►
Description
Overview and Scrutiny Management Board
Thursday, 8th September, 2016 6.00 pm
Distribution:
Councillors: Charlie Bolton, Nicola Bowden-Jones, Tom Brook, Jude English, Geoff Gollop, Gill Kirk,
Brenda Massey, Olly Mead, Graham Morris, Anthony Negus and Steve Pearce
Papers: https://democracy.bristol.gov.uk/ieListDocuments.aspx?CId=165&MId=378
0:00:16 - Agenda Item 01 - Welcome, Introductions and Safety Information
0:02:16 - Agenda Item 02 - Apologies for absence
0:02:39 - Agenda Item 03 - Declarations of Interest
0:02:47 - Agenda Item 4a - Minutes of Meeting held on 15 June 2016 and reconvened on 27 June 2016
0:03:14 - Agenda Item 4b - Action Sheet of 15 June 2016
0:03:20 - Agenda Item 4c - Minutes of Extraordinary Meeting held on 24 August 2016
0:03:31 - Agenda Item 05 - Chair's Business
0:03:37 - Agenda Item 06 - Public Forum
0:07:12 - Agenda Item 07 - International Strategy
0:24:57 - Agenda Item 08 - Delivering the Corporate Plan - Outturn Performance Report for 2015/16
0:46:37 - Agenda Item 09 - Performance Reporting Framework 2016 onwards
0:53:33 - Agenda Item 10 - Quarter 1 Finance Report
1:40:16 - Agenda Item 11 - Audit Referral - Public Engagement at meetings
1:58:45 - Agenda Item 12 - Cabinet Referral - Elimination of the Gender and Race Pay Gap
2:00:02 - Agenda Item 13 - Mayor's Response regarding Cabinet Referral - Budget Timetable and Mayor's Forward Plan
2:02:15 - Agenda Item 14 - Scrutiny Shadow Work Programme 2016/17
2:02:39 - Agenda Item 15 - Mayor's Forward Plan
2:03:51 - Agenda Item 16 - Protocol for dealing with exempt items
2:10:37 - Agenda Item 17 - Scrutiny Resolution and Full Council Motion Tracker
2:11:28 - Agenda Item 18 - Date of Next Meeting
A
Good
evening,
ladies
and
gentlemen,
the
management
board
can
I
in
particular,
welcome
interim
chief
executive
Stephen,
Hughes
welcome
and
our
interim
chief
financial
officer,
noble
Scholz
as
well.
Welcome
to
you
both
in
my
brief,
is
told,
I
meant
to
give
safety
information,
but
I
look
around
and
think
that
everyone's
been
to
enough
meetings
in
this
room
and
in
this
building
to
not
need
me
to
give
that
information
out.
So
I
will
bypass
that.
The
only
other
comment
I
would
make
is
I
know.
A
Can
I
I
have
made
the
point
that
we
should
own
all
papers
and
notices
remind
members
that
the
papers
can
be
accessed
on
the
City
Council
internet
site,
going
into
meeting
finder
and
finding
the
papers
for
a
meeting,
and
we
ought
to
make
sure
that
all
members
are
aware
of
that.
So
if
there
is
ever
a
problem
again
with
the
electronic
process,
which
I'm
assured
there
won't
be,
there
is
another
mechanism
for
doing
that,
but
we
do
recognize.
There
are
a
number
of
processes
of
conveying
information
that
we've
got
to
get
working
better.
B
A
A
Members
happy
to
note
the
action
sheet
of
the
15th
of
June
yep,
the
minutes
of
the
extraordinary
meeting
on
the
24th
of
August
and
members
happy
to
approve
those
right.
Thank
you.
I
have
no
additional
chairs
business,
so
we
move
on
to
item
5
and
members
should
have
had
circulated
Sid
Ryan's
questions,
oblique
statement,
and
you
should
also
have
circulated
my
response.
A
A
Not
only
are
we
looking
at
on
this
agenda,
but
members
have
a
meeting
tomorrow
where
they're
trying
to
set
the
work
program
for
scrutiny
for
the
next
year
and
I
hope.
Your
comments
will
be
a
timely
reminder
to
to
members
for
that
meeting.
I'm
afraid
in
a
true
local
government,
since
I'm
gonna
have
to
ask
you
to
give
us
time
to
get
this
right,
but
I
I
think
we
all
welcome
your
watching
brief
and
letting
us
know
how
you
feel
we're
doing
over
time.
Do
you
have
anything
you
want?
You
want
to
come
back
on.
C
If
I
had
any
one
suggestion,
I
would
say
that
there's
a
real
barrier
to
entry
and
that
I
had
to
submit
this
official
statement
to
the
to
the
committee
and
I
think
people
could
do
with
a
kind
of
lower
bar
for
that.
Whether
they
could
submit
comments
for
you
to
consider
that
aren't
officially
on
the
record
or
having
to
speak
to
a
room
like
this
would
be
useful.
C
A
Thank
you
for
your
contribution,
thank
you
for
keeping
us
on
our
toes
and
I'm
sure
you're
going
to
keep
watching
this
and
I
think
it's
really
important
that
we
keep.
This
is
a
key
item
not
just
to
respond
over
the
next
few
months,
but
to
keep
looking
at
seeing
what
we
can
do
better
to
what
to
make
it
possible
for
people
to
engage.
So
thank
you
so.
D
D
E
F
D
Yeah
they're
not
actually
two
strategies.
The
strategy
would
be
the
public
document
and,
alongside
that,
we're
working
on
an
implementation
plan
which
goes
into
a
lot
of
the
detail
about
who,
from
the
council
and
also
across
Bristol,
would
take
up
particular
activities.
So
I
guess
it's
not
that
it
deliberately
won't
be
shared.
It's
that
it
will
be
shared
with
and
partners
across
Bristol
who
are
picking
out.
Some
of
the
work
could.
D
I
think
and
I
mean
that
was
one
query
actually
with
how
much
to
put
online,
because
when
you're,
actually
naming
cities
and
naming
organizations
and
putting
it
online
you're,
also
not
naming
other
cities
that
you're
you're
potentially
working
with,
and
it's
there's
maybe
a
strange
message
out
there,
and
so
that's
one
thing:
I'd
welcome
feedback
on
and
either
now
or
in
the
future,
but
yeah
I'd
like
to
see
as
much
of
it
as
possible
online.
That's.
F
F
F
D
Don't
think
there's
a
specific
timeline,
it's
more
that
and
it's
important
at
this
point
to
build
on
the
links
that
we've
already
got
internationally,
rather
than
saying:
let's,
let's
just
create
new
links
and
where
we
don't
have
those
relationships.
So
that's
what
the
focus
of
the
strategy
is
at
the
moment.
D
It's
really
leveraging
the
existing
links
and
every
year
the
strategy,
including
where
we're
linking
to
as
a
priority,
would
be
reviewed
and
if
one
of
those
cities
or
countries
it's
just
not
the
kind
of
relationship
we're
expecting
then
I
think
we
would
rethink
that
and
evolving
every
year
and
it's
partly
about
capacity
as
well.
So
when
we
do
feel
that
as
a
city
we're
working
more
closely
together
on
international
work,
we
can
maybe
be
more
ambitious
about
starting
new
relationships.
A
D
So
I
think
my
view
is
that
if
we
have
a
focus
on
international
communities
within
Bristol,
as
well
as
looking
abroad,
where
we're
giving
more
value
and
potentially
that
what
those
people
feel
already
and
it's
it's
going
to
be
less
specific
than
it's
a
change
in
legislation
or
a
change
in
policy.
It's
more
that
if
some
of
those
activities
can
be
supportive
of
social
cohesion
and
taking
in
consideration
of
race,
then
my
sense
is
that
would
have
more
more
benefit.
D
One
of
the
outcomes
talks
about
growing
global
citizens
and
you
can
define
that
in
various
ways,
but
I
think
it's
sowing
the
seeds
within
the
the
wards
and
within
all
the
different
communities
in
Bristol
and
whatever
the
race
to
just
have
a
sense
that
they're
a
citizen
of
the
world,
not
just
of
Bristol.
So
it
sounds
like
a
slightly
really
answer,
but
it's
not
so
specific
that
we
can
say
there'll
be
a
change
in
policy.
D
H
A
Well,
albeit
there
may
not
be
massive
financial
benefits,
as
well
as
those
with
the
obvious
Chinese
connections,
where
we
would
see
massive
trade
because
actually
it's
it's
it's
the
linkages
it
in
all
levels
and
different
sorts
of
communities
that
mirror
the
city
that
we've
got
and
I
couldn't
quite
pick
that
up
from
from
the
way,
this
was
wording.
Okay,.
D
Thank
you,
I
think
I'll,
answer
that
question
first,
because
it's
more
more
fresh
in
my
mind
and
the
implementation
plan
refers
to
the
Bristol
International
twinning
Association
beta
in
a
lot
more
detail,
and
it
sees
it
as
a
mechanism
to
help
deliver
a
lot
of
the
international
work.
So
very
much
in
line
with
what
you're
saying
it's
M.
It's
got
to
be
involved
and
aligned
to
the
strategy.
It
would
be
crazy
not
to
be,
and
the
visa
coordinator
sits
within
the
international
team.
D
I
also
said
so
we're
closely
aligned
and
his
feeling
into
the
strategy
and
I
think
without
doubt
we'll
see
a
good
number
of
the
twin
cities
within
the
priority
cities
were
choosing
and
and
the
criteria
that
we're
looking
at
priority
cities
through
involves
a
multitude
of
links.
So
we
want
to
link
to
cities
where
we
have
a
twinning
relationship,
but
we
also
have
trade
links
or
we
have
an
international
community.
D
So
we
want
to
raise
that
it
continue
to
raise
that
profile
and
to
say
this
is
something
you
should
come
and
talk
to
Bristol
about
it.
So
I'm
still
very
much
in
our
in
our
priority
and
so
I
think
we'll
see
that
reflected
in
the
implementation
plan
and
also
in
the
strategic
outcome
that
that
says
we're
going
to
do
that.
H
A
If
I
can
just
add
and
then
I
think
we'll
move
on,
but
I
think
one
of
the
reasons
why
I'm
concerned
is
that
I
I
have
the
experience
of
sitting
in
a
with
a
trade
delegation
in
Tbilisi
meeting
some
of
the
biggest
businesses
in
Georgia
and
at
the
time
we
had
no
resources
with
which
we
could
reciprocate
the
Welcome
that
they
were
offering
us
so
and
it's
very
difficult
for
any
member
to
say
this.
