►
Description
Overview and Scrutiny Management Board
Thursday, 18th January, 2018 4.00 pm
Councillors: Geoff Gollop (Chair), Charlie Bolton, Tom Brook, Jude English, Gill Kirk, Brenda Massey,
Graham Morris, Anthony Negus, Estella Tincknell and Donald Alexander
Papers: https://democracy.bristol.gov.uk/ieListDocuments.aspx?CId=165&MId=2983
0:00:00 - Agenda Item 01 - Welcome, Introductions and Safety Information
0:03:53 - Agenda Item 02 - Apologies for absence
0:04:04 - Agenda Item 03 - Declarations of Interest
0:04:09 - Agenda Item 04 - Chair's Business
0:04:17 - Agenda Item 05 - Public Forum
0:04:25 - Agenda Item 06 - MTFP Scrutiny Task and Finish Group
0:24:04 - Agenda Item 07 - Bristol City Council 2018-19 Budget Proposals
A
A
Meant
something
slightly
different,
but
but
but
I.
It
is
just
a
plea,
therefore,
that
you
don't
direct
your
frustration
at
the
two
members
of
cabinet
who
are
here
because
it
should
be
directed
those
members
of
the
cabinet
who
are
not
here.
What
I
find
particularly
frustrating
is
those
members
of
cabinet
who
are
not
here
and
didn't
even
bother
to
answer
the
questions
and
when
I'm
making
those
scathing
comments,
I
should
just
say
that
I
do
not
apply
those
to
councilor
Godwin,
who
had
already
explained
that
she
couldn't
be
here
because
of
childcare
issues
and
I'm.
A
Absolutely
no
problem
with
that
being
the
case,
but
is
frustrating
that
the
whole
purpose
of
this
process
was
to
hold
cabinet
members
to
account,
and
whilst
we
dearly
love
holding
offices
to
account,
the
view
was
that
we
would
hold
the
members
to
account
because
they're
the
ones
ultimately
carrying
out
the
policy.
So
we
will
proceed
as
as
best
we
can.
If
I
explain,
I.
B
B
A
Can
understand
that
with
the
questions,
but
actually
in
terms
of
the
invitation
I
believe
the
invitation
went
out
to
attend
some
time
ago
and
I
have
no
problem
with
I
know
we're
all
busy.
We
all
got
other
commitments
but
it,
but
it
would
have
been
helpful
if
we'd
known
last
week
that
that
was
the
case
and
we
might
have
reached
and
reorganised
the
way
we
done
things
so
I'm
sure,
there's
I'm
sure
everyone
individually
has
good
reasons,
but
collectively
it's
just
a
little
frustrating
now
I
suppose.
A
Well
now,
if
we
just
talk
about
how
we're
going
to
proceed
today,
took
the
view
that
it
was
unreasonable
for
us
to
expect
all
the
officers
who
are
here
to
stay
for
the
whole
meeting
that
doesn't
apply
to
elected
members
but
as
far
as
officers
are
concerned.
So
what
we
are
proposing
today
is
that
we
start
off
with
a
session
talking
about
savings.
We
look
at
the
risk
matrix.
A
A
So
I
understand
that
to
be
the
case,
so
the
next
item
we
were
going
to
ask
is:
is
we're
going
to
ask
the
medium
term
financial
plan
task
and
finish
group
to
report,
because
a
great
deal
of
what's
presented
here
is
being
presented
to
that
group
already
and
therefore
Graham?
If
you
would
like
to
lead
and
and
just
outline
that
work
program,
I
think
that
would
be
a
useful
start.
D
These.
These
have
a
work
programs
only
work
when
everyone
is
working
together
with
a
dedication
to
try
and
improve
what
we're
trying
to
achieve
and
I
can
only
sell
my
personal
behalf
and
I'm
sure
the
other
members
that
they've
done
an
excellent
job.
So
thanking
when,
when
I
was
first
elected
in
2015,
people
often
talked
about
the
MTF
P,
as
have
you
seen,
others
in
the
MTF
P,
and
that
was
rarely,
and
that
was
basically
it
and
even
before
I
started
this
program.
It
didn't
really
know
what
it
was.
D
As
I
see
it.
The
work
that
we've
tried
to
achieve,
commute
or
brought
together
three
things
to
build
and
rebuild
a
robust
to
meet
in
term
financial
plan,
to
look
at
the
process
for
reviewing
and
analyzing
the
forecast
from
the
previous
year
and
to
ingrain
in
that
process
of
evolving
continually
invert
evolving
our
processes
to
actually
improve
the
the
analysis
to
make
the
mem
TFP
a
lot
more
robust
and
reliable.
D
Their
films
to
me
that
there's
a
new
desire
within
the
council
to
get
this
process
to
work
I,
was
delighted
to
see
in
the
corporate
strategy,
obviously
released
just
earlier
this
week
that
the
MT
FP
is
one
of
the
key
foundations
of
building
a
much
stronger
governance
of
the
finances
and
even
trusts
a
successful
delivery
of
the
city
plan.
I
am
sure
that
all
members
will
support
the
work
that
we
are
doing
and
will
support
the
desire
to
make
this
work.
D
E
E
I
was
interested
in
the
scope
that
you'd
set
yourself
and
the
way
you
dressed
the
the
headings
that
you
chose
them
for
yourself
could
I
ask
how
and
I
realized
that
that
the
task
and
finish
group
has
sort
of
renamed
itself
or
rather
feels
that
it's
wrongly
named
or
whatever
would
you
would
you
like
to
say
how
what's
been
done,
could
actually
go
deeper,
it's
pretty
broad,
but
how
could
it
drill
down
and
get
and
get
more
out
of
more
right?
What
in
other
words,
what's
where
do
you
go
from
here.
D
D
There's
the
three
sort
of
areas
in
which
we
could
look
at
one
of
those
areas,
we'll
be
looking
at
the
MTF
pay
on
a
regular
basis,
but
part
of
this
work
is
also
about
building
in
the
processes
it's
for
to
to
enable
this
to
be
reviewed,
and
so
what
we're
doing
and
we're
all
on
a
journey
with
this.
So
I
was
sound
like
the
mayor
there,
but
we're
all
learning
how
to
make
what
we're
trying
to
achieve
through
scrutiny
better
and
I
feel
that
what
we've
done
so
far
has
been
good.
D
D
E
Okay,
I
mean
I
agree
with
you,
I
think
this
might
be
institutionalized
or
done
in
you
know
in
a
rather
different
way,
on
a
constant
basis
and
I
think
there's
some
value
in
that
to
other
specific
questions.
If
I
may
you
talked
about
the
key,
the
kpi's
being
related
to
spending
it's,
it's
really
rough
for
me
to
ask
you
specific
questions.
I'm,
sorry,
I'm,
not
quite
sure
what
you
mean
by
that
I
mean
if
you're
saying
the
kpi's
should
be
related
to
value
for
money.
E
D
You
can
reference
me
to
the
page,
that'd
be
great,
but
the
parts
of
the
process
that
we
have
come
up
with
regarding
kpi's
is
and
I
think
when
the
member
suggested
it
is
that
we
actually
go
to
the
cabinet
members
and
say
what
are
the
key
KPIs
that
you
are
measuring
and
then
we
can
build
that
into
them
TFP.
So
we
can
measure
it
as
well.
E
Okay,
ouchies
item
7,
but
I
haven't
actually
managed
to
scroll
down
enough
for
that,
but
yeah,
okay,
I
think
KPIs
are
not
used.
Anything
like
as
well
as
they
might
be
and
I
think
they're
overused
in
some
respects.
But
if
that's
your
recommendation
I'd
be
very
interested
to
see
how
you
follow
that
through
the
one
omission
in
this
that
I,
spotted
and
others
may
spot
more
is
I
would
have
thought
there
was
an
opportunity
in
all
this
to
actually
examine
the
different
or
where
and
when
it
would
be
appropriate
to
use
in-house
and
consultant
staff.
E
That
seems
to
me
to
be
something
which
actually
is.
If
we
read
all
the
other
documents
that
we've
got
had
in
front
of
us,
these
hundreds
of
pages,
that's
sort
of
inherent
in
much
of
what
comes
out
of
all
that
I.
Just
wonder
what
your
observations
or
what
thought
you
didn't
have
any
observation,
so
I'm,
sorry,
but
whether
you're,
not
you,
will
consider
putting
that
on
the
agenda
as
it
were.
D
We
are
I
think
as
a
group
happy
to
take
suggestions
on
to
the
agenda.
It's
not
something
that
we
have
looked
at
obviously,
but
there
were
other
issues
there,
which
and
I
can
see
why
you
raised
it,
but
with
limited
time
and
we've
met
eleven
times
in
sort
of
six
months.
Five
months
we
had
to
concentrate
where
we
thought
was
the
greatest
opportunity.
A
F
F
One
you've
got
to
this
level
of
looking.
One
of
the
next
things
you
can
do
is
rewrite
scrutiny
questions
all
the
questions
that
you're
asking
within
your
work
program
as
questions.
I
only
have
agendas
that
have
questions
and-
and
it
seems
to
me
that
some
of
these
lines
could
then
be
the
next
piece
of
work
is
to
move
to
what
is
the
question
you're
actually
asking,
because
these
are
some
of
the
most
statements?
Aren't
they?
You
know
clarity
around
neighborhood
legacy
budget.
D
D
One
of
the
things
I
find
most
interesting
for
MIT,
because
I'm
also
sitting
on
the
task
and
finish
group
for
children,
social
social
care
was
that
I
was
able
to
see
some
detail
regarding
the
finances
before
I
went
into
that
meeting
and
I
know,
Clyde
was
able
to
look
up
the
adult
social
care
staff
prior
to
him,
bought
or
in
conjunction
with
him,
going
to
their
not
social
care
task
and
finish
group
and
I.
Don't
know.
Clive
you've
want
to
say
a
few
words
about
whether
you
found
that
useful.
G
And
you
see
the
amount
of
money
that
is
spent
in
each
of
those
activities.
You
can
start
asking
some
really
useful
questions.
For
example,
if
you
did
more
of
this,
would
it
save
you
money
here
and
you
can
almost
ask
that
in
every
activity
in
all
in
those
departments
and
those
two
departments
account
for
over
and
for
well
over
60%
of
our
spend
and
probably
200
percent
of
our
overspend,
so
drilling
down
and
understanding?
And
then
maybe
one
day
we'll
in
somebody
in
those
departments?
Think?
Oh,
that's!
G
A
good
idea:
let's
do
that,
and
that
will
really
help.
So
it's
been
a
learning
process
for
the
last
six
or
seven
months
and
in
learning
the
more
effort
you
put
in
the
more
you
learn
as
I
tell
my
students
and
I
think
the
value
will
come
over
the
coming
months,
probably
ready
for
next
year's
budget.
Thank
you
done.
H
C
H
H
The
danger,
of
course,
is
when
you're
in
a
group,
then
you
want
to
pursue
those
pressures
and
before
long,
if
you're,
not
careful
you
back
down
to
looking
at
the
photocopier
contracts
and
whatever,
and
you
need
to
pull
back
from
that
and-
and
you
have
here,
a
very
powerful
tool
for
holding
the
executive
to
account
providing
you
do
your
drilling
in
other
tasks
and
finish
groups
and
retain
the
kind
of
overview
and
the
high-level
view
that
this
group
has
offered
us
on
that
base
its
basis.
I
think
it's
been
really
good.
A
Thank
you,
Donna
I
was
just
going
to
add
a
few
comments,
because
now
I've
been
involved
in
scrutiny
on
both
sides
of
the
fence
over
a
period
of
years
and
I
and
I
have
to
say
to
me.
The
task
and
finish
group
is
one
of
them,
the
best
in
most
constructive
processes,
so
Denise
to
you
and
your
team
from
me
and
a
very
big
thank
you.
A
That's
that
was
a
major
strength,
but
it's
also
a
major
weakness,
because
all
the
work
that's
been
done
by
the
task
and
finish
group
until
today
or
until
this
report
was
produced,
has
been
behind
closed
doors
and
not
engaging
with
the
public.
