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From YouTube: Bristol's five year challenge - draft Corporate Strategy discussion Tue, 15th Nov 2016 - 7:00 pm
Description
Bristol's five year challenge - draft Corporate Strategy discussion
Tue, 15th Nov 2016 - 7:00 pm
0:06:17 - Introduction
0:16:36 - Presentation from Annabel Scholes - Interim Service Director Finance
0:22:34 - Q1 - Budget
0:31:19 - Q2 - Section 151 Officer
0:38:37 - Q3 - Inflation
0:39:36 - Q4 - Libraries
0:45:42 - Q5 - Staff
0:58:02 - Q6 - Neighbourhood Partnerships
1:04:32 - Q7 - Bristol Energy
1:07:20 - Q8 - Transport
1:09:17 - Q9 - Social Care
1:13:44 - Q10 - Housing
1:17:18 - Q11 - Allotments
1:19:23 - Q12 - Prevention
1:21:52 - Open Forum
A
A
Good
evening
everybody
and
welcome
along
if
we
can
take
our
seats
now,
I
think
good
evening.
I
think
everybody's
managed
to
get
their
parking.
We
may
get
some
late
arrivals
as
well.
My
name
is
Padma
I'm
brought
a
broadcaster
I
run
BC
FM
radio,
it's
a
community
radio
station
and
I
do
some
work
for
the
BBC
and
local
television
as
well
I'm.
Here
as
an
independent
chair
this
evening,
I
chaired
the
last
consultation
conversation
at
the
station,
Rhimes,
isn't
it
last
Thursday
and
tomorrow
and
Thursday
we'll
have
some
more
over
in
hen,
Grove
and
Speedwell?
A
Okay.
So
welcome
to
this
five-year
corporate
strategy.
Consultation,
Marvin
Reece
is
here
to
my
left,
he's
here
to
answer
some
questions
alongside
some
councillors
and
we
have
a
cabinet
member
here
as
well
this
evening
sitting
at
the
front.
Now
there
is
a
huge
financial
challenge
that
the
council
is
facing:
they're
running
a
citywide
consultation
to
find
out
what
people's
priorities
are
and
what
services
matter
most
to
you
all.
So
tonight's
discussion
is
a
key
part
of
that
consultation.
It's
one
of
the
ways
in
which
you
can
all
take
part.
There's
a
suggestion
box.
A
It's
outside
on
your
on
the
registration
table,
but
many
people
have
already
had
the
opportunity
to
submit
some
questions
either
whilst
registering
through
the
Eventbrite
system
or
when
they
arrive
this
evening
and
they've.
Given
us
some
questions
in
writing,
we're
also
inviting
you
to
share
your
ideas
by
jotting
them
down
and
posting
them
in
the
box
couple
of
things
before
we
get
started,
I
need
to
run
through.
A
Firstly,
we're
not
expecting
any
fire
alarm
testing,
so
if
it
does
go
off,
if
you
could,
please
make
your
way
out
of
all
any
of
the
marked
fire
exits.
The
main
exit
is
the
way
that
you
came
in
and
the
meeting
place
is
in
the
carpark.
Toilets
are
located
as
you
came
in
so
if
you
go
out
of
these
doors,
turn
left
and
there
on
your
right-hand
side,
there
are
accessible,
toilets
there
as
well.
So
the
point
of
this
evening,
then
really
is
to
have
a
discussion.
What
our
mayor
would
like
is
a
discussion.
A
It's
not
a
question-and-answer
session
in
terms
of
people's
opportunity,
just
to
say
what
they
want.
Rather,
to
have
that
conversation
and
to
make
suggestions.
The
suggestions
made
last
week,
the
suggestions
being
made
tonight
and
tomorrow
night
and
the
following
night,
are
all
being
taken
down
and
recorded
by
the
council
in
the
cabinet
and
those
will
go
towards
that
decision-making
process.
So
I'd
like
to
welcome
marvin
Reese,
our
elected
mayor
and,
firstly,
marvin
asked
you
to
give
your
ideas
of
what
we
can
achieve
tonight.
B
Really
appreciate
that
so
there's
a
few
things
about
what
we've
been
doing
and
you'll
get
some
more
detail
on
the
very
nature
of
the
financial
challenge
we
face
very
shortly.
So
you'll
have
a
sense
of
the
scale
of
the
challenge
we
face
both
within
this
financial
year,
which
is
not
a
great
place
to
be
because
we're
doing
it
in
year,
but
also
the
scale
of
the
challenge
for
17
to
22.
B
2022
that
we
we
have
to
meet
I
would
say
that
one
thing
it
does
mean
for
us
is
that
we
need
to
be
open,
which
is
not
necessarily
a
bad
thing,
actually,
two
fundamentally
rethinking
what
local
government
is,
the
role,
the
role
it
plays
and
where
it
plays
its
role
in
and
the
role
it
plays
in
different
challenges.
So
where
do
we
need
to
directly
deliver?
Where
do
we
need
to
be
a
commissioning
organization?
Where
do
we
need
to
be
enabling?
B
Where
do
we
simply
need
to
monitor
and
push
back,
and
where
do
we
not
act
all
together?
One
of
my
other
mayoral
candidates,
Tony
Dyer
a
great
observation
in
some
sense,
while
the
way
what
we
are
challenging
is
not
something
any
of
us
would
have
designed
in
because
it's
on
the
back
foot
but
at
the
same
time
we
can
maybe
have
a
look
at
the
possibility
that
we're
using
a
mod
of
local
government
that's
100
years
old
and
and
the
world
that's
moved
on
quite
dramatically,
both
socially
and
technologically.
B
So
we
we
face
a
major
challenge
just
without
doubt,
and
I've
and
I've
been
clear
in
my
in
my
cover
letter
that
when
we
look
through
the
range
of
possible
responses,
we
have
to
meet
in
those
three
challenges
of
how
we
make
cuts,
how
we
reduce
future
demand
and
how
we
raise
revenue.
There
are
many
many
things
that
are
unpalatable
by,
but
unfortunately,
sometimes
I
think
it's
the
thing
I
share.
B
When
I
give
my
talks
to
young
people,
sometimes
political
leadership
is
not,
which
is
good
and
which
is
bad,
but
which
is
the
least
worst
option,
and
who
can
we
work
with
to
mitigate
the
impacts
of
those
options?
And
that's
that's
the
challenge
we're
facing.
My
hope
is
that,
as
I've
said,
without
with
our
cabinet
and
our
senior
leadership
team
throughout
this
whole
process,
if
I
can
share
these
three
things
with
you,
even
if
we
have
to
do
something,
that's
not
nice,
we
can
do
it
badly
or
we
can
do
it
well.
B
B
Look
over
people
in
the
eye
make
sure
they
have
their
chance
to
speak
to
us,
give
their
feedback
and
make
their
recommendations
on
the
organization
we
set
up
a
day
where
we
brought
potential
employers
into
the
organization
for
anyone
seeking
v/s
was
put
directly
in
contact
with
people
who
may
be
looking
for
staff
themselves,
so
we've
been
trying
to
be
honorable
and
in
that
sense
the
second
is
that
we
need
to
do
this
in
partnership.
So
our
leadership
team
have
been
out
and
they've
briefed
the
health
service
they
be.
B
They
briefed
the
police,
we've
briefed
the
voluntary
sector.
What
we
don't
want
is
us
making
cuts
in
our
corner,
we'll
make
a
decision
in
our
corner
with
no
reference
to
what
the
police
are
doing
as
sumac
Stevens
is
having
to
make
some
big
decisions
as
well
with
no
reference
to
what
there's
clinical
commissioning
groups
are
doing
with
the
Health
Service,
and
then
we
end
up
with
some
unintended
consequences
in
the
city,
so
we
are
trying
to
be
very
proactive
in
making
sure
that
we
do
this
as
a
city.
B
The
third
thing,
which
is
I,
think
it's
really
important
for
us
to
keep
in
mind.
Is
that
well
clearly
the
the
question
you
know
queerly,
the
challenge
of
our
finances
is
is
a
big
one.
We
don't
want
our
city's
narrative
to
simply
be
a
narrative
of
cuts.
We
want
there
to
be
a
narrative
of
building,
Bristol,
I,
know
and
I
don't
mean
that
I
don't
mean
that
in
a
trying
to
get
you
on
a
on
a
cheap
PR
way.
B
B
We
all
face
we're
all
facing
massive
financial
challenges
as
individual
organizations,
but
my
office
did
a
back-of-the-envelope
calculation
and
between
all
those
organizations
in
that
room
we
spent
over
six
billion
pounds
a
year
in
Bristol
and
actually
that's
one
of
those
questions
is,
as
we
look
at
the
challenges
we
face
as
individual
organisations.
We
must
also
ask
the
question
about
how
we
work
as
a
city.
B
So
if
all
of
those
leaders
in
that
room
on
that
morning
decided
to
have
an
impact
on
Bristol,
could
we
not
have
that
impact
by
looking
at
the
way
we
spent
that
six
billion
plans
the
way
we
employed
the
60,000
people
that
they
represented
in
terms
of
employment
in
that
room,
so
we're
exploring
different
we're,
exploring
those
avenues
to
towards
a
city,
leadership
and
I'll.
