offer in the City Centre and identify opportunities to improve it.

3.26 Using Our Spaces Strategy consultation as the starting point, we will engage with the people of Leeds, key stakeholders, visitors, residents and businesses to seek their views. The feedback will help to shape the content and the look of the final strategy to ensure it is suitable robust to inform the planning and design of Our Spaces over the next 5-10 years.

3.27 The Our Spaces Strategy also recognises that there are key challenges to be overcome, including:- a. The Identity of Leeds – How does Leeds promote itself through its spaces? b. The Experience of Leeds – How does it feel to be in the city? c. Leeds in green and blue – Is Leeds a Green City and does it have the River at its heart? d. Crossing Leeds – What is it like to cross roads and rivers as a pedestrian or cyclist? e. Growing a Compact City – How is Leeds expanding and how will the type and quantity of our public realm meet the needs of a growing city? f. The Quality of Leeds’s Public Realm – What are Our Spaces currently like and what could be done to improve them?

3.28 To assist the Council and others in the design of public realm to ensure that the key challenges are overcome and the Best City Centre Vision and ambition for Our Spaces is achieved, we have redefined the design principles used for the development of public realm. These are:-

1. PEOPLE FIRST - Our spaces will be designed for people. They will be comfortable, stimulating, relaxing and safe.

2. THIS IS LEEDS - Our spaces will celebrate Leeds’ built and natural assets, from the edges of the River Aire to the magnificent architecture of the city centre.

3. EVERYONE WELCOME - Our spaces will be inclusive, designed for all ages, abilities and reflect Leeds’ diverse communities.

4. BETTER CONNECTED - Our spaces will be highly connected, considering pedestrians first, clearly legible and easily navigable.

5. GREENER FUTURE - Our spaces will be resilient to climate change, with green environments cooling the air, sustainably managing surface water and absorbing carbon.

6. MAKE IT HAPPEN - Our spaces will be places for cultural activity, from small interactions to major events.

7. ECONOMIC SENSE - Our spaces will be valuable economic infrastructure, that supports businesses and provide a canvas for new investment.

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3.29 Our Principles aim to address the key public realm challenges that the city faces at present and are the physical interventions through which the Best City Centre Vision can be delivered. Our Principles were developed in consultation with Leeds City Council and the Quality Spaces and Places Forum of the Leeds Chamber of Commerce. The principles are ambitious, but present a realistic picture of what Leeds will look like as a world class city. Leeds will be a substantially greener and better connected city that is more accessible to more people and recognisable as a unique place to be.

3.30 A number of key intervention areas have been identified which provide opportunities to introduce Our Principles to specific streets, public spaces and highway infrastructure across Leeds. The intervention areas are separated into distinct parts of the city with their own unique characteristics, use and function, these are: Train Station Arrival, Western Business District, Civic Heart, Arena Quarter, Mabgate, Cultural Quarter, Kirkgate and the Calls, South Bank – central, South Bank – west and City Riverside.

3.31 Within Our Spaces each key intervention area is assessed against the challenges identified in 3.27, the seven Our Principles and any known developments/proposals being brought forward either by the Council or private developers so it can be reshaped by integrating measures to overcome the challenges faced. The outcome of these assessments identifies around 45 Transformational Schemes in the City Centre that we will be looking to bring forward over the next 5 plus years. Whilst this list is not exhaustive, it is important we begin to communicate the level of change happening in the City Centre and how we proposed to respond to it.

3.32 The transformational schemes consist of sites that are already under construction, Quarry Hill’s Gateway Court (due for completion September 2019) and Clay Pit Lane (to be completed in Autumn 2018) and sites already in design development such as Sovereign Square footbridge, New Briggate, the Corn Exchange, Meadow Lane, as part of the Councils contribution to City Park and City Square. In addition the transformational schemes also include proposals for wider developments and programmes that will have outputs that directly benefit the quality and quantity of public realm in the City Centre and therefore will form an integral part of the Our Spaces Strategy, such as the Leeds Public Transport Improvement Programme (LPTIP) and the Housing Infrastructure Fund (HIF) bid.

3.33 There are significant funds, including LPTIP, in place to deliver the City Centre package of highway improvements. An element of this will see major changes to the Armley Gyratory and the M621 and so provide the city with a unique opportunity to divert general traffic around the city core, allowing the complete redevelopment of City Square in 2023 which will see it increase in size to 1.4ha (larger that Trafalgar Square).

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3.34 In addition there are several other major development proposals and regeneration programmes being brought forward for delivery, such as South Bank Leeds which has developments including CEG, Monkbridge, Tower Works and the former Carlsberg Tetley sites within it, CITU, MEPC, Wellington Place and Hunslet Riverside.

3.35 All together the investment into Leeds’s City Centre infrastructure and so public realm over the next 5 years, which will be brought forward either by the Council or by developers, will be hugely transformational. It is a defining moment for Leeds and one that together as a city, we need to be ready for and work together to deliver. By setting out the ambitions in both the Best City Centre Vision and the draft Our Spaces Strategy and seeking to engage with stakeholders to understand their views, we will embed the approach for the delivery of high quality design in Leeds City Centre that can be benchmarked against Our Principles. It is the intention to update the Our Spaces Strategy, following the outcome of the engagement, prior to its formal adoption early in 2019.

3.36 Appendix B is the Principles, Challenges and Proposals Summary Consultation Draft of the Our Spaces Strategy. This gives a flavour of the look and feel of the Our Spaces Strategy alongside the 7 Our Spaces Principles and the ambition for the delivery of public realm moving forward. The full Our Spaces Strategy will be formally launched for the commencement of stakeholder engagement in the autumn, should Executive Board be minded to support the recommendations in this report.

Measuring Success 3.37 To know that we have successfully delivered on the "Best City Centre by 2030” vision and aspirations, Leeds City Centre will be renown as world class, measured through international rankings; as a City Centre for all, measured through such as footfall, visitor data and surveys; and as a City Centre that feels as good as it looks through a range of environmental measures. More detailed information on these measures can be found in Appendix A.

4 Corporate Considerations

4.1 Consultation and Engagement

4.1.1 Conversations and consultations to tackle challenges facing the city, where feedback has been used to inform the refreshed aspirations in this report include; cultural strategy and 2023, transport conversation, Leeds public transport investment programme, child friendly Leeds, BID business plan, South Bank regeneration framework, the Leeds Living Housing Infrastructure Fund proposals, HS2 LCR Growth Strategy, purple flag status, Leeds Inclusive Growth Strategy and Leeds waterfront ambitions.

4.1.2 Taking this Best City Centre Vision forwards and achieving our ambitions will need increasing collaboration with city centre businesses, leaders, the third sector and asset owners in the city joining up with the Council, be that on the Waterfront, in the emerging Southbank, or in our neighbouring communities of Little London, Woodhouse and Hunslet and Riverside.

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4.1.3 For the draft Our Spaces Strategy, this report is seeking Executive Board approval to commence a period of stakeholder engagement. It is proposed that starting in autumn 2018 for around 8-12 weeks; comments received will be considered and where appropriate, the Our Spaces Strategy be updated to reflect the feedback received.

4.1.4 Members for Little London and Woodhouse and Hunslet and Riverside have been consulted with regards to the City Centre Vision update and have also received a copy of the Principles, Challenges and Proposals Summary Consultation Draft of the Our Spaces Strategy for comment.

4.2 Equality and Diversity / Cohesion and Integration

4.2.1 A screening report has been completed and submitted to the Equalities Team. Equality and Diversity implications being addressed through specific projects or programmes of work and is attached in Appendix C.

4.3 Council Policies and Best Council Plan

4.3.1 The proposals within this report are consistent with the Best Council Plan.

4.3.2 The proposals also have synergies with and support a number of other Council priorities and strategies, including:-

 Child Friendly Leeds – our ambition to make Leeds a Child Friendly City;  Leeds Inclusive Growth Strategy – our strategy to create a place where people and business grow through the 12 BIG ideas;  Leeds Health and Wellbeing Strategy 2016-2021;  Leeds Culture Strategy 2017-2030  HS2 Growth Strategy  Leeds – A Waterfront City – West and Chamber of Commerce  South Bank Leeds Regeneration Framework 2017  Leeds Integrated Station Masterplan 2017 – WS Atkins

4.4 Resources and value for money

4.4.1 There are no specific resource implications arising from this report.

4.5 Legal Implications, Access to Information and Call In

4.5.1 This report is eligible for call-in. There are no specific legal implications arising from this report.

4.6 Risk Management

4.6.1 There are no specific risk issues arising from this report.

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5.0 Conclusions

5.1 The ambition to be the "Best City Centre by 2030" remains but it is now timely to update the aspirations within the Vision, such that by 2030, Leeds City Centre will be renown as being world class, as being a City Centre for all; and as being a City Centre that feels as good as it looks.

5.2 Clarity of Vision and the refreshed aspirations contained in the report will aid even more agile and joined up working as we look to further integrate, manage and co- ordinate the varied and wide ranging programme of activities across a wide range of partners.

5.3 The proposal to seek Executive Board approval to engage with stakeholders about the draft Our Spaces Strategy couldn’t be timelier. Never before has the Council set out such a bold ambition for the delivery of high quality City Centre public realm, with the development of the 7 Principles to benchmark the delivery of schemes against.

5.4 By engaging with stakeholders and seeking to adopt the draft Our Spaces Strategy early in the New Year, we will confirm our commitment to the creation of a world class, vibrant and inclusive City Centre, where our public realm is our greatest cultural asset.

6 Recommendations

6.1 Executive Board is recommended to:-

a) Reaffirm the Vision to be the "Best City Centre by 2030” and endorse the aspirations for the City Centre contained in this report.

b) Note the content, vision and ambition for the draft Our Spaces Strategy and approve the request to commence stakeholder engagement with a view to seeking its formal adoption early 2019, once consultation is complete.

c) Note that the Chief Asset Management & Regeneration Officer will be responsible for progressing the consultation on the Our Spaces Strategy.

7 Background documents1

7.1 None.

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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Appendix A : Performance Measures. Best Council Plan: Strong Economy and Compassionate City “Best City Centre by 2030” Aspirations Welcoming; Cultural; Quality Environment; Well Connected; Legible & Walkable; Liveable & Compassionate; Business friendly Journey to date: 2018: Tour de Yorkshire 2017: City Centre 6th in retail rankings 2018: World Triathlon Series 2017 MIPIM event, Victoria Gate: 2017: Top 10 European city World’s best new shopping centre A City break destination (Lonely planet) 2016: Tour de Yorkshire Centre 2017: Tour de Yorkshire 2016: Best UK city for Quality of Life that is 2017: Voted No1 cultural place to live (Sustainable cities 2016) World in Britain ( Times) 2015: Tour de Yorkshire Class 2017: Olympic Homecoming Parade 2015: Rugby Union World Cup 2017: Top 2 conferencing 2014: Tour de France destination North of England (BMEIS) Population: Businesses:  12,183 (55% male, 45% female) 2550 total (2017)  37.5% 20‐24 years old Large ‐ 30: Medium – 90: Small – 360:  1.7% < 15years old Micro ‐2070:  0.8% > 65 years old Footfall totalling > 66,000,000 (2017)  16.5% households English is not Purple Flag status ( 2016 to date) the main language  4% has day to day activities Wider range of Events: A City th limited alittle or a lot 2018: 12 year of Centre for 2018: 51st year of West Indian all  35 Homeless Carnival 2018: Child friendly events Properties:  15 days pop up and play  5390  25 days pop up parks  Success Measures  53.8% 1 person households 6 Child friendly Sundays ( 82  93.3% rental activities) 2018: 18 registered “Come and Rest” businesses Welcomed 27.29 million tourists Crime: ( 12 months to July 2018) (STEAM 2016) a 4.2% increase from 2015 and overnight stays increasing “Your View” feedback 85% “ Feel A City by 5.4%. safe” Centre that feels 25.9 ha of Green space 11,472 total crime cases as good as 37.9 ha primary shopping area 2,082 reported Shop lifting it looks 117.7 ha conservation area 1, 529 reported ASB 51.65 km cycleways. 6.6 km towpath Leeds Waterfront Clean air: 16 electric vehicle charging points Join the conversation: @Leeds 2023 @LeedsSouthBank @LeedsInspired @Leeds_City_Centre @LeedsBID @ConnectingLeeds @SaferLeeds @BreezeLeeds @Child_Leeds

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Principles, Challenges & Proposals SUMMARY CONSULTATION DRAFT

CITY CENTRE

Our Spaces Strategy will embody our vision for the creation of vibrant, inclusive, world class city centre public realm.

Our ambition is that through Our Spaces Strategy our public realm becomes the city’s greatest cultural asset. Page 30 Page FOR ENGAGEMENT

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INTRODUCTION | LEEDS OUR SPACES STRATEGY 01

1.0 INTRODUCTION

Leeds sits at the Heart of the UK’s Northern Powerhouse, at the centre of one of the strongest and most resilient economies in Europe and within one of the most beautiful regions in the world. Leeds truly is a special place to be. It was built on a heritage as a financial sector, a leading manufacturing base and a healthcare innovator. This has fuelled growth of over 40% in the last decade alone. Leeds is a growing city with a population estimated at 781,700 (ONS 2016), an increase of around 50,000 in the last decade. Over the last decade our City has experienced a rapid transformation, with urban regeneration accompanied by a flourishing cultural scene, thriving entertainment and nightlife, an unrivalled retail offer alongside a growing independent food and drink reputation: all of which is

Page 32 Page set within a city centre with a stunning heritage, with more listed buildings than any other English city outside of London. With over 75 ethnic groups representing approximately 11.6% of the total population, Leeds has the greatest national diversity in the UK outside of London. The city positively embraces its diverse and rich heritage. We put children and young people at the heart of what we do, supporting them through their education, sporting and musical ambitions and ensuring that we are developing and creating a city for them and future generations. FOR ENGAGEMENT

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01 LEEDS OUR SPACES STRATEGY | INTRODUCTION

Leeds is a special place to be. The place that inspired Hockney and Moore. There is a unique quality to Yorkshire and Leeds. Just a short journey from the city takes you into moorland, mountains and rivers of North Yorkshire Moors, the Yorkshire Dales and the Peak District. The reputation of the City and its offer to businesses, residents and visitors has raised its profile above and beyond expectations. In Summer 2017, Lonely Planet voted Leeds as one of the top five European Cities to visit which was followed shortly after by The Times who listed Leeds as the number one cultural place to live in the UK. Building on this phenomenal foundation, we intend to transform how our City looks and feels, through the adoption of ‘Our Spaces’ strategy alongside the widespread redevelopment of our public spaces and the creation of new cultural facilities. We will also continue engagement with our residents and businesses in creating a place that can balance a strong economy with a

Page 33 Page Compassionate City, embracing being a Child Friendly City and setting this at the heart of everything we do. Our Spaces Strategy study area is defined by the Leeds Core Strategy City Centre Map extent.

Corn Exchange © Vagabrothers FOR ENGAGEMENT

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INTRODUCTION | LEEDS OUR SPACES STRATEGY 01

1.1 LEEDS: THE CITY

Leeds is the third largest city in the United Kingdom and also lies within the United Kingdom’s fourth-most populous urban area, with a population of 2.6 million.

As one of the most diverse economies of the all the UK’s main employment centres Leeds has seen the fastest rate of private-sector jobs growth of any UK city. It also has the highest ratio of private to public sector jobs of all the UK’s Core Cities, with 77% of its workforce working in the private sector. Leeds has the third-largest jobs total by local authority area, with 480,000 in employment and self-employment at the beginning of 2015. Leeds is home to over 119,000 companies generating 5% of England’s total economic output of £64.6 billion, and is also ranked as a gamma world city by the Globalization and World Page 34 Page Cities Research Network. Leeds is also served by four universities, and has the fourth largest student population in the country and the country’s fourth largest urban economy.

Today, Leeds has become the largest legal and financial centre, outside Image © Hannah Webster London with the financial and insurance services industry worth £13 billion to the city’s economy which accounts for 38% of total output with more than 30 national and international banks located in the city, including an office of the Bank of England. Leeds is also the UK’s third-largest manufacturing centre with around 1,800 firms and 39,000 employees, Leeds manufacturing firms account for 8.8% of total employment in the city and is worth over £7 billion to the local economy.

Leeds is one of the few cities to have its own Opera and ballet companies as well as City Varieties Music Hall and west Yorkshire Playhouse. The Royal FOR ENGAGEMENT Armouries, Henry Moore Institute and Thackray Medical Museum are some of

the international cultural brands making up our impressive list of 17 museums and 27 galleries sitting alongside home-grown favourites such as The Tetley, Sunny Bank Mills, Left Bank and Gallery Munroe House. DRAFT Image © Carl Milner Guiliano Contadini, Hannah Bateman & Northern Ballet : The Great Gatsby © Bill Cooper2 06

01 LEEDS OUR SPACES STRATEGY | INTRODUCTION

1.2 LEEDS: IT’S PEOPLE

Leeds is rapidly changing and will look and feel vastly different by 2030. There are 781,700 people living in Leeds and it is estimated that the population will grow to 819,000 by 2024 and exceed 1,000,000 by 2030. Of the current population 140 ethnic groups are represented. There are 170 languages spoken, the most common other than English are: Polish (6,717 people), Urdu (4,989 people) and Punjabi (4,537 people).

With such a large and diverse population it is no surprise that Leeds’s cultural offer is World Class. It includes a number of large organisations that have been generations in the making. Leeds College of Music gave Europe

Page 35 Page its first Jazz qualification and celebrated turning 50 in 2016, with Phoenix Dance blowing out the candles on 35 years the same year. Leeds West Indian Carnival, Europe’s oldest, celebrated 50 years in 2017, alongside 40 years of Henry Moore Institute. Over the next five years Leeds Grand Theatre will be 140 years old, Opera North will turn 40, Northern Ballet will celebrate 50 years, West Yorkshire Playhouse will turn 30, and Northern Film School Image © Hannah Webster Image © Giles Rocholl will hit half a century. Image © M Spadafora

Our city has also continually created space for new voices to add to this vibrant tapestry. The Tetley has just turned three after reinvigorating the city’s iconic brewery, Transform Festival has flown the West Yorkshire Playhouse nest and has just completed its second year as an independent festival and Leeds Indie Food Festival has just completed its fourth year celebrating the city’s growing independent food and drink culture. Organisations such as Duke Studios, East Street Arts and FutureLabs are holding space for individual artists, designers, illustrators and producers, helping their creativity and businesses to thrive. Not only does this vast FOR ENGAGEMENT range of organisations present remarkable shows, the majority also run extensive engagement programmes benefiting millions of people every year. DRAFT Leeds Indie Food Festival © Tom Joy © Northern Ballet 07

INTRODUCTION | LEEDS OUR SPACES STRATEGY 01

 Woodhouse Moor

 St George’s Field Leeds landmark places and spaces : 1.4 OUR EXISTING SPACES Key Public Space

Key Public Space Hard Standing  Dry Dock Building

River Aire Queen Square 

 Hanover Square St Alban’s Place   Lovell Park  Woodhouse Square  Millennium Square

Merrion Street Gardens   St John’s churchyard Victoria Gardens   Dortmund Square Page 36 Page Park Square  Quarry Hill – Gateway Court   Centenary Square Bond Court 

 City Square  Penny Pocket Park  Trevellyan Square

Sovereign Square 

Brewery Wharf  Granary Wharf 

 The Tetley

Royal Armouries  FOR ENGAGEMENT

 Temple Works DRAFT

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2.1 THE IDENTITY Innovation District OF LEEDS Civic Quarter

The character of the city is diverse in Arena & Grand Quarter appearance, density and use. However, the Northgate

public realm often lacks distinctiveness. Office Core Woodhouse Lane Challenges: Retail & Leisure Core 1. The design of principal streets, such as the Inner Cultural Quarter Loop Road and The Headrow, assist in dividing rather than connecting a number of character Holbeck areas throughout Leeds, including the Innovation Page 38 Page District, Civic Quarter and the central Retail and South Bank Central The Headrow Leisure Core, creating a sense of severance and disconnection; South Bank East

2. The public space offer around a number of Wellington Street Whitehall Riverside landmark buildings, including the Corn Exchange, Boar Lane Town Hall, Tetley’s Brewery and Tower Works is Severance of character area created often limited in extent or quality, offering a poor by primary road infrastructure setting to the building and it’s use; 3. Public space and nearby streets to transport hubs including Leeds Train Station and Leeds Bus Station, could more effectively create a defined Water Lane

sense of arrival within Leeds and a more positive A61 impression of the city. 4. The South Bank has less diversity and definition FOR ENGAGEMENT of character in comparison to city areas to the

north of the river, with more homogeneous and widespread areas of lower density industry and commercial development. This results in the South Bank expressing a character which is not identifiably unique or ‘of Leeds’ DRAFT

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01 LEEDS OUR SPACES STRATEGY | OUR CHALLENGES OUR CHALLENGES

2.2 THE EXPERIENCE Pedestrian and cyclist environment: Good quality: OF LEEDS Pedestrian priority, low levels of street clutter, opportunities for sitting, Attractive edges. Positive sensory People perceive and experience the true nature and qualities. Presence of trees and elements of greenery

qualities of Leeds when on foot or bicycle, however Moderate quality: the city centre is fundamentally designed around Attractive edges with some detracting elements. Some positive public realm elements. Highway infrastructure vehicle travel. Woodhouse Lane encroaches on quality of experience. Moderate sensory qualities. Some greenery.

Challenges: Poor quality: 1. Leeds is a city where 53.6% of commuters still drive to work, Vehicle priority, dominated by highway infrastructure and street clutter, limited and unattractive public realm.

Page 39 Page describing itself as the ‘Motorway City of the North’ in the 1970s. Undesirable sensory qualities. Little or no greenery. This legacy continues to make the city centre heavily focused around vehicle travel; The Headrow 2. Principal city streets such as Park Row, Boar Lane, New Market Street and the Headrow are key points of arrival for many people entering the city by bus or train, however they are largely Wellington Street dominated by highway and bus service infrastructure, fostering Boar Lane a chaotic and cluttered understanding of Leeds; 3. Landmark spaces such as City Square and Victoria Square and number of smaller spaces, including Dortmund Square and around the Corn Exchange, are negatively impacted upon by the presence of higher traffic volumes; associated noise levels and vehicle moment; Water Lane 4. Wide spread and large scale highway infrastructure is prominent A61 to the South Bank, detracting from the overall pedestrian experience and sense of place. FOR ENGAGEMENT

5. Many of the pedestrianised streets provide a better quality experience, which partially highlights the challenge - to create high quality pedestrian experience along side other modes of transport. DRAFT

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OUR CHALLENGES | LEEDS OUR SPACES STRATEGY 01

Localised Investment Areas

1. Leeds Integrated Station Masterplan

2.5 A GROWING LEEDS 2. Leeds City Park Masterplan Leeds is evolving and expanding, 3. Globe Road 4. Doncaster Monkbridge Site particularly within the South Bank to provide 5. Yorkshire Post more opportunities for people live, work and D 6. Wellington Place learn within Leeds. 7. Whitehall Riverside Challenges: C 8. Victoriagate Phase 2 1. The South Bank is to undergo extensive regeneration as part 9. Quarry Hill of the South Bank Leeds Regeneration Framework and is to include the Integrated Station Masterplan. 8 2. Ensuring that proposed development areas to the South Bank Page 40 Page are well connected to the city core is important to their future 9 success. 3. New development will need to overcome major highway infrastructure to be well integrated with the city 5 4. The HS2 connection segregates the South Bank into two areas. 6 Ensuring interconnectivity between the two areas is crucial 7 4 1 3 2

B FOR ENGAGEMENT A South Bank

A. South Bank Regeneration Framework

Broad Investment Area

B. Holbeck, South Bank C. Mabgate DRAFT D. Innovation District 12 Page 41 Page 03 OUR PRINCIPLES FOR ENGAGEMENT

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OUR PRINCIPLES | LEEDS OUR SPACES STRATEGY 01

PEOPLE FIRST

Our spaces will be designed for 3.0 OUR PRINCIPLES people. They will be comfortable, stimulating, relaxing and safe Our Principles aim to address the various challenges that the city faces both at THIS IS LEEDS ECONOMIC SENSE present and in the future in relation to its Our spaces will celebrate Leeds’ built and natural public realm. Our spaces will be valuable assets, from the edges economic infrastructure, that The principles are ambitious, but present a realistic picture of the River Aire to the supports businesses and of what Leeds will look like as a world class city. Leeds will magnificent architecture of provide a canvas for new be a substantially greener and better connected city, that the city centre investment is more accessible to more people and recognisable as a unique place to be. The principles have been developed in consultation with Page 42 Page Leeds City Council and the Quality Spaces and Places Forum of the Leeds Chamber of Commerce.

MAKE IT HAPPEN EVERYONE WELCOME

Our spaces will be places for Our spaces will be inclusive, cultural activity, from small designed for all ages, abilities interactions to major events and reflect Leeds’ diverse communities

GREENER FUTURE BETTER CONNECTED FOR ENGAGEMENT

Our spaces will be resilient to Our spaces will be highly climate change, with green connected, considering environments cooling the air, pedestrians first, clearly sustainably managing surface legible and easily navigable water and absorbing carbon DRAFT

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03 LEEDS OUR SPACES STRATEGY | OUR PRINCIPLES 03

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04 LEEDS OUR SPACES STRATEGY | TRANSFORMING THE CITY

4.5 APPLYING OUR PRINCIPLES: KEY INTERVENTIONS

A number of key intervention areas have been identified which provide opportunities to introduce Our Principles to specific streets, public spaces and highway infrastructure across Leeds. 3 The intervention areas are separated into distinct parts of the city 4 with their own unique characteristics, use and function. Individually, each area has the potential to integrate a range of City Principles, and apply to the future design of these areas to transform them

Page 45 Page into more vibrant, world class public realm. 2 Pedestrian core

1 Train Station Arrival 1

2 Western Business District

3 Civic Heart 10

4 Arena Quarter

5 Mabgate 9 6 Cultural Quarter FOR ENGAGEMENT

7 Kirkgate and The Calls

8 South Bank

9 South Bank West

10 City Riverside DRAFT

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TRANSFORMING THE CITY | LEEDS OUR SPACES STRATEGY 04

1. TRAIN STATION ARRIVAL

Narrowed carriageway, wider footpaths, street trees, cycleway and opportunities for rain gardens along East Parade

Pedestrianisation of to Greek Street to accommodate more extensive spill out space and for bars and restaurants

Create a new public space along East Parade, with improved crossing to York Place. Redevelop Blackhouse Square to improve and enlarge the existing public realm following the narrowing of East Parade road infrastructure

Narrowing of Park Row carriageway to provide integrated cycleway and widen footpaths to provide a more pedestrian and cycle friendly route from City Square up to the Headrow and beyond. Explore potential to integrate SUDS into the streetscape along north-south orientated streets, including Park Row, utilising the sloping topography Page 46 Page

Down-grade vehicle routes through City Square, Limited vehicle limiting access to buses and taxis only access to section of Wellington Street Pedestrianisation of Quebec Street to make Re-design of City Square to create space for linear gardens an international renown, world class landmark public space Reduction in carriageway width and integration of tree planting, cycleways and SUDS to key junctions and crossings along Boar Lane Bus stops consolidated between crossing with narrower vehicle carriageway, wider footpaths and cycle way FOR ENGAGEMENT

New courtesy crossing adjacent to Holy Trinity Church,

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04 LEEDS OUR SPACES STRATEGY | TRANSFORMING THE CITY

City Square and Station Entrance

City Square will be a redefined and much improved multi-functional place that facilitates every day urban culture, East Parade and Bond Court enabled by a dramatic reduction in traffic flows through the square. The square will reflect one of Leeds’ greatest Improved public space to Blackhouse assets – its arrival into the heart of the city centre, its connection to Leeds as a key tourist and business destination. Square to become an incidental a It will play an important role in the city’s sustainable surface water management network. more intimate square containing a Enjoying an al fresco Playing boules in City Square will provide an ambitious, world-class cultural environment. central focal point, surrounding by coffee on East Parade Bond Court restaurant, cafe and retail spill-out. A down-grading of vehicle routes through the square, will create a much more positive pedestrian environment.

Bond Court currently offers a break A new distinctive entrance space to the railway station will provide a generous from the busy city environment amount of space for pedestrians and cafés to spill-out and offer better around the railways station. When orientational qualities upon entering the city combined with the new ambitious City Square and East Parade public BOND COURT space, it will become part of an attractive trio of nearby connected spaces. Corn Exchange Holy Trinity Church and A new high quality area of public realm Page 47 Page Trevelyan Square befitting of the landmark Corn Exchange will The public space around the historic building is offer space for artisan and craft events that are to be more clearly defined and supported by a complementary to the independent retail offer generous pedestrian crossing, linking together within the building. Trevelyan Square, Holy Trinity Church and the Trinity Centre

Watching an arts/ dance performance Listening to a Christmas at City Square choir outside Holy Trinity

Tasting craft beers at the Corn Exchange Beer Festival

I have arrived in Leeds! FOR ENGAGEMENT

Enjoying the shade in Trevelyan Square DRAFT

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TRANSFORMING THE CITY | LEEDS OUR SPACES STRATEGY 04

8. SOUTH BANK: CITY

Distinctive waterfront spaces to activate the riverside and re-establish the river as a key asset within Leeds Page 48 Page Attractive pedestrian connections High quality public realm and pedestrian through City Park linking the connections to extend beneath HS2 viaduct South Bank to the riverside

Extensive greening, generous pedestrian crossings and new cycle lanes to Victoria Road, reinforcing it as a key artery between the South Bank and city centre FOR ENGAGEMENT

Extensive greening, generous pedestrian A network of greenspaces and public open crossings and new cycle lanes to Meadow spaces to be staggered around the HS2 Viaduct Lane, reinforcing it as a key artery between footprint to activate the ground and create an the South Bank and city centre attractive public realm environment HS2 viaduct

City Park to act as an ‘Urban Sponge’ with storm water management integrated into the landscape DRAFT

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04 LEEDS OUR SPACES STRATEGY | TRANSFORMING THE CITY

City Park

City Park is to be an ambitious and large scale public park to the South Bank, providing a variety of opportunities to engage with the outdoors.

The park will be a destination and focal point of the South Bank regeneration, attracting visitors from across the city.

There is potential for the park to incorporate sustainable water management, acting as a landscaped catchment for the South Bank.

The park will also provide enhanced opportunities to engage with the river and provide attractive walking and cycle routes towards the city centre.

Viaduct Landscapes

Spaces between buildings and around the new Page 49 Page viaduct are to offer opportunities to access greenery and space for outdoor activity. Looking at the bird life living around the flood basins It is important that the viaduct is grounded within an attractive and vibrant city environment. FOR ENGAGEMENT Learning new tricks at the Viaduct skate park

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TRANSFORMING THE CITY | LEEDS OUR SPACES STRATEGY 04

4.8 WHAT’S HAPPENING NOW?

The development of the ‘Our Spaces’ Strategy is a landmark moment for the city. Yet, the absence of a strategy that paves the way for the development of key public realm intervention has not been a hindrance. We inherently understand the importance and value of high quality spaces to the people and success of the city. Following the delivery of the new greenspace at Sovereign Square, a number of public realm schemes have been developed that are now either on site or in design, what we will look to bring forward over the next 2–3 years. These include: 1. Quarry Hill, Gateway Court – on site, due for completion Page 50 Page September 2018 2. Clay Pit Lane – on site, due for completion Autumn 2018 3. Sovereign Square footbridge – construction 2019 4. Merrion Way – narrowing of Merrion Way to increase public realm offer 5. Queen Square – new child friendly playspace 1 6. Meadow Lane – Leeds City Council’s contribution to City Park, design ongoing 7. New Briggate – closure of New Briggate to create new space FOR ENGAGEMENT

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ANIMATING OUR SPACES | LEEDS OUR SPACES STRATEGY 05

5.1 CULTURE AND PUBLIC and its people to decide whether or not a gallery can be in the open air, or whether bandstands and quiet corners can become the SPACE scene of world class theatre. 4 Local and Global: As Leeds expands, there is a unique opportunity Leeds has set a bold new vision for public space to become its greatest to reconnect communities through the spaces, streets, avenues cultural asset, embedding culture into streets, parks and urban space. The city and squares of the city. Having created world class cultural events will be unapologetic in its appreciation for art and culture, setting it apart as and festivals from comics and food to film and art, Leeds has the a destination where local and global artists, directors, makers and creators chance to create a public realm that is a fitting platform for both come to collaborate, building an international reputation, attracting future local and international talent and creativity. investment and ensuring that the communities of the city have a civic sense of pride and ownership in our urban environment 5 Excellence of experience: A show is only as good as its stage and Leeds intends to ensure that public space becomes the greatest Leeds seeks to embrace the value of cultural and public life through its stage in the city, offering small moments of joy and delight Culture Strategy for 2017-2030. The Culture Strategy sets a broad definition of alongside large scale spectacle. culture and challenges people to think beyond the traditional confines of what is perceive to be ‘cultural’, embracing art, performance, music, food, sport, Page 52 Page architecture, language, design and identity and reflecting it throughout public spaces. Leeds Waterfront Festival © Raj Passy Through the creation of the new spaces outlined in this strategy and the reimagining of existing public space, Leeds will employ a range of temporary, tactical, pop-up, and permanent solutions to embed culture across the diverse ecology of spaces. These are discussed in more detail within this document. To help shape and guide how public areas are animated by culture, a series of Cultural Standards have been developed. A summary of the five Cultural Standards are as follows;

1 Playful and Permissive: Leeds is to become a child-friendly city, welcoming children and young people into the city centre and its public spaces. This is to achieved through offering engaging and exciting streets and spaces that can be enjoyed with carers, parents and grandparents,

FOR ENGAGEMENT creating welcoming and enjoyable intergenerational experiences.

2 Collaborative & Curious: In commissioning events, festivals, and art works Leeds will promote collaboration, bringing together different worlds and creative practices to create unique experiences. The city’s Communities will be at the heart of programming; involving, engaging and representing our people in our spaces. 3 Experimentation & Expression: Public space will be used to bring together technology, art, science and culture, creating opportunities for the city Light Night – Spark! Drummers © Dan Brady West Indian Carnival © LCC DRAFT

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05 LEEDS OUR SPACES STRATEGY | ANIMATING OUR SPACES

5.6 HAVE YOUR SAY

Following Executive Board we want to have an open conversation with you to build upon the socially conscious approach to public space within the forthcoming Our Spaces Strategy. Please look out for further information in the Autumn. It is important that extensive engagement with various stakeholders and demographics is carried out. This will enable key aspirations relating to inclusivity, accessibility and culture to be more comprehensively realised in the future and tailored to the people of Leeds.

Page 53 Page It is critical that public space within Leeds provides more opportunities for more people and that the city is able to welcome, accommodate and sustain visitation by a greater variety of ages, abilities and social and cultural origins. A meaningful and comprehensive engagement plan will be established which recognises the key aspirations of the Our Spaces Strategy.

© Richard Wilson Photography FOR ENGAGEMENT

DRAFT

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Tower Works Globe Road Leeds LS11 5QG T 0113 245 4695 E [email protected] www.re-formlandscape.com

Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being or has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: City Development Service area: Asset Management & Regeneration

Lead person: Jane Walne Contact number: 0113 378 7705

1. Title: City Centre Vision & Our Spaces Strategy

Is this a:

X Strategy / Policy Service / Function Other

If other, please specify

2. Please provide a brief description of what you are screening

This EDC&I is screening the Our Spaces Strategy which we are seeking approval to consult on from Executive Board. The Our Spaces Strategy is being developed to ensure that as the city centre grows and develops at pace, the quality of ‘place’ through the delivery of public realm is embedded into the development of designs scheme delivery from inception. Alongside this, the Our Spaces Strategy identifies 7 design principles: People First, This is Leeds, Everyone Welcome, Better Connected, Greener Future, Make it Happen and Economic Sense, against which, schemes being developed will be benchmarked. The Strategy identifies a significant number of public realm projects that are in development and delivery, that will make up the proposed public realm work programme over the next 5 plus years that the Our Spaces Strategy will

EDCI Screening Template updated January 2014 1

Page 55 support. The consultation is planned to take place over the next 3 months, following which the document will be formally adopted.

3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being.

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance). EDCI Screening Template updated January 2014 2

Page 56  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

The Our Spaces Strategy and its future adoption will be a key consideration in the development and delivery of public realm in the future. Through the strategy and the embedding of the 7 principles and following on from the engagement proposed as part of the executive board, key stakeholder groups will have the opportunity to raise concerns comments and ideas that will ensure that the document is robust in ensuring everyone has the opportunity to be represented in its development.

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

The Our Spaces Strategy is our strongest statement to date regarding how the city centre could look and feel in 10 years’ time. It takes account of the changing city centre dynamics of business, residents and visitors and the infrastructure changes that will mean that the experience of the city centre is more positive and ensures that people and put first, spaces and places are better connected and that everyone is welcome.

 Actions (think about how you will promote positive impact and remove/ reduce negative impact)

The Our Spaces strategy identifies issues and challenges that we will be looking to overcome – such as road infrastructure barriers, increasing types and numbers of crossing points, increasing the city’s resilience to climate change and air pollution thereby improving health and well being and providing a city centre fabric of spaces that are inclusive, welcoming and accessible to everyone.

EDCI Screening Template updated January 2014 3

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5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Jane Walne Head of Projects and Programmes Date screening completed 31/8/18

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent: Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 4

Page 58 Agenda Item 7

Report author: Simon Hodgson Tel: 0113 3950800

Report of the Director of Communities and Environment

Report to Executive Board

Date: 19th September 2018

Subject: Street Support: Safeguarding people in need on the streets, and addressing criminality and anti-social behaviour in Leeds city centre

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s): Beeston & Holbeck, Burmantofts &

Richmond Hill, Hunslet & Riverside, Little London & Woodhouse

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: Appendix number:

Summary of main issues

1. The report seeks to highlight a significant ‘step-change’ in how the city collectively approaches issues relating to street users and associated activity, with an emphasis on the establishment of an integrated multi-agency approach for the ‘day to day’ function and delivery of services through ‘Street Support’.

2. The current and presenting issues relating to street users and associated activity is having a significant impact on the vulnerability of street users as well as the look and feel of the city centre. Issues arising are also resulting in escalating service demand and cost across all sectors. The small but visible increase in the numbers of vulnerable street users in city centre streets, on the riverside/waterfront, in passages, alleyways and places around buildings and in the interconnected spaces like squares, parks and public transport hubs is creating challenges that need to be responded to.

3. A report earlier on this agenda sets out the city’s vision and ambition for the city centre. That report recognises the challenges from street use in supporting vulnerable people and creating a city centre that is safe, clean, vibrant and inclusive. This report seeks to focus on the specific issue of street use and develop new responses and approaches to tackle homelessness, rough sleeping, begging, substance misuse and addiction, criminality, anti-social behaviour and other related issues. In developing a new response to these issues, opportunities have been identified to work differently and ‘join-up’ work more effectively as part of the city’s compassionate response to

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supporting people in need. In particular, this includes making the right connections and providing the right support to street users in Leeds city centre and in surrounding areas. As a collective, the city needs to work better together to challenge and seek behavioural changes from users of the city centre that negatively impact on our ambition to deliver a city centre that is safe, clean, vibrant and inclusive.

4. Work is progressing on a new operational model and partnership architecture for the city centre which adopts a place-based approach putting people at the centre of what we do. These changes build on from the recent Safer Leeds Executive Review (March 2018) and the refreshed draft Community Safety Strategy (2018/21). The partnership’s shared priorities for the next three years will be around:

. Keeping people safe from harm (victim) . Preventing and reducing offending (offender) and . Creating safer and stronger communities (location)

5. Of note, these shared priorities are strongly connected as one impacts on the other directly and indirectly. They also denote both a universal and targeted approach to addressing community safety issues, with a recognition that to achieve the desired outcomes, there has to be an emphasis on both ‘People and Place’. The city centre community safety partnership will be reviewed in the autumn of 2018 to ensure that it is fit for purpose moving forward and that it feeds effectively into the wider city centre Partnership Board.

6. One example of this new approach, includes the establishment of a new Safer Leeds: Street Support Team, which aims to significantly improve the daily focus, interventions and service delivery that is required to respond to the issues relating to street use. The team will be operational in early autumn and will have a common purpose of reducing the number of rough sleepers, safeguarding and protecting people in need, and tackling issues such as begging, criminality and anti-social behaviour linked to street drinking and street drug misuse in the city centre.

7. Recommendations

Members of Executive Board are recommended to:

a) Endorse the Street Support approach as part of the city’s compassionate response to people in need on the street of Leeds; and b) Note the progress made on introducing the new Street Support Team, to be fully effective from early autumn 2018 and led by the Chief Officer (Safer Leeds).

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1.0 Purpose of this report

1.1 This report seeks to: . Provide an overview of the developing ‘Street Support’ programme of change to deal with the reality of significant and acute safeguarding issues that are presenting in the city centre, in particular those associated with street users and street activity. . Highlight the significant ‘step-change’ in how the city collectively approaches such issues, with an emphasis on the establishment of an integrated multi- agency approach for the ‘day to day’ function and delivery of services through ‘Street Support’ and, . Highlight how a compassionate response to street users’ links directly with the city’s vision and ambition to create a city centre that is safe, clean, vibrant and inclusive.

2.0 Background information

2.1 The regeneration and development side of having a strong economy and compassionate city is a key strength and clear plans are in place, however; the challenges of street use including rough sleeping, homelessness, begging, criminality, anti-social behaviour and other related issues are on the increase and new approaches are now needed to more proactively address these issues. Whilst most people will understand the significant economic benefits the city centre brings, some perceive that the local authority and other partners are not being as compassionate as we could be, due to the vulnerability of some people who present themselves in the city centre and surrounding areas. Concern is also being expressed regarding associated criminality and anti-social behaviour. 2.2 Leeds has witnessed a comparably small but visible increase in the numbers of people rough sleeping and street begging, particularly in the city centre and although the position in Leeds is less than seen in other comparable cities, it is a significant and a growing issue. Despite the good efforts of joint working between the council and partner services it is recognised that prevalence of ‘street users’ and associated impact of ‘street activity’ is having a huge impact on a number of levels, including the escalating demands and costs across all sectors. The current approach has been struggling to cope with and address these issues as effectively as we need to. 2.3 Leeds has a strong and proud community safety record of partnership working in the city centre and there are many examples of good practice, however; as a collective we should never be complacent as there is always room for improvement. We need to continue to be ambitious and look to doing things differently to maximise all opportunities to review and refresh our approach where needed. 2.4 Building on the existing good partnership work and collaboration that already exists, there is a real sense and ‘buy-in’ for creating and adopting a new partnership approach, to deal with the reality of the current and significant presenting issues in the city centre and take this on to the next level of delivery.

3.0 Main Issues

3.1 The city centre is a compact space that has a vibrant day, evening and night time economy which brings many benefits to users and is one of the safest cities in the

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UK. There are, however, spaces, places and times where peoples’ behaviours can have a negative influence on others. The current and presenting issues relating to street use and associated street activity is having a significant impact on the look and feel of the city centre as well as resulting in escalating service demand and cost across all sectors. Therefore, the public realm, its future design and application of use, treatment and maintenance will become even more important to the city, on a number of levels, as the city centre grows and expands. 3.2 The Council’s refreshed ambition and vision for the city centre provides a major opportunity to ‘join up’ work more effectively as part of the city’s compassionate response to supporting people in need. In particular, this includes making the right connections with vulnerable people who are rough sleeping and/or begging on the streets and as a collective, working together to challenge and seek behavioural changes of all users of the city centre that negatively impact on our vision for a city centre that is safe, clean, vibrant and inclusive.

4.0 Evidence and Rationale for Change

4.1 It is well documented that a sustained street lifestyle is inherently harmful to the health and wellbeing of individuals. Complex needs, including mental health and substance misuse, are common amongst street users often connected to personal circumstances including abusive childhoods, family breakdowns, violence, debt and job loss. For some, street activities such as begging, street drinking and drug taking are often linked. Being on the streets can affect an individual’s decision to use drugs, or reduce the likelihood of access to treatment for physical and mental health.

4.2 The most common substance misuse issues identified amongst street users are alcohol, heroin, cocaine, and non-psychoactive substances (e.g. Spice) often with associated long-term health problems. This brings with it issues over environmental detritus and potential health risks. Mental health issues, including a high prevalence of self-harm and general poor health is clearly evident. The most common specifically identified mental health issues are depression and schizophrenia; other concerns are mainly anxiety disorders, bi-polar or personality disorders.

4.3 Motivation for change, willingness to engage with treatment, and access to treatment can be compounded by a number of factors, such as: the ease with which treatment providers can continue to engage with their client, the use of hospital, withdrawal and relapse, and the level of support available from family and friends.

4.4 The council and partners continue to offer emergency and longer-term supported accommodation to people who need it and there is always sufficient availability for any rough sleeper who wishes to take up the offer. People who are sleeping rough on the streets of Leeds are awarded high priority for council re-housing. Through the ‘Housing First’ approach, a rough sleeper is awarded high priority (at least Band A status) for council re-housing, facilitating a move into their own dispersed self- contained council tenancy, with the properties being fully furnished and intensive support being provided. We can also help a person to secure a private rented tenancy through a payment of a bond/rent in advance with the same offer of high support and furniture. Leeds also puts on extra bed spaces during periods of cold

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weather, activated on the first night of sub-zero temperatures. This approach exemplifies our approach as a compassionate city. One person without a home is one too many.

4.5 The government has allocated £28m to develop Housing First pilots in , the West Midland and Liverpool city regions. The national rough sleeper strategy states that the government will review the success of the pilots and look at wider funding options, for other authorities, to develop Housing First models. Leeds has not waited for this to occur and has developed its own Housing First model. Essentially rough sleepers are being given high priority for re-housing and Leeds Housing Options officers are pro-actively helping people to bid for available council homes. Around 100 rough sleepers have been helped to come off the streets through this route since August 2017 and it is taking only a matter of weeks for people to be re-housed. We are using the ‘Personal Budgets’ fund to help furnish people’s new homes. Some of the tenancies have not worked and community isolation, with a gravitation back to the streets, has been the main cause of tenancy breakdown.

4.6 For many street users this lifestyle offers them an extended social network and becomes their community; they do not want to be isolated in a tenancy on their own as when they are on the streets they can make connections, form relationships and be part of an extended community. Some become entrenched; they form strong social groups on the streets in the face of really difficult living conditions, and the only focus of each day is survival. The days become weeks and months, and the idea of re-entering mainstream society is firmly to the back of their minds. When professionals try to help to bring some structure and organisation into their lives, it can take many attempts to succeed and the biggest obstacle is not always about providing a home.

4.7 It is also important to stress that some of the people on the streets of the city centre, including some of those with sleeping bags and tents, are not homeless but are begging, often to feed an addiction. Common recorded linked offences to problematic beggars include theft (especially shop theft for alcohol or food) and violence (most commonly physical assaults).

4.8 For those on the street for the first time, especially young people, experiencing homelessness can make them extremely vulnerable, and they face multifarious challenges; there is an increased risk of exploitation, violence and abuse against them, trafficking, and involvement in gang or organised criminal activity

4.9 Generally, the pubic do not distinguish between the homeless, rough sleepers and/or beggars. The visibility, activity and behaviour of some street users can directly influence the public’s perceptions and concerns for their own safety, increasing levels of fear and uncertainty in public spaces. This visibility can also have a negative impact on businesses, often through people not wanting to enter premises due to the behaviours of some persistent and aggressive street users. The views of the public are often polarised, some believe that the state has failed these people and others believe the state needs to deal with them through enforcement. Often some members of the public with good intentions will give money to street users, and may feel they have helped someone with immediate needs but without knowing the consequences i.e. it may feed a dependency, such

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as drugs or alcohol. This maybe a short-term fix but what we do known is it takes more than money to turn a life around.

4.10 In Leeds, the cohort of street user’s changes in the city centre during the day, evening and the night time economy. This in itself brings challenges in terms of service delivery and impacts on the public realm.

5.0 Profile of Street Users and Demand on Services

5.1 A strategic profile of street users who are currently active in the city centre has been undertaken to provide a baseline of the cohort. This will be maintained and added to as the information sharing and is intelligence is further enhanced. Recognising this is the picture of what we know now and is likely to be an underestimate, an overview of some of the key intelligence we have is as follows:

Cohort: . There are an estimated 200 known active streets users (end of July 2018). . 89% are male and 11% female, with an average age of 38 (age ranges from 17 to 61). Trends over the last couple of years suggest that the average is age is reducing significantly with more people under 30 being presented. . The most common ethnicity is White British (c.90%). The cohort of remaining c.10% fluctuates between people of mixed ethnicities, and Asian and Black ethnicities. There are a small cohort of people from the refugee / asylum seeker community and of note this again fluctuates and has at time seen increases.

Risks: . Reasons given to the Street Outreach Service for sleeping rough and begging within this cohort includes: domestic related issues, drug and/or alcohol dependency, financial problems, mental health issues, self-harming and lack of medical support, vulnerability leading to coerced behaviour. . Information recorded on Police systems about the individuals shows that only 23 of the cohort have no known warning markers. 92% have some form of known offending behaviour (e.g. shoplifting, assault, criminal damage, ASB, drunk and disorderly drug dealing and possession of weapons being the most frequent.)

Repeat locations and hotspots (as of end of July): . Boar Lane, Great George Street, Briggate repeat locations: – Sainsbury’s Dortmund Square – Trinity Church – Trinity Centre – House of Fraser Briggate/ McDonalds Briggate/Boar Lane . Centenary Bridge, Kirkgate and Sovereign Square increasing concern. . Seating directly outside doors, in entrances and fire exits common. . High footfall areas (entrances to shopping centres), covered locations, and areas with street seating often see congregations of street users. . Aggressive and passive aggressive begging occurring at ATM locations across the city centre. . Approximately 90 begging related ‘incidents are recorded per month by the Council’s on street CCTV. . 183 calls to the Ambulance Service were received in the last 3 months, of which 163 were dispatched just to 3 connecting areas Boar Lane, City Square and

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Wellington Street. All were linked to homelessness, drugs and alcohol calls. It was estimated that this cost the service £42k.

All calls for service to West Yorkshire Police (last 2 months): . There were 4,288 calls for service to the Police in the city centre, equivalent to more 70 calls a day. . There were nearly 200 mentioning homeless. . There were 144 calls coded as ‘’begging/ vagrancy’’: o 72 classed as ‘priority’ (99% deployed) o 71 classed as ‘standard’ (59% deployed) o 71% of these take over half an hour to arrival (code 6) 50% over an hour . Spice related call for service to the Police has dramatically increased ~ around 16 per month (Sept 2017) to around 66 per month (July 2018). . Wednesday, Thursday and Fridays see the highest volumes of calls to the Police. . Over the last 3 years, calls increased in August, November and December.

5.2 In last 18 months, there have been six rough sleepers who have died following periods of being on the streets of Leeds and there are around eight individuals at high risk due to a range of complex medical needs. A lessons learned review of is to be led by the Adult Safeguarding Board in the autumn.

5.3 This snapshot of evidence clearly demonstrates that the demand for services is increasing and the potential human, social and economic costs are escalating. An independent analysis and evaluation from a quantitative and qualitative perspective is to be commissioned to inform the wider determinants of street life and inform both future policy and response.

6.0 Street Support - establishing a new integrated approach

6.1 Leeds faces significant challenges and pressures in relation to street users and improving the health and wellbeing outcomes of the street population. To address existing, new and emerging risks, threats and harms, there must be a collective emphasis on meeting the needs of people, as well as preventing future victimisation and offending; ensuring every contact counts.

6.2 There is a real opportunity to adapt our approach to some critical and complex issues; of which three are highlighted here:

 Problem Solving ~ requires a breakthrough in prevention, early intervention and addressing vulnerability at an individual, family and community level  Acute Safeguarding Risks ~ diverse and complex issues require transformation in service delivery models  Invest to Save ~ addressing sources of demand through partnership activity, that builds trust and confidence

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What are we seeking to achieve? (Ambition)

To create and foster:  A city that is inclusive and safe for all  A compassionate city that safeguards the vulnerable, those at risk of and/or who are rough sleeping/ begging and/ or those who are exploited and  A city that challenges and seeks to change behaviours of all users that negatively impact on safer and cleaner streets

What are the desired results? (Outcomes)

All people in Leeds City Centre: All street users:  are safe and feel safe in the  are safe from harm streets and places they go  are able take up suitable accommodation  enjoy the benefits of a clean and have support to sustain a tenancy environment  enjoy a healthier lifestyle  enjoy the benefits and can  are offered practical support to address participate in an inclusive and needs vibrant day, evening and  get the appropriate treatment for night time economy substance misuse, physical, emotional  have a voice and influence in and mental health needs shaping the city ‘here and  can access and secure education, now’ and in the ‘future’ training and employment

How will we know if we are making a difference? (Measurements of Success)

Whole population indicators can The Programme/ Service measurements will measure/quantify the achievement of an answer 3 key questions: outcome: . Reduction in crime and disorder . How much did we do? (quantity) . Reduction in the number of street . How well did we do it? (quality) users . Is anyone better off as a result? . Improved public perceptions of a (quantity & quality of effect or safer and cleaner environment customer/client outcomes)

7.0 Street Support Team

7.1 Work is progressing on developing a new community safety operating model, building a placed-based architecture for the city centre which puts people at the centre of the approach, regardless of the issue. One example of this, includes the establishment of a new Safer Leeds: Street Support Team, which aims to significantly improve the daily focus, service delivery and interventions that are required to respond to the issues relating to street users and associated linked street activity. This will link in with the wider work that is going on around this complex agenda.

7.2 Plans to established such a team were agreed In April 2018 and work has progressed at pace as a result. The plans build on the existing good partnership work and collaboration that already occurs and seeks to take this onto the next level. There is a real sense that a new approach is required to deal with the reality of current significant and presenting issues in the city centre and a genuine

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commitment from across the partnership to initiate a programme of change that results in better outcomes for street users as well as people who live, work and/or socialise in Leeds city centre.

7.2 It is anticipated that this team will be fully operational in early autumn and will be the first programme of change as part of the new operating model.

7.3 The Safer Leeds: Street Support Team will see the formation of a dedicated multi- disciplinary team with specialist professional workers assigned from a number of different sectors. This partnership team will be led by the local authority reporting directly through the new Safer Leeds governance arrangements, chaired by the Director of Communities and Environment.

7.4 The Team will have an overarching common purpose to reduce the prevalence of rough sleepers, safeguard and protect people in need, and tackle issues such as begging, anti-social behaviour and linked issues to street drinking/ drug use, amongst street users in the city centre.

7.5 The team will be responsible for the day-to-day management of a cohort of street users who are presenting as high risk/ high harm, working directly with street users and as part of wider Street Support partnership collaboration, working collectively with a number of connected virtual teams and service providers.

7.6 The approach adopted by the Team will be one of:

 High Support/ High Challenge • Targeted engagement, prevention and early intervention • Targeted crisis prevention and relief • Targeted intervention and recovery support • Targeted universal and specialist service provision

 Engagement/ Support/ Enforcement • Rapid specialist assessments • Robust and accountable case management

7.7 Team members will be assigned as the lead professional for individual cases, accountable for the following through individual intervention plans to ensure those people with the highest levels of need receive bespoke ongoing support and safeguarding and, where appropriate, enforcement. In recognition that there is likely to be some displacement to outer areas/ other district town centres, where this occurs the lead professional will remain in place for this individual and will work with other local service providers.

7.8 The team will be co-located within City Exchange in the heart of the city centre and will work within agreed information sharing, intelligence gathering and case conferencing agreements. There will a single communication platform for the team and where appropriate this will be extended to other critical service providers.

7.9 The core Team will be formed from a mixed funding model which includes existing local authority staff transferred to the team, funding from the Ministry of Housing, Communities and Local Government (MHCLG) Rough Sleepers Initiative to fill gaps

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in service provision and new resources funded directly from core services. Staff mobilisation are in place and will see:

Service Post (s) No LCC ~ Community Safety ^Team leader 1 Safer Leeds City Centre Liaison Officers 4 ASB Case Workers 1 Senior Analyst 1 LCC ~ Housing Options ^Housing Options Workers 2 LCC ~ Adults & Health *Senior Social Worker (M/H) 1 *Specialist Nurse (M/H) 1 LCC ~ Commissioned *Housing Support Worker (Beacon) 1 Services (PH) *Substance Misuse Worker (Forward Leeds) 1 CGL *Outreach Worker (CGL) 1 *In-Reach Worker (CGL focus Hospital & Prison) 1 West Yorkshire Police ^Police Constables 3 *Police ASB Link Officers 2 Total 20 ^ Denotes posts that are new and additional * Denotes ~ posts that are funded through the MHCLG RS Initiative (as outlined below)

7.10 The government announced a funding pot of £30m for 2018/19 (of which Leeds received £352,000) to help 83 local authorities with the highest rough sleeper numbers to substantially bring down their number. Leeds will be using this allocation in the following way reflecting the principle of strong partnerships.

 Recruitment of a specialist mental health social worker and nurse: working alongside the Street Outreach Team providing mental health care/support on the street to rough sleepers and helping them access mainstream services thereafter.  Recruitment of a specialist complex needs (addiction) case worker: employed by Forward Leeds and working alongside the Street Outreach Service provide a support service on the street to rough sleepers and helping them access mainstream services thereafter.  Recruitment of an additional Outreach worker for the CGL Street Outreach Team: helping to find rough sleepers and bring them off the street. The recruited worker has lived experience of rough sleeping.  Recruitment of an additional supported housing worker: employed by the Beacon consortia with a role of identifying supported housing bed spaces and longer-term re-housing thereafter.  Recruitment of a Prison In-Reach Worker: employed by the CGL Street Outreach Team and working in local prisons, alongside other prison based services, to ensure that no person needs to be released from prison onto the streets.  Creation of a ‘Personal Budget’ fund of £120,000 for rough sleepers/those at risk of rough sleeping: the fund can be used to pay for interventions that help people stay in their existing homes and move away from a life on the streets. This could include bonds to access private rented accommodation and buying furniture to furnish properties. It is assumed Leeds will be help around 80 people in 2018/19 at an average cost of £1,500.

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7.11 In line with the funding, Leeds will finalise stretched targets to reduce rough sleeping during 2019/20, and moving forward.

8.0 National Rough Sleeping Strategy

8.1 The government published its national rough sleeper strategy in August 2018. Leeds has waited to update its local Homelessness and Rough Sleeping Strategy until the national strategy was published to ensure the Leeds strategy reflected and responded to the national approach. The national strategy includes targets to halve rough sleeper numbers (from the 2017 baseline) by 2022 and to end rough sleeping by 2027. The national strategy is rooted in three ‘pillars’:

 To prevent new people from starting to sleep rough  To intervene rapidly when people start to sleep rough to help them off the street  To promote a person’s recovery so once they are off the street to build positive lives and don’t return to rough sleeping

8.2 The Leeds strategy on rough sleeping will therefore be based upon the three ‘pillars’ of prevention, intervention and recovery. It will be an integral part of the wider Leeds City Council Homelessness Strategy, which is being updated in light of the Homelessness Reduction Act.

8.3 The national rough sleeping strategy refers to a number of funding pots that could be available to tackle rough sleeping and Leeds will make sure that it bids, as appropriate, for available funds.

8.0 Street Support ~ Additionalities and Interconnected Opportunities

8.1 Recent Street Support Operational Progress

8.1.1 In terms of recent progress, daily street briefings are now in place to share intelligence and information between partners. This has resulted in more regular joint partnership patrols of the city centre to identify and work with street users in order to seek to influence them to take up offers of help and signpost them into relevant support services. There are currently now interim weekly operational meetings focused on the identified cohort, particularly those considered high risk/high harm. Housing Options are working even closer with partners and on average are now rehousing 5/6 rough sleepers a week. Street Cleansing services also perform regular checks on a daily basis in public spaces within the city centre. Alongside this, West Yorkshire Police and Leeds City Council are using enforcement tactics to deal with persistent and aggressive beggars and those who refuse to engage with support services, including those who have been rehoused through the Housing First model, who return to the streets to beg or are committing other criminal offences. One of the tactics deployed is the use of Dispersal Orders, which last up to 48 hours, with some notable successes in August, particularly in and around Briggate.

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8.1.2 Leeds has witnessed a visible increase in the numbers of people on the street using a variety of substances including ‘Spice’ and, therefore, an increase in both medical incidents, many linked to the use of Spice, and anti-social behaviour by those under the influence of the drug. The increasing numbers is having a direct impact on emergency services including the ambulance service, A&E and calls for service to West Yorkshire Police.

8.1.3 Work is ongoing with our commissioned services to engage and educate users, and in addition we are working on both harm reduction packages and enforcement responses, looking at what works elsewhere. Safer Leeds recently facilitated a multi-agency meeting to ensure a shared understanding of the problem and to agree a number of actions as part of our collective response. This will include work to better record significant incidents related to the use of Spice; a better process to direct individuals into treatment; and a campaign to improve awareness of the drug, its impact and its legal status. For example, there is some evidence that many individuals who are taking Spice are unaware that it has been re classified as a Class B drug).

8.1.4 The Police are aware of problems relating to drugs and violent crime in and around the city centre. Every weekend Leeds district policing colleagues run an operation called ‘Capitol’ which involves numerous officers from across Leeds being deployed into the City Centre to provide a more effective policing response. These officers receive detailed briefings, around locations, premises and individuals to carry out specific targeted activity.

8.2 Health and Streets Users

8.2.1 The issues of wider health determinants for street users who suffer from acute mental ill-health, physical ill-health and addiction issues. These support needs lead to people starting, staying and going back to a street lifestyle. All of these challenges have been exacerbated by the rise in the use of substances such as Spice.

8.2.2 There are opportunities to consider a ‘system change’ of how the city collectively address these issues. Leeds City Council and Safer Leeds will seek to have further conversations with the Health and Wellbeing Board and its Partnership Executive Group to explore the connections and where traction on these issues can be made. This will include moving forward on ideas around Street Medicine, street based and /or community prescribing and/or including detox from substances such as Spice. These are intrinsic heath services issues as part of person recovery and will aid and promote recovery and help keep people off the street or.

8.2.3 One of the ideas being progressed is that of bringing health services directly to street users, Street Medicine. Having mental health professionals and addiction support workers, attached to the Street Support services, is the start of this work with mental health/addiction support workers delivering support on the street and helping people access mainstream health services thereafter.

8.2.4 In addition, Bevan Health Care, commissioned by the Leeds Clinical Commission Group to deliver primary health care to homeless people will play a vital role. Bevan has, using its existing resources, started to look at developing a ‘street

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medicine’ service in Leeds by establishing a mobile health service (Bevan Bus) that will go out and deliver health services to street users from the bus provision. Consideration is being given to how we can best assist Bevan to deliver this service including giving permission to station the bus on land where street users can access the service.

8.2.5 All the above work will intensify further as the Street Support Team comes on-line.

8.3 Big Change Leeds

8.3.1 A new alternative giving campaign for Leeds, called the Big Change Leeds, will also be launched in October 2018. This is a city collaboration between Leeds BID, Leeds City Council and with support from the Leeds Community Foundation. It has been created to question behaviours and raise awareness, inform and educate, and engage people in alternative ways to help those in need on the streets. Our aim is to achieve lasting change through education and the presentation of sustainable alternative options, which will directly benefit those in need.

8.3.2 Big Change is a campaign created to promote and support our Street Support online presence where businesses and individuals can help make a lasting change to someone’s life. The Street Support system is a central online resource created to help people in need living on city streets. It actively brings organisations together onto one public facing platform ~ making information about existing resources in the city and how people can help directly, available all in one place. The Street Support system presents the opportunity to both offer help and appeal for help. It connects charities, organisations and the general public with a mechanism to make donations of money, time or items. It will deliver outcomes for those in direct need; the main aim of an alternative giving campaign is to directly address the needs of individuals via funding claims managed through the Leeds Community Foundation small grants programme. The first pilot round was opened in August 2018, with small grants of up to £2,500 being made available. These will be announced as part of the launch with examples of how this has benefited individual people in need on the streets of Leeds.

8.3.3 By providing an opportunity for the public to access an alternative giving website, it is hoped that their moral and emotional values will be satisfied as they are given the option to donate money, useful items, or their time directly to support organisations within the voluntary and community sector who work directly with people who beg. This will potentially reassure people and by giving this way it will have a more sustainable impact on individuals’ lifestyles.

8.3.4 Big Change, and the extensive infrastructure behind this new campaign, presents an opportunity in Leeds to bring a truly collaborative, new, whole city approach. It has a city focus, not organisational; the campaign is not owned by one single organisation but by the city.

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8.4 Community Groups

8.4.1 There are a number of community groups that are active in trying to help rough sleepers in the city and support wider street users/ people in need on the streets. Some of the groups provide an outreach service and others focus on providing food outlets. Some groups focus on trying to keep people as safe as possible on the street (provision of food/clothes) whereas others focus on re-housing.

8.4.2 The development of the Leeds Homelessness Charter has and will, give an increased voice to people with lived experience of rough sleeping. Over the spring and summer months a number of events have taken place led by Unity in Poverty Action (UPA) as part of the work on developing the Leeds Homeless Charter; which statutory services, third sector, business and community groups can sign up to. It is anticipated that this will be ready by the end of the year with a formal launch early in 2019. The events have included people with lived experience, volunteers, service providers in the voluntary and community sector and a range of public sector providers including the local authority. UPA have commented that good progress has been made, relationships are better as a consequence of people listening, participating and engaging in a positive dialogue.

8.4.3 Examples including: i) the Mental Health / Addiction working Group, which aims to identify the routes/ pathway someone can take, from being on the street to accessing support and finding secure accommodation, as well as identify where things can be improved; ii) the Migration / Homeless working Group ~ a number of people from the refugee / asylum seeker community have had good opportunity to feed into the LCC Homeless Strategy through a number of different means; iii) the Commissioned Services Connecting with Charities / Grass Root Groups who are working on a draft safeguarding document which is currently being considered by the Volunteer Centre and LCC Safeguarding Team to get their thoughts on activities.

8.4.4 Discussions with people with lived experience of rough sleeping has highlighted that isolation, loneliness, boredom and inactivity are reasons why people leave their tenancies and gravitate back to the street. Under the banner of recovery, collectively, within and across the public sector, voluntary and community sector and private sector there are connections to be made, enhance and develop as part of a suite of potential packages of measures to help people build a life away from the streets. For example, recently an agreement with the Council’s Sport Service to pay a discounted rate (through homeless prevention funding) for gym membership for former rough sleepers has been arranged and connections are being made with Leeds United Foundation part of their community work.

8.45 Helping people access training, volunteering and employment, when the time is right, is going to be vital to helping people build their new lives in their homes. There are a number of VCS services who offer work experience/peer support to former rough sleepers and/or substance misusers as a precursor to helping them secure employment in various sectors. The Howarth Foundation, a relatively new charity that is supported by Leeds City Council works with a range (and growing

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numbers) of private sector organisations that helps people who have lived a street lifestyle to access and secure training and employment opportunities with a range of employers.