So
somehow
we
have
to
find
a
balance
that
enables
us
to
have
that
working
with
with
officers
away
from
the
public
domain,
but
we
need
to
better
get
the
process
of
engaging
with
the
public
in
the
course
of
that
process
as
well
so
I
see.
That
is
a
challenge.
A
The
comment
was
also
made
about
the
number
of
people
and
and
given
I
know
a
number
of
us
here.
Were
it
John,
B's
memorial
service
today,
when
I
work
with
John
and
Finance.
Much
of
that
time
was
in
either
an
audit
committee
or
a
Public
Accounts
Committee
that
only
had
five
members,
and
actually
it's
interesting
that
with
a
smaller
number
of
members,
the
membership
can
actually
feed
off
each
other
and
work
and
develop.
As
this
task
and
finish
group
is
done.
A
As
you
get
wider
in
the
expanse
of
the
committee
grows,
you
can't
necessarily
focus
on
very
specific
areas.
As
directly
and
as
easily
that's
not
a
reason
to
say,
we
always
only
look
at
very
small
committees-
I'm,
not
suggesting
that
I'm
just
saying
as
we
develop
and
think
how
we
move
scrutiny
forward
in
the
future.
A
We
need
to
be
aware
of
some
really
positive
examples
of
how
this
can
work
constructively,
but
remember
that
for
it
to
be
effective
for
all
of
us,
it's
also
got
to
be
open
to
the
public
and
they've
got
to
be
aware
of
what
we've
done.
So
those
those
are
just
thoughts
that
I
think
when
we
look
at
new
ways
of
working
and
how
we
move
forward
and
improve
on
what
we've
got
this
year.
We
need
to
take
those
points
in
mind:
Jude,
III,
I.
Don't
want
a
long
debate
on
this,
but.
F
It's
more
when
we
start
this
whole
looking
at
scrutiny
procedure.
Part
of
it
was
resource
management
about
big
committees,
taking
up
a
lot
of
time
and
expense
and
and
staff
time
as
well.
So
not
now,
but
maybe,
if
the
scrutiny
team
could
you
know,
there's
11
meetings
here
with
five
people
and
officers,
support
and
I'm,
not
saying
that's,
not
good
value
for
money
or
whatever,
but
I'd
be
interested
to
know.
I
I
The
contribution
of
the
group
made,
even
though
it
may
not
be
transparent,
they
challenged
they
made
us
rethink
some
of
the
approaches
being
proposed,
adopted,
put
forward
a
number
of
ideas
and
what
I've
seen
from
those
members
that
were
involved
is
the
depth
of
the
questions,
but
coming
back
when
they
are
challenging
budget
and
financial
information
is
much
more
robust.
Much
more
accurate
and
much
more
relevant,
so
I
think
at
to
the
quality
of
the
challenge
back
to
cabinet
has
actually
increased
immensely
as
a
result
of
their
involvement
in
those
groups.
I
I
think
we
all
feel
actually
when
the
questions
come,
they
come
from
a
place
of
knowledge
and
strength
and
are
actually
truly
enabling
them
to
challenge
more
effectively.
So
I
think
it
was
a
really
good
group,
a
really
open,
transparent
process
and
one
that
I'd
hope
that
we
could
continue
on
for
future.
Iterations
Thank.
A
A
So
we
will
move
on
to
the
budget
section
now
and
Craig
I,
don't
know
whether
you're
going
to
introduce
but
Denise's
is
then
going
to
take
us
through.
Very
briefly
can
I
just
a
couple
of
just
make
a
couple
of
please
because
there
are
so
many
papers
there.
If
anyone
is
speaking
to
any
pages
of
the
report,
can
can
they
officer
or
member
give
us
a
brief
clue
of
where
it
is
now?
I
I
had
a
bit
of
very
useful
cross-party
IT
support
the
other
day.
A
You
may
all
be
totally
familiar
with
this,
but
you
I
hope.
Everybody
knows
that
using
the
sign
pad
sign
on
their
iPad
directs
them
to
where
they
want
to
go
in
the
agenda.
Well,
I
didn't
know
is,
if
you
actually
tap
on
the
eye
information
symbol
against
each
item.
It
will
give
you
the
subsections
within
that
item,
so
I'm
mentioning
that
incase.
A
Anyone
else
didn't
know
because
it
may
help
you
finding
the
various
sections
that
we're
dealing
with
and
if
at
any
stage,
you're
not
sure
which
page
were
on
don't
hesitate
to
ask,
because
the
chances
are.
Someone
else
is
wondering
as
well
and
we'll
be
grateful
for
the
answer.
So
Denise
is
DS
and
Craig
are
going
to
present,
but
not
a
great
presentation,
because
we've
had
a
chance
to
look
at
this
and
then
we'll
take
questions
so
over
to
you.
Both.
A
So
if
you,
if
you,
if
you're
in
the
budget
and
you
tap
on
the
finger
post
at
the
bottom
and
beside
Bristol
City
Council
mm
in
1819,
you've
got
you've
got
a
blue
eye
and
if
you
tap
on
the
eye,
you
get
the
sub
agenda.
And
if
you
go
down
to
capital
program,
for
example,
and
tap
on
the
eye,
you
get
a
further
sub
program
that
that
means
you
can
get
lost
in
more
detail.
C
J
I
mean
I,
don't
have
much
to
add,
because
I
hope
you've
all
read
the
papers
already
but
I
suppose
in
terms
of
the
process.
We
created
the
medium
term
financial
plan
and
within
that
created
a
series
of
resourcing
principles,
which
we
then
use
to
determine
how
we
came
up
with
savings
proposals
for
this
budget
and
that
those
resource
principles
ultimately
meant.
There
was
a
series
of
sort
of
logical
decisions
which
ended
finally,
in
the
last
possible
option
being
to
stop
a
service
and
I.
J
Think
we
followed
that,
through
everything
that
we've
done
in
this
in
terms
of
the
capital
program,
we
we
took
out
those
things
in
within
the
program
that
didn't
have
a
business
case
attached
and
that's
just
just
meant.
You
know
that
we
know
what
it
is
that
we're
actually
gonna
deliver.
We've
also
built
in
some
slippage,
because
we
know
year-on-year
that
the
castle
program
doesn't
deliver
to
the
level
at
which
we
potentially
plan
for
at
the
start
of
the
year.
I
think
that's
probably
what
I
really
wanted
to
say:
Denise
just.
I
Give
some
context
to
the
actual
report,
maybe
just
give
a
bit
of
a
summary
in
terms
of
where
we
are
in
year
and
then
go
into
the
1819
and
I'll
try
and
make
it
quite
safe
Swift.
So
in
terms
of
2017-18,
we
anticipate
that
we'll
end
the
year
with
a
forecast
overspend
of
somewhere
close
just
under
a
million
pound,
but
actually
potentially
a
balanced
position
now
that
in
itself
is
misleading
in
terms
of
fact
that
it
does
actually
not
clearly
show
that
there
within
that
there
are
some
big
pressures.
I
So
we
do
have
some
pressures
on
going
in
areas
such
as
adult
social
care,
children,
social
care
with
the
people,
functional
area
anticipating
to
overspend
just
under
six
million
at
the
end
of
this
financial
year,
and
we
also
have
some
pressures
in
property
with
an
overspend
forecasted
about
two
million.
The
approach
that
we've
taken
in
year
is
to
take
a
corporate
approach
and
so
working
across
all
of
the
directorates.
We
recognized
early
in
the
year
that
these
pressures
could
be
unavoidable.
I
We
took
the
approach
of
identifying
areas
where
we
would
hold
spending
abeyance
subject
to
these
areas
being
able
to
come
back
online
and
then
a
decision
taken
earlier
to
actually
put
forward
these
areas
of
mitigations
to
ensure
that
we
end
the
year
on
a
in
a
balanced
position.
So
those
were
areas
such
as
capital
financing.
We
held
back
on
some
some
small
areas
in
terms
of
resources.
I
We
looked
deep
and
we
sort
of
said
actually
what
what
must
we
absolutely
spend
and
what
could
we
sort
of
put
forward
but
ensuring
that
we're
still
able
to
deliver
on
the
policy
areas
that
we'd
agreed
and
that
none
of
that
area
where
policy
changes?
So
that's
where
we
are
within
this
financial
year?
What
that
then
means
that
we
do
have
ongoing
pressures
as
we
start
18:19
now,
those
pressures
have
been
factored
in.
I
So
when
we
look
at
the
2018-19
budgets,
the
approach
that
we
take
in
building
the
budget-
and
this
is
more
just
for
context-
for
those
that
aren't
haven't
been
involved
in
the
group-
is
that
we
actually
always
start
with
the
current
position.
The
current
base
budget
position
and
then
start
to
build
up
in
an
incremental
approach.
It
isn't
always
the
favored
option,
but
it's
the
very
easy,
transparent
way
of
being
able
to
demonstrate
the
changes
in
the
layers
of
the
budget.
I
In
terms
of
the
process,
we
start
to
build
my
adding
in
some
of
the
inflationary
pressures
some
of
the
areas
of
growth.
We
start
we'd
deduct
areas
where
we
know
that
grants
are
actually
going
to
be
removed
or
changed,
and
then
we
actually
have
a
look,
the
funding
that
we
have
available
to
other
than
Authority
and
that
determines
the
budget
gap
that
we
have
left.
I
So
when
we
actually
are
at
the
analysis
and
finalize
the
position
for
1819
in
the
future
years,
because
we
actually
wanted
to
be
in
a
position
to
for
this
year
set
a
five-year
role
in
program
for
both
revenue
and
capital.
So
in
doing
that,
and
looking
across
each
of
the
financial
years,
we
had
a
residual
budget
gap
after
taking
in
all
of
the
opportunities
and
building
in
some
of
the
actual
pressures,
a
forty
seven
million,
which
has
then
equates
to
the
savings
being
put
forward
and
proposed.
I
So
that's
sort
of
a
high-level
overview,
I
think
complete.
The
position
as
it
currently
stands
is
assuming
council
tax
increases
annually.
Now
that
is
still
subject
to
agreement,
there's
been
no
agreement
or
even
proposition
in
terms
of
how
that
would
be
met
going
forward,
but
in
the
modeling
it's
building
nothing
into
a
base
case.
And
if
we
look
at
purely
the
revenue
position,
it
would
indicate
that
we
would
have
a
balanced
position
for
each
of
the
four
years
and
only
in
the
final
year
20
to
23
there
would
still
be
a
residual
five
million
shortfall.
I
I
think
that's
quite
an
achievement
from
where
we
were
last
year,
where
we
actually
were
struggling
to
ensure
that
we
had
a
sustainable
position
and
had
no
opportunity
to
even
think
about
being
anywhere
close
to
balanced.
So
I
think.
That's
really.
You
know
really
an
applaud
to
all
of
the
officers
and
all
of
the
members
today
to
say
we
want
to
ensure
that
we
have
a
resilient
position.
We
have
actually
got
some
ability
to.
You
know
to
be
able
to
cope
with
some
shocks.
We've
looked
at
our
reserves
quite
closely.
I
We've
looked
at
where
there
are
risk,
are
and
try
to
actually
building
a
sufficient
provision
for
those
areas.
Councillor
cheney
also
mentioned
capital
and
capital
program.
When
we
set
the
five-year
program
last
last
year,
we
knew
that
that
was
quite
an
ambitious
program,
just
under
a
million
pounds,
now
the
cost
of
billion
yeah,
1
billion,
sorry
and
the
cost
of
finance
in
that
as
a
significant
impact
on
revenue,
and
it
was
initiative,
12
million,
but
raising
quite
significantly
over
the
term.
I
Last
year
we
still
don't
have
business
cases
aligned
against
them
and
we
were
basically
saying
actually
we
need
some
clarity
on
business
cases
produced
very
quickly,
because
at
this
stage
it
does
actually
assume
a
revenue
contribution
as
a
result.
So
we
want
to
watch
to
do
a
refresh
of
capital
early
in
the
financial
year
subject
to
the
production
of
the
business
cases.