Give
you
two
quick
examples
of
what's
come
out?
B
The
back
of
that
one
is:
we've
had
a
commitment
so
that
between
the
1st
of
January
in
the
1st
of
March,
no
one
who's
able
to
accept
help
will
have
to
spend
a
night
on
the
streets
that
that
has
that's
the
challenge.
That's
taken
on
that's
by
local
government,
but
by
help
on
volunteer
set
to
criminal
justice
as
well,
so
we've
aligned
some
some
some
focus
on
that.
We
got
city
commitment
to
make
sure
that
every
young
person
has
access
to
work
experience
at
the
moment.
B
56
percent
of
our
young
people
don't
get
work
experience
and
these
are
the
kind
of
jobs
they
want.
So
we've
got
a
city
commitment
to
that
and
we
can
distill
deliver
that
in
the
face
of
that
and
in
just
there
tonight,
I
met
with
a
whole
group
of
church
leaders.
We
had
about
25
church
leaders,
who
said
if
they've
said
to
us
cuz
one
of
my
commitments
were
for
Breakfast
Club
for
every
primary
school
in
Bristol.
That's
able
to
take
one.
B
They
said
we
will
step
into
that
breach
any
school
that
doesn't
have
a
Breakfast
Club.
We
will
step
up
and
we
will.
We
will
move
to
make
provision
for
that,
so
we're
still
able
to
meet
challenges
in
the
city,
but
we
do
need
if
you
think,
about
working
in
a
different
way
and
that's
what
part
of
this
is
about.
Bring
the
specifics,
but
also,
please
help
us
think.
But
then
you
say:
per
local
government.
A
Thanks
very
much
indeed
for
now
Marvin
before
we
introduce
some
finance,
we're
going
to
speak,
we're
going
to
hear
from
very
shortly
Annabel
sculls
who's.
The
council's
interim
finance
manages
to
let
you
know
on
my
right
on
your
left.
Is
Craig
Chaney
he's
the
cabinet
member
member
for
finance
governance
and
performance,
so
we
will
be
putting
some
questions
to
Craig
as
well.
You
won't
be
saying
thanks
what
I'd
like
to
do
also
is
just
the
councillors
that
are
here
tonight.
A
If
you
could
either
raise
your
hand
or
stand,
if
you
could,
just
sort
of
people
know
that
there
are
some
counselors
here
this
evening.
So
where
are
you
if
you
could
raise
your
hands?
That
will
be
all
stand.
That
would
be
brilliant.
Thank
you
very
much.
Indeed,
okay,
and
there
may
be
some
questions
going
out
to
you
that
marvin
will
will
pass
on
as
well,
but
before
we
do
that,
I
want
to
try
and
get
everything
in
context.
If
we
can
so
before
we
open
up
questions,
we
do
have
people
with
microphones,
I.
A
Think
we've
got
Keith
Andorinha
who
are
here.
We've
got
people
with
microphones
that
we'll
be
able
to
come
to
you
if
we
have
a
question
or
we
call
your
name
on
a
question
that
you've
already
submitted.
If
you
don't
want
to
ask
it
in
public,
it's
not
a
problem,
just
throw
it
back
and
I'll.
Ask
it
for
you
so
before
we
do
that
we'll
put
things
in
context,
I'd
like
to
introduce
Annabel
skulls
who's,
the
council's
interim
finance
moment
manager.
A
C
Hello
good
evening,
everybody
so
I'm
just
going
to
give
you
a
bit
of
a
quick
tour
but
we'll
try
and
keep
it
as
simple
as
possible,
because
we
do
understand
how
complicated
the
finances
of
a
local
authority
are.
But
if
we
could
take
us
to
the
first
slide,
what
I
thought
it
would
be
good
to
do
is
just
to
remind
us
all
exactly
how
much
the
local
authority
spends
on
delivering
its
services.
Now.
C
This
does
include
both
our
Housing
Services
and
what
we
call
our
general
fund
services,
and
it
is
actually
around
our
general
services
where
we
have
the
budget
pressure.
But
overall
we
spend
as
a
local
authority
1.1
billion
pounds
per
okay.
The
pie
chart.
There
is
actually
within
the
consultation
pack,
so
I
don't
intend
to
take
you
through
all
the
different
elements,
but
that
just
gives
you
an
overview
in
that
context
of
we're
talking
about
1.1
billion
pounds.
C
So
there
are
three
key
main
factors
that
are
affecting
us
in
relation
to
actually
a
financial
challenge,
the
way
we're
trying
to
deal
with
the
first
one
being
government.
They
are
both
past
present
and
future.
So
there
has
been
a
big
change
in
local
government
in
the
way
we
are
funded
and
basically,
the
direction
of
travel
is
that
we
are
trying
to
bring
the
local
authorities
to
generating
its
income
through
local
means.
C
The
next
element
that
we
need
to
talk
about
is
actually
how
our
services
that
we
deliver
are
going
up
in
cost
so
actually
over
the
life
of
the
medium
term
financial
strategy,
we're
looking
at
an
additional
138
million
pounds
that
we
need
to
actually
provide
for.
So
that's
our
next
big
challenge
and
the
final
challenge
that
we've
put
up
there
for
you
tonight
is
actually
where
we
find
ourselves
in
1617.
So
at
the
moment
we
are
all
as
a
team
addressing
the
fact
that
we've
got
a
31
million
pound
budget
gap.
C
We've
already
improved
that
situation,
but
that's
the
last
figure
that
we
actually
published
and
has
been
shared
by
members.
So
that's
31
million
pounds,
so
this
chart
here
is
the
one
that
gets
a
little
bit
harder
to
explain.
But
basically
the
area
you've
got
that
shaded
at
the
top
is
the
92
million
pound
gap
that
actually
we
have
put
out
to
consultation
of
what
we're
trying
to
address,
but
it's
very
important
that
we
share
with
you
tonight
that
actually,
we've
already
made
some
decisions
about
how
we
can
close
that
gap.
C
So
actually,
if
you
look
at
the
bottom
dotted
line
there,
that
is
actually
our
council
tax
level
as
we
currently
are
today.
But
what
we
then
do
within
the
budget
assumptions
for
the
consultation
is
we've
assumed
that
the
first
dotted
line
is
in
relation
to
the
social
Elfi.
So
basically,
the
government
last
year
allowed
us
to
put
a
different
type
of
levy
on
our
council
tax
or
charge.
Basically
so
in
your
council
tax
bill
you'll
see
an
element
for
your
social
care
and
that
Babes
basically
is
central
government.
C
Acknowledging
that
one
of
the
big
pressures
local
government
are
dealing
with
relates
to
social
care
and
the
provision
of
services
to
our
vulnerable
adults.
But
then,
actually
the
local
authority
is
already
put
in
an
assumption
that
will
increase
our
council
tax
and
that
assumption
is
one
point:
nine
five
percent
per
year.
So
it's
very
important
to
understand.
Actually,
we've
already
taken
some
really
difficult
decisions
in
getting
to
the
ninety
two
million
pound
gap,
but
if,
through
the
consultation,
any
of
those
assumptions
need
to
change
we'll
be
making
this
gap
bigger.
C
So,
for
example,
if
we
said
we
only
wanted
to
increase
council
tax
by
one
percent,
I'd
be
making
that
gap
bigger
and
that's
where
you
actually
see.
If
you
take
away
those
two
assumptions,
one
about
a
council
tax
increase
the
second
about
the
social
care
levy.
I'd
actually
have
a
gap
that
we'd
be
consulting
on
under
one
hundred
and
thirty
three
million.
So
actually,
we've
already
had
to
take
some
difficult
decisions.
C
Okay,
so
this
last
slide
that
I'm
talking
to
you
about
now
is
actually
looking
at
how
the
medium-term
financial
strategy-
and
that
is
our
five-year
planning
model.
We
have
to
basically
look
at
what
we
spend
and
what
we
receive
in
income
and
what
the
gap
will
be
here
on
you.
So,
actually,
you
can
see
in
the
blue
columns
how
much
for
1718,
for
example,
we've
got
a
financial
challenge,
and
that
is
approximately
twenty-eight
million.
The
proposals
we
put
out
to
consultation
at
the
moment
just
cover
that
28
million.
C
So
actually,
if
everything
was
acceptable,
we
could
be
in
a
position
where
we
have
a
1718
balanced
budget,
but
we
know
a
consultation
doesn't
work
that
way,
but
also
we
have
the
1617
challenge
that
we're
still
working
on.
So
actually
that's
why
this
discussion
tonight
is
really
really
important,
because
actually,
today
we
don't
have
all
the
answers.
C
If
you
go
further
out
on
the
five-year
plan,
though
you
can
see
actually
what
we
need
to
save
against
the
consultation
proposals
is
more
so
we've
got
a
gap
and
that
gap
gets
bigger
over
the
life
of
the
medium-term
financial
strategy.