8.5 New Leeds City Council Homelessness Strategy

8.5.1 As previously stated Leeds has waited to update its local Homelessness and Rough Sleeping Strategy until the national strategy was published (August 2018) to ensure the local strategy reflected and responded to the national approach. The Leeds strategy on rough sleeping will therefore be based upon the three ‘pillars’ of prevention, intervention and recovery. It will be integral part of the wider Leeds City Council Homelessness Strategy as rough sleeping. This is being updating, in light of the Homelessness Reduction Act and will have 5 priorities: ‐ Minimise rough sleeping ‐ Prevent homelessness ‐ Update supported housing ‐ Minimise youth homelessness ‐ Support priority groups

8.5.2 It is anticipated that a draft strategy will be ready for launch as part of the World Homelessness Day on the 10th of October, prior

9.0 Corporate considerations

9.1 Consultation and engagement

9.1.2 The development of our work around Street Support is very much a partnership endeavour and there has been significant engagement with key stakeholders and partners including more formal consultation where appropriate and referenced specifically in this report.

9.2.1 Equality and diversity / cohesion and integration

9.2.1 The issues in this report are complex and impact on many vulnerable people. It is well documented that a sustained street lifestyle is inherently harmful to the health and wellbeing of individuals. Complex needs, including mental health and substance misuse, are common amongst street users often connected to personal circumstances including abusive childhoods, family breakdowns, violence, debt and job loss. The proposals contained within this report are intended to respond positively to these challenges to ensure vulnerable people are safe from harm; are able take up suitable accommodation and have support to sustain a tenancy; enjoy a healthier lifestyle; are offered practical support to address needs; get the appropriate treatment for substance misuse, physical, emotional and mental health needs; and can access and secure education, training and employment.

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9.3 Council policies and best council plan

9.3.1 The Council’s Best Council Plan’s (2018/2021) overall aim is to reduce poverty and inequality. The proposals in this report will make a positive and specific contribution to our priorities around: health and well-being, housing, safe and strong communities and inclusive growth.

9.4 Resources and value for money

9.4.1 The proposals within this report are being funded by existing resources across a range of services and partners with additional financial support from the Ministry of Housing, Communities and Local Government’s (MHCLG) Rough Sleepers Initiative. In April 2018, a bid for £352K funding (MHCLG) was approved to extend the Housing First model with a focus on reducing Rough Sleeping during 2018/19. In August 2018, confirmation was received that this funding will be extended for the whole of 2019/2020.

9.5 Legal implications, access to information, and call-in

9.5.1 This report does not contain any exempt or confidential information and is subject to call-in.

9.6 Risk management

9.6.1 National changes to government legislation and prioritisation will bring both challenges and opportunities for the city. The local authority will continue to explore additional funding opportunities where this adds value to its local priorities as part of an ongoing commitment to support programmes of change through an ‘invest to save’ approach. 9.6.2 There are possible risks associated with future budget reductions. Work will take place with partners to better understand what the implications and risks associated with budget reductions on the partnership’s endeavours are to deliver against its shared priorities.

10. Conclusions

10.1 Fundamentally the issue of street users and the associated street activity has to be a whole city approach if a transformation is to occur. Leaders across all public services, the voluntary and community sector and the private sector, need to consider what action can be taken collectively and what their offer is at an organisational, service and operational level to help achieve better outcomes.

10.2 There is a real opportunity to refocus our approach and activity on some critical challenges and build on the collaboration that already occurs and take this on to the next level of delivery.

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10.3 This report updates Members of Executive Board on a range of actions being progressed to support street users and the impact they have on the safety, cleanliness, vibrancy and inclusivity of the city centre. These include the establishment of the new Street Support team; our wider endeavours around Street Support; the Big Change Leeds; the Homeless Charter; and the Rough Sleepers Strategy.

11.0 Recommendations

11.1 Members of Executive Board are recommended to:

a) Endorse the Street Support approach as part of the city’s compassionate response to people in need on the street of Leeds; and b) Note the progress made on introducing the new Street Support Team, to be fully effective from early autumn 2018 and led by the Chief Officer (Safer Leeds).

12.0 Background documents1

12.1 None

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

Page 75 This page is intentionally left blank Agenda Item 8 Report author: Sarah May / Sarbjit Kaur Tel: 0113 3787710

Report of the Director of Resources & Housing

Report to the Executive Board

Date: Wednesday 19th September 2018

Subject: Right to Buy Replacement Funding: Investment to support the delivery of new supply Affordable Housing

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s):

Beeston & Holbeck, , Gipton & Harehills, Hunslet & Riverside and Middleton Park

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: 10.4 (3) Appendix number: Appendix 2

Summary of main issues

1. There is a requirement to ensure that housing growth is delivered to meet the needs of all communities across the city. Housing growth, which delivery of affordable housing is a key component of, is outlined as a Best City Priority within the Best Council Plan - housing of the right quality, type, tenure and affordability in the right places, underpinning the Leeds best city ambition of a strong economy and compassionate city.

2. In order to support the delivery of new supply affordable housing, the Council established a Right to Buy Replacement Programme. The programme offers funding of up to 30% of total scheme costs towards developments of new supply rented accommodation delivered via Registered Providers, the Third Sector and the Council. This approach was approved by Executive Board in July 2013.

3. This report outlines a number of applications received from Registered Providers and the Third Sector for Right to Buy Replacement Funding and seeks Executive Board approval for the funding requests to deliver new affordable housing units.

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Recommendations

4. The Executive Board is requested to:

I. Note the content of the report;

II. Approve the use of Right to Buy Replacement grant funding to deliver 50 new affordable housing units and enter into funding agreements for the schemes listed at 3.6 of the report and in the supporting Confidential Appendix.

III. To delegate authority to the Director of Resources & Housing to negotiate detailed terms and approve minor amendments to Right to Buy Replacement Programme grant funding allocations (within delegated authority powers).

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1 Purpose of this report 1.1 The purpose of the report is to provide the Executive Board with an overview of the Right to Buy Replacement Programme and seek approval for funding contributions to a number of affordable housing schemes being delivered by Registered Providers and the Third Sector.

2 Background information 2.1 In response to the Department of Communities and Local Government (CLG) (now the Ministry of Housing, Community and Local Government – MHCLG) “Reinvigorating Right to Buy and One for One Replacement” initiative, the Council has established a Right to Buy Replacement Programme which offers grant funding to Registered Provider and Third Sector organisations to support the delivery of new supply affordable housing in the city.

2.2 In July 2013, Executive Board approved a proposal to use a proportion of the capital receipts generated by Right to Buy (RtB) sales to fund a programme of replacement social housing as permitted by the MHCLG “Reinvigorating Right to Buy and One for One Replacement” initiative.

2.3 As per the defined Department of Communities and Local Government process, at the end of each quarter, the Council receives a 30% share of the sales from properties sold under Right to Buy. The 30% funding has specific restrictions:  It can only be used for the provision of new supply affordable rented housing;  That the Council receives nomination rights on any properties supported through RtB grant funding;  It must be spent within 13 quarters of being received by the Council or will have to be returned to MHCLG with interest;  The funding cannot be blended with Homes England grants.

2.4 In order to ensure there was a clear and transparent funding allocation system in place, an application process was established with guidance outlining funding eligibility.

2.5 The Council receives nomination rights for all new properties developed with support from the Right to Buy Replacement Programme. The Council will be entitled to nominate tenants for 100% of first lets and 75% of subsequent lets for a period of 60 years. The grant recipient will be required to enter into a Nomination Agreement alongside the funding agreement.

2.6 Since Quarter 4 of 2012/13 to Quarter 1 of 2018/19, the Council has received £36.4m of Right to Buy Replacement Programme funding to be utilised towards the provision of new supply affordable rented housing. It is to be noted, there are no geographical restrictions as to where the funding can be utilised and can be invested anywhere across the city.

2.7 To date, RtB funding has been used on a variety of Council, Registered Provider and Third Sector schemes. £18m is committed toward the delivery of 474 new Affordable Housing units. To quarter 1 of 2018/19 financial year, £10.1m actual spend has be achieved, resulting in 250 start on sites.

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3 Main issues 3.1 A number of new requests have been received from Registered Providers and Third Sector affordable housing providers for grant contributions towards developments. The sections below provide details on each individual scheme, with point 3.6 summarising the schemes. Details regarding individual grant requests are outlined within the Confidential Appendix which accompanies this report.

3.2 Leeds Federated Housing Association - Sissons Lane / Acre Road, Middleton A proposal is in place from Leeds Federated Housing Association to build 18 new supply Affordable Rent homes. This will consist of 2, 3 and 4 bedroom semi- detached houses in Middleton.

3.3 Canopy – Acquisitions and Refurbishment Programme Phase 2 The project involves the purchase and renovation of 16 long term empty properties over 3 years (2018-2021) previously in private ownership. The acquisitions will focus on supporting improvements in the Council’s priority neighbourhoods.

3.4 LATCH - Acquisitions and Refurbishment Programme Phase 2 The project involves the purchase and renovation of 8 empty, rundown properties over 14 months to provide affordable homes for people who are homeless or in housing need. The project will create 4 two to three bedroom family homes and create 4 1 bed homes for single homeless people.

3.5 GIPSIL - Acquisitions and Refurbishment Programme Phase 2 The project involves the purchase and renovation of 8 privately owned one and two bedroom properties between September 2018 and August 2020. The properties will be let as supported tenancies to vulnerable young people (age 16- 24) receiving housing-related support from GIPSIL.

3.6 The table summarises the number of units which would be developed through the investment of c£1.6m Right to Buy Replacement Funding. The Council will receive 100% nominations rights on first allocations and 75% on subsequent for the schemes listed below:

Scheme Ward Units Leeds Federated Housing Association Middleton Park 18

Canopy Beeston and Holbeck 16 Gipton and Harehills

LATCH Chapel Allerton 8

GIPSIL Gipton and Harehills 8

Total number of units 50

3.7 A funding agreement will be negotiated with the Affordable Housing Providers and will be conditional upon the grant of planning permission (if applicable) and that the recipient has acquired a legal interest in the land / property. The funding agreement requires the Provider to submit quarterly monitoring reports to ensure

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that delivery timescales and quality targets are being met. Should the agreed timescales or quality targets not be achieved, the Council has the power within the agreement to recover any grant funding already issued.

3.8 The Council will pay 90% of the grant at the commencement of the development and will retain 10% of the funding to be issued on Practical Completion. The final retention payment will be released following a review of the scheme to ensure that it has been delivered in line with the original application and that it demonstrates value for money.

4 Corporate Considerations 4.1 Consultation and Engagement 4.1.1 Executive Members for Communities and Regeneration, Transport and Planning have been consulted and are fully supportive of investment of Right to Buy Replacement Programme funding as outlined within the report.

4.1.2 Ward Member consultation has been undertaken. All Councillors who responded are supportive of the proposals.

4.1.3 Regular dialogue will continue to be provided to the relevant Ward Members on specific schemes as development commences.

4.2 Equality and Diversity / Cohesion and Integration 4.2.1 The Equality and Diversity, Cohesion and Integration screening document has been completed to ensure due regard to equality issues. This is attached for reference at Appendix 1.

4.2.2 The recommendations in this report have a number of positive equality outcomes. The primary focus is to provide additional Affordable Housing which will have a beneficial impact for socio-economic equality groups.

4.3 Council policies and the Best Council Plan 4.3.1 The delivery of new supply Affordable Housing in Leeds underpins the Council ambition for Leeds of a Strong Economy and a Compassionate City. The proposals present an opportunity to link into the 'City Centre Vision - Our Spaces Strategy' which sets out the vision and ambition for the development of public realm and join up work more effectively as part of the city's compassionate response to people in need.

4.3.2 The proposals outlined within the report supports the delivery of the 2018/19 – 2020/21 Best Council Plan priority of Housing: Housing of the right quality, type, tenure and affordability in the right places.

4.3.4 The development of new supply Affordable Housing funding through the Right to Buy Replacement Programme contributes towards the achievement of the housing targets for the city, as outlined within the Core Strategy. At present, the Affordable Housing target stands at 1,158 units per annum. As part of the Cores Strategy Selective Review, once recommendations have been adopted, the target will increase to 1,230 per annum.

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4.3.5 Furthermore, the additional units directly contribute towards the Leeds Housing Strategy housing priority of Affordable Housing Growth.

4.4 Resources and value for money 4.4.1 Additional New Homes Bonus payments will be generated through the construction of the new supply Affordable Housing (NHB uplift) housing which the Right to Buy Replacement Programme will be supporting.

4.5 Legal Implications, Access to Information and Call In 4.5.1 Funding for the provision of social housing is a service of general economic interest (SGEI) and is not state aid. The terms of the funding agreement will ensure that the funding meets the criteria for an SGEI.

4.5.2 The Director of Resources & Housing has delegated authority to grant approval for Right to Buy Replacement Programme requests of up to £500,000. As the individual requests cumulatively exceed this threshold, the Executive Board is required to grant the approval.

4.5.3 The information contained in the Confidential Appendix to this report relates to the financial or business affairs of a particular person, and of the Council. This information is not publicly available from the statutory registers of information kept in respect of certain companies and charities. It is considered that since this information was obtained through grant application forms then it is not in the public interest to disclose this information at this point in time. It is therefore considered that this element of the report should be treated as exempt under Access to Information Procedure Rule 10.4 (3).

4.5.4 This report is classed as a key decision and is subject to Call In. The recommendations associated with this report was placed on the ‘List of Forthcoming Decisions’ on 8th August 2018.

4.6 Risk Management 4.6.1 It is considered that the recommendations in this report will have no adverse risks to the Council as all schemes that will benefit from the investment of Right to Buy Replacement Programme funding will be compliant with the criteria for spend outlined at 2.3.

4.6.2 Registered Providers and Third Sector organisations will be obliged to enter into funding and nomination agreements with the Council before any grant payments are released.

4.6.3 Providers will be monitored and asked to report progress on a quarterly basis against agreed milestones. Ultimately, if they do not meet the defined and agreed milestones, the funding agreement gives the Council the opportunity to enforce the clawback of the RtB grant funding.

4.6.4 As part of the funding agreement, a 10% grant retention will be held until the scheme is completed and officers have reviewed the scheme in detail to protect the Council’s interest.

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4.6.5 Should the council not utilise its RTB funds within a 13 quarter timescale of their receipt MHCLG funding regulations stipulate that the funds must be returned to central government. Therefore, the additional investment route helps to minimise this risk.

4.6.6 Where the funding allocated is over £500k, the Council will seek to take a charge over the property to secure the clawback provisions of the grant agreement.

5 Conclusions 5.1 This scheme will help the council to increase the number of Affordable Homes within the city as well as helping to meet a number of council priorities set out in 4.3 of this report.

5.2 The establishment of the Right to Buy Replacement Programme is a creative approach to further support the provision of new supply affordable housing. The availability of this funding supports affordable housing providers with maximising their resources, brings additional resources to the delivery of new homes through the providers’ contributions and assists with sustainability.

6 Recommendations 6.1 The Executive Board is requested to:

I. Note the content of the report;

II. Approve the use of Right to Buy Replacement grant funding to deliver 50 new affordable housing units and enter into funding agreements for the schemes listed at 3.6 of the report and in the supporting Confidential Appendix.

III. To delegate authority to the Director of Resources & Housing to negotiate detailed terms and approve minor amendments to Right to Buy Replacement Programme grant funding allocations (within delegated authority powers).

7 Background documents1 7.1 Not applicable.

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being/has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: City Development Service area: Housing Growth Team Lead person: Sarah May Contact number: 3787710

1. Title: Right to Buy Replacement Funding: Investment to support the delivery of new supply Affordable Housing

Is this a:

Strategy / Policy Service / Function X Other

If other, please specify: Authority to spend Right to Buy Replacement Funding

2. Please provide a brief description of what you are screening

Approval of Right to Buy Replacement Funding towards development of new supply rented housing delivered by a range of Affordable Housing Providers.

3. Relevance to equality, diversity, cohesion and integration

All the council’s strategies/policies, services/functions affect service users, employees or the wider community – city wide or more local. These will also have a greater/lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation and any other relevant characteristics (for example socio-economic status, social class, income, unemployment, residential location or family background and education or skills levels).

EDCI Screening Updated February 2011 1

Page 85 Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? (please see comments under Action section below) Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

 How have you considered equality, diversity, cohesion and integration?

The focus of the report is the delivery of new affordable housing, supported through Right to Buy Replacement Funding, which has a beneficial impact for a range of equality groups.

The report outlines a range of schemes which provides new supply affordable housing which meets identified need.

 Key findings

The activity outlined within the report has a positive impact on the socio-economic, age, disability and carers equality indicators, through the provision of high quality, new supply affordable housing.

 Actions

Governance is provided by the Director and Executive Member Lead Boards and Steering Groups, who will continue to monitor progress. Programme managers will be EDCI Screening Updated February 2011 2

Page 86 looking for measurable positive impacts for socio-economic equality groups.

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment: n/a

Date to complete your impact assessment n/a

Lead person for your impact assessment n/a (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Sarah May Principal Regeneration August 2018 Officer

7. Publishing This screening document will act as evidence that due regard to equality and diversity has been given. If you are not carrying out an independent impact assessment the screening document will need to be published.

If this screening relates to a Key Delegated Decision, Executive Board, full Council or a Significant Operational Decision a copy should be emailed to Corporate Governance and will be published along with the relevant report.

A copy of all other screening’s should be sent to [email protected]. For record keeping purposes it will be kept on file (but not published).

Date screening completed August 2018 If relates to a Key Decision - date sent to Corporate Governance Any other decision – date sent to Equality Team ([email protected])

EDCI Screening Updated February 2011 3

Page 87 This page is intentionally left blank Exempt / Confidential Under Access to Information Procedure Rules 10.4 (3)

Document is Restricted

Page 89 This page is intentionally left blank Agenda Item 9

Report author: Neil Charlesworth / Sarn Warbis Tel: 0113 37 87736 / 0113 37 85799

Report of The Director of City Development and The Director of Communities & Environment

Report to Executive Board

Date: 19th September 2018

Subject: Community Asset Transfer of Kentmere Community Centre and Meanwood Community Centre to Leeds Community Spaces

Are specific electoral wards affected? Yes No If yes, name(s) of ward(s): Killingbeck & Seacroft and Weetwood

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for call-in? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, access to information procedure rule number: Appendix number:

Summary of main issues

1. The council owns a community centre portfolio comprising of 57 centres throughout the city. Thirty seven of the centres are directly managed with the remaining 20 centres being leased out to community groups. 2. Local groups run social activities from the centres and they are also used by commercial organisations, such as Slimming World, to run their sessions. Community centres are used by council services, such as Youth Services, to deliver activities directly to local people. Partner organisations such as Neighbourhood Networks also use the centres to deliver training, support and social activities for communities. A range of activities takes place across the community centre portfolio offering education, support and social opportunities 3. During a consultation on community Centres in 2014/15 Leeds City Council was contacted by Locality Leeds Consortium, a group made up of 15 community organisations from across the city, who expressed an interest in exploring the potential for their involvement in the running of council community centres included in the consultation and also indicated an interest in any other buildings that could potentially be run more efficiently and effectively in community control. 4. Over the past few years discussions have taken place with the consortium, primarily to establish a clear picture of the various centres within the portfolio, and to narrow

Page 93 down the scope of the discussions to a manageable number of centres where options could be explored. During these discussions a company with charitable status was set up by some consortium members under the name of Leeds Community Spaces (LCS) as a vehicle for progressing the options under discussion. 5. LCS submitted a proposal during 2017 for community asset transfer of eight centres all at once. However, this proved to be unviable for a number of reasons, not least a significant cashflow shortfall in the first two years. The revised proposal is based on a phased approach with Meanwood and Kentmere being transferred initially with a third centre (yet to be decided) to be reported to Executive Board in the near future. This will give LCS the critical mass required to put appropriate management systems in place while developing proposals for further centres. 6. LCS will develop flexible management systems which will allow them to keep running costs down while making the process of booking the centres much easier. The LCS proposal will allow users to book at much shorter notice and will be able to do so online or in person at the centre. 7. At present nearly every centre within the community centre portfolio runs at a financial loss. The budget across the portfolio for 2018/19 is £944k. LCS will require financial support in the first few years and this will be funded from the community centres budget. The financial support will be no more than the net budget for the centres and will decrease over time. For Meanwood and Kentmere the model will be payment of an amount equivalent to 100% of the 18/19 budget for 17 months, reducing to 90% in the following year, then 70%, 50% and 30% in the next three years. After that time there will be no financial contribution from the council 8. Draft heads of terms have been agreed and are attached at Appendix 3. In summary these terms set out a 50 year term at peppercorn consideration with the tenant being responsible for all repairs and maintenance.

9. Recommendations

9.1 Executive Board is recommended to: a) Approve a 50 year full repairing and insuring lease for a peppercorn consideration to Leeds Community Spaces for Kentmere Community Centre; b) Approve a 50 year full repairing and insuring lease for a peppercorn consideration to Leeds Community Spaces for Meanwood Community Centre; c) Approve associated grant funding for the centres totalling £168,614 funded from the existing community centre budget, allocated on a year by year basis as follows:  2018/19 £24,692 (5 months from November 1st 2018);  2019/20 £42,330  2020/21 £38,097  2021/22 £29,631  2022/23 £21,165  2023/24 £12,699 (d) Note that the Chief Asset Management & Regeneration Officer will be responsible for ensuring the leases are processed and that the Chief Officer Communities will be responsible for awarding the grant funding.

2 of 10 Page 94

9.2 Members are requested to note that the estimated market value of the properties is £1.362m.

3 of 10 Page 95

1. Purpose of this report

1.1 The purpose of this report is to seek approval for the community asset transfer of Kentmere Community Centre and Meanwood Community Centre to Leeds Community Spaces by way of 50 year full repairing and insuring leases for a peppercorn consideration. 1.2 The report also seeks approval for associated grant funding totalling £168,614 to be awarded between November 1st 2018 and 31st March 2024 on a declining basis year on year.

2. Background information

2.1 The council owns a community centre portfolio comprising of 57 centres throughout the city. Thirty seven of the centres are directly managed with the remaining 20 centres being leased out to local community groups. These are a diverse collection of buildings, in both inner and outer areas of the city. A service level agreement is in place with Civic Enterprise Leeds to provide a caretaking and cleaning function as well as other health and safety and building management activities. 2.2 Local groups run social activities from the centres and they are also used by commercial organisations, such as Slimming World, to run their sessions. Community centres are used by council services, such as Youth Services, to deliver activities directly to local people. Partner organisations such as Neighbourhood Networks also use the centres to deliver training, support and social activities for communities. A range of activities takes place across the community centre portfolio offering education, support and social opportunities. 2.3 The community centre portfolio allows activities and interventions to take place, in local venues for local communities, that tackle poverty and reduce inequalities and particularly contribute to priorities around health and wellbeing and resilient communities. Local groups, and larger organisations, provide activities that tackle isolation for older people, people with disabilities, minority ethnic groups, people with mental health issues, refugees and the wider local community. Sessions on healthy eating, smoking, diabetes and other health issues are run from community centres. Activities to develop parenting skills, enhance IT proficiency, improve CV writing, assist with job applications and develop interview skills are among a range of activities that take place to improve the prospects for local people. Sessions run by Youth Services and other organisations provide opportunities for physical exercise, health advice and social interaction which benefits young people and also the wider community. Although the activities that take place within the centres are very valuable, actual usage is limited 2.4 In 2017/18 the total expenditure across the portfolio was £1,510,700. The total income was £447,157 leaving a net cost to the council of £1,063,543. 2.5 Kentmere Community Centre is located in the Killingbeck and Seacroft ward (site plan attached at Appendix 1). It is within the catchment area for the Boggart Hill priority neighbourhood. It is a 2 storey building built around 1980 and was originally used as additional teaching space for the adjacent school. It comprises of 6 lettable rooms in addition to a small sports hall and a catering kitchen. Office space is also available in the building. 2.6 Current users include the local children's centre, the local neighbourhood network, a church and choir group along with various sport and dance groups.

Page 96 2.7 In 2017/18 the total expenditure from the community centres budget for Kentmere Community Centre was £40,366. The total income was £18,050 leaving a net cost of £22,316. In 2018/19 the total budget allocated to this building is £21,740. 2.8 Meanwood Community Centre is located in the Weetwood ward (see site plan attached at Appendix 2). It is a one storey building originally built in 1936 and reopened as a community centre in 1999 following refurbishment. It comprises of 3 lettable rooms in addition to a hall with a stage. It has a large reception area, a kitchen and office space. 2.9 Meanwood Community Centre was included in the 10 centres under review in 2014/15. The outcome of the review was to explore alternative management arrangements. Initially it was hoped that a collection of the user groups at this time could come together to take on responsibility for the building but this didn't prove to be a viable option. 2.10 Current users include LCC Youth Services, special needs and disability support groups, woodland craft groups, church groups, fitness classes, arts activities and voluntary support groups. Some of the organisations that occupy the centre were displaced when the West Park Centre closed in 2012. 2.11 In 2017/18 the total expenditure from the community centres budget for Meanwood Community Centre was £28,782. The total income was £14,970 leaving a net cost of £13,812. In 2018/19 the total budget allocated to this building is £20,590.

3. Main issues

3.1 In November 2014 Executive Board agreed for a consultation to be undertaken on the future of 10 community centres across Leeds. The centres had been identified as requiring attention due to a combination of high running costs, poor level of usage and backlog maintenance issues. The consultation took place between December 2014 and March 2015 and led to the closure of two centres and the transfer of another two centres, under leases, to local third sector groups. 3.2 During the consultation Leeds City Council was contacted by Locality Leeds Consortium, a group made up of 15 community organisations from across the city, who expressed an interest in exploring the potential for their involvement in the running of council community centres included in the consultation and also indicated an interest in any other buildings that could potentially be run more efficiently and effectively in community control. 3.3 Over the past few years discussions have taken place with the consortium, primarily to establish a clear picture of the various centres within the portfolio, and to narrow down the scope of the discussions to a manageable number of centres where options could be explored. 3.4 During these discussions a company with charitable status was set up by some consortium members under the name of Leeds Community Spaces (LCS) as a vehicle for progressing the options under discussion. LCS is a newly registered company with charitable status which is made up of key individuals from four community anchor organisations in Leeds which currently run community facilities in the city. These organisations are: New Wortley Community Centre; Oblong; LS14 Trust; and GIPSIL. One of the individuals is a trustee for the Friends of Bramley Bath and contributed towards the development of their community asset transfer proposal and business plan. LCS has been specifically set up to manage and improve community centres across Leeds. LCS aims to run a diverse and

Page 97 supportive range of community buildings that can facilitate the goals, talent and aspirations of the people who use them. The plan is to transfer community buildings from the council with the support of the council. In the future they’d like to be able to expand the portfolio of buildings and bring their vision of user influenced community spaces across the city. Through support, cooperation and collaboration LCS will enable local groups to one day take ownership of these buildings themselves. 3.5 The original proposal LCS submitted during 2017 was based on a simultaneous asset transfer of eight community centres along with a proportion of the budget for running those centres over the next five years. That proposal posed a number of challenges, not least a significant cashflow shortfall in the first two years. 3.6 The revised proposal is based on a phased approach with Meanwood and Kentmere being transferred initially and any further centres being brought forward at the appropriate time and subject to separate approval. This will give LCS the critical mass required to put appropriate management systems in place while developing proposals for further centres. 3.7 LCS will develop flexible management systems which will allow them to keep running costs down while making the process of booking the centres much easier. For example, the LCS proposal will allow users to book at much shorter notice and will be able to do so online or in person at the centre. 3.8 LCS will involve the local community and existing centre users to influence the management of each centre and establish a local connection with the facilities. Local steering groups, or other appropriate local structures, will be set up at each centre and training and support will be given to build local capacity to deliver the right community space for their community. The LCS members have experience of encouraging and utilising local volunteers at their existing community facilities, which provides opportunities and experience for individuals and also provides a benefit to the wider community. Usage levels at both centres are relatively low and there are periods when there is little or no activity taking place. LCS will proactively market the centres to increase usage from the local community and will encourage those running groups in one area to expand into other areas of need, offering more activities across the city. 3.9 Both centres, particularly Kentmere, require capital investment to carry out both essential works and to make the surroundings more pleasant. The last condition survey at Kentmere Community Centre was carried out in 2014. This identified just over £438,000 of immediate and essential works required, although some of those works have been carried out. The remaining condition issues will need to be addressed at some point in the future and if the buildings remain in council operation then liability for those works would sit with the council. As an organisation with charitable status LCS will apply for funding that the council isn’t eligible for to carry out capital works. 3.10 Further to addressing the condition issues, LCS will apply for funding to proactively invest in refurbishment works to improve the centres and their facilities. Again, they will be able to apply for funding streams not available to the council. One project already identified is to improve pedestrian access to Kentmere Community Centre and bring people in from the nearby footpath, rather than accessing via the narrow driveway.

Page 98 3.11 LCS will have a more streamlined approach to management and be able to achieve efficiencies. Their charitable status will allow them to apply for the maximum 80% business rates reduction. 3.12 At present nearly every centre within the community centre portfolio runs at a financial loss. The budget across the portfolio is £944k. LCS will require financial support in the first few years and this will be funded from the community centres budget. The financial support will be no more than the net budget for the centres and will decrease over time. For Meanwood and Kentmere the model will be payment of an amount equivalent to 100% of the 18/19 budget for 17 months, reducing to 90% in the following year, then 70%, 50% and 30% in the next three years. After that time there will be no financial contribution from the council. 3.13 The business plan submitted by LCS maintains the current rental rates for existing users until the end of March 2019. After this LCS will offer both community and commercial rates for the use of the centres. 3.14 Draft heads of terms have been agreed and are attached at Appendix 3. The terms will be the same but each centre will have a separate lease In summary these terms set out a 50 year term at peppercorn consideration with the tenant being responsible for all repairs and maintenance. 3.15 The 50 year terms will give LCS sufficient tenure to be able to apply for capital grant support both now and in the future. For the significant funding that may be required, funders often require up to 25 years security of tenure. Granting a lease with a term well in excess of the maximum term a funder will require will allow LCS to continue to apply for funding during the term of the lease without having to come back to the council for extensions. Having a longer term is also seen as a positive attribute from the point of view of the funder.

4. Corporate considerations

4.1 Consultation and engagement

4.1.1 The Executive Member for Transport, Economy & Planning and the Executive Member for Communities have been briefed throughout the development of the proposal and are supportive. 4.1.2 The three newly elected ward members in Killingbeck and Seacroft have been briefed and support the project. 4.1.3 Weetwood Ward Members have been kept up to date as the proposal has developed and are supportive. The newly elected members in the ward have been briefed and are supportive. 4.1.4 LCS has carried out extensive consultation with centre users and the local community, including open days at the centres, meetings with regular users and attending other venues in the community to meet and discuss the proposal with local people. The vast majority of feedback has been positive. There are some concerns at Kentmere Community Centres from neighbouring houses who are somewhat wary of centre users causing nuisance at their properties, although the proposed new pedestrian access would address this concern. LCS has sought to pacify these concerns by pointing out that the centres will be used for organised activities which will help to address social issues.

4.2 Equality and diversity / cohesion and integration

Page 99 4.2.1 An Equality and diversity, cohesion and integration screening has been completed and found no negative impacts on any of the equality characteristics.

4.3 Council policies and best council plan

4.3.1 Transferring community centres into third sector ownership for the benefit of local communities will help meet the city priority of Safe, Strong Communities: Being responsive to local needs, building thriving, resilient communities.

4.4 Resources and value for money

4.4.1 Both Kentmere and Meanwood community centres operate at a financial deficit, For 2018/19 and Kentmere has a budget allocation of £21,740 and Meanwood £20,590. It is proposed that from 1st November 2018, which is the proposed date LCS will begin to operate the centres, until 31st March 2020, an amount equivalent to the combined budgets will be paid to LCS. For the next 12 months an amount equivalent to 90% of the 18/19 budget will be paid (£38,097) reducing to 70% for the next year (£29,631), 50% for the year afterwards (£21,165) and 30% for the subsequent year (£12,699). Beyond that time the financial support for those centres will end. With this support the business plan produced by Leeds Community Spaces will be viable and sustainable, 4.4.2 A valuation has been carried out for both centres. Kentmere Community Centre has been assessed as having an open market value of £0.162m. 4.4.3 Meanwood Community Centre has been assessed as having an open market valuation of £1.2m. This is based on the potential to demolish the building and take advantage of its access road to create a new housing development and includes all of the area inside the blue line boundary shown on the plan Appendix 2. As a result, in addition to the loss of the community centre, this would also lead to a loss of green space in the area. 4.4.4 By granting long leases on these two centres in this way the council will be investing assets worth £1.362m in areas of need.

4.5 Legal implications, access to information, and call-in

4.5.1 The lease will be contracted outside the terms of the Landlord & Tenant Act 1954, so the tenant will have no automatic right to renew. 4.5.2 Section 123 of the Local Government Act 1972 provides that a local authority shall not dispose of land for less than the best consideration reasonably obtainable without the consent of the Secretary of State. The Local Government Act 1972: General Disposal Consent (England) 2003 permits local authorities to dispose of land for less than best consideration where:  the difference between the unrestricted value of the land and the consideration for the disposal does not exceed £2,000,000; and

 the purpose for which the land is to be disposed of is likely to contribute to the promotion or improvement of the economic, social or environmental well-being of the area.

4.5.3 In this case, the difference between the unrestricted value of the land and the consideration for the disposal is within the parameter indicated above. In addition,

Page 100 the asset transfer of Kentmere Community Centre and Meanwood Community Centre will promote/improve the social well-being of the area by providing for additional public sessions for community use in the local area, reducing journey times to other facilities and promoting more community cohesion. 4.5.4 The City Solicitor is therefore of the opinion that the proposed disposal falls within the terms of the Local Government Act 1972: General Disposal Consent (England) 2003. 4.5.5 There are no Access to Information implications from the report’s recommendations. 4.5.6 The report’s recommendations will have a significant impact in more than one ward and will result in potentially foregone capital receipts in excess of £250,000 so the report is subject to Call In.

4.6 Risk management

4.6.1 The main risk from the project is that LCS cannot operate the centres as efficiently as the business plan requires and ultimately surrenders the leases and the buildings return to council management. In the absence of any alternative proposal for the centres, the council would retain responsibility for their management. Therefore, in circumstances whereby LCS surrendered the leases back to the council, the council would be in no worse position than it is now. Although LCS would have received financial support, this will be mainly paid in arrears (with the exception of a payment at the start of the project) and is funded from within the relevant centre’s existing budgets, so there would be no net costs to the council. 4.6.2 There is a risk that LCS can’t raise the funding required to carry out necessary capital works to the buildings. This is considered unlikely given the key individual’s involved track records of obtaining funding. However, even in a scenario that saw LCS unable to afford the repairs and either requesting support from the council or surrendering the leases, this would be no worse than the current position where the council carries this risk.

5. Conclusions

5.1 Kentmere and Meanwood Community Centres are both under-utilized and each costs the council over £20,000 to operate after income. Both centres have potential to be better utilised for their local community. This is particularly true for Kentmere Community Centre which is based near the Boggart Hill priority neighbourhood. 5.2 LCS is made up of trustees who have excellent track records in running community assets and engaging with local communities. Their status as a company with charitable status will allow them to run the centres in a more efficient manner than the council and with streamlined processes, including an easier to use booking system. 5.3 LCS’s business plan will require financial support for the first few years. Initially there will be no saving to the council, but over the first five years the financial support required will taper away to nothing. If LCS’s plans to take over further community centres under this model come to fruition, there is the potential to achieve significant financial savings in the medium term. 5.4 The LCS model offers the potential to see community centres better utilised for the benefit of the local community, improved book and management systems, the

Page 101 condition issues to be addressed, refurbishment and improvement works to be funded from external grants not available to the council, the potential for new locally based groups to be established to eventually take over the buildings, all the while offering financial savings in the medium term and removing the repairing liability from the council.

6. Recommendations

6.1 Executive Board is recommended to: a) Approve a 50 year full repairing and insuring lease for a peppercorn consideration to Leeds Community Spaces for Kentmere Community Centre; b) Approve a 50 year full repairing and insuring lease for a peppercorn consideration to Leeds Community Spaces for Meanwood Community Centre; c) Approve associated grant funding for the centres totalling £168,614 funded from the existing community centre budget, allocated on a year by year basis as follows:  2018/19 £24,692 (5 months from November 1st 2018);  2019/20 £42,330  2020/21 £38,097  2021/22 £29,631  2022/23 £21,165  2023/24 £12,699 d) Note that the Chief Asset Management & Regeneration Officer will be responsible for ensuring the leases are processed and that the Chief Officer Communities will be responsible for awarding the grant funding. 6.2 Members are requested to note that the estimated market value of the properties is £1.362m.

7. Background documents1

7.1 None.

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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KENTMERE AND MEANWOOD COMMUNITY CENTRES

PREMISES

All those premises known as Kentmere Community Centre, Kentmere Avenue, LS14 and Meanwood Community Centre, Stainbeck Avenue, LS7, shown red on the attached plans.

TERM

50 years commencing on a date to be agreed.

RENT

Payment of a peppercorn per annum exclusive of VAT, rates and all other outgoings paid on demand.

TENURE

EXCLUSION OF THE TENANT’S RIGHTS UNDER THE SECURITY OF TENURE PROVISIONS OF THE LANDLORD AND TENANT ACT 1954 PT 2 (OR AMENDMENTS)

The lessee’s automatic rights to renewal under this or amended legislation are to be excluded from the lease agreement.

PURPOSE

The premises are to be used as a community centre. The centre is to be available for use during normal office hours, evenings and weekends if so required and to be available to everybody regardless of any protected characteristic identified in the Equalities Act 2010 or subsequent legislation.

COSTS

It is understood that the Council’s Communities and Environment Directorate are to be responsible for the Council’s legal costs arising from this transaction on this occasion only.

SCHEDULE OF MAIN TERMS

The main terms and conditions to which the Lessee will be required to agree will include the following:-

REPAIRS

(a) To keep in good and tenantable repair and condition:

(i) the whole of the premises, including the outside areas.

Page 107 (ii) all windows (including plate glass display windows) the frames thereof and the glass therein; (iii) all doors and the frames thereof and the glass therein;

(iv) all electric, gas, water and sanitary apparatus, services and equipment;

(v) all fixtures and fittings.

(b) To decorate the interior and exterior of the premises at intervals of not more than five years, time being computed from the commencement date and immediately prior to the end of the lease.

(c) To repair any criminal/malicious damage to the premises.

GENERAL

1. Not to assign the lease.

2. Not to sub-let nor part with possession of the whole of the premises without first obtaining consent of the Council. Such consent shall not be unreasonably withheld. Should there be a requirement to sub-let part of the premises then the tenant shall inform the landlord of such intention and the sub-letting will be in an agreed form. Once this form is agreed the tenant shall provide a copy of each completed sub- lease within 28 days of completion.

3. Not to make any alterations or additions to or install any services in the Premises or to the fixtures therein without the previous consent in writing of the Council acting in its capacity as landlord. Such consent to be solely at the discretion of the Council.

4. Not to cause any nuisance, noise or disturbance to occupiers of adjoining property.

5. To indemnify the Council against all claims arising out of the Lessees use of the premises, including malicious damage to the premises by third parties.

6. The premises shall not be used for any purpose that would, or is likely to bring the Council into disrepute.

7. To pay all other outgoings including but not limited to, rates and utility costs.

8. To ensure adequate building, contents and public liability insurance is in place prior to completion of the lease and to provide a copy of the same to the Council on demand.

9. To be responsible for complying with all requirements of Leeds City Council, the Divisional Commander (Fire Brigade) and all necessary statutory and health and safety requirements and to bear the cost of any such compliance.

10. It should be noted that there is evidence of asbestos containing material within the premises. Please find attached a copy of the Asbestos Management Plan. On completion of the lease Leeds Community Spaces will take responsibility for the

Page 108 management of asbestos in the property and undertake regular checks. No works shall be undertaken without reference to the Asbestos Management Plan.

The tenant shall supply copies of all Health and Safety reports to the Council as soon as they become available.

11. To keep the premises and any external areas in a clean and tidy condition and free from all litter.

12. Not to display nor permit to be displayed on the premises, or inside the windows, any advertisement, other than an announcement of the Lessees name and business in a form and position approved by the Council in its capacity as landlord. In addition the tenant and sub-tenants will be allowed to advertise details of their activities within the centre. Nothing not directly relating to the activities of the centre will be allowed to be advertised.

13. Not to install or permit the use of any gaming or amusement machines in the premises.

14. Not to deposit or leave outside the premises any goods, parcels, furniture, machinery or other articles whatsoever, and all vehicles used in the movement of goods to and from the premises must be loaded and unloaded within the service area where provided. Visitors to the centre should be requested not to park vehicles on adjacent grassed areas.

15. Not to commit any form of physical abuse, racial or other harassment to any servant or agent of the Council or member of the general public.

16. To make suitable arrangements for the disposal of all refuse from the premises.

17. Not to permit or conduct any commercial sale by auction or otherwise in, or on, the premises, unless for charitable purposes.

18. The Council does not warrant that the building is suitable for the purpose that the proposed tenant intends putting it to. The tenant should therefore satisfy themselves as to the suitability of the building and site prior to entering into any agreement to lease the premises. In this respect the proposed tenant should make arrangements with the Council to carry out surveys/checks they or their professional advisors deem necessary and indemnify the Council against any claims, loss or damage etc. that may arise whilst carrying out such investigations.

I shall be pleased if you will forward to me your written acceptance of the terms, including those contained in the schedule of main terms, as soon as possible, in order that the necessary approvals can be sought and an agreement can be prepared. Please note that these proposed terms and any subsequently negotiated changes to them would be subject to the following:-

• Approval of Executive Board

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being or has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: Communities & Service area: Communities Team Environment Lead person: Sarn Warbis Contact number: 37 85799

1. Title: Community Asset Transfer of Kentmere Community Centre and Meanwood Community Centre to Leeds Community Spaces

Is this a:

Strategy / Policy X Service / Function Other

If other, please specify

2. Please provide a brief description of what you are screening

Community asset transfer of Kentmere Community Centre and Meanwood Community Centre to Leeds Community Spaces (LCS) by way of 50 year leases. LCS will take on the day to day running of the centre and will be responsible for repairs and maintenance.

3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

EDCI Screening Template updated January 2014 1

Page 111 When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being.

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

LCS will operate the centres, encouraging use by all sections of the local community. All current users have been consulted individually as the prosed transfer of the centres has been developed. Public consultations took place at both centres on 31st May 2018 and were widely publicised in local venues and through networks, as well as through current user groups.

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, EDCI Screening Template updated January 2014 2

Page 112 potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

Both centres host activities aimed at the general local community as well as activities run by groups catering for specific sectors of the community, including sessions for: people aged 60 or over people with specific physical and mental health issues people belonging to specific faith groups

LCS members have experience of running community facilities in other parts of the city. Their model is to promote inclusion and to engage with the local community to provide support and guidance to local groups and individuals and tailor the offer at the centres to meet the needs of local people.

 Actions (think about how you will promote positive impact and remove/ reduce negative impact)

All current groups will continue to use the centres as they have under Leeds City Council management. LCS have a model in place which will involve close liaison with existing users, and other members of the local community, to improve the offer in place at both centres. Current pricing arrangements will remain in place until April 2019.

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Sarn Warbis Senior Policy and 15/06/18 Performance Officer Date screening completed 15/06/18

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

EDCI Screening Template updated January 2014 3

Page 113 A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent: Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 4

Page 114 Agenda Item 10

Report author: Coral Main Tel: 0113 37 89232

Report of the Director of Resources and Housing

Report to the Executive Board

Date: 19th September 2018

Subject: Best Council Plan Annual Performance Report – looking back on 2017/18

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s):

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: N/A

Summary of main issues 1. This annual report looks back on performance during 2017/18 in delivering the ambitions, outcomes and priorities set out in the Best Council Plan. It highlights the many achievements the council has made, working with partners across all sectors and with local people and communities. 2. Significant progress has been made in delivering the 2017/18 Best Council Plan, though we recognise that more remains to be done to tackle the range of inequalities that persist across the city at a time of increased demand for council services, ongoing financial pressures and dynamic national policy context. These challenges – and how the council and its partners are responding - are explained in the 2018/19 to 2020/21 Best Council Plan approved by Full Council on 21st February 2018. 3. The report links to a range of related council and partnership plans against which performance is regularly assessed and reported. These include the Leeds Health & Wellbeing Strategy, Leeds Inclusive Growth Strategy, Safer Leeds Plan, Children & Young People’s Plan, Leeds Housing Strategy, Leeds Transport Strategy and the Better Lives Strategy. The report draws on data publicly available through the Leeds Observatory and Data Mill North and on important information from key bodies such as Scrutiny Boards, Community Committees, service management teams, external regulatory bodies and inspectorates and members of the public.

Recommendations Executive Board is asked to: a) Receive the annual performance report and note the progress made against the 2017/18 Best Council Plan. b) Also to note that a summarised, graphically-designed version of the full annual performance report at Appendix 1 will be produced for publication.

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1 Purpose of this report 1.1 This report presents a year-end stocktake, looking back on performance in delivering the 2017/18 Best Council Plan. It provides a useful resource for elected members and staff to draw on to help ‘tell the story of Leeds’ confidently and consistently.

2 Background information 2.1 The Best Council Plan is Leeds City Council’s strategic planning document. It sets out what the council, working in partnership, will do to deliver better outcomes across Leeds. It informs the council’s budget setting and financial strategies and is an essential tool for planning and delivering services. It also helps our staff understand how the work they do makes a real difference to the people of Leeds and shows our partners how we contribute to citywide priorities. 2.2 Supporting the Best Council Plan are a range of council and partnership plans and strategies. These include the Leeds Health & Wellbeing Strategy, Leeds Inclusive Growth Strategy, Safer Leeds Plan, Children & Young People’s Plan, Leeds Housing Strategy, Leeds Transport Strategy and the council’s Medium- Term Financial Plan, Budget, Capital Programme and Equality Improvement Priorities. 2.3 In line with best practice, performance against all such supporting plans and strategies is considered by a wide range of stakeholders relevant to their roles and areas of interest: for example by partnership boards (such as the Children and Families Trust Board, Health and Wellbeing Board and the Safer Leeds community safety partnership), Executive Board, Scrutiny Boards, Community Committees, service management teams, external regulatory bodies and inspectorates (including Ofsted and the Care Quality Commission) and members of the public. 2.4 Performance against the Best Council Plan is monitored on an ongoing basis with publication each quarter of the Best Council Plan ‘scorecard’: the most significant key performance indicators (KPIs). A year-end stocktake is considered through this annual report to the Executive Board. The previous report related to the 2016/17 Best Council Plan and was considered by this Board on 17 July 2017. 2.5 Assurance on the council’s performance management arrangements is provided through an annual report to the Corporate Governance and Audit Committee. The report contains details on the effectiveness of these arrangements in terms of how the Best Council Plan and key performance indicators are kept up to date, effectively communicated and monitored with action taken as appropriate. The most recent annual assurance report relating to performance management arrangements in 2017/18 was considered by the Committee on 26th June 2018 with no issues identified.

3 Main issues 3.1 The 2017/18 Best Council Plan was considered by the Executive Board on 14th December 2016 in its development stage, in final draft on 8th February 2017 and then approved by Full Council on 22nd February 2017. It maintained the clear, strategic ambition to be the Best City, meaning a strong economy in a compassionate city. The main focus of the Plan continued to be centred on tackling poverty and reducing inequalities. Our Best Council ambition remained as

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an efficient and enterprising organisation. The plan articulated what the council and its partners are doing to work towards these ambitions. 3.2 The report at Appendix 1 highlights progress during 2017/18 against these ambitions, comprising a foreword from the Council Leader and Chief Executive and a section against each of the 7 ‘Best City’ priorities and Best Council priority, as set out in the 2017/18 Best Council Plan. The report aims to provide an honest assessment, showcasing the many and varied achievements that the council and the city can be proud of but also where further improvements are needed. A summarised graphically-designed version will be produced for publication. 3.3 An overview is provided below pulling out some of the highlights from the year, testament to the continued hard work of council staff, elected members, partners and the communities of Leeds.

Best City 2017/18 Priority: Inclusive Growth1 3.4 2017/18 saw the Leeds economy grow, with strong private sector jobs growth, the highest take-up of office space ever and the second highest amount of office space constructed reported in a decade. Although the number of new business start-ups reduced slightly, this was the picture across the country and the number of people with improved skills exceeded targets, making Leeds a more highly- qualified city to boost productivity even further. Visitors to the city increased to a record high of just over 29 million in 2017, providing a more than £1.7 billion boost to the local economy, and we retained our Purple Flag status for excellence in managing the evening and night-time economy. Leeds was also ranked 5th in Lonely Planet’s Top 10 Places to Visit in Europe, the only UK listing, which serves to increase our pride in our city. Key cultural events, such as the World Triathlon Series, the Leeds West Indian Carnival (which celebrated its 50th anniversary) and Leeds Pride, continue to promote Leeds and we announced a six-year cultural programme leading to a 2023 year-long celebration of the city and its diverse cultures. Added to this, we have the largest local-authority run museum service in England and the refurbished Leeds Art Gallery re-opened during the year. 3.5 Overall, 2017/18 saw the city’s economy remain in good health, although we know there is much more to do to tackle significant poverty and inequality. Low pay is an increasing problem, with people caught in a trap of low pay and low skills, with limited opportunities for career progression, not least with the growth in temporary employment in some sectors. However, 2017/18 saw a modest fall in the number of people claiming Employment Support Allowance and we have the second lowest rate of claimants as a proportion of the working age population of all the Core Cities (the country’s largest cities outside London). There was also an increase in earnings for the lowest paid of our working residents. We need to continue to make progress in improving opportunities for young people and renewing the skills of our existing workforce. These issues, if not addressed, not only lead to inequalities across the city, they hold our economy back: they affect productivity, cause skills shortages, and create additional costs for both businesses and the public sector. This is why we are continuing to work with partners across all sectors to support growth and investment across the city and the region, helping everyone to benefit from the economy to their full potential –

1 This priority was formerly referred to as ‘Good Growth’ in the 2017/18 Best Council Plan. It has since been revised to ‘Inclusive Growth’ for the updated Best Council Plan 2018/19 – 2020/21, in line with the new Inclusive Growth Strategy and so this terminology is used throughout this report.

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real inclusive growth. (Please also refer to the Resilient Communities Priority below for more information on tackling poverty and deprivation in Leeds.)

Best City 2017/18 Priority: Health & Wellbeing 3.6 2017/18 was a year of significant progress for the health and wellbeing of Leeds’ residents with more adults active, fewer people smoking and fewer obese children; and in an independent study, the city was ranked highest amongst the UK’s Core Cities for health and wellbeing. But it’s not all good news: infant mortality and suicide rates rose slightly and life expectancy reduced for women and remained static for men. Leeds is rising to these challenges: decision-makers are working together more closely than ever before, we have a clear idea of what change is needed and we have a thriving third sector and strong community assets. However, Leeds remains a city marked by health inequalities, particularly between deprived areas and more affluent ones. Leeds should be a healthy and caring city for everyone, somewhere where people who are the poorest improve their health the fastest, and this is exactly what we as a city are striving to accomplish. We firmly believe we have the right priorities to do this and we continue to work closely with partners locally and city wide.

Best City 2017/18 Priority: Better Lives for People with Care & Support Needs 3.7 Over the year, we had a clear focus on improving the quality of lives for people with care and support needs. Against the headline ASCOF (national adult social care outcomes framework) quality of life measure for people receiving social care services, Leeds improved even more in 2017/18, having been in the top quartile of authorities in 2016/17. The quality of care services improved, with an increasing percentage of Leeds residential care and nursing homes rated as good by the Care Quality Commission and more issues resolved for the public at the first point of contact. Adult Social Care service users reported an improved experience across six key satisfaction measures and more people had control over their day- to-day life, as well as a higher proportion of users saying they felt safe. More people were helped and supported to live in their own homes in 2017/18, continuing the downward trend over the last four years in admissions to residential and nursing care homes for older adults, a number benefitting from the new Skills for Independent Living reablement service (SkILs). Leeds also continues to reduce the number of Delayed Transfers of Care from acute hospital. The city’s Third Sector services once again played a key role in tackling isolation and loneliness, providing practical help and support and meaningful daytime activities. Leeds has been at the forefront of developing new approaches in the provision of social work – the way we provide social care has undergone something of a quiet revolution. We moved away from eligibility and assessment towards a strengths- based and person-centred approach, with the starting point now always being to look first at what someone can do rather than what they cannot. One of the fundamental changes in our approach has been a focus on having better conversations with people and, working with a number of community organisations, we have facilitated connections between local people to better support older people in the community, encouraging them to share their skills with the aim of creating sustainable places in which to live. With the changing demographics of a growing and ageing population with more complex and costly long-term health conditions, we must continue our work alongside key partners to support the people most at need.

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Best City 2017/18 Priority: Child-Friendly Leeds 3.8 Child-Friendly Leeds marked its fifth birthday in July 2017 with a big birthday bonanza celebration. Not only is Leeds committed to making a real difference to the lives of children and young people, but we are making a real difference too. Ofsted has reported that ‘social work is flourishing’ and fewer children are on child protection plans; however we still have a number of concerns that we remain focussed upon improving. Educational attainment, particularly of more disadvantaged children, is still a huge challenge and moving forward the refreshed Children and Young People’s Plan 2018-2023 acknowledges this with a greater focus on learning and readiness for learning. School attendance has stayed at the same level but we remain committed to good attendance by our pupils – the fact our authorised absences compare well indicates this. This year saw a slight increase in both the number of looked after children and the number of NEETs (those not in employment, education or training) but significant progress is being made in improving outcomes for children and young people, although we know that this is not always consistent across the city and for different groups and communities. We want our children to have the best opportunity for successful and fulfilling adult lives and this is exactly what we are working for.

Best City 2017/18 Priority: Resilient Communities 3.9 2017/18 saw our ongoing commitment to enabling communities to become stronger and more resilient to economic change in particular, a real reflection of the people that live and work within them. Poverty remains a challenge – illustrated for example by the annual demand for emergency food provision continuing to increase – but we are working hard to tackle this: in particular through our ongoing provision of welfare support and advice and a new Locality Working model, whereby we seek to adopt new, flexible and collaborative working practices, focused on our most deprived communities; having at its heart a more joined-up and effective service provision. This needs to be seen hand in hand with our approach to Inclusive Growth, particularly how we increase earnings and opportunities for our lowest paid working residents. (For more information, please also refer to the Inclusive Growth Priority section above.) 3.10 Although ‘serious acquisitive crime’ increased slightly and the number of anti- social behaviour and nuisance concerns reported increased too, the relative stability in the rate of the self-reporting of domestic violence reflects the confidence victims have in West Yorkshire Police and the Safer Leeds Partnership. The number of hate incidents has risen and so we continue to work hard to promote Leeds’ clear no tolerance message towards hate crime: of particular note was the National Hate Crime Awareness Week which took place in October 2017, during which the updated Leeds Hate Crime Strategy, ‘Responding to Hate’ was launched. October also saw National Responsible Gambling Week, where the council joined forces with the gambling industry to launch a high-profile campaign across the city called ‘Beat the Odds’. This aimed to raise awareness of gambling-related harm, reduce the risk of problem gambling and provide advice on how to get help and support.

Best City 2017/18 Priority: Transport & Infrastructure 3.11 2017/18 was a huge year for transport and infrastructure in our city. It saw the approval of the Leeds Public Transport Investment Programme, totalling £270m, which will transform the bus network, provide and improve rail stations at key economic, housing and employment locations and create a world-class city centre

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gateway. Fewer people were killed or seriously injured on our roads and 46% of all journeys into the city centre were by sustainable transport methods. There has been a focus on further improving the sustainable travel offer in the city, including additional park and ride provision and proposals, the launch of electric buses by and the next phase of the City Connect Cycle Superhighway scheme from the city centre to Seacroft. We have also focused on implementing our High Rise Strategy, including a new standard Housing Management Model and investment through the 10-year investment programme (with £19 million being spent in 2016/17 and 2017/18). Following the Grenfell Towers tragedy in June 2017 the council responded quickly to assure itself and residents that fire safety was being managed effectively in high-rise blocks. We have continued to prevent homelessness and have brought empty properties back into use and delivered new homes, such as through our Brownfield Land Programme, delivering more than 1,000 new homes in Seacroft and . Across the district, a programme of infrastructure improvements has been delivered, including the opening of Linton Bridge in September 2017 following damage caused during the devastating floods in December 2015, and the opening of Phase One of the Flood Alleviation Scheme in the city centre. As a council, we invested heavily in the city’s infrastructure and assets with £381m earmarked to spend in 2017/18 from our £1.6bn capital programme for 2016-20. Overall, 2017/18 was certainly a year of progress for Leeds’ transport and infrastructure, providing a strong foundation for continued growth and improvements.

Best City 2017/18 Priority: Low Carbon 3.12 2017/18 saw an ongoing commitment to the low carbon and ‘green’ agenda from the council. The authority’s CO2 emissions continued to fall, more waste was recycled and fewer people were estimated to be living in fuel poverty. The Leeds Climate Commission was established to inform local policies and actions and in March 2018 we launched one of the UK’s largest district heating networks which will pipe lower lost and lower carbon heating to businesses and nearly 2,000 council homes. Through our Affordable Warmth Strategy we are looking to improve energy and thermal efficiencies of households, with aspirational targets to remain focused upon. We have an ambition for our entire council fleet to comprise of ultra-low emission vehicles by 2025; by the end of 2017/18 we already had 44 electric vans and 51 more on order, which will make our fleet the largest for a local authority in the UK. And we were recognised for our work: 2017 saw us win the Ultra Low Emission Fleet award at the Fleet Heroes Awards and commendations at the GreenFleet Awards. We know that there is so much more to be done, however, and, as part of our wider focus on improving the city’s air quality (please also refer to the ‘Transport & Infrastructure’ Best City Priority), we will continue working with our partners to ensure carbon emissions keep reducing to make our city a healthier and greener place.

Best Council: Efficient & Enterprising Organisation 3.13 At a time of unprecedented financial challenge and demographic pressures, in 2017/18 we continued working hard for the people of Leeds, including looking at what we do and how we do it as part of our ongoing self-appraisal. We have taken on board the recommendations made by the 2016 LGA Peer Challenge review team, including: being bolder in communicating success; greater prioritisation; progressing locality working through the establishment of our neighbourhood priority areas; and investing in more innovative and radical change and our underlying processes, for example through our digitisation programme.

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We have continued to actively participate in the work of the city region and progress towards further devolution. Our spending was on budget, income collection rates remained high and the Leeds City Region Business Rates Pool was successful in its bid to pilot 100% business rates retention for 2018/19. Performance also remained strong on key city-wide services such as bin collections and street cleanliness. Staff are more engaged and feel trusted and supported, which is absolutely vital when providing critical services, and the council saw its highest ever level of apprentices employed, supporting our ambition of recruiting and retaining a skilled and diverse workforce for the future. 3.14 This being said, we know more needs to be done: sickness levels are not reducing and the highest cause of absence is mental health issues. We have continued to tackle this by maintaining our status as a Mindful Employer and putting in place a number of interventions, such as training, self-referral options for counselling and working with trade unions, alongside having more than 100 Wellbeing Champions across the organisation. Health and safety remained a priority too, with work with schools and the Disabled Staff Network naming just two areas of emphasis for the year. We also improved accessibility for our customers through the ongoing Changing the Workplace programme, which saw the opening of Merrion House in early 2018, a building that is as accessible and inclusive as possible and which sees many of our front-line services in one place, improving the customer experience. We have worked hard this year to improve our relationship with staff and our customers alike – 96% of customers rated our Customer Services as ‘good’ or ‘excellent’ - and we believe we are on track to continue this improvement. We launched an improved leeds.gov.uk website and grew our social media presence; we now have more than 100,000 followers for our Twitter @LeedsCC_News account. ICT services and delivery remained key priorities, with more people contacting the council via self-service and with mandatory e-training for all our staff on cybercrime, something which is now more prevalent than ever. Significant work was also carried out throughout the year in preparation for the new General Data Protection Regulations that came into force in May 2018. Our IT systems availability during 2017/18 continued to exceed the target of 99%.

4 Corporate Considerations

4.1 Consultation and Engagement 4.1.1 The annual performance report at Appendix 1 has been subject to consultation with key officers and elected members. It also draws on and links with a range of published reports, including reports to the Executive Board and Scrutiny Boards, assessing performance against supporting council and partnership plans which are themselves subject to consultation and engagement with relevant stakeholders.

4.2 Equality and Diversity / Cohesion and Integration 4.2.1 This is not a decision-making report so due regard is not directly relevant. Specific equality impact assessments will continue to be carried out for individual initiatives and decisions relating to the delivery of the Best Council Plan. The Equality Improvement Priorities (most recently updated for 2018-22, as approved by the Executive Board at its last meeting on 25th July 2018) were developed to complement the Best Council Plan outcomes and priorities. They continue to

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underpin our ambition to be a compassionate city with a strong economy, tackling the range of inequalities that still exist.

4.3 Council policies and the Best Council Plan 4.3.1 This report brings to Executive Board a performance update on progress against the council’s 2017/18 Best Council Plan. The Best Council Plan itself forms part of the council’s budget and policy framework.

4.4 Resources and value for money 4.4.1 The Best Council Plan provides the strategic context for the council’s budget and financial strategies with resources allocated in support of the Plan’s ambitions, outcomes and priorities. Effectively monitoring and managing performance helps ensure that resources continue to be appropriately deployed.

4.5 Legal Implications, Access to Information and Call In 4.5.1 All information within the report is publicly available; the report is subject to call in.

4.6 Risk Management 4.6.1 There are no risks associated with this annual report. The key risks that could impact upon delivery of the Best Council Plan objectives and details on how they are managed are included in the Corporate Risk Management annual report, most recently considered by this Board on 25th July 2018.

5 Conclusions 5.1 Significant progress has been made in delivering the 2017/18 Best Council Plan with the annual performance report highlighting key achievements across all areas of the Plan within the framework of our Best City / Best Council ambitions. However, we are mindful of the pressures facing the council and the city in terms of the increasing demands on public services within the context of reduced funding and ongoing uncertainties related to Brexit. We recognise the persistent inequalities across Leeds and in specific localities in terms of poverty and deprivation, health and education attainment, access to employment and poor housing. 5.2 These challenges, and how we and our partners in all sectors plan to address them, are explained in the updated Best Council Plan for 2018/19 – 2020/21. We will produce a performance report next year looking back on our progress in delivering the Plan during 2018/19.

6 Recommendations 6.1 Executive Board is asked to: a) Receive the annual performance report and note the progress made against the 2017/18 Best Council Plan. b) Also to note that a summarised, graphically-designed version of the full annual performance report at Appendix 1 will be produced for publication.

7 Background documents2 - None

2 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

Page 122 Appendix 1 Executive Board 19/9/18

BEST COUNCIL PLAN 2017/18: TacklingAnnual Performance poverty and reducingReport inequalities September 2018

Page 123 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

Foreword Welcome to the Annual Performance Report where we are pleased to report on the progress made in delivering the priorities set out in last year’s Best Council Plan for 2017/18. The last eight years have seen unprecedented challenges across local government with the long- term trend of increasing demand for services set against significant cuts to budgets. However, throughout this period we have maintained a positive and distinctive vision for Leeds that has been embraced by the city and we have continued to strive to improve public services whilst delivering major efficiency savings: 2017/18 was no different. Between 2010/11 and 2017/18, Leeds City Council’s core funding from central government reduced by more than half (£239m). Despite ongoing austerity, we have kept our ambition for the city to be one that is compassionate with a strong economy, which tackles poverty and inequalities, is fair and sustainable, ambitious, fun and creative. December 2017 saw the city’s first Compassionate City Awards, which demonstrated just how the council recognises and values the important and positive work individuals, community groups and organisations do to make their local communities and the city a better place. We carried out extensive consultation throughout the year to develop an Inclusive Growth Strategy which was formally adopted in July 2018: the strategy sets out 12 ‘big ideas’ to act as a citywide action plan to encourage inclusive growth in Leeds. 2017/18 was also a year of many highlights: a growing economy; an increased number of visitors to the city; the re-opening of Leeds Art Gallery; hosting major events such as the Leeds Triathlon and the 50th anniversary of the Leeds West Indian Carnival; Leeds ranked highest among the largest cities outside London for health and wellbeing; improvements in the quality of adult social care services; positive Ofsted inspections for children in care; continued progress in tackling hate crime, food poverty and problem gambling; national recognition of our work towards having a council fleet of ultra-low emission vehicles; strong council staff survey results and council spending coming in on budget – to name just a few. Our response to the collapse of major public sector contractor Carillion in January 2018 further illustrated our ability to work innovatively, without the need to outsource work, and with minimal impact on our services. We are not complacent, and we know that tough challenges remain: the stubborn nature of inequality across the city and the knock-on impact to our most disadvantaged residents has come into sharper focus over the last few years. We therefore remain committed to the aspiration that all our residents realise their full potential and maximise their contribution to their communities, whilst protecting the most vulnerable in our society. And we are doing all of this within the context of Brexit, which presents an unknown picture for the future of Leeds and the country as a whole. Working towards our vision, ambitions and priorities for Leeds will help address these challenges but we cannot do this without the invaluable contributions of communities, businesses and other partners from across the city, as well as the expertise and dedication of our elected members and council staff. We wish to pass on our thanks to all who work so hard to make Leeds such a wonderful place to live, work and visit. Looking ahead, we remain ambitious and are confident that the prospects for Leeds remain positive: we firmly believe in the contribution the council can make to the future of the city through strong partnership working and place leadership to sustain the progress already made and take action on areas where we could perform even better. We look forward to working with the people of Leeds and all our partners now and in the future.

Cllr Judith Blake, Leader of Leeds City Council and Tom Riordan, Chief Executive of Leeds City Council

Page 124 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

Introduction

Our corporate plan, the ‘Best Council Plan’, for 2017/18 set out our vision to be the best city and the best council in the country, highlighting seven interconnected ‘Best City’ priorities and our ‘Best Council’ aim to be a more efficient and enterprising organisation. One year on, it is time to look back at how the city and the council have performed against these ambitions. This report considers each of the priority areas, summarising some of the key successes but also highlighting where challenges still exist. These challenges, and how the council and our partners across the city and the region plan to address them, are further explored in the updated Best Council Plan 2018/19 to 2020/21 which retains its focus on tackling poverty and inequalities.