I
So
we've
managed
to
split
the
program
and
also
re
profile
and
also
start
to
consider
the
level
of
slippage
and
whether
or
not
we
should
be
taking
action
in
an
over
programming
and
for
colleagues
that
aren't
familiar
with
that
process.
It's
where
you
basically
assume
and
build
in
a
level
of
slippage,
so
you're,
anticipating
that
within
the
next
financial
year
the
program
will
incur
an
element
of
slippage
and,
as
a
result,
don't
finance
the
program
to
its
optimum.
I
So
that's
a
slightly
risky
strategy
and
if
everything
is
delivered
100%
we
would
then
need
to
think
about
how
that
was
financed
and
pull
from
an
alternative
source,
but
based
on
our
current
trend
of
slippage,
we
believe
that
actually
for
1819,
it's
prudent
and
that's
the
Refresh
that
we
do
early
in
the
year,
we'll
be
able
to
guide
as
to
whether
we
need
to
pull
in
more
resources.
So
I
think.
By
way
of
summary,
that's
all
I,
really
it's
saying
and
then
hopefully
hand
over
to
yourselves
for
questions
initially,
starting
with
the
the
saving
schedule.
K
There's
the
item
good,
no
some
page,
it
says
form
I,
think
that's
about
the
council.
Staff
are
currently
paid
on
a
salary
band,
meaning
they
start
at
the
bottom
scale,
were
they
up
and
with
savings
of
9
million
seventeen
and
eighty
thousand
over
the
one
two
three
four
five
year
period.
I
suppose
my
questions
are
out
of
the
unions
react
to
this
and
how
do
you
see
it
working.
I
Yeah,
if
I
explain
the
actual
approach
and
what
this
actually
means
and
then,
if
there's
anything,
that
mark
would
like
to
add
about
the
unions
and
Alex
Mason.
So
what
basically
happens
is
that
staff
actually
start
and
they
work
their
out
on
each
band
and
quite
often
from
a
financial
perspective,
they
would
be
allocated
each
year,
an
incremental
amount.
So
that's
added
to
the
budget,
but
this
is
proposing
is
actually
that
that
the
staffing
budgets
are
contained.
So
what
that
doesn't
mean
that
the
staff
will
not
work
their
way
up
and
get
allocated
a
budget.
I
What
it
basically
means
is
that
where
that
you
would
manage
your
movement
across
grades
within
your
budget,
that
you've
been
allocated
within
your
budget
envelope,
so
in
areas
you
may
have
staff
they're
already
on
the
top
of
the
budget
and
on
the
top
of
that
pay
scale,
you
may
have
something
amid
so
as
staff
leave.
Then
you
then
debate
determine
within
your
budget
what
grade
you
are
going
to
be
a
point
in
those
officers
on
and
how
you
manage
that.
So
these
amounts.
K
I
I
L
Yeah
the
issue
here
is:
it
doesn't
affect
individual
contractual
rights
in
any
way
whatsoever.
What
Deniz
is
talking
referring
to
is
the
way
in
which
we
deal
with
that
through
our
financial
management.
So
it's
not
an
issue
this.
This
is
about
how
we
allocate
budgets
to
service
areas.
The
point
is
a
lot
and
it's
what
we're
doing
is
they
say
it's
based
on
the
position.
So
it's
not
this
this.
This
DISA
meant
this
budget
proposal
does
not
affect
individual
employee
contracts.
This
proposal
is
in
relation
to
how
the
council
other
cases
budgets
in.
M
M
I
Let's
look
at
it
differently,
so
if
you
have
all
of
your
staff
on
the
lower
level
at
the
bottom
of
the
grade,
then
you
would
be
going
over
budget.
So
if
I
use
your
example,
if
all
of
your
entire
team
were
on
the
lower
band
at
the
bottom,
the
grade
and
everyone
was
doing
increment
in
the
next
financial
year,
you
would
then
be
going
over
budget.
The
likelihood
of
that
and
the
analysis
that
we've
done
said.
That
is
not.
That
is
not
the
case.
I
Majority
of
our
staff
are
at
the
top
of
the
grade
and
quite
often
they
would
be
paid
this
as
an
additional
and
actually
in
reality.
They
didn't
need
it,
but
if
all
of
the
staff
were
at
the
top
of
the
grade,
you
would
have
no
pressures
because
actually
you'd
be
given
the
exact
budget
you
had
in
the
previous
year,
plus
you'd
have
the
actual
pay
awards
and
inflation.
So
if
you've
got
staff
mid
rage,
then
you'll
you'll
manage
the
movements
within
the
current
resource.
F
F
I'm
not
clear
on
is
the
kind
of
difference
between
re,
organizing,
their
waiver
report
and
re
showing
how
we
manage
money
and
whether
this
is
actual
savings.
So
it's
to
do
with
this
difference
between
what
we
project
and
what
we
really
do.
So
my
question
I
suppose
would
be.
Will
this
mean
that,
as
we
recruit,
managers
will
tend
to
want
to
recruit
younger
less-experienced
staff,
as
happens
in
schools
increasingly,
and
then
we
will
deplete
our
kind
of
knowledge
base.
It's
not
likely
to
happen
as
a
result
of
this
move.
L
Yeah
I
mean
my
view.
It
wouldn't
be
that
that's
the
case.
I
mean,
if
you
that,
wouldn't
that
would
be
I,
think
managers
manage
their
envelope,
spend
as
a
totality
and
look
at
that,
but
gee
I.
Actually,
when
this
proposal
was
developed,
I
talked
to
a
manager.
He
was
asking
that
very
question
to
me
and
I
said
well.
L
Actually,
if
you
look
at
your
total
budget
as
a
manager
and
take
that
into
account
when
you
might
have
some
incremental
drift
for
five
or
six
stuff
over
your
budget,
when
you
look
at
it
in
the
totality
the
BOD
envelope
of
spend,
it
is
manageable
and
we've
done
a
lot
of
work
on
analyzing.
The
implications
and
I
mean
my
colleague
Mike
might
want
to
add
a
few
more
comments
about
that.
But
in
terms
of
the
impact
on
actual
budgets
for
managers,
our
sense
is
that
it
is
manageable.
F
The
main
reason
for
asking
eyes
that
we
have
this
thing
at
the
top
of
the
tree.
Don't
worry
about.
We've
got
to
pay
a
reasonable
salary
in
order
to
retain
decent
staff.
Our
senior
two
two
and
three
levels-
I
mean
the
same
thing-
does
really
apply
to
getting
decent
stuff
in
at
the
ground
floor,
and
we
want
this
council
to
be
seen
as
a
good
place
to
work.
F
I
N
K
A
Any
further
questions,
in
which
case
I'd
just
one
just
one
question,
then
we
took
talking
about
that
proposal
and
clearly
there's
a
lot
of
detail.
Work
being
done.
I
am
I
writing.
There
were
some
of
the
proposals.
They
are
still
projected
as
to
what
they
may
contribute
in
the
course
of
the
year,
and
therefore
there
are
different
levels
of
detail,
work,
performed
and
and
and
therefore
the
question
probably
walked
for
prague
and
amis
is,
is
how
what?
A
J
The
point
now
is
that
we're
confident
in
the
governance
processes,
whereas
whereas
we
weren't
necessarily
in
the
past,
say
the
the
delivery
working
group
and
delivery
exactly
so
on.
The
process
we
introduced
to
track
savings
through
the
last
year
has
meant
that
as
soon
as
the
saving
starts
to
flag
as
rev,
so
once
you
know,
we
get
through
the
business
case
and
realize
that
perhaps
it
wasn't
it
was
over
optimistic.
J
Then
I'm
we
have
processes
in
place
to
deal
with
it
quickly
and
so
you'll
see
through
the
through
the
budget
monitors
each
month,
those
those
projects
that
we
brought
back
on
track
or
that
we
find
other
ways
of
delivering
the
same
level
to
saving
so
so,
whilst
maybe
not
100%,
confident
and
some
of
them.
I
think
the
point
is
we're
confident
that
the
process
resolve
that
issue.
A
K
So
the
next
one
was
looking
at
was
no
pay.
212
you've
got
the
thing
about
the
council's
neighborhoods
directorate
cohen.
He
spends
88
million
on
service
prod
by
external
partners.
This
proposal
consider
how
we
can
buy
these
services
more
efficiently,
reduce
the
overall
cost
by
4.4
million
which
to
be
neatly
5%
of
the
total,
so
I
suppose.
How
much
detail
is
there
about
that?
How
that's
going
to
work?
How
the
same
is
going
to
be
achieved.
A
K
C
K
P
And
say
Charlie
for
this
one,
the
1819
savings
been
I
died.
So
it's
a
there's,
some
sorry
there
225,000.
So
some
of
the
things
that's
included
in
that
is
the
tailing
off
of
the
amount
of
money
that
we
give
to
vasca.
There's
a
reduction
in
the
amount
of
money
we
and
vasca
are
expecting
that
when
we
first
put
the
agreement
in
place
two
years
ago
year,
three
had
a
tailing
off
of
funding.
P
So
that's
part
of
it
there's
a
reduction
in
some
of
the
spend
in
one
of
the
housing
options,
areas
of
work,
so
the
the
work
to
do
with
private
housing.
So
that's
it
that's
a
reduction
in
one
of
the
contracts,
so
there's
there's
a
number
of
different
things
going
on
next
year
that
are
already
identified
and
that
are
on
track.
The
nineteen
twenty
saving,
we're
still
identifying
exactly
what
that's
going
to
be
made
up
of,
and
some
of
those
elements
will
require
consultation.
P
So
we're
doing
the
piece
at
the
the
process
that
Craig
talked
about
earlier
at
the
going
to
group
called
DWG
with
itemized
ways
that
you
make
the
saving
and
talking
about
the
consultation.
That's
going
through
that
process
in
the
coming
couple
of
months
to
identify
the
nineteen
twenty
saving.
So
next
year's
done
1920
in
the
years
beyond
we're
still
working
through
the
various
contracts
and
identifying
the
ways
that
we
can
reduce
those
contracts
as
they
come
up
to
their
end
date.
So.
Q
Back
I
think
what
we
have
also
done
is
we
have
looked
at
because
there
were
a
number
of
contracts
that
are
coming
to
an
end
across
public
health,
housing,
etc,
etc.
So
what
I
know
in
my
discussions
with
Allison
is
that
we've
looked
at
a
reduction
of
like
10
percent
across
the
piece
on
all
of
the
contracts
that
we
currently
have
external
contracts,
that
we
have,
whether
that,
as
I
said
in
public
health,
and/or
others.
I
But
I
wanted
to
say
that,
in
terms
of
Bristol
waste
company
they've
presented
their
five-year
business
plan
within
the
five-year
business
plan,
there's
growth
anticipated
so
I.
Think
last
year
we
had
agreed
a
small
save.
You
know,
thinking
just
think
about
500,000
on
the
waste
company.
That's
still
in
there
in
terms
of
the
line
item
but
what's
built
in
is
significant
amount
of
growth
year-on-year
based
on
the
five-year
business
plan
that
we've
just
agreed
or
endorsed
for
the
waste
company.
I
So
it's
assuming
an
uplift
each
year
rather
than
a
growth,
but
in
terms
of
this
third-party
saving,
I
think
so
councillor
Bolton
is
correct
in
terms
of
what
we
did
initially
was,
as
they
take
a
percentage
of
the
overall
third-party
spend.
That's
what
you
generally
do
when
you
are
looking
at
procurement
type
arrangements,
and
then
you
actually
have
to
factor
in
the
timing
of
when
contracts
come
up
to
a
renewal
and
then
it's
the
negotiation
of
those
contracts
to
try
to
get
efficiencies.
That's
what
we
said
we
set
herself
a
target.
I
We
recognize
it's
an
ambitious
target
with
profile.
That's
slightly
more.
It
was
initially
four
million
at
4.2
million.
In
1920,
so
that
gives
us
more
time
in
terms
of
contract,
end
dates
to
then
renegotiate
and
seek
efficiencies
from
our
third
party
spent.