Okay,
so
that
was
me
just
giving
a
very
Whistlestop
tour
of
the
financial
overview.
A
Thank
you
very
much
Sanibel
during
the
course
of
the
evening
I'm
going
to
ask
people
for
a
show
of
hands
that
will
give
myself
as
chair,
but
also
our
mayor
and
some
of
his
team,
an
idea
of
your
views.
So
can
we
have
a
show
of
hands
how
many
people
found
that
helpful
that
last
presentation
in
terms
of
understanding
some
of
the
council's
finances?
A
Okay,
thank
you
and
just
because
I'm
very
sure,
I
didn't
say
everybody's
hand,
sir.
How
many
people
didn't
find
it
particularly
or
didn't
quite
get
it
don't
be
embarrassed,
brilliant.
Okay,
thank
you
very
much.
The
first
question
I've
got
and
there
are
a
number
of
topics
but
I'm
going
to
open
up
with
this
one.
It's
a
query
to
the
mayor
from
Sheila
priests.
It's
Sheila
here
this
evening.
Sheila
would
would
you
like
to
read
the
question
or
would
you
like
me
to
no
problem?
Of
course?
A
Oh
well,
okay,
this
question
said
it
appears
that
last
April
there
was
a
balanced
budget.
Then,
after
the
elections
between
April
and
August
August,
a
massive
30,
odd
million
deficit
occurred
on
top
of
which
there
are
now
the
extra
cuts.
What
happened
between
April
and
August?
Was
there
a
massive
spending
spree.
B
If
there
was
a
spending
spree,
I
promise,
you'd
see
the
results.
To
be
honest,
it's
one
of
the
things
that
we're
looking
at
hundred
to
Craig
in
a
minute
and
potentially
I
know
we
one
of
the
first
things
I
wanted
when
I
came
in
was
to
have
clarity
on
our
financial
situation.
I
wanted
to
know
in
in
line
with
the
commitments
we
were
making
to
the
city.
What
was
a
financial
base
we
were
working
on?
B
B
We
we
discovered
that
we
discovered
that
some
of
the
some
of
the
the
the
savings
that
were
identified
didn't
actually
lock
in
I,
don't
when
they're
technical
phrase
away,
but
they
weren't
they
weren't
locked
in
as
much
as
they
they
should
have
been,
and
so
they
slipped.
So
we
found
ourselves
in
this.
This
challenging
situation.
I
will
say:
we
have
commissioned
from
the
LGA
a
review
of
our
finance
financial
situation
and
that
will
look
at
what
happened.
Don't.
D
On
this
particular
question,
it's
quite
a
difficult
one,
as
Marvin
says,
I
think,
probably
about
half
about
30
million.
Roughly
was
undelivered
savings
that
we'd
that
were
planned
in
into
the
budget.
So
that's
what
we've
commissioned
the
review
on
really?
How
did
we
get
here
this
far
into
the
year
and
not
have
the
details
of
everyday
savings?
D
E
I'm
Anna
Chlumsky
I'm,
an
interim
strategic
director
for
business
change.
So
as
councillor
Cheney
as
explained,
we
each
council
has
a
view
of
the
amount
of
savings
it
can
make
in
each
year
and
the
savings
that
we
were
planning
to
deliver
this
year
were
actually
first
consulted
on
three
years
ago,
when
we
were
going
through
the
same
sort
of
process
and
looking
forward
around
our
three-year
view.
E
As
is
always
the
case,
things
changed
during
the
time
from
when
you
first
consults
and
when
you
come
to
deliver
so
some
of
those
savings
that
we
originally
thought
would
be
deliverable
have
actually
moved
on
now.
Some
of
that
has
been
because,
if
you
think
about
the
pressures
that
Annabelle
talked
about
pressures
being
things
where
areas
where
we're
spending
more
money,
we
are
facing
some
significant
challenges.
E
If
we
look
at
just
two
areas,
both
of
which
are
in
social
care,
children
and
adults
in
the
children's
area,
actually,
we've
got
a
very
fast
rising
population
higher
than
the
national
average
by
some
significant
amount.
That's
impacting
on
the
amount
of
money
we
plan
to
spend
on
children,
social
care
and
the
amount
were
actually
spending.
A
Thanks,
thank
you
very.
Thank
you
very
much
indeed.
If,
if
you
have
got
a
question,
please
raise
your
hand.
I
was
just
gonna
wash
cedar
whose
question
that
was
just
your
your
reaction
to
the
answers
you've
been
given
just
just
talk
into
it,
you
don't
need
to
switch
it
on/off,
it
should
be
on
I.
Would.
F
Have
to
take
time
to
digest
a
lot
of
what
was
said,
but
I
thought
that
some
of
what
you
were
speaking
about
was
already
predictable.
So
therefore,
it
shouldn't
have
been
such
a
hard
shock
in
August
to
find
that
she
was
so
much
in
debt,
but
I'm,
not
really
sure
of
my
facts
here
so
I
would
have
to
sure.
A
B
I
mean
I
would
just
say
again
one
of
the
things
that
we're
looking
to
is
review
review
the
plans
on
a
yearly
basis,
while
they're
just
coming
to
the
end
of
a
cycle
and
then
drop
it
off
enough
to
reinvent
I,
am
in
the
microphone.
I
want
a
clip
mic.
Okay!
Is
that
better
I'm
on
a
clip
mic?
It's
not
as
obviously
not
picking
up
yeah,
okay,
I,
have
to
say
forward
speaker.
B
B
We
should
have
been
on
this
process
for
quite
some
months
ago,
and
so
in
some
sense,
it
does
feel
if
I'm
perfectly
honest,
it
does
feel
a
little
bit
like
Warner
back
foot
and
we're
trying
to
the
phrase
I've
been
using
is
we're
trying
to
put
the
car
the
wheels
on
the
car
which,
on
a
drive
at
hundred
miles
an
hour
at
the
same
time,
everything
still
goes
on
every
day,
and
yet
we're
still
trying
to
we're
trying
to
fix
our
financial
function
as
well.
Thank.
A
You,
but
there
are
a
couple
of
hands
up,
but
but
before
people
stay
there
because
you've
got
the
microphone
coming
to
you,
but
I
do
want
to
keep
this
constructive
and
and
what
I
would
like
to
do.
We
could
probably
sit
here
all
evening
talking
about
the
presentation
you've
just
had,
but
what
we're
really
looking
for
now
are
suggestions
about
how
the
council
can
save
money.
So
when
you
get
the
microphone,
if
you
just
like
to
say
who
you
are,
what
your
name
is
and-
and
the
point
you'd
like
to
make-
please
my.
G
Name
is
Andrew,
none!
It's
it's
not
a
suggestion.
It's
just
you
didn't
lock
in
you
say
the
31
million.
Well,
that
was
the
shortfall.
What
guarantees
is
going
to
be
controlled
in
the
next
five
years,
who's
going
to
be
moderating
it
to
make
sure
that
it
doesn't
get
missed
again
and
it
just
goes
progressively
gets
worse.
That's.
B
That's
one
of
the
reasons
not
only
if
we
well
number
of
things
we've
done
one
is
are
now
are
what
we
call
our
section:
one
five,
one
officer
who's,
our
sorry
I'm
trying
to
move
to
see
you
all
right.
Who
is
our
supremo
on
on
finances?
Now
on
the
senior
leadership
team
in
the
council,
we've
moved
that
position
and
it's
one
of
the
reasons
we've
launched
this
financial
review.
That's
not
just
a
case
of
saying
things
went
bad.
Why
did
they
go
bad?
The
primary
purpose
is
to
say
what
could
have
been
done
better.
B
How
do
we
end
up
where
we
ended
up
and
what
are
the
practices
we
need
to
put
in
place
to
make
sure
we
don't
end
up
with
this
kind
of
surprise
in
the
future
to
make
sure
we
have
the
best
practice
around
around
our
finance,
but,
like
I,
said
it's
important
for
me
that
we've
launched
a
few
reviews
of
our
near
screen
capital.
The
next
elections
as
well,
so
we've
got
these,
but
what
we've
pulled?
We
fought
outside
people
in
to
come
and
do
that
to
give
us
an
objective.
I,
there's
no
cheap
politics
around.
B
H
H
But
budget,
but
if
it
just
slips
and
slips
and
slips
and
it's
it
is
totally
meaningless.
A
budget
is,
is
a
plan
and
the
other
thing
that
I
really
was
hoping
to
ask
you
about
is
the
is
the
inflation
assumptions
in
all
of
the
numbers
that
you've
been
actually
showing
because,
obviously,
over
about
the
last
of
six
months,
the
the
currency
has
halved
evaluated
by
about
120
percent,
which
is
expecting
us
to
have
a
big
knock-on
effect.
Then
he
it
inflation
and
really.
The
question
is,
you
know.
H
A
Thank
you
said
two
issues.
Really.
One
of
the
questions
is
in
terms
of
what
teeth
I
get
I.