Contents

Best City Priorities

Inclusive Growth pp. 1-4

Health and Wellbeing pp. 5-7

Better Lives for People with Care and Support Needs pp. 8-11

Child-Friendly City pp. 12-14

Resilient Communities pp. 15-19

Transport and Infrastructure pp. 20-23

Low Carbon pp. 24-26

Best Council Ambition

Efficient and Enterprising Organisation pp. 27-30

Leeds City Council’s Intelligence & Policy Service, September 2018

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Best City Priority: Inclusive Growth1

What we set out to do in our 2017/18 Best Council Plan Leeds has recovered well from the recession with new jobs being created, falling unemployment, rising wages and increased tourism and investment in the city. However, economic productivity has not increased and there remains significant poverty in Leeds. The council is committed to ‘inclusive growth’: working with partners to ensure that supporting economic growth and tackling poverty are truly two sides of the same coin. By creating more and better jobs and by enhancing the ability of all our people to contribute to the economy to their full potential, we can boost economic productivity and competitiveness, reduce the costs of poverty to the economy and the taxpayer and improve outcomes for the people of Leeds. The public sector has a role to play in promoting trade and investment in the city, backing innovators and entrepreneurs, providing the right conditions for businesses to grow and encouraging them to invest back into their workforce and local communities.

How did Leeds perform in 2017/18 (based on latest available data) 2017/18 saw the Leeds economy grow, with strong private sector jobs growth, the highest take-up of office space ever and the second highest amount of office space constructed reported in a decade. Although the number of new business start-ups reduced slightly, this was the picture across the country and the number of people with improved skills exceeded targets, making Leeds a more highly-qualified city to boost productivity even further. Visitors to the city increased to a record high of just over 29 million in 2017, providing a more than £1.7 billion boost to the local economy, and we retained our Purple Flag status for excellence in managing the evening and night-time economy. Leeds was also ranked 5th in Lonely Planet’s Top 10 Places to Visit in Europe, the only UK listing, which serves to increase our pride in our city. Key cultural events, such as the World Triathlon Series, the Leeds West Indian Carnival (which celebrated its 50th anniversary) and Leeds Pride, continue to promote Leeds and we announced a six-year cultural programme leading to a 2023 year- long celebration of the city and its diverse cultures. Added to this, we have the largest local- authority run museum service in England and the refurbished Leeds Art Gallery re-opened during the year. Overall, 2017/18 saw the city’s economy remain in good health, although we know there is much more to do to tackle significant poverty and inequality. Low pay is an increasing problem, with people caught in a trap of low pay and low skills, with limited opportunities for career progression, not least with the growth in temporary employment in some sectors. However, 2017/18 saw a modest fall in the number of people claiming Employment Support Allowance and we have the second lowest rate of claimants as a proportion of the working age population of all the Core Cities (the country’s largest cities outside London). There was also an increase in earnings for the lowest paid of our working residents. We need to continue to make progress in improving opportunities for young people and renewing the skills of our existing workforce. These issues, if not addressed, not only lead to inequalities across the city, they hold our economy back: they affect productivity, cause skills shortages, and create additional costs for both businesses and the public sector. This is why we are continuing to work with partners across all sectors to support growth and investment across the city and the region, helping everyone to benefit from the economy to their full potential – real inclusive growth. (Please also refer to the Resilient Communities Priority below for more information on tackling poverty and deprivation in Leeds.)

• In July 2017, following extensive consultation, we published a draft Inclusive Growth Strategy, setting out 12 ‘big ideas’ to act as an action plan to encourage inclusive growth in the city, split

1 This priority was referred to as ‘Good Growth’ in the 2017/18 Best Council Plan. It has since been revised to ‘Inclusive Growth’ for the updated Best Council Plan 2018/19 – 2020/21, in line with the new Inclusive Growth Strategy and so this terminology is used throughout this report. 1 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 126 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

into 3 themes supporting people, places and productivity. The draft included a series of pledges from businesses and other stakeholders to support the aims of the strategy. Very much a ‘city partnership’ plan, the Strategy was formally adopted and launched in July 2018. • In terms of economic output (Gross Value Added – the total value of goods produced and services provided), the Leeds economy grew from £21,791m in 2015 to £22,355m in 2016, a rise of 2.6%, below national average growth of 3.6%. [Source: ONS Regional GVA Income Approach, December 2017. NB: 2016 figures are provisional.] However, GVA per person increased in Leeds from £28,151 in 2015 to £28,597 in 2016, remaining the highest in Yorkshire & Humber and above both the England (£27,060) and UK (£26,584) figures. • The city continues to experience high levels of employment, as measured by the employment rate, with 76.8% of the economically active population (16-64 year olds) in work during 2017/18, well above regional (73.5%) and UK (74.8%) rates. This compares well with the 2016/17 figure of 74.8% in Leeds (72.8% in Yorkshire and Humber and 74.0% nationally). [Source: ONS Annual Population Survey, data relating to Apr 2017-Mar 2018, from nomis 6/9/18] • The number of people working in the private sector in Leeds went up by 0.94% between 2015 and 2016 from 363,000 to 366,400, the smallest increase in private sector employment over that period when compared to the UK’s other core cities, though Leeds continues to have the highest proportion of people employed in the private sector. The number of full-time employees decreased by 2,000 (0.8%) while part-time employees increased by 5,200 (5.1%) and working proprietors up by 200 (2.5%). Across the various industries, information and communication, environmental technologies and digital all showed strong growth; numbers fell in other sectors with a 3,300 fall across manufacturing companies, 11% of employment in that sector. [Source: ONS UK Business Register and Employment Survey (BRES); provisional results 2016, revised results 2015. Released 2 October 2017] • Employment and Support Allowance (ESA) is the main out-of-work benefit for disabled people and those with a health barrier. The most recent published figures for Leeds (relating to February 2018; published August 2018) show a claimant rate of 6.06% (as a proportion of the Leeds working age population), similar to the previous year (6.05%). The Leeds rate compares well with the other English Core Cities: although Leeds has the third highest number of claimants behind Liverpool and Birmingham we have the second lowest rate of claimants as a proportion of the working age population. A reconfiguration of the services provided by the council’s Employment and Skills team saw an increase in the percentage of disabled people and those with long-term health conditions participating in targeted employment support programmes from 18% to over 34% over the year. • 7,200 Leeds’ residents were supported to improve their skills via accredited or non-accredited courses during 2017/18 (provisional figures), 5% higher than the 6,850 target set by the Education & Skills Funding Agency (ESFA). Support is largely through the Adult Learning Programme for residents over 19 years old and delivered by the council, further education sector, third sector and commercial training providers. The programme actively targets learners who are low skilled, have no/low level qualifications, are living in poverty, are unemployed, workless or vulnerable to social exclusion; also individuals facing specific and often multiple barriers and disadvantage, such as adults with learning difficulties and/or disabilities. The most recent Ofsted inspection of the council’s Adult Learning provision took place in February 2017 with all performance areas rated as ‘Good’. • The proportion of Leeds’ working age population with at least a Level 4 educational qualification went up by 2.8% between 2016 and 2017, from 33.6% (169,500 people) to 36.4% (185,300 people); higher than the 2017 proportions for Yorkshire & Humber 2017 (33%) but lower than that for Britain as a whole (38.6%). The 2.8% increase was the third largest increase across the 8 English core cities. Level 4 includes higher education certificates, higher apprenticeships and higher national certificates as well as level 4 awards, certificates, diplomas and NVQs. [Source: ONS Annual Population Survey]

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• Between 1st April 2017 and 31st March 2018, the level of business rates payable across the city (gross of appeals, discounts and reliefs) went up from £428m to £433m, an increase of 1.25%, reflecting the gains and losses to the rating list. This is a good indication not just of economic growth in Leeds but is also important in terms of that growth directly benefitting the city through the changes in the level of business rates retained in a local authority area. In December 2017, the Leeds City Region Business Rates Pool (Leeds is a member along with the other four West Yorkshire local authorities, Harrogate and York) was successful in its government bid to pilot 100% business rates retention in 2018/19, up from the previous 50% retained locally. For the region, this additional income was estimated to be in the region of £40m with the Pool retaining 50% to continue to support and enable regional economic growth and the other 50% allocated to member authorities; for Leeds, this additional business rates income was estimated to be £7.3m. [Source: ‘2018/19 Revenue Budget and Council Tax’ report to Leeds’ Full Council 21/2/18] • The number of new business start-ups fell slightly by 1.8% from 4,684 in 2016 to 4,599 in 2017, ranking Leeds at 116 out of the 326 English districts. This fall is consistent with the Yorkshire and Humber decrease of 1% and is strong when compared to the 4.8% decrease for England. Between 2016 and 2017, Yorkshire and the Humber (-1.0%), the South West (-2.0%) and the North East (-2.7%) saw the strongest growth with the weakest growth in the East of England (- 5.2%), London (-7.0%) and the North West (-8.1%). In Leeds in 2017, Real Estate, Professional Services & Support Activities accounted for 32% of start-ups (1,476), followed by Wholesale & Retail Trade at 14% (647) and Recreational, Personal & Community Services at 12% (565). [Source: data from BankSearch] • Office take-up in the city centre exceeded 1 million square feet in 2017, its highest ever. This was more than double the amount registered in 2016 and 88% ahead of the 10-year annual average for the city. Prime headline rents increased by 9% during 2017 to £30 per square foot. [Source: ‘UK Regional Cities Office Market Review 2018’ (Knight Frank)] • The amount of office space under construction in Leeds increased significantly from 460,690 square feet in 2016 to 771,331 square feet in 2017 – the second highest level reported in a decade. This includes the city’s largest ever commercial property letting of 378,000 square feet of office space at Wellington Place, pre-let to the HMRC to create a new hub in Leeds for around 6,000 civil servants by 2020. [Source: ‘Leeds Crane Survey 2018’ (Deloitte’s)] • Leeds was ranked 2nd of 18 UK cities for the quality of its co-working spaces, helping support new and early stage businesses in particular by sharing overhead costs, offering flexibility and encouraging collaboration. Edinburgh topped the list, followed by Leeds then Bristol based on availability, cost per workstation and business insurance premiums. [Source: ‘Business Matters’, November 2017 edition] In a separate review, considering aesthetics, wifi capabilities, location and communities, Duke Studios was listed in The Huffington Post’s 20 best co-working spaces worldwide - the only UK listing. [Source: Huffington Post 21/9/17, updated 6/10/17] • In November 2017, Leeds’ bid to be the 2023 European Capital of Culture had to be scrapped when the European Commission ruled that the UK would no longer be eligible to have a host city after it leaves the EU. Leeds has risen to this disappointment and in January 2018 we announced plans for a £35m six-year programme, culminating in a year-long celebration of the city’s diverse cultures in 2023. The council’s Leader, Councillor Judith Blake, said, “This cultural programme, a direct legacy of our bid, will see many of the ideas submitted in the Leeds 2023 bid brought together and channelled into a new and unique celebration of Leeds which will give the best of the city’s culture a chance to shine on a stage it deserves.” • Leeds welcomed a record high of 29.01 million tourist visits in 2017, up 6.3% from 2016 and helping to generate more than £1.7bn for the local economy with the tourism industry supporting more than 20,000 full-time equivalent jobs, up 6% from 2016. Day visits went up by 6.5% and overnight stays by 3.6%, highlighting Leeds’ growing popularity as a city-break destination. [Source: Visit Leeds – figures released July 2018, based on STEAM survey]

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• In January 2018 we retained our Purple Flag status, awarded for the second-year running, for excellence in managing the evening and night-time economy. The accreditation celebrates a city’s offer between the hours of 5pm and 5am as safe, clean, diverse, well managed and providing a positive experience. Work on achieving and retaining the award is led by Leeds BID (the Leeds Business Improvement District) and the council in conjunction with several key partners such as the police, Visit Leeds, the ambulance service and Leeds Pubwatch. • In May 2017, the Lonely Planet ranked Leeds 5th in its top ten places to visit in Europe, the only UK listing. “Once defined by its industrial past, Leeds is now a confident, cultural hub in the north of England,” said James Smart, Lonely Planet’s UK destination editor. “To see Leeds take its place alongside some of the world’s top travel destinations is testament to the vision and hard work of the many businesses, organisations and attractions who contribute so much to the continued growth of our thriving visitor economy,” said Leeds City Council’s Leader, Cllr Judith Blake. [Source: Lonely Planet’s Best in Europe 2017 - here] • Passenger numbers at Leeds Bradford International Airport exceeded 4 million people in 2017, the third year of positive growth. For the same period, there were over 33,000 scheduled direct flights to more than 70 destinations. In August 2017 the airport experienced its busiest ever week, with more than 120,000 passengers flying out. [Source: Leeds Bradford Airport, press release 25/1/18] • The city hosted key events throughout 2017 across Leeds, including June’s World Triathlon Series which, at its peak, was watched on TV by more than 2 million people [Source: BBC] with an estimated 70,000 roadside spectators; August’s Leeds West Indian Carnival which celebrated its 50th birthday with an estimated 150,000 spectators; in the same month, Leeds Pride – the largest Pride in the UK to still be a completely free event, the estimated boost to the city centre economy was around £3.7m, up on 2016’s £3.0m [Source: Leeds Pride Impact Survey 2017]; and Light Night Leeds, the annual free multi-arts and light festival that takes over the city centre for two nights in October – in 2017 around 80,000 local, national and international visitors enjoyed the more than 60 events held. [Source: Leeds Light Night page on the council’s ‘What’s on’ website here.] Working with partners across the city, the council actively promoted a full calendar of inclusion and wellbeing events throughout the year: as well as Leeds Pride, these included National Inclusion Week, International Women’s Day, LGBT History Month and Black History Month. Local community events also continued, such as the Community Heroes awards ceremony, Youth Summits, Christmas Lights switch-on events and the first Compassionate City Awards – recognising and celebrating the work of the city’s many unsung heroes - which were held in December 2017. • Visitor numbers across a range of the city’s attractions, including council-run museums and galleries, went up by 9.2% between 2016/17 (2,380,219 visitors) and 2017/18 (2,599,387 visitors). Established in 1821, Leeds Museums and Galleries remains the largest local authority- run museum service in England, caring for more than 1.3 million objects over nine historic sites and visitor attractions to which more than 1 million visitors are welcomed each year, approximately 25% of all museum visits across Yorkshire. [Source: Museums and Galleries overview here] A key milestone in 2017/18 was the reopening in October 2017 of Leeds Art Gallery, closed since January 2016 to carry out extensive essential repairs to the Grade II listed Victorian building.

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Best City Priority: Health & Wellbeing

What we set out to do in our 2017/18 Best Council Plan The vision set out in the Leeds Health and Wellbeing Strategy is that we will be a healthy and caring city for all ages, where people who are the poorest will improve their health the fastest. By supporting healthy lifestyles, working with communities and targeting support in deprived areas we can reduce avoidable deaths, reduce avoidable illness and increase health and wellbeing. Through this work we will improve public knowledge about healthy living and encourage families to be active and take control of their own health and wellbeing. Improving health and wellbeing across Leeds needs to be everyone’s business so we must work with people on what matters to them and at the same time reimagine the way services and communities intervene and work together.

How did Leeds perform in 2017/18 (based on latest available data) 2017/18 was a year of significant progress for the health and wellbeing of Leeds’ residents with more adults active, fewer people smoking and fewer obese children; and in an independent study, the city was ranked highest amongst the UK’s Core Cities for health and wellbeing. But it’s not all good news: infant mortality and suicide rates rose slightly and life expectancy reduced for women and remained static for men. Leeds is rising to these challenges: decision-makers are working together more closely than ever before, we have a clear idea of what change is needed and we have a thriving third sector and strong community assets. However, Leeds remains a city marked by health inequalities, particularly between deprived areas and more affluent ones. Leeds should be a healthy and caring city for everyone, somewhere where people who are the poorest improve their health the fastest, and this is exactly what we as a city are striving to accomplish. We firmly believe we have the right priorities to do this and we continue to work closely with partners locally and city wide.

• In March 2018, Leeds was ranked highest amongst the UK’s Core Cities as the best city for Health and Wellbeing according to an independent study by the What Works Centre for Wellbeing. Leeds did consistently well across a range of indicators that link together to underpin positive wellbeing, including: self-reported happiness and life satisfaction; unemployment; income deprivation affecting older people; child subjective wellbeing; healthy life expectancy; use of natural environment; and life satisfaction inequality. Cllr Judith Blake, Leeds City Council’s Leader, commented, "Leeds has a bold ambition underpinning our health and wellbeing strategy to be the best city for health and wellbeing. This independent research highlights that we are the strongest performing core city using these measures, leading on a wide range of indicators for health and wellbeing as they actually impact on the people living across our varied communities." [Source: ‘Understanding local needs for wellbeing data measures and indicators’, report by What Works Centre for Wellbeing released March 2018] • 15,200 fewer adults in Leeds were classed as inactive (carrying out less than 30 minutes of moderate activity per week) over the year: 155,000 (24.6%) in the 12 months to November 2017, down from 170,000 (27.2%) the year before. This is lower than the England average of 25.7% and compares well to the English core cities: across these 8 largest cities outside London, Leeds has the second lowest proportion of inactive people with the reduction between 2016 and 2017 being the biggest decrease. Nearly all of this reduction has transferred into more people being deemed as ‘active’, defined as people undertaking at least 150 minutes of moderate activity a week: at 66.4% for 2016/17, Leeds is comparable with the English average of 66.0% and higher than the Yorkshire and Humber average of 64.6%. [Source: Active Lives Survey Nov 2016 – Nov 2017, March 2018 release] • Contributing to this indicator, the council promoted a range of physical activity through a number of programmes and initiatives including our Vision for Leisure Centres Refurbishment Programme; increases in the provision of private swimming lessons and gymnastic sessions;

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increases in Health & Fitness membership sales; the growing Leeds Let’s Get Active community scheme; Go Tri sessions take-up; the Leeds Girl Can programme; cycling and walking programmes; and the opening of the Bike Park in Middleton. A number of these programmes focus primarily on reducing inactivity by improving opportunities for people to participate from underrepresented groups such as women and girls, those from deprived communities and disabled people. • In April 2017, the UK’s first purpose-built triathlon training base opened at the University of Leeds. The Brownlee Centre – named after Alistair and Jonny Brownlee – sits alongside a new 1- mile cycle circuit, enhancing facilities for cycling and triathlon in the region. Open to sports enthusiasts of all ages and abilities, the circuit has a full programme of activity including ‘pay and pedal’, HSBC UK Breeze Rides for women and girls and special training sessions for elite athletes, University and local clubs. Bikes for children and adults are available to hire, along with hand cycles, trikes and tandems for use by riders with disabilities. The centre is also the new home for the Leeds Triathlon Centre where most of Britain’s Olympic triathletes train. • Obesity levels in reception and Year 6 across Leeds’ schools remained below both the regional and national averages for the 2016/17 academic year: for reception (aged 4-5 years), Leeds’ rates were 8.6% compared to 9.7% regionally and 9.6% nationally; at Year 6 (aged 10-11 years), Leeds’ rates were 19.1% (down from 20.4% the previous academic year) compared to 20.4% regionally and 20.0 % nationally. [Source: National Child Measurement Programme – England, 2016-17, published 19 October 2017 NHS Digital] • In November 2017, Leeds City Council won the Best Partnership award at the 2017 National Sustainable Travel Awards for the June 2017 Schools Yorkshire Tour event. Delivered by ten local authorities in Yorkshire and supported by Sustrans, the annual event aims to encourage more young people to take up cycling to better their health and wellbeing, reduce congestion and improve the city’s air quality. Pupils from 95 Yorkshire schools took part in the 245-mile baton relay starting in on 12 June 2017 and finishing in Leeds on 27 June as a celebration of National Bike Week. • Life expectancy at birth for women living in Leeds fell slightly between 2012-14 and 2014-16 from 82.3 years to 82.2 years and for men from 78.3 years to 78.2 years. This places Leeds behind both the region (for 2014-16, female life expectancy was 82.4 years; male 78.7 years) and England as a whole (women 83.1 years; men: 79.5 years). [Source: ONS Life Expectancy at Birth and at age 65 by local areas, UK – release date 7 December 2017] Although this downturn is a concern, more results are needed before it is seen as a trend. Of concern right now, however, is the gap in life expectancy between those living in the most and least deprived areas of Leeds: between 2013 and 2015, the difference in life expectancy for women worsened by about 6 months to 4 years 8 months and for men by about 3 months to 5 years 5 months. All this means that life expectancy for both men and women in Leeds is falling further behind England as a whole. Leeds’ Director of Public Health’s report for 2017/18 provides further information on the key factors behind this, including infant mortality, drug-related deaths in men, alcohol-related deaths in women and suicides in men. Comparing the periods 2013/15 to 2014/16, the infant mortality rate per 1,000 births increased from 4.1 to 4.4 with the number of infant deaths rising to its highest number since 2009. • Suicide rates within Leeds have also risen slightly compared with previous years. The most recent figures (an aggregate for the three-year period 2014-16) show the suicide rate per 100,000 population increased from 7.2 to 7.8. In Leeds, men are five times more likely to take their own life than women, considerably higher than the national average of three times more likely. [Source: Director of Public Health Annual Report 2017/18] Hospital admission numbers due to deliberate self-harm increased from 1,746 in 2015/16 to 2,035 in 2016/17, significantly above the England average and against the national downward trend. [Source: Public Health England, Public Health Profiles] • Smoking prevalence amongst the over 18 population in Leeds has reduced from 17.8% (2016) to 16.7% (2017). Local monitoring shows that smoking prevalence in ‘deprived’ areas of Leeds 6 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 131 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

(areas considered in the 10% most deprived nationally) was, however, much higher at 31.05%, although this also significantly decreased during the course of 2017/18 from 35.7% in 2016/17. [Source: Leeds GP audit data]. Successful completion of drug and alcohol dependency treatments continue to increase as does the uptake of NHS health checks. • The rate of teenage pregnancy in the city (conception rate per 1,000 women below the age of 18) fell between 2014 and 2016 but remains above both the regional and national rates. In Leeds, the rate for 2016 was 27.9 (this equates to 330 conceptions in Leeds; comparable rates per 1,000 were 22 in Yorkshire & Humber and 18.8 for England as a whole), slightly above the 2015 figure of 27.3 (325 conceptions in Leeds; with Yorkshire & Humber at a rate of 24.3 and England at 20.8) but below the 2014 rate of 29.4 (358 conceptions in Leeds; rates for the region and for England respectively were 26.4 and 22.8). [Source: ONS Conception Statistics, England & Wales. Release date 27 March 2018] • Leeds City Council with the NHS and the city’s three universities have, through the Leeds Academic Health Partnership, launched the Health and Care Workforce Academy. This will enable a ‘one workforce’ approach and will support broader work to promote social mobility. • All seven major Health and Care organisations across the city recognised the need for a single approach to delivering Digital and Information for more integrated health and care and to underpin the Leeds Plan (the local Sustainability and Transformation Plan, helping deliver the Leeds Health and Wellbeing Strategy). They therefore agreed to the joint funding and setting up of the City Digital Partnerships Team: hosted by the council, this is now operational. Through this, we are underway in building shared infrastructure. These developments led us to bid to become one of only five Local Health and Care Record Exemplars across the UK with the aim of extending the approach in Leeds across Yorkshire and the Humber: we successfully secured £7.5m with additional match funding. Implementation is now underway with a Yorkshire and Humber Digital Care Team being set up.

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Best City Priority: Better Lives for People with Care and Support Needs

What we set out to do in our 2017/18 Best Council Plan Helping people to be independent, live in dignity and enjoy happy, healthy and active lives is at the heart of Leeds’ ambition to be a compassionate city with a strong economy. Through this, one of our priorities is to ensure that people with care needs are given the right care at the right time. Where people are able to be independent, we will help them get the right support and access to services that enable this for as long as possible.

How did Leeds perform in 2017/18 (based on latest available data) Over the year, we had a clear focus on improving the quality of lives for people with care and support needs. Against the headline ASCOF (national adult social care outcomes framework) quality of life measure for people receiving social care services, Leeds improved even more in 2017/18, having been in the top quartile of authorities in 2016/17. The quality of care services improved, with an increasing percentage of Leeds residential care and nursing homes rated as good by the Care Quality Commission and more issues resolved for the public at the first point of contact. Adult Social Care service users reported an improved experience across six key satisfaction measures and more people had control over their day-to-day life, as well as a higher proportion of users saying they felt safe. More people were helped and supported to live in their own homes in 2017/18, continuing the downward trend over the last four years in admissions to residential and nursing care homes for older adults, a number benefitting from the new Skills for Independent Living reablement service (SkILs). Leeds also continues to reduce the number of Delayed Transfers of Care from acute hospital. The city’s Third Sector services once again played a key role in tackling isolation and loneliness, providing practical help and support and meaningful daytime activities. Leeds has been at the forefront of developing new approaches in the provision of social work – the way we provide social care has undergone something of a quiet revolution. We moved away from eligibility and assessment towards a strengths-based and person-centred approach, with the starting point now always being to look first at what someone can do rather than what they cannot. One of the fundamental changes in our approach has been a focus on having better conversations with people and, working with a number of community organisations, we have facilitated connections between local people to better support older people in the community, encouraging them to share their skills with the aim of creating sustainable places in which to live. With the changing demographics of a growing and ageing population with more complex and costly long-term health conditions, we must continue our work alongside key partners to support the people most at need. • The national Adult Social Care Outcomes Framework (ASCOF) measures how well care and support services achieve the outcomes that matter most to people based on a number of statutory national government returns, and results from an annual survey of service users and a bi-annual survey of carers; measures relating to delayed transfers of care (DToCs – i.e. when a patient is medically deemed fit to be discharged or transferred from hospital or similar care provider but is still occupying an acute hospital bed) and people supported from hospital draw upon health-reported data. The ASCOF is used both locally and nationally to set priorities for care and support, measures progress and strengthens transparency and accountability. Data is published annually, and, at the time of writing, official 2017/18 performance figures for England and all local authorities have not yet been published. As such, all ASCOF 2017/18 data for Leeds below is provisional and comparisons with regional and national performance figures are only available for 2016/17. [The source for all ASCOF 2016/17 data referred to below is NHS Digital’s,’ Measures from the Adult Social Care Outcomes Framework, England – 2016-17’, published 25 October 2017.]

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• Against the headline ASCOF 1A quality of life measure for people receiving adult social care services, Leeds improved again in 2017/18. The measure is an average quality of life score based on responses to eight questions in the Adult Social Care Survey. Against a maximum possible score of 24, in 2016/17 Leeds scored 19.4 (compared to the regional and national average 19.1), placing it in the top quartile of local authorities across the country and in 2017/18 this has provisionally increased to 19.7. • The proportion of people who use services who have control over their daily life (ASCOF measure 1B) has increased over the last three years from 77.3% in 2014/15 to 79% provisional in 2017/18. This compares well with the 2016/17 rates for England (77.7%) and the region (77.4%). • The proportion of people who use services and reported that they had as much social contact as they like (ASCOF 1I) went up from 45.5% in 2016/17 (slightly above the national average 45.4%) to 51% in 2017/18. • The proportion of Care Quality Commission (CQC)-registered care services rated as ‘good’ or ‘outstanding’ by the CQC rose significantly from 65.2% in 2016/17 to 75.9% in 2017/18. Whilst the data is a snapshot of performance at a given time, the improvement over the last year is based on a clear commitment in Leeds for supporting the quality of provision in the sector, including the reshaping of support and investment in the Care Quality Team. • The percentage of new client referrals for specialist social care resolved at the initial point of contact or through accessing universal services improved throughout the year: at March 2018, performance was 24.1%, above the 2016/17 year-end figure of 20.8%. This local measure focuses on evidencing the impact of the strengths-based approach and the benefit of having the right conversations at the right time. • Leeds continues to perform well against the national ASCOF measure 1c for service users who receive self-directed support (98.3% in Leeds in 2016/17 compared to the England average 89.4%; though this has provisionally fallen slightly in Leeds in 2017/18 to 98.1%). Leeds also performs well when looking at the percentage of carers receiving self-directed support and carers receiving direct payments (for self-directed support: Leeds’ figure was 95.6% in 2016/17 compared to 83.1% across England, slightly falling in Leeds provisionally to 94.6% in 2017/18; for direct payments: Leeds’ figure was 89.2% in 2016/17 compared to 74.3% across England, slightly falling in Leeds provisionally to 88.4% in 2017/18). However, Leeds performs less well when looking at direct payments to service users (21.1% in Leeds in 2016/17 compared to the England average of 28.3%; this has provisionally fallen in Leeds in 2017/18 to 20.1%, short of the local target we have set ourselves of at least 25%). Part of promoting greater uptake of direct payments is to streamline the process for accessing and facilitating payments, including the introduction of prepaid cards. This will provide a basis for increasing uptake in future. • Over the last year there have been improvements in results related to people with learning disabilities in paid employment and living in their own home or with their family (ASCOF measures 1E and 1G respectively). The former saw a rise from 6.1% in 2016/17 (5.7% nationally) to 6.7% provisionally in 2017/18; the latter has significantly increased from 61.9% in 2016/17 to 71% in 2017/18 - in 2016/17 the result was well below the England average of 76.2%, placing Leeds in the fourth quartile nationally, leading to an increased focus. • The Leeds rate of adults aged 65 and over who best have their long-term support needs met through admission to residential and nursing care homes (ASCOF 2A) continues to reduce (from 615.6 per 100,000 population in 2016/17 down to 601.5 provisionally in 2017/18; this compares to 610.7 for 2016/17 across England), continuing the downward trend over the last four years. 2017/18 though has seen an increase in the admission rate for the 18-64 age range: from 7.7 per 100,000 population in 2016/17 to provisionally 11.7 a year later. While Leeds’ performance remains good in comparative terms (in 2016/17 the England average was 12.8 per 100,000 population, placing Leeds in the top quartile), this is an area of focus to understand and address. The number of people provided with long-term social care support in Leeds has remained relatively static between 2016/17 and 2017/18 at around 11,000.

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• Delayed transfers of care from hospital (ASCOF 2c) remains a national priority and in Leeds, performance for 2017/18 was mixed. On the positive, for March 2018, delays in Leeds attributable to social care were just over half the national rate (1.9 daily beds per 100,000 population in Leeds compared to 3.5 nationally). But when social care only delays are combined with those attributable to both the NHS and social care, the Leeds rate at the end of March 2018 is 9% above national at 4.8 beds per 100,000 in Leeds compared to 4.4 nationally. The overall Leeds rate was 17.5 daily beds per 100,000 population for March 2018, 54% above the England mean of 11.4. A majority of the delays attributable to both social care and the NHS relate to Leeds Yorkshire Partnership Foundation Trust and the availability of appropriate provision, especially nursing home provision for people with complex needs. The number of DToCs from Leeds Teaching Hospital Trust (LTHT) fell from 418 in April 2017 to just 23 in March 2018, following significant work with LTHT to improve multi-agency working, implementation of the Integrated Discharge Service and improvement to the reablement pathway direct from hospitals. • Leeds’ performance remained good in 2017/18, though slightly down on the previous year, in relation to the percentage of older people aged 65 and over who are supported with reablement or rehabilitation services when leaving hospital and were still at home 91 days after discharge (ASCOF 2B). In 2017/18, the provisional figure for Leeds was 85.8%, down on the 2016/17 figure of 89.2%; compared to the England rate of 82.5%, this placed Leeds in the top quartile nationally in 2016/17. • The implementation of the new SKiLs reablement service following a system redesign has led to an increase in referrals to reablement, an outcome of the direct referral process from hospital ward to the SKiLs service. The improved referral process means fewer inappropriate referrals and there has also been an increase in the number of people completing reablement from 161 in March 2017 to 242 completing in March 2018. During the 8 months of 2017/18 during which the new service was operational, 1,868 people completed a re-ablement service, up from 1,717 for the 12 months of 2016/17. • Overall, more adults and older people were helped to live at home in 2017/18, continuing the upward trend of recent years. Based on the ratio of people receiving community-based support versus those supported in care homes, the ratio has gone up from 1.81 in 2015/16 to 1.87 in 2016/17 and 1.99 in 2017/18. This is a local measure and, whilst it does not capture the breadth of more preventative community-based support, is going in the right direction. • Many are supported to stay at home through home adaptations. The target timescales are 70 days for high priority cases and 182 days for lower priority cases - the time measure begins when the case is received following completion of the social care assessment and ends upon completion of the adaptations. The target for Leeds, reflecting that set out in government best practice guidance, is to achieve 95% of adaptations within target timescales. In 2017/18, 94% of council housing and 95% of private sector jobs (this includes housing associations) in Leeds were completed within the target timescales. • ASCOF measure 2d - ‘The outcome of short-term services’ - measures the percentage of new service users who go on to receive no further long term services. In Leeds this rose from 54.9% in 2016/17 (below the national figure of 77.8% for that year) to provisionally 59.5% for 2017/18. • There has been a small improvement in the ASCOF 3a measure for overall satisfaction of people with their care and support, up from 60.9% in 2016/17 to provisionally 62% in 2017/18 (this compares to the England average of 64.7% in 2016/17). There was a small decrease in the proportion of people who use services who find it easy to find information and support (ASCOF 3D), down from 75.7% in 2016/17 to provisionally 74% but this remains in line with the 2016/17 England average of 73.5%. • The latest Personal Social Services Survey of Adult Carers in England was carried out in 2016/17: Leeds performed well, reporting the lowest number of respondents who felt that they had no control over their daily life (4.9%) and the lowest number of respondent who felt socially isolated (4.8% compared to the Yorkshire and Humber average of 5.6%, the England average of 10 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 135 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

5.7% and the comparator average of 5.5%). [Source: ‘Personal Social Services Survey of Adult Carers in England (SACE)’, published 3 August 2017 NHS Digital] The next carers’ survey will take place in 2017/18. In the interim, local figures show an increase of 49% in the number of carers provided with a service to support them in their role as carers: up from 474 in 2016/17 to 707 in 2017/18. • Survey results for how safe people feel (ASCOF 4A) and how their services help them to feel safe (ASCOF 4B) have remained stable. In 2017/18, 73% of respondents felt safe (slightly up on 72.8% in 2016/17 which was above the England average of 73.5%) and 87% say their services have made them feel safe and secure (again, slightly up on 2016/17’s result of 86.9%, above the England result of 86.4% for that year); these results have improved year on year in Leeds since 2013/14. Improvements in experience reported in the annual survey link in with a greater awareness of and ongoing review of user experience through the safeguarding process. Leeds has introduced ‘Making Safeguarding Personal’ which includes recording and monitoring how well we are able to make vulnerable adults feel safe from their perspective. Over the past year the percentage of safeguarding cases in which people’s view have been sought has risen from 93.8% to 96.5%. In both last year and the previous year the proportion who said that their desired outcomes were met was around 95%. • Leeds has been at the forefront of developing new approaches in the provision of social work. The aim is to ensure people are supported earlier and the use of existing networks, community- based and rehabilitative services are maximised to support independence. Between 2016/17 and 2017/18 the pattern of support started to shift with a higher proportion of people being signposted or referred for short-term support (up from 56% in 2016/17 to 63% the following year). The percentage who went on to have a full adult social care assessment dropped from 44% to 37%, and of those assessed the proportion with eligible needs increased from 83% to 90%.

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Best City Priority: Child-Friendly City

What we set out to do in our 2017/18 Best Council Plan Through our aspiration to be a child-friendly city, we are making a real difference in the lives of children, young people and their families. More children in Leeds are now safe and secure in their families; children and young people have greater voice and influence; and an increasing number are achieving good outcomes, including making good progress in their learning. This is an ongoing journey: we need to maintain this progress by continuing to put children and young people at the heart of the council’s policies and partnership working, staying focused on keeping children safe and working collectively to ensure that families get the support they need. Our aim is to ensure that the needs of vulnerable children, young people and families who experience inequality of opportunity or outcomes are identified and responded to as soon as possible.

How did Leeds perform in 2017/18 (based on latest available data) Child-Friendly Leeds marked its fifth birthday in July 2017 with a big birthday bonanza celebration. Not only is Leeds committed to making a real difference to the lives of children and young people, but we are making a real difference too. Ofsted has reported that ‘social work is flourishing’ and fewer children are on child protection plans; however we still have a number of concerns that we remain focussed upon improving. Educational attainment, particularly of more disadvantaged children, is still a huge challenge and moving forward the refreshed Children and Young People’s Plan 2018-2023 acknowledges this with a greater focus on learning and readiness for learning. School attendance has stayed at the same level but we remain committed to good attendance by our pupils – the fact our authorised absences compare well indicates this. This year saw a slight increase in both the number of looked after children and the number of NEETs (those not in employment, education or training) but significant progress is being made in improving outcomes for children and young people, although we know that this is not always consistent across the city and for different groups and communities. We want our children to have the best opportunity for successful and fulfilling adult lives and this is exactly what we are working for.

• In January 2018, Leeds City Council was in the first cohort of local authorities to receive a focused visit from Ofsted under their new Inspection of Local Authority Services (ILACS) framework. This visit looked at children in care with specific reference to the quality of matching, placement and decision-making for children in care including, for example, the quality of planning and the identification and management of risks. The focus was on children with particular vulnerabilities, including those experiencing mental health or emotional wellbeing difficulties, those involved in offending behaviour and/or substance misuse, those at risk of child sexual exploitation (CSE) and those with repeated missing episodes. Inspectors noted that they would also consider the effectiveness of management oversight including performance information and quality assurance systems, the quality of corporate parenting and the capacity of in-house and commissioned services. Ofsted’s outcomes letter was positive, noting that, “The local authority clearly understands its strengths and areas for development. It takes its corporate parenting responsibilities very seriously. Senior leaders have created an environment in which social work is flourishing.” [Source: Ofsted letter to Leeds’ Director of Children and Families 22 February 2018 – available here.] • In July 2017 and for the second year running, Adel Beck secure children’s home was rated by Ofsted as outstanding overall; in 2017, the home’s leadership was also rated as outstanding, building on the previous assessment. Inspectors commented, “This is an establishment that totally focuses on getting the best for young people, and, as a result, all young people make exceptional progress relative to their starting points and time spent in the home.” • Since 2011, the focus on safely and appropriately reducing the number of children looked after has seen a 12% reduction in looked after numbers in Leeds (from 1,450 children and young

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people in March 2011 to 1,275 in March 2018) compared to an 11% rise over that period across England. Numbers in Leeds have risen slightly over 2017/18 from 1,253 (76.6 per 10,000 children and young people) to 1,275 (77.4 per 10,000) at the end of March 2018, broadly tracking the general increase in the under-18 population in the city; the 1,275 includes 51 unaccompanied asylum-seeking children. • At the end of March 2018 there were 527 children and young people subject to a child protection plan, down from 533 the year before. 96% of child protection reviews in March 2018 met timeliness criteria. Initial child protection conference (ICPC) timeliness for 2017/18 was just over 78%, with timeliness for reviews completed in March dropping to just below 50% - this was due to the heavy snow this spring; this figure is being closely monitored. • In Leeds primary schools, attendance levels have remained the same at 96.0% for the academic years 2015/16 and 2016/17, matching the national average and slightly above the Yorkshire and Humber regional average of 95.8%. Within this, persistent absence for 2016/17 was 8.4%, above the England average of 8.3% but well below the regional average of 9.4%. In secondary schools, the absence rate also remained the same over the two academic years at 94.3%, matching the regional average but below the England rate of 94.6%. Within this, persistent absence for 2016/17 was 15%, above the England average of 13.5% but slightly below the regional average of 15.1%. Of particular concern are those classed as ‘Children in Need’: of this group, one quarter of all primary age pupils were persistently absent in 2016/17 and almost one half of all secondary age pupils. Authorised absences in Leeds compare well at both primary and secondary levels (primary: 2.7% in Leeds, below England’s 3.0% and the region’s 2.9%; secondary: 3.4% in Leeds, below England’s 3.8% and the region’s 3.7%), reflecting our schools’ commitment to good attendance. [Source: Department for Education ‘Pupil Absence in Schools in England 2016 to 2017’ national and local authority tables, published 22 March 2018, updated 20 June 2018] • There has been a considerable increase in the proportion of children achieving a good level of development in Leeds at the Early Years Foundation Stage: from 51% in 2013 to 65% in 2017, though still below the national levels of 69.3% and 71% in 2016 and 2017 respectively. In 2013, Leeds was the poorest performing local authority on the ‘gap for lowest attaining children’ measure but the gap to national has reduced in every year since then, now standing at 1.6 percentage points. [Source: Department for Education ‘Early years foundation stage profile results in England, 2017’, Statistical First Release 19 October 2017] • The percentage of children reaching the expected standard at the end of primary school (Key Stage 2) in reading, writing and maths significantly improved in Leeds from 48% in the 2016 academic year to 55% in 2017, though remains below the national figures which went up from 53% in 2016 to 61% in 2017 and the Yorkshire and Humber regional 58% for 2017. [Source: Department for Education National Curriculum Assessments at key stage 2 in England, 2017. Statistical First Release 31 August 2017. NB: 2017 figures are provisional.] • Progress 8 aims to capture the progress a pupil makes from the end of key stage 2 (Year 6) to the end of key stage 4 (Year 11). It compares pupils’ achievement – their Attainment 8 score – with the average Attainment 8 score of all pupils nationally who had a similar starting point (or ‘prior attainment’), calculated using assessment results from the end of primary school. Progress 8 is a relative measure, therefore the national average Progress 8 score for mainstream schools is very close to zero; a Progress 8 score above zero indicates a school is making above average progress. Leeds schools have performed well with a Progress 8 score of +0.07 for the 2016/2017 academic year, placing Leeds as the 37th best performing authority in the country. However, the percentage of pupils achieving a strong pass (9-5) in their GCSEs at the end of key stage 4 was 39.3% for the 2016/17 academic year, below the Yorkshire and Humber regional rate of 40.7% and the national average of 42.9%, placing Leeds in the third quartile nationally (98 of 147 local authorities). [Source: Department for Education Revised GCSE and Equivalent Results in England, 2016 to 2017. Statistical First Release 25 January 2018]

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• At all key stages in Leeds, non-disadvantaged pupils perform either broadly in line with, or better than, their peers nationally, but the attainment of the disadvantaged group in Leeds lags far behind. The refreshed Children and Young People’s Plan 2018-23 acknowledges this ongoing challenge with a disproportionate focus on learning, and readiness for learning, to narrow the gap, enabling all children and young people to achieve, particularly those learners who are more vulnerable to poor outcomes. • The national NEET (young people who are not in employment, education or training or whose status is ‘not known’) measure changed in September 2016 when government changed the definition, timing and the cohort to be tracked. The most recent published national data (the three-month average for December 2016 to February 2017) shows that Leeds ranked 98th amongst local authorities at 6% (2.9% NEET, 3.1% ‘not known’ – 870 young people) in line with the national average of 6%. [Source: Department for Education 2016 Local Authority NEET figures] Locally-calculated year-end figures suggest that the provisional Leeds measure for 2017/18 will be 7%, largely due to a rise in ‘not known’ numbers. Work has been ongoing to reduce these: comparing December 2017 with April 2018 shows that the perception of ‘not known’ has fallen from 5% to 2.9%, with the majority of young people whose status is now known being in employment, education or training. • 2017/18 marked the fifth birthday of Child Friendly Leeds. Nearly 800 people are now child friendly ambassadors, helping to promote Child Friendly Leeds, and supporting young people to have their voices heard. Over 6,300 young people voted in the most recent Leeds Children's Mayor ballot, and more than 17,000 young people voted in the 'Make Your Mark', an annual ballot that decides a topic for the UK Youth Parliament to debate. Young people 'took over' the Children and Families Trust Board as part of the annual Takeover Challenge, and led a discussion about the refresh of the Children and Young People's Plan. As a result, an eleventh priority on affordable, safe, and reliable connected transport for young people has been added to the Plan.

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Best City Priority: Resilient Communities

What we set out to do in our 2017/18 Best Council Plan Leeds is one of the fastest growing cities in the UK with people of different ages and from many different backgrounds, cultures and beliefs living and working alongside each other. As a City of Sanctuary, we celebrate this rich diversity and want Leeds to be a welcoming city for all, where people get on with each other and feel like they are part of their local neighbourhood. To achieve this, we need strong local leadership, to increase community conversations to resolve problems and conflict locally, raise aspirations, create better links to social and economic opportunities, and improve the city’s resilience to extremist narratives. Increasing community engagement and participation will reduce dependency on public services, building more resilient communities across the city that make the best use of their strengths and assets to overcome challenges.

How did Leeds perform in 2017/18 (based on latest available data) 2017/18 saw our ongoing commitment to enabling communities to become stronger and more resilient to economic change in particular, a real reflection of the people that live and work within them. Poverty remains a challenge – illustrated for example by the annual demand for emergency food provision continuing to increase – but we are working hard to tackle this: in particular through our ongoing provision of welfare support and advice and a new Locality Working model, whereby we seek to adopt new, flexible and collaborative working practices, focused on our most deprived communities; having at its heart a more joined-up and effective service provision. This needs to be seen hand in hand with our approach to Inclusive Growth, particularly how we increase earnings and opportunities for our lowest paid working residents. (For more information, please also refer to the Inclusive Growth Priority section above.) Although ‘serious acquisitive crime’ increased slightly and the number of anti-social behaviour and nuisance concerns reported increased too, the relative stability in the rate of the self-reporting of domestic violence reflects the confidence victims have in West Yorkshire Police and the Safer Leeds Partnership. The number of hate incidents has risen and so we continue to work hard to promote Leeds’ clear no tolerance message towards hate crime: of particular note was the National Hate Crime Awareness Week which took place in October 2017, during which the updated Leeds Hate Crime Strategy, ‘Responding to Hate’ was launched. October also saw National Responsible Gambling Week, where the council joined forces with the gambling industry to launch a high-profile campaign across the city called ‘Beat the Odds’. This aimed to raise awareness of gambling-related harm, reduce the risk of problem gambling and provide advice on how to get help and support.

• The DWP estimates that 3.6 million adults living in relative poverty are from households where at least 1 person is in work, affecting almost 9.3% of all working age adults in the UK in 2016/17. Applying this to the working age population of Leeds, around 47,000 Leeds adults could be affected by in-work poverty before housing costs. After housing costs are deducted, the figure rises to 13.9%; applied to Leeds, this would be around 71,000 adults. [Source: DWP, ‘Housings below average income (HBAI)’ March 2018] • It is estimated that 19.8% of all Leeds working residents earned less than the Real Living Wage in 2017 (a decrease from 2016’s estimate of 20.4%), affecting around 65,000 full-time-equivalent (FTE) residents; 11% of them working full time, 44% part-time. [Source: based on ONS Annual Survey of Hours and Earnings (ASHE), November 2017] The council remains committed to paying its own staff in line with the living wage. • The aim of the council’s Local Welfare Support Scheme is to help support the most vulnerable people in Leeds by way of goods or services rather than direct cash payments. This includes families under exceptional pressure, homeless people or rough sleepers, vulnerable older people, people fleeing domestic violence, young people leaving care or living independently, people moving out of institutional or residential care into the community, ex- offenders leaving 15 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 140 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

prison or detention centres and people with disabilities. In 2017/18 the number of eligible applications that sought assistance from the £800k scheme was 2,841, of whom 76% (2,150) were successful in receiving an award. • Leeds Food Aid Network (FAN) exists to help bring different people, initiatives and institutions together who are involved in tackling food poverty in the city. As well as the Welfare Support Scheme, there are 6 foodbanks and 6 organisations providing food parcels as an added service in Leeds. There are also 11 drop-ins/soup kitchens, 4 street outreaches, 2 specialised services providing food for asylum seekers/refugees, a number of informal parish pantries and social enterprises such as the Real Junk Food Project. Latest figures show that 26,831 people accessed a foodbank in 2016/17, up almost 7% on 2015/16 (25,168). During 2016/17, 60,474 meal packs were handed out through a drop in/soup kitchen or through street outreach, up almost 11% from 54,546 the year before. [Source: Leeds Food Aid Network, August 2017] Breakfast provisions including cereal and bakery items are being provided for clubs at 92 schools across Leeds, involving around 6,000 children. This partnership is supported by Kellogg’s who provide much of the breakfast cereal. The scheme is also providing fresh fruit to school from a new partnership with International Procurement and Logistics, the Fruit and Veg supplier to ASDA. In the last 12 months, enough food has been supplied to provide 383,175 breakfasts. • To help tackle ‘holiday hunger’ – the times during the school holidays when many families’ budgets are particularly stretched – the council provided £75,000 to the Leeds Community Foundation (LCF) to run a grant scheme providing activities, including the provision of a meal, to school children during the 2018 Easter and summer holidays. Launched as the ‘Healthy Holidays’ project, 42 of the 50 applications received were approved. The scheme has been praised by FareShare (the UK charity aimed at relieving food poverty and reducing food waste) who believe this is the most comprehensive programme of its kind anywhere in the country. • The council’s Welfare Rights team provided welfare advice to 36,673 customers in 2017/18, down by 2.8% on the 37,720 customers seen during 2016/17, though some of this reduction may be due to data discrepancies arising from the introduction of a new case management system in September 2017. 1,165 welfare appeals were received in 2017/18 (49.7% in connection with a PIP – personal independence payment – claim; 44.0% with regard to an ESA – employment and support allowance - claim), an increase of 11% from 2016/17 when 1,049 appeals were received. The increase in number of appeals continues to put pressure on the team, causing a number of clients having to wait for longer periods of time to be seen and/or having to be helped over the telephone as no appointments are available prior to the appeal hearing. Despite this, 92.6% of clients rated the service as ‘excellent’ and a further 6.7% as ‘good’. Looking forwards, it is estimated that the number of appeals will remain high due to the ongoing migration of disability living allowance to PIP and that the demand for advice will also stay high as Universal Credit moves to full digital service in Leeds on 10th October 2018 (meaning all new claims from any new claimant will be a claim for Universal Credit). • The council’s Housing Benefit caseload fell slightly between April 2017 and March 2018 from 75,565 cases (62,004 housing benefit cases; 13,561 Local Council Tax Support cases) at the start of the year to 73,610 (60,414 housing benefit cases; 13,196 Local Council Tax Support cases). The average speed for processing claims improved, dropping from 18.46 days for new claims and 9.23 days for changes in 2016/17 to 15.78 days for new claims and 7.38 days for changes in circumstances. The most recent nationally published performance figures are for the third quarter of 2017/18 against which Leeds compares well: for that quarter, the average speed for processing new claims in Leeds was 16 days, well below the Yorkshire & Humber and England figures of 22 days. The average speed of processing changes in Leeds was 10 days, matching the national and regional figures. • Discretionary Housing Payments (DHP) can be awarded to customers in receipt of Housing Benefit but whose benefit does not cover their rent in full. Awards are primarily made to customers adversely affected by welfare reform. In 2017/18, the total budget available for DHP

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was £2.8m, including contributions both from central government and the ring-fenced Housing Revenue Account. • Leeds Credit Union (LCU) is one of the key partners in the city working alongside the council to help combat the problems brought about by financial exclusion. Residents and households who are deemed to be financially excluded often lack easy access to affordable banking services and are unable to access cheaper goods and services. This can lead to debt issues, including getting into arrears with rent and other priority payments. The LCU has an ambition to build its loan book to £20m and membership to 41,000 by 2020 in order to significantly increase its ability to offer affordable lending and banking services to Leeds’ citizens, particularly those living in more deprived communities. The council has continued to support the Credit Union’s ambition through marketing campaigns, providing a presence in One Stop Centres, the improvement of back office infrastructure and the opening of high street Loan Shops across the city. Membership for the quarter ending March 2018 stood at 31,778 (36,696 total members), up by nearly 2.5% on the same period last year. The total ‘gross loan book’ for the Credit Union has now increased from £8m in 2012 to £9.6m. • The rollout of Community Hubs continued during 2017/18, bringing together libraries, One Stop centres and other partner services under the one roof with a focus on reducing financial hardship and helping people into work. 14 Community Hubs out of the proposed 37 are now open. The Community Hubs have brought a range of new services to local people including the Leeds Credit Union, Money Buddies, Legal Clinics, Community Learning, Bike Libraries and, in some, cafes; at two sites the Post Office is delivering a service. During the year the Hubs helped 2,773 residents into work, and a further 415 residents moved into work after taking part in the council’s Personal Work Support Package, aimed at people who have been long-term unemployed. • Expanding on the work of our Community Committees, 2017/18 saw us further progress plans for a more joined-up service offer in a number of priority wards in the inner areas of the city and those neighbourhoods which fall into the 1% most deprived nationally (based on government’s Indices of Multiple Deprivation for England, most recently updated in 2015). New delivery arrangements for the Locality Working Priority Neighbourhoods are now in place with oversight from the Community Committees in terms of local implementation and, at a strategic level, from a new Neighbourhood Improvement Board. Central to our ambition is a place-based, integrated approach to service delivery, combined with a targeted focus on tackling poverty and reducing inequality in some of our poorest neighbourhoods. • From Leeds Beckett University’s research commissioned by the council in 2016, it is estimated that in Leeds, around 10,000 people are problem gamblers with a further 30,000 at risk of developing a problem. In October 2017, to coincide with National Gambling Week, the council joined forces with the gambling industry to launch a high profile marketing campaign. ‘Beat the Odds’ was aimed at raising awareness of gambling-related harm, reducing the risk of problem gambling and providing advice on how to get help and support through signposting people to the national gambling support helpline and Leeds’ Money Information Centre website - https://www.leeds.gov.uk/leedsmic. We have carried out a range of training and awareness sessions to our own frontline staff and also those in partner agencies to increase understanding and referrals. Plans to increase and better integrate the support available locally for those suffering from, or at risk of, gambling-related harm are now being considered by GambleAware, the charity that funds treatment and support across the country. • In June 2017, the Office of the Police and Crime Commissioner (OPCC) for West Yorkshire launched a new ‘Your Views’ survey. From data collected over the three quarters July 2017 to March 2018, 82.5% of people in Leeds said that they felt ‘safe or very safe’ in their local area, 1.2 percentage points above the average for West Yorkshire. Across West Yorkshire, 74.6% of respondents said they were satisfied with their local area as a place to live (defined as a 15 minute walk from your home) with 11.2% dissatisfied. Leeds compares favourably with 78.8% being satisfied and 9.7% dissatisfied. To try to understand residents’ sense of positive 17 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 142 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

community cohesion and wellbeing, they were asked, ‘do people from different backgrounds get along well in your area?’ Across West Yorkshire, just over half (54%) felt that they did get on well together (12.0% disagreed and 33.5% of respondents were unsure). Leeds (58.0%) and Kirklees (58.6%) gave the strongest positive scoring. When asked, ‘Overall, how good a job do you think the police are doing in your local area?’ 43.2% of respondents across West Yorkshire felt that the police were doing a good or excellent job. The best results were seen in Leeds with 50.4% stating that the police were doing a good or excellent job, significantly higher than the other districts in West Yorkshire. To questions assessing residents’ confidence in their local community safety partnership’s approach to dealing with a range of issues (including keeping people safe, protecting the most vulnerable, listening, supporting victims and preventing crime), respondents in Leeds had the highest confidence across all issues compared to the other districts. Residents were also asked, ‘Overall, how good a job do you think the community safety partnerships are doing in your local area?’ 41.6% of Leeds’ residents felt it was doing a good or excellent job, well above the West Yorkshire average of 34.6%. [Source: ‘Your Views Survey Analysis Quarter 4 – 2017/18, January – March 2018’, Office of the Police and Crime Commissioner West Yorkshire] These figures highlight the strength of Leeds’ Community Safety Partnership, Safer Leeds, of which the council, alongside the Police and other partners, is a ‘responsible authority’. • The volume of domestic violence and abuse incidents reported by the victim to police in Leeds rose by 9% between 2016/17 and 2017/18: 20,434 incidents were reported in the 12 months to March 2018 with a repeat victim rate of 46%. The level of self-reporting of domestic violence and abuse recorded by West Yorkshire Police fell slightly to 30.4% during 2017/18 compared to 32.0% in 2016/17. The relative stability in the rate of self-reporting is a reflection of the confidence that victims have in West Yorkshire Police and the Safer Leeds Partnership [Source: Dataset provided by West Yorkshire Police with manual calculation applied by Safer Leeds]. • 18,709 ‘serious acquisitive crime’ (SAC) offences were recorded in Leeds in 2017/18 (equivalent to 25 offences per 1,000 population), an increase on the 18,334 offences (24 per 1,000 population) in 2016/17. Based on provisional figures - which do not represent the official data provided by the Home Office - the greatest increases in offences in 2017/18 were for burglary (up by 37%), and theft of a motor vehicle (up by 9%). (The Home Office uses a different measure of ‘serious acquisitive crime’ offences which excludes ‘burglaries’.) [Source: Calculated from West Yorkshire Police crime figures and CSP (Leeds) population reported by the Home Office]. • During 2017/18, the number of reported incidents of anti-social behaviour / nuisance concerns rose by 11% to 19,727, compared to 17,807 incidents reported during 2016/17. Of the total number of reported incidents, the two most frequently recorded categories were 'Youth Related' (38% of the total - 7,568 incidents – up from 36% the year before) and 'Neighbour Related' (17% of the total - 3,354 incidents – down from 19% in 2016/17). [Source: Dataset provided by West Yorkshire Police. Manual calculation applied by Safer Leeds]. • A hate crime is defined as a crime which is committed against someone due to their race, religion, gender, sexual orientation, age or disability. 2,432 incidents were reported in the 12 months to March 2018, up by 11% on the year before (2,192 incidents reported) but considerably lower than the rate of increase of 27% two years ago. During 2017/18, Police in Leeds recorded 1,892 Race hate incidents, 280 Sexuality hate incidents, 258 Disability hate incidents, 168 Faith hate incidents, and 51 Transphobic hate incidents (NB a single incident may be recorded in more than one category). In March 2018, 257 hate incidents were reported compared to 199 in March 2017. This recent increase may be influenced by international and national events: for example, repeated malicious communications targeting a specific faith group were reported in national media and widely condemned. Activity was carried out across Leeds to reassure communities. [Source: Dataset provided by West Yorkshire Police. Manual calculation applied by Safer Leeds]. • Safer Leeds’ Strategic Action Plan includes a focus on preventing hate crime, increasing reporting, responding to hate crime in our communities and supporting the victims affected. As 18 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 143 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

part of National Hate Crime Awareness Week in October 2017, Councillor Debra Coupar (the Executive Member for the council’s Communities portfolio) officially launched the updated Leeds Hate Crime Strategy, ‘Responding to hate’. A series of events took place across the city where residents were able to discuss and offer their thoughts on hate crime with representatives of the council’s Safer Leeds team, West Yorkshire Police and partners, and also find out more about the support which is available in the city to tackle the issue. The events promoted Leeds’ clear no tolerance message towards hate crime and stressed the importance of immediately reporting any instances. • Building on our Eurocities award-winning Migrant Access Project, in the winter of 2017 we successfully secured £525k grant funding from government’s Controlling Migration Fund. The Migrant Access Project ‘Plus’ will allow work to take place with settled and new communities to improve their understanding of how systems and processes work. This will help them to become better informed to form strong and supportive relationships across communities. In February 2018 a new Leeds Migrant Health Board met for the first time, established to address issues impacting on communities through the introduction in October 2017 of upfront charges for health services for those migrants and visitors to the UK not eligible for free healthcare. • We have continued our work with the Police and third sector organisations in particular to meet the statutory Prevent Duty: ensuring the city’s safeguarding arrangements are fit for purpose in order to protect and support those most vulnerable from being drawn into extremism and terrorist-related activities. A review of ‘Channel in Leeds’ – a multi-agency partnership that develops a proportionate package of support and interventions to draw a vulnerable individual away from becoming radicalised and involved in extremist activity – was completed and a plan is now in place to take forwards the recommendations made. In February 2018, Councillor Debra Coupar and the Leader of Luton Council co-chaired the first meeting of a Special Interest Group on Counter Extremism (SIGCE), the theme being, ‘Distinct but Complementary: Differences and Overlaps between Prevent, Counter-Extremism Strategy, and Cohesion and Integration.’

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Best City Priority: Transport & Infrastructure

What we set out to do in our 2017/18 Best Council Plan Leeds is a growing city. We have a population of more than 784,000 [Source: ONS mid-year estimate 2017] that is forecast to rise further as the city expands and the economy strengthens. A strategic, integrated approach to planning, funding and delivering improved infrastructure for Leeds will help us support this growth. Improving connectivity will bring new markets within reach for business, new jobs within reach for people, and a wider workforce within reach for employers. In line with being a compassionate city, we need to do this in a way that ensures Leeds is liveable and healthy, as well as prosperous. We need: a transport system that’s fit for the twenty-first century, connecting people and places and helping us improve air quality; a digitally connected and enabled city and infrastructure that can cope with extreme weather and unexpected events; and enough quality, affordable and accessible homes that cater for our growing population, protect the quality of the environment and respect community identify.

How did Leeds perform in 2017/18 (based on latest available data) 2017/18 was a huge year for transport and infrastructure in our city. It saw the approval of the Leeds Public Transport Investment Programme, totalling £270m, which will transform the bus network, provide and improve rail stations at key economic, housing and employment locations and create a world-class city centre gateway. Fewer people were killed or seriously injured on our roads and 46% of all journeys into the city centre were by sustainable transport methods. There has been a focus on further improving the sustainable travel offer in the city, including additional park and ride provision and proposals, the launch of electric buses by First Leeds and the next phase of the City Connect Cycle Superhighway scheme from the city centre to Seacroft. We have also focused on implementing our High Rise Strategy, including a new standard Housing Management Model and investment through the 10-year investment programme (with £19 million being spent in 2016/17 and 2017/18). Following the Grenfell Towers tragedy in June 2017 the council responded quickly to assure itself and residents that fire safety was being managed effectively in high-rise blocks. We have continued to prevent homelessness and have brought empty properties back into use and delivered new homes, such as through our Brownfield Land Programme, delivering more than 1,000 new homes in Seacroft and Halton Moor. Across the district, a programme of infrastructure improvements has been delivered, including the opening of Linton Bridge in September 2017 following damage caused during the devastating floods in December 2015, and the opening of Phase One of the Flood Alleviation Scheme in the city centre. As a council, we invested heavily in the city’s infrastructure and assets with £381m earmarked to spend in 2017/18 from our £1.6bn capital programme for 2016-20. Overall, 2017/18 was certainly a year of progress for Leeds’ transport and infrastructure, providing a strong foundation for continued growth and improvements.

• In April 2017, the Department for Transport gave its support for £173.5m of funding to be invested in a range of transport improvements in Leeds featuring new and improved rail stations (including an airport parkway station), new and enhanced park and ride services, bus priority measures along key corridors and modernised transport hubs across the city. Together with the £173.5m, additional support from the West Yorkshire Combined Authority and private sector stakeholders - including £71m investment from First West Yorkshire to provide at least 284 new low-emissions buses for Leeds by the end of 2020 - the total funding package available is in excess of £270m. Following 2016’s biggest ever transport conversation held with residents, businesses and visitors to the city and with more than 8,000 survey responses informing the development of the Leeds Transport Strategy, the Leeds Public Transport Investment Programme is now underway to make the best use of this once-in-a-lifetime funding opportunity.