At
a
time
when
we
know
the
financial
pressures
of
the
council
is
is
under.
A
But
if
we're
going
to
make
international
relationships
work,
we
we've
got
to
be
able
to
earmark
an
element
of
resource.
That's
that's
going
to
enable
that
process
to
succeed
and
I
know,
that's
going
to
be
a
really
delicate
issue
for
for
senior
officers
and
the
mayor
in
working
out
buddy.
But
it
is
importantly,
if
we're
going
to
have
a
policy,
we've
got
to
be
able
to
make
it
work
and
we've
got
to
make
sure
we
get
in
return
for
it,
but
that
it's
resourced
enough
to
make
that
happen.
Now.
D
J
Hi
I
just
wanted
to
ask
about
one
of
the
strategic
outcomes
on
page
31
number
two
about
Bristol
has
a
coordinated
and
citywide
response
to
brexit
and
a
voice
in
negotiations.
I
just
wondered
if
you
can
just
sort
of
expand
on
that
a
little
bit,
because,
obviously
you
know
these
negotiations
go
going
to
everything's
changing
very
rapidly
with
all
mats.
You
know
in
that
scenario
and
I
wonder
how
quickly
we'll
be
in
a
position
to
really
be
proactive
in
those
discussions
on
brexit,
okay,
so.
D
Immediately
after
the
referendum,
the
mayor
set
up
a
citywide
group,
which
we
called
the
Bristol
brexit
response
group
and
the
University
sit
on
their
vas
Kor
and
the
Women's
Commission
the
council
and
business
Western
ivb.
So
it's
it's
across
sector
and
group.
It
had
a
few
immediate
priorities
which
were
to
respond
to
city
concerns
around
brexit,
so
increase
in
racial
tension
and
hate
crime
and
reassurance,
and
also
try
and
understand,
a
bit
better.
D
The
process
the
national
government
was
going
to
set
up
through
which
we
can
lobby
as
a
city
and
separately
as
a
council,
and
so
that
works
been
happening
over
the
summer
with
so
much
uncertainty
from
the
UK
government.
It's
very
hard
to
know
what
we
should
be
doing
specifically,
but
there's
some
mapping
work
going
on
to
try
and
understand
better.
D
What's
the
economic
funding
and
sort
of
vulnerability
that
the
council,
the
city
and
other
organisations
have
and
we're
feeding
into
the
core
cities
group
and
the
local
government
association,
the
universities
are
feeding
into
universities
UK.
But
at
the
moment
to
me
it
feels
like
it's
the
sort
of
wait
and
see
what
the
official
channels
are
going
to
look
like
and
and
I.
Don't
think,
Bristow's
alone
in
that,
when
we've
been
at
core
city
group
meetings,
the
other
cities
are
feeling
similar.
I
Basically,
it's
some
of
the
things
that
we've
already
developed,
I
mean
you
know
the
twinning
with
where
you've
already
got
existing
relationships.
That's
an
example:
it's
easier
to
build
on
something
that's
already
there,
rather
than
start
from
scratch
on
on
a
wider
basis.
You
know
our
reputation
on
sustainability
and
some
of
the
technologies
that
we've
developed
locally,
we're
particularly
strong
on
other
places
around
the
world.
Where
that
you
know
to
put
put
it
mundane,
Li
Hao
will
make
us
a
lot
of
money
and
won't
be
very
good
for
the
fruit
for
this
city.
I
A
L
E
L
Really
difficult
for
us
as
members
to
understand
how
we're
going
to
measure
the
success
of
those,
because
there
is
some
overlap
when
you
start
to
dig
beneath
the
detail
of
what
these
outcomes
are
and
I
think
an
annual
review
of
seven
strategic
outcomes
over
so
six
years.
Is
it
I
think
it
might
be
better
to
whittle
those
down
to
really
really
firm
strategic
outcomes
might
be
fewer
of
them,
but
then
have
some
really
really
great
KPIs
that
we
can
look
at
and
maybe
a
more
regular
review,
even
if
that's
an
audit
review.
L
A
And
I
think
the
really
key
thing
that's
come
out
of
the
debate
we've
had
is
that
in
the
sense,
whatever
policy
we've
got,
we've
come
up
with.
It's
got
to
evolve
according
to
what's
needed,
so
the
best
interests
of
the
city
at
the
time.
So
that's
another
cut
gotta
go
in
the
budget
and
open
it.
Thank
you
for
your
time.
Thank
you.
So
we
move
on
to
item
8,
delivering
the
corporate
plan
out,
turn
performance
and
welcome
Mart
Wakefield.
What
can
we
ask
you
to
to
just
introduce
this
piece.
M
M
You
can
see
that
we
have
in
section
648
measures
that
were
designed
to
look
at
performance,
a
strategic
outcome
level
against
the
corporate
plan
in
existence
for
the
previous
administration,
and
you
can
see
that,
broadly
speaking,
44
percent
of
them
were
above
target.
39
percent
ended
up
below
target
and
another
5
percent.
M
On
top
of
that
were
of
particular
concern
and
quite
significantly
below
target
now,
there's
another
sort,
broad
heading
that
you
could
look
at,
which
is
the
proportion
of
of
those
indicators
that
had
improved
compared
to
a
year
before
so
really,
regardless
of
target
setting.
If
we
improved
or
got
worse
in
some
of
those
areas-
and
you
can
see,
61%
have
improved
and
the
rest
either
stayed
the
same
or
got
slightly
worse.
So
on
both
of
those
or
summary
levels.
M
M
I
won't
read
them
all
out,
but
there
were
some
things
that
have
moved
the
most
or
things
that
we've
been
most
active
on
as
an
authority
and
those
are
set
out
again,
a
mixture
of
things
that
have
got
better
and
and
some
that
have
have
got
worse
and
at
the
end,
you
see
an
additional
couple
of
items
where
we've
specifically
talked
about
those
things
that
are
still
of
concern
against
the
corporate
plan
last
year,
which
are
affordable,
housing
and
people
in
needs.
Basically,
people
who
are
neat
not
being
in
education
and
training,
etc.
M
M
The
report
in
this
format
will
come
so
awesome
and
we'll
be
working
next
year
to
come
up
with
something
that
meets
the
new
corporate
plan,
but
just
to
reassure
everybody,
of
course,
that
the
business
as
usual
process
is
that
the
individual
scrutinies
will
receive
reports
as
they
do
at
the
moment
until
we
design
that
new
process.
But
this
is
the
this-
is
the
year-end
year
in
position
or
invite
comments
from
members.
E
N
M
Well,
you
did
receive
a
presentation
from
the
Director
of
Public
Health
earlier
on
in
the
year,
and
she
went
into
a
great
amount
of
detail
about
the
things
that
they
were
doing.
Essentially,
the
biggest
headline
measure
was
that
the
inequality
between
the
rich
hysteria
and
the
poorest
areas
of
deteriorate
did
I
think
that
was
the
key,
the
key
sort
of
marker
for
it,
but,
broadly
speaking,
a
lot
of
the
interventions
around
things
like
smoking.
M
E
N
M
N
And
just
a
cup
of
water
on
page
51,
BCP,
double
O,
5a
and
5b.
That's
good
news
on
that.
One,
because
I
know
the
team
have
done
a
lot
to
increase
the
uptake
of
direct
payments.
So
I
think
it's
only
fair
to
say:
that's!
That's
really
positive
and
the
final
one
is
on
page
57.
B
CP
183
about
overall
satisfaction
with
the
council
and
I
wondered
if
there
was
any
link
in
that
one
with
the
problems.
N
People
have
got
of
actually
contacting
the
council,
because
I'm
certainly
receiving
a
number
of
complaints
about
being
absolutely
unable
to
get
through
on
the
phone
lines
and
the
phone's
dropping
out
after
sitting
there
for
quite
a
period
of
time,
and
they
come
to
councillors
in
desperation
because
they
can't
make
contact
themselves.
So
I
wondered
if
that
satisfaction
level
could
be
directly
linked
to
some
of
that
and.
M
You'll
be
aware
that
the
details
of
that
that
number
are
in
the
quality
of
life
survey
it
doesn't,
it
doesn't
specifically
ask
about.
Why
are
you
satisfied
or
not
satisfied,
but
you
could
draw
an
inference
from
some
of
the
other
headings
in
the
rest
of
the
in
the
rest
of
the
survey,
but
it
is
the
simple
question
of
whether
you're
satisfied
with
the
council.
A
Just
on
that
point,
Brenda
just
might
remind
members
that
we
are
of
course
meeting
tomorrow
to
discuss
our
work
program
and,
if
other
shared
your
views,
they
might
well
wish
that
issue
to
be
receiving
suitable
attention
because
it
might
reduce
all
our
mail
bags
and
inboxes
significantly.
But
that's
obviously
an
issue
for,
for
others
to
consider
tomorrow,
John
and
then
Gary.
O
Bcp
o-64
it's
well,
it's
we
welcome
12
its
BC
po6
for
the
the
increase
in
number
of
passenger
journeys
on
buses.
That's
good
news
too,
but
the
target
fantastic,
but
the
other
thing
that
matters
to
people
very
much
is
the
punctuality
and
reliability
of
the
buses.
We
don't
seem
to
have
the
data
appreciate.
We've
had
a
few
problems
with
utility
works,
metro
bus
works,
but
those
are
now
coming
to
an
end.
Will
we
be
able
soon
to
actually
monitor
the
punctuality
and
what
I've
been
to
the
buses.
M
There
are
a
whole
set
of
performance
indicators
below
this
level.
That
is
not
BOTS
awesome,
for
example,
but
that
goes
to
place
scrutiny
and
price
leadership
team,
and
that
may
well
be
one
of
them.
I
certainly
know
that
overall,
satisfaction
with
the
bus
service
is
a
question.
That's
regularly
asked
of
the
public
and
they
would
obviously
take
punctuality
as
one
of
their
own
key
measures.