So,
yes,
there
is
some
risk
to
it,
like
all
procurement
type
exercises,
but
we're
planning
for
that
and
building-
and
actually
you
know
we'll
be
factoring
that
in
when
we're
doing
the
negotiations.
A
E
I'm
still
struggling
to
find
out
where
I
am
but
but
going
back
to
this,
the
neighborhoods
in
the
West
contract
I'm
not
sure
what
I'm
not
and
I'm
allowed
to
say
on
this,
because
we
had
what
was
called
an
exempt
paper.
But
shouldn't
have
been,
though
there
are
figures
in
here,
but
the
figures
seemed
to
be
what
I'd
always
understood
in
the
past.
E
So
we
get
a
net
figure
of
twenty
six
and
a
half
million
quid
or
something
something
like
that
that
that's
as
I
recall
was
the
figures
that
we
knew
was
a
sort
of
business
plan
and
and
the
the
way
it
was
working
up
till
now.
But
when
we
saw
and
stopped
me
if
anybody
is
embarrassed
by
by
this,
when
we
saw
the
figures
at
awesome
the
week
last
week
or
the
week
before
last,
the
way
that
the
waste
company
was
being
paid
and
its
relationship
with
the
City
Council.
E
I
It's
page
fifteen
nice
slide
which
shows
the
build-up
of
the
of
the
precious
there's
a
table
within
there,
so
I'm
not
sure
if
anyone's
on
the
right
page
and
in
there
there's
a
line
that
says
waste
service.
Now
the
waste
service,
the
net
value
of
that
contract
at
the
moment,
which
includes
some
of
our
disposal
cost,
is
thirty
four
million.
It
was
thirty
four
point:
five
and
the
waste
company
agreed
to
make
point
five
million
of
savings
last
year,
so
it's
thirty
four
million.
This
is
the
build-up
which
shows
the
increase
in
the
growth.
I
The
reason
it
increases
quite
difficult
li
1922,
six
million
is
because
we
had
a
reserve
from
the
previous
contract
that
comes
to
an
end,
which
means
we
have
to
go
in
and
basically
substitute
that
that
sort
of
income
and
then
it
you
can
see
the
growth
in
that
2.4
million
1.3.
That's
incremental
growth
annually,
so
there
is
no
reduction
in
the
amount
being
paid
to
the
waste
companies.
Actually,
an
uplift
year-on-year.
E
Helped
me
out
somebody
the
couple
of
weeks
ago
that
that
money
was
going
to
go
back
to
the
central
part
instead
of
being
retained
and
and
built
up
within
within
the
Bristol
waste
company,
in
which
case,
where
does
that
show,
if
maybe
wrong,
but
if
that
is
the
case
and
I
believe
it
to
be.
The
case,
where
does
that
show
in
these
figures
are
more
importantly:
where
does
it
show
in
the
overall
budget?
Has
it
come
out
of
neighborhoods?
I
In
in
terms
of
the
position
in
the
business
plan,
so
for
1617,
there
was
a
surplus
made
by
Bristol
waste
company.
That
surplus
has
gone
into
Bristol
waste
company's
reserves
which
wouldn't
have
been
outlined
in
the
plan
we've
been
discussing
with
Bristol
waste
company,
how
reserves
will
be
utilized
going
forward
should
they
materialize.
But
at
this
stage
we
we
don't
know
what
the
NGO
financial
position
will
be
Bristol
ways
for
each
year.
So
what
we've
based
on
this
is
the
growth.
I
If
there
is
a
surplus,
what
we
agrees
is
that
we
would
actually
look
at
that
towards
the
end
of
the
year
and
actually
from
that
position
determine
what
investment
they
needed
to
make
based
on
their
plans,
what
reserves
they
needed
and
whether
there
was
any
of
that
left
residual
that
could
come
back
to
the,
but
no
assumptions
have
been
made
of
any
of
it.
Coming
back
within
any
of
our
five-year
forecast,.
E
A
E
Sounds
as
if
that's
a
decision
to
be
made
in
the
future,
which
seems
sensible,
but
that's
not
what
I
understood
two
weeks
ago,
that
it
seemed
to
me
that
that
decision
had
been
taken
and
we
were
told
that
those
figures
were
going
most
likely
to
change.
Look
I,
don't
waste
time,
but
that's
interesting
I
mean.
R
F
So
what
we're
saying
is
next
year
we're
going
to
go
down
two
hundred
to
five
thousand
and
then
the
new
year
after
about
two
million
and
another
two
million
that
we're
going
to
remove
from
what
we
spend
so
we're
going
to
save
what
works
being
done
on
where
that
four
million.
So
that's
a
four
million
pound
reduction
to
third
parties
that
we
could
currently
trade
with
some
of
whom
I
imagine
are
the
sorts
of
voluntary
sector,
social
enterprise
and
jewel
in
the
crown
types
of
organizations.
We
all
love.
F
P
Can't
aren't
three
three
of
those
for
sure,
because
we're
like
I
said
we're
still
putting
the
work
together
about
where
that
money
comes
from
and
how
we
make
the
saving
and
in
terms
of
that,
eighty
eight
million
pounds
that
spent
a
very
small
proportion
of
it.
So
between
four
and
five
million
is
the
amount
of
money.
That's
spent
on
voluntary
sector
organizations
through
the
Bristol
Impact
Fund
and
the
vasca
infrastructure
grants,
and
there
is
more
money
then
spent
by
public
health
on
some
of
the
third
sector
organizations.
F
Q
P
Companies
like
juice
and
so
there's
all
sorts
of
stuff
in
them
we're
looking
at
all
of
it
and
looking
at,
but
what
we
act.
What
I
absolutely
hear
is,
if
there's
anything
that
impacts
on
the
third
sector
in
those
organizations
that
are
our
key
local
organizations.
That's
why
we
need
to
do
consultation
on.
We
need
to
do
consultation
on
the
impact
of
the
removal
of
the
budget
and
consultation
if
it's
going
to
if
I'm.
F
I'm
after
realistic
thinking
about
what
really
happens
and
I'm
not
even
sure
it's
to
do
with
the
third
set
just
to
do
with
Bristol
based
organizations,
perhaps
and
Bristol
or
you
know,
looking
after
our
own
in
a
way
keeping
it
local
I
mean
I'm,
not
even
sure
reducing
who
owns
juice
in
these
days.
Do
you
know
me
anyway?
That's
another.
G
It's
called
in-house
enforcement,
so
when
I
read
that
especially
the
first
sentence,
it
makes
me
think
of
bailiffs
and
whether
that's
what
we're
planning
to
do,
but
the
second
sentence
describes
it
differently.
So
I
counselor
dad's,
not
here
tonight
but
I'd,
be
very
grateful
for
something
like
a
business
proposal
and
how
is
it
that
by
anyway,
you're
ready.
So
that's
number
one.
Q
Okay,
so
because
obviously
I
had
responsibility
for
this
counselor
dad
and
I
was
very
clear
right
from
the
very
beginning
that
we
needed
to
take
so
currently
I
think
we
do
use
bailiffs,
I,
think
bailiffs
are
out
sourced,
and
what
we
were
saying
is
that
obviously
one
of
the
big
stresses
for
families
and
people
out
there
is
that
terrible
knock
on
the
door
from
the
bailiff.
So
my
view
was
that
we
needed
to
bring
the
service
in-house
and
actually
it
be
a
little
bit
more
of
a
caring
kind
of
service.
Q
So
it's
not
like
the
enforcement
officer
is
going
to
come
in
slap
them.
You've
got
to
pay
this
in
seven
days.
All
we're
gonna
come
in
at
8:00,
your
TV.
We
want
to
go
in
and
talk
to
individual
families,
maybe
work
them
through
a
budget.
You
know,
you
know.
The
kind
of
so-called
bailiff
option
is
the
last
result.
So
it's
about
having
a
much
more
caring
and
understanding
enforcement
team
that
works
to
us,
as
opposed
to
works
for
some
external
company
out
there.
Who
is
there
to
just
make
money
and.
J
We
have
been
meeting
with
Hammersmith
and
Fulham.
We've
just
launched
their
ethical
collection
yeah,
so
I've
called
that
group
yeah.
So
we've
been
meeting
with
them
to
talk
about
their,
how
they're
doing
it
and
to
try
and
see
what
we
can
replicate
from
there
I
said:
we've
been
meeting
with
Hammersmith
and
Fulham
Council,
who
have
been,
who
have
built
a
new
ethical
collection
group,
yeah
yeah
at
that
collection
process,
so
we're
trying
to
just
see
what
we
can
steal
from
them.
Q
Sorry
yeah
councillor
Negus
was
saying
you
know
we're
talking
about
kind
of
an
ethical
way
in
doing
enforcement,
so
we
need
to
come
up
with
a
choice:
choice
words
that
actually
reflect
what
it
is,
we're
really
trying
to
do,
and
it's
not
about
pressure
and
stress
on
people
already
in
debt.
It's
trying
to
help
them
out
of
that.
G
P
That
will
pay
for
the
rest
of
the
verge
maintenance,
which
were
the
two
things
from
last
year's
I,
think
it
was
a
million
pound,
saving
that
affected
trees
and
the
green
verges
and
it's
it
is
a
one
year
solution,
while
we'll
continue
to
work
to
see
what
we
put
in
place
long
term
to
manage
the
trees
in
a
different
way.
So
we've
got
a
one
year
solution
with
recover
for
next
year.
P
We'll
continue
the
Paula
Deen
program
and
there'll
be
a
little
bit
more
money
available
for
it
to
make
up
for
some
of
the
things
we
haven't
done
this
year,
and
we
still
need
to
do
some
more
work
on
it
to
work.
What
work
out,
what
happens
long
term?
So
that's
the
solution,
so
it
doesn't
appear
in
the
budget
because
that
saving
is
still
required.
However,
we've
been
able
to
identify
enough
money
to
do
some
work
this
year,
while
we
find
the
long-term
solution
so.
G
P
G
J
The
consultation
phase
before
Christmas,
we
won't
have
the
final
results
of
the
consultation
until
the
end
of
January,
but
the
intention
is
that
we
go
with
the
proposal,
which
was
that
for
organizations
with
a
turnover
of
less
than
a
hundred
thousand
pound
a
year,
they'll
still
be
able
to
apply
for
discretionary
relief.
Those
with
turnovers
of
above
a
hundred
thousand
the
policy
will
all
mine,
I.
G
J
J
S
Actually
that
was
very
convenient
because
you've
just
danced
the
question.
I
was
going
to
ask
about
the
our
five
one:
five
about
their
word
discretion
rate
relief,
I'm
just
really
relieved.
To
hear
that
there
is
that
threshold
of
turnover,
I
haven't
fully
understood
that,
because
I
was
quite
concerned,
it
was
gonna
hit
organizations
that
are
picking
up
quite
a
lot
of
what
we
can't
do
anymore.
It.
F
J
F
F
So
that's
the
first
thing,
but
and
this
idea
that
the
hundred
thousand
pound
threshold
and
anything
above
that
is,
you,
know,
fair
game,
as
it
were,
I
mean
two
organizations
have
asked
me
about
this
recently
and
one
is
same
obesity
film.
We
just
got
a
turnover
of
more
than
a
hundred
thousand,
but
it's
certainly
not
a
fat
cat
organization
and
the
other
one
is
children's
crap
store
both
a
nationally
both
doing
fantastic
work
with
young
people.
So
you
know
it's
money
really.
The
way
that
we
need
to
I
mean.
F
F
K
J
B
Page
one:
oh,
I
n25
fee
proposals
to
introduce
adult
admission
fees
for
the
Red
Lodge
and
the
georgian
house
museums.
I
have
it
on
good
authority,
but
we
might
have
visitor
numbers
by
doing
that
and
therefore
end
up
making
no
difference
to
our
income
generation.
Do
you
have
any
thoughts
on
that
I
think.
J
C
C
T
Then
Brenda
just
come
back
to
the
question
before
last
about
FP
34,
so
using
a
the
remaining
tool
and
stuff
I've,
just
some
swimming,
my
ward,
that
I
know
about
that.