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• The programme complements the region’s HS2 Growth Strategy which went out to consultation between January and March 2018. Designed to transform connectivity between major cities and rebalance the economy across the UK, construction has begun on HS2 Phase 1 between London and Birmingham with the line to Leeds planned to start in 2024, opening in 2033. Working in collaboration with a range of partners, 2017/18 saw the development of a new ‘masterplan’ for Leeds train station that aims to completely transform it, both to accommodate HS2 and anticipated rail growth but also create a world class hub that the city can be proud of. • The Leeds Integrated Station Masterplan forms part of one of Europe’s largest regeneration schemes: South Bank. This ambitious scheme aims to double the size and economic impact of the city centre through creating new jobs and homes, but also make the area a major leisure, event and recreation space for people of all ages to enjoy. Through city-wide collaboration and following a public consultation last year that received more than 32,000 individual responses, the South Bank Leeds Framework Plan was produced. This provides a clear vision and guidance for the future development of the South Bank and establishes principles to drive the area’s growth. • Traffic on major roads in Leeds increased by 20% between 2000 and 2017 [Source: using latest figures from the Department for Transport’s ‘Leeds traffic profile for 2000 to 2017’], contributing to congestion and air quality issues. To help tackle this – and also ensure Leeds meets the targets set in the UK Air Quality Regulations for Nitrogen Dioxide (NO2) concentrations which, at some specific locations across the city, are currently exceeding the annual average limit – in 2017/18 we focused on developing a comprehensive package of air quality improvement measures. We held an extensive two-month consultation from 2 January 2018 on a range of proposals, including the potential introduction of a Clean Air Zone that would charge buses, HGVs, taxis and private hire vehicles that fail to meet the latest emissions standards for entering a defined area within the city centre. More than 8,750 responses were received. Following the consultation, we re-ran our transport and air quality models to ensure they reflected the latest position in terms of planning applications, traffic growth, park and ride capacity, rail rolling stock improvements due in 2019, the City Connect impact as well as including the latest background figures supplied by JAQU (the Government’s Joint Air Quality Unit). We are continuing our investment in the city’s electric vehicle charging infrastructure and have extended our offer of free ultra-low emission parking to Leeds’ residents in council car parks to March 2020. • Reducing the number and length of car journeys and increasing the use of more sustainable transport means is another important factor in tackling air quality and congestion issues. In 2017/18, 46% of all journeys into the city centre were made using sustainable transport methods (walking, cycling, by bus or by train), the highest level since 2011. Across these four types of transport, bus usage grew in particular, up to 26.1% in 2017/18 from 22.8% the previous year. Automated counters along the Western Section of the City Connect Cycle Superhighway show increased use of cyclists compared to the 2014 baseline: for example, at Kirkstall Forge and Armley Mills, numbers are up by 56% (representing around 9,600 cyclists) and 55% (15,100 cyclists) respectively. Park & Ride use also continues to show an upward trend: in 2017/18, the number of two-way trips to the Elland Road Park & Ride facility went up by 29% on the year before; the 1,000-space Temple Green facility opened in June 2017 and since October of that year has been used by more than 500 cars per day on average; feasibility studies are underway for additional facilities at Stourton and Alwoodley Gates. • During the 2017 calendar year, 324 people (39 of whom were children or young people) were killed or seriously injured (KSI) on Leeds’ roads, slightly below the 331 people (43 children or young people) KSI in 2016. Of the 324 total last year, 98 were pedestrians (up from 94 in 2016), 56 pedal cyclists (down from 64 in 2016), 68 were powered two wheeled motor cyclists (70 in 2016) and 88 were in cars (92 in 2016). 15 were in other types of vehicles, including buses and goods vehicles, up from 11 in 2016. There were 15 fatalities during 2017 (up from 9 in 2016), 5 of whom were involved in a single incident on Stonegate Road. [Source: ‘Reported Road Casualties West Yorkshire’ – statistical release May 2018, based on figures provided by West 21 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 146 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

Yorkshire Police] Work continued in 2017/18 to develop and deliver a range of road safety interventions, including speed reduction measures (we completed 12 new 20mph zones in 2017/18 with 90 more planned for 2018/19) and new and improved dedicated cycle lanes and pedestrian facilities. We have also continued to support education and awareness-raising initiatives which play a key role in protecting vulnerable road users in particular: for example, working with West Yorkshire Police, we have delivered a number of ‘Close Pass’ publicity and promotion events, encouraging cars to give a safe level of space to cyclists when overtaking. Bikeability Training levels 1, 2 and 3 were delivered to 9,121 children at schools across Leeds with Pedestrian Skills Training provided to 9,440 pupils in 2017. • Phase 1 of the River Aire Flood Alleviation Scheme - a joint project between Leeds City Council and the Environment Agency to protect the city from risk of flooding from the River Aire - was opened in October 2017, including innovative movable weirs at Knostrop and Crown Point; linear defences to close and defend individual flood cells; and a new pedestrian and cycle footbridge at Knostrop Weir. Phase 1 recently secured two industry awards: in April 2018, the project team secured a Considerate Constructors Silver Award, given to the UK’s most considerate sites for the contribution they have made towards improving the image of construction; the scheme also won the regional Royal Institution of Chartered Surveyors Awards for Design through Innovation at the RICS Awards 2018 event held in May 2018. Phase 2 is now underway with a range of proposals focused on natural flood management measures, such as creating new woodland areas, the removal of existing obstructions along the river to help reduce water levels, lowering the riverbed in places to improve its capacity and flow and active floodwater storage areas to hold water and then release it back into the river when safe to do so. • The Superfast West Yorkshire and York Local Broadband Programme – part-funded by Leeds City Council - has continued to deliver faster, more reliable broadband across the region. The project, now in Phase 2 of delivery, aims to increase superfast broadband to >98% of the project region by the end of 2018, building on the success of Phase 1 which saw 67,500 homes and businesses achieve access to fibre broadband. • The council has invested significantly in fire safety in our high rise properties, spending in excess of £10m in the last 3 years to upgrade fire doors, deliver compartmentation, emergency signage and lighting. A programme to deliver sprinklers to all sheltered blocks is nearing completion. • Following the Grenfell Tower tragedy in June 2017, we responded quickly to assure ourselves and residents that fire safety is being managed effectively in Leeds’ high rise blocks. While no council-owned blocks have the aluminium composite material (ACM) cladding present at Grenfell, all 23 blocks with cladding or rendered insulation were tested to check the fire safety; all met relevant standards. Urgent fire safety checks were undertaken of all council-owned blocks, with procedures reviewed and strengthened, refresher training provided to staff and targeted communication undertaken with residents about the importance of waste not being left in communal areas. In the private sector, 144 blocks over 18 metres high were identified. Of these, 72 were identified as having cladding that could pose a risk to residents. In partnership with the West Yorkshire Fire and Rescue Service (WYFRS) the council targeted these 72 blocks to determine the presence of ACM: 12 blocks were identified as potentially having ACM and all were visited by officers from Private Sector Housing, Building Control and WYFRS to determine what, if any, further actions were required. Following these visits and further testing of the cladding, only 5 private residential blocks have been identified as having ACM. • The council’s Empty Homes Strategy sought to reduce empty homes by 2,000 between 2012 and 2017, and this was achieved in March 2017 when the number of empty homes had been reduced by 2,437 to 3,777. From April 2017, the Strategy’s aim has been to maintain the reduction below the 3,777 figure and this was delivered in 2017/18: at the end of March 2018 the number of empty homes was 3,358, representing a further reduction of 419 during the year. (The number is based on the net reduction in long-term empty homes - those empty for longer than six months - and the number of newly built / converted homes.) 22 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 147 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

• In 2017/18, 2,351 newly built / converted homes were delivered (this is a cumulative total of newly built homes, net conversions of existing homes, extra care elderly housing and deducting in-year demolitions). This number amounts to around 50% of the target for 2017/18 of 4,700 new homes set in the original Core Strategy. In recent months it is evident that there has been a meaningful increase in city centre and brownfield land delivery, including the Dandara development in Holbeck (744 units), Hunslet Mill (300 +units) and the Brownfield land Programme in East Leeds which will deliver 1,000 new homes and will feed through into next year’s figures. In addition, the Core Strategy Selective Review (due for adoption this winter 2018/19 following February/March 2018’s consultation) proposed a lower annual target of 3,247 dwellings, whilst a recent government consultation suggested Leeds' base housing need is 2,649 per annum (42,000 over a 16-year period); it is likely that the 3,247 figure will be locally adopted as the minimum required for Leeds. • Leeds has continued during 2017/18 to maximise the number of homeless preventions, by either supporting residents threatened by homelessness to remain in their existing accommodation or to make a planned move into alternative accommodation. We achieved 9,180 preventions out of a total of 11,291 cases across the year – a prevention rate of 81.3%. Though slightly down on 2016/17 (5,982 preventions out of 7,169 cases – a prevention rate of 83.4%), the figures for 2017/18 are well above the target set of a minimum of 6,000 homeless preventions and show a continued high level of performance, particularly given the sharp rise in case numbers. This places Leeds well to respond to the new legal duties that came into force on 3 April 2018 through the Homelessness Reduction Act whereby local authorities must try to prevent or relieve homelessness for every homeless applicant. • The council commissions a number of emergency accommodation options that can be accessed by homeless households on the same day through a referral by Leeds Housing Options. The services are principally, but not exclusively, for statutory homeless households owed a temporary accommodation duty: ‘homeless acceptances’. On 31 March 2018, there were 52 households placed in emergency accommodation units with 31 of these owed the temporary accommodation duty. The city’s temporary accommodation placements continue to be at the lowest level since at least the 1980s and are substantially lower than other comparable authorities: for example, on 31 December 2017 (the latest publicly available data), Birmingham had 1,951 statutory homeless households in temporary accommodation and Manchester 1,500 – the Leeds figure was 29. In terms of bed and breakfast accommodation, it is unlawful to place a statutory homeless family in a B&B unless in exceptional circumstances and then for no longer than 6 weeks – Leeds has not had to do this for a single statutory homeless family since 2013. • In August 2017, the council adopted ‘Housing First’, a new approach that enables rough sleepers to move directly into a refurbished, permanent place to live. One of the key benefits of this approach is the removal of the need to spend time in a homeless hostel, which can be a very difficult environment and is often a major factor in preventing someone from escaping the cycle of homelessness. Besides furniture and other household items, money can also be used to provide extra clothes or bus passes, to enable the customer to start re-integrating into society and seek work. The average cost of assisting someone through this scheme is just £1,500, a small sum compared to the costs of hospital admissions or putting someone through the criminal justice system. Between the scheme’s launch and March 2018, 66 people have been helped off the streets.

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Best City Priority: Low Carbon

What we set out to do in our 2017/18 Best Council Plan We want Leeds to be a healthy and green city in which to live, work and visit. Working with partners to reduce carbon emissions will bring about health and wellbeing benefits through cleaner air and more affordable warmth. Technology will make homes and businesses more energy efficient, deliver more sustainable transport, help us reduce waste and recycle more and give the city greater energy security. New jobs and apprenticeships can be created in the environmental arena. From the Best Council Plan perspective of reducing inequalities, lowering carbon plays a significant role in reducing fuel poverty.

How did Leeds perform in 2017/18 (based on latest available data) 2017/18 saw an ongoing commitment to the low carbon and ‘green’ agenda from the council. The authority’s CO2 emissions continued to fall, more waste was recycled and fewer people were estimated to be living in fuel poverty. The Leeds Climate Commission was established to inform local policies and actions and in March 2018 we launched one of the UK’s largest district heating networks which will pipe lower lost and lower carbon heating to businesses and nearly 2,000 council homes. Through our Affordable Warmth Strategy we are looking to improve energy and thermal efficiencies of households, with aspirational targets to remain focused upon. We have an ambition for our entire council fleet to comprise of ultra-low emission vehicles by 2025; by the end of 2017/18 we already had 44 electric vans and 51 more on order, which will make our fleet the largest for a local authority in the UK. And we were recognised for our work: 2017 saw us win the Ultra Low Emission Fleet award at the Fleet Heroes Awards and commendations at the GreenFleet Awards. We know that there is so much more to be done, however, and, as part of our wider focus on improving the city’s air quality (as described above in the ‘Transport & Infrastructure’ Best City Priority), we will continue working with our partners to ensure carbon emissions keep reducing to make our city a healthier and greener place.

• To help Leeds make a positive choice on issues relating to energy, carbon, weather and climate, Leeds has taken the pioneering step to establish the Leeds Climate Commission. Officially launched in September 2017, it brings together key organisations and individuals from across all sectors in Leeds to act as an independent voice and provide authoritative advice on steps towards a low carbon, more resilient future, informing policies and shaping the actions of local stakeholders and decision makers. The Commission also monitors progress towards meeting the city’s carbon reduction targets and recommends actions to keep the city on track. • The target for carbon emissions in Leeds is a 40% reduction by 2020 compared to 2005 levels, 60% by 2030 and 80% by 2050. The latest figures available relate to 2016, by which point emissions in Leeds had reduced by 34.6% to 3.277 million tonnes, down from 5.006 million tonnes in 2005. In order to compare performance in Leeds with other cities, or the national picture, one needs to look at annual carbon emissions for each person in the city (per capita). In 2005, emissions in Leeds stood at 6.8 tonnes per capita, but by 2016 they had reduced by 38% to 4.2 tonnes. Over the same period the UK average has reduced from 7.4 tonnes per capita to 4.7 tonnes, a 36% drop. Across Yorkshire and the Humber, there was a 34% reduction from 7.7 tonnes to 5.1, and amongst the Core Cities the average was a 41% reduction from 6.8 tonnes to 4.0 tonnes. Leeds has performed well compared to the national average and the Yorkshire and Humber region, where it now has the joint second lowest emissions per capita, but is mid-table amongst the Core Cities group. • The Leeds Climate Commission’s analysis is that emissions have fallen as a result of decarbonisation of the electricity grid (i.e. less reliance on coal in power stations and increased use of renewables to generate electricity), improving vehicle efficiencies and reduced energy use in homes and offices. However, the rate of decline is expected to diminish in the near future

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and without further actions at the national or local levels, Leeds will not meet its longer-term carbon reduction targets. The Leeds Climate Commission will therefore be providing the evidence base and advising the council and other city partners on the most cost- and carbon- effective measures that can be taken to achieve future carbon reduction targets. A number of such projects were underway in 2017/18 across the city, including continued investment by Leeds’ universities and Leeds Teaching Hospitals NHS Trusts in making their buildings and operations more carbon efficient and also Yorkshire Water’s £72m investment in a state-of-the- art sludge treatment and anaerobic digestion facility to replace the sludge incinerator at Knostrop works which treats the sewage produced in Leeds. Once complete in 2020, the new facility will have the ability to recycle 94% of the city’s sewage sludge, generate 55% of its own electricity demand (enough to power 8,000 homes) and reduce the site’s carbon emissions by 15%. • In October 2017 the government launched the Clean Growth Strategy, setting out fifty major policy proposals to help meet its obligations under the Climate Change Act 2008. It proposed the introduction of a voluntary target for the wider public and higher education sector of at least a 30% reduction in greenhouse gases by 2020/21 against a 2009/10 baseline. In response to the call for evidence on the institution of a voluntary target, the council felt that the proposed reduction was not particularly ambitious and was well within the reach of most public sector organisations, including Leeds City Council. Our response also urged the government to introduce a ‘duty to collaborate’ between public sector organisations when they are considering major energy infrastructure investments, opening up the possibility for the public sector to explore more efficient and effective delivery of energy infrastructure schemes. • On 22 March 2018, we launched one of the UK’s largest district heating networks: the £35m Leeds PIPES Network (the winning name in a competition open to local Year 9 pupils) is set to pipe lower cost and lower carbon heat from the perimeter of the city to nearly 2,000 council homes and numerous businesses in dense urban areas. The network will connect to the Leeds Recycling and Energy Recovery Facility (RERF) and, by taking steam generated at the RERF, will convert it into hot water, distribute it along a 16.5km network of district heating pipes and connect homes and businesses to a lower cost and lower carbon source of heating and hot water. All homes are scheduled to be connected by autumn 2020 with heat available as early as spring 2019. New internal heating systems and a smart metering solution will be installed in 23 apartment blocks, giving residents more control over their energy use. The network is projected to cut around 22,000 tonnes of carbon emissions and offer tenants energy bill savings of 10-25% each year, helping tackle fuel poverty. • Statistics relating to fuel poverty are published by the government two years in arrears and so the most recent data available relates to 2016. A household is considered to be ‘fuel poor’ if their required fuel costs are above average (national median) and, if they were to spend that amount, they would be left with an income below the official poverty line (the ‘Low Income High Cost’ definition). In 2016, the estimated number of households in fuel poverty in Leeds was 42,929 (13.1% of all households), down from 43,871 households (13.5%) in 2015. The figures for Leeds remain below the figures for England as a whole (11.1% in 2016; 11.0% in 2015) and the region (12.1% in 2016; 12.4% in 2015). However, Leeds performed much better compared to the other English Core Cities: with an average rate of fuel poverty across these 8 largest cities outside London of 14.4%, only Bristol (10.8%) and Sheffield (12.2%) had a lower prevalence than Leeds. [Source: ‘Sub-regional fuel poverty, England 2018 (2016 data)’ published 26 June 2018; ‘Sub-regional fuel poverty, England 2017 (2015 data)’ published 29 June 2017. Department for Business, Energy and Industrial Strategy] We have continued our work through the Leeds Affordable Warmth Partnership to improve the average energy efficiency of housing in Leeds as a whole and targeting assistance towards residents whose health and wellbeing is most likely to be at risk from living in a cold home: for example, through installing adequate central heating and better external wall insulation.

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• SAP (Standard Assessment Procedure) is the methodology used by the government to assess and compare the energy and environmental performance of dwellings. It measures how energy efficient a dwelling is by taking into account the costs of space and water heating, ventilation and lighting, less any cost savings from energy generation technologies. The rating is expressed on a scale of 1-100 where a dwelling with a rating of 1 has extremely poor energy efficiency (high costs) and a dwelling with a rating of 100 represents a completely energy efficient dwelling (zero net energy costs per year). The energy efficiency rating is also presented in an ‘A’ to ‘G’ banding system for energy performance certificates, where band 'A' is the most efficient (low energy costs) and band 'G' is least efficient (high energy costs). The latest result available for Leeds is for 2017 when the average citywide SAP was 63.4 with 2.2% of properties rated below SAP band ‘E’ (minimum SAP 39). This is an improvement on 2016 when the average citywide SAP was 62.6 and 2.4% of properties were rated below SAP band ‘E’. (Comparison with other local authorities is not possible as the results are dependent on the level at which SAP values have been calculated and the version of SAP used – in Leeds, we use a simplified form of the 2009 methodology). • The latest available figures (2015/16) for CO2 emissions from the council’s own buildings and operations show a fall of over 45% to 68,755 tonnes in the seven years since the baseline was set in 2008/09 and down by more than 6,000 tonnes from the previous year’s result (74,891 tonnes in 2014/15) . (Emissions are calculated by extracting energy consumption data from the council’s energy database, eliminating meters which are out of scope - such as traffic signals and PFI leisure centres - and applying fuel-dependent emission factors.) In 2017/18, we continued our programme of investment to further reduce our own emissions, many funded through a variety of interest-free loans that are repaid through the energy savings generated: for example, through Salix funding, we installed low energy, long-lasting LEDs in four schools during the 2017 summer holidays, estimated to save around 246 tonnes of carbon and almost £65k savings per annum. Other energy saving schemes have been successfully delivered across a number of the council’s leisure centres and office buildings. Between November 2017 and January 2018 we held a city-wide consultation on proposals to convert around 86,000 street lights across Leeds to LEDs. We received more than 2,000 responses with 70% supporting the upgrade. If approved by the council’s Executive Board later this year, work is expected to continue on the 3-year project from January 2019. • We have an ambition for our entire fleet of council vehicles to comprise of ultra-low emission vehicles (ULEVs) by 2025. We already have 44 electric vans with a further 51 on order, which will make Leeds the local authority with the largest electric fleet in the UK. By 2020 we aim for this figure to have increased to almost 300 electric vehicles. To support the transition to ULEVs, significant progress has already been made on the supporting infrastructure, with 90 electric vehicle charge points installed across the council, including 14 at the Woodhouse Lane car park in the city. At night, they charge council vehicles and during the day they are available for public use. During 2017/18, our progress was recognised by two awards: in November 2017, the council won the ‘Ultra Low Emission Fleet’ category in the Energy Saving Trust’s 12th annual Fleet Heroes Awards, an event recognising UK companies’ efforts to reduce their carbon footprint; later that month we received commendations at the GreenFleet Awards in the categories of ‘Public Sector Fleet of the Year (Medium to large)’ and ‘Public Sector Fleet Manager of the Year’. • The amount of waste recycled during 2017/18 was 39.5% (provisional figure pending Environment Agency verification), an improvement on the previous year’s result of 38.49% but still significantly below our target of 45%. All kerbside residual waste is now delivered to the Recycling and Energy Recovery Facility (RERF) with a contractual commitment that 10% of incoming waste will be recycled at the front end of the process each year. However, the contractor, Veolia, has struggled to achieve the full contractual level of recycling due to ongoing mechanical problems at the RERF and issues with securing markets for materials; the council therefore remains in close dialogue with Veolia over the resolution of these issues. This has contributed significantly to the overall reduction in the recycling rate compared to target. 26 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 151 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

Best Council Ambition: Efficient and Enterprising Organisation

What we set out to do in our 2017/18 Best Council Plan In March 2016 Leeds City Council won the Local Government Chronicle’s Children’s Services award with judges praising our “genuinely ambitious programme reaching out to all children and young people across the city through concerted interagency drive and an obvious clarity of leadership”. In June 2016 we then won the Municipal Journal’s prestigious ‘Local Authority of the Year’ award. The judges commended our “consistent and dynamic leadership” and “clear improvement vision”, especially in regard to regeneration and health inequalities. They also noted that winning this category highlights a local authority’s success not just in one project or department but right across the organisation. We are justifiably proud of receiving these accolades but we are not complacent: we recognise the complex challenges facing the city at a time of continued financial and demand pressures across all public services. In response, we are continuing to look hard at what we do and how we do it as part of our ongoing journey to become a more efficient and enterprising organisation, the ‘Best Council’ in the UK.

How did Leeds City Council perform in 2017/18 (based on latest available data) At a time of unprecedented financial challenge and demographic pressures, in 2017/18 we continued working hard for the people of Leeds, including looking at what we do and how we do it as part of our ongoing self-appraisal. We have taken on board the recommendations made by the 2016 LGA Peer Challenge review team, including: being bolder in communicating success; greater prioritisation; progressing locality working through the establishment of our neighbourhood priority areas; and investing in more innovative and radical change and our underlying processes, for example through our digitisation programme. We have continued to actively participate in the work of the city region and progress towards further devolution. Our spending was on budget, income collection rates remained high and the Leeds City Region Business Rates Pool was successful in its bid to pilot 100% business rates retention for 2018/19. Performance also remained strong on key city-wide services such as bin collections and street cleanliness. Staff are more engaged and feel trusted and supported, which is absolutely vital when providing critical services, and the council saw its highest ever level of apprentices employed, supporting our ambition of recruiting and retaining a skilled and diverse workforce for the future. This being said, we know more needs to be done: sickness levels are not reducing and the highest cause of absence is mental health issues. We have continued to tackle this by maintaining our status as a Mindful Employer and putting in place a number of interventions, such as training, self-referral options for counselling and working with trade unions, alongside having more than 100 Wellbeing Champions across the organisation. Health and safety remained a priority too, with work with schools and the Disabled Staff Network naming just two areas of emphasis for the year. We also improved accessibility for our customers through the ongoing Changing the Workplace programme, which saw the opening of Merrion House in early 2018, a building that is as accessible and inclusive as possible and which sees many of our front-line services in one place, improving the customer experience. We have worked hard this year to improve our relationship with staff and our customers alike – 96% of customers rated our Customer Services as ‘good’ or ‘excellent’ - and we believe we are on track to continue this improvement. We launched an improved leeds.gov.uk website and grew our social media presence; we now have more than 100,000 followers for our Twitter @LeedsCC_News account. ICT services and delivery remained key priorities, with more people contacting the council via self-service and with mandatory e-training for all our staff on cybercrime, something which is now more prevalent than ever. Significant work was also carried out throughout the year in preparation for the new General Data Protection Regulations that came into force in May 2018. Our IT systems availability during 2017/18 continued to exceed the target of 99%.

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• In July 2016, the council took part in a Local Government Association (LGA) Peer Challenge as a means to assess progress towards our Best City and Best Council ambitions. The review team findings were very positive, highlighting: strong engagement from council staff; the council’s vision and ambitions being clear and well-articulated; the degree of trust and confidence in the council and its senior leadership; and a good level of self-awareness at strategic level which is evident in plans and strategies. The team made nine improvement recommendations including being bolder in communicating successes, greater prioritisation, revisiting locality working, investing in more innovative and radical change and reviewing the processes in place to support this. During 2017/18 we continued to reflect these recommendations in our improvement journey in how we have, for example: refocussed our corporate communications and worked with key partners in the city, such as when developing the Inclusive Growth Strategy; taken forward our approach to locality working and neighbourhood priority areas; worked with our staff to embed a ‘can do’ approach across the organisation and invested in our digitisation programme to achieve results quicker and faster. • In response to the government’s decision to hold a snap General Election on the 8th June 2017, we successfully delivered the election in the city with just seven weeks’ notice. An election of this nature normally takes around 6 months’ planning. • The council has continued to play a full and active part in the work of the city region and progress towards further devolution. On 5th March 2018, Leaders and representatives of 18 of the 20 local authorities in Yorkshire submitted a letter and the latest devolution proposal to government proposing a ‘One Yorkshire’ plan which would see a directly elected Mayor for Yorkshire to be voted in to power by 2020. The bid called on the government to create a Yorkshire Combined Authority and devolve funding and responsibility for a number of areas, including adult skills funding and transport budgets. • At the end of March 2018, the council employed 12,376 full-time equivalent (FTE) members of staff, down from 15,000 in 2010. The majority are women (61%) and aged 40 years and over (66%). Where staff have provided additional detail, we know that: 13% are from Black and Minority Ethnic (BAME) backgrounds (compared to 19% of Leeds citizens); 5% are disabled; 2% are LGB+ and 7% are carers. • Apprenticeships form part of our overall approach to recruit and retain a skilled and diverse workforce for the future. Since May 2017 (when we started collecting figures on this), we have increased the number of apprentices employed from 232 to 260 at the end of March 2018, close to our target of 2.3% of the workforce. We also continued our graduate recruitment programme in 2017/18. • Our 2017 staff engagement survey was completed by over 7,000 colleagues. We achieved an overall engagement score of 7.54 out of 10, in line with the previous 2016 result of 7.51, based on responses to the question, ‘If a friend asked you to give a score from 1 to 10 working for Leeds City Council, what would it be?’ More than 90% of staff agreed that they are set clear expectations in their work, are trusted to do their jobs and are helped and supported by colleagues and 90% felt they made a real difference to the people of Leeds. These were encouraging results but also highlighted areas where we want to keep on improving, including giving everyone a say and influence at work, tackling increased workloads, enhancing IT systems and equipment and improving the quality of appraisals. During 2017/18, 96% of staff had a mid- year appraisal review (down from 98% in 2016/17); and 96% of staff completed their year-end appraisal by the 30 June 2018 deadline (slightly below the 2016/17 figure of 98%). Action was then taken to ensure that the outstanding appraisals were chased and completed. These figures show that there is more to do if we are to hit our 100% target. • Our average staff sickness level in 2017/18 was 9.75 days per FTE (10.78 days when schools are excluded), compared with a target of 8.5 days and above the 2016 average of 8.9 days per FTE. The highest cause of absence among our staff is mental health, which is made up of various categories including stress, anxiety and depression. The council continues to maintain its status as an active Mindful Employer, and we have introduced several interventions to help to prevent 28 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 153 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

mental ill health being caused by work. These have included: training nearly 800 managers; the introduction of self-referral for face-to-face counselling; supporting the Healthy Minds staff network and the network of over 100 Wellbeing Champions in our council services who promote messages about health and wellbeing to staff; awareness campaigns; and a joint group with the Trade Unions to look at stress in the workplace. • Our Disabled Staff Network continues to help improve the experience of our disabled colleagues. In January 2018 the council achieved Disability Confident status level 2 - an accreditation awarded by the Department for Work and Pensions which helps organisations employ and retain disabled people and those with health conditions. We are currently working with the Disability Business Forum and the Disability and Wellbeing (Staff) Network (DAWN) to reach level 3 - Disability Confident Leader. • Our Changing the Workplace programme continued into 2017/18, helping the council improve how it works to deliver better services for customers. As a consequence of staff working in new ways, significant savings are being made by reducing the number of buildings that we need. With the reopening of a refurbished Merrion House in early 2018, many of our front-line services are in one place, improving customer access in the city. Merrion House has been made as accessible and inclusive as possible through application of the Inclusive Design Principles and ensuring every member of staff with additional needs had an individual assessment and reasonable adjustments put in place. • 2017/18 was the first year covered by the government’s 2015 Spending Review, which set out plans for spending on public services by all government departments through to 2019/20. Between the 2010/11 and 2017/18 budgets, Leeds’ core funding from Government reduced by around £239m, with ongoing annual reductions expected over the period to 2019/20 and beyond. Together with inflationary and other pressures on spending, the environment in which we operate continues to be one which presents significant financial challenges. Our 2017/18 budget included some difficult and challenging decisions but through continuing to stimulate good economic growth, creatively managing demand for services, increasing trading and commercial income, growing council tax from new properties and a significant range of organisational efficiencies, we were again able to balance the budget for 2017/18. The overall outturn position was an underspend of £7.0m on the £493m revenue budget for service expenditure. As the 2017/18 budget was supported by the agreed usage of £1.4m of general reserves, this underspend resulted in a contribution to the general fund reserve of £5.6m. • Leeds is a member of the Leeds City Region Business Rates Pool which in January 2018 was successful in its bid to pilot 100% business rates retention for 2018/19, up from the usual 50%, as part of the government’s pilot programme. This was a welcome announcement, enabling local areas to benefit from local economic growth. The government is now inviting bids for a revised scheme of 75% retention in 2019/20. • The council’s income collection rates remained high in 2017/18: for council tax and business rates these were 96.1% and 97.99% respectively, both higher than the previous year’s results (95.9% and 97.7% respectively). At the end of March 2018, rent collection across council housing stood at 97.44%, 0.01% higher than the previous year. Direct debit payments increased to 38.4% at the end of March 2018, up from 36.6% in March 2017. • Performance in relation to bin collections and street cleanliness remained strong in 2017/18. With regard to missed bins, the 12 month-rolling average to the end of March 2018 was just 60.92 missed bins per 100,000, an improvement on the 64.0 missed bins per 100,000 for the same period in 2015/16. On street cleanliness, when combining the winter and summer cleaner streets surveys for 2017/18, 92% of sites were deemed to have acceptable litter levels. This is only slightly down on 2016/17 when 93% were rated as acceptable and shows a solid performance, particularly given the challenging icy conditions that prevailed in March 2018 in particular. • Parks and green spaces in Leeds are assessed annually against the Leeds Quality Park (LQP) standard, based upon the national Green Flag Award field-based criteria. In 2017/18, 72 of the 29 | Page Leeds City Council’s Intelligence & Policy Service, September 2018 Page 154 BEST COUNCIL PLAN 2017/18 ANNUAL PERFORMANCE REPORT

144 green spaces assessed (50%) achieved the standard, exceeding the target of 42%. The council’s Parks and Green Space Strategy aims for all community parks to reach LQP standard by 2020 with an interim target of 81% for 2017/18: this was not met in 2017/18 when 67% (42 of 63 community parks) achieved the standard. Many of the plants to be found in the city’s parks and in flower displays are grown in the council’s nursery: replacing Red Hall Nursery, in October 2017 we opened the Arium, the largest local authority horticultural nursery in the country. A state-of-the-art 19,000m2 growing facility, the Arium is capable of growing over 3 million plants a year with machinery capable of potting 10,000 seedlings per hour. 4,500 trees were planted in the grounds of the nursery, helping provide a natural wildlife habitat. • Catering Leeds, the council’s school meals provider, holds 81% of the primary school catering market (as at end March 2018) with a client rating of 93% assessed as good/very good (Jan to March 2018). • We have continued to work hard on our communications and customer contact. The council’s social media presence grew over the year, with our number of Facebook followers increasing from 16,783 in April 2017 to 23,800 in April 2018. On twitter, the number of followers for @LeedsCC_Help account is 23,959 and over 103,000 for the @LeedsCC_News account. At the council’s Contact Centre, telephone performance improved over each quarter of 2017/18: by the end of quarter 4, 88% of calls were being answered with an average wait time of under 5 minutes against a target of 90% in 5 minutes. This is despite the reduction in staff numbers from an average 180 FTE in 2016/17 to 158 in 2017/18. 96% of customers rated our Customer Services as ‘good’ or ‘excellent’. We also continued our focus on addressing ‘avoidable contact’, where customers have to contact the council over the telephone or face-to-face, instead of using on-line self-service methods to resolve their queries. Over the year, the proportion of customers using self-service when getting in touch with us increased from around 55% to over 64%. Due to the adverse winter weather, our 'Check your bin day' page and the Leeds Bin app were visited over 250,000 times in March 2018, double the normal monthly usage. Following a high level of feedback from members of the public as to what aspects of our website – leeds.gov.uk – they thought worked well and what didn’t, we launched an improved site that is easier to use and more up to date. • Our Digital and Information Service ensures that 12,000 council computer users are switched on each day and connected to our network; 40 million council emails get to their destination each year and around 500 business applications are supported – one of the most diverse set in the country. In 2017/18, our IT systems availability continued to exceed the target of 99%. • Cybercrime continues to be a major threat to national and international security as well as to the operation of the council network. We recognise that it’s extremely important for our staff to be vigilant and understand the importance of the cyber threat. During 2017/18 council staff completed a mandatory information governance e-learning package that reinforced how to spot potential issues and deal with them. • We have continued to keep data held on the council’s network secure and available through technology filtering and blocking and ensuring staff are aware of their responsibilities to be vigilant about e-mail attachments and web links. Additional work was carried out to reflect the changes required in preparation for the General Data Protection Regulations (GDPR) that came into force in May 2018. All business applications used by the council were reviewed and an extensive staff training programme was carried out.

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Report of the Chief Officer Financial Services

Report to Executive Board

Date: 19th September 2018

Subject: Financial Health Monitoring 2018/19 – Month 4

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s):

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: Appendix number:

Summary of main issues

1. The purpose of this report is to inform the Executive Board of the financial health of the authority in respect of both the revenue budget and the Housing Revenue Account for the first quarter of the financial year.

2. The 2018/19 financial year is the third year covered by the 2015 Spending Review and again presents significant financial challenges to the Council. The Council to date has managed to achieve considerable savings since 2010 and the budget for 2018/19 requires the Council to deliver a further £34m of savings.

3. The current and future financial climate for local government represents a significant risk to the Council’s priorities and ambitions. Whilst the Council continues to make every effort possible to protect the front line delivery of services, it is clear that the position remains challenging.

4. This is the third budget monitoring report of the year and Executive Board will recall that the 2018/19 general fund revenue budget, as approved by Council, provides for a variety of actions to reduce net spend through the delivery of £34m of budget action plans by March 2019. Whilst the majority of these actions are on track to be delivered, this report does highlight a potential overall overspend of £2.8m. It is incumbent upon respective Directors to identify and implement appropriate measures so that a balanced budget position can be delivered.

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5. At Month 4, the Housing Revenue Account is projecting a balanced budget position.

Recommendation

6. Executive Board are recommended to:

• note the projected financial position of the authority as at Month 4; and • request that Directors identify and implement appropriate measures so that a balanced budget position can be delivered.

1. Purpose of this report

1.1 This report sets out for the Executive Board the Council’s projected financial health position for 2018/19 at Month 4.

1.2 Budget Monitoring is a continuous process throughout the year, and this report reviews the position of the budget and highlights potential key risks and variations after the first four months of the year.

2. Background information

2.1 Executive Board will recall that the net budget for the general fund for 2018/19 was set at £510.9m.

2.2 Following the closure of the 2017/18 accounts, the Council’s general fund reserve stands at £25.7m.The 2018/19 budget assumes a further contribution of £1.0m to this reserve during this financial year.

2.3 Financial monitoring continues to be undertaken on a risk-based approach where financial management resources are prioritised to support those areas of the budget that are judged to be at risk, for example the implementation of budget action plans, those budgets which are subject to fluctuating demand, key income budgets, etc. This has again been reinforced through specific project management based support and reporting around the achievement of the key budget actions plans.

2.4 Bids to the Leeds City Region Business Rates Pool totalling £3.3m have been approved and 2018/19 allocations of £0.9m injected into the Council’s revenue budget. These projects have been funded by the additional business rates income retained locally as a result of the LCR Pool’s 100% Business Rates Retention Pilot in 2018/19:

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PROJECT NAME 2018/19 TOTAL £ £ Transforming Leeds Events 120,000 1,600,000 Expansion of digital engagement in Leeds 220,000 400,000 Ad:Venture Phase 2 187,667 563,001 West Yorkshire Fibre Infrastructure Support Fund 300,000 500,000 Digital Enterprise (2.0) 95,000 250,000

922,667 3,313,001

3. Main Issues

3.1. 2017/18 Outturn

3.1.1. The Council’s outturn position for 2017/18 was received at June’s Executive Board with a reported underspend of £6.95m. The audit of the final accounts is now complete and they were approved by Corporate Governance and Audit Committee in July 2018.

3.2. Business Rates Provisions and Levy payment

3.2.1. As part of the normal process for reviewing the 2017/18 accounts, we identified an adjustment to the collection fund account, specifically the level of provision for business rate appeals, between the date of the June Executive Board and the final approval of the accounts. This adjustment required the provision for appeals to be increased by £1m as at 31/3/18, reflecting the latest information from the Valuation Office. Whilst the impact of variations in business rates income are managed through the collection fund, therefore affecting future years with no impact on the 2017/18 outturn position, there is a small related general fund impact in 2017/18 in terms of the levy payments to the business rates pool. Prior to this adjustment the Council was required to pay a levy of £1.17m, but this has now reduced to £1.13m, a reduction of £43k.

3.2.2 This small reduction impacts on the level of general reserve carried forward into 2018/19, as shown in Table 1 below:

Table 1

General Fund Reserve £m Opening Balance 1 April 2018 (20.07) Budgeted Usage 1.40 In Year Underspend (6.95) Closing Balance 31 March 2018 (June EB) (25.63) Levy Saving (0.04) Adjusted Closing Balance 31 March 2018 (25.67)

4. 2018/19 Financial Forecasts

4.1 At Month 4 an overspend of £2.8m is projected, as shown in Table 2 below.

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Table 2

Summary Position - Financial Year 2018/19

Reporting Period Month 4

(Under) / Over spend for the current period

Total (under) Directorate Director Staffing Total Expenditure Income Quarter 1 /overspend

£000 £000 £000 £000 £000 Adults & Health Cath Roff (1,199) (132) 132 0 0

Children and Families Steve Walker 295 1,913 (273) 1,640 899

City Development Martin Farrington (1,531) 782 (782) 0 0

Resources & Housing Neil Evans (708) 2,945 (2,712) 233 0

Communities & Environment James Rogers 393 708 (122) 586 215

Strategic Doug Meeson (16) (1,360) 1,701 341 1,755

Total Current Month (2,766) 4,856 (2,056) 2,800 2,869

Quarter 1 (under)/over spend (4,627) 2,040 829 2,869

4.2 The major variations are outlined below, with additional detail provided on the Directorate dashboards which are appended to this report;

4.2.1 Adults & Health are currently projecting a balanced position. Within this projected balanced position it is anticipated that there is slippage in some budget action plans and there are a number of variations, including £0.9m of anticipated cost pressures relating to Community Care Packages, £0.2m relating to demand pressures in Public Health commissioning and £0.1m of reduced income primarily related to delays in setting up the Leeds Care Plan Team, offset by £1.2m of projected savings relating to staff turnover and slippage in employing new staff.

4.2.2 Children and Families – There are a number of budget pressures that mean it will be challenging for the directorate to contain spend within the approved budget without additional saving proposals being identified, agreed and implemented. The projected year-end position at Month 4 is an overspend of £1.6m. This is significantly lower at this stage than in recent years and reflects a combination of increases in the level of resources within the Children and Families budget, particularly demand-led budgets over the last two years, and the additional investment in Early Help services partly funded by the Partner in Practice grant awarded by the Department for Education (DfE).

As in previous years the main budget pressures are the demand led budgets of Children Looked After (CLA) and transport. Whilst the CLA budget has been increased by £8m over the last two years there are still significant demand and demography pressures on this budget that are resulting in an upward pressure in terms of costs. External Residential (ER) and Independent Fostering Agency (IFA)

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placements are both currently higher than the budgeted assumptions although the variance is much lower than in previous years. The directorate has agreed a number of actions including reviewing ER placements in order to ensure that placements are still appropriate. The number of children in ER placements has reduced since the start of the financial year, however at the end of July 2018 External Residential (ER) numbers were 63 compared to the budgeted number of 53, whilst the number of Independent Fostering Agencies (IFA) were 190 compared to the budgeted number of 179 . The ER budget is projected to overspend by £0.8m but there remains a risk that numbers do not reduce as assumed.

There has been a notable increase in the number of children requiring transport during the first quarter and also an increase in contract prices. The actual increase in demand will be clearer in September with the start of the new school year but at this stage an increase in costs of £800k is projected, partly offset by savings of £350k leaving a net pressure of £450k. There is a risk that demand continues to increase and costs increase further during the year. The Directorate is working with Civic Enterprise Leeds to manage these demand pressures.

Additionally there are projected income pressures of £350k in regard to Children’s Centres and it is projected that external legal disbursement costs will exceed the 2018/19 budget by £450k.

These pressures are offset by £200k of anticipated additional High Needs Block funding from the Dedicated Schools Grant towards the education costs of External Residential placements and other additional income of £250k across services.

There are some additional options that could help to reduce this projected level of overspend and these include reviewing costs incurred within the Directorate to see whether they should be more appropriately charged to other service areas.

4.2.3 City Development – At Month 4 the Directorate is projecting an overspend of £1.674m before the identification and application of an action plan to balance. The Directorate currently has pressures totalling £3.5m but has identified £1.8m of savings and one off items of income to partially mitigate this. Work is ongoing to identify and implement further mitigating actions, including careful management of vacancies, anticipated further income from easements/covenants, etc. and a further review of historic income held in balances.

The budgeted return on the Council's commercial asset portfolio increased by £1m to £3.36m in the approved 2018/19 budget but the development of the Council's commercial asset portfolio has been slower than anticipated, largely due to a lack of suitable investment opportunities, creating a pressure of £1.75m. The Directorate will continue to seek suitable opportunities and will seek to mitigate this pressure through savings within other areas of income and expenditure.

Additionally, there is an identified budget pressure of £200k relating to advertising income. In response the Directorate has established an Advertising Board to seek out new advertising opportunities, appointed a company to provide specialist knowledge and expertise thereby optimising income opportunities from existing and new contracts, and has finalised the contract with Clear Channel for 6 sheet advertising, which will deliver a six figure income sum this year.

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Street lighting electricity costs are projected to exceed budget by £380k and a £345k shortfall is forecast against budgeted savings in Sport and Active Lifestyles.

Savings totalling £1.8m include additional asset management income of £800k and further savings of £250k across the Asset Management and Regeneration Service.

4.2.4 Resources & Housing – the Directorate are projecting an overspend of £0.23m, arising as a result of a projected shortfall on court fee income of £0.14m and a £0.09m business rates pressure due to a delay in declaring some parts of the Westgate building vacant whilst a review of city centre accommodation was completed. (Members will be aware that due to how the Collection Fund operates, this additional business rates spend in the general fund will appear as income into the collection fund and included in the calculation of the total budget available for the Council in 2019-2020)

In addition, there are a number of risks around the timely implementation of some of the savings incorporated as part of the 2018/19 budget strategy which will require a directorate wide plan to deliver alternative savings of around £0.9m. It is anticipated that most of this gap can be closed through the management of vacancies across the Directorate.

4.2.5 Communities & Environment – there is a projected budget pressure of £0.6m at Month 4. Within the Refuse Service it is currently anticipated that there will be an overspend of £0.6m, largely due to anticipated slippage of 7 months (to November) in respect of the budgeted route efficiencies, as the route review programme continues.

£0.2m relates to delays in delivering budgeted staffing efficiencies whilst maintaining performance levels in the Contact Centre and £0.1m reflects a projected shortfall in car parking income.

The Directorate will work towards identifying appropriate actions to mitigate the projected overspend and savings of £0.3m have been assumed at this stage.

4.2.6 Strategic & Central Accounts - At Month 4 the Strategic & Central budgets have a projected overspend of £0.3m. The key pressures are:

• A £1.4m projected shortfall in S278 income as a result of lower levels of development activity; • a projected shortfall of £0.5m in New Homes Bonus; and • £0.5m of additional debt costs as a consequence of an increase in interest rates.

These pressures have been offset as follows:

• Following review, the level of general capitalisation assumed in the 2018/19 budget has been increased by £1m; • Taking account of the latest position regarding levels of insurance claims to date and trend analysis it is proposed to review the level of the General Insurance reserve and to release £1m to revenue;

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• a projected net improvement of £0.1m in S31 grant income for business rates, as a result of changes in the calculation methodology after the 2018/19 budget had been set offset by estimated additional S31 grant income.

4.3 Other Financial Performance

4.3.1 Council Tax

The Council Tax in-year collection rate at the end of July was 37.12% which is in line with performance in 2017/18. At this early stage the forecast is to achieve the 2018/19 in-year collection target of 96.1% collecting some £339m of income.

4.3.2 Business Rates

The business rates collection rate at the end of July was 40.14% which is 0.77% ahead of performance in 2017/18. The forecast is to achieve the 2018/19 in-year collection target of 97.7% collecting some £383m of income.

The total rateable value of business properties in Leeds has increased from £921.06m at 1st April to £925.92m at the end of July, growth of £4.86m. To calculate Leeds’ actual income from business rates this total rateable value is multiplied by the national business rates multiplier (48.0p in the pound). After reliefs and adjustments this amount is then shared between Leeds City Council (99%) and West Yorkshire Fire Authority (1%). Following deductions for the Business Rates tariff and to meet the business rates deficit brought forward, Leeds’ actual business rates income is projected to be in the region of £206.8m, which is £2.3m below budgeted expectations.

4.3.3 Business Rates Appeals

The opening appeals provisions for 2018/19 are £21.5m, made up of £11.5m relating to appeals received against the 2010 ratings list and £10m estimated costs in relation to the 2017 ratings list. Under the 100% Business Rates Retention pilot, Leeds’ budget is affected by 99% of any appeals provision made in this year but provisions brought forward from 2017/18 were made at 49%.

On the 1st July 2018, there were 2,303 appeals outstanding against the 2010 ratings list. During July 199 appeals have been settled, of which 167 have not resulted in changes to rateable values. 6 new appeals were received in July, the low number received reflecting that appeals are no longer accepted against the 2010 list except in very specific circumstances. At 31st July there are 2,110 outstanding appeals in Leeds, with 20.1% of the city’s total rateable value in the 2010 list currently subject to at least one appeal.

No appeals have been received to date against the 2017 list, with only 2.0% of the city’s total rateable value in the 2017 list currently subject to either a ‘check’ or a ‘challenge’, the pre-appeal stages of the new appeals process introduced in 2017.

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5. Housing Revenue Account (HRA)

5.1 At the end of Month 4 the HRA is projecting a balanced position against the 2018/19 Budget.

6. Corporate Considerations

6.1 Consultation and Engagement

6.1.1 This is a factual report and is not subject to consultation.

6.2 Equality and Diversity / Cohesion and Integration

6.2.1 The Council’s revenue budget for 2018/19 was subject to Equality Impact Assessments where appropriate and these can be seen in the papers to Council on 21st February 2018.

6.3 Council Policies and Best Council Plan

6.3.1 The 2018/19 budget targeted resources towards the Council’s policies and priorities as set out in the Best Council Plan. This report comments on the financial performance against this budget, supporting the Best Council ambition to be an efficient and enterprising organisation.

6.4 Resources and Value for Money

6.4.1 This is a revenue financial report and as such all financial implications are detailed in the main body of the report.

6.5 Legal Implications, Access to Information and Call In

6.5.1 There are no legal implications arising from this report.

7. Recommendations

7.1 Executive Board are recommended to:

• note the projected financial position of the authority as at Month 4; and • request that Directors identify and implement appropriate measures so that a balanced budget position can be delivered.

8. Background documents1

8.1 None.

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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ADULTS AND HEALTH Financial Dashboard - 2018/19 Financial Year Month 4 (July 2018) The Directorate is projected to deliver a balanced position for the year.

Budget Action Plans for demand are showing some slippage, but it is noted that 83% of the plans are effectively delivered.

The main variations at Period 4 across the key expenditure types are as follows: Staffing (-£1.2m – 2.3%) There is a pressure within Access & Care which is being addressed with the service; savings are forecast across most areas but principally within Strategic Commissioning (however there is a review currently being undertaken) and there is slippage within the Leeds Plan team. Community care packages (+£0.9m – 0.4) There is an anticipated cost pressure related to higher than budgeted fee increases and slippage in delivering the budgeted action plans. Public Health Commissioning (+£0.18m - 0.4%) It is currently assumed that staffing based savings will be recycled to meet demand pressures on commissioned services. General Running Costs (+£0.02m - 0.01%) A number of small overspends largely set off by savings evidenced against budgets relating to debt repayment. Income (+£0.1m – 0.1%)

Page 165 Page Additional client income is offset by lower forecasted contributions from partners due to slippage in the formation of the Leeds Plan team offset by additional external income.

Budget Management - net variations against the approved budget

PROJECTED VARIANCES

Expenditure Latest Supplies & Internal External Transfer Total (under) / Income Budget Staffing Premises Transport Capital Appropriation Total Expenditure Income Budget Estimate Services Charges Providers Payments overspend

£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Health Partnerships 1,337 (944) 393 (482) 0 3 0 0 0 0 0 0 (479) 443 (36)

Access & Care Delivery 260,283 (46,215) 214,068 32 152 (72) (4) (179) 333 519 0 (0) 781 (206) 575

Service Transformation 1,301 0 1,301 (127) 0 0 0 0 0 0 0 0 (127) 0 (127) Team

Commissioning Services 34,372 (47,043) (12,671) (573) 0 10 0 100 25 0 0 0 (438) (5) (444)

Resources and Strategy 4,855 (553) 4,302 127 0 0 4 0 0 0 0 0 131 (100) 31

Public Health (Grant 45,014 (44,607) 407 (175) 0 0 0 0 175 0 0 0 (0) 0 (0) Funded)

Appropriation Account 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 347,163 (139,363) 207,800 (1,199) 152 (59) 0 (78) 533 519 0 (0) (132) 132 (0) Key Budget Action Plans and Budget Variations: Action Plan Forecast Variation Lead Officer Additional Comments RAG Value against Plan/Budget

A. Key Budget Action Plans £m £m 1. Additional funding S Hume iBCF, Spring Budget, War Pension Disregard Grant, Social Care Grant B 24.4 0.0

2. Demand Based Savings - Learning Disability S McFarlane A 2.5 1.0

3. Demand Based Savings - Mental Health S McFarlane A 0.1 0.0

4. Demand Based Savings - Physical Impairment S McFarlane A 0.2 0.1

5. Demand Based Savings - Telecare S McFarlane A 0.2 0.1

6. Demand Based Savings - Chc / 117 S McFarlane A 0.2 0.1

7. Demand Based Savings - Reablement S McFarlane A 0.2 0.1

8. Demand Based Savings - Direct Payment Trend S McFarlane G 0.1 0.0

9. Demand Based Savings - Recovery Beds S McFarlane A 0.1 0.0

10. Direct Payment Audit Team S McFarlane A 0.4 0.2 Page 166 Page 11. Client Transport S McFarlane G 0.2 0.0

12. Vacancy management Various Mainly non-frontline services G 0.9 0.0

13. Fees and charges S Hume Improved income collection and income recovery from direct payment audit G 1.0 0.0

14. Recovery Model/Full Year Effect Of Phase III S Hume Recovery of unspent sums B 0.9 0.0

15. Review non-essential spend Various Review and top-slicing of non-essential spend G 0.6 0.0

16. Public Health I Cameron Review of commissioned services B 1.2 0.0

B. Other Significant Variations

1. Staffing All Relating to staffing turnover and slippage in employing new staff (1.2)

2. Community care packages Various Anticipated variation (0.6)

3 General running costs All Savings primarily based on reduced borrowing costs 0.0

4 Use of reserves All Contribution to reserves (0.0)

Reduced income related to delay in setting up Leeds Care Plan Team, offset by additional income 5 Income S Hume 0.1 from health and client contributions based on current activity levels

Adults and Health Directorate - Forecast Variation 0.0 CHILDREN & FAMILIES 2018/19 FINANCIAL YEAR FINANCIAL DASHBOARD - Period 4 Overall Summary - At the end of July (period 4) the directorate is projecting an overspend of £1.64m against the approved budget of £121.022m. The key budget risks are the Children Looked After (CLA) and financially supported non-CLA budgets, transport costs, external legal costs, some income targets and achieving the staff saving targets. Action plans covering these key budget risks have been developed and will be closely monitored by the Children and Families management team. There are some additional options that could help to mitigate the overspend but these are largely around charging on costs to other service areas so would need to be considered as part of the overall Council financial position.

Children Looked After (CLA): - The Children Looked After budget (CLA) was increased by £4.9m in the 2018/19 budget. The budget took into account the level of supported children in the autumn of 2017 with only a small reduction in numbers anticipated in 2018/19 equivalent to a 1.5% reduction in overall CLA numbers over the year. At 29th July 2018 the External Residential (ER) numbers were 63 compared to the budgeted number of 53 ( the same as period 3), whilst the number of Independent Fostering Agencies (IFA) were 190 compared to the budgeted number of 179 (an increase of 2 since period 3). It is anticpated that there will be some reductions in numbers as a number of children currently in ER placements turn 18 during the year. An action plan has been developed to ensure that the service is focused on deliverying within budget. However, at this stage of the year an overspend of £800k is projected. There is a risk that overall numbers continue to increase leading to higher spend than is currently projected.

Staffing: Overall projected overspend of £0.3m. The Social Care staffing budget is projected to be overspent by £295k by the end of the year. This figure is net of staffing savings in Early Help (YOS and TSL). The Directorate is strictly controlling post releases to try and mitiagte this pressure and the projected position assumes that not all vacant posts will be released. Both Partnerships & Health and Learning are currently projected to underspend their staffing budgets.

Transport - An overspend of £450k is projected for this budget. There has been a notable increase in the number of children requiring transport during the first quarter and also an increase in contract prices. The actual increase in demand will be clearer in September with the start of the new school year but at this stage an increase in costs of £800k is projected partly offset by various savings of £350k leaving a net pressure of £450k. There is a risk that demand continues to increase and costs increase further during the year. The Directorate is working with CEL to mitigate potential demand pressures.

Trading and Commissioning : Although the Trading areas of the directorate collectively underachieved their income targets in 2017/18, action plans have been developed for the areas where income was below budget in 2017/18. An action plan has been developed to look at maximising income from Children Centres, but a shortfall of £350k against budgeted income is now projected.

Page 167 Page Other Costs - Legal disbursement activity has been higher than 2017/18 when there was an overspend of £443k. It is projected that external legal disbursement costs will exceed the 2018/19 budget by £450k.

Other Income - Additional Income of £450k is anticipated from the DSG to contribute to the education costs of External Residential placements and from other contributions.

DSG - There is a separate DSG Dashboard. This shows a projected overspend of £0.5m for the year.

Budget Management - net variations against the approved budget PROJECTED VARIANCES Expenditure Income Latest Staffing Premises Supplies & Transport Internal External Transfer Capital Appropriation Total Income Total (under) / Budget Budget Estimate Services Charges Providers Payments Expenditure overspend

£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Demand Led Budgets: In House placed CLA 19,994 (3,195) 16,799 0 0 0 0 0 0 0 0 0 0 0 0 Independent Fostering Agency 7,446 7,446 0 0 0 0 0 0 0 0 0 0 0 0 External Residential 10,886 10,886 0 0 0 0 0 800 0 0 0 800 (200) 600 Other Externally placed CLA 2,599 2,599 0 0 0 0 0 0 0 0 0 0 0 0 Non CLA Financially Supported 13,066 (2,389) 10,677 0 0 0 0 0 0 0 0 0 0 0 0 Transport 14,565 (467) 14,098 0 0 0 0 0 450 0 0 0 450 0 450 Sub total Demand Led Budgets 68,556 (6,051) 62,505 0 0 0 0 0 1,250 0 0 0 1,250 (200) 1,050

Other Budgets Partnerships & Health 11,398 (6,014) 5,384 (14) 0 49 0 44 300 0 0 (37) 342 (318) 24 Learning 89,076 (83,102) 5,974 (250) (8) 9 0 0 0 0 0 0 (249) (50) (299) Social Care 116,646 (69,487) 47,160 559 0 (25) (14) 0 250 (200) 0 0 570 295 865 Sub total Other Budgets 217,120 (158,603) 58,517 295 (8) 33 (14) 44 550 (200) 0 (37) 663 (73) 590 Total 285,676 (164,654) 121,022 295 (8) 33 (14) 44 1,800 (200) 0 (37) 1,913 (273) 1,640 Key Budget Action Plans and Budget Variations: Lead Officer Additional Comments Action Forecast Plan Value Variation

A. Significant Variations RAG £m £m

Pressure on CLA demand led budgets (External Residential placements and Independent Children Looked After Steve Walker R 0.80 Fostering Agencies).

At Period 4 it is assumed that savings in Partnerships and Health and Learning will partly Staffing Related Costs CSLT R 0.09 offset pressures in Social Care with further savings from vacancy control.

There is net projected overspend on Learning for Life. This includes a shortfall of income Learning for Life A Richardson R 0.35 from childcare services offset by employee and other savings in Learning for Life.

External Legal Disbursements CSLT R 0.45

Passenger Transport Sue Rumbold Increase in demand and prices net of various savings R 0.45

B. Key Budget Action plans (BAP's)

Savings likely to slip depending on MSR/ELI process. Stage 1 review complete. Stage 2 Service Reviews / Restructures CSLT A (1.27) 0.21 reviews to be progressed once revised directorate structure has been implemented.

Progress alternative Transport funding models S Rumbold / S Mart Pilots are being established around alternative payment approach G (0.25) 0.00

Page 168 Page Family Services restructure and reduced funding A Richardson Proposals in place to secure the savings, DDN to implement the new structure implemented. G (0.25) 0.00

Reduced spend on Independent Support Workers S Rumbold Based on current spend the savings should be exceeded by £0.25m. G (0.25) (0.25)

Various commissioning reviews are in progress. There is the risk that the level of savings Commissioning Reviews S Rumbold G (0.30) 0.00 will not be achieved.

Day rates at Adel Beck have been increased. Higher charges may impact on demand but Achieve Increased income from Adel Beck S Tariq G (0.35) (0.25) current income levels suggest the budget will be exceeded.

Achieve Increased income from Child Protection: S Rumbold The Team is anticipated to continue high level of trading. G (0.10) 0.00 Education Safeguarding Team

Achieve additional Unaccompanied Asylum Seeking S Tariq This action is linked to the number of unaccompanied asylum seeker children G (0.40) 0.00 Children grant

Achieve additional DfE Improvement Partner Income S Tariq In line with the agreement with Kirklees G (0.10) 0.00

Includes continuation of School Improvement and Brokerage grant £0.7m ; Trading income Other Action Plans which have been achieved. various G (1.75) 0.24 shorfall at Activity Centres £50k ; SENSAP set up costs £50k

C. Contingency Plans Additional schools funding contribution to area External Residential placements £0.2m and Utilisation of External Income G (0.45) other additional income £250k.

Children and Families Directorate - Forecast Variation 1.640 CHILDREN & FAMILIES 2018/19 FINANCIAL YEAR DEDICATED SCHOOLS GRANT FINANCIAL DASHBOARD - PERIOD 4

Overall Summary - From 2018/19, the Dedicated Schools Grant (DSG) is made up of 4 separate blocks - the Schools Block, Central School Services Block, Early Years Block and High Needs Block. At month 4 there is a projected overspend of £500k, though a more detailed projection exercise is currently being carried out and will be reported in September.

Schools Block - This is the largest element of the DSG and mostly consists of delegated funding to local authority maintained schools. From this, there are a number of "de-delegated" services where schools have agreed for the local authority to retain funding back to cover some costs centrally which otherwise would need to be charged to schools (such as maternity costs, trade unions costs and the libraries service). The Growth Fund budget remains part of this block. Although there are no variances projected at this stage, there are risks over the levels of maternity pay costs within the de-delegated budgets.

Central School Services Block This is a new block created from 2018/19 which covers costs such as prudential borrowing repayment, equal pay costs, the admissions service and the retained duties element of what used to be the Education Services Grant (which covers statutory and regulatory duties, asset management and welfare services). There are no variances currently projected on these services.

Early Years Block - This element is concerned with provision to pre-school children. The final grant amount received is largely based on the January 2019 census and so will not be confirmed until the 2019/20 financial year. Following the significant underspend in 2017/18, the unit rates paid to providers has been increased for both 2 year old and 3 & 4 year old providers. However, it is still expected that there could be an underspend of up to £1m. - for 2 year olds, the January census has usually been the lowest of the year and in order to not overspend this budget, the amount paid to providers is £5.10 an hour (an increase from £5.05 in 2017/18) while the funding is £5.20 per hour to compensate for this, although the hourly rate received from the ESFA has not increased from 2017/18. - for 3 and 4 year olds, the hourly rate has been increased from £4.20 to £4.25, though the hourly rate received from the ESFA remains the same. - the SEND Inclusion Fund budget has been reduced to £485k and the process for accessing this fund has been simplified for 2018/19 to encourage more providers to take up the available funding. - the contingency fund did not have any calls on it during 2017/18 and so has been reduced from £400k to £170k.

Page 169 Page High Needs Block - This element is used to support provision for pupils and students with special educational needs and disabilities. This block is currently experiencing increasing costs due to high levels of demand and increasing complexity of cases. There are a number of areas of risk in these budgets, including:- - The deficit on the North West SILC budget is likely to be a charge during 2018/19. At the end of 2017/18 the deficit was £1.355m, though a deficit action plan is now being worked on, though there is a risk that this deficit could increase further. - a high level assessment of the number and complexity of children with SEN suggests there could be a significant risk of up to £2.5m on this budget. - due to the projected overspends listed above, the budgeted contribution to reserves is not expected to be made.

Grant Income - The initial DSG grant for 2018/19 year was announced in December 2017. However, there will continue to be changes to this figure during the year, in addition, the early years element will not be known until summer 2019. At this early stage of the year there are no changes to the projected grant due. Budget Management - net variations against the approved budget DSG Grant Reserves

Budget Projection Variance £'000 £'000 £'000

Schools Block DSG Income (320,706) (320,706) 0 General De-delegated Total Individual Schools Budgets 313,490 313,490 0 £'000 £'000 £'000 De-delegated budgets 4,316 4,316 0 Growth Fund 2,900 2,900 0 Latest Estimate 0 0 0 Balance b/fwd from 2017/18 3,379 (425) 2,954 Net contribution to/from balances (946) 300 (646) Central School Services Block Deficit c/fwd to 2019/20 2,433 (125) 2,308 DSG Income (5,171) (5,171) 0 CSSB Expenditure 5,171 5,171 0 Projected Outturn 0 0 0 Balance b/fwd from 2017/18 3,379 (425) 2,954 Net contribution to/from balances 500 300 800 Early Years Block Deficit c/fwd to 2019/20 3,879 (125) 3,754 DSG Income (55,367) (55,367) 0 FEEE 3 and 4 year olds 44,216 43,386 (830) FEEE 2 year olds 7,903 7,903 0 Other early years provision 3,248 3,078 (170) 0 (1,000) (1,000)

Page 170 Page High Needs Block DSG Income (60,300) (60,300) 0 Funding passported to institutions 53,393 55,839 2,446 Commissioned services 1,549 1,549 0 In house provision 4,412 4,412 0 Contribution to /from reserves 946 0 (946) 0 1,500 1,500

Total 0 500 500 Key Budget Action Plans and Budget Variations: Forecast Lead Action Plan Variation Additional Comments RAG Officer Value against Plan/Budget A. Key Budget Action Plans £m £m Transfer of £2m from the schools block and £500k from the central school services block to the high needs block Transfer funding to High Needs Block B 2.50 0.00 as detailed in report to Schools Forum in January 2018. Reduction in Funding for Inclusion unit value The reduction in the unit rate from £684 to £600 has been applied. B 1.37 0.00

Reductions in mainstream funding for additional places A change in the criteria before additional funding is due will be applied. G 0.49 0.00

B. Significant Variations Early Years Block Likely underspend on early years block. (1.00) High Needs Block Estiamted increase in payments to institutions due to increase in number and complexity of cases. 1.09 High Needs Block Deficit balance on North West SILC as academy conversion due to take place during 2018/19. 1.36 High Needs Block Budgeted contribution to reserves will not be made (0.95)

Dedicated Schools Grant - Forecast Variation 0.50 CITY DEVELOPMENT 2018/19 BUDGET - PERIOD 4 FINANCIAL DASHBOARD - MONTH 4 (APRIL - JULY) Overall - At Period Four City Development is projecting an overspend of £1.674m before the identification and application of an action plan to balance . The Directorate currently has pressures totalling £3.5m and but has identified £1.8m of savings and one off items of income to partially mitigate them. Work is ongoing to identify/implement further mitigating actions, including careful management of vacancies, anticipated further income from easements/covenants etc, and a further review of historic income held in balances.

As per the Medium Term Financial Plan, the budgeted return on the Council's commercial asset portfolio has increased by £1m in 2018/19 to £3.36m. The development of the Council's commercial asset portfolio is reliant upon suitable market opportunities with the right risk profile and as a result is currently projecting a £1.75m shortfall. The Directorate will seek to mitigate against this through savings within other areas of income and expenditure. As such mitigating action of circa £1.16m have been identified including £300k additional Arena income, £509k for one off easements and covenant releases, £248k savings across Asset Management, and £100k from further anticipated road closures at . Advertising income is another budget pressure rolling through from 2017/18. Following the appointment of an external consultant and subsequent analysis and reporting an initial pressure of £200k has been identified. Work is ongoing to strengthen and develop advertising opportunities.

In Highways a pressure of £380k has been reported in respect of electricity for Street Lighting. The tariffs can be volatile and fluctuate significantly in response to energy market conditions, the 2018/19 Budget Estimate Circular suggested provision for a 5% price increase however the first two months of billing has shown some tariffs rising as much as 18%. This will continue to be closely monitored throughout the financial year. To mitigate this £360kof section 278 historic balances has been brought into revenue.

Active Leeds is projecting an underachievement of income of £400k of which £200k is due to delays in the refurbishment of Airborough Swimming Pool due to additional essential capital works over and above the original capital scheme estimate. The refurbishment started in May 20017 and was expected to take 6 months to complete , however the latest estimate is that works will not be completed until January 2019.

The Directorate needs to contain its current position and in addition identify £1.674m of savings and/or additional income to deliver a balanced budget. These proposals are being identified and will be reported in future updates as the actions are developed. Page 171 Page

Budget Management - net variations against the approved budget

PROJECTED VARIANCES

Expenditure Income Latest Supplies & Internal External Transfer Total Staffing Premises Transport Capital Appropriation Income Budget Budget Estimate Services Charges Providers Payments Expenditure Total (under) / overspend £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Planning & Sustainable 9,219 (7,368) 1,851 (157) 0 10 0 0 0 0 0 0 (147) 0 (147) Development Economic 1,859 (508) 1,351 7 0 3 0 0 0 0 0 0 10 173 183 Development Markets & City 2,958 (3,612) (654) (8) 96 (46) 0 5 0 0 0 0 47 157 204 Centre Asset Management & 16,838 (20,461) (3,623) (251) 94 0 0 0 0 0 0 0 (157) 1,240 1,083 Regeneration Employment & 3,881 (2,166) 1,715 (14) 0 0 0 0 0 0 0 0 (14) 0 (14) Skills Highways & = 61,330 (45,545) 15,785 (1,179) 369 1,051 765 4 0 0 0 0 1,011 (629) 382 Transportation Arts & Heritage 18,407 (8,121) 10,286 78 (8) 37 0 0 0 0 0 0 107 3 110 Active Leeds 24,496 (19,888) 4,608 4 (20) 3 0 0 (50) 0 0 0 (63) 408 345 Resources & 1,126 0 1,126 (11) 0 0 0 0 0 0 0 0 (11) (2,134) (2,145) Strategy Total 140,114 (107,669) 32,445 (1,531) 531 1,058 765 9 (50) 0 0 0 783 (782) 0 Key Budget Action Plans and Budget Variations: Forecast Action Variation RAG Plan against Value Plan/Budget Lead Officer Additional Comments A. Budget Action Plans £'000 £'000 1. Planning and Sustainable Development Tim Hill Additional income from charging G (400) 0 Eve 2. Economic Development Expenditure savings R (120) 183 Roodhouse 3. Markets & City Centre Susan Upton Additional income from events and speciality markets G (70) 0 Angela 4. Asset Management & Regeneration Strategic Investment Fund & fee income R (1,520) 1,000 Barnicle 5. Highways and Transportation Gary Bartlett Fees & Charges G (810) 2 Cluny 6. Arts and Heritage Savings via increased income opportunities across the Service G (400) 0 MacPherson 7. Employment and Skills Sue Wynne Staffing & running cost savings G (20) (14) Cluny Reduction in the net cost of service via increased income, operational cost reductions and VAT 8. Sport and Active Lifestyles R (1,585) 345 MacPherson exemption Total Budget Action Plan Savings (4,925) 1,516 B. Other Significant Variations Angela 1. Asset Management & Regeneration Shortfall in Strategic Investment Fund Income against 2017/18 Budget Action Plan 750 Barnicle

Page 172 Page 2. Highways and Transportation Gary Bartlett Street Lighting Electricity Costs 380 Angela 3. Asset Management & Regeneration West Gate Rent 240 Barnicle Angela 4. Asset Management & Regeneration Advertising Income 200 Barnicle 5. Markets & City Centre Susan Upton Kirkgate Market Income and Security Costs 175 Angela 6. Asset Management & Regeneration EX PPPU Income Recovery 140 Barnicle Cluny 7. Arts and Heritage Staffing and Income Variations across Arts and Heritage 110 MacPherson Angela Additional Income - Symons House, Holdforth Court, Thornes Farm Way, ELOR Gas 8. Asset Management & Regeneration (509) Barnicle Easement, rents Resources & 9. Ed Mylan Historic S278 balances (360) Strategy Angela 10. Asset Management & Regeneration Arena Income (300) Barnicle Angela 11. Asset Management & Regeneration Other savings across the service (248) Barnicle 12. Planning and Sustainable Development Tim Hill Staffing Savings (147)

13. Resources & Strategy Ed Mylan Bridgewater Place - assumed income from further closures (100)

14. City Development All Other Variations across the Directorate (173)

15. Resources & Strategy Ed Mylan Action Plan required to balance (1,674)

City Development Directorate - Forecast Variation 0 RESOURCES AND HOUSING FINANCIAL DASHBOARD - 2018/19 FINANCIAL YEAR

MONTH 4 Overall The month 4 position for the directorate is an overall projected overspend of £233k, which consists of a projected shortfall on court fees income of £145k and a £88k pressure for relating to business rates. In addition, there are a number of risks around the timely implementation of some of the savings incorporated as part of the 2018/19 budget strategy and ongoing income pressures within HR which will require a directorate wide plan to deliver alternative savings of around £0.9m. It is anticipated that most of this gap can be closed through the management of vacancies across the Directorate.