Guess
is
this
office
gonna
have
if,
if
the
budget
is
slipping
a
Marvin,
if
I
could
ask
you
that
one
and
then
Craig,
if
I
could
go
over
to
you
just
in
terms
of
currency,
inflation,
etc
and
the
repercussions
to
that
all.
B
One
of
the
things
that
we've
been
working
on
as
a
cabinet
and
with
the
senior
leadership
team,
as
well
as
saying
when
papers
come
to
us,
you
tell
us
what
the
paper
is
and
then
we
immediately
start
talking
about
the
financial
consequences,
yeah
the
implications
of
that
paper,
so
everything
is
and
what
I
also
want
those
papers
to
do
is
also
talk
about
health
inequalities,
the
impact
on
partners
and
the
environment
and
how
it
impacts.
Oh
there's
a
standardized
questions,
so
we
begin
to
to
really
focus
there.
B
I
would
say
to
if
I
can
just
come
back
to
that
that
piece
I
raised
at
the
beginning.
We
talked
about
this
a
cabinet
today,
political
cabinet,
but
what
we
don't
want
to
do
is
just
be
talking
about
cuts.
It's
important.
We've
got
to
make
some
tough
decisions,
but
we
do
need
to
talk
about
what
we're
calling
in
in
in
house
a
target
operating
model.
What
is
the
future
shape
of
local
government,
so
we
can
build.
My
hope
is.
A
Terms
of
the
the
question
there,
one
of
the
bits,
I
guess
I'm
trying
to
get
out
from
you-
is
this
officer.
If
they
are
aware
that
budgets
are
slipping
because
budgets
can
slip
and
things
can
change
what
teeth
of
they
go
where,
where
will
they
come?
How
quickly
can
things
be
remedied
at
work?
Will
they
have
your
ear
in
terms
of
look,
this
is
not
going
right
because
we
read
in
the
papers
and
we
watch
on
TV.
B
E
Just
so
the
audience
understands
the
way
the
organization
currently
operates,
so
I
would
be
the
strategic
director,
but
Anna
Bellwood
reports
in
to
me
formally
through
the
structure
as
the
council's
most
senior
finance
officer
and
holds
what
is
called
the
section
151,
which
is
in
law
enshrined
as
the
finance
director.
So
you
are
quite
right
to
talk
about.
They
do
have
some
responsibilities,
but
I
just
want
to
take
us
back
a
step
if
I
may
before
I.
Let
Annabel
then
talk
about
her
statutory
responsibilities.
E
Firstly,
it's
really
important
to
recognize
that
normally,
where
I
would
have
worked,
the
forum
where
Annabel
would
have
worked
before
we
would
always
have
had
a
three
year
plan
that
rolled
forward
every
year.
That
isn't
what
we
have
currently
and
that
is
why
we
are
starting
again
from
the
beginning
to
start
on
a
new
savings
proposal
so
that
that's
the
first
thing
to
note.
E
That
would
be
happy
to
try
and
answer
them
for
you,
but
what
we
have
done
in
those
reports.
If
we've
we've
tried
to
impose
upon
ourselves
those
statutory
things
Anabelle
could
impose
in
law,
so
we've
actually
imposed
various
disciplines
upon
ourselves
to
avoid
Annabelle
having
to
use
her
responsibilities.
I
just
like
to
also
say
there
won't
be
a
council
in
the
country
that
hasn't
got
some
savings
that
aren't
being
delivered,
but
if
they
are
then
we'll.
E
For
you
for
any
council
to
be
able
to
manage
that
without
there
being
in
year
pressures
or
overspend,
and
you
are
quite
right
to
take
some.
What
are
we
doing
about
it?
And
we
are
doing
lots,
we're
going
through
an
enormous
rigorous
for
internal
review
and
set
up
a
number
of
groups
to
look
at
things
like
inflationary
pressures
etc.
But
at
this
point
I'll
hand
over
to
Annabelle,
so
that
she
can
give
you
a
bit
more
detail.
C
Okay,
I
will
give
it
a
very
brief
response,
because
I
think
Hannah's
kind
of
covered
it,
but
the
reality
of
the
statutory
powers
I
have
is,
if
I
got
to
the
point
where
I
felt
we
weren't
doing
planning
and
tackling
the
situation.
I'd
have
to
make
a
formal
report
to
the
authority
and
we'd
have
to
call
a
meeting
at
full
council
and
consider
what
actions
we
take.
C
So
there
is
some
powers
that
I
do
have
where
I
can
actually
impose
the
authority
to
take
some
different
actions,
but
as
as
long
as
the
authority
is
taking
plans
and
looking
at
the
issues
that
is
facing
them,
we
have
to
carry
on
and
try
and
balance
the
budget.
In
relation
to
the
inflation
question,
you
asked
I
think
it's
very
important
that
we
have
gone
back
and
share
with
you
that
we're
looking
at
those
assumptions,
but
it's
also
very
important
for
the
authority
to
acknowledge.
We
have
contractual
commitments.
C
A
lot
of
our
services
are
delivered
by
third-party
providers
and
it
would
be
inappropriate
if
we
made
assumptions
around
inflation
that
wouldn't
acknowledge
those
increases
that
we
need
to
make
to
our
providers.
But
I
can
assure
you
we're
going
back
to
all
the
service
leads
and
say:
is
there
any
assumptions
within
here
we
can
actually
cut
back
on
because
it's
easier
to
reduce
something
we
haven't
spent
then
actually
cut
something
that
we've
already
committed
to.
But
we
have
to
acknowledge.
Inflation
is
about
contractual
commitments
as
well.
So
we
have
to
take
those
assumptions
and.
I
A
Guys
now
I
want
to
move
on
and
try
and
ask
everybody
to
be
as
brief
as
it
can
be,
whilst
asking
or
answering
the
questions,
because
we've
already
gone
over
half
our
time,
lots
of
questions
about
parks
and
libraries
today
is
Keith
Evans
here
and
if
not
so,
do
we
have
another
library
question
not
gonna,
be
able
to
go
to
everybody's
questions
because
there
are
simply
too
many
Sheila
priests
there,
okay,
Ella
Davis,
it's
like
reading
the
register
of
school
Andrew,
Holmes!
Okay!
A
Does
everyone?
Does
anybody
have
a
question
on
library
soon,
as
though
we
got
a
lot
cents
in?
Thank
you
actually
can
we
take
someone
who's
not
spoken
already,
there
was
a
hand,
there's
a
hand
up
here,
Loreena
if
we
could
go
there
and
then
take
yours
afterwards.
Okay,
so
thank
you.
We
could
give
your
name
as
well.
Please
Mary.
J
B
Have
to
take
all
of
those
things
into
a
can
I
think
the
other
thing
again
in
the
name
of
having
a
discussion
with
the
city.
We
also
need
to
be
looking
at
whether
local
community-based
organizations
would
be
interested
in
stepping
forward
and
taken
over
services
as
well,
when
we
think
about
not
just
how
we
run
a
city
council
about
how
a
place
works.
So
I'll
give
you
an
example.
One
of
our
counselors
for
Saint
George,
for
example,
is
looking
at
there's
a
community
center
down
a
road
there's
a
library
about
200
meters
up
the
road.
B
B
So
we
would
clearly
look
at
look
at
those
things,
but
we'd
also
look
at
a
local,
a
local
ability
and
I.
Think
one
of
the
things
we'd
say
as
well.
Is
we
don't
want
people
to
get
attached
to
buildings?
We
want
them
to
think
about
the
services.
What
role
does
it
play
and
buildings
can
be
a
could
be
a
distraction?
Sometimes
that
doesn't
mean
that
we
won't
take
any
notes
or
buildings,
but
it
means
that
we
shouldn't
be
a
drawn
in
by
buildings
overly.
So
thanks.
A
Marvin
when
you
say
that
you'll
take
it
all
into
consideration,
you
know
sometimes
you're
asking
a
question,
and
often
it
doesn't
maybe
answer
it.
This.
This
particular
question
was
about
the
priority
numbers
of
users
in
library
or
social
needs.
How?
How
do
you
weigh
that
up?
Not
you
personally,
but
your
your
group
when
making
those
decisions,
let.
A
K
My
name
is
Don
Robinson
I'm,
the
service
director
for
neighborhoods
and
communities
which
covers
libraries.
We
had
a
massive
conversation
as
a
city.
You
will
probably
remember
very
well
over
the
last
couple
of
years
where
so
those
questions
were
asked
about.
Is
it
do
we
put
all
of
our
money
into
the
place
where
people
use
libraries
most
and
make
the
most
out
of
them
in
a
very
clear
and
visible
way?
K
K
K
It's
a
really
good
question,
but
we
do
have
to
find
a
way
of
making
sure
that
the
everything
that
we
do
as
a
council
does
address
and
tackle
the
inequality
and
disadvantage
for
some
of
our
some
of
the
citizens
in
our
city
and
I
know
that
for
those
of
you
who
will
be
using
libraries
actively
who
aren't
in
that
place,
that's
not
about
devaluing
how
important
the
library
is
to
the
social
fabric
in
Westbury
or
in
all
of
those
other
areas.
