BEST COUNCIL PLAN 2018/19 2020/21 - Tackling poverty and reducing inequalities - Leeds City Council
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BEST COUNCIL PLAN 2018/19 – 2020/21 Tackling poverty and reducing inequalities – with the city’s Inclusive Growth and Health & Wellbeing Strategies as key drivers
BEST COUNCIL PLAN people with the learning, attributes and
awareness of opportunities they will need
Looking forward, overall the prospects for
economic growth in Leeds remain robust,
to succeed in work. In addition, there is supported by the city’s skilled workforce,
2018/19 – 2020/21 evidence that some mental health problems
are becoming more prevalent, particularly
the growth and innovation of its firms and
universities, and the progress being made
Tackling poverty and reducing inequalities amongst older people. Depression in with infrastructure. However, we will only
particular is also more common in people fulfil this potential for growth if we sustain the
with a physical illness, including those living progress we are making, and by taking action
with long-term conditions. on areas where we could perform better. This
This population increase reflects the success
Even so, targeted interventions have meant includes tackling poverty, improving health
of the Leeds economy, both within the city
and wellbeing, supporting greater resilience
Our vision is for Leeds to be and in neighbouring localities. Leeds has that some inequalities are reducing more
quickly in our most deprived areas. across the city, boosting housing growth
the best city in the UK: one that seen the fastest private sector jobs growth
and regeneration, continuing to define and
is compassionate and caring of any UK city in recent years and has
express our culture, increasing productivity,
with a strong economy, which the largest concentration of financial and
attracting and retaining a skilled workforce,
professional services and digital jobs in any Local mapping highlights
tackles poverty and reduces and enhancing transport and infrastructure.
city in the UK outside London. We also have these issues and emphasises
inequalities. We want Leeds one of the highest rates of business start-
We must also be prepared for any downturn
the different rates of progress in the national economy where the outlook is
to be a city that is fair and ups and scale-ups in the country. Leeds between different communities uncertain, particularly in
sustainable, ambitious, creative is a major hub for health innovation, data
across the city the context of Brexit.
and fun for all with a council that analytics, innovative manufacturing and
its residents can be proud of: the knowledge-intensive jobs: for example, the
Wetherby
Walton
best council in the country. University of Leeds spins out more listed Linton
Thorpe Arch
companies than any other UK university, and Otley Collingham Boston Spa
the city experiences a “brain gain” with more Pool Harewood
Arthington Weardley
undergraduates and graduates moving into
About Leeds the city than leaving. Leeds is now a top five
Bramhope Bardsey
Bramham
Leeds is a growing city with UK tourism destination, attracting over 26 Guiseley
Scarcroft
a population estimated at million visitors a year, and Yeadon
Alwoodley Thorner
Cookridge
was ranked fifth by the Rawdon
Holt Park
Moor Allerton Shadwell
Decile 1 MOST Adel
Lonely Planet in its
Tinshill
deprived 10% Moortown
in England
list of the best places Horsforth
Roundhay
Barwick in Elmet
to visit in Europe in
Aberford
Chapel Allerton
Decile 2 Calverley
Whinmoor
Scholes
2017, with the city’s
Headingley Oakwood
top 10 destination
Kirkstall Seacroft
Rodley
Decile 3 Potternewton
urban regeneration
Bramley Woodhouse Chapeltown
781,700
Gipton
Leeds, UK Burley
Harehills
efforts and flourishing Decile 4 CITY CENTRE
Lincoln Green
Burmantofts Halton Whitkirk
Armley
Pudsey
cultural scene highlighted.
Osmondthorpe Micklefield
(ONS 2016), Decile 5 Tyersal
Farnley
Wortley Colton Garforth
Holbeck
an increase of around 50,000 in the last decade.
However not everyone is benefiting fully Decile 6
New Farnley
Beeston
Hunslet
from this economic success. There remain Swillington
However, it is the shift in the make-up
Kippax
Decile 7
Cottingley
Stourton
significant issues of poverty and deprivation Belle Isle
of our population at local levels,
Gildersome Woodlesford
Churwell
Decile 8
in the city. Low pay is an increasing problem, Drighlington Rothwell
that is most striking. Middleton Allerton Bywater
with people caught in a trap of low pay and
Oulton
Decile 9 Morley
Carlton
There have been rapid demographic changes low skills, with limited opportunities for career Methley
Decile 10 LEAST
during this time, particularly in some of our progression. Our education and skills system deprived 10% East Ardsley
most deprived communities which are the in England
does not work for everyone, and we need to Levels of health and wellbeing are inextricably
FASTEST GROWING continue to make progress in improving our
schools so that they are equipping young
LINKED WITH DEPRIVATION
and with the youngest age profile. within the city, leading to targeted interventions.