Resources It is assumed that support services will achieve the almost £3.5m savings which form part of the 2018/19 budget strategy. Most of these (£2.2m) centred on staffing savings and early projections indicate these will be delivered. Although an overall staffing pressure is being projected for the group, this is mainly as a result of recruitment within DIS and will be offset by additional projected income. However, there is a risk for those services which are experiencing a reduction in schools income, particularly HR. Plans will need to be implemented to compensate for this loss of income. There is a continuing pressure from court fees income within Finance and the latest figures suggest a projected shortfall of £145k against the budget.

Leeds Building Services A balanced position is projected for LBS. The budget assumes an additional surplus of £1.1m to be delivered through increased turnover of around £10m when compared to the 17-18 budget. Delays in the recruitment of front line staff are assumed to be offset by the additional use of sub contractors to deliver the 2018-19 programme.

Housing and Property Services No variation is forecast within Housing and Property Services in 2018-19. Within Corporate Property Management an additional £0.5m has been included in the 2018/19 budget. Current projected spend assumes that £0.4m of works can again be capitalised in 2018/19 to balance the budget. Page 173 Page Civic Enterprise Leeds At month 4 a £88k business rates pressure for offices at Westgate is projected . The 2018/19 budget strategy assumed part year savings through no longer occupying the Westgate offices. However, due to the delays in declaring the premises vacant, some additional costs will be incurred. In addition, Merrion House has recently undergone a business rates valuation for which we are awaiting results but the month 4 projections do not assume any variation from the budget. No other pressures are identified at this stage although we will continue to closely monitor some of the significant income generating services within the group.

Budget Management - net variations against the approved budget

PROJECTED VARIANCES

Expenditure Supplies & External Transfer Total (under) / Income Budget Latest Estimate Staffing Premises Transport Internal Charges Capital Appropriation Total Expenditure Income Budget Services Providers Payments overspend

£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Resources 93,666 (29,607) 64,059 521 (6) 376 (5) (39) 0 0 0 12 859 (714) 145

LBS 55,675 (65,286) (9,611) (1,685) 0 1,457 0 0 0 0 0 0 (228) 228 0

Housing & Property 26,576 (13,613) 12,963 (135) 372 0 0 0 0 0 0 135 372 (372) 0

CEL 74,850 (64,078) 10,772 591 203 148 1,000 0 0 0 0 0 1,942 (1,854) 88

Total 250,767 (172,584) 78,183 (708) 569 1,981 995 (39) 0 0 0 147 2,945 (2,712) 233 Key Budget Action Plans and Budget Variations: Action Plan Forecast Variation Lead Officer Additional Comments RAG Value against Plan/Budget

A. Key Budget Action Plans £m £m Additional turnover has been identified; budget reflects increased staffing to deliver turnover required and recruitment is 1 LBS Simon Costigan underway; G (1.10) 2 Housing Jill Wildman Commissioning Contract Savings - FYE of existing savings G (0.15)

3 Housing Jill Wildman Review of housing support costs that can be more appropriately charged to the capital programme G (0.08) 4 CPM Simon Costigan Target reduction in spend on repairs/security at Void properties G (0.20)

5 Cleaning/Catering Sarah Martin Annual equipment replacement programme & investment in kitchen facilities to deliver savings. G (0.05)

6 Cleaning/Catering Sarah Martin Operational cost savings within CEL from ASC Better Lives programme G (0.20) 7 Cleaning Sarah Martin Additional income G (0.04)

8 Facilities Management Sarah Martin Operational cost review. G (0.12) 9 Fleet Services Sarah Martin Staffing restructure G (0.03) 10 Fleet Services Sarah Martin Operational savings G (0.05) 11 Directorate wide All COs Staffing savings above amounts in service accounts A (0.20) 0.20

12 DIS Dylan Roberts Review of staff & other costs that can be more appropriately charged to the capital programme G (0.38) Reduction in licence costs, the continued rationalisation of printers and a review of telephone costs as Skype is fully rolled 13 DIS Dylan Roberts out G (0.33)

Page 174 Page 14 DIS Dylan Roberts Income from additional services to WY Joint Services; Alternative savings to be found. A (0.07) 15 DIS Dylan Roberts Charge for personal use of Mobile phones; Alterative savings to be found R (0.06) 16 DIS Dylan Roberts Mobile phone growth - additional budget required from Directorates G (0.05) 17 Financial Services Doug Meeson Deliver £0.5m staffing savings to balance the 18/19 budget A (0.50)

18 HR Lorraine Hallam Deliver £0.19m staffing savings to balance the 18/19 budget; Additional staffing savings used to offset income shortfall G (0.19) (0.27)

19 HR Lorraine Hallam Additional income -mainly schools (price increases, fee on supply contract; Income from attendance/ disciplinary training) A (0.10) 0.10 20 HR Lorraine Hallam Replace HELP contract with telephone support service. R (0.09) 0.09 21 HR Lorraine Hallam P-card payments - agency contract G (0.05) 22 HR Lorraine Hallam Secure £40k of income chargeable to the Apprentice Levy G (0.04) 23 Legal & Democratic Services Catherine Witham Deletion / Reconfiguration of posts or other cost savings G (0.07) 24 Low Carbon Polly Cook Charges to University for contribution towards salary costs G (0.02) 25 Shared Services Helena Phillips Deliver £1.1m staffing savings to balance the 18/19 budget G (1.10)

26 Shared Services Helena Phillips Mail and Print - cross cutting savings (found with alternative savings) A (0.10)

27 Strategy and Improvement Mariana Pexton Deliver £0.13m staffing savings to balance the 18/19 budget G (0.13)

28 Strategy and Improvement Mariana Pexton Additional comms team income - mainly from Schools G (0.05) B. Other Significant Variations 1 HR Lorraine Hallam Net shortfall against schools income R 0.77 2 Finance Doug Meeson Shortfall against court fees income budget. A 0.15 3 CEL Sarah Martin NNDR pressure for offices at Westgate. A 0.09 4 All other variations Dir Wide Action plan required (£0.9m) A (0.89)

Resources and Housing Directorate - Forecast Variation 0.23 COMMUNITIES & ENVIRONMENT DIRECTORATE SUMMARY FINANCIAL DASHBOARD - 2018/19 FINANCIAL YEAR Period 4 (July 2018) Overall Position (+£586k over budget) Parks and Countryside (nil variance) Waste Management (+£582k over budget): The service is projecting an overall nil variance at period 4. There is a projected Communities (nil variance) income shortfall at Lotherton Hall, Tropical World and Temple Newsam (approx Refuse: (+£559k over budget) This service is projecting a nil variance. £0.5m), although it is anticipated that these shortfalls will be partially offset by Within the Refuse Service it is currently anticipated that there will be slippage of 7 expenditure savings and additional income in other areas of the service. months (to November) in respect of the budgeted collection route efficiency Customer Access (+£200k over budget) programme, as the route review continues. This will result in a projected The projected overspend relates to the Contact Centre. This reflects the delays in Car Parking (+£118k over budget) overspend of £673k, although savings of £250k are anticipated to offset this. In delivering budgeted staffing efficiencies in respect of Channel shift/shove whilst The projected overspend relates to shortfalls against phased budgets on the addition, an extra collection route (+£231k) has been provided to meet the maintaining performance levels in the face of increased call volumes. projected levels of 'on street' (+£310k) and 'off street' (+£69k) parking income. additional demand from new build properties; other staffing pressures within the Assumptions have been made that an element of this income will be recovered service are projected to cost an additional £259k; and delays in the review of the Electoral and Regulatory Services (nil variance) during the remainder of the year but will continue to be closely monitored to fully medi-waste collection service are projected to cost an additional £85k. Partially The service is projecting a nil variance at period 4. The planned fee review for Taxi determine income trends. It is also anticipated that these shortfalls will be partially offsetting these pressures is a £458k saving in respect of collection cost savings. and Private Hire Licensing (TPHL) has yet to be implemented and further delays offset by other expenditure savings by the year end. may impact on the current balanced position. HWSS & Waste Strategy: (+£23k over budget) Cleaner Neighbourhoods Teams (nil variance) The projected overspend relates to increased SORT disposal costs (+£240k), Environmental Health (£16k under budget) The service is projecting a nil variance with projected staffing savings offset by reflecting a reduction in market prices and increased contamination rates; a The projected variance is due to delayed recruitment. additional overtime costs. reduction in the level of disposal savings assumed from the rollout of the new garden waste routes (+£242k). Offsetting these pressures is additional recycling Welfare and Benefits (nil variance) City Centre (+£2k over budget) and weighbridge income of £175k and other disposal savings (volume and price) A balanced position is currently projected. Although the service has secured The service is projecting an overspend due to the additional overtime costs of £259k, mainly at Household Waste Sites. additional grant funding, mainly in respect of Verify Earnings and Pensions Alerts incurred through city centre events. (£327k), this will be offset by additional expenditure to meet the grant

requirements 175 Page and other staffing variations across the service. Community Safety (nil variance) The level of overpayment income will continue to be monitored as there remains A projected shortfall in income of £59k due to the loss of a contract with WY a significant level of budgeted income to be achieved (c£7.6m). Police to maintain ANPR cameras, is offset by a projected net underspend in staffing.

Directorate Wide (action plan savings £300k) The directorate will work towards identifying appropriate actions to mitigate the projected overspend.

Budget Management - net variations against the approved budget;

Summary By Service Projected variances Expenditure Latest Internal External Transfer Total Budget Income Budget Estimate Staffing Premises Supplies & Services Transport Charges Providers Payments Capital Appropriation Expenditure Income Total (under) / overspend

£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Communities 19,015 (14,036) 4,979 2 0 (34) 0 (209) 0 0 0 0 (241) 241 0 Customer Access 23,668 (4,192) 19,476 197 0 55 4 1 0 0 0 0 257 (57) 200

Electoral & Regulatory Services 6,194 (5,440) 754 (193) 70 31 (1) 22 0 0 0 0 (71) 71 0

Welfare And Benefits 252,566 (248,692) 3,874 72 6 66 8 56 0 0 0 0 208 (208) 0 Car Parking Services 4,936 (13,168) (8,232) 0 0 (140) 0 0 0 0 0 0 (140) 258 118 Community Safety 8,083 (5,912) 2,171 (61) 0 (36) 0 0 0 0 0 0 (97) 97 0 Waste Management 41,662 (7,861) 33,801 504 1 70 16 0 0 0 0 0 591 (9) 582 Parks And Countryside 31,420 (24,842) 6,578 46 31 94 (69) 154 0 0 0 0 256 (256) 0

Environmental Action (City Centre) 2,011 (427) 1,584 (3) 1 4 0 0 0 0 0 0 2 0 2

Environmental Health 2,053 (561) 1,492 (44) 0 (6) (3) (4) 0 0 0 0 (57) 41 (16) Cleaner Neighbourhood Teams 12,506 (4,561) 7,945 (127) 0 82 45 0 0 0 0 0 0 0 0 Action Plan 0 0 0 0 0 0 0 0 0 0 0 0 0 (300) (300) Total 404,114 (329,692) 74,422 393 109 186 0 20 0 0 0 0 708 (122) 586 Key Budget Action Plans and Budget Variations: Additional Action Plan Forecast Variation against Lead Officer RAG Comments Value (£000s) Plan/Budget

Communities Communities team Communities Team - review management & leadership arrangements - Shaid Mahmood Review process ongoing, savings expected to be delivered in year G (50) 0 saving of 1 fte Community Centres Community Centres: reduce net cost by reviewing lettings income and Shaid Mahmood Additional income due in 18/19 from full year effect of Free Lets termination in 17/18. G (60) 0 Facilities Management costs Meeting to be held with Facilities Management re delivery of remaining savings.

Third Sector Infrastructure Fund 10% saving on VAL contract Shaid Mahmood VAL have been informed of the decision and the contract is to be renegotiated G (34) 0

Customer Access Libraries Re-tender Library Management Systems contracts as single contract Lee Hemsworth To retender as part of a West Yorkshire Consortium. This will allow potential bigger G (50) 0 savings but it is unlikely that the full amount can be delivered in year. Other savings to be identified to cover this in current year. Compliments & Complaints Review structure to deliver staffing savings Lee Hemsworth Factored into proposed structure changes - Delivered G (17) 0

Contact Centre Migration of telephone lines to new datelines' Lee Hemsworth Lines migrated Friday 11th May so should be on line to deliver savings G (80) 0 Contact Centre Closer working between Council Tax Recovery and Contact Centre - Lee Hemsworth Savings now incorporated into Channel shift/shove target (see below re Ctax emails) G (30) 0 saving of 1 fte Contact Centre Channel shift/shove - further savings due to fewer calls - saving of 12 Lee Hemsworth Whilst implementation is underway delays are putting delivery of full savings at risk. (280) 200 ftes Added to this is the current adverse call answer rate and it may be that performance issues need to be addressed which could also impact on savings being delivered

Contact 176 Page Centre Reduce service failure - saving of 1.3 ftes Lee Hemsworth On track and should be delivered in year. G (40) 0 Contact Centre Implement automated switchboard in Contact Centre - saving of 2.5 Lee Hemsworth Business case approved at FPG, to be funded by Invest to Save reserve - £38k savings G (50) 12 ftes forecast due to delays. Home Library Service Transfer of Home Library Service to voluntary sector - transfer of 1 fte Lee Hemsworth Currently under review - advice being sought from HR, savings may be delivered from G (30) 0 elsewhere. Interpreting & Translation Secure additional income (net) from Interpreting and Translation Lee Hemsworth Revising contract arrangements with Health Service. This could lead to a longer term G (180) 0 Service Service - Total Income budget £846k arrangement, but may need to review pricing. Staffing efficiencies Community Hubs & Libraries ELIs/Vacancy Factor Lee Hemsworth Expected to be achieved G (974) 0 Welfare & Benefits Welfare and Benefits Re-tender Advice Consortium contract Lee Hemsworth Delivered G (50) 0 Welfare and Benefits Local Welfare Support Scheme - review eligibility for white goods and Lee Hemsworth Budget reduced by £200k. Funding & award approach revised such that we will G (200) 0 arrangements for carpet replacements in Council properties operate within allocated budget. On track to meet this. Electoral & Regulatory Services TPHL Implement fee review to achieve additional income target of £438k to John Mulcahy Fee review approved at Licensing Committee 25th May 2018, now out to consultation. A (438) 0 achieve balanced budget. Overall income target £2,241k Income levels being monitored to ensure increase in fees is sufficient to generate required income. £1.8m achieved in 17/18. Waste Management Refuse Continue with the re-design of collection rounds to deliver remaining Helen Freeman Route review ongoing - currently assuming 7 months delay. R (1,350) 423 £1.1m savings in base budget, plus additional lieu day savings of £0.25m Refuse Work with NHS colleagues to review medi-waste collection service to Helen Freeman Ongoing discussions with NHS - assumed delayed implementation for 1/2 year R (170) 85 eliminate subsidy Environmental Action Services Car Parking Increase charges at Woodhouse Lane car park by 50p for a full day Helen Freeman Price increase implemented 6th July 2018 A (130) 35 Parks and Countryside Parks and Countryside Continue to progress Attractions Development Plan to achieve Sean Flesher A bid has been submitted to the Rural Development Fund to help the cost of the G (100) 0 additional net surplus ongoing development at Lotherton Hall. Income to period 4 is below profile. To be Parks and Countryside Increase turnover to achieve additional plant/retail income target Sean Flesher Additional net surplus built into budget. To be monitored in year. G (100) 0 (additional net £100k surplus) from the Arium Parks and Countryside Staffing savings - achievement of vacancy factor (5% all services, 8.9% Sean Flesher Period 4 savings in line with profile. To be monitored in year. G (1,124) 0 Parks Operations) Community Safety Community Safety Identify efficiencies in use of Community Safety funding Paul Money Efficiencies have been identified, proposals to be approved by Safer Leeds Executive G (50) 0

Directorate Wide Directorate Wide Undertake additional works for Housing Leeds All COs Additional CCTV and Tree Inspection works undertaken in 17/18, need to identify G (300) 0 appropriate areas in 18/19 Other Significant Variations All services Other expenditure variations 131 Directorate wide Action Plan (300)

Communities & Environment - Forecast Variation 586 Page 177 Page STRATEGIC & CENTRAL ACCOUNTS - 2018/19 FINANCIAL YEAR FINANCIAL DASHBOARD - PERIOD 04

Overall :

At month 4 the Strategic & Central budgets have a projected overspend of £0.3m.

The key variations are;

A projected shortfall of £0.5 in New Homes Bonus; Section 278 income shortfall of £1.4m due to lower levels of development activit; £0.6m additional debt cost

Offset by improvements in S31 grants income (£0.1m ) and in Prudential Borrowing income (£0.1m): Following review, the level of general capitalisation assumed in the 2018/19 budget has been increased by (£1m); Taking account of the latest position regarding levels of insurance claimand trend analysis it is proposed to review the level of the General Insurance reserve and to release (£1m) back into revenue.

Budget Management - net variations against the approved budget

PROJECTED VARIANCES

Page 178 Page Expenditure Income Latest Supplies & Internal External Transfer Total (under) / Budget Budget Estimate Staffing Premises Services Transport Charges Providers Payments Capital Appropriation Total Expenditure Income overspend £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Strategic Accounts (7,330) (34,073) (41,403) (1,000) (1,000) (2,000) 1,287 (713) Debt 24,747 (1,167) 23,580 656 656 656 Govt Grants 9,740 (36,895) (27,155) 0 0 414 414 Joint Committees 36,913 0 36,913 0 0 Miscellaneous 5,930 (852) 5,078 (16) (16) (16) Insurance 10,294 (10,294) 0 0 0 Total 80,294 (83,281) (2,987) (16) 0 (1,000) 0 0 0 0 656 (1,000) (1,360) 1,701 341 STRATEGIC & CENTRAL ACCOUNTS - 2018/19 FINANCIAL YEAR Key Budget Action Plans and Budget Variations: Forecast RAG Budget Variation against Budget

Lead Officer Additional Comments A. Major Budget Issues £m £m

1. Debt Costs and External Income Doug Meeson R 22.6 0.6

2. Minimum Revenue Provision Doug Meeson No variation is anticipated for 2018/19 G 1.0 0.0

3. New Homes Bonus Doug Meeson Projected shortfall of £535k A (11.2) 0.5

4. Business Rates (S31 Grants & retained income) Doug Meeson Projected surplus of £121k due to change in calculation method after budget was set. G (25.6) (0.1)

5. S278 Contributions Doug Meeson Potential risk of £1.4m shortfall R (3.9) 1.4

6. General capitalisation target Doug Meeson Capitalisation of eligible spend in directorate/service revenue budgets. Increased by £1m following review. G (4.5) (1.0)

7. Schools capitalisation target Doug Meeson Capitalisation of eligible spend in school revenue budgets. G (4.0) 0.0

8. Joint Committees Doug Meeson No significant variation anticipated at this stage. G 36.9 0.0 Page 179 Page

B. Other Significant Budgets

1. Insurance Doug Meeson No significant variation anticipated at this stage. G 0.0 0.0

2. Prudential Borrowing Recharges Doug Meeson No significant variation anticipated at this stage. G (14.1) (0.1)

3. Earmarked Reserves Doug Meeson Use of capital and other earmarked reserves. G 0.7 0.0

4 Prompt paymernt discount savings target Doug Meeson Achievement of target depends on getting sufficient suppliers enroled on PPD scheme G (0.6) 0.0

5 Miscellaneous Doug Meeson No significant variation anticipated at this stage. G 5.1 0.0

6 Central recharges Doug Meeson Recharges ref PPPU break-up to allocate to directorates G 0.4 0.0

7 General Insurance Reserve Doug Meeson Followinf review of level of reserve it is propose dto release £1m to revenue. G 0.0 (1.0)

Strategic & Central Accounts - Forecast Variation 0.3 Housing Revenue Account - Period 4 Financial Dashboard - 2018/19 Financial Year

Summary of projected over / (under) spends (Housing Revenue Account)

Variance to Previous period Directorate Current Budget Projected Spend budget Comments variance £000 £000 £000 £000 Income Rents (212,042) (211,937) 105 Average rent projected to be lower than budgted 50 Service Charges (7,774) (7,778) (4) 6 Other Income (30,337) (30,260) 77 Capitalised salaries less than expected but offset by employee costs below - Total Income (250,153) (249,975) 178 56 Page 180 Page Expenditure Disrepair Provision 1,400 1,812 412 412 Repairs to Dwellings 43,548 43,548 - Awaiting recharge information - Council Tax on Voids 654 654 - - Employees 28,733 27,915 (818) Housing Management £669k. P&C part year savings due from Housing Growth restructure. (564) Premises 8,311 8,325 14 20 Supplies & Services 3,853 3,851 (2) (3) Internal Services 40,287 40,582 295 Internal recharges from Community & Environments 159 Capital Programme 65,502 65,502 - - Unitary Charge PFI 9,476 9,278 (198) Offset with Sinking Fund - see below 35 Capital Charges 44,476 44,476 - - Other Expenditure 6,716 6,672 (44) (46) Total Expenditure 252,956 252,614 (341) 13 Net Position 2,803 2,639 (164) 69 Appropriation: Sinking funds (1,753) (1,555) 198 (35) Appropriation: Reserves (1,050) (1,084) (34) (34) (Surplus)/Deficit (0) (0) 0 0 Proposed New Reserves - - Transfer to Capital Reserve - - Total Current Month (0) (0) 0 0 Housing Revenue Account - Period 4 Financial Dashboard - 2018/19 Financial Year

Change in Stock Budget Projection Comparison of Current Tenant Arrears by Financial Year 8000000 Right to Buy sales 530 530

7000000 New Build (PFI) 0 0 New Build (Council House Growth) (22) (22) 6000000 Total 508 508 5000000 *Actual sales to date 177 4000000 Right to Buy Receipts 2017/18 Actual 2018/19 Projection 2014/15 Arrears Total Value of sales (£000s) 26,356 27,562 3000000 2015/16 2016/17 Average Selling Price per unit (£000s) 51.9 52.0 2000000 2017/18 Number of Sales* 508 530 1000000 Number of Live Applications 1,417 1,598 Page 181 Page 0 Period…Period…Period…Period…Period…Period…Period…Period…Period…Period…Period…Period…

Arrears 2017/18 2018/19 Variance

Comparison of Former Tenant Arrears by Financial Year £000 £000 £000 6000000 Dwelling rents & charges 2017/18 Week 18 2018/19 Week 18 Dwellling Rents 6,117 5,701 (416) (HMA1 Figure) 5000000 Non dwelling rents/charges 594 748 155 (garages/Court costs)

4000000 Former Tenants 4,289 4,769 481 10,999 11,218 219 Under occupation 2017/18 Week 52 2018/19 Week 14 3000000 Volume of Accounts 4,357 4,286 (71) Arrears Volume in Arrears 1,873 1,944 71 2000000 2017/18 % in Arrears 43.0% 45.4% 2.4% 2016/17 Value of Arrears 502 494 (8) 1000000 2015/16 Collection Rates 2017/18 Week 52 2018/19 Week 14 2014/15 Dwelling rents 97.44% 96.47% -1.0% 2018/19 0 Target 97.50% 97.50% Period Period Period Period Period Period Period Period Period Period Period Period Variance to Target -0.06% -1.03% 1 2 3 4 5 6 7 8 9 10 11 12 Housing Revenue Account - Period 4 Financial Dashboard - 2018/19 Financial Year

Projected Financial Position on Reserves Reserves b/f Use of Reserves Contribution to Closing Reserves reserves £000 £000 £000 £000 HRA General Reserve (6,495) 0 0 (6,495)

Earmarked Reserves Insurance - large claims (137) (137) Welfare Change (1,782) 684 (1,098)

Page 182 Page Housing Advisory Panels (541) (541) Sheltered Housing (Committed in capital programme) (3,238) (3,238) Holdsforth Place - land purchase (64) (64) Early Leavers' Initiative (408) (408) Changing the Workplace (332) (332) eFiles Box-It Project (262) (262) New Earmarked Reserves 0 Wharfedale View (10) (10) Concierge Pilot (400) 400 0 Sheltered Housing (Furniture and Carpets) (280) (280) (7,453) 1,084 0 (6,369)

PFI Reserves PFI Sinking Fund (7,410) 2,512 0 (4,898) LLBH&H PFI Sinking Fund (2,710) 0 (958) (3,668) (10,121) 2,512 (958) (8,567)

Capital Reserve MRR (General) (27,212) 64,068 (68,327) (31,471) MRR (New Build) (4,258) 3,140 0 (1,118) (31,470) 67,208 (68,327) (32,589)

Total (55,540) 70,804 (69,285) (54,021) Agenda Item 12

Report author: Simon Clothier Tel: 0113 37 87513

Report of the Director of City Development

Report to Executive Board

Date: 19 September 2018

Subject: Air Quality Improvement - Office for Low Emission Vehicles Grant for Electric Charge Points

Capital Scheme Number: 33000

Are specific electoral wards affected? Yes No If relevant, name(s) of ward(s)

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, access to information procedure rule number: Appendix number:

Summary of main issues

1. The Office of Low Emission Vehicles (OLEV) offered grant funding to increase the take-up of ultra-low emission vehicles, specifically within the taxi and private hire sectors, through the development of infrastructure.

2. This project seeks to improve air quality, by funding the installation up to 88 rapid electric vehicle charge points (EVCPs) in West Yorkshire. This will remove one of the perceived barriers to the uptake of Ultra-Low Emission Vehicles (ULEVs) by taxi and private hire operators. Each charge point will have two parking bays, with one bay for the sole use by taxi and private hire operators and the other available to the general public.

3. This project supports the City Region’s ambition to create quality places and clean environments, and will support the proposed Clean Air Zone objectives to significantly reduce transport emissions and support the taxi sector in particular to move to ULEVs.

4. The West Yorkshire Combined Authority (WYCA) submitted a joint bid on behalf of Leeds, Wakefield, Calderdale, Bradford and Kirklees district councils as this was OLEV’s preference to five separate bids.

5. The bid was successful and the West Yorkshire districts have jointly received £1.98m capital funding toward the provision of rapid charger infrastructure across West

Page 183

Yorkshire. Additional funding from the Local Transport Plan (LTP) of up to £900k along with private investment from the appointed charge point supplier will supplement this.

6. OLEV have agreed that whilst the scheme was primarily aimed at the taxi and private hire sector, the chargers may be used by the public to remove risks to financial viability identified by prospective suppliers during soft-market testing. Two bays must therefore be provided for EV charging to allow one to be allocated to taxi and private hire use only, whilst the other bay may be used by the public.

7. Based upon the population split of the five West Yorkshire districts, it is envisioned that Leeds will receive nominally 34% of the grant amounting to £673,074 plus £305,943 match funding totalling £979,017 toward the installation of 30 rapid EV chargers although there is potential to receive more funding if the other districts require less of their nominal allocation of funds. It is therefore proposed to seek authority to spend funding of up to 40% of the grant allocation if Leeds is able to secure more sites.

8. The OLEV rules cite that the grant must be discharged before 31st March 2020.

9. A framework contract has been drafted that will permit each district to call-off funds from WYCA who are administering the grant to pay the supplier on the installation of each charge point.

Recommendations

10. The Executive Board is requested to:-

 Inject into the capital programme, and give authority to incur expenditure of up to £1,152,000,1 to be grant funded from the Office of Low Emission Vehicles including up to £360,000 West Yorkshire LTP grant, via the West Yorkshire Combined Authority for the installation of between 30-35 twin rapid EV chargers within the Leeds District.

 Inject into the capital programme, and give authority to incur expenditure of the additional sum of up to £90,000 LTP capital funding towards the costs associated with site preparation work such as DNO applications and site surveys.

 Approve the terms of procurement of a single supplier to deliver the project across West Yorkshire following tender process led by the West Yorkshire Combined Authority subject to a separate legal agreement.

 That approval be given to exempt the resolutions arising from this report from the Call In process, on the grounds of urgency, as detailed within section 4.5.

1 Based on 40% share of the grant and LTP allocations.

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1 Purpose of this report

1.1 To note the successful grant funding application submitted by WYCA and the West Yorkshire district councils and additional funding from the LTP.

1.2 To request the injection, authority to spend and the approval of the use of a framework contract to engage a single supplier to install rapid charge points in Leeds.

2 Background information

2.1 The West Yorkshire Combined Authority (WYCA) submitted a joint bid to the Office of Low Emission Vehicles (OLEV) on behalf of the West Yorkshire District Councils for grant funding for electric taxi vehicle charging infrastructure and was successful in this, being awarded a capital grant of 1.98m on the 30th March 2017.

2.2 The OLEV grant is for a maximum of 88 rapid chargers in West Yorkshire. Following soft market testing and feedback from potential suppliers over the financial viability of a taxi-only model, discussions with OLEV resulted in an amendment to allow the general public to also use the chargers which will enable two users to charge concurrently. To facilitate this, two bays must be provided for each charger, with one bay marked for taxi and private hire use only.

2.3 Rapid chargers are suitable for taxi and private hire as they enable typically an 80% charge in around 30 minutes so are ideal for topping up throughout the working day. They would also enable members of the public the opportunity to charge their vehicle en route to a destination for example.

2.4 The OLEV grant is limited to 75% of the cost of purchasing and installing each unit capped to £22,500 per unit. Therefore match funding from the Local Transport Plan and private investment from the supplier is required to meet the remaining costs associated with the install of each charge point.

2.5 The grant fund has a number of conditions attached around the technical standards of the charge point, provision of data and the minimum length of time that the charge point must remain available.

2.6 A project board comprising of representatives from WYCA and each district council has undertaken work to draw up tender documents and site selection. Work undertaken to date has comprised of drafting a framework contract, engagement with the taxi and private hire trade, potential suppliers, District Network Operators and land owners of potentially suitable sites.

3 Main issues

3.1 WYCA are acting as the project and financial lead and have proposed a funding framework whereby each district “calls-off” funds from WYCA to then transfer to the supplier to deliver each charge point.

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3.2 The supplier will install, own, operate and maintain the equipment for the duration of the 10 year lease. After this point, they are required to re-instate the land unless a further agreement to continue operating at that site is made.

3.3 The district councils are required to identify sites that fit both strategically and practically to begin to form a West Yorkshire network of charge points in locations that can generally be accessed at any time, are well lit and close to amenities such as shops, cafes and toilets.

3.4 An initial list of 60 sites in Leeds was drawn up for evaluation based on a previous feasibility work for EV charge point sites. These included council-owned carparks along-with sites likely to be frequented by taxi and private hire drivers either as places to take breaks and/or destinations. Locations such as near to university campuses, hospitals, petrol filling stations, rail/bus stations and fast food restaurants were considered in the initial sifting exercise with Northern Powergrid to ascertain the feasibility and likely cost of enabling works.

3.5 This has led to a short-list of 9 sites in Leeds made up of 8 Local Authority-owned car parks and one site at a university campus to be submitted as a first phase when the supplier is appointed after September 2018. These are listed in a table in Appendix A.

3.6 When the supplier is appointed, it is anticipated that the remaining initial sites will be worked through for feasibility of delivery, along with sites that the supplier can put forward to make up the remaining sites for Leeds and the parent West Yorkshire District Councils. A map of Leeds showing the Category A sites and Category B & C sites. Category B & C sites have had some feasibility work which will continue with the appointed supplier are provided in Appendix B.

3.7 Sites put forward by the supplier will undergo scrutiny to ensure that they are suitable for taxi and private hire drivers and in locations that meet the requirements set out above in section 3.4.

3.8 At the time of writing, there exist 9 rapid chargers within the Leeds district, including one at Elland Road Park & Ride, a number of Lidl supermarket sites, a Nissan car dealership and some petrol station forecourts (including Services). There are also a number of fast and slow rated chargers, the details of which can be found on websites such as www.zap-map.com.

3.9 Currently ULEV owners who live in Leeds may apply for a permit to enable them to park for free in Council owned carparks and on-street parking as part of measures designed to promote the uptake of ULEVs and the wider measures to improve air quality in Leeds. Such permits are valid until the 31st March 2020.

4 Corporate considerations

4.1 Consultation and engagement

4.1.1 The Council’s Legal team were consulted on the use of a framework and call-off contracts proposed and have advised that the terms are acceptable.

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4.1.2 The Executive Member for Regeneration, Transport and Planning; and the Executive Member for Resources and Strategy have both been briefed on this project.

4.2 Equality and diversity / cohesion and integration

4.2.1 Both charge point spaces will be accessible bays and will be available to all owners of ultra-low emission vehicles. The introduction of EV bays will not displace existing disabled parking bays within council car parks.

4.2.2 It has been considered if language support is required on the EVCP's for whom English is not their first language. However, since the location of the EVCP's will be geographically spread across West Yorkshire, it will not implicate directly to a particular race/community, therefore like existing petrol pumps, it is felt additional language support on the EVCP's is not required.

4.2.3 This scheme will introduce new rapid charge points at locations across West Yorkshire. Therefore this scheme will technically introduce a new service and offer charge points at locations where currently one does not exist. It will have a positive impact on current EV drivers and those considering the switch from internal combustion engines as it will enhance availability and access to charge points. The charge points will be interoperable, on a pay as you go basis, so there will be no access/usage constraint on any EV driver. An Equality Screening assessment has been carried out and is attached as an appendix.

4.3 Council policies and best council plan

4.3.1 The provision of a rapid electric vehicle charge point network across West Yorkshire contributes to the aims and objectives of the proposed Clean Air Zone mandated by Central Government, the Council’s cutting carbon and improving air quality programme and the West Yorkshire Low Emissions Strategy (WYLES).

4.4 Resources and value for money

4.4.1 The OLEV grant and LTP grant funding of nominally £979,017 but possibly up to £1,152,000 will cover the cost of the infrastructure and installation. Additional LTP grant funding of up to £90,000 is also available to off-set officer time, fees associated with site surveys and consultancy support where required. The tables below in 4.4.3 and 4.4.4 set out the district allocations with examples of Leeds receiving 34% as based on the population split of the West Yorkshire District and 40% if Leeds is able to deliver additional sites in the event other Districts are unable to deliver their full allocation.

4.4.2 Significant on-going officer time will be needed to progress the selection of sites and initial feasibility work and to ensure that suitable and strategic sites are put forward via the project board.

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4.4.3 Indicative funding allocations for infrastructure

Max EVCP Public Sector Funding Sites OLEV Grant LTP 88 £1,980,000 £900,000

WYCA / District Funding Agreements EVCP District Population Percentage OLEV Grant LTP Total Sites Bradford 534279 23.2% £460,010 £209,095 £669,105 20 Calderdale 209770 9.1% £180,610 £82,096 £262,706 8 Kirklees 437047 19.0% £376,294 £171,043 £547,337 17 Leeds 781743 34.0% £673,074 £305,943 £979,017 30 Wakefield 336834 14.6% £290,011 £131,823 £421,835 13

Page 188 Page TOTAL 2299673 100.0% £1,980,000 £900,000 £2,880,000 88 Leeds 40% grant 40% £792,000 £360,000 £1,152,000 35

4.4.4 Indicative funding allocations for infrastructure for site preparation

Max EVCP Site Preparation Sites District Funding 88 £225,000

EVCP District Population Percentage Sites Totals Bradford 534279 23.2% 20 £52,274 Calderdale 209770 9.1% 8 £20,524 Kirklees 437047 19.0% 17 £42,761 If 40% grant £90,000 Leeds 781743 34.0% 30 £76,486 available for 35 sites Wakefield 336834 14.6% 13 £32,956 TOTAL 2299673 100.0% 88 £225,000

4.4.5 Capital funding and cash flow

Previous total Authority TOTAL TO MARCH FORECAST to Spend on this scheme 2018 2018/19 2019/20 2020/21 2021/22 2022 on £000's £000's £000's £000's £000's £000's £000's LAND (1) 0.0 CONSTRUCTION (3) 0.0 FURN & EQPT (5) 0.0 DESIGN FEES (6) 0.0 OTHER COSTS (7) 0.0 TOTALS 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Authority to Spend TOTAL TO MARCH FORECAST required for this Approval 2018 2018/19 2019/20 2020/21 2021/22 2022 on £000's £000's £000's £000's £000's £000's £000's LAND (1) 0.0 CONSTRUCTION (3) 1152.0 335.0 817.0 FURN & EQPT (5) 0.0 DESIGN FEES (6) 90.0 35.0 55.0 OTHER COSTS (7) 0.0 TOTALS 1242.0 0.0 370.0 872.0 0.0 0.0 0.0

Total overall Funding TOTAL TO MARCH FORECAST (As per latest Capital 2018 2018/19 2019/20 2020/21 2021/22 2022 on Programme) £000's £000's £000's £000's £000's £000's £000's

Government Grant - LTP 450.0 132.0 318.0 Government Grant - OLEV 792.0 238.0 554.0

Total Funding 1242.0 0.0 370.0 872.0 0.0 0.0 0.0

Balance / Shortfall = 0.0 0.0 0.0 0.0 0.0 0.0 0.0

4.5 Legal implications, access to information and call in

4.5.1 WYCA has obtained specialist legal and procurement advice in drafting the framework and call off agreements. All district councils have been able to scrutinise the documents and provide feedback prior to the final draft.

4.5.2 This decision is a Key Decision and has been notified on the forward plan of forthcoming decisions. There are strict external deadlines applied to this grant funding that require this approval to be expedited to support delivery of the grants objectives. A delay would result in Leeds not being able to enter into the funding agreements and implementing the project from the end of September 2018 when the supplier will be appointed following a tender evaluation. This would reduce the time available to complete the project within Leeds and jeopardise the delivery of the full quota of EVCP sites. Due to workload pressures and the absence of an August Executive Board meeting, it was not possible to prepare this report earlier and so not require a call-in exemption.

4.5.3 These objectives are related to strategic priorities and support the Council’s objectives to meet compliance with legal standards on air quality. The authority is under ministerial direction to deliver on plans to meet compliance with these standards which this project supporting. As such it is necessary to seek to utilise this funding in the shortest time possible to support delivery of measures to support the taxi/private hire sector in Leeds to move to ULEV and so reduce emissions. It is requested that the Executive Board waives the decision from call- in following the decision to allow for payment to be made in time to comply with

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OLEV conditions. There is cross party support for the councils’ current plans to improve air quality.

4.6 Risk management

4.6.1 The application to OLEV for the funding sets out a number of conditions that have been worked into the framework contracts with the appointed supplier. There are also clauses in the contract to enable claw-back of funding if the supplier fails to meet conditions. A competitive tender process will enable the project board to score prospective suppliers against a set of criteria aimed at reducing risk and ensuring deliverability.

4.6.2 The supplier will own, operate and maintain the charge point equipment and this will be enforced through contractual obligations.

4.6.3 Each site will comprise of two accessible bays served by a single twin charge unit. One bay will be marked for sole use of taxi/private hire electric vehicles. This will result in a net loss of one standard parking space per site and potential loss of parking revenue at Council sites where parking charges exist.

5 Conclusions

5.1 The Council has been successful in its application for grant funding to install rapid charge point infrastructure as part of a joint bid with the West Yorkshire district councils and Combined Authority.

5.2 This project seeks to improve air quality, by funding the installation up to 88 rapid electric vehicle charge points (EVCPs) in West Yorkshire. This will remove one of the main barriers that has been identified to the uptake of Ultra-Low Emission Vehicles (ULEVs) by taxi and private hire operators. Each charge point will have two parking bays, with one bay for sole use by taxi and private hire operators and the other available to the general public.

5.3 Leeds will receive a grant of up to £1,152,000 comprised of OLEV grant and LTP capital funds toward the installation of 30-35 rapid EV chargers. Additional funding is available to support site preparation tasks of up to £90,000.

5.4 The OLEV rules state that the grant must be discharged before 31st March 2020.

6 Recommendations

The Executive Board are requested to:-

 Inject into the capital programme, and give authority to incur expenditure of up to £1,152,000, to be grant funded from the Office of Low Emission Vehicles including up to £360,000 West Yorkshire LTP grant, via the West Yorkshire Combined Authority for the installation of between 30-35 twin rapid EV chargers within the Leeds District.

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 Inject into the capital programme, and give authority to incur expenditure of the additional sum of up to £90,000 LTP capital funding towards the costs associated with site preparation work such as DNO applications and site surveys.

 Approve the terms of procurement of a single supplier to deliver the project across West Yorkshire following tender process led by the West Yorkshire Combined Authority subject to a separate legal agreement.

 That approval be given to exempt the resolutions arising from this report from the Call In process, on the grounds of urgency, as detailed within section 4.5.

7 Background documents2

7.1 None.

8 Appendix A

8.1 Table of initial sites prepared for tender.

Name of car park Address Postcode Burley Road Car Park Burley Rd, Leeds LS3 1JP Leeds Beckett Rose Bowl Surface Car Park Portland LS1 3HJ University Crescent Annie Street Car Park Morley LS27 8HQ The Cluster of Nuts Car Hallfield Ln, Wetherby, West Yorkshire LS22 6JL Park Rothwell, Marsh Street Marsh St, Rothwell, Leeds LS26 0AE Leisure Centre Market Pl, Pudsey LS28 7BE North Parade Car park N Parade, Otley LS21 1BA , Barley Hill Main St, Garforth, Leeds LS25 1DS Road High street High street, Boston Spa, Leeds LS23 6BW

2 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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9 Appendix B

9.1 Plan of Leeds District showing Initial phase of sites listed as Category A and further sites to undergo feasibility work once the supplier has been appointed.

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being or has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: City Development Service area: Highways & Transportation

Lead person: Simon Clothier Contact number: 0113 3787513

1. Title: Air Quality Improvement - Office for Low Emission Vehicles Grant for Electric Charge Points

Is this a:

X Strategy / Policy Service / Function Other

If other, please specify

2. Please provide a brief description of what you are screening

The Secretary of State for Transport awarded the West Yorkshire Combined Authority a capital grant from the Office for Low Emission Vehicle (OLEV) on 30 March 2017 to deliver its Ultra-low Emission Vehicle (ULEV) Taxi Infrastructure proposals. This project seeks to improve air quality, by funding and installing up to 88 rapid electric vehicle charge points (EVCPs) in West Yorkshire by March 2020. This will remove one of the main barriers that has been identified for the uptake of Ultra-Low Emission Vehicles (ULEVs) by taxi and private hire operators. The OLEV capital grant award will cover 75% of capital costs per site, up to a cap of £22.5k. Capital costs above this will be part funded by the Combined Authority Local Transport Plan (LTP) and/or private sector capital contribution. A single EVCP supplier will be appointed to deliver the programme across West Yorkshire. This will see delivery of a coherent network that supports interoperability, with consistent site layout designs, branding and signage.

EDCI Screening Template updated January 2014 1

Page 193 Each charge point has to be in operation for a minimum of 3 years, and will serve two parking bays, with one bay for sole use by taxi and private hire operators, whilst the second bay is accessible by public Electric Vehicle (EV) drivers. Both bays will configured with accessible dimensions to allow free access around vehicles within the bay.

3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being.

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

EDCI Screening Template updated January 2014 2

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4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

The project aims to increase electric vehicle uptake, in particular amongst taxi and private hire drivers by removing a perception that electric vehicle charge-points are scarce and so incompatible with operating their business or longer journeys.

The project board have considered and discussed potential physical access to the charger bays and resolved to require both to be of accessible dimensions to over-come any physical impediment to users that may exist had the bays both been standard size.

Information on the project proposals has been provided to the taxi and private hire trade in local authority licensing forums and helped inform on the type of location that would be suitable. It is desirable that such locations have 24 hour access, are well-lit and close to amenities such as cafes and toilets.

The grant conditions require that any driver of an electric vehicle may access the charge point and have options to pay for the electricity either by card, an app on a mobile device or a non-mandatory membership scheme.

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

Installation and use of the electric vehicle charge points delivered through this scheme has no impact on any particular characteristic group. It has been considered if language support is required on the Electric Vehicle Charge Points (EVCP's) for whom English is not the first language - but with the location of the EVCP's to be geographically spread across West Yorkshire, it will not implicate directly to a particular race/community, therefore like existing petrol pumps, it is felt additional language support on the EVCP's is not required.

The project board discussed how a consistent approach should be taken to branding and bay design and so it was resolved to incorporate best practice from the latest guidance available at the point of project development, such as the "Parking SPD, Additional Guidance on Electric Vehicle Charging Points, Leeds City Council (2016)" and "Guidance EDCI Screening Template updated January 2014 3

Page 195 for implementation of electric vehicle charging infrastructure, Transport For London (April 2010)". This will support mitigating any accessibility concerns to enable use of the charge points for all EV drivers within the Leeds City Region, including disabled users. Note some sites may have constraints which impacts on the ability to fully influence design and any site access issues identified. However all options will be considered in partnership with the appointed EVCP supplier to fully comply with best practice principles.

The first phase of charge points will be located in off-street carparks and so will not create additional street clutter. There is a low risk that the charge point and cables will create an impediment to blind and partially sighted people.

The charging bays will not displace existing disabled bays within the car parks and so will have no impact on Blue Badge holders.

Encouraging an increase in electric vehicles in the City assists in the aim to reduce roadside pollution alongside the Clean Air Zone. Electric vehicles have no engine noise so are quieter than conventional vehicles although not silent as the tyre-road interaction creates sounds, particularly as vehicle speed increases. There is a perception that quieter vehicles may have a negative impact by reducing the audible que and so making it more difficult for pedestrians, particularly the blind and partially sighted when crossing roads for example. This is a consideration for manufacturers and Central Government to resolve through legislation and/or design. There will be wider benefits of lower environmental noise levels such as reduced sleep disturbance, stress and annoyance and reduced roadside emissions off-set this.

 Actions (think about how you will promote positive impact and remove/ reduce negative impact)

A consistent approach to bay layout and design, requiring both bays to be accessible will support mitigating any accessibility concerns to enable use of the charge points for all EV drivers within the Leeds City Region, including disabled users.

Locations of charge-points will be promoted by the supplier, combined authority and council when installed.

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

EDCI Screening Template updated January 2014 4

Page 196 6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Gwyn Owen Principal Transport 23/08/18 Planner (Programmes) Date screening completed 23/08/18

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent: Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 5

Page 197 This page is intentionally left blank Agenda Item 13

Report author: Edward Rowland Tel: 0113 378 7674

Report of: Director of City Development

Report to: Executive Board

Date: 19 September 2018

Subject: Sovereign Square – Final Development Plot

Are specific electoral wards affected? Yes No If yes, name(s) of ward(s): Hunslet & Riverside

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for call-in? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, access to information procedure rule number: 10.4(3) Appendix number: 1

Summary of main issues

1. In making the final site at Sovereign Square available for development many of the Council’s priorities are being achieved. A multi-million pound development will contribute to the Inclusive Growth priority by growth and investment being made in the city helping people benefit from the economy, and creating employment opportunities. Contributions will be made to the 21st Century Infrastructure priority, in particular reducing consumption, increasing recycling, promoting low carbon energy as the new building can only be constructed if it meets these criteria. 2. The final development plot at Sovereign Square has been advertised for sale and offers and proposals received. This report is to advise Members of Executive Board of those development proposals and to recommend selection of a purchaser for the site.

Recommendations

3. Members of Executive Board are recommended to:

3.1 Approve the selection of the party detailed on the accompanying confidential appendix as purchaser of the remaining development plot at Sovereign Square in its capacity as landlord.

3.2 Approve the selection of another party as reserve purchaser in the event of the sale to the first party falling through in its capacity as landlord.

Page 199 3.3 Authorise the Director of City Development under the scheme of officer sub- delegation to consider and approve any subsequent changes to the detailed terms for the sale.

2 of 6 Page 200

1. Purpose of this report

1.1 The purpose of this report is to advise Members of Executive Board of the offers and development proposals received for the final development plot at Sovereign Square. To advise how the recommended development proposals will complement Sovereign Square, the surrounding area and how it will contribute to the links between the city centre and South Bank proposals. A recommendation will be made for Members’ approval for the selection of a purchaser for the development plot.

2. Background information

2.1 The City Council owned the former Queen’s Hall site on Sovereign Street and operated it for many years as a temporary surface car park. The whole site was marketed for sale, but the selected purchaser didn’t progress its ambitious development proposals and withdrew from the sale when the global economy crashed. 2.2 To stimulate development in the stalled market the City Council decided to divide the site into three development plots which were more likely to be developed with buildings of a size to attract sole occupiers which could give developers the confidence to proceed with pre-lets. Two of the three plots at Sovereign Square have been successfully developed. Plot 1 was developed by Muse as a new headquarters building for KPMG. Plot 3 was developed by 3 Sovereign Square LLP (a joint venture between Bruntwood and Kier) to provide c.90,000sqft of new office space with ground floor leisure and retail units. This building is now owned by the City Council and is mainly let to solicitors Addleshaw Goddard. 2.3 The City Council constructed new green space around the plots which has enhanced the environment greatly and has contributed to the Council’s priority of Health and Wellbeing. 2.4 The final development site at Sovereign Square, known as Plot B, offers the opportunity to further complement and enhance the area with a high quality building that will add further activity to this newly improved area of the city. It is an important site in the creation of links between the city centre and the South Bank, and can itself benefit greatly from the new south entrance to the station, and the bridge over the River Aire which the Council will shortly construct. Sovereign Square is considered by the market to be one of the best locations in Leeds and the party being recommended to purchase the site is very keen to progress the acquisition quickly and is in advanced negotiations with an occupier for the whole building.

3. Main issues

3.1 Being a significant development opportunity in the city centre marketing was launched at MIPIM UK in October 2016. A high level of interest was generated and offers received. Officers considered development proposals and offers and under the scheme of officer delegation a shortlist of potential developers / purchasers was compiled. Those parties were invited to develop their proposals further and new submissions were received. 3.2 In considering development proposals particular attention was paid to the effects any new building would have on the wind conditions. A wind consultant was appointed who advised generally on wind conditions in the city and in particular on

Page 201 each shortlisted development proposal. The orientation of the site will result in the building having to be kept to height comparable to that of surrounding buildings due to the widest façade of the new building facing into the prevailing wind. All shortlisted parties were made aware of the wind consultant’s advice. The party recommended for selection is taking wind mitigation into account and the Council will only proceed to complete the sale if it is entirely satisfied by consultants that wind conditions will not exceed acceptable levels. The sale will be subject to the receipt of satisfactory planning permission and the Local Planning Authority will appoint an independent wind engineer to review the proposals. 3.3 The recommended purchaser is proposing to develop the site for sole hotel use and is in detailed negotiations with an international operator intending to accommodate two of its brands in the building. This hotel operator will be new to Leeds and will add considerably to the number of bedrooms currently available in the city centre and breadth of offer. Details of the operator are provided in the accompanying confidential appendix.

4. Corporate considerations

4.1 Consultation and engagement

4.1.1 At the time of marketing the site was situated in the City and Hunslet Ward, and Ward Members (Cllr Elizabeth Nash, Cllr Mohammed Iqbal and Cllr Patrick Davey) were advised of the proposal to market the site. The site is now within the new Hunslet & Riverside Ward, and Ward Members have been advised this report is submitted for consideration by Executive Board.

4.2 Equality and diversity / cohesion and integration

4.2.1 An Equality, Diversity, Cohesion and Integration screening has been completed. This identified that there are no impacts which require further consideration in relation to the disposal of the development plot at Sovereign Square.

4.3 Council policies and best council plan

4.3.1 The Council will be achieving the outcomes of many of the Council’s priorities in making the final site at Sovereign Square available for development. The proposed purchaser / developer will be undertaking a multi-million pound development which will contribute to the Inclusive Growth priority by adding growth and investment to the city helping people benefit from the economy, and employment opportunities will be created. To meet planning requirements the developer will have to demonstrate and commit to the building and its occupiers reducing consumption, increasing recycling, promoting low carbon energy which will contribute to the priority of 21st Century Infrastructure. 4.3.2 The developer and its contractor will also be invited to provide learning and skills opportunities during construction and the hotel operator will be similarly contacted to discuss new employment opportunities in the new hotels.

4.4 Resources and value for money

4.4.1 The sale will generate a substantial capital receipt for the Council from an otherwise relatively low income generating temporary car park and contractor’s compound.

Page 202 4.4.2 In the event that any of the offers circulated are recommended, this will be on the basis that in the opinion of the Head of Land and Property the terms offered to the Council represent the best consideration that can reasonably be obtained under Section 123 of the Local Government Act 1972, (or under the Housing Act 1985).

4.5 Legal implications, access to information, and call-in

4.5.1 The information contained in the Exempt Appendix 1 attached to this report relate to the financial or business affairs of a particular person, and of the Council. This information is not publicly available from the statutory registers of information kept in respect of certain companies and charities. It is considered that since this information is subject to one to one discussions further negotiation, it is not in the public interest to disclose this information at this point in time.

4.5.2 Also it is considered that the release of such information would or would be likely to prejudice the Council’s commercial interests in relation to other similar transactions in that prospective purchasers of other similar properties would have access to information about the nature and level of consideration which may prove acceptable to the Council. It is considered that whilst there may be a public interest in disclosure, much of this information will be publicly available from the Land Registry following completion of this transaction and consequently the public interest in maintaining the exemption outweighs the public interest in disclosing this information at this point in time. It is therefore considered that this element of the report should be treated as exempt under Rule 10.4(3) of the Access to Information Procedure Rules.

4.6 Risk management

4.6.1 The risks associated with the recommendation to select a purchaser to develop the site are considered below: 4.6.1.1 There is a risk the selected purchaser cannot secure a satisfactory planning permission. This is a risk associated with sales where a purchaser makes it conditional on securing a satisfactory planning permission, and it is quite normal for a sale of this nature to proceed on a conditional basis. The site must be developed appropriately and the sale should be progressed on a conditional basis. Discussions have already been held with planning officers and the development proposals at this early stage can be evolved further and are considered likely to secure planning permission. The developer will make a pre- application presentation to the City Plans Panel at the appropriate time. It is considered the risk of a planning permission not being secured is low. 4.6.1.2 The purchaser may withdraw from the transaction. This risk is considered low as the party being recommended is keen to proceed and has incurred considerable expenditure already to the project. Additionally, the scheme is being approached with the added security of a pre-let for the whole building likely to be agreed. 4.6.1.3 The purchase price may be reduced. The proposed purchaser’s offer is conditional on undertaking ground investigation surveys to determine whether any abnormal development costs will be incurred. There would then be an expectation that these costs be deducted from the purchase price. It is quite normal in a transaction of this nature for this condition to be sought.

Page 203 4.6.1.4 Unacceptable wind conditions may be generated. Very careful consideration will be given to changes in wind conditions that could be caused by a new building. The proposed purchaser has already appointed a wind consultant who has adopted the same general principles as the Council’s appointed wind consultant. The proposed purchase knows wind mitigation measures must be designed into the building, rather than being retro-fitted or added elsewhere later. The Council will have to be satisfied by wind consultants that wind speeds and conditions will not be excessive before the sale is completed and construction work starts. Use of the greenspace surrounding the site by the public must not be compromised. It appears at this stage satisfactory wind conditions will be achieved.

5. Conclusions

5.1 It can be concluded an appropriate purchaser / developer and use for the final development plot at Sovereign Square has been identified that will complement the surrounding developments and uses. The sale will be subject to the receipt of planning permission. Initial discussions with Planning Officers suggest the proposed scheme is acceptable, and wind engineer’s advice is that it is unlikely to adversely affect wind conditions in the greenspace. The development of this plot will be an important element in completing the link between the city centre and South Bank, which will be further enhanced by the Council constructing the new pedestrian bridge over the river to the south of the site. 5.2 One of the other shortlisted parties is proposing a similarly appropriate scheme, but at a lower offer. It is proposed this party should be selected as reserve purchaser of the site in the event of the first party withdrawing.

6. Recommendations

6.1 Members of Executive Board are recommended to: 6.1.1 Approve the selection of the party detailed on the accompanying confidential appendix as purchaser of the remaining development plot at Sovereign Square in its capacity as landlord. 6.1.2 Approve the selection of another party as reserve purchaser in the event of the sale to the first party falling through in its capacity as landlord. 6.1.3 Authorise the Director of City Development under the scheme of officer sub- delegation to consider and approve any subsequent changes to the detailed terms for the sale.

7. Background documents1

7.1 There are none.

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

Page 204 Exempt / Confidential Under Access to Information Procedure Rules 10.4 (3)

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Map Document: (G:\PLANS AND PROJECTS\Land Records Plans\16Page100 - 16 213199\16134 Sovereign Street 3 Development plots PANEL.mxd) 16/06/2011 -- 09:15:42 This page is intentionally left blank Equality, Diversity, Cohesion and lntegration Screening CITYLeeds COUNCIL

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest oppoñunity it will help to determine: o the relevance of proposals and decisions to equality, diversity, cohesion and integration. . whether or not equality, diversity, cohesion and integration is being or has already been considered, and . whether or not it is necessary to carry out an impact assessment.

Directorate: City Development Service area: Asset Management and Regeneration

Lead person: Edward Rowland Contact number: 0113 378 7674

1. Title: Sovereign Square - Final Development Plot ls this a

Strategy / Policy X Service / Function Other

lf other, please specify

2. Please provide a brief description of what you are screening

The disposal of final development plot at Sovereign Square (Plot B) following receipt of offers and development proposals from the open market.

EDCI Screening Template updated January 2014 1

Page 215 3. Relevance to equality, diversity, cohesion and integration All the council's strategies and policies, service and functions affect service users, employees or the wider community - city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being

Questions Yes No ls there an existing or likely differential impact for the different X equalitv characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X . Eliminating unlawfuldiscrimination, victimisation and harassment . Advancing equality of oppoftunity . Fosterinq qood relations

lf you have answered no to the questions above please complete sections 6 and 7

lf you have answered yes to any of the above and; . Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4. . Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

EDCI Screening Template updated January 2014 2

Page 216 4. Considering the impact on equality, diversity, cohesion and integration

lf you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for quidance) . How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected).

o Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another).

o Actions (think about how you will promote positive impact and remove / reduce negative impact)

EDCI Screening Template updated January 2014 3

Page 217 5. lf you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment

Date to complete your impact assessment

Lead person for your impact assessment (lnclude name and iob title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screeninq Name Job title Date Mary Stockton ,"'lrlY Deputy Head of Land & t I'i\.) Propertv ô3 í\uq lei lv Date screening completed

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making repod: . Governance Services will publish those relating to Executive Board and Full Council. . The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions. . A copy of all other equality screenings that are not to be published should be sent to equalityteam(Ðleeds.qov.uk for record.

Complete the appropriate section below with the date the reporl and attached screening was sent: For Executive Board or Full Council - sent to Date sent Governance Services

For Delegated Decisions or Significant Operational Date sent Decisions - sent to appropriate Directorate All other decisions - sent to Date sent: equalitytea m@leeds, gov. uk

EDCI Screening Template updated January 2014 4

Page 218 Agenda Item 14

Report author: Mark Philpott Tel: 0113 37 87528

Report of Director of City Development

Report to Executive Board

Date: 19 September 2018

Subject: LBA Transport Infrastructure Package

Are specific electoral wards affected? Yes No If yes, name(s) of ward(s): Adel and Wharfedale, Horsforth, Guiseley and Rawdon, Otley and Yeadon

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for call-in? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, access to information procedure rule number: Appendix number:

Summary of main issues

1. Delivering sustainable and inclusive economic growth is a priority of the Best Council Plan. The economic competitiveness of core cities such as Leeds is increasingly dependent on the ability of businesses to access international markets and there is strong evidence that good international connectivity by air supports the economy of the city. Growth of Leeds Bradford Airport (LBA) will support this by providing a more extensive airline route network that will enhance the ability of Leeds City Region and its businesses to access global markets and attract inward investment and tourism.

2. LBA is already a huge asset for Leeds and Leeds City Region. It is one of the UK’s fastest growing airports, supporting over 5,000 jobs and contributing £336m to the city region economy each year. In 2017 the airport handled over 4 million passengers, an increase of nearly 13% in just 12 months. The Department for Transport (DfT) has forecast that there is the potential to increase this to 7.1 million by 2030 and to 9 million passengers a year by 2050. There is potential to expand the airport’s route network to open up new international connections, supporting international trade and doubling the number of supported jobs to over 10,000 by 2030.

3. In March 2014 Members of Council recognised the importance of Leeds Bradford Airport to the city region’s economy at a Full Council meeting where a White Paper

Page 219 motion approved that the: “Council recognises the long term benefits Leeds Bradford [International] Airport brings to the local and regional economy and fully supports the city region’s proposed infrastructure improvements to improve both its accessibility and connectivity.”

4. A report to Executive Board in October 2014 covered topics including support for the expansion of the airport’s route network, better transport links, future land-use strategy and planning policies, and employment and skills. In 2015, Executive Board supported proposals to develop a clear and coherent policy approach to support the sustainable growth of Leeds Bradford Airport and to maximise its positive economic role.

5. The Site Allocations Plan (SAP) includes employment land designations across the city over the plan period up until 2028. The council is seeking to release 36 hectares of employment land adjacent to the airport as part of this process (site reference EG3). This will strengthen LBA’s role as an economic hub, increase transport demand, enhancing the business case for surface access proposals, help meet needs for new employment sites in North West Leeds, and enhance the ability of Leeds to attract inward investment. The Employment Hub designation was independently inspected in October 2017 as part of the stage 1 hearings for the SAP. The stage 2 hearings for the housing designations concluded on the 2nd August 2018. The Inspectors’ Report for stage 1 and 2 are anticipated to be received in Autumn 2018 and subject to the recommendations of the Inspectors are anticipated to be adopted by the council in early 2019.

6. In 2015, the Council undertook two separate consultations - one statutory exercise on the SAP including the Employment Hub and an initial consultation presenting three high level options for highway improvements to better connect the airport and Employment Hub with the road network, now known as the LBA Link Route. The LBA Link Route consultation indicated a strong desire for a rail connection to the airport, as well as a wish to see how the surface access proposals fitted into the wider strategic transport context. Furthermore, the level of information presented was limited at the initial stage reflecting an engagement designed to allow input to the development process at a very early stage, which led to a desire for much more comprehensive information to be presented to enable consultees to fully review the proposals.

7. Following the LBA Link Route consultation, in 2016 LBA consulted on its Masterplan to 2030 which included aspirations for a road link and a rail connection as well as the proposed Employment Hub. The masterplan was published in 2017. This document is to be supplemented by an additional publication likely to be entitled, ‘7 Steps to 7 Million Passengers,’ which will provide greater detail on the physical works, initiatives and private sector investment that needs to take place in order to be able to deliver 7 million passengers by 2030 in line with the anticipated expansion of services and demand.

8. In April 2017 LCC secured £173.5m of DfT funding for public transport improvements in Leeds. With this unprecedented opportunity to review the provision of public transport across Leeds came a change to the transport landscape at LBA as the opportunity arose to integrate a new parkway station on the Harrogate Line serving LBA and the Employment Hub within the package of proposed improvements. The West Yorkshire Combined Authority is developing the station proposals in tandem with LCC’s progress on the LBA Link Route scheme and in full liaison. With a full multi-modal package of surface access improvements in development covering bus, rail, walk/cycle and

Page 220 car/taxi trips, the current transport infrastructure proposals will help to ensure LBA’s growth prospects can fulfil the ambition for its role as a key enabler of the regional economy.

9. More recently, Transport for the North (TfN) has been developing its proposals for infrastructure schemes, which may include wider strategic highway investments in the vicinity of LBA and its wider hinterland. The council will engage with TfN and Bradford MDC on these proposals as they emerge and has already begun considering further the next steps for the A6120 Leeds Outer Ring Road. Exploratory engagement with the Combined Authority is taking place to review the implications and opportunities arising from dualling a section of the Leeds Outer Ring Road including further capacity enhancements at Horsforth Roundabout and the work of TfN will be factored into this. The Combined Authority is also funding junction improvement schemes at A6120/A647 Dawsons Corner, Fink Hill/Leeds Outer Ring Road and Dyneley Arms (A660/A658) as part of the Corridor Improvement Programme, which also contribute to the wider strategic context of improvements supporting airport growth.

10. The LBA Parkway Station and LBA Link Route together form an integrated connectivity package and as such it is proposed to consult upon both schemes commencing early in 2019. As part of the next round of consultation, the feedback from the initial round of consultation will be included demonstrating how the responses have informed the work to date and crucially how the context of the scheme has moved on since 2015/16. In addition it is also proposed to contact landowners whose properties would be directly affected by any of the Link Route options in advance of publishing proposed route alignments. The proposed alignments may still be subject to further change beyond this consultation and, coupled with the fact that a single option has not yet been formally selected, the plans do not at this stage represent any intention to acquire property.

11. The LBA Parkway Station proposals currently include a 350 space park and ride car park together with a small station building and bus interchange. The location of the station is constrained by railway geometry, topography and signalling. The LBA Link Route however has three options (A, B and C) as consulted upon in 2015/16. All three options are being developed up to feasibility design standard to enable a thorough comparison of the options to be presented. From within these options, “A” provides the most expansive in terms of capturing strategic context and connecting directly to the Employment Hub. Option A also offers the proximity that provides for close connection and interchange with proposed LBA Parkway Station, with opportunities for giving traffic relief to local roads. Option B has a more limited scope placing greater reliance on existing roads and “C” offers an option predicated on improving the local road network. Of the three options at the time of 2015/16 consultation “ A” was the most supported of those respondents who supported the principle of a scheme. At this stage Option A represents the most comprehensive solution to the access strategy requirements, however this will be tested further with the future technical assessment work alongside the planned public engagement on the connectivity proposals.

12. Submission of the Outline Business Case (OBC) for the LBA Parkway Station is expected in Spring 2019, with the OBC for the LBA Link Route scheme following shortly afterwards, unless any substantial design changes are needed in which case it is likely to be Summer 2019. There is an aspiration for the station to be open by 2022/23 but this is subject to agreeing an appropriate planning and delivery route in advance of the LBA Link Route which it is anticipated would open in 2026/27. Officers will return to Executive Board following consultation to seek direction for the scheme.

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13. The Combined Authority has recently approved development funds totalling £1.785m to complete the Outline Business Case for the LBA Link Route. They require LCC to enter into a funding agreement for which this report seeks approval.

14. In parallel with the technical work to deliver the Outline Business Cases, a funding strategy will be developed for both the LBA Link Route and LBA Parkway Station to clarify funding sources and mechanisms, considering the existing funding allocations, third party contributions and opportunities for borrowing and investment, once the estimated capital costs have been prepared. There will be a need for partner contributions to support the implementation of the infrastructure package.

15. Management and progress of the development of the Transport Infrastructure Package and the Employment Hub are being coordinated under the supervision of the Director of City Development in liaison with all relevant parties including LBA and their programme of investment in airport operations.