I
But
the
other
point
knows
where
the
nape
is
exactly
on
what
John's
brought
up
there
about
punctuality
and
the
way
that
it's
measured
is
utterly
ridiculous,
and
we
do
need
to
take
this
firm
grip
on
this,
because
if
the
bus
doesn't
turn
up
at
all,
it's
not
marked
down
as
lit,
which
you
know
it's
just
absolutely
appalling
and
having
been
involved
with
bus
campaigns.
Recently
public
feelings
on
this
is
absolutely
you
know
the
rapper
plactic
with
our
main
operator
and
really
the
part
of
the
problem,
is
that
our
team
transport
team
do
not
have
data.
I
P
P
There
are
also
punctuality
issues,
but
they're
mainly
mainly
stuff.
That,
from
my
experience,
is
not
necessarily
and
I'm
going
to
surprise
myself
here
by
defending
first,
but
it's
not
necessarily
their
fault,
I
mean
just
versus
an
example
cuz,
the
other
one
I
get
the
week
ticket
on
I
mean
it's
things
like
the
the
number
of
roadworks
in
the
city.
P
Some
of
them
were
surprised
at
times
when
you're
getting
to
Ricci
and
suddenly
a
new
set
of
roadworks
have
popped
up
somewhere
as
a
pleasant
little
addition
to
your
day,
but
also
stuff
like
the
appalling
and
I've
flagged
it
up
with
transport
officers,
and
nothing
has
been
done.
Oh
the
appalling
province
of
illegal
parking
I
mean
the
good
example
was
the
a
38
just
today,
seeing
if
you
have
stuff
parked
on
single,
yellow
or
double
yellow
lines
blocking
traffic
passing
through,
then
nothing
can
get
through,
and
that
definitely
includes
buses.
P
And
if
you
have
cars
parked
or
vans
parked
in
bus
lanes
at
the
hours
when
they're
in
operation,
then
the
buses
have
to
keep
going
back
into
the
main
traffic
and
then
back
through.
So
all
these
sorts
of
things
that
add
on
to
it
and
and
that
don't
seem
to
get
addressed
so
I,
have
to
say,
I
have
every
sympathy
for
some
of
the
drivers.
P
P
P
So
it's
it's
there's
a
lose-lose
situation
there,
but
I
was
pleased
to
see
that
we're
heading
towards
the
50%
target
and
I
know
that
from
some
of
the
discussions
that
have
taken
place
at
other
times
and
I
think
are
more
appropriate
for
those
other
times.
There
are
suggestions
counselors
across
this
political
spectrum
have
come
up
with.
That
would
actually
improve
the
percentage
of
recycling.
P
Cycling
itself
across
Bristol
there
is
a
need
for
better
maintenance
of
some
of
the
cycle
routes
and
particularly
cycle
lanes
on
the
main
roads
only
on
the
a38
lifting
problems
identified
over
a
period
of
time
in
places
a
little
potholes
and
things
turning
up
and
it
might
help
if,
if
more,
was
done
on
that,
otherwise
I've
could,
at
my
last
comment,
just
to
say
that
I
was
actually
pleased
with
BC
p15
one,
which
was
the
increase
in
tourism
to
Bristol
I.
Think
that's.
P
A
really
positive
thing
is
it'll,
bring
a
bit
more
money
into
the
local
economy
and
and
yeah
that
wasn't
nice
to
see
a
nice
good
news
item
tucked
away
in
that,
but
it
was
kind
of
dwarfed
by
concerns
about
some
of
the
big
items
that
seemed
to
be
quite
adrift.
So
it's
but
I
thought
I'd
end
on
a
positive.
E
K
M
So
the
arrow
means
that
it's
not
as
good
as
it
was
a
year
ago
and
because
it's
amber,
it
also
means
that
it's
it's
not
met
the
target
that
we
had
set
ourselves
at
the
beginning
of
the
year.
Now.
I,
don't
know
anymore
than
the
comment
that,
as
the
officers
have
put
in
they're
responsible
for
that
that
particular
area.
G
I'm
just
asking
if
we
can
have
some
data
it
presented
in
a
more
helpful
way.
For
example,
if
you
look
at
on
page
40,
where
it
talks
about
percentage
of
adults
with
learning
different
difficulties
known
to
social
care,
it
talks
about
performance
is
currently
at
seventy-seven
point
five
percent
the
highest
since
2012
government
came
into
power.
They
started
cutting
public
services
in
since
2010,
so
it's
some
more
comparative
information
might
be
helpful.
M
G
M
Well,
my
first
react
is
to
refer
to
the
minutes
of
Ozlem
that
the
Director
of
Public
Health
attended
because
she
went
through
a
very
long
list
of
measures
and
projects
that
were
actually
underway
in
the
department.
I,
don't
remember
what
everything
that
she
said,
but
that
information
is
on
the
record.
E
J
You
thank
you
chair
my
question.
I
suppose
it's
quite
general,
but
what
I
really
would
like
to
know
is
how
this
data
is
going
to
inform
us
when
we
are
likely
to
have
job
losses
and
how
we
ensure.
Is
there
a
mechanism
for
ensuring
that,
in
the
areas
that
we
don't
perform
so
well,
we
are
not
going
to
lose
a
lot
of
staff
in
those
areas
and
there's
some
kind
of
mechanism,
for
you
know
making
sure
that
we've
still
got
the
resources
to
address
the
areas
where
we're
not
doing
well.
J
M
And
I
think
that's
that's
the
sort
of
issue
that
would
come
up
in
the
next
item,
which
is
essentially
that,
obviously
we
are
going
to
design
a
new
performance
framework
based
on
and
new
priorities
of
the
new
administration,
but
also
in
the
light
of
linking
outcome
to
activity
into
finance
etc,
so
that
we
can
do
exactly
that
and
make
decisions
on
resources
and
performance
and
outcome.
So
I.
A
Am
wondering
whether,
with
that
question,
you
didn't
almost
seamlessly
move
on
to
the
next
item
then
and
and
I.
Think
probably
it
makes
sense
to
move
on
to
that,
because
the
I
think
the
important
thing
to
me
in
terms
of
how
we
use
performance
management
is
that
we
are
producing
a
corporate
plan
based
on
its
understand
it.
Based
on
the
mayor's
manifesto
and
the
logic,
is
the
azam
should
be
looking
at
corporate
performance
objectives
and
we
should
be
ensuring
that
scrutiny.
A
The
individual
Commission's
are
looking
at
key
service
objectives
that
fit
in
with
the
key
parameters
of
the
corporate
plan,
and
what
has
happened
in
the
past
is
that
we've
often
had
targets
and
performance
indicators
that
seem
like
a
good
idea,
but
one
necessarily
the
top
performance
objectives
have
either
the
senior
leadership
team
or
the
cabinet.
So
I
I
think
that
it
therefore
makes
sense
to
move
on
to
talking
about
the
performance
reporting
framework
moving
forward.
Unless
any
member
has
a
really
burning
issue.
A
M
Think
I
set
out
the
B
issue
and
what
the
work
is
underway
in
it.
Basically
in
the
front
page
of
the
report,
and
so
it's
it's
to
recognize,
of
course,
that
the
ambitions
and
priorities
of
the
new
administration
and
are
not
going
to
coincide
with
the
old
administration.
Certainly
in
terms
of
the
the
themes
and
the
flavor
and
the
nuances
around
it.
So
how
do
we
then
respond
to
what
will
be
the
new
determined
priorities
and
some
of
the
actions
that
we're
determined
to
take
in
those
different
areas?
M
How
do
I
satisfy
the
different
layers
of
the
organization
or
different
governance
arrangements
that
they
are
able
to
take
good
decisions
and
they're
able
to
scrutinize
their
decisions
and
everybody's
able
to
be
confident
about
the
decisions
that
they're
making
and
and
it's
kind
of
a
question
for
all
layers
of
the
organization
and
all
the
committees
that
are
interested
in
performance
and,
of
course,
that
no
doubt
will
be
all
committees
and
and
all
offices
and
layers
of
Management?
How?
How
do
you
want
to
influence
that
process?
M
And
how
have
you
got
any
comments
immediately
on
things
that
you
would
like
to
happen?
As
I
work
with
stakeholders
as
I
work
in
parallel
with
those
officers
that
are
developing
the
corporate
plan
and
as
I
contribute
to
that
plan,
also
a
bit
like
the
question
that
we
just
had
from
councillor
Kirk.
Well,
you
know
there
are
things
that
might
be
looked
at
differently
if
you
had
them
associated
with
the
cost
of
them,
and
it's
not
just
a
relentless
up
wood
drive
in
performance
that
we're
looking
for.
M
E
I
It'll
be
practical
elements
of
the
manifesto
that
might
be
delivered
within
the
financial
framework.
That's
available
to
do
the
job,
so
you
know
it
won't
be
what
was
in
the
leafless,
necessarily
it
never
actually
is,
but
when
we
see
that
clearly,
a
lot
of
our
work
has
got
to
be
looking
to
see
whether
those
stated
objectives
are
actually
delivered.
A
I
think
and
I'm,
just
just
looking
at
two
members
of
the
cabinet,
its
sat
in
front
of
me,
but
actually
I,
don't
think
that
I
I,
don't
I
guess
in
cabinet,
wouldn't
have
a
problem
with
that,
because
if
there
is
an
issue
that
is
sufficient
importance,
I'm
sure
that
scrutiny
would
put
the
case
for
it
to
become
a
key
priority
and
I
believe
that
there
would
be
that
that
would
be
well-received
by
the
the
executive
as
well.
So
I
I
think
we're
you're,
absolutely
right.
A
A
Think
Mark's
comment
about
needing
to
identify
the
financial
parameters
are
even
more
pressing
now
than
they
ever
were,
because
we
may
have
to
look
at
some
of
the
targets
that
are
sat
and
actually
questioned
whether
we
can
afford
to
deliver
that
target
when
others
may
be
falling
much
further
behind
and
I
and
I
think.
Therefore,
a
mechanism-
probably
that's
much
more-
for
it
very
executive
to
be
making
those
decisions
than
scrutiny,
but
I
think
one
needs
to
be
able
to
seek
the
route
by
which
those
decisions
are
taken.
I.
A
Suspect
that
we
may
well
have
discussions
relating
to
performance
indicators
that
come
out
of
our
program
setting
tomorrow,
because
some
of
the
work
program,
this
scrutiny
sets,
will
help
to
highlight
some
of
the
issues
that
backbench
members
think
are
significant
and
therefore
that
might
help
to
identify
targets
and
performance
indicators
that
you
will
need
to
see
if
they
can
be
accommodated
in
the
information.