It's
not
about
undermining
that.
A
Thank
you
I.
Just
it's
probably
not
a
fair
question,
but
if
you
had
to
make
a
choice
in
terms
of
library,
closures
or
priority,
number
users
or
social
need,
I,
just
like
a
show
of
hands.
So
what's
the
most
important
to
you
number
users,
okay,
thank
you
and
social
need
who
feels
that's
most
important.
Ok,
significant
amount.
L
Sorry
I've
got
a
croaky
voice
and
my
name
is
David
Henley's.
Looking
at
those
numbers,
so
mind:
boggling,
okay,
they
come
in
together,
92
millions
big
enough,
but
the
cuts
seem
to
be
going
from
the
bottom
upwards
low
pop
people
parks.
We
suffer
fantastic
park
system
in
the
city
when
one
of
the
proudest
in
the
whole
of
the
city
can
pretty
much
have
the
nurseries
producing
flowers,
libraries,
social
need.
Absolutely.
L
Definitely
we
gotta
promote
people
to
go
to
libraries,
to
read
books,
lots
of
kids
don't
go
into
libraries,
so
we're
looking
at
making
those
cuts
where
really
the
cuts
or
the
changes
should
be
from
the
top
time.
Words,
not
the
bottom
upwards.
Sorry
well,
I
I
think
a
complete
look,
for
example
new
chief
executive
240,000.
L
Do
we
really
need
a
new
chief
executive
in
this
time
when
you've
got
all
the
top
offices?
You've
got
a
mayor.
An
elected
mayor.
You've
got
chief
offices
on
a
big
salary.
Good
luck
to
them.
You've
got
their
managers
on
a
big
salary,
good
luck
to
them
and
we're
gonna
hit
kids
and
we're
gonna
hit
the
elderly
and
they're
disabled
and
the
homeless,
who
don't
really
care
whether
you're
there
or
not.
L
B
Is
the
addresses
discussion
right
yep?
So
we
can,
we
can
go
back
and
forth.
First
thing,
I'd
say:
don't
believe
everything
you
read
in
the
papers.
I
worked
in
a
newsroom,
we
sensationalized
stuff.
We
make
stuff
two-dimensional,
that's
three
four
or
five
dimensions
to
it.
You
know
it
doesn't
and
I
think
there
is
a
bigger
piece
of
work
to
be.
There
is
a
bigger
discussion
in
Bristol
to
be
to
be
had
around
the
quality
of
the
the
quality
of
information
and
a
level
of
nuance.
B
There
can
sometimes
be
in
some
of
the
decisions
that
we
have
to
make
and
what
we
sometimes
what
we
call.
We
call
it
clickbait
all
right,
it's
online,
it's
got
so
so
you
know
the
other
day.
It
said
local
councillors
do
to
get
three
1.3
million
pounding
hey.
How
many
saw
that
alright,
we
didn't
it
got
voted
down
that
night,
but
by
the
time
you
clicked
on
it,
you
found
out
the
proposals
were
in
place
to
do
it.
The
decision
had
already
been
made
not
to
vote
just
a
second
well
I'm.
B
Just
saying
the
headlines
could
be
misleading,
so
good
thing,
I
think
there
isn't.
There
is
a.
There
is
a
challenge
to
be
heard
around
that,
so
people
do
want
stuff
to
happen
right.
We
want
good
stuff
to
happen,
but
people
have
to
run
it
and
and
I'm
increasingly
I'm,
not
the
funding.
You
know
astronomical
salaries,
all
I'm
saying
is
you
have
to
be.
B
You
have
to
be
in
a
position
where
you
can
bring
in
people
who
have
sufficient
levels
of
expertise
to
manage
your
relationships
with
central
government,
which
can
be
incredibly
complex
to
navigate
their
way
through
ferociously
complicated
balance
sheets
we
talked
earlier
on
about.
Why
is
this
stuff
slipped?
We
need
to
have
the
level
of
expertise
that
can
do
that
and
while
we
want
on
the
ground
services
absolutely
want
on
the
ground
services.
Those
things
can
only
happen
if
we're
getting
the
stuff
at
home
right
and
I'm
footing
it
well.
B
Unfortunately,
in
a
what
it's
really
complicated
challenge
stuff
that
is
I
need
the
experts
around
me
to
help
me
navigate
it.
We've
got
to
have
those
people
in
place
like
I,
say
you
know,
there's
another
conversation
to
be
had
about
how
much
people
pay,
but
actually
in
the
grand
scheme
of
things,
in
terms
of
what
we
have
to
save
those.
This
is
on
on
on
where
it's
at
right
now
in
terms
of
policy
numbers.
Okay,.
A
B
A
Even
listen
to
on
the
radio
okay,
however,
I
believe
BC
FM.
However,
thank
you,
however,
in
terms
of
what
this
gentleman
said
of
what
many
people
say,
they
see
things
happening
from
the
bottom
and
the
most
vulnerable
appear
to
be
suffering,
and
it's
not
always
what
what
you
read
it's,
what
people
feel
in
their
local
communities
and
and
very
often
they
will
see
about
salaries,
they'll
see
executives
with
an
accounts
or
one's
gone
recently
and
they'll
see
the
levels
of
salary
being
paid.
A
B
I'll
share
I've
got
all
my
senior
leadership
team
here
on
a
fun
perfectly
ball
with
you,
I
thought
we're
comfortable
about
having
a
conversation
about
people's
salaries
in
front
of
them.
I
can
understand,
we
can
do
it
outside,
but
I
can
understand
how
people
would
look
at
a
salary
when
I
was
working
for
the
BBC
five
years
and
in
less
than
22,000
pound
each
year
and
I'd
think
about
people
earning
fifty
sixty.
You
know
what
I
will
to
live
and
I'd
love
to
live
in
there
and
to
some
people.
B
You
want
to
create
create
the
revenue
changes
to
create
the
revenue
streams
you
want
to
have
created
reinvent
the
way
we
do.
Local
government
do
actually
cost
a
considerable
amount
of
money.
If
you
want
to
well
this
here's
the
offer.
Here's
my
offer
to
you
if
it's
I'm,
not
saying
you're,
saying
it's
easy,
but
here's
my
offer
to
you.
B
There
are
pieces
of
paper
and,
as
a
suggestion
box
at
the
back,
you
can
write
your
suggestions
on
how
we
reinvent
local
government
to
deliver
and
make
these
savings,
and
you
can
come
down
and
see
me
in
City
Hall,
and
you
can
look
through
some
of
the
challenges
we
face
and
then
and
then
have
a
think
about
the
level
of
expertise.
That's
actually
required
to
deliver
those
changes.
B
A
B
A
Can
I
ask
a
question
just
took
that
before
we
can
move
on
and
is
there
anyone
in
finance
that
could
answer
it
for
four
people
here,
council
staffing
has
cut
over
the
past
few
years.
The
levels
of
staffing
is
cut.
The
levels
of
salary
have
cut
some
quite
savagely,
not
just
lower
lower
paid
workers,
but
how
about
in
terms
of
senior
people
within
the
council
do
it
do
we
have
any
figures?
Do
we
are
we
able
to
let
people
know,
because,
of
course,
this
gentleman
and
other
people
who
said
well
come
on
we're
suffering?
A
B
We
we've
set
out
to
say
I
mean.
Let
me
give
you
an
example
is
to
just
talk
about
the
authenticity
of
our
approach.
The
page
structure
within
the
council
I'd
say
we're
a
living
wage,
employee
employer.
No
one
gets
more
than
ten
times
the
pay
of
the
lowest-paid,
so
we
set
out
to
be
a
living
wage
employer.
What
I
would
say
to
in
terms
of
where
I'm
coming
from
and
there's
a
wider
conversation
to
be
had
a
van
around
pay
levels
and
whether
we
have
to
pay
and
so
forth.
B
We
can
have
that
chair,
I
would
say,
as
elected
members
and
councilor
Helen
Godwin
teased
on
the
end
she
gave
the
speech.
The
elected
members
in
Bristol
did
not
take
a
pay
rise.
This
year,
our
councillors
get
their
basic
allowances
about
eleven
or
thousand
pounds,
oh
right,
eleven
or
thousand
pound,
but
what
we
doing
25
to
30
hours
a
week
as
elected
representatives,
we
didn't
none
of
the
cabinet
took
up
right.
Sorry,
I,
thought
I,
but
to
me
I
thought
that
meant
something.
G
B
G
B
At
the
same
time,
what
we
want
to
do
is
reinvent
the
way
with
the
local
authority
structure
that
could
come
to
some
design
principles
like
taking
out
layers
of
management,
making
sure
that
there
are
some
core
design
principles
that
don't
mean
that
we
end
up
with
multiple
layers
of
management.
So
I
say
in
my
very
earliest
point
about
the
new
structure
that
should
be
addressed.
What
I,
don't
want
to
do
is
in
front
of
people
that
were
elected
to
oversee
a
paid
body
and
start
discussing
salaries,
and
so
for
I
mean
I'd
be
inappropriate.