Recommendations

16. Executive Board is recommended to:

i) Note the progress made in relation to the LBA transport infrastructure package to date;

ii) Endorse the emerging multi-modal transport strategy for serving LBA and the LBA Employment Hub as well as noting the development of the wider transport context in North West Leeds and surrounding area;

iii) Endorse the principle of the joint consultation exercise, covering both the LBA Link Route and LBA Parkway Station, including contacting potentially affected landowners in advance of the general release of alignment plans;

iv) Endorse engagement with landowners, and Leeds Bradford Airport, to explore opportunities to expedite early delivery of the LBA Parkway Station and associated LBA Station Link spur road, including authorising the Director of Development to acquire land by agreement if such opportunity arises.

v) Note that officers will return to Executive Board following consultation to seek future direction including approval for selection of the preferred option and submission of the Outline Business Case for the LBA Link Route, and (if appropriate) in principle support for the LBA Parkway Station;

vi) Inject and grant authority for the expenditure of the development costs £1.785m, up to approval of Outline Business Case subject to the finalisation of a grant agreement with West Yorkshire Combined Authority (WYCA) in accordance with their assurance framework, with the approval of the terms of any future funding agreements delegated to the Chief Officer Highways and Transportation; and

vii) Note that the Chief Officer Highways and Transportation is responsible for the delivery of the LBA Link Route, with a substantial completion date of 2026/27, whilst responsibility for delivery of the LBA Parkway Station rests with the Combined Authority.

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1. Purpose of this report

1.1 This report is to update Executive Board on recent progress with developing schemes to improve connectivity and surface access to Leeds Bradford Airport (LBA) in the context of airport growth, the proposed Employment Hub and the wider transport strategy. 1.2 The report seeks endorsement of a proposed joint consultation exercise between the council and the West Yorkshire Combined Authority for the proposed road and rail schemes serving LBA including contacting property owners/occupiers. 1.3 In addition endorsement is also sought for entering funding agreements with the Combined Authority as may be necessary for scheme development.

2. Background information

2.1 Delivering sustainable and inclusive economic growth is a priority of the Best Council Plan. The economic competitiveness of core cities such as Leeds is increasingly dependent on the ability of businesses to access international markets and there is strong evidence that good international connectivity by air supports the economy of the city. Growth of Leeds Bradford Airport (LBA) will support this by providing a more extensive airline route network that will enhance the ability of Leeds City Region and its businesses to access global markets and attract inward investment and tourism.

2.2 LBA is already a huge asset for Leeds and Leeds City Region. It is one of the UK’s fastest growing airports, supporting over 5,000 jobs and contributing £336m to the city region economy each year. In 2017 the airport handled over 4 million passengers, an increase of nearly 13% in just 12 months. The Department for Transport (DfT) has forecast that there is the potential to increase this to 7.1m by 2030 and to 9 million passengers a year by 2050. There is potential to expand the airport’s route network to open up new international connections, supporting international trade and doubling the number of supported jobs to over 10,000 by 2030.

2.3 In March 2014 Members of Council recognised the importance of Leeds Bradford Airport to the city region’s economy at a Full Council meeting where a White Paper motion approved that the: “Council recognises the long term benefits Leeds Bradford [International] Airport brings to the local and regional economy and fully supports the city region’s proposed infrastructure improvements to improve both its accessibility and connectivity.”

2.4 A report to Executive Board in October 2014 covered topics including support for the expansion of the airport’s route network, better transport links, future land-use strategy and planning policies, and employment and skills. In 2015, Executive Board supported proposals to develop a clear and coherent policy approach to support the sustainable growth of Leeds Bradford Airport and to maximise its positive economic role.

2.5 The Site Allocations Plan (SAP) includes employment land designations across the city over the plan period up until 2028. The council is seeking to release 36 hectares of employment land adjacent to the airport as part of this process (site reference

Page 223 EG3). This will strengthen LBA’s role as an economic hub, increase transport demand, enhancing the business case for surface access proposals, help meet needs for new employment sites in North West Leeds, and enhance the ability of Leeds to attract inward investment. The Employment Hub designation was independently inspected in October 2017 as part of the stage 1 hearings for the SAP. The stage 2 hearings for the housing delegations concluded on the 2nd August 2018. The Inspectors’ Report for stage 1 and 2 are anticipated to be received in Autumn 2018 and subject to the recommendations of the Inspectors are anticipated to be adopted by the council in early 2019.

2.6 Proposals for a link road, the LBA Link Route are being developed within the context of a wider comprehensive transport strategy for NW Leeds, including but not limited to improving access to the airport and proposed Employment Hub. This includes multi-modal surface access improvements to LBA and the proposed Employment Hub (car/taxi, rail, walking and cycling access improvements); proposed park and ride provision at the parkway station; links to and impacts of the site allocations process and other developments; the wider context of planned transport investment and links including junction improvement schemes at A6120/A647 Dawson’s Corner, Fink Hill/Leeds Outer Ring Road and A660/A658 Dyneley Arms, exploring capacity enhancements on the Leeds Outer Ring Road and Horsforth roundabout. This ongoing work will also have full regard to the emerging pan-regional strategy development by Transport for the North (TfN) from their ongoing Central studies.

3 Main Issues

3.1 In 2015, the Council undertook two separate but relevant consultations, one statutory exercise on the SAP including the Employment Hub and an initial consultation presenting three options for highway improvements to better connect the airport and employment hub with the road network, now known as the LBA Link Route. The three options, which are shown on the plan in Appendix A, have been under development since the consultation, and are:  Option A: Building a new road and footway/cycleway from the A65, running along the eastern side of the airport before joining the A658 to the north.  Option B: Building a new road and footway/cycleway that follows the same initial path from the A65, but runs to the south west of the airport before joining the A658 where it enters the tunnel under the runway.  Option C: Upgrading the existing A65 and A658 around Rawdon and Yeadon to the airport. This would see junctions upgraded and where needed, some localised road widening to deliver the junction improvements.

3.2 One of the predominant themes throughout the consultation feedback was the desire to see a rail link to support the airport and the view given that this would avoid the need to build a new road. However, the delivery of a rail connection to the airport does not remove the need for road access improvements. The evidence for that comes from looking at other regional UK airports which have direct rail links. Manchester Airport for example shows that even where good tram and train links are in place, 84% of passengers arrive by car or taxi. Therefore it is clear that continuing to develop both road and rail access to the airport in Leeds is essential in order to maximise the benefits offered in the Leeds Transport Strategy and minimise the impact on the adjacent road network.

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3.3 Data on existing highway performance coupled with emerging modelling of the future scenario suggest that ‘doing nothing’ in response to the growth of the airport and future land use changes would result in additional highway congestion, affecting bus services in the area as well as other road-based trips. If the airport doubles its passenger throughput between 2015 and 2030 as forecast, and rail accounts for say 10% of the mode share, then the number of passenger trips to the airport accommodated on the highway will still increase by 2.9 million passenger trips, an increase of over 85%, and by 135% by 2050, despite the provision of a rail option. The two elements – road and rail - in addition to other aspects of the broader transport plan, need to be complementary in order to enhance the overall Leeds transport network and that is now the council’s ambition.

3.4 In addition, development of a new station will require road access, both from the airport and from the surrounding highway network. With Option A, the LBA Link Route scheme could offer economies of scale, delivering some of the necessary roads to connect with the station. Without this synergy, the costs for the station increase and the case for investment in the station is likely to be weaker.

3.5 Feedback to the initial consultation, the main themes of which are outlined in Appendix B, highlighted that the biggest transport issue for local residents is congestion on main roads in the area. Issues with rat-running on local roads and slow or unreliable bus services were also seen to be major problems by many respondents. Many respondents also expressed concerns that congestion around existing junctions within the vicinity of the Link Route proposals will jeopardise its success. The LBA Link Route aims to provide additional capacity on the highway network to help facilitate the forecast growth of the airport, and provide relief to local residents and road users by removing traffic from some less suitable local roads. The LBA transport infrastructure schemes also need to be seen in the light of the council’s developing plan for the wider transport network which will seek to promote park and ride, increase network efficiency and alleviate capacity problems at pinch points, as well as delivering major public transport improvements, including the current investment being focussed through the Leeds Public Transport Investment Programme together with rail capacity improvements delivered through Network Rail franchises.

3.6 Another main theme of the consultation response was that the level of information presented was very limited, which led to a desire for much more comprehensive information to be made available to enable consultees to properly review the proposals. This arose because of the decision to consult early in the development process to enable a combined land use/transport perspective to be provided at the Site Allocations consultation and to enable the public to be engaged early in the process. The next round of consultation, anticipated to be held early in 2019 will provide further information including detailed alignment plans and traffic modelling assessments.

3.7 Following the LCC consultation which finished in February 2016, LBA consulted on its “Masterplan to 2030” which included aspirations for a road link and a rail connection as well as the proposed Employment Hub. The masterplan was published in 2017. This document is to be supplemented by an additional publication likely to be entitled, ‘7 Steps to 7 Million Passengers,’ which will provide

Page 225 greater detail on the physical works, initiatives and private sector investment that needs to take place in order to be able to deliver 7 million passengers by 2030.

3.8 More recently in April 2017 funding of £173.5m from the DfT was confirmed for the Leeds Public Transport Investment Programme. This followed the earmarking of these funds for the city in 2016 and subsequent submission of a business case to Government which provided an unprecedented opportunity to review the provision of public transport across Leeds including connectivity to the airport. This offered the chance to further shape the changing transport landscape at LBA by promoting a new rail interchange and parkway station on the Harrogate Line to serve LBA and the Employment Hub. Improving rail connectivity to the airport in this way will meet a long-held ambition for the city which was reflected in the initial consultation on the road proposals.

3.9 Technical work looking at how best to connect LBA with the rail network showed that, because of the elevation of the airport compared with the railway, it was not possible to deliver a direct rail link to a new terminus station within convenient walking distance of the LBA terminal without tunnelling and provision of an underground station, or very extensive earthworks, which would have made the scheme prohibitively expensive and poor value for money. In addition a rail link has the disadvantage that it could not easily serve passengers coming from the Harrogate and York direction, whereas a parkway station which also provides a new park and ride facility for North West Leeds can. Therefore a new station on the Harrogate Line was selected by the Combined Authority as the more achievable preferred option for providing early rail connectivity to the LBA by creating an arrangement not dissimilar to that operating successfully at Luton Airport, which is somewhat busier than LBA with more than 15 million passengers in 2017.

3.10 The West Yorkshire Combined Authority is developing the station proposals in tandem with LCC’s progress on the LBA Link Route scheme with fully collaborative joint approach between project teams. With a full multi-modal package of surface access improvements in development covering bus, rail, walk/cycle and car/taxi trips, the current transport infrastructure proposals will help ensure LBA’s growth prospects can fulfil the ambition for its role as a key enabler of the regional economy.

3.11 The LBA Parkway Station proposals currently include a 350 space park and ride car park together with a small station building housing a convenience retail facility, toilets and staff accommodation, with a bus interchange for transferring to the airport. The inclusion of a park and ride car park has the double benefit of improving the cost:benefit ratio of the business case for the station, which is marginal without it, and is also perceived to provide a useful additional option for drivers wishing to access Leeds and Harrogate/York especially given that the park and ride car parks at Apperley Bridge and Kirkstall Forge are often full. A footway/cycleway link to the residential area of Cookridge east of the station is also under consideration, which if implemented could enable more people to conveniently access train services and potentially reduce pressure on parking around Horsforth station, as well as providing benefit to local residents.

3.12 The location of the station is constrained by railway geometry, topography and signalling so there is effectively only one option available for its location. Opportunities for creating a bay (terminus) platform have been considered, but is

Page 226 not currently viable given the significant additional cost involved and other issues relating to timetabling and railway capacity. Changes to the tracks and signalling can however be made to facilitate turnbacks in the future if required, without affecting the proposed infrastructure delivered as part of this scheme.

3.13 As outlined above, the LBA Link Route has three options as consulted upon in 2015/16. A number of potential alignments for a link road have been considered and evaluated. The three options (A, B and C) were selected as the most viable, with many of the alternative options being rejected to avoid property demolition, or to limit the impact on the landscape. Options A and B provide for new road links with “A” offering the most expansive route connecting directly into the airport and Employment Hub sites, whereas Option C provides for connectivity by means of improvements and upgrades to the existing strategic highway network of the A65 and A658 routes.

3.14 As with any major infrastructure scheme, each of the LBA Link Route options and the LBA Parkway Station have design challenges which are emerging as the technical work progresses, with the key challenges for each presently being:

 Option A (alignment which runs east of the airport). The alignment is particularly constrained between Layton Road and Bayton Lane where it would pass between the Horsforth Golf Club clubhouse and the residential properties on Layton Road and Layton Rise. The road would be several metres below ground level, which would reduce its visual and noise impact, requiring retaining walls to avoid property acquisition. A short tunnelled section in this vicinity is being considered to further reduce the localised impact, although this would be very expensive (in the order of magnitude of an additional £20m) and therefore whether this is practical will depend on the affordability and strength of the business case.  Option B (alignment which runs southwest of the airport). The alignment follows the boundary of the airport near the A658 and runway tunnel entrance and would require reconfiguration of a taxiway as well as relocation of other airport infrastructure and the internal highways layout for accessing and parking for the operations on the south side of the airport.  Option C (existing highway improvements). The junction improvements necessary to cater for the predicted future year volume of traffic would require land acquisition and in some cases may require demolition of a small number of properties.  LBA Parkway Station. The key challenge is to identify an appropriate and flexible design which can connect the station with the highway network given uncertainty over the LBA Link Route option to be selected, and given that the programme for the station could be shortened if there is an opportunity to accelerate delivery. In addition the station location is in the Green Belt.

3.15 All three options are being developed up to feasibility design standard to enable a thorough comparison of the options to be presented. Option A has potentially the strongest strategic case because it best serves the LBA Employment Hub, offers an opportunity to connect with and provide access to the LBA Parkway Station and should provide the most traffic relief to local roads. In addition, the consultation in 2015/16 showed that Option A was the most supported of the three options, for respondents who supported the principle of the scheme. At this stage Option A is

Page 227 considered to show the closest fit with the wider goals for connectivity to the airport and employment hub sites although this will be tested further by the continuing technical assessments and the outcomes of the forthcoming consultation and engagement on the connectivity options.

3.16 Since the first round of public consultation on the road proposals, Transport for the North (TfN) has been developing its proposals for major infrastructure schemes, which may include highway improvements in the vicinity of LBA. The council will engage with TfN and Bradford MDC on these proposals as they emerge. The council has also, in parallel with this, started engagement with the Combined Authority to explore the implications and opportunities arising from dualling a section of the Leeds Outer Ring Road including further capacity enhancements at Horsforth Roundabout. The Combined Authority is also funding junction improvement schemes at A6120/A647 Dawsons Corner, Fink Hill/Leeds Outer Ring Road and Dyneley Arms (A660/A658) as part of the Corridor Improvement Programme as endorsed by Executive Board in 2017, which also contribute to the wider strategic context of improvements supporting airport growth and improving the performance of the key route network.

3.17 Submission of the Outline Business Case (OBC) for the LBA Parkway proposals is expected during Spring 2019, with the OBC for the LBA Link Route scheme following shortly afterwards during Summer 2019. There is an aspiration for the station to be open by 2022/23 but this is subject to agreeing an appropriate planning and delivery route – including land acquisition - in advance of the LBA Link Route which is anticipated to open in 2026/27.

3.18 This anticipated opening date has changed from that previously included in the 2015/16 consultation as a result of three factors:

 Firstly, the new Leeds Transport Model (known as LTM2) which uses state-of- the-art analytical technology to predict future highways and transport usage, has taken longer than initially expected to be finalised. This is due to the complex nature of the technology and the analysis being undertaken, given it is not just to be used for this project but for all future highways schemes in Leeds now in development it is vital it works effectively and produces accurate results in the context of Leeds being one of the fastest-growing cities in the UK.  Secondly, because the £173.5m funding for Leeds offered an unprecedented opportunity to review all aspects of the transport network in the city, including north west Leeds and connectivity to the airport, this reconsideration of the wider context led to a need to recognise and incorporate its position within the updated transport strategy for Leeds. Along with other proposed measures to improve transport infrastructure and services, this meant a significant change in the transport landscape around the airport, which impacted on the link road plans as part of the updated overall position. As a result a review of the link road project needed to be undertaken to recognise this.  Finally, the widened scope of the next round of consultation, including the broader strategic position integrating road, rail and Employment Hub/land use elements for the public, businesses and stakeholders to consider, has delayed submission of the Outline Business Case.

Page 228 3.19 Officers will return to Executive Board following consultation to seek approval for the future direction of the scheme.

4. Corporate considerations

4.1 Consultation and engagement

4.1.1 As outlined above, a key theme from the first round of consultation on the LBA Link Route was the desire for more detailed scheme information to be presented in advance of any key decisions to be made on the future of the scheme. The next round of consultation will be held before submission of the Outline Business Case in 2019 and will present detailed alignment plans and traffic modelling assessments. 4.1.2 The LBA Parkway Station and LBA Link Route together form an integrated connectivity package and as such it is proposed to consult upon both schemes commencing early in 2019. 4.1.3 The consultation will follow the same look and format as the recent Connecting Leeds consultations, which have proven hugely successful with over 15,000 responses being received. Consistency with consultation branding will minimise issues arising from changing formats, and help to demonstrate linkage between the various programmes in development. 4.1.4 As part of the next round of consultation, the feedback from the initial round of consultation will be included demonstrating how the responses have informed the work to date and crucially setting them appropriately within the changed and current context, which has moved on since 2015/16 following the Transport Conversation, award of DfT funding, emerging TfN proposals etc. The transport context will be more fully articulated demonstrating how the council, Combined Authority, LBA, Network Rail, TfN and other partners are working towards a broad package of transport improvements and how the LBA Transport Infrastructure schemes fit within the strategy. 4.1.5 It is also proposed to contact landowners and/or occupiers whose properties may be directly affected by any of the Link Route options in advance of publishing detailed route alignments. The alignments may still be subject to further change beyond this consultation and, coupled with the fact that a single option has not yet been formally selected, the plans do not at this stage represent any intention to acquire property. However, such contact is recommended to ensure that landowners/occupiers have access to all the relevant information and have the opportunity for detailed briefing and to make representations, as well as to minimise the possibility of any misunderstandings and provide reassurance about the process and the current status of the proposals. 4.1.6 Ward Members will be contacted in advance of any contact with landowners and briefings will also be offered at the appropriate time ahead of the public release of information. In the last round of consultation, Ward Members made useful suggestions and it is proposed to seek their input again for planning events.

4.2 Equality and diversity / cohesion and integration

4.2.1 The business case for the scheme will include full consideration of these issues before any decisions are made about progressing a preferred option through to construction. This report seeks endorsement of planning and management activities

Page 229 only to allow the council to complete the business case and consider these issues in the round. An assessment is therefore unnecessary at this stage.

4.3 Council policies and best council plan

4.3.1 The Transport Infrastructure Package has the potential to contribute to the vision for Leeds 2030 to be the best city in the UK and address the following Best City and Best Council ambitions, outcomes and priorities: good growth, resilient communities, and transport and infrastructure. 4.3.2 The strategy also contributes to the objectives of the Local Development Framework, Leeds Core Strategy, Local Transport Plan 3, emerging WYCA/Leeds Transport Strategies, and the Strategic Economic Plan. It is also in line with the Transport for the North Draft Strategic Transport Plan (2018) which recognises the need for the North’s airports to be connected to economic centres and assets.

4.4 Resources and value for money

4.4.1 The LBA Link Route scheme is being led by the council with development costs provided by the Combined Authority through the West Yorkshire Plus Transport Fund. The LBA Parkway Station is being led by the Combined Authority and funded by the DfT from within the Leeds Public Transport Improvement Programme. 4.4.2 The Combined Authority has recently approved development funds totalling £1.785m to complete the Outline Business Case for the LBA Link Route. They require LCC to enter into a funding agreement, for which this report seeks approval. 4.4.3 The value for money of the schemes and associated options will be assessed in detail as part of the Outline Business Case submissions and validated by the Combined Authority’s assurance process before any decision is made to progress to the next phase of development. 4.4.4 The capital cost estimates for the schemes are still being developed. Initial indications suggest that the existing capital allocations will need to be supplemented and as such it is proposed that the council will lead a funding strategy in collaboration with the Combined Authority with input from third parties such as LBA, to identify and assess options for assembling a funding package using existing sources, third party contributions and potential borrowing and investment, including any opportunities arising from phasing and packaging the works.

4.5 Legal implications, access to information, and call-in

4.5.1 This report is eligible for call-in. Whilst there are no specific legal implications arising from this report, depending on how the proposals outlined in this report develop, it is likely that there will be legal implications for the Council going forward. These will be reported to Executive Board in due course.

4.6 Risk management

4.6.1 Both the LBA Link Route scheme and the LBA Parkway Station scheme will serve to make progress towards the Strategic Economic Plan 2016 and Leeds Adopted Core Strategy. If the programme is not implemented, Leeds will not be able to develop an integrated, sustainable transport system which is fundamental in supporting the ambitions of the Core Strategy.

Page 230 4.6.2 Risk management is built into the technical work and consultancy advice being undertaken on the schemes, including risk workshops and the maintenance of risk registers, which are reported regularly to relevant boards. 4.6.3 The schemes will be assured through the WYCA framework set up for the West Yorkshire Transport Fund (WY+TF). Progression through this assurance process in a timely manner is necessary in order to avoid delays to the overall programme delivery. 4.6.4 Management and progress of the development of the Transport Infrastructure Package and the Employment Hub are being coordinated under the supervision of the Director of City Development in liaison with all relevant parties including LBA and their programme of investment in airport operations.

5. Conclusions

5.1 Leeds is a successful city and its economy continues to grow. Improving the transport network is an important enabler helping Leeds to be a prosperous, liveable and healthy city. Supporting better surface access to LBA removes barriers to growth of the airport and minimises LBA’s impact on the locality through removal of traffic from residential areas. 5.2 These proposals will make a contribution to the quality of life of people living, working and visiting the city and contribute to its on-going growth and economic success, which together with airport growth and the 36 hectare LBA Employment Hub are expected to contribute £2.6 billion-£3.3 billion to the economy by 2030 and 5,500 jobs. 5.3 The package of measures outlined in this report is intended to provide a step change in connectivity and local access to the airport with a new parkway rail station and three current options for a LBA link road being considered. The forthcoming consultation, and continuing development of the technical work required for business cases, will provide the final definition needed to allow the recommendation of preferred schemes, to meet the transport access needs to achieve the overall strategic transport and employment ambitions for the site.

6. Recommendations

6.1 Executive Board is recommended to:

i) Note the progress made in relation to the LBA transport infrastructure package to date;

ii) Endorse the emerging multi-modal transport strategy for serving LBA and the LBA Employment Hub as well as noting the development of the wider transport context in North West Leeds and surrounding area;

iii) Endorse the principle of the joint consultation exercise, covering both the LBA Link Route and LBA Parkway Station, including contacting potentially affected landowners in advance of the general release of alignment plans;

iv) Endorse engagement with landowners and Leeds Bradford Airport to explore opportunities to expedite early delivery of the LBA Parkway Station and

Page 231 associated LBA Station Link spur road, including authorising the Director of Development to acquire land by agreement if such opportunity arises.

v) Note that officers will return to Executive Board following consultation to seek future direction including approval for selection of the preferred option and submission of the Outline Business Case for the LBA Link Route, and (if appropriate) in principle support for the LBA Parkway Station;

vi) Inject and grant authority for the expenditure of the development costs £1.785m, up to approval of Outline Business Case subject to the finalisation of a grant agreement with West Yorkshire Combined Authority (WYCA) in accordance with their assurance framework, with the approval of the terms of any future funding agreements delegated to the Chief Officer Highways and Transportation; and

vii) Note that the Chief Officer Highways and Transportation is responsible for the delivery of the LBA Link Route, with an anticipated completion date of 2026/27, whilst responsibility for delivery of the LBA Parkway Station rests with the Combined Authority.

7. Background documents1

7.1 None.

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

Page 232 Appendix A – LBA Link Route Options, Indicative Alignments

Page 233 Appendix B - Key Themes from the Initial Consultation

Introduction

1. An initial period of consultation was held between November 2015 and February 2016 on the three LBA Link Route options: a. Option A: Building a new road and footway/cycleway from the A65, running along the eastern side of the airport before joining the A658 to the north. b. Option B: Building a new road and footway/cycleway that follows the same initial path from the A65, but runs to the south west of the airport before joining the A658 where it enters the tunnel under the runway. c. Option C: Upgrading the existing A65 and A658 around Rawdon and Yeadon to the airport. This would see junctions upgraded and where needed, some localised road widening to deliver the junction improvements.

2. The main purpose of the consultation was to raise awareness, and to provide early opportunity to comment on the proposals. The consultation was timed to co-incide with the council’s Site Allocations Process, which included land allocations in North West Leeds and especially the proposed Employment Hub. In addition the consultation was to support development of the proposals to feed into the Outline Business Case. The focus of the consultation was community-based (individuals and community groups) though briefings were also held with wider stakeholders and business groups. Leeds Bradford Airport, Harrogate Chamber of Commerce and Leeds Chamber of Commerce offered support for the principle of improved surface access by road and rail.

3. The feedback from the initial consultation will be reported as part of the next round of consultation described in this report. The consultation report will show how this feedback has helped to scope the next stages of the project whilst providing more detail on the changing context of transport investment in Leeds.

Context

4. At the time of the initial consultation, it was acknowledged that road access improvements form one element of a wider, more comprehensive approach to improving surface access and connectivity to the airport and surrounding area. The initial consultation focussed on road access improvements as the most appropriate short to medium term measure. An examination of potential rail options was undertaken, though delivery of a rail link was seen to be prohibitively expensive as a short to medium term measure, due to technical and topological constraints. At the time the road scheme already had a funding allocation and had been prioritised for delivery within the West Yorkshire Plus Transport Fund.

5. Since this period of initial consultation was conducted, there have been considerable changes in the way we are looking at and planning for . In May 2016 the DfT took the decision not to proceed with the proposed New Generation Transport (NGT) trolleybus scheme for Leeds, but confirmed that the government investment in the scheme, would be retained in order to improve public transport in the city (funding confirmed April 2017). This decision offered an

Page 234 unprecedented chance to review the comprehensive transport plan for the city as a whole, looking at how best to invest the £173.5 million as well as incorporating major projects already underway. This has provided a unique opportunity to consider the wider options around improving surface access to the airport.

6. A major piece of public consultation was prompted, via the citywide ‘Transport Conversation’ engaging residents, communities, businesses and stakeholders in Leeds, as well as visitors to the city. Over 8000 responses being received, with feedback focussing on deliverable improvements through better rail and bus services, a clear demand for additional park and ride services, congestion issues to be addressed along with improved accessibility to bring communities, businesses and jobs closer together to boost connectivity and the overall economy and productivity of Leeds. Access to the airport is one element of this.

7. The resulting Leeds Public Transport Investment Package includes proposals to build three new rail stations in the city. One of these is proposed to be a parkway station located on the Leeds-Harrogate rail line to serve Leeds Bradford Airport. Leeds City Council, West Yorkshire Combined Authority, Leeds Bradford Airport and all the stakeholders involved have recognised the need to look at how best to integrate both the proposed airport parkway rail station and the airport link road plans together, to offer significant improvements for airport connectivity and the local transport network in that area of Leeds. The rail station proposal and the road proposals will continue to be developed hand-in-hand.

Key Feedback Themes and Responses/Actions

8. Feedback was received through completing questionnaires, letters/emails and also from discussion between attendees and staff members at events. The summary below is a composite of the main recurring themes articulated across those media, which are pertinent to the development of the scheme and the council’s approach to the next consultation, together with an outline of the action taken to address the issue or explanation to support the council’s proposed approach.

9. Congestion and Rat-Running. Feedback to the survey highlighted that the biggest issue for local residents is congestion on main roads in the area. Issues with rat- running on local roads and slow or unreliable bus services were also seen to be major problems by many respondents. Many respondents also expressed concerns that congestion around existing junctions within the vicinity of the Link Route proposals will jeopardise its success. This issue is already being addressed through the wider network proposals and longer term strategy. The LBA Link Route aims to provide additional capacity on the highway network to help facilitate the forecast growth of the airport, and provide relief to local residents and road users by removing traffic from some less suitable local roads, particularly for Options A and B. The Public Transport Investment Programme provides for further significant investment in public transport in Leeds over the coming years also.

10. Rail. One of the predominant themes throughout the consultation feedback was the desire to see a rail link to support the airport. One of the reasons given for supporting rail was that it was felt it would avoid the need for a new highway. The council has had a long term aspiration for a new rail connection to the airport, but the progression of a rail link to the airport, does not replace the benefits which would accrue from road access improvements. Clear evidence comes from looking

Page 235 at other major UK airports which have direct rail links. Manchester airport for example shows that even where good tram and train links are in place, 84% of passengers arrive by car or taxi. Therefore it is clear that continuing to develop both road and rail access to the airport in Leeds is essential in order to maximise the benefits offered in the Leeds Transport Strategy. The two elements, in addition to other aspects of the broader transport plan, need to be complementary in order to enhance the overall Leeds transport network and that is now the stated ambition. In addition, development of a new station will require road access, both from the airport and from the surrounding highway network. Depending on the option selected, the LBA Link Route scheme could offer economies of scale, delivering some of the necessary roads to connect with the station. Without this synergy, the costs for the station increase and the case for investment in the station is poorer.

11. Opposition to all three options. Whilst many questionnaire respondents cited support for the proposals, with Option A (east of the airport) being the most supported route, on the flip side many respondents stated they were opposed to any of the three options presented. The reasons given included: the link road is not needed because the airport does not generate much traffic; there are worse problems to sort out in this area; and the new road should connect with the A660 instead and not the A65. Early identification of the need for an improved route from the A65 towards the airport was made through a study into required improvements to the outer ring road. The route from the A65 is considered to provide improved access to the airport from both Leeds and Bradford, linking into the strategic routes along the A65 to Leeds and A658/A65-A6120-A647 to Bradford. A number of potential alignments for a link road have been considered, from which three options were selected to be taken forward to initial public consultation. Many of the alternative options were rejected to avoid property demolition or to limit the impact on the landscape. Work towards the outline business case for this project includes environmental studies plus the latest traffic modelling to predict future usage, the impact of potential housing and employment developments within the surrounding area, wider consideration of all modes of surface access to the airport, review of alternative routes, including but not limited to connections from the A660. The Outline Business Case will consider the strategic case for the scheme and this will be summarised and presented as part of the next round of consultation including the rationale for why the route does not connect to the A660 east of the airport.

12. Airport growth and location. Feedback covering these two issues, upon further enquiry by staff at events, seemed to arise from two factors; firstly some respondents were against measures which increased air traffic because of the air quality, noise and greenhouse gases issues associated with the airport and air travel, and secondly from those who felt that the impacts caused by improving connectivity would not be needed if the airport were relocated, with some suggesting the redevelopment of Leeds East Airport (former RAF Church Fenton). The council has undertaken to support the growth of the airport (council decisions in 2014 and 2015) and there are significant issues with relocating the airport, not least that it is privately owned, the cost of building an equivalent or better facility elsewhere would be prohibitive and the impact on local jobs.

13. Lack of detail. Respondents were concerned that such a major scheme as a new road (Options A and B especially) should be consulted upon without supporting technical assessments to allow them to undertake a thorough critique and draw conclusions. As noted above, and as articulated in the consultation materials, the

Page 236 consultation was intended to be an initial consultation and was timed to coincide with the Site Allocations Process consultation. The next round of public consultation, will present detailed alignment plans and traffic modelling assessments, to better inform the Outline Business Case . This round of consultation will follow the Connecting Leeds branding and process, and will apply the benefits of those techniques to this scheme also.

14. Environmental impacts / greenbelt protection. Some respondents were concerned that the extra traffic from Option C (junction improvements within Rawdon and Yeadon) would have a significant negative impact on the local community. On the other hand, there was concern that a new road (Options A or B) would impact on the greenbelt and amenity of the fields between Rawdon and Horsforth. Allied to this was a concern expressed about land use, that the land adjacent to a new road would be developed as housing or other development. The council has no intention to introduce such development other than site EG3 for the Employment Hub north of Whitehouse Lane which has already been consulted upon. The road design for Options A and B (the options relevant for this comment) do not include any intermediate junctions or highway ‘stubs’ into adjacent land. The greenbelt status of the open space affords that no such decisions could in any case be readily made by the council without a thorough closely-scrutinised process.

15. Minimise impacts / design concerns. Some landowners engaged directly in the process with some being very concerned about the impact on their property or on their amenity. This of course is generally unavoidable with any significant infrastructure project, but the engagement has enabled the designer to consider these concerns and whether it is possible to introduce changes or options to eliminate or mitigate them. This is an ongoing process and will be so until detailed design. An example of this includes consideration of a short tunnelled or vertical retaining walls section near Horsforth Golf Club to minimise impact on the golf club and adjacent properties. It is expected that this aspect of the work will increase entering the next round of consultation as detailed alignment plans are published. It is important to note that this stage of the process is still Outline Business Case and changes to the design of the options (and indeed selection of options) can still be made.

Page 237 This page is intentionally left blank Agenda Item 15

Report author: Paul Fleming

Tel: 0113 378 8935

Report of : Director of City Development

Report to : Executive Board

Date: 19 September 2018

Subject: Holt Park District Centre - Asda

Are specific electoral Wards affected? Yes No

If relevant, name(s) of Ward(s): Adel & Wharfedale

Are there implications for equality and diversity and cohesion Yes No and integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No

If relevant, Access to Information Procedure Rule number: 10.4(3)

Appendix number: 2

Summary of main issues

1. The Holt Park District Centre (HPDC) provides an important facility for the local community. However, the existing environment is poor with outdated buildings and facilities which do not satisfy modern day standards. Part of this site forms a cleared area following the demolition of the former and Holt Park Leisure Centre which were demolished, replaced by the new school and Holt Park Active (Health and Leisure) Centre. The cleared sites and the current condition of the original buildings at the HPDC are having a detrimental effect on the area.

2. Following the completion of the Holt Park Active and new Ralph Thoresby School, on 17 December 2014 Executive Board approved (Minute Ref 138) a revised draft Planning Statement for the regeneration of area including the vacant land at Holt Park. The demolition of the old Ralph Thoresby School and the Holt Park Leisure Centre, has now given rise to areas of cleared land, which provide a significant opportunity to contribute to the regeneration of the HPDC and the city’s housing growth targets as detailed in the Core Strategy.

3. Asda has a long standing aspiration to improve its retail offer at this location, which currently is delivered from an outdated store. Over a number of years, Asda has put forward various alternative proposals and in 2016 sought to implement a comprehensive redevelopment involving the acquisition of an area of Council owned land. It was proposed that this would take place alongside and to complement the Page 239 Council’s broader regeneration plans. The Executive Board decision of 17 December 2014 also provided authority for officers to hold discussions with Asda in respect of a potential land transaction to enable the redevelopment proposals.

4. However, due to the change in market conditions, particularly in the way supermarkets operate, it prevented both the Council’s and Asda’s development plans from being financially viable and the proposals did not come to fruition. Since that time, dialogue has continued between Asda and the Council relating to various alternative store investment plans by Asda. In June 2018, Asda’s Board approved a final option to reconfigure and improve the retail offer, it relates to their store and includes the partial demolition of adjacent, currently tenanted, retail units also owned by Asda. This still requires, albeit significantly reduced, a land transaction with the Council.

5. Discussions have been progressed with Asda to bring forward their plans and the report sets out the current position with Asda in terms of their proposals and also confirms the boundary of the remaining Council owned land at this location. Officers are considering options for subdividing this land to provide social and market led housing in connection with the Extra Care proposals already approved by Executive Board for part of this site. The discussions with Asda and the broader regeneration plans will be cognisant of the approved Planning Statement including the connectivity with the wider existing community and associated facilities.

6. This proposal will contribute to the Leeds Inclusive Growth Strategy 2018-2023 namely supporting places and communities to respond to economic change and making assets work to support growth and communities.

Recommendation

7. Executive Board is recommended to:

i) Note the positive progress achieved to deliver future improvements to the Holt Park District Centre and the surrounding vacant land and that a future report will follow.

ii) Declare all Council owned land within the site boundaries shown in Appendix 1a and 1b, operationally surplus.

iii) Approve the terms of the property transaction with Asda as set out in the confidential appendix 2.

iv) Delegate the approval of the final disposal boundary and terms to the Director for City Development with the concurrence of the Executive Member for Regeneration, Transport and Planning.

v) Note the position with the affected tenants named in the confidential appendix and delegate any future decision necessary to the Director for Resources and Housing, with the concurrence of the Executive Member for Regeneration, Transport and Planning.

Page 240

1 Purpose of this report

1.1 The purpose of this report is to update Executive Board on the proposals emerging for the Holt Park District Centre site and to seek approval to the terms of a land transaction with Asda to facilitate their centre reconfiguration and improvement proposals. 2 Background information

2.1 The existing District Centre was built in the1970s and whilst it provides a range of local services, many of which are well used by the community, it offers an unattractive environment with outdated buildings and facilities. It also has a significant area of vacant land formerly occupied by Ralph Thoresby School and Holt Park Leisure Centre.

2.2 In December 2014 Executive Board approved a revised draft Planning Statement to deal with the vacant land at Holt Park, following the demolition of the old Ralph Thoresby School and the Holt Park Leisure Centre. These areas of cleared land provide a significant opportunity to contribute to the regeneration of the District Centre and the city’s housing growth targets as detailed in the Core Strategy.

2.3 Asda has a long standing aspiration to improve its retail offer at this location, which currently is delivered from an outdated store. Over a number of years, Asda has put forward various alternative proposals and in 2016 sought to implement a comprehensive redevelopment involving the acquisition of an area of Council owned land. It was proposed that this would take place alongside and to compliment the Council’s broader regeneration plans. The Executive Board decision of 17 December 2014 also provided authority for officers to hold discussions with Asda in respect of a potential land transaction to enable their redevelopment proposals.

2.4 However, difficult market conditions prevented both the Council’s and Asda’s development plans from being financially viable and the proposals did not come to fruition. Since that time, dialogue has continued between Asda and the Council relating to various alternative store investment plans by Asda. In June 2018, Asda’s Board approved a final option to reconfigure and improve the retail offer, it relates to their store and includes the partial demolition of adjacent retail units also owned by Asda. This still requires, albeit significantly reduced, a land transaction with the Council, as outlined within the confidential appendix 2.

2.5 The proposed transaction with Asda, also then confirms the boundary of the remaining Council owned land at this location. Officers are considering options for subdividing this land to provide social and market led housing in connection with the Extra Care proposals already approved by Executive Board for part of this site. The discussions with Asda and the broader regeneration plans will be consistent with the vision and objectives of the approved Planning Statement including the connectivity with the wider existing community and associated facilities.

Page 241 3 Main issues

3.1 Action is required to improve the dated Holt Park District Centre and the surrounding Council owned land including the vacant brownfield sites of the old Ralph Thoresby School and Holt Park Leisure Centre, following their re-provision nearby.

3.2 Following the relocation of the School and Leisure Centre, Asda own the majority of the properties that comprise the Holt Park District Centre, which is anchored by their dated store and their ownership included the adjacent retail units. Asda’s proposals would reconfigure the store, improve the entrance, improve the car park, introduce a café and include new retail “pod” outlets. As part of the improvement proposals, Asda are also proposing to demolish the retail units at the side and rear of the main store, as Asda consider these to be financially unviable.

3.3 Negotiations with Asda have progressed well in recent months after a period of protracted discussions and heads of terms have been provisionally agreed, subject to formal Council approval. Asda secured their Board approval to this proposal on 13 June 2018.

3.4 The key terms agreed are as follows:-

3.4.1 The Council to grant a long lease (125 years) of the Car Park to Asda. (Plan Ref 17160AR Site Area 1.13Ha) Appendix 1a. This will allow Asda to undertake improvements to the car park and reconfigure the spaces. The public parking status of the car parking will remain. This will divest the Council of a maintenance liability, which has become increasingly problematic over the winter months and provide Asda with the ability to invest in improvements to the car park.

3.4.2 The Council will transfer a small strip of land, to the west of the mall (Plan ref 17160AT Site Area 519 m2) Appendix 1b. This will allow Asda to undertake improvements to the mall and the entrance including the creation of a new café and retail “pods” and it will also tidy up some minor legal title anomalies.

3.4.3 As part of the transaction Asda will transfer an area of land to the south of the existing store, to the Council (Plan ref 17160AP Site Area 2032m2) Appendix 1c. This is currently the location of a number of partly vacant retail units. These will be demolished and a site cleared to the satisfaction of the Council is transferred to the Council. This is directly adjacent to additional land in Council ownership.

3.4.4 Asda to cancel an ongoing service charge payable by the Council in relation to the mall that access was taken to the former leisure centre.

3.4.5 Asda’s affected tenants are aware of the proposals and it is understood that the leases include clauses allowing Asda to take back the properties to facilitate redevelopment. This could potentially lead to the displacement of Asda’s tenants including two charity shops. Both Asda and the Council have had initial discussions around the potential options available and a meeting took place with the tenants on 24 August 2018. Further information is provided in confidential appendix 2.

3.4.6 Officers have also been working on options for the remaining Council owned land and dovetailing these with Asda’s proposals and in accordance with the principles outlined in the approved Planning Statement. These options include the provision of both social and market led housing in connection with the Extra Care proposals already approved by Executive Board for part of this site. A further report will be brought back to Executive Board in relation to this. Page 242 4 Corporate Considerations

4.1 Consultation and Engagement

4.1.1 The Executive Member for Regeneration, Transport and Planning has been briefed on the proposals and regular discussions have taken place with the Adel and Wharfedale ward members who are supportive of the scheme, subject to confirmation of the plans for the affected tenants of Asda’s retail units that are proposed to be demolished. Further comments from Ward Members are included in confidential appendix 2. 4.1.2 Consultation has been carried out with the Highways Transportation team regarding the public transport connections to Holt Park to ensure that any redevelopment would not impact on these.

4.1.3 Asda need to secure planning permission to deliver their proposals and will hold a local consultation event with the local community and stakeholders.

4.2 Equality and Diversity / Cohesion and Integration

4.2.1 An Equality, Diversity, Cohesion and Integration screening has been completed. This identified that there are no impacts which require further consideration in relation to the proposed transaction between the Council and Asda. 4.3 Council Policies and Best Council Plan

4.3.1 This proposal will contribute to the Leeds Inclusive Growth Strategy 2018-2023 namely supporting places and communities to respond to economic change and making assets work to support growth and communities.

4.3.2 Planning Policies

4.3.2.1 The proposal fits with the approved Planning Statement which is consistent with the objectives of the Leeds Unitary Development Plan (Review) and the Core Strategy in supporting the regeneration of Holt Park District Centre, providing further retail floorspace, brownfield housing land, providing for housing needs (including for older people and affordable housing) and overall improving the liveability of the area. The study which informed the preparation of the Core Strategy recognised the role of Holt Park District Centre as a retail and community focus and highlighted the opportunity to modernise, extend and/or reconfigure the existing centre.

4.3.2.2 Given the retail capacity in the area, the Council was recommended to investigate this further as both planning authority and land owner. The Site Allocations Plan (SAP) which was subject to consultation on the Issues and Options document also recognises the opportunity to reconfigure and extend existing town centre boundaries.

4.4 Resources and value for money

4.4.1 Details of the proposed terms of the transaction between the Council and Asda are set out in the confidential appendix 2. The Council currently incurs a revenue service charge cost of approximately £58,000pa. This charge will be cancelled within the terms of the proposed transaction with Asda.

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4.5 Legal Implications, Access to Information and Call In

4.5.1 The Head of Land and Property confirms that the proposed transaction satisfies the Council’s obligation to achieve the best consideration that can reasonably be obtained under Section 123 of the Local Government Act 1972 (or under the Housing Act 1985).

4.5.2 The information contained in the exempt confidential appendix 2 attached to this report relate to the financial or business affairs of a particular person, and of the Council. This information is not publicly available from the statutory registers of information kept in respect of certain companies and charities. It is considered that since this information is subject to one to one discussions with Asda, it is not in the public interest to disclose this information at this point in time.

4.5.3 It is also considered that the release of such information would or would be likely to prejudice the Council’s commercial interests in relation to other similar transactions in that prospective purchasers of other similar properties would have access to information about the nature and level of consideration which may prove acceptable to the Council. It is considered that whilst there may be a public interest in disclosure, much of this information will be publicly available from the Land Registry following completion of this transaction and consequently the public interest in maintaining the exemption outweighs the public interest in disclosing this information at this point in time. It is therefore considered that this element of the report should be treated as exempt under Rule 10.4(3) of the Access to Information Procedure Rules.

4.6 Risk Management

4.6.1 If this transaction were not to proceed the opportunity to fully integrate Asda’s redevelopment plans with the Council’s regeneration objectives could be lost. Furthermore, Asda’s proposals would be more limited, comprising more minor improvements, although, subject to planning, they would still have the ability to demolish their retail units. 4.6.2 Furthermore, the Council would not secure the revenue savings of the service charge costs as outlined in confidential appendix 2.

5 Conclusions

5.1 It can be concluded that:

i) Progress has been made to take forward long outstanding and much needed improvements to the Holt Park District Centre and surrounding vacant land.

ii) The initial step is a property transaction between the Council and Asda to facilitate the improvements sought by Asda but also be consistent with the already approved Planning Statement.

iii) Officers should then be able to finalise options for the remaining vacate land including the provision of both social and market led housing development.

Page 244

6 Recommendations

6.1 Executive Board is recommended to:

i) Note the positive progress achieved to deliver future improvements to the Holt Park District Centre and the surrounding vacant land and a future report will follow.

ii) Declare all Council owned land within the site boundaries shown in Appendix 1a and 1b, operationally surplus.

iii) Approve the terms of the property transaction with Asda as set out in the confidential appendix 2.

iv) Delegate the approval of the final disposal boundary and terms to the Director for City Development with the concurrence of the Executive Member for Regeneration, Transport and Planning.

v) Note the position with the affected tenants named in the confidential appendix and delegate any future decision necessary to the Director for Resources and Housing, with the concurrence of the Executive Member for Regeneration, Transport and Planning.

7 Background documents1

7.1 None

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works. Page 245 This page is intentionally left blank CAR PARK ADJACENT TO HOLT PARK DISTRICT CENTRE

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being or has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: City Development Service area: Asset Management and Regeneration

Lead person: Paul Fleming Contact number: 0113 378 8935

1. Title: Holt Park District Centre - Asda

Is this a:

Strategy / Policy X Service / Function Other

If other, please specify

2. Please provide a brief description of what you are screening

The disposal and acquisition of land adjacent at the Holt Park District Centre.

EDCI Screening Template updated January 2014 1

Page 255

3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being.

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

EDCI Screening Template updated January 2014 2

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4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected).

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another).

 Actions (think about how you will promote positive impact and remove / reduce negative impact).

EDCI Screening Template updated January 2014 3

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5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Mary Stockton Deputy Head of Land & Property Date screening completed

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent: Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 4

Page 258 Agenda Item 16

Report author: Neil Charlesworth Tel: 0113 3787736

Report of the Director of City Development

Report to Executive Board

Date: 19 September 2018

Subject: Disposal of Middleton Park Complex to the Ministry for Housing, Communities and Local Government

Are specific electoral wards affected? Yes No If yes, name(s) of ward(s): Middleton Park

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for call-in? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, access to information procedure rule number: 10.4(3) Appendix number: 3 & 5

Summary of main issues

1. Middleton Park Complex is occupied by Highways and Transportation staff, the Leedswatch service and two tenants that provide childcare services. There are over 300 staff based on site and over 80 children regularly attend childcare. 2. Leeds has witnessed significant pressure on new school places at primary intake caused by the rising birth rate. We are now about to witness this pressure arriving across the secondary estate and this report focusses on the requirement in Inner South Leeds for an eight form entry secondary school to be open for year 7 students by September 2020. 3. On 12th April 2017 The Department for Education approved 131 new free schools across the country including the Laurence Calvert Academy Free School, an eight form entry secondary school proposed for Middleton. Following an extensive site search, the council owned Middleton Park Complex has been identified as the only site that meets the location and size requirements for such a school. 4. The Ministry for Housing, Communities and Local Government have proposed to purchase the required area of the site, with the potential to also purchase part of the site that is being retained for the Leedswatch service, should that service relocate in the future. Given the requirement to relocate services, MHCLG will also fund a disturbance payment.

Page 259 5. Some of the occupiers will be able to be retained on the site however the South Leeds Family Childcare will be relocated to a new modular building to be placed at the former housing office at 100 Middleton Park Grove. The total costs of locating and installing the modular building are £0.4m. 6. The Council is also working on a decant strategy for the Highways and Transportation staff and further details on this will be brought back for Executive Board consideration pending the outcome of that review.

Recommendations

7. Executive Board is recommended to: 7.1 Approve the heads of terms as detailed at Appendix 3 for the disposal of the Middleton Park complex to the Ministry for Housing, Communities and Local Government to allow the construction of a new school for the recently approved Laurence Calvert Academy Free School. 7.2 Delegate authority to the Director if City Development to negotiate the final freehold disposal terms. 7.3 Approve the purchase and installation of a new modular unit for South Leeds Family Childcare at 100 Middleton Park Grove.

2 of 7 Page 260

1. Purpose of this report

1.1 The purpose of this report is to seek Executive Board approval for the disposal of part of the Middleton Park Complex to the Ministry for Housing, Communities and Local Government to provide land for the new Laurence Calvert Academy Free School.

2. Background information

2.1 Middleton Park Complex (identified on the plan at Appendix 1) sits within Middleton Park ward on the site of the former Middleton Park High School, which closed in 1997 with the pupil roll merging with Cockburn High School. The site continued to be used by the school for the next two years before closing in 1999. 2.2 Since the school closed the site has mainly been used to accommodate council staff and is currently occupied by Highways & Transportation alongside Leedswatch and two childcare tenants, Daisy Chain and South Leeds Family Childcare. There are over 300 staff based on site and Approximately 80 children regularly attend childcare. 2.3 As is the case across the country, there is a significant pressure on new school places in Leeds caused by the rising birth rate across the city. The associated learning places pressure has been dealt with at primary level, but there is now an increasing pressure on place sufficiency across the secondary estate and how this need will be met is under consideration by the council and various partner agencies. Whilst there is pressure across the city, this report focusses on the local requirement within Inner South Leeds and specifically Middleton Park ward for a new additional eight form entry secondary school, with year 7 places needed by September 2020. 2.4 On 12th April 2017 the Department for Education approved 131 new free schools across the country, including the Laurence Calvert Academy, an eight form entry secondary school proposed for Middleton, sponsored by the Cockburn Multi- Academy Trust. The Education and Skills Funding Agency (ESFA) is now tasked with delivery of this new school, and provision of year 7 places by 2020. The free school approval for the Laurence Calvert Academy is the ideal route through which this demand can be met by partner agencies and relieve pressure from the Council, which has the statutory responsibility to provide learning places. 2.5 Following an extensive site search carried out by JLL for the ESFA using established government BB103 area guidelines for mainstream schools, the council owned Middleton Park Complex has been identified as the only site that is both in the identified geographical area of need and large enough to accommodate a new secondary school (2.5ha). The site’s location also provides additional benefit, being adjacent to Middleton Park playing fields and leisure centre, both of which offer the opportunity to accommodate the internal and external sporting requirements of a new secondary school to support curriculum delivery. 2.6 Given that the Council retains a statutory duty to ensure a sufficiency of school places, it is in our best interest to assist the ESFA in the site acquisition of the Middleton Park Complex and identify potential decant solutions for the existing staff and current site users in a timely manner to allow the delivery of the new school places from September 2020.

Page 261 3. Main issues

3.1 The Ministry for Housing, Communities and Local Government (MHCLG) would be the government department purchasing the land on behalf of the Education and Skills Funding Agency (ESFA). To meet their timetable for opening the school they require vacant possession by 31st March 2019 or 30th September 2019 for a cleared site. This has burdened the council with a very short timescale to identify suitable alternative accommodation for the services and tenants currently based with Middleton Park Complex. 3.2 Boundaries have been agreed with MHCLG’s agents and a plan of these is attached at Appendix 2. The red line shows the area which will be purchased by MHCLG. The blue line shows an area which MHCLG will have an option to purchase should Leedswatch relocate. The green line shows land which will be retained by the council. 3.3 The blue line is the part of the existing building which will be retained for the Leedswatch service. Due to the complex technical nature of Leedswatch’s equipment, officers have negotiated with the agents an option that sees Leedswatch remaining on site. The remainder of the building will be demolished around them and a new exterior wall made. Should Leedswatch relocate at a point in the future, MHCLG will have an option to purchase that land. 3.4 The green line identifies the former William Gascoigne building and associated parking. The building is occupied by Daisy Chain Nursery and will be retained in council ownership, allowing Daisy Chain to remain on site. 3.5 South Leeds Family Childcare are based within the red line boundary and will therefore no longer be able to use the building. They provide a valuable service to families in the local area and there would be a pressure on childcare if they were unable to operate. Officers have been working to identify suitable alternative accommodation within the local area. The best solution is for them to move into a new modular building on the site of the former housing office at 100 Middleton Park Grove. The total costs of purchasing modular unit, installation and fees will be approximately £0.4m. South Leeds Family Childcare will pay the same level of rent as they currently pay until 2020 when their current lease would have expired. From that point on they will pay the appropriate market rent for the building. 3.6 The biggest relocation issue for the council is finding suitable accommodation for the 290 Highways and Transportation staff. There is an option to extend the lease at a building which would accommodate these staff in a suitable location and within the prescribed timescale. A further report will be submitted to October’s Executive Board meeting detailing the outcome of this work and the recommended solution. 3.7 To deliver this much needed school within the timescales required will require the building to be vacated and the services based within to move elsewhere. If we cannot meet this challenge, the burden of providing these school places will ultimately fall to the council without financial support from ESFA. There would therefore be no capital receipt and no help towards relocation costs. Furthermore, the council would have to fund the costs of building the school, which would be at least £20m. Even if that financial position was to be considered acceptable, unfortunately the property searches carried out by both JLL and council officers have identified no other suitable alternatives, so we would have to use the land at Middleton Park complex to provide the school anyway.

Page 262 3.8 Heads of terms have been prepared by ESFA and officers have negotiated some amendment. The current heads of term are attached at confidential Appendix 3. Executive Board is asked to note that the terms are subject to planning consent being granted. 3.9 ESFA have requested vacant possession by 31st March 2019 so they can undertake demolition works. However, there would be a risk to the council in terms of a third party’s contractor working alongside a live site that includes cabling to the city’s CCTV infrastructure and includes a requirement for an external wall to be made good for the retained building. In order to mitigate those risks the council have offered to carry out the demolition works and recharge the costs back to the ESFA. The heads of terms include a capped charge of £1.35m for demolition. Should the Council determine that they are no longer able to carry out the demolition works, there is a position set out within the Heads of Terms whereby the Council can step back and allow the ESFA to progress the demolition by themselves.

4. Corporate considerations

4.1 Consultation and engagement

4.1.1 The Executive Members for Children & Families, Learning Skills and Employment, Transport, Regeneration and Planning and Middleton Park ward members have been informed of the proposals for the new school and are supportive.

4.2 Equality and diversity / cohesion and integration

4.2.1 An EDCI screening has been carried out and is attached at Appendix 4. The screening shows no impacts on any of the protected characteristics.

4.3 Council policies and best council plan

4.3.1 Working with the ESFA to enable the new Laurence Calvert Academy Free School to be built on the site of the current Middleton Park Complex and thereby provide education for secondary school age children in Inner South Leeds in a purpose built, modern school is in line with the Best Council Plan 2018/19-2020/21 priorities of “improving educational attainment and closing achievement gaps for children and young people vulnerable to poor learning outcomes” and “helping young people into adulthood, to develop life skills and be ready for work”.

4.4 Resources and value for money

4.4.1 The land within the red line boundary that will be required for the new school has been independently valued and this is the amount MHCLG will pay for the land. 4.4.2 The valuation also valued the land within the blue line which in the short term at least is being retained for Leedswatch. Should Leedswatch relocate and vacate this part of the site, MHCLG will have the right to purchase it at an agreed amount. 4.4.3 The details of the amounts offered can be found in confidential appendix 5. 4.4.4 To vacate the site, South Leeds Family Childcare will need to be relocated. The estimated cost of the solution for them is £0.4m.

Page 263 4.4.5 If the leased in building is the preferred solution, then capital costs of around £0.5m will be incurred for furniture and ICT works. Other options are being considered to reduce these costs. 4.4.6 ESFA have offered the council a relocation cost settlement in addition, to be drawn down in arrears. 4.4.7 ESFA have offered a capped contribution of £1.35m towards the demolition works which will cover the costs incurred by the council to demolish the property and make the site good, including the exterior wall for the retained building.

4.5 Legal implications, access to information, and call-in

4.5.1 The only legal implications foreseen will be around negotiating the final details of the property transactions, these being the disposal of the freehold to MHCLG and potentially extending a lease in of premises. 4.5.2 The information contained in confidential appendices 3 and 5 relate to the financial or business affairs of the council. It is considered it is not in the public interest to disclose this information at this point in time because it is considered that the release f such information would or would be likely to prejudice the council’s commercial interests in relation to this or other similar transactions in that prospective purchasers of this or other similar properties would have information about the nature and level of consideration which may prove acceptable to the council. It is considered that whilst there may be a public interest in disclosure, much of this information will be publicly available from the Lad Registry following completion of any transaction and consequently the public interest in maintaining the exemption outweighs the public interest in disclosing this information at this point in time. It is therefore considered that this element of the report should be treated as exempt under rule 10.4(3) of the Access to information Procedure Rules. 4.5.3 The report’s recommendations are subject to call in.

4.6 Risk management

4.6.1 A risk register has been kept and is discussed at monthly project board meetings. At present the highest risks are:  Failure to deliver the site will result in an estimated £20m+ cost for the council in 2020/21 when a school would have to be built as part of the council’s statutory duty to provide school places for every child in the city. This risk is being mitigated by developing a suitable alternative option that will see the school delivered at no cost to the council, other than costs incurred from relocating the staff and partner organisations currently based at Middleton Park complex.  Loss of communications or electrical supply during demolition and construction works causing disruption to the CCTV systems. This risk will be mitigated by mapping and marking the existing supplies prior to works commencing. There is also an onsite back up generator already in place.

5. Conclusions

5.1 There is a requirement for an eight form entry secondary school in Inner South Leeds. The only site which has been identified to accommodate the new school is

Page 264 the Middleton Park Complex. To deliver a new build school on this site will require the relocation of 290 Highways and transportation staff as well as a nursery. 5.2 If Executive Board agrees to dispose of the land, heads of terms have been prepared by ESFA (subject to planning consent being granted) to dispose of the building plus an option to be exercised at a future date should Leedswatch relocate, as well as a contribution towards relocation costs. ESFA are also prepared to fund the council to carry out the demolition works up to a cap of £1.35m. 5.3 If the terms are not agreed then there will be no solution to the pressure of the required places in Inner South Leeds. This basic need provision is the council’s statutory responsibility and the council would have to find a suitable alternative. Given the detailed searches that have already been carried out, the only suitable site is Middleton Park Complex. In this scenario the council would receive no funding from ESFA and would have to fund the construction costs of the new school, estimated to be at least £20m. 5.4 South Leeds Family childcare will relocate to a new modular building to be located at 100 Middleton Park Grove at an estimated cost of £0.4m.

6. Recommendations

6.1 Executive Board is recommended to: 6.2 Approve the heads of terms as detailed at Appendix 3 for the disposal of the Middleton Park complex to the Ministry for Housing, Communities and Local Government to allow the construction of a new school for the recently approved Laurence Calvert Academy Free School. 6.3 Delegate authority to the Director if City Development to negotiate the final freehold disposal terms. 6.4 Approve the purchase and installation of a new modular unit for South Leeds Family Childcare at 100 Middleton Park Grove.

7. Background documents1

7.1 None

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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SCALE 1:1,500 You are not permitted to copy, sub-licence, distribute or sell any of this data to third parties in any form. PLAN No 18737/H Produced by Land Records, City Development, Leeds City Council Path: G:\PLANS AND PROJECTS\Land Records Plans\18700 - 18799\18737H PageMiddleton 269Complex LOCATION Plan.mxd This page is intentionally left blank Exempt / Confidential Under Access to Information Procedure Rules 10.4 (3)

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being or has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: City Development Service area: Asset Management & Regeneration

Lead person: Neil Charlesworth Contact number: 0113 378 7736

1. Title: Middleton Park Complex

Is this a:

Strategy / Policy X Service / Function Other

If other, please specify

2. Please provide a brief description of what you are screening

1. Middleton Park Complex is occupied by Highways and Transportation staff, the Leedswatch service and two tenants that provide childcare services. There are over 300 staff based on site and over 80 children regularly attend childcare. 2. There is significant pressure on new school places in Leeds caused by the rising birth rate. This pressure is increasing across the secondary estate and this report focusses on the requirement in Inner South Leeds for an eight form entry secondary school to be open for new year 7 students by September 2020.

EDCI Screening Template updated January 2014 1

Page 279 3. On 12th April 2017 The Department for Education approved 131 new free schools across the country including the Laurence Calvert Academy Free School, an eight form entry secondary school proposed for Middleton. Following an extensive site search, the council owned Middleton Park Complex has been identified as the only site that meets the location and size requirements for such a school. 4. The Ministry for Housing, Communities and Local Government have proposed to purchase the required area of the site, with the potential to also purchase part of the site that is being retained for the Leedswatch service, should that service relocate in the future. Given the requirement to relocate services, MHCLG will also fund relocation costs. 5. One option has been identified to relocate the Highways and Transportation staff. This is a property that the council leases in and has held over on the existing lease pending the requirement for these staff. This option would need some investment in furniture and ICT infrastructure to make it suitable, with a total cost of around £0.5m. The total costs of rent, rates and utilities for this building would be £0.737m pa. Officers are developing other options which would be less costly and a report detailing the recommended solution will be presented to Executive Board in October. 6. South Leeds Family Childcare will be relocate to a new modular building to be laced at the former housing office at 100 Middleton Park Grove. The total costs of locating and installing the modular building are £0.4m.

3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being.

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X

EDCI Screening Template updated January 2014 2

Page 280  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

 Actions (think about how you will promote positive impact and remove/ reduce negative impact)

EDCI Screening Template updated January 2014 3

Page 281

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Neil Charlesworth Principal Asset Management Officer Date screening completed 9/8/18

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent: Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 4

Page 282 Exempt / Confidential Under Access to Information Procedure Rules 10.4 (3)

Document is Restricted

Page 283 This page is intentionally left blank Agenda Item 17

Report author: Deb Lowe Tel: 0113 378 6049

Report of Director of Public Health Janice Burberry – Head of Public Health Report to Executive Board

Date: 19th September 2018

Subject: Local Authority Healthy Weight Declaration (HWD)

Are specific electoral wards affected? Yes No If yes, name(s) of ward(s):

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for call-in? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, access to information procedure rule number: Appendix number:

Summary of main issues

1. The Local Authority Healthy Weight Declaration (HWD) has been designed to support Local Government to demonstrate its commitment and responsibility to develop and implement policies which promote healthy weight.

2. Overweight and obesity increase the risk of serious health problems, including disability, disease and death, and have substantial long-term economic, wellbeing and social costs. In Leeds, 1 in 5 children start primary school overweight or obese, and 1 in 3 children leave primary school overweight or obese which is similar to regional and national rates. In addition nearly two thirds of adults in Leeds are overweight or obese, which is higher than the England average.

3. The obesity rate for Leeds Reception children has followed a downward trend from 10.3% in 2008/09 to 8.6% in 2016/17. For the last three years Leeds Reception obesity rate has been lower than both regional and national rates, where both have continued to increase year on year.

4. Healthy Weight Declaration (HWD) covers the full span of body weight and includes malnutrition. 11% of older people (65+ years old) are living with malnutrition which implies 13,540 older people in Leeds and many are socially isolated.

5. The Healthy Weight Declaration (HWD) provides a strategic vision and aspiration for the Council. It offers a rationale and platform to connect Council teams, bringing them

Page 285 together to raise awareness about the importance of healthy weight and to deliver interventions. The HWD is a framework which can guide Leeds City Council to become the best council with regard to supporting local people to be a healthy weight.

6. The Healthy Weight Declaration (HWD) includes 14 standard commitments. In addition, it contains several local priorities that have been identified through consultation with Leeds City Council colleagues over the last three months. These local priorities will spearhead the Declaration.

Recommendations

Members of the Executive Board are asked to:

(i) adopt the Local Authority Healthy Weight Declaration (ii) adopt the local priorities and consider these within Council work programmes (iii) note that the Director of Public Health will be responsible for its implementation

1. Purpose of this report

1.1 The purpose of this report is to provide information and an overview of the Healthy Weight Declaration (HWD), it outlines how the HWD can contribute to Leeds City Council’s priority to reduce obesity and thereby improve both the health of local communities and those working within the council. 1.2 The report seeks Executive Board agreement to adopt the Healthy Weight Declaration, which consists of 14 standard commitments and six locally chosen priorities which will spearhead the implementation of the HWD.

2. Background information

2.1 1 in 5 children start primary school overweight or obese and just over 1 in 3 children leave primary school overweight or obese. Nearly two thirds of adults in the UK are overweight or obese. 2.2 The Local Authority Healthy Weight Declaration was developed under the banner of Food Active – a healthy weight programme supported by North West Directors of Public Health - with input from colleagues across public health, academics and policy makers. The final declaration has been endorsed by national organisations: North West Regional Association of Directors of Public Health, British Dental Association, Children’s Food Campaign and UK Health Forum. 2.3 Following its launch in August 2015, the Healthy Weight Declaration was first adopted by Blackpool Council in January 2016. It has subsequently been adopted by the following councils; St Helens, Knowsley, Lambeth and Tower Hamlets, Lancashire County Council, Cumbria County Council, Allerdale, Barrow, Carlisle, Copeland, Eden and South Lakeland Borough Councils. A number of NHS organisations have also adopted the Declaration. These are Blackburn with Darwen Clinical Commissioning Group, Rochdale Clinical Commissioning Group, Blackpool Teaching Hospital and East Lancashire NHS Trust. 2.4 Leeds is aiming to be the first Council in Yorkshire and Humber to adopt the HWD.

Page 286 3. Main issues 3.1 The majority of adults in the UK are an unhealthy weight. Approximately 20% of Leeds reception age children, 34% of Year 6 children and 64% of adults are overweight or obese compared to 23%, 34% and 61% for England respectively.

3.2 The obesity rate for Leeds Reception children has followed a downward trend from 10.3% in 2008/09 to 8.6% in 2016/17, with a single fluctuation in 2013/14. For the last three years Leeds Reception obesity rate has been lower than both regional and national rates, where both have continued to increase year on year and are now at 9.7% (regional) and 9.6% (national), much higher than Leeds.