2 3Best City We are justifiably proud of these accolades CONTENTS
The following pages briefly explain but we are not complacent: we recognise
The Best Council Plan 2018/19 – 2020/21 the complex challenges facing the city, as
maintains our long-term ‘Best City’ why and how the city will focus on
outlined above, and that the council has a
strategic focus on tackling poverty and these priorities and set out the key
major place-shaping and leadership role
inequalities through a combination of performance indicators we use
in helping address them through strong FOREWORD 2
strengthening the economy and doing this to track progress. We have also partnership working and engagement
in a way that is compassionate and caring, signposted the most significant THE BEST COUNCIL PLAN
with organisations across all sectors and
allowing us to support our most vulnerable ‘Best City’ strategies and action ON A PAGE 6
our diverse communities. This role is
children and adults. plans to read for more detail on both strengthened by our track record of delivering BEST CITY PRIORITIES:
Building on the range of council and the issues and the collaborative highly visible day-to-day services for the
and innovative work that we and city and our continuing efforts to be a more
INCLUSIVE GROWTH 8
partnership strategies in place and in
development, this Best Council Plan update our partners are doing in response efficient and enterprising organisation with HEALTH & WELLBEING 10
sets out seven interconnected priority areas – and in which the whole city is our values at the core of what we do and how
of work that flow from our two main cross- we work. Our programme of organisational CHILD-FRIENDLY CITY 12
invited to play its part.
cutting strategies: Inclusive Growth and cultural change alongside delivery of our SAFE, STRONG COMMUNITIES 14
Health and Wellbeing. medium-term financial strategy remain
central to this ‘Best Council’ ambition. HOUSING 16
• Inclusive growth Best Council
21ST-CENTURY
• Health and wellbeing In 2016 Leeds won the Municipal Journal’s INFRASTRUCTURE 18
• Child-friendly city prestigious ‘Local Authority of the Year’
award. The judges commended our CULTURE 20
• Safe, strong communities The vision, ambitions and
“consistent and dynamic leadership” and BEST COUNCIL 22
priorities set out here would
• Housing “clear improvement vision” and noted that
not be achievable without close
• 21st-century infrastructure winning this category highlights a local
partnership working and our skilled
authority’s success not just in one project or
• Culture department but right across the organisation.
and dedicated councillors and staff:
the elected members who serve the
Although they are presented as seven In the same year, we won the Local city, our partners and everyone who
priorities, everyone reading this plan – or Government Chronicle’s Children’s Services
works for the council plays a vital
carrying it out – should see at once how award with judges praising our “genuinely
role in delivering the Best Council
interlinked and mutually supportive these ambitious programme reaching out to all
Plan. We thank you all.
priorities are. Taken together, a focus on children and young people across the city
these priorities will deliver better outcomes through concerted interagency drive and an
for everyone in Leeds. obvious clarity of leadership”.
Cllr Judith Blake Tom Riordan
Leader of Chief Executive of
Leeds City Leeds City
Council Council
4 5BEST COUNCIL PLAN T EAM
FOR LEEDS
A WO
2018/19 – 2020/21 K IN
G
AS RK
IN
G
R W
Tackling poverty W
O Health & Wellbeing IT
H
• Reducing health inequalities A
and reducing and improving the health of the
poorest the fastest 21st-Century
L
L
inequalities • Supporting healthy, physically
Infrastructure OUTCOMES
C
Y
active lifestyles
O
L
We want everyone in Leeds to…
M
E
• Supporting self-care, with more • Improving transport connections,
IS
M
people managing their own health safety, reliability and affordability
U
W
conditions in the community
• Be safe and feel safe
N
• Strengthening ‘Smart City’ infrastructure
Inclusive • Enabling people with care
IT
Y
and increasing digital inclusion
and support needs to have
E
• Improving the city’s infrastructure and natural
IE
Growth • Enjoy happy, healthy,
N
choice and control
environment, including flood protection
O
S
• Reducing consumption, increasing recycling active lives
M
• Supporting growth and
investment, helping and promoting low carbon energy
G
everyone benefit from the • Improving air quality, reducing • Live in good quality,
IN
economy to their full potential noise and emissions
affordable homes in clean
• Supporting businesses and
ND
residents to improve skills, and well cared for places
helping people into work and
SPE
into better jobs • Do well at all levels of
• Targeting work to tackle poverty BEST CITY Housing learning and have the skills
in priority neighbourhoods
• Tackling low pay PRIORITIES • Housing of the right quality, they need for life
n d how we wo r k
type, tenure and affordability
What we and in the right places • Enjoy greater access to
our partners are • Minimising homelessness through
a greater focus on prevention green spaces, leisure
A I R LY
focusing on in 2018/19 • Providing the right housing and the arts
to improve outcomes options to support older and
Safe, Strong vulnerable residents to remain
active and independent
• Earn enough to support
Communities with the city’s Inclusive
themselves and their families
LE F
• Tackling fuel poverty
e do a
Growth and Health &
• Keeping people safe from harm, Wellbeing Strategies
protecting the most vulnerable as key drivers • Move around a well-planned
city easily
P
all w
• Helping people out of financial hardship
O
• Tackling crime and anti-social behaviour
PE
• Live with dignity and stay
sing
• Being responsive to local needs,
building thriving, resilient communities
independent for as long
G
pa s
• Promoting community respect
Child-Friendly City as possible
IN
and resilience
com
AT
• Supporting families to give
En
children the best start in life
E
Culture
R
Leeds • Improving educational attainment
T
and closing achievement gaps for
Best City Ambition • Growing the cultural and children and young people vulnerable
to poor learning outcomes
creative sector
A Strong Economy • Ensuring that culture • Improving social, emotional and
S
can be created and mental health and wellbeing
D
and a Compassionate City
E
LU
• Helping young people into
E
T experienced by anyone
S • Enhancing the image adulthood, to develop life
VA
U
R of Leeds through major skills and be ready
Leeds T events and attractions for work
R
D
Best Council Ambition U
N
A
An Efficient and Enterprising
T
NE
S O
HO
EN,
Organisation BEING O PINCLUSIVE