A
N
Hello,
hello,
my
name
is
param
a
query.
I'm
the
strategy
director
of
place
so
I
think
it's
important
that
I
am
one
of
those
members
of
staff.
We
need
executive
leadership
that
has
a
significant
salary
and
I'm
very
grateful
for
that
salary.
I.
Take
that
role
very
seriously.
I
moved
here
from
Sheffield
with
all
my
family
to
serve
this
city
I.
Do
that
every
day,
seven
days
a
week,
I
try
and
carve
out
a
bit
of
time
for
myself.
My
family
I
genuinely
am
here
to
try
and
do
them
the
very
best.
N
What's
my
role
well,
my
role
is
to
look
after
the
infrastructure
of
this
city.
That
can
mean
me
negotiating
hundreds
of
millions
of
pounds
worth
of
contracts
looking
after
probably
fifty
thousand
streetlights
miles
and
miles
roads
planning
department
with
36,000
applications,
we
delivered
over
a
38
refurbished
schools.
It
can
go
on
and
on
so
the
job
is
very,
very
significant.
N
The
job
itself,
I
have
a
bet
over
a
thousand
staff
and,
yes,
we
have
to
pay
a
level
of
salary
that
attracts
people
with
skills
in
I'm,
Judy,
qualified
amateur
architect,
down
on
a
charter,
city,
planner
and
I've
studied
economics.
Strategy.
Governance
as
well
are
two
business
schools.
Now,
that's
a
very
brief
CV
I
could
work
in
the
private
sector,
but
I've
chosen
to
work
in
the
public
sector.
I've
chosen
to
give
my
career
to
this
city
and
do
the
best
I
can.
A
N
Question
I've
just
tried
to
share
for
this
man
anybody
else
in
the
audience
that
that's
what
we
do
now.
The
issue
here
for
us
is
that
we
have
often
have
a
real
trouble
in
trying
to
recruit
staff
into
our
organization,
because
the
private
sector
do
take
our
staff,
and
that
is
everything
from
planners
to
transport
engineers
to
to
people
in
our
care,
services,
etc.
I'm,
just
standing
here
to
be
really
clear
and
really
transparent
and
the
you
know
we're
not
about
37
hours
a
week
or
far
from
it.
N
A
You
thank
you
very
much
I'm
knots.
Thank
you,
I'm
not
going
to
take
any
more
questions
on
this
particular
topic.
Simply
because
I've
got
a
whole
list
of
topics
here
and
I'm
sure
we've
got
questions,
we've
probably
got
10
or
maybe
15
minutes
to
move
on
and
Marvin
will
hang
around
afterwards
as
well
to
have
a
chat.
Okay,
neighbourhood
partnerships
was
one
of
the
topics
as
well.
Is
it
Alan
a
borough
here,
hi
and
I
hope
I
pronounced
your
name
correctly,
not
for
them.
Yeah.
M
B
M
I
think
they
are
a
great
idea,
but
they've
been
missed,
sold
by
the
council
from
the
very
beginning,
they're,
not
enough
people
know
about
them.
They
do
a
damn
good
job.
In
the
background,
I
mean
I'm
I'm,
an
unpaid
County,
employee
I,
probably
put
in
30
35
hours
a
week
through
my
neighborhood
partnership,
I
love
it
because
I'm
a
fool
but
I
think
I
like
to
see
results.
Thank
you.
Thank.
A
A
A
B
It's
pretty
good
enough,
I
mean
that's
the
idea
of
having
a
consultation
that
we
come
out
and
find
out
from
people
what
they
want
to
see
in
the
consultation.
You
know
we
take
the
recommendations
today.
What
we
do
acknowledge
is
that
some
neighborhood
partnerships
are
flourished.
You
know
people
have
got
involved
and
down
in
Eastern,
so
the
eastern
Ashley
Lawrence
Hills,
neighborhood
partnership
has
done
very
well.
Others
have
not
necessarily
done
so
well,
so
we
have
to
work
out.
B
Why
and
whether
it's
a
good
use
of
time
and
what's
relevant
in
different
communities,
I
think
we
certainly
I,
see
them
and
when
I
still
work
in
public
health,
I
saw
them
as
a
fantastic
opportunity
to
bring
together
very,
very
localized
integration
of
interventions
around
youth
services.
Mental
health
health
service
is
much
more
generally,
local
government,
criminal
justice,
business
and
so
forth
right.
So
it's
a
fantastic
forum
that
we
really
wanted
to
invest
in.
B
So
all
up
all
up
says
it's
part
of
the
consultation,
we're
not
planning
to
get
rid
of
them,
but
we've
got
to
work
out
where
to
give
you
some
money
and
and
how
best
and
how
best
they
can
be
made
to
be
effective.
But
we
don't
want
to
get
rid
of
things
that
are
not
working
that
are
working
zone.
Okay,.
A
O
You
fill
it
Morris.
The
only
thing
wrong
with
neighborhood
partnerships
from
my
experience
is:
if
the
councillors
want
to
do
something
and
the
neighborhood
partnership,
the
comitia
neighbourhood
partnership-
don't
want
to
do
it,
the
counselors.
Do
it
I
mean
I,
don't
know
what
happens
in
Henry,
this
local
put
in
my
neighborhood
partnership,
which
is
the
Ashley
Eastern
Lawrence
Hill,
the
councilors
vetoed
what
the
partnership
wanted
to
do.
We
gave
a
loaded
million.
We
gave
a
200,000
pounds
of
whether
it
was
to
the
bear
pit
which
nobody
wanted
and
he's
still
a
disgrace.
P
A
B
Well,
I
wasn't
at
that
me
and
hit
my
neighborhood
partnership.
You
know
that's
the
case
of
you
know
working
out
those
those
local
relationships
in
the
neighborhoods
and
with
the
elected
members
not
by
the
hope
is,
though,
that
it
brings
decision
making
much
closer
to
communities
with
that
local
intelligence.
That's
needed,
undoubtedly,
is
an
only
decision-making
process.
You
go
through
a
process,
as
sometimes
people
will
be
disappointed
that
sometimes
they'll
be
very
happy
with
what
comes
out
the
other
end
of
it.
B
So
I'd
have
to
look
into
the
details
of
that
particular
instance,
but
the
question
is:
is
it
a
good
model
or
their
other
models?
Are
one
of
the
one
of
the
ideas
floated
Reserve
and
parish
councils,
for
example,
I'm
not
saying
we're
going
to
do
it
I'm
just
saying
it's
something
that
other
places
have
done
where
they
raise
a
local
precept
to
raise
local
revenue
for
interventions
on
a
local
level.
So
you
know
things
are
on
the
table.
What
we're
saying
is
here's
the
space
talk
to
us.
B
I
will
reinvent
not
just
local
government
but
reinvent
city
governance.
How
do
we
take
on
that
challenge
of
made
early
interventions
protecting
vital
services,
mobilizing
our
voluntary
community
sector,
increasing
revenue
streams
into
local
government?
So
we
could
spend
that
revenue
stream
on
those
crisis
interventions
that
we
to
spend
it
on.
Okay,.
B
A
D
Just
gonna
say
so
one
on
the
members
of
Greater
fishponds
neighbor
of
partnership,
and
we
got
about
five
members
of
the
public
come
to
those
usually.
So
if
we
were
in
that
position
of
veto
in
decisions
we'd
end
up
with
those
decisions
being
made
by
the
five
people
that
turn
up
to
meet
him,
which
is
not
necessarily
represents
civil
pointer,
a
poor
area.
A
Q
Could
we
be
like
some
of
the
other
cities
and
actually
collectively
by
our
power
in
and
distribute
it
to
people
at
a
cost
saving?
And
in
fact
what
happened
is
that
Bristol
energy
was
set
up?
I
didn't
find
out
a
thing
about
it.
I
didn't
know
it
was
there
until
recently,
I
came
across
it
on
a
comparison
website.
It
turned
out.
It
was
a
damn
good
deal
and
I
hear
that
Bristol
Energy
is
suffering
from
the
problem.
It
just
doesn't
have
enough
clients.
Well,
of
course
it
doesn't,
because
you
don't
advertise
it.
Q
You
could
put
a
flier
in
with
the
council
tax
that
goes
out
to
say
and
say
what
the
Bristol
Energy
is,
and
you
could
turn
the
whole
thing
into
a
decent,
viable
one.
It's
an
excellent
deal.
It's
an
excellent
package.
I
thought
I
was
being
loyal,
signing
on
for
it
and
and
trying
to
support
it,
but
nobody
knows
about
it
for
God's
sake,
advertise
it.
It's
the
same
thing,
as
happens
with
neighbourhood
partnership.
You
could
actually
stick
a
note
in
with
the
council
tax
about
your
neighbour
partnership
and
that's
never
done.
D
So
we
have
just
started
a
campaign
to
publicize
personal
energy.
A
lot
more
everyone
here,
please
switch
I
mean
you
probably
will
save
money,
so
it's
definitely
worth
it,
but
so
size
of
buses.
There's
some
billboards
up.