3.3 Over the last 10 years, Leeds has focused on working with families with children aged under five, through initiatives such as the delivery of Health, Exercise and Nutrition for the Really Young (HENRY) to over 1,300 early years staff, and the implementation of the Leeds Breastfeeding Plan. The maintenance of Children’s Centres and the delivery of the integrated Early Start Service (which brings together Health Visitors and Children’s Centre staff) have been critical to the successful delivery of these programmes.

3.4 HWD covers the full span of body weight and includes malnutrition. Older people are at increased risk of malnutrition and dehydration due to other health reasons and social reasons. Undernourished people require twice as many GP appointments, three times as many hospital admissions and twice as many bed days in hospital, demonstrating the impact that malnutrition can have on the individuals themselves and health and care services. The best way to prevent malnutrition is to eat a healthy balanced diet.

3.5 The HWD has been designed to support Local Government to exercise its responsibility in developing and implementing policies which promote healthy weight. 3.6 The HWD recognises the important role local authorities have to play in their control of planning, public and environmental health, leisure and recreation, and regeneration. The Declaration is a vehicle to take the sort of whole-systems approach needed to tackle this complex issue. The Declaration can have an impact across Local Authority departments, ensuring that the Council works as one to achieve maximum impact, and ideally by working with other local partners to have an impact beyond Council controlled areas. 3.7 The HWD includes 14 standard commitments. If Leeds City Council chooses to adopt the HWD, then working towards these will be a requirement. Progress to date against each priority has therefore been mapped, and demonstrates that a significant amount of work has already been undertaken that will contribute to Leeds achieving the HWD. A HWD monitoring toolkit has recently been produced and Leeds City Council will be one of several Councils piloting this tool. Appendix A provides details of the standard commitments and examples of work completed by the Council so far. 3.8 The HWD also provides the opportunity for the Local Authority to add local priorities additional to the 14 standard commitments. Work has commenced to select these and following discussion with colleagues across the Council, six local priorities have been proposed which target different age groups:  Influencing planning and design for a healthy weight environment

Page 287  Influencing the Council’s food offer to promote a healthy weight  Encouraging an active healthy workforce  Implementing our local whole school food policy  Increasing active travel and improving air quality  Implementing a Leeds ‘Move More’ style campaign Appendix B, has further information about each of these priorities. 3.9 The intention is to use the six local priorities to spearhead the HWD. It is proposed to focus on three of these priorities in the first year, and a further three over the next year. Others will follow as the HWD progresses. 3.10 The Executive Member for Health, Wellbeing and Adults invited all Councillors to attend the HWD event held in March 2018. This event introduced the 14 standard commitments and proposed local priorities. 3.11 The Executive Member for Equality and Inclusion opened and Executive Member for Health, Wellbeing and Adults closed the event and a number of Councillors attended. Councillor Cain, from Blackpool Council was the main speaker who spoke about the benefits of the HWD and why they were committed to it. Blackpool Council were the first Council to adopt the HWD. 3.12 A launch event will be organised in November 2018, which will provide the opportunity for the Council to receive the HWD certificate. This will be an opportunity to highlight the work Leeds City Council is doing to reduce obesity and to publicise the key services that can offer support to those wishing to achieve a healthy weight. The event is also intended to kick-start some of the local priorities and encourage wider partners to support this Declaration. 3.13 A cross-council HWD working group chaired by Public Health has been established and is responsible for delivering the operational tasks needed to enable Leeds City Council to adopt the Declaration. This working group reports to the Child Healthy Weight Partnership, chaired by the Head of Public Health (Children and Families), Adults and Health directorate, which will monitor progress and provide the governance oversight and link to the Health and Wellbeing Board. Individual members of the HWD working group and the Child Healthy Weight Partnership will link back to the wide range of other partnerships e.g. Planning and Design Partnership, Human Resources Health and Wellbeing Group, Leeds Food Partnership. 3.14 Going forward, an annual HWD work programme will be developed and delivered. An initial review of progress towards achievement of the HWD standard and local commitments will be undertaken in July 2019.

4. Corporate considerations

4.1 Consultation and engagement

4.1.1 An event was held on 12th March 2018 to introduce the HWD and seek views from Leeds City Council colleagues and Elected Members on the proposed local priorities. 4.1.2 A report was produced for the community committees to inform and consult with Councillors with subsequent invites to specific meetings and attendance at the Community Committees Chairs Inner West/North West, Outer West/North West and Seacroft core team meeting. Information about the HWD has been shared with colleagues through newsletters, presentations and HWD representatives also

Page 288 attended the Children’s Trust Board. The response has been very positive and supportive of the HWD. A one-page overview has also been developed and distributed (Appendix C). 4.1.3 Consultation about the HWD including the local priorities via an on-line survey with staff was completed at the end of June. 181 staff responded to the survey across council teams at various levels. The priority with the highest vote was encouraging an active healthy workforce; followed by implementing a whole school food policy and there was very little between the other four priorities; influencing planning and design for a healthy weight environment; influencing the Councils food offer to promote a healthy weight; increasing active travel and improving air quality and implementing a Leeds ‘Move More’ style campaign. Many staff acknowledged the importance of being healthy and that a healthy workforce is far more productive and less likely to be sick, however, many commented that it is difficult when they have a sedentary job and the work environment can make it more difficult to achieve healthy food choices, e.g. bake sales and biscuits culture. 4.1.4 The HWD working group and with partners, over the summer, will be conducting public consultation to understand what a healthy weight means to the public and to explore what action the public expect of the Council in regards to the agenda. This will be mainly through several workshops asking a series of set questions over August and September. Workshop dates set so far are with a conservation volunteer group, Youth Council, children’s activity holiday programmes, One You Leeds, with more groups to come. 4.1.5 This community involvement work will continue, using asset based and participatory approaches to obtain community views on the needs and assets relating to the HWD and to identify opportunities.

4.2 Equality and diversity / cohesion and integration 4.2.1 There is a strong relationship between poverty and health. There is robust evidence to demonstrate that certain groups of the population who live in the most deprived areas of the city are more likely to suffer more ill health and diseases. This is particularly highlighted in the local child obesity data which consistently shows the rate of obesity for children living in deprived areas of Leeds is almost double the rate for children living in non-deprived Leeds. Also, obesity prevalence based on the last five years’ aggregated data is higher for Black children (12.9% in Reception and 25.2% in Year 6) compared to White children (8.2% in Reception and 17.6% in Year 6). For adults nationally, women living in the most deprived areas are more likely to have higher levels of obesity than those living in the least deprived areas. This is less marked for men. Obesity prevalence for adults also varies by ethnic group with the highest rates being among Black African and Pakistani women.

4.3 Council policies and best council plan

4.3.1 Health and wellbeing is one of the outcomes of the Leeds Best Council Plan. The HWD will be integral to achieving this by enabling all Directorates across the Council to consider the impact they can have on encouraging a healthy weight. The HWD will contribute to the outcomes of the Children and Young People’s Plan, the Health and Wellbeing Strategy, Leeds Health and Care Plan and the Physical Activity and Sports Ambition which is being developed.

Page 289 4.4 Resources and value for money

4.4.1 Obesity costs the wider society £27 billion and the NHS £6.1 billion each year. We spend more each year on the treatment of obesity and diabetes than we do on the police, fire service and judicial system combined. The HWD is a cost-efficient approach to harness the existing resources of the Council to address this important issue. Any projects or developments arising from the HWD will be contained within existing council budgets.

4.5 Legal implications, access to information, and call-in

4.5.1 There are no legal implications arising from this report.

4.6 Risk management

4.5.1 There are no significant risk management issues.

5. Conclusions

5.1 The HWD provides a framework for Leeds City Council to make a commitment to promote healthy weight within the Council and to improve the health and wellbeing of the local population. It will raise the profile of the Council, highlight good work and significantly contribute towards Leeds being the best city for health and wellbeing.

6. Recommendations

Members of the Executive Board are asked to:

(i) adopt the Local Authority Healthy Weight Declaration (ii) adopt the local priorities and consider these within Council work programmes (iii) note that the Director of Public Health will be responsible for its implementation

7. Background documents1

7.1 None

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

Page 290 Appendix A – Healthy Weight Declaration - 14 standard commitments

Standard Commitment Examples of what Leeds City Council is already doing Engage with the local food and drink sector Leeds Food Charter approved by where appropriate to consider responsible Executive Member for Health, Wellbeing retailing, offering and promoting healthier food and Adults, Councillor Charlwood to set the and drink options, and reformulating and vision for food in the city. reducing the portion sizes of high fat, sugar and salt products Leeds City Council officers actively involved in the Leeds Food Partnership which aims to develop partnerships with the food and drink sector.

Public Health working with Leeds Catering to improve food provision at Schools and Children’s Centres. Consider how commercial partnerships with Public Health working in partnership with the food and drink industry may impact on the Street Licensing and City Development to messages communicated around healthy identify opportunities and look at how the weight to our local communities. Funding may Council responds to commercial interest. be offered to support research, discretionary services and town centre promotions Leeds Food Partnership is developing a Food ethos in regards to commercial partnership which can offer good practice for Leeds City Council

Good practice from Baby Friendly Initiative Review provision in all our public buildings, Public Health leading discussions facilities and ‘via’ providers to make healthy regarding Leeds City Council vending foods and drinks more available, convenient contract and implementing good practice and affordable and limit access to high-calorie, from a healthy vending trial pilot in Leeds low-nutrient foods and drinks Teaching Hospitals Trust.

No schools in Leeds have vending machines and benefit from healthy eating support from the School Health and Well- Being service. Increase public access to fresh drinking water An audit is planned as part of this on local authority controlled sites declaration and will require cross cutting work across Council directorates. Consider supplementary guidance for hot food Supplementary Planning Document on hot takeaways, specifically in areas around food takeaways drafted by City schools, parks and where access to healthier Development, consultation complete and alternatives are limited due to seek approval shortly via Development Plans Panel. Advocate plans with our partners including the Healthy Weight Declaration will enable this NHS and all agencies represented on the work to reinforce and raise the profile of Health and Wellbeing Board, Healthy Cities, existing local healthy weight policy groups academic institutions and local communities to including Child Healthy Weight Partnership and the Leeds Food Partnership and

Page 291 address the causes and impacts of obesity Physical Activity Breakthrough projects. Protect our children from inappropriate This is a priority within the Child Healthy marketing by the food and drink industry such Weight Plan which includes improving the as advertising and marketing in close proximity environment to support families to be a to schools; ‘giveaways’ and promotions within healthy weight. schools; at events on local authority controlled Health and Wellbeing Service support sites schools to implement the School Food Standards which includes monitoring school links with industry. Support action at national level to help local Leeds City Council active partner in authorities reduce obesity prevalence and regional networks such as with Public health inequalities in our communities Health England, Yorkshire & Humberside Physical Activity Knowledge Exchange (YOPAKE) and Whole Systems Approach (Leeds Beckett University). Local implementation of national Change4 Life campaigns occurs each year; Be Food Smart and Shake Up and One You – requires wider involvement. One You Leeds integrated lifestyle Service up and running also supports national and local campaigns. Maternal health, Best Start and physical activity included in Leeds Health Care Plan. Ensure food and drinks provided at public Work planned to ensure that Leeds City events include healthy provisions, supporting Council can role model the principles food retailers to deliver this offer referenced in the Leeds Food Charter. This will include work with Civic Enterprise to look at food and drinks provided. Good practice available from Public Health England. Guidance for nurseries re-special events – list of recommended products. Policies in place to include healthy provisions through Catering Leeds and Civic Flavour. Catering Leeds leading discussions to develop a council food policy. Support the health and well-being of local Workplace health champions within Leeds authority staff and increase knowledge and City Council services. Cycle to work understanding of unhealthy weight to create a scheme available. Breastfeeding culture and ethos that normalises healthy Workplace Policy in place. weight Invest in the health literacy of local citizens to Recognition of good practice – Leeds make informed healthier choices Change 4Life case study showcased in Public Health England annual report. Local alcohol campaign aimed at 18-25 to have a focus on messages on calories in alcohol. Ensure clear and comprehensive healthy Delivery of a co-ordinated training offer led

Page 292 eating messages are consistent with by Public Health for practitioners and government guidelines workers which embed the Making Every Contact Count (MECC) principles i.e. Health, Exercise, Nutrition for the Really Young (HENRY), Healthy Living Training and Introducing Nutritional Care. Resources been updated to include Eatwell Guide. Consider how strategies, plans, and Neighbourhood Living Memoranda infrastructures for regeneration and town document. planning positively impact on physical activity Leeds Design Wellbeing group meet regularly and are developing principles for developers. Public Health commissioned public street audits in Lincoln Green to help influence highways and transport decisions. Council represented at the regional Transport and Health Board. Monitor the progress of our plan against our Existing partnerships such as Eat Well commitments and publish the results Forum, Child Healthy Weight Partnership will provide updates on progress.

Page 293 Appendix B – Proposed Local Priorities of the Healthy Weight Declaration

Local Priority Area Description Influencing planning and We will work with partners to implement key design for a healthy principles such as active neighbourhoods, weight environment better air quality and green space and cohesive communities. Influencing the Councils Influencing the food environment to enable food offer to promote a healthy eating can be accomplished through healthy weight a collaborative approach, effective partnerships across Council teams and co- ordinated action. Encouraging an active To promote and encourage the health of our healthy workforce staff to be regularly active and provide a workplace that supports this. Implementing our local We would like to ensure schools are whole school food policy supported to provide nutritionally healthy meals using this locally produced toolkit. Increasing active travel Active travel, such as walking and cycling is a and improving air quality great way for people to routinely achieve at least the minimum recommended levels of physical activity and at the same time help reduce the levels of air pollution. This priority will look at ways to enable this. Implementing a Leeds A ‘Move More’ campaign will be developed ‘Move More’ style with the people of Leeds to provide positive campaign messages to encourage physical activity across the City.

Page 294 Appendix C – Healthy Weight Declaration - One Page Guide

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being/has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: Public Health Service area: Healthy Weight

Lead person: Deb Lowe Contact number: 0113 378 6049

1. Title: Local Authority Healthy Weight Declaration

Is this a:

x Strategy / Policy Service / Function x Other

If other, please specify This Declaration is a framework which has 14 standard commitments and includes several locally chosen priorities which compliment these standards.

2. Please provide a brief description of what you are screening

To screen the Healthy Weight Declaration, which is a commitment to promote healthy weight across all council teams with a view to improving the health and wellbeing of the local population. As it is intended to positively enhance health across the whole population, including vulnerable groups, this screening is intended to establish whether the equality and diversity needs of and impacts on all groups with protected characteristics have been adequately considered.

There is lots of evidence that demonstrates certain groups of the population are at a greater risk to being overweight. There is also a strong relationship between poverty and health. There is robust evidence to demonstrate that certain groups of the population including those who live in the most deprived areas of the city, belong to certain ethnic groups, or are older, are more likely to suffer more ill health and diseases. EDCI Screening Template updated October 2012 1

Page 297

3. Relevance to equality, diversity, cohesion and integration All the council’s strategies/policies, services/functions affect service users, employees or the wider community – city wide or more local. These will also have a greater/lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation and any other relevant characteristics (for example socio-economic status, social class, income, unemployment, residential location or family background and education or skills levels).

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on  Eliminating unlawful discrimination, victimisation and X harassment  Advancing equality of opportunity X  Fostering good relations X

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement EDCI Screening Template updated October 2012 2

Page 298 activities (taken place or planned) with those likely to be affected)

The Local Authority Healthy Weight Declaration (HWD) has been designed to support Local Government to demonstrate its commitment and responsibility to develop and implement policies which promote healthy weight. It provides a strategic vision and aspiration for the Council to become the best council with regard to supporting local people to be a healthy weight. It offers a rationale and platform to connect Council teams, bringing them together to raise awareness about the importance of healthy weight and to deliver interventions.

Leeds City Council annually collects the levels of child obesity in Reception and Year 6 school children. This local child obesity data consistently shows the rate of obesity for children living in deprived areas of Leeds is almost double the rate for children living in non-deprived Leeds. Also, obesity prevalence based on the last five years’ aggregated data is higher for Black children (12.9% in Reception and 25.2% in Year 6) compared to White children (8.2% in Reception and 17.6% in Year 6). For adults nationally, women living in the most deprived areas are more likely to have higher levels of obesity than those living in the least deprived areas. This is less marked for men. Obesity prevalence for adults also varies by ethnic group with the highest rates being among Black African and Pakistani women.

An on-line staff consultation about the Healthy Weight Declaration (HWD) was completed in June to obain staff views and their needs. From June to September 2018, a series of consultations through workshops with set questions are being carried out with a a range of community groups which includes specific groups. The findings from these consultations will be used to help complete the full equality and diversity impact assessment.

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

At this stage based on initial information, the Healthy Weight Declaration itself appears to have no negative impact on people with protected characteristics, but as work progresses, each component part will be assessed against each of the protected characteristics to make sure that all sections of the community are benefiting from this whole systems approach to a healthy weight environment. We know that certain sections of the community need tailored interventions to help them participate fully and we will monitor regularly to ensure this is happening in each area of activity.

Over the next few months, a number of community consultations are taking place with some of the key groups that represent the protected characteristics. This will provide more insight into particular needs of these vulnerable groups. Depending upon their feedback this screening form will be updated to incorporate any positive or negative impact found. Then, at this stage, if found necessary a full equality impact assessment will be completed, reviewed and updated at regular intervals.

EDCI Screening Template updated October 2012 3

Page 299  Actions (think about how you will promote positive impact and remove/ reduce negative impact)

Any relevant feedback from the community consultations will be recorded into this screening form and actions put into place to address the impact.

The Healthy Weight Declaration working group will continue to monitor and annually review this form as the 14 standard commitments and local priorities of the Healthy Weight Declaration are implemented.

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment: August 2018

Date to complete your impact assessment October 2018

Lead person for your impact assessment Deb Lowe (Include name and job title) Advanced Health Improvement Specialist

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Deb Lowe Advanced Health 23rd August 2018 Improvement Specialist

7. Publishing This screening document will act as evidence that due regard to equality and diversity has been given. If you are not carrying out an independent impact assessment the screening document will need to be published.

If this screening relates to a Key Delegated Decision, Executive Board, full Council or a Significant Operational Decision a copy should be emailed to Corporate Governance and will be published along with the relevant report.

A copy of all other screening’s should be sent to [email protected]. For record keeping purposes it will be kept on file (but not published).

Date screening completed 24th August 2018 If relates to a Key Decision - date sent to Corporate Governance Any other decision – date sent to Equality Team ([email protected])

EDCI Screening Template updated October 2012 4

Page 300 Agenda Item 18

Report author: Peter Storrie Tel: 07891 277053

Report of Director of Adults and Health

Report to Executive Board

Date: 19 September 2018

Subject: Better Lives for People with Care and Support Needs in Leeds: The 2017- 18 Annual Adult Social Care Local Account

Are specific electoral wards affected? Yes No If yes, name(s) of ward(s):

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for call-in? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, access to information procedure rule number: Appendix number:

Summary of main issues

1. The Local Authority has produced its Local Account of Adult Social Care for citizens in Leeds. This document provides a user friendly summary of the Council’s Better Lives priorities for adult social care, including progress against these priorities and against the national adult social care outcomes framework indicators (ASCOF).

2. The Local Account of adult social care and support in Leeds is attached as an Appendix 1 to this report. The provisional ASCOF and Better Lives strategy measures for 2017-18 are available here.

Recommendations

1. The Executive Board is asked to note the contents of this report, the attached Local Account, ‘Creating Better Lives for People with Care and Support Needs’ and the supporting measures.

2 To agree that a published version of the Local Account is produced and made available to public and partners. This includes being placed on the Leeds City Council Website following consideration by the Executive Board.

Page 301

1.0 Purpose of this report

1.1 This report introduces the 2017-18 Local Account of Adult Social Care Services for Leeds citizens.

1.2 The expectation is for Local Authorities to produce a Local Account. This was established as central government policy earlier in the decade. This report provides members of the Executive Board with an explanation of the responsibilities placed upon Councils and the Local Account’s contribution towards enhancing local accountability to the public and as a tool to support improvement.

2.0 Background information

2.1. The first Local Account for Leeds was presented to Executive Board in February 2012. The intent was that Local Accounts would evolve with each version and this has been the Leeds experience. This version follows the summary ‘plan on a page’ style of the previous iteration. For this year we are aligning the Local Account closer to the financial year. While this is more timely, reducing time lags, it is prior to the publication of the 2017-18 official data for England and all local authorities. Therefore the data used is provisional.

2.2 The Leeds Local Account is closely aligned with the council’s Better Lives strategy, reflecting progress with the implementation of the strategy and the difference being made. This is the Council’s strategy for people with care and support needs and reflects the collective endeavour of all the council’s functions to this strategic aim. The refreshed Better Lives Strategy was presented to Executive Board in November 2017 with the ambition “To ensure that people with care and support needs are able to have a fulfilling life”.

2.3 Local Accounts form a part of the national approach to adult social care sector-led improvement. Providing a key mechanism for demonstrating accountability for performance and outcomes. It is also a tool for sharing information on performance with people who use services and engaging with them to get feedback on their experience. From the outset the production of Local Accounts has been seen as an evolving process to best fit with local approaches and needs.

2.4 Social Care in Leeds provides a range of care and support services to help meet the needs of older people, people with a learning disability, mental health issues and physical impairment. These services can be provided on a direct access basis for preventative support through to residential and nursing care where appropriate, with a range of other options in between, with a particular focus on short term recovery based services. In 2017/18, Adult Social Care in Leeds provided services to nearly 11,000 people. Despite the financial challenges faced both in relation to demand and demographic growth and government funding cuts, the budget available for Adult Social Care services has been maintained or increased to meet these demand pressures. In 2018 the budget has once again increased to £201 million from £194 in 2017/18.

Page 302 3.0 Main issues

3.1. The 2017-18 Local Account for Leeds, similar to the previous version, is published under the title Creating Better Lives for People with Care and Support Needs. It is intended as a user friendly summary of the Council’s Better Lives priorities, having these as a plan on a page accompanied by a summary of our progress over the past year and our current position. This connects to the Best Council Plan Health and Well-being priority and its aim of enabling people with care and support needs to have choice and control. 3.2. Our Better Lives Strategy is delivered through three themed work-streams:  Better Lives through better conversations: working with people, their families and their communities to find the best way they can have their needs addressed on their terms and in the context of their lives.  Better Lives through better living: developing the options of accommodation, services or support that can best support people’s needs.  Better Lives through better connections: working together at community and city levels to make the best of the resources we have, including new technologies.

3.3. The Local Account forms part of a wider Better Lives approach to transparency and accountability, offering a high level summary of progress against the strategy. This approach includes:  Oversight of the strategy’s implementation has been the core business of the Better Lives Board. The Board includes cross party membership as well as representation from our partner organisations and people with direct experience of care and support services. The Board is an assurance board that receives a rolling programme of updates against the action plans for each of the Better Lives Strategy key themes. The action plan operates as a live document.

 The Better Lives Leeds website (https://betterlivesleeds.wordpress.com/) This places the Local Account in a broader context of work ongoing and reflections on the experiences of people with care and support needs . As a website it is live and evolving. Pre 2016 elements of the blog content of this site would have been included in a Local Account offering examples of Leeds residents whose lives have been touched by adult social care and who, as a result, have been helped to stay independent, have been protected from harm, or have taken control over their care and support services. The website makes it more live and relevant to ongoing work.  The performance measures relevant to Better Lives are the national Adult Social Care Outcomes Framework and the Better Lives Strategy indicators, accepting there is some overlap. These measures help us judge if we making a difference. Highlights are referenced below. The Local Account references a link to the national ASCOF measures. These will updated nationally in mid to late autumn. The provisional data and local indicators are available online. Please note the carers survey measures are collected every second year.

3.4. The Leeds Local Account and supporting measure highlight the following key areas where improvements have been made in the support available to Leeds citizens:

Page 303  Improved satisfaction of service users. Adult Social Care service users have reported improvements in six key satisfaction measures taken from the 2017/18 Personal Social Services (PSS) survey. This includes the proportion of people who feel they have control over their daily lives.  Improved quality of life Against the headline ASCOF quality of life measure for people receiving social care services, Leeds has seen year on year improvement being in the top quartile of authorities in 2016/17 and this year improving further.  Improved safety When asking service users if they feel safe, a higher proportion did feel safe this year, against both a general measure and one that asks whether services make people feel safe. These they have improved year on year since 2013/14.  Improved quality of provision increasing percentage of Leeds residential care and nursing homes rated as good or outstanding by the Care Quality Commission.  Reduction in the need for residential care Admissions to residential and nursing care homes for older adults have continued the downwards trend of the last four years.  More responsive with more issues resolved for the public at the first point of contact.

3.5. The Local Account also highlights areas where we want to focus future improvement. 1. Supporting the development and sustainability of a quality and committed care workforce, including the availability of apprenticeships and support for volunteers. 2. Continue to develop and extend the usage of short term services that support people with establishing and when necessary re-establishing their independence. 3. Promote people’s independence and control through enabling and promoting the greater use of direct payments. 4. Ongoing work with providers to ensure the quality and availability of provision in all parts of the city. 5. Support the delivery of the Leeds Health and Care plan working with partners at all levels, city, locality and with the individual.

3.6 Following Executive Board approval the Local Account content a final version/layout for publication will be designed. The Better Lives Board will support this work.

4.0 Corporate considerations

4.1. Consultation and engagement

4.1.1 National surveys of people in receipt of a service or support form Adult Social Care underpin the conclusions of the Local Account. The work of the Better Lives Board informs the Local Account and members support the development of the document. This is an advisory body of key social care stakeholders in Leeds comprising service user and carer representatives; representatives of local service providers; local council members and senior health and social care

Page 304 managers. The Board has a particular remit for joining up strategy to deliver action in the interests of local people. The work to date has been shared with representatives of Healthwatch Leeds with the intention of asking for their endorsement of the final version as an accurate summary of the Leeds position.

4.2. Equality and diversity / cohesion and integration

4.2.1 The Adults and Health Directorate seeks to ensure that services are provided on the basis of identified need only and no other criteria is taken into account. Routes to access these services are expected to be fair and equitable and that social care support meets those needs in a manner that is appropriate to individual needs, culture and ethnic requirements. Adult Social Care assures that it meets these requirements through the Equality Impact process, ensuring that all changes and developments within the Directorate’s remit are appropriately and proportionately assessed. Such assessment seeks to identify whether barriers to the service for any specific equality group exist or may be created by changes to policy or services and where appropriate identifies what can be done to mitigate or remove those barriers prior to the decision making process.

4.2.3 This report on the Leeds Local Account is not a decision making report and is unlikely to have a differential impact for the different equality characteristics. There are no likely public concerns caused by the production of the document as if it reports issues and information that are already in the public domain. It will not create any impact upon how our services, commissioning or procurement activities are organised, provided, and located. It will not create any direct impact upon workforce or employment practices.

4.2.4 The Local Account will be published on the internet and can be made available as an ‘easy read’ version on request. Analysis of performance and outcomes measures associated with the Local Account will be undertaken by equality characteristics where appropriate.

4.3. Council policies and best council plan

4.3.1 The Leeds Local Account and the Better Lives Strategy support the Leeds Health and Care Plan and in turn the Leeds Health and Well-being Strategy. They directly relate to priorities and ambitions within the council plan. It provides a context within which the drivers for changes to current arrangements for adult social care can be understood by citizens of Leeds and current performance viewed.

4.4. Resources and value for money

4.4.1 The Local Account provides brief information for local citizens which will help them to understand the Council’s budget plans for Adult Social Care and the impact of this expenditure.

4.5. Legal implications, access to information, and call-in

4.5.1 There are no legal implications arising from this report.

Page 305 4.5.2 This report introduces a document intended to inform local citizens about Council adult social care and contains no confidential or exempt information.

4.5.3 The report is subject to call in.

4.6. Risk management

4.6.1 There are no risk management implications arising from this report.

5.0 Conclusions

5.1 Leeds has produced its annual report of adult social care in Leeds for 2016/17 in line with national expectations. The Local Account highlights priorities, progress, future ambitions and challenges for Adult Social Care. It is part of our continuing effort to achieve excellence in social care outcomes for adults. The majority of measures are moving in a positive direction and where this not the case or gaps exist with comparators these are identified and actions put in place. The Local Authority will continue to face new challenges over the coming years, but is confident that the city will have the health and social care infrastructure that will allow it to meet and overcome them. We know this involves both work with partners and how we work better through a strength based approach with communities, families and individuals.

6.0 Recommendations

6.1 The Executive Board is asked to note the contents of this report, the attached Local Account, ‘Creating Better Lives for People with Care and Support Needs in Leeds and the supporting ASCOF and Better Lives measures.

6.2 To agree that a published version of the local account is produced and made available to public and partners, this includes being placed on the Leeds City Council Website following consideration by the Executive Board.

7.0 Background documents1

7.1. n/a

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

Page 306 Leeds City Council Local Account 2017‐18 Appendix 1 Creang beer lives for people with care and support needs

We want Leeds to be the best place for people with The challenges we face What is going well

care and support needs to live and grow old in where  A growing and ageing population  Year on year improvements in reported quality of life of they can lead a happy and fulfilling life the way they  More complex long term health conditions requiring people receiving social care choose to live it. ongoing support  Ongoing improvement in the quality of health and care  People want more choice about how they live their lives Helping people to be independent, live in dignity and enjoy providers healthy, active lives is central to our ambition to be a  Increasing and sustained financial pressures on public  More issues resolved at the first point of contact compassionate city with a strong economy, where people who finances  Improvements in reported satisfaction with social care are the poorest improve their health the fastest.  Long-term viability and quality of health and care services providers and services  Increased provision of effective support to help people However, we face the challenges of a growing ageing popula-  Maintaining a high quality and committed care workforce maintain and regain their independence. tion with more complex needs and huge financial pressures.  Ensuring local benefit from increased integration of health  Effectiveness of Leeds services following hospital stays Our strategy is to use a strengths based approach which puts and social care services compare well people at the centre of their care, and helps them find solutions  Reductions in over 65s requiring residential and nursing

matched to their needs. What we are doing provision We are also working with communities, services and partner  Improvements in numbers of people who use social care organisations to shift resources towards preventative services  Prioritising resources for vulnerable people services who say they have the right amount of social and community solutions.  Reshaping and resourcing support for improving the contact Page 307 Page quality of care Our aim is to help people be independent for as long as possi-  Strengthening how local health and care services work ble by giving them the right support, advice and access to ser- together Priorities for improvement vices at the right time.  More person-centred care with greater community in- Continue to improve satisfaction with social care support volvement Councillor Rebecca Cath Roff Increase individual choice through greater use of direct  Continued support for carers payments Charlwood Director for adults and  Continued support for community and local activity Increase use of short term services and improve how they Execuve member for health health, well‐being and  Leadership, apprenticeship and wider workforce help sustain, maximise and re-establish people’s longer adults development, including volunteers term independence

Budget by Client Group Budget by Service

Notes: 1) Learning disability includes people aged over 65 2) Domiciliary Care includes learning difficules

Want to know more about Better Lives www.betterlivesleeds.wordpress.com Healthwatch support the Local Account as an effecve way of describing the strategic work Check out the facts, to find national data search Adult Social Care Analytical Hub and press the of Leeds Adult Social Care and how progress is being monitored . We endorse this report. ASCOF button. For provisional ASCOF results for 2017-18 & local Better Lives measures press here Leeds Beer Lives Strategy To ensure that people with care and support needs are able to have a fulfilling life Leeds Health and Well Being Plan & Leeds Inclusive Growth Strategy support a strong economy in a compassionate city Leeds City Council Best Council Plan: tackling poverty and reducing inequalies

What we want to achieve How we’ll do it How we’ll know if we’ve made a difference

5 Key Aims Better Conversations 1. Promote well-being and personal and community 1. More new referrals for social care resolved at resilience initial point of contact or through accessing 2. Maximise recovery and promote independence Better Conversations universal services 2. More carers receiving social care self-directed 3. Improve the quality of life  Reformed social work model, strength based, starting with what matters to support who receive this as a direct payment 4. Provide more choice and control people 5. Ensure value for money  Improved customer access Better Connections  Rapid response when it is urgent 3. Increase the ratio of people who receive 5 Outcome ‘I’ statements community-based support vs people who are We want people with health and care needs to be able to  “Talking Points” enabling access to social workers in your community supported in care homes say:  Less paperwork more social work 4. More people successfully completing a “I have access to information and support to live the reablement service life I choose for myself” 5. Decrease delayed discharges from hospital due “I am able to build on my personal strengths and to social care realise the opportunities that exist within my Page 308 Page community to lead a fulfilling, healthy and active life” Better Living “I am in control of my life and feel safe and as well as Better Living 6. Increase the proportion of Care Quality Better Connections Commission registered care services in Leeds possible” Support and develop carers Expand ABCD (asset based) rated as “good” or outstanding” “I can choose where I live and who I live with” Promote financial inclusion approaches, working with 7. More people who use social care receiving self- “I have confidence in the people and organisations Improve the housing options people at all levels directed support as a direct payment who provide me with support” available Enable citizen driven Work together as One City to technology 8. Reduce the rate of permanent admissions to 9 Priorities improve the Quality of Care Collaborate and involve residential and nursing care homes for people Improve take up of direct payments partners at all levels, city, aged 18-64 1. Built on an individual’s strengths local, individual and beyond Maximise the use of technology to 9. Reduce the rate of permanent admissions to improve care and quality of life including: 2. Stimulate and harness community assets residential and nursing homes people aged 65+ Continue to invest in 3rd Sector  Voluntary & 3rd sector 3. Enable family carers to remain well, active and preventative and direct care  NHS energised with access to a range of short breaks services  Wider council Safeguarding 4. Increased opportunities for people to recover and Further develop services that help  Business & enterprise 10. Increase the percentage of people with a  Leeds Academic Health maximise their independence people maintain their independence concluded safeguarding enquiry for whom their Partnership 5. Promote a range of models of care and support to outcomes were fully or partially met increase the number of people choosing direct payments To contact us about any Adult Social Care service : 6. Increase Extra Care housing and other models of call 0113 222 4401 Monday – Friday 8am - 6pm, accommodation and reduce the number of people visit www.leeds.gov.uk or needing a care home placement Safeguarding Keeping you safe is paramount. We will work with you and together with other read our blog at betterlives leeds.wordpress.com 7. Support and develop social care providers and the agencies to manage risk appropriately We support older people; people with mental health needs, social care market improve care quality sensory impairments, physical disabilities, or learning 8. Work with partners to improve the population’s health A clear budget strategy disabilities; and other people with special needs. We and wellbeing support people being cared for and their carers and we Meeting people’s needs Helping people to help themselves 9. Reduce inequalities in health and well-being have a responsibility to protect people from abuse and Those who can afford it make a contribution neglect. DRAFT v04 2308/18

Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being or has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: Adults and Health Service area: Intelligence and Policy (Resources and Housing) Lead person: Peter Storrie Contact number: 277053

1. Title: Better Lives for People with Care and Support Needs in Leeds: The 2017- 18 Annual Adult Social Care Local Account

Is this a:

Strategy / Policy Service / Function Y Other

If other, please specify Annual report or account of adult social care provision in Leeds. Local Accounts are a national expectation undertaken by local authorities with adult social care responsibilities, accountability document.

2. Please provide a brief description of what you are screening

Approval for publication of the Local Account and its presentation to the Council Executive Board. The local account is an annual summary of the council’s provision of health and care services and support for effective city provision, taking into consideration performance against national and local measures and budget.

3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

EDCI Screening Template updated January 2014 1

Page 309 When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being.

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

The Local Account is an overarching document summary statement. Behind it are good equalities practice including directorate equalities group ensuring due regard to equalities. Key measures used to support the local account are being analysed by equality characteristics for additional reassurance. The local account in of itself doesn’t involve any decisions that would impact on equality diversity, cohesions and integration.

EDCI Screening Template updated January 2014 2

Page 310

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

 Actions (think about how you will promote positive impact and remove/ reduce negative impact)

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Peter Storrie Head of Service 24 August 2018

Date screening completed

7. Publishing

EDCI Screening Template updated January 2014 3

Page 311 Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent:24 August 2018 Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 4

Page 312 Agenda Item 19 Report author: Director of Adults & Health Tel: 0113 378 3875

Report of: The Director of Adults and Health

Report to Executive Board

Date: 19 September 2018

Subject: West Yorkshire Financial Exploitation and Abuse Team

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s):

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: Appendix number:

Summary of main issues

1. Financial abuse is a growing problem for the 18% of the UKs 65.6m population who are aged 65 and above but it can also affect vulnerable adults of working age. With the spread of the internet and greater digital inclusion across all ages, this is also affording greater opportunity for financial abuse. 2. This reports sets out the innovative approach taken in West Yorkshire to create a co- located specialist, multi-disciplinary team to investigate the financial exploitation and abuse of vulnerable and older residents in West Yorkshire in relation to scams, frauds and door step crime. The report details the work of the team, the outcomes achieved and future plans.

Recommendations 1. To note the positive impact of the West Yorkshire Financial Exploitation and Abuse Team in the early identification of risk, harm and need as a result of the financial abuse of vulnerable adults. 2. To add Executive Board Support to the planned Leeds Safeguarding Adults Board Campaign in 2019 addressing financial abuse, to ensure all parties are engaged in this campaign.

Page 313

1 Purpose of this report 1.1 Financial abuse is a growing problem for the 18% of the UKs 65.6m population who are aged 65 and above but it can also affect vulnerable adults of working age.

1.2 This reports informs Executive Board of the innovative approach taken across West Yorkshire to create a co-located specialist, multi-disciplinary team to investigate the financial exploitation and abuse of vulnerable and older residents in West Yorkshire in relation to scams, frauds and door step crime. The report details the work of the team, the outcomes achieved and future plans.

2 Background information 2.1 A recent review of evidence conducted by Age UK found that approximately 130,000 people over 65 who live in the UK have suffered financial abuse. Although financial abuse can affect anyone, it is thought that older people are targeted as they are assumed to have more money and are perceived to be more vulnerable than younger people. 2.2 One of the difficulties with tackling financial abuse is that it can take a variety of different forms. The definition of “financial abuse” for the purposes of the Care Act 2014 includes:  Having money or property stolen  Being defrauded  Being put under pressure in relation to money or other property  Having money or other property misused 2.3 Scammers are increasingly targeting older people by bank and investment fraud. There are frequent reports in the media of older people being conned into handing over their bank details or being duped into investing in dubious schemes involving property, vintage wines or rare metals. However, research collated by Age UK suggests that 70% of financial abuse is perpetrated by family members. This type of financial abuse involves family members or friends pressurising older people to part with cash or individuals befriending or “grooming” an older person with the specific goal of taking money from them. 2.4 In 2016/17, data from the Safeguarding Adults Collection (SAC) showed that nationally 14.8% of all safeguarding enquiries related to financial abuse. In Yorkshire and Humber that figure was 13.8% and in Leeds 14%. This equates to 340 enquiries in Leeds into financial abuse during 2016/17. Figures for 2017/18 show a drop to 301 enquiries in Leeds into financial abuse, equating to 13.3% of all enquiries during last year. An analysis of Leeds data for 2017/18 showed the following:

 A greater percentage of victims of financial abuse are women, compared to men. However this aligns with other ASC data and with the age makeup of vulnerable adults. Looking at the gender breakdown of different forms of abuse, men are slightly more likely to be victims of financial abuse.

 BME groups are more likely to be victims of financial abuse compared with other forms of abuse.

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 The majority of allegations are made against a person known to the victim (73%) and the abuse is most likely to occur in the victim’s own home (72%).

 The group who are most likely to be reported as a victim of financial abuse are people who need mental health support. This is the most common reported abuse type for this group of people.

 Just 12% are identified as lacking capacity, compared with 32% overall when looking at all abuse types.

3 Main issues

3.1 The West Yorkshire Financial Exploitation and Abuse Team (WYFEAT) was created in October 2016, supported by funding from the Office of the Police and Crime Commissioner. It is a task force of various agencies to address the financial abuse of vulnerable people in relation to scams, frauds and doorstep crime in West Yorkshire. WYFEAT is comprised of Trading Standards Officers, Criminal Investigators, Intelligence Officer, Financial Investigators, a Social Worker seconded from Leeds City Council, a Financial Abuse Safeguarding Officer, who is a qualified Social Worker, a Police Detective Constable from WY Police and a Business Support Officer

3.2 It is a co-located, multi-disciplinary team, comprising trading standards professionals, financial investigators, a police officer and a social worker seconded from Leeds City Council. Key outcomes of the team include the earlier identification of risk, harm and need through better quality information sharing and analysis, with more effective intelligence gathering, providing a more cohesive approach to financial exploitation and abuse.

3.3 It is uncovering serious criminal activity and financial abuse linked to rogue traders including sales of home improvements – roofing, guttering, driveways, fascia boards, double glazing, mobility aids, with evidence of prolific targeting of older, vulnerable consumers with significant financial detriment.

3.4 Based on three common principles: information sharing, joint decision making and coordinated intervention, the team demonstrates a model of service delivery for the prevention and detection of financial abuse of vulnerable and older residents. Such abuse may be by way of scams and frauds from third party offenders such as doorstep criminals, mass marketing frauds by phone, post and electronic channels, but could also include the wider abuse of vulnerable residents including that committed by family members or carers, by professionals/those in a position of trust who are in contact with the victim.

3.5 The overarching aim is to increase victim’s chances of living independently for longer, reducing vulnerability and opportunities for repeat victimisation. Support for victims, alongside criminal investigations, includes crime prevention advice and implementing practical measures according to their individual needs, and considering safeguarding procedures where relevant.

3.6 Recent investigations into a number of organised crime groups have identified, for example, at least 150 vulnerable victims of repeat doorstep crime related to one specific offender, others identifying numerous bank accounts aimed at money

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laundering and scamming victims of vast amounts of money, many over long periods of time.

3.7 To date, prison sentences of over 10 years have been handed out to doorstep criminals brought to justice through the work of this team.

3.8 Some key facts:

 5000 known victims of financial abuse on West Yorkshire’s criminals’ list of vulnerable people

 Victims are 2.4 times more likely to go into residential care or die as a result

 25% of the list’s victims are already known to Adult Social Care

3.9 These are some examples of the impact of individuals:

 80 year old retired teacher, lost £100K to scammers, releasing equity in her house at 80, admitted to hospital care and subsequently passed away

 Victim aged 72 lost £45,000 to betting scam

 88 year old man lost over £100,000 to investment fraud and timeshare scams

 Retired flour mill manager, now aged 85, scammed of £50K life savings, now had to move to sheltered housing

 Victim aged 81 lost £80K to fraudsters, resulting in victim having to downsize property and take out credit cards to cover debts

3.10 Many West Yorkshire victims have been scammed of their life savings Many are repeat victims, with offenders displaying ‘parasitic’ behaviour, sharing information about victims with other offenders to continue the criminal activity until the victim is penniless and in some cases, homeless.

3.11 Academic research commissioned by the Home Office showed that vulnerable adults defrauded in their own home lose confidence and become more susceptible to repeat crime. Furthermore they are 2.4 time more likely to die or to go into residential care within two years when compared with their non-defrauded older adult neighbours

3.12 The WYFEAT social worker has built close links with Adult Social Care in the five West Yorkshire local authorities which has enabled good communication and a quick identification of risk to an individual. As well as making safeguarding referrals direct to partner local authorities where necessary the team frequently receives referrals from Adult Social Care teams about financial abuse and are actively involved in safeguarding protection plans. The team is able to quickly put things in place to safeguard vulnerable adults; sometimes this is a small thing like fitting a call blocker - this totally cuts out one form of contact by the scammers and makes a huge difference to the individual, not only lowering the risk of financial abuse but also for their peace of mind, to finally not be plagued by nuisance calls can make such a difference to the person’s wellbeing. Leeds Adult Safeguarding Board has just agreed £6000 funding to purchase call blockers for Leeds residents identified

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by the team. The Board also plans to run a specific awareness campaign on financial abuse as one of its key campaign for 2019, and Executive Board can play an important role in supporting this campaign in 2019. This campaign will be designed and delivered by the Leeds Safeguarding Adults Board and its partner agencies which include all statutory and third sector agencies.

3.13 The team also carry out joint visits with other professionals and are actively involved in raising awareness and passing on their expertise to enable a crossover of skills: this has resulted in some really good pieces of joint working.

3.14 As other professionals become more familiar with the work of WYFEAT, other referrals relating to financial abuse of adults at risk are being made to the team. These relate to suspicion of abuse by family, friends or carers, or persons in a position of trust. These referrals are passed through to the relevant local authority. Where practitioners within the adult social care environment may be attuned to recognising vulnerable adults, they can sometimes lack the awareness and experience of certain types of financial crime, especially more sophisticated forms of fraud. By collaborating, and using the expertise of the WYFEAT, local authorities can make use of existing powers and tackle fraud across geographical boundaries.

3.15 The team has spread the word of its existence and raised awareness of financial abuse by:

 Working with the SAFER team to deliver 80 partner training sessions to almost 2300 front line professionals on Spot it and Stop It. This included training 1000 members of front line staff from West Yorkshire Fire & Rescue Service.  Other professionals include social workers, police officers, occupational therapists, victim support staff, carers, community nurses, GP’s, IMCA’s, housing support officers.  Guest speakers at West Yorkshire Pension Fund conference with over 190 attendees, with newsletter article reaching of 90,000 homes across West Yorkshire and 30,000 homes in Lincolnshire  Attendance at Safeguarding Adults Boards and Safeguarding Partnerships in the 5 districts  Safeguarding Partnership events including the Kirklees annual conference attended by 130 frontline workers.  Speaking at the Age UK Yorkshire & Humber regional conference.  Yorkshire and Humber Adult Service Directors meeting to raise awareness of WYFEAT  Community Safety Partnerships

3.16 Looking to the future, the team has been successful in securing further funding and is expanding to include two additional criminal/ fraud investigators, an additional social worker and an additional financial investigator.

4 Corporate Considerations 4.1 Consultation and Engagement

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4.1.1 There are no formal consultation requirements contained within this report but section 3.15 sets out examples of the engagement activity undertaken by the team to raise awareness of financial abuse and to create strong working relationships.

4.2 Equality and Diversity / Cohesion and Integration 4.2.1 As set out in the body of the report, older people are deemed to be at particular risk of financial abuse. Our local statistics would indicate that men, people who are from BAME communities and people with mental health support needs are at greater risk of financial abuse. 4.3 Council policies and the Best Council Plan 4.3.1 Adult safeguarding work is key to one of the Best Council Plan’s outcomes: namely that people are safe and feel safe. This work is led in Leeds strategically through the Leeds Safeguarding Adults Board and operationally through the actions of the statutory functions of the Adults and Health directorate. However keeping people safe is a collaborative effort and a multi-agency, multi-disciplinary team like WYFEAT is a really good example of this working at its best. 4.4 Resources and value for money 4.4.1 There are no specific resource implications contained within this report. The WYFEAT team cost £165,000 a year to run – some of it through aligned resources but the social work function is supported by funding from the Office of the Police and Crime Commissioner.

4.4.2 The 2018/19 budget of the West Yorkshire Joint Services Committee provides funding of £167k to provide additional capacity in the West Yorkshire Financial Exploitation and Abuse Team (WYFEAT). This additional funding has been provided by the 5 constituent authorities, met in the same share as their funding of the Joint Committee, with the Leeds contribution towards this expanded service being £59k. After taking account of efficiencies in other parts of the Joint Committee, the net increase in the Leeds contribution to the Joint Services Committee in 2018/19 is £11k.

4.5 Legal Implications, Access to Information and Call In 4.5.1 There are no specific legal implications contained within this report. Section 2.2 sets out the legal definition of financial abuse as described by the Care Act 2014. Chapter 14 of the Care and Support Statutory Guidance, and sections 42-46 of the Care Act sets out the local authority’s duty with regard to safeguarding. 4.6 Risk Management 4.6.1 There are no specific risks contained within this report although it highlights the very real risk of financial abuse of vulnerable adults and the attempt by the WYFEAT to mitigate those risks at both a system and individual level.

5 Conclusions 5.1 The financial abuse of vulnerable adults is something we must all be aware of, often perpetrated by those closest to us. This can be mitigated by educating

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people of the risks and strategies used by abusers. The work of the WYFEAT team illustrate the positive impact a multi-agency and multi-disciplinary approach can have and is complementary to the work already happening in Leeds to safeguard people from all kinds of abuse including financial abuse.

6 Recommendations 6.1 To note the positive impact of the West Yorkshire Financial Exploitation and Abuse Team in the early identification of risk, harm and need as a result of the financial abuse of vulnerable adults.

6.2 To add Executive Board Support to the planned Leeds Safeguarding Adults Board Campaign in 2019 addressing financial abuse, to ensure all parties are engaged in this campaign.

7 Background documents1 7.1 None

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being or has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: Adults and Health Service area: Safeguarding Adults

Lead person: Cath Roff Contact number: 0113 378 3875

1. Title: West Yorkshire Financial Exploitation and Abuse team

Is this a:

Strategy / Policy X Service / Function Other

If other, please specify

2. Please provide a brief description of what you are screening

The report to Executive Board on the West Yorkshire Financial Exploitation and Abuse team is for information only.

The report highlights how financial abuse is a growing problem for the 18% of the UKs 65.6m population who are aged 65 and above but it can also affect vulnerable adults of working age. It sets out the innovative approach taken in West Yorkshire to create a co-located specialist, multi-disciplinary team to investigate the financial exploitation and abuse of vulnerable and older residents in West Yorkshire in relation to scams, frauds and door step crime. The report details the work of the team, the outcomes achieved and future plans.

EDCI Screening Template updated January 2014 1

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3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being.

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

EDCI Screening Template updated January 2014 2

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4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment.

Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

 Actions (think about how you will promote positive impact and remove/ reduce negative impact)

EDCI Screening Template updated January 2014 3

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5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Cath Roff Director of Adults and 21/08/18 Health Date screening completed 21/08/18

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent: Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 4

Page 324 Agenda Item 20

Report author: Andy Lloyd Tel: 0113 37 83606

Report of the Director of Children and Families

Report to Executive Board

Date: 19th September 2018

Subject: Children and Families Services Workforce: progress and next steps

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s):

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: Appendix number:

Summary of main issues

1. The purpose of this report is to review the progress made in Leeds in developing the Children and Families Services workforce and to seek the Board’s support for the next steps in the ongoing strategy for improvement.

2. Workforce issues are an increasing national priority due to recognition that failures to recruit, retain and develop staff is closely linked to service and inspection failure and that stability in the workforce is important at building effective relationships with children and families. Leeds leads the way in bucking these worrying national trends due to the impact of the city’s comprehensive workforce strategy. The strategy has been developed in partnership with staff, unions and partners and has included work on career structures, training, and progression.

3. Continued investment in staff and the strategy in Leeds has meant that the city leads the sector in key measures national workforce performance, and has provided the stability and capacity for better work with children and families through learning and practice improvement. Investment has not just improved outcomes and quality but also helped drive reduced costs – for example improved recruitment and retention has radically reduced agency costs, avoiding close to £17 m in agency costs since 2011/12.

4. Whilst there has been great progress in recent years the service aims to continue to innovate and improve. The main areas of work for the next stage of our strategy

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include Early Help and residential workforce development; attracting a workforce that better reflects local children and families in terms of gender and ethnicity; regional workforce planning; and assessing the potential for a more developed traded workforce development offer across the sector.

Recommendations

5. Executive Board is recommended to:

Endorse the proposed next steps for continuing to develop the Children and Families workforce.

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1 Purpose of this report

1.1 The purpose of this report is to review the progress made in Leeds in developing the Children and Families Services workforce and to seek the Board’s support for the next steps in the ongoing strategy for improvement.

2 Background information

2.1 There is an increased national focus on the Children and Families services workforce as research and inspections continue to highlight the importance of the recruitment, retention and development of front line staff. There is a recurring pattern in ‘failing’ inspections of high caseloads, high staff turnover and high use of agency staff limiting the effectiveness of work with children and families. Recent research, such as the Children’s Commissioners’ ‘Stability Index’ (https://www.childrenscommissioner.gov.uk/publication/stability-index-2018/) has demonstrated the value of stable and consistent relationships between workers, children and families, and how many children continue to suffer the consequences of multiple changes of worker.

2.2 This was certainly the case a decade ago when Leeds was performing poorly in Children and Families Services. Inspectors criticised ‘unacceptably high’ caseloads, ‘insufficient’ management capacity and newly qualified staff struggling with large and complex caseloads.

2.3 Workforce reform and development has been the cornerstone of improving outcomes and services in Leeds. There has been a comprehensive strategy for recruiting, retaining and developing staff at all levels of Children and Families Services, based on four principles:

 Child centred and child friendly  Restorative and relational  Research informed  Outcome focussed

2.4 The main parts of this strategy include:

a) Improved partnership working: improving workforce development has been supported at every stage by much improved joint working with staff, Unions and Universities. This has made sure that progress has been swifter, more secure and better tailored to the needs of staff.

b) Social work career structure: agreeing and implementing a single structure for all social work roles with a clear progression pathway from social worker to senior social worker to Advanced Practitioner or Team Manager.

c) A comprehensive workforce development offer throughout the directorate: a comprehensive curriculum of learning and development for all members of children’s services staff

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d) Training pathway: a clear training programme tailored to each job role and career progression

e) Improved progression: changed career progression to be more focused on practice rather than paperwork

f) Management development: including an ‘Aspiring Managers and Aspiring Service Managers’ programmes to prepare staff for management. 70% of course attendees progress to management roles within 12 months.

g) Academic Masterclasses: an annual programme of the latest research and thought leadership in the sector, aligned to the priorities of the service. Over 1,200 staff attend in each year and feedback is very positive, particularly for more experienced staff.

h) Teaching Partnership: Leeds Children and Families Services is the lead partner of the Leeds and Wakefield Teaching Partnership made up of Leeds and Wakefield councils and local universities. The aim of the partnership is improve student recruitment and retention and to ensure social work training is better tailored to the needs of employers. This has been supported by winning nearly £1 m of government funding, which has been used to fund better support for students; social work practitioners teaching in the HEIs and enhanced work placements for students; and readiness to practice and employment support.

3 Main issues

3.1 Nationally there are significant workforce problems across the sector, with very high rates of agency staffing, vacancies, and turnover. In Leeds the hard, shared work of staff, unions, educators and local managers, and the investment in staff and the workforce strategy has made a big difference.

Impact of Children and Families Workforce Strategy

3.2 The government provide annual data on key measures of social work staffing. The latest national data (from late 2017) clearly demonstrate the impact of our strategy:

Leeds Statistical National National Leeds Neighbours Average Ranking % of social work vacancies 0 11.7 17 1st % rate of SW turnover 8.4 15.9 13.6 18th % of agency social workers 1.4 11.7 15.8 4th 3.3 As an illustration of the challenges for the sector can be seen in other areas’ figures. For example there are a number of authorities with over 40% of permanent social work posts vacant; some with a turnover rate of over 30% and others with agency use of well over 30%. Indicative of its wider troubles,

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Northamptonshire is the lowest rated Council for both vacancies and agency staff – over half of permanent posts are unfilled, and over 40% of staff are agency.

Investing to Save

3.4 Investing in the Children and Families workforce has not just improved outcomes and practice but helped reduce costs to the Council’s budget.

3.5 As noted above, Leeds has bucked the national trend and sharply reduced the use of agency staffing due to better recruitment and retention of permanent staff. This has led to significant savings in spending on agency staff, as the table and graph below show.

CSWS Agency Spend 17,743 35,908 £k Year £k 6,000 2011/12 4,830 4,830 2012/13 3,6025,000 4926.6 2013/14 3,016 5025.132 4,000 2014/15 2,606 5125.635 2015/16 1,235 5228.147 3,000 2016/17 1,031 5332.71 2017/18 1,423 5439.3642,000 Change 11/12 to 17/18 ‐3,407 % Change 11/12 to 17/18 ‐71% 1,000

0 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

3.6 If agency spend had remained at the levels seen in 2011/12, then the total cost over the past seven years would have been £35.9 m. Thanks to investing in permanent, high quality local staff the cost over seven years has instead been less than half that figure - £17.7 million.

Sector Leadership

3.7 As set out in the paper of July 2018, Leeds is playing an important role in working with central government, promoting reform and improvement across children and families services nationally. This role has been rewarded with additional government funding and is helping local managers develop their roles and careers.

3.8 In light of the national interest Leeds has been working with partner Councils on workforce issues. This has included training events at the Leeds Relational Practice Centre and more intensive support with councils that are facing the biggest challenges. The impact of this can be seen in our Improvement Partnership with Kirklees, which has adopted the same strategy used in Leeds. The recent monitoring report from OfSTED noted the impact of improvements in the workforce, for example in this quote: ‘Increasing permanence of frontline staff is improving continuity of case ownership, and social workers with whom inspectors

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spoke articulate well the needs of the children and families, and the direct work being undertaken with them to meet their needs.’

Next steps

3.9 As this report makes clear, the city has achieved a great deal over recent years in improving the support for the front line staff who do the most challenging, vital work with children and families. However, there is still more to do. The main areas for the next stage of our strategy are set out below:

a) Leeds Academic Health Partnership: We will continue to develop the work around the LAHP to ensure that where appropriate the learning offering the city across the health and care sector (LCC, NHS, Third Sector etc) is coordinated and in some instances delivered jointly. This will ensure that there is consistency of care and support to the citizens of Leeds.

b) Early Help Workforce Development: the Social Work profession has been the primary beneficiary of our workforce strategy to date, but now there is a pressing need to adapt our approach to include early help practitioners. As is seen nationally there is a need to raise standards; deepen and develop practice and develop a more consistent approach to career progression and training. The service will use part of the city’s Troubled Families funding to underpin this work, using it to offer the national Early Help Qualification Framework to local staff, develop a ‘Motivational Interviewing’ training programme and a range of other work. Early work in this area has been well received by staff and our approach is attracting interest from other Councils.

c) Residential Workforce Development: as part of a wider programme of work to improve standards and outcomes in residential homes, there is intensive work underway to improve professional development for this staff group. The plan is to develop a citywide programme supplemented by a targeted training offer that is tailored to the staff and young people in each home.

d) Representative Workforce: as part of a workforce planning review earlier this year it was identified that there is some work to do to make the children and families workforce more representative of the local population of children and families. This is important as the city becomes more diverse, particularly for work with children where the child population has a far higher, and growing, proportion of children from Black and Minority Ethnic families and from families whose first language is not English. In addition, as is seen nationally, men are under-represented in the Children and Families workforce, despite the need to improve work with young men and fathers.

e) Regional workforce planning: Leeds will be working with all the West Yorkshire councils to undertake shared workforce planning in recognition of the shared labour market and shared challenges in recruiting and retaining staff.

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f) Teaching Partnership: the next stage of the partnership is to secure longer term sustainability for when government funding ends next year, and to continue to strengthen social work practitioner roles in developing and delivering social work training in Universities.

g) Sector led improvement: existing sector led working has shown a significant level of interest in learning from our work in Leeds, from Early Help training to Leeds Relational Practice Centre events to partnership and intervention support. As central government funding for these activities is only guaranteed until 2020, the service will now undertake an assessment of the feasibility of developing a traded training offer, providing support across the region and the wider sector.

4 Corporate Considerations

4.1 Consultation and Engagement

4.1.1 Staff, unions and partner agencies have been extensively involved in the development and implementation of Leeds Children and Families Services workforce strategy. This will continue to be the case throughout the next stages of our work.

4.2 Equality and Diversity / Cohesion and Integration

4.2.1 Ensuring that the Leeds workforce better reflects the children and families that it serves is a priority for the next stage of our strategy. As is noted above, there will be work at a city, Teaching Partnership and regional level to support this important work.

4.3 Council policies and Best Council Plan

4.3.1 This report is closely aligned to the aims and plans of the Council, supporting the Child Friendly Leeds priority as well as wider aims on employment and equalities.

4.4 Resources and value for money

4.4.1 There are no direct financial implications for this report. However, as noted above, investment in staffing has avoided over £17 m of agency costs over the past seven years.

4.5 Legal Implications, Access to Information and Call In

4.5.1 No specific legal or information issues.

4.6 Risk Management

4.6.1 No specific risk issues.

5 Conclusions

5.1 The benefits of valuing, investing and supporting front line staff is clear, and has played an important part in improving outcomes, practice and quality in children

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and families services in recent years. In addition these improvements can be achieved whilst controlling costs, as can be seen by the large savings in agency staffing over recent years. The strategy is now expanding and adapting to wider staff groups, and to provide support across the sector.

6 Recommendations

6.1 Executive Board is recommended to:

6.2 Endorse the proposed next steps for continuing to develop the children and families workforce.

7 Background documents1

7.1 None

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being/has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: Children and Families Service area: Workforce Development

Lead person: Andy Lloyd Contact number:

1. Title: Children’s Services Workforce – Progress and Next Steps

Is this a:

Strategy / Policy Service / Function X Other

If other, please specify – update report

2. Please provide a brief description of what you are screening

This screening document is intended to ensure that workforce issues in children and families’ services fully and proper consider equalities issues.

EDCI Screening Updated February 2011 1

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3. Relevance to equality, diversity, cohesion and integration All the council’s strategies/policies, services/functions affect service users, employees or the wider community – city wide or more local. These will also have a greater/lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation and any other relevant characteristics (for example socio-economic status, social class, income, unemployment, residential location or family background and education or skills levels).

Questions Yes No Is there an existing or likely differential impact for the different X equality characteristics? Have there been or likely to be any public concerns about the X policy or proposal? Could the proposal affect how our services, commissioning or X procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment X practices? Does the proposal involve or will it have an impact on X  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment. Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

Equality, diversity, cohesion and integration issues are regularly and robustly considered EDCI Screening Updated February 2011 2

Page 334 as an important part of the workforce strategy for children and families’ services in Leeds. This includes: meetings and joint working with unions; review of workforce data by managers; analysis and action planning around workforce feedback both directly, through unions and through the corporate LCC and the dedicated Social Work Health Check surveys; discussion and joint working at regional, national level; formal reviews with partner universities and central government as part of the Teaching Partnership programme.

 Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal could benefit one group at the expense of another)

The key issues identified through the analysis and discussion set out above are also highlighted in the main report, i.e., the need both locally and regionally to improve the representativeness of the children’s workforce in two main areas: Black And Minority Ethnic workers and male workers. This is important because children and families’ services work relies on building good relationships with children, families and communities. Increasing the proportion of male and BAME staff will be very helpful as improving the engagement with men and fathers is a national priority and BAME children and families are a growing part of our work in Leeds, where additional barriers of language and culture can inhibit effective working.

 Actions (think about how you will promote positive impact and remove/ reduce negative impact)

Programmes of local and regional action with partner Councils and Universities and the Teaching Partnership to increase the proportion of men and BAME staff and students recruited to local children’s services workforce.

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title) EDCI Screening Updated February 2011 3

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6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Andy Lloyd Head of Workforce 1st September 2018 Development 7. Publishing This screening document will act as evidence that due regard to equality and diversity has been given. If you are not carrying out an independent impact assessment the screening document will need to be published.

Please send a copy to the Equality Team for publishing

Date screening completed 1st September 2018

Date sent to Equality Team

Date published (To be completed by the Equality Team)

EDCI Screening Updated February 2011 4

Page 336 Agenda Item 21

Report author: Viv Buckland Tel: 83588

Report of: Director of Children and Families

Report to: Executive Board

Date: 19 September 2018

Subject: Outcome of Statutory Notice on a proposal to increase primary places at Moor Allerton Hall Primary School

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s): Roundhay, Moortown

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: Appendix number:

Summary of main issues

This report contains details of proposals brought forward to meet the local authority’s duty to ensure sufficiency of school places. The changes that are proposed form prescribed alterations under the Education and Inspections Act 2006. The School Organisation (Prescribed Alterations to Maintained Schools) (England) Regulations 2013 and accompanying statutory guidance set out the process which must be followed when making such changes. The statutory process to make these changes varies according to the nature of the change and status of the school and the process followed in respect of these proposals is detailed in this report. The decision maker in these cases remains the local authority (LA).

A public consultation on a proposal to expand Moor Allerton Hall Primary School from a capacity of 420 pupils to 630 pupils by increasing the admission number from 60 to 90 with effect from September 2019 took place from 23 March to 4 May 2018. At its meeting on 27 June 2018 Executive Board gave permission for the local authority, as proposer, to publish a Statutory Notice in respect of the proposal.

A Statutory Notice was published on 2 July 2018 marking the start of a four week formal consultation, also known as the ‘representation’ stage as prescribed in the ‘Prescribed Alterations’ regulations. During this four week period which ended on 30 July 2018 anyone could object to or comment on the proposals. There were 19 representations made during the representation period, 8 of which were formal objections and 11 of which were submitted as comments rather than objections. As objections were received the School

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Organisation Advisory Board (SOAB) was convened to consider the matter and make a recommendation to Executive Board. SOAB met on 15 August 2018, the notes of their meeting are attached as an appendix to this report. A summary of SOAB’s recommendations is included in the conclusions section of this report. This report summarises the outcome of the Statutory Notice period and seeks a final decision from Executive Board.

Recommendations

Executive Board is asked to:

 Approve the proposal to permanently expand primary provision at Moor Allerton Hall Primary School from a capacity of 420 pupils to 630 pupils with an increase in the admission number from 60 to 90 with effect from September 2019.

 Note that implementation of the decision is subject to feasibility and planning permission as indicated at 3.9.15 and that the proposal has been brought forward in time for places to be delivered for 2019.

 Note the responsible officer for implementation is the Head of Learning Systems.

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1 Purpose of this report

1.1 This report contains details of proposals brought forward to meet the LA’s duty to ensure a sufficiency of school places, which support the achievement of the Best Council priority to improve educational achievement and close achievement gaps. This report describes the outcome of Statutory Notice published regarding a proposal to expand primary school provision at Moor Allerton Hall Primary School (PS) and seeks a final decision in respect of this proposal.

2 Background information

2.1 At its meeting on 27 June 2018 Leeds City Council’s Executive Board considered the outcome of the consultation on this proposal. Permission was given to publish a Statutory Notice, which was brought forward under the Education and Inspections Act 2006 and in accordance with the School Organisation (Prescribed Alterations to Maintained Schools) (England) Regulations 2013. The Notice was published on 2 July 2018 marking the start of a four week formal consultation, also known as the ‘representation’ stage as prescribed in the ‘Prescribed Alterations’ regulations. During this four week period which ended on 30 July 2018 anyone could object to or comment on the proposal. A final decision on a proposal must be made within 2 months of the expiry of the Statutory Notice, therefore by 29 September 2018. Executive Board is the decision maker for this proposal.

2.2 Copies of the Statutory Notice were displayed at the entrance to the school and on lampposts in the area near to the school. The full proposals were posted on the school website and on the Leeds City Council website and parents/carers at the school informed, along with any stakeholder who responded to the original consultation and the previous consultation to establish a through-school where contact details were provided. Other local schools and the Dioceses were also informed about the proposals along with ward councillors and community groups.