I've
been
trying
to
get
used
up
for
as
long
as
I've
been
a
counselor
and
it's
goodnight
spire
at
the
end
of
the
year
and
at
this
rate
we're
not
going
to
spend
it
so
I'm
worried
that
we
you're
gonna
need
the
office
of
resource
behind
that
has
that
been
identified
because
it's
currently
not
there.
I
Yes,
what
we
have
to
know
in
this
area
covers
more
than
just
the
section
106
from
the
sill.
It
covers
all
of
the
developer
contributions
things
like
commuted,
sons
which
we
take
up
front
fond
of
a
developer
for
the
next
25
50
years,
but
actually
not
applying
it
to
areas
where
we
need
to
do
maintenance
work
in
the
way
that
we
should
effectively
so
we're.
Looking
at
all
of
the
developer
contribution
funds
that
we
hold
and
saying.
I
I
All
of
these
all
of
the
agreements
that
we
currently
have
in
place
all
of
the
contribution
funds
and
being
clear
on
where
they've,
where
they're
aligned,
what
the
conditions
are
and
then
actually
thinking
about
how
we
can
move
some
of
those
in
to
actually
support
the
the
maintenance
areas
that
we
need,
but
also
to
ensure
that
they're
applied
correctly.
So
we've
got
a
piece
of
work
to
actually
get
onto
the
skin
of
it
to
some
degree
and
then
help
us
to
move
forward.
N
Thank
you.
It's
page
1
2,
4,
RS
14
about
the
centralization
of
the
citizen
service
points
and
I've,
been
having
questions
raised
with
me
by
some
of
the
residents
in
my
in
sort
of
sheltered
housing,
races
in
my
ward
about
how
to
contact
anybody
in
the
council.
If
they
need
repairs
done
and
of
course
they
haven't
got
wardens
anymore.
N
So
we've
spent
some
time
trying
to
find
out
an
a
telephone
number
that
the
older
people
can
use
because
they
they
don't
go
online
quite
frankly,
and
the
only
numbers
that
are
shown
are
those
relevant
to
emergency
numbers
and
we're
talking
more
about
run-of-the-mill.
You
know
the
hot
water
stop
type
of
thing,
rather
than
being
a
huge
emergency
that
the
whole
place
is
about
burned,
so
the
saving
involved
here.
How
are
we
going
to
overcome
that
to
poor
older
people
without
access
to
computers,
I.
U
Say
I
mean
there
is
a
main
phone
number
that
takes
you
into
the
customer
contact
center
and
it
isn't
just
for
emergencies,
there's
a
whole
staffing
of
people
that
man,
the
phones
or
person,
the
phones
and
you
can
ring
in
and
report
any
issues
with
your
council
house
or
where
you
know
your
property.
So
there
is
a
main
switchboard
number.
U
So
I'm,
not
quite
sure.
Why
the?
Why
there's
a
problem
then?
Obviously
I?
Don't
really
understand
that
the
challenge
there
are
emergency
numbers
out
of
hours,
but
in
the
main
day
working
hours
there
are
there's
a
main
switchboard
line.
That
takes
you
through
straight
through
to
operatives
that
answer
all
sorts
of
queries
and.
C
E
Just
just
to
put
on
that
one
most
counsellors,
most
councils
in
this
room
and
other
councillors
will
say
that,
although
it's
got
better,
it's
still
by
far
and
away
a
very
poor
system
and
people
left
left
on
hold
left
in
the
air.
All
sorts
of
things
go
on.
I
wanted
to
come
back
on
the
section,
106
ill
point
and
I
think
Charlie
raised.
Originally.
U
Think
the
main
point
I'd
make
is
that
section
106
is
being
phased
out
and
actually
we
now
have
the
community
infrastructure
levee.
So,
on
the
back
of
developments,
you
can't
just
ask
for
plugging
gaps
in
the
existing
funding
arrangements
for
a
local
area.
Having
said
that,
if
it's
direct
mitigation
needed
to
enable
the
permission
to
be
granted,
then
obviously
that
is
a
requirement,
but
the
section
106
arrangement
now
is
much
more
reduced
than
it
used
to
be
because
we
have
the
community
infrastructure
levee.
B
Rs.15
removed
discretionary
rate
relief
on
business
rates
for
charities,
voluntary
groups
and
not-for-profit
organizations
now
I
understand
the
general
thrust
of
this,
which
seems
to
me
to
be
oh.
You
know
something
we
do
need
to
consider,
but
it
is
going
to
be
targeted,
or
is
it
going
to
be
quite
broad,
I'm
thinking
about
the
extent
to
which
some
voluntary
organizations
are
already
suffering
triple
whammies
in
terms
of
reduction
of
council
funding,
other
sources
of
funding
they're
losing?
B
J
Think
that's
the
intention
of
moment.
I
think
the
intention
is.
If
you've
got
certainly
over
hundred
thousand
pound,
you
won't
qualify
for
discretionary
relief.
We
can't
afford
to
keep
giving
organizations
money
at
the
moment
when
they've
got
a
high
turnover.
So
that's
the
principle
for
the
policy
now
effort.
If
a
charity
comes
along
and
says
we're
gonna
we're
gonna
go
under
it,
and
maybe
we
talk
about
it,
but
the
principle
is
the
policy.
J
G
Thank
You
chair
this
is
one
question
or
85
I.
Think
there's
about
85
savings.
I'm
interested
in
you
have
a
very
rigorous
from
what
I've
seen
business
plan
system,
so
some
of
them
have
been
through
business
plans,
some
of
the
smaller
ones.
You
don't
put
through
the
business
planning
system
for
practical
reasons,
but
that
leaves
them
open
to
not
being
viewed
by
other
directorates,
and
the
tree
example
last
year
is
a
fantastic
example
of
one
directorate
making
a
decision
not
realizing
consequences.
G
J
I
can't
answer
the
question
on
exactly
how
many
are
going
through
the
business
planning
process
oft
on
my
ad,
but
but
the
principle
that
I
mentioned
earlier
of
delivery,
exec
and
delivery
working.
It
means
that
in
the
range
view
is
taken
by
usually
by
resources,
so
that
didn't
happen
last
year
it
has
been
happening
every
month
since
so
we
have
project
services,
legal
services,
finance
and
everyone
making
those
in
the
rain
more
in
the
range
overviews
so
not
was
concerned,
as
I
was
last
year
on
that
sort
of
subject.
I
G
I
Generally
comes
through
the
budget
monitoring,
so
in
the
budget
monitoring
report
there
is
a
risk
category
that
looks
at
delivery
of
savings.
The
focus
has
been
1718
with
the
1819
focus
when
we
move
into
1890
and
there'll
be
detailed
analysis
on
the
actual
year
that
we're
in
and
a
review
of
the
the
future
years.
We
also
have
the
governance
process
again
and
councilor
Gina
sits
on
the
delivery
executive
and
we
get
the
full
detailed
list
and
report
on
progress
on
on
delivery
of
those
savings.
A
F
V
F
V
Dominic
Murphy
who's
the
lead
officer
for
that
platform.
Cities
of
service
officer,
as
he's
working
with
me
on
that
the
proposal
in
the
plainest
possible
terms
is
that
the
platform
online
allows
us
to
run
programs
for
other
businesses.
So,
for
example,
a
private
business
might
want
to
pay
us
to
access
it
to
run
their
staff.
Volunteering
scheme,
for
example,.
C
V
Than
them
having
to
invent
their
own
solution
to
do
that,
so
what
that
proposes
is
to
charge
people
a
scale
of
fees
for
different
services
that
the
platform
can
technically
be
used
for,
but
what
it
wouldn't
do
is
charge
people,
for
example,
to
volunteer
or
to
host
volunteering
opportunities.
It's
more
about
what
we
can
use
the
technical
ability
of
the
platform
to
bring
in
some
extra
income
through.
It
is
one
that
we
would
currently
say
is
relatively
high
risk.
Yes,.
V
F
Q
Can
I
just
add:
I
actually
had
a
meeting
last
week
with
a
very
large
employer
here
in
the
city
not
too
far
away.
They've
got
over
1300
staff.
They
are.
They
came
to
us
because
they
wanted
the
the
council
to
help
them
shape
their
corporate
social
responsibility.
They
they
were
surprised,
they
didn't
know
about
the
can
do
because
that's
part
of
the
conversation.
Well,
it's
new.
Q
Obviously,
but
the
point
is
what
we
will
have
done
is
safe
them,
as
I
played
with
money
in
actually
doing
their
own
online
volunteering
starting
platform,
and
actually
Dominic
is
having
a
meeting
sometime
next
week
with
them
to
discuss
how
they
can
access
that
and
what
the
cost
will
be
and
I'm
sure
that
particular
company
could
pay.
One
company
alone
could
cover
all
of
that.
A
I'm
gonna
bring
this
item
to
a
conclusion,
but
I
am
sure
that
the
officers
would
want
to
help
with
any
further
questions
that
anybody
would
have.
So
if
there
are
reasonable
questions,
I'd
emphasize
reasonable
questions
and
could
could
members
let
Andrea
and
Lucy
have
those
questions
and
I
think
it's
fair
to
say
if,
if
they're
in
by
tomorrow
morning,
they
will
definitely
be
answered
by
Monday's
meeting,
if
they're
in
tomorrow,
by
2
by
the
end
of
tomorrow,
they
will
almost
certainly
be
answered.
A
If
they're
in
by
Monday
morning,
when
you've
had
a
chance
to
look
at
them
over
the
weekend,
then
they
will
be
answered,
assuming
the
relevant
officers
are
available
in
the
day
to
draft
answers.
So
I
think
if
we
work
on
that
basis,
and
we
will
then
try
and
have
any
questions
that
are
asked,
answers
that
can
be
circulated
so
that
it's
all
part
of
the
process,
because
I
recognized
we've
only
had
a
short
period
of
time
to
actually
work
through
this
and
I'm
actually
impressed
with
the
questions
we
come
up
with
already.
A
So
if
there
are
more,
please
do
submit
them,
but
what
I
wanted
to
do
was
then
following
the
task
and
finish
group
process
of
actually
looking
from
a
risk
point
of
view
of
how
we,
how
we
dealt
with
the
medium-term
financial
process
to
move
to
the
risk
matrix,
which
is
Appendix,
A
3
on
page
70
onwards,
simply
because
that
is
the
most.
What
probably
the
most
useful
document
to
look
at
in
terms
of
noting
what
those
risks
are
and
from
a
member
perspective,
particularly
if
there
are
any
risks
that
you
perceive
have
not
been
noted.
I
So
the
approach
in
terms
of
actually
developing
the
risk
matrix
for
the
budget
report
was
to
build
the
budget
and
capture
the
risk
in
the
way
that
I
described
at
the
outset,
but
also
to
actually
start
by
going
through
in
detail
the
corporate
risk
register
and
actually
trying
to
actually
have
a
look
at
that
their
financial
potential
financial
implications
associated
severe
risk
and
then
consider
whether
we
had
the
right
level
of
mitigation
in
place
either
by
management.
Action
earmarks
reserve
the
general
emergency
reserve
and
also
our
asset
management
plan.
A
G
At
risk,
19
and
I
applaud
officers
for
their
honesty.
I
know
you're
honest
on
everything.
This
is
for
risk
of
project
overruns
and
it's
graded
purple-top
risk
28
points
out
of
28
and
I
applaud
the
honesty,
because
it's
obvious,
we
have
a
big
systemic
problem
in
the
council
and
many
other
organizations
too,
in
managing
big
projects
to
budget.
G
I
So
I
think
that,
in
terms
of
the
this
risk
and
and
the
high-level
assessment
I
think
for
ourselves
it,
it
ranges
from
a
number
of
factors.
Some
of
this
was
star.
We
built
our
capital
programs
and
how
we
manage
projects,
and
there
is
often
a
tendency
for
over
optimism
on
delivery.
I
know
that
I've
engaged
with
councilor
Negus
on
this
in
the
past,
but
there's
a
tendency
for
over
optimism
about
our
ability
to
deliver
within
the
time
scale
and
also
within
the
budget.