has three main elements:
continuing to improve
Education and skills
GROWTH are essential parts
educational attainment
• Supporting growth and
19,300 of our economic
across the city whilst closing
the achievement gap for
investment, helping everyone
benefit from the economy to
people aged 16+
prosperity. disadvantaged learners KPIs
their full potential UNEMPLOYED – one focus of our Leeds
How we will measure progress
• Supporting businesses and 2nd highest number across Children and Young People’s and achievements
residents to improve skills, the country’s 14 major cities Education and skills are of Plan; encouraging greater
helping people into work and • Jobs change in the Leeds
into better jobs
(Source: ONS Experimental Statistics,
economic value to individuals collaboration between
October 2016 to September 2017) economy (with additional
• Targeting work to tackle poverty as workers, to the businesses schools and businesses; and quarterly proxy measures
in priority neighbourhoods The people of Leeds will be that employ them and to the supporting businesses and on employment rate and
• Tackling low pay at the heart of everything we economic activity and
wider economy through greater individuals in improving skills inactivity)
do, from equipping our young productivity and competitiveness. to boost competitiveness and • Productivity forecast – GVA
people with the right skills and There are also considerable aid career progression. per head
careers advice, to enabling social benefits to individuals • Number of new business
in-work progression, retraining and communities which foster start-ups and scale-ups
To ensure a strong economy and lifelong learning in our ever- • Business rates growth
more equitable communities,
in the longer term, Leeds changing labour market. As the • Visitor economic impact for
in turn supporting economic Leeds
needs to continue to support UK navigates its way through growth. • Percentage of working-age
and attract good-quality jobs Brexit, we will continue to offer
and investment. Our diverse 1million sqft support to our firms and our
Leeds residents with at least a
Level 4 qualification
economy has helped us to of city centre office space taken up communities, but also further 28,000+ • Number of people supported
to improve their skills
recover from the economic in 2017, more than double 2016 strengthen the city’s international Leeds residents in full-time
work earned less than the 2017 • Leeds as a destination for
downturn better than many However our ambition is for a profile and its attractiveness as higher education leavers
of our neighbours, and we compassionate city as well as a a location for investment. REAL LIVING WAGE • Percentages of Leeds
continue to be a good place Educational attainment at early years, (Estimate based on Annual Survey of Hours and residents and Leeds workers
strong economy. Therefore we
to invest and do business, Key Stage 2 and Key Stage 4 Earnings – ASHE – 2017 data set) earning below the Real Living
are pursuing inclusive growth, Leeds is, and always Wage
with a strong performance in to enable all people and places BELOW As part of our Inclusive Growth • Claimant rate for Employment
new business creation and to realise their full potential in
will be, open for national average (2016/17 academic year)
Strategy, we have secured firm and Support Allowance
expansion. contributing to and benefiting business and talent. commitments from businesses • Number of adults of working
age affected by in-work poverty
from economic growth. and other stakeholders to offer
Education and skills • In development: an indicator
support for our city. on inward investment
are key factors in
Some major institutions have
routes out of poverty
already set out what they will
and worklessness. do more of or do differently,
and these commitments are
75.2% 25 million The economic and social key elements of our approach.
30,000 EMPLOYMENT RATE day visitors to Leeds in 2016, worth
impact can be maximised by
investing in the right skills:
The Strategy identifies twelve
big ideas to shape our city
higher than GB rate £1.12 billion to the local economy
MORE JOBS these are the skills which by boosting our long term
in Leeds and an extra 6,000 and other Core Cities
(Source: Annual Population Survey, achieve business success productivity, competitiveness
businesses now than in 2009 year to September 2017)
Leeds economy forecast to
and create opportunities and social inclusion. There
for individuals. A continuing is a lot of good work already OUTPERFORM
challenge is clearly identifying taking place in Leeds but there the national economy over the next 20
More detail on the issues, planned years, increasing its output by an extra
future skills requirements remains an opportunity for this
activity and work in progress: of the economy, but also to have renewed focus, a clearer £9bn annually – growth of almost
• Leeds Inclusive Growth Strategy MAJOR REGENERATION ensuring more equitable
access to education and skills
strategic context and stronger
commitment from businesses
50%
• Leeds Talent and Skills Plan and infrastructure projects include HS2, - and creating an extra 68,000 jobs.
• Leeds City Region Strategic Economic Plan South Bank and the Enterprise Zone for individuals. Our focus and others in the city. (Source: Regional GVA, ONS (2016); Volterra forecast)
8 9HEALTH AND
Leeds is a pioneer in the use
of information and technology.
WELLBEING Leeds will be
a healthy and
We have a thriving third sector
and inspiring community
assets. We have established
• Reducing health inequalities caring city for Proportion of people over 65
and improving the health of the
poorest the fastest all ages, where SUPPORTED TO
strong relationships with health KPIs
and care partners to continue
• Supporting healthy, physically
active lifestyles people who LIVE AT HOME to pursue improvement and
How we will measure progress
increased from 52.6% (2015/16) to and achievements
• Supporting self-care, with more are the poorest integration aimed at making care
people managing their own health
conditions in the community improve their 53.9% services more person-centred, •
•
Infant mortality rates
Children who are a healthy
• Enabling people with care (2016/17) joined-up and preventative,
and support needs to have
health the fastest. weight at age 11
The council supported whilst also responding to the • Percentage of physically
choice and control
financial challenges across the
5,935
active adults
whole system. • Percentage of adults who
There are significant health smoke
and wellbeing inequalities CARERS (2016/17) • Avoidable years of life lost
across Leeds, with a gap in 96% of carers receiving services
• Suicide rates
receive self-directed support.