That's
provided
in
the
future.
Well,.
A
A
Q
R
R
R
A
And
if
I
might
also
add
that
Kraig
is
here
as
well,
is
the
executive
member
for
finance
and
that
to
also
make
the
point
that
you've
got
a.
We
have
got
a
comprehensive
report
here
and
there
is
no
pretense
I,
think
it's
fair
to
say,
Stephen
to
be
giving
us
the
answers.
What
it
is
doing
is
setting
out
the
position,
and
there
is
no
point
in
repeatedly
asking
for
answers
one.
A
O
It's
really
about
financial
controls.
You
mentioned
we're
on
a
journey
and
we're
getting
better
financial
controls,
but
I
work
with
lots
of
businesses
and
they
produce
weekly
figures,
certainly
monthly
figures
and
what
they
track
is
their
budget,
their
actual
performance
for
a
lot
of
people.
It
seems
that
this
is
a
surprise.
We've
suddenly
discovered,
we've
got
a
black
hole.
Now.
O
Are
you
saying
that
an
organization
the
size
of
bristol
city
council
did
not
have
at
least
a
monthly
tracking
system
so
that
if
the
actual
expenditure
was
in
excess
of
the
budget,
it
should
have
flashed
red
lights?
Ameed
and
people
should
have
said
we
got
a
problem
and
it
seems
lots
of
departments
seem
to
have
had
problems,
because
when
you
look
at
it
it's
all
over
the
place,
we've
got
little
black
holes
and
suddenly
you've
got
a
massive
deficit.
Why
wasn't
it
flashed
up
earlier
I.
R
Think
it's
important
that
to
be
put
in
the
context.
My
comment
of
an
improvement
in
reporting
so
internally
there
have
been
monthly
reporting
through
two
management
teams
and
basically,
what
we're
doing
here
with
the
quarter
one
monitor
is
about
improving
the
reporting
we're
doing
externally
about
the
financial
position.
I
cannot
make
comment,
I'm
afraid
about
the
previous
reporting.
The
governance
arrangements
were
in
place.
How
the
effectiveness
of
that
has
been
throughout
last
year
is
something
that
we're
going
to
do
a
review
on
and
it
was
actually
discussed
at
cabinet.
So
that
is
a
review.
R
That's
going
to
be
done,
but
I
can
assure
you
there
was
a
structure
in
place.
Actually
is
you
talk
about
weekly
management
information?
All
of
our
budget
holders
can
log
on
online
and
have
received
their
financial
position
at
any
point
in
time.
So
it's
a
real
time
available
reporting
for
our
budget
holders
internally,
so.
O
Why
didn't
the
red
lights
flash,
because
what
happens
in
business?
Usually,
if
you,
if
you
actually
spend
more
than
you've,
got
in
your
budget,
you
go
outside
your
overdraft
limit
and
the
bank
banks
as
your
cheques.
Obviously
it
doesn't
work
like
that
with
the
council.
We
know
all
of
that,
but
it
doesn't
work
quite
like
that,
but
somebody
must
have
known-
and
he
just
doesn't
seem
to
have
been
brought
to
to
people's
attention
and
I
know
appreciate
we're
looking
at
the
past,
but
but
but
I
think
we
need
to
know.
Q
So
kind
of
reiterate
what
Annabel's
just
said
and
in
particular
the
point
about
the
review
that
we're
intending
to
undertake
to
have
a
proper
understanding
of
what
did
happen
and
I
think
it
is
the
case
that
the
world
there
was
awareness
that
the
process
that
there
are
two
key
drivers
here,
one
is
about
service
pressures
being
greater
than
or
caste,
and
the
other
is
about
underperformance
in
terms
of
the
change
program.
And
the
point
about
these
things
is
the
extent
to
which
they're
off-track.
Q
Is
that
really
only
as
good
as
the
profile
that
you
put
in
place
in
the
first
place
and
for
something
like
change
program?
That's
a
really
difficult
thing
to
estimate.
So
the
was
awareness
that
there
were
risks
which
need
to
be
married
and
there
was
internal
effort
about
bringing
them
back
on
track,
but
the,
but
they
haven't
been,
as
my
understanding
are
obviously
I,
wasn't
here.
The
same
degree
of
openness
in
terms
of
the
reporting
through
to
both
cabinets
and
scrutiny
that
we're
intending
to
put
in
place
now.
Q
So
I
would
hope
that
from
now
on,
you
would
get
a
much
clearer
picture
of
where
we
are
on
a
regular
basis,
for
you
will
still
need
to
understand
that
these
are
not
accurate
to
the
last
degree.
This
is
a
forecast
of
where
we
might
be.
If
we
didn't
take
any
further
action,
it's
not
completely
scientific,
because
we
don't
really
understand
we
never
could
understand.
You
know
what
is
going
to
be
how
many
people
are
going
to
present
themselves
as
homeless
next
week.
How
many
people
are
going
to
need
care
packages?
That's
a
variable
factor.
I
I
have
to
say,
though,
that
the
answer
worried
me
almost
as
much
as
when
I
put
the
question,
because
a
nine
million
pound
shortfall,
if
you
could
put
it
that
way,
he's
identified
on
to
place
directory
a
lot
of
money
and
I
was
asking.
Where
exactly
was
this
occurred,
because
there
was
a
general
comment
about.
You
know
the
discrepancy
of
nine
million
which
and
the
answers
where
I
was
asking
for
which
properties
when's
this
can
be
rectified.
I
When
can
we
actually
see
the
series
coming
through
well
quite
worrying
in
that
they
said
that
effectively,
a
paraphrase
likely
that
the
estimates
initially
seem
to
be
broad.
Estimates
are
not
based
upon
detailed
analysis
of
individual
properties,
something
desperately
surprised
me
but
he's
concerning,
but
then
it
goes
on
to
say
in
the
second
answer
that
you're
not
able
really
to
tell
me
too
much
because
you
haven't
got
the
detail
of
where
the
shortfalls
are
and
how
are
they
how
it's
made
out.
R
E
R
I
R
E
J
Thank
you-
and
this
is
quite
a
general
question
and
forgive
me
if
I'm
asking
something-
that's
very
obvious,
but
I'm
quite
new
towards
them
and
I-
don't
really
have
a
background
in
finance,
so
the
question
I
have
actually
is
because
the
council
and
many
councils
now
have
been
forced
to
outsource,
so
many
functions
and
services
to
private
companies.
What
I'd
like
to
know
is,
do
we
have
enough
key
personnel
with
the
skills
to
monitor
those
contracts
to
ensure
we
get
an
absolute
front
best
value
for
money?
J
Now,
I
do
I,
don't
know
a
lot
about
this,
but
I've
on
the
ground.
In
my
ward,
this
is
the
sort
of
thing
I'm
noticing
where
contracts
are
given
out,
but
we
don't
always
know
whether
we're
getting
best
value
from
those
contracts,
because
we
don't
know
who
is
following
them
up.
So
it's
quite
a
general
question
and
you
know
I
just
wonder
if
you
can
shed
any
light
on
that
because
it
seems
to
have
some
bearing
on
finances,
because
we
we
give
a
lot
out
of
council
now
with
seems.
Q
Actually,
I
don't
think
Bristol
has
a
route
saw
as
much
as
many
councils
in
in
many
ways,
but
it
still
has
a
number
of
significant
contracts
and
I.
Think
one
of
the
things
that
we
will
want
to
review
is
the
extent
of
which
we've
got
robust.
Contract
management
in
places
clearly
variable
it's
better
in
some
areas
than
others,
but
it's
certainly
an
area
which
needs
to
be
examined
and
there's
probably
room
for
improvement.
But
I
couldn't
tell
you
exactly
know
what
the
scope
is
in.
What
position
is
in
different
places,
but
something
that's
important?
J
A
Interesting
you
saying
that
could
certainly
one
of
the
suggestions
I
put
on
for
consideration
was
contracts
and
the
monitoring
of
the
quality.
It's
partly
stemming
from
the
slight
challenge
I
had
with
local
residents
having
their
cars
covered
in
an
inch
of
dust
from
from
Road
surfacing,
which
which,
from
all
the
stories
that
were
coming
back
from
residents,
it
was
very
questionable
whether
that
contract
was
being
managed
and
administered
as
effectively,
so
so
I
mean
I.
I.
Think
that
that
and
that
could
be
ranged
over
a
hundred
different
issues.
A
And
it's
perhaps
pertinent,
because
I've
comment
I
should
have
made
at
the
start
was
that
until
now
the
budget
process
has
been
reviewed
by
the
business
change,
scrutiny,
Commission
and
the
decision
that's
been
taken.
Is
that,
because
a
significant
amount
of
the
challenges
that
the
authority
has
arrived
from
business
chain
that
business
change
rather
than
scrutinizing
everybody
else's
budgets,
needs
to
be
scrutinizing
the
business
change
budget
and
the
overview
and
scrutiny
management
would
review
the
overall
corporate
budget
and
then
individual
Commission's
would
look
at
the
service.
A
So
that's
why
we're
in
this
position,
but
actually
the
whole
issue
of
contracts
is
something
that
ought
to
be
a
key
part
of
the
business
change
process,
because
getting
value
for
money
out
of
what
we
do
is
going
to
be
even
more
critical
now
than
it
was
so
I
hope
you
all
get
the
chance
to
make
that
point
in
the
course
for
tomorrow,
ollie
and
then
to
Nicholas,
oh
and
Charlie
as
well.
So
only
if
we
can
start
with
you.
P
So
finance
was
never
part
of
a
particular
scrutiny.
Commission
and
I
I
really
have
felt
particularly
on
something
like
people
where
there
was
a
not
just
a
massive
overspend
that,
where
the
knowledge
that
the
committee
members
have
and
will
build
up
over
a
period
of
time
is
much
better
than
mine.
I,
don't
know
enough
about
people's
stuff.
Whenever
I've
had
a
query
about
people,
I've
asked
people
like
Jill
who
sat
on
people
I
would
do
so
that
sounded
wrong
and
has
sat
on
people's
scrutiny.
P
I
could
call
them
answers
to
questions
from
people
like
Steve
Clark
from
the
Green
Party.