I
So
we
haven't
always
got
our
profiling
right
and
we
haven't
always
got
the
the
detailed
cost
ins
required
when
we
initially
put
the
project
forward.
So
what
we've
historically
noted
is
that
some
major
projects
of
over
Spencer,
you
know
quite
significantly
Metro
bus
would
be
an
example
where
we've
seen
significant
overspends
and
had
to
plan
for
that
retrospectively.
I
No,
the
risk
is
based
on
our
current
profile
of
projects.
We
talked
originally
about
the
fact
that
we
needed
to
enhance
governance
around
capital.
It's
mentioned
in
the
report
in
the
capital
section.
What
we
focused
on
this
year
was
revenue
we've
put
in
a
lot
of
governance
and
project
management,
support
around
revenue
and
revenue
projects.
We
haven't
had
the
same
discipline
around
capital,
and
this
is
what
we
want
to
introduce
towards
to
provide
the
support
required
to
officers
in
developing
their
propositions
in
cost
in
those,
but
also
having
proper
project
health
checks
as
well.
A
E
The
page
71
BR,
9
and
10
they're
both
only
red
risk,
but
they
both
seem
to
have
a
very
similar
traditional
history,
we've
known
for
many
years
that
the
flood
risk
in
Bristol
is
one
of
the
British
risks
that
we
have,
but
not
only
is
that
a
risk
to
life
and
limb.
It's
also
a
major
affect,
has
a
major
effect
on
private
and
commercial
business
and
insurance.
E
If
we
were
to
get
together
on
a
really
big
project
with
all
the
affected
commercial
and
private
properties,
here
I'm
sure
we
could
come
up
with
a
better
scheme,
one
that
will
bring
forward
our
plans
rather
earlier,
but
it's
related
to
the
next
one,
which
is
the
harbour.
The
harbour
is
that
one
of
the
greatest
assets,
this
city
has
and
we've
all
known
for
many
years-
that
there
are
risks
attached
to
the
harbour
infrastructure,
particularly
the
walls,
but
it
all
seems
to
be
next
year
that
we're
actually
planning
to
do
something
about
this.
E
The
risk
is
potentially
enormous
if
we
actually
had
a
collapse,
if
one
section
of
a
harbour
wall
of
the
harbour
wall,
the
damage
would
be
unbelievable.
It
would
be
a
knock
on
damage
as
well.
This
is
really
something
which
I,
don't
think
is
a
read.
Risk
I
think
it's
much
more
a
much
more
serious
than
this
and
I
just
don't
understand
why
we
just
don't
find
a
way
of
getting
on
with
us.
T
I
Terms
of
positive
risk.
What
this
basically
indicated
that
actually
that
if
there
was
an
investment
made
or
an
opportunity
explored
it
could
route
Iria
lies
in
a
positive
outcome.
Potentially
some
greater
investment
coming
to
the
authority
in
the
first
instance
indicates
that
actually
we
need
to
ensure
that
some
funds
are
invested.
So
it's
more
of
an
investor
to
save
opportunity
around
adult
social
care,
so
indicating
that
if
we
invest
the
improve
better
care
fund
wisely,
there
is
an
opportunity
for
that
to
actually
become
a.
You
know,
support
the
transformation
program
and
truly
deliver
savings.
I
The
second
is
attributed
to
that.
A
potential
for
a
second
evolution
deal
and
again
saying
that
if
we
work
with
our
regional
partners
and
actually
start
to
explore
the
opportunities
that
could
have,
you
know
introduce
further
income
to
the
region.
That
could
then
obviously
help
to
support
some
of
our
corporate
priorities.
So.
I
A
K
J
M
F
Question
Denise's,
so
this
R
is
register
which
I
like
very
much
very
visual
I
couldn't
stand
it
mostly.
The
risks
are
ordered
1
to
20,
but
not
in
order
of
kind
of
how
high
the
risk
is.
So
how
we
deciding
where
we
are
efforts
in
managing
the
risk
is
kind
of
a
general
question.
So
am
I
you
know
in
another
organization
we
look
at
this
risk
register
and
we
look
at
the
top
5
risks.
I
F
I
The
Directorate
risk
registers
will
factor
all
of
their
risk
and
they'll
score.
Those
anything
over
a
14
is
automatically
transferred
to
the
corporate
risk
register,
but
we
also
have
the
ability
if
something
is
under
14,
to
actually
accelerate
it
by
officer
request,
because
we
believe
it's
of
significant
importance.
So
the
corporate
risk
register
is
everything
that
answers
saying.
We
need
to
look
at
the
reason
they're
in
that
the
numbering
order
is
just
purely
the
way
that
they
appear
in
the
register.
I
I've
tried
not
to
change
it
for
consistency,
so
what
we
have
here
is
the
totality
of
those
risks
that
we
think
are
serious
enough,
that
we
need
to
bring
two
members
attention,
so
it
initially
goes
to
audit
committee
on
a
quarterly
basis
and
it
also
goes
to
cabinet
and
it
went
to
cabinet
for
the
first
time
in
January
as
a
refreshed
register.
There
are
two
or
three
because
it's
an
evolving
live
document.
I
They've
just
been
added
to
that,
and
that
will
appear
in
the
next
iteration
of
this
register,
the
financial
element
and
how
the
reserves
have
been
aligned
to
support
those
risk
won't
be
in
the
Voorhis
register.
This
is
what's
been
incorporated
to
man
in
terms
of
the
budgets
and
links
to
our
reserves.
They
search
for
my
assurance
about
adequacy
of
reserves.
F
F
F
You
know
it's
not
big,
and
it's
not
sexy
like
the
harp,
but
I
think
it's
a
really
really
important
area
and
I'm
wondering
I'm
looking
at
Steve
because
it
says
enter
and
service
director,
ICT
and
possibly
Tim,
because
this
could
be
a
big.
So
how
are
we
then
deciding
where
to
put
our
resource
in
making
sure
that
we
do
this?
Because
the
date
on
this
may
2018
is
very
near
I?
F
Understand
that
we
don't
have
an
actual
information
wrist
register,
that's
operational
at
the
moment,
I
did
have
a
little
peek
around
the
other
day,
looking
for
it,
I
couldn't
really
find
it
so
I'm
I'm
thinking
that
this
is
higher
than
14
personally
and
where's
the
money
and
resource
and
what
we
actually
doing
about
it.
Bearing
in
mind
the
budget
envelope,
Steve,
okay,.
W
Yeah
so
GDP
are,
is
all
that
personal
data.
It's
all
the
critical
stuff
that,
in
essence,
this
organization
can't
release.
You
know
any
reason
why
that
gets
released
is
a
significant
risk
to
the
organization
we're
currently
managing
it
in
terms
of
a
specific
project,
and
it's
been
managed
across
the
organization
in
terms
of
the
resource
within
ICT,
to
manage
the
IT
elements
of
it,
but
also
think
of
this
in
terms
of
the
paper
and
the
other
stuff.
That's
not
IT.
W
That
is
also
vital
and
can
easily
get
released
accidentally
that
that
amount
of
resource
is
being
managed
across
the
business.
So
I
have
a
project
manager
working
in
my
team
that
actually
is
working
across
the
organization
with
the
information
asset
owners,
that's
in
essence,
key
responsibilities
within
Directorate
and
also
with
my
tech
team
to
be
able
to
understand
what
the
risk
is.
We
then
translate
that
risk
into
a
plan.
That
plan
then
gets
in
essence
to
the
capital
program.
W
W
C
W
I
It's
possibly
worthwhile
indicating
that
this
was
the
assessment
in
January.
We
now
have
a
program
manager
in
place,
who's
actually
going
through
in
detail
to
say:
are
we
on
track
and
everything
because
we're
you
know
it's
it's
getting
close
and
his
assessment
will
result
in
a
refresh
of
this
based
on
the
evidence,
then
about
where
we
actually
are
yeah.
B
You
think
Jews
point
about
how
the
the
transparency
of
priorities
is
a
good
one.
Actually
it's
really
important.
We
understand
how
these
things
have
been
decided.
My
own
point
is:
is
a
bit
further
down?
Actually
it's
be
our
twenty
about
the
effects
of
brexit
know
now,
I,
don't
know.
Why
would
you
expect
the
council
to
know
beyond
service
because
the
government
doesn't
seem
to
but
I
do
I?
Do
we
should
have
a
plan
I.
B
Do
wonder
if
there's
been
any
kind
of
auditing
done
or
do
we
have
plans
for
an
audit
or
the
impact,
for
example,
on
available
people
to
particular
kinds
of
work,
yet
schools,
o
people's
homes
and
care
services?
Do
we
have
any
intelligence
on
those
issues?
It's
not
happening
yet,
but
it's
going
to
be
happening
very
soon.
V
I
What
is
that
we
recognize,
as
both
the
risk
and
an
opportunity,
but
I
just
didn't,
want
to
put
it
twice
under
both,
but
it's
actually
it
could
be
positive
negative,
and
actually
it
were
at
this
stage
where
we
just
don't
know.
There
was
just
too
many
unknowns
about.
You
know
where
they
positives
and
adverse
are
going
to
enter
sort
of
land
so,
but
we
wanted
it
outlined
there
specifically
and
captured
and
again
in
ensures
that
we
do
keep
her
watching
brief
Antley.
A
E
E
We've
got
two
2,750,000
in
for
re,
for
overhauling
our
IT
system,
this
year
alone
and
1750
for
the
next
two
or
three
years:
sorry,
1
million,
seven
hundred
and
fifty
thousand
pounds
for
the
next
two
or
three
years
so
I
think
there
is.
You
know
there
was
a
comparable
importance
to
to
those
particular
I've
may
have
got
the
figures
wrong,
but
it
was
in
there
somewhere
because
I
some
of
these
things
stick
so
I
think
we
are
taking
it
seriously.
E
I
W
Will
do
so
in
essence,
councillor
I've
been
brought
into
the
organization
to
take
a
look
roots.
You
know
roots
review
of
the
IT
operation.
We've
currently
got
PwC
working
with
us
to
take
a
significant
look
at
the
IT
operation,
and
that's
why
it's
a
little
difficult
with
the
savings
profile
to
to
articulate
much
down
the
line.
We
are
trying
to
work
out
what
the
problems
are
and
turn
that
into
a
plan
that
helps
us
move
forward.
But
in
essence
you
know
we're
taking
a
real,
detailed
look
at
where
we
are.
W
Why
we're
there
and
how
we
need
to
fix
it.
There's
a
couple
of
elements
that
will
come
out
of
that
a
REE
sort
of
jig,
with
some
recommendations
around
the
strategy
itself.
The
IT
strategy,
but
the
most
important
couple
of
things
in
essence,
is
a
is
a
proper
target
operating
model
for
the
IT
operation,
with
the
right
skills
and
capabilities,
and
also
a
transition
plan
to
get
us
from
where
we
are
now
to
where
we
need
to
be
currently
I.
W
Don't
have
any
visibility,
because
that's
currently
underway
and
he's
due
to
finish
end
of
March,
so
I
don't
have
any
visibility
of
what
the
outcome
from
that
will
be
significantly
other
than
to
give
you
assurance
that
we
are
holding
the
right
sessions
with
the
right
input
from
the
right
people,
not
just
from
IT
but
also
across
the
organization
and
we've
also
been
speaking
to
councillor
Chaney
about
getting
potential.
You
know,
member
involvement
in
that,
so
we're
getting
the
right
alignment,
the
right
leadership
through
to
what
we
need
to
deliver,
I'm,
really
keen.
W
A
Don't
necessarily
know
enough
to
know
that
I
don't
understand
the
problems
in
the
harbor
wall
and
I
think
that's
possibly
a,
and
that
is
that
is
the
inevitable
problem
for
for
members
and
and
probably
for
finance
officers
in
terms
of
assessing
the
risk,
because
we
it's
the
question
of
how
we
develop
that
governance
and
and
and
communicate
the
way
that's
being
dealt
with
and
I,
and
perhaps
that
is
something
we
may
between
scrutiny
and
an
already
committee
look
at
and
how
those
are
dealt
with.