There's
phone
boxes,
all
those
things.
So
the
point
about
I
suppose
is
a
good
one.
There
we
should
probably
can.
B
B
To
come
to
see
you
excellent
there's
a
Scipio
campaign,
but
it
is
true
and
I
would
take
the
opportunity.
I
don't
have
the
cards
here.
I
would
have
to
take
the
opportunity
to
say
there
is
a
real
switch.
There
is
a
Bristol
tariff
and
what
we're
doing
is
what
you're
doing
is
you're
buying
your
energy
from
a
company
that
has
social
aims
as
part
of
its
outcome.
It's
not
just
there
to
ravenously.
Take
your
money
off
you!
Here's
a
frightening
number
as
well.
The
we!
B
Our
estimate
is
that
people
in
Bristol
spend
54
million
pounds
a
year.
Then
they
need
to
collectively
on
energy
because
they
haven't
switched
and
that's
54
million
pound
could
be
in
Bristol
people's
pockets.
Well,
so
that
we
do
want
people
to
it's
actually
important.
It
serves
the
city
because
we
can
take
that
money
directed
to
fuel
poverty
and
so
forth,
but
obviously
it's
a
cutie
guys.
A
P
P
P
R
P
B
B
I'm
sure
I'm
not
looking
to
breach
any
law,
but
you
know
you
yourself:
I
would
welcome
as
a
kpop
reviser
you
making
suggestions
on
how
we
meet
this
challenge
of
our
demographic
change
on
a
shrinking
financial
base.
It's
it's
the
it's
the
conundrum
of
our
moment
in
local
government
I'd
love
to
hear
your
thoughts.
R
S
I
mean
the
the
system's
stretched
beyond
where
it
can,
where
it
can
provide
at
the
moment,
the
the
costings,
but
for
public
body
council
recently,
our
absolute
to
the
bare
minimum
that
the
don't
allow
organizations
to
to
exist.
The
the
population
dynamics
are
such
that
the
care
system
absolutely
needs
more
money
and
I'll
pleased
to
see
your
proposals.
Putting
an
extra
2%
on
is
that
enough
is,
is
central
government
going
to
give
any
any
more?
We
just.
We
need
to
fund
the
care
system
effectively,
otherwise,
the
NHS
and
everything.
Is
it
collapses?
D
I
mean
it's
a
national
problem.
It
was
interesting
that
I
see
that.
Then
the
mayor
of
Liverpool
was
talking
about
a
referendum
on
an
increase
in
council
tax
of
10%,
just
a
fun
social
care.
I
suspect
that
they
won't,
they
probably
won't
go
tonight,
and
if
they
did,
they
probably
won't
succeed
anyway,
but
it
does
off
emphasize
the
best
for
a
situation.
The
social
care
is
getting
into.
B
An
Amex
that
we
work
with
at
the
moment,
which
is
that
which
is
just
challenged
so
much
of
the
things
that
you're
reading
the
papers
we'll
talk
about
crises,
services
right,
those
immediate
intervention
for
the
most
vulnerable
people.
We
know
those
are
absolutely
essential
care
leavers:
young
carers,
older
carers,
isolated,
older
people,
you
know
people
just
people
like
my
nan
in
Lincoln
Gardens,
whatever
you
know
all
these
things,
people
we
need
to
get
in
15
minutes
contact
with
a
human
being
every
other
day
or
some
that
we
know
these
are
all
crisis.
B
But
as
a
local
authority,
we
face
two
other
things
as
well.
We
got
to
spend
money
on
early
interventions
that
are
not
crises.
I'll,
give
an
example:
spending
on
a
mental
health
program
for
five
to
seven
year
olds
across
all
Bristol
primary
schools,
which
is
one
of
the
commitments
I
want
to
make.
If
we
don't
do
that,
we
know
that
50%
of
lifetime
mental
health
problems
start
before
the
age
of
14
and
50%
of
those
are
preventable.
B
Now,
you're,
not
gonna,
get
a
crises,
you
know
in
some
sense
you
know
six
or
seven,
but
we
must.
We
must
do
that
so
we're
trading
off
as
being
being
a
public
health
background,
you're
trading
off,
but
need
to
spend
on
crises
which
are
right
here
right
now
and
more
emotional
and
actually
real
against
those
early
interventions.
At
the
same
time,
in
2020
we're
going
to
be
dependent
on
business
rates
as
a
local
authority,
we're
making
a
switch
now.
B
So
we
also
need
to
spend
on
the
kinds
of
things
that
will
attract
businesses
to
Bristol
that
don't
look
like
crises,
so
I
get
tweets
now
saying
why
spend
money
on
Colston
Hall
vanity
project?
Why
support
Old
Vic?
Why
support
st.
George's?
Well,
I'll
tell
you
what
I
had
a
bunch
of
tour
operators
who
were
and
who
are
attracting
business
and
trade
to
Bristol
Dever?
They
they
said
they
were
going
to
go
and
go
back
to
the
United
States
and
sell
Bristol's
cultural
offer.
B
So
our
cultural
offer
is
one
of
those
things
that
we
need
to
continue
to
invest
in,
because
that
will
give
us
the
financial
base
in
the
future
that
we
can
continue
to
spend
on
crisis
services,
so
it
so
that
so
the
trade-offs
were
making
are
not
straightforward
crisis
to
crisis.
There
are
things
that
also
don't
look
like
high
priority,
but
we
know
we
have
to
do
to
be
viable
in
a
future.
So
it's
a
challenge.
B
A
I
I
Choosing
the
choosing
the
correct
building
models
which
we're
aware
of
from
our
work
in
our
its
Weston
can
Bristol
commit
more
fully
to
supporting
these
self
built
or
self
commissioning
community
groups
who
set
themselves
up
as
home
ownership,
cooperatives
with
a
say,
a
CLT
basis
to
protect
the
the
investment
to
allow
to
empower
them
to
build
the
kind
of
homes
that
that
they
need
and
therefore
the
communities
that
we
need
in
Bristol.
Okay,
thank
you.
I
thought.
B
We
had
committed
and
I
thought
our
cabinet
lead
on
housing.
Who
only
is
there
any
job
is
to
get
houses
build
and
protect.
People
in
the
private
rental
sector
had
committed.
If
you
could
tell
me
what
you
mean
by
commit
more
fully
other
than
what
we're
doing
we're
looking
at
things
such
as,
if
you
have
the
land,
we
don't
charge
you
for
the
land
upfront,
we
can
delay
payment
so
forth.
So
we
actually
had
a
member
of
staff
from
my
housing
team.
B
We
run
something
every
month
now
called
hot
coffee,
hot
topics
where
any
member
of
staff
can
come
present.
An
idea
to
local
authority.
The
first
one
to
be
presented
was
on
self
build
housing
and
on
the
cabinet
and
I
said
senior
leadership
team.
Were
there
so
I?
Don't
we
are
committed?
Let
me
know
what
you
mean
by
more
fully
committed
and
looking
at.
A
B
T
I'm
Carolyn
I
represent
both
an
allotment
Association
and
a
Nature
Reserve
it's
so
it
doesn't
sound
like
it
links
up
with
housing,
but
it
does
because
we
are
I'm
involved
with
two
community
groups
and
the
same
thing
we
would
like
to
help.
We
would
like
to
get
involved.
We
would
like
to
support
the
council.
We
already
do
support
the
council
in
maintaining
our
Nature
Reserve,
but
but
that
big
but
same
thing,
we
really
need
support,
and
at
the
moment
it's
actually
really
hard
to
communicate
the
council
officers.
T
A
A
T
A
T
A
U
Hello,
Marvin
and
guys
I'm
Alex,
get
out
from
I
run
the
South,
Meade
development,
trust
and
just
wanted
to
say.
Thank
you
very
much.
Coming
to
North
Bristol
and
bringing
your
senior
team,
you
wanted
a
few
solutions
and
I've
just
got
a
two
suggestions
really
which
I
think
you
support,
but
just
want
to
encourage
you
to
continue
supporting
during
the
heart
journey.
One
is
around
assets.
U
The
second
one
is
around
what
we
call
social
prescribing,
but
it's
then
essentially
is
its
prevention,
its
preventing
people
needing
to
access
adult
social
care,
its
preventing
the
young
people
requiring
a
loss
of
investment
into
them.
We
took
on
the
youth
centre
from
the
council
a
few
years
ago,
but
will
you
as
an
administration,
support
us
in
approaching
funders
and
the
CCG
to
fund
prevention
rather
than
just
cure.
B
We,
when
I
talk
about
and
again
this
is
one
of
them
things
I'm
talking
about
we're
trading
off
the
competition
is
is
with
crises,
but
also
the
need
to
invest
so
I
to
invest
in
that
preventative
work.
That
doesn't
doesn't
benefit
you
actually
in
the
array,
but
benefits
you
in
year,
10
I
mixed
up
my
letters
on
my
numbers
there,
but
there's
a
10-year
payback.
So
we
are,
and
early
intervention
goes
to
the
heart.
What
we
do.