He
was
really
frustrated
that
would
have
not
been
out
of
place
on
yes,
minister,
so
there
was
an
element
of
hiding
of
information
that
was
important
and
it
did
eventually
emerge
in.
There
was
a
big
overspend
already
in
that
Directorate
in
the
people
Directorate,
although
for
some
reason
the
then
person
in
charge
of
business
changed
got
away
scot-free.
P
I
suspect,
because
he
spoke
after
the
guy
from
people
had
spoken
and
having
seen
the
counselors
tear
the
people
person
across
invented
something
that
sounded
plausible
enough
to
keep
us
off
his
back.
But
that
kind
of
frustrating
experience,
I,
think
can't
happen
again
and
I
would
say
that
as
chair
of
audit,
if
anyone
has
that
kind
of
problem
again
send
them
to
audit,
and
we
will
be
like
the
Spanish
Inquisition
on
them
and
make
sure
that
information
is
shared
where
it
needs
to
be.
P
I
have
to
say
that
it
was
I'm,
not
surprised
that
so
much
has
gone
wrong
since
or
seems
to
have
done.
I
may
be
proved
wrong
in
the
long
term.
I
hope
that
I
am
for
the
good
of
the
people
of
Bristol,
but
I
haven't
been
impressed
and
there
are
little
things
tucked
away
in
this
paper
like
there
is
an
arrow
point:
six
million
pound
pressure
caused
by
costs
of
a
hundred
temple
street,
for
which
there
is
no
budget
set
aside
and
it
all
sorts
of
unbudgeted
rental
payments
required
for
the
under
fall
yard
unbudgeted.
P
This
unbudgeted
that
it
seems
to
have
been
a
bit
of
a
disaster
to
have
all
this
spending
going
on
and
no
budget
for
it
because
it,
but
I
can't
imagine
in
many
areas
of
life
it
that
being
allowed
to
continue
I
would
say.
Also.
It
has
been
helpful
that
we've
had
so
many
interim
people
running
important
things
that
finance.
P
That's,
not
a
criticism
of
the
people
who've
been
into
him,
but
when
someone's
there
permanently
and
full-time,
they
do
very
much
make
their
mark
on
a
department
and
they
can
turn
it
around
and
that
it
would
just
be
nice
to
to
have
that
sort
of
long-term
stability.
There
I
was
also
concerned
by
page
82
that
50%
increase,
so
52%
increase
in
people.
The
exclusions
costing
a
million
pounds
for
accommodating
those
children
do
we
know
what's
causing
this
to
happen,
I
mean.
P
P
They
have
just
enough
stuff
to
do
what
they
need
to
do,
but
oftentimes
they.
They
can
be
a
bit
stretched.
Although
they
have
a
zero
point,
two
million
pound
surface.
It
would
be
nice
if
they
could
be
when
I
say
left,
although
not
in
my
notes,
but
just
not
targeted
with
another
cut,
because
actually
the
impact
of
that
is
that
some
of
the
big
projects
that
may
overspend
go
through
planning
and
metro
bus
and
the
arena
and
all
sorts
of
other
things
being
mentioned
a
lot
by
the
public.
P
A
Thank
you,
you've,
probably
given
about
a
month's
work
for
several
committees
and
several
officers.
I
should
think
in
answering
those
questions,
but
I
think
and
your
comments
about
unbudgeted
expenditure
is
something
quite
crazy
and
I
have
been
discussing
that
and
I'm
sure
it's
a
matter
of
great
concern
to
to
everyone
and
clearly
both
finding
the
answers
as
to
why
and
more
importantly,
making
sure
it's
not
ongoing
and
are
the
most
critical
issues.
I
would
suspect.
G
Sorry
I
just
wanted
to
say
that
I've
been
aware
since
May
this
year
that
there's
been
an
awful
lot
of
information
and
statistics
around
housing
need
in
Bristol
and
housing
stock,
so
I'm
wondering
why
it's
difficult
to
set
a
budget
for
the
needs
of
homeless
people
in
the
city.
When,
actually,
when
you
look
at
this
report
on
page
75,
you
will
see
that
the
report
proposes
that
closing
the
EM
shed
on
a
Monday
and
making
the
museum
staff
more
friendly
will
save
the
city,
not
point
two
million
pound
a
year.
Q
Mean
there
is
a
difference,
but
in
in
quality
between
those
two,
the
the
reason
why
we
know
how
much
we
can
save
by
changing
the
hours
of
the
museum
is
the
costs
a
relatively
straightforward
to
measure
there,
the
staff
time
that's
been
used
and
the
cost
of
rowing
the
building.
The
problem
with
homelessness
is
that
it's
Adam
arm
led
service.
Q
Of
course,
you
can
and
that's
part
of
what
they
do.
That's
how
the
the
forecast
is
created
in
the
first
place
by
looking
at
what
has
happened
in
the
past
was
like
to
happen
in
the
future
and
equally,
what
mitigating
actions
have
been.
Oh
I
plan
to
be
put
in
place
to
deal
with
those
issues,
I'm
just
saying
it's
inherently
more
difficult
to
get
that
precisely
right
compared
with
the
costs
of
a
service
which
is
determined
by
the
number
of
staff
that
you
employ.
Q
That's
true:
the
revenue
contribution
is
relatively
small.
It's
much
more
stable
indicator
than
the
number
of
homeless
people.
The
point
about
homelessness
is
I
was
trying
to
it's,
not
just
the
numbers.
It's
the
fact
that
if
you've
got
social
housing
available,
you
can
put
them
in
people
who
homeless
directly
into
social
homes.
The
cost
is
very,
is
very
small.
Q
L
As
a
sub
today,
I
put
myself
forward
really
for
this
basic
observation
for
me.
Obviously,
reading
this
report
there's
an
enormous
amount
where
it's
due,
how
we're
gonna
balance
the
books
and
there's
a
new
counselor.
This
makes
for
pretty
difficult
reading.
To
be
honest,
but
my
point
is
linked
to
jails
around
Commission
services,
particularly
demand
led
ones
and
people,
and
how?
L
How
we
can
meet
this
kind
of
overspend
and
kind
of
get
control
of
these
budgets
and
not
impact
on
service
delivery
through
Commission
services
amazes
me
and
that
that's
why
I'll
be
keeping
a
really
close
eye
on
and
secondly,
for
me
on
museums,
I
think,
if
you,
the
cost
of
to
hire
the
EM
shed
in
particular,
is
so
ridiculously
expensive.
You've
immediately
excluded
a
big
chunk
of
the
city,
so
I
think.
If
you
drop
your
prices,
you
probably
find
that
your
revenue
might
increase
I.
Think
just
an
observation
for
me.
A
K
K
Here
was
our
mayoral
candidate,
which
was
published
on
the
10th
of
May
18
million
pounds
worth
of
cuts
so
sort
of
twenty
million
over
and
above
the
stuff
we
knew
about
before
and
while
he
didn't
win
and
he
didn't
have
access
to
all
the
sort
of
the
plants
or
resources.
So
if
he
was
predicting
that
then
I
think
it
was
coined
about
there
I
think
we
kind
of
knew
about
it.
I
mean
sense,
it
doesn't
really
matter.
K
Cuz
somebody's
gonna
have
to
make
their
cuts
and
they're
gonna
be
awful
anyway,
but
I
I,
I
think
there's
an
alternative
narrative
there
and
but
I
suppose.
My
question
is
I
mean
it's
about
all
of
the
it's.
The
job
losses.
Really
it's
it's!
It's
the
hundreds
of
jobs
which
are
going
to
go
in
this,
particularly
the
ones
which
are
going
to
go
quickly.
K
Surely
going
to
be
a
significant
degradation
in
service,
then,
and
isn't
an
alternative
not
to
take
a
more
measured
and
longer-term
approach
to
actually
work
out
a
plan
how
to
do
in
and
do
it
over
a
longer
time
period,
because
it
seems
to
me
that
I'm
not
sure
the
plans.
There
is
just
the
emergency
measure.
Q
So
so
two
points
ready
to
make
in
response
that,
first
of
all
to
emphasize,
as
it
says
in
the
report,
the
seriousness
of
the
situation
that
we
find
ourselves
in
two
cuts
that
you
referred
to,
that
were
projected
ahead
of
the
ones
that
come
as
a
result
of
the
further
reduction
in
revenue,
support
and
other
grants
that
we
are
still
anticipating
those.
The
overspend
that
we're
talking
about
here
has
occurred.
Q
Q
I
have
similar
concerns
about
people
randomly
leaving
the
organization
on
scale
in
a
short
period
of
time,
but
the
process
that
we're
going
through
is
one
of
assessing
what
applications
are
for
coming
for
voluntary
severance
and
taking
a
risk
assessment
of
of
that,
including
having
a
mindful
eye
on
ensuring
that
we've
got
business
continuity,
but
also
taking
advantage
of
the
opportunity
to
move
people
around
the
organization
creating
in
some
cases,
opportunities
we
couldn't
previously
have
existed.
So
this
isn't
it's
we
wouldn't
wanted
to
do
it.
Q
This
way,
I
would
much
rather
have
had
a
longer
plan
to
be
able
to
redesign
everything
over
a
period
of
time,
put
it
in
place,
but,
frankly,
the
pressures
that
we're
facing
at
the
moment
simply
don't
allow
that
we
have
to
act
now
to
reduce
our
costs
in
the
second
half
of
this
year
else.
We
will
be
in
an
even
worse
situation
that
we've
got
now
I
think
it
is
manageable.
Q
I
think
we
can
turn
this
round
in
year
and
I
think
we
can
have
a
budget,
that's
sustainable
for
the
future,
but
we
can't
simply
ignore
this.
This
is
this
is
not
something
to
relax
about
it's
something
that
has
to
be
tackled
urgently,
on
lots
of
different
fronts
immediately.
It
I
can't
emphasize
enough
just
how
difficult
and
serious
this
situation
is.
K
Q
That's
not
what
I
said.
I
said
we
are
going
to
risk,
assess
the
applications
from
voluntary
severance
we're
not
automatically
going
to
accept
all
the
applications
that
come
along
where
there
are
areas
where
there
are
significant
risk
to
business
continuity.