Because
simple
risk
management
is
one
thing.
A
Then
we
end
up
with,
we
can
have
less
questions
on
resources
and
I
will
assess
the
time
frame
depending
on
the
level
of
questions
I'm
not
going
to
want
to
cut
short
on
people
but
I'm
hoping
we
can
then
finish
in
a
reasonable
time.
But
if
we
proceed
on
that
basis,
then
those
officers
not
involved
with
people
or
resources.
A
A
A
J
I
just
reiterate
what
I
said
earlier
really
I
mean
we
followed
the
sort
of
resource
principles
that
we
set
up
in
the
in
the
MTF
pianned
and
tried
to
be
forensic
across
the
director
err
in
how
we
came
up
with
savings.
Making
sure
that
you
know
stopping
services
was
the
absolute
last
thing
that
we
did
and
I
think
I
mean.
We
started
the
position
relatively
well
in
comparison
to,
for
example,
adult
or
children
sort
of
departments
where
things
are
lot
harder.
J
I
The
challenge
that
I
believe
that
we
have
across
the
resources
Directorate,
is
how
we
write
size
to
actually
enable
us
to
appropriately
support
the
organization,
but
also
think
about
delivering
our
core
regulatory
type
functions.
So
we
have
to
start
to
think
about
what's
the
size
of
the
organization
or
the
other
resources
director,
we
need
just
to
deliver
about
element
and
then
what's
the
additionality
that
we
can
have
that
we
can
add
to
it.
I
But-
and
we've
looked
at
that
in
terms
of
thinking
about
the
principles
we
wanted
to
adopt
and
the
areas
of
where
we
could
maybe
make
efficiencies,
but
also
trying
to
think
about
the
fact
that
we
do
need
to
have
a
a
reasonable
resource
to
be
able
to
support
the
transformation
programs
that
are
underway.
We've
also
taken
a
hard
look
at
all
of
the
corporate
areas
as
well
to
provide
some
areas
to
bring
some
efficiencies
and
image
juicy.
The
need
for
frontline
service
reductions.
A
But
are
we
happy
that
we
have
sufficient
financial
capacity
within
the
officer
corps
and
similarly
in
the
IT
to
actually
deliver
what
we
need
because
there's
a
danger,
the
force
economy
is
forced
upon
us
because
we've
got
to
make
savings
and
we
then
don't
have
the
resources
to
deliver
the
skillsets
that
we
need
and
I
know
the
positive
answer.
You're
gonna
give
me
but
I
think
I.
Think
it's
important
to
put
that
question
on
record
and
and
to
note
the
response.
J
Yeah
I
mean
I
spaced
at
the
high
level
on
this.
That
simple,
as
all
that
Deniz
get
into
the
detail
bit
more
but
I
mean
in
a
sense,
resources
should
track
the
rest
of
the
organization
as
the
organization
contracts
or
grows
or
or
Morse
in
different
directions
than
the
resources
Directorate
needs
to
follow
that
same.
If
you've
got
less
staff,
you
need
less
HR
support.
If
you've
got
increased
IT,
then
this
potential
that
you
need
more
ICT
staff
or
more
project
staff
to
deliver
on
projects,
that's
all
insane.
I
I
Think
what
we
need
to
be
clear
on
is:
do
we
have
the
skills
in-house
to
deal
with
the
things
that
we
are
dealing
with
on
a
day
to
day
basis,
and
do
we
have
the
ability
to
go
out
and
and
bring
in
the
skills
that
we
need
at
the
point
that
we
need
them?
So
I
think
there
is
something
about
has
been
able
to
identify
where
our
identify
and
be
honest
about
our
skills
and
capability
and
when
something
is
above
our
internal
skills
and
capability,
and
we
need
support
and
I.
I
Think
and
we've
tried
to
build
to
build
our
budgets
and
the
programs
in
that
way.
I
think
in
other
areas
that
we
believe
that
there
are
opportunities
is
around
project
fund
and
project
support.
When
we
are
submitting
bids,
we
haven't
been
very
good
at
really
thinking
about
the
support
services
that
you
need
in
supporting
those
projects.
So
there
is
opportunities
that
where
external
funding
is
being
bid
for
that,
we
properly
account
for
the
additional
support
service.
I
A
G
Thank
you
Jeff,
so
I'm
puzzled.
That
parks
and
open
spaces
appears
in
two
budgets.
It
appears
on
page
47
and
also
on
page
57,
which
is
levies
and
me
being
a
suspicious
type
of
person.
I'd
hate
to
see
that
some
of
the
income
from
parks
isn't
actually
going
into
running
parks.
So
page
47,
you
can
see
parks
is.
It
is
rightly
I
just.
A
O
A
K
W
Okay,
so
it's
always
an
ongoing
task
with
all
all
of
these
things,
as
new
technology
comes
along
new
tariffs,
we
constantly
have
to
to
to
take
stock
of
that
and
see
what
we
can
eke
out
and
and
make
beneficial
to
the
organization.
That's
what
this
is.
In
essence,
we
are
rescanning
that
that
profile
of
things
that
we
have
the
connectors
that
allow
us
to
talk
via
you
know,
mobile
phones,
connectivity
to
to
a
care
to
additional
savings.
It's
a
constant
cycle
per.
K
E
P
E
In
our
Lipton
office,
regularly
scours
floors
up
to
the
third
or
fourth
floor
to
find
the
telephone
and
on
many
occasions,
iPhone
offices
only
to
get
to
cut
into
straight
into
engaged
and
when
I've
asked
offices
about
that,
I
found
another
officer
to
ask
if
the
other
officer
is
actually
in
the
office.
The
answer
is
there
are
no
phones
available,
they've
been
out
to
look
at
the
racks
and
none
are
there
and
they're
all
you
know,
being
scattered
around
the
offices
have
gone
out
of
battery
not
used
before
we
start
doing
the
high-tech
stuff.
E
W
Absolutely
this
is
exactly
what
we've
got:
we've
got
to
do
over
the
next.
You
know
a
few
weeks,
oh
and
months
up
to
up
to
March.
The
aim
is
to
try
and
spot
these
things.
Take
your
point
we'll
feed
that
into
the
process,
and
we
are
scaring
the
organization
for
exactly
that.
Let
me
try
to
show
you
that
we've
got
to
get
the
base
stuff
right
before
we
do
any
of
that
sort
of
wonderful
stuff
that
you
talk
about.
Absolutely
accept
that
and
that's
exactly
what
we
do.
F
No,
it's
actually
it's
some
of
this.
Maybe
somebody
could
just
as
a
counselor,
we
don't.
We
haven't,
really
had
any
training
on
how
the
abbot's
work,
how
we
use
these
systems
link
systems
or
whatever
and
I
wonder
if
that
reflects
on
staff
as
well,
so
in
IT
budgets,
we
know
that
a
lot
of
it
is
hardware,
but
actually
a
great
deal
of
it
is
training
and
development
of
stuff
to
make
sure
that
they
can
use
what
we've
got
to
the
best
ability.
So
is
that
also
part
of
what
you're
doing
so.
W
Absolutely
good,
so
not
so
everything
we're
doing
he's
not
just
about
the
teen
and
the
service
of
the
network,
it's
all
about
how
we
use
the
equipment,
how
we
make
it
usable
and
how
we
could
standardize
on
things.
So
it
makes
it
that
we're
not
using
lots
of
systems.
It
simplifies
down.
So
absolutely
we're,
including
that.
X
A
N
Thank
You,
chair
page
35,
item
all
line
them
I'm,
not
sure
what
it
is.
One,
four
five
really
meant:
I
noticed,
there's
quite
a
significant
cut
in
funding
for
this
service,
which
is
actually
an
incredibly
useful
service
to
enable
people
to
stay
in
their
own
homes
as
long
as
they
possibly
can
and
I
just
wondered
what
the
rationale
was
for
cutting
that
budget.
X
Significant,
but
what
we
need
to
do
is
make
sure
that
we
provide
the
the
best
and
most
efficient
way
of
providing
care
for
people
and
ensuring
that
we
provide
it
at
the
right
level
to
the
right
people
at
the
right
time.
So
there's
been
significant
amount
of
work
between
our
adult
colleagues
and
empower
Lords
of
due
diligence
work,
and
we
recognize
that
there
are
there's
considerable
savings
around
this.
X
But
we're
pretty
convinced
that
the
figures
that
empower
donor
I-
don't
colleagues,
have
come
up
with
her
and
as
good
as
they
can
be,
and
the
due
diligence
we've
done
around
the
various
levels
of
care
that
we
can
give
and
vulnerable
adults
and
the
community
and
the
right
place
here,
and
that
where
we
take
inserting
savings
that
wouldn't
be
to
the
detriment
of
her
their
clients.
But
it
would
be
about
enabling
us
to
put
the
right
care
in
the
right
place.
X
So
and
we've
got
the
improved
better
care
fund
that
has
put
in
a
significant
amount
of
funding
and
for
the
next
three
years
and
and
adult
services
to
enable
is
to
provide
better
quality
care.
But
an
awful
lot
of
the
work
that
we
will
be
doing
is
with
our
providers
and
looking
at
some
of
the
cost
base
that
our
providers
have
got
and
and
where
we
can
support
them
with
and
some
cases
improved
costs
and
improved
funding
and
some
cases.
N
I'm
really
concerned
about
some
of
this
because
I'm
thinking
mostly
about
the
issues
with
bed
blocking
and
so
and
where
people
can't
get
home
because
their
homes
not
been
adapted,
etc
and
I'm
more
concerned
about
the
real
man.
Part
of
this
really
because
I
think
that
is
a
really
significant
problem
for
us.
O
I
Think
in
terms
of
trying
to
provide
my
colleague
some
support,
with
some
absence
of
some
of
our
other
colleagues
who
have
the
debt
from
this
I
think
in
terms
of
adult
social
care
in
my
initial
interest-
and
we
talked
about
some
areas
where
we
knew
that
we
had
some
financial
pressures
this
year-
that
we
anticipate
will
be
ongoing.
Adult
social
care
is
one
of
those
areas.
What
we've
actually
started
to
do
is
to
actually
do
a
whole
system's
transformation
program.
I
Looking
at
all
of
these
areas
collectively
and
working
with
a
number
of
our
partnering
agencies,
some
of
our
regional.
You
know
our
regional
counterparts
as
well
to
actually
start
to
think
about
how
we
can
actually
develop
these
programs
going
forward.
There
are
a
number
of
areas
where
we've
identified
that
we
pay
significantly
more
in
the
region
for
care
than
what
some
of
our
you
know.
Other
areas
do
and
those
some
of
the
areas
that
we'll
all
need
to
work
on
Jackie
had
mentioned
the
fact
that
we
had
the
improved
Medicare
from
that
we
didn't
allocate.
I
I
We
able
meant
thinking
about
provisions
whether
or
not
we
internalize
some
other
provision,
how
we
work
with
contractors
to
actually
come
up
with
a
whole
program
of
works,
with
the
fact
that
all
of
that
IBC
s
money
will
be
invested
in
this
area
to
help
and
support
during
that
transition.
So
the
savings
that
you
see
is
a
combination
of
some
of
those
things
that
we'd
already
put
in
place
and
also
that
transformation
program
and
the
detail
work.
That's
been
done
behind
that.
I
M
We're
putting
some
more
resources
into
that
area
as
one-off
to
sort
of
try
to
chase
the
backlog
and
get
that
sort
of
you
know,
sort
of
back
to
a
manageable
state,
so
I'm
hoping
to
sort
of
have
a
and
rethink
the
whole
system
of
how
we
collect
debt.
So
that
puts
responsibilities
back
to
those
managers
who
are
responsible
to
doing
the
assessment
in
the
first
place,
which
is
actually
a
Care
Act
responsibility.
E
G
You
Jeff
some.
My
understanding
of
the
cost
savings
in
adult
social
care
is
they're
predicated
on
two
key
drivers.