B
We've
talked
as
a
senior
teams
all
about
how
we
drive,
how
we
make
sure
that
public
health,
the
role
of
public
health,
is
poor,
powerful
in
the
organization
and
the
whole
emphasis
on
public
health
actually
pays
off.
What
we're
talking
about
people
are
healthier
in
the
first
instance.
They
don't
need
the
level
of
services
they
do
later
in
life,
so
we
reduce
demand
on
future
services.
We
have
to
build
that
into
a
model
of
city
leadership,
quick
yeah,.
D
Just
to
say,
both
these
points
really
have
a
similar
sort
of
principle
in
the
background,
which
is
the
the
new
operating
model
when
it
comes
when
we
have
here
should
be
facilitating
and
enabling
those
exact
things
I
mean
I.
Also
runner,
friends
of
nature
reserve
group
has
happens,
we
haven't
had
any
of
those
problems,
but
I
guess
is
probably
some
okay
so,
and
they
listen
a
little
bit
more.
A
Okay,
thank
you
now
what
I'd
like
to
the
last
few
moments
I'd
like
just
to
make
it
kind
of
open
house
in
a
sense,
do
you
have
anyone
have
a
suggestion
of
either
saving
money
or
raising
money
for
the
council?
I
know
that
people
can
put
them
in
suggestion,
boxes
and
stuff
and
I
know
that
many
people
would
like
to
get
their
two
pens
to
it.
I
want
to
say
this
to
the
mayor
and
there'll
be
many
opportunities,
but
this
specifically
is
about
the
consultation
and
trying
to
guide
everybody
so
over.
Here.
A
B
N
I
think
the
mayor
is
absolutely
right
there.
We
will
it's
a
departure
formally
from
the
and
plan
and
we
hope
that
Javid
there's
actually
a
stake
for
D
CLG,
we'll
call
it
in
and
we
are
making
a
case
that
not
only
is
it
a
departure,
but
it
affects
the
heart
of
our
retail
offer,
Cabot,
broad,
Meade,
etc
and
I.
Don't
think
it's
good
for
the
city
I'm
happy
to
be
put
on
the
record
for
that
one
or.
R
A
school
crossing
patrol
it
Brent,
relaying
primary
school,
I,
hope,
there's
no
power.
I
know
it
says
in
the
paper.
I
hope.
There's
no
plans
to
take
that
person
away
from
that
particular
position.
There
it's
a
very
dangerous
corner
and
there
could
have
been
a
lot
more
accidents
there
than
there
has
been
it's
the
ones
derelict,
but
a
lollipop.
So
is
there
any
plans?
I
know
the
paper
says
so
well?
Is
there
definitely
any
power
to
do
away
with
lollipop
people.
B
B
Tell
me
what
you
want
to
deep
prioritize,
because
the
conversation
is
not
just
about
10,000
people
coming
to
me
and
telling
me
what's
important
to
them,
and
what
I
can't
do
they've
got
to
have
a
conversation
as
a
city
to
say:
if
we
want
to
save
all
of
the,
if
we
want
to
keep
maintaining
the
spend
on
all
of
the
crossing
staff
should
be.
Should
we
take
some
of
that
money
away
from
the
work
we
do
to
support
young
carers?
Should
we
take
some
of
that
money
away
from
the
work?
B
We're
talking
about
31
million
in
year
and
92
million
over
the
next
five
years
they
achieve
the
the
the
the
salary
of
the
chief
of
the
chief
exec,
who
could
help
us
turn
the
organization
around
and
rid.
This
is
a
1.1
billion
pound
organization.
How
much
do
you
think
people
get
paid
for
running
the
1.1
billion
plan
organization.
B
E
B
B
B
Holidays,
that's
the
challenge,
because
some
parents
don't
manage
in
a
school
holidays,
and
we
know
that
in
the
school
holidays
there
are
many
children
who
don't
actually
eat
21
percent
of
our
children
in
Bristol
Lisa
shaking
head.
This
is
public
health
data.
21
health,
21
percent
of
our
children
in
Bristol
are
living
in
nutritional
poverty
right
now
that
that's
not
only
a
personal
injustice
to
them,
but
it
turns
up
as
a
cost
later
in
life
when
their
physical
development
doesn't
go
at
the
rate
and
they
end
up
with
long-term
illnesses
and
mental
health
issues.
Thank.
A
W
Call
it
counselor
for
Westby
on
trimmin
Hanley's.
These
are
personal
views,
but
I
just
wanted
to
say
it's
actually
easy
to
make
comments
about
people
on
high
salaries,
but
actually
with
a
business
the
size
of
the
City
Council
running
a
billion
paying
business.
We
need
the
best
people
to
run
it
to
deliver
the
very
best
we
can.
We
might
debate
whether
the
best
has
been
achieved,
but
my
goodness
cutting
costs
in
reducing
what
we
employ
at
the
senior
level
will
not
deliver
that.
W
But
the
challenge
I
wanted
to
just
throw
out
is
again
a
personal
view
that
Bristol
and
the
three
neighboring
local
authorities
all
do
employ
a
significant
number
of
highly
paid
staff
who
are
delivering
similar
jobs
now
I
know
because
I've
tried
to
find
ways
of
actually
sharing
those
resources
and
I've
come
up
against
a
brick
wall.
So
I
know
it's
not
an
easy
solution,
but
the
financial
pressures
were
under
now
are
significantly
greater
than
they've
ever
been,
and
actually
our
three
neighboring
authorities
are
also
under
those
financial
pressures.
W
W
D
B
Going
to
build
good
good
border
relationships
with
our
neighbors
I
mean
Tim
Warren
from
Baynes
on
Fridays
and
we're
gonna
start
meeting
them
every
few
weeks
now
as
a
collection
of
three
authorities
anyway,
under
the
devolution
deal,
so
we
can
explore
those
options.
Are
they
I'd
be
good
to
get
your
ongoing
inputs
right?
Can.
A
I
just
get
a
couple
of
shows
of
hands
that
the
first
thing
I
want
to
ask
for
the
people
here
this
evening,
how
many
people
acknowledge
or
agree
that
savings
have
to
be
made
in
terms
of?
If
you
don't
have
one
thing
you've
got,
you
know,
you've
got
to
lose
one
to
gain
another.
How
many
people
acknowledge
that,
in
this
time
of
austerity,
that
that's
got
to
happen?
Okay,
thank
you.
The
second
question
is
as
any
three
the
second
question.
A
Brilliant
Ike,
if
I,
could
urge
those
that
haven't
in
some
way
we
haven't
got
a
massive
amount
of
time
afterwards,
because
there's
a
pretty
quick
turnaround
time,
people
need
to
be
out
of
the
building
by
9:00
and
they
have
to
move
everything
off.
But
if
you
could,
if
you,
if
you
don't
do
it
this
evening,
please
go
online
and
fill
in
the
consultation.
I
I
really
understand
and
respect
all
of
the
things
that
the
people
are
saying
this
evening.
Some
of
the
people
that
have
shouted
out.
A
It's
frustrating
people
have
views,
but
no
one's
going
to
be
able
to
do
anything.
Unless
you
communicate
those
views-
and
you
never
know
it
could
be
your
suggestions
that
has
taken
up.
There
are
more
of
these
consultations
tomorrow
night
we
are
in
speed
world
and
the
following
night.
I
should
know
I'll,
be
there
too,
and
the
following
night
we're
in
hen
Grove
as
well,
but
you
can
get
involved
online
and
I
think
is
Marvel
and
many
other
people
say
don't
just
believe
necessarily
what
you're
reading
in
the
press.
A
A
Okay,
and
because
of
that
low
number,
how
many
people
have
not
found
it
particularly
useful
complete
evening?
Okay?
Well,
a
majority
useful.
There
are
the
suggestion
boxes
outside
as
you
come
in
as
I
say,
thanks
very
much
indeed,
everybody
else
would
come
in
Marvin.
You
answer
a
final
word
before
everyone
leaves.
B
B
Undoubtedly
we're
gonna
make
some
decisions
that
people
are
going
to
disagree
with,
but
key
to
me
is
that
when
you
get
to
the
end
of
this
process,
people
feel
that
they've
been
respected,
they've
been
heard
and
that
even
if
we've
made
a
decision
that
people
disagree
with,
they
know,
we
know
that
we
thought
it
through.
We
have
agonized,
we've
sought
counts
on
anything.
We've
come
to
a
conclusion
so
that
the
process
has
some
integrity.
Then,
of
course
that's
not
the
end
of
the
debate.
B
There
is
an
ongoing
process,
but
we'll
still
be
here
trying
to
do
local
government
trying
to
do
City
going
into
the
future
and
that's
an
ongoing
piece
of
work
with
you
directly
with
you,
through
your
counselors
with
our
city
partners
such
as
the
health
service,
criminal
justice,
businesses,
voluntary
sector
as
well.
So
my
hope
is
that
this
whole
kind
of
consultation
is
openness.
Is
a
sign
of
the
way
we
want
to
work
our
into
the
future?
It
just
so
happens.