They
won't
be
accepted,
but
we
will
also
try
and
be
flexible
in
the
way
in
which
we
allocate
the
human
resources
that
we
have
available
to
ensure
that
we
can
at
the
same
time,
maximize
savings
while
making,
while
still
keeping
services
going,
and
that
will
be
done
by
the
department
leadership
teams.
S
I'm,
the
first
and
I
suppose
it
would
make
just
a
little
naive
question,
but
on
one
level
in
the
green
goop
office,
when
I
just
the
political
assistant,
you
know,
can
we
finally
something?
Can
we
do
something
she
says?
Well,
yes,
we
probably
can
but
I,
don't
I,
don't
have
the
authority
to
authorize
that
payment,
so
at
a
kind
of
basic
level
you
know
the
grassroots.
It
seems
that
there's
quite
a
tight
rein
on
spending.
S
You
know
it
seems
to
me
I,
just
don't
quite
guess,
I
think
I'm,
echoing
my
colleague
here
quite
how
we
can
have
spent
such
a
lot
of
money
in
a
way
without
noticing
so
I'm.
Just
gonna
put
that
out.
There
I'd,
like
somebody
at
some
point
in
the
next
few
months
or
years,
possibly
to
explain
how
that
happened.
It
seems
to
me
that's
the
sort
of
question
that
people
will
ask
me
in
the
ward.
S
You
know
why
is
this
happen,
but
on
our
honor
kind
of
proximal
optimistic
know
which
I'd
like
to
ask
Anna
the
the
change
program
which
I
see
you
know,
there's
been
this
big
there's
a
big
problem
with
it.
It
doesn't
seem
to
have
delivered
at
all
as
much
as
we
would
have
liked,
but
obviously
in
change
programs
there
is
a
certain
amount
of
lag.
There
is
a
certain
amount
of
how
long
it
takes
for
things
to
impact.
R
And
where
we
are,
where
the
service
saying
at
the
moment
that
hasn't
been
delivers,
we
are
going
back
and
saying:
well,
when
will
you
be
able
to
deliver
it?
And
what
else
do
we
need
to
be
able
to
do
to
facilitate
that?
So
there
is
going
to
be
a
review
of
exactly
what
can
still
be
delivered,
even
if
it
may
be
at
a
later
stage
and
does.
S
That
link
into
stuff
that
we've
already
kind
of
touched
on
so
certainly
with
like
IT
change.
There
is
often
an
idea
that
you're
big
in
certain
new
IT
practices,
and
then
certain
positions
will
be
made
redundant
so
United's,
one
of
the
things
that
can
particular
to
happen
and
I'm
not
sure
that
I
get
a
feeling
that
that's
being
tracked
particularly
well,
or
that
we
know
that
those
it's
to
do
with
the
redundancies.
Isn't
it
again
when
you
ask
for
voluntary
at
underseas,
people
will
offer
themselves
as
it
were,
but
we
may
have.
S
We
must
have
presumably
within
change
certain
identify
positions
or
short
term
contracts
that
we
know
we're
going
to.
You
know,
stop
and
finish
so
I'm.
What
level
is
that
being
addressed
by
the
kind
of
redundancy
procedure
or
looking
at
where
the
gaps
are
and
kind
of
I
suppose
I'm,
asking
whose
job
is
it
to
identify
that.
R
Some
all
service
directors
are
looking
at
their
current
position.
So
change
program
is
something
that
is
currently
being
looked
by
looked
after
by
new
area
and
basically
the
service
director.
There
is
doing
a
new
review
about
what
resources
are
there,
but
we
wouldn't
let
some
who's
due
to
go
on
a
fixed
term
contract
at
the
end
of
the
March,
go
on
a
V
s
process,
so
we're
managing
those
contracts
and
letting.
S
My
original
question
would
spent
all
it's
going
to
be
about
the
museum
service,
so
shutting
the
museum's
on
a
Monday
may
seem
like
it
serves
money,
but
colleagues,
a
man
within
that
service
say
they
would
very
much
like
to
be
open
to
offer
a
school
service
antor
and
get
become
more
revenue.
You
know
get
more
revenue,
so
it
is
that
thing.
Isn't
it
about
the
balance
of
how
we
allocate
our
resources?
Okay,
thanks.
A
F
One
will
only
quick,
so
I've
also
also
on
the
change
program.
It
just
seems
that
it's
the
largest
overspend
item,
but
it
seems
to
have
the
the
least
amount
of
detail
compared
to
the
other
sections
of
the
report.
Just
wanted,
obviously,
not
a
nice
place
to
have
it
here
now,
but
whether
we
could
have
a
more
in-depth
look
at
what
specific
items
have
been
realized
and
why
and
to
just
see
more
detail
really.
J
Jim
Mundy
get
some
quick,
as
I
can
I
just
wanted
to
come
back
to
Nikolas
point
about
social
value
when
we're
commissioning
and
outsourcing
it
was
just
well.
We
have
actually
referred
that
issue
to
audit
committee,
so
I
think
all
is
multi
have
been
starting
to
sort
of
think
about
that
and
how
those
criteria
can
be
written
in.
My
other
question
is
about
income
generating
app.
J
How
good
are
we
as
a
council
at
generating
our
own
income
and
how
ambitious
do
we
want
to
be
with
that,
because
I
know
some
councils
around
the
country
are
quite
imaginative
about
providing
services
that
their
citizens
might
pay
for
in
all
sorts
of
aspects
like
care
and
training,
and
you
know
various
things
like
that.
So
what
do
we
do
now
and
how
ambitious
are
we
in
that
respect?.
Q
Yes,
so
III
acknowledged
earlier,
the
social
value
point
is
really
important
and
I
think
as
she's
not
just
in
contracts,
I
think
in
a
whole
range
of
different
ways.
We
need
to
have
an
engagement
with
our
communities
to
build
some
resilience
around
additional
support
for
vulnerable
people,
which
will
help
remove
some
of
the
pressures
from
ourselves
and
in
other
ways
as
well,
that
those
are
not
short-term
things.
They'll
take
awhile
to
to
have
an
impact,
but
I
do
think.
Q
That's
really
important
part
of
what
we
might
need
to
do
in
the
medium
term
in
terms
of
income
council
is
pretty
good.
Actually,
it's
got
some
innovative
ways
of
generating
income
which
other
councils
haven't
done
or
haven't
got
that
doesn't
mean
to
say
there
aren't
other
things
that
they
that
we
could
do
and
part
of
what
we
will
be
doing
both
in
the
short
term,
as
as
indicated
in
the
report
and
and
in
the
planning
for
the
future,
is
thinking
about
exactly
what
those
opportunities
are
and
how
we
might
maximise
them.
Q
Always
cognizant
of
the
fact
that
if
we
have
to
spend
two
pounds
to
generate
one
pound
of
income,
we're
making
things
worse
rather
than
better,
so
you
have
to
think
about
the
cost
associated
with
being
in
a
more
traded
situation,
but
absolutely
and
open
to
suggestions
as
well.
I
mean
there
are
some
obvious
things
to
it:
make
better
use
of
like
conferencing
facilities.
We've
got
some
really
great
assets,
but
we're
not
just
say
make
the
best
use
of
them
we're
making.
Q
There
are
opportunities
that
I
think
for
investment
in
property,
which
would
generate
income,
and
we've
got
the
capacity
to
be
able
to
do
that.
I
think
the
kind
of
money
that
were
making
from
the
generation
electricity
is
also
something
that
we
could
do
more
off.
So
the
I
think
the
plenty
of
opportunities,
but
don't
think
income
generation
is
going
to
answer
all
our
questions,
all
our
problems,
but
it
certainly
will
make
a
contribution.
A
I
Too
much
and
there
are
major
problems
and
a
lot
of
this
would
have
been
better
if
dealt
with
over
a
period
of
time
rather
than
in
a
rush.
What
really
concerns
me
is
having
got
you
answered
to
the
question
of
the
the
large
amount
of
money
with
regard
to
property,
it's
clear
that
that
hasn't
been
got
to
the
bottom
of
in
terms
of
where
we
are
and
therefore,
if
we
don't
know
our
position
on
that,
how
can
we
know
that
we're
making
the
right
decision
with
regard
to
the
level
of
staff
losses?
I
Q
What
we
have
achieved
is
related
to
particular
properties,
so
we
know
that
we
save
money
in
certain
places
and
that's
what's
been
achieved,
so
the
gap
is
between
an
estimate
of
what
we
thought
we're
going
to
achieve,
which
was
put
in
the
budget
and
what
we
have.
What
and
what
we
have
achieved.
So
so,
while
I
can't
tell
you
what
the
shortfall
relates
to
I
can't
tell
you
what
savings
we
have
made.
I
Q
Why
it's
got
to
be
reviewed
now
when
we
come
to
to
the
generalized
position
around
staffing
numbers?
We
know
that
in
general
terms,
we
need
to
you
can't
we
cannot
either
now
or
in
the
future,
manage
our
resources
with,
while
maintaining
the
same
the
total
number
of
staff.
We
know,
there's
going
to
have
to
be
a
reduction
in
staff.
The
process.
Q
What
we're
going
through
at
the
moment
is
saying:
okay,
who
would
like
to
go
on
a
voluntary
basis
and
then
we're
assessing
those
applications
against
the
risks
associated
with
who
might
go
and
whom
you
might
not
go.
So
it's
not
that
we'll
just
randomly
chose
choosing.
So
there
is
a
relationship
back
to
service
planning,
it's
just
being
done
in
a
different
way.
Perhaps
not
the
best
way.
I
agree,
I
would
agree.
They
would
be
better
to
do
it
differently,
but
it's
not
I
wouldn't
wanted
anyone
to
go
away
thinking.
Q
This
is
simply
random
and
we're
just
moving
people
out
the
organization
willy-nilly
without
any
regard
to
the
consequences.
That's
not
their
intention
in
the
it's
based
on
the
knowledge
that
we
know
that
we
need
to
reduce
the
workforce,
but
we're
doing
it
and
allowing
it
to
happen
in
a
way
which
is
risk
assessed.
A
Right,
I'm
gonna
bring
this
item
to
a
conclusion
and
thank
everybody
for
that
contribution.
I
am,
however,
going
to
use
my
prerogative
to
just
say
that
not
everybody
agrees
with
Gary's
comments
about
the
previous
administration's
budgeting
process.