So many factors contribute LIFE EXPECTANCY The Leeds Health and • Percentage of pupils
achieving a good level of
to our health and wellbeing,
between the most and least deprived Care Plan is key in development at the end of the
areas of the city of
meaning our challenge is to taking this forward: Early Years Foundation Stage
reflect the breadth of the agenda LOWEST 10+ years 2x • Reduced rate of early death
for people with a serious
whilst being specific about the SMOKING LEVELS as many mental health illness
areas we need to focus on to among adults recorded women from with its focus on protecting • Percentage of CQC-registered
make the biggest difference.
(Source: Annual Population
Survey 2016) People living in deprived areas typically have deprived areas the vulnerable and reducing care services in Leeds rated
of Leeds are inequalities; improving quality as ‘good’ or ‘outstanding’
In Leeds we believe that our MORE YEARS OF admitted to and consistency; and building • Number of permanent
greatest strength and our most
LONG-TERM ILL HEALTH hospital for
a sustainable system
admissions to residential and
nursing care homes (a) for
important asset is our people. and higher levels of poor mental alcohol-
people aged 18-64 including
CANCER health and wellbeing. specific
against the backdrop of
12 week disregards; (b) for
MORTALITY reasons reducing resources. people aged 65+ including
Health and rates for people under 75 years (than women
in non-deprived)
12 week disregards
• Proportion of people who use
wellbeing start REDUCING social care services who have
with people: (2014-2016) control over their daily life
Our ambition is for Leeds to
be the best city for health and
2-3x • In development: an indicator on
social isolation and loneliness
more likely
our connections with family,
friends and colleagues;
wellbeing, underpinned by a to die from an
alcohol-related
1 in 5
strong commitment to partnership children say they often feel
the behaviour, care and disease if you live
working across health and STRESSED OR ANXIOUS
compassion we show one in a deprived area
care services to get behind (Source: Leeds My Health, My School Survey 2016/17)
(than those in least deprived)
another; the environment we the shared vision set out in the
create to live in together. Health and Wellbeing Strategy: TEENAGE
Most deprived
PREGNANCY 40%
We believe we are In addition, the network of rates continue to fall in Leeds but OF AVOIDABLE
still above England average (2015)
More detail on the issues, planned well placed to respond. national health leadership DEATHS
activity and work in progress: We are working with communities and research organisations in due to unhealthy lifestyles
the city, along with our city’s
139
• Leeds Health and Wellbeing Strategy and partners, delivering asset-
based community development relatively strong economy
• Leeds Children and Young People’s Plan
and exceptional universities, INFANT MORTALITY people died from drug
• Leeds Better Lives Strategy approaches, to improve local
• Leeds Health and Care Plan support for people with care create a unique health and RATE RISING misuse in Leeds.
care infrastructure. having fallen to its lowest ever level 75% of the deaths were in men
• West Yorkshire and Harrogate Sustainability and and support needs. (2014-16) (2014-16)
Transformation Plan
10 11CHILD-FRIENDLY
Key Stage 2:
CITY
The Leeds 56%
Children and of pupils achieved
• Supporting families to give children the best Young People’s EXPECTED STANDARD
start in life
• Improving educational attainment and closing Research tells us that
Plan explains our in reading, writing and maths, up
8% points from the year before but
KPIs
achievement gaps for children and young child-friendly How we will measure progress
people vulnerable to poor learning outcomes EDUCATION 5 points below national.
and achievements
• Improving social, emotional and mental IS THE KEY approach. (2016/17 academic year)
health and wellbeing to building resilient • Number of children looked after
Key Stage 4 (GCSE):
• Helping young people into adulthood, to adults and improving • Number of children and young
develop life skills and be ready for work people subject to a child
adult outcomes. The Plan sets out eleven
priority areas of work: 39.3% •
protection plan
Attendance at primary and
of pupils achieved a
1. Help children and secondary schools
However, the educational
parents to live in safe and
STRONG PASS • Percentage of pupils reaching
progress and achievement of (grade 9 to 5) in English and Maths, the expected standard in
children and young people supportive families 3.6% points below national. But reading, writing and maths at
Our child-friendly city aspiration
is visible throughout this Best 31% who could be classed as 2. Ensure that the most Progress 8 score 0.07 compared
to national score of -0.03, ranking
the end of Key Stage 2 (end
of year 6)
Council Plan in the work we are of key stage 2 DISADVANTAGED vulnerable are protected
Leeds 37 of 151 local authorities. • Progress 8 score for Leeds at
the end of Key Stage 4 (end
doing to improve the homes
children live OR VULNERABLE (2016/17 academic year)
of year 11)
and places in which children
live and play and better their
in the
10% MOST LEARNERS
is below national 6. Improve at a faster rate
• Percentage and number of
young people who are not
DEPRIVED AREAS levels. educational outcomes for in employment, education or
overall health and wellbeing. nationally (2015) up training or whose status is
vulnerable children and ‘not known’
from 25% in 2011.
young people
We aim to improve (Indices of Multiple Deprivation)
7. Improve social, emotional,
outcomes for all
our children: Realising this aspiration
1,255 and mental health and
wellbeing
will require progress across
CHILDREN LOOKED
AFTER (March 2017) 8. Encourage physical activity
while recognising the need for all the Best Council Plan and healthy eating
down from 1,450 (March 2011)
outcomes to improve faster for priorities, with renewed action a 13.4% reduction compared to
children from disadvantaged to integrate initiatives across a rise of 11% nationally.