2.3 During the representation period, 19 representations were made, 8 of which were formal objections and 11 of which were submitted as comments rather than objections. As objections were received the School Organisation Advisory Board (SOAB) was convened to consider the matter and make a recommendation to Executive Board. SOAB met on 15 August 2018 and the notes of their meeting are attached as an appendix to this report. A summary of SOAB’s recommendations is included in the conclusions section of this report.

3 Main issues

3.1 As indicated in the report to Executive Board in June 2018 one of the main issues in this area is that there are not enough places at Talbot Primary School (PS) for all of the children who live closest to it. A number of the other local schools fill with siblings and their own ‘nearest’ children making it difficult for some families living nearest to Talbot PS to access a place either at Talbot PS or at most of the other local schools.

3.2 A large range of options have been explored over the years to provide the additional places needed in this area. This has included establishing permanent and/or bulge places at a number of local schools and reviewing the feasibility of

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further expanding schools to meet the ongoing demand for places. Site suitability, highways and location were among the considerations when assessing which schools could expand. Although Talbot PS was able to admit a bulge cohort of children in 2016 it is not possible to permanently expand it. Moor Allerton Hall PS is situated within a reasonable distance of this area of pressure and would be well placed to address additional demand.

3.3 During the representation period following publication of the Statutory Notice 19 respondents commented on the proposal. 11 responses were to be counted as ‘comments’ rather than objections and 8 responses were ‘objections’. Of the 11 respondents who commented, both support for and concerns about the proposal were raised. A summary of the comments received is provided below along with a response.

3.4 Comments in support of the proposal

3.4.1 Subject to the Community Centre and Children’s Centre moving to the former New Highwood pub site (referred to thereafter as ‘the pub site’). This would ensure that sufficient space is made available to meet the needs of the whole school, particularly in relation to play space, leading to a focus on healthy lifestyles.

3.4.2 That the proposed changes to the building include sufficient provision for Children who are Deaf and Hearing Impaired including meeting BB93 performance standard guidelines as plans are developed. That the proposed changes will lead to improved outcomes for deaf children as required by the Special Educational Needs and Disability (SEND) Code of Practice. That parents and deaf children are involved in the expansion process to ensure that they have a voice in helping to shape the proposals, that flashing fire alarms are fitted, and that aspects such as flooring, lighting and decorating requirements are considered to ensure a calm environment with good acoustics.

3.4.3 In the absence of a new school being built, support for the proposal including an indication that the proposed drop-off loop road would reduce the impact of traffic.

3.4.4 That all possible steps are taken to improve pedestrian access to the school.

3.4.5 Using the existing leadership team to shape and guide the expansion is positive and key to using this investment in the school to support its improvement journey. The success of this proposal is very much dependent on the involvement and support of the head and governors.

3.5 Response to comments in support of the proposal

3.5.1 The proposal to relocate the Community Centre and Children’s Centre to the pub site is predicated on the requirement to meet shortfalls in sports pitch provision at Moor Allerton Hall PS. The school currently has sufficient external areas (soft play, hard play, habitat etc.) for a 3 form entry (FE) school but is lacking in sports pitches. As a grass sports pitch cannot be provided the project is seeking to remedy this shortfall by utilising the location of the Community Centre, subject to relocation, as a hard-surface Multi-Use Games Area (MUGA) that can be used all

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year round. This provision is not proposed to have floodlighting. Current local arrangements for grass pitch access, managed locally by Moor Allerton Hall PS, will continue and will be supplemented by access to the MUGA on-site.

3.5.2 The proposed new teaching block will continue the principles established in the main school with respect to the DAHIT provision. This will include appropriate fire alarm beacons for lone working areas, sound-field systems in the required classroom ratio, acoustic enhancements where necessary etc.

3.5.3 Pedestrian access to the school would be considered as part of the full traffic assessment if the proposals were to progress.

3.6 Comments raising concerns about the proposal

3.6.1 The places are not in the right location to serve the area of need and although an extra 30 school places will have some positive impact on the shortfall within the Roundhay area, this will not make a long term difference under the existing admissions policy unless there is a change to the admissions policy to a catchment model. Concern has been raised that parents in the Talbot area won’t preference Moor Allerton Hall PS and the extra places won’t be filled, or be filled with children living further away.

3.6.2 If the pub site is included in the plans, alternative parking should be considered for parents and people visiting the Community and Children’s Centres as it is currently used by Moor Allerton Hall PS parents.

3.6.3 Highways related concerns including congestion, unsafe parking, pollution and whether consideration will be given to additional parking, crossing points, restrictions on parking on certain roads and whether strategic hedging or trees along the perimeter could be introduced along with parking restrictions banning idling cars around the school to minimise emissions. Also that the planning for this proposal should include safe and healthy routes to school to enable children to travel to school by sustainable means considering that families may be travelling further distances. To increase the likelihood of parents from the Talbot area walking to Moor Allerton Hall PS, pedestrian access from Talbot Road should be considered to reduce the travel distance considerably.

3.6.4 The school would need financial and management support to ensure that the improvement journey the school is currently on is not jeopardised and the education of existing and future children at the school is safeguarded.

3.6.5 Concern that a school that is rated ‘Requires improvement’ by Ofsted is being considered and what will be done to ensure that the school doesn’t deteriorate as it grows.

3.6.6 Concern that as the school grows that the ethos, structure and organisation of the school will be adversely impacted.

3.6.7 Concern about potential use of the former New Highwood pub site for school use as a split site and that moving any part of the school to pub site would not be acceptable, would be contrary to the wishes of the school leadership team as

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expressed in its response to the earlier consultation, present unacceptable safeguarding risks and would compromise the ethos of the school. If the land currently occupied by the Community Centre is not secured as part of this proposal, alternative solutions should be considered.

3.7 Response to comments raising concerns about the proposal

3.7.1 In the report to Executive Board in June 2018 following the initial consultation, a response to concerns raised about highways, location and sufficiency, use of the pub site, funding, and the school’s improvement journey was provided and considered by Executive Board. Please refer to that report for further detail.

3.7.2 In response to additional concerns raised during the representation period about the impact of the proposal on the ethos, structure and organisation of the school and the financial support that the school would need, it will be for the Governing Body and Senior Leadership Team within the school to manage these aspects if the proposals were to progress. The Governing Body indicated in its response to the original consultation on this proposal that ‘the ethos, identity and leadership of the school would be retained as there would be no merger with another school, providing stability for staff’…’improved facilities for the school’…’greater opportunities for staff retention and development with a 3FE school’. The school will receive support from the Authority in terms of its learning improvement journey.

3.7.3 The proposal to relocate the Children’s Centre and Community Centre onto the pub site would be predicated on a replication, where practical, of existing facilities.

3.7.4 In its current location the Community Centre has a number of dedicated parking spaces, following negotiation with the Trustees a like-for-like provision is a condition of any potential relocation. The proposals currently in development reflect this requirement. Existing lay-by parking along Lidgett Lane will also continue to be available for people visiting the Community Centre.

3.7.5 The Children’s Centre currently has no allocated parking, access for visitors is via an electronically controlled security gate monitored by Moor Allerton Hall PS’s main school office. Parking within the school car park is intended for staff only, including employees of the Children’s Centre. As such suitable staff parking for Children’s Centre employees would be provided as part of any relocation. These parking spaces would also be available for use by the Community Centre outside of their core business hours, e.g. for evening groups, weekend events etc.

3.8 Objections to the proposal

3.8.1 ‘The Lodge’ which sits next to the school site was purchased due to its location and views of Moor Allerton Hall and it has had significant renovations. The proposal will extend the school boundary surrounding the property on three sides, spoiling the views of the Grade II Listed Moor Allerton Hall and will detract from the character of both buildings and Curtilage of The Hall. The one way system will restrict access to the Lodge and increase congestion on Lidgett Lane and will increase noise from traffic. There will be increased noise, light and air pollution due to the proposed Multi Use Games Area. Safety is a concern due to a recent

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accident involving two school children. The emergency access road from Lidgett Lane to Allerton Grange Secondary school is to be connected to the Moor Allerton Hall Primary School Access Road and is not authorised to be used as a general access road. The development will increase further water surface run off and flooding. The questions which were raised at the meeting/drop-in session on 19 April relating to the effect of the development upon the Curtilage of Moor Allerton Hall were not answered because the Leeds Council Planning Department did not attend the meeting and not addressed after the meeting. The written objection of 4th May 2018 was not considered in the decision to progress the scheme to Statutory Notice.

3.8.2 The school is too far from the area of need and would place pressure on families with one car or who don’t drive, contributing to a worsening of air quality.

3.8.3 If families living closer to Moor Allerton Hall were to preference the school some Talbot families would not get a place.

3.8.4 There are existing traffic issues on Talbot Avenue and the Bentcliffes and this proposal will further increase problems for residents if another entrance is considered on Talbot Avenue. A full traffic and air pollution assessment has not yet been done so how can the council give any reassurances about pollution and safety?

3.8.5 The council has a poor record in Early Years development for 3FE schools and how can a school that is in Requires Improvement continue to improve whilst managing greater numbers? A 3FE school is not conducive to a nurturing environment and the issues felt at reflect this. There needs to be a different entry system for 2/3 years to address the sibling issues felt at Talbot Primary School.

3.8.6 Modelling data is flawed. The expansion is in the wrong place and a waste of money as the school will not fill. The council has examples of expanding schools that don’t fill and if a parent has to drive to a school they will travel further to access a one with a better reputation. The expansion of an existing more desirable school should be considered.

3.8.7 Use of the former New Highwood pub should not be for another school due to existing traffic, congestion and litter issues. A better use of it would be for extra care housing for older people.

3.9 Response to objections to the proposal

3.9.1 In the report to Executive Board in June 2018 following the initial consultation, a response to concerns raised about highways, location and sufficiency, use of the pub site and the school’s improvement journey was provided and considered by Executive Board. Please refer to that report for further detail.

3.9.2 Concerns about traffic and highways was also raised during the public consultation period and commented on within the executive board report of 27 June 2018. Officers acknowledge the concerns relating to traffic in the area due to existing issues and colleagues within Highways Services would look at ways of

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managing this where appropriate. If the expansion were to progress a full traffic assessment and a transport statement, based on the results of surveys commissioned for this project would be produced to reflect and support the planning application proposals. This would include an assessment of current highways issues and modelling what the impact would be of additional traffic in the area. LCC encourages sustainable travel so enhancements to or new crossing points would be considered along with the school’s travel plan. A pick-up/drop-off area is also being considered which would take some of the traffic off the road and manage it within the site via dedicated parking bays. A full and transparent planning process would be followed if the proposals were to progress.

3.9.3 Concern has been raised during the representation period that an alternative school should be considered for expansion. As previously indicated to Executive Board in June 2018 a large range of options have been explored over the years to provide the additional places needed in this area. This has included establishing permanent and/or bulge places at a number of local schools and reviewing the feasibility of further expanding schools to meet the ongoing demand for places. Site suitability, highways and location are among the considerations when assessing which schools could expand. Although Talbot PS was able to admit a bulge cohort of children in 2016 it is not possible to permanently expand it. Moor Allerton Hall PS is situated within a reasonable distance of the area of need and would be well placed as an Admission Point to address additional demand.

3.9.4 With regard to the comments made about Early Years provision, this proposal is to expand primary provision not early years provision and there is no evidence that the school will be unable to manage its early years setting appropriately. The latest Ofsted report states that Early Years provision is ‘good’ and makes a number of observations:

Leaders accurately assess children’s starting points and they design stimulating activities to meet the diverse needs of individual children. Hence, children get off to a positive start and make at least good progress in the early years. Over the last three years the proportion of pupils achieving a good level of development has continued to improve and is now around that seen nationally. Children are well prepared for Year 1;

Teachers ensure that they promote the values of the school from the time children start attending. The culture of care that is present throughout the rest of the school begins here and is evident in children’s thoughtfulness towards each other and adults;

The leader of early years ensures that activities and learning themes run throughout the high-quality learning environment, indoors and in the outdoor area. These promote children’s development in all key areas of learning well, and enable children to be happy, resilient and self-confident learners;

Staff have high expectations for what children can achieve, and challenge them effectively to develop early skills in literacy and numeracy. Imaginative teaching, including in phonics, enables children to improve their ability to read and write words and sentences rapidly.

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With regards the concern raised about 3 form entry schools having a poor record in early years, there are six 3FE schools within Leeds and all are rated ‘good’ or ‘outstanding’ for early years as of their latest Ofsted reports.

3.9.5 In relation to the impact of the proposal on the setting of the Grade II listed Moor Allerton Hall, this will be a material planning consideration to be resolved as part of the planning application process.

3.9.6 The land surrounding The Lodge is vested with Moor Allerton Hall PS and forms part of their site. It is maintained accordingly by the school. The proposal is to sympathetically extend the school’s perimeter fence so it can utilise the full extent of the site, a planting scheme will support this to soften the impact of any new fencing. This will ensure the school site is safe and secure for all pupils and staff. The location of The Lodge next to a ‘live’ school site has not changed, the proposal seeks to simply define this boundary in-line with the land registry plans.

3.9.7 The noted parent / pupil drop-off loop was presented at the consultation following initial consultation with Highways and Planning, these proposals have since evolved and are still in development. Extensive consultation is taking place with both Planning and Highways departments to ensure these proposals address the noted concerns. It is not currently possible to provide further detail on this as work is still ongoing and Highways have not yet completed their final review to ensure their requirements are met. The project will seek to address congestion and traffic issues generated by the school expansion, these are being drawn up in conjunction to the parent / pupil drop-off proposal in consultation with Highways. A package of Highways works will be undertaken based on new survey data and the Transport Statement generated as part of this project.

3.9.8 The ‘access road’ to the secondary school was historically designed as school bus access and service vehicles. Due to congestion along Talbot Avenue, and in consultation with Planning, Highways and the Police, the road was opened for parent / pupil drop-off. Any modifications to this road undertaken by the project will be subject to Highways design requirements and will need to provide suitable drainage based on the design proposal. Note, an attenuation tank is currently connected to this road as part of its original construction ten years ago. Any planning application will include a flood risk assessment covering the proposals.

3.9.9 The MUGA will be located on the school site and as such subject to daily use. It will not be illuminated by floodlighting so will generate no light or air pollution. Where applicable the landscaping measures will provide a planting scheme to soften the new developments.

3.9.10 If approved, it is expected that the building work will commence through 2019 to ensure delivery of accommodation for the additional intake from September of that year. Much of the internal remodelling will take place during school holidays and in particular the summer holiday period to ensure minimum disruption to the children’s teaching and learning.

3.9.11 As objections were received the School Organisation Advisory Board (SOAB) was convened to consider the matter and make a recommendation to Executive Board. SOAB met on 15 August 2018 and the notes of their meeting are attached

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as an appendix to this report. A summary of SOAB’s recommendations is included in the conclusions section of this report.

3.9.12 The Headteacher and Governing Body are confident that the school can manage an expansion alongside the school’s improvement journey. The Learning Improvement team within Leeds City Council will continue to work with Moor Allerton Hall PS and other partners, to ensure that the progress already made by the leadership and staff at the school continues and that outcomes for children will rise further.

3.9.13 During the representation period the Governing Body reiterated its support for the proposal. It notes that having consulted more widely with parents and carers, the Governing Body would underline the importance of gaining the space currently occupied by the Community Centre. This is to ensure that its children will have significant play space to play outside given the focus on healthy lifestyles supported by the Department for Education and Leeds City Council.

3.9.14 As previously indicated to Executive Board an option being considered is the potential to utilise the pub site. The freehold for the pub site is owned by Leeds City Council and the leasehold for the building was recently purchased. The site has been allocated to support the proposed development of Moor Allerton Hall PS and curriculum requirements necessary to expand to 3FE. Officers’ preferred option is to relocate the Children’s Centre which sits currently within the existing school building and the Community Centre which is located next to the existing school building, onto the pub site. A letter of comfort has been received via email from the Trustees of the Community Centre which demonstrates support for the proposal subject to the plans being implemented and a formal lease agreement being put in place.

3.9.15 Implementation of the decision - a feasibility study has been commissioned to determine options and ensure we proceed with the most effective solution, financially and educationally. Any scheme would be subject to relevant consultation at the appropriate juncture as informed by the key stakeholders and local ward members and any design/proposals would be drawn up in full consultation with the school based on area schedules provided by the Education and Skills Funding Agency. Planning permission would be required prior to the commencement of any construction. The proposal to increase primary provision in the Moortown area has been brought forward in time to allow places to be delivered for 2019.

4 Corporate Considerations

4.1 Consultation and Engagement

4.1.1 The process in respect of all the proposals has been managed in accordance with the relevant legislation and with local good practice.

4.1.2 The Statutory Notice was published in the on 2 July 2018. Copies of the Statutory Notice were displayed at the entrance to the school and on lampposts in the area near to the school. The full proposals were posted on the school website and on the Leeds City Council website and parents at the

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school were informed, along with any stakeholder who responded to the original consultation and the previous consultation to establish a through-school where contact details were provided. Other local schools and the Dioceses were also informed about the proposals along with ward councillors and community groups.

4.1.3 Stakeholders had the opportunity to comment or object to the proposals either in writing or by email.

4.2 Equality and Diversity / Cohesion and Integration

4.2.1 The EDCI screening form for the proposal is attached as an appendix to this report.

4.3 Council policies and Best Council Plan

4.3.1 This proposal supports achievement of the Best Council outcome to give everyone the chance to do well at every level of learning, gaining the skills they need for life.

4.3.2 This proposal is being brought forward to meet the LA’s statutory duty to ensure that there are sufficient school places for all the children in Leeds. Providing places close to where children live allows improved accessibility to local and desirable school places, is an efficient use of resources and reduces the risk of non-attendance.

4.3.3 This proposal contributes to the city’s aspiration to be the best council, the best city in which to grow up and a child friendly city. The delivery of pupil places through the Learning Places Programme is one of the baseline entitlements of a child friendly city. By creating good quality local school places we can support the priority aim of improving educational achievement and closing achievement gaps. In turn, by providing young people with the skills they need for life, this proposal provides underlying support for the council’s ambition to produce a strong economy by compassionate means. A good quality school place also contributes towards delivery of targets within the Children and Young People’s Plan such as our obsession to improve behaviour, attendance and achievement.

4.3.4 It is important when bringing any proposals forward that there is a degree of certainty that any change would not have a negative impact on teaching and learning. The Headteacher and Governing Body are confident that they can manage the expansion of the school whilst continuing to demonstrate improvements in relation to the school’s learning improvement journey as indicated in the report to Executive Board in June 2018.

4.4 Resources and value for money

4.4.1 Pre-feasibility budgets, based on high-level calculations, are estimated at £4.2m for the proposed expansion of Moor Allerton Hall Primary School. This figure is reflective of progress to date and continued development of a number of complex elements of the proposed project which do not yet have firm costings available. A feasibility study has been commissioned to determine options and ensure we proceed with the most effective solution, financially and educationally. Any

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scheme would be subject to relevant consultation at the appropriate juncture as informed by the key stakeholders and local ward members and any design/proposals would be drawn up in full consultation with the school based on area schedules provided by the Education and Skills Funding Agency. Planning permission would be required prior to the commencement of any construction.

4.4.2 This expansion would be funded from the Learning Places Programme primarily through Basic Need Allocations. The precise funding packages would be confirmed at the design freeze stage, and detailed in the relevant Design and Cost reports.

4.5 Legal Implications, Access to Information and Call In

4.5.1 The processes that have been and will be followed are in accordance with the Education and Inspections Act 2006 as set out in the School Organisation (Prescribed Alterations to Maintained Schools) (England) Regulations 2007, and amended by School Organisation (Prescribed Alterations to Maintained Schools) (England) Regulations 2013.

4.5.2 This report is subject to call in.

4.6 Risk Management

4.6.1 The proposal to increase primary provision in the Moortown area has been brought forward in time to allow places to be delivered for 2019. Bulge places have been offered to ensure a sufficiency of places in 2018 and a decision not to proceed with regard to this proposal may result in a fresh consultation on new proposals, and there is a high risk that places will not be delivered in time. The LA’s ability to meet its statutory duty for sufficiency of school places in the short and longer term may be at risk. There is also a corporate risk associated with failing to provide sufficient school places in good quality buildings that meet the needs of local communities.

4.6.2 As indicated in the report to Executive Board in June 2018, as a consequence of the requirement to plan additional places within this area it has been necessary for the Authority to work at risk to develop the expansion proposals based on an increase to 3FE. The Authority has been working closely with the school management team, Highways, Planning, Urban Design, local community groups, ward members and other key stakeholders to ensure these proposals are in keeping with, and respond to feedback provided during the consultation. The critical path programme dates for the design and construction of any new accommodation overlap with the statutory process and if treated sequentially delivery of any permanent solution for September 2019 is not possible. In order to meet statutory obligations for pupil places within the area in September 2019, and provide the essential accommodation, it may be necessary to submit the planning application for the proposed expansion prior to Executive Board’s final determination on the statutory process. A planning consultation session will be held early September 2018 with a view to submitting the planning application itself mid-September 2018. This will not circumvent the statutory process as approval to proceed with the construction of any new permanent accommodation at Moor Allerton Hall PS will not be granted by Executive Board unless both

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planning permission and statutory approval have been granted. Submission, and potential approval, of planning permission in no way presupposes any final decision on the proposal to expand the school.

5 Conclusions

5.1 Our ambition is to be the best city in the country. As a vibrant and successful city we will attract new families to Leeds, and making sure that there are enough school places for children is one of the council’s priorities. This proposal has been brought forward to meet that need, and following the appropriate consultation and publication of the Statutory Notice a final decision is now sought from Executive Board. If agreed, this proposal will ensure that children in Leeds have the best possible start to their learning, and so deliver the vision of Leeds as a child friendly city.

5.2 The details of Statutory Notice and how anyone could respond to it were sent to over 500 stakeholders, the school shared the detail with parents and the Statutory Notice was displayed on lampposts locally as well as being available on both the council and school websites. 19 responses were received of which 8 were objections which in comparison to the number of stakeholders who were informed, is a very low response rate.

5.3 As objections were received School Organisation Advisory Board (SOAB) was convened to consider the matter and make a recommendation to Executive Board. SOAB met on 15 August 2018 and the notes of their meeting are attached as an appendix to this report. Although SOAB recognised the need for additional school places in the area, its recommendation to Executive Board was to reject the proposal for the following reasons; that the school was continually undersubscribed and required improvement, that any expansion would place an unwelcome burden on the school’s leadership team to deliver improvement, that the proposal would not aid parental preference and there were also significant highway issues that required addressing. These points were previously addressed in the report to Executive Board in June 2018 ahead of the publication of a Statutory Notice.

5.4 The Children and Families Service believe that the issues raised as concerns or formal objections do not present insurmountable barriers and that these can be addressed. The proposal remains strong and addresses the LA’s statutory duty to provide sufficient school places, to provide places close to where children live, allow improved accessibility to local school places, manage resources effectively and to support good levels of attendance. It is our recommendation that the proposals are approved.

6 Recommendations

6.1 Executive Board is asked to:

 Approve the proposal to permanently expand primary provision at Moor Allerton Hall Primary School from a capacity of 420 pupils to 630 pupils with an increase in the admission number from 60 to 90 with effect from September 2019.

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 Note that implementation of the decision is subject to feasibility and planning permission as indicated at 3.9.15 of this report and that the proposal has been brought forward in time to allow places to be delivered for 2019.

 Note the responsible officer for implementation is the Head of Learning Systems.

7 Background documents1

7.1 None

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

Page 350 SCHOOL ORGANISATION ADVISORY BOARD

WEDNESDAY, 15TH AUGUST, 2018

PRESENT: Angela Cox in the Chair

Sally Boulton – Schools Group Jackie Ward – Governor Group

1 Election of a Chair

RESOLVED – That Mrs Angela Cox be elected Chair for the duration of the meeting.

2 Apologies for Absence

There were no apologies for absence.

3 Declarations of Interest

There were no declarations of disclosable pecuniary interest made at the meeting.

4 Outcome of consultation to increase learning places at Moor Allerton Hall Primary School

The School Organisation Advisory Board considered a report by the Sufficiency and Participation Team regarding the outcome of a statutory notice on proposals to expand Moor Allerton Hall Primary School from a 2 Form Entry school to a 3 Form Entry School with effect from September 2019. The Board noted that the proposal would increase the capacity of Moor Allerton Hall Primary School from 420 pupils to 630 pupils, with an increase in the school admission number from 60, to 90 pupils.

The Board considered the proposals having regard to the following documents:

 The report of the Legal Adviser to the Board  The report of the Sufficiency and Participation Team, Children and Families Service  The consultation booklet entitled “School Places Public Consultation – Proposal to permanently expand Moor Allerton Hall Primary School from September 2019”  Report of the Director of Children and Families to Executive Board 27th June 2018 entitled “Outcome of consultation on proposals to increase learning places at Moor Allerton Hall Primary School”.  An equality, diversity, cohesion and integration screening document associated with the proposals

Final Minutes Page 351  The Notice publicising the consultation published 2nd July 2018 “Proposal to permanently expand Moor Allerton Hall Primary School, Lidgett Lane, Leeds, LS17 6 QP to create an additional 210 primary places with effect from 1st September 2019  Written representations were received from eight members of the public who were objecting to the proposal, with a further eleven responses being received containing comments on the proposal. Mr D Crawley, Sufficiency Planning Manager (Strategic), Children & Families, attended the meeting together with Ms T Waud, Planning Manager Sufficiency & Participation Team. Mr Crawley addressed the proposals and highlighted the following matters in particular:

 There continued to be pressure for school places in the Roundhay area  Based on straight line measurements, each year there are in excess of 100 children whose nearest school is Talbot Primary  Additional permanent school places have already been created at several schools across the Roundhay/ Wigton area including: Gledhow Primary, Roundhay Primary, Highfield Primary and Wigton Moor Primary. In addition to this a number of temporary bulge places have been created at some of the other schools.  No alternative options for additional places in the area of need if proposal does not proceed  An application to create a new free school which would increase capacity in the area had recently been withdrawn  The proposals would provide additional primary provision in the Roundhay and North Leeds area.  Eight objections were received together with eleven responses containing comments on the proposal In response to questions from the Board, the following issues were discussed:

 The proposal seeks to expand a school which is continually undersubscribed and categorised as “requires improvement”  Is it appropriate to expand a school which is undersubscribed and requires improvement  Had a catchment area option been considered  Was the population of the area increasing  Were there any substantial housing proposals planned for the area  Had full consideration been given to further expansion of existing schools in the area  There continues to be significant highway/traffic issues in the area, expanding a school and adding a further 210 pupils would not help the existing highway situation in the area where current issues remained outstanding  This was an ambitious and complex plan  The timescale for a start date of 1st September 2019 was challenging

Final Minutes Page 352 The Board were informed that the Headteacher and Governing Body were confident that they could manage the expansion of the school whilst continuing to demonstrate improvements in relation to the school’s learning improvement journey but no details were available

The Board also received verbal representations from the following individuals who were objecting to the proposals:

Saul Clayton – Local Resident Andrew Kirby – A Roundhay resident with a child of Primary School age

(Both representatives had already provided written representations which were included in the agenda documentation)

The Chair requested all parties to leave the room in order to discuss the proposals. The Board considered the comments raised during the statutory notice period, the contents of the report, the contents of the representations submitted by members of the public during the consultation and the responses to the questions put to Mr Crawley.

The groups entitled to vote and in attendance i.e. Roman Catholic Church Diocese, Schools Group and the Governors Group, were unanimous in their decision to recommend rejection of the proposal for the expansion of Moor Allerton Hall, Primary School.

The Board recognised the need for further school places in the area but were not supportive of the proposal to expand a school which was continually undersubscribed and required improvement, any expansion would place an unwelcome burden on the school’s leadership team to deliver improvement. The proposal would not aid parental preference and there were also significant highway issues that required addressing

RESOLVED – It was the unanimous view of the School Organisation Advisory Board that the Executive Board be recommended to reject the proposals to permanently expand primary provision at Moor Allerton Hall Primary School from a capacity of 420 pupils to 630 pupils with an increase in the admission number from 60 to 90 with effect from September 2019.

Final Minutes Page 353 This page is intentionally left blank

Equality, Diversity, Cohesion and Integration Screening

As a public authority we need to ensure that all our strategies, policies, service and functions, both current and proposed have given proper consideration to equality, diversity, cohesion and integration.

A screening process can help judge relevance and provides a record of both the process and decision. Screening should be a short, sharp exercise that determines relevance for all new and revised strategies, policies, services and functions. Completed at the earliest opportunity it will help to determine:  the relevance of proposals and decisions to equality, diversity, cohesion and integration.  whether or not equality, diversity, cohesion and integration is being/has already been considered, and  whether or not it is necessary to carry out an impact assessment.

Directorate: Children and Families Service area: Sufficiency and Participation

Lead person: Richard Amos Contact number: 0113 37 87232

Title: Assessing the consultation process on a proposal to permanently expand Moor Allerton Hall Primary School from September 2019 Is this a:

Strategy / Policy Service / Function x Other

If other, please specify

The proposal seeks to ensure a sufficiency of school places in the area.

2. Please provide a brief description of what you are screening

The Education Act 1996 places a duty on local authorities to ensure there are sufficient school places for all children living in its area. The local authority (LA) is also required to promote choice and diversity, and therefore must also ensure that there are a range of options available to parents.

The proposal is to permanently expand Moor Allerton Hall PS on its existing site from a capacity of 420 pupils to 630 pupils with an increase in the admission number from 60 to 90 with effect from September 2019.

This screening form looks at the equality considerations that have taken place in order to ensure that the consultation and stakeholder engagement process that is required for this proposal is fair and addresses equality, diversity, cohesion and integration from the outset and throughout. EDCI Screening Template updated January 2014 1

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3. Relevance to equality, diversity, cohesion and integration All the council’s strategies and policies, service and functions affect service users, employees or the wider community – city wide or more local. These will also have a greater or lesser relevance to equality, diversity, cohesion and integration.

The following questions will help you to identify how relevant your proposals are.

When considering these questions think about age, carers, disability, gender reassignment, race, religion or belief, sex, sexual orientation. Also those areas that impact on or relate to equality: tackling poverty and improving health and well-being. Questions Yes No Is there an existing or likely differential impact for the different x equality characteristics? Have there been or likely to be any public concerns about the x policy or proposal? Could the proposal affect how our services, commissioning or x procurement activities are organised, provided, located and by whom? Could the proposal affect our workforce or employment x practices? Does the proposal involve or will it have an impact on x  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good relations

If you have answered no to the questions above please complete sections 6 and 7

If you have answered yes to any of the above and;  Believe you have already considered the impact on equality, diversity, cohesion and integration within your proposal please go to section 4.  Are not already considering the impact on equality, diversity, cohesion and integration within your proposal please go to section 5.

4. Considering the impact on equality, diversity, cohesion and integration

If you can demonstrate you have considered how your proposals impact on equality, diversity, cohesion and integration you have carried out an impact assessment. Please provide specific details for all three areas below (use the prompts for guidance).  How have you considered equality, diversity, cohesion and integration? (think about the scope of the proposal, who is likely to be affected, equality related information, gaps in information and plans to address, consultation and engagement activities (taken place or planned) with those likely to be affected)

The proposal is to permanently expand Moor Allerton Hall PS on its existing site from a capacity of 420 pupils to 630 pupils with an increase in the admission number from 60 to 90 with effect from September 2019. The demographics of the area were considered in EDCI Screening Template updated January 2014 2

Page 356 developing the proposal, along with parental preference trends, and projections, and it was concluded that additional capacity is required. The types of schools in the area were also considered, to ensure LCC adheres to its legal duty of ensuring parents are offered choice and diversity.

We consulted with stakeholders through the informal/pre-consultation, which took place from 23 March 2018 to 4 May 2018. The ‘normal’ length of time to run a pre-consultation is four weeks however we extended this to six weeks due to the school holidays which occurred during the consultation period. This was to ensure maximum engagement. During this period we consulted with various stakeholders, including; parents and carers of pupils including a separate meeting with parents/carers of children who are deaf and hearing impaired, pupils, governors and staff at the school, nearby schools, the Diocese, local community centre, children’s centre, Councillors, MP and local residents including local community groups.

To ensure maximum engagement with families we asked the schools to promote the consultation on the proposals through their usual methods of communication such as the school website, texts and any newsletters. In order to engage the wider community in the consultation, we promoted it through posters in the local area; a leaflet drop to over 4000 houses; letters posted to local residents and leaflets being shared with local early years providers. Emails were also sent out with information about the consultation to local organisations and community groups along with the National Children’s Deaf Society. There were also a number of digital promotions including via Leeds City Council Social media, school place planning word-press blog and Leeds City Council website.

As part of a previous consultation about potential sites for a free school in the Roundhay area, and following the recent consultation about the idea of joining Moor Allerton Hall PS with Allerton Grange School, a number of stakeholders asked to be kept updated on progress. As this consultation followed on from these we contacted all of the stakeholders for whom contact details were held to inform them of these new proposals. This meant that a wide cross-section of the local community had the opportunity to comment on these proposals.

Stakeholders were able to give their views on the proposals by completing a consultation response form available from the school office, online or at the drop in sessions, via email, or via an online survey. The length of consultation and the variety of methods in which people could respond to the consultation were intended to make the consultation open to all and was in line with DfE guidance.

Following on from this consultation a Statutory Notice was published in the Yorkshire Evening Post on 2 July 2018. Copies of the Statutory Notice were displayed at the entrance to the school and on lampposts in the area near to the school. The full proposals were posted on the school website and on the Leeds City Council website and parents at the school were informed, along with any stakeholder who responded to the original consultation where contact details were provided. Other local schools and the Dioceses were also informed about the proposals along with ward councillors and community groups.  Key findings (think about any potential positive and negative impact on different equality characteristics, potential to promote strong and positive relationships between groups, potential to bring groups/communities into increased contact with each other, perception that the proposal EDCI Screening Template updated January 2014 3

Page 357 could benefit one group at the expense of another) From the equality impact screening the sufficiency and participation team found that these proposals would have a positive effect on some of the 6 categories listed below;

 Age  Gender  Religion  Ethnicity  Disability  Sexual orientation

Additional learning places create more opportunities for all pupils to be supported and to meet their needs at every age, whether they are male or female, and in every school. This proposal supports that aim and would not have an adverse impact on any child or young person who attends the school included in this proposal. The school ethos and accommodation would ensure that all children and young people who attend can take a full part in the school curriculum in an environment that supports their specific needs regardless of religion, ethnic background and nationality. Expansion of the existing school will ensure that it continues to support the needs of its community by providing more places for local children.

Moor Allerton Hall PS has specialist Deaf and Hearing Impaired (DAHI) provision. During the informal/pre-consultation parents and carers of children accessing the DAHI provision were offered the opportunity to attend a meeting with a member of the school place planning and city development teams to discuss how this proposal may affect their children and families personally. This meeting went ahead during the consultation period and following this discussion, parents and carers were able to formally respond with their views. A request was made for a British Sign Language (BSL) interpreter to attend one of the drop-in sessions, which was provided. During the representation period following publication of the Statutory Notice a further meeting was held between a parent requiring BSL interpretation and a council officer to explain the statutory process in more detail and ensure that the parent could respond to the Statutory Notice.

The views of the National Deaf Children’s Society were actively sought during the consultation and representation period following publication of the Statutory Notice.

Any new accommodation would meet the Equality Act 2010 and would therefore be accessible for all.  Actions (think about how you will promote positive impact and remove/ reduce negative impact)

If the proposals are taken forward, the extra primary places will be made available in reception from September 2019. All parents/carers will therefore have the option of applying for these places or choosing alternative schools.

During the consultation process, all views and responses were considered equally. If the proposal is approved, during the design process for new school accommodation, the plans would be shared with stakeholders and consulted on. Through the design process, any new accommodation to facilitate the expansion of the school would be compliant with the Equality Act 2010. This would ensure that the building is accessible to all users; students, EDCI Screening Template updated January 2014 4

Page 358 staff and visitors.

5. If you are not already considering the impact on equality, diversity, cohesion and integration you will need to carry out an impact assessment.

Date to scope and plan your impact assessment:

Date to complete your impact assessment

Lead person for your impact assessment (Include name and job title)

6. Governance, ownership and approval Please state here who has approved the actions and outcomes of the screening Name Job title Date Richard Amos Sufficiency and 25 July 2018 Participation Manager

Date screening completed 25 July 2018

7. Publishing Though all key decisions are required to give due regard to equality the council only publishes those related to Executive Board, Full Council, Key Delegated Decisions or a Significant Operational Decision.

A copy of this equality screening should be attached as an appendix to the decision making report:  Governance Services will publish those relating to Executive Board and Full Council.  The appropriate directorate will publish those relating to Delegated Decisions and Significant Operational Decisions.  A copy of all other equality screenings that are not to be published should be sent to [email protected] for record.

Complete the appropriate section below with the date the report and attached screening was sent: For Executive Board or Full Council – sent to Date sent: Governance Services

For Delegated Decisions or Significant Operational Date sent: Decisions – sent to appropriate Directorate

All other decisions – sent to Date sent: [email protected]

EDCI Screening Template updated January 2014 5

Page 359 This page is intentionally left blank Agenda Item 22

Report author: Mark Allman / Anna Frearson Tel: 0113 378 0289 / 6036

Report of Director of City Development / Director of Public Health

Report to Executive Board

Date: 19 September 2018

Subject: Development of a New Physical Activity and Sport Ambition in Leeds

Are specific electoral Wards affected? Yes No If relevant, name(s) of Ward(s):

Are there implications for equality and diversity and cohesion and Yes No integration?

Is the decision eligible for Call-In? Yes No

Does the report contain confidential or exempt information? Yes No If relevant, Access to Information Procedure Rule number: Appendix number:

Summary of main issues

1. This report explains the benefits of physical activity outlines progress on the development of a new city physical activity and sport “ambition” and describes some of the practical work that is underway by the Active Leeds Service.

2. Enabling the population of Leeds to be physically active is vital to the health and wellbeing of the city in addition to the contribution it can make across all council priorities. In order to achieve this a new bold approach is needed which requires cross-service and cross-agency collaboration that is driven by the needs of the most deprived communities in Leeds where health inequalities are highest and participation levels in physical activity the lowest. There is a need to influence the behaviour of the most inactive to evoke a cultural change in which being physically active becomes the norm. This has to be a long-term systemic approach that results in significant change. The City Council has a vital role in the development of a new city Physical activity and sport “ambition” which is being led by the Active Leeds Service (formerly Sport and Active Lifestyles Service) together with Public Health and Sport Leeds, the existing city sports partnership.

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Recommendations

3. Executive Board is asked to:

(i) Note the overriding evidence base in support of the importance of physical activity.

(ii) Support the development of a new physical activity and sport ambition and the need to adopt a systems based approach.

(iii) Note the statement made by the Inclusive Growth Culture and Sport Scrutiny Board and their desire to increase the significance of physical activity in future Council plans.

(iv) To continue to engage the Adults, Health and Active Lifestyles Scrutiny Board in the development of the new physical activity and sport ambition.

(v) Support the role that the Active Leeds service and Public Health are playing in driving forward this agenda.

(vi) To bring back to Executive Board the final city Physical Activity and Sport Ambition and to highlight the wider implications for the Council.

(vii) That the Head of Active Leeds is responsible for implementation

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1. Purpose of this report

1.1 The purpose of this report is to raise awareness of the benefits of physical activity and the contribution it can make to city priorities; to update on the development of a new city physical activity and sport “ambition” and to outline some of the practical work that is underway by the Active Leeds Service.

2. Background information

2.1 The Benefits of Physical Activity

Health and Wellbeing

2.1.1 Increasing physical activity has the potential to improve the physical and mental health and wellbeing of individuals, families, communities and the city as a whole. As well as being physically active, it is important that all adults and children minimise the time spent being sedentary (sitting) for extended periods. Even among individuals who are active at the recommended levels, spending large amounts of time sedentary increases the risk of adverse health outcomes.

2.1.2 A wealth of evidence shows that an active lifestyle is essential for physical and mental health and wellbeing. Physical activity can guard against conditions such as obesity, hypertension, cancer, diabetes and depression.

 Being active can reduce the risk of developing diabetes by 30-40%. People with diabetes can reduce their need for medication and the risk of complications by being more active.

 Persuading inactive people to become more active could prevent one in ten cases of stroke and heart disease in the UK.

 One in eight women in the UK are at risk of developing breast cancer at some point in their lives. Being active every day can reduce that risk by up to 20% and also improve the lives of those living with cancer.

 Dementia affects 800,000 people in the UK. Staying active can reduce the risk of vascular dementia and also have a positive impact on non-vascular dementia. Therefor physical activity needs to continue to be a key consideration as part of the Council’s dementia friendly approach

 Depression is increasing in all age groups. People who are inactive have three times the rate of moderate to severe depression of active people. Being active is central to our mental health.

 Building core strength in older people can help address frailty and consequential slips/falls (and therefore admissions to hospital) through initiatives such as falls reduction programmes.

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Wider benefits of being active

2.1.3 In addition to the health and wellbeing benefits that can be derived through physical activity it has a much wider reach and impact across all Leeds City Council priorities. Boosting participation in physical activity has many socio–economic benefits and can, and does, make a profound impact on individuals, communities and wider society. For example:

 Being active plays a key role in brain development in early childhood and is also good for longer-term educational attainment. For instance, young people’s participation in physical activity improves their numeracy scores by 8% on average above non-participants. In addition, under-achieving young people who take up physical activity see a 29% increase in numeracy skills and a 12 – 16% increase in other transferable skills.

 Other programmes targeted at young people at risk of offending show that physical activity can enhance self-esteem, reduce re-offending and support access to the workplace. In Leeds, for example, this is evidenced through the delivery of the Dame Kelly Holmes project and Positive Futures interventions.

 In terms of economic impact physical activity participation contributes £244.1 million to Leeds economy and provides a total of over 7000 jobs in Leeds. It is also estimated that the value of volunteering related to physical activity is £147.5 million (information taken from Sport England local profile data). The economic impact of sports events in the city is also significant with, for example, the World Triathlon Series bringing in a cash boost to the local economy of at least £1.2 million with over 5 hours of TV coverage in the UK and worldwide. In a wider context increased energy levels through participating in physical activity boosts workplace productivity and reduces sickness absence.

 Physical activity has the ability to strengthen social networks, social inclusion and community cohesion. Through physical activity and sport individuals can develop a sense of belonging and can build quality peer relationships with other member of their community. Projects that support the delivery of these outcomes include small scale asset based community development initiatives or larger scales facility development associated to events, such as the social regeneration which followed the Commonwealth Games in Manchester.

 Physical activity, through active travel – walking and cycling - also has the ability to connect people and places together whilst supporting an improvement in air quality through a reduction in road traffic emissions. It is understood that people who walk or cycling to work are four times more likely to achieve the Chief Medical Officers recommendation of 150 minutes of moderate intensity physical activity per week.

 Social Isolation affects people of all ages but in particular it is older people who are at greater risk due to factors compounding such as wider determinants and long term health conditions. There are estimated to be

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37000 older people experiencing loneliness or social isolation across Leeds. Cause for concern must be noted as research shows that loneliness and isolation is detrimental to health and comparable as a risk factor for early death to smoking 15 cigarettes a day. Therefore physical activity for older people not only improves physiological health outcomes but increases the opportunity for improving social connections.

The position in Leeds

2.1.4 The gap in life expectancy between the least and most deprived wards in Leeds is 10.1 years. This trend is mirrored in terms of physical activity participation levels with the highest levels of participation strongly correlated to life expectancy statistics and in turn the balance between affluent and non-affluent areas of the city.

2.1.5 In Sport England’s most recent Active Lives Survey over 239,000 people are not being active enough for good health, with 21.6% of adults obese; rates that are higher than the national average. Typically the highest rates of inactivity will be in the areas of highest deprivation. Worryingly half of young people in the city are not currently achieving the Chief medical Officer recommended 1 hour of moderate to vigorous physical activity per day. The active schools programme through our schools has a key role to play in supporting young people build positive behaviours towards being active and building a Child Friendly city.

2.1.6 In Leeds the prevalence of long term conditions (both physical health and mental health conditions) is on the increase and affecting people at an earlier age. For example, there are 39,635 people with diabetes in the city, a rise of 14% in the last 3 years.

2.2 Development of a New City Physical Activity and Sport “Ambition”

2.2.1 Evidence tells us that getting Leeds active will only happen if we involve all sectors. Despite a raft of schemes and interventions already in place, getting people moving ‘at scale’ requires bigger system changes. Physical inactivity is not just a public health problem it is a challenge for all of society. We need to embed physical activity into the fabric of everyday life, making it easy, cost effective and the normal choice in every community in Leeds. Therein rests a major challenge. Leeds is in many ways at the forefront of developing approaches towards physical inactivity, working very closely with Sport England and Public Health England alongside a small number of national local delivery pilots and priority Local authorities, that include the core cities.

2.2.2 Since the establishment of Sport Leeds (over 15 years ago) they have overseen the development of sports strategies for the city. Sport Leeds is the ‘sport and active recreation network’ within Leeds, with a primary responsibility of driving the city wide partnership strategy for Sport and Active Lifestyles, and it’s (current) vision is for Leeds to be the most active big city in England.

Membership of the Board is wide ranging and includes:

 The voluntary sector;  Professional sport;

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 The health sector;  Performance sport;  Children’s Services;  Media;  Sport England (not entitled to a  Higher Education; vote)  Further Education;  Yorkshire Sport Foundation;  Disability Sport;  Two elected member nominated by  Women’s sport; Leeds City Council;  BME sport;  Officers nominated by Leeds City  Local businesses (marketing, legal, Council (Sport & Active Lifestyles sports sponsors) and Parks & Countryside);

2.2.3 Sport Leeds has focussed on creating shared aims and objectives focussing mostly on sport and active lifestyles, but more recently have recognised and supported plans that incorporate wider elements of physical activity (e.g. walking and active travel). The current sport and active lifestyles strategy finishes at the end of 2018 and therefore Sport Leeds have initiated a review of the existing strategy with to the aim of broadening the remit to fully embrace physical activity and sport. This work is ongoing and has included an initial discussion with the previous Inclusive Growth Culture and Sport Scrutiny Board. These early discussions (including conversations with stakeholders) have highlighted the need for step change that included the widened scope beyond simply sport and active lifestyles. A desire has been expressed that the new Physical activity and sport Ambition should not simply be an evolution of the last strategy and should build on the strengths of existing partnerships. There is also the recognition that whilst the new ambition needs to fully address the physical inactivity challenge it should also set the framework for the development of sport as well. The decision to produce an ambition, rather than a strategy has come from the stakeholder consultation as has the need to develop a more comprehensive and imaginative approach that looks and feels different and is developed with stakeholders and our residents.

2.2.4 As referenced consultation has already started with key stakeholders around the development of the new ambition for physical activity and sport in the knowledge that given the wider scope of a physical activity new Governance arrangements may be needed that help to increase the gravitas of senior stakeholder engagement. Therefore in parallel to the development of a new Ambition there will be ongoing discussions about the most appropriate Governance arrangements.

2.2.4 Early stakeholder discussions have helped evolve a view on what the Ambition might be. The vision statement will be subject to further discussion and consultation, but for illustrative purposes, could for example build on the “best City” principle e.g. “Leeds to be the best city in which to be active”. To provide further illustration there have also been four primary outcomes expressed:

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DRAFT Ambition and Outcomes Ambition: “Leeds to be the best city in which to be active” Primary outcomes  A long term commitment to increasing physical activity levels in the city, especially where levels of inactivity of persistently high.  Building, creating and enabling an environment that supports systems/collaborative working  Building our national and international reputation for World Class Sport  Delivering wider community and personal benefit through physical activity and sport

2.3 Contribution of the Active Leeds Service

2.3.1 The Active Leeds Service (formerly Sport and Active Lifestyle Service) provides a valuable contribution to the achievement of the Best Council Plan and it is working collaboratively to increase levels of Physical activity in the city. Working closely with Public Health colleagues, the Active Leeds service is taking the lead coordinating role on behalf of the Council in addressing physical inactivity and as part of that process is working with partners and stakeholders to formulate the most appropriate arrangements to deliver long term change. Tackling physical inactivity requires a city and council wide response.

2.3.2 The service seeks to support a reduction in health inequalities and contribution to wider social outcomes through the promotion of physical activity and the development of targeted interventions. It will achieve this through a number of means including for example; working with services across the council; collaborating with key partners; delivering informal physical activity opportunities for inactive people across the city; seeking to influence to active travel opportunities; helping to create better environments to be active in; supporting care pathways; enabling co-location and integration of services and influencing key decision makers and commissioners to embed physical activity into their policy, service design and provider contracts.

2.3.3 Alongside colleagues in Public Health the Active Leeds service is now playing a central role in the development of a new city physical activity and sport “Ambition”, working closely with Sport Leeds the current city partnership body with oversight of the current Sport and Active Lifestyles strategy.

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3. Main Issues

3.1 There are four further areas of work to be explored here. These being:

 Understanding the Councils existing commitment to Physical activity;

 Outlining the importance of systems based approaches to addressing physical inactivity given levels of physical inactivity have remained stubbornly persistent;

 Providing an update on the new city physical activity and Sport ambition;

 Provide details of some of the practical actions undertaken in support of addressing levels of physical inactivity.

3.2 Existing commitment to physical activity in Leeds by Leeds City Council:

3.2.1 The role of physical activity in delivering city outcomes is increasingly being recognised and valued within Leeds. The following key citywide strategies and policy documents are now in place and demonstrate the strength of the commitment to physical activities in the city:

 Best Council plan (2015 -20) –‘Promoting physical activity’ sits as one of 20 priorities in the best council plan. Reducing physical inactivity was also a central pillar in the previous health inequalities breakthrough project  Health and Wellbeing Strategy (2016 – 2021) - physical activity is one of 12 priorities for the Leeds Health and Wellbeing Board (and the only lifestyle risk factor identified individually within a specific priority) – ‘More people, more physically active, more often’. In addition it is a key priority in the draft Leeds Health and Care Plan.  Leeds Inclusive Growth Strategy (2018-2023) Health and Wellbeing is one of 12 big ideas and it states the importance of active lifestyles in fully realising social, educational and economic potential. It also highlights the significance of working with people to promote prevention and self-managing health in the community and workplace.  Leeds Health and Care plan- Physical Activity sits in the Prevention Programme and is 1 of the 5 key actions in its own right. .  Sport Leeds strategy (2013 – 2018) - where tackling health inequalities is firmly embedded as a key concern, they aim to ‘support the inactive to become active’. The new Physical activity and sport ambition will essentially develop from this strategy, but is seeking to create step change.

3.3 A City and Council wide response is required

3.3.1 The council can have an extremely influential role in tackling the issue of physical inactivity. The Active Leeds service together with Public Health provides leadership and supports the development of policy, yet there are many services in the council

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that can have a direct impact on the long term goal of increasing levels of physical activity. The physical activity workstream of the Reducing Inequalities and Early Interventions Breakthrough Project was successful in engaging many key functions across the Council and began to identify what contribution they could make to this agenda. It brought together spatial planners, regeneration, transport, parks and countryside, healthy schools, public health and sport and active lifestyle staff. This provides a strong foundation to take forward a Council wide approach to increasing physical activity.

3.3.2 The examples below provide an illustration as to the cross cutting nature of this area of work;

(a) Falls Prevention Active Leeds is commissioned by the Adult and Health Directorate to deliver a Falls Prevention Programme. The Programme works with local organisations in areas with high prevalence of frailty to engage older people who have fallen or are at risk of a fall into a 20 week programme using Falls Exercise Management. Initial findings indicate, people who complete 20 weeks of the exercise programme are not admitted to hospital 12 months after completion. Physical activity coaches working for local organisations can access training to deliver the programme and be quality checked by Active Leeds. The “Is it Fall Proof” quality check has been awarded to over 100 sessions across Leeds. Local organisations deliver the exercises as an activity for older people to improve strength and balance and also reduce social isolation. This approach to engaging older people helps prevent them from requiring expensive health and care services.

(b) Women and Girls The ‘This Girl Can’ campaign launched nationally in 2015 to tackle inequalities in women’s participation in physical activity and sport. Leeds took a localised approach to build on the campaign through ‘Leeds Girls Can’ which now has a social media following of 10,000+ people. There are now 10 volunteer Leeds Girls Can Ambassadors representing a range of communities including BAME; LGBT+. A recent collaboration with Yorkshire Cricket Foundation saw 100 South Asian girls age 14+ from the bottom 1% Super Output Areas participating in the ‘Hits and Missus’ engagement programme where they played cricket and danced. The programme aimed to motivate and inspire the participants to be more active and engage in different sports.

(c) Young People Active Leeds delivers a broad range of interventions that use physical activity and sport to engage young people in wider positive outcomes for example, the ‘Inspirations Programme’ (funded by the Police and Crime Commissioner) working closely with Healthy Schools, Clusters and Sustainable Transport,

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where we engage primary school aged children who have been identified by their school as at risk of exclusion/under achievement using a physical activity away from school during curriculum time. Participants are supported with health and wellbeing messaging and this year, so far, 50 young people reported increased self-esteem, self-confidence and increased social emotional and mental wellbeing after attending the programme.

(d) Schools Supporting young people to get the best start in life is vital. The Leeds “Active Schools” programme provides school children with opportunities for physical activity and sport through attendance at events, festivals and competitions and through planned physical activity breaks throughout the school day. Schools receive support for their curricular and extra-curricular offer and high quality professional development opportunities for their staff. The programme is helping schools to develop a sustainable system for PE, sport and physical activity to enrich the lives of all children and young people. It is a fundamental component of creating a Child Friendly city.

(e) Healthy and productive workforce Working with the John Lewis partnership in Leeds across two sites including Victoria Gate and the Logic Park depot to improve health and wellbeing outcomes and encourage active travel with employees. A recent Active Leeds event engaged over 100 logistic workers in information about benefits of being active; safe cycling and walking routes to work; a new post work run group and a lunch time walking club. Our next project with John Lewis is the ‘fit for peak’ scheme which is a month long campaign in October to improve wellbeing across the business ahead of a potentially stressful time for employees. Extending this type of activity to the Anchor Institutions aiming to be healthy workplaces would engage a further 50,000 plus employees.

(f) Designing an Active Environment. The Planning and Design for Health and Wellbeing Group was set up in 2017 to bring together planning and health colleagues in response to the opportunities for housing environment to impact positively on health. The group aims to establish key principles that are underpinned in national and local planning policy and meet strategic priorities for the city, which can be signed up to by all directorates and partners:

 Active neighbourhoods  Better air quality and green space  Cohesive communities

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The group’s longer term ambition is to work with partners to implement the principles on key sites including new housing developments and gather evidence about their impacts.

(g) Active Travel (cycling and walking) The Cycling Starts Here programme board is a city-wide partnership that oversees the Leeds Cycling Starts Here Strategy which aims to:  Develop a thriving and active cycling city  Promote a cycle friendly city  Build a great city for cycling Active Leeds also chair the Leeds Cycling Partnership group which sits below the board and brings together all the key cycling deliverers in the city, including those organisations with a remit for active and sustainable travel”.

3.4 Statement from Inclusive Growth Culture and Sport Board

3.4.1 A recent Inclusive Growth Culture and Sport scrutiny board enquiry statement (April 2018) emphasised the importance of being active and recognised that Physical activity was evident in much of the existing Council plans. The inquiry was extremely supportive of making immediate and long term commitments to harnessing the value of being physically active in its widest sense. Their concluding comments centred on ensuring that physical activity had increased prominence in Council plans and was led by the statement;

 “In light of the significant health and socio-economic benefits to be gained through enabling more active lifestyles, it is vital that we continue to work proactively towards embedding physical activity into the fabric of everyday life, making it easy, cst effective and the normal choice in every community in Leeds”.

The Scrutiny Board statement went onto to say that the challenge of Physical inactivity warranted greater prominence in Council policy:

 Executive Board should support the need to make ‘supporting healthy, active lifestyles’ a dedicated Best Council Plan priority or city- wide obsession and to support new efforts to achieve a sustainable whole systems approach towards physical activity for Leeds”.

(Inclusive Growth Culture and Sport Scrutiny Board April 2018) .

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3.5 A whole systems approach is to physical activity is essential

3.5.1 Nationally Public Health England and Sport England are supporting systems based approaches to address complex social issues such as obesity and physical inactivity. In particular Sport England are driving a place based approach through their Local Delivery Pilot funding stream as well as working closely with the core cities and a small number of other Local Authorities. Leeds City Council and it’s partners are heavily engaged in the development of thinking nationally. In addition NICE guidance recommends community centred approaches to improving health and wellbeing and reducing health inequalities and whole systems locality approaches are a priority within the Prevent programme. A simple illustration of a systems approach is outlined below.

3.5.2 In the development of a whole systems approach one of the most significant actions is the ‘creation of the right environment for change’. This is termed ‘pre-systems’ thinking and has been identified by Leeds Beckett’s University, in their leading work around obesity systems, as the initial stage in systems development. Pre-systems thinking involves building partnerships with a full range of stakeholders, engaging local communities to understand the local views and assets, identifying the local authorities biggest strengths, reviewing the local authorities overarching policies to map how physical activity is reflected in them, analysing existing interventions to see if they work and plotting out how physical activity fits with other major priorities locally. This will then help in understanding the current position, developing a systems action plan and will ensure decision making is informed by focussing on things that can have the most effective impact. This is where we are currently.

3.5.3 There are a number of key challenges in delivering a systems approach to physical activity that the pre-systems phase of the project is attempting to address:

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. The scale of delivery required – enabling whole communities to be impacted by the change, whilst ensuring individuals needs are still being met through the approach; . Engagement / influencing of key partners to work around the shared agenda – aligning work; a shared vision; building relationships; . Working in a truly collaborative way with partners – sharing and aligning resources; . Gaining community buy-in - ensuring that we (Council and stakeholders) work ‘with’ local communities and not do ‘to’; . Collating a comprehensive understanding of the current position in priority areas to inform future decision making and action planning; . Measuring the impact of the project.

3.6 Next Steps 3.6.1 A summary of the key next steps on the preparation of the Ambition are outlined below:

 The production of an animation to help in having conversations about what ‘the best city to be active in’ could look like;  Design an extensive consultation process that engages stakeholders, residents and community experts to ensure that the ambition is co-produced and meaningful to the City;  Consider governance models and implement in line with the timescales of the ambition;  It is anticipated that this process could take up to 12 months in order to be conducted effectively.  Utilising funding from Sport England (£30,000) to implement localised research in key 1% localities in New Wortley, Holbeck and Beeston and Boggart Hill and bring forward learning to inform future development of the ambition.  Furthermore to develop a pilot programme to develop new ways of collaborative working in a priority locality specifically with Employment and Skills, Housing and the Active Leeds Service and to use this learning to further inform the Ambition.

3.7 The Active Leeds service refocus

3.7.1 The Active Leeds service has been working to both support the development of the new ambition but more specifically to refocus its own work. In simple terms the service undertakes the following:

 The provision and management of Leisure and wellbeing centres  The development of opportunities to take part in sport and physical activity  Strategic leadership for Physical activity (working closely with Public health)  Advocating the wider benefits of Physical activity and sport.

3.7.2 The Active Leeds service has to shifted its’ focus towards addressing the challenge of physical inactivity whilst at the same time responding to the commercial challenges of operating leisure and wellbeing centres in commercially turbulent times. Reconciling the primary social aims of the service against the need to be business-like and generate significant levels of external income from customers has

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always been challenging. The service has responded well by reducing its net operating budget by over 45% (can we check how much now after VAT) whilst at the same time continuing to improve its outcomes.

3.7.3 The creation of the new Active Leeds service was a logical next step in addressing a number of factors, these being:

 A need to improve and simplify brand awareness (not having multiple brands e.g sport and active lifestyles/Bodyline), in turn improving business processes and building a sustainable budget platform.  To reinforce the role of the service in taking the lead coordinating role in terms of Physical activity  A chance to reinvigorate the work force, positively develop staff and refocus our work in key priority neighbourhoods/client groups.

3.7.4 In addition to the work undertaken to support the development of the new city physical activity and sport ambition the service has for example:

 Renamed the service to further underline its core purpose and to reinvigorate engagement with staff and stakeholders;  Focussed development work around reducing inactivity in key localities (working with public health and the communities team); increasing levels of physical activity; reducing health inequalities; working in our most deprived communities and with under-represented groups;  Worked extensively with key services such as Public Health, Communities, Parks and Countryside, Highways and Transportation, Children’s and Families, Planning;  Strengthened our work in digital channels of communication. For example the service is now ready to fully launch the new “Active Leeds App” which provides better access to Active Leeds Services, including bookings, memberships, and community information. The app has huge future potential to reach out to residents and partners.

4. Corporate Considerations

4.1 Consultation and Engagement

4.1.1 The development of the new physical activity and sport has already included wide stakeholder consultation across the council and wider partners. Moving forward the plan will be to develop a wider engagement and consultation plan that seeks to develop a conversation with residents, stakeholders and community leaders seeking their views on physical activity and sport. The outcome of this work will help formulate the new ambition which will also include the development of a social movement campaign slogan. E.g. Move More Leeds.

4.1.2 As previously stated on this Executive Board agenda, proposing that the Council adopt the Healthy Weight Declaration (HWD) there is recognition of the important role that local authorities have to play in their control of planning, public and environmental health, leisure and recreation, and regeneration- recognising the

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critical nature of physical activity and diet in relation to health weight. The HWD is one of the vehicles that will support the whole-systems approach needed to tackle the complex issue of an inactive population. Physical activity features prominently in the proposed local priorities for the HWD particularly in terms of: influencing planning and design; increasing active travel and implementing a Leeds wide physical activity campaign.

4.2 Equality and Diversity / Cohesion and Integration

4.2.1 The aim of the whole systems approach is to reduce health inequalities through the reduction of physical inactivity within the focus localities. The effective delivery of this approach should ensure that resources from across organisations are re- aligned to focus on the areas of highest deprivation within the city.

4.2.2 The approach is to be delivered across the life course ensuring that everyone will have improved access to physical activity opportunities regardless of their age. In addition the project will specifically work with individuals and bodies within the communities that can represent the views of under-represented groups such as women and girls, older people, disabled people, Black and Minority Ethnic groups and LGBT+ groups. An equality impact assessment will be completed as part of the development of the Ambition and the production of the final version in 2019.

4.3 Council policies and Best Council Plan

4.3.1 As illustrated earlier in the report addressing physical inactivity is a key priority for the city.

4.3.2 In many ways helping the city to be more physically active can address many if not all of the best Council outcomes and priorities, but in particular the key outcomes include:

 Enjoy happy, healthy, active lives.  Enjoy greater access to green spaces and the arts.

The Ambition will support each of the Best Council Plan priorities:

 Inclusive growth – The strategy references directly supporting people to live healthy and active lifestyles and development of good social values in support of addressing labour market inequalities.

 Health and wellbeing - the strategy provides a vision for Leeds as a healthy and caring city for all ages, where people who are the poorest improve their health the fastest. Enabling people to live active loves is a key part of the plan to prevent people falling into ill health.

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As previously stated on this Executive Board agenda, proposing that the Council adopt the Healthy Weight Declaration (HWD), there is recognition of the important role that local authorities have to play in their control of planning, public and environmental health, leisure and recreation, and regeneration. Recognising the critical nature of physical activity (and not simply diet) in relation to healthy weight is essential. The HWD is one of the vehicles that will support the whole-systems approach needed to tackle the complex issue of an inactive population. Physical activity features prominently in the proposed local priorities for the HWD particularly in terms of: influencing planning and design; increasing active travel and implementing a Leeds wide physical activity campaign.

 Child-friendly city –The Children and Young People’s Plan aims to improve outcomes for all our children whilst recognising the need for outcomes to improve faster for children and young people from vulnerable and deprived backgrounds. Giving young people the best start in life in crucial and the benefits of being active early and building positive habits are essential. Current obesity rates and trends further support interventions that increase levels of physical activity.

 Safe and strong communities – Developing positive approaches to being physically active in our most deprived areas is an essential goal and outcomes will not be delivered if we don’t take an Asset Based Community Development approach. Furthermore we can use elements of the spectrum of physical activity and sport to engage with people locally and as gateway to other wider outcomes and services. The work of the local Professional clubs and their Charitable Foundations provide good examples here (Leeds Rugby Foundation/Leeds United Foundation).

 Housing – The new Ambition can help support wider initiatives to target issues such as employability and wider wellbeing of tenants.

 21st century infrastructure – The use of digital technologies to in the sector is growing rapidly (e.g. nationally FitBits/Strava or locally the Active Age project piloted in Leeds). Using digital channels of communication will be an essential part of the approach to reaching out to those that are both active and inactive. Furthermore the development of plans that reduce reliance on motor vehicle journeys and encourage more walking and cycling will be a core part of our future city infrastructure. We need to be creative in the ways that we design in physical activity into the city.

 Culture – the Leeds Culture Strategy confirms the role culture can play in promoting confidence, respect and cohesion in the city. Physical activity and sport are a component part of Leeds’ rich cultural and sporting heritage.

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4.4 Resources and value for money

4.4.1 Investing in being more physically active city will bring about long term health and wellbeing benefits that will have positive impacts on the NHS and the Council. This report is not seeking large scale additional resources but is rather seeking to influence current spending in a positive way.

4.4.2 The Active Leeds service is seeking to work with Sport England to draw down some additional funding to work in some of the priority areas within the city.

4.5 Legal Implications, Access to Information and Call In

4.5.1 There are no direct legal implications arising from the recommendations in this report.

4.6 Risk Management

4.6.1 There are no major specific risk issues identified other than to note that at a macro level, the failure to sufficiently address the problem of physical inactivity will have long term negative financial and societal consequences for the city.

5. Conclusions

5.1 This report has highlighted the valuable role that physical activity can play in delivering the Best Council Plan 2017/18. It has demonstrated that physical activity is well positioned strategically in the city and that the key challenge ahead is capitalising on this opportunity to ensure that physical activity achieves its potential in improving outcomes for those living in the most deprived neighbourhoods in the city.

5.2 A transformational and bold systems approach to physical activity in priority localities is the recommended action and the development of a new city physical activity and sport ambition will help gain city wide momentum. In order to work this model will require significant collaboration between partners and the gaining of buy- in and support from local communities.

6. Recommendations

6.1 Executive Board is asked to:

(i) Note the overriding evidence base in support of the importance of physical activity.

(ii) Support the development of a new physical activity and sport ambition and the need to adopt a systems based approach.

(iii) Note the statement made by the Inclusive Growth Culture and Sport Scrutiny Board and their desire to increase the significance of physical activity in future council plans.

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(iv) To continue to engage the Adults, Health and Active Lifestyles Scrutiny Board in the development of the new Physical Activity and Sport Ambition.

(v) Support the role that the Active Leeds service and Public Health are playing in driving forward this agenda.

(vi) To bring back to Executive Board the final city Physical Activity and Sport Ambition and to highlight the wider implications for the Council.

(vii) That the Head of Active Leeds is responsible for implementation

7. Background documents1

7.1 None.

1 The background documents listed in this section are available to download from the Council’s website, unless they contain confidential or exempt information. The list of background documents does not include published works.

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