I'm
not
going
to
go
into
a
defense
of
it
now,
but
I
guarante
guarantee
Peters
attempts
to
make
slurs
on
a
public
webcast
so
that
he
can
then
quote
them
back
later,
is
being
fact
and
not
acceptable
to
me,
even
if
they're
acceptable
to
others.
A
So
thank
you
for
what,
apart
from
that,
one
contribution
from
Gary,
was
a
really
constructive
debate
and
and
clearly
Stephen
and
Annabel.
Thank
you
for
the
openness
and
the
way
you've
approached
this
and
I
hope
that
we
can
carry
on
a
constructive
dialogue
in
the
difficult
challenges
that
you've
got
ahead
in
the
next
couple
of
months.
A
A
Think
that
also
relates
to
the
fact
that
we
possibly
do
that
by
identifying
real
issues,
rather
than
choosing
to
just
do
pre
decision
scrutiny
of
a
large
number
of
items,
because
it
makes
us
feel
we've
done
a
lot,
so
I
think
I.
Think
I
am
hoping
that
if
members
share
that
view
we
will,
we
will
be
able
to
influence
other
other
colleagues
at
the
meeting
tomorrow
and
Olli.
If
you
want.
You
want
to
speak
very
briefly
to
this
very.
P
Briefly,
chair
I'd
like
to
actually
thank
Nicola,
Bowden
Jones,
one
of
the
new
counselors
for
pointing
and
raising
this
at
audit
at
one
of
our
earlier
meetings,
proving
again
that
how
great
it
is
that
when
you
get
fresh
blood
and
fresh
eyes
in
the
council,
people
do
bring
up
things
and
it
part
of
me
is
concerned
about
that.
The
difficulty
of
engagement
and
I'm
guessing
at
the
minute.
P
That
said,
we
are
trying
to
keep
things
that
people
engaged.
We
are
a
democratic
country,
but
you
can't
force
people
to
come
to
a
meeting
water
watch
it
on
a
pod
cannot
own
a
webcast
at
home.
I'm,
not
sure
what
the
answer
is,
but
I
do
know
that
on
stuff,
where
we
supposedly
trying
to
engage
more-
especially
in
my
case,
a
neighborhood
partnership
that
doesn't
always
have
huge
attendance,
I,
think
it's
it's
an
issue
that
does
need
to
be
looked
at
nonetheless,
and
and
certainly
I
think
also.
P
One
thing
we
could
improve
is
how,
when
people
have
identified
a
concern
that
they
have,
that
does
generate
a
lot
of
interest,
how
they
can
best
go
back.
Turning
that
energy
and
that
frustration
probably
into
some
kind
of
positive,
productive
action
again.
It
might
not
necessarily
involve
them
all
having
to
go
to
meetings,
but
there's
got
to
be
some
kind
of
a
better
system,
and
maybe
one
that
doesn't
involve
having
the
occasional
tank
on
college
green,
I,.
A
A
We
had
a
delegation
from
Johannesburg
some
years
ago,
and
it
was
where,
where
they
still
very
much
cherish
their
their
democracy,
because
it's
it's
a
new
experience
to
them
and
they
actually
have
a
petitions
and
statements
committee.
It
has
the
sole
purpose
of
listening
to
the
concerns
of
people
and
then
referring
those
on
for
action
and
and
and
I.
Think
that
that's
where
perhaps
we
who
think
were
the
home
of
democracy
and
therefore
don't
need
to
learn,
actually
need
to
examine.
A
How
do
we
make
it
because
to
me,
if
we
have
two
hundred
people
wanted
to
turn
up
for
public
forum?
That's
a
really
positive
sign
that
they're
interested.
But
in
fact
all
we
do
is
allow
five
of
them
to
say
something,
and
then
we
go
on
to
the
next
business.
So
I
think
there
are.
There
are
serious
issues
there.
A
What
I'm,
not
sure,
is
how
we
progress
this,
because
the
Constitution
working
group
is
he's
meeting
over
the
next
three
or
four
months
and
I
think
it
would
be
useful
if
scrutiny
could
have
a
contribution
into
that
process,
because
even
if
cabinet
meetings
and
processes
have
to
fit
a
certain
process,
there
is
no
reason
why
we
can't
take
on
some
of
the
points
that
Syd
was
making
and
talk
about.
How
can
we
make
our
processes
more
user-friendly
for
engagement,
Jude.
S
Yeah
I,
completely
agree
and
I
think
we
saw
last
night
a
really
excellent
demonstration
of
how
that
can
be
done.
So
the
kind
of
the
big
conversation
about
housing,
which
was
co-organized
with
acorn
and
advertised
on
Eventbrite
as
an
open
invitation
and
including
voluntary
routes,
was
oversubscribed
and
the
event
was
incredibly
successful
in
getting
people
into
a
room
and
talking
about
something
that
they're
very
concerned
about
and
I'm
sure.
S
If
we
were
to
open
up
parts
of
scrutiny
to
a
similar
sort
of
process,
people
would
love
to
come
and
talk
about
buses
and
transport
and
and
stuff
like
that,
and
in
some
ways
having
it
in
the
cash
offer.
I
thought
was
an
excellent
venue.
It's
it's
not
such
an
imposing
space
as
this
one,
and
it
does
not
necessarily
have
to
be
that
the
public
forum
is
physically
and
directly
linked
to
the
meeting
to
which
it
addresses
you
know.
I
can
imagine
a
place
where
something
that's
of
importance
to
place.
S
Scrutiny
could
be
discussed
in
a
forum
like
yesterday
and
then
the
findings
and
the
listening
of
the
the
kind
of
people
who
need
to
list
and
I.
Think
myself
in
that
are
then
spoken
about
at
the
next
place
meeting.
So
I
really
really
hope
that
we
can
work
towards
doing
that
sort
of
thing
and
it
would
engage
people
more.
S
It's
really
really
important.
I
mean
this
is,
in
truth,
a
very
sad
position
to
be
in,
isn't
it
where
we're
discussing
incredibly
important
budget
issues.
Incredibly
important
audit
stuff.
All
of
us
have
given
a
part
time
and
we
want
to
get
the
people
to
understand
how
these
things
are
happening
and
the
gallery
is
empty.
Apart
from
the
dedicated
one
and
I
don't
know,
thank
you
very
much,
but
some
buddies
press.
Now
you
see
these
live
blogging.
S
For
all
we
know
no
joking,
but
and-
and
we
do,
we
know
how
many
people
watch
this
on
the
webcast
I
know
that
I
know
that
we
have
green
grid,
people
that
watch
it
and
back
and
so
yeah
come
eat.
Can
we
open
up
all
these
different
ways
of
doing
stuff
and
how
quickly
we
do
was
part.
I've
got
a
question
about
that
which
is
to
do
with
budget.
Maybe
you
know
it
costs
more
to
have
an
event
in
the
cash
or
and
provide
service
stuff,
but
I'm
sure
we
can
do
it.
I
F
I
To
the
general
public,
why
would
they
think
that
coming
along
here
would
make
a
significant
difference?
They
don't
turn
up
the
full
council
because
they
think
that's
the
decision-making
body
and
it's
it's
the
big
big
stage
and
that's
good
that
they
come
there
alone.
There's
been
efforts
to
squash
them
unfortunate.
They
can
reduce
their
ability
to
speak
and
part
of
the
problem
that
we
have
with
the
scrutiny
process
is
that
we
don't
know
where
the
action
is,
and
we
don't
exactly
react
when
there
are
real
issues
which
are
building
up
with.
I
So
a
committee
is
looking
at
transport,
as
with
a
Miss
responsibilities,
ought
to
be
going
where
there's
a
big
transport.
If
you
would
speak
to
the
local
people,
that
sort
of
thing
and
I
don't
see
any
reason
why
scrutiny
commissioners
can't
actually
do
that
and
I
realized
that
we
obviously
have
to
go
through
the
formal
process
of
looking
at
the
phone
would
plan
and
following
that
through.
But
if
we
don't
have
enough
flexibility
within
our
processes
to
go
where
the
action
is
and
go
to
where
people
think
there's
an
important
issue,
we
are.
N
You
I
said
I
expect
you
remember
chair
when
we
started
moving
cabinet
meetings
around
the
city.
We
had
lots
of
complaints
from
people
that,
wherever
we
were,
was
in
the
wrong
place
for
those
people
who
are
interested,
and
we
ended
up
usually
with
the
local
ward
councillors
being
there
and
absolutely
nobody
else,
because
they
were
so
difficult
for
anybody
to
find
so
I.
N
Have
people
scrutiny,
for
instance,
we
frequently
do
get
quite
a
lot
of
participation,
because
people
know
what
we're
talking
about
and
it's
something
that's
quite
relevant
to
them,
whereas
I'm
not
sure
that
what
we've
been
looking
at
tonight.
If
you
look
at
that
as
a
of
the
public
the
headlines
on
there,
although
we
know
it's
really
important,
it's
not
necessarily
something
that
somebody
thinks
well
actually
I
want
to
go
out
and
have
a
look
at
this
and
understand
what
people
are
talking
about,
so
I
think
I
do
think.
N
F
F
There's
a
traffic
regulation
or
the
consultation
going
on
in
my
ward
at
the
moment
that
people
don't
really
know
about,
haven't
really
heard
about
so
I
think
we
should
look
at
across
the
board
how
the
council
communicates
with
and
engages
with
the
public
meetings.
This
would
cost
them
a
huge
part
of
that,
but
I
think
it
should
go
wider,
really.
A
K
So
I
was
gonna,
yes,
Sid's
statement.
First,
point
line:
two
I
have
a
high
tolerance
for
reading
hundreds
of
pages
of
turgid
policy
documents.
Well
that
sort
of
sums
it
all
up
for
me.
If
we
could
do
something
which
is
more
readable,
that
would
at
least
help
and
I
might
add
there.
Couldn't
we
do
council
meetings
in
a
style
of
just
a
minute.
S
Just
briefly
I
mean
it
is
much
of
kind
of
real,
isn't
it
and
you
know
in
in
terms
of
this
meeting.
For
example,
we
have
a
report
that
is
vey
detailed
on
internationalism,
but
I
suspect
that
there
was
no
direct
invitation
to
the
twinning
organizations
to
international
students.