and vulnerable backgrounds. policy areas, for example:
through the Health and 3. Support families to give
children the best start in life
25,710 under 16s Wellbeing Strategy we will
promote healthy, physically 4. Increase the number of 33.7% 6%
across the city estimated to be active lifestyles for our of children aged
children and young people of 16 and 17 year olds
LIVING IN POVERTY... young people; our pursuit participating and engaging 10-11 classified as
(870 young people)
...that is 17.3% of safe, strong communities
will endeavour to keep
in learning OVERWEIGHT
OR OBESE
NOT IN EDUCATION,
compared to an average of young people safe from harm,
5. Improve achievement and EMPLOYMENT OR
compared to 34.2% nationally
TRAINING (NEET)
16.3% protecting the most vulnerable;
our approach to transport will
attainment for all
Early Years Foundation Stage:
(2016/17)
or whose activity is not known
in England (2.9% NEET, 3.1% not known),
aim to address the specific 9. Support young people
65%
(November 2017)
to make good choices in line with national.
requirements of young people; (DfE 2016 local authority NEET figures)
and, improving the skills and of pupils achieved a and minimise risk-taking
behaviours 11. Improve access to
More detail on the issues, planned education of our young people GOOD LEVEL
as they enter the world of work 10. Help young people into affordable, safe, and
activity and work in progress: of development, up from 51% in
is central to our approach to 2013 but below national average adulthood, to develop life reliable connected transport
• Leeds Children and Young People’s Plan inclusive growth. of 71% (2016/17 academic year) skills, and be ready for work for young people
12 13SAFE, STRONG Each year, Community Committees are allocated
wellbeing and youth activity funding.
COMMUNITIES Value of wellbeing projects Value of youth activities
• Keeping people safe from harm, approved and funded approved and funded
protecting the most vulnerable KPIs
• Helping people out of financial hardship £0.5m
•
•
Tackling crime and anti-social behaviour
Being responsive to local needs,
66% attracting match
funding of £386k.
How we will measure progress
and achievements
felt confident their
•
building thriving, resilient communities
Promoting community respect Community Safer £1.7m This generated over • Percentage of people with
and resilience Partnership (Safer Leeds)
‘KEPT PEOPLE
attracting match
funding of
11,000 a concluded safeguarding
enquiry for whom their desired
outcomes were fully or
£900k VOLUNTEER partially met
SAFE’ HOURS
(Source: Office of Police & Crime This supported • Increased self-reporting of
Commissioner ‘Your Views’ survey, providing local activities domestic violence and abuse
12 months to December 2017)
for 8-17 year olds. incidents
Leeds is a growing and richly building thriving, more resilient
469 • Number of people killed or
seriously injured in road traffic
PROJECTS
diverse city, with people of
different ages and from many
communities across the city
that make the best use of
We are bringing social
generating 44,000 accidents [total number and
the number of children]
different backgrounds, cultures their strengths and assets to
people together to housing VOLUNTEER HOURS • Council tenant satisfaction
with the neighbourhood as a
and beliefs living and working overcome challenges. make a difference and estates in (Source:
Leeds Community
place to live
alongside each other. As a help them to do more the outer areas, Most deprived Committees Annual Report 2016/17) • Percentage of Leeds
residents who say they feel
City of Sanctuary, we celebrate for themselves and and importantly those safe in their local area
this diversity and want Leeds neighbourhoods who fall into the • Proportion of households
others so that their 1% most deprived nationally. reporting anti-social behaviour
to be a welcoming city for all,
where people get on with each
88%
communities can thrive,
making sure that:
We will work seamlessly with 19,967 •
/ nuisance concerns
Number of reported hate
other and feel they are part of
of people surveyed
partners from all sectors to ANTI-SOCIAL incidents
their local neighbourhood. To meet the needs and demands
achieve this, we need strong said they felt BEHAVIOUR
• Residents, communities, of communities, regardless of (ASB) incidents reported to police
local leadership, to increase SAFE responsibility for resources.
in their local area businesses and organisations (12 months to December 2017),
community conversations to up 12% from the previous year.
(Source: Office of Police & are equal partners; We will also look to take a
resolve problems and conflict Crime Commissioner ‘Your Views’
• Local people are engaged to We will continue to Most frequent ASB incidents
locally, raise aspirations,
survey, 12 months to December 2017)
wide approach to inclusive
reported concern youth and
create better links to social and Central to our ambition is a achieve things that we cannot work to make all our growth, working to make the
neighbour nuisance
new place-based, integrated achieve alone and we add connections between tackling
economic opportunities, and communities safe
improve the city’s resilience to approach to service delivery,
combined with a renewed
value to their activities;
• The city’s strategic priorities are
for everyone: !@***!! 1,692 low pay and promoting skills
and career progression, with
extremist narratives. Increasing
focus on tackling poverty and aligned to local communities to RACIAL HATE the challenges of welfare
community engagement incidents reported to
and participation will reduce reducing inequality in some of deliver joint action; tackling and working to prevent reform and financial hardship.
police, over 70% of all
dependency on public services, our poorest neighbourhoods. • Tools and support are risks, threats and harms, whether hate incidents reported
it is anti-social behaviour, hate People accessed
provided so local people (12 months to December 2017)
can take action and we crime, domestic violence or theft FOODBANKS
More detail on the issues, planned
share information, skills
and resources.
and burglary. This includes a continued
commitment to meeting 26,861
activity and work in progress: This approach expands
19,951 the statutory Prevent Duty:
ensuring the city’s safeguarding
times in Leeds
(12 months to April 2017),
on the work of Community DOMESTIC up 6% on the year before.
arrangements are fit for purpose
30,000
• Safer Leeds Plan
• Leeds Children and Young People’s Plan Committees by outlining a INCIDENTS in order to protect and support
reported to police (12 mths to Sept 2017)
• Leeds Better Lives Strategy more joined-up service offer in those most vulnerable from food parcels (estimated)
45% of these included a repeat handed out, up 3%
• Citizens@Leeds – Supporting communities and a number of priority wards in victims (8,719 incidents); 31% had being drawn into extremism and
tackling poverty (Source: Leeds Food Aid Network ‘FAN’
the inner areas and priority children present (5,991 incidents) terrorist-related activities. report for January to December 2017)
• Leeds City Council Equality Improvement Priorities
14 15HOUSING
• Housing of the right quality, We continue to work to deliver New council homes, including
type, tenure and affordability
in the right places six priorities: specialist Extra Care housing
• Minimising homelessness through
a greater focus on prevention
• affordable housing growth;
schemes, are built to the Leeds We continue KPIs
Standard: better urban design, to address
• Providing the right housing • improving housing quality; How we will measure progress
meeting space standards and
options to support older and
• promoting independent living; homelessness and achievements
vulnerable residents to remain using sustainable construction.
active and independent
• creating sustainable through prevention • Growth in new homes in
• Tackling fuel poverty Leeds
communities; initiatives, ensuring • Number of affordable homes
• improving health through that no person needs delivered
housing to sleep rough in • Number of new units of extra
care housing
• meeting the needs of older Leeds. • Improved energy and thermal
residents. efficiency performance of
houses
In practice, we are co-
One of the biggest challenges • Number of households in fuel
Leeds faces is to provide
enough quality and accessible
The Leeds Housing
ordinating activity to meet
housing needs, improve 55,364 •
poverty
Number of homeless
homes to meet the city’s Strategy sets out existing housing and COUNCIL preventions and number of
rough sleepers in Leeds
growing population, whilst our ambitions for regenerate neighbourhoods, HOMES • Percentage of housing
and to secure housing growth of across the city adaptations completed within
protecting the quality of the effectively meeting
environment and respecting housing need
the right scale, type (including
45 target timescale
community identity. The need
to make Leeds
a good mix of housing size and
tenure) and quality.
4,239 households in
• Percentage of council housing
repairs completed within
for affordable housing and of these are sheltered or TEMPORARY target
affordable warmth are key the best place Working with developers and
EXTRA CARE ACCOMMODATION
issues in meeting this to live. housing associations we identify
challenge. opportunities to build new homes
PROPERTIES (end October 2017),
down from 439 in 2011.
(Feb 2018)
– including affordable
Vulnerable young people,
homes –
adults and families are helped
This is above the
and convert
empty homes
76% further through our Housing
of general Related Support Programme,
11% back into use.
needs tenants providing support and
English average SATISFIED emergency accommodation.
13.5% and up from 11.9%
(38,613 households) in
11,355 with the overall
service from the council
We carry out adaptations
(43,871) of Leeds newly built and to housing to help disabled
Leeds the year before.
210,192
(2016/17 survey)
households live in converted homes delivered people live independently
(Source: Dept for Energy (April 2012 to March 2017) and prevent admission to
FUEL POVERTY and Climate Change, 2015 Through a mixture of self- repairs carried out on council
meaning their energy
figures released June 2016) hospital or residential care. Our
regulation and enforcement we housing across the city,
costs are high relative Accessible Housing Register
encourage landlords to sign up
to their incomes. makes it easier for disabled
to the Leeds Rental Standard:
applicants and housing officers
an accreditation scheme
to match properties
aimed at driving improvements
to people’s needs.
The average house price is in quality across the private
More detail on the issues, planned 5.76 X HIGHER rented sector. These initiatives
also provide employment 1,696
activity and work in progress:
• Leeds Housing Strategy
than the average single
income, similar to the rest
opportunities in construction
and increase the energy-
individual adaptations 97.5%
of Yorkshire & the Humber installed in council homes completed within target
• Leeds Core Strategy (Source: ONS 2016) efficiency of homes. to meet tenants’ needs timescales (2016/17)
• Leeds Site Allocations Plan
16 17Harrogate
Leeds
21ST-CENTURY Visualisation of
Bradford
Airport
To
York & the
North East
INFRASTRUCTURE
Leeds Ingegrated Skipton To
Station Connectivity York
Bradford
• Improving transport connections,
safety, reliability and affordability
KEY To Humberside
KPIs
• Strengthening ‘Smart City’ infrastructure
Existing lines Leeds
and increasing digital inclusion HS2 lines Halifax How we will measure progress
• Improving the city’s infrastructure and natural Roads and achievements
environment, including flood protection M62
• Satisfaction with a range
• Reducing consumption, increasing recycling and of transport services
Dewsbury Wakefield
promoting low carbon energy A1 • Number of passengers
• Improving air quality, reducing To Manchester
To Manchester boarding buses in the
noise and emissions
Leeds district
Huddersfield • Increase in city centre travel
To Manchester M1 To
by sustainable travel (bus,
train, cycling, walking)
South
Like other growing cities, Leeds To address these challenges A step change in the level of Yorkshire To the • Percentage of waste recycled
South • Carbon emissions across
faces a number of significant and support our Best City public transport use is needed;
the city
challenges, including improving ambition, we require 21st-century employment and housing INITIATIVES • Level of CO2 emissions
air quality, linking people to infrastructure. This means growth areas in the city need INCLUDE: from council buildings
services and employment, further integration in planning, to be advanced and problems and operations
and increasing the numbers funding and delivering improved such as poor air quality need to
Investing in We want Leeds to be • Number of residential and
a new Leeds a healthy city in which commercial properties moved
of people choosing public infrastructure for Leeds that be tackled. Local and regional High Frequency to a lower level of flood risk
transport. will help us support growth and solutions need to be aligned to live, work and visit.
Congestion Bus Network, • Percentage of adults in
improve connectivity, bringing with national projects such as Working with partners to Leeds who have all 5
is an issue aiming for
reduce carbon emissions basic digital skills
on busy
junctions
new markets within reach for
business, new jobs within reach
HS2 and Northern Powerhouse
Rail to spread the benefits. 90%+ of core bus services will bring about health and • Percentage of adults in
Leeds who have not been
causing journey time wellbeing benefits. Subject
delays and contributing to
for people, and a wider workforce
The renewed commitment RUNNING EVERY online in the last 3 months
to consultation, proposals
within reach for employers.
to HS2, the Northern 10 MINUTES 7am– 8pm.
AIR QUALITY ISSUES to address this include the
Powerhouse agenda, the potential introduction of a Clean
potential of further devolution 52 BUS DUE Air Zone that would charge
Our approach needs deals and the West Yorkshire REDUCED
buses, HGVs, taxis and private with business, universities and
to go beyond a narrow Transport Strategy create a BUS DELAYS hire vehicles that fail to meet
through signal
local partners in establishing
Traffic pursuit of growth; technology and the latest emissions standards Leeds as a leader in the
on major rather we need to for entering a defined area application of big data, building
bus priority
roads in Leeds unique opportunity measures,reduced within the city centre. on the assets such as the Open
has increased by around do this in a way that
to invest in new waiting times Data Institute, Data Mill North
18% ensures Leeds is
liveable and healthy,
transport initiatives and improving
stop facilities.
and Leeds Institute for Data
between 2000 and 2016 Leeds’ digital Analytics (LIDA).
(Source: Department for Transport) as well as prosperous.
to support growth in the city;
infrastructure is vital
New buses that meet
using government funding to our future success.
EURO 6 AIR QUALITY
originally earmarked for the
More detail on the issues, planned STANDARDS
New Generation Transport and offer a better
activity and work in progress: (NGT) trolleybus system. passenger experience This connectivity underpins
• Leeds Transport Strategy by 2020. growth, not only in our
With local and private flourishing digital sector but
• Leeds Inclusive Growth Strategy
• Leeds Local Flood Risk Management Strategy
sector contributions
the total investment
across all parts of our economy. 11,000
x2
• West Yorkshire Low Emissions Strategy
package is worth Our Smart Cities work is a key people employed in the digital
• West Yorkshire Local Transport Plan priority, working sector (Source: ONS 2015)
almost double.
• Transport for the North Strategic Transport Plan
18 19CULTURE Leeds College of Music
and Northern School of
Contemporary Dance
• Growing the cultural and
creative sector
• Ensuring that culture can be
created and experienced by
anyone
Leeds City College
KPIs
KPIs
• Enhancing the image of Leeds How we will measure progress
Leeds through major events We
and want everyone in Leeds to…
achievements
College of
and attractions
Leeds West Indian Carnival Art • Number of visitors at a range
celebrated its of venues and events
50th Leeds has
The Leeds International
• Number of employees in the
creative industries in Leeds
ANNIVERSARY Film Festival is the • The Leeds Culture
in 2017 3 LARGEST FILM
Strategy delivery plan is in
development at the time
SPECIALIST FESTIVAL of writing; this may lead to
additional KPIs being added
In 2016 the creative Our objectives are: COLLEGES in England outside London
to the Best Council Plan in-
industries in CREATING (Source – BBC ‘Lights, camera, action’)
year in relation to this priority.
We believe culture • For the city to value and
Leeds provided FUTURE ARTISTS
prioritise cultural activity,
has a vital role to play
in realising our Best
22,500 JOBS using it as a means of
who will help deliver the
city’s cultural ambitions – • For the culture sector to grow
improving the quality of life it is the only city and increase its contribution
City ambition. Leeds has been selected of every person and every outside London
to Leeds’ economy, by
to be part of the prestigious community in Leeds; to offer three
fine art degrees
placing culture at the heart of
‘Pilot Cities’ European project,
1st EVER
• For culture to build the city’s narrative; and
Our approach set out in the a peer-learning programme respect, cohesion and • For established cultural
Leeds Culture Strategy is to which will help us benchmark film was shot in Leeds
coexistence between organisations to be resilient,
promote a positive attitude key elements of our Culture by Louis Le Prince in 1888
and within • For Leeds to be nationally
towards culture, focussing on and to create an environment
Strategy with other cities, communities and and internationally
the contribution it can make to where new cultural
learning from each other. individuals; recognised as a liveable city, • For Leeds to be at the
the city’s confidence, profile organisations
and a thriving, internationally forefront of cultural innovation,
and economy and to wider • For people, whatever can flourish.
