• Reference: 2020/2142
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

It has been widely reported that the spike in COVID-19 cases in Leicester, resulting in a ‘local lockdown’, has been partly due to the speed at which the Government and Public Health England passed over COVID-19 data to the local authority. How are you working with boroughs to insist the Government passes this information over more quickly to ensure boroughs in London, alongside the London Transition Board, can act against such spikes quickly and effectively as and when they arise?

• Reference: 2020/2141
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

The COVID-19 pandemic is impacting our economy in unprecedented ways, with many people losing their jobs. How are you working to use your adult education budget to best support those who are having to change careers during this difficult period?

• Reference: 2020/2140
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

The National Housing Federation has launched the ‘ Homes at Heart’ campaign, urging the government to put building more social housing at the centre of the economic and social recovery from COVID-19. Not only would this boost the economy, but it will ensure everyone has a safe, secure and comfortable place to live, which this pandemic has highlighted the importance of more than ever. Can you confirm whether you will support the campaign and add your voice to those lobbying the Government on behalf of this campaign?

• Reference: 2020/2139
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

The COVID-19 crisis makes the case for more social housing in London, with its secure tenancy and relative cheap rent, more important than ever. Underpaid keyworkers including nurses, shop staff and bus drivers, amongst many others, must be able to live affordably and securely in the capital. How are you working to further increase the amount of social housing in London following the crisis using your levers and powers as Mayor of London?

• Reference: 2020/2138
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

Why was consideration not given to temporarily redeploying the 7,000 TfL staff who were furloughed to other parts of the GLA Group? Many of these staff could have helped relieve pressure on the GLA throughout this crisis, avoiding the need for the GLA to contract out certain elements of its COVID-19 response.

• Reference: 2020/2137
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

Research shows that young people are experiencing worse mental health outcomes during the COVID-19 pandemic than their older counterparts. What work are you undertaking with boroughs and other partners to prevent a mental health crisis in London post-lockdown, including supporting teachers who have the challenge of dealing with pupils returning to school who may be suffering from mental ill-health?

• Reference: 2020/2136
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

How are you working to ensure that there are enough resources to cope with the number of young people requiring mental health support in London, especially since there will inevitably be an increase in those needing help post-lockdown?

• Reference: 2020/2135
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

The Q4 2019-20 People Services Performance Report shows that LFB Control currently has no BAME staff in senior management roles. Do you think this is acceptable and how will you be working to address this moving forward?

• Reference: 2020/2134
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

The Q4 2019-20 People Services Performance Report states that in the last 12 months there has been no overall increase in the numbers of BAME or female individuals in operational senior management in the LFB. Do you think this is acceptable, and what are you doing to address this?

• Reference: 2020/2133
• Question by: Caroline Pidgeon
• Meeting date: 16 July 2020

In the Q4 2019-20 People Services Performance Report the LFB made clear that they had 72 more operational vacancies than expected due to an unanticipated number of leavers. However, the report does not adequately explain how the LFB plans to avoid such a significant underestimation in future. What are you doing to work with the LFB and make sure this does not happen again given the potential impact on operational effectiveness?