One
is
the
reducing
cost
per
week
of
residential
care
and
the
other
is
the
change
changing
the
percent
of
people
that
go
into
residential
and
nursing
care
and
directing
them
towards
home,
based
care
and
extra
care.
So
those
are
actually
two
utterly
critical
metrics
that
dictate
the
success
or
failure
of
our
budget
next
year.
If
we
put
it
in
perspective,
so
this
is
actually
probably
for
Deniz
and
Krave.
G
O
I
With
our
partners,
because
the
game
we
want
to
be
clear,
around
sort
of
cost
something,
but
also
so
that
we're
not
competing,
because
what
that
can
actually
do
is
drive
up
the
price
if
we
actually
start
to
go
into
competition
with
each
other.
So
we
have
a
meeting
with
all
the
chief
executives
and
all
the
director
of
adult
social
care
to
actually
talk
about
the
care
markets
and
how
we
can
actually
be
support
each
other
in
actually
trying
to
think
about
how
we
can
influence
the
market
in
a
different
way.
I
O
B
We
are
confident
that
we
actually
have
sufficient
public
funds,
as
I
can,
as
far
as
I
can
see
it,
we're
witnessing
levels
of
full
substitution,
which
I
have
never
seen
in
my
lifetime,
and
especially
those
the
very
bottom
of
a
heap,
including
people
like
asylum
seekers,
for
whom
there
tends
to
be
a
lack
of
public
sympathy
very
often
so
give
them.
There
was
a
very
high-profile
signing
of
that
agreement
by
Marvin.
Are
we
confident
we
actually
have
the
capacity
and
the
resource
to
actually
put
into
practice?
The
commitment
we've
made
at
a
policy
level
in.
X
That
is
within
the
value
base
that
we
espouse
as
a
council,
and
it's
not
our
intention
to
make
anybody's
life
harder
when
they're
all
read,
they
already
have
extremely
hard
life's
remainded
with
their
and
the
comments
that
were
made
about
having
an
ethical
approach
to
anything
we
do.
It
was
in
the
context
of
enforcement
earlier.
So
it's
our
intention.
X
J
The
point
now
that
Jackie
made
is
the
key
point
on
this,
which
is
that
this
is
about
getting
money
back
off
the
home
office
more
quickly,
because
at
the
moment
that
is
a
very,
very
long
and
tortuous
process
and
the
idea
is
to
get
someone
in
that
will
help
us
to
be
able
to
do
that
now.
The
initial
plan
was
to
get
some
of
them.
Boras
agency
I.
B
X
Been
really
prudent
and
understand
that
we
think
we
can
make
fifty
thousand
pound
savings.
Our
colleagues
and
Harrell,
which
is,
has
been
really
successful.
Having
made
apparently
tens
of
thousands
nearly
a
million
pound
savings
by
not
by
savings
from
the
families
but
savings
from
money
that
we
would
have
paid,
they
would
have
paid
instead
of
the
home
office
payin.
So
with
that
said,
direct
transfer
of
benefit
to
the
local
authority,
so
we've
been
really
prudent
and
the
fifty
thousand
pounds
about
four
flag
for
us
governor's
a
challenge
to
try
and
achieve
it.
B
F
N
X
Policy
policy
approach
so,
rather
than
just
have
Elena
in
the
budget.
We
felt
that
govern
that
this
was
an
issue
that
so
many
counselors
felt
really
passionate
about
that
to
create
to
develop
a
policy
and
bring
a
policy
through
a
consultation
process
where
people
could
get
a
really
good
look
at
what
we
were
doing.
What
the
research
was
done,
dependent
what
local
thought
it
you
sort
of
informed
it
so
that
we
you
can,
as
members,
can
get
a
really
good
understanding
of
what
we
want
to
bring
forward
before
we
start
anything
at
all.
X
So
it
will
be
a
bit
of
a
longer
time
and
it
will
be
a
more
of
a
an
end
depth
process.
We
will
have
a
task
and
finish
group,
because
it's
a
it's
impossible
to
do
this
and
without
it
and
what
counselor
petascale
is
very,
very
informed
on
this,
and
so
we
would
be
really
interested
in
hearing
what
kinds
of
girl's
got
to
see
within
the
context
of
that
policy
group.
X
At
the
moment,
our
first
stab
at
it
as
getting
a
teleconference
that
will
involve
councillor
Godwin
in
councilor
pekus
go
Wataru
one
without
LinkedIn
and
one
with
one
of
the
organizations
that
counsel
Pecos
girls
identified
for
us
when
we've
had
those
three
Taylor
conferences
with
officers
and
and
members
will
then
look
at
the
approach
that
we're
going
to
take
to
take
it
further.
Mm-Hmm.
H
If
I
can
go
back
to
the
previous
thing
will
be
discussing
adults,
so
she
okay,
these
are
the
big
ticket
things
really
the
same
big
ticket
savings
that
actually
have
to
happen,
and
you
talked
Deniz
about
the
kind
of
public
sector
discussions.
A
lot
of
these
things
seem
to
be
predicated
on
on
discussions
outside
of
this
organization.
I
Couple
of
points
to
the
use
of
the
improved,
better
care
fund,
and
that
is
across
partners,
and
we
have
been
working
with
our
CCG
partners
and
the
proposition
was
presented
to
the
health
and
well-being
board
in
terms
of
the
investment
plan
for
tackling
the
delayed
transfers,
okay,
etc.
So
they've
been
engaged
in
that
and
that's
that's.
Obviously,
an
ongoing
meeting
and
I
also
am
aware
that
the
chief
executives
meet
with
the
chief
exec
for
the
CCG
and
are
actually
all
looking
collectively
how
they
can
actually
make
some
of
the
improvements
that
they
want
to
see.
I
The
other
area
that
I
spoke
about
was
around
the
market.
It
wasn't
one
of
the
things
that
counsel
Stevens
mentioned,
but
one
of
the
things
that
we
think
is
critical
in
terms
of
driving
the
cost
that
we've
seen
or
the
increased
cost
that
we've
seen
and
actually
in
some
areas,
the
the
the
price
that
we
pay
for
care
in
Bristol
is
significantly
more
than
the
price
that
is
paid
by
some
of
our
regional
partners,
and
we've
been
to
begin
to
self
gloss
and
of
Somerset
about
actually
is
all
working
together.
I
So
that
were
not
actually
in
competition
with
each
other
and
artificially
driving
those
cost
up.
So
there
is
a
meeting
taking
place
to
discuss
that
more
widely
with
the
section
105
one
offices,
the
and
the
chief
executives
about
how
we
can
start
to
do
that,
so
that
we
can
then
start
to
influence
the
market
in
a
in
a
beneficial
way.
H
S
Think
part
of
the
heart
of
carry
is
to
do
the
shortage
of
care.
You
know
difficulties
with
treatment
and
retention
in
the
gap,
so
I
know.
Quite
a
lot
of
work
has
been
going
on
in
that
regard
and
we've
got
the
proud
to
care
jobs
board
and
website
now,
which
should
be
making
real
efforts
to
those
that
don't
know
about
that.
C
X
See
why
that
would
be
a
difficulty
and
there's
something
we're
really
interested
in.
We
also
want
to
make
sure
that
we're
paying
when
we
commissioned
services
that
we
appear
in
to
decent
wages,
so
that
it
could
be
quite
a
good
story
for
the
region,
not
just
breastal
so
yeah
with
it
would
be
quite
a
nice
thing
to
to
bring
you
scrutiny,
I
suspect
and
keep
an
eye
on.
A
G
I'd
like
to
pick
up
on
the
figure
we
were
given
earlier
about
nursing
a
residential
care
numbers
dropping
by
sixty
sixty
people
that,
as
long
as
they're
being
looked
after,
that
gives
us
an
running
savings
of
two
million
a
year,
assuming
they
are
looking
being
looked
after.
That
means
we
need
about
twenty
more
social
workers.
So
my
question
is:
are
we
recruiting
social
workers
to
take
account
of
the
people
that
are
coming
out
of
nursing
and
residential
care
or,
if
I
made
a
bad
bad
assumption.
X
Anyway
and
as
wouldn't
be
a
direct
correlation
in
terms
of
savings
because
they
will
have
another
type
of
package,
the
package
may
well
not
be
residential
care,
but
we
would
be
expect-
and
there
would
be
quite
a
high
level
of
support
in
the
home,
for
instance,
for
those
and
customers
so,
and
the
package
of
support
that
social
worker
would
provide
would
be
about
the
organisation
of
the
plan.
So
we
wouldn't
need
more
social
workers.
We
just
need
to
direct
them
somewhere
else.
A
R
X
O
O
Obviously
we're
in
winter,
so
more
people
also
that
that
is
a
number
so
doesn't
actually
directly
correlate
to
a
saving,
because
it's
a
net
decrease
but
more
people
might
be
going
in
at
a
higher
higher
price,
with
more
complex
packages.
And
that's
what
we
see
as
a
trend
is
actually
the
the
complexity
going
up
across
the
years.
So
as
people
sort
of
come
out
of
residential
care
through
death
or
other
means
that
actually
those
replacing
it
are
usually
at
a
higher
package
price.
N
There
was
one
about
the
increase
in
council
tax
I
think
it's
on
page
10.
So
it's
quite
a
way
back
and
it
was
about
get
there
myself
minutes
it's
about
the
extra
tax
that
we
could
spend
the
1%
that's
being
held
back
because
I'm
thinking
about
the
adult
social
care
and
I
just
wondered
what
the
reason
was
for
keeping
back
that
1%
I
know.
It
says
that
essentially
we're
hoping
that
the
government
is
going
to
fund
it,
but
that
probably
sounds
unlikely.
So
why
are
we
holding
back
1%
that
we
could
actually
spend
now
so.
J
We've
been
consulted
on
the
on
a
four
point:
nine
nine
percent
council
tax
increase.
After
we
consulted
the
government
came
up
with
the
idea
that
we
could
levy
an
additional
1%
on
the
on
the
basic
cancel
tax,
separate
to
the
social
care
preset.
They
then
let
us
so
that
we've
said,
then
we
were
in
a
position
that
we
could
potentially
take
six
percent
connecter
tax
increase
or
we
could
delay
the
social
care
precepts
which
we
could
take
over
three
years
to
next
year.
J
So
the
decision
is,
do
we
take
it
as
six
and
two
so
six
percent
this
year
and
two
percent?
Next
or
do
we
take
it
five
and
three?
So
we've
opted
for
five
and
three
because
we
think
it's
probably
fair
for
the
people
of
Bristol
doesn't
affect
our
base
budget,
because
we
put
it
up
by
that
additional
one
percent
that
the
government
offered
us
and
we
can
take
the
extra
one
percent
in
social
care
levy
next
year.
A
K
X
A
A
A
really
positive
note
to
end
on
because
he
he
was
noted
by
members,
the
time
of
of
Andrea's
email
and
others
I
think
mostly
bias
were
noted
the
next
morning,
rather
than
at
the
time
it
came
out,
but
well
that
there
clearly
has
been
it
been
a
great
deal
of
work
and
I.
Think
that
I
think
Charlie.
That
also
echoes
the
point
that
Graham
made
about
the
interaction
with
the
task
and
finish
group
as
well.
A
T
A
Indeed,
so
on
Monday
we
are
looking
at
the
capital
program
and
Chris
I
think
you
were
going
to.
Let
us
have
a
schedule
of
the
movement
from
last
year's
capital
program
and
what
the
changes
were
and
linked
with
that
treasury
management.
And
then
we
were
going
to
look
at
place
and
neighborhoods
directorates.
A
And
I
don't
know
whether
members
have
any
preference
for
the
order
in
which
we
deal
with
that
hundra.
Can
we
perhaps
just
establish
in
terms
of
what
time
vari
can
be
with
us,
as
well
and
and
in
terms
of
officers
what
times
work,
and
so
we
can
give
some
some
movies
of
that.
So
that's
that's
what
we're
proposing,
if
there's
anything
else
from
the
plethora
of
papers
that
are
available
very
happy
to
take
it,
but
that
seemed
to
be
the
areas
that
we
felt
members
would
be
most
interested
in
looking
at.