connected cultural hub open making the most of new and
community cohesion. Our approach their background, to
to collaboration; emerging technologies;
be supported to be Roundhay Park
is rooted in our creative through school, is the largest park in
communities and informal learning,
Leeds and is one of the
LEEDS 2017 TRIATHLON HIGHLIGHTS:
takes a wide definition training, volunteering and
170 of culture. employment, ensuring that
LARGEST
£?languages
different
culture can be created and
experienced by anyone;
Estimated additional
spend in the city CITY PARKS
globalspoken in economy
value to the city (excluding in Europe
We aim to embed it across
such diverse areas as urban
residents) of
£1.2m+
regeneration, education and According to the BBC, the viewing
health and wellbeing. figures for the event peaked at
3,000 PEOPLE
2 million+ took part in the amateur
events from juniors and
. Estimated
70,000+
The Times voted Leeds as the Live TV coverage by the BBC for novices, to leading
More detail on the issues, planned
activity and work in progress:
NUMBER ONE
CULTURAL PLACE
6 hours amateur athletes
(Source: WTS website).
ROADSIDE
on the Sunday, including edited
• Leeds Culture Strategy to live in Britain highlights of the Saturday events SPECTATORS
(The Times March 2017) held at Roundhay Park
20 21BEST
COUNCIL organisation where people feel other parts of Leeds. While
KPIs
more confident and empowered. face-to-face customer contact How we will measure
remains important, we are using progress and achievements
technology and training to grow • Workforce more • Gender pay gap across
people’s digital skills, making it representative of our council staff
We maintain our communities
easier for staff and citizens to • Level of over/underspend for
focus on inclusion self-serve online and enabling • Number / percentage of this financial year
apprentices employed by the
and diversity a quicker, more streamlined council
• Collection rates: council tax,
redundancies. This has been business rates and council
response to customers who can • Score out of ten given by staff housing rental
achieved by stimulating good access services at times that best for working for Leeds City • Percentage of orders raised
Our journey to become economic growth, creatively This aims to eliminate barriers, Council [part of staff survey] through the council’s financial
suit them. This is supported by
a more efficient managing demand for services, celebrate differences and create • Average staff sickness levels management system that are
our work to improve the quality [reported overall and broken placed with local suppliers,
and enterprising increasing trading and a workforce more representative
and availability of information down into Mental health; the third sector and small and
organisation centres commercial income, growing of our communities. Musculo-skeletal disorders medium-sized enterprises
provided to customers, staff
council tax from new properties and Back & neck; Heart & • Prompt payment of invoices
on an ongoing The ‘breakthrough’ approach and elected members based blood pressure] against target
and a significant range of that has served us so well on a range of insight, including
programme of organisational efficiencies,
• Reduction in workplace • Percentage of ICT service
in bringing together multi- stakeholder engagement and data accident and incident reports desk calls fixed at the first
organisational cultural including reducing staffing disciplinary teams from across
[with a specific reduction in point of contact
analysis; we remain committed to absence related to violence
change levels by over 3,200 ‘FTEs’ council services, partners and ‘open data’ where possible and & aggression and manual
• Level of customer complaints
(full-time equivalent members handling] • Proportion of customers using
communities to tackle key in compliance with the General self-service when getting in
of staff) between 2010/11 and challenges also continues, with Data Protection Regulations. • Number of employees who
touch with the council
2017/18. These efforts will believe that their immediate
This is aimed at making the a specific ‘task and finish’ focus Improved data and insight informs manager/supervisor looks out • Percentage of information
best use of the resources continue. For 2018/19, this on programmes and projects our decision-making, enabling us for their general health and requests received responded
includes the introduction of wellbeing to within statutory timescales
within the council and that support our strategic to better prioritise interventions [both Freedom of Information
strengthening our leverage, 100% business rates retention • Percentage of staff appraisals
priorities and help address and resources to where they are and mid-year reviews
and Subject Access
influence and partnerships as part of the government’s future financial challenges. most needed. completed
Requirement requests]
across the city, the region, and pilot programme.
With the reopening of a Underpinning everything we do –
nationally.
Though we employ fewer refurbished Merrion House in our policies, strategies, processes,
To date, we have responded to people, we remain confident 2018, many of our front-line communications and resilience –
the financial challenges facing we can deliver our Best Council council services are in one and how we work are our values.
local government and been Plan priorities through investing place, improving customer They provide a reference point for Leeds City Council: a council which is honest,
able to balance the budget in our staff’s wellbeing as well as access in the city; the ongoing staff on how they are expected
each year, protecting front- skills, helping them perform at
fair, good with money, joined up and proud to
rollout of Community Hubs to behave and what they, and
line services and avoiding their very best. We encourage serving as focal points for our customers and partners, can
make a difference – the Best Council in the UK.
large-scale compulsory a ‘can do’ culture across the members of the public in expect from us.
Our Values – underpinning everything we do and how we work
Being open, Treating Spending Working Working with
honest and people money as a team people, engaging
trusted fairly wisely for Leeds all communities
– I can – It feels – I make – I am part of - I am proud
be my like I every a team with a to make a
best count. pound ‘can do’ attitude difference
go further
22 23You can stay up to date with all our news and services throughout the year. www.leeds.gov.uk LeedsCC_News Leedscouncil
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