To
you
know
all
those
people
who
may
well
have
been
very
interested
in
listening
to
that
report
or
contributing
from
from
the
public
gallery,
and
you
do
have
to
directly
invite
people,
particularly
when
you
know
that
they've
got
an
interest
so
acorn.
Last
night,
though,
has
a
meeting.
S
It
was
because
there
was
a
very
specific
and
direct
invitation
to
a
very
specific
set
of
people
and,
of
course,
we
we
have
a
very
mixed
agenda,
but
it
could
be
possible.
You
know
it
would
have
been
possible,
presumably
to
say
to
certain
groups.
This
is
coming
up
on
the
agenda.
You
are
warmly
invited
and
you
only
need
to
come
to
that
20-minute
session,
but
we
would
really
like
you
to
be
there
and
I.
Think
you'd.
S
Be
surprised
that
when
you
issue
that
sort
of
invitation
to
people
they
will
respond,
and
perhaps
that's
something
to
do
with
it,
might
I'm
going
to
call
it
social
marketing
because
that's
effectively
what
it
is,
how
the
organization
socially
markets,
its
events
and
the
stuff
that
it
does
it
is.
It
is
something
that's
we're
not
very
good
at
actually
across
the
board.
I.
A
So
this
is
about
trying
different
options
but
Brenda's
absolutely
right
when
we
were
meeting
at
the
vassal
centre
and
there
was
a
virtually
nobody
there
and
then
someone
turned
up
and
it
take
them
two
and
a
half
hours
to
get
into
the
center
and
get
the
bus
out
again.
We
very
much
had
to
reconsider
and
persuade
then
to
reconsider
the
idea
of
going
around
to
people
because
it
was
actually
far
from
being
inclusive.
It
was
being
exclusive,
so
we've
got
to
make
sure
we
we
do
get
that
balance.
A
N
A
very
quick
one:
why
can't
we've
got
we've
got
the
council's,
got
a
Facebook
page,
haven't
they
or
at
an
address
or
Twitter,
because
I've
seen
somebody?
Why
can't
we
put
on
there?
You
know
come
along
tonight.
There's
a
fantastic
meeting.
We're
gonna
be
talking
about
budgets,
I'm
only
joking,
but
you
know
that
sort
of
thing.
You
know
wait
if
people
understand
that
it's
something
that
we're
talking
about
is
really
important
to
them.
N
If
they
don't
know
and
I
can't
imagine
that
many
people
out
there
gonna
sit
and
search
the
online
Bristol
City
Council
page
to
go.
Oh
look.
We
can
go
along
to
scrutiny
tonight,
whereas,
if
you
put
something
on
there
say
actually
we're
talking
about
something,
that's
going
to
impact
on
you
about
whether
you
are
going
to
have
enough
houses
noticing
Paul's
just
coming
or
whether
you,
you
know
something
about
payments
budgets
for
Social
Care.
T
Thank
you.
I
just
wanted
to
highlight
two
members
that
on
the
list
of
suggested
topics
to
be
discussed
tomorrow
at
the
screening
work
program
setting,
this
is
actually
on
there
about
three
times
from
different
areas.
So,
obviously,
tomorrow,
when
you're
setting
your
your
work
program,
you
may
want
to
make
this
one
of
the
priority
areas,
for
example,
for
not
necessarily
a
report,
but
it
could
be
a
select
committee
or
a
working
group,
and
some
in-depth
work
on
this
I've
also
had
an
indication.
It's
also
one
of
the
topics.
A
Thank
you.
So
we
move
on
next
item
12
the
referral
from
the
mayor
on
the
elimination
of
the
gender
and
race
pay
gap.
The
mayor
in
his
first
council
meeting
talked
about
referring
this
matter
to
scrutiny.
This
report
outlines
the
fact
that
there
are
a
number
of
other
committees
that
are
already
dealing
with
the
issue
and
it
seemed
inappropriate
for
us
to
get
involved
in
detail
but
wheels,
but
also
recognizing
that
it
is
one
of
those
things
that
might
end
up
with
so
many
people
involved
with
it.
Nothing
happens.
A
So
the
proposal
is
that
we
have
a
watching
brief
to
have
feedback
in
from
the
HR
committee,
rather
than
actually
adding
this
to
our
work
program,
but
I
wanted
I
wanted
to
bring
that
to
this
meeting,
not
least
that
we
could
get
agreement,
but
also
so
that
we
were
able
to
respond
to
the
mayor
to
say
we.
This
is.
This
is
all
the
strands
that
are
going
on
and
how
it's
being
dealt
with
members
happy
with
that
approach,
right
thinking,
so
the.
A
We
haven't
got
the
forward
plan
that
I
was
hoping
for,
but
I
certainly
Stephen
has
quite
rightly
pointed
out
to
me
that
there
are
certain
things
that
are
beyond
beyond
reason
and
the
circumstances
that
the
authority
is
finding
itself
at
the
moment.
Marvin
is
very
committed
to
establishing
the
forward
plan
but
recognizes
that
it
has
to
happen
over
a
time
frame
that
is
workable
and
I.
A
U
A
U
A
This
was
really
to
form
a
basis
for
tomorrow's
meeting,
but
again,
I
think
if
we
look
at
where
scrutiny
has
been
most
constructive,
it's
actually
been
on
targeted
items
rather
than
forward
plan
items.
So
it's
making
sure
that
we
get
that
balance
right.
Does
anyone
have
anything
they
wish
to
raise
on
the
forward
plan?
A
A
A
This
is
an
ongoing
piece
of
work,
so
really
what
you've
got
here
is
simply
showing
where,
where
we
are
I
have
I
have
raised
the
point
that
I
think
there's
a
danger
that
exempt
items
can
be
used
as
a
way
of
reducing
the
need
to
produce
a
concise,
informative
report
that
can
go
into
the
public
domain
and
a
short
amount
of
exempt
paperwork
if
necessary.
I'm.
A
My
own
view
is
that
some
of
the
stuff
that's
exempt.
Actually,
we
probably
don't
even
need
to
know,
and
therefore
that
is
an
issue
for
for
officers
to
assess
before
the
information
comes
to
us,
but
I'm
I'm,
keen
that
we
establish
a
protocol
because
ultimately
it
cannot
be
us
in
scrutiny
who
make
the
decision
whether
something
is
exempt.
It
has
to
be
the
legal
department
and
senior
officers
who
determine
whether
the
information
can
be
can
be
shared
in
the
public
domain.
Well,
our
team
that
we
develop
a
more
effective
process.
A
It
doesn't
see
a
boat
embraces,
very
large
exempt
report
because
I
don't
think
that
is
appropriate
and
personally
I
find
it
very
confusing,
because
I
can't
remember
winner
in
the
public
session
that
precedes
it,
whether
I'm
discussing
an
item,
that's
exempt
or
not,
because
I
can't
remember
where
I
read
it
so
I'm
really
King
that
we
develop
ways
of
making
that
work.
So
this
is
very
much
work
in
progress.
Don't
see,
did
you
want
to?
Did
you
want
to
add.
Q
Steve
justjust
to
agree
with
you
that
the
objective
should
be
to
see
to
put
into
the
public
domain
as
much
information
as
possible.
That's
the
nature
of
how
the
government
should
work
and
the
nature,
and
this
report
is
saying
we're
going
to
review
that
have
a
look
at
how
we've
come
to
those
decisions
in
the
past
and
see
what
we
can
do
about
changing
it.
Q
A
But
to
also
add
the
other
aspect:
what
I,
what
I
would
be
I
would
not
want
to
happen.
Is
us
to
be
force
in
trying
to
force
Emily
into
the
public
domain.
They
might
jeopardize
the
authority
and
that
and
that's
a
that's,
that's
something
where
we
have
to
make
sure
that
that
balance
is
right.
Only
just.
P
The
quick
observation
chair,
which
is
unusual
for
me,
but
it
was
that
the
drawback
with
having
quite
a
bit
of
exempt
information,
is
that
the
conspiracy
theorists
can
come
to
the
conclusion
of
what
was
exempted
was
interesting.
I
have
read
exempt
documents
before
it's
a
canister.
They
have
been
probably
the
driest
documents,
I've
read
and
among
the
least
interesting,
but
there
was
a
good
reason
why
they
were
exempt
at
that
point
in
time.
I
What
I'm
not
seeing
here
is
because,
obviously
the
legal
officers
have
to
make
the
final
decision,
but
I'm
not
seeing
what
we
need,
which
is
the
right
people
to
see
whether
it
is
robust.
The
reason-
and
you
know
I've
seen
examples
where
there
was
a
leak
from
the
cabinet
on
a
matter
actly
to
do
with
metrobüs,
and
you
know
there
was
a
lot
of
who
heard
about
that
for
an
actual
fact.
I
One
of
the
reasons
why
it
was
leave
was
because
even
the
ward
councillors
who
were
massively
affected
will
not
even
informed
as
to
what
was
actually
going
on,
and
you
know
if
that
sort
of
thing
actually
happens,
it's
an
encouragement
to
leak
and
it
means
that
sometimes
stuff
gets
out
that
shouldn't
too
badly
get
out.
So
it's
the
process
of
it
shouldn't
make
it,
but
the
right
people
to
be
able
to
challenge
that
decision.
A
Maybe
I
think
that
is
I
do
think.
That's
the
valid
point
and
I
think
if
we
can,
if
we
can
take
that
on
board,
because
any
process
has
to
have
the
ability
for
a
genuine
invalid
challenge
to
be
raised
and
a
means
of
resolving
it,
so
I
think
we
do
need
to
make
sure
that
that
that
is
accounted
for.
Otherwise
there
would
be
the
ability
for
things
to
be
appear
to
be
concealed,
which
is
clearly
what
we
want
to
avoid
that
challenge.
So
thank
you,
Gary.
Anybody
else
have
any
other
point
right.
A
A
I
think
following
discussions
that
it
came
up
yesterday,
it
is
possible
that
won't
be
the
case,
but
on
the
other
hand,
that
was
also
fixed
before
we
have
the
responsibility
for
the
budget
process,
which
I
think
may
require
us
to
meet
before
the
3rd
of
November
or
we'll
certainly
give
us
a
purpose
for
a
number
of
meetings
after
that
date.
So
at
the
moment,
the
3rd
of
November
and
the
9th
of
February
are
the
next
scheduled
meeting
dates,
but
there
will
be
additions